Draft Work Program and Budget (WPB)

2019-2020 Submission to the 7th Session of the Assembly and 11th Session of the Council, October 2018

UNEDITED A/2018/10 - C/2018/10For Official Use

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I. Table of Contents

I. Table of Contents ......................................................................................................................................... 1

II. List of Abbreviations ..................................................................................................................................... 3

III. Figures and Tables ........................................................................................................................................ 4

IV. Executive Summary ...................................................................................................................................... 5

V. Introduction................................................................................................................................................ 13

VI. Theory of Change and GGGI Value Chain ................................................................................................... 15

VII. Global Green Growth and GGGI’s Operational Role .................................................................................. 17

VIII. GGGI 2020 Targets and Building on Highlights of 2017 and 2018 ............................................................. 21

IX. Resources and Allocation Scenarios and High-Level Budget ..................................................................... 23

A. Operational Resources and Allocation Scenarios ..................................................................................... 23

B. High Level Budget Transparency (Base and Plus Case) ............................................................................. 26

X. Strategic Priorities – Deepening Operational Focus .................................................................................. 30

XI. Integrated Offerings of Technical Services ................................................................................................. 34

A. Sustainable Energy .................................................................................................................................... 34

B. Sustainable Landscapes ............................................................................................................................. 37

C. Water and Sanitation ................................................................................................................................ 41

D. Green Cities ............................................................................................................................................... 45

E. Green Investment Services ........................................................................................................................ 50

F. Safeguards, Poverty Reduction and Social Inclusion ................................................................................. 53

G. Thought Leadership and Knowledge......................................................................................................... 55

H. Results Monitoring and Impact Evaluation ............................................................................................... 58

1. Results Monitoring ................................................................................................................................ 58

2. Impact and Evaluation ........................................................................................................................... 59

XII. A Stronger GGGI for Greater Impact .......................................................................................................... 60

A. Strategy and Planning Process .................................................................................................................. 60

B. Diagnostic Assessments and Knowledge-based Operations ..................................................................... 62

C. Country Business Plans .............................................................................................................................. 63

D. Project Cycle Management ....................................................................................................................... 63

E. Values, Behaviours, and Change Communications ................................................................................... 68

XIII. A More Effective GGGI – Enabling Services ................................................................................................ 70

XIV. Governance and Management ................................................................................................................... 73

XV. Value for Money ......................................................................................................................................... 76

A. Efficiency ................................................................................................................................................... 76

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B. Overheads ................................................................................................................................................. 79

C. Risk Management ...................................................................................................................................... 80

D. Accountability and Transparency .............................................................................................................. 81

E. Internal Audit and Integrity ....................................................................................................................... 82

XVI. Conclusion and Implementation ................................................................................................................ 83

Annex 1: Assumptions in the Allocation Scenarios for Work Program and Budget 2019-2020 ............... 84

Annex 2: Resource Allocation Principles ................................................................................................... 90

Annex 3: Pipeline Projects 2019-2020 (Base Case) ................................................................................... 91

Annex 4: GGGI Corporate Results Framework (CRF): 2019-2020 ............................................................. 94

Annex 5: Key Milestones for Implementing WPB 2019-2020 ................................................................. 101

Attachment: Compendium of Business Plans

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II. List of Abbreviations

Abbreviations

ASU Administrative Services Unit

CBP Country Business Plan

CPF Country Planning Framework

CRF Corporate Results Framework

CRM Constituent Relationship Management

DFID Department for International Development (of UK Government)

DEWAT Decentralized Wastewater Treatment

GCF Green Climate Fund

GGPA Green Growth Potential Assessments

GGPM Green Growth Index

GHG Green House Gas

GIS Green Investment Services

GLU GCF Liaison Unit

HIC High Income Country

HR Human Resources

IATI International Aid Transparency Initiative

IEU Impact and Evaluation Unit

INDC Intended Nationally Determined Contribution

LDC Least Developed Country

LEDS Low Emission Development Strategy

MIC Middle Income Country

MPSC Management and Program Sub-Committee

NDC Nationally Determined Contribution

NFV National Finance Vehicle

ODG Office of the Director General

OECD Organisation for Economic Cooperation and Development

OECS Organisation of Eastern Caribbean States

OED Operations Enabling Division

OIAI Office of Internal Audit and Integrity

Paris Agreement UNFCCC Paris Accord

PCM Project Cycle Management

SDG Sustainable Development Goal

SME Small and Medium Enterprises

SO Strategic Outcomes

SPC Strategy, Partnerships and Communication Department

SPRSI Safeguards Poverty Reduction and Social Inclusion

SSU Sustainability and Safeguards Unit

TL Thought Leadership

TSU Technology Services Unit

UNFCCC United Nations Framework Convention on Climate Change

VfM Value for Money

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III. Figures and Tables

Figures Page

1 GGGI Value Chain 16

2 Indicative Contributions of Thematic Focus Areas to Strategic Outcomes 33

3 Sustainable Landscapes Technical Services 39

4 Elements of a Green City, as envisaged by GGGI 47

5 Financial Commitments Mobilized by GGGI 2015-2020 (USD million) 52

6 GGGI’s Project Cycle Management (PCM) Cycle 64

7 GGGI’s Core Values 68

Table Page

1 Final WPB 2019-2020 Budget 28

2 WPB Core Budget 2017-2018 and 2019-2020 (Base Case) Comparison 29

3 Progress in achieving the Targets in the Strategic Plan (in %) 79

Boxes Page

1 Examples of projects in Sustainable Energy 37

2 Examples of projects underway in Sustainable Landscapes 40

3 Examples of projects in Water & Sanitation 44

4 Examples of projects support Green Cities 48

5 Examples of Safeguards, Poverty Reduction and Social Inclusion Components in GGGI

projects

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6 iGROW Reforms 62

7 GGGI Culture 69

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IV. Executive Summary

1. Results and Targets

The Global Green Growth Institute (GGGI) has achieved solid success in demonstrating the value it

adds in the current biennium, 2017-18. GGGI contributed to adoption of 17 green growth polices

by its member and partner countries in 2017. It contributed to mobilizing green and climate finance

for investment projects and vehicles in its member and partner countries for a total amount of USD

524 million in 2017, to the stage of demonstrated investor commitment. GGGI is on track to exceed

its USD 500 million green finance target in 2018 and proposes to set annual targets of USD 600

and USD 700 million for 2019 and 2020, respectively, in this Work Program and Budget (WPB). If

achieved, this brings the total of green and climate finance mobilized by GGGI for its member and

partner countries during the current strategic plan period (2015-2020) to over USD 2.5 Billion. This

is four times the increased target set in the Revised Strategy adopted by Council in October 2016

of USD 600 million. This demonstrated early years’ success, while it needs to be expanded and

solidified, is taken as a validation of GGGI’s core approach of working on both policy and finance

from a position of teams embedded in member and partner governments.

During 2017-18 GGGI has evolved and matured its policy work from broad national green growth

planning to more focused sectoral plans, NDC Action Plans, Low Emission Development Strategies,

and specific targeted policy instruments such as improved fuel standards, revised feed-in-tariffs,

energy efficiency standards for appliances and wastewater guidelines. In the coming biennium this

focusing is expected to continue to address specific policy obstacles to public and private

investment in targeted areas of green growth. GGGI proposes targets for the number of policies

adopted in 2019 and 2020 of 20 per year, and targets of policy advisory assignments completed

of 30 per year in 2019 and 2020, respectively.

The Green Investment Services team initiated in 2016, evolved its processes for project origination,

design and structuring during 2017 and 18, and now has a fully staffed team and a diversified

pipeline of projects in the idea, design and structuring stages under development for 2018 of well

over USD 1 Billion, and in preparation for 2019. GGGI has an annual target to originate at least 60

investment project ideas, and complete at least 20 deals with a total value of at least USD 600

million in 2019. While the engagement with the private sector can be expanded further, early

experience to date with around 15 projects and initiatives directly involving the private sector

provides a good foundation to work from.

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2. Financial Sustainability

GGGI has enjoyed solid and stable financial support from a small group of core contributing

members on the order of USD 25-30 million per year since inception in 2012, with a relatively small

share of earmarked funding from a few donors in the order of USD 10-15 million. During the

current biennium, the Council approved annual budgets of USD 56 million in both years, to spend

down the retained surplus of USD 24 million. Actual income in 2017 and projected income in 2018

amounts to only USD 23 million and USD 27M per annum respectively.

GGGI therefore had an urgent challenge to provide a sustainable financial basis for the organization

to grow funding to a level of at least USD 55 million per annum or face a drastic restructuring in

staffing and activities in 2019.

The efforts to build distributed resource mobilization capacity in the country teams, as well as an

expanded central capacity in HQ, has been very successful. From a baseline of no additional

earmarked contributions signed in 2016 and an empty pipeline, GGGI has mobilized a conservative

estimate of USD 60 million in earmarked projects for the 2019-20 biennium. In addition, it has a

well-filled pipeline of ideas and proposals submitted that may well generate significantly more

resources.

A portfolio of earmarked projects does introduce a risk of a donor-driven fragmented agenda, away

from GGGI’s core mission and mandate. To mitigate against this risk, GGGI has put in place strong

demand-driven planning processes that closely follow member and partner development priorities,

through the country planning frameworks and country business plans. GGGI has also developed

strong relations with like-minded strategic partners, particularly the Green Climate Fund (GCF) and

The Korea International Cooperation Agency (KOICA) with a MoU to deploy KOICA secondees

(experts and volunteers) to GGGI country offices starting from 2019. Fifteen countries have now

designated GGGI as the delivery partner for GCF readiness projects, with 8 such projects approved

for a total of USD 4.3 million, 5 proposals submitted for a total of USD 4.1 million, as well as more

recently for National Adaptation Plans in at least 2 and possibly 4 countries, for which proposals

are in preparation. A strong pipeline of KOICA-funded projects has also been developed that is

expected to begin funding projects in 2019. The current portfolio and pipeline of earmarked

projects is closely aligned with GGGI’s mission and mandate.

During the current biennium GGGI’s donors expanded with Netherlands, Italy, Luxemburg, GCF,

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UNDP, UNESCAP and WGEO providing funding to GGGI for the first time. There are several

proposals in the pipeline that will add additional new donors, if approved, including one large

private foundation. In addition, GGGI has worked with its current donors to maintain or expand

their contributions, core and earmarked, and is in discussion with several countries that could

provide additional core resources.

The agreement GGGI signed with the World Green Economy Organizations (WGEO) in Dubai that

brings together investors from the region and possibly beyond, is a first in that it aims to provide

GGGI with project preparation funding for 60 investment projects, for a fee of USD 300 thousand

per project, and targeting to mobilize at least USD 1 billion through WGEO investors for GGGI

member and partner countries in a three-year period. This is a first example of a new “fee for

service” business model that GGGI believes has strong potential to be developed further in coming

years and could contribute significantly to its financial sustainability.

3. Base Case and Plus Case Scenarios

The proposed GGGI Budget is presented in two scenarios, as presented in Table 1 and developed

in detail throughout this document and its Annexes.

• The Base Case Scenario is the minimum level of resources management is confident can be

mobilized and that form a reasonable, conservative base for the Institute’s planning. It is

comprised of USD 52 million in core contributions based on current signed agreements,

assuming current investors maintain their contributions through 2020. In this scenario the

earmarked resources total USD 60 million, based on contracts signed and a conservative share

of proposals submitted. Country envelope budgets, staff planning, and overall budgeting is

based on this Base Scenario, with a total of USD 112 million, equal to the 2017-18 biennium.

The budget does include several safeguards that mitigate against the risk of resources not

materializing.

• The Plus Case Scenario is the aspirational target for growth, with an increase in core resources

of USD 7 million and a 30%, or USD 18 million, increase in earmarked resources over the Base

Case. This represents an annual growth rate of about 10%. Resources over and above the Base

Case will only be programmed and expended once they are realized and as such there is no

additional risk from adopting the Plus Case as a target growth scenario. Non-programmatic

expenditures are presumed to remain at the same level in both the Base and Plus Cases, with

expansion only in programmatic expenditures.

The programmatic resources in the 2019-20 biennium in the Base Case total USD 87 million, up

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from USD 75 million in 2017-18, as a result of reductions in the non-programmatic costs, notably

a reduction in the budget of the Organization Enabling Division of 20%, implying a sharp increase

in overall organizational effectiveness The share of core resources allocated to country programs

from core resources has reduced drastically, compared to 2017-18, in line with the overall reduction

in planned core resources from USD 90 million in 2017-18 down to USD 52 million in 2019-20.

While many country programs have compensated reduced core budgets through increased

earmarked budgets in the Base Case Scenario, some have not. The Institute has introduced Budget

Support, which is a budget guarantee from a pool of flexible core resources against expected

earmarked income in the Plus Scenario. This enables country programs with currently relatively low

revenue forecasts, but reasonable expectations of additional resources becoming available, to

maintain the current level of effort (i.e. prevent letting go staff today that would have to be re-hired

when projects materialize). When additional resources do come through, the Budget Support

returns to the central pool and is available as a general risk mitigation resource.

The Base Case scenario represents a balanced budget, where planned expenditures equal forecast

revenue – but a share of the expenditures is conditional to revenue materializing, in order to

manage risk. Note that this is a significant improvement over the previous biennium, which forecast

a deficit of USD 24 million for the same level of expenditures.

If the Plus Case scenario is realized, management proposes to target a surplus of USD 5 million of

revenues over expenditure, in order to increase the current Operating Reserves (or Working Capital)

from USD 10 million to 15 million, recognizing the increased scale of the institute if the Plus Case

materializes (and maintaining the same proportion of reserves as a share of total expenditures).

4. Institutional Development and Effectiveness

During the 2017-18 biennium GGGI invested significantly in building online, decentralized resource

planning and management tools. Management, procurement, and accounting has been

decentralized to a significant degree to the country teams that have evolved from project

management teams to business units responsible for government relations, resource mobilization

and project implementation. New systems have been acquired and implemented for online CRM

(SalesForce) and online project management (GGGI Online), complementing the ERP, and creating

a full suite of online productivity tools available to all offices and from all laptops of all employees.

IT systems have been upgraded, bandwidth in country offices has been improved, and laptops have

been replaced for all staff.

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GGGI has also invested, in 2018, in the redevelopment of its core business processes. It has re-

developed its Project Cycle Management, to reduce red tape, simplify and automate processes, and

shift away from managing primarily fixed 2-year projects developed and put in place through the

WPB and funded through core resources. In its place has come this new WPB that allocates country

envelope budgets, while the organization develops projects on a continuous basis, using either

core or earmarked resources, or a combination of both. To support this new model, a time sheet

management tool was developed and tested with a number of teams in 2018 and will be rolled out

in 2019. As a result, the organization has shifted from primarily paper-based processes to almost

entirely online, paperless processes.

GGGI has used the 2017-18 biennium to prepare for a new way of working more akin to a nimble,

non-profit professional services organization, serving the members with top-notch policy and

financial advice and services. The final months of 2018, and the first quarter of 2019 will be critical

in the transition to this new business model.

In line with the recent decision by Council to define overhead as the share of non-programmatic

funds (OED and ODG divisions) of the total (combining core and earmarked), the projected

overhead in 2019-20 biennium is 22% in the Base Case Scenario and comes down to about 18% if

the Plus Case Scenario is realized. This is down from an overhead percentage of 23%, calculated on

the same basis, in the current 2017-18 biennium, and down from 28% in the biennium before that

(2015-16).

In short, management believes it has taken the necessary steps to prepare GGGI for a new, more

flexible and nimble business model, while reducing its overhead, thus increasing its Institutional

Effectiveness significantly.

5. Membership and Country Operations

During the current biennium to date, two countries have formally ratified GGGI’s treaty and

become a formal GGGI members (Lao PDR and Paraguay). According to our current information

there are six countries close to finalizing the membership process which may complete during the

biennium (Tonga, Burkina Faso, Colombia, Uganda, Sri Lanka and Kuwait).

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The institute has also signed Host Country Agreements with 81 (Cambodia, Lao PDR, Senegal,

United Arab Emirates*, Colombia*, Kiribati, Uganda, and Indonesia*) and another Host Country

Agreement for its Africa Regional Office in Ethiopia during the biennium.

GGGI has recently received an increased number of expressions of interest to join from new

countries, particularly since the new President, Mr. Ban Ki-moon, has started his term. Formal

expressions of interest to join were received recently from Sri Lanka, Egypt, Kazakhstan, Sudan, and

Zambia. In total, the number of countries that are in the pipeline to join GGGI as a member is about

the same as the current total number of members. If all these countries join as members,

membership will double to around 55-60 in the coming biennium.

GGGI has expanded its country operations from 25 countries at the start of the biennium to 33 in

2018 (adding Mozambique, Myanmar, Hungary, Burkina Faso, Kiribati, PNG, Guyana, OECS/St

Lucia). Expansion of GGGI country operations depends on the availability of additional resources,

either from the country itself for high-income countries (such as for Hungary, Qatar or Kuwait), or

from additional resources such as from GCF, or other earmarked projects. In addition, GGGI has

approached specific new donor countries with proposals to expands our program in areas of

specific interest, including New Zealand to expand GGGI’s program in the Pacific and France to

expand GGGI’s program in francophone Africa.

6. Staffing

GGGI has increased its staffing from 160 positions at the beginning of the current biennium to 310

staff positions (283 staff in position and 27 vacancies) currently. The overall disposition has shifted

from a majority of staff in HQ to a majority of staff in the field (56% currently). In the Base Case

staff numbers will stabilize at current levels. In the Plus Case scenario, additional staff will be

recruited to deliver new projects as and when they materialize. New positions will be predominantly

in the country programs and total staffing is not expected to exceed 350 positions.

7. Conclusion

GGGI has maintained and sharpened its policy focus and significantly increased its achievements

and aspirations in contributing to mobilize green and climate finance for its member and partner

countries. From a target approved by Council in 2017 to mobilize a cumulative USD 600 million by

2020, management now proposes an increased cumulative target of USD 2.5 billion for 2020, of

1 * The Host Country Agreement signed with this country is not yet effective pending completion of national

requirements for entry into force.

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which well over USD 1 billion will already have been achieved by end 2018.

Sharply increased resource mobilization has resulted in a projected earmarked project revenue of

USD 60 million for the biennium, enabling GGGI to project a Base Case balanced budget scenario

of a stable USD112 for 2019-20. Efforts to increase the organizational effectiveness have resulted

in a reduction of the projected overhead percentage to 18-20% for the coming biennium.

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Table 1. Final WPB 2019-2020 Budget Summary

A B C D E F J K

#

Countries

Core

allocation

Highly/likely

Earmarked

Base Case

Total

(A+B)

Expenditure

allocated

Budget

Support

Core

Allocation

Expected

Earmarked

Plus Case

Total

(F+J)

1 Colombia 0.45 2.17 2.62 2.62 0.53 2.64 3.17

2 Costa Rica 0.19 0.20 0.39 0.39 0.22 0.40 0.62

3 Guyana 0.19 0.85 1.04 1.04 0.22 0.85 1.07

4 Mexico 0.15 1.20 1.35 1.35 0.18 3.32 3.50

5 Carribean 0.16 0.25 0.41 0.41 0.19 0.80 0.99

6 Peru 0.80 0.20 1.00 1.20 0.20 0.94 1.55 2.49

7 Qatar 0.00 5.00 5.00 5.00 0.00 10.00 10.00

8 UAE 0.00 3.00 3.00 3.00 0.00 4.00 4.00

1.94 12.87 14.81 15.01 0.20 2.29 23.56 25.85

9 Burkina Faso 0.36 1.00 1.36 1.36 0.42 2.88 3.30

10 Ethiopia 1.50 0.60 2.10 2.45 0.35 1.77 2.45 4.22

11 Hungary 0.00 0.80 0.80 0.80 0.00 2.00 2.00

12 Jordan 0.90 0.45 1.35 1.35 1.06 2.19 3.25

13 Morocco 0.16 1.00 1.16 1.16 0.19 3.17 3.36

14 Mozambique 0.36 0.46 0.82 1.02 0.20 0.42 2.31 2.73

15 Rwanda 1.60 1.26 2.86 3.36 0.50 1.89 3.49 5.38

16 Senegal 1.30 1.20 2.50 2.50 1.53 2.75 4.28

17 Uganda 0.36 1.71 2.07 2.07 0.42 2.91 3.34

6.54 8.48 15.02 16.07 1.05 7.72 24.15 31.87

18 Cambodia 1.40 0.30 1.70 1.70 1.65 2.06 3.71

19 China 0.15 0.00 0.15 0.55 0.40 0.18 1.79 1.97

20 Fiji 1.00 1.18 2.18 2.40 0.22 1.18 7.77 8.95

21 India 0.15 0.10 0.25 0.60 0.35 0.18 1.44 1.62

22 Indonesia 0.15 7.04 7.19 7.19 0.18 12.17 12.35

23 Kiribati 0.36 0.00 0.36 0.36 0.42 0.19 0.61

24 Lao PDR 0.85 4.44 5.29 5.29 1.00 4.44 5.44

25 Mongolia 1.00 0.04 1.04 1.34 0.30 1.18 0.89 2.07

26 Myanmar 0.36 1.19 1.55 1.55 0.42 9.29 9.71

27 Nepal 0.35 0.95 1.30 1.50 0.20 0.41 2.45 2.86

28 Papua New Guinea 0.10 3.33 3.43 3.43 0.12 6.53 6.65

29 Philippines 1.00 1.57 2.57 2.57 1.18 5.21 6.39

30 Thailand 0.58 0.00 0.58 0.88 0.30 0.68 0.71 1.39

31 Tonga 0.15 0.00 0.15 0.19 0.04 0.18 0.00 0.18

32 Vanuatu 0.80 1.69 2.49 2.49 0.94 1.69 2.63

33 Viet Nam 1.00 0.00 1.00 1.50 0.50 1.18 1.90 3.08

9.40 21.82 31.22 33.53 2.05 11.09 58.53 69.62

17.88 43.17 61.05 64.61 3.30 21.10 106.24 127.34

Program unallocated 2.22 2.22 0.83 2.54 2.54

IPSD + TL Unallocated 2.00

34 WGEO 11.28 11.28 7.73 11.28 11.28

35 ODDG, incl. SPRSI 4.74 1.00

36 IPSD OADG 1.93 0.39

37 Global Thematic 1.83

38 TL 3.82 0.50 0.50

39 Procurement 0.52

40 IEU 1.28

12.74 12.74 14.12 1.39 12.74 0.50 13.24

32.84 54.45 87.29 87.29 4.69 36.38 70.78 107.16

41 Office of the DDG 0.74

42 Finance 1.70

43 HR 1.80

44 Technical Services 2.08

45 Admin Services 1.02

46 Legal 0.63

47 Corp Services Center 5.30

8.70 3.60 12.30 13.27 0.97 8.70 4.57 13.27

48 Office of the DG 1.39

49 Governance 1.87

50 Strategy 1.92

51 Partnership 1.18

52 Communications 1.47

53 GCF Liaison Unit 1.01

54 Internal Audit & Integrity 1.06

7.02 2.44 9.46 9.91 0.45 7.02 2.89 9.91

15.72 6.04 21.76 23.18 1.41 15.72 7.46 23.18

Capital Budget 2.00 2.00 2.00

Corporate Contingency 1.84 0.43 5.30 0.40

52.40 60.49 112.89 112.90 59.40 78.24 137.64

Base Case Funding Plus Case Funding

Year 2019-2020 (USD mil)

LAC & Middle East Total (i)

Africa & Europe Total (ii)

Asia & Pacific Total (iii)

Programmatic Total

Non-programmatic Total

Grand Total

Global Total (i+ii+iii)

Program Front Offices Total

OED Total

ODG Total

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V. Introduction

1. The Global Green Growth Institute (GGGI) has achieved important success in demonstrating the

value it adds in the current 2017-2018 biennium. In 2017, GGGI contributed to an adoption of 17

green growth polices; and generated additional green financing in a total amount of USD 524

million, tenfold of GGGI’s own budget. This experience has enabled GGGI to accumulate provide

unique expertise in its thematic areas of operation to Member and Partner countries and led to a

solid basis for GGGI to pursue even stronger impact through green planning, policy reforms, and

innovative and bold green investments. GGGI is well on its way to accomplish its 2018 target of

generating additional green investments in the amount of $500 million and has a pipeline of some

$700 million worth of investment proposals in progress. This together with the policy work of GGGI

evidences its capacity to pursue and achieve a real impact and advancement in implementation of

the global agreements to move to green economic growth. By Year 2020, GGGI aims to well-

positioned as to lead the global transition toward a model of green growth that is both

environmentally sustainable and socially inclusive.

2. The Work Program and Budget (WPB) 2019-2020 operationalizes GGGI’s Refreshed Strategic

Plan 2015–2020. It outlines a shift in GGGI’s business model toward a greater reliance on

earmarked resources and GGGI’s staff in project implementation. These reforms aim at making

GGGI a nimble organization, a go-to agency for stakeholders, a catalytic operation with a strong

network of country representations and partnerships capable of implementing impactful projects,

and a great place to work.

3. WPB 2019-2020 has five main sections. The first section narrates GGGI Theory of Change (TOC),

its value chain, GGGI’s operational role in the state of global green growth landscape and our

achievements in the last biennium FY17-18. The second section illustrates GGGI’s resource

allocation in the base case and plus case financial projections in FY19-20. WPB 2019-2020 includes

two scenarios for resource allocation based on the assumed levels of core and earmarked

contributions for the biennium – a Base and a Plus Scenario. GGGI is confident that it will attain

the level of operations defined in the base scenario, but aspires at country level to the plus scenario,

particularly in terms of striving toward greater earmarked resources to balance its reliance more

equally among core and earmarked funding of the program. GGGI also holds an ambition to

increase its access to core resources up from their current level. The WPB 2019-2020 allocates

resources to GGGI’s programmatic areas through country and thematic envelopes, non-

programmatic operations, and contingency and unallocated envelopes used to respectively to

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address arising situations and opportunities and provide resources for new Member countries

joining GGGI during the biennium.

4. Under a biennial envelope, section three details the plans and delivery of ‘ONE GGGI’

integrated offerings of technical services in programmatic areas including Sustainable Energy,

Sustainable Landscapes, Water and Sanitation and Green Cities, Green Investment Services,

Safeguards, poverty reduction and social inclusion, Thought Leadership and Knowledge. These

programmatic areas are aligned with GGGI’s six Strategic Outcomes (i) GHG emission reduction,

(ii) creation of green jobs, (iii) increased access to sustainable services, such as clean affordable

energy, sustainable public transport, improved sanitation, and sustainable waste management, (iv)

improved air quality, (v) adequate supply of ecosystem services, and (vi) enhanced adaptation to

climate change. Programmatic areas are integrated with GGGI corporate reporting framework,

results-based management system and impact evaluation. In section four, WPB 2019-2020 narrates

GGGI’s reforms in strategic planning process, diagnostic assessments of country planning

framework, country business plans and its project cycle management to improve organizational

efficiency and quality. Values, behaviors and change communications supports employee

engagement to achieve GGGI’s shift towards a new operating model. In the fifth and last section,

WPB 2019-2020 provides our plan in enabling services, governance and management to achieve

stronger organizational effectiveness. Our biennium plan also addresses GGGI’s approach to

deliver value for money for stakeholders.

5. This WPB encapsulates important changes to GGGI’s operational business model, which are

aimed at improving GGGI’s effectiveness, client responsiveness, flexibility and agility, and capacity

to make tangible contributions in the context of the global climate and sustainable development

compacts. It also incorporates an adjustment to its funding model, moving it toward a greater

balance between core contributions and earmarked funding of its operations.

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VI. Theory of Change and GGGI Value Chain

6. In response to the ever more pronounced global environmental and climate change challenges

that are inflicting permanent damage to the planet and posing serious threats to human existence

and survival, GGGI’s paramount vision is to achieve a resilient world of strong, inclusive and

sustainable growth. GGGI’s objective is to achieve this through a global transition to a model of

green growth, with core strategies relating to simultaneous efforts at poverty reduction, gender

equality, social inclusion, environmental sustainability, and economic growth. These objectives are

central to the global climate agreements such as the Paris Climate Agreement and the SDGs.

7. GGGI’s Theory of Change (TOC) articulates a clear vision and ambition to ensure a resilient

world of strong, inclusive and sustainable economic growth to be achieved through the

transformational development of partner countries toward a green growth model. GGGI anchors

its impact to six strategic outcomes, which capture the key elements of a partner countries’

commitments to the global agreements and to green growth transformation, including poverty

reduction, social inclusion, environmental sustainability and economic growth. Ultimately, the aim

is to support and build the capacity of partner countries that:

i. create the enabling policy and regulatory environment for green growth;

ii. mobilize green investments to generate direct project benefits; and

iii. provide related supportive capacity building and knowledge sharing.

8. These key activity areas represent our intermediate outcomes. The outputs that GGGI will invest

in at the country and global levels will concentrate on driving change in the four primary thematic

areas, namely green cities, sustainable energy, sustainable landscapes, and water and sanitation.

The thematic groups of experts at GGGI work in tandem with GGGI’s country offices to provide

advisory services and technical assistance and prepare investment projects that enable partner

countries access additional investment resources for green growth projects.

9. TOC is expressed in GGGI’s roadmap that visually shows how our work will lead to the desired

vision of a resilient world of strong, inclusive and sustainable economic growth. It is also

representation GGGI’s Refreshed Strategic Plan 2015-2020, operational business model and

evidence based-results and is, furthermore, embodied in what we refer to as GGGI’s Value Chain

and, finally, accentuated in our commitment to learning through GGGI’s Results Based

16

Management (RBM) system.2

Figure 1. GGGI Value Chain

10. The RBM system drives implementation of our projects and results through the various process

steps in GGGI’s green growth value chain, leading ultimately to meeting our goals that link the

project level outcomes and contributions to GGGI’s strategic objectives and subsequently to the

global climate compacts and SDGs. The value chain denotes ae sequence of our interventions,

starting with country diagnostic analysis and green impact assessments followed by the

incorporation of green strategies in broader development and sector strategies, identification of

green reforms in policies and plans, and the preparation of bankable green growth projects for

public and private sector financing. Each component of the value chain is followed by a systematic

appraisal process that captures learning and sharing of lessons and experience to improve the

quality of our processes and results. We engage with partner countries in the delivery of our

programs through collaboration throughout the Institute under an integrated ‘ONE GGGI’

model.

11. The evidence from our 2017 corporate results and the programmatic content of the current

biennium WPB 2017-2018 reflects GGGI’s prioritized acceleration of green growth investment

mobilization and a transformational shift on the ground with impacts and contributions to GHG

emission reductions, green jobs, access to sustainable services, greater ecoservices, better air

quality and improved resilience of communities in the developing and emerging countries. This

signals a shift in our strategic emphasis towards the ‘right side’ of the value chain which will

accelerate the transformational change of partner countries through greater visibility of green

growth outcomes and impact.

2 RBM serves as a strategic management tool that integrates and drives GGGI’s value chain business process and

services towards to achievement of higher level outcomes and impact which align with our partner countries NDC

and SDG commitments and national development priorities.

17

VII. Global Green Growth and GGGI’s Operational Role

12. While economic growth in the last two decades has dramatically reduced poverty, the

conventional focus on growth alone is threatening the earth’s life support systems, natural

resource sustainability, exacerbating inequity and vulnerability. The green growth model, at the

heart of GGGI’s mandate, promises economic prosperity, and makes possible concurrent poverty

eradication, socially inclusive development, and environmental sustainability.

13. Since the United Nations Conference on Sustainable Development in 2012 (Rio+ 20 Earth

Summit), where GGGI was formally established as an international organization, many developing

and emerging economies have embraced green growth as a vehicle for sustainable development.

The momentum behind the adoption of green growth planning, green policies, and green

investments – central to GGGI’s mandate – has been reinforced with the global landmark

agreements in the United Nations SDGs and country commitments in the NDCs under the Paris

Climate Agreement.

14. The concept of green growth has grown in importance to many countries around the world.

GGGI defines green growth as “a development approach that seeks to deliver economic growth

that is both environmentally sustainable and socially inclusive. It seeks opportunities for economic

growth that are low-carbon and climate resilient, prevent or remediate pollution, maintain healthy

and productive ecosystems, and create green jobs, reduce poverty and enhance social inclusion. 3

15. Globally, a number of developing and emerging countries are demonstrating significant

progress toward achieving green growth, addressing environmental challenges, and promoting

socially inclusive development. During the past 20 years, total global poverty levels, defined as the

percentage of people living on less than USD 1.90 per day, fell from 35% to 10.7% between 1990

and 2013,4 primarily as a result of poverty reduction campaigns in China, India, and other Asian

countries.

16. Countries have also made significant strides in promoting access to sustainable services. As of

2016, 97% of the world’s urban population had gained access to electricity, while the

3 GGGI Refreshed Strategic Plan 2015-2020. pg. 11.

4 http://www.worldbank.org/en/topic/poverty/overview

18

electrification of rural areas had increased from 56% to 76% since 1990.5 As of 2015, 71% of the

world population had access to clean and safely managed water services and 154 countries had

achieved over 75% basic coverage in sanitation services.6 Other positive developments include the

dramatic drop in prices globally for solar and wind energy, which have reached price parity with

conventional (fossil) fuel electricity generation in several markets. For the first time, in 2017,7 the

amount of investment in renewable energy exceeded that for conventional energy sources.

17. These initiatives are echoed by a much broader global effort to address a range of challenges

related to green growth. As of 2018, 176 counties have ratified the Paris Agreement under the

United Nations Framework Convention on Climate Change (UNFCCC), comprising 88% of total

global greenhouse gas emissions, and 170 of these countries have submitted their first NDC

commitments.8 All GGGI countries have adopted intended NDCs or INDCs, and all but three have

formally submitted NDCs to the UNFCCC Secretariat. Five are in the process of preparing, or have

prepared, a long-term low emission development strategies (LEDS) that go to 2050, and 14 have

adopted national green financing vehicles.9

18. Not only evidenced by the raging forest fires and extreme temperatures during 2018, significant

challenges remain, particularly in developing and emerging countries. According to the World Bank

Sustainable Energy for All database, 15% of the world’s population, or approximately 1.1 billion

people, lacked access to electricity in 2014, most of whom were concentrated in rural areas of Sub-

Saharan African and South Asia. At the same time, more than 3 billion people, mostly concentrated

in South Asia, East Asia, and the Pacific, lack access to clean cooking fuels and technology,

contributing to serious health and environmental challenges.

19. Poor environmental management relates to significant health impacts. Most countries

5 Tracking SDG7, The Energy Progress Report, https://trackingsdg7.esmap.org/data/files/download-

documents/chapter_2_electrification.pdf

6 Progress on Drinking Water, Sanitation and Hygiene: 2017 Update and SDG Baselines, p23, Geneva: World Health

Organization (WHO) and the United Nations Children’s Fund (UNICEF),

http://apps.who.int/iris/bitstream/handle/10665/258617/9789241512893-

eng.pdf;jsessionid=4F938A520A7C35A945069A16EDEA6E13?sequence=1

7 Insight of the Clean Trillion: Update on tan Expanding Landscape of Investor Opportunities, May 2018, Ceres,

p14, https://www.ceres.org/sites/default/files/reports/2018-05/Ceres_In_Sight_Clean_Trillion_May10_2018.pdf

8 http://www4.unfccc.int/ndcregistry/Pages/Home.aspx

9 GGGI Green Investment Services, 2018.

19

experience high exposure to fine particulate matter pollution from industry, transport, and

household uses of solid fuels, particularly across developing and emerging economies in Asia and

Africa.10 The World Bank estimated that outdoor air pollution in both cities and rural areas caused

4.2 million premature deaths worldwide per year in 2016, 91% of which were concentrated in East

Asia and Southeast Asia.11 Diseases related to unsafe water, sanitation, and hygiene result in an

estimated 1.7 million deaths every year,12 particularly among poor communities.13 Ambient air

pollution is also causing economic loss in South Asia and Sub-Saharan Africa, where labor income

losses due to household and PM2.5 air pollution exceeds the equivalent of 1% of GDP.14 As of

2015, 2.3 billion people still lacked basic sanitation services and 600 million people had limited

sanitation services.15

20. Concerns also continue to grow regarding the global environment, which also affects people’s

livelihoods, especially the poor. World forest cover has declined between 1990 to 2015 due to

significant declines in the 10 countries that account for 70% of the world’s forest cover.16 Severe

land degradation has appeared in Sub-Saharan Africa and South America, threatening more than

50% of plant species and 25% of animal species around the globe.17 Total global greenhouse gas

(GHG) emissions continue to rise annually. Globally, carbon dioxide concentrations currently exceed

410 parts per million (ppm) and are expected to exceed 450 ppm, the level is considered “safe”

to avoid severe global warming, within 20 years under business-as-usual scenarios.18 Even with all

10 11. Sustainable Cities and Communities, http://datatopics.worldbank.org/sdgatlas/SDG-11-sustainable-cities-

and-communities.html

11 Ambient (outdoor) air quality and health, http://www.who.int/en/news-room/fact-sheets/detail/ambient-

(outdoor)-air-quality-and-health

12 WHO, ed. The World Health Report 2002 : Reducing Risks, Promoting Healthy Life. Geneva, World Health

Organization, 2002.

13 6. Clean water and sanitation, Atlas of Sustainable Development Goals 2017, World Bank,

http://datatopics.worldbank.org/sdgatlas/SDG-06-clean-water-and-sanitation.html

14 http://datatopics.worldbank.org/sdgatlas/SDG-11-sustainable-cities-and-communities.html

15 Progress on Drinking Water, Sanitation and Hygiene: 2017 Update and SDG Baselines, p27, Geneva: World Health

Organization (WHO) and the United Nations Children’s Fund (UNICEF),

http://apps.who.int/iris/bitstream/handle/10665/258617/9789241512893-

eng.pdf;jsessionid=4F938A520A7C35A945069A16EDEA6E13?sequence=1

16 15. Life on Land, http://datatopics.worldbank.org/sdgatlas/SDG-15-life-on-land.html

17 15. Life on Land, http://datatopics.worldbank.org/sdgatlas/SDG-15-life-on-land.html

18 Note, however, that many argue 2.0°C will have too many adverse impacts on the global climate, and CO2

concentrations actually need to be kept below 350 ppm to prevent warming above 1.5°C above preindustrial

20

countries achieving their NDC pledges, the global temperature is expected to rise well above the

goal of the Paris Agreement to keep well below 2.0°C above pre-industrial levels. The challenge is

so great, in fact, that all countries will collectively need to take concrete steps to reduce their GHG

emissions to net-zero or net-negative emissions by the years 2050-2060. Developing countries,

particularly least-developed countries and small island developing states, are already feeling the

effects of climate change in terms of reduced food security, rising sea levels, and increased risks of

extreme weather, floods, droughts, and vulnerability—challenges that will only increase without

significant action.

21. GGGI is working in developing and emerging economies to promote green growth programs

and initiatives in 33 developing countries and emerging economies worldwide.19 Among GGGI’s

Members and partners, green growth is a national priority in 16 countries and 13 countries have

formally adopted national green growth strategies or plans. GGGI is currently supporting Lao PDR,

Colombia and Burkina Faso develop national green growth strategies or policies.

22. The WPB 2019-2020 steers GGGI to operationalize its Refreshed Strategic Plan 2015-2020 in

pursuit of real impact through advisory services that unleash the promise of green growth and

through preparation of investment opportunities that contribute tangible advancement in: (i) GHG

emission reduction, (ii) creation of green jobs, (iii) increased access to sustainable services, such as

clean affordable energy, sustainable public transport, improved sanitation, and sustainable waste

management, (iv) improved air quality, (v) adequate supply of ecosystem services, and (vi)

enhanced adaptation to climate change– GGGI’s six strategic outcomes.

levels). See https://www.theguardian.com/environment/2016/jun/13/carbon-dioxide-levels-in-atmosphere-

forecast-to-shatter-milestone.

19 See the list of countries in the Business Plan Compendium to the Work Program and Budget 2019-2020.

21

VIII. GGGI 2020 Targets and Building on Highlights of

2017 and 2018

23. In 2017, GGGI adopted its Refreshed Strategic Plan 2015-2020, with six Strategic Outcomes

(SOs) that have direct links to the major SDGs and NDCs of its member and partner countries. In

2018, a project is initiated to develop country-specific SO targets that GGGI would contribute to

through its planned and envisioned activities. To develop relevant evidence, dedicated works

involving 10+ GGGI countries and external partners are initiated on green jobs assessment (with

ILO), air quality estimations, and green growth readiness assessment (with AfDB), and will be

completed in 2018. A technical guideline and SO country report cards with targets will be delivered

by close of 2018.

24. In 2017, GGGI accelerated policy adoption and focused on green investment mobilization to

achieve more visible green growth results. The green and climate finance commitments for

bankable projects mobilized with GGGI’s support increased to USD 524.6 million, up from USD

105 million in 2016. Of the finance mobilized in 2017, well over half (78.5%) came from the private

sector, which demonstrates GGGI’s growing capacity to help structure projects to be financed by

private entities. GGGI also supported the adoption of 17 green growth policies by partner

governments in 11 countries.20 In 2018, GGGI is reaching beyond its stated target of $500 million

in terms of additional green investment resources for its partner countries, and by the end of the

decade and the WPB biennium, it is envisaged to have generated well over a $1billion additional

commitments for green investments.

25. GGGI achieved key programmatic targets in 2017 and is on track to deliver further

programmatic results in 2018. GGGI has improved its performance to allocate more core budget

to Member and partner countries, reduced non-programmatic allocation, and executed a number

of measures to improve efficiency of its non-programmatic activities. Coined as iGROW, GGGI has

implemented a series of reforms to streamline its business processes, ensure efficient and effective

service delivery, and to become a ‘nimble’ organization focused on innovation, results and

impact in its Member and partner countries.

26. In 2018, GGGI supports 32 partner countries and their governments pursue green growth under

20 GGGI Annual Report 2017. http://report.gggi.org/2017/

22

all phases of its value chain approach; from the initial scoping of green plans, to policy reform and

implementation and preparation of full-fledged bankable projects for green investments. The

programs continue to provide technical assistance to develop and strengthen green growth

planning, financing and institutional frameworks at the national, sub-national and sectoral levels.

GGGI’s green growth planning work is geared to support partner governments in mobilizing

finance to achieve national development targets as well as NDCs and SDGs.

27. At the outset GGGI is engaged in planning and policy advocacy. Policy reform is central to

enabling investments release their potential in terms of green growth outcomes. In 2018, GGGI

continues its advocacy and leadership to deliver transformational change and green growth on the

ground. During the year, GGGI aims to design 34 green growth policies at national and sub-national

levels in the four GGGI thematic areas of Sustainable Energy, Sustainable Landscapes, Water and

Sanitation and Green Cities.

28. Policy reform implementation requires effective implementation and enforcement, which in

turn calls for, political buy-in and institutional capacity. During the year, GGGI will build capacity in

its partner countries through technical assistance and knowledge events. In knowledge sharing,

GGGI will capitalize on its partnerships and alliances among academia, development partners, and

private sector. Building on the current country program achievements, GGGI will design regional

programs in cooperation with the governments and active development partners. These programs

will tackle common green growth challenges at a regional scale and facilitate knowledge sharing

among the neighboring countries to result in a South-South and South-North-South exchange and

learning.

23

IX. Resources and Allocation Scenarios and High-Level

Budget

A. Operational Resources and Allocation Scenarios

29. The WPB 2019-2020 core resources reflect a reduction from their level in WPB 2017-2018. The

retained surplus core resources approved for GGGI’s operations in biennium 2017-2018 are

expected to be consumed by the end of 2018.21 These surplus core resources accumulated during

GGGI’s first operational years enabled a rapid scaling up of operations to their current level, which

is higher than the normal level of annual core resources. As the operations have increased in volume

under the WPB 2017-2018, these surplus resources are targeted to be fully utilized by the end of

2018 and are thus not available in 2019-2020. In the biennium 2019-2020, core resources are

envisaged to stabilize at USD 52.4 million compared to USD 89.8 million in the WPB 2017-2018

biennium. However, a plus-case scenario has been prepared to demonstrate how additional

resources would be allocated and utilized.

30. The core allocations to country and global projects will be made in the form of funding

envelopes available for drawdown for the programs and are committed only with the Management

approval of pertinent projects. The approval of projects will therefore be decoupled from the WPB

2019-2020. Preparation of the programs and projects becomes a continuous process, with projects

continuing from the WPB 2017-2018 biennium, as well as coming on-stream as project and funding

opportunities materialize. GGGI has developed and initiated a continuous project origination

process for project ideation and review, and addition to the GGGI project pipeline.

31. Subsequently, maintenance of the current volume of operations will be subject to extensive

efforts by GGGI to complement core resources with a greater volume of co-financing from

counterpart and partner’s earmarked funding. In accordance with the Council paper on

Partnership and Resource Mobilization Action Plan: Issues Paper22, earmarked funding is expected

to increase to USD 20-30 million per annum in the 2019-2020 biennium. Through its objective of

the institutional reforms implemented in 2018, GGGI has engaged the entire organization in

supporting a successful effort to attain this volume of co-financing.

21 Council Decisions C/2016/DC/8; and C/2017/DC/3.

22 Partnership and Resource Mobilization Action Plan: Issues Paper. A/2017/2-C/2017/2.

http://gggi.org/about/the-council.

24

32. With this change in GGGI’s business model, GGGI seeks to leverage its core resources with

complementary resources so that total resources available for the GGGI strategic outcomes reach

USD 50-55 million per annum, the current overall level of operations. Importantly, this means that

staff salaries will be funded, in part, by core resources and, in part, recovered through services

delivered under earmark-funded projects. This change in GGGI’s own funding strategy

concurrently engages GGGI more deeply in its mandate to advocate and mobilize greater resources

for green growth, greening of investments and infrastructure, and additional funding for partner

countries’ programs to achieve their NDCs and SDGs.

33. Allocation of the core resources will be made in alignment with the commitments and priorities

in the Refreshed Strategic Plan 2015-2020, the findings of the annual portfolio and results review,

and the forward programs discussed with the governments and donors at country level and

identified in the Country Business Plans (CBPs). The following parameters have guided allocations

in the scenarios presented to the Council. Annex 2 depicts the allocation Principles for WPB 2019-

2020:

34. Core resources are allocated to Member and non-Member Least Developed Countries (LDCs)

and Middle-Income Countries (MICs) per the targets defined in the Refreshed Strategic Plan 2015-

2020. In keeping with its commitment to poverty reduction, GGGI allocates at least 50% of its

programmable resources to the LDCs.

• GGGI has also adopted a new policy on its overhead costs or non-programmatic costs which

encompass the costs of the Office of the Director General and the Operations Enabling

Division.23 The policy provides GGGI with a definition for its measurement and tracking its

overheads costs, according to which GGGI will target of achieving a 15% overhead rate over

its total expenditures by year 2023, down from 22% in 2017 and 36% in 201424. To fund

overhead costs, in addition to the core allocation, GGGI has established a pass-through

earmarked rate or management cost of 7% for GGGI’s core donors, a 15% earmarked

overhead rate, increase from 13%, for non-core donors, which would match the GGGI

overhead for a full cost recovery and to adopt a new definition of overhead or non-

23 Council Decision on GGGI Overhead, [C/2018/DC/6]. Overhead or non-programmatic costs at GGGI include the

Office of the Director General (ODG) includes (1) Director-General’s office (2) Governance (3) Strategy,

Partnership and Communications (SPC) and the (4) Green Climate Fund (GCF) Liaison Unit; and within the

Operations Enabling Division (OED) (5) the Office of the Deputy Director-General (6) Legal (7) Finance (8) Human

Resources (9) Administrative Services and (10) Technology Services.

24 Council Decision on GGGI Overhead, [C/2018/DC/6]

25

programmatic cost as a share of total expenditures.

• A maximum of 8% and 5% of the programmatic resources are allocated to the non-Member

LDCs and non-Member MICs, respectively.

• No core funding allocation is made to High Income countries (HICs), consistent with the

2017-2018 budget.

• The allocation of core resources within the groups of Member LDC, Member MIC, non-

Member LDC and non-Member MICs will then be made based on the programmatic

priorities and associated resources mobilization plans defined in the CBPs, which in turn,

have been discussed with donors and country authorities in the partner countries.

• Global programmatic allocations are made to each of the four thematic priority areas, Green

Investment Services, the Office of Thought Leadership and the Safeguards, Poverty

Reduction and Social Inclusion Unit for the development of thematic country projects,

bankable or investment projects, global Thought Leadership projects, and incorporation of

safeguarding, poverty and social inclusion content in GGGI’s operations, respectively.

• A small corporate contingency (5% of core resources) is allocated to serve as an operational

reserve available for funding of unforeseen opportunities and needs during the WPB period.

35. Based on these criteria, two scenarios are provided in Annex 1 for the allocation of GGGI’s

core resources for the biennium 2019-2020. Both cases include committed earmarked resources for

2019-2020 and indicative earmarked resources based on the proposal pipeline as of March 2018.

(i) BASE case – reflecting committed core resources and expected earmarked

resources for 2019 and 2020: In this scenario the core funding is confirmed at USD

52.4 million and the highly/likely earmarked funding at USD 60.49 million, the total

biennial funding amounting to USD 112.89 million (USD 56.4 million per annum). Core

resources or USD 32.84 million are allocated to the programs, including country and

global programs, Thought Leadership, the Impact and Evaluation, and the Sustainability

and Safeguards Unit.

(ii) PLUS case – reflecting committed plus targeted core resources and expected plus

targeted earmarked resources for 2019 and 2020: In this scenario, the core funding

26

is USD 59.4 million and USD 78.24 earmarked funding. The country specific earmark-

funding targets are aspirational and cannot all be expected to be realized. Therefore,

the aggregation of these aspirational country targets is capped at 30% in addition to

the base case, this level representing an assumed absorption capacity of the Institution

without further growth in staffing. The total funding for the biennium under the Plus

scenario amounts to USD 137.64 million, or USD 68.82 million per annum. Core

resources of USD 36.38 would be available for the programmatic operations.

B. High Level Budget Transparency (Base and Plus Case)

36. GGGI’s budget is prepared under principles of economy, efficiency and effectiveness and is

guided by the targets in the Refreshed Strategic Plan 2019-2020, the total resources available to

GGGI, and the country business plans, thematic origination plans, and global business plans for

Thought Leadership and the Safeguards, Poverty Reduction and Social Inclusion Unit. GGGI’s core

budget of USD 52.4 million for the biennium is augmented by revenue from specific earmarked

project funding from donors. While some of the earmark-funded projects have been approved by

all parties, many are under a consideration or in a submission process. Thus, the volume of the total

program remains indicative.

37. Total funding from core resources for the biennium 2019-2020 amounts to USD 52.4 million

under the base case and the expected funding from earmarked resources under the base case

amounts to USD 60.49 million. The total indicative funding of USD 112.89 million divides into non-

programmatic budget of USD 21.76 million (comprising core resources and resources from the

overhead charge on the earmarked resources), corporate contingency of USD 1.84 million and

capital budget of USD 2.0 million; the rest, USD 87.29 million funding programmatic operations of

GGGI. Of the total core resources of USD 52.4 million, USD 32.84 million are allocated to

programmatic operations. GGGI Budget for 2019-2020 in the Base Case and Plus Case Scenarios

are provided in Table 1, while GGGI 2019-2020 vs. 2017-2018 Core and Earmarked Comparison is

provided in Table 2.

38. Core budget in the WPB 2019-2020 period is lower than the core resources approved for WPB

2017-2018 biennium due to the supplementary funding made available from surplus resources to

GGGI in the WPB 2017-2018 period. As a result, GGGI faces a need to contract its services

particularly in the non-programmatic areas. It has implemented measures to this effect and will

27

amplify use of IT to automate processes to ensure efficiency in the provision of all of its services.

Overall, the budget reflects GGGI’s commitment to generate Value for Money (VfM) outcomes

across the services performed by non-programmatic and programmatic operations. Most

importantly, VfM is facilitated by a change in GGGI’s business model through which it is expanding

its in-house capacity to reduce its reliance on consultants to implement its projects in the Member

and partner countries.

39. GGGI’s overhead operations are denoted as non-programmatic operations. These comprise,

the operations of the Office of the Director General, including the Strategy, Partnership,

Communications Department and the GCF Liaison Unit, the Office of the Integrity and Audit, and

the Governance Unit; and the operations of the Operations Enabling Division (OED), including

Finance, Human Resources, Administration Services, Legal, Technology Services, and the Corporate

Share Costs. The current actual costs of these operations exceed the proposed allocation for the

2019-2020 biennium by some USD 3 million. While GGGI has begun a process to reduce its non-

programmatic operations, it notes that a minimum support services are required to ensure prudent

management of the Institute that has high growth potential and services in high demand as the

call for green growth strategies gains force among the developing and emerging countries.

40. Importantly, however, GGGI’s non-programmatic operations also serve the programs funded

by the earmarked resources. As these resources are expected to grow and replace the reduced core

funds, In a recent decision regarding its overhead expenditures. In addition, while the WPB has

adopted an assumption of and average overhead charge of 10% on the earmarked resources based

on its current experience, resources from the overhead charge are expected to grow as GGGI is

moving to implement its new overhead charge for earmarked programs.

28

Table 1. Final WPB 2019-2020 Budget

A B C D E F J K

#

Countries

Core

allocation

Highly/likely

Earmarked

Base Case

Total

(A+B)

Expenditure

allocated

Budget

Support

Core

Allocation

Expected

Earmarked

Plus Case

Total

(F+J)

1 Colombia 0.45 2.17 2.62 2.62 0.53 2.64 3.17

2 Costa Rica 0.19 0.20 0.39 0.39 0.22 0.40 0.62

3 Guyana 0.19 0.85 1.04 1.04 0.22 0.85 1.07

4 Mexico 0.15 1.20 1.35 1.35 0.18 3.32 3.50

5 Carribean 0.16 0.25 0.41 0.41 0.19 0.80 0.99

6 Peru 0.80 0.20 1.00 1.20 0.20 0.94 1.55 2.49

7 Qatar 0.00 5.00 5.00 5.00 0.00 10.00 10.00

8 UAE 0.00 3.00 3.00 3.00 0.00 4.00 4.00

1.94 12.87 14.81 15.01 0.20 2.29 23.56 25.85

9 Burkina Faso 0.36 1.00 1.36 1.36 0.42 2.88 3.30

10 Ethiopia 1.50 0.60 2.10 2.45 0.35 1.77 2.45 4.22

11 Hungary 0.00 0.80 0.80 0.80 0.00 2.00 2.00

12 Jordan 0.90 0.45 1.35 1.35 1.06 2.19 3.25

13 Morocco 0.16 1.00 1.16 1.16 0.19 3.17 3.36

14 Mozambique 0.36 0.46 0.82 1.02 0.20 0.42 2.31 2.73

15 Rwanda 1.60 1.26 2.86 3.36 0.50 1.89 3.49 5.38

16 Senegal 1.30 1.20 2.50 2.50 1.53 2.75 4.28

17 Uganda 0.36 1.71 2.07 2.07 0.42 2.91 3.34

6.54 8.48 15.02 16.07 1.05 7.72 24.15 31.87

18 Cambodia 1.40 0.30 1.70 1.70 1.65 2.06 3.71

19 China 0.15 0.00 0.15 0.55 0.40 0.18 1.79 1.97

20 Fiji 1.00 1.18 2.18 2.40 0.22 1.18 7.77 8.95

21 India 0.15 0.10 0.25 0.60 0.35 0.18 1.44 1.62

22 Indonesia 0.15 7.04 7.19 7.19 0.18 12.17 12.35

23 Kiribati 0.36 0.00 0.36 0.36 0.42 0.19 0.61

24 Lao PDR 0.85 4.44 5.29 5.29 1.00 4.44 5.44

25 Mongolia 1.00 0.04 1.04 1.34 0.30 1.18 0.89 2.07

26 Myanmar 0.36 1.19 1.55 1.55 0.42 9.29 9.71

27 Nepal 0.35 0.95 1.30 1.50 0.20 0.41 2.45 2.86

28 Papua New Guinea 0.10 3.33 3.43 3.43 0.12 6.53 6.65

29 Philippines 1.00 1.57 2.57 2.57 1.18 5.21 6.39

30 Thailand 0.58 0.00 0.58 0.88 0.30 0.68 0.71 1.39

31 Tonga 0.15 0.00 0.15 0.19 0.04 0.18 0.00 0.18

32 Vanuatu 0.80 1.69 2.49 2.49 0.94 1.69 2.63

33 Viet Nam 1.00 0.00 1.00 1.50 0.50 1.18 1.90 3.08

9.40 21.82 31.22 33.53 2.05 11.09 58.53 69.62

17.88 43.17 61.05 64.61 3.30 21.10 106.24 127.34

Program unallocated 2.22 2.22 0.83 2.54 2.54

IPSD + TL Unallocated 2.00

34 WGEO 11.28 11.28 7.73 11.28 11.28

35 ODDG, incl. SPRSI 4.74 1.00

36 IPSD OADG 1.93 0.39

37 Global Thematic 1.83

38 TL 3.82 0.50 0.50

39 Procurement 0.52

40 IEU 1.28

12.74 12.74 14.12 1.39 12.74 0.50 13.24

32.84 54.45 87.29 87.29 4.69 36.38 70.78 107.16

41 Office of the DDG 0.74

42 Finance 1.70

43 HR 1.80

44 Technical Services 2.08

45 Admin Services 1.02

46 Legal 0.63

47 Corp Services Center 5.30

8.70 3.60 12.30 13.27 0.97 8.70 4.57 13.27

48 Office of the DG 1.39

49 Governance 1.87

50 Strategy 1.92

51 Partnership 1.18

52 Communications 1.47

53 GCF Liaison Unit 1.01

54 Internal Audit & Integrity 1.06

7.02 2.44 9.46 9.91 0.45 7.02 2.89 9.91

15.72 6.04 21.76 23.18 1.41 15.72 7.46 23.18

Capital Budget 2.00 2.00 2.00

Corporate Contingency 1.84 0.43 5.30 0.40

52.40 60.49 112.89 112.90 59.40 78.24 137.64

Base Case Funding Plus Case Funding

Year 2019-2020 (USD mil)

LAC & Middle East Total (i)

Africa & Europe Total (ii)

Asia & Pacific Total (iii)

Programmatic Total

Non-programmatic Total

Grand Total

Global Total (i+ii+iii)

Program Front Offices Total

OED Total

ODG Total

29

Table 2. WPB Core Budget 2017-2018 and 2019-2020 (Base Case) Comparison

A B C D E F J K

#

Countries

Core

allocation

Highly/likely

Earmarked

Base Case

Total

(A+B)

Expenditure

allocated

Budget

Support

Core Earmarked Total

(F+J)

1 Colombia 0.45 2.17 2.62 2.62 1.46 0.00 1.46

2 Costa Rica 0.19 0.20 0.39 0.39 0.00 0.00 0.00

3 Guyana 0.19 0.85 1.04 1.04 0.00 0.00 0.00

4 Mexico 0.15 1.20 1.35 1.35 1.04 0.00 1.04

5 Carribean 0.16 0.25 0.41 0.41 0.00 0.00 0.00

6 Peru 0.80 0.20 1.00 1.20 0.20 1.29 0.00 1.29

7 Qatar 0.00 5.00 5.00 5.00 0.00 0.00 0.00

8 UAE 0.00 3.00 3.00 3.00 0.00 3.49 3.49

1.94 12.87 14.81 15.01 0.20 3.78 3.49 7.27

9 Burkina Faso 0.36 1.00 1.36 1.36 0.00 0.00 0.00

10 Ethiopia 1.50 0.60 2.10 2.45 0.35 0.00 6.20 6.20

11 Hungary 0.00 0.80 0.80 0.80 0.00 0.00 0.00

12 Jordan 0.90 0.45 1.35 1.35 1.46 0.00 1.46

13 Morocco 0.16 1.00 1.16 1.16 0.00 0.82 0.82

14 Mozambique 0.36 0.46 0.82 1.02 0.20 1.67 0.00 1.67

15 Rwanda 1.60 1.26 2.86 3.36 0.50 4.78 0.00 4.78

16 Senegal 1.30 1.20 2.50 2.50 2.43 0.00 2.43

17 Uganda 0.36 1.71 2.07 2.07 2.61 0.00 2.61

6.54 8.48 15.02 16.07 1.05 12.95 7.02 19.97

18 Cambodia 1.40 0.30 1.70 1.70 3.12 0.00 3.12

19 China 0.15 0.00 0.15 0.55 0.40 1.50 0.00 1.50

20 Fiji 1.00 1.18 2.18 2.40 0.22 2.03 0.00 2.03

21 India 0.15 0.10 0.25 0.60 0.35 1.37 0.00 1.37

22 Indonesia 0.15 7.04 7.19 7.19 0.00 10.22 10.22

23 Kiribati 0.36 0.00 0.36 0.36 0.65 0.00 0.65

24 Lao PDR 0.85 4.44 5.29 5.29 1.67 0.00 1.67

25 Mongolia 1.00 0.04 1.04 1.34 0.30 2.17 0.00 2.17

26 Myanmar 0.36 1.19 1.55 1.55 1.26 0.00 1.26

27 Nepal 0.35 0.95 1.30 1.50 0.20 1.21 0.00 1.21

28 Papua New Guinea 0.10 3.33 3.43 3.43 0.00 0.00 0.00

29 Philippines 1.00 1.57 2.57 2.57 3.85 0.00 3.85

30 Thailand 0.58 0.00 0.58 0.88 0.30 0.61 0.67 1.27

31 Tonga 0.15 0.00 0.15 0.19 0.04 0.00 0.00 0.00

32 Vanuatu 0.80 1.69 2.49 2.49 2.00 0.00 2.00

33 Viet Nam 1.00 0.00 1.00 1.50 0.50 2.50 0.00 2.50

9.40 21.82 31.22 33.53 2.05 23.93 10.89 34.81

17.88 43.17 61.05 64.61 3.30 40.66 21.40 62.05

Program unallocated 2.22 2.22 0.83 0.00

IPSD + TL Unallocated 2.00 0.00

34 WGEO 11.28 11.28 7.73 0.00

35 ODDG, incl. SPRSI 4.74 1.00 3.70 0.00 3.70

36 IPSD OADG 1.93 0.39 1.74 0.00 1.74

37 Global Thematic 1.83 5.70 0.67 6.37

38 TL 3.82 0.00 0.00 0.00

39 Procurement 0.52 0.69 0.00 0.69

40 IEU 1.28 1.31 0.00 1.31

12.74 12.74 14.12 1.39 13.13 0.67 13.80

32.84 54.45 87.29 87.29 4.69 53.79 22.07 75.86

41 Office of the DDG 0.74 1.66 0.00 1.66

42 Finance 1.70 2.37 0.00 2.37

43 HR 1.80 1.84 0.00 1.84

44 Technical Services 2.08 1.01 0.00 1.01

45 Admin Services 1.02 0.35 0.00 0.35

46 Legal 0.63 1.47 0.00 1.47

47 Corp Services Center 5.30 6.32 0.00 6.32

8.70 3.60 12.30 13.27 0.97 15.03 0.00 15.03

48 Office of the DG 1.39 1.81 0.00 1.81

49 Governance 1.87 1.73 0.00 1.73

50 Strategy 1.92 3.04 0.00 3.04

51 Partnership 1.18 0.00 0.00 0.00

52 Communications 1.47 1.29 0.00 1.29

53 GCF Liaison Unit 1.01 0.00 0.00 0.00

54 Internal Audit & Integrity 1.06 1.03 0.00 1.03

7.02 2.44 9.46 9.91 0.45 8.90 0.00 8.90

15.72 6.04 21.76 23.18 1.41 23.94 0.00 23.94

Capital Budget 2.00 2.00 3.03 3.03

Corporate Contingency 1.84 0.43 0.00 0.00

Envelope Budget 0.00 0.00 9.00 9.00

52.40 60.49 112.89 112.90 89.76 22.07 111.83

Non-programmatic Total

Grand Total

Asia & Pacific Total (iii)

Global Total (i+ii+iii)

Program Front Offices Total

Programmatic Total

OED Total

ODG Total

Year 2019-2020 (USD mil), base case 2017-2018 (USD mil)

LAC & Middle East Total (i)

Africa & Europe Total (ii)

30

X. Strategic Priorities – Deepening Operational Focus

41. Based on the lessons from the review of the GGGI Strategic Plan as well as the development

needs of our Member and partner countries, GGGI adopted six long-term Strategic Outcomes (SOs)

that it strives to achieve in its Member and partner countries (see Figure 2). GGGI recognizes green

growth as a pathway to quality growth and long-term sustainable development. The SOs are

chosen to capture the essence and linked dimensions of green growth - people, planet, and the

economy – and to closely align with major goals set out in the Paris Climate Agreement and UN’s

Agenda 2030. The SOs serve as both GGGI’s impact assessment framework and the guiding tool

to plan country program activities for NDC and SDG implementation alignment. In 2018, GGGI is

undertaking a series of internal reforms to ensure that our operations and activities are geared

towards achievement of the six SOs.

42. Going forward, GGGI SO framework serves as the bridging link between in-house strategic

analysis tools, such as Green Growth Index (GGI) and Green Growth Potential Assessment (GGPA)

and are being used as the basis for NDC and SDG readiness assessment and monitoring projects

in our Member and partner countries. SO-related data and analyses are enabling GGGI to develop

bespoke policy advisory and advocacy – such as around green jobs, air quality, and adaptation - to

position the organization in the global green growth discourse. The six adopted Strategic

Outcomes are as follows:

• Strategic Outcome 1: Greenhouse Gas (GHG) Emission Reduction: Central to realizing the

NDC commitments under the Paris Agreement and to achieving the SDGs, particularly SDG 13

on climate action, most economies would need to undergo deep decarbonization to meet the

two degrees target set out in the Paris Climate Agreement. This would require countries to

decouple their greenhouse gas emissions from economic growth, urbanization and population

increase. Deep decarbonization will involve moving away from a fossil fuel-based to low

emission and clean energy economies, using resources more efficiently, and minimizing

deforestation. GGGI’s program activities in the sustainable energy, green cities, and

sustainable landscape thematic areas would primarily contribute to this outcome.

• Strategic Outcome 2: Creation of Green Jobs: Creating new economic opportunities and

decent jobs for all is a crucial outcome of a green and just economic growth, and is essential

for the political buy-in for a green growth paradigm. There is ample evidence that demonstrates

that a locally-relevant green economic growth model can be net creator of employment. Decent

31

jobs from green growth, that directly contributed to SDG 8, can serve as a catalyst for poverty

alleviation, minimizing youth unemployment and enhancing women’s participation in the

economy, which could further grow the economy in the process. With gender-disaggregated

estimates, this outcome would serve as a pragmatic proxy for the economic growth pillar of

green growth as well as for women’s empowerment, social equity, and poverty reduction.

Program activities in all thematic areas would contribute to creation of green jobs.

• Strategic Outcome 3: Increased Access to Sustainable Services: For green growth to be

inclusive and transformative for all citizens, access to sustainable services - particularly (i) clean

energy, (ii) improved sanitation, (iii) sustainable waste management, and (iv) public

transportation – would need to be accessible and affordable to all. Currently, more than half of

the global population lacks access to adequate waste collection services that highlights the

importance of sustainable waste management. Approximately 1.1 billion people globally lack

access to clean and affordable energy and more than 2.5 billion people alack access to clean

sanitation. These have direct and disproportionate implications for the women and

girls especially in poorer communities. Access to safe and affordable public transport enables

upward social mobility for the poor, contributes to minimizing air pollution and GHG reduction,

and enhances economic opportunities and urban resilience. With this, this outcome is directly

aligned to achievement of SDG 6 (clean water and sanitation), SDG 7 (clean affordable energy),

SDG 11 (sustainable cities and communities), SDG 12 (sustainable production and consumption)

as well as SDG 13 (climate action). GGGI’s program activities in sustainable energy, green

cities, and water management thematic areas would primarily contribute to this outcome.

• Strategic Outcome 4: Improved Air Quality: Air quality has links to key SDGs for its

implications to human health, quality of life, and environmental protection in our Member and

partner countries. Poor air quality, both indoor and outdoor, are ranked among top 10 risk

factors for premature deaths worldwide. Globally, outdoor air pollution is estimated to be

responsible for 4 million annual premature deaths, and the figure could double by 2050 with

current growth pathways. Poor air quality impacts the poor and marginalized population

disproportionally and is linked to major development issues such as child mortality in numerous

countries. Along with reducing the burden on diseases and lost healthy life years, improvement

in air quality increases the productivity of citizens, thereby enhancing the competitiveness of

our cities and economies. State of outdoor air quality could be manifestation of national policies

and actions in key sectors such as energy, transport, industry, agriculture, and construction. As

such, GGGI’s energy, green cities, and sustainable landscape thematic areas would primarily

32

contribute to this outcome. Program activities could cover cleaner forms of energy generation

and transport, energy efficiency, better management of traffic congestion, cleaner

manufacturing, better agricultural and construction practices, and clean cooking solutions.

• Strategic Outcome 5: Adequate Supply of Ecosystem Services: Ecosystem degradation can

slow economic growth, negatively impact human health and wellbeing, and trigger irreversible

damage to biodiversity that underpins the essential ecosystem services supporting all living

beings. Ecosystem services range from providing necessities, such as food production, clean

water and clean air, to regulating climate, diseases, and floods. Ensuring adequate ecosystem

services requires restoration of degraded ecosystems and prevention of loss of intact

ecosystems. Adequate ecosystem services contribute to SDG 15 (protect and restore terrestrial

ecosystems) and SDG 14 (sustainable use of oceans, seas and marine resources). As a key

supplier of terrestrial ecosystem services with links to livelihoods, farmers and forest dependent

communities in developing and emerging countries, forest coverage is a good proxy for this

outcome. While GGGI’s sustainable landscapes thematic areas activities directly support

achievement of this outcome, sustainable energy, green cities and water management has links

to this outcome as well.

• Strategic Outcome 6: Enhanced Adaptation to Climate Change: Unsustainable growth and

climate change are posing adaptation challenges in the form of increased droughts, floods,

land degradation, deforestation, and rising sea levels. These trends particularly impact poorer

communities in coastal areas and countries vulnerable to rising sea levels, such as the small

island states. Globally, around 200 million people could be displaced due to climate change.

Without effective adaptation, poorer communities and countries with lesser resources to adapt

could be pushed back into the poverty trap, undoing the development gains achieved in the

past decades. While all of GGGI’s thematic areas have adaptation integrated in their activities,

the green cities and sustainable landscapes thematic area in particular would contribute to this

outcome. Achievement of this outcome is directly linked to most countries’ NDC

commitments as well as achievement of SDG2 (sustainable food production), SDG11 (cities and

human settlements with adaptation plans) and SDG13 (climate action).

33

Figure 2. Indicative Contributions of Thematic Focus Areas to Strategic Outcomes

34

XI. Integrated Offerings of Technical Services

43. The GGGI value chain sets out a planning and implementation approach which includes

diagnosis, green impact assessments, policy and financial risk reduction and project preparation.

Entry points may differ for countries depending on the needs, development stage, and progress

with adopting green strategies and capacities. GGGI’s technical service packaging will

accommodate these diverse needs by tailoring its services to the specific conditions prevailing at

country level. All services are followed by a systematic appraisal process that captures learning,

sharing and application of experience and knowledge from programs, and ensures the robustness

of GGGI’s technical assistance. Across the value chain (see Section II), technical services are offered

for the following thematic areas; sustainable energy, sustainable landscapes, water and sanitation,

and green cities. These thematic areas are summarized in this section. Green Investment Services,

Thought Leadership, and Safeguards Poverty Reduction and Social Inclusion are also offered

throughout the value chain, summarized in section VIII. As mentioned earlier in the document,

GGGI engages with partner countries in the delivery of our programs through the collaboration of

all our divisions, departments and country offices using an integrated model ‘ONE GGGI’ service.

A. Sustainable Energy

44. GGGI’s programs contribute to green economic growth that is both sustainable and inclusive.

The energy sector is crucial in this regard and inseparable from the challenges of poverty and

gender inclusion. An estimated 1.3 billion people lack access to electricity while 2.7 billion people

still rely on hazardous open fires for cooking.25 The energy divide runs between rich and poor

countries, 95% of people in energy poverty live in sub-Saharan Africa and developing Asia. The

divide also exists within countries between the rich and poor, and rural and urban populations. For

example, an estimated 84% of those lacking electricity live in rural areas. The energy divide is also

gendered, women and girls disproportionately hold the responsibility for labor intensive and time-

consuming tasks such as biomass collection or manual food processing. These inequities impede

opportunities to access education, employment and participate in social and political activities

outside the household.26

25 IEA (2011), Energy for All: Financing Access for the Poor.

26 Danielsen, K (2012), “Gender equality, women’s rights and access to energy services”

35

45. Thus, achieving the transition to a sustainable, clean energy system is a keystone for green

growth, closely aligned with the SDGs and country NDCs. GGGI’s Sustainable Energy thematic

area supports its member governments to achieve this aim through targeted programs aligned to

three outcome areas set out in the ‘refreshed thematic strategy 2017-2020’. These are: (i)

expanded access to affordable and sustainable energy services; (ii) improved sustainable and

renewable generation mix; (iii) enhancement and integration of energy efficiency (EE).

46. These outcome areas contribute to five of GGGI’s six corporate objectives, SO1: Greenhouse

Gas (GHG) Reduction, SO2: Green Jobs, SO3: Access to Services, SO4: Air Quality, SO6: Adaptation.

Creation of green jobs is central to GGGI’s work in the energy sector with a focus on equality and

enhanced opportunities for women in the sector. GGGI is committed to incorporate measures for

environmental and social safeguards, poverty reduction, gender equality and social inclusion

through expansion of sustainable energy services, particularly in under-serviced communities,

where for example cleaner cook-stoves and off-grid technologies can transform livelihoods,

welfare, and gender dynamics.

47. In 2017-2018 the Energy Unit provided strategic guidance and support to country programs at

various stages of GGGI's value chain and led the development of comprehensive and innovative

energy engagement that currently are under implementation. The Energy Unit also contributed to

deepening, scaling up and replication of successful energy policy engagements. The Energy Unit

expanded knowledge sharing and collaboration across GGGI through the establishment of the

Energy Communities of Practice (ECP), and established partnerships through the development of

regional and country energy proposals.

48. Eighteen of GGGI’s Country Business Plans incorporate energy as a specific thematic area. The

Global Energy Program 2019 – 2020 is aligned to GGGI’s Energy Strategy (2017)27 and aims to

enhance knowledge exchange and innovation in GGGI’s work. It also drives collaboration with

strategic partners that complement GGGI’s capacity to design and deliver effective energy

engagements. The Program incorporates lessons learns from 2017-2018 and emphasizes

origination and replication of comprehensive energy engagements and delivery of innovative

business models and technologies. The Global Energy Program 2019–2020 comprises (i) origination

of new energy sector engagements in collaboration with development partners and contributes to

resource mobilization, and (ii) innovation and business development to enhance knowledge

27 Link to the Strategy.

36

capacity and exchange. Successful implementation of the Global Energy Program will lead to

improved donor coordination, expanded and more innovative and effective GGGI country

programs and place GGGI as a preferred partner for regional and country energy engagements to

scale up renewable energy and energy efficiency projects.

49. Thus far, GGGI’s policy work in the energy sector has focused on energy efficiency and

emerging needs to pave the way for the adoption of renewable energy. In 2019-2020, this work

focuses on policies to incentivize and translate renewable energy and energy efficiency action plans

into scalable and catalytic projects. In particular, GGGI will increase its attention on decentralized

renewable energy supply options and on ensuring synergies between policy and investments, to

pave the way for adoption of energy efficient and scalable renewable energy technologies. GGGI

will support its partner countries capture benefits from the global price reductions in renewable

technologies through transparent institutional arrangements and procurement processes as well

as support network integration of decentralized renewable energy and mini-grids. Furthermore, in

2019-2020, GGGI’s sustainable energy work prioritizes comprehensive and strategic energy

engagements that utilize the policy work to leverage scale in investments to achieve sustainable

and affordable access, renewable energy generation, and energy efficiency. GGGI will increasingly

support the development of institutional, commercial and technical arrangements for sustainable

access to energy services with integration of renewable energy.

50. The Global Energy Program 2019–2020 will expand partnerships established in 2017-2018

including the National Renewable Energy Laboratory and the ASEAN Center for Energy. The

Program will seek to establish new partnerships that aims to complement GGGI’s technical and

outreach capacity as well as resource mobilization, particularly with philanthropy and regional

institutions. Indicative GGGI Core resources allocated for 2019-2020: $0.360 million.

37

B. Sustainable Landscapes

51. GGGI supports Member and partner countries’ economic growth, while protecting, restoring

and using productive landscapes in an inclusive and sustainable way. The Sustainable Landscapes

thematic area focuses on sustaining healthy and functioning forests, agrarian landscapes,

waterways, coastal and marine ecosystems, that are in line with the SDGs and country NDCs.

Solutions are devised in a way that simultaneously optimizes financial, environmental and social

outcomes with an aim to deliver three returns on investments: financial returns, social returns and

natural capital returns.

52. Resilient forests, peatlands, coastal and water-related ecosystems are important for food

security. The associated ecosystem services underpin rural economies and are crucial to rural

livelihoods, particularly for vulnerable communities living in the forested and marine ecosystems.

Undervalued and unprotected natural capital leads to environmental loss with consequential

economic and societal impacts. Degradation of ecosystems cost governments and land users

trillions of dollars a year. Natural capital continues to deplete as nature’s value is insufficiently

Box 1: Examples of projects in Sustainable Energy

Mongolia – Paving the way for energy efficiency: GGGI provided technical input to develop the Energy

Regulatory Commission’s (ERC) first National Energy Efficiency Action Plan (NEEAP), adopted by Mongolia’s

Cabinet in 2017. The NEEAP defines regulatory activities up to 2022 to create an enabling policy environment

for energy efficiency. This is strategically important for strengthening the pipeline of projects for the National

Financing Vehicle that GGGI is also developing in country. The success of the initial stage engagement led ERC

to request continued support into the implementation phase of the NEEAP. GGGI is now positioned to expand

this partnership to support implementation and scale up of energy efficiency in Mongolia.

Guyana – Catalyzing decentralized renewable energy: In late 2017. GGGI undertook a comprehensive sector

assessment to identify opportunities to pave the way for scale-up of renewable energy. GGGI commenced a

policy dialogue with Government of Guyana to address technical and policy barriers to facilitate investments in

decentralized renewable energy. GGGI also initiated demand activation and introduced new business models to

scale up decentralized renewable energy projects. Key policy barriers are expected to be removed in 2018 and

technical barriers are being addressed through a partnership between GGGI and the National Renewable

Energy Laboratory. This partnership will help transform the energy sector from a centralized model dependent

on imported fossil fuels to a de-centralized model able to effectively absorb decentralized renewable energy

generation.

Mozambique – Scaling up Pro-poor Renewable Energy: Following an MoU signed with the Ministry of Land,

Environment and Rural Development (MITADER), the Ministry of Finance (MoF), and the Ministry of Natural

Resources and Energy (MIREME), GGGI formally lunched its Mozambique program in 2017. In line with the

Green Growth Potential Assessment (GGPA) recommendations, GGGI’s program focused on off-grid,

renewable energy for productive use. In 2018, GGGI conducted a series of sector focused policy assessments

and delivered policy recommendations to GoM aimed at scaling up renewable energy use in rural areas.

Building on the policy analysis, GGGI is working closely with Mozambique National Energy Fund (FUNAE) to

deliver rapid technical assistance to expand energy access in the country, with focus on renewable energy

supply to increase agriculture productivity in rural areas.

38

accounted for in current economic growth models. GGGI aims to support partner countries pursue

economic growth and mobilize green investment while protecting, restoring, and using productive

landscapes in ways that are inclusive and sustainable.

53. The Sustainable Landscapes thematic activities in partner countries are aimed to support

nations transform and scale investments in a variety of sectors. Focus areas include (i) Forest based

economies: timber, agro forestry, other non-wood and bio-based sectors; (ii) Inclusive bio-

economies: deforestation free agriculture, livestock and horticulture commodities and value chains,

fisheries, aquaculture value chains, high value bio-based and bioprocessing industries for food,

feed, fiber and fuel; and (iii) Financing resilient natural infrastructure: recognizing carbon, water

and/or other ecosystem services as an ‘asset class’ with financial value, can help to generate

additional revenue flows and support de-risking and scaling of green business models. Examples

include: carbon credits, biodiversity offsets, bond mechanisms, insurance schemes, government

and private sector driven incentives, financing vehicles, payment and results-based instruments.

54. The Sustainable Landscapes thematic area activities will contribute to five of GGGI’s six SOs (i)

GHG emission reduction (SO1), (ii) creation of green jobs (SO2), (iii) improved air quality (SO3), (iv)

adequate supply of ecosystem services (SO5), and (iv) enhanced adaptation to climate change

(SO6). In addition, the activities will contribute to all SDGs with emphasis on SDG 1 (No Poverty),

2 (Zero Hunger), 5 (Gender Equality), 13 (Climate Action), 14 (Life Below Water) and 15 (Life on

Land).

55. Technical services provided by the Sustainable Landscapes thematic area include the following:

(i) De-risking and shaping a conducive enabling environment for the establishment, scaling

and/or replication of inclusive green projects, through:

a. Policy instruments (see Figure 3)

b. Financing vehicles and instruments (see Figure 3)

(ii) Development of investment projects with triple returns includes project origination, project

design and business model development leading to a project being bankable; one that

creates three returns: financial, natural capital and social returns with impacts across and

beyond the landscape.

(iii) Knowledge and Capacity Building – to exchange knowledge and information between and

within GGGI member and partner countries that provide robust, scientific evidence on; (1)

appropriate resource management and restoration approaches, methods and tools; (2)

appropriate inclusive business models and investment plans for selected ecosystems or

landscapes; (3) innovative financial mechanisms and structures that support green growth;

and, (4) replication and scaling of demonstrated transformational solutions.

39

(iv) Robust and transparent Monitoring, Reporting and Verification (MRVs) mechanisms (including carbon related MRV) – to ensure that the interventions contained in business models are aligned with and contribute to national priorities, restoration, climate and development goals.

Figure 3. Sustainable Landscapes Technical Services

56. During the 2019-2020 biennium, GGGI will support 14 countries in developing Sustainable

Landscapes’ Programs. In brief, activities for the next biennium, range from planning, policy and

project development related to Reducing emissions from deforestation and forest degradation and

the role of conservation, sustainable management of forests and enhancement of forest carbon

stocks in developing countries ( REDD+) in Indonesia, Colombia, Peru, Ethiopia and other forested

countries to climate resilient agriculture for food security in most of the African partner countries

as well as MRV and capacity building across continents. Supporting countries like Rwanda, Ethiopia,

Mexico with the preparation of national and subnational adaptation plans and scoping

opportunities in blue carbon such as fisheries and aquaculture in the Asia-Pacific region positions

GGGI well for adaptation, integrating climate resilience in climate sensitive sectors targeting the

most vulnerable people. All projects at GGGI are developed in collaboration with in-country experts

and technical experts from thematic units.

57. GGGI Regional Office in Ethiopia in 2018 will facilitate new opportunities to scale up the work

of GGGI in these regions especially related to knowledge sharing and capacity development. At the

global level, GGGI will continue to strengthen partnerships with development banks and financial

institutions, private sector partners, partners and civil society active in Sustainable Landscapes as

well as research groups, universities and technical specialists across the Consultative Group for

40

International Agricultural Research (CGIAR) network, AGRA and WOCAN.

Box 2: Examples of projects underway in Sustainable Landscapes

In Indonesia, as a member of the Global Peatlands Initiative (GPI), GGGI is in the process of designing an

integrated jurisdiction-wide peatlands restoration project, involving business models for alternative –

sustainable- commodities suitable for cultivation under wet conditions (paludiculture) and providing

revenue flows as well as natural capital and social returns. This involves a pilot area of 107,000 ha (40,000 ha

deep peat) with 56 villages and 4 companies, located in 2 provinces and 4 districts. The project is being

designed to upscale the pilot to provincial level in Central Kalimantan, involving a jurisdictional platform and

targeting over 2 million ha of peatlands. The pilot project may reduce emissions by over 2 million tCO2/yr,

while the jurisdictional project in the longer term could reduce emissions by over 100 million t CO2 per

annum. GGGI together with The Borneo Initiative, TNC, Earth Innovation Institute and USAID are also

designing inclusive business plans for sustainable natural resource management in 16 million hectares of

Forest Management Units, including business models for certified sustainable timber production and

harvesting of non-timber forest products; and suitable business models for private sector investment in

smallholder palm oil cooperatives. Social and gender inequality are addressed, and a diverse range of

relevant stakeholders are engaged in a coordinated and participatory approach. All products are aimed to

have a measurable impact at districts or provincial jurisdictional level in terms of commitment to sustainable

responsible sourcing and contribute to SO1, 2, 3, 5 and 6.

GGGI has initiated engagement with the Government of Myanmar (GoM) to develop a sustainable

landscapes projects as part of the newly established Myanmar country program. In partnership with GoM,

GGGI aims to drive investment to coastal landscape restoration by recognizing the value of natural capital

through its coastal mangrove forest (blue carbon assets) and opportunities in bio-based economies. GGGI

aims to identify high value commodities and products, which generates returns without depleting natural

capital instead restoring landscapes and their ecosystem functions. This will support the development of a

bio-based economy founded on locally sourced and produced plant and waste derived materials from

mangrove forests, waterbodies and surrounding agricultural areas. If successful, the products can be linked

to industrial zones and can result in among others, an innovative cross thematic Green Cities and

Sustainable Landscapes project. This effort contributes to SOs 1,2,5, and 6.

GGGI has recently been requested by the Government of Ethiopia (GoE) to support the development of its

National Agriculture Investment Framework (NAIF). NAIF and the associated Agribusiness Strategy are

intended to support the growth and transformation of Ethiopia’s agriculture sector to one of commercial

status and improve the role of the private sector in its development. This work has now commenced and

will shape the framework for a variety of policy and project interventions in the next biennium and beyond.

In Peru, GGGI collaborates with ICRAF and SPDA and supports the Government of Peru in strengthening

policies to improve livelihoods of vulnerable, small-scale farmers living at the Amazon frontier. GGGI and

partners are currently finalizing a proposal to NICFI which focus on implementing the Agroforestry

Concession scheme (AfC), which would provide a contract for 40 years to thousands of untitled farmers

currently encroaching the Peruvian Amazon. Detailed legal procedures and guidelines established in 2017

will be piloted in 3 regions and if successful, incentives will result in 125,000 smallholder families

41

transitioning from agricultural practices that drive deforestation to agroforestry systems and zero

deforestation practices.

C. Water and Sanitation

58. GGGI aims to ensure a resilient world of strong, inclusive and sustainable economic growth

achieved through a transformational development of partner countries towards a green growth

model. Through its Water and Sanitation thematic area, GGGI supports sustainable and productive

use of water, which will contribute to green, inclusive growth as a means to (i) Improve access to

water services to all, thereby reaching the lives of the most vulnerable and the poorest and

improving the health situation of the population (ii) Achieve sustainable inclusive growth, by a

responsible management of its water resources (iii) Make businesses sustainable by using available

water resources in a sustainable way.

59. The sustainable and productive use of water will feed in to long-run, greener growth in five

ways. First, it will increase the available amount of water resources, water resources that are

depleted in many countries by ineffective use caused by a price for water that is not reflected its

economic costs hence its scarcity. Better managed water resources in countries where agriculture

is an important economic sector, will ensure that limitations in water resources will not impede the

economic growth potential. Second, it will increase productivity of water resources, i.e. it allows

higher output per unit drop of water, which will ensure higher agricultural yield. Third, sustainable

water use will ensure a preservation of vital eco-system services. Fourth, sustainable water

management will create safeguards against the effects of climate change. Fifth, green growth will

support the innovative application of technologies. This innovation will be a further driver of

economic growth, as previous industrial revolutions have shown (IMF 2001, World Economic

Outlook: The Information Technology Revolution). This is due to spillover effects of innovation

across different sectors of the economy. Thus, by providing support on sustainable water

management, GGGI indirectly promotes green growth that is both inclusive and sustainable and

can be transformative through the spillover effects.

60. GGGI’s activities in the water and sanitation thematic area, will thus be framed under an

inclusive, green growth framework which is pro-poor, supports livelihoods and transforms lives.

This is particularly in the context of LDC needs and priorities, where access to water and sanitation

remains a challenge for the poorest. Through its approaches, water and sanitation integrates pro-

poor approaches to project ideation and development, for example in providing access to

42

sanitation through affordable means or providing cross-subsidies to ensure that all income levels

are supported. It is committed, through its work, to supporting the transition of economies towards

more sustainable and inclusive outcomes. Also central to GGGI’s work on water is extension of

sanitation to underserviced communities, particularly through decentralized approaches. GGGI is

also working with stakeholders to promote equal work opportunities in related sectors, and

recognition of the important role of women in natural resources management.

61. The Water and Sanitation thematic area activities will contribute to the following GGGI’s

strategic outcomes (i) Interventions incentivizing more resource efficient water use and re-use of

water lead to reduced energy demand in water treatment and distribution and the related GHG

emissions (SO1) (ii) Additional water investments generate green jobs (SO2) (iii) GGGI’s water and

sanitation activities contribute to increased access to sustainable services (SO3) (iv) Payment for

Ecosystem Services (PES) and specifically water pricing contributes to sustaining ecosystem services

through reducing overuse of water resources (SO5) (v) GGGI supports adaptation in the water

sector through ‘climate proofing’ agriculture and food systems (SO6). The breadth of various

water challenges and opportunities are reflected in SDG 6, which includes global targets that cover

the entire water cycle including: provision of drinking water (target 6.1) and sanitation and hygiene

services (6.2), treatment and reuse of wastewater and ambient water quality (6.3), water-use

efficiency and scarcity (6.4), IWRM including through transboundary cooperation (6.5), protecting

and restoring water-related ecosystems (6.6), international cooperation and capacity-building (6.a)

and participation in water and sanitation management (6.b). Within the Water and Sanitation

thematic area in GGGI, the key focus remains primarily on SDG target 6.2, 6.3, 6.4, 6.6 and 6.b,

wherein interventions aim to foster the productive use of water as a driver of green growth, the

provision of sanitation, the climate proofing agriculture and food systems, and the maintenance of

water’s key role in sustaining ecosystem services.

62. In 2017, GGGI’s main achievements in the Water Sector were (i) Inclusion of Water and

Sanitation as a thematic priority, and an output in 12 of the 26 Country Planning Frameworks; (ii)

Active and operational water programs in 4 countries: Cambodia, Laos, Uganda and Rwanda. In

Cambodia, for example, GGGI supported the government in the sanitation and wastewater sector

and completed a pre-feasibility study for Decentralized Wastewater Treatment System (DEWATS)

in peri-urban parts of Phnom Penh, successfully convinced the government to re-establish a Sub-

Technical Working Group on Urban Wastewater and Sanitation. The Sub-Technical Working Group

is important as a platform to discuss strategic issues, review policies and guidelines, share lessons

learnt and coordinate efforts among the various donors and implementing agencies.

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63. In 2019-2020, GGGI will emphasize synergies on developing policies, strategies and bankable

projects with a view to combine economic growth with sustainable use of water resources.

Activities will be linked and integrated with the other thematic areas. The focus within the water

theme will be on (i) integration of sustainable or green water resources management and

wastewater and sanitation policies in the national and sectoral planning frameworks, (ii)

development of bankable projects to decentralize wastewater and sanitation services, (iii) enabling

green growth and jobs related to the role of water in the bio-economy, including climate smart

agriculture and food systems to promote food security and green economic growth, and (iv)

development of Payment-for-Ecosystem-Services systems and national financing vehicles that

promote and maintain water-related ecosystem services for sustainable landscapes, lakes, and

coastal and marine ecosystems.

64. The water and sanitation priorities in 2019-2020, target development of bankable projects and

include (i) developing decentralized wastewater treatment (DEWAT) activities, policy reform and

sector strategies for these DEWAT activities, and national or regional financing vehicles for DEWATs

(South-East Asian, Africa, and Latin America); (ii) solar PV for irrigation based on sustainable water

management, wastewater treatment and valorization, reuse of wastewater and related policy

reform (India and China); (iii) sustainable water resource use for climate-resilient agriculture,

including through sustainable water management principles; and (iv) policies for payment for

Ecosystem Services that promote or maintain water-related ecosystem services for sustainable

landscapes, lakes, and coastal and marine ecosystems (Africa, Latin America).

44

65. The Water thematic area has developed its role in building further partnerships and engaging

in resource mobilization. It will develop the network with dedicated water institutes, such as

UNESCO-IHE, World Resources Institute (WRI), 2030 WRG, SIWI, and water funds, like African Urban

Box 3: Examples of projects in Water & Sanitation

Within the Mekong region, GGGI is actively engaged in Cambodia and Laos, supporting decentralized

wastewater treatment solutions. In Cambodia, since 2017, GGGI has been providing technical and advisory

support to the Ministry of Public Works and Transport in the sanitation and wastewater sector, beginning with

inputs on the sub-decree for wastewater and sewerage, which was approved in 2018. Moreover, by end of

2017, GGGI completed a pre-feasibility study for decentralized wastewater treatment systems (DEWATS) in

peri-urban areas of Phnom Penh, as well as conducted scoping missions to secondary cities. In 2018, GGGI

has taken this pre-feasibility further for design and financing, through submission of a full proposal to KOICA,

wherein GGGI plans to mobilize financing for implementation of DEWATS, as well as development of a pro-

poor, gender-sensitive national sanitation strategy for Cambodia and an implementation and replication plan

for DEWATS for the entire city of Phnom Penh.

In Lao PDR, GGGI’s Water and Green Cities thematic units have collaborated on green cities development.

Under this project, the Green Cities team will concentrate on solid waste management while the Water team

will focus wastewater collection and treatment systems in Pakse, one of Lao’s secondary cities.

Implementation of the feasibility study will take place in 2019 and financial close in 2020, through KOICA and

GCF support. As part of this program, GGGI will also work on a wastewater management strategy for Pakse,

which will include an options assessment for managing wastewater and sanitation as well as a strong evidence

base that underpins our proposed strategy.

In Myanmar, GGGI has only recently engaged in the water sector, as the country program is newly formed.

Based on consultations in the country, GGGI is providing support on green cities development as well as

sustainable landscapes in the Ayeyarwady delta. In that regard, GGGI’s Water and Sustainable Landscapes

team have begun collaborating on the lower Ayeyarwady Delta to support mangrove conservation efforts

alongside developing value chains that can generate revenues.

In Uganda, GGGI has secured financing by the Government of Hungary for sustainable energy-water solutions

for medium to large scale irrigation of commercial farming. Under the project, a pre-feasibility study will be

conducted in 10 potential sites and detailed business plans for 2 selected sites will be developed. The project

is in line with the Ugandan Ministry of Water and Environment’ priorities and based on urgent need to

provide sustainable water solutions to Ugandan agriculture sector and increase climate resilience. The

planned pre-feasibility study and business plans will be followed by bankable projects development in the

following years.

In Ethiopia, GGGI has been supporting the agriculture sector through its embedded teams, and joint work

from the water and sustainable landscapes thematic units. Ethiopia has an estimated 12 million smallholder

farmers, who contribute 90% to the total agricultural output. However, most of them are predominantly reliant

on rainfed agriculture, making them one of the most vulnerable groups in Ethiopia, susceptible to various

weather-related water risks, such as droughts and floods. To support smallholder farmers in generating higher

and more stable incomes that are more resilient to the effects of climate change, GGGI’s water thematic unit

is working on the establishment of the Ethiopian Climate Insurance Acceleration Fund (ECIAF), with a size of

45

Sanitation Fund (AUSF) and Sustainable Water Fund (SWF). Aim is two proposals with a private

sector party, to SWF, and one to AUSF. The Water thematic area also works currently with three

country teams on a regional proposal on sanitation for the Bill & Melinda Gates Foundation (BMGF)

and we want to develop two more proposals for regional approaches for BMGF.

D. Green Cities

66. GGGI’s thematic focus on green cities supports an integrated, cross-sectoral and scalable

approach that responds to local, national, and global needs and commitments, including the 2030

Agenda for Sustainable Development, and localizes both the NDCs and SDGs through a Green

Growth approach. GGGI plays a catalytic role in technical advisory in sustainable urban planning

and linking green investment to green cities implementation. This includes an emphasis on helping

cities transform so that they become more competitive, prosperous, inclusive, sustainable, resilient

and bankable. GGGI’s global focus on supporting green cities development is underpinned by

approaches supporting co-benefits across GGGI’s value chain from policy and planning to

financing.28 In delivering its work as one GGGI, Green Cities works with country teams – in providing

locally-derived and tailored policy and technical advice and through its Seoul-based team –

supporting through technical inputs, development of knowledge products, and global engagement

in support of green cities.

67. The Green cities thematic interventions focus directly and positively contributes to reduced

GHG emissions (SO1) through its focus on waste management, specifically in supporting

alternatives to landfills, and low-carbon building materials development. GGGI’s work in cleaner

fuels, public transportation and walkability aims to reduce dangerous concentrations of air

pollutants and specifically links transport policy with air quality (SO4) and related positive health

outcomes. GGGI’s focus areas address unmet needs in access to sustainable urban infrastructure

and services in cities (SO3). GGGI focuses on pro-poor livelihood support and job creation in service

provision (SO2). GGGI’s work to support Ecosystem based Adaptation (EbA) in urban planning,

links to ecosystem services (SO5) and enhanced adaption to climate change (SO6).

68. Over 2017-2018 GGGI played a catalytic role in technical advisory service in sustainable urban

28 For GGGI, Green Cities theme involves integrated solutions that strive toward innovative and smart, resource-

efficient and low carbon, climate smart and resilient; inclusive and pro-poor; healthy & liveable, and prosperous

cities through policy reforms and bankable investments.

46

planning and linking green investment to green cities implementation in 11 countries. Green Cities

will continue its efforts to support country teams to originate, develop, and implement projects,

guided by the thematic strategy and the SOs. Green Cities is now widely represented across

GGGI’s global portfolio.

69. In 2019-2020 Green Cities will work with 17 countries (Cambodia, Rwanda, Morocco, Myanmar,

Mexico, Jordan, Lao PDR, Philippines, India, Fiji, Senegal, Burkina Faso, Mongolia, Nepal, UAE, Viet

Nam, Kiribati). In 2019-2020, GGGI’s Green Cities approach and projects will provide both

continuity with existing impact, leveraging ongoing work and partnerships, but also target

additional opportunities. Notably, Green Cities will emphasize (i) mainstreaming and localizing

green growth into urban planning and management; (ii) supporting low-carbon, smart and resilient

cities; (iii) developing and investing in circular economy approaches building on its success in

waste-to-resource approaches in solid waste management; and iv) green mobility and non-

motorized transport, linked to clean urban transportation and improved air quality. The prioritized

areas of work build on the momentum from current projects as well as strategic opportunities that

arise. These areas of work will contribute directly to GGGI’s Strategic Outcomes in reducing GHG

emissions, creating green jobs, increasing access to sustainable services, improving air quality and

enhancing adaptation to climate change.

70. To date Green Cities has had productive partnerships with New Climate Economy (NCE) (as an

active partner in the Coalition for Urban Transitions); WRI Ross Center for Cities; C40; International

Solid Waste Association, OECD Green Cities, AfDB in support of its African program. These

partnerships span across the program of work and the value chain but broader partners will be

identified to support the future program in line with GGGIs strategic objectives, such as the Clean

Air Coalition and UN-Habitat (at the delivery level). For resource mobilization Green Cities has had

success with GCF, KOICA, ADB and Luxembourg and established dialogue with AfDB and Caribbean

Development Bank.

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Figure 4. GGGI’s Elements of a Green City

Note: Green Cities – an inclusive and environmentally healthy city, with closed resource loop, utilising renewable

energy, accessible and multiple modes of transportation, with urban systems optimised through smart city

management

71. Activities under the Green Cities thematic area will ensure investment through joint

development of project proposals with international donors and designing innovative financing

structure to address financing gaps. Through Country and Global Business Plans, policy and project

proposals in emerging areas of thematic priorities such as green building materials, green industry,

inclusive green economies and climate smart and resilient cities have been developed. In preparation

for implementation of projects, GGGI will identify opportunities to optimize potential impact of local

small and medium enterprises (SMEs) and informal sector actors in the value chain of provision of

urban services as these efforts contribute to creating green jobs and improving poverty alleviation. In

regions such as Africa and South Asia, where supporting employment creation and engagement with

the informal sector and SMEs is essential to successful and sustainable green growth approaches.

Additionally, Green Cities ensures local ownership and commitment to sustaining projects and policies,

with GGGI providing capacity development support to actualize this approach.

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Box 4: Realizing Green Cities in 2017/2018

Localising Green Growth in Cities in Cambodia, Nepal, Rwanda, and Uganda: GGGI has worked in Cambodia,

Rwanda, Uganda, and Nepal on mainstreaming green growth concepts, and developing financeable projects, with a

specific focus on secondary cities. Green Cities work has strengthened sub-national and local green growth planning,

financing and institutional frameworks in support of improved green urban infrastructure and services for all. In

Rwanda, GGGI collaborated with the Ministry of Infrastructure (MININFRA) to develop the National Roadmap for

Green Secondary City Development (NR) which promotes balanced economic growth and poverty reduction while

ensuring climate resilience of secondary cities. GGGI also supported the Rwanda government to develop Green

Building Minimum Compliance Guidelines. In Cambodia, GGGI replicated the methodology for Green Urban

Development Program (GUDP) Phase 1 in Phnom Penh and developed Sustainable City Strategic Planning Guidelines

and established investment project pipelines for 7 selected secondary cities. In Nepal GGGI has completed Phase 1

of its Green Municipal Development Program through situational assessments of 7 new municipalities. These

assessments identified the need for sustainable urban service delivery and planning and will form the basis of future

policy and project development in 2019/20.

Waste Management and Sanitation in Lao PDR, Uganda and Senegal: GGGI has worked to valorize waste

management systems to turn waste into a resource and provide livelihoods and social benefits. Innovative solutions

which are financially sustainable, generate green jobs in support of waste-to-resource economies, and create

healthier cities have resulted. In addressing unmet needs in waste management and sanitation GGGI has supported

the development of viable business practices with a focus on appropriate technology, services, and job creation.

A comprehensive analysis of the solid waste value chain was done in partnership with the Government of Uganda,

culminating in recommendations to support decentralised solutions and identify investment models, which included

employment generation through private sector engagement. In Lao PDR, GGGI supported government to shift from

a conventional model of “Collect and Dump” to “Waste-to-Resource”, which includes: (i) Decentralized

collection services with organization of micro-enterprises (ii) Deployment of waste banks, (iii) Decentralized

composting facilities. Through an early engagement with KOICA, GGGI has jointly developed a 4-year project

proposal on green cities development, worth 7 million USD with a focus on sustainable solid waste management

and wastewater solutions. In Senegal, Green Cities supported the secondary city of Tivaouane to pilot a decentralized

and sustainable low-cost sanitation system. GGGI provided advice on designing innovative institutional mechanisms

and business models to support private operators to improve service quality and access to finance.

Resilience in the Pacific and the Eastern Caribbean: GGGI has undertaken work to support countries in linking

urban development with the protection of ecosystem services to provide for climate change resilience and

adaptation. This has focussed on disaster resilient decentralized green infrastructure and Ecosystem based

Adaptation (EbA). In Fiji, GGGI worked with the government to draft the Low Emissions Development Strategy,

including pathways to reduce greenhouse gas emissions from the waste sector. The strategy is expected to be

adopted in Q4, 2018. In the Eastern Caribbean, GGGI is working with the Organization of Easter Caribbean States

(OECS) on disaster resilient green infrastructure.

Sustainable transportation in Fiji, Mexico, Jordan and Lao PDR: GGGI is supporting cities and their regions in

creating more connected and accessible cities in dealing with the challenges of transportation and mobility. This is

resulting in healthier cities with improved air quality. In Mexico GGGI’s approach is on integrated and green

transport systems, with a focus on air quality. GGGI’s transport work in Fiji and Lao PDR is directed towards the

49

co-benefits of healthier, connected and more accessible cities, including through e-mobility. In Jordan, GGGI

provided technical support enabling the government to transition the fleet for Bus Rapid Transit (BRT) from diesel

to electricity-powered buses. GGGI will further support through the design of innovative financing instruments to

attract private investment for greening BRT in Amman.

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E. Green Investment Services

72. GGGI works directly with its member countries to help design and implement programs and

services to assist in developing and financing green growth in national economic development

plans. Towards this end, GGGI works with investors and policymakers to develop bankable projects,

build financial instruments and design National Financing Vehicles (NFVs). GGGI’s Green

Investment Services (GIS) has developed a robust pipeline of green investment projects that help

address the financing gap between green growth needs and investment, that are aligned with

country NDCs and SDGs. GIS works closely with country and thematic teams, in the ONE GGGI

structure, to originate pipelines and successfully bring them to finance.

73. Even without considering the need for green investment, the global economy requires by 2030

about USD 89 trillion in infrastructure investment across cities, land-use, and energy systems. The

financing needs for energy systems alone are estimated to be in the hundreds of billions. Yet,

availability of finance is not the bottleneck. Rather, there is a noticeable lack of well-designed

projects and programs that meet the risk-reward profiles that investors seek. In the words of one

MDB official, “there are simply not enough viable projects out there.”29 Furthermore, there is a

need for appropriately structured financial vehicles that can blend public and private sources of

finance, and international and domestic capital. The lack of clear actionable pipelines in developing

countries and emerging markets is a reflection of the risks and issues that characterize these

countries and markets.

74. GIS started operations in earnest in 2016 and added 8 new staff members to the Department

in 2017. At this point, the team is fully staffed. Many new staff members have been assigned to

country offices to bring investment team members closer to the stakeholders in the targeted

sectors and markets. Early experiences confirm that in-country deal teams are better enabled to

accelerate origination and project preparation.

75. In the 2017-18 Work Program and Budget, the focus was on developing a pipeline of green

investment projects, designing risk mitigation instruments, and establishing national financing

vehicles to help close the financing gap between financial institutions and projects and ultimately

increase capital flows going towards green growth objectives. GIS has thus far demonstrated its

29 Quoted in Aaron Bielenberg, Mike Kerlin, Jeremy Oppenheim, and Melissa Roberts, “Financing Change: How

to Mobilize Private Sector Financing for Sustainable Infrastructure,” p. 30. McKensey & Company. 2016.

51

delivery capacity primarily in the areas of smaller-size renewables projects and establishment of

NFVs. GGGI’s value proposition means that it does not operate in commercially competive sectors

and markets, yet because its mandate is to make projects bankable, the “sweet spot” is to occupy

the sub-commercial space, across applicable interventions in the thematic areas.

76. In 2017, GIS successfully mobilized investor commitments for a total of 8 projects and

operationalized 4 NFVs which integrate Nationally Determined Contributions (NDC)

implementation, financing targets and national development priorities. The team mobilized private

sector capital for investment opportunities that met the risk-reward appetite of private developers.

The two first GCF readiness programs (worth approximately USD 0.7M) were prepared by the GIS

team in 2017 and several others are being developed in 2018. GIS continues to put high priority on

mobilizing investment for GGGI’s projects and programs to meet the strategic objectives of the

organization as mandated in the Refreshed Strategic Plan.

77. GGGI proactively partners with governments, non-governmental organizations, bilateral and

multilateral banks, and the private sector. GGGI creates conditions for scaling up and replication of

green growth solutions through identification of replicable investment opportunities and bundling

of these into well-designed programs that attract financing at scale. GGGI also provides value

addition through de-risking projects and by reducing fiduciary risks by setting up financing

vehicles, funds or guarantee mechanisms. Being embedded in relevant ministries allows GGGI to

develop innovative and informed projects that are aligned with government priorities and to

support reforms of policies that may impede the viability of the green projects. GGGI develops

sustainable and commercially viable projects that reflect a sound regulatory environment, with fair

pricing mechanisms to instigate sustainable and commercially viable projects that generate

revenue and create green jobs. In the current biennium, GGGI’s green investment work has

mobilized considerable additional green financial commitments. In the next biennium, GGGI aims

to mobilize financial commitments for its bankable projects at greater volumes to leverage its role

as an originator and arranger of green and climate finance (see Figure 5).

78. GGGI’s investment work in developing countries and emerging markets is also focused on

structuring and promoting financial vehicles and instruments that can reach underserviced

communities, including women and the poor, and the provision of more inclusive finance.

Approaches to this may include working with microfinance institutions, impact investors, and use

of public funds as leverage to reach improved social gender and outcomes.

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Figure 5. Financial Commitments Mobilized by GGGI 2015-2020 (USD million)

Source: GGGI.

79. The 2019-2020 Country Business Plans list a total of 51 investment projects. It should be noted

that the numbers proposed by the country teams are very preliminary. Hence, they may change as

conditions for those projects become clearer in 2019 and onwards. In terms of thematic sectors,

Sustainable Energy tops the list with 16 projects, followed by 12 projects with Cross Cutting themes,

and then 11 Green Cities. The number of Sustainable Energy, Green Cities and Cross cutting theme

projects are in the double digits, whilst the proposed Sustainable Land-use and Water projects are

in the single digits with 7 and 5 projects, respectively. Region-wise, Asia-Pacific has suggested the

highest number, i.e., 23 projects in total; Africa and Europe propose 18 projects; and the total

number of projects in the Latin America region is 10.

80. In 2019-2020, GIS activities will continue prioritizing development of near-commercial

investment projects that fall into one of the three investment product categories -- i.e. bankable

projects, NFVs and risk mitigation instruments. Strong emphasis will be placed on obtaining proven

investor commitments (e.g., Letters of Intent) for GGGI designed projects and funds. GIS work will

mainly produce investment outputs elaborated in country business plans in close collaboration with

country teams and policy solutions teams. Implementation of these investment projects will result

in achievement of minimum three of GGGI’s six Strategic Outcomes by increasing green

investment flows in four thematic areas of GGGI intervention. For instance, arranging financing for

$131 $105 USD

$- $- $-

$500 $600 $700

$236

$760

$1,260

$1,860

$2,560

$-

$500

$1,000

$1,500

$2,000

$2,500

$3,000

2015 2016 2017 2018 2019 2020Finance Mobilized Annually (Achieved) Finance Mobilized Annually (Projected)

Cumulative Finance Mobilized

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an e-mobility project would ultimately result in GHG emission reduction, improved air quality,

increased access to sustainable public services and perhaps increase access to green affordable

energy and create green jobs.

81. GIS will place high importance on PCM3 project idea review meetings to ensure development

of a robust project pipeline that is bankable and to maintain a strategically balanced portfolio with

opportunities for replication, scale and sectoral diversification. GIS will continue to develop

innovative de-risking mechanisms and business models and structures that aim to achieve impact

at scale. A couple of mechanisms and models will be tested and combined with project ideas and

project structuring in 2020. In a related, parallel effort, GIS is planning to generate some policy

project idea notes to tackle specific, concrete policy barriers identified as part of origination, market

assessments, project preparation, and financial and legal analysis. GIS will innovate and implement

models for bundling of smaller-size projects as a means to reduce transactions costs. Bundling will

increase the overall ‘ticket size’ and make it possible to attract investors looking for larger-scale

assets. Larger investors are unable to invest in small projects and also smaller investors may decide

not to engage because of issues due to deal size limitations. GGGI will systematically seek

opportunities for replication and, in doing so, will build on its track-record of scaling of solar PV

projects and other small-scale assets such as waste-to-resource opportunities.

82. GIS will pursue a two-pronged strategy where possible in which GGGI simultaneously will help

achieve policy improvements in a particular sector or in a particular market segment and mobilize

investment in green growth project investments into that sector or market. By doing so, GGGI

would demonstrate that significant economic benefits and advantages are achievable through

removal of policy and regulatory impediments (e.g. import duties removal), use of “smart

subsidies”, feed-in-tariffs, etc. GGGI’s strength as an international organization is its dual focus

on both policy and investment aspects of green growth. Due to its nimble size, this approach to

policy and regulatory issues will need to be surgical to be effective. In 2019-20, GIS will opt to

significantly leverage the participation of country teams in origination and early-stage pipeline

development through training and capacity building. Workshops, screening tools, manuals and

documented GGGI project development experiences will be used to further enhance the origination

capacity of country teams.

F. Safeguards, Poverty Reduction and Social Inclusion

83. GGGI’s operations are committed to mainstreaming environmental and social safeguards,

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poverty reduction, gender equality, and social inclusion (SPRSI) objectives as an integral component

of green growth. GGGI’s Sustainability and Safeguards Unit (SSU) ensures programs and projects

identify and manage potential environmental and social risks while developing opportunities to

maximize positive social inclusion and gender outcomes.

84. SSU has developed corporate rules and strategies for mainstreaming environmental and social

safeguards, and strategic processes for ensuring pro-poor, inclusive green growth. These include

the Sustainability and Safeguards Rules, Gender Equality Strategy 2016-2020 and key corporate

program management procedures. Social and environmental accountability have also been

strengthened by the availability of Rules for Engaging the Private Sector, Compliance Review

Mechanism and GGGI’s Accountability Framework, which focus on improving due diligence

processes, internal accountability and governance. An organizational infrastructure has been built

within the Country Planning Framework (CPF), Project Cycle Management (PCM), and bankable

project and policy origination processes to ensure safeguards, gender and social issues are

strategically and systematically incorporated into project design and management. New in 2019-

2020 will be the introduction of the GGGI Gender Equality and Poverty Marker, which for gender is

based on the OECD-DAC gender marker applied by OECD member countries s to quantify

investments in gender equality and women’s empowerment. In addition, GGGI will pilot a poverty

marker throughout its program, which will enable a more systematic approach to social in design,

implementation, and results monitoring and measurements.

85. GGGI is committed to addressing poverty reduction (SDG1), gender equality (SDG5), decent

work (SDG8), and reduced inequalities (SDG10) through work in the thematic areas. Gender and

social inclusion are particularly mentioned linked with SO2 on Job Creation, SO3 on Access to

Sustainable Services, and SO6 on Adaptation. A theory of change has been developed for inclusive

green growth, which outlines interlinked pathways towards positive social and gender outcomes in

the transition towards green growth. The SSU works with Thematic and Country Teams to identify

entry points within Green Growth policies and projects to promote: (i) inclusive governance, which

ensures the broad stakeholder engagement and inter-sectoral synergies needed to ensure

equitable benefits-sharing; (ii) improved livelihoods, rights and empowerment through enhanced

access to sustainable services, decent jobs, knowledge and technology, land-rights for men and

women, access credit, and meaningful participation in decision-making; (iii) inclusive finance which

ensure broader access of women and the poor to financial services; and (iv) metrics for inclusive

green growth across governments and non-government stakeholders, which support the effective

implementation of the SDGs.

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86. SPRSI will also be a consideration in resource mobilization efforts, and in proposals prepared

for earmarked funding. SSU has formed partnerships with organizations driving thought-leadership

and advocacy work for greener and more equitable economic transition. (See Attachment:

Compendium of Business Plans)

G. Thought Leadership and Knowledge

87. Thought leadership on green growth is instrumental to distilling GGGI’s unique strategic value

and operational priorities. The Office of Thought Leadership (TL) supports GGGI country programs

through global projects and initiatives providing applied research and analysis, knowledge sharing,

and capacity building that draws on GGGI’s multi-country and cross-sectoral experience. While a

number of TL staff and activities directly support GGGI country programs, the TL program overall

provides important value added through analysis and insights in GGGI’s global experiences,

provides metrics-based tools that are available to all countries, and offers vehicles for sharing green

growth knowledge across countries and at an international level. TL will implement the following

programs during 2019-2020 biennium. (See Attachment: Compendium of Business Plans)

• Applied Research and Analysis: GGGI will continue its efforts in conducting research and

analysis on priority topics in the areas of sustainable energy and electric and sustainable

mobility to provide targeted technical and policy inputs to country programs and contribute to

advancing global practice on green growth. In addition, GGGI will conduct macroeconomic

analysis to capture impacts of its green growth interventions on the country’s macroeconomic

Box 5: Examples of Safeguards, Poverty Reduction and Social Inclusion Components in GGGI projects:

Responding to the Increasing Risk of Drought: Building Gender-responsive Resilience of the Most

Vulnerable Communities in Ethiopia. GGGI supported the Ministry of Finance and Economic Cooperation, a

direct access entity in Ethiopia, to secure USD 45 million of grant funding from the Green Climate Fund. The

proposal focused on positive gender outcomes and improved social inclusion as a key strategy for increasing

climate resilience with over 50% of beneficiaries being women, and 30% of households being female-headed.

Gender equality and social inclusion at the center of National Green Energy Fund (NGEF) in Vanuatu. GGGI

is working on the establishment of a NGEF to channel climate finance to achieve the country's goal of 100%

renewable energy by 2030. Gender equality considerations have been mainstreamed into the fund design by

aligning the fund strategy with the National Gender Policy and Sustainable Development Plan. This includes

ensuring that gender equality, poverty reduction and inclusion are incorporated into funding criteria, and that

financial instruments that target women and marginalized communities are prioritized, while simultaneously

ensuring the financial sustainability of the fund. . Gender and Sustainable Development objectives are also

ensured in the fund governance structure, through for example the inclusion of the Department of Women’s

Affairs in the NGEF Board.

Ensuring benefits reach the Indigenous Peoples through Colombia’s Amazon Vision Program. GGGI

supported the Government of Colombia to approve the first batch of projects under the Amazon Vision Program

that will directly benefit the Indigenous Peoples in this territory on multiple spheres such as governance, local

economy, environmental protection. A letter of acknowledgement of GGGI’s support to the Indigenous Pillar

of Amazon Vision Program was received as a result, with the disbursement of USD 2 million to indigenous groups

for implementing their proposals.

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factors such as GDP, employment, and investments. For this analytical work, TL will collaborate

with national partners such as local universities and research institutions, and international

organizations like OECD, UN Environment, the International Labor Organization (ILO), and other

think tanks.

• Green Growth Index: GGGI will formally launch the annual Green Growth Index and Simulation

Tool, including a web-accessible version, covering five dimensions and six thematic areas of

green growth for at least 35 countries. The Index will contribute to the global dialogue on

approaches to rapidly incorporate green growth models into partner countries plans and

investments and will be published annually as part of the forthcoming GGGI State of Green

Growth Report. Countries will directly benefit from the Index by directly understanding

strengths and weaknesses in their green growth performance using some 40 indicators

addressing resource efficiency, risk and resilience, economic opportunity, and social inclusion.

They will be able to use the Simulation Tool to more effectively plan and predict the specific

outcomes of green growth policies and investment actions.

• Green Growth Potential Assessment (GGPA): GGGI will continue to carry out an average of

four GGPA analyses and consultation processes in its member and partner countries per year.

Typically conducted in countries where GGGI is initiating or updating its country program

portfolio, GGPAs allow partner countries to identify green growth programs with the highest

priority and which have the strongest potential for impact. In addition to assessing country

commitment, stage of development, and economic and technological feasibility, the GGPA

process measures social inclusiveness of growth, such as income inequality, gender inequality,

good governance and education to ensure that the interventions amplify sustainability and

social-inclusivity in the designs of these initiatives. GGGI foresees including OCED and other

partners in GGGI’s GGPA consultations during 2019-2020.

• Green Growth Knowledge Platform (GGKP): During 2019-2020, GGGI plans to expand the

GGKP, the world’s largest online knowledge base and partnership platform for green growth,

to establish two new affiliate platforms that serve the industry and financial communities. The

existing GGKP platform and additional platforms will provide a shared space to connect green

growth partners in collaboration, including practitioners in GGGI member and partner

countries. To promote gender, the GGKP plans to launch a Green Growth and Gender Working

Group, adding to nine existing technical working groups focusing on a range of green growth

issues. Databases and resources that will continue to expand include the Resource Library,

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National Documents Database, Case Studies Database, Learning Database, and Data Explorer

feature. Countries will continue to benefit directly from the extensive resources available

through the GGKP web platform, and GGKP knowledge partners based in GGGI countries will

directly engage in dialogue, debate, and research initiatives on green growth with GGGI and

other global institutions and experts. National governments will also be directly served through

GGKP’s Expert Connect service, which matches green growth experts for leading international

organizations with policy makers in developing countries.

• Strategic Outcomes and Green Growth Readiness: During 2019-2020, TL will work to enhance

GGGI’s ability to effectively report the impact of green growth activities at the country level

and globally. TL will prepare assessments of its progress towards achieving its SOs for green

jobs creation and air quality improvements, and position SOs as a development impact

assessment framework for NDC and SDG implementation (“green growth readiness”).,

identify measures for GGGI’s contributions to green jobs, building on the joint green growth

readiness work initiated in Africa in 2018 with the African Development Bank. During the new

biennium GGGI will pursue similar assessments in Asia and Latin America through co-financing

with regional development partners and will partner with ILO to jointly implement a Green

Growth and Employment Program that aims to provide green employment analytics and policy

advisory work in GGGI countries.

• State of Green Growth Report: Starting in 2019, TL will synthesize its own analyses and the

collective progress of GGGI’s country programs to prepare and launch its new annual flagship

report, the State of Green Growth. Serving as a highly visible, awareness-raising compendium

on how the green growth agenda is put into practice, the Report will describe insights,

innovations, best practices, and lessons learned from GGGI member and partner countries,

provide a platform for publishing the annual results of the Green Growth Index, and provide a

vehicle for initiating GGGI’s Global Green Growth 2030 Campaign. The Report will benefit

GGGI’s country programs by sharing successes and experiences across countries and by

highlighting effective and practical approaches to advance green growth policy, planning, and

investment measures at the country level.

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H. Results Monitoring and Impact Evaluation

1. Results Monitoring

88. The reporting of our results is important to demonstrate how GGGI has impacted the

transformation of partner countries towards a green growth model. GGGI’s performance in

achieving the goals defined in its Refreshed Strategic Plan 2015-2020 will be measured annually by

its programmatic and non-programmatic results against the revised CRF 2019-2020 (see Annex 4).

The details of this process in fully explained in the PCM 5 manual. The programmatic results will

be reported for each project through the Project Results Reports (PRRs). These results are annually

aggregated in the Results Report for 2019 and 2020 and reported with the non-programmatic

results in the Annual Report.

89. GGGI’s RBM system integrates and drives our green growth value chain and PCM to ensure

that our projects deliver quality results which, in turn, align with GGGI’s partner countries’ NDC

and SDGs commitments and national development priorities. Since the introduction of the RBM in

2015, GGGI has made progress in managing its results and demonstrating the value GGGI adds to

help its partner countries transformation to models of green growth. The RBM process aligns with

the WPB 2019-2020 through the PCM and amplifies the quality of project design, implementation,

monitoring, reporting and evaluation processes.

90. The PRRs and the Annual Report are part of GGGI’s commitment to accountability,

transparency and good governance and serve to (i) track and report on the organization’s

progress and results against its programmatic and strategic objectives; (ii) support continuous

learning and improvement in project design, management, implementation, monitoring, and

reporting; and (iii) support management, the MPSC and the Council with information on GGGI’s

operations for making informed decisions.

91. Drawing on lessons from the 2017 Results Report exercise, the CRF has been updated in line

with Refreshed Strategic Plan 2015-2020 and streamlined and polished to be more aligned with

the Department for International Development (DFID) agreement and moving towards more

meaningful and impact related outcomes. The total indicators reduced to 24 compared to 25 in the

CRF applied to 2017 and 2018 results. These changes are highlighted in Annex 4. The main changes

include (i) dropping outcome indicator 3.3 and output indicators 4.2 and 6.4 because they are

redundant and consolidating of output indicators 1.2, 2.2 and 3.2 into a single cross cutting output

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indicator that specifically tracks the integration of SPRSI elements in all projects (ii) addition of

outcome indicator 3.3 and output indicator 5.1 to better measure the quality of capacity building

and knowledge products in supporting green growth elements and output indicators 7.3 to

improve performance in organizational efficiency respectively. During 2019-2020, GGGI will pursue

continuous improvement in its results monitoring and reporting through automation to enable

more timely adjustments to projects with shortcomings, and thus more effective, efficient and

timely results management and reporting. In addition, the indicators measuring the non-

programmatic costs, or overheads of GGGI, have been adjusted to congruence with a decision to

measure GGGI’s non-programmatic costs as a share of its total resources, and core contributions

and earmarked funded programs.

2. Impact and Evaluation

92. The Impact and Evaluation Unit (IEU) was established in 2016 with a mandate to strengthen

GGGI’s ability to achieve and demonstrate impact. IEU’s work is mainly focused on two priority

areas: designing and evaluating for impact. IEU develops and implements a range of services to the

frontline units, with the collective aim of ensuring programs are well designed from the start to

achieve impact. IEU also designs and commissions independent evaluations of GGGI programs,

with the aim of assessing their performance and impact, and communicating its findings to key

audiences, including the Council and MPSC.

93. In 2019-2020, IEU plans to scale up its work on its designing for impact-objective to meet the

needs of increased resource mobilization efforts of GGGI. It aims to foster up-front setting of

conditions in the designs of the programs for measurement of impact. IEU’s support to such early

activities include technical support to proposal preparation and clarifying the intended impacts,

theory of change, and monitoring and evaluation arrangements for proposed programs, and (ii)

systematically harnessing evidence from existing impact evaluation and research literature to

improve the design of new projects. In the other priority area for the 2019-2020 biennium,

evaluating impact, IEU will continue commissioning independent evaluations on selected countries

and themes, and strengthen partnerships with institutions with complementary capabilities.

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XII. A Stronger GGGI for Greater Impact

A. Strategy and Planning Process

94. Under the Establishment Agreement, the Director-General develops a biennial WPB, including

budget allocations by the organizational units and programs for the consideration of the Council.30

Thus, WPB is a key mechanism, through which GGGI allocates resources and operationalizes its

priorities given in the GGGI Refreshed Strategic Plan 2015-2020. Since 2014, GGGI has implemented

two biennial WPBs, covering the periods 2015-2016 and 2017-2018. These early WPB processes

and the WPB documents catered for a high level of visibility and supervision of GGGI’s

programmatic and financial activities. In 2018, the Council approved GGGI’s proposal to reform

of the WPB to enable GGGI to deploy its resources more flexibly to achieve greater relevancy and

focus on tangible benefits to its countries of operation31. The reform included the following

measures:

• Reform Area 1: Approach to allocating program budgets in the WPB document: The

reformed WPB allocates indicative planning figures - a budget envelope - for each country

program. These encompass funding for one or more results-oriented projects involving green

planning, policy reform, and preparation of investment projects. These are identified in the CBPs

and combine services from all parts of GGGI. In the same vein, the Thematic Origination Plans

provide project and policy origination services in the thematic areas, while Thought Leadership

and SPRSI activities are provided in the Global Business Plans for these areas (See Attachment:

Compendium of Business Plans).

• Reform Area 2: Quality standards and approval processes for new programs: The process

of design and approval of new projects and programs for 2019-2020 is decoupled from WPB

preparation and managed through a separate internal appraisal process. This process is

governed by GGGI’s PCM, which has been modified to ensure a robust quality assurance

process to fosters coherency in GGGI’s programs, whether funded by its core or additional

earmarked resources. These changes will alleviate time pressures and rigidities created by

30 GGGI Establishment Agreement - Article 8, Section 5(c).

31 A/2017/3 – C/2017/3 REV. Proposed reforms to GGGI’s Work Program & Budget process, Tenth Session of the

Council and Sixth Session of the Assembly (Joint Session) October 19, 2017, Addis Ababa, Ethiopia.

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confining the program design process to a one-off project preparation exercise in the context

of the earlier WPB preparation; allowing for mid-course adjustments to the CBPs, underlining

the value of the country relationships and partnerships; and enhancing the quality of projects

through an enhanced attention to results in the project designs, as recommended by several

recent external evaluations.

• Reform Area 3: Internal allocation and management of staff resources: GGGI is optimizing

the allocation of staff time to program activities. This is important from an efficiency perspective

since the majority of GGGI’s budget is finances GGGI’s staff costs (65% of the total budget

in 2017). Greater focus on staff time allocation also improves targeting of resource mobilization

in alignment with the country goals and GGGI’s strategic outcomes and facilitates a stronger

and more sustainable funding model that combines core and earmarked funding. Finally, the

country-focused resource allocation responds to ensuring a “One-GGGI” operating model,

including through tracking, deploying, and redeploying staff, ensuring staff motivation,

updating of competencies in GGGI’s workforce, building capacity to deliver, share, and

disseminate knowledge, and extracting learning from GGGI’s activities anywhere in the world,

a strong comparative advantage of GGGI.

• Reform Area 4: Transparency and accountability for programming decisions and results:

GGGI is adjusting its reporting and communication mechanisms to ensure that a summary of

project details is shared with Members on an annual basis in the Annual Results Reports, but

also on ongoing basis in the country pages of the GGGI’s website. To ensure transparency and

visibility of project decisions, the WPB will publish the CBPs. GGGI has launched a refreshed

website with country pages, where all of its project decisions will be posted in the public domain

with the respective CPFs and technical reports.

95. These reforms aim to result in (i) a more strategic WPB to enhance resource mobilization and

allocation that provides a compelling view to planning of GGGI’s activities and its business model,

(ii) a greater focus on GGGI’s results by concentrating on the medium-term green growth

outcomes, leaving the shorter-term implementation details to project documentation, (iii) an

enhanced attention to planning, design, efficiency and quality assurance of new projects for 2019-

2020; (iv) an improved ability to allocate resources in a more flexible and timely manner; (v) capacity

to respond to changing circumstances and emerging opportunities, (vi) strengthened integration

among the organizational units within GGGI in the design and delivery of programs; (vii) an

improved level of transparency and accountability regarding programming decisions and results;

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and most importantly (viii) a greater capture of partnerships among resource and delivery donors

and ownership of the government counterpart organizations––critical for enhancing resources for

green growth and sustainability of programs under GGGI’s operation.

B. Diagnostic Assessments and Knowledge-based Operations

96. GGGI’s country operations benefit from applied green growth research, analytical tools and

methodologies, knowledge sharing, and multi-country and multi-thematic capacity building. These

Thought Leadership and knowledge sharing outputs aim to effectively propel countries to

proactively advance policies and investments that result in broader global adoption of green

growth. From the next biennium, GGGI’s knowledge leadership will promote recognition and

adoption of the green growth model for development to a global audience through an annual State

of Green Growth flagship report, part of GGGI’s Global Green Growth 2030 Campaign (see Para.

87). The report will serve as a primary vehicle for publishing the data-driven results of GGGI’s

Green Growth Index and demonstrate successful country experiences and approaches in green

growth across the entire GGGI value chain in its thematic areas.

97. GGGI’s CPFs will be grounded in diagnostic analysis of the partner countries green growth

Box 6: iGROW Reforms

November 2017, business process reform, internally branded iGROW, was launched with a view to position

GGGI as a lead player promoting green growth and an organization that (i) is well-funded with a growing

pipeline of projects; iii) delivers exciting projects actively supported by stakeholders; (iv) has strong

partnerships and extended portfolios; (v) delivers products and services at optimum cost; (vi) is responsible

and value-driven that is trusted; and (vi) is a great place to work. To achieve maximum results, the reform

process is deploying approaches that capitalizes on the organizational values and strategy, policies, systems

and processes, and the people of GGGI.

With regards to strategy and values, the Council approved a Refreshed GGGI Strategic Plan, 2015-2020, in

October 2017. In the Strategic Plan, GGGI articulates five core values and six SOs. The SOs represent the

long-term ambition of GGGI’s contribution to assisting countries make a lasting transition to green growth.

In terms of policies, system and processes, within iGROW, GGGI launched a review of its core business

processes, including processes for resource mobilization and project management. To support these

processes, CRM system has been implemented. In relation to this approach, responsibility for resource

mobilization has been transferred to GGGI’s country offices, further positioning these as autonomous

business units.

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potential. GGPA ensures that the assessments are systematic, objective, and participatory. In the

current biennium, 7 country assessments have been conducted for Cambodia, Colombia, the Lao

PDR, Mozambique, Myanmar, Nepal and Peru. These have helped the national governments

develop national green growth strategies and GGGI define its CPFs in these countries. In the 2019-

2020 biennium, GGGI will conduct up to four GGPAs per year (see Para. 87).

C. Country Business Plans

98. National priorities and specific country needs, and circumstances that are reflected in CPFs

contextualize GGGI’s engagements as its interventions seek to address the underlying objectives

of economic growth, poverty reduction, environment sustainability and social inclusion as the key

drivers of a transition to a model of green growth. CPFs are prepared in the context of the PCM-1,

with an enhanced focus on an evidence-based theory of change, quantitative impact targets, and

a political economy and risk analysis. To date, GGGI has completed CPFs in 13 countries and has a

pipeline of an additional 14 CPFs expected to be completed by the end of 2019. GGGI has

developed CPFs jointly with partner governments and will build on CBPs presented in WPB 2019-

2020. GGGI’s CBPs operationalize CPFs through projects built on shared objectives for the WPB

period 2019-2020. Through its CBPs, GGGI provides technical assistance, involving GGGI country

teams, its thematic leadership and investment services, and mobilizes finance for investment

projects that promote clean energy, green cities, sustainable landscapes, and sustainable water use.

The biennial CBPs provide an indicative resource allocation and a planning platform for discussing

and monitoring specific projects with the governments, resource and delivery partners.

D. Project Cycle Management

99. GGGI has put in place a comprehensive system for its PCM defined in a 5-part manual to govern

programming, design, implementation, and monitoring and evaluation of projects that focuses on

results-based management. This system assures alignment of programming with GGGI’s

strategies, innovation in project design, efficiency and effectiveness of operations. It seeks to ensure

that (i) decision-making criteria and procedures are well-defined under each phase with key

information requirements and quality assessment criteria; and (ii) draws on the results monitoring

and evaluation as a structured process of feedback and institutional learning. Through the five

components of PCM, GGGI achieves a continuous project development process and a steady

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stream of well-developed investment and policy projects aligned with GGGI’s strategy and

country requirements. Figure 4 presents the five components of GGGI’s PCM.

Figure 6. GGGI’s Project Cycle Management (PCM) Cycle

Notes: The processes and responsibilities set out in the five components of the PCM are interrelated and comprise: PCM1––

Identifies a process for the country planning frameworks and business planning, defines the context and demand for policy and

investment projects, and leads to the allocation of GGGI to country budget envelopes and identification of expectations of the

earmarked resources to augment the total GGGI program in the country. PCM2––Earmarked proposal preparation process, with

possible policy or investment interventions, defines the quality assurance and formal interactions with the identified donor.

PCM3––A continuous project development process with a focus on preparation of an investment project or a policy project.

PCM4––Defines GGGI’s Project Management activities. PCM5––Defines GGGI’s Project monitoring and evaluation activities.

• Country Programming – PCM 1: PCM Part 1 lays the foundation for GGGI’s programming and

budget. It includes (i) GGGI’s Strategic Plan, (ii) CPFs, and (iii) CBPs, which build on each other

to define country level priorities and targets. The Institute’s work is guided by the Strategic

Plan, which sets out a clear direction for the organization, defining the role, scope, and

outcomes of GGGI’s programs in our partner countries. Building on the Strategic Plan, each

country defines their five-year in-country delivery strategy through a CPF, which responds to

the country’s national priorities, while aligning country-level strategic outcomes with

international frameworks and commitments and GGGI’s Strategic Plan. Lastly, CBPs define the

direction for GGGI’s Work Program and Budget, outlining the context, achievements,

anticipated programs and resource opportunities. CBPs are developed based on an indicative

planning figure and are used as a foundation for resource mobilization and project

implementation throughout the biennium.

• Resource mobilization – PCM 2: In ensuring a conducive process for the preparation of high

quality project proposals, GGGI has revised its resource mobilization process. The revised

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process has reduced internal processing steps, made project preparation more innovative and

enhanced their quality and helped GGGI enhance its efficiency and effectiveness. Taking note

of evaluation recommendations,32 GGGI’s projects will encompass (i) clearer impact pathways

and definition of exit point; (ii) thorough institutional analysis and political economy

assessment, safeguards, poverty reduction and social inclusion; (iii) clearly defined

contributions to the strategic outcomes, while remaining flexible on the means, enabling mid-

course adjustments; and (iv) integration of knowledge, policy, and investment activities.

• Investment and Policy Projects – PCM 3: Outlines process steps for investment and policy

projects with the aim to mobilize concessional, climate and/or commercial finance for GGGI

Member countries to implement green growth initiatives or projects. Investment projects need

to meet the expectations of investors for a financial return commensurate with the risk of the

project. GGGI aims to make an identified investment opportunity bankable by employing de-

risking, assured income, subsidy, and other instruments and strategies. They include investment

projects, financial instruments, and national financing vehicles. Most investment projects are

country-specific, but funds or instruments could be regional or global in scope.

• Project Management – PCM 4: GGGI project management process covers all aspects of project

implementation: mobilization, inception, execution, stakeholder management, quality

assurance, change control, monitoring, reporting and closure. The process is supported by a

information technology solution that integrates project management to a single real-time

information database. This will help reduce costs and support more effective project

implementation, while improving monitoring, reporting, communications and evaluation with

greater the accuracy, timeliness and consistency of project information.

• Monitoring and Evaluation – PCM 5: Outlines the responsibilities and process steps for GGGI’s

corporate results reporting and evaluation with the aim of tracking and improving project

performance, and accounting for GGGI’s annual aggregated results to donors and

stakeholders. The Impact & Evaluation Unit undertakes country and thematic evaluation on a

sample of projects each year to assess progress toward impact and support learning and

continuous improvement. The annual corporate results reporting assesses the delivery of the

Refreshed Strategic Plan 2015-2020 by measuring programmatic and non-programmatic

results against the CRF. In addition, from 2018 GGGI is providing training in the development

of results-oriented project proposals that demonstrate clear and measurable pathways to

impact. Finally, GGGI is reviewing and automating its results measurement and monitoring

processes to ensure robust results reporting.

32 These include the 2nd and 3rd Joint Donor Reviews in 2013 and 2015; Denmark’s appraisals of GGGI in 2014

and 2017; Norway Agency for Development Cooperation’s (NORAD) mid-term and final evaluation of GGGI’s

Ethiopia country program in 2015 and 2017; IEU’s evaluation of GGGI’s progress against the Strategic Plan in

2017; and NORAD’s Evaluation of GGGI’s Programme in Indonesia (2012-2017), Final Report, 28 Feb 2018.

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Partnerships and Resource Mobilization

100. GGGI will support program expansion in the short to medium term through increasing

earmarked funding through a broader base of development partners. Moreover, to meet growing

demands on its services, GGGI is changing its funding model. This change in GGGI’s funding

strategy concurrently engages GGGI more deeply in its mandate to advocate and mobilize greater

resources for green growth, greening of investments and infrastructure, and additional funding for

partner countries’ programs to achieve their NDCs and SDGs.

101. GGGI has taken many initiatives to diversify and improve its earmarked income since 2017 and

2018, laying the foundation for the 2019-2020 biennium. GGGI has established strategic

partnerships with the Green Climate Fund (GCF), Italian Ministry of Environment, Land, and Sea,

Korean International Development Agency, Luxembourg Ministry of Sustainable Development and

Infrastructure, and the Netherlands’ Ministry of Foreign Affairs among others.

102. Under the CPF and CPB processes, country offices are developing functional and strong

relations with all relevant donors and delivery agencies represented in the countries and the donor

coordination mechanisms of the partner governments to ensure a comprehensive mapping of

green growth funding possibilities and to mobilize additional resources for green growth.

All country offices are similarly urged to liaise with the National Designated Authorities to assess

their capacity to access resources from GCF and other climate funding sources and to broaden their

relationships with all relevant agencies. More centrally, GGGI has been invited to undertake a Pillar

Assessment to become an entrusted partner of the EU and has qualified as a Public International

Organization for USAID. A growing confidence in GGGI was sealed with the A+ rating of the

Department of International Development of the United Kingdom in its 2017 annual review of

GGGI.

103. Working in partnerships with other delivery and knowledge partners is also central to GGGI’s

efforts for resource mobilization. Effective partnerships underpin GGGI’s efforts to deliver on its

mission of supporting Member and partners countries to move toward a model of green growth.

GGGI will leverage its affiliation with organizations linked through various platforms, including the

Green Growth Knowledge Platform – and new Green Industry and Green Finance Platforms – the

NDC Partnership, Partnering for Green Growth and the Global Goals 2030 (P4G), and the Global

Peatlands Initiative, among others. Bilateral arrangements are also being leveraged such as with

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the African Development Bank, World Green Economy Organization, the United Nations

Environment, the United Nations Economic and Social Commission for Asia and the Pacific, among

others. This will be complemented by strategic review of its partnerships international networks to

ensure they are active and providing value for Member countries.

104. In 2019-2020, GGGI will explore innovative funding sources to lay the foundation for funding

its Refreshed Strategic Plan 2030, and longer-term financial sustainability such as a project

preparation facility and replenishable fund. GGGI will proactively engage with a reactivated Donor

Consultative Group to explore innovative options for GGGI’s sustainability.

Enhancing In-House Capacity – People Planner and Charge-out Rates

105. GGGI has introduced a series of reforms to ensure that its business model is geared to deliver

the outcomes of the Refreshed Strategic Plan 2015-2020, enabling GGGI to become a more nimble,

flexible, efficient and innovative organization. In connection with its business process reforms, GGGI

will optimize the engagement of its staff in the implementation of its projects. Under the new

business model, GGGI will develop projects with carefully defined outputs and inputs, which are

implemented by its internal talent in place of engaging consulting services. This will enable

integration of learning from GGGI’s operations across the world. To facilitate this shift, GGGI has

designed its charge-out rates and staff-time management system, which will enable an efficient

management of staff inputs against agreed outputs under the projects. These reforms will provide

opportunities for staff to support countries programs across the world on the basis of demand for

their expertise, for GGGI’s units to operate as One GGGI with various divisions supporting specific

projects, and for GGGI to reduce the need for external services.

106. One of the key objectives of the reform is to facilitate efficient project management and cost-

effective resource allocation for the integrated delivery of GGGI WPB. To adapt to the changes,

GGGI’s People Planner and Charge-out Rates enable management of its in-house capacity. People

Planner helps GGGI to deliver an accurate, detailed utilization of human resources, drive

collaboration between Resource Managers and Project Manager, monitor, report and analyze the

full utilization and optimization of resources, and most importantly, engage and include staff in the

planning processes in a systematic way. Effective People Planner also allows GGGI to match rising

technical capacity demands and available resources in a much more systematic and efficient way.

107. As part of the People Planner, a new set of charge-out rates for National and International

Staff allow GGGI improve decision-making and accountability in budgeting inputs through a better

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understanding of total costs to attain project outputs. These also enable consistency in developing

output/outcome-based budgets of earmarked projects and programs. Aligned with GGGI’s efforts

to increase the internal capacity to mobilize earmarked funding, these rates allow enhanced ability

and flexibility to negotiate and apply direct and indirect costs to earmarked funded projects.

E. Values, Behaviours, and Change Communications

108. At GGGI, how GGGI executes its Refreshed Strategic Plan 2015-2020 is as important as

delivering on our targets. As we progress towards deepening GGGI’s operational focus to deliver

results and value to all our stakeholders, we recognize that values drive behavior. Our five core

values shape the way we work together. Communications help us stay on course on our progress.

In particular, open communications between leadership, management and staff have been an

emphasis in 2017 to encourage openness and feedback. Going forward, internal communications

will be further strengthened to enable organizational-wide and cross-department engagement.

Figure 7. GGGI’s Core Values

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Box 7. GGGI Culture

As a young organization, GGGI has a unique opportunity to deliberately shape its culture. The culture initiative is a broad-based movement of staff and managers dedicated to build GGGI as an accountable and effective organization, a reliable partner, and a great workplace.

Photo on left: GGGI staff worked as one team at football game in Spring 2018

Photo on right: GGGI fostered inclusiveness and celebrated diversity through global campaign #sheinspiresme on International Women’s Day celebration 2018.

Throughout 2017, 107 staff participated in an Organizational Culture Assessment, which guided a participatory process to articulate GGGI’s Core Values. Subsequently 23 Culture Change Circles involved nearly all staff globally to identify behaviors that underpin these values. In the 2019-20 biennium, the dedicated group of Culture Champions will continue to promote values in GGGI processes. The Initiative will work to further develop indicators for culture change to measure progress and promote accountability.

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XIII. A More Effective GGGI – Enabling Services

109. OED is responsible for managing the corporate functions and systems, including project

impact and evaluation that enable the programmatic areas to achieve their result more effectively

and efficiently, and within GGGI’s mandate. OED supports all parts of GGGI to deliver and

demonstrate CPF and manages the following corporate and service functions: (i) legal services, (ii)

and Impact and Evaluation, and (iii) administration, finance and procurement, human resources and

technology. Key OED activities in 2019-2020 are:

• Legal: The Legal Unit provides legal advice and services to all divisions in GGGI, as well as its

governance organs to support the respective operational and program objectives. It thus enables

GGGI accomplish its strategic plan and mission, ensuring legality in the implementation of the its

activities, safeguarding its reputation and institutional integrity, and aligning the legal risks with

the organization’s risk appetite. The Unit also aims to ensure a safe and respectful working

environment honoring diversity, transparency and each staff Member’s right to integrity aiming

at the best practices and highest standards among international organizations. In 2019-2020, the

Unit will put more focus on rolling out anti-money laundering and counter-terrorist financing

(AML/CFT) policies and procedures and support on resource mobilization, while continuing to

prioritize support work to Host Country Agreements.

• Finance and Procurement Services: The Finance and Procurement Unit focuses on provision

of strategic financial information for management decision-making, financial governance and

control through the adoption of International Financial Reporting Standards. The Unit manages

GGGI’s budgets and resource forecasts, and reports on the progress against these throughout the

year. It manages GGGI’s investments and cash flow, ensuring the investment returns are optimized

and there are adequate funds available to meet the day-to-day payments. The e-Green

Procurement Portal (e-GPP) was launched to make the tendering process easier for suppliers,

reduce administration costs, enhance the recording of actions and correspondence and remove

possible errors during the procurement process. Aligned to the e-GPP, GGGI revised its

procurement contract templates to meet international standards, including improvements to

clauses on anti-corruption and audit. In 2019-2020, the unit will prioritize (i) implementation of

time sheet, cost pooling and charge-back systems to all country offices and Seoul and (ii) a

thorough understanding of procurement process and contract management within GGGI, critical

to GGGI’s drive for VfM in all GGGI’s procurement related activities. In 2019-2020, the Finance

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and Procurement Unit will help GGGI reduce spending on non-programmatic activities and

enhance financial management through improvements in automation within the Enterprise

Resource Planning system.

• Human Resources Services: The Human Resources (HR) Unit focuses on ensuring support to

business units and staff, providing accurate and on-time implementation of Staff Rules and

Regulations, recruitment, compensation and benefits review payroll, employee relations, and

learning and development. Throughout last year, it also has been focusing on employee experience,

gender, mentoring, support staff engagement, culture change through widespread adoption of

GGGI values via a number of new policies and HR activities as well as learning support to the iGROW

reform process In 2019-2020, the Unit aims to (i) continue improving employee experience and

support staff engagement by refreshing of the HR systems and policies, e.g. changes to

performance management processes, , onboarding, diversity and inclusiveness , (ii) introduce

increased opportunities for career opportunities and development to improve staff skills

development and retention through internal job advertisements, job rotation, and a leadership

program, and (iii) support resource utilization processes with reviews of job descriptions,

competency mapping, and introduction of time sheets, iv) continue to develop new HR talent

management and knowledge sharing activities. In 2019-2020, the HR Unit will help GGGI to pursue

its aim to retain and optimize use of its staff resources, and enhance staff engagement through

introduction of enabling services, such as design a new, a sound performance management system,

improve staff mobility, decentralize common HR functions to regional offices and continue to

promote a flexible and respectful working environment.

• Administrative Services: The Administrative Services Unit (ASU) was established in January

2017 to emphasize the importance of the work of administration in establishing a more connected,

inclusive and collaborative GGGI culture. The Unit is committed to creating an Enabling

Environment with a greater focus on enhancing GGGI’s operations to be more environmentally

sustainable across all GGGI offices. The Unit lead development of a Green Office Guide and Green

Event Guide, procurement of eco-friendly office supplies, and launch of awareness-raising

campaigns such as Green Office Month and publication of an internal magazine (“Greenism”)

which showcase individual and organizational efforts for a greener lifestyle. In 2019-2020, ASU

aims to increase the connectivity between GGGI HQ and country offices and the transparency about

GGGI’s environmental and social commitments. ASU also plans to establish the headquarters

building for long term sustainability.

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• Technology Services: The Technology Services Unit (TSU) is responsible for managing

corporate technological infrastructure, business solutions and provision of information technology

(IT) services to support GGGI’s departments and units in achieving their goals and objectives. The

Information and Communication Technology (ICT) Strategic Program 2017-2020 governs its

investment program. In 2019-2020, TSU will focus on (i) development of tools and platforms to

support business process reforms, including through implementing CRM, Document Management

System (DMS), and further automating the ERP system and (ii) ensuring stabilize technology

infrastructure, cloud-based network services, and efficient conferencing facilities, including by

GGGI’s country offices. TSU manages GGGI’s capital budget relating to information technology

investments. Furthermore, Project Management System (NGO Online) is expected to be

implemented by the end of 2018 to enable robust, results-based project management, aligned to

the CRM and integrated with the existing ERP system.

• Impact and Evaluation: The work of GGGI’s IEU supports VfM agenda by providing feedback

to programs on ways to strengthen results for the given investment by donors and Members.

Evaluations also highlight areas in GGGI’s operations where there are opportunities to further

streamline or simplify corporate policies and processes. IEU’s recommendations to improve the

GGGI’s projects and initiatives are discussed and adopted by GGGI’s management. Evaluations

of country programs in Mexico and Thailand were completed to provide actionable

recommendations for improvements in the delivery of results and operational processes and

enhance transparency and accountability to members and funders. In addition, evaluations of the

Peru country program and the impact of GGGI’s Green City Strategies developed in Cambodia,

Rwanda and Senegal are expected to be completed by the end of 2018.

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XIV. Governance and Management

110. The Office of Director-General (ODG) is responsible for directing strategic planning, providing

advisory support to the Director-General (DG). ODG plays a catalytic role in securing GGGI’s

sustainability through coordinated resource mobilization and donor relations, strengthening

GGGI’s global brand by ensuring relevant programs, visibility of results and strategic networking,

and ensuring effective decision-making and accountability by supporting management and

operational coordination among divisions. ODG is comprised of two departments: (i) Governance

and (ii) Strategy, Partnership, Communications and GCF Liaison.

• Governance Department is responsible for effective and efficient functioning of GGGI’s

Governance Organs, including the Assembly of Members, its Council, and the MPSC. It also

functions as the Office of the President of the Assembly and Chair of the Council and maintains

a portfolio of specific outreach targets for some countries including the Host Country, the

Republic of Korea. In 2019-2020, the Governance Department will ensure the continuance and

administration of the Governance Organs through timely election of the bureau and officers;

effective engagement of Members on policy discussions and decision-making processes in an

open, transparent and timely manner; and that meetings of the Governance Organ are well-

managed to facilitate effective engagement of participants. In 2019-2020, the Governance

Department will engage key stakeholders in its portfolio of outreach targets, within Korea, the

Japan and United States of America to generate stronger support within these countries and

pave the way for eventual accession by the latter two. Some engagement activities with key

stakeholders include:

o (with KOREA) Participation in the 2019 International Renewable Energy Conference

(IREC 2019), Green Roundtable series with Ministry of Foreign Affairs; holding

workshops and events with ROK National Assembly, special workshop with the

International Conference of Asian Political Parties (ICAPP); working together with theI

nter-Korean Cooperation Fund with EXIM Bank, projects with Korea University, the

Peace Forest Initiative (PFI) with the Korea Forest Service, the Coalition for Our Common

Future

o (with Japan) Facilitation of the China-Japan-Korea Initiative; holding joint workshops

with Member missions, joint workshops with our members (especially “Seoul Club”)

in Tokyo, participation in RE/climate change conferences hosted by the Government of

Japan

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o (with the United States) Holding workshops with the Center for Strategic and

International Studies (CSIS), the Pew Trust, and other think tanks; engagement activities

with the USAID and U.S. Department of State; and convening of numerous bilateral

meetings between the Governance Department and officials and experts in Korea, Japan

and the U.S.

In addition, the Governance Department provides strategic and substantive support to the

President and Chair in his efforts to engage Members and stakeholders at the political level,

and engagement activities already confirmed and being planned include the Abu Dhabi

Sustainability Week and the World Government Summit, as well as numerous bilateral meetings

with heads of states and other leadership of Members and stakeholders.

• Strategic, Partnership and Communications (SPC) Department supports the DG with strategy,

partnership, results, change management, and communications services. Since 2017, it’s

partnership operations were augmented with the addition of the GCF Liaison unit, which

facilitates resource mobilization and strengthens of GGGI’s strategic collaboration with the

GCF in addition to other partner and donor entities to enhance GGGI’s Member and partner

countries’ access to climate finance. As the front office of the DG, the SPC is both internally

facing in that it supports GGGI as whole in fulfilling its strategic vision, and externally facing in

that it supports the DG in developing and maintaining relationships with external parties and

in mobilizing resources.

• Strategy: The Strategy Unit, within the SPC, leads the development of the strategic directions

of the organization, and defines the CRF accordingly, including identification of indicators and

targets to reflect its Refreshed Strategic Plan 2015-2020 and recommendations from its

membership. In 2019-2020, the Strategy Unit, as a custodian of the WPB, monitors and ensures

its implementation. SPC plans and implements processes for the preparation of the Strategy

2030, which will involve eminent persons groups and broad consultations of Member and

partner countries and stakeholders as well as the Donor Consultative Group.

• Partnership: The Partnership Unit advices the DG and GGGI more broadly on the opportunities

to expand GGGI’s financing possibilities with the support of additional earmarked funding and

serves as a custodian of the PCM – Part 2 focused on resource mobilization. Partnership Unit is

also responsible for the management of new membership processes and design and

implementation of GGGI’s strategies to expand its membership. In 2019-2020, the Partnership

Unit will maximize utilization of the CRM tool, support planning for Strategy 2030 with

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secretarial services to the Donor Consultative Group, and harness earmarked resources for

GGGI’s operations thus leveraging its core funded program for stronger green growth

impacts.

• Communications: The Communications Unit ensures that GGGI’s target audiences, internal

and external, have a clear understanding of GGGI as an organization, its vision, mission,

objectives, and GGGI’s programs in pursuit of these goals. Over 2019-2020, the Unit will

contribute to the implementation of the Refreshed Strategic Plan 2015-2020 by enhancing

awareness of GGGI’s mandate and programs, and how GGGI helps its Member and partner

countries move to models of green growth and helps professionalize GGGI by improving the

communications processes and tools used. Also, it will focus on Implementing the Green

Growth Campaign – promoting and socializing the findings and recommendations of the

Thought Leadership project related to the Green Growth Index and the State of Green Growth

Flagship Report.

• Green Climate Fund (GCF) Liaison: The GCF Liaison Unit (GLU) supports resource mobilization

efforts to strengthen GGGI’s funding and portfolio management and strengthen GGGI’s

strategic collaboration with the GCF in addition to other organizations, such as the European

Union, to enhance GGGI’s Member and partner countries’ access to climate finance. In 2019-

2020, GLU aims to mobilize USD 20 million of GCF Readiness support to strengthen country

capacity to develop a USD 500 million portfolio of GCF projects by 2020, enable GGGI partner

countries’ access to financing to support mitigation and adaptation initiatives and help create

sustainable technical and institutional capacity through tailored capacity development

programs for government counterparts to access climate finance.

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XV. Value for Money

A. Efficiency

111. The GGGI is committed to optimal use of resources to achieve its strategic outcomes. The

Refreshed Strategic Plan 2015-2020 highlights a priority of delivering more for less and VfM

approach is espoused in the CRF with indicators to demonstrate how GGGI is maximizing VfM.

Concrete measures have been already implemented to enhance VfM at GGGI, including an e-Green

Procurement Portal launched in 2018 to improve the efficiency of tender processes. Building on

this momentum, GGGI will institutionalize VfM in the design of its projects through setting targets

with baseline measures for its theories of change, improve results-based planning and budgeting,

proactive management of risks, dedicated resources for monitoring progress, and demonstrating

how projects make good use of resources relative to alternatives. Institution-wide, much is being

accomplished through automation and integration of data management. The following actions will

drive VfM throughout the Institute in the 2019-2020 biennium:

• Administration: Implementation of a VfM in GGGI’s administrative systems has decreased

operational costs33 per staff by 37% in 2017 from 2016. GGGI will continue its focus on globally

greening in-house operations and ensuring that GGGI positions itself as a green international

organization. Through the biennium, e-green procurement application will minimize resource

costs in procurement activities; revisions to the Enterprise Resource Planner (ERP) will reduce

steps in travel authorization and claims, and optimized linkages in the project monitoring and

results monitoring will reduce manual data collections, expediting management decisions on

mid-course adjustments and reporting to our Members and donors.

• Human Resources: Redeployment of staff resources to right-size operations and optimize

skills-mix throughout the Institute, will support GGGI’s operational business model

transformation toward enhanced in-house capacity in project implementation and reduce

response time to meet country needs, and subsequently provide VfM for our Members and

donors; and efficient use of internship resources enabling a rich on-the-job experience with

capacity improving outputs for GGGI; and career development initiatives, rotation and talent

33 Operational costs include: (i) printing expenses, (ii) office utilities expenses, (iii) office supplies and (iv) office maintenance and security.

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management, contribute to staff attraction and retention, and engagement with broad VfM

benefits for the Institute.

• Communications: A lean Communications Unit has geared its operations through a trained

network of internal communications focal points, whose functions are specified in service level

agreements, complemented by international media retainers, and external graphical and

production support. These are further expected to be enhanced through a network of

communicators in Member and partner countries focal ministries and first-hand relationships

with international media outlets and journalists who share GGGI’s messaging to their

respective networks. These facets enable GGGI to raise its external profile, including at top-tier

global conferences. Automation of client relations under CRM enables the small

Communications Unit to coordinate GGGI’s participation in global events, maximizing impact

from the communications activities to broadest audiences. Learning tools and regular roll out

of communication material and central design of publication formats engender VfM benefits

far beyond the limitations of the current in-house capacity.

• Country Programs: At country level, advance planning in the country business plans to enable

GGGI to ensure partner governments and donor partners’ ownership and commitment, crucial

for succeeding with the novel project and initiatives pursued by GGGI. The results frameworks

enable early identification of benefits (outputs and outcomes) and beneficiaries in quantitative

terms, risks to the envisaged outputs, defining leading indicators to measure achievement of

the benefits, and recording performance against baseline will generate stronger credibility in

GGGI’s programs and enable effective monitoring and evaluation. Advance indication of clear

delivery plans and expected costs, inclusion of awareness building and communication plans,

capacity building and knowledge sharing will support sustainability of the results and thus drive

VfM during and after project implementation.

• Thematic work: VfM measures in the thematic work include placing importance on defining

the value addition of projects to GGGI’s strategic outcomes and their scalability; prudent at-

entry scrutiny of proposals with regard to unique pioneering role of GGGI to ensure unique

catalytic, demonstration and replication effect of its operations vis a vis the market

opportunities; leveraging of GGGI’s country network for producing green planning,

regulatory, and investment results, reducing need for travel; well-defined, integrated, and

inclusive engagements combining policy, technology, and capacity development elements

involving private, public, and beneficiary participants and clear and measurable output

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expectations under terms of reference, contract specifications will help achieve the timely high-

caliber products and services; and optimal use of partnerships and alliance to extend GGGI’s

impact and set a high bar for results, engendering VfM for GGGI’s partner governments and

donors.

• Thought Leadership: The Office of Thought Leadership centralizes technical expertise, capacity

building, and knowledge sharing for the use of GGGI operations and demonstrates GGGI's

leadership in green growth at an international level. Its Green Growth Potential Assessment and

Green Growth Index tools support in-depth analysis to guide partner countries in green growth

policy and investment decisions and ensure focus on VfM. In addition to maintaining the Green

Growth Knowledge Platform, a global platform network for knowledge sharing, Thought

Leadership undertakes strategic research, technical assistance for capacity building, and climate

diplomacy to advance partner countries opportunities to achieve NDCs and SDGs.

• Information Technology: Migration of core systems to the cloud, improved connectivity,

strengthened security and operational efficiencies, strategic partnership with UN International

Computer Center (UNICC), and implementation of Single Sign On enable GGGI to implement

efficient document management practices in everyday operations, with significant economies

of scale and VfM benefits in terms of minimized data loss, duplication of processes, and

maximizing automation and e-functions across the Institute during the biennium. GGGI is

taking significant steps in the renewal of an IT framework in the context of an IT Action Plan.

112. Efficiency and effectiveness in resource allocation is measured by targets identified in GGGI’s

Refreshed Strategic Plan 2015-2020 as provided in Table 3.

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Table 3. Progress in achieving the Targets in the Strategic Plan (in %)

Target in the Strategic

Plan

2015

(actual)

2016

(actual)

2017

(actual)

2018

(target)

2019

(target)

2020

(target)

% of core country

program budget

allocated to Member

LDCs

28 26 35 32 42 42

% of core country

budget allocated to

LDCs

37 39 53 52 50 50

% of core country

budget allocated to

MICs

63 59 46 48 50 50

% of core country

budget allocated to

Member LDCs and MICs

63 67 72 87 87 87

%of spending on non-

programmatic cost

41 36 30 30 15 15

Source: GGGI Results Report 2016, GGGI Results Report 2017, and GGGI Refreshed Strategic Plan 2015-2020,

Council Decision on GGGI Overhead, [C/2018/DC/6].

113. GGGI’s Impact and Evaluation Unit (IEU) deploys a systematic focus on VfM through the

evaluation criteria of relevance, effectiveness, efficiency, impact and sustainability. These aim at

strengthening GGGI’s focus on efficiency, economy, and effectiveness and inherently examine the

program design and delivery the intended return, or the value in VfM on investment by donors and

Members. IEU’s recommendations to improve the GGGI’s projects and initiatives are discussed

and adopted by GGGI’s management.

B. Overheads

114. As GGGI transitions from an operational model that is predominantly funded through core

resources to one with a higher percentage of earmarked resources, the Institute has initiated a

change in its overhead structure. The aim is for GGGI to move to a situation where the real total

non-programmatic expenditure – the overhead costs – equaled the amount charged to earmarked

project donors, that is, full cost-recovery, or no subsidy of earmarked projects by core funds. In lieu

of this, analysis was conducted to compare overheads definitions with other international

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organizations and the results were presented to MPSC for their concurrence. In September 2018,

GGGI Council approved:

a) a pass-through earmarked rate or management cost of 7% for GGGI’s core donors;

b) an overhead rate of 15% on earmarked contributions from donors who are not a GGGI core

donor;

c) a new definition of overhead or non-programmatic costs, namely, as a share of GGGI’s total

expenditures; and

Calls upon the Institute to reach a target of 15% overhead, as a percentage of total expenditures,

by year 2023.

C. Risk Management

115. In 2017, GGGI adopted a Risk Management Framework (RMF)34, which consolidates GGGI’s

risk awareness and risk management culture, establishes a risk registry and mitigation measures,

and provides a monitoring framework for risk management. GGGI’s risk appetite is endorsed by

its Council and Assembly and recognizes that GGGI’s mandate empowers it to develop business

models that are conventionally considered risky and impacted by changes in technology, market

and political conditions that affect their successful applications. GGGI works in sub-commercial

sectors where need for de-risking is central to GGGI’s mandate. It also needs to take forerunning

positions where possible and engages in the design of high-risk, innovative models of green

growth, and thus acknowledges a higher project failure rate may that experienced by conventional

development agencies. Such a heightened risk appetite places additional emphasis on strong

corporate risk management practices, with prudent business processes, and efficient and effective

resource management.

116. Risks at GGGI are managed using a Risk Management Matrix, a tool for internal assessment

of risks and mitigation measures, which, in turn, are monitored through daily operations of GGGI

by assigned accountable staff. GGGI fosters a robust culture of risk awareness and risk management

in its corporate management. Relating to risk management in its internal governance, GGGI has

adopted various policies to ensure robust administrative and corporate management, through the

RMF. GGGI also implements a zero-tolerance policy with respect to fraud, corruption, coercion, and

collusion, and assures staff rights to a work environment free of discrimination and harassment.

34 http://gggi.org/risk-management-framework/

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D. Accountability and Transparency

117. GGGI has implemented a series of good governance policies in line with international best

practice from the outset. Considering recent years’ increased attention on accountability in

international development, GGGI reiterates its commitment to an organizational culture based on

core values. To further strengthen strategic oversight, management, and leadership on

accountability, GGGI adopted its Accountability Framework in 2018. The Framework consolidates

its governance policies, including transparency, program quality, safeguards, and integrity.

118. Policies under the GGGI Accountability Framework are designed to safeguard staff and people

in contact with GGGI’s operations and to promote sound and efficient management of assets and

financial resources. This includes Staff Code of Conduct, Staff Regulations and Rules, Program Level

Sustainability and Safeguards Rules, Procurement Rules, Private Sector Engagement Rules, Anti-

corruption Policy as well as whistleblower and grievance procedures.

119. GGGI has plans to further strengthen accountability and transparency in the 2019-2020

biennium on several fronts. In 2018, GGGI will strengthen its financial management by adopting a

due diligence process t that compiles with internationally recognized principles on establishing a

policy on anti-money laundering and combatting financing of terrorism. This will be complemented

by additional training and awareness raising for staff on integrity and anti-corruption work.

120. Particularly on transparency, GGGI’s Disclosure Policy35 favors a default to publish

information on its decisions and activities on timely basis to foster transparency and accountability.

The policy provides a fundamental basis for GGGI’s success in advocating green growth models

in its partner countries plans, policies, and investments. The policy defines its accountability for

publication of its documents and identifies the isolated incidences, when publication is

exceptionally imprudent due to privileged information held within these documents. To ensure that

its disclosure standards meet international benchmark in the next biennium 2019-2020, GGGI has

reviewed it against comparators disclosure standards and will submit a revised policy to the Council

within 2018.

121. From 2018 onwards and throughout the biennium, GGGI will report its data in the

35 http://gggi.org/site/assets/uploads/2017/11/Disclosure-Policy_19-June-2014.pdf.

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International Aid Transparency Initiative. In 2019, GGGI will move to quarterly reporting, which will

enable its amalgamation in the global ODA statistics and rating of its efforts to enhance its

transparency.

E. Internal Audit and Integrity

122. Since its establishment in 2013, the Office of Internal Audit and Integrity (OIAI) provides

assurance services to assess whether GGGI’s programs and plans are implemented effectively,

strategic management information is reliable and generated accurately and efficiently, and

continuous improvements are fostered in methods and procedures to enhance the quality of

GGGI’s operations. In addition, through its assurance engagements, OIAI identifies major risks for

GGGI and proposes remedial actions to the Management and the Audit Contact Point within the

MPSC to minimize GGGI’s exposure to the risks.

123. In accordance with the International Standards for the Professional Practice of Internal

Auditing (the Standards), in 2019-2020, OIAI will continue to provide GGGI with an independent

and objective internal oversight with the focus on improving GGGI’s internal operations and

assessing that the organizational goals and objectives are achieved effectively. In accordance with

the Standards and the Internal Audit Charter, OIAI will perform annual risk assessments in 2018 and

2019 to develop risk-based work plans for 2019 and 2020 to identify GGGI’s key risk themes and

prioritize risks based on their assessed impact and severity. These assessments ensure that OIAI

audits subjects of highest risk to the achievement of GGGI’s strategic targets.

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XVI. Conclusion and Implementation

124. GGGI’s WPB 2019-2020 is an organization-wide effort that has engaged its staff, its Member

and partner country authorities, and collaborating organizations. This WPB 2019-2020 has been

guided by the Planning Directions for the WPB 2019-2020, which received a review and

endorsement of the MPSC in April, the associated funding envelope, and country-level discussions

on the country and thematic business plans that harness client and donor agency consultations.

The WPB operationalize GGGI’s Refreshed Strategic Plan 2015-2020 approved in 2017 with six

strategic outcomes that anchor all GGGI’s activities for it to foster advancement in greenhouse

gas emission reductions, green jobs, sustainable and equitable social services, ecoservices,

improved air quality and greater resilience among communities in its partner countries to climate

change impacts. These outcomes have sharpened GGGI’s resolve and actions at global and local

country level and cemented its relevance in global advocacy with the objective to pursue green

economies and enhance its partner governments capacity to attain their commitments and

progress toward a more resilient and sustainable world.

125. GGGI will embark on the new biennium armed with confidence. Its performance in 2017 has

been rated “A+” by DFID. It has received PIO accreditation by USAID and been invited to submit

a so-called “pillar assessment” by the European Commission, to name but a few important

organizational milestones. It has also developed new strategic partnerships with a number of

bilateral and multilateral partners from GCF to KOICA to several UN-Agencies (UNDP, UN

Environment, UNHLRLLS and UN ESCAP particularly). It has become better known through its global

advocacy work, more visible and familiar in its Member and partner countries, and more involved

in the policy contexts of its many clients across the world.

126. This WPB encapsulates important changes to GGGI’s operational business model, which are

aimed at improving GGGI’s effectiveness, client responsiveness, flexibility and agility, and capacity

to make tangible contributions in the context of the global climate and sustainable development

compacts. It also incorporates an adjustment to its funding model, moving it toward a greater

balance between core contributions and earmarked funding of its operations. Coined as iGROW,

GGGI implemented a series of reforms to reduce its internal bureaucracy and ensure efficient and

streamlined processes, and to present an attractive alternative for donors through which they can

fund results-oriented earmarked projects, and to nurture a dynamic and high caliber staff

complement with prudent internal management frameworks and skills.

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Annex 1: Assumptions in the Allocation Scenarios for Work Program and Budget 2019-

2020

The two scenarios presented represent a snapshot in time as of 7 September 2018. They represent

a low case (base case) under which the Institute has firm expectation of the core contributions and

high expectations to reach the earmarked resources which combine committed resources and

submitted plans for earmarked funding. Nevertheless, both the firm core contribution and the

highly likely earmarked funding contain an element uncertainty which is unavoidable due to

variance in fiscal conditions, exchange rates, and counterpart agency mandates. However, GGGI

maintains a reasonable degree of confidence in the Base Case.

In the Base Case, the total funding for GGGI would fall short of the current overall budget of USD

58.05 million per annum for the 2017-2018 biennium. Importantly, in the current biennium, regular

resources were augmented with spending down of the Retained Surplus of USD 24 million and

expenditures thus exceed revenues. Under the Base Case, and without such additional funding,

GGGI will inevitably face need for reductions in some areas of operations, most acutely in the non-

programmatic areas, where earmarked funding can only replace core resources to the extent

overhead is recovered. These savings are being accounted for in GGGI’s planning.

In the Plus case, uncertainty increases under both variables, targeted core contributions and

targeted earmarked funding. The country-level targeted earmarked funding levels are aspirational,

and cannot, therefore be aggregated to a total volume. These are affected by timing and success

probabilities and thus lend themselves as objectives for the country and partnership teams to

achieve. However, for planning purposes, the Plus case represents success level in earmarked

funding which would move GGGI toward its overall strategic objective of balancing its reliance on

core resources to earmarked funding from the current 80:20 ratio to 50:50 ratio. In the presentation,

the earmarked funding has been capped at 30% in the aggregation.

The Plus case would enable GGGI to maintain its current operational level. Nevertheless, it requires

moving to a different funding model and thus important adjustment in the operating model. Such

transformation is under implementation through the business process review and reform to the

project cycle management, particularly through enhancement of the in-house capacity to

implement projects, i.e. to make maximum use of the internal staff resources and staff in

implementation of the earmarked projects in place of engagement of contracted parties for their

delivery.

85

In both scenarios, earmarked resources are based on earmarked resources committed and those in

the pipeline, i.e. plans for submission of proposals in addition to those already submitted for

donors’ consideration. These are inserted on the basis of the committed and expected amounts

and assumed to be disbursed during the biennium. While this is a broad-brush assumption,

estimating detailed disbursement curves at this early stage will be premature and complicate the

assessment unnecessarily.

Both scenarios assume an overhead charge on earmarked resources has been assumed at an

average value of 10%, which has been directed to finance non-operational direct and indirect

services required for the institutional operations of GGGI. However, to reflect more realistically the

cost of the Institute’s contributions to earmark-funded project management, GGGI is

implementing a practice of charging a pass-through earmarked rate or management cost of 7%

for GGGI’s core donors and an overhead rate of 15% on earmarked contributions for donors who

are not GGGI core donors

In Annex 1, Table 1 and 2. Base Case Core Funding and Allocations according to Strategic

Parameters, the allocation scenarios provide:

• Projected core funding

• Projected earmarked funding

• Capital

• Deduction of non-programmatic core allocation based on GGGI’s definition of overhead36

• Total programmatic allocation as follows:

o Corporate contingency for country programs

o Allocation for global programs: thematic origination and green investment

o Allocation to Program and Investment and Policy Solutions Management,

Procurement, Impact Evaluation and Thought Leadership

o Allocation to Country Programs, based on application of the Refreshed Strategic Plan

to provide the minimum and maximum amounts programmable in Member Least

Developed Countries (LDCs), Member Middle Income Countries (MICs), Non-

Member LDCs and Non-Member MICs.

36 Overhead or non-programmatic costs at GGGI include the Office of the Director General (ODG) includes (1)

Director-General’s office (2) Governance (3) Strategy, Partnership and Communications (SPC) and the (4) Green

Climate Fund (GCF) Liaison Unit; and within the Operations Enabling Division (OED) (5) the Office of the Deputy

Director-General (6) Legal (7) Finance (8) Human Resources (9) Administrative Services and (10) Technology

Services.

86

Annex 1, Table 1. Base Case Core Funding and Allocations according to Strategic

Parameters

Projected core funding and allocations according to Strategic Parameters

All figures in USD, and are biennial figures for 2019-2020

2017-2018 budget figures as per the WPB 2017-2018 Mid-term Review

Scenario: Base case

Strategic Parameters Value Source

Amount of GGGI's core resource for country programs that will go

directly to LDCs 50%

GGGI Refreshed Strategic Plan 2015-2020

pp24

Amount of GGGI's core resources directed to Member LDCs and

MICs combined 87%

GGGI Refreshed Strategic Plan 2015-2020 pp

24

Overheads rate of total expenditures 15%by Year 2023. Refer to 'Decision on GGGI

Overhead"C/2018/DC/6

Amount of GGGI's core resource for country programs that will go

directly to Member LDCs 42%

GGGI Revised Corporate Results Framework

2015-2020

Maximum allocation to Non-Member countries 13% Calculation

Possible allocation to non-Member LDCs 8% Calculation

Maximum allocation to non-Member MICs 5% Calculation

Percentage of earmarked funding to non-programmatic 10% Assumption

% of Programmatic allocation to Global Programs 5% WPB Reform Paper

% of Programmatic allocation of core to Contingency 5% WPB Reform Paper

2019-2020 value (USD)

Note

Core Funding projected 52,400,000 projected on 5 September 2018

Earmarked Funding projected 60,490,000 projected on 5 September 2018

Total funding projected 112,890,000

Capital 2,000,000 Information Technology

Maximum core spending on Management and Administration 8,700,000

Includes Operations Enabling Division

(OED) (Office of the DDG, Finance,

Human Resouces, Technology Services,

Administrative Services, Legal Counsel)

and Corporate Shared Cost

Maximimum other non-programmatic spending 7,020,000

Includes Office of the Director General

(ODG) (Governance, Strategy,

Partnerships, GCF Liaison Unit,

Communications, Office of Internal

Audit (OIAI)

Total non-programmatic 15,720,000

Minimum programmatic allocation of core 32,840,000

Global Programs: Thematic Origination and Green Investment 1,642,000

Contingency for Country Programs 1,642,000

Office of Deputy Director General (ODDG) GGPI, SPRSI 1,869,450

Office of the Assistant Director General

(OADG) GGPI at 75% of 2017-18 budget

Office of the Assistant Director General (OADG), IPSD 1,757,051 75% of 2017-2018 budget

Procurement 516,944 75% of 2017-2018 budget

Impact & Evaluation Unit (IEU) 1,282,803 75% of 2017-2018 budget

Office of Thought Leadership (TL) 3,824,060 80% of 2017-2018 budget

Programmable core resource 20,305,692

Programmatic allocation less Global

Programs, Contingency, ODDG GGPI

and OADG IPSD, SPRSI, Procurement,

IEU and TL

Minimum core allocation to Members 17,665,952

Minimum core allocation to LDCs 10,152,846

Minimum core allocation to Member LDCs 8,528,391

Maximum core allocation to MICs 10,152,846

Maximum core allocation to Non-Member MICs 1,015,285

Maximum core allocation to Non-Member LDCs 1,624,455

87

Anex Annex 1, Table 2. Plus Case Core Funding and Allocations

Projected core funding and allocations according to Strategic Parameters

All figures in USD, and are biennial figures for 2019-2020

2017-2018 budget figures as per the WPB 2017-2018 Mid-term Review

Scenario: Plus case

Strategic Parameters Value Source

Amount of GGGI's core resource for country programs that will go

directly to LDCs 50% GGGI Refreshed Strategic Plan 2015-2020 pp24

Amount of GGGI's core resources directed to Member LDCs and

MICs combined 87% GGGI Refreshed Strategic Plan 2015-2020 pp 24

Overheads rate of total expenditures 15%

by Year 2023. Refer to 'Decision on GGGI

Overhead"C/2018/DC/6

Amount of GGGI's core resource for country programs that will go

directly to Member LDCs 42% GGGI Revised Corporate Results Framework 2015-2020

Maximum allocation to Non-Member countries 13% Calculation

Possible allocation to non-Member LDCs 8% Calculation

Maximum allocation to non-Member MICs 5% Calculation

Percentage of earmarked funding to non-programmatic 10% Assumption

% of Programmatic allocation to Global Programs 5% WPB Reform Paper

% of Programmatic allocation of core to Contingency 5% WPB Reform Paper

2019-2020 value (USD)

Note

Core Funding projected 59,400,000 Projected on 5 September 2018

Earmarked Funding projected 78,240,000 Projected on 5 September 2018

Total funding projected 137,640,000

Capital 2,000,000 Information Technology

Maximum core spending on Management and Administration 8,700,000

Includes Operations Enabling Division (OED) (Office of the DDG,

Finance, Human Resouces, Technology Services, Administrative

Services, Legal Counsel) and Corporate Shared Cost

Maximum other non-programmatic spending 7,020,000

Includes Office of the Director General (ODG) (Governance,

Strategy, Partnerships, GCF Liaison Unit, Communications,

Office of Internal Audit (OIAI)

Total non-programmatic 15,720,000

Minimum programmatic allocation of core 36,380,000

Global Programs: Thematic Origination and Green Investment 1,819,000

Contingency for Country Programs 1,819,000

Office of Deputy Director General (ODDG) GGPI, SPRSI 1,869,450 Office of the Assistant Director General (OADG) GGPI at 75% of

2017-18 budget

Office of the Assistant Director General (OADG), IPSD 1,757,051 75% of 2017-2018 budget

Procurement 516,944 75% of 2017-2018 budget

Impact & Evaluation Unit (IEU) 1,282,803 75% of 2017-2018 budget

Office of Thought Leadership (TL) 3,824,060 80% of 2017-2018 budget

Programmable core resource 23,491,692

Programmatic allocation less Global Programs, Contingency,

ODDG GGPI and OADG IPSD, SPRSI, Procurement, IEU and TL

Minimum core allocation to Members 20,437,772

Minimum core allocation to LDCs 11,745,846

Minimum core allocation to Member LDCs 9,866,511

Maximum core allocation to MICs 11,745,846

Maximum core allocation to Non-Member MICs 1,174,585

Maximum core allocation to Non-Member LDCs 1,879,335

88

Annex 1, Table 3. Expected 2019-2020 Unrestricted Contributions (USD Million)

2019 2020 Total biennium

Australia 8 5 13

Denmark 2.7 2.7 5.4

Indonesia 0 0 0

Korea 10 10 20

Norway 2 2 4

Qatar 0 0 0

UK 5 5 10

Unspent 2018 rolled forward 0 0 0

Total 27.7 24.7 52.4

Base case contributionCore Contributors

89

Annex 1, Table 4. 2019-2020 Earmarked Donors (USD Million)

Note: earmarked donors list is based on signed agreements

2019-2020 Earmarked Donors (USD Million) :

2019 2020 Total biennium

Green Climate Fund (GCF)  2,916,834  0  2,916,834

Hungary: Ministry of National Development 154,755 0 154,755

Italy: Ministry of the Environment, Land, and Sea

(IMELS) – Rwanda Young professional (Ethiopia

YP concluded)

9,917 0 9,917

Luxembourg: Ministry of Sustainable

Development and Infrastructure (MDDI) –

Vanuatu project

1,005,718 0 1,005,718

Netherlands: Ministry of Foreign Affairs – Uganda

Project390,113 152,939  543,052

Norway: Embassy in Colombia 1,371,159 0  1,371,159

World Green Economy Organization (WGEO) –

Phase 1280,948 0  280,948

World Green Economy Organization (WGEO) –

Based on PINS6,000,000 6,000,000  12,000,000

Earmarked DonorsBase case contribution

90

Annex 2: Resource Allocation Principles

91

Annex 3: Pipeline Projects 2019-2020 (Base Case)

Region Country Core

Allocation

Highly/likely

Earmarked

Total

Funding

(Base)

Theme Project Name Core Funding

Amt (USD mil)

Earmarked

Funding Amt

(USD Mil)

Earmarked Donor

Name

LAC & Middle East Peru Sustainable Landscapes Reducing deforestation through formalization of smallholders 0.25 0

LAC & Middle East Peru Water and Sanitation Upscaling investment for ecosystem services for water 0.25 0

LAC & Middle East Peru Green Cities GHG reduction through upscaling use of electric vehicles 0.3 0

LAC & Middle East Peru Sustainable Landscapes Training program: Green investment development in

ecosystem service and biodiversity business projects

0 0.2 KOICA

LAC & Middle East Colombia Cross-cutting Mainstream inclusive green growth in Colombia’s key policy

frameworks

0.1 0.2 Norway (until 2019)

LAC & Middle East Colombia Sustainable Landscapes Mainstream SL approach in the context of national, sub-

national, post-conflict areas development

0.3 0.6 Norway (until 2019)

LAC & Middle East Colombia Sustainable Energy Promote non-conventional renewable energy projects 0.05 0.3 K-Exim Bank

LAC & Middle East Colombia Cross-cutting Norway 2nd Phase 0 1.07 Noway (under

discussion as part of

the 2nd phase)

LAC & Middle East Mexico 0.1 State of Sonora

LAC & Middle East Mexico 0.18 UK BEIS TAP

LAC & Middle East Mexico 0.42 Government of

Mexico

LAC & Middle East Mexico 0.2 UK BEIS TAP

LAC & Middle East Mexico Green Cities Regional level - Accelerate the Electrification of Transport 0.05 0.2 Government of

Mexico

LAC & Middle East Mexico Sustainable Landscapes Improved multi-directional knowledge sharing on sustainable

forest management in the Mesoamerican Region

0.05 0.1 Government of

Mexico

LAC & Middle East UAE Green Cities Air Quality Strategy 0 1.2 UAE

LAC & Middle East UAE Cross-cutting National Climate Change Adaptation Program 0 1.2 UAE

LAC & Middle East UAE Cross-cutting Green Jobs 0 0.5 UAE

LAC & Middle East UAE Cross-cutting Green Growth Youth and Entrepreneurship Program 0 0.1 UAE

LAC & Middle East Qatar Cross-cutting Food security 0 2.5 Qatar

LAC & Middle East Qatar Cross-cutting Green growth planning 0 0.5 Qatar

LAC & Middle East Qatar Cross-cutting GHG MRV 0 0.5 Qatar

LAC & Middle East Qatar Cross-cutting Financing / Bankable project 0 0.5 Qatar

LAC & Middle East Qatar Cross-cutting Capacity building and knowledge sharing 0 0.5 Qatar

LAC & Middle East Qatar Non-project Funding for Proposal Preparation/Other 0 0.5 Qatar

LAC & Middle East Caribbean Cross-cutting Green growth planning for NDC implementation 0.08 0.15 Republic of Korea

LAC & Middle East Caribbean Cross-cutting Financing NDC implementation 0.08 0.1 OECS

LAC & Middle East Guyana Sustainable Energy Enhancing Guyana’s Access to GCF to Transition to Renewable

Energy (Phase I and II)

0.1 0.85 GCF

LAC & Middle East Guyana Cross-cutting Implementation of Guyana Green State Development Strategy 0.09 0

LAC & Middle East Costa Rica Green Cities Zero-carbon transportation planning and project 0.06 0.06 Costa Rica

LAC & Middle East Costa Rica Cross-cutting NDC implementation 0.03 0.04 Costa Rica

LAC & Middle East Costa Rica Sustainable Landscapes Revitalization of Costa Rica’s timber industry through value

chain finance

0.03 0.03 Costa Rica

LAC & Middle East Costa Rica Cross-cutting Regional low-carbon development 0.03 0.04 Costa Rica

LAC & Middle East Costa Rica Non-project Country Planning Framework 0.04 0.03 Costa Rica1.94 12.87 14.81 1.94 12.87 14.81

Africa & Europe Burkina Faso Green Cities Enhancing capacities for planning & financing of green

secondary cities development

0.15 0.25 Luxembourg/USAID

Africa & Europe Burkina Faso Sustainable Landscapes Enhancing resilience to climate change through Eco-villages

and national adaptation planning

0.1 0.25 Sweden/Luxembourg

Africa & Europe Burkina Faso Cross-cutting Developing capacities and Mobilizing finance NDCs 0.05 0.5 GCF

Africa & Europe Burkina Faso Non-project Funding for Proposal Preparation/Other 0.06 0

Africa & Europe Ethiopia Cross-cutting NIE capacity and readiness 0 0.6 GCF

Africa & Europe Ethiopia Cross-cutting Green Growth in Ethiopia Accelerated 1.3 0

Africa & Europe Ethiopia Water and Sanitation Sustainable water management practices 0.1 0

Africa & Europe Ethiopia Non-project Funding for Proposal Preparation/Other 0.1 0

Africa & Europe Hungary 0.00 0.80 0.80 Cross-cutting Develop Bankable Projects in Eastern Europe to Support NDCs

and Green Growth

0 0.8 GCF/Hungary

Africa & Europe Jordan Cross-cutting Jordan GCF Readiness Programme 0 0.45 GCF

Africa & Europe Jordan Cross-cutting Phase II: Implementation of the NGGP 0.26

Africa & Europe Jordan Green Cities Technology and knowledge transfer facility for private sector

investment in smart urban development (China for Others)

0.12

Africa & Europe Jordan Green Cities Scaling up access to sustainable transportation and mobility

services in Jordan

0.27

Africa & Europe Jordan Non-project Funding for Proposal Preparation/Other 0.25

Africa & Europe Morocco Cross-cutting Mobilizing finance for NSDS and NDC green growth projects 0.02 0.15 GCF

Africa & Europe Morocco Green Cities Improved national transport/mobility access and transition to

green transport/ mobility

0.02 0.15 GCF

Africa & Europe Morocco Cross-cutting Accelerating inclusive green territories development and

green growth finance

0.02 0.7 UAE

Africa & Europe Morocco Non-project Funding for Proposal Preparation/Other 0.1 0

Africa & Europe Mozambique Implementing the NDCs to Promote Low-Carbon Inclusive

Growth in Mozambique

0.2 0.46 GCF

Africa & Europe Mozambique Non-project Funding for Proposal Preparation/Other 0.16 0

Africa & Europe Rwanda Green Cities Climate Resilient Green Cities (phase 2) 1.036 0.3 K-Exim Bank

Africa & Europe Rwanda Sustainable Landscapes Developing the Agri-Business Value chain 0.072 0.5 GCF

Africa & Europe Rwanda 0.16 GCF

Africa & Europe Rwanda 0.3 NAMA

Africa & Europe Rwanda Non-project Funding for Proposal Preparation/Other 0.206 0

Africa & Europe Senegal Green Cities Scaling-up of Senegalese secondary cities’ transition toward

green growth pathways

0.3 0

Africa & Europe Senegal Green Cities Sustainable and inclusive business models for the

Management of Plastic wastes, WEEE & City-Wide Inclusive

0 1.05 Luxembourg/BMGF

Africa & Europe Senegal Green Cities Promotion of Green building/infrastructures design 0.2 0

Africa & Europe Senegal Sustainable Landscapes Partnership for Food security: promotion of climate smart

agriculture & sustainable climate-resilient agribusiness supply

chains

0.2 0

Africa & Europe Senegal Sustainable Energy Sustainable business models for promotion of Wastes-2-

Resources & RE4PU opportunities for private sector

0.13 0

Africa & Europe Senegal Sustainable Landscapes Scaling-up of the Modular Kiosk & Platform concept for

increased access of Women & Youth into the opportunities of

the Milk value chain in the pastoral regions

0.1 0

Africa & Europe Senegal Cross-cutting Roll-out of Least Developed Countries Universities

Consortium Initiative for sustainable and long-term capacity-

0.1 0

Africa & Europe Senegal Cross-cutting National Financing Vehicle(s) development as innovative

funding mechanisms

0.15 0.15 GCF/Sweden/AfDB/A

FD

Africa & Europe Senegal Non-project Funding for Proposal Preparation/Other 0.12

Africa & Europe Uganda Sustainable Energy Solar Home Systems Project 0 0.5 Netherlands

Africa & Europe Uganda Cross-cutting National fund, Bankable Projects for UGGDS 0 0.85 GCF

Africa & Europe Uganda Sustainable Energy Renewable Energy Roadmap, Energy Efficiency Plan and

bankable projects and Implement the SHS project.

0.07 0

Africa & Europe Uganda Green Cities Enhanced physical planning, sustainable services and

Bankable projects

0.07 0

Africa & Europe Uganda 0.06 BMGF

Africa & Europe Uganda 0.3 K-Exim Bank

Africa & Europe Uganda Cross-cutting Policy Solutions for Green Jobs creation and Private Sector

Engagement

0.04 0

Africa & Europe Uganda Sustainable Landscapes Climate resilient agricultural and Natural Infrastructure 0.07 0

Africa & Europe Uganda Non-project Funding for Proposal Preparation/Other 0.04 0

Cross-cutting

Water and Sanitation

0.15

0.00

0.00

0.16

0.19

0.36 1.71 2.07

1.60 1.26 2.86

1.30 1.20 2.50

0.16 1.00 1.16

0.36 0.46 0.82

0.85 1.04

0.19 0.20 0.39

3.00 3.00

5.00 5.00

0.25 0.41

0.45

0.80

Implementation of Sonora Green Growth Strategy 0.05

0

0.20 1.00

2.17 2.62

1.20 1.35

Sub-national Green Growth Strategies in an additional state

Cross-cutting

Cross-cutting

0.286Mobilizing Investment Finance for Green Projects

LAC & Middle East Total

0.07Bankable projects in water/wastewater and climate-resilient

irrigation

0.36 1.00 1.36

1.50 0.60 2.10

0.90 0.45 1.35

92

6.54 8.48 15.02 6.54 8.48 15.02

Asia & Pacific China 0.15 0.00 0.15 Cross-cutting China Regional Knowledge Sharing 0.15 0

Asia & Pacific Cambodia Green Cities Green Urban Development Phase III 0.4 0.3 GEI

Asia & Pacific Cambodia Sustainable Energy Energy Efficiency Promotion Program 1 0

Asia & Pacific India Cross-cutting Catalyzing climate finance 0.04 0.03 GCF, KfW, KEA, GIZ,

WGEO

Asia & Pacific India Sustainable Landscapes Greening landscapes for sustained ecosystem services &

livelihoods

0.03 0.08 GIZ, Commodity

Boards, USAID

Asia & Pacific India Water and Sanitation Bringing climate resilience around water 0.04 0.05 World Bank GIZ

Asia & Pacific India Cross-cutting Partnership on SDGs 0.04 0

Asia & Pacific Indonesia Sustainable Energy Indonesia GGP Phase II - energy 0 1.38 Norway (until 2019)

Asia & Pacific Indonesia Cross-cutting Indonesia GGP Phase II - Special Economic Zones 0 1.43 Norway (until 2019)

Asia & Pacific Indonesia Sustainable Landscapes Indonesia GGP Phase II - Sustainable Landscapes 0 3.13 Norway (until 2019)

Asia & Pacific Indonesia Cross-cutting Indonesia GGP Phase II - Knowledge and Capacity Building 0 0.53 Norway (until 2019)

Asia & Pacific Indonesia Cross-cutting GCF Readiness 0 0.57 GCF

Asia & Pacific Indonesia Non-project Donor Mapping and Funding Mechanism 0.15 0

Asia & Pacific Fiji Sustainable Energy Mobilizing finance to implement Fiji’s NDC in the energy 0.4 0

Asia & Pacific Fiji Green Cities Low carbon development in towns and peri-urban areas   0.27 0.04 Fiji ESCAP

Asia & Pacific Fiji Sustainable Energy Capacity building for renewable energy for rural energy

access in Four Melanesian countries

0.2 1.14 KOICA

Asia & Pacific Fiji Cross-cutting Implementing and enhancing the Pacific NDCs and LEDS 0.1 0

Asia & Pacific Fiji Non-project Funding for Proposal Preparation/Other 0.03 0

Asia & Pacific Kiribati Cross-cutting Green and Climate Resilient Island Development – Phase 2 0.20 0

Asia & Pacific Kiribati Green Cities Waste management for small islands 0.10 0

Asia & Pacific Kiribati Cross-cutting Green cities, sustainable energy and green entrepreneurship 0.05 0

Asia & Pacific Kiribati Non-project Funding for Proposal Preparation/other 0.01 0

Asia & Pacific Lao PDR Cross-cutting Planning, financing and budgeting for Green Growth 0.68 1 Luxembourg

Asia & Pacific Lao PDR Green Cities Green Cities Development 0.14 3.09 KOICA, GCF, K-Exim

Asia & Pacific Lao PDR Non-project Funding for Proposal Preparation/ 0.03 0

Asia & Pacific Mongolia Green Cities Inclusive green and gender-sensitive cities and green

infrastructure investments

0.39 0

Asia & Pacific Mongolia Green Cities Improved energy efficiency and access to cleaner energy

against air pollution

0.39 0

Asia & Pacific Mongolia Water and Sanitation Improved water management and access to water and

sanitation

0.20 0.4 KOICA

Asia & Pacific Mongolia Non-project Funding for proposal preparation/other 0.02 0

Asia & Pacific Myanmar Cross-cutting MRV Masterplan Operationalization  0.12 0.336 CBIT

Asia & Pacific Myanmar Sustainable Landscapes Green investments for coastal landscape restoration in

Myanmar

0.12 0

Asia & Pacific Myanmar Cross-cutting GCF Green Cities Investment + DAE nomination 0.12 0.83 GCF

Asia & Pacific Nepal Green Cities Green Municipal Development II 0.1 0

Asia & Pacific Nepal Water and Sanitation Sanitation Markets 0 0.75 BMGF

Asia & Pacific Nepal Green Cities Electric Mobility II 0.25 0.2 K-Exim Bank

Asia & Pacific Philippines 1.00 1.57 2.57 Cross-cutting Green Growth 3 P’s (Planning, Policy, and Projects) for

Resilient and Inclusive Communities

1 1.57 KOICA

Asia & Pacific PNG Cross-cutting Climate Resilient Green Growth for PNG 0.1 3 DFAT

Asia & Pacific PNG Cross-cutting Readiness Support to Strengthen PNG’s Engagement with the

GCF

0 0.33 KOICA, GCF

Asia & Pacific Thailand Cross-cutting Bridging Gaps for NDC Implementation: Industry 0.32 0

Asia & Pacific Thailand Green Cities Bridging Gaps for NDC Implementation: Green Cities 0.22 0

Asia & Pacific Thailand Non-project Funding for proposal preparation/other 0.05 0

Asia & Pacific Tonga Sustainable Energy Mobilizing Finance for green, inclusive and sustainable energy

for households and businesses

0.05 0

Asia & Pacific Tonga Sustainable Energy Promoting Energy Efficiency within the transport sector 0.05 0

Asia & Pacific Tonga Green Cities Supporting the implementation of waste management 0.04 0

Asia & Pacific Tonga Non-project Funding for Proposal Preparation/ Other 0.01 0

Asia & Pacific Vanuatu Sustainable Energy Mobilizing Finance for Green Energy Projects (continued from

2018-2017)

0.57 1.69 Luxembourg

Asia & Pacific Vanuatu Sustainable Energy Promoting inclusive sustainable energy systems in tourism

and industry

0.2 0

Asia & Pacific Vanuatu Non-project Funding for Proposal Preparation/ Other 0.03 0

Asia & Pacific Viet Nam Cross-cutting Creating enabling policies to Increase access to green finance 0.40 0

Asia & Pacific Viet Nam Sustainable Energy Increasing sustainable energy deployment in Viet Nam  0.39 0

Asia & Pacific Viet Nam Green Cities Accelerating green city development in Viet Nam 0.19 0

Asia & Pacific Viet Nam Non-project Funding for Proposal Preparation/Other 0.02 09.40 21.82 31.22 9.41 21.876 31.286

Grand Total 17.88 43.17 61.05 17.89 43.23 61.12

1.00 0.00 1.00

0.15 0.00 0.15

0.80 1.69 2.49

0.10 3.33 3.43

0.58 0.00 0.58

0.36 1.19 1.55

0.35 0.95 1.30

0.85 4.44 5.29

1.00 0.04 1.04

1.00 1.18 2.18

0.36 0.00 0.36

0.15 0.10 0.25

0.15 7.04 7.19

1.40 0.30 1.70

Africa & Europe Total

Asia & Pacific Total

93

94

Annex 4: GGGI Corporate Results Framework (CRF): 2019-2020

GGGI CORPORATE RESULTS FRAMEWORK (CRF): 2019-2020 Impact GGGI countries move towards a model of green growth that simultaneously achieves poverty reduction, social inclusion,

environmental sustainability and economic growth

Strategic Outcomes (SOs)

SO 1 GHG emission reduction

1.1 GHG emissions reduction from business as usual (MtCO2e)

SO 2 Creation of green jobs

2.1 Number of green jobs created (millions)

SO 3 Increased access to sustainable services

SO3.1 Access to clean affordable energy

SO3.2 Access to improved sanitation

SO3.3 Access to sustainable waste management

SO3.4 Access to sustainable public transport

3.11-4 (millions of people who gained access to each service)

SO4 Improved air quality

4.1 Number of days above ‘Orange’ Air Quality (in major cities)

SO5 Adequate supply of ecosystem services ensured

5.1 Area of deforestation avoided and/or reforested (million-ha)

SO6 Enhance adaptation to climate change

6.1 Number of people supported to cope with climate change (millions)

Interim Indicator

Proportion of projects which report a material contribution to each Strategic Outcome

Intermediate Outcomes (IOs)

IO1. Strengthened national, sub-national and local green growth planning, financing and institutional frameworks

IO2. Increased green growth investment flows which enable partner governments to implement green growth policies

IO3. Improved multi-directional knowledge sharing and learning to empower local and external agents necessary to drive green growth processes in partner governments.

Indicators 1.1 Number of green growth policies adopted by governments with GGGI’s support. Target (2017): 1 Result (2017): 17 Target (2018): 38 Target (2019): 20 Target (2020): 20

2.1 Total volume of green growth financing catalyzed with GGGI’s support, disaggregated by public and private investment. Target (2017): USD 64m Result (2017): USD 525m Target (2018): USD 500m Target (2019): USD 600m Target (2020): USD 700m

3.1 Number of partner countries with capacity to develop and implement green growth policies and investments that are directly strengthened through GGGI capacity development activities (to be assessed based on a random sample of 10 activities using a 5-point scale balanced scorecard with a maximum score of 10). Target (2019): 6+ countries Target (2020): 6+ countries

1.2 Extent to which green growth policies adopted by governments are likely to lead to transformational change. To be assessed on a 4-point scale balanced scorecard with a maximum score of 4. Target (2019): 2+ Target (2020): 2+

2.2 Number of instances where member countries successfully gain new access to financing sources (e.g. GCF Fund) with GGGI’s support. Target (2017): 4 Result (2017): 5 Target (2018): 4 Target (2019): 5 Target (2020): 5

3.2 Number of green growth policies adopted or investments made that have benefitted from shared experiences and lessons from other countries. Tracked

1.3 Extent to which green growth policies adopted by governments are aligned with the four elements of green growth (to be assessed based on a 4-point balanced scorecard with a maximum score of 4) Target (2019): 2+ average score Target (2020): 2+ average score

2.3 Extent to which green growth investments supported by GGGI are aligned with the four elements of green growth (to be assessed based on a 4-point balanced scorecard with a maximum score of 4) Target (2019): 2+ average score Target (2020): 2+ average score

3.3 Extent to which knowledge products produced and disseminated by GGGI are aligned with the four elements of green growth and have a quality impact (to be assessed based on a random sample of 10 knowledge products will assessed on a 6-point balanced scorecard with a maximum score of 6). Target (2019): 3+ average score Target (2020): 3+ average score

Outputs 1. Demand driven technical advisory, knowledge development and private sector solutions offered on the ground for pro-poor and environmentally sustainable green growth interventions.

2. Inclusive green growth plans, strategies and investment plans are converted into implementable actions

3. Support provided in creating an enabling environment for public and private sector investment in green growth

4. Global institutional relationships, partnerships and knowledge networks formed and leveraged

5. Capacity building activities to support green growth implementation and knowledge products generated to contribute to international discussion on green growth and support GGGI operations

95

Indicators

1.1 Number of completed advisory outputs that inform the development of government green growth policies. Target (2017): 33 Result (2017): 21 Target (2018: 58 Target (2019): 30 Target (2020): 30

2.1 Number of completed advisory outputs that inform decisions on green growth investments. Target (2017):12 Result (2017): 9 Target (2018): 48 Target (2019): 25 Target (2020): 25

3.1 Number of completed advisory outputs that aim to improve the enabling environment for green growth investments. Target (2017): 6 Result (2017): 10 Target (2018): 14 Target (2019): 10 Target (2020): 10

4.1 Proportion of capacity development activities that share experiences and lessons from GGGI countries. Target (2017): 55% Result (2017): 37% Target (2018): 55% Target (2019): 55% Target (2020): 55%

5.1 Number of knowledge products produced to improve understanding of green growth and support GGGI operations. Target (2017): 20 Result (2017): 60 Target (2018): 65 Target (2019): 70 Target (2020): 70 4.2 Number of new

countries joining GGGI as members. Result (2017): 1 Target (2018): 2 Target (2019): 2 Target (2020): 2

5.2 Number of capacity building activities that align with IO 1 and IO2. Tracked

4.3 Number of projects where country needs are being met through a range of partnerships brokered by GGGI. Target (2017): Result (2017): 17 Target (2018): 6 Target (2019): 10 Target (2020): 10

Cross-cutting Output

6. All new projects implemented by GGGI have adequately identified and addressed SPRSI elements in their design in support of social safeguards, poverty reduction and social inclusion including gender.

6.1 Number of new projects implemented by GGGI that have identified and addressed one or more SPRSI elements relating to social safeguards, poverty reduction and social inclusion including gender. Tracked

Business Management Outputs

7. Better value for money – maximizing institutional effectiveness and efficiency

Indicators Economy Efficiency Equity Effectiveness

7.1 -% of total budget spent on non-programmatic activities, calculated as a share of total resources (core contributions and earmarked funding)

7.2 -% of total budget disbursed

7.3 -% of total budget allocated to LDCs

7.4 -% of total budget allocated to member LDCs & MICs combined

7.5 – Effective and timely communication of results

7.6 – Increase in GGG core and earmarked funding

Baseline (2014): 36% Result (2017): 22% Target (2020): 21% Target (2023): 15%

Baseline (2017): 82% Target (2019): 100% Target (2020): 100%

Baseline (2014): 14% of core budget allocated to LDCs. Target (2020): minimum of 50%

Baseline (2014): 57% of core budget allocated to Member LDCs and MICs combined. Target (2020): minimum of 87%

Target (annual): GGGI Annual Report outlining progress against WPB and CRF is published no later than end of June each year.

Baseline (2014): USD 29.8m in core funding and USD 12.1 million in earmarked funding. Target (2020): USD 26m in core funding and USD 22m in earmarked funding.

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GUIDELINE AND DESCRIPTIONS OF THE CRF Indicator Description

STRATEGIC OUTCOMES

Strategic Outcome 1: GHG emissions reductions

1.1 GHG emissions reduction from business as usual (MtCO2e)

This indicator measures the reduction of anthropogenic CO2-equivalent emissions (CO2e) below business-as-usual (reference) level in a target year. CO2e provides a measure of greenhouse gas emissions that is based on the equivalent amount of CO2 that would be emitted as determined by the total radiative forcing (global warming potential) of those gases.

Proposed basis for setting targets: Latest national and sectoral reduction targets available from government strategy/policy documents, reduction projections based on current/upcoming policies by reputed entities, as well as Nationally Determined Contributions. Biennial Update Reports, Biennial Reports, and national communications submitted to the UNFCCC.

Strategic Outcome 2: Creation of green jobs

2.1 Number of green jobs created (millions)

This indicator measures the change in the number of full-time equivalent jobs in a target year compared to the base year value, which results from the green economy transition. The scope includes new jobs created (including from the formalization of informal sectors e.g. informal waste-picking transformed into a recycling business) and existing jobs that are “greened” (e.g. as a result of moving from coal mining to renewable energy related work). Additional green jobs created over the base year are included. Current definitions by the ILO (2016) and UNEP (2008) are used to define the scope of this indicator. Green jobs are jobs that “contribute to preserve or restore the environment, be they in traditional sectors such as manufacturing and construction, or inn new, emerging green sectors such as renewable energy and energy efficiency” (ILO 2016). Green jobs include decent jobs with “work in agriculture, industry, services and administration that contribute to preserving or restoring the quality of the environment” (UNEP, 2008).

Proposed basis for setting targets: Government targets, or reputable projections based on major methodologies, such as inventories and surveys, employment factors, input-output analysis and computational general equilibrium methods.

Strategic Outcome 3: Increased access to sustainable services

3.1 Access to clean affordable energy

Refers to change in the national-level access to cleaner forms of energy sources in a target year compared to the base year value. The main indicator is access to electricity. Sub-indicators for this outcome are access to renewable electricity and access to clean fuels and technology for cooking. 3.1.1 Number of people who

gained access to electricity (millions)

3.2 Access to improved sanitation Refers to change in access to improved sanitation facilities in a target year compared to the base year. Improved sanitation facilities refer to facilities that “are likely to ensure hygienic separation of human excreta from human contact. They include flush/pour flush (to piped sewer system, septic tank, pit latrine), ventilated improved pit latrine, pit latrine with slab, and compositing toilet” (WHO/UNICEF)

3.2.1 Number of people who gained access to improved sanitation (millions)

3.3 Access to sustainable waste management

Refers to change in the access to solid waste management collection services in a target year compared to the base year. The scope is limited to urban areas.

3.3.1 Number of people who gained access to waste management services (millions)

3.4 Access to sustainable public transport

Refers to the change in the access to public transport services in a target year compared to the base year in urban areas or the cities. Public transport services are shared passenger-transport services used by the general public that operate in fixed routes and often at regular times, and include city buses, trolleybuses, trams, rapid transit (subway, metro etc.), passenger trains and ferries. Public transportation services can be operated by government or private corporations. Private taxies are not included.

3.4.1 Number of people who gained access to public transport (millions)

Proposed basis for setting targets: Government targets in relevant SDGs

Strategic Outcome 4: Improved air quality

4.1 Number of days above ‘orange’ Air Quality Index (in major cities, days)

This indicator measures the improvement in the outdoor air pollution level in major urban areas or cities. Days above ‘orange’ Air Quality Index (AQI), calculated according to US Environmental Protection Agency and based on concentration of major pollutants, is used as the indicator. Where AQI estimates are current not available, 24-hour mean of PM2.5 above 35.5 μg/m3 is used as a substitute to determine days above ‘Orange’ AQI level (‘Orange AQI corresponds to a 24-hour mean of PM2.5 in the range 35.5 – 55.4 μg/m3

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Proposed basis for setting targets: the government target or standard for air quality

Strategic Outcome 5: Adequate supply of ecosystem services ensured

5.1 Area of deforestation avoided and/or reforested (million-ha)

This indicator measures the area of deforestation avoided and/or re-forested in a target year compared to the base year. As a key supplier of number of terrestrial ecosystem services (and its close links to livelihoods in many developing nations), forests are used as the pragmatic proxy for providing adequate supply of ecosystem services. Ecosystem services range from providing necessities such as a food, clean water and clean air, to regulating climate, diseases, and flood. Ensuring an adequate supply of ecosystem services requires that degraded ecosystems be restored, and loss of intact ecosystems be prevented.

Proposed basis for setting targets: Government targets and projections by reputable entities based on current/upcoming policies etc.

Strategic Outcome 6: Enhanced adaptation to climate change

6.1 Number of people supported to cope with climate change

This indicator measures the change in the number of people supported to cope with climate change related impacts in a target year compared to the base year. Support to cope with climate change related impacts includes adaptation measures in all economic sectors covering populations exposed to adverse impacts of climate change. Adverse impacts of climate change result from climate variability and extremes, and include droughts, floods, storm surges, heat waves, sea level rise etc. Examples of populations supported might include populations covered by early warning systems, farmers equipped with climate smart agriculture practices, populations covered by improved flood protection/prevention measures, and population covered with climate insurance etc.

Proposed basis for setting targets: Government adaptation plans, and targets may be the basis for setting targets.

Interim Indicator: Proportion of projects which report a material contribution to each Strategic Outcome

GGGI is in the process of preparing baselines and methodologies to fully report against the newly adopted Strategic Outcomes. In the interim period, GGGI will report the proportion of each of its projects which report a material contribution to each Strategic Outcome to provide evidence of GGGI’s impact and of the alignment of its projects with its Strategic Outcomes.

INTERMEDIATE OUTCOMES AND OUTPUTS

Intermediate Outcome 1: Strengthened national, sub-national local green growth planning, financing and institutional frameworks

1.1 Number of green growth policies adopted by governments with GGGI’s support.

This indicator reflects the extent to which the policy advice and recommendations GGGI has delivered under IO 1 are being adopted by partner governments. Green growth policies encompass any formal government strategies, plans, or policies; sectoral strategies; plans or policies; and changes to existing laws or administrative rules. The adoption of green growth policies by governments may also be evidenced by government budget allocation or project investment decisions and new or changed institutional arrangements.

1.2 Extent to which policies adopted by governments with GGGI’s support are likely to lead to transformational change.

This qualitative indicator describes the extent to which green growth has been embedded into partner government policies and policy processes under Outcome 1.1 and the likelihood of these policies leading to transformational change. It will measure the extent to which green growth policies adopted by governments with GGGI’s support are likely to lead to transformational change, using a 4-point scale balance scorecard to assess the following elements:

i. Are the policy objectives aligned with 1 or more of the green growth elements, namely: economic growth, poverty reduction, environmental sustainability and social inclusion?

ii. Were resources allocated by government for the policy’s implementation? iii. Are there clear arrangements established or mapped out for the policy’s

implementation? iv. Were specific actions or investments identified and prioritized under the policy?

These 4 questions are simply answered ‘yes’ for a score of 1 and ‘no’ for a score of 0 with a maximum score of 4. This indicator will be tracked with no set target.

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1.3 Extent to which policies adopted by governments with GGGI support are aligned with the elements of green growth namely, economic growth, environmental sustainability, poverty reduction and social inclusion.

It will measure the extent to which green growth policies adopted by governments with GGGI’s support are aligned with the four elements of green growth, using a 4-point scale balance scorecard to assess the following:

i. Will the policy support the generation of an economic activity or economic growth? ii. Does the policy have specific design measures that support poverty reduction?

iii. Will the policy promote environmental sustainability or climate change mitigation? iv. Does the policy have design measures that support social inclusion including gender?

These 4 questions are simply answered ‘yes’ for a score of 1 and ‘no’ for a score of 0 with a maximum score of 4.

Output 1: Demand driven technical advisory, knowledge development and private sector solutions offered on the ground for pro-poor green growth interventions

1.1 Number of completed advisory outputs produced that inform the development of government green growth policies.

This is a quantitative indicator that counts the number of completed advisory outputs. An advisory output is a final product, produced at the request or for the benefit of a partner government. Advisory outputs include technical studies, analytical tools, strategies, plans, roadmaps and feasibility studies if they are registered as a final output in the ERP project logframe. Pre-feasibility studies are not a final product and therefore do not qualify as advisory outputs. This indicator will be assessed by aggregating all relevant outputs identified in approved project log-frames which were successfully delivered during the reporting period.

Intermediate Outcome 2: Increased green investment flows which enable partner governments to implement green growth policies

2.1 Total volume of green growth financing catalyzed with GGGI support disaggregated by public and private investment.

This indicator reports on the amount of investment catalyzed towards green growth projects in partner countries, which GGGI contributed to. The indicator result will be disaggregated by public and private finance. Targets are cumulative and measured from a baseline year of 2014. Private finance refers to non-public sources such as banks (excluding MDBs or RDBs), private companies, private or company pension funds, NGO money, CDM financing, voluntary carbon credit market, insurance companies, private savings, family money, entrepreneurs’ own capital and sovereign wealth funds. It includes all types such as equity, debt and guarantees. Public finance refers to financial resources from donors and partner governments, development agencies, MDBs and RDBs. It excludes Sovereign Wealth Funds, private banks and other private finance defined in ‘private finance’. Finance is catalyzed when the use of funds for a specific green growth objective leads to additional funds to be applied for that objective than would otherwise have been the case. Catalyzed resources could be: upfront co-financing (i.e. resources committed to the project from the private sector at the time of project approval); subsequent co-financing (i.e. resources committed after the project has been approved or commenced implementation). Evidence of GGGI support of catalyzed funds may be drawn from Letters of Intent, Memorandums of Understanding or Ministerial letters of gratitude.

2.2 Number of instances where member countries successfully gain new access to financing sources (e.g. Green Climate Fund) with GGGI’s support.

This indicator measures how successful GGGI has been in facilitating access to finance for green growth investments. (Outcome 2.1). This could be the result of different types of assistance provided by GGGI, such as: (i) assistance with development of bankable projects which are then funded by the private or multilateral development banks; (ii) development of domestic financing mechanisms for green growth, such as the People’s Survival Fund in the Philippines or the Climate Resilient Green Economy mechanism in Ethiopia; (iii) support to access international sources of financing, such as the Green Climate Fund; and (iv) development of green growth policies which result in budget appropriations for implementation through partner government budget processes.

2.3 Extent to which green growth investments supported by GGGI are aligned with the four elements of green growth namely, economic growth, environmental sustainability, poverty reduction and social inclusion

This indicator assesses the extent to which green growth investments raised by governments advance the achievement of green growth model espoused in the Strategic Plan. It will measure the extent to which green growth investments in partner countries supported by GGGI are aligned with the four elements of green growth, using a 4-point scale balanced scorecard to assess the following:

i. Will the investment lead to the generation of an economic activity or economic growth? ii. Does the investment support poverty reduction directly or indirectly?

iii. Will the investment support environmental sustainability or climate change mitigation? iv. Will the investment support social inclusion or promote gender equality?

These 4 questions are simply answered ‘yes’ for a score of 1 and ‘no’ for a score of 0 with a maximum score of 4.

Output 2: Inclusive green growth plans, strategies and investment plans are converted into implementable actions

2.1 Number of completed advisory outputs developed that inform decisions on green growth investments.

This is a quantitative indicator than measures the number of completed advisory outputs that inform government decisions on green growth investments. Advisory outputs include those that are expected to lead directly to the mobilization of finance for green growth projects. Examples include investment proposals, bankable projects, development of national financing mechanisms and feasibility studies where it is a final end product – fully meeting the requirements of a partner

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government. The indicator will be assessed by aggregating all relevant outputs identified in approved project log frames which were successfully delivered during the reporting period.

Output 3: Support provided in creating an enabling environment for public and private sector investment in green growth

3.1 Number of completed advisory outputs that aim to improve the enabling environment for green growth investments.

This is a quantitative indicator that measures the number of completed advisory outputs that aim to improve the enabling environment for green growth investments. Outputs include those that are expected to indirectly lead to increased mobilization of finance by improving the enabling environment for green growth investment. Examples include development of de-risking tools and instruments and legal frameworks. The indicator will be assessed by aggregating all relevant outputs identified in approved project log-frames which were successfully delivered during the reporting period.

Intermediate Outcome 3: Improved multi-directional knowledge sharing and learning to empower local and external agents necessary to drive green growth change processes in partner countries.

3.1 Extent to which GGGI’s capacity development and knowledge sharing activities have directly strengthened partner countries capacity to develop and implement green growth policies and investments (results disaggregated by gender)

A key purpose of GGGI’s capacity development and knowledge sharing activities is to build capacity of partner governments and local agents to support the development and implementation of green growth policies and investments. This indicator focuses on capacity building activities that support IO 1 and IO 2 and have led to improvement in participants’ knowledge or skills and how they have directly applied it to advancing partner countries green growth agenda. It measures the extent to which GGGI’s capacity development activities have strengthened partner countries capacity to implement green growth policies and investments. The impact of a random sample of 10 activities will be reviewed using a 5-point scale balanced scorecard to assess the following questions:

i. In this country, did GGGI conduct capacity building activities related to green growth and climate change for government counterparts and local development agents (individuals)?

ii. In this country, how many government counterparts and other participants attended the capacity building event? How many were men and how many were women?

iii. In this country, have those participants including government counterparts who attended the capacity building event demonstrated a gain in knowledge and skills from their training and learning?

iv. In this country, did government counterparts and other participants use the knowledge gained to implement green growth or climate change policies, budgets or programs?

v. In this country, did GGGI’s implemented capacity building activities clearly align with the country specific objectives set out in the WPB 2017-2018?

These 5 questions are simply answered ‘yes’ for a score of 2, ‘partially’ for a score of 1 or ‘no’ for a score of 0 with a maximum score of 10.

3.2 Number of green growth policies adopted, or investments made that benefited from experiences and lessons from other countries

Another key purpose of GGGI’s knowledge sharing activities is to help inform policy and investment decisions. This indicator estimates how often GGGI has successfully harnessed lessons from other countries to help inform green growth policies or investments. This indicator will be measured by identifying the subset of green growth policies adopted (Outcome 1.1) or access gained to green growth financing sources (Outcome 2.2) that drew on lessons from other countries. These could include lessons from GGGI projects in other countries or from other sources such as GGKP or GGBP.

3.3 Extent to which knowledge products disseminated by GGGI are aligned with the elements of green growth, namely economic growth, environmental sustainability, poverty reduction and social inclusion and have a high-quality impact.

This indicator will measure the extent to which knowledge products produced by GGGI under IO 3 (Output 5.1) are aligned with the four elements of green growth, describe implementable actions, and have a high value impact. The impact of a random sample of at least 10 knowledge products will be assessed using a 6-point balanced scorecard to assess the following questions:

i. Is the knowledge product aligned with any of the four elements of green growth, namely economic growth, poverty reduction, environmental, sustainability and social inclusion?

ii. Does the knowledge product draw from credible sources of data and employ robust analytical methods and approaches?

iii. Is the knowledge product coherent, i.e., is the content presented in a way that is easy for audiences to understand?

iv. Is the knowledge product produced with quality assurance, i.e., has the product been peer-reviewed or otherwise gone through an expert review process?

v. Is the knowledge product actionable and implementable, i.e., does it contain clear conclusions and recommendations that are actionable?

vi. Is the knowledge product relevant in supporting partner countries’ transformation toward an inclusive green growth model?

These 6 questions are simply answered ‘yes’ for a score of 1 and ‘no’ for a score of 0 with a maximum score of 6. *This is under review by the IO3 working group

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Output 4: Global institutional relationships, partnerships, and knowledge networks formed and leveraged

4.1 Proportion of capacity development activities that share experiences and lessons from GGGI countries

This indicator aims to assess the extent to which GGGI is harnessing lessons from other countries and incorporating these into its capacity development efforts. The indicator will measure the percentage of all capacity development activities that explicitly include cross-country knowledge sharing elements. Examples include the use of case studies from other countries, involvement of participants from different countries in knowledge exchange, and study-tours.

4.2 Number of new countries joining GGGI as members

Expansion of membership contributes to IO 3 as it increases the number of countries where green growth initiatives can be implemented with GGGI support, and lessons shared with others. It also enhances the ability of member countries to advocate green growth agenda more broadly, by expanding GGGI an alliance of likeminded countries that support the model. Data for this indicator will be drawn from ODG’s Governance Department and SPC.

4.3 Number of new projects where country needs are being met through a range of partnerships brokered by GGGI.

This indicator highlights the importance of partnerships and collaboration between GGGI and other stakeholders other than partner countries to implement and scale up green growth interventions. Partners include NGOs, private sector, donors, other funding agencies, research bodies and universities, other environmental organizations, etc. It will indicate if a project meets a country needs through partnership and what type of partnership.

Output 5: Knowledge products generated to contribute to the international discussion on green growth and support GGGI operations

5.1 Number of knowledge products produced to improve understanding of green growth and support GGGI operations

This is a quantitative indicator that reports on the number of knowledge products produced by GGGI annually to support and advance its green growth agenda and goals. Knowledge products include published technical reports, guidelines, insight briefs, and peer reviewed papers.

5.2 Number of capacity building activities that align with IO 1 and IO 2.

This indicator aims to assess and determine the extent to which GGGI’s capacity building activities are closely aligned and support the implementation of IO1 and IO 2.

Output 6 -Cross-cutting Output: All new projects implemented by GGGI have adequately identified and addressed SPRSI elements in their design in support of social safeguards, poverty reduction and social inclusion including gender.

6.1 Number of new projects approved by GGGI for implementation that have identified and addressed one or more SPRSI elements relating to social safeguards, poverty reduction and social inclusion including gender.

This indicator will measure the number of new projects approved by GGGI for implementation that have identified and included design measures based on SPRSI elements, namely social safeguards, poverty reduction and social inclusion and gender.

7. Business Management Outcome: Better value for money - maximizing institutional effectiveness and efficiency

Economy

7.1 % of total budget spent on non-programmatic activities

This indicator will track the proportion of GGGI’s annual total budget resources allocated to non-programmatic activities. The non-programmatic amount is the sum of OED (all units but excluding IEU and Procurement) + Corporate Shared Costs (CSC) + ODG (including OIAI, SPC and Governance) – capital. This indicator serves as a proxy for organizational efficiency and value for money. GGGI has set a 2020 target of spending 21% of its budget on non-programmatic activities and 15% in 2023.

Efficiency

7.2 % of budget disbursed This indicator measures the percentage of actual disbursement of GGGI’s annual revised budget. It demonstrates GGGI’s capacity to fully utilize available resources.

Equity

7.3 % of budget allocated to Member LDCs

GGGI has committed to increase the percentage of its total budget allocated to member LDCs to 50% by 2020. This indicator tracks progress towards this target.

7.4 % of budget allocated to Member LDCs and MICs combined

GGGI has committed to increase the percentage of total budget allocated to member countries (LDCs and MICs combined) to 87% by 2020. This indicator tracks progress towards this target.

Effectiveness

7.5 Effective and timely communication of results

This indicator is a proxy for GGGI’s results-based management and corporate results reporting. It tracks the timely completion and publication of GGGI’s Annual Report.

7.6 Increase in GGGI core and earmarked funding

This indicator tracks GGGI’s annual progress towards its set annual targets for raising core and earmarked funding to finance its budget.

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Annex 5: Key Milestones for Implementing WPB 2019-2020

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Attachment: Compendium of Business Plans

Purpose and Methodology

Country business plans reflect the Country Planning Frameworks (CPFs) and operationalize their options analysis and GGGI’s contributions to the

strategic outcomes in alignment with GGGI’s Refreshed Strategic Plan 2015-2020. While some of the CPFs are dated and others are being finalized,

the country business plans enable their refreshing and facilitate dialogue and generate mutual interest in GGGI’s progress in striving for green growth

outcomes in its partner government.

The country business plans are consolidated into a GGGI corporate level Work Program and Budget 2019-2020 (WPB) to facilitates transparency and

dialogue on GGGI’s direction and progress as an advocate for green growth and implementing agency of innovation through its country and global

business plans. WPB also enables a reflection on the GGGI’s positioning in the evolving global context where its partner countries aim to incorporate

green growth objectives into their planning and investments and work toward their Nationally Determined Contributions (NDCs) and Sustainable

Development Goals (SDGs).

The preparation of country business plans was initiated through the GGGI’s annual portfolio and results review in late 2017. The process involves

interdivisional country teams and dialogue with the government counterpart agencies, including the donor coordination function of the government

and donor organizations represented in GGGI’s partner countries. It also drew on the whole-of-agency knowledge on the country conditions,

challenges, opportunities, and progress to-date and weaved in the innovative learning across GGGI. The country business plans focus on the GGGI’s

strategic outcomes relevant to the partner country, address the cross-cutting features of institutional governance and capacity building, policy aspects

for unleashing investment to green growth, gender and social inclusion, and partnerships across the government institutions, donors, and the private

sector.

In the business plans, the column “GGGI” refers to base core allocation funding and the column “Total” refers to Plus case total in the final WPB

Budget Table (refer to WPB 2019-2020 Main Document).

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Table 1. GGGI Partner Countries (5 September 2018):

Portfolio/Region Country Page No.

Africa & Europe Region 3

Burkina Faso 6

Ethiopia 11

Hungary 16

Jordan 20

Morocco 26

Mozambique 31

Rwanda 35

Senegal 41

Uganda 46

Portfolio/Region Country Page No. Portfolio/Region Country Page No.

Asia & Pacific Region 52 Latin America &

Middle East

Region 136

Cambodia 55 Colombia 139

China 60 Costa Rica 145

Fiji 65 Guyana 149

India 70 Mexico 154

Indonesia 74 Caribbean (OECS) 160

Kiribati 81 Peru 163

Lao PDR 87 Qatar 168

Mongolia 92 UAE 171

PNG 107 Thematic and Green Investment Origination Plans

Philippines 111 Portfolio Group Page No.

Thailand 116 Thematic and GIS 176

Tonga 121 Water and Sanitation 179

Vanuatu 125 Sustainable Energy 183

Vietnam 130 Sustainable Landscapes 186

Green Cities 190

GIS 193

Global Business Plans of Thought Leadership and

Sustainability and Safeguard Unit (SSU)

Thought Leadership 197

SSU 201

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Africa and Europe

GGGI has been working in African since its establishment as an international organization in 2012, commencing with operations in Ethiopia and

Rwanda. GGGI has since added five new programs in the African region in Uganda, Senegal, Morocco, Mozambique and, the most recently, in Burkina

Faso. In addition to its African operations, GGGI manages programs in Hungary for the Balkan countries and in Jordan as part of the Africa cum

Europe portfolio. The programs currently cover all four thematic areas, but have a particular focus on green cities, energy and support to National

Financing Vehicles (NFVs).

Achievements in 2017-2018: Key among the achievements in GGGI’s Africa and Europe portfolio are exemplified by national green growth

strategies adopted in Jordan and Uganda, which provide strengthened national-level frameworks for green growth. Sector-level policies and plans

were developed in Rwanda and Senegal that facilitated preparation of green projects, including the Rubavu Eco-tourism project in Rwanda that will

generate green jobs. GGGI’s capacity building was effective, for example in Morocco and Mozambique, enhancing political will and urgency in the

Governments’ interest in green growth policy design and adoption. In the two countries, GGGI’s support to design NFVs a was key to accessing

climate finance design from Hungary. These successes lent demonstration value, which in turn led to mobilization of additional green finance in

Ethiopia, with where USD 397 million climate funding was attained for the Mekele sanitation project in 2017 alone. GGGI also designed new NFVs for

Senegal and the Western Balkans. The portfolio has leveraged the use of experience through knowledge transfer programs. In Ethiopia and Rwanda,

the NFVs have been shared with countries across the Region. The new Burkina Faso program is managed by the existing Senegal Country

Representative, also offering a new model for GGGI to instill opportunities for programmatic synergies as well as value for money.

Workplan for 2019-2020: GGGI’s programs in Africa designed to continue progress toward the right-hand side of the value chain to project design

and financial engineering, by developing bankable projects with significant impact on NDCs and SDGs. There will also be new thematic focus areas,

particularly in sustainable landscapes in Ethiopia, Mozambique, Uganda and in water Ethiopia, Rwanda, and Senegal. To meet the demand for

development of projects at the regional level, GGGI will engage with regional entities and regional leaders. These will focus on initiatives where GGGI

can provide value-added and complementarity, such as in regional climate finance and capacity building with regional organizations.

Green Cities: Rates of urbanization above 4 per cent are common across Africa and the Middle East. This transition presents an opportunity to

develop low-carbon, smart and resilient cities through the adoption of green growth approaches. GGGI’s support to the development of sustainable

secondary green cities will continue in Rwanda, Uganda and Senegal. Building on the work from the 2017-2018 WPB, GGGI will focus on the

implementation of green growth strategies for these secondary cities through the development of bankable projects in waste management, urban

mobility, and access to sustainable sanitation and energy. The Burkina Faso program will seek to apply best practices from GGGI’s regional

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experience in developing planning and policy for secondary cities. An exciting development in the Green Cities theme is GGGI’s emerging focus on

sustainable transport. In Jordan will develop strategies and bankable projects in the electric mobility sector. In Morocco, GGGI will support the

implementation of the National Sustainable Mobility Roadmap through policy advice and project development. Water and sanitation presents

another emerging theme for GGGI programs in Africa, with bankable projects to be developed for waste water and sludge management in Ethiopia,

Rwanda and Uganda.

Sustainable Energy: While access to electricity in sub-Saharan Africa has increased in recent years, it is still generally low by global standards with

many countries’ access rates of less than 35%. GGGI will support increased access to sustainable energy through its green energy programs. In

Uganda, GGGI will implement a project to increase access to clean energy for low income urban households in two secondary cities of Mbarara and

Gulu. Renewable energy for productive uses will be central to GGGI’s programs in Mozambique and Senegal, with co-benefits stemming from

improvement of agricultural productivity and reduction of natural capital depletion.

Sustainable Landscapes: Sustainable Landscapes is an emerging focus sector for GGGI’s African portfolio, with considerable opportunities to deliver

impact. For example, in Ethiopia 90 per cent of GHG emissions come from agriculture and livestock, including deforestation and forest degradation,

while majority of the population in the region is employed in these sectors, particularly among the vulnerable segments. GGGI will support the

development of climate resilient agricultural supply chains in Uganda, Mozambique, Ethiopia, Rwanda and Burkina Faso. GGGI will also directly

support investment in the sector via Ethiopia’s National Agricultural Investment Framework and work on climate resilience in Rwanda by supporting

the implementation of the Strategic Program for Climate Resilience. GGGI will also support the development of micro-insurance for smallholders in

Ethiopia to increase their resilience to climate risks.

National Financing Vehicles: Access to international climate finance is a key to the success of green growth strategies. GGGI will continue to

strengthen the operations of and mobilize resources for Ethiopia’s CRGE Facility and Rwanda’s FONERWA fund. GGGI will seek to operationalize

the Renewable Energy and Energy Efficiency Fund (REEF) in Senegal and the Western Balkan Green Fund in partnership with the Government of

Hungary. Building on this experience, GGGI will support the development of NFVs in Uganda to implement the Uganda Green Growth Development

Strategy; and Burkina Faso is learning from Senegal’s REEF experience to set up its own energy efficiency fund. GGGI will also work with in-country

institutions, such as by supporting the accreditation of Direct Access Entities (DAEs) in partnership with the Green Climate Fund (GCF) in Jordan,

Burkina Faso, and Uganda.

Partnerships and Resource Mobilization: GGGI’s Africa and Europe region has been successful in mobilizing resources from a range of

development partners. GCF Readiness projects are currently being implemented in Rwanda and Jordan. Readiness projects are expected to be

5

approved for implementation in 2019-2020 in Mozambique, Ethiopia, Burkina Faso, Senegal and Uganda. Italy’s Ministry for the Environment, Land

and Sea (IMELS) is supporting the development of bankable project pipelines in Ethiopia and Rwanda. The Netherlands’ Ministry of Foreign Affairs

support a project to accelerate consumer and market access to solar home systems in Uganda, and Luxembourg’s Ministry of Sustainable

Development and Infrastructure is considering support to the development of sustainable private public partnerships and business models for human

waste recycling and valorization in Senegal.

Regional Hub: To enhance its support to the Africa and Europe region’s portfolio, GGGI is establishing a regional office in Addis Ababa, Ethiopia.

This office will enable GGGI better serve its country programs in the Africa Region with a focus to ensure GGGI’s impact and value in its partner

countries and help with stronger resource mobilization through a decentralized model, including capitalizing on its close liaisons with organizations

such as the GCF, the African Development Bank, the Africa Union, UN Habitat Nairobi, UNECA (United Nations Economic Commission for Africa),

COMESA (Common Market for Eastern and Southern Africa) and SADC (Southern African Development Community). GGGI has received several

expressions of interest from development partners for regional projects. GGGI and AfDB have signed an MoU to develop regional initiatives. Other

potential partners for regional initiatives include GCF, KOICA (Korea International Cooperation Agency) and IMELS (Italian Ministry for the

Environment, Land and Sea).

6

Burkina Faso

Country Strategy:

GGGI operations in Burkina Faso officially started in 2018, and the membership ratification process is ongoing with completion expected in 2018. The

new Government’s ambition to ground its development actions on a green growth approach led to the establishment of the Ministry of

Environment, Green Economy and Climate Change. Furthermore, the Country’s new development strategy – (Program for National Economic and

Social Development – PNDES) – aims to reverse environmental degradation trends and ensure sustainable management of natural resources through

improved environmental governance, mainstreaming of green economy perspectives in development policies, mitigation and adaptation capacities

to the adverse effects of climate change are reinforced to ensure an effective transition to the green economy. To achieve this, PNDES plans in its

implementation to increase the amount of sequestered carbon to 8 million tons by 2020 and creates 2000 Eco-villages, . to focus on reducing carbon

emissions, building resilience to climate change, developing and promoting non-timber forest products, promoting sustainable consumption and

production patterns and fighting against anarchic exploitation of mineral resources. In its Intended Nationally Determined Contributions – INDC of

October 2015), GoBF sets two objectives: (i) Mitigation objectives, aiming to reducing greenhouse gas emissions; and (ii) Adaptation objectives,

aiming to reducing the vulnerability of natural and human systems to the effect of current or expected climate changes. Building on the the

country’s growing interest for GGGI support, interventions in 2018 to support the national priorities and linked to GGGI strategic outcomes are

structured around: (i) supporting the Country accessing GCF Readiness Funding, and respond to GoBF’s request to institutional development

support to the Fund for Environment Interventions (FIE) to becoming a Direct Access Entity for GCF; (ii) Support to the Eco-villages initiative, flagship

project under PNDES, to strengthen rural communities’ resilience to climate risks and promote local economies, with a $10 million concept note

submitted to GCF Simplified Approval Process window; (iii) Capacity building on green growth governance matters, bankable projects development

and NDC implementation; and targeting.

Country Program

GGGI’s ongoing and anticipated future support will focus on helping Burkina Faso deliver the PNDES and generate green growth. Specific

intervention pillars will be defined in the upcoming CPF to be developed in 2018. These will however include ongoing technical assistance for FIE

accreditation and support to the delivery of the ecovillage project. Building on the outcomes of the meetings and GoBF priorities, GGGI focuses on

three areas (to be adjusted when the Country Planning Framework is elaborated in 2018):

(i) Sustainable Landscape and scaling up of Eco-villages development model: focusing on agroforestry (e.g., cotton, rice, processing of fruit,

Conservation Agriculture) and renewable energy for productive uses best practices to power a stronger and inclusive social and economic

rural development. This will contribute to GHG emissions reduction, Creation of Green Jobs, Increased access to green affordable energy,

Increased access to improved sanitation, Increased access to sustainable waste management, Increased access to sustainable public transport,

7

Improved air quality Adequate supply of ecosystem services and Enhanced adaptation to climate change.

(ii) Green Cities development: GGGI will support the GoBF for the formulation of Guidelines for Green Secondary Cities’ development, and a

Roadmap for the implementation of guidelines in 2 pilot cities to create an enabling environment to integrate the green perspective into the

planning and policy documents for increased access to green affordable energy, increased access to improved sanitation, increased access to

sustainable waste management, increased access to sustainable public transport.

(iii) Inclusive Green growth Capacity development: GGGI will: (a) work with University of Ouaga 1, GoBF Agencies and other Training and

Research Institutions to roll-out to scale the long-term capacity building and knowledge sharing efforts in partnership with the Initiative of

Least Developed Countries Consortium on Climate Change – LUCCC; and (b) Support GoBF to set-up a national accredited entity to the Green

Climate Fund as innovative national financing vehicle.

Partnership and Resource Mobilization1

GGGI conducted extensive consultations with key partners inside and outside of Burkina Faso. With the GGGI operations in its first year in 2018 and

expected to expand in the next biennium, the resulting potential cooperation areas (to be structured in the upcoming CPF) and partnerships are

presented below:

Results Area Government Partners Development partners funding

programs in the area

Delivery Partners Active in the area

Green cities Ministries in charge of Family, Women & Children;

Environment, Green Economy & Climate Change; Urban

Planning & Habitat; Economy, Finance & Development;

Infrastructures; Transports, Urban Mobility & Security;

Territorial Administration; Energy; Trade; Industry &

Handicraft; Water & Sanitation

AfDB, BMGF, WB, DANIDA, AFD,

IUCN, GGGI, West African

Development Bank (BOAD)

ANEREE - National Agency for RE & Energy Efficiency

PAGE

Association of Municipalities

GGGI

Sustainable Landscapes Ministry of Agriculture & Hydraulic Infrastructures, Ministry

of Energy, Ministry of Trade, Industry & Handicraft,

Ministry of Water & Sanitation

GCF-SAP, DFATD, SDC, UNDP, AfDB,

World Bank, DANIDA, Sweden,

Luxemburg, EU, GGGI, African Union

thru AAA initiative (Adaptation of

African Agriculture)., USAID

ABER - National Agency for Rural Electrification

FIE – Funds for Investment in Environment

GGGI

1 Though the GoBF does not contribute financially to the program implementation costs of GGGI, it is expected to facilitate the provision of: (i) Total of 6 Office spaces from 2018 onward, and making meeting venues

available for day-to-day operations and meetings of committees; (ii) Office equipment with utilities; (iii) One vehicle; (iii) Time commitments of dozens of various public servants from central and local governments as

per GGGI requested for meetings, consultations, concept notes and proposals development; (iv) Duty free imports of materials and equipment for GGGI operations and expatriate needs, as appropriate; etc. On the

overall, this in-kind contribution is estimated to reach the equivalent of $60,000 over two years.

8

Cross-cutting (Capacity

building, National

financing vehicle,

Financial instruments,

Knowledge sharing)

Prime Minister Office – NDA, University of Ouagadougou –

Ouaga 1

IRENA, GCF, AfDB, Sweden, IUCN,

GGGI, Centre for Renewable Energy

and Energy Efficiency ECREEE,

Association of Professionals from Banking and Financial

Sector

FIE – Funds for Investment in Environment, ICCCAD-

LUCCC, GGGI, CEPAPE - Centre d’Etude pour la Protection

et la Promotion de l’Environnement

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for BURKINA FASO for 2019-2020: $0.36 million; Government counterpart

funding: In-kind: $0.09 million; and Donor co-financing of the program (earmarked) is expected at $1.00 million in the biennium for a total of $3.30

million (plus).

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for BURKINA FASO for 2019-2020: $0.42 million; Government counterpart

funding: In-kind: $0.09 million; and Donor co-financing (earmarked) of the program is expected at $2.88 million in the biennium for a total of $3.3

million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov2 Partner Gap Total

Ongoing 2017-2018

Cross-cutting Project Management Jan-18 Dec-18 0.09 0.05 0.09

GCF Readiness funding Jan-18 Dec-18 0.02 0.02

Green cities &

Energies

Eco-villages & RE4PU Jan-18 Dec-18 0.06 0.06

TOTAL 2017-2018 0.17 0.17

Planned 2019-2020

Green cities Green Secondary Cities Guidelines

& roadmap

Jan-19 Dec-20 0.15

[0.16]***

0.05 0.20

[0.75]***

0.40

[0.96]***

AfDB, BMGF, AWF/AfDB,

GCF-SAP, WB, DANIDA, AFD

Sustainable

landscape

Eco-villages model Scaling up Jan-19 Dec-20 0.15

0.25

GCF-SAP, DFATD, SDC,

UNDP, DANIDA

2 Government in-kind contributions include office spaces for a team of 4 staff, office equipment, shared facilities including meeting room & conference room; utilities, cleaning services, one vehicle and 24/7 security

services

9

Development of 5 rural growth

poles via Agri-RE local

entrepreneurships

Jan-19 Dec-20 0.10

[0.13]***

[1.00]***

[1.13]***

GCF-SAP, AfDB, Canada,

DANIDA, IsDB Lives and

Livelihood Fund

NAP for increased investment in

climate sensitive sectors

Jan-19 Dec-20 GCF, Sweden, Luxemburg,

DANIDA

Green growth

governance

Long-term capacity-building for

climate change dev. support

Jan-19 Dec-20 0.05

[0.08]***

0.10

[0.35]***

0.49

[1.00]**

ICCCAD-LUCCC, IRENA, GCF,

AfDB, Sweden

Mobilizing green finance for RE

with private sector

Jan-19 Dec-20 GCF, AfDB

Making FIE a National Accredited

Entity to GCF

Jan-19 Dec-20 0.34

[0.57)***

GCF

Unallocated core funding 0.00 -

Funding for Proposal Preparation/ Other 0.06 0.21

Total 3.3

Legend: $X.XX → Figures representing BASE CASE scenario [$X.XX]*** → Figures representing PLUS CASE scenario

10

Results Framework: Burkina Faso Program Summary 2019-2020 – Pending Country Planning Framework (CPF) development

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Green cities:

Enhancing

capacities for

planning &

financing of

green

secondary

cities

development

• Green Cities Technical Advisory Committee

• Green Secondary Cities Guidelines & Roadmap

for implementation

• Stakeholder capacities improved in bankable

project development

• Decentralized institutions in 2 pilot cities

• GCAP developed for the 2 pilot cities and 2

projects on WASH+Waste Management &

Green buildings

• Green cities guidelines

• Institutional mechanisms

• Investor database

• Reports of Workshops

• Project design documents

• Project funding agreements

• Regular Progress reports

• GHG emission reduction

(SO.1) of 3.9 MCo² eq

• 656,000 beneficiaries with

increased access to

improved sanitation

(SO.3.2)

• Sustainable waste

management (SO.3.3)

• 18,900 green Jobs (SO.2.)

Assumption(s):

• Government of Burkina Faso (GoBF) and

stakeholders buy-in

• Timely donor approvals

Risk(s):

• Government approvals

• Stakeholder cooperation

• Funding

• Security situation

Sustainable

Landscapes

Enhancing

resilience to

climate

change

through Eco-

villages and

national

adaptation

planning

• Sustainable Landscapes Technical Advisory

Committee

• Implementation institution for NAP

• Knowledge platform

• Business model for eco-villages

• Safeguards, poverty reduction and social

inclusion mainstreamed

• Increased green investment planning in climate

sensitive sectors through NAP implementation

• Benchmarking of national & international best

practices

• Reports of Workshops

• Projects design documents

• Funding agreements

• Progress reports

• Market assessment reports

• Business model

• Action plans for pilots

• Benchmarking report

• Database of potential

investors and project

developers

• GHG emission reduction

(SO.1) 78,221 Co² eq

• 310,000 beneficiaries with

access to green affordable

energy (SO.3.1)

• Improved sanitation

(SO.3.2),

• Increased sustainable

waste management

access (SO.3.3)

• Green jobs (SO.2.)

estimated at 6,272

• Enhanced adaptation to

climate change (SO.6.)

Assumption(s):

• Buy-in from the GoBF, stakeholders

Risk(s):

• Timely government approvals

• Timely donor approvals

• Security situation

Cross-cutting

(Capacity

building,

National

financing

vehicle,

Knowledge

sharing)

Developing

capacities and

Mobilizing

finance NDCs

• Strengthened stakeholder capacities in MRV,

Climate Diplomacy

• 1 University rolls out LUCCC initiative

• Safeguards mainstreamed

• FIE accredited to GCF as DAE

• Access to climate finance enhanced

• Proposal for NFV’s submitted to financier

• Stakeholder plan

• Training modules

• FIE application f to GCF

• Workshop reports

• NFV investment proposal

• 173,000 beneficiaries

• GHG emissions

reduction (SO.1) of

629,142 Co² eq

• Green jobs (SO.2.)

estimated at 12,500;

• Enhanced adaptation to

climate change (SO.6.)

Assumption(s):

• Positive investment climate

• Partner interest

Risk(s):

• Technical expertise

• Universities availability

• FIE implementation capacity

• Security situation

11

Ethiopia

Country Strategy

GGGIs contributions have evolved rapidly in Ethiopia since the program’s inception in 2010, with notable long-term successes in the development of

the Climate Resilient Green Economy (CRGE) Strategy and the CRGE Facility in Ethiopia. Since then, GGGI interventions have primarily focused on

providing technical assessments, strategy development, analytical work, capacity development, project development and implementation to support

Ethiopia’s critical transition to a national green growth model and the effective implementation of the CRGE. Overall, GGGI’s interventions in key

emission-heavy sectors of water, energy, agriculture, forestry and cities have contributed to accelerating green growth in Ethiopia. GGGI’s major

achievements in 2017-18 include: determining the financial requirements and options for full implementation of the CRGE strategy/NDCs; the

development of a sector-wide system for tracking climate change expenditure; the development and implementation of REDD+ investment proposals

(through providing technical support to the REDD+ Secretariat); Supporting the climate diplomacy efforts of the country in the LDC chairmanship in

the UNFCCC process ;Supporting the Industrial Parks Development Corporation (IPDC); Supporting the Government of Ethiopia (GoE) develop an

investment profile on the Mekelle City Water Supply Project; and the development of a MRV system for the CRGE. Additionally, GGGI secured funding

from the Italian Ministry of Environment, Land and Sea (IMELS) for a 10 months cooperation project in Climate Change Mitigation and Adaptation in

Ethiopia. GGGI’s 2019-2020 operations will build on the successes of the periods 2014-2016 and 2017-18, and will continue supporting and and up-

scaling existing projects. Priority outcomes for 2019-20 will specifically contribute to outcomes 1, 2, 4, 5 and 6 of Ethiopia’s Country Planning

Framework (CPF) (2016-2020).

Country Program

GGGI supports Ethiopia with a focus on CRGE and NDC implementation, identifying green economy opportunities that can enable Ethiopia to realize

its ambitious growth targets of becoming a middle income country by 2025 while keeping greenhouse gas emissions to 2010 levels. Building on

previous successes, GGGI Ethiopia will continue to put safeguards and gender issues at the heart of its country program. This will be underpinned by

delivering relevant policy instruments/guidelines, building capacity of key CRGE executing ministries and institutions with regards to adoption and

strengthening of gender mainstreaming policies, and incorporating Environmental and Social Safeguard (ESS) in its projects. Based on the priorities of

the CRGE strategy, GGGI has anchored its planned interventions for 2019/2020 on cross cutting, water and sustainable landscape areas:

i. Cross cutting: Accelerating pro-poor inclusive green growth in Ethiopia by mainstreaming climate change and NDC

implementation into development initiatives, providing sector-level programmatic planning for mitigation actions and supporting

the resource mobilization efforts of the CRGE facility. GGGI will work with key CRGE executing ministries and institutions in the

adoption of policies to reflect gender inclusivity and the strengthening the overall gender policy and analysis capacity. This effort is

underpinned by the following relevant policy instruments/guidelines: i. Environmental and Social Safeguard (ESS) Assessment; ii.

12

Environmental and Social Management (ESM) framework; iii. CRGE-focused Gender framework guides and action plan; Etc.

ii. Sustainable Landscapes: Increasing the resilience and reducing the vulnerability of livelihoods and landscapes in Ethiopia by

mainstreaming gender-responsive, climate smart approaches and tools. GGGI’s intervention targets towards food insecure and

vulnerable populations through the PSNP4, being implemented across 8 regions, 329 woredas (districts) that have been identified

as chronically food insecure. Core beneficiaries amount to 8 million people across the following PSNP regions, Amhara, Afar,

Oromia, SNNPR, Tigray, Somali, Dire Dawa and Harar. GGGI will support on the development of the NAIF’s Financing Strategy

that targets vulnerable groups facing challenges with adequately accessing some of the following: secure food supply; adequate

education; sufficient incomes; green jobs; management of resources; etc. Additionally, GGGI aims to provide technical support and

capacity building for the development and implementation of livestock efficiency and forest sector transformation initiatives within

the framework of REDD+ implementation.

iii. Water: Increasing Ethiopia’s sustainable water resource management by creating a national financing vehicle to support micro-

insurance rollout for 50,000 – 75,000 smallholder farmers in the 4 regions of Tigray, Amhara, Oromia and SNNPR, to increase their

climate resilience to weather related water risks. The project will create green jobs and secure food supply for the groups

vulnerable to climate change. GGGI will support industrial Parks Development Cooperation with the development of bankable

projects and mobilisation of funds for sustainable waste water and sludge management at the 9 eco-industrial parks across

Ethiopia, the key areas for the realisation of the GTP II targets; and GGGI will develop projects for policy interventions for water

resource management.

Partnership and Resource Mobilization

The country progam works with the the GoE to support the country’s development goals based on the CRGE Strategy and its NDCs. The Ministry of

Environment, Forest and Climate Change (MEFCC) is the responsible government institution for coordinating the CRGE. The Ministry of Finance and

International Cooperation (MOFEC) is the key partner responsible for raising climate financing through the CRGE faclity and coordinating

development partners. In addition to MEFCC and MOFEC, GGGI is involved with the Ministry of Agriculture & Livestock (MoAL), the Ministry of Water,

Irrigation and Electricity (MoWIE) and the Ministry of Industry (MOI) to share knowledge transfer and provide technical backstopping, especially

regarding CRGE sector mainstreaming, program and project structuring, and attracting development funding.

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Ethiopa for 2019-2020: $1.5 million; Government counterpart funding:

In-kind: $0.05 million; and Donor co-financing of the program (earmarked) is expected at $0.6 million in the biennium for a total of $2.1 million.

13

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for BURKINA FASO for 2019-2020: $1.77 million; Government counterpart

funding: In-kind: $0.09 million; and Donor co-financing (earmarked) of the program is expected at $2.45 million in the biennium for a total of $4.22

million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov3 Partner Gap Total

Ongoing 2017-2018

Cross

Cutting

Green Growth Accelerated, climate

change and adaptation program

Jan-17 Dec-18 3.00 0.05 0.11 3.16 Gov is providing office space

Italy-IMELS cooperation agreement 100K

Euro

NIE capacity and readiness Jul-17 Dec-18 0.98 0.98 GCF

TOTAL 2017-2018 3.00 0.05 0.21 3.26

Planned 2019-2020

Cross

Cutting

Green Growth Accelerated-II

Jan-19 Dec-20 1.30 0.05 0.75 2.30 PSNP, NAP and NAIF

Climate Change Vulnerability,

Mitigation and Adaptation in

Ethiopia

Mar-19 Dec-20 0.20 0.20 Italy- IMELS cooperation agreement possibly

to continue funding for 2019-2020

ETH-National Adaptation Plan

supported

Jan-19 Dec-20 0.60 0.60 GCF NAP by NDA with GGGI as delivery

partner- Only GGGI share & possible staffing

cost indicated

Sustainable

Landscapes

National Agricultural Investment

Framework roadmap

Jun-20 Dec-20 0.20 0.20 NAMA 3rd call.

Seeking alternative partnerships

Climate smart approaches and tools

for implementation of the PSNP4

mainstreamed

Jul-19 Dec-20 0.30 0.30 Consortium with AECOM to bid for EU

funding-

Water Sustainable water management

practices strengthened

Jan-19 Dec-20 0.10 0.40 0.50 KOICA, JICA and GCF

Unallocated core funding 0.0 0.00

Funding for Proposal Preparation/ Other 0.1

Total 1.50 0.05 1.30 1.15 4.10

3 The government will provide office space for GGGI free of charge to the program.

14

Results Framework: Ethiopia Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross

Cutting

Green Growth in

Ethiopia

Accelerated

• Sector-level implementation roadmap for

CRGE adopted

• Federal/sub-national implementation and

coordination and integration of the CRGE

into the GTPII and post 2020 enhanced;

• MRV framework implementation supported;

• Resource mobilization engagement with

private, Public and PPP for CRGE Facility

enhanced, and demand for bankable

investments developed;

• Capacity improved

• Implementation roadmap report;

approved strategy documents;

technical notes, training manuals,

review process reports;

• Initiatives and projects supported.

• MRV training manuals, reports, and

technical notes

• Endorsement letters from GOE on

support, MoFEC reports, bilateral/

multilateral agreements

• Bankable project documents

approved;

• Capacity building, research support,

sectorial baseline

IO 1: Strengthened national,

sub-national local green growth

planning and institutional

frameworks, with follow up

plans corresponding to

IO 2: Increased green

investment flows (bankable

project development)

For this project relevant GGGI

SO’s include; SO 1, SO3, SO 6,

SO 5

Stakeholder consensus on

strategy framework;

Lack of data

Commitment from gov;

Availability of technical

expertise;

Project preparation

finance

ETH-National

Adaptation plan

supported

• Effective adaptation governance and

coordination

• Capacity to analyze climate impact and

adaptation investment information

• Adaptation knowledge management,

information sharing, and communication

enhanced

• Adaptation finance action plan updated,

M&E system and capacity to capture lessons

learned developed

• Updated operational guidelines,

training materials, NAP strategic

plan.

• NAP assessment strategy document,

• Guidelines on capacity assessment

and CB documents, online platform

• Adaptation finance action

plan/strategy, training materials and

PCN

• Updated M&E tools document,

strategic recommendation

documents & lessons

Strengthened national green

growth planning and

institutional frameworks

Bankable projects

SO 1, SO3.1, SO 6, SO 5

Lack of access to funding

Stakeholder management

and consensus on

strategy framework;

Lack of sector data

Coordination at the

national and sub-national

level

Readiness-

Building the NIE

capacity and

strengthening

Ethiopia’s

engagement

with GCF

• Gender Policy and Analysis capacity of NIE

strengthened.

• Accreditation of direct access entities

enhanced and NIE financing from small to

Medium level accreditation upgrade.

• Public and private sector stakeholder

resource mobilization

Strengthened institutional capacity of

NIE with Gender action plan and

Fiduciary Standards Assessment and

Action Plan.

Direct access of DBE and NIE upgrade

realized.

GCF private sector window utilization by

the private sector

Strengthened national sub-

national local green growth

planning and institutional

frameworks

Project outcomes-enhanced

finance flows to DAE and NIE:

SO3, SO 6, SO 1

Lack of private sector

engagement

Low stakeholder

participation on capacity

building

Lack of sufficient number

of concept notes from

private sector

15

Sustainable

landscapes

Agricultural

investment

framework

implementation

roadmap for

financing

strategy

• Strategy for private sector investments

developed

• At least one investment proposal developed

and launched for attracting private sector

and additional investment into agriculture

sector.

• Policy amendments to increase private

sector investment in the agricultural sector.

Private sector and other investment in

support of Ethiopia’s agricultural

transformation mobilized

Policy strategy to complement private

sector investment developed

Agri-business value chain financing

needs assessments conducted

Policy, financing and planning

framework(s)

Bankable projects for

environmentally sustainable,

private sector, agri-business

value chains to contribute to SO

1, SO2, SO3.1

Poor inter-ministerial

coordination and/or buy-

in

Lack of effective

engagement from

Government

Climate smart

approaches and

implementation

of the PSNP4

• Climate smart methodologies to the PSNP4

implementation mainstreamed

• Institutional and technical implementation.

• Knowledge for sector and climate finance

PSNP global annual reports, M&E report,

beneficiary reports, workshop outcome

documents, training materials, MRV

reports, case studies, external evaluations

and briefing papers

Strengthened national, sub-

national green growth planning,

financing and institutional

frameworks

SO 1, SO 5, SO 6

Poor inter-ministerial

coordination; buy-in

and/or knowledge sharing

Government engagement

Water Sustainable

water

management

practices

• A business plan and NFV for protection of

small-holders from weather risks developed.

• Water resource management projects

• Reuse strategy and projects at eco-industrial

parks

Assessment, Feasibility, project design

reports.

Financiers letter of intent

Policy, financing and planning

framework(s)

Bankable projects

SO3.2, SO 5, SO6, SO1

Credit and capital market

risk

Low stakeholder

participation

Lack of government

engagement

16

Hungary

Country Strategy:

Hungary is a member of GGGI since 2016. The Host Country Agreement has been signed and the Institute is registered in Hungary as an international

organization since 2018. A Project Office was set up in Budapest hosted by the Ministry of National Development (renamed in May 2018 to Ministry of

Innovation and Technology) and GGGI works with the Climate Policy Department (CPD). The activities in Hungary are focusing on regional and

national support for the implementation of Nationally Determined Contributions (NDCs) and green projects in developing countries. The current

projects are the following:

(i) The design of financing instruments supporting the implementation of the Paris Agreement - including Nationally Determined Contributions

(NDCs) and adaptation plans - in the Western Balkan countries (i.e., Albania, Bosnia and Herzegovina, Kosovo, the former Yugoslav Republic of

Macedonia, Montenegro, and Serbia). The design approach is built around Results-Based Management framework1. The objective of this

approach is to deliver a consultative, step-by-step process of fund establishment in close partnership with stakeholders. In October 2017, GGGI

launched a stakeholder consultation to inform the design of the fund. In addition, an Advisory Committee, composed of representatives of

relevant Ministries in Hungary and stakeholders, was formed to ensure the alignment of the financial mechanism with national development

plans. In parallel, GGGI has engaged a dialogue with the Western Balkan countries to align the scope of the fund with countries’ priorities and

assess the needs and challenges in the Western Balkan countries. Working in close cooperation with the Climate Policy Department of the

Ministry of Innovation and Technology, the concept is being developed, the sectoral priorities have been identified (pre-scoping), the budget

have been developed and the engagement with potential donors is ongoing. The financial instruments to reach beneficiaries are being

developed, including financial proposals to mobilize private capital (green bonds). The final proposal will be submitted to the Government for

approval in the last quarter of 2018. This project will be closed in December 31, 2018.

(ii) Coordination and supervision of a pre-feasibility study and business plans to support the development of bankable projects for sustainable

irrigation of commercial farming in Uganda. Working closely with the Ministry of National Development, the terms of reference for the project

have been finalized. The bidding process to recruit a firm to conduct the pre-feasibility study and develop business plans was launched in May

2018. This project is expected to be completed within 9 months.

Balkan Program:

GGGI supports Hungary in developing bankable projects in Eastern European countries contributing to the implementation of green growth with a

focus on Nationally Determined Contributions.

(i) Develop Bankable Projects in Eastern Europe to Support NDCs and Green Growth: GGGI will partner with multilateral bank/donors to design

17

blended finance operations that are mobilizing green finance and addressing the current market barriers for the deployment of green projects

in Eastern Europe.

The developing countries in Eastern Europe have only marginally benefitted from climate finance4. While financial resources are available in the region

- including resources from the EBRD, the GCF, the Western Balkan Investment Framework, and number of bilateral donors – market failures persist

and prevent the deployment of green projects at scale. Overall, the region is lacking mature, commercially viable green projects. The region is further

overly relying on grant financing for the implementation of climate projects5. Removing barriers require a suite of interventions that are country and

sectors specific, involving different partners, training and finance institutions. GGGI will add value by bringing expertise in mobilizing green

investments in developing countries and expertise in relevant sectors (Water and Sanitation, Sustainable Energy, Sustainable Landscape and Green

Cities). GGGI will develop financial schemes adapted to the local conditions that are providing market-based incentives in the region, using

concessional funding in a strategic way and creating an enabling environment for commercial financing.

Partnership and Resource Mobilization

GGGI is actively engaged in a dialogue with potential donors to support this Country Business Plan. Among others, GGGI is discussing with EBRD who

has an interest in supporting financially marginally bankable projects, covering support for feasibility studies and projects, with preference given to

blended finance operations. EBRD could also leverage finance through the GCF to support NDCs related work in Eastern Europe. GGGI is working

closely with the UNFCCC focal points and National Designated Authorities (NDAs) in Eastern Europe to leverage funding under the GCF Readiness

Programme. GGGI has also engaged dialogue with the European Commission and the Energy Community for potential synergies with existing

programs and projects in the region. Key partners that GGGI has engaged for resource mobilization include EBRD, EU countries, the Green Climate

Fund and the World Bank.

4 Central Asia and Eastern Europe region received in 205-2016 about 2.4% of total climate finance, ref: Global Landscape of Climate Finance 2017, Climate Policy Initiative, 2017.

5 With the exception of renewable energy projects. Ref: OECD DAC Statistics which include most bilateral and multilateral climate related development finance 2015 and 2016.

18

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Hungary for 2019-2020: $0 million; Donor co-financing of the program

(earmarked) is expected at $0.8 million in the biennium for a total of $0.8 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Hungary for 2019-2020: $0 million; Donor co-financing (earmarked) of

the program is expected at $2 million in the biennium for a total of $2 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource

Mobilization

Incepti

on

Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Cross/cutting Design of climate

financial instruments

Jan-17 Dec-18 0.0 0.28 - - 0.28 Hungary earmarked contribution

TOTAL 2017-2018 0.0 0.28 0.28

Planned 2019-2020

Cross/cutting Develop Bankable

Projects in Eastern Europe

to Support NDCs and

Green Growth

Jan-19 Dec-20 0.0 0.30 0.00 0.93 1.40 0.3 M Government of Hungary; 0.17 M

Africa & Europe portfolio region6;

0.93M GCF funding (readiness) and EU

gov. to be mobilized

6 GGGI Africa & Europe portfolio region will make available 0.17 million to ensure continuous liaison with government authorities through the GGGI office in Budapest, for developing new projects to be supported

by climate financing (CEF, GCF, EBRD, etc) and further creating regional programmatic synergies with European countries.

19

Results Framework: Hungary Program Summary 2019-2020

Theme

Subtheme

Input Outputs Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Theme: Cross-

cutting

Sub: NDCs and

adaptation

increased climate

finance flow in

Eastern Europe

1. Feasibility studies and market analysis

completed (min 3) for blended finance

operations

2. Programmatic funding schemes

delivered, organizations participating

identified and tailored capacity-building

programme developed

3. Agreements for program disbursement

and implementation finalized

4. Standard monitoring procedures

developed

5. Standard financial analysis procedures

and project screening, including gender

and safeguards developed

6. Training toolkit, training partnership,

training

1. Feasibility and market studies (min

3)

2. Program schemes and capacity-

building programs

3. Agreements for implementation

4. Standardized monitoring,

reporting templates and manual.

5. Standards financial analysis tools

to test financial viability, specific

project screening sheet, safeguard

and gender programs, training

manual

6. Training toolkit and attendance

sheet

SO 1. GHG emission reductions

SO6. Enhanced adaptation to

Climate Change

Lack of viable market

options for green

projects in the region

Lack of capacity, interest

from commercial banks,

private sectors, local

organizations in spite of

the incentive schemes

20

Jordan

Country Strategy

GGGI worked with the Ministry of Environment and counterparts across sectors to develop the National Green Growth Plan (NGGP) between 2015 and

2016, with approval by Cabinet in February 2017, and official launch in May 2017. The NGGP received a special mention from the League of Arab States

who supports the use of Jordan’s NGGP as a “success story of the Arab countries in the field of green economy” to be spread regionally as an

approach to green growth planning and implementation. In 2018, GGGI began to support the implementation of the NGGP by developing a pipeline of

18 bankable project concept notes (and preparing two for finance, see below), and with the development and approval of a GCF Readiness Proposal

(implementation expected in mid-2018). Action planning for the NGGP to mainstream green growth into the Vision 2025 was requested from

government in early 2017 and approved for core funding in March 2018.

In October 2017, GGGI-Jordan completed the options assessment and validation workshop for the Jordan Country Planning Framework (CPF). The

Jordan CPF focuses on the smart urban cluster of the NGGP – transport, waste and energy sectors. In support of this, GGGI selected 2 projects from its

pipeline to prepare for finance, both in the transport sector. These potential “home runs” can demonstrate tangible results and spread awareness

about Jordan’s potential in the electric mobility sector, catalyze further investments in sustainable transport, and make Jordan a regional leader in e-

mobility uptake. GGGI-Jordan is partnering with Greater Amman Municipality (GAM), AFD, and University of Jordan to develop its BRT e-bus study into

a bankable project. GGGI-Jordan will also work with Min. of Environment, Min. of Transport, Min. of Energy and the Royal Hashemite Court to develop

business models and projects to increase the availability of charging infrastructure for electric vehicles in Jordan. Together these will support Jordan’s

goals of achieving 14% GHG emissions reduction by 2030, improving urban air quality, and catalyzing electric mobility to improve the country’s energy

efficiency and reduce its dependence on oil imports.

Country Program

Based on the NGGP, Vision 2025 and various sectoral strategies and plans, GGGI’s cross-cutting urban development and green growth finance activities

provide tailored green growth technical assistance, capacity building and investment services in the transport, waste and energy sectors with the

following strategic objectives:

i. Cross-Cutting Urban Development and Green Growth Finance. Enabling green growth across key sectors by increasing the economic strength,

sustainability and social inclusiveness of Jordan’s urban areas, and by leveraging more finance for green growth from existing or new, national or

international, public or private sector sources.

ii. Sustainable Transport. Improving access to public transportation services and sustainable mobility by developing strategies and bankable projects

in the electric mobility sector, in support of the implementation of the Long-Term National Transport Strategy and Jordan’s NDC pledge of 14%

reduction in GHG emissions. GGGI’s work in other countries in this area will be leveraged for cross-program learning and knowledge exchange.

21

iii. Solid Waste Management. Improving access to solid waste management services by increasing capacity of government and private sector and

increasing investment in infrastructure and businesses for waste separation at source and collection, in support of the implementation of the National

Solid Waste Management Strategy and Action Plan.

iv. Renewable Energy and Energy Efficiency. Increasing the efficiency and sustainability of Jordan’s energy mix by attracting investment in more

green energy projects and designing innovative business models for energy efficiency services, in support of the implementation of the National

Energy Strategy and National Action Plan for Energy Efficiency.

Partnership and Resource Mobilization

Country Partnership Strategy: The Jordan Program relies on its close partnerships with national stakeholders and development partners to make use

of synergies and ensure maximum impact. Key elements of these partnerships in the 2018-2020 period include:

• Finalization of the Host Country Agreement in 2018.

• Enhanced engagement with government development banks and financing institutions (Housing and Urban Development Corporation, Cities

and Villages Development Bank and the Jordan Renewable Energy and Energy Efficiency Fund).

• A better-defined private sector engagement approach to articulate GGGI’s service offerings and strategic objectives with private sector (such

as commercial banks, tech companies, green service providers, etc.).

• Deeper collaboration with local knowledge partners, including WANA Institute and University of Jordan, to connect its policy and project

activities to useful knowledge projects for public consumption.

• More frequent engagement with local NGOs representing youth, refugees, and other marginalized groups, and maintaining a strong media

presence with a consistent message.

• Strong coordination with development partners, including GIZ, World Bank, UN agencies, EBRD, EIB, KfW, AFD, FES, USAID.

Resource Mobilization Strategy: Jordan program is currently 100% funded through core, but resource mobilization efforts have significantly increased

for programs and projects relevant to the CPF in the 2018-2022 period.

Results Area Government Partners Donors Active in Area Delivery Partners Active in Area

Green Growth

Cross-Cutting

Ministries – Environment; Planning; Line ministries of 6 NGGP sectors

(waste, water, energy, transport, agriculture and tourism)

Green Climate Fund (GCF); Islamic Development Bank;

Government of UAE; Norwegian Embassy;

Netherlands Embassy (agri.)

UNDP (tourism); GIZ (waste); USAID (energy);

AFD (transport. waste, energy); World Bank

(GG scenarios project); UNEP (GCF readiness)

Urban Cross-

cutting

Ministries – Municipal Affairs; Public Works and Housing; Interior.

Housing and Urban Development Corporation (HUDC); Cities and

Villages Development Bank; Greater Amman Municipality (and

others)

UNDP/UNEP Jordan Green Buildings Council;

UNDP/UNEP/Habitat

22

Transport Ministries – Environment; Planning; Transport. LTRC, Greater Amman

Municipality.

AFD; EBRD; EIB FES; AFD; EBRD

Waste Ministries – Municipalities, Environment. Greater Amman

Municipality

Government of China/GGGI-China; European Union;

AFD, EBRD, WB

GIZ

Energy Ministries – Energy, Environment. EMRC, NERC, JREEEF, Greater

Amman Municipality.

AFD, EBRD, EU, WB, CIDA/ Canadian Embassy USAID

23

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Jordan for 2019-2020: $0.90 million; Donor co-financing of the program

(earmarked) is expected at $0.45 million in the biennium for a total of $1.35 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Jordan for 2019-2020: $1.06 million; Donor co-financing (earmarked) of

the program is expected at $2.19 million in the biennium for a total of $3.25 million.

Ongoing and Planned 2017-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Potential Resource Mobilization Partners

Inception

Completion GGGI Gov7 Partner Gap Total

Ongoing 2017-2018

Cross-cutting, Cities

(Transport), Water

Phase I: Implementation of the

NGGP for Jordan

Jan-17 Apr-19 1.81 0.04 - - 1.85 n/a

Cross-cutting Phase I: Jordan GCF Readiness

Programme

Jul-18 Dec-19 - - 0.66 - 0.66 GCF Readiness approved

Cities (Transport) Phase I: Scaling up Investment in

E-mobility

Jul-18 Dec-19 0.05 - 0.03 0.20 0.28 Value of Uni. Of Jordan in-kind support

est. at $30k; Seeking cofinancing for

BRT studies from AFD or IsDB

TOTAL 2017-2018 1.86 0.04 0.69 0.20 2.79

Planned 2019-2020

Cross-cutting Phase II: Implementation of the

NGGP

Apr-19 Dec-20 0.26 0.04 - 0.20 0.50 $0.2mn gap from other local donors

(SIDA, Canada, etc.)

Cities (SWM

Energy

Technology and knowledge

transfer facility for private sector

investment in smart urban

development (China for Others)

Jul-19 Dec-20 0.12 - - 0.55 0.67 Seeking gap funding for project

implementation (potentially China for

Others) TBD

Water Zarqa River Basin master planning Jul-19 Jun-21 - - - 2.00 2.00 Seeking from GCF (PPF window) in

partnership with FAO

Cross-cutting Phase II: Jordan GCF Readiness Jan-20 Dec-20 - - - 0.50 0.50 GCF proposal early 2019

Cities (Transport) Scaling up access to sustainable

transportation and mobility

services in Jordan

Jan-20 Dec-20 0.27 0.01 - 0.85 1.13 Seeking gap funding from AFD and

IsDB

Unallocated core funding - -

Funding for Proposal Preparation/ Other 0.25 0.25

TOTAL 2019-2020 0.90 0.05 - 4.10 5.05

24

Results Framework: Jordan Program Summary 2019-2020

Theme

Subtheme

Input Output (Intermediate Outcomes) Verification Contributions to

Strategic Outcomes

Assumptions (A) and

Risks (R)

Cross-cutting Phase II:

Implementation

of the NGGP

• Green jobs recommendations used in

policies

• First report on state of green growth in

Jordan published

• Capacity built within MoEnv and

MOPIC for NGGP data collection, M&E,

and reporting

• Jordan Environment Fund

strengthened

• Green Jobs policies developed

• Annual report validated by

Higher Steering Committee for

Green Economy

• Capacity building program

assessment reports

SO1 GHG emission

reduction

SO2 Creation of green

jobs

A: Rely to the extent possible on

the experience of the UAE,

support of TL/ILO/WANA

R: Managing stakeholder

expectations challenging

R: WANA Inst. will perform

baseline assessment

Phase II: GCF

Readiness

Programme

• One institution strengthened/capacity

built and application for its DAE

accreditation approved by GCF

• Private sector stakeholders to increase

investment in green projects for NDC

• Operations manual updated

• NDA letter submitting DAE

• Agreement with private sector

on green growth investments

SO1 GHG emission

reduction

SO6 Adaptation

A: Support program builds on

Phase I activities

R: DAE App. process may take

longer than anticipated

R: No private sector consortium

Green Cities:

Zarqa River Basin

(ZRB) Master

Planning

• Coordination mechanism for ZRB

master plan established

• ZRB master plan approved by

government

• Final report approved by

government

SO2 Creation of green

jobs

SO3.3 Increased access

to sustainable waste

management

SO6 Adaptation

A: Donor support for GCF

proposal requires collaboration

with accredited entity

R: Lack of AE may make the

program impossible

Green Cities: Scaling up access

to sustainable

transportation

and mobility

services in

Jordan

• Policy and regulatory

recommendations to support EV

charging infrastructure market

approved to govt

• EV charging infrastructure projects

prepared for bankability

• Government capacity to improve

electric mobility in Jordan

strengthened

• BRT ridership campaign

• Up to 2 Bankable transport/e-mobility

projects

• Policy recommendations

approved by relevant govt

bodies

• Capacity building program

results report

• PTD staff hired to support public

outreach of BRT project full time

• Finance is secured for bankable

projects; SES applied

SO1 GHG emission

reduction

SO3.4 Increased access

to sustainable public

transport

SO5 Improved Air

Quality

A: Relationship with National

Commission for EVs critical

A: Impact of transport work on

women, youth and the poor must

be carefully mainstreamed

R: GGGI does not have in-house

expertise on EVs

R: Roles in govt around e-mobility

are not clear

25

Sustainable

Energy:

Technology and

knowledge

transfer facility

for private sector

investment in

smart urban

development

(China for

Others)

• Capacity built for private sector

stakeholders around technologies and

business models in key sectors (energy

and waste)

• Business case for relevant services or

technologies developed and

transferred

• Up to 2 Bankable projects developed

in the waste and/or energy sectors

• Capacity building results report

• Businesses (SMEs) in Jordan

integrate technologies and/or

services for waste separation,

recycling, collection, energy

efficiency, renewable energy

• Finance secured for bankable

projects in the waste and/or

energy sectors; SES applied

SO1 GHG emission

reduction

SO3.1 Increased access

to affordable energy

SO3.3 Increased access

to sustainable waste

management

Private sector actors interest

Knowledge linked to green jobs

and social inclusion goals

Private sector actors willingness

26

Morocco

Country Strategy

The Government of the Kingdom of Morocco (GoM) has a national policy framework that supports its transformation toward an inclusive green growth

model, which is consistent with GGGI’s vision, mission and strategic goals. The National Sustainable Development Strategy (NSDS), adopted by the

government in June 2017, aims to coordinate the related objectives of all sectorial strategies. It reflects the vision stated in the National Charter for the

Environment and Sustainable Development (CNEDD), adopted in 2014, and encompasses the SDGs, NDCs, and NAMAs, as well as its new public sector

decentralization process, known as advanced regionalization. The GoM needs external support to enable the implementation of these commitments,

including sectoral policies and regulations, conditional NDC targets, investments, and institutional capacity building. On May 15, 2018, GoM validated

the NSDS sectoral sustainable development plans (PADDs), which forms the primary basis for GGGI support under the 2019-2020 biennial program and

specifies the measures and indicators for GoM and its partners to take active steps to implement the NSDS under the advanced regionalization

framework through integrated sub-national green territories development with a focus on key sectors namely, transport, energy, waste, water, and

agriculture.

In June 2016, the Council of Government approved the GGGI Membership Agreement, followed by the Council of Ministers in June 2017, and by both

Houses of Parliament. It has been submitted to the Royal Cabinet for consideration, the final step before treaty ratification. In parallel, the GoM and

GGGI signed a Memorandum of Understanding in October 2017 to strengthen cooperation on accelerating Morocco’s transition to a green and

inclusive economy. The Secretary of State for Sustainable Development (SEDD), which is GGGI’s focal point ministry, and GGGI co-organized two events

in 2017. The first was a 2-day Green Territories Development capacity building workshop during which the GGGI - GoM MOU signing ceremony took

place. The second was a COP23 side event on "Implementing National Sustainable Development Strategies: act locally for global impact” at the

Morocco Pavilion, during which government representatives from Jordan, Senegal and Morocco and GGGI Morocco presented their national green

growth programs and sustainable development strategies, and highlighted GGGI support for these programs and strategies. The MOU is consistent

with the proposed planning directions for this Country Business Plan (CBP) to strengthen cooperation on Morocco’s transition to a green and inclusive

economy with a focus on two priority green territories implementation projects with potential for scalability. A five-year country strategy for 2019-2023

is currently under development.

Country Program

GGGI's supports the Moroccan government’s commitment to transition to a green economy, one of the pillars of the NSDS. GGGI will accompany the

NSDS implementation process aimed at promoting a green, inclusive, integrated and sustainable development model at the territorial (regional) level.

Its support will focus on the development of policies and incentives, identification and design of bankable projects, and assistance in mobilizing funding

for their implementation, in alignment with the advanced regionalization process adopted by the Kingdom of Morocco.

27

In June 2018, GGGI Morocco received two official letters requesting technical support for a total of eight measures, which provides a solid focus for the

2019-2020 program. The Ministry of Interior has requested assistance for three measures: 1) the development of a multi-sectoral financing vehicle to

support territories (regions, municipalities, communities) in accessing green financing to implement bankable programs and projects that help achieve

NSDS, NDC and SGD targets; 2) support to Regional Project Execution Agencies (AREPs) in structuring a pipeline of bankable projects to attract green

investments and accelerate the transition to a green and low carbon economy, financeable via the NFV, in the areas of expertise of the GGGI; and 3) the

design of a program to encourage the adoption of ISO norms 37101 and 37120, which is a holistic management system for the sustainable development

of communities designed to help communities define their sustainable development objectives and put in place a strategy to achieve them. The

Secretary of State for Sustainable Development has requested assistance for five measures: 1) policy development of the Bonus-Malus principle for new

vehicles based on their pollutant emission levels; 2) design of a scrapping and renewal premium system for the road transport vehicles fleet ; 3) assistance

in the transition from EUR4 to EUR6 emissions standards; 4) design of rural transport public transport / shared mobility models and financing schemes;

and 5) design of a technical and financial support program for SMEs (loaders and logistics providers) in their transition to green logistics.

The program aims to increase access to climate and green growth finance; strengthen national institutional capacity to develop policy in the

Transport/Mobility sector; accelerate national and sub-national investments in the NSDS, NDCs, and SDGs; and improve the enabling environment in

the territories in order to catalyze pro-poor, pro-youth, inclusive, and gender-sensitive investments in environmental goods and services (EGS) by

focusing on four areas:

i.Cross cutting (Finance): Finance mobilized for green growth projects that support the NSDS, the NDCs and the SDGs

GGGI proposes to support the design, implementation and operationalization of a multi-sectoral NFV and its institutional framework to ensure

its sustainability in terms of governance, capacity building, and mechanisms for monitoring and evaluation. GGGI's technical support also includes

links with donors, and assistance with the preparation of financially viable project proposals on both a national level, in alignment with the GCF

Country Plan and Green Investment Plan, and on the subnational level through GGGI’s technical assistance to the AREPs. This will contribute to

the NDC target of closing the green investment gap of $24 billion in conditional investments and contribute to Morocco’s goal of a national

overall GHG emission reduction target of 42% below BAU emissions by 2030.

ii. Green cities (Transport & Mobility): Improved national transport/mobility access and transition to green transport/ mobility

GGGI will provide policy advice and project development services to the GoM to increase access to sustainable transport and mobility, transition

to green transport/mobility, and support the implementation of the National Sustainable Mobility Roadmap, contributing to NDC target of 23%

energy savings in the transport sector by 2030.

iii.Cross cutting (Sub-national): Accelerating inclusive green territories development and green growth finance

28

GGGI will catalyze the development of Morocco’s inclusive green territories and support the AREP in selectively and strategically developing a

pipeline of bankable, sustainable, inclusive and scalable projects in order to attract investments into Environmental Goods and Services (EGS) and

transition to a low carbon economy, contributing to Morocco’s NSDS target of 20% energy savings by 2030; and NDC targets of 23% energy

savings in the transport sector by 2030; 20% recycled materials rate by 2020; 50% wastewater reuse rate in inland cities by 2020; 60% wastewater

treatment rate by 2020; and closing the green investment gap of $24 billion in conditional investments.

Partnership and Resource Mobilization

GGGI Morocco has been building ties with in-country priority donors and conducted comprehensive partner and donor consultations on a national

level, which provide the foundation for the 2019 - 2020 biennial country program. Partnership and stakeholder consultations will be conducted on the

subnational level within the priority region once a formal agreement is in place with the Ministry of Interior. Various donors and international financing

institutions have indicated an interest in supporting GGGI’s efforts to assist Morocco in implementing its NSDS territorial approach to transitioning to

inclusive green growth. GGGI has been requested by these donors to share the country program once approved by GGGI-GoM, in order to identify

avenues for involvement and contribution. Discussions with the GCF focal point, appointed in April 2018, and key ministries (Ministry of Interior; Ministry

of Energy, Mines and Sustainable Development; Secretary of State for Sustainable Development; Secretary of State for Transportation) have also resulted

in the identification of GCF as priority source of funding through GGGI support in proposal development and as an Authorized Delivery Partner.

Results area

(themes/ sub-themes)

Government partners Donors active in area Delivery partners active in area

(including private sector, civil society)

Cross cutting:

(Finance)

Ministry of Interior; Secretary of State for Sustainable

Development; Ministry of Finance

GCF, WEGO, EU, Islamic Development Bank

(IsDB), African Development Bank (AfDB),

French Development Agency (AFD)

Green Cities (Transport

& Mobility)

Transport: Ministry of Interior; Secretary of State for

Transportation, Institute for Research in Solar Energy and

New Energies; The National Center for Testing and

Homologation; Ministry of Energy, Mines and Sustainable

Development

GCF, EU, AfDB, IsDB, EBRD, EIB, World Bank,

AFD, Groupe Crédit Agricole, KfW

GIZ, Growing Markets, Paris Process on Mobility

and Climate (PPMC); Mobilise Your City

Partnership; ETRA

Crosscutting

(Subnational)

Ministry of Interior; Secretary of State for Sustainable

Development; Regional Project Execution Agency;

IMANOR; Regional Council

GCF, EU, Islamic Development Bank, African

Development Bank, French Development

Agency, Government of UAE; World Bank;

EBRD;

29

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Morocco for 2019-2020: $0.16 million; Government counterpart funding:

In-kind: $0.07 million; and Donor co-financing of the program (earmarked) is expected at $1 million in the biennium for a total of $1.16 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Morocco for 2019-2020: $0.19 million; and Donor co-financing

(earmarked) of the program is expected at $3.17 million in the biennium for a total of $3.36 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Green

Cities/Territories

Developing Morocco’s Green

Territories

Jul-17 Dec-18 0

0.07

0.83

0 .9 100% of country program funds

from UAE earmarked funding

TOTAL 2017-2018 0 0.07 0.83 0 .9

Planned 2019-2020 0.16 0.07 0 3.77 3.99

Cross cutting

(Finance)

Mobilizing finance for NSDS and NDC

green growth projects

Jan-19 Dec-20 0.020 0.023 0 1.25 1.33 Targeted: WEGO, GCF, EU, AfDB,

IsDB, World Bank, AFD, EBRD,

EIB

Green Cities

(Transport &

mobility)

Improved national transport/mobility

access and transition to green

transport/ mobility

Jan-19 Dec-20 0.020 0.023 0 1.25 1.33 Targeted: GCF, EU, AfDB, IsDB,

EBRD, EIB, World Bank, AFD,

Groupe Crédit Agricole, KfW

Cross cutting

(Subnational)

Accelerating inclusive green territories

development and green growth

finance

Jan-19 Dec-20 0.020 0.023 0 1.25 1.33 Targeted : GCF, EU, UAE, AfDB,

IsDB AFD, EBRD, World Bank,

private sector partnerships will

also be considered

Unallocated core funding 0.05

Funding for Proposal Preparation/ Other 0.05

30

Results Framework: Morocco Program Summary 2019-2020

Theme

Subtheme

Input

Output

Verification

Contributions to

Strategic Outcomes

Assumptions &

Risks

Cross-

cutting:

(Finance)

Mobilizing finance

for NSDS and NDC

green growth

projects

One multi-sector NFV established

Inclusion and safeguards investment criteria

established

De-risking instruments introduced

Fund capitalized

NFV investment pipeline developed

Technical capacity developed

One NFV product fully operational

GGGI exit strategy developed

Completed feasibility study

Board endorsed investment

criteria

Finance agreement

Investment products submitted

to board

Board reports and minutes

Training materials, reports and

evaluations

Gender disaggregated

monitoring and reporting

Project reports

SO 1: GHG emissions

reduction

SO 2: Creation of

green jobs

SO 3: Increased

access to sustainable

services

Assumptions:

Political will, government

support, and timely

government approvals

Risks:

Minister of Finance can

oppose project or demand

total control

Limited capacity of

financing institutions to

provide investment capital

Change of government can

change priorities and level

of engagement

Green Cities

(Transport &

Mobility)

Improved national

transport/mobility

access and

transition to green

transport/mobility

One policy/regulatory advice drafted and submitted to

GoM

One rural transport/mobility sector model drafted and

endorsed

One green transport project to structure the used tire

value chain developed and financed

Capacity building activities conducted for key GoM

staff

Safeguards, gender, youth, and poverty reduction

mainstreamed through policy and project work

Policy or regulation proof of

submission

GoM letter of endorsement

GoM letter of endorsement

Training materials, reports and

evaluations

Policy, model and project

documentation

SO 1: GHG emissions

reduction

SO 3.4: Increased

access to sustainable

public transport

Assumptions:

Political will, government

support, and timely

government approvals

EM funding raised

Risks:

Change of government can

change priorities and level

of engagement

Cross-

cutting

(subnational)

Accelerating

inclusive green

territories

development and

green growth

finance

Capacity building support provided to AREP in one

region for structuring a pipeline of bankable,

sustainable, inclusive and scalable projects and in

accessing investments and climate finance

Two green territory bankable projects developed and

funded

One green territory project developed and funded

Safeguards, gender, youth, and poverty reduction

mainstreamed through policy and project work

Training materials, reports and

evaluations

Letter of intent by financer(s)

Letter of intent by financer(s)

Policy and project

documentation

SO1: GHG emissions

reduction

SO2: Creation of

green jobs

SO3: Increased

access to sustainable

services

SO4: Improved air

quality

Assumptions:

Government ownership and

engagement

Funding

Risks:

Stakeholder coordination

31

Mozambique

Country Strategy

Following the signing of an MoU with the Ministry of Land, Environment and Rural Development (MITADER), Ministry of Finance (MEF), and Ministry of

Natural Resources and Energy (MIREME), GGGI formally launched its Mozambique program in early 2017, focusing on 2 key areas: 1) Assessment of the

inclusive green growth potential of Mozambique, and 2) Scaling up renewable energy for productive use in rural areas.

GGGI completed the Green Growth Potential Assessment (GGPA) in February 2017, which identifies five priority areas for inclusive green growth in

Mozambique, with (1) agricultural productivity, (2) natural resource depletion, and (3) renewable energy representing technical or economic challenges,

and (4) good governance and (5) education as enablers to advances in the first three areas. To date, GGGI has focused on renewable energy - preparing

an assessment study on the barriers to private sector participation in the off-grid solar sector and a market assessment of potential off-grid renewable

energy opportunities for productive use. Building on these outputs, GGGI’s main objective will be to enable investments in off-grid electrification

projects, in order to effectively contribute to poverty reduction and sustainable development through increased access to energy for rural areas. GGGI

will also develop a project pipeline in the agricultural sector, centering on adaptation and climate-resilient practices, in both production and processing.

This will directly complement work in the renewable energy sector, defining opportunities for solar powered irrigated agriculture and the building of

pro-poor and inclusive ‘green’ supply chains to provide produce to markets.

Country Program

GGGI supports Mozambique with a focus on implementing its NDCs and promoting rural development. Based on the Green Economy Action Plan, GGGI

focuses on three areas:

i.Cross-cutting: Implementing the NDCs to Promote Low-Carbon Inclusive Growth in Mozambique

Climate action is a key theme of green growth and, together with NDCs, are the primary instruments of the Paris Climate Agreement. GGGI will support

the Government of Mozambique (GoM) through coordination and planning of NDC actions in two economic sectors, including the implementation of

NDC targets through roadmap and project pipeline development in the waste and transport sectors. This will strengthen the quality of its NDC and its

implementation, whilst ensuring alignment with, and realization of, the country’s SDG goals

ii. Energy: Mobilizing Finance for Pro-poor and Inclusive Green Energy in Mozambique

Enhancing access to energy in rural areas will increase economic development and poverty reduction in Mozambique. Key support areas identified for

strategic impact include improving agricultural growth and productivity10, education and energy efficiency related to natural resource usage. GGGI will

support MIREME and FUNAE (rural energy fund) in strengthening the enabling environment and developing a pipeline of projects around energy access

in rural off-grid Mozambique. The objective is to diversify/enhance incomes of farmers, reduce vulnerability to fuel supply, fuel price and water

32

availability fluctuations, as well as enable adaptation to a changing climate. GGGI’s work will also support GoM in developing financing mechanisms

for scaling up climate and private sector financing in renewable energy access. GGGI will continue to work with other relevant stakeholders, such as

MASA and MEF, in this work stream.

iii.Sustainable Landscapes: Developing Market-Driven Climate Resilient Agricultural Supply Chains

Growth in Mozambique’s agricultural sector has largely been driven by expanding the area under cultivation, at the expenses of forest cover, rather

than increasing productivity. GGGI will support GoM in addressing climate-vulnerable agriculture and natural capital depletion by building new or

upgrading existing supply chains centred on achieving increased productivity through sustainable land management and climate-resilient practices.

The output will be investment plans for agricultural supply chain development and the identification of market opportunities for climate resilient

investments by producers, processors and end users.

Partnership and Resource Mobilization

GGGI implements its program in Mozambique through a strategic partnership with MITADER as the lead coordination Ministry, and with MIREME,

FUNAE and MEF in key implementation sectors. Engagement with the Ministry of Gender, Children and Social Affairs (MGCAS) will be prioritized to

cover gender and social aspects. Mozambique is not yet a member of GGGI, membership discussions will be prioritized. GGGI has been closely

coordinating with all major development partners operating in the country, including multilateral development banks and UN agencies, as well as

relevant private sector players. GGGI is part of the Energy Sector Donor Working group in Mozambique (which includes USAID, DFID, EU, Sweden,

Norway, World Bank, JICA, KFW, UNIDO, VSO, GIZ, AFD, BTC and others), and will continue to connect with partners to pursue joint project development,

ensure efficient dovetailing of support with other organizations, and pursue earmarked resources mobilization in scope of the above work. GGGI will

prioritize engagement with relevant Civil Society Organizations for advice on social and gender issues. Key partners that GGGI will engage for resource

mobilization include, but are not limited to the World Bank, AfDB and JICA for NDC implementation, DfID, EU, AfDB, Korea ExIm Bank and KOICA in the

energy sector, and the Islamic Development Bank, World Bank and Adaptation Fund for the sustainable landscapes work. GGGI will also continue to

work closely with the National Designated Authority (NDA) of GCF to identify support areas, help prepare proposals and serve as delivery partner – a

GCF Readiness Proposal on NDC implementation has been prepared for the NDA and is currently under consideration.

33

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Mozambique for 2019-2020: $0.36 million; Government counterpart

funding: In-kind: $0.04 million; and Donor co-financing of the program (earmarked) is expected at $0.46 million in the biennium for a total of $0.82

million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Mozambique for 2019-2020: $0.42 million; Government counterpart

funding: In-kind: $0.04 million; and Donor co-financing (earmarked) of the program is expected at $2.31 million in the biennium for a total of $2.73

million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Energy Scaling up Pro-poor and Inclusive

Renewable Energy in Mozambique

January

2017

December

2018

1.60 0.03

0.00 0.00 1.63 WPB 2017-18 Core, GoM IKC

TOTAL 2017-2018 1.60 0.03 0.00 0.00 1.63

Planned 2019-2020

Cross-cutting Implementing the NDCs to Promote Low-

Carbon Inclusive Growth in Mozambique

June 2018 September

2019

0.20 0.01 0.00 0.60 0.81 GCF Readiness Proposal

submitted in October 2017

Energy Mobilizing Finance for Pro-poor and

Inclusive Green Energy in Mozambique

October

2018

December

2023

0.00 0.02 0.00 1.20 1.22 TARGETED: USAID, DFID, SIDA,

ISDB, KOICA

Sustainable

landscapes

Developing Market-Driven Climate

Resilient Agricultural Supply Chains

July 2019 December

2020

0.00 0.01 0.00 0.50 0.51 Private sector (buyers of produce)

AfDB

Islamic Development Bank

Adaptation Fund

TOTAL 2019-2020 0.2 0.04 0.0 2.3 2.54

Unallocated core funding 0.1

Funding for Proposal Preparation/ Other 0.10

1 The Government of Mozambique has provided office space with furniture, starting in May 2018 and continuing through the 2019-20 biennium.

34

Results Framework: Mozambique Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-

cutting

Implementing

the NDCs to

Promote Low-

Carbon

Inclusive

Growth in

Mozambique

NDC development and implementation mechanisms

strengthened

Sectoral committees and roadmaps in key economic

sectors

Project pipeline with adaptation and/or mitigation

proposals in the waste and/or transport sectors to

assist 200,000 beneficiaries

Strengthen safeguards and gender mechanism

Relevant NCCAMS committees

Functioning NDC roadmap endorsed by

the GoM

Project pipeline jointly released with

GoM

SO 1. GHG emission

reductions

SO 3.3 Increased access

to sustainable waste

management

SO 3.4 Increased access

to sustainable public

transport

Adequate support

from the DINAB

Lack of adequate

data

Sustainable

Energy

Mobilizing

Finance for

Pro-poor and

Inclusive

Green Energy

in

Mozambique

Off-grid renewable energy investment

Robust pipeline of bankable projects (min $15 million),

targeting 50 000 beneficiaries

Multi-stakeholder initiatives, e.g. Energy

Compact, International Solar Alliance

Policy Recommendations

Mandate Letter from FUNAE

Quarterly project reports

Handover to FUNAE/Investor

SO 1. GHG emission

reductions

SO 2. Creation of green

jobs

SO 3.1 Increased access

to clean affordable

energy

Regulatory regime

Adequate support

from GoM (incl.

FUNAE)

Lack of robust data

Sub-national

capabilities

Sustainable

landscapes

Developing

Market-

Driven

Climate

Resilient

Agricultural

Supply

Chains

Minimum of three climate resilient agricultural supply

chains, are under construction/ being upgraded

Technologies, such as drought-tolerant varieties, and

market opportunities that reduce pressures on forest

and soil resources are identified

Digital platforms linking farmers to input, produce and

financial markets in development

Policy analysis and recommendations to improve the

enabling environment for climate resilient agricultural

supply chains

Safeguards, gender, inclusion and poverty reduction

strategically mainstreamed through focus area outputs

Investment plans covering a minimum of

three climate-resilient supply chains

submitted to GoM

Report on the appropriateness of

technologies and defined market

opportunities submitted to supply chain

actors and the Ministry of Agriculture

and Food Security (MAFS)

Content and applications of digital

platforms confirmed by supply chain

actors

Policy analysis and recommendations

submitted to MAFS

SO 2. Creation of green

jobs

SO 5. Adequate supply

of ecosystem services

SO 6. Enhanced

adaptation to climate

change

Government

commitment to

INDCs

Farmers

willingness to

adopt new

practices

Inadequate

demand for

produce resulting

from sustainable

land use practices

SO 1: Mozambique doesn't have a target on reduction below BAU level in 2030. Submitted NDC states cumulative emission reduction goals from 2020-2024 to be 23.0 MtCO2e, and from 2025-2030 53.4 MtCO2e

SO 2: There are no national estimates or targets on green jobs in Mozambique

SO 3.1: Mozambique has SE4ALL target of 100% electrification by 2030, which will most likely not be achieved. This translates to a national target of access to ~35 million of population by 2030 over 2015 values. Access in 2015 was

~26% of population and population increase by 2030 is considered.

SO 3.3: Only Maputo is considered for this, which has 82% collection coverage of households for waste management services. Using household coverage as proxy for population coverage, a 100% target by 2030, and the population of

Maputo by 2030, target is estimated at ~0.546 millions of people by 2030.

SO 3.4: There is no government target on access to public transportation by 2030.

35

Rwanda

Country Strategy

Rwanda is one of the founding members of GGGI having signed the establishment agreement in June 2013 and ratified the agreement through a

Presidential Order in May 2016. GGGI has since then supported the Government of Rwanda (GoR) with the implementation of the Economic

Development and Poverty Reduction Strategy (EDPRS2) in the areas of Green Urbanization and Technical Support to the National Fund for Environment

and Climate Change, FONERWA. This support has led to development and implementation green urbanization policies at the national level as well as

in the Six Secondary Cities. GGGI has mobilized up to US$34 million in 2017-2018 to support Green projects and investment in Rwanda.

GGGI Rwanda’s Country Planning Framework (CPF) 2016-2020 provides strategic responses to guide and ensure that Rwanda is on a sustainable

development path in achieving green growth anchored on sustainable infrastructure development to ensure job creation and low carbon growth. By

doing so, the Rwandan people will have increased access to sustainable services and be able to adapt to the impacts of Climate change.

Country Program

GGGI in 2019-2020 plans to bring tangible sustainable infrastructure investments and financial instruments by developing bankable projects in the key

areas of Green Cities, Sustainable landscape and Sustainable Water Management and Sanitation. Rwanda’s Country program in this biennium (2019-

2020) will focus on these four areas:

i.Green Cities: Rwanda’s urbanization is guided by Green Growth Principles: GGGI support will move more closely to implementation of the climate resilient

green cities project by aggregating bankable project concepts developed at the national and sub-national level and seeking finance for them through the

available domestic and international resource mobilization channels. Projects on sustainable infrastructure like green mobility, green building, green airport,

renewable energy access, and basic infrastructure are prioritized under this plan from an inclusive green growth implementation approach. The expected

outcome includes Investible Projects in Program 3 of the Rwanda SPCR1 on Climate Resilient Human Settlements developed. This is in line with GGGI’s Strategic

Outcomes 1, 2 and 3.

ii.Cross-Cutting: Sustainable Financial Instruments Support Green Growth Projects: GGGI will continue to provide Technical Support to Rwanda’s Green

Fund (FONERWA) to strengthen its capacity for sustainable resource mobilization, as well as developing financial instruments to, among others, stimulate

private sector investment to finance at scale green growth projects that address many of the SDGs, Rwanda’s NDCs, and the GCF partnership. The expected

outcomes include strengthened institutional structures and management capacity to support resource mobilization and this fits perfectly with GGGI’s

strategic outcome 3 and Rwanda CPF Outcome 3.

iii.Sustainable Water Management and Sanitation: GGGI plans to build comprehensive capacity development of the partner government institutions in the water

sector to ensure that resource efficient low carbon technologies and infrastructure solutions are understood, prioritized and successfully implemented to

underpin Rwanda’s green, inclusive and climate resilient growth and development. This support will specifically focus on ensuring that water and sanitation

36

infrastructure are built, operated and maintained in a sustainable way. This will enable Rwanda to build climate change resilience by enhancing human

settlements’ ability to reduce, re-use, and treat waste wastewater) thereby improving overall resource-efficiency (making settlements more adaptable in the

medium-to-long term) and diminishing the levels of contaminants spread by runoff or waterlogging during heavy rainfall events, currently a pervasive and

recurrent challenge for Kigali and projected for the secondary cities if effective measures are not undertaken in planning and implementation.

iv.Sustainable Landscapes: GGGI will support the implementation of the Strategic Program for Climate Resilience (SPCR) especially in the areas of climate resilience

human settlement focusing on building resilience for the six secondary cities. The objective focuses on building climate change resilience in Rwanda by

strengthening climate-robustness of district road network, designing and constructing roads and bridges in a way that they are better able to reduce the risk of

landslides, thereby reducing climate change vulnerability of communities and businesses that depend on road transportation. GGGI will support the six secondary

cities to investigate how district roads in Rwanda could be constructed and maintained in ways that minimize damage to and destabilization of the surrounding

environment as recommended in the National Roadmap. This will additionally provide opportunities to build new or strengthen current value chains that provide

produce from the rural hinterland to consumers and processors in the secondary cities.

GGGI will also support national efforts in the agribusiness value chain, strengthening the integrity of natural ecosystems to protect vulnerable agricultural and

forest landscapes and communities in Rwanda in a bid to equip the country to cope with increased disaster risk that accompanies climate change. To achieve this,

GGGI will support government efforts on (1) flood and landslide risk reduction and management; (2) climate information services; and (3) landscape restoration

and conservation to reduce landscape fragility, especially in high-risk locations, through increased slope stability. This would make these sites less disaster prone

and would enhance ecosystem-based adaptive capacity for the resident’s livelihood. Such measures will provide bases to develop new or strengthen existing

agribusiness value chains, centring on, for example, the production of fresh fruit and vegetables and sustainable forest timber and non-timber forest products.

This will further contribute to building the resilience of vulnerable rural communities exposed to the effects of climate change.

Partnership and Resource Mobilization

In 2017-2018, GGGI has developed an effective working relationship with the African Development Bank, UN-Habitat and the World Bank in supporting Rwanda develop

its Secondary cities. Specifically, GGGI will strengthen its relationships with the government in providing enhanced support to access GCF readiness resources especially

relying on the investment plans that are already laid out in the Strategic Program for Climate Resilience (SPCR) which was endorsed in December 2017 by the Climate

Investment Fund (CIF) in partnership with WB and AfDB. In addition, technical partnerships with the Poverty Environment Initiative (PEI) - (UNDP and UNEP) will be

instrumental as GGGI positions itself to ensure that the GoR successfully mainstreams green, inclusive, gender-sensitive and climate resilient growth and development

in policies, programs, plans and projects and budgets through development partnership support. GGGI has also established working partnerships with the private sector.

GGGI has, for instance, worked with the Rwanda Green Building Organization (RwGBO) to promote green building standards through the focused technical support staff

embedded in the Rwanda Housing Authority (RHA). GGGI has also initiated discussions with Rwanda Development Bank (BRD) to support it in gaining accreditation by

the GCF to position and accelerate Rwanda’s access to the latter’s private sector facility. Moroever, greening Rwanda’s Specialized Industrial zones across the country

is anchored on our partnership with the Rwanda Resource Efficient and Cleaner Production (RECP) Center. In all these efforts, GGGI has the goal to further strengthen

partnerships in 2019-2020, including with institutions like the Korea International Cooperation Agency (KOICA), and the Sustainable Development Goal Center for Africa

37

to support the implementation of identified opportunities and move Rwanda’s climate resilient and green growth journey forward. We will seek both core and

earmarked resources to achieve these partnership and resource mobilization plans. The table below show the alignment of donors and partners map in Rwanda in

relation to the work we do in Rwanda:

Results area (themes/ sub-themes)

Government partners Donors active in area Delivery partners active in area (including private sector, civil society)

Green Cities MININFRA, MoE,

MINALOC,

MINECOFIN, RSSB,

-World Bank - GCF - IFC -KfW

-ENABEL (former Belgium Technical

Corporation)

- Rwanda Green Fund (FONERWA) - GIZ - Landmark Architecture -

STRAWTEC - Rwanda Institute of Architects - SKATT - Mass Design -

Horizon Ltd - UNIDO- Multi Angel

Sustainable Water

Management

MININFRA, MoE,

MINILAF, MINAGRI

- AfDB - SIDA - EU – DfID - Netherlands -

WB

- Water for Growth Rwanda - Pivot

- WaterAid - UNDP - Amazimaku - Rwanda Green Fund (FONERWA)

Sustainable Landscape MINAGRI, MINILAF, RDB, - DfID - SIDA – FAO - WB - CIF - UNFP

- GEF - KOICA

- Water for Growth Rwanda, – Akagera Group - Rwanda Institute of

Sustainable Development - Wood Foundation - Inyenyeri - UNDP

Cross-cutting MIGEPROF, MINECOFIN,

all

- DfID - WB - AfDB, - JICA - GCF - EU - One-UN - Rwanda Green Fund (FONERWA

38

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Rwanda for 2019-2020: $1.6 million; Donor co-financing of the program

(earmarked) is expected at $1.26 million in the biennium for a total of $2.86 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Rwanda for 2019-2020: $1.89 million; Government counterpart funding:

In-kind: $0.032 million; and Donor co-financing (earmarked) of the program is expected at $3.49 million in the biennium for a total of $5.38 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Green

Cities

Climate Resilient Green

Cities

Jan 2017 Dec 2018 2.23 0.0 0.1 0.0 2.33 0.6 GCF readiness

Cross

Cutting

Technical Support to Rwanda

Green Fund (FONERWA)

Jan 2017 Dec 2018 1.39 0.0 0.0 0.0 1.39 33.0 GCF PPF

TOTAL 2017-2018 3.6*

0.0 0.14* 0.0 3.84

Planned 2019-2020 6.12

Green

Cities

Climate Resilient Green Cities

(phase 2)

Jan 2019 Dec 2020 1.036 0.020 0.663 0.0 1.12 • GGGI-IMELS

agreement and anticipated

funding from K-Exim

Water &

Sanitation

Capacity Building for the

Water and Sanitation

Corporation

Jan 2019 Dec 2020 0.0 0.0 0.0 3.04 3.0 • Capacity building

funding pipeline from AfDB

Sustainable

Landscape

Developing the Agri-Business

Value chain

Jan

2019

Dec 2020 0.072 0.0 0.0 1.05 1.0 • GCF and KOICA

planned

Cross-

Cutting

Mobilizing Investment

Finance for Green Projects

Jan 2020 Dec 2020 0.286 0.012 0.506 0.0 1.0 • NAMA DDP Facility

on Mini-grids and GCF

proposals

Unallocated core

funding

0.0 0.0 0.0 0.0 0.0

Funding for Proposal

Preparation/ Other

0.7037 0.0 0.0 0.0 0.0

* Figures based on July 2018 budget revision and earmarked

39

Results Framework: Rwanda Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic

Outcomes

Assumptions

Risks

Green Cities Climate Resilient Green Cities

(phase 2)

Total: $ 2,255,000

Inputs: Core, Earmarked (RM –

GCF readiness, SAP and PPF)

Working Titles: Climate

resilient green cities projects

in SPCR program 3 and sector

strategies of MoE and

MININFRA

• Project Development in

Support of Program 3 of the

Rwanda SPCR8 on Climate

Resilient Human Settlements

• Developing/financing for

sustainable urban projects in

secondary cities

• Technical support to RHA

on Rwanda Green Building

Compliance Guidelines

• Sustainable Infrastructure

Development and

Certification

Program report and

Government

documents.

A letter of intent from

Financier(s) for

Sustainable urban

projects

Ministerial Order

approving the guidelines

and program report

Assessment reports from

rating agencies and

green certificates

SO3: Increased

access to

sustainable

services

SO1: GHG

Emissions

reduction

SO2: Creation of

Green Jobs

Aligning and cross-fertilization of

vulnerability index with other

national surveys carried out by the

National Institute of Statistics and

Research

Lack of scalable and transformative

projects to attract investors

The speed to adopt the guidelines as

well as capacity of government and

building sector developers to

implement the guidelines

Capacity to adopt and implement

sustainable infrastructure practices

by project developers

Sustainable

Water

Management

Capacity Building for the

Water and Sanitation

Corporation (WASAC)

Total: $2,300,000

Inputs: Earmarked (AfDB)

Working Titles: Catalyzing

Green and Sustainable

Investments in Rwandan

Wastewater & Sanitation

Sector

• 34 Number of WASAC

staff trained to manage

existing and upcoming FSTP

projects

MoU with WASAC

AfDB Approval letter

SO3: Increased

access to improved

sanitation

Availability of earmarked funding

Sustainable

Landscapes

Technical Assistance to create

the enablers to implement the

• Assessment of

opportunities for production,

processing and consumption

Project Impact

assessment report

SO2: Creation of

green jobs

Availability of earmarked funding

40

SPCR and to develop the

Agribusiness value chain

Total: $220,000

Inputs: Earmarked (RM – GCF

readiness and PPF)

Working Titles: Technical

assistance for agribusiness &

agro-processing in Model

Green Villages; and enablers

to r roll out the SPCR in

Secondary Cities

of higher value chain

agricultural, sustainable timber

and non-timber forest

products

• Trilateral partnership for

research and impact

assessment of model green

village sites

SO3: Increased

access to

sustainable

services

SO5: Adequate

supply of

ecosystem services

ensured

SO6: Enhanced

adaptation to

climate change

Cross

Cutting

Policy gap analysis for

Rwanda Environment Policy

Mobilizing Investment

Finance for Green Projects

Total: $1,370,000

Inputs: Core, Earmarked (RM –

GCF readiness and PPF)

Working Titles: FONERWA

funding proposals (SIDA and

NAMA facility); engage with

global partners –LAB (CPI) and

Climate Bond Initiative (CBI)

• Revised Environment

Policy with green growth

additions developed

• Institutional

structures and management

capacity strengthened to

support resources

mobilization

• Set up a min-grid

finance facility

Policy recommendations

and revised policy

document

Government and

program reports

Government and

program reports

SO6: Enhanced

adaptation to

climate change

SO1: GHG

emissions

reduction

SO1: Increased

access to green

affordable energy

SO3: Improved air

quality

SO2: Creation of

Green Jobs

Availability of bankable projects

SO1:100% mini-grid installed by 2027and 100% implementation of emission9 standards by 2025 provided finance is available (2017 NDC implementation plan); SO2: n/a;

SO3: As stipulated in the NDC implementation plan (2017); SO5: 30% of land covered by forest by 2030, and promoting Ecotourism, Conservation and PES promotion in

Protected areas (NDC 2017); SO6: As will be articulated in the ongoing work on climate change action plan and the second vulnerability index assessment of Rwanda.

41

Senegal

Country Strategy:

GGGI works with the Government of Senegal (GoS) and the other key stakeholders in 2017 has led to: (i) Starting the implementation of the roadmap

to apply the Green Secondary City Guidelines in three pilot secondary cities selected by GoS; (ii) Embarking into the development of the National Green

Growth Strategy; (iii) Conducting the Market assessment for Renewable Energy for Productive Uses (RE4PU) combined with the assessment of fifteen

waste to energy sectors in terms of rice husk waste to energy production potential, availability of suitable technology, scalability and replicability; (iv)

Designing of a National financing vehicle (Renewable & Efficient Energy Fund “REEF”) as an innovative financing vehicle for increased access to climate

finance for private sector through subordinated debt with the Fund’s initial target size of $200 million; (v) Conducting the Market assessment for

alternative fuels from agricultural residues/wastes for consumption at household and other potential industrial levels; and (vi) Resource mobilization on

a number of initiatives, with support to the national accredited entity (Centre de Suivi Ecologique) to achieve a successful funding from the Adaptation

Fund of the project titled “Reducing vulnerability and increasing resilience of coastal communities in the Saloum Islands (Dionewar)” for $1.351 million.

Several capacity building and knowledge sharing sessions took place at national and local levels with around a hundred direct beneficiaries including

the academic environment and the local government officials and Mayors. The workplan for 2018 is focused on the consolidation of the works from

2017. CBP/WPB 2019-2020 development hs been a participatory process including the vetting of the Steering Committee in its role to review and make

recommendations on the planning of activities among other aspects of its mandate. With the approval of the Executive Summary and the submission

of the first final draft of CPF in late 2017, a new development being highlighted in the CBP/WPB 2019-2020 is related to sustainable landscapes and

renewable energies for productive uses in rural areas. The programs on Green Cities and Green Growth Governance are being consolidated and moving

towards securing investments for implementation and scaling up with emphasis on replication of successful models at national, provincial and local

level (e.g. district, municipalities) as well as national level. The new programmatic areas on sustainable landscapes and renewable energies for productive

uses in rural areas are at the early stage of the value chain.

Country Program:

GGGI supports SENEGAL with a focus on the pillars of the ‘Plan Senegal Emergent’ (PSE) Priority Action Plan (2nd generation 2019-2023) to

operationalize the PSE in key strategic areas of agriculture, housing and other buildings, industry, and water and sanitation infrastructure, transport and

human capital development and sustainable improved governance in synergy with the strategic orientations of GGGI. GGGI focuses on three areas:

i.Urban development - Green Cities development: Senegalese secondary cities’ transition toward inclusive green growth - via increased access to

renewable energy, energy efficiency, innovation and green technologies in public transport and urban planning, water for consumption and

production, and waste management; contributing to the universal access to sanitation, water and electricity in urban areas, to 26% reduction in GHG

emissions from waste management in cities and industries and to 10% reduction in GHG emissions in the transport sector.

42

ii.Rural development - Sustainable Landscape and Renewable Energy for Productive Uses (RE4PU) in rural areas: Renewable energy and sustainable

landscape practices power a stronger, inclusive, pro-poor and gender sensitive rural development for the structural transformation of the economy,

contributing to the increased access to affordable and reliable energy to 60% of rural population, Reduced deforestation down to 25%, to overall

conditional emission reduction of 10%, to creation of Green jobs and enhanced adaptation to climate change.

iii.Green growth Capacity development: Governance systems at local and national level provide an enabling environment for innovation, resource-

efficient and low carbon economic opportunities, contributing to the increased access to climate finance through national financing vehicle(s),

increased knowledge and capacities of stakeholders, creation of green jobs and enhanced adaptation to climate change.

Partnership and Resource Mobilization

The strategic partnerships and alliances are critical for the success of GGGI operations in Senegal. The stakeholder engagement plan developed by GGGI to support current

and future green growth programs in Senegal has identified over the past two years key stakeholders from the government, private sector, research and academic

institutions, civil society as well as development agencies and multilateral organizations. The approach to effectively engage with the stakeholders varies based on the

roles and expectations spread along the various stages of the value chain. The partnerships take different forms around the three programmatic areas with some limited

to the resource mobilization stage and others including the design and implementation stages.

43

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for SENEGAL for 2019-2020: $1.30 million; Government counterpart funding (0

million), In-kind: $0.06; and Donor co-financing of the program is expected at $1.20 million in the biennium total of$2.50 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for SENEGAL for 2019-2020: $1.53 million; Government counterpart funding:

In-kind: $0.09 million; and Donor co-financing of the program is expected at $2.75 million in the biennium for a total of $4.28 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Cross-

cutting

Project Management Jan-17 Dec-18 $0.99 $0.99

National Green Growth Strategy

Dev

Jan-17 Jun-18 $0.13 $0.13

Green cities Green city guidelines and roadmap

implementation

Jan-17 Aug-18 $0.23 $0.23

Design a scalable and sustainable

business model/system for

decentralized FSM for secondary

cities in Senegal

Jan-17 Dec-18 $0.20 $0.20 Proposal to Luxembourg

CN to BMGF

Energy Green energy projects designed and

demonstrated to be financially

feasible

Jan-17 Dec-18 $0.68

$0.68 AfDB, GCF, AFD-SUNREF

Detailed technical assessment &

ESIA

Jan-17 Dec-18 $0.33 $0.33

TOTAL 2017-2018 $2,57 0 0 0 $2,57

Planned 2019-2020 3.99

Green cities Scaling-up of Senegalese secondary

cities’ transition toward green

growth pathways

01/2019 12 /2020 $0.30

[$0.40]***

[$0.40]***

$1.91 AfDB, BMGF, AWF/AfDB,

GCF-SAP, WB, DANIDA,

AFD

Sustainable and inclusive business

models for the Management of

01/2019 12 /2020 $1.05

Luxembourg, BMGF, AfDB's

African Water Facility

44

Plastic wastes, WEEE & City-Wide

Inclusive Sanitation

[$1.00]***

Promotion of Green

building/infrastructures design

01/2019 12 /2020 $0.20

[$0.30]***

[$0.40]***

GIZ, FFEM, GCF, AFD

Sustainable

landscape

Energy

Water &

Sanitation

Partnership for Food security:

promotion of climate smart

agriculture & sustainable climate-

resilient agribusiness supply chains

01/2019 12 /2020 $0.20

[$0.20]***

[$0.20]***

$0.88 IsDB Lives & Livelihood

Fund, Qatar, Swiss SDC

Sustainable business models for

promotion of Wastes-2-Resources &

RE4PU opportunities for private

sector

01/2019 12 /2020 $0.13

[$0.16]***

[$0.15]***

GIZ, FFEM, AfDB, EU's

Horizon 2020,

Scaling-up of the Modular Kiosk &

Platform concept for increased

access of Women & Youth into the

opportunities of the Milk value chain

in the pastoral regions

01/2019 12/2020 $0.10

[$0.10]***

[$0.10]***

GCF, EU

Green

Growth

Governance

Building Senegal Readiness for MRV

for Climate Change Development

01/2019 12/2020

[$0.10]***

$1.20 GCF

Roll-out of Least Developed

Countries Universities Consortium

Initiative for sustainable and long-

term capacity-building

01/2019 12/2020 $0.10

[$0.10]***

[$0.30]***

GCF, AfDB, AFD,

Association of Professional

Bankers & Financiers

National Financing Vehicle(s)

development as innovative funding

mechanisms

01/2019 12/2020 $0.15

[$0.25]***

$0.06 $0.15

[$0.10]***

ICCCAD-LUCCC, IRENA,

GCF, AfDB, Sweden,

Luxembourg

Unallocated core funding

Funding for Proposal Preparation/ Other $0.12

Legend: $X.XX → Figures representing BASE CASE scenario [$X.XX]*** → Figures representing PLUS CASE scenario

45

Results Framework: Senegal Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Green cities:

Subtheme:

Green growth

planning,

sanitation,

waste

management,

green

finance

Scaling up

capacities for

green growth

programming

and transforming

Green Cities

Action Plans into

bankable

projects

•Green Secondary Cities Strategies & Green Cities

Action Plans (GCAP) in place

•Stakeholders technical capacities enhanced

•Capacities built with stakeholders for proposals

•Network Green & Ecological Cities of Senegal

operational (REVES in french)

•2 Bankable projects on City Wide Inclusive Wastes

Management & Green buildings

•Safeguards, gender, inclusion and poverty

reduction strategically mainstreamed

•Green Secondary Cities

Strategies

•CGAP documents

•Local government LCC

established

•Capacity building plan

•Database of investors

•Reports of Workshops

•Project design documents

•Project funding

agreements

•GHG emissions reduction

(SO.1) of 497,454 Co² eq

•1.8 million beneficiaries to

access to improved sanitation

(SO.3.2)

•Increased access to waste

management (SO.3.3)

•163,000 (SO.2.) estimated at

Assumption(s):

•GoS, stakeholders commitment

•Partner interest

Risk(s):

•2019 Presidential election

•Timely government approvals

•Funding

Sustainable

Landscapes

Subtheme:

Climate smart

agriculture,

renewable

energy, green

finance

Sustainable

waste

management

Enhancing

resilience to

climate change

through

sustainable

business models

for food security

and local

entrepreneurship

development

•Solar power and drought-tolerant varieties tested

•Market assessment and safeguards mainstreamed

•Sustainable agribusiness policy recommendations

•Grain and oilseed crops demand analysis

•Investor database; investor forum

•Environmental improvement policies

•National institutional mechanism set-up

•Agreement documents

•Implementation reports

•Implementation reports

•Partnerships protocol

•Policy recommendations

•Projects design documents

•Projects funding

agreements

•GHG emissions reduction

(SO.1) 2,104,774 Co² eq

•205,000 beneficiaries with

increased access to green

affordable energy (SO.3.1),

•Increased access to improved

sanitation (SO.3.2)

•Increased access to

sustainable waste

management (SO.3.3)

•10,750 green jobs (SO.2.)

•Enhanced adaptation to

climate change (SO.6.)

Assumption(s):

Same as above

Risk(s):

•2019 Presidential election

•Technical expertise

•Universities availability

•Timely government approvals

•Funding

•Producers buy-in

•Inadequate demand for

produce

Cross-cutting

Subtheme:

Capacity

building,

Financial

instruments,

Knowledge

sharing,

MRV

•Portofolio of bankable projects developped

•Operational NFV (REEF)

•Roll out of LUCCC initiative UCAD University

•Training modules for UCAD University

•National Accredited Entity strengthened

•Climate finance through GCF readiness project

•Enhanced capacities, systems & knowledge in MRV

design and implementation

•Capacity building plan

•Stakeholders plan

•Training modules

•Workshop reports

•Knowledge events

•Market study

•32,900 beneficiaries

•GHG emissions reduction

(SO.1) of 3,127,000 Co² eq

•800 Green Jobs (SO.2.)

•Enhanced adaptation to

climate change (SO.6.)

Assumption(s):

•Positive investments climate

•Partners increased

Risk(s):

•2019 Presidential elections

•Availability of expertise

•Universities availability

46

Uganda

Country Strategy:

The Uganda program started in 2015. Uganda is in advanced stages of accessing GGGI membership, however, a Host Country Agreement with GGGI

was signed in early 2018. The GGGI office is hosted by the Ministry of Finance, Planning and Economic Development and primarily works with Ministry

of Lands, Housing and Urban Development and Ministry of Energy and Mineral Development as the main counterparts however also support the work

of Ministry of Water and Environment, National Planning Authority and the Kampala Capital City Authority. GGGI through the Green Growth Potential

Assessment in a report “Achieving Uganda’s development ambition – the economic impact of green growth: an agenda for action” supported

completion of the Uganda Green Growth Development Strategy, its implementation roadmap, and the national green cities development roadmap.

GGGI further supported the Ministry of Lands, Housing and Urban Development in the finalization of the National Urban Policy (NUP) and its strategy,

National Urban Solid Waste Management Policy (NUSWMP) and its strategy and is currently supporting the development of climate resilient green

cities guidelines and green cities action plans for two secondary cities. In 2018, GGGI will support the Ministry of Energy and Mineral Development to

finalize the energy efficiency bill and develop the energy efficiency investment plan; provide input to the review of the Renewable Energy policy and

development of the renewable energy roadmap and plan. In addition, GGGI will support provide input into the review of the national environment

management policy (NEMP) through facilitating the Regulatory Impact Assessment (RIA). GGGI commits in its CPF to support GoU in transitioning

towards a Green Economy by mobilizing investment for the Uganda Green Growth Development Strategy; expanding national electricity access by

boosting investment in off-grid renewable energy and energy efficiency; and improving planning and investment in Uganda’s cities to create livable

urban environments with improved access to services with increased jobs and reduced poverty. For further details of the Uganda Country Planning

Framework click here.

Country Program

The GGGI Uganda Country Program is anchored in supporting the implementation of Uganda’s Green Growth Development Strategy (UGGDS). It is a

multi-sectoral programme that supports to increase green investment flow to implement the UGGDS; improve planning and investment in Uganda’s

cities and boost investment in off-grid renewable energy while promoting energy efficiency. In addition, the programme supports investment in water

and sanitation specifically promoting decentralized water and sanitation systems and sustainable water management, as well as in sustainable

landscapes focusing on climate resilient agricultural value chains and resilient natural infrastructure. Based on the NDCs, NDPII and UGGDS GGGI support focuses

on the following area;

(i) Cross-Cutting: Mobilizing investment for the Uganda National Green Growth Strategy: GGGI supports the government to mobilize

resources for implementation of UGGDS; establishment of a national fund for green growth and design bankable projects.

(ii) Improved planning and investment in Uganda’s cities: The support shall focus on enhanced physical planning and development of 3

47

projects in Bus Rapid Transit and Non- Motorized Transport; Waste to Resource (W2R) and Waste Water to catalyze the urban green growth

transformation.

(iii) Expanding access to affordable, sustainable and equitable energy services. GGGI shall support the Ministry of Energy to develop a

renewable Energy Roadmap, Energy Efficiency Investment Plan and develop bankable projects.

(iv) Sustainable Water Management: GGGI supports the government to develop 2 bankable projects wastewater management services in

urban/peri-urban areas and climate-resilient irrigation solutions.

(v) Sustainable Landscapes: GGGI supports the government of Uganda to construct a Climate resilient agricultural supply chain and resilient

natural infrastructure.

Partnership and Resource Mobilization

Partnerships and resource mobilization will be pursued by supporting the National Green Growth Steering Committee, a coordination mechanism

chaired by the National Planning Authority (NPA), which brings together public institutions, development partners, the private sector and civil society

organizations to mobilize resources for the implementation of the National Green Growth Strategy. The NDPII, SDGs, NDCs and UGGDS have created

great opportunities for partnership. As a member of the NDC partnership, GGGI supports the Government to deliver its NDC commitments; GGGI in

partnership with the EU is exploring mechanisms to support the Government implement the UGGDS with investment and TA funding. GGGI and the

Government of the Netherlands have entered into an agreement to implement a project to catalyze access to solar market in Uganda to develop a

market based solar home systems solution for Uganda, which provide an opportunity for GGGI to mobilize funds to deliver it. GGGI and GIZ are

discussing collaboration in Waste Management; off grid renewable energy and energy efficiency. This provides an opportunity for consortia

partnership. GCF – GGGI strategic partnership has great potential for mobilizing funds for readiness support for the Government. The other

opportunity in the TA support from the government of Hungary to Uganda through the Energy – Water Nexus Project which is working towards

developing 2 business plans and projects in the area of clean energy for medium to large scale irrigation in Uganda. Other opportunities exist IFC in

Waste Management; AFDB in BRT; Government of Norway and USAID in Energy and UKAID in green cities. The existing collaboration with other like-

minded organizations as partners such as Green Economy Coalition (GEC) for engaging CSOs and NCE for economic Analysis provide other resource

mobilization opportunities to the country program. GGGI shall continue to participate in the donor working group meetings, fora and networking

events; document and share it programs and their outcomes with the donors; invite the donors to GGGI events and the country team adopt a

deliberate GGGI visibility and marketing strategy including media events.

Results area (theme/sub theme) Government partners Donors active in the area

Theme: Cross Cutting

Sub theme: National fund, Bankable Projects and Resources for UGGDS

Implementation

MoFPED, NPA, MGLSD EU, UNDP, UNEP, ENABEL, UNCDF, the Government of Denmark, Private

Sector, Government of Sweden and GCF

48

Theme: Green Cities

Sub theme: physical planning, sustainable services and Bankable projects

MLHUD, KCCA, NEMA EU, AFDB, UKAID, Private Sector, Japan, GIZ, French Development Agency,

Danish Development Agency, Swedish Development Agency, Norwegian

Development Agency, World Bank

Theme: Sustainable Energy

Sub theme: Renewable Energy Roadmap, Energy Efficiency Plan and

bankable projects

MEMD, REA, ERA The Netherlands Government, EU, USAID, the Government of Norway, AFD,

UKAID, ISDB, GIZ,

Theme: Sustainable Water Management

Sub theme: Wastewater and climate-resilient irrigation

MoWE, NWSC, NEMA, CCD The Government of Hungary, EU, Denmark, UNDP, WB, AfD, ADA

Theme: Sustainable Landscapes

Sub theme: Climate resilient supply chain

MAAIF, NEMA, MTIC, MoWE-

CCD

Denmark, KOICA, USAID, Japan, ISDB, FAO, JICA

49

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Uganda for 2019-2020: $0.36 million; Government counterpart funding:

In-kind: $0.24 million; and Donor co-financing of the program (earmarked) is expected at $1.71 million in the biennium for a total of $2.07 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Uganda for 2019-2020: $0.42 million; Government counterpart funding:

In-kind: $0.24 million; and Donor co-financing (earmarked) of the program is expected at $2.91 million in the biennium for a total of $3.34 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Funding

Base Scenario Plus Scenario

Incept

ion

End GGGI Earmarked Total Staff Operations Total Gap GGGI Earmark

ed

Total

Ongoing 2017-2018

Cross Cutting Green

Economic

Growth

Jan-17 Dec-18 2.527 0.00 2.56

Sustainable Energy Solar Home

Systems

Project

Mar-

18

Jun-208 0.00 0.47 0.48

Sustainable Water

Management

Sustainable

Energy-Water

Solutions for

Irrigation for

Commercial

Farming

Apr-18

Jun-19

0.00

0.29

0.30

TOTAL 2017-2018 2.52

Planned 2019-2020

Cross Cutting National

fund,

Bankable

Projects for

UGGDS

Jan-19 Dec-20 - 0.44 0.44

Sustainable Energy Renewable

Energy

Jan-19 Dec-20 0.07 0.53 0.64

7 Includes IPSD allocations

8 This funding shall overlap 2017-2-18 to 2019 -20 biennium

50

Roadmap,

Energy

Efficiency

Plan and

bankable

projects and

Implement

the SHS

project.

Green Cities Enhanced

physical

planning,

sustainable

services and

Bankable

projects

Jan-19 Dec-20

0.07

0.68 0.79

Sustainable Water

Management

Bankable

projects in

water/wastew

ater and

climate-

resilient

irrigation

Jan-19 Dec-20

0.07

0.06 0.17

Cross Cutting Policy

Solutions for

Green Jobs

creation and

Private Sector

Engagement

Jan-19 Dec-20 0.04 - 0.04

Sustainable Landscapes Climate

resilient

agricultural

and Natural

Infrastructure

Jan-19 Dec-20

0.07

- 0.11

Unallocated core funding

-

Funding for Proposal Preparation/ Other

0.03

-

0.03

TOTAL PLANNED 2019 - 2020 0.36 1.71 2.07 1.79 0.45 2.24 -0.17 0.43 2.91 3.35

51

Results Framework: Uganda Program Summary 2019-2020

Theme

Subtheme

Input

Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross Cutting National fund,

Bankable Projects and

Resources for UGGDS

Implementation

• National Green fund designed, Resources

mobilized for UGGDS Implementation

and Bankable projects designed

• Statutory instrument

establishing the fund

• Letter of intent from an

investor

SO2 green jobs

SO3.3 Access to sustainable waste

management

SO3.4 Access to sustainable public

transport

SO3.2 Access to improved

sanitation

Government commitment

Water and

Sanitation

Subtheme:

Waste Water;

Irrigation

Bankable projects in

water/wastewater and

climate-resilient

irrigation

• 2 Bankable projects in sustainable

water/wastewater solutions and climate-

resilient irrigation solutions developed

• Revised policies adopted

• Financier letter of intent

SO2 Green jobs

SO6 Enhanced Climate Change

Adaptation

Green Cities

Subthemes:

BRT, Waste;

Waste Water;

Physical

Planning

Enhanced physical

planning, sustainable

services and Bankable

projects

• Green growth mainstreamed in urban

development

• 2 Bankable projects in transport and

mobility; waste to resource and waste

water and fecal sludge

• Policies adopted

• Secondary cities green plans

• Letter of intent from financier

and investors

SO2 Creation of green jobs

SO3.4 Increased access to

sustainable public transport

SO3.3 Increased access to

sustainable waste management

Political will at national

and local government

level

Availability of financiers

and investors

Sustainable

Energy

Subthemes:

Renewable

Energy access

and Energy

Efficiency

Renewable Energy

Roadmap, Energy

Efficiency Plan and

bankable projects

• Renewable energy roadmap and Energy

efficiency investment Plan developed

• SHS Project Solution Implemented

• 1 Bankable projects on renewable energy

and Energy Efficiency designed

• Copy of approved renewable

energy policy and investment

plan

• Letter of intent from financiers

SO1 GHG emission reduction

SO2 Creation of green jobs

SO3.1 Increased access to

affordable energy

Government approval and

availability of financiers

and investors

Cross Cutting Policy Solutions for

Green Jobs creation

and Private Sector

Engagement

• Green Jobs Potential Assessment

Capacity Building program

• Green Jobs and Skills Development

integrated into National Policies

• Green Growth Private Sector Forum

• Revised employment policy

approved by Government,

• Green growth capacity plan

• Private Sector Forum

SO2 Creation of green jobs Policy Environment

Sustainable

Landscapes

Climate resilient

agricultural supply

Natural Infrastructure

• 1 Bankable Project on climate resilient

agricultural and Natural Infrastructure.

• Investors letter of intent SO1. GHG Emission Reductions

SO2. Creation of Green Jobs

SO6. Enhanced adaptation to

climate change

Government prioritization

of NDCs

52

Asia and the Pacific Green Growth in the Asia and Pacific region

With rapid urbanization, governments in the region prioritize low carbon infrastructure, climate-resilient cities that are energy-efficient and pollution-

free. By adopting environmentally sustainable policies and business models in country development plans, the region has opened opportunities for

green investment, which can attract public and private sector capital. GGGI’s program in the region has increasingly focused on green models to arrest

depletion of natural ecosystems such as forests and oceans with far reaching consequences on global health and productivity due to deforestation and

air pollution. GGGI has been an important partner in the countries and in supporting these develop and implement green growth plans. GGGI’s Asia

and the Pacific portfolio implements strategic partnerships and country programs in 16 countries, namely, in Cambodia, China, Fiji, India, Indonesia,

Kiribati, Lao PDR, Mongolia, Myanmar, Nepal, Philippines, Papua New Guinea, Thailand, Tonga, Vanuatu, and Viet Nam. In addition, GGGI implements

a regional program in the Pacific.

Achievements in 2017-2018: Rapid growth has translated in unstructured urbanization within the region, including unruly development of secondary

cities. This, in turn, is generating significant social, economic and environmental challenges, particularly in the areas of waste management, wastewater,

and transport. GGGI’s programs work with cities across the region in 2017 supported preparation of a national strategic plan green secondary cities

in Cambodia. The need for clean and renewable energy (RE) and energy efficiency (EE) measures to reduce greenhouse gas emissions have become

pressing. In 2017, GGGI helped to develop the National Energy Efficiency Action Program to contribute to Mongolia’s Indicative Nationally Determined

Contribution (INDC) target to reduce building heat loss by 40 per cent and electricity transmission losses by 43 per cent by 2030. GGGI also supported

the preparation of Fiji’s NDC Implementation Roadmap for the Energy Sector, which aims to achieve 30 percent reduction in carbon dioxide (CO2)

emissions by 2030 against BAU (Business-As-Usual) baseline estimated at 1,800 Gg CO2 emissions by 2030. GGGI also supported the greening of the

industrial sector and micro-, small, and medium enterprises (MSMEs) through the NDC Action Plan for the Industrial Sector in Thailand and similarly

built capacity in the MSMEs to pursue green practices in the Philippines. Asia’s forest cover has reduced at an alarming rate, which has adverse

consequences on ecosystems and the environment. GGGI supported Indonesia’s forestry sector through peatland restoration, which included a

landscape-wide integrated project for sustainable peatland use and peatland related commodities and community-based processing of raw products

that created added value. Green growth in the Pacific faces implementation challenges, particularly with rural projects; however, the Pacific Island

governments have also shown astute commitment to climate change mitigation, renewable energy development and green growth. GGGI’s regional

approach in the Pacific, launched in 2017, provided an opportunity to support these countries to meet their objectives and promote green growth, with

a focus on social inclusion and gender, and contributions to meeting basic needs, enhancing resilience and mitigating impacts on the environment.

53

Workplan for 2019-2020: In the 2019-2020 biennium, the Asia and the Pacific Portfolio will continue to support the country programs in the following

thematic areas, building on earlier work and incorporating innovative solutions. GGGI’s work in the Asia and the Pacific will demonstrate pro-poor,

inclusive and gender-sensitive green growth in climate-risk prone countries, particularly in the small island states, and rapidly industrializing and

urbanizing countries such as Cambodia and Vietnam. GGGI will continue to use a Climate Resilient Green Growth approach in various localities in the

Philippines to develop policies and investment plans to counter the threats of climate change. GGGI will promote a climate resilient green growth

approach at local level in PNG by introducing an Eco-town approach. Using the Whole-of-Island-Approach, GGGI will continue the implementation of

the Green and Climate Resilient island Development in Kiribati. As part of GGGI’s advisory services, GGGI will continue to develop NFVs, set up

Monitoring, Reporting and Verification (MRV) systems, and provide GCF readiness support in the region.

Green cities: GGGI will build upon its pioneering work in green city development in Cambodia, Thailand, Mongolia and Nepal and develop relevant

policies and plan for urban development. This will integrate inclusive green growth and climate resilience and help identify and prepare the related

bankable projects. Transportation and waste management is a priority for many GGGI’s partner countries. GGGI will support Nepal’s implementation

of its electric mobility targets through the Electric Mobility project. The Philippine country program will support the integration of green transport

systems, such as electric tricycles.

Sustainable energy: GGGI will support countries in mobilising finance for clean energy, in addition to providing policy advice and capacity building.

GGGI will facilitate unlocking of financing for renewable energy and clean energy in China, Mongolia, India, Thailand and Fiji through various

interventions. The Vanuatu country program will continue its support to the NGEF (New Government Electrical Factory) by helping identify and develop

a pipeline of gender and socially inclusive investments. The GGGI’s Cambodia and Philippine country programs will support the design energy efficiency

and renewable energy options to displace fossil fuel-based energy sources and provide inclusive access to affordable, reliable, and sustainable energy

services.

Sustainable landscapes: Working with the governments on identified priority areas, GGGI will help green commodity value chains in India. In Indonesia,

GGGI will support the Government’s initiatives on peatland restoration. GGGI will help Myanmar address urban and rural economic drivers of landscape

degradation and deforestation. The Philippines country program will provide policy advisory support and assistance in the identification and

development of bankable climate resilient sustainable landscape projects.

Water and Sanitation: GGGI will work with selected countries on water and sanitation initiatives. The examples related to decentralized water and

sanitation systems for those with constrained or no access to these services. In Kiribati, GGGI will pursue waste management for small islands in

54

partnership with the Pacific Community. In Lao PDR, GGGI will help the secondary city of Pakse address the city’s wastewater issues. In Mongolia, GGGI

will help improve water supply-demand alignment and equal access to safe drinking water and sanitation, and in Vanuatu, GGGI will support installation

of solar powered water pumping units and provide training relevant to community water systems management. Resilience is central to GGGI’s strategic

outcomes in water and sanitation work. The Lao PDR country program will support Vientiane’s efforts to improve solid waste through policy and

infrastructure development support; and in India, GGGI will support the Ministry of Rural Development under the Government’s employment guarantee

programme MGNREGA (Mahatma Gandhi National Rural Employment Guarantee Act) in bringing climate resilience to water infrastructure investments.

Partnerships and Resource Mobilization: The Asia Pacific Portfolio will continue to strengthen its existing partnerships with GCF and KOICA. GGGI will

build partnerships with Government of Luxembourg, Australia, Korean Export-Import Bank and Economic Development Cooperation Fund, Japan,

Germany, and explore opportunities with the Asian Development Bank, and the World Bank. It will also work with the private sector for potential

bankable projects in the various thematic areas where GGGI is involved.

55

Cambodia

Country Strategy:

Since 2011, the Global Green Growth Institute (GGGI) has been supporting the Royal Government of Cambodia (RGC) to develop national policy,

institutional frameworks and leverage investment for inclusive green growth. This included the formulation of the RGC’s National Policy for Green

Growth (2013), and National Strategic Plan for Green Growth (2013-2030). GGGI Cambodia is proud to be recognized by the Cambodian Minister of

Environment for pioneering green city work in the Kingdom. This started in 2015 with the Green Urban Development Program (GUDP) Phase 1. The

main outputs of the first phase were (1) the Green City Strategic Planning Methodology, which was endorsed by the Ministry of Environment and its

principles incorporated into the Draft Environmental Code, (2) the Phnom Penh Green City Strategic Plan and a list of potential green investment projects,

which has become a project pipeline for a number of development partners and the private sector, and (3) pre-feasibility studies of two priority issues

for urban investment in Phnom Penh, namely decentralized waste water treatment and Energy Efficiency (EE) investment. Building on Phase I, GGGI is

currently implementing the GUDP Phase 2. This second phase focuses on establishing a Sustainable City Strategic Plan for 7 secondary cities. The plan

incorporates inclusive green growth concepts and will come with an investment plan for the one of the priority sectors for a selected secondary city. In

line with the Cambodia Country Planning Framework which identified sustainable energy as a second priority area, GGGI will design a new project

targeting the energy efficiency, a sector which is still in the early stages of development in Cambodia.25

Country Program:

GGGI focuses on green cities, sustainable energy, and water and sanitation, taking into account economic growth potential, poverty reduction and social

inclusion, and environmental sustainability. Based on Cambodia’s Nationally Determined Contribution, the National Policy on Green Growth, the

Climate Change Strategic Plan, the National Environmental Strategic Action Plan, and GGGI’s Cambodia Country Planning Framework, GGGI will focus

on the following 2 areas for the WPB 2019-2020:

i.Green Urban Development Phase 3: Building on our legacy in pioneering inclusive green city development, GGGI will continue to support national

and subnational governments to strengthen their capacity to develop, fund and implement green, inclusive urban projects. As GUDP Phase 1 and 2

focused on developing green and sustainable cities strategies and identifying green investment projects, Phase 3 will focus on hands-on

implementation of these strategies to tackle one of the major urban challenges for Cambodia’s cities – waste and sanitation. The program will

support the national government to develop a Waste and Sanitation Program and will support one priority city in implementing the program. GUDP

Phase 3 will also focus on scaling-up green city investments by providing technical support to the NCDD26 or other entities to develop a full funding

proposal to mobilize green finance for local governments in low-carbon, resilient infrastructure, and capacity building. These interventions target the

improvement of waste and wastewater management services for a population of 600,000 across 7 secondary cities, thereby contributing to SDG 6,

namely universal access by 2025.27

56

ii. Sustainable Energy: Based on a previous prefeasibility study and an integrated cost-benefit assessment on greening the industrial sector, GGGI will

design an Energy Efficiency Promotion Program (EEPP) to serve as a strategic platform providing resources and expertise on energy efficiency. The

EEPP will be guided by the set of objectives and measures identified in the National Energy Efficiency Policy (NEEP), with an initial focus on industry,

one of the three priority sectors. The EEPP will contribute to the national energy efficiency target of reducing energy demand by 25% in 2035 in the

industrial sector relative to the business as usual scenario and to the NDC’s GHG emissions reduction target of 727 Gg CO2eq (7%) by 2030 in the

manufacturing industry. This proposed program targets policy implementation through the development of an energy efficiency financing framework

and two project proposals based on interventions identified in the NEEP.

57

Partnership and Resource Mobilization:

GGGI Cambodia has strategically identified a number of local and international organizations for resource mobilization, such as GCF, KOICA, ADB and

WB. The table below presents an overview of priority partners in relation to the proposed programs for 2019-2020. Efforts to mobilize external resources

are already underway. For example, the Cambodia team is currently finalizing a funding proposal on a sanitation project for KOICA and is in discussion

with the NDA and partners on a potential partnership on GCF Readiness or PSF.

Results area

(themes/sub-

themes)

Government partners Donors active in area Delivery partners active in area

(including private sector, civil

society)

Green City National Council for

Sustainable Development

Ministry of Interior

Ministry of Public Work and

Transport

National Committee on Sub-

National Democratic

Development

KOICA: Funding Proposal on Decentralized Waste Water Treatment (DEWAT) is currently being

reviewed by KOICA.

Green Climate Fund : GGGI has initiated discussion with NCSD and partners on the possibility

of accessing readiness or PSF funding as a delivery partner.

Global Environment Institute: GGGI and GEI have signed an MoU targeting knowledge

exchange and peer-to-peer learning for green urban development. The collaboration will also

target access to China’s South-South Cooperation Fund for inclusive green growth and green

urban development.

Cambodia Climate Change Alliance: GGGI will work with the relevant line ministry to apply for

this fund in the next call for proposals in 2020.

World Bank: identified as a potential partner for waste and waste water.

Agence Française de Développement (AFD): identified as a potential partner in wastewater

and waste projects.

DFAT has a strong presence in Cambodia. ‘Essentiel infrastructure’ - including for water

services - is one of 3 focus areas, so partnership potential will be explored.

Cambodian Institute for Urban

Studies

Habitat for Humanity

European Chamber of

Commerce

UN-Habitat

JICA

ADB

KOICA

WB

Sustainable

Energy

Ministry of Mine and Energy

Ministry of Industry and

Handicraft

National Council for

Sustainable Development

Cambodia Climate Change Alliance: The energy sector in Cambodia will likely be a priority

sector should CCCA receive renewed funding for Phase 3.

AFD: identified as a potential partner

Qiao: a regional proposal on Sustainable Energy in South East Asia is under preparation

UNIDO

European Chamber of

Commerce

GERES

Green Technology Center-Korea

(GTC-K)

58

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Cambodia for 2019-2020: $1.4 million and Donor co-financing of the

program (earmarked) is expected at $0.3 million in the biennium for a total of $1.7 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Cambodia for 2019-2020: $1.65 million; and Donor co-financing (earmarked)

of the program is expected at $2.06 million in the biennium for a total of $3.71 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov28 Partner Gap Total

Ongoing 2017-2018

Cross-cutting Policy Alignment for

Green Growth

Jan-17 Dec-18 1.20 0.02 - - 1.22

Green Cities Green Urban

Development Program

Jan-17 Dec-18 1.00 0.02 - - 1.02

TOTAL 2017-2018 2.20 0.04 - - 2.24

Planned 2019-2020

Green Cities Green Urban

Development Phase III

Jan-19 Dec-20 0.40 0.02 0.3029 1.5630 2.28 KOICA, GCF, WB, China’s

South-South Cooperation

Fund, GEI, DFAT

Sustainable Energy Energy Efficiency

Promotion Program

Jan-19 Dec-20 1.00 0.02 - 0.2031 1.22 MME, CCCA, AFD, Qiao Fund

Funding for

Proposal

Preparation/ Other

0.03

TOTAL 2019-2020 1.40 0.04 0.30 1.76 3.50

59

Results Framework: Cambodia Program Summary 2019-2020

Theme

Subtheme

Project Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Green Cities

Sub:

Wastewater

and sanitation,

green finance

Green Urban

Development

Program Phase 3

(2019) A full funding proposal

for GCF developed by NCDD or

other entity with technical

support from GGGI

(2020) Waste/Wastewater and

Sanitation Program including

investment pipeline is

developed

Meeting minutes of Sub-TWG

on Urban Sanitation and Waste

Water

Resource mobilization and

implementation report

SO1: Reduced GHG

Emissions

SO3: Increased access

to sustainable services

Assumptions:

Earmarked funding successfully mobilized from

identified partners and other sources

NCDD receives GCF accreditation as nominated

by RGC

Decentralized waste water and sanitation remains

national and municipal governments’ priority

Risks:

2018 election may result in some delay in our

work

New government might have different priorities

Multi-partners coordination might be a

challenge if not well planned

Sustainable

Energy

Energy Efficiency

Promotion

Program

(2019) Energy efficiency

financing framework

developed

(2020) 2 priority investment

projects designed based on

actions identified in the

national energy efficiency

policy

Costing methodology for the

National Energy Efficiency

Policy

Assessment of financing

options and institutional

arrangements

Completed project concept

notes/proposals

SO1: Reduced GHG

Emissions

Assumptions:

Earmarked funding successfully mobilized from

identified partners and other sources

Development partners and financiers support

and prioritize energy efficiency

Risks:

2018 election may result in some delay in our

work

New government might have different priorities

Lack of engagement from the private sector in

the program

SO1: GHG emission reduction of 3.1 MtCO2e by 2030

SO2: N.A

SO3: 20.76 million people with increased access to improved sanitation by 2030

S04: N.A

60

China

Country Strategy

Since 2016, GGGI has worked with China to become a member and serve existing GGGI member countries by building strong international programs

and partnerships with the central government. Official milestones include formalized work on international capacity building with China’s National

Development and Reform Commission (NDRC) (2017). GGGI officially joined the MEE-UNEP led Green Belt and Road Coalition (2018), opening formal

environmental policy, technology resources and cooperation to all of GGGI’s developing member countries with China. Since 2016, GGGI has been a

member of MEE’s China Council for International Cooperation on Environment and Development (CCICED). In May 2018, GGGI Council Chairman Dr.

Ban Ki-Moon met with Chinese President Xi Jinping, Foreign Minister Wang Yi and Politbureau member and Senior Official Yang Jiechi, receiving a

supportive response from China’s top leadership to the proposal of China’s membership with GGGI. Despite the gradual progress and good

momentum, China’s membership to GGGI is assessed to be a long-term strategic process.

China Program Impacts. China Program’s unique value proposition is twofold. First, GGGI has existing partnerships across numerous developing

countries in the region, spanning across the same network of nations included in China’s Belt and Road Initiative. As a partner to China’s SSC and

BRI goals, GGGI can serve as a valuable conduit to strengthen green growth collaboration amongst these countries. Second, GGGI’s value to its

member/partner countries also stems from clean energy and environmental best-practices, investments and technologies it can draw from China into

member country climate change mitigation and adaptation efforts. This has been implemented through GGGI’s knowledge sharing service, delivering

impacts to 10+ GGGI member countries, and partner countries like China in 2016-2018 through policy advisory, knowledge sharing and capacity building,

and enabling green bankable projects in China and other GGGI countries.

• Enabling Bankable Green Projects - In 2017, GGGI initiated the China for Others project with the goal of supporting bankable project

deployment, and policy and technology investments from China to GGGI member countries. “China for Others” initiated bilateral and

multilateral project collaborations and identified potential opportunities in Mongolia, Jordan, Indonesia, Philippines, Vietnam, and Cambodia. This

portfolio includes work on energy efficiency for buildings and appliances, water treatment and management, hazardous waste remediation and

energy service companies (ESCOs) with potential projects in similar areas as well as peatland restoration.

• Policy advisory - GGGI and the government of China (GoC) have co-developed 3 policy recommendations on SSC and ecological civilization,

national green growth pathways, and greening China’s overseas investments with MEE, CCICED and NDRC.

• Knowledge Sharing (KS) and Capacity Building Results - Since 2016, GGGI has co-organized 18 international KS events on green policies and

technologies with China’s NDRC and MEE, with participating officials from 20 GGGI member countries. These events produced best-practice

insights that reached Minister-level audiences regarding China’s global environmental policies. In Mongolia, our KS activities also resulted in

adoption of a tax exception policy for Ulaanbaatar City on electric vehicles in 2017, based on Chinese best practices learned during a Mongolian

delegation visit to China in 2016. In 2017, GGGI China supported 5 NDRC climate training events seeing approximately USD $600,000 co-financing

61

from the Chinese government, with 100% of 65 environmental officials from 13 member countries (Cambodia, Ethiopia, Indonesia, Laos, Mongolia,

Nepal, Philippines, Uganda, Hungary, Morocco, Myanmar, UAE and Thailand) indicating applicable policy and technology knowledge gained.

• Consultations and five KS events in 2017, of which the Environmental Ministry provided $100,000 in co-funding.

Country Program

Capturing lessons learnt from the steady progress in formalizing engagement with China towards the membership, and key emerging results from

knowledge sharing and project development in the context of SSC and BRI, China program concludes its first phase by the end of 2018. For the next

biennium, GGGI aims to build a robust legal, institutional and programmatic foundation- (i) strengthening buy-ins and ownership from China’s

green growth champions including MEE, (ii) identifying next round strategic entry points for China in particular, in the context of “China for others”

by leveraging China’s vast potential to influence regional and global green growth. Given China’s non-member status, the program activities will

be managed from a China desk at Seoul HQ.

i.[Cross-cutting: green finance] Although China is a world leader in clean energy technology, its energy conservation and environment

management practices and industry still seek learning from global best practices. In China’s water sector alone, environment and public-facilities

management amounted to RMB6.86 trillion in 2016, an increase of 23.3% year-on-year, according to statistics. Investment in the environmental

sector is projected to exceed RMB15 trillion during the 13th Five-Year Plan period (2016-2020), with the focus of industrial development shifting

from environmental pollution control to environmental quality improvement. Moreover, a large number of environmental projects, such black

river treatment and sponge city construction, will be developed through public-private partnerships (PPP), attracting trillions of yuan in

investment1, resulting in major opportunities for GGGI member country governments and companies

ii.[Cross-cutting: knowledge sharing] China wields limited scope in its experience and capacity to develop green growth in developing countries

and therein requires strong partnerships with international organizations such as GGGI, that have implementation capacity and strong stakeholder

networks within those countries. The China-Japan-Korean platform managed by GGGI on joint research and knowledge sharing also presents an

opportunity to strengthen peer to peer learning for China and also dissemination of green growth examples arising from the three countries’

experiences across the Asia region with current collaborations forming on green cities policies and technologies.

Development Partner Initial Mapping

Results area (themes/

sub-themes)

Government partners Donors active in area Delivery partners active in area (including private sector, civil society)

Cross cutting – green

finance 

China’s NDRC and

MEE, and other

member country

governments

Energy Foundation, Qiao Fund, UK BEIS

and TAP, Climateworks, USAID, ADB

GIZ, Carbon Trust, UNEP, UNDP, CSEC, CCICED, NCSC, CISDI, Powerchina, Hanergy,

CAITEC, ERI   

62

Cross cutting-knowledge

sharing

China’s NDRC and

MEE, and other

member country

governments

Energy Foundation, Qiao Fund, UK BEIS

and TAP, Climateworks, USAID

GIZ, Carbon Trust, UNEP, UNDP, CSEC, CCICED, NCSC, CISDI, Powerchina, Hanergy,

CAITEC, ERI   

63

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for China for 2019-2020: $0.15 million; Donor co-financing of the program is

expected at $0 million in the biennium for a total budget of $0.15 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for China for 2019-2020: $0.18 million; Donor co-financing (earmarked) of

the program is expected at $1.79 million in the biennium for a total of $1.97 million.

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov32 Partner Gap Total

Ongoing 2017-2018

Cross-cutting CN1 China Global and Regional

Knowledge Sharing

Jan-17 Dec-18 1.02 1.40 0.20 [X.X] 2.80 Funds spent by NDRC on 5

climate trainings for member

country participants and MEP

co-financing of 10 knowledge

sharing events.

CN1-3CCI-2 China Global and

Regional KS (TL)

Jan-17 Dec-18 0.01 - - -

CN2 China Japan Korea (CKJ) Aug-17 Dec-18 0.08 - -

CN3 China for Others Jan-18 Dec-18 0.30 - - -

TOTAL 2017-2018 1.43 1.40 0.20 3.03

Planned 2019-2020 0.65

Cross--cutting China Regional Knowledge Sharing Jan-19 Dec-20 0.15 - 0 0.1 0.25 Climateworks ($100K)

Energy Foundation, Qiao Fund,

UK BEIS and TAP, ADB USAID

Cross-cutting Unlocking green financing and

technology deployment in Mongolia

and the Mekong (Vietnam, Lao and

Cambodia)

Jan-19 Dec-20 - - - 0.4 0.4

Program RM Minimum Target .1

Full Program RM Target .0.4

64

Results Framework: China Program Summary 2019-2020

Theme

Subtheme

Input

(Project title)

Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-

cutting

China Regional Knowledge

Sharing: Staff and Operations

capacity

• Clear advancement towards

Chinese membership in GGGI.

• Clear establishment of frameworks

with GGGI that serve interests of GGGI

member countries

Country government, companies,

and financial institutions.

SO1: GHG emission reductions

SO4: Improved Air Quality

Energy Project A. Unlocking clean energy

financing and deployment in

Mongolia and the Mekong

(Vietnam, Lao, Myanmar and

Cambodia) through BRI

• Developing regional roadmap

introducing 1-2GW of solar energy projects

in Lao PDR, Vietnam, Myanmar and/or

Cambodia.

• Enhanced knowledge of green

finance access, enabling policies and rapid

solar deployment technologies learned with

clear applicability, by country stakeholders.

• Policy recommendations for energy

transition adopted by one or more Mekong

governments

Country government, companies,

and financial institutions.

SO1: GHG emission reductions

SO2: Creation of Green Jobs

SO3: Increased Access to Sustainable

Services

SO4: Improved Air Quality

Energy and

Water

Project B. Environmental policy and

technology deployment in

China’s green markets: Denmark-

EU-China Knowledge sharing and

green finance access for high-

efficiency district heating and

green water treatment in China.

• Financing/funding accessed for

water management and treatment projects

and/or district heating projects in China

totaling at or over $580 million.

Chinese national and sub-

national government, companies

and financial institutions

SO1: GHG emission reductions

SO2: Creation of Green Jobs

SO3: Increased Access to Sustainable

Services

SO4: Improved Air Quality

65

Fiji

In 2015-2016 GGGI supported the Ministry of Economy (MoE) to integrate the Green Growth Framework (GGF) into the new National Development Plan

(NDP) 2017-2036. The NDP was endorsed by the Fijian Government in October 2017 and launched at COP23. Building on this work, GGGI provided

technical assistance to Climate Change Division of the MoE to develop an NDC Implementation Roadmap focused on the energy sector which aims to

reduce greenhouse gas emission by 30% by 2030 against a business-as-usual scenario. GGGI is now supporting the Climate Change Division to develop

an economy-wide Low Emissions Development Strategy aiming at zero-net emissions by 2050. In 2017, GGGI also completed a Pre-feasibility Study for

100% renewable electricity for Ovalau and Taveuni Islands which would bring affordable, clean electricity to over 17,000 people and KOICA provided

Letter of Intent to finance 3.5m USD for the implementation of solar energy on Taveuni. In 2018, Full Feasibility Studies for over 5MW of solar and

storage are underway for Taveuni and Ovalau in partnership with MoE and Electricity Fiji Limited. All work undertaken has included social and

environmental safeguards analysis. In 2017-2018 GGGI has also expanded its work in Fiji into the area of green cities, carrying out a study on low

emissions fuel for buses and trucks and a study on solid waste management. GGGI will also undertake a study to identify potential interventions in the

Suva to Nausori area to reduce congestion and strengthen transport services to benefit over 300,000 people. Fiji is also the base for GGGI’s activities

in the broader Pacific region, with GGGI carrying out regional capacity building workshops in 2016, 2017 and 2018 on energy planning and green

infrastructure project design and financing. A regional training program for green entrepreneurship is underway in 2018 reaching out to over 400 young

people. In 2017-2018 GGGI has taken part in a number of national and regional policy dialogues centered around green growth, NDC implementation

and financing of an inclusive energy transition in the Pacific and SIDS. GGGI is a core partner of the Pacific Regional NDC Hub alongside GIZ, SPC, SPREP

and the NDC Partnership. This platform will enhance Pacific SIDS’ ability to implement the Paris Agreement and 2030 Agenda through improved access

to technical assistance and climate finance. GGGI has also developed a regional project proposal on Capacity Building for renewable energy for rural

energy access for local government and community leaders in Fiji, Papua New Guinea (PNG), Solomon Islands, and Vanuatu to a target audience of

more than 300 community and traditional leaders and local government officials. Alongside these activities GGGI’s aims to engage with the public and

private sectors in the 14 Pacific SIDS through the promotion and facilitation of knowledge sharing, peer-to-peer exchanges, online tools, etc. in

collaboration with tertiary educational institutions and other partners in the region. Recognizing the importance of climate change adaptation and

building resilience for the Pacific, GGGI will also look to support activities in the sustainable landscape and oceanscape sectors in Fiji and the region.

Country Program:

The Fijian Government has committed to integrating inclusive green growth into its development efforts first through the 2014 GGF and now the 2017

NDP. Both documents, as well as Fiji’s NDC, aim for close to 100% renewable energy by 2030, as well as improved energy efficiency. GGGI supports

Fiji with a focus on its energy and NDC commitments, as well as objectives to ensure access by all to key services with a focus on three areas:

i.Implementation of Fiji’s NDC in the energy sector

ii. Sustainable sea and land transport

66

iii.Low carbon, resilient development for urban and peri-urban areas

At a regional level, GGGI supports the Pacific SIDS to implement their NDCs and the Framework for Resilient Development (FRDP) in the Pacific, which

was endorsed by the Pacific Island Leaders in 2016. Based on the FRDP and NDCs submitted by the 14 Pacific SIDS, GGGI’s regional focus is on two

areas:

i.Supporting implementation of the region’s NDCs

ii. Supporting low carbon, inclusive and green development in the Pacific

Partnership and Resource Mobilization

GGGI’s counterpart Ministry in Fiji is the Ministry of Economy, which is the NDA for the Green Climate Fund (GCF). The Ministry of Infrastructure and

Transport, the Ministry of Housing and Local Government, the Ministry of Tourism, Trade and Industry and the Ministry of Environment are also key

partners. GGGI works closely with its partner Ministries and donors to identify financing options for projects. GGGI also discusses opportunities for in-

kind collaboration with development partners active in the same areas and has co-hosted or participated in workshops with a number of partners over

the last three years and will continue to seek such opportunities. At the regional level, GGGI regularly participates in the Development Partners for

Climate Change information meetings and seeks opportunities to collaborate at the regional level. A regional project proposal on Capacity Building in

renewable energy for rural energy access for local government and community leaders in Fiji, Papua New Guinea (PNG), Solomon Islands, and Vanuatu

has been submitted to KOICA in partnership with the Pacific Islands Development Forum (PIDF). GGGI has signed MoUs with a number of regional

institutions in the Pacific and is discussing joint mobilization of resources for the Regional Pacific NDC Hub with GIZ, SPC and SPREP and others.

Results area (themes/ sub-themes) Government partners Donors active in the area Delivery partners active in the area (including the private

sector, civil society)

Theme: Energy

Sub: Renewable energy and energy

efficiency, Mobilizing Finance

Ministry of Economy, Ministry of

Infrastructure and Transport, Ministry of

Tourism, Trade and Industry

GCF, Asian Development Bank (ADB),

World Bank (WB), IFC, EU, New Zealand,

KOICA, JICA, UNESCAP, UNDP and

others

EFL, GIZ, SPC, PRIF, UNDP, UNESCAP, University of the

South Pacific (USP), PIDF, Fiji National University (FNU), Fiji

Development Bank (FDB), Public Rental Board, SEIAPI, PPA,

Clay Energy, CBS Power Solutions

Theme: Green cities

Sub: Sustainable land and sea transport

and low carbon, resilient development

in urban and peri-urban areas

Ministry of Economy, Ministry of Housing

and Local Government, Ministry of

Environment

GCF, ADB, WB, New Zealand, JICA, EU

and others

GIZ, SPC, SPREP, UNDP, UNESCAP, PRIF, University of the

South Pacific (USP), PIDF, IUCN, Eight city and town

councils

Theme: Cross-cutting

Sub: Supporting NDCs and LEDS

Ministry of Economy, Climate Change

Division

All Ministries

Germany, UK, Australia, Norway, EU PIFS, GIZ, SPC, SPREP, NDC-Partnership, ClimateWorks,

2050 Pathways, NREL, IUCN, Conservation International,

USP, FNU, PIDF

67

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Fiji for 2019-2020: $ 1 million; and Donor co-financing of the program

(earmarked) is expected at $1.18 million in the biennium for a total of $2.18 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Fiji for 2019-2020: $1.18 million; and Donor co-financing (earmarked) of

the program is expected at $ 7.77 million in the biennium for a total of $ 8.95 million.

Ongoing and

Planned 2019-2020

Country Program

($,

million) Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov34 Partner Gap Total

Ongoing 2017-2018

Energy/Green cities Supporting the Implementation of the

Green Growth Framework for Fiji – Phase

2

Jan-17 Dec-18 2.42 0.04 0.0635

0.0 2.52 Additional resources mobilized for the Fiji

LEDS and two energy sector projects.

Energy (regional) Capacity building for renewable energy

for rural energy access in Four

Melanesian countries

Sep-18 Dec-20 0.01 0.0 0.0536 0.3537 0.41 KOICA proposal submitted in January

2018 and planned signing in September

2018.

Cross-cutting

(regional)

Regional Pacific NDC Hub Jan-17 Dec-18 0.16 0.0 1.5 0.0 1.66 UK, Australia and Germany (through GIZ)

TOTAL 2017-2018 2.59 0.04 1.61 0.35 4.59

Planned 2019-2020 5.22

Energy Mobilizing finance to implement Fiji’s

NDC in the energy sector

Jan-19 Dec-20 0.40 0.05 0.00 0.50 0.95 Further resources will be sought

Green cities Low carbon development in towns and

peri-urban areas

Jan-19 Dec-20 0.27 0.0 0.0338 0.50 0.80 Further resources will be sought

Energy (regional) Capacity building for renewable energy

for rural energy access in Four

Melanesian countries

Jul-19 Dec-20 0.20 0.0839 0.05 1.14 1.47 KOICA proposal will be signed in 2018

Cross-cutting

(regional)

Implementing and enhancing the Pacific

NDCs and LEDS

Jan-19 Dec-20 0.10 0.00 0.00 1.9040 2.00 Resource mobilization with the NDC Hub

Partners.

Unallocated core funding 0.00 0.00

Funding for Proposal Preparation/ Travel / Other 0.03

68

Results Framework: Fiji Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Sustainable

Energy

Mobilizing finance

to implement

Fiji’s NDC

• Green investment options in various sectors

• Green energy projects designed

• Funding secured for projects

• Environmental & social safeguards included

• Training

• Investors letters of Intent

• Government agreement

• Guidelines manual

SO1: GHG emission

reductions

SO2: Green jobs

SO3.1: Energy access

• Government support

• Data availability

• Investor interest

• Implementers capacity

Green cities:

cross-cutting

low carbon

planning and

waste

management

Planning and

project design for

low carbon

development in

towns and peri-

urban areas

• Green cities planning options analysis completed

• Green city projects designed

• Funding secured for projects

• Provincial green urban planning integrated

• Knowledge sharing on green city options

• Environmental and social impact assessments

• Completed studies

• Investor letter of intent

• Provincial green growth

manual

• Training materials

• Environmental and social

impact analysis

SO1: GHG emission

reductions

SO3.3: sustainable

waste management

• Funding secured

• Data availability

• Provincial planning capacity

• Investor interest

Green Cities

Energy

Transport

Policy, planning

and project design

for low carbon

development in

towns and peri-

urban areas

• Green land and maritime transport assessment and

options analysis completed

• Green land transport pilot projects identified,

designed and developed for financing

• Capacity building and technical assistance support

provided to MoIT, LTA and other key stakeholders to

share knowledge on green transport options

• Environmental and social impact assessments carried

out

• Reports and meeting

minutes

• Completed study (ies)

• Training material and

evaluations

• Report on the environmental

and social impact analysis

SO1: GHG emission

reduction

SO2: Green jobs

SO3.4: sustainable

transport

• Leadership and support from

government, transport agencies

and regulatory bodies is assumed

• Government ministries and

agencies have limited resources

available to contribute to project

design

• Integration of green transport

options

69

Results Framework: Pacific Regional Program Summary 2019-2020

Energy

(regional)

Strengthening

renewable energy

for rural energy

access in Fiji, PNG,

Solomon Islands

and Vanuatu

• Training materials and trained trainers

• Trained local government officials and community

leaders, youth, women, and vulnerable persons

• Local technicians trained on O&M of RE (solar)

• Installations of knowledge platform on GE and RE

• Training Materials

• Training events

• Website pages and

website monitoring reports

• Reporting to KOICA

SO1: GHG emission

reduction

SO3.1: energy access

• Funding secured

• Timely approvals

• Trainer mobility

• Trainee attendance

Cross-cutting

(regional)

Support in

NDCs

implementation

through the

Regional Pacific

NDC Hub and to

LEDS

• Regional Pacific NDC Hub information exchange

• Support on LEDS to countries

• Private sector engaged in NDC implementation

• Learning events on green entrepreneurship

• Scoping for sustainable land/oceanscape projects

• Gender aspects integrated across regional activities

• Knowledge products published

• Newsletters, reports

• Event reports

• Knowledge products

• Workshop reports

• Concept proposals

SO1: GHG emission

reductions

SO6: climate change

adaptation

• Continuity of Regional Hub

• Private sector willingness

• Funding

SO1: Fiji NDC (2015) and NDC Roadmap (2017) aims to reduce 30% of BAU CO2 emissions from the energy sector by 2030, including, reach close to 100% renewable energy (RE) power generation (grid-connected)

by 2030 and reduce energy sector CO2 emissions by 10% through energy efficiency (EE) improvements economy wide. 100% RE target also reflected in GGF (2014) and NDP (2017). All 14 Pacific SIDS NDCs include

RE targets; Moving towards more sustainable fuels for land transport is part of the GGF, NDP and Land Transport policy (2016). The NDC Roadmap (2017) includes a target for 5% of biofuel by 2030 and 80% of

diesel vehicles replaced by hybrids by 2030; In the region, the RMI NDC specifically includes the transport sector, while sea and land transport is a major emitter for all the Pacific islands; Relevant regional

documents are also the FRDP and the Framework for Action on Energy Security in the Pacific (FAESP); SO2: No national or regional targets; SO3.1: GGF and NDP state 100% rural electrification by 2020 and

affordable energy services available to all; Rural electrification is also a priority for Vanuatu (Updated National Energy Roadmap 2016 and National Sustainable Development Strategy 2016), Solomon Islands and

PNG; Relevant regional documents are the FRDP and FAESP. SO3.3: NDP targets 42% of the total population (both in rural and urban areas) to have access to a centralized waste management system; SO3.4: No

national or regional targets but these are currently being discussed and a Pacific SIDS regional sustainable transport conference is planned for November 2018. SO6: The FRDP is the relevant regional framework.

Each country has its own national climate change adaptation policy and action plan.

70

India

Country Strategy

GGGI, starting from year 2013 to 2017, worked closely with the state governments of Karnataka, Himachal Pradesh (HP) and Punjab to develop

comprehensive green growth strategies and sustainability toolkits for policymakers. Based on the proposal developed by GGGI, Himachal became the

first successful state government in India to receive a national grant for electric buses worth USD 5.5 million for 25 electric buses under the Faster

Adoption and Manufacturing of (Hybrid &) Electric Vehicles (FAME) program. Similarly, in March 2017, Karnataka committed an investment of USD 30

million to introduce 150 electric buses in Bangalore city. GGGI also drew up a roadmap for micro irrigation policy in Karnataka leading to a policy of

mandatory micro irrigation component in government subsidy for water guzzling crops like sugarcane.

In April 2018, NITI Aayog, Government of India signed a ‘Statement of Intent’ with GGGI for collaboration on India’s SDG index and indicators.

Presently, India holds a partner status in GGGI with an evolving relationship towards membership. Looking at India’s growth trajectory, increasingly

felt need for greener solutions amongst policymakers and its demonstrated impacts, GGGI is strategically poised to make significant contributions in

India’s SDG and NDC interventions.

Country Program

Based on the India strategy, GGGI focuses on four areas:

1. Sustainable Energy and Green Cities: Catalysing Climate Finance: GGGI is supporting India in accessing innovative climate finance for ‘ensuring

universal access to affordable, reliable, and modern energy services’ (SDG-7) and improving energy efficiency in line with GGGI’s Strategic

Objective (SO)1 focused on ‘Reduced GHG Emissions’ and SO3 of ‘Increased Access to Sustainable Services’.

2. Sustainable Landscapes: Greening Landscapes for Sustained Ecosystem Services and Livelihoods: GGGI is evaluating climate vulnerabilities and

potential for ecosystem services from multiple landscapes leading to integration of livelihood centric climate change adaptation and mitigation

strategies into its management with relevant stakeholders. This complements GGGI’s SO1 of ‘Reduced GHG Emissions’, SO5 of ‘Adequate

Supply of Ecosystem Services Ensured’ and SO6 of ‘Enhanced Adaptation to Climate Change’.

3. Water: Bringing climate resilience around water: GGGI supports the Ministry of Rural Development (MoRD) under its employment guarantee

programme, MGNREGA for mainstreaming climate resilience around water infrastructure investments in alignment with GGGI’s SO5 of Adequate

supply of ecosystem services ensured and SO6 of enhanced adaptation to climate change.

4. Cross sectoral: Partnership on Sustainable Development Goals: GGGI has partnered with National Institution for Transforming India (NITI) Aayog

for developing India’s SDG index and SDG dash board for impact monitoring. This knowledge sharing intervention is focused on intermediate

outcome of strengthening of the country SDG implementation.

71

Partnership and Resource Mobilization:

India, being a Low Middle-Income Country, many donors have reduced their development aid to India. In a fast-emerging economy like India, with a

vast array of national as well as international development programmes running under multiple sectors and sub-sectors, resource mobilization in

partnership with bilateral and multilateral organisations would not only be effective for cost efficiency but also for better delivery of impacts at scale.

Countries such as Finland and Denmark, through their embassies in India, have also shown considerable interest in partnering with GGGI in sustainability

projects such as electric vehicles, biomass value chain and waste water recycling. These opportunities would be converted to bankable projects with the

help of implementation partners. In-kind contributions to the India program by Ministries of Government of India, state governments and other

organizations such as International Solar Alliance would be explored for workshops, joint studies and demonstration projects.

Results area

(themes/sub

themes)

Government Partners Donors active in

area

Delivery Partners active in area (including

private sector, civil society)

Climate Finance • Ministry of New and Renewable Energy

• Ministry of Power

• Indian Renewable Energy Development

Agency (IREDA)

• Bureau of Energy Efficiency (BEE)

GCF, KfW, World Bank, DFID Off grid energy companies, ESCO companies, Private banks

Greening landscapes for

sustained ecosystem

services and livelihoods

• Ministry of Commerce and Industry

• Government of Assam

GIZ, USAID, Commodity

Boards under Ministry of

Commerce.

Commodity Boards, Private companies, Growers’ organisations,

Research and Management Institutes.

Water sector resilience • Ministry of Rural Development (MoRD)

• Ministry of Agriculture

• NABARD

GIZ, World Bank, Denmark

Embassy, Finland Embassy

Urban and village level Government Institutions, Agriculture

Cooperatives, Dairy companies

Sustainable Development

Goals (SDGs)

National Institution for Transforming India (NITI)

Aayog

Government departments

72

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for India for 2019-2020: $0.15 million; and Donor co-financing of the

program (earmarked) is expected at $0.10 million in the biennium for a total of $0.25 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for India for 2019-2020: $0.18 million; and Donor co-financing (earmarked)

of the program is expected at $1.44 million in the biennium for a total of $1.62 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title

Implementation

Funding Resource Mobilization

Inception Completion GGGI Gov9 Partner Gap Total

Ongoing 2017-2018

Project management Jan-17 Dec-18 0.80 0.80 No resources mobilized in 2017.

Energy India: Debt Fund Jan-17 Dec-18 0.15 0.15

Cross-cutting Knowledge sharing Jan-17 Dec-18 0.30 0.30

TOTAL 2017-2018 1.25 1.25

Planned 2019-2020

Energy &

Green Cities

Catalyzing climate finance Jan-19 Dec-20

0.04 0.005 0.03 0.30 0.375 GCF, KfW, KEA, GIZ, WGEO

Sustainable

Landscapes

Greening Landscapes for sustained

ecosystem services & livelihoods

Jan-19 Dec-20 0.03 0.02 0.08 0.20 0.33 GIZ, Commodity Boards, USAID,

Government of Assam and

Maharashtra.

Water Bringing climate resilience around water Jan-19 Dec-20 0.04 0.01 0.05 0.30 0.40 World Bank, GIZ

Cross sectoral Partnership on SDGs Jan-19 Dec-20 0.04 0.005 0.045

Unallocated core funding 0 0

Funding for Proposal Preparation/ Other 0 0

Total 2019-2020 0.15 0.04 0.16 0.80 1.15

9 Government and other government organizations are expected to provide in kind contributions such as space for meeting, conferences and bear a part of the technical costs required for operationalizing the

projects. The figure is indicative and is estimated at replacement cost.

73

Results Framework: India Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Theme:

Energy &

Green Cities

Sub theme:

Energy access

and energy

efficiency

financing

Mobilizing innovative

climate finance for

catalyzing energy

access and energy

efficiency from

domestic and

international sources

• Fund for credit support established

aided by a credit guarantee facility to

de-risk the portfolio.

• An OffGrid Business Hub established to

sustain the programme.

• One bankable project structured within

energy efficiency.

• Letter of commitment

from financiers.

• Lending started to OGE

companies.

• SO1: Reduced GHG Emissions

• SO3: Increased access to

sustainable services

• SO4: Improved Air Quality

• Financiers do not

approve proposal.

• Policy risks too high,

so no results are

obtained.

Theme:

Sustainable

Landscapes

Sub theme:

Greening

landscapes for

sustained

ecosystem

services and

livelihoods

• Scientific as well as

social vulnerability

assessment.

• Evaluation of

environmental

services.

• Investment planning

based on above

mapping.

• Vulnerability analysis and evaluation of

potential environmental services

undertaken for multiple landscapes.

• Business plans ready for all livelihood

centric options.

• Identified and established

demonstration site on prioritized

adaptation/mitigation option.

• Landscape based

Vulnerability and

environmental services

map.

• Certified business plan

document.

• Demonstration site

establishment and

management agreement.

• SO1: Reduced GHG Emissions

• SO5: Adequate supply of

ecosystem services ensured

• SO6: Enhanced adaptation to

climate change.

Some of the suggested

adaptation and/or

mitigation measures

may turn out to be

costly thereby

impacting the business

model in some of the

value chains.

Theme: Water

Sub theme:

Climate

resilience in

water

infrastructure

Policy interventions for

incorporating climate

resilience in water

infrastructure under

MGNREGA.

• Results-oriented framework developed

for ‘Mission Water Conservation’ in

MGNREGA.

• A framework to measure broader impact

on watershed management, climate

resilience and climate proofing

developed.

• Support letter from

MoRD.

• Results Framework

document for MoRD.

• SO5: Adequate supply of

ecosystem services ensured and

• SO6: Enhanced adaptation to

climate change.

MGNREGA, currently

USD 9 Billion program,

may shift from Mission

Water Conservation.

Theme:

Cross Cutting

Sub theme:

Partnership on

SDGs

Support in monitoring

SDGs for impact

monitoring of

government programs.

• SDG index for India developed.

• Dashboard for SDGs developed.

• Exchange of scholars undertaken.

• Capacity building and knowledge

management.

• Submitted tools and

dashboards.

• Exposure visit summary.

• Training report.

• Intermediate outcome about

strengthening of the country SDG

implementation.

Transfer of key

personnel.

74

Indonesia

Country Strategy

Indonesia is a founding member of GGGI. Since 2013, the Government of Indonesia (GoI), under the leadership of the Ministry for National Development

Planning (BAPPENAS) has been working with GGGI to develop strategies and approaches for green growth. This has been possible through financial

support from the Government of Norway in Phase I (2013-2015) and in Phase II (2016-2019), which remains ongoing. The National Green Growth

Roadmap has become a reference for green growth planning, investment and performance monitoring.

GGGI’s impact pathway in Indonesia is designed to support Indonesia in reaching its National and International committed targets, especially its

Nationally Determined Contribution (NDC) and the Sustainable Development Goals (SDGs) commitments. The main challenge is to enhance domestic

and international investment, e.g. in clean energy, green infrastructure and forest and land-based mitigation. Indonesia’s regulatory environment puts

many constraints to the acceleration of green and inclusive private sector investment, while private investment needs to play a key role in developing

more green and inclusive bankable projects. A second key challenge is the limited capacity in public, private and financial sectors, hampering the uptake

and mainstreaming of green growth principles, concepts and methodologies.

Examples of key milestones of the Phase 2 program to date are:

• Green Growth has been mainstreamed in many planning and other strategic documents in East and Central Kalimantan, i.e. the Provincial General

Energy Planning documents (EK&CK), Medium Term Development Plan (CK), the Murung Raya development plan 2013-2018 (CK), the (EK) Buku Putih

(‘White Book’) and the long term provincial forestry plan (RKTP) (EK).

• Two (pre)feasibility studies for renewable energy were completed in West and East Nusa Tenggara, enabling both national and international finance.

a) hybrid Solar PV solutions for East Nusa Tenggara, involving pre-FS of 8 small scale hybrid Solar PV solutions located at 5 different islands, totaling

between 20MW (without batteries) and 30 MW (with batteries). CAPEX: 23-36 Million USD; estimated annual emission reductions: 22,000 - 31,000

tCO2 e.g.; savings: 5-7 million USD;

b) An FS for a 10 MW solar PV plant in the Mandalika Special Economic Zone (SEZ), involving a grid-connected Solar PV plant under a 25-year PPA

with PLN, requiring 17 million USD project commercial investment. The results have been handed over to the Indonesian Tourism Development

Council (ITDC).

• Development of a pipeline of Sustainable Landscape business models for peatland and forest restoration, including: Sustainable natural forest

management/restoration, Gelam production in rewetted peatlands, Palm oil based on certified sustainable smallholder supply chains, Smallholder

timber plantations & wood processing.

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• Under a collaborative agreement with the National Institute of Public Administration (NIPA) green growth training curricula are developed for capacity

enhancement of Indonesia’s Corps of Civil Servants (KORPRI) of Echelons 1 to 4, and through mainstreaming of green growth in the Leadership

Trainings and Reform Leader Academy (RLA).

Indonesia Country Program

Indonesia’s green growth vision is framed by international commitments and national priorities, including Indonesia’s nine-point priority agenda as

outlined in the national medium-term development plan (RPJMN) 2015-2019. Indonesia aims to become a high-income country, with a targeted annual

economic growth rate of 6-8%, and a decline in the poverty rate to 7-8%. Moreover, Indonesia is committed to ensuring the sustainability of natural

resources, the environment and human capital. GoI and GGGI have agreed a Country Planning Framework 2016-2020 (http://gggi.org/report/indonesia-

country-planning-framework-2016-2020) to achieve healthy and productive ecosystems, sustained economic growth, GHG emission reductions,

inclusive and equitable growth, and social, economic and environmental resilience. Two inter-linked outcomes are defined to tackle the challenges as

follows: 1. Capable institutions scale up green growth, and 2. Increased inclusive green investment in priority sectors leads to reduced emissions and

healthier, more productive ecosystems. GGGI and the GoI jointly agreed to endeavor towards the following four commitments by the end of 2020:

i. To achieve transformational change, GGGI will support GoI in building institutions capable of scaling up green growth, through informed decision-

makers with the understanding and capacity to apply green growth tools and approaches, with as ultimate planned targets to a) train at least 30,000

civil servants on green growth; and b) Demonstrate that at least 70% of the participants exposed to green growth tools, knowledge products and

South-South initiatives have experienced improvement in green growth-related learning.

ii. Mobilize over USD 110 million of investment, leveraged through demonstrations of commercially viable business models, benefiting at least 1

million people

iii. Develop 60-100 MW of clean energy and improved sustainable infrastructure in selected SEZs, contributing up to 1 million tons of CO2 emission

reductions per year

iv. Reduce or avoid 400 million tons of CO2 emissions in forested landscapes (non-peat) and 200 million tons of CO2 emissions on peat landscapes

across 1 million hectares.

Partnership and Resource Mobilization

Indonesia, as founding member of GGGI, signed the GGGI Establishment Agreement in September 2012, and ratified it in September 2014. BAPPENAS

acts as GGGI’s host agency in the country. The GoI-GGGI Green Growth Program (GGP) is aligned with Indonesia’s strategic action plans for climate

change and the Green Planning and Budgeting Strategy for Indonesia’s Sustainable Development. GGGI’s key Government Partners (shown in the

organogram in Annex A) include the Ministry of Energy and Mineral Resources (ESDM), Ministry of Environment and Forestry (MoEF), National Council

76

for Special Economic Zones of the Coordinating Ministry of Economic Affairs (CMEA), Ministry of Finance (MoF), National Institute of Public

Administration (NIPA) and the Regional Planning Agencies (BAPPEDA) in CK and EK, besides BAPPENAS.

The GGP is financed under a grant agreement of Norway, with a total funding commitment of NOK 178 million (~ $19.4 million USD). The GGP is

designed to align with both the INDC targets (the NDC was only ratified in November 2016) and the SDGs, to accelerate domestic and international

investment to enable Indonesia to reach these goals. GGP funding for post 2019 has not yet been secured and will be pursued under guidance of the

National Green Growth Steering Committee (chaired by BAPPENAS), bringing together public institutions and development partners, private sector

and civil society organizations working on the implementation of the national Green Growth Plan.

GGGI ‘s resource mobilization strategy for Indonesia aims at increasing national and international green investments to the focal sectors, through

design of bankable projects and finance mechanisms. For the coming years, GGGI’s staff time and costs of consultants, travel and facilities are

covered by the Norwegian funding. The current Grant Agreement may be extended to cover also 2020 under a no-cost extension i.r.t. the projected

increased value of the NOK grant against the US$ and Rupiah. In view of the likely interest of GoI for a continued collaboration post 2019/2020, GGGI

aims to pursue the joint development of GGP Phase 3 for the period 2020-2024, for which additional resources need to be mobilized. A variety of

financing options and developments are being considered:

a) In view of the increased value of the NOK against the dollar, a budget neutral extension of the grant period will be discussed with Norway,

covering 2020. This is expected to contribute at least 2 million US$ to our budget in 2020, with a focus on additional deliverables, upscaling Phase

II successes, and geographic expansion, especially Papua and NK.

b) Countries with an active donor program in Indonesia (USA, Japan, Korea, UK, Norway, Australia, Canada and Germany) will be approached for

program funding for the period 2020-2024. The number of donor countries is expected to decrease in view of Indonesia’s status as Middle-

income Developing Country. Donor mapping is in progress.

c) GGGI Core funding: As a member, Indonesia has paid 15 million US$ membership dues over the period 2015-2017. Only a limited amount of this

funding has been utilized in the Indonesia program. There are expectations that GGGI will allocate some of its core funding to Indonesia in support

of key growth areas, and to cover some of the core support functions. Starting in 2019, a contribution of 0.2 million US$ is suggested, with a

potential increase to 1 million US$ per annum in the following years.

d) The possibility to obtain earmarked funding from GoI to GGGI is unlikely, however substantial co-financing for projects designed under the GoI-

GGGI GGP is very well possible and will be investigated through targeted meetings and as part of design of special GG financing vehicles. Options

for renewed GoI Core Funding to GGGI in the form of membership fees can be revisited in 2020, after review by GoI of the GGP results;

77

e) GoI provides in-kind contributions to the GGP, in the form of office space and facilities. Many of GGGI-Indonesia’s staff is embedded in

government agencies (i.e. BAPPENAS, LAN, BAPPEDAs in CK and EK, MoEF, MoF, PT SMI). This constitutes an in-kind contribution of US$ 162,207

(US$ 40.5 K/yr);

f) GGGI will develop proposals for key project in support of GoI’s green development agenda, building on the achievements of GGP Phases 1 and 2,

but also covering additional work areas, such as Green Cities and Water. Focus will be on the current focal provinces in CK and EK, with an

envisaged expansion to South Kalimantan, North Kalimantan and especially Papua provinces. The expansion to NK and Papua (s) is strategic as

these have the highest needs for poverty reduction, electrification and sustainable management of remaining natural forest resources, considered

crucial for the achievement of the NDC and SDGs;

g) In May 2018, GGGI Readiness and Preparatory Support Program (RPSP) was approved by the Green Climate Fund (GCF) with a budget of 850,000

USD. The RPSP will provide additional funding resources for staffing, consultants and other direct and indirect costs in 2018;

h) In order to develop a sustainable source of funding for supporting (design, pre-FS, FS, brokering investment) and de-risking public and private

sector green growth endeavors in Indonesia, the establishment of an Indonesia Green Growth Fund (GGF) is suggested, to be governed by the GoI-

GGGI partnership, supervised by the GGP Steering Committee and administrated/managed by GGGI-Indonesia. The fund would be open to

donations from donors, climate and sustainable development funds and private sector (e.g. CSR funding). Legal advice will be required regarding

the structure and procedures of such a fund in relation to the need to avoid conflicts of interest.

78

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Indonesia for 2019-2020: $0.15 million; and Donor co-financing of the

program (earmarked) is expected at $7.04 million in the biennium for a total of $7.19 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Indonesia for 2019-2020: $0.18 million; and Donor co-financing

(earmarked) of the program is expected at $12.17 million in the biennium for a total of $12.35 million.

Table 1 Ongoing and Planned 2017-2018 and 2019 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov** Partner Gap Total

Ongoing 2017-2018

Sustainable Energy Indonesia GGP Phase II Jan 2016 Dec 2019 0 0 2.42 0 2.42 Norway Funding until 2019

Special Economic Zone Indonesia GGP Phase II Jan 2016 Dec 2019 0 0.053 2.64 0 2.692 Norway Funding until 2019

Sustainable Landscapes Indonesia GGP Phase II Jan 2016 Dec 2019 0 0 4,75 0 4,75 Norway Funding until 2019

Knowledge & Capacity Development (KCD)

Indonesia GGP Phase II Jan 2016

Dec 2019

0 0.01 0.75 0 0.75 Norway Funding until 2019

GCF Readiness TBD* 0 0 0.28 0 0.28 GCF Readiness Funding 2018-2019

TOTAL 2017-2018 0 0.063 10.84 0 10.892

Planned 2019

Sustainable Energy Indonesia GGP Phase II Jan 2016 Dec 2019 0 0 1.38 0 1.38 Norway Funding until 2019

Special Economic Zone Indonesia GGP Phase II Jan 2016 Dec 2019 0 0.032 1.43 0 1.462 Norway Funding until 2019

Sustainable Landscapes Indonesia GGP Phase II Jan 2016 Dec 2019 0 0 3,13 0 3.13 Norway Funding until 2019

KCD Indonesia GGP Phase II Jan 2016 Dec 2019 0 0.006 0.53 0 0.536 Norway Funding until 2019

GCF Readiness TBD* 0 0 0.57 0 0.57 GCF Readiness Funding 2018-2019

Donor Mapping & Funding Mechanism 0.15 0 0.2 Core funding GGGI

TOTAL 2019 0.15 0.038 7.04 0 7.278

* the contract is in the process of being signed; ** Office space and facilities provided by GoI partner agencies

Table 2 Ongoing and Planned 2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception

Completion GGGI Gov**

Partner

Gap Total

Planned 2020

Sustainable Energy

Indonesia GGP Phase II

Jan 2016

Dec 2020 0.1 0 0.34 0.5 0.940 Norway grant (Currency gain), GGGI Core, and seeking US$ 0.5 M additional fund from donors

Special Economic Zone

Indonesia GGP Phase II

Jan 2016

Dec 2020 0.1 0.002 0.37 0.5 0.972 Norway grant (Currency gain) GGGI Core, and seeking US$ 0.5 M additional fund from donors

Sustainable Landscapes

Indonesia GGP Phase II

Jan 2016

Dec 2020 0.1 0 0.65 1.0 1.750 Norway grant (Currency gain) GGGI Core, and seeking US$ 1 M additional fund from donors

Cross Cutting Indonesia GGP Phase II

Jan 2016

Dec 2020 0.0 0.03 0.38 0.5 0.910 Norway grant (Currency gain), GGGI Core, and seeking US$ 0.5 M additional fund from management fees/overheads of additional projects

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KCD Indonesia GGP Phase II

Jan 2016

Dec 2020 0.1 0.006 0.26 1 1.366 Norway grant (Currency gain) – Seeking US$ 1 M from a donor for capacity building

Green City & Water Management

Indonesia GGP Phase II

Jan 2016

Dec 2020 0.6 1 1.600 Investment by GGGI in fundraising; gap expected to be filled by other donor finance

TOTAL 2020 1,0 0,038 2,0 4,5 7.538 US$2 M currency gain from committed grant Norway; rest of pending (US$ 1 M GGGI, US$4.5 M other projects/donors)

Themes Input Output Verification Contributions to SOs Assumptio

ns

Risks

Sustainable

Energy

• Support to RUED planning &

implementation

• Workshops

• Evaluation of project proposals (for

NDA)

• Policy expertise

• RUED implementation; upscaling RE in EK &

CK

• Increasing number of approved RE projects

with private sector/non-government

investment put to GoI, GCF involving

private investors

• Policy briefs for fiscal & investment policy

recommendations, and financial & de-

risking.

• Amount of MW planned and

implemented

• Number of regions involved

SO 3.1 Increased access

to green affordable

energy

• In 2020, 9.86 million,

and in 2030, 3.8

million people gain

access to green

energy;

• GHG emissions

reduction

TBD

Special

Economic

Zone

• Socialization of Green SEZ

development

• Workshops/conferences

• PINs

• SEA/eCBA instruments & LCDI sectoral &

macro-economic analysis integrated in

RPJMN

• Final versions of SEZ Handbook and

accompanying policy papers

• Capacity to plan & assess performance of

SEZs

• Investment by GoI, GCF and private

investors in at least 2 green SEZ

infrastructure projects

• Green SEZ development guidelines

– aligned with international best

practice, inserted in relevant GoI

policies

• Number of FS, Project proposals,

and approved projects

• Greener RPJMN

Contributes to SOs 1, 2

and 3

TBD

Forest and

Land Use

Continued advice to provincial

agencies; mainstreaming GG in

provincial and district plans and in

FMU business plans; including roll out

of EK/CK results to other provinces

• Policy briefs with technical and policy

recommendations provided to MoEF,

• GG strategies integrated in district plans &

budgets of Pulang Pisau and Murung Raya

(CK)

• JA policies & related MRV system enhanced

and socialized in 3 key provinces

• GG monitoring framework, e.g. green

accounting principles

• Increased number of

provinces/districts request inputs

• Capacity enhanced for JA and

landscape wide approach to

peatland restoration.

• Increased visits to Knowledge

Platform for the relevant GG

information

SO1: GHG emissions

reduction

From forest sector

(AFOLU), including

agriculture:

- 506 Mton CO2e under

unconditional, and

- 654 Mton CO2e under

conditional mitigation

TBD

80

• Bankable projects for forest & peat

restoration

• Performance based payments for

EK and several districts of CK

scenario (i.e. with

International support

for finance)

Cross Cutting • Design of SPRSI savvy landscape

wide project(s), business modules for

innovative commodities & added

value technology, jurisdictional and

multi-stakeholder governance and

blended finance modules.

• Socialization of SPRSI principles in

GoI and key private sector policies,

planning and implementation and

criteria

• SPRSI applied, monitored and

reported in all activities of GGGI

Indonesia

• Full project document for a landscape wide

peatland restoration project including

interjurisdictional and multi-stakeholder

governance and planning of relevant

finance instruments for each major

stakeholder group.

• Business modules for innovative

commodities from restored peatland and

forest landscapes

• Adoption of SPRSI principles and criteria by

key private sector/major companies in the

land-use and energy sectors.

• Number of partnerships and

bankable landscape-wide forest &

peatland restoration projects

developed & financed with

blended finance

• Number of bankable projects for

sustainable/innovative

commodities, enhancing socio-

economic and ecological value of

landscapes

• SPRSI evaluations of project plans

and relevant documents

Enhances quality and

sustainability of projects

through environmental

and social safeguards;

thus, contributing to all

SOs.

TBD

Knowledge &

Capacity

Development

• Support to socialization of GG

through GG secretariat, GG

website/Knowledge Platform, social

and other media

• Support to further development of

GG curricula and special training

(e.g. RFL) materials, including for e-

training of Indonesia’s corps of

civil servants

• Integration in and with other

training programmes for GG priority

sectors

• GG publications, media articles, blogs,

updates, and policy briefs, op-eds and

other info materials produced and made

accessible to our key target groups

• Training curricula

• Training courses

• Trained trainers

• Number of hits & shares on our

websites and social media

(FB/Twitter/etc)

• Number of civil servants of key

sectors

• Signals of adoption of GG

terminology and support for

policies in relevant stakeholder

groups, measured in media and in

GoI and private sector policy

papers

• At least 30,000 civil servant alumni

of GG framed trainings

Contributes to all SOs,

by enhancing knowledge

and awareness. Increases

capacity to implement

GG in key sectors.

- 30,000 civil servants will

be acquainted with GG

principles and values,

increasing potential for

SO achievement

TBD

Green City &

Water Mgt

• Joint program design

• Workshops/conferences/visits

• Joint program doc with selected cities and

sectors, approved by BAPPENAS, adopted

in GGP Phase 3

External finance raised from GoI,

donors and private sector for Green

city activities,

Focus on SO 1, 2, 3, 4

and 6

TBD

81

Kiribati

Country Strategy

The Republic of Kiribati committed to the concept of green growth as one of the founding member countries of GGGI in 2012. Like many of the Small Island Developing

States, Kiribati is highly vulnerable to climate change and affected by impacts including rising sea levels, increasingly frequent and severe storms, erosion of the shoreline,

frequent seawater inundation of fresh water resources, and reduced food security. The country also faces structural economic challenges given its remoteness, small

market size and limited access to financing and technology transfer. To address these challenges, the Government of Kiribati (GoK) developed the Kiribati 20-Year Vision

2016-2036 (KV20) and the Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management (KJIP) including a Whole-of-Island Approach (WOIA)

for outer islands. The approach aims to improve climate-resilient capacities of island communities and to address challenges in terms of the lack of basic infrastructure,

services and income-generation opportunities. In line with these policies and priorities GGGI supports Kiribati with a focus on climate resilient, inclusive economic growth,

creating diversified, healthy and secure livelihoods through a focus on agriculture, green micro-businesses and small-scale green infrastructure.

In 2017 GGGI strengthened its engagement with Kiribati by recruiting a Project Officer and in 2018 this officer was embedded within GGGI’s countpart Ministry in

Kiribati, the Ministry of Environment, Lands and Agricultural Development (MELAD). The Host Country Agreement was signed in June 2018 alongside the official

launch of GGGI’s presence in Kiribati further strenthening the mutual commitment of GGGI and GoK to promote and implement green growth policies and actions.

The GoK has provided office space for GGGI and an agreement has been reached to work in the areas of agriculture, including balanced diet and nutrition, job

creation, inclusive community action planning for green income generating activities and small-scale infrastructure for outer-islands, as well as capacity building for

green growth across the economy and with different beneficiary stakeholders. These target areas are aligned with the KV20 strategy for poverty alleviation and

improved health outcomes for all, the WOIA, the KJIP Strategy 3: “Strengthening and greening the private sector including small business” and with the objectives of

the Kiribati Integrated Energy Roadmap (KIER) to promote sustainable energy, reduce dependence on fossil fuels and increase energy security.

GGGI and the GoK have agreed to work together on an ‘Agriculture Addendum’ to support the vision of the KV20, and have begun identifying and designing

opportunities for green income generating activities for implementation on at least two islands targeting a population of 10,000. GGGI will provide support as the

WOIA expands to more islands with potential to benefit a population of over 50,000 or around half the population of Kiribati. GGGI has engaged with the Kiribati

National Experts Group (KNEG) and has joined the group of development partners supporting the WOIA to facilitate comminication, cooperation and collaboration

where possible across different development partner initiatives. In September 2017, GGGI was one of the partners that provided technical assistance for the evaluation

of the WOIA implementation on the island of Abaiang and contributed to the preparation of the evaluation report including a gender analysis of results to date. In

2018 GGGI collaborated with the Pacific Community (SPC) to present the findings of the WOIA Evaluation to GoK and other stakeholders. GGGI has identified potential

to support further work in Abaiang, while Tabiteuea North and Kiritimati, have also been identified to assess further opportunities to provide support for green

growth.

GGGI has also responded to training needs and in June 2017 Government delegates from MELAD, Ministry of Finance and Economic Development and Ministry of

Infrastructure and Sustainable Energy participated in a “Green Infrastructure Project Development and Financing” Capacity Building Workshop in Suva, Fiji. This

workshop focused on the design and development of green infrastructure projects, including social and environmental safeguards. Further capacity building for these

82

key ministries within GGGI’s thematic areas of work is being undertaken in 2018, as well as training for communities and youth on green entrepreneurship. In 2018,

GGGI also provided technical assistance for the development of three concept notes for the agriculture sector, targeting potential funding of 200,000 USD and

participated in a national climate change and disaster risk finance assessment.

Country Program

GGGI supports Kiribati with a focus on climate resilient, inclusive economic growth, creating diversified, healthy and secure livelihoods through a focus on agriculture,

green micro-businesses and small-scale green infrastructure based on the Kiribati 20-Year Vision (KV20). GGGI also supports Kiribati’s strategy to strengthen and green

the private sector, including women-lead businesses, as outlined in the Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management (KJIP) and

provides support to the Government’s WOIA and KIER. GGGI focuses on 3 areas:

(i) Green jobs for all through the identification, design and implementation of small-scale income generation activities in agriculture and other sectors

(ii) Building climate resilient small-scale infrastructure to facilitate green jobs and income-generating activities

(iii) Capacity building, training and peer-to-peer learning focussed on green growth and resilient islands

83

Partnership and Resource Mobilization

GGGI works in close partnership with MELAD as the counterpart Ministry of GGGI in Kiribati and in relation to agriculture, green income-generating activities and work

in waste management. Other Ministries and offices identified as key partners include the Office of the President (OB) through its Climate Change Office as the

Coordinating Minsitry for the WOIA and the Ministry of Finance and Economic Development which coordanates Climate Finance. GGGI is exploring partnerships with

development partners active in Kiribati, who are also working on agriculture, income generation, waste management, green infrastructure and capacity building and

youth entrepreneurship. These include United Nations Development Program (UNDP), the Pacific Community (SPC), the Secretariat of the Pacific Regional Environment

Programme (SPREP), the Asian Development Bank (ADB) and others. GGGI is also in regular contact to discuss projects with major donors to Kiribati, including Australia

and New Zealand. In addition, GGGI works with development partners to coordinate work and to facilitate in-kind contributions for joint activities and workshops.

Results area (themes/ sub-

themes)

Government partners Donors active in the area Delivery partners active in the area (including the

private sector, civil society)

Theme: Cross-cutting

Sub: Agriculture, green Jobs,

income-generation, capacity

building

Ministry of Environment, Lands and Agricultural

Development; Office of the President, Climate Change Office

Ministry of Internal Affairs; Ministry of Commerce, Industry

and Cooperatives; Ministry of Women, Youth, Sports and

Social Affairs; Ministry of Finance and Economic

Development

Australia, New Zealand,

KOICA, Taiwan, IFAD, FAO,

UNDP, ADB, USAID, Global

Environment Facility

SPC, PoetCOM, Coconut Industry Development for

the Pacific (CIDP), Kiribati Chamber of Commerce

and Industry, Kiribati Institute of Technology,

University of the South Pacific, Taiwan Technical

Mission in Kiribati, IFAD, USAID, UNDP, FAO, ADB

Theme: Cross-cutting

Sub: Small-scale infrastructure,

capacity building

Ministry of Environment, Lands and Agricultural

Development

Ministry of Infrastructure and Sustainable Energy

Australia, New Zealand,

Japan, European Union

SPC, Pacific Centre for Renewable Energy and

Energy Efficiency (PCREEE), Kiribati Institute of

Technology, University of the South Pacific, GIZ

Theme: Green Cities

Sub: Waste management for

small islands, capacity building

Ministry of Environment, Lands and Agricultural

Development; Office of the President, Climate Change Office;

Ministry of Finance and Economic Development

New Zealand, Japan (JICA),

European Union

SPC, SPREP, UNICEF, PRIF, Municipal authorities

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Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Kiribati for 2019-2020: $0.36 million; and Donor co-financing of the

program (earmarked) is expected at $0 million in the biennium for a total of $0.36 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Kiribati for 2019-2020: $0.42 million; and Donor co-financing

(earmarked) of the program is expected at $0.19 million in the biennium for a total of $0.61 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov10 Partner Gap Total

Ongoing 2017-2018

Cross-cutting

/ Green cities

Green and Climate Resilient Island

Development

1st January

2017

31st

December

2018

0.642 0.02

0.02

0.0 0.664 Joint workshops have been held with SPC and

GIZ with in-kind contribution. Further discussions

are underway with SPC and other development

partners regarding collaboration in 2018.

TOTAL 2017-2018 0.642 0.02 0.0 0.0 0.664

Planned 2019-2020 0.72

Cross-cutting Green and Climate Resilient Island

Development – Phase 2

1st January

2019

31st

December

2020

0.2 0.01 0.0 0.211 0.41 Resources will be sought for 2019 from donors

for implementation of small-scale green

infrastructure in support of income generation

activities.

A further 0.1m will be sought from other sources

to enhance policy, planning, design and

implementation activities.

Green cities Waste management for small islands 1st January

2019

31st

December

2020

0.1 0.01 0.0 0.09 12 0.2 Partnership arrangements will be sought with

development partners who are also working in

the area of waste management.

Cross-cutting Green cities, sustainable energy and green

entrepreneurship

1st January

2019

31st

December

2020

0.05 0.01 0.0 0.0513 0.11 In-kind contributions will be sought from

development partners and other organizations

working in the same sectors.

Unallocated core funding 0.0 0.0

Funding for Proposal Preparation/ Travel / Other 0.0114

10 In-kind contribution including office space and utilities 11 Funding will be applied for in 2018 with expected confirmation for 2019 and implementation in 2019-2020. Discussions are underway with SPC and UNDP for alignment and possible collaboration or partnership on their outer islands programs in Kiribati. 12 Discussions are underway with SPC for alignment and possible collaboration or partnership on their program in Kiribati. Discussions are starting with SPREP after signing of an MoU in August 2018.

13 Discussions are underway with a number of public and private partners for possible collaboration on capacity building for youth entrepreneurship 14 Publications, proposal preparation, non-project travel and other costs

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Results Framework: Kiribati Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic

Outcomes

Assumptions

Risks

Cross Cutting:

Green Jobs

Green and

Climate Resilient

Island

Development

• Inclusive national agriculture strategy (addendum

to the KV20) developed to support income-

generation, nutrition, health and climate resilience

• Project pipeline of gender aware and inclusive

agriculture, health, nutrition projects developed

• At least one inclusive Island/community/village

level plan/project implemented (conditional on

securing additional resources)

• Policy developed and

submitted to Government

• Policy endorsement by

Government

• Pilot project initiated

• Environmental and social

safeguards analysis applied to

action plan and project design

SO2. Green Jobs

SO5. Adequate

supply of

ecosystem

services

SO6. Adaptation

• As a continuation of the 2017-

2018 WPB, risks will be reduced

as relationships with national and

local stakeholders are in place.

• Dependent on support from local

stakeholders

• Dependent on funding sources

being available within the

timeframe

Cross Cutting:

Green

infrastructure

Green and

Climate Resilient

Island

Development

• Green and climate change resilient infrastructure

project pipeline developed (water, energy)

• One small-scale infrastructure project approved

and commences (conditional on securing

additional resources)

• Mainstreaming of gender and inclusion into

project design

• Report on pipeline

• Funding secured: Letters of

Agreement signed

• Environmental and social

safeguards analysis applied to

studies and project design

SO1. GHG

reductions

SO2. Green Jobs

SO3. Sustainable

services

SO6. Adaptation

• Government is in agreement with

infrastructure project as

designed.

• Risk: government decisions are

delayed

• Dependent on support from local

stakeholders

• Dependent on funding sources

being available within the

timeframe

Green Cities Waste

management for

small islands

• One small-scale waste management project is

designed

• One small-scale solid waste management project

is approved and implemented through our

partner Ministry (conditional on securing

additional resources)

• Mainstreaming of gender, inclusion and

safeguards into waste management projects

• Project design document

• Letter from Ministry, project

implementation report

• Environmental and social

safeguards analysis applied to

studies and project design

SO3.3

Sustainable

services

• Government is in agreement with

the project as designed.

• Risk: government decisions are

delayed

• Dependent on support from local

stakeholders

• Dependent on funding sources

being available within the

timeframe

Cross Cutting:

Capacity

Building

Green and

Climate Resilient

Island

Development /

• Identify and conduct capacity building activities

(including peer-peer) related to climate change

adaptation and inclusive green growth

• Learning/capacity building

program documents and

reports that include social

outcomes

• Training needs assessment

carried out

• Staff are able to allocate the time

required to attend training

86

Waste

management

• Carry out training on inclusive green growth

planning and implementation at national and

sectoral level

• Gender disaggregated

monitoring

SO1: 23% (South Tarawa), 40% (Kiritimati), 40% (rural public infrastructure) and 100% (rural households, islands councils, boarding schools and private amenities) renewable electricity by 2025 (Source:

National Energy Policy, 2009, Kiribati Integrated Energy Roadmap, 2017); SO2: No national targets but a number of relevant indicators in the KJIP; SO3: National electricity access estimated at 63% in 2010

(Source: 2010 census report) with a target of 100% access via renewable energy by 2025 (Source: KIER, 2017); Lack of water supply in rural areas is recognized as a key issue in the KJIP - targets are currently

under review; SO5: No national targets; SO6: National plans and actions as laid out in the KJIP including Strategy 3: Strengthening and greening the private sector, including small-scale business; Capacity

building will contribute to KJIP Strategy 2: improving knowledge and information generation, management and sharing.

87

Lao PDR

Country Strategy:

GGGI opened its Lao PDR Office in January 2017. As of October 2017, Lao PDR is a member of GGGI, and the Host Country Agreement is signed. The

GGGI Office is hosted by the Ministry of Planning and Investment (MPI), and we primarily work with MPI, the Ministry of Public Works and Transport

(MPWT) and the Ministry of Natural Resource and Environment (MONRE). The Green Growth Potential Assessment, along with gender analysis, was

completed as part of GGGI’s support for the development of Lao PDR’s National Green Growth Strategy (NGGS) and the recommendations from

the two studies are incorporated in the NGGS. GGGI supports MPI to engage a policy dialogue for strengthening gender responsible and inclusive

green growth. GGGI has developed a strategic relationship with the Lao PDR’s National Designated Authority (NDA) for GCF, Department of Climate

Change under MONRE, by supporting the development of the national Measurement, Reporting, and Verification (MRV) framework, updating

Nationally Determined Contributions (NDC), and providing GCF readiness support to develop investment plans for implementation of the Urban

Development priority of the NDC. GGGI has also developed forthcoming investments in solid waste management and wastewater management and

sanitation under the umbrella of green cities development in Lao PDR. GGGI plans to link its project on promotion of electric vehicles with carbon

reduction credits of the Korean Emissions Trading Scheme. With the reduction credits making the project more bankable, it has a potential to scale-up

becoming a regional initiative. Aside from these projects focused on green growth planning and green cities development, there also exist

opportunities in sustainable landscapes, such as nature-based tourism, that GGGI may engage in in the future.

Country Program:

GGGI supports Lao PDR with a focus on mainstreaming green growth, green cities development, climate resilience, and poverty reduction. Based on

the 8th NSEDP, NDC, and NGGS, GGGI focuses on the following areas:

(i) National and Sub-national planning, financing and budgeting for inclusive Green Growth: GGGI supports the Lao PDR Government to

mainstream green growth and climate change into policies and plans in order to create an enabling policy environment for investments

and bankable projects contributing to reduced GHG emissions, increased climate resilience and the creation of green jobs (especially for

informal workers the majority of whom are women).

(ii) Green Cities Development in Lao PDR: GGGI supports the Lao Government by developing investment-ready action plans and projects for

inclusive and sustainable urban development contributing to increased access to sustainable urban services that are inclusive and gender-

sensitive for 1 million people

88

Partnership and Resource Mobilization

GGGI and the World Bank have been the primary supporters of the development of Lao PDR’s NGGS, and there is an inter-ministerial committee

responsible for green growth. The national development strategy (NSEDP), SDGs, NDC, and NGGS are all consistent with one another, so there is a

range of platforms and potential partnerships. In particular, GGGI and KOICA have partnered to support sustainable solid waste management and

wastewater management and sanitation. Also, KOICA, along with Korea Environmental Industry and Technology Institute (KEITI), is in consideration of

supporting GGGI’s GCF readiness program by adding its funds to the program. In 2017, the GGGI Lao Office had made tremendous efforts to

mobilize resources targeting both bilateral and multilateral donors, and much of the efforts will come to fruition in 2018. For example, GCF readiness

proposal in the amount of 0.46 million was approved in Feb 2018. The proposal in the amount of USD 6.5 million is pending approval from KOICA.

The concept note in the amount of USD 1 million is being reviewed by the Luxembourg Ministry of Finance. In total, the Lao Office expects to mobilize

USD 6 million in 2018.

Results area (themes/ sub-themes) Government partners Donors active in the

area

Delivery partners active in the

area (including the private

sector, civil society)

Theme: Cross-cutting

Sub: green growth planning, fiscal policy, NDC, MRV

MPI, MOF, MONRE World Bank, Luxembourg,

UNDP, Germany, USAID

Emerging Markets Consultants, GTCK

Theme: Green Cities

Sub: transport, solid waste management, wastewater

management and sanitation

MPWT, VCOMS (Vientiane City Operation and

Management Services), Pakse-UDAA (Urban

District Admin Authority)

KOICA, JICA, ADB, GCF, SDC

(scoping)

BORDA, ECCDA, Eco-eye, KEITI, GRET, WTA,

Green Vientiane

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Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Lao PDR for 2019-2020: $0.85 million; and Donor co-financing of the

program (earmarked) is expected at $4.44 million in the biennium for a total of $5.29 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Lao PDR for 2019-2020: $1 million; and Donor co-financing (earmarked)

of the program is expected at $4.44 million in the biennium for a total of $5.44 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource

Mobilization Inception Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Cross Cutting Planning, financing and

budgeting for Green Growth

Jan-17 Dec-18 1.77 0.0115 0.3416 0.22 2.34 GCF17, Luxembourg

TOTAL 2017-2018

1.77 0.01 0.34 0.22 2.34

Planned 2019-2020

Cross-

Cutting

Planning, financing and

budgeting for Green Growth

Jan-19 Dec-20 0.68 0.0218

1.03 1.73 Luxembourg

Green Cities Green Cities Development Jan-19 Dec-20 0.14 TBD19 0.24 2.52 2.90 KOICA, GCF, KEITI

Unallocated core funding

Funding for Proposal Preparation/

0.03

0.03

TOTAL 2019-2020

$ 0.85 $ 0.02 $

0.24

$ 3.55 $ 4.66

15 Office space provided by MPI valued at USD 12,000. (USD 500 per month x 24 months = 12,000)

16 Green Growth Forums and Green Growth Study Tours coordinated by GGGI, but funded WB, are valued at USD 100,000.

17 GCF Readiness proposal in the amount of USD 0.48 million was approved in Feb 2018. The project duration is 18 months from April 2018 to September 2019.

18 Two office spaces provided by the Gov valued at USD 24,000. (USD 1000 per month x 24 months = 24,000)

19 The government will contribute land, and staff time.

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Results Framework: Lao PDR Program Summary 2019-2020

Theme

Subthe

me

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-

Cutting

Sub:

Capacity

building,

green

finance,

MRV, NDC,

energy

Planning,

financing

and

budgeting

for Green

Growth

1. Capacity development

2. Financing for Green Economic Zone

3. MRV, national NDC targets

1. Workshop reports are

produced

2. Funding proposal is

produced

3. National NDC targets

are developed

SO1: Reduced GHG emissions

SO6: Enhanced adaptation to climate

change

Cross-

Cutting

Sub:

Climate

change

budgeting

1. Green fiscal analysis

2. Public expenditure review on climate change,

guidelines for planning, budgeting, and

expenditure tracking

1. Publication of the

analytical report

2. Publication of the

program report and

guidelines

Pending funding

approval from

Luxembourg

Green Cities

Sub:

1. Solid

waste

manageme

nt

2. Water &

sanitation

Green Cities

Developme

nt in Lao

PDR

1. Inclusive green cities vision and action plans for

Vientiane and Pakse

2. Sustainable solid waste management strategy in

Vientiane

3. Strategy for wastewater management in Pakse

4. Resource recovery in Vientiane

5. Wastewater management in Pakse

1. Inclusive green city

action plans

2. Implementation plan

for a solid waste

management plan for

Vientiane

3. Implementation plan

for wastewater

management plan for

Pakse

4. Resource recovery

facility operational

(beyond 2020)

5. The fecal sludge

treatment plant and

DEWATS operating

SO3: Increased access to sustainable

services

SO3.2: Increased access to improved

sanitation. (150 households gain access to

DEWATs and 2,400 households to the fecal

sludge treatment plant by 2022.)

SO3.3: Increased access to sustainable

waste management.

Pending funding

approval from KOICA

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Theme:

Green Cities

Sub:Transp

ort

Green Cities

Developme

nt in Lao

PDR-

1. Financing support to promote EVs in Lao PDR 1. Funding proposal to

GCF is produced

SO1: Reduced GHG emissions

Theme:

Green Cities

Sub:

Green

finance

Green Cities

Developme

nt in Lao

PDR -

Readiness

support to

enhance

green

finance

1. Coordination mechanism for green cities

functioning.

2. Monitoring and reporting climate financing by

NDA

3. At least 3 GCF concept notes

4. Recommendations to improve financial system to

mobilize private investments to climate change

and green growth

1. Terms of reference for

green cities steering

committee

2. Completion of the

monitoring and

reporting framework

report

3. completion of the

concept notes

4. Publication of the

reports

GCF Readiness

secured

• The targets for the strategic outcomes at the country level are currently being developed.

92

Mongolia

Country Strategy

In accordance with GGGI’s Mongolia Country Planning Framework (CPF) 2015-2020, the Mongolia CBP 2019-2020 builds on (i) GGGI’s past support

to the development of national and sub-national action plans for the Mongolia’s National Green Development Policy (NGDP) and the preparation of

bankable projects in the areas of green education buildings, solid waste to energy and alternative heating systems for the period of 2015-16 and (ii)

its next phase, which was focused on mainstreaming green growth into sectorial and subnational levels plans in GGGI’s Green Cities and Sustainable

Energy thematic areas (iii) GGGI’s support to the Government of Mongolia (GoM) in the financing of its green growth and climate commitments for

the period of 2017-18. GGGI, with the Ministry of Environment and Tourism’s guidance, works to facilitate the implemention of the NGDP and the

country’s Nationally Determined Contributions (NDC), providing policy advice and investment project development support to ministries, agencies

and sub-national governements (Ministry of Construction and Urban Development, Energy Regulatory Commission, Ministry of Energy, Ulaanbaatar

City municipality) . During the 2017-18 biennium, policy support, such as the adoption of the National Energy Efficiency Action Program, Energy

Efficiency (EE) Standards and Labelling regulation for electrical appliances, and revision of Law on Urban Development at the sectorial level; as well as

Ulaanbaatar City’s contribution to Mongolia’s NDC and its associated investment plan at the subnational level; have fueled the identification of a

pipeline of green investment projects. GGGI is involved in the preparation of three projects and associated green finance mobilisation efforts. The

soft launch and capitalization plan of the Mongolian Green Finance Corporation, a USD 50 million National Financing Vehicle, opens up an affordable,

inclusive, gender-sensitive financing channel for green and innovative technological solutions and projects; and demonstrates GGGI’s capability to

contribute to Mongolia’s efforts in financing its inclusive green growth and climate agendas, and to its ambition to achieve immediate impact in the

areas of GHG emissions and urban air pollution reduction. Taken together, these initiatives, when operational, are expected to help deliver a cut of at

least 3,937,052 tCo2eq, over the next 15 years, and improve living conditions of Ulaanbaatar’s 1,462,973 residents (NSO, 2017), particularly the

218,000 households living in the City’s peri-urban areas.

Country Program

GGGI supports Mongolia in its commitment to transition to an inclusive and greener development pathway through GGGI’s Energy, Green Cities,

and Water & Sanitation thematic areas, all of which are identified as priority areas in Mongolia’s Sustainable Develoment Vision (SDV) 2030, NGDP

and Mongolia’s NDC to the Paris Agreement. Mongolia is committed to take actions to increase the share of renewable energy (RE) in heat and

power generation and EE, to improve urban planning and urban air quality, and to ensure access to sustainable public services to its population.

GGGI’s Mongolia CPF 2015-2020 therefore articulates three focal problems:

Sustainable Energy: Cleaner energy and improved energy inefficiency - GGGI and the GoM work to improve EE and access to cleaner energy against

air pollution, by strengthening the related policy environment, helping raise finance for clean energy and EE projects and helping demonstrate the

technical and financial viability of clean technologies. These efforts will facilitate the transition from fossil fuel based energy to green energy, and help

93

reap the benefits of improved EE to deliver a cut in GHG emissions and urban air pollution; create green jobs and reduce poverty.

Green Cities: Improved urban development planning and green infrastructure development - GGGI provides advices to national and subnational

governments to improve urban development planning and accelerate urban infrastructure development that is green, pro-poor, inclusive and gender-

sensitive and delivers increased access to sustainable, affordable and inclusive urban services.

Water and Sanitation: Improved water supply-demand alignment and reduced climate vulnerability - GGGI provides policy advice and project

development services to the GoM to improve water supply-demand alignment and equal access to safe drinking water and sustainable, decentralized

sanitation while fostering enhanced adaptation to climate change. While green and inclusive policy objectives are well in place, the implementation

and financing of commitments remain constrained by weak institutional capacity and coordination, a lack of clarity and certainty on operational rules

and regulations, and limited fiscal resources. Mongolia’s cyclical fiscal policy has brought the country to request an Extended Fund Facility from the

International Monetary Fund for 2017-2020. The GoM therefore seeks to improve fiscal discipline, public investment planning, crowd-in finance and

strengthen capacity to implement its ambitious green development agenda. GGGI Mongolia’s 2019-2020 Country Business Plan will consolidate its

past achievements, to build-up its support to the GoM for the implementation of gender sensitive,inclusive green growth policies, in areas of

Sustainable energy and Green cities; and will seek to leverage earmarked funding for Water and Sanitation and its global program on MRV. Focus will

be put on filling policy, capacity and financial gaps, with three policy/regulatory advices to be approved by the GoM; advancing pilot projects to scale

and bankability targeting $20 million in green finance mobilized for at least 3 green investment projects. Taken together, GGGI’s services will help

Mongolia reduce its GHG emissions and achieve its NDC targets, enhance Mongolian people’s access to sustainable energy, waste management,

water and sanitation services, and will foster resilience and enhanced adaptation to climate change of vulnerable communities.

Partnership and Resource Mobilization:

Building on GGGI’s partnerships and resource mobilization strategy, GGGI Mongolia’s efforts will be put into (i) developing a coherent

programming of projects across thematic areas by demonstrating a clearly articulated logic towards scale and impact; that is attractive for earmarked

donors (ii) systematically seeking to leverage global and local partnerships, based on shared interests and vision, (iii) building close ties with priority

donors in-country, with KOICA and the GCF as short term priorities (iv) leveraging the support of its government partners in promoting GGGI’s

value-add and (v) a proactive monitoring of local, regional and global Call for Proposals and Tenders aligned with GGGI’s Mongolia CPF, with ADB,

EBRD, NAMA Facility and EU-SWITCH Asia calls as short term focuses (2019). Mongolia being a Lower-middle income country, these efforts are likely

to deliver results starting from end 2019 and after, and a gap in available funding for the program will persist.

GGGI’s engagement with the Mongolian private sector, specifically the financial sector, will help support innovative partnerships in areas such as, but

not limited to, green finance development and green bonds, building and industrial EE, renewable energy and decentralized WaSH as well as

knowledge sharing and capacity building. Synergies with other country programs with an interest in Mongolia (e.g. China’s Greening the BRI for

potential private sector investment mobilization and knowledge sharing) will be sought in order to leverage additional resources.

94

Results area

(themes/

sub-themes)

Government partners Donors active in the area Delivery partners active in area (including private sector,

civil society)

Green Cities UB City Municipality, MCUD

Aimags Administration

ADB, JICA, IFC, Millennium Challenge

Account Phase 2, EBRD, NAMA Facility,

KOICA, K-Exim, GTC-K, UNEP, UNICEF, SDC,

GIZ, UN-Habitat

Mongolian National Renewable Energy Association, Mongolian Association of

Local Authorities, Mongolian National Recycling Association, Mongolian Bankers

Association, Mongolian Sustainable Finance Association, Mongolian National

Construction Association, Mongolian Green Building Council, Business Council

Mongolia, ESCO companies, The Asia Foundation, Ger Community Mapping

Center, Ger Hub, People In Need, Caritas Czeck

Sustainable

Energy

ERC, MOE, National Dispatching

Center

GIZ, BMZ, BMUB, NAMA Facility, US

Embassy/State Department, SCCF, WB, EBRD,

UNEP, EuropeAid, EU-SWITCH Asia, UNICEF,

K-Exim, Chinese institutions

Mongolian National Renewable Industry Association, US National Renewable

Energy Laboratory, Mongolian Bankers Association, Mongolian Sustainable

Finance Association, XacBank, Business Council Mongolia, Ger Community

Mapping Center, Ger Hub, GERES, Heat and Power Plants, ESCO companies

Water &

Sanitation

MET, MCUD, UB City

Municipality, Aimags and Soums

Administration

KOICA, ADB, WB 2030WRG, Millennium

Challenge Account Phase 2, UNDP, UNEP, K-

Exim, GEF, Adaptation Fund, SCCF

Sustainable Water Fund, Partners for Water,

Bill and Melinda Gates Foundation

Mongolian Bankers Association, Mongolian Sustainable Finance Association,

WaSH Action, World Vision Mongolia, Mongolian National Chamber of

Commerce and Industry, Local Solutions NGO

MRV MET JICA, UNDP, GIZ, UNFAO, EBRD Environment and Climate Fund, others depending on sectoral focuses

95

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Mongolia for 2019-2020: $1 million; Donor co-financing of the program

(earmarked) is expected at $0.04 million in the biennium for a total of $1.04 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Mongolia for 2019-2020: $1.18 million; Donor co-financing (earmarked)

of the program is expected at $0.89 million in the biennium for a total of $2.07 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementatio

n

Funding Resource Mobilization

Inception Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Cross-cutting Transition to Green Development

Phase 2

17-Jan 18-Dec 2.22 0.03 0.00 0.00 2.25 GoM; office space MET, ERC, UB

City, MCUD, MBA, staff time.

Cross-cutting BMZ – GreenInvest 17-Mar 18-Jan 0.00 0.00 0.10 0.00 0.10 BMZ

Cross-cutting Readiness Support for Enhancing

Access to Green Finance

17-Sep 18-Sep 0.00 0.00 0.35 0.00 0.35 GCF

TOTAL 2017-2018 2.22 0.03 0.45 0.00 2.70 Inception Completion GGGI Gov Partner Gap Total

Planned 2019-2020

Green Cities Inclusive green and gender-

sensitive cities and green

infrastructure investments

19-Jan 20-Dec 0.39 0.01 0.00 0.35 0.75 Targeted: K-Exim (0.38MUSD)20,

NAMA Facility, AIIB, EU SWITCH

Asia, ADB, JICA, IFC, EBRD,

Chinese institutions.

Sustainable

Energy

Improved energy efficiency and

access to cleaner energy against

air pollution

19-Jan 20-Dec 0.39 0.01 0.00 0.35 0.75 Targeted: US Embassy/State

Department, EBRD, GCF, GIZ, BMZ,

BMUB, NAMA Facility, EU SWITCH

Asia, WB, K-Exim, UNEP, UNICEF,

Chinese institutions.

20 Concept note to be submitted in Sept to access project preparation funding from K-Exim for the project ”Energy Performance Contracting for Residential retrofitting” for 0.38 MUSD. Funds unlikely to be available before July 2020 with ~0.1 MUSD forecasted in 2020.

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Water &

Sanitation

Improved water management

and access to water and

sanitation

19-Jan 20-Dec 0.20 0.1721 0.40 0.00 0.77 Submitted: KOICA (1.45 MUSD)22

Targeted: DFAT/AUSAID,

Millennium Challenge Account

Phase 2, K-Exim, ADB, GEF,

Adaptation Fund, SCCF

Cross-

Cutting -

MRV

Development of a MRV system 19-Jan 20-Dec 0.00 0.00 0.00 0.40 0.40 Targeted: GTC-K, Korea Energy

Corporation, UNDP, UNEP.

Unallocated

core funding

0.02 0.00 0.00 0.00 0.02

TOTAL 1.00 0.19 0.4 1.1 2.69

21 USD 650,000 included as in-kind co-funding from GoM in KOICA PCP (2020-2023) divided by 4 years: USD 162,500 + USD 10,000 regular co-funding of the program. 22 KOICA PCP submitted to MoF by MET, total amount 7.4 MUSD, incl. 1.45 MUSD of GGGI personel costs (not including overhead, travel, outsourcing). Effective starting date not before 2020 with around 0.4MUSD of personel costs allocated to 2020.

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Myanmar

Country Strategy

Since signing a Memorandum of Understanding with the Ministry of Natural Resources and Environmental Conservation (MONREC) in February 2017,

GGGI has engaged with a wide range of government agencies and development partners in its assessment of strategic areas for GGGI to support

Myanmar’s achievement of key national policy priorities. Key strategic outputs to date are the Myanmar Green Growth Potential Assessment Report1

and a Policymaker’s guide for NDC Implementation2. GGGI is working closely with the Environmental Conservation Department (ECD) to develop

institutional capacities for Monitoring Reporting and Verification (MRV) of Climate Change Actions. GGGI completed an assessment of MRV status in

Myanmar3, and initiated sensitization and capacity building activities for stakeholders from 38 agencies, across 16 ministries. During 2017, GGGI provided

inputs into the drafting of several national policy documents and facilitated capacity building activities for over 150 government staff in areas relevant

to socially-inclusive green economy and climate change policy implementation.

Through its ongoing engagement with government, its participation in key national policy formulation and coordination bodies (i.e. Green Economy

Coordination Committee, Environmental Sector Working Group, Agriculture Development Strategy Working Group), and assessments of key green

growth investment opportunities, GGGI has identified several strategic areas for GGGI to target it’s support in national and sub-national institutional

capacity building and green investment value chain development during 2019-2020. GGGI will continue its technical support for capacity-building in

sector-specific MRV reporting systems and will identify strategic partnerships to support operationalization of a national MRV Masterplan in 2019-2020.

During this period GGGI aims to mobilize $20m for institutional capacity building in Myanmar’s national and sub-national government agencies to

mainstream socially-inclusive business models for implementation of sub-national Green Economy Policy Framework and Climate Change Strategy

Action Plans, and to mobilize private sector investment to support Myanmar’s realization of the Intended Nationally Determined Contribution (INDC)

targets associated with Green Cities Investment and Landscape Restoration. During 2018, GGGI will formalize a 5-year Country Planning Framework

(CPF) and facilitate Myanmar’s accession process as a GGGI treaty member.

Country Program

GGGI supports Myanmar’s INDC forestry and energy sector objectives and promotion of socially inclusive, green growth development approaches

across the range of sectors to be included in Myanmar’s Nationally Determined Contribution (to be submitted in 2019). These priorities are clearly

identified in the [draft] Green Economy Policy Framework, Climate Change Strategy and Masterplan, Myanmar Sustainable Development Plan, and the

National Parliament’s “Green Land Cities” initiative. GGGI will support 3 key areas of engagement (contingent on resource availability):

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i.MRV: GGGI supports institutional development and capacity building for Myanmar’s MRV Masterplan to enable Myanmar to meet UNFCCC

reporting obligations, improve strategic planning for climate change mitigation and adaptation investments (Strategic Objective SO 1), and to

assess NDC implementation impacts on gender equality, poverty reduction and social inclusion.

ii. Sustainable Landscapes: GGGI fosters socially inclusive coastal landscape restoration approaches (SO 5) by promoting alternative natural capital-

based business models (forest, agriculture, aquaculture) that create employment (SO 2) and improve climate change adaptation for marginalized

populations (SO 6), by targeting urban and rural economic drivers of deforestation and landscape degradation (i.e. Access to alternative fuels or

electricity (SO 3.1), by increasing access to environmentally appropriate watershed ecosystem service utilization (SO 5), and by addressing policy

barriers encouraging unsustainable short-term exploitation/expropriation of mangroves.

iii.Green Cities: GGGI supports development of innovative Green Cities policies, investments and technologies for the promotion of socially inclusive,

liveable cities that provide: green jobs (SO 2), access to improved sanitation (SO 3.2), waste management (SO 3.3) public transportation (3.4),

affordable renewable energy and resource efficiency (SO 3.1), and all-around low-carbon (SO 1) urban development pathways for Myanmar’s

secondary cities; and that support Sustainable Landscape and Watershed Ecosystem Service functions through promotion of circular economy

approaches (SO 5).

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Partnership and Resource Mobilization

Many development partners commenced their current support for Myanmar during the period of the national democratic transition (2010-2016). We

anticipate many reassessments of development partnerships during 2019-2020 to reflect current national economic growth priorities and policy

challenges faced by the country. Prediction of future resource mobilization opportunities is challenging due to uncertainty posed by internal armed

conflicts, international human rights concerns, government policy realignments and ministry reorganizations. While GGGI has identified several strategic

areas for its immediate engagement, the 2019-2020 biennium strategy will need to remain flexible as the policy environment matures, with a domestic

political milestone being the next national elections (2020).

• MRV: Partly in support of its MRV capacity-building, GGGI brokered placement of three AVI volunteers within ECD, and is exploring funding

opportunities (i.e. with UNEP/CBIT) to support operationalization of an MRV masterplan in 2019-2020. Further synergies are being explored, including

with the next phase of the EU-funded Myanmar Climate Change Alliance (MCCA).

• Sustainable Landscapes: GGGI is identifying resource mobilization synergies for its support for coastal landscape restoration investment.

Foremost among these are Norway, Netherlands, and the LIFT multi-donor trust fund, though Denmark, Switzerland, Germany, Australia, Finland, UK,

USA all support various coastal agricultural, forestry, fishery/aquaculture value-chain development, landscape/watershed restoration, or

mangrove/fisheries governance in Myanmar.

• Green Cities: GGGI is supporting Myanmar’s Nationally Designated Authority (NDA) to mobilize GCF Readiness support for green cities

investment planning, and for nomination of a GCF national Direct Access Entity (DAE). While GGGI’s emphasis will be on secondary cities, this work

will offer strong synergies with ongoing sustainable cities-relevant TA support by UNHabitat, UNEP, ADB, Japan, Australia, UK, France, Netherlands,

and the Rockefeller Foundation.

Despite political uncertainties, the team notes strong international investor interest in sustainable landscape value-chains, energy and infrastructure

development and Myanmar’s geopolitical position ensures continued investment interest by neighboring governments in the region. Myanmar’s

GGGI team initiated its first green investment services project to explore innovative business models for landscape restoration concessions incorporating

strict standards of environmental and social safeguards in 2017, and a policy project to assess a range of terrestrial and aquatic resource value chains.

GGGI expects to initiate a similar investment services project aimed at supporting green cities sector (and sanitation) investments and rural energy

supply. Both Green Cities and Sustainable Landscape programs will be well-positioned to deliver investment projects for GCF SAP funding in 2019-2020,

and to access possible follow-on GCF Readiness funding for DAE strengthening. Efforts are also underway to explore opportunities for leveraging

sizeable bilateral and multilateral financial investments in Myanmar.

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Results area Government partners Donors active in area Delivery partners active in area Sustainable Landscapes

Ministry of Agriculture, Livestock and Irrigation Ministry of Natural Resources and Environmental Conservation Ministry of Home Affaires Ministry of Trade and Commerce State/Regional & Township Government

Australia, Denmark, EU, Finland, France, Germany, Japan, Korea, Netherlands, Norway, Switzerland, UK, USA, LIFT multi-donor trust fund, Rockefeller Foundation, World Bank, Asian Development Bank.

NGOs: LIFT Multi—donor trust fund Private: Myanmar Agriculture Network, Myanmar Water Forum, Green Economy Green Growth Association

Water and Sanitation

Ministry of Agriculture, Livestock and Irrigation Ministry of Natural Resources and Environmental Conservation Ministry of Transportation and Communication Ministry of Home Affaires State/Regional & Township Government

Australia, France, Japan, Korea, Netherlands, Norway, Switzerland, UK, USA, World Bank, Asian Development Bank.

NGOs: LIFT Multi—donor trust fund Private: Myanmar Agriculture Network, Myanmar Water Forum, Green Economy Green Growth Association

Renewable Energy and Energy Efficiency

Ministry of Agriculture, Livestock and Irrigation Ministry of Natural Resources and Environmental Conservation Ministry of Electricity and Power Ministry of Transportation and Communication Ministry of Industry Ministry of Home Affaires State/Regional & Township Government

Denmark, Germany, USA, Rockefeller Foundation, World Bank, Asian Development Bank.

Private: Rockefeller Foundation mini-grid working group, Renewable Energy Association of Myanmar; Green Economy Green Growth Association; Myanmar Engineering Society; Myanmar Manufacturing Association

Green Cities Ministry of Agriculture, Livestock and Irrigation Ministry of Natural Resources and Environmental Conservation Ministry of Electricity and Power Ministry of Transportation and Communication Ministry of Industry Mandalay City Development Committee Naypyitaw City Development Committee Ministry of Home Affaires State/Regional & Township Government

Australia, Denmark, EU, France, Italy, Japan, Sweden, UK, USA, Asian Development Bank, Green Climate Fund.

All of the above

Climate change MRV

Ministry of Agriculture, Livestock and Irrigation Ministry of Natural Resources and Environmental Conservation Ministry of Electricity and Power Ministry of Transport Ministry of Industry

Australia, Germany, Green Climate Fund, Global Environment Facility (CBIT funding), EU, Norway.

UN Habitat, UNREDD, GHG Management Institute

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Myanmar for 2019-2020: $0.36 million; and Donor co-financing of the

program (earmarked) is expected at $1.19 million in the biennium for a total of $1.55 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Myanmar for 2019-2020: $0.42 million; and Donor co-financing

(earmarked) of the program is expected at $9.29 million in the biennium for a total of $9.71 million.

Ongoing (2017-2018) and Planned (2019-2020) Country Program ($, million)

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Thematic

area

Project title Implementation Funding Resource

Mobilization

Inception Completion GGGI Gov4 Partner Gap Total Status:

Ongoing 2017-2018 Cross-cutting

Project Management5 Jan 2017 Dec 2018 $0.95 $0.05 $- $- $1.00

Green Growth Potential Assessment Jan 2017 Dec 2018 $0.08 $- $- $- $0.08 INDC MRV framework and investment analysis

Jan 2017

Dec 2018

$0.15

$-

$0.096

$-

$0.24

AVI

NDC Implementation Capacity-building7

Jan 2017 Dec 2018 $0.12 $- $- $- $0.12

Sustainable Landscapes

Green investments for coastal landscape restoration in Myanmar8

Jan 2017

Dec 2018

$0.04

$-

$- $-

$0.04

TOTAL 2017-2018 $1.34 $0.05 $0.09 $0.00 $1.48

Planned 2019-2020 Cross-cutting MRV Masterplan Operationalization Jan 2019 Dec 2020 $0.12 $0.03 $- $0.65 $0.80 CBIT (under devt. w/ UNEP

Sustainable Landscapes

Green investments for coastal landscape restoration in Myanmar

Jan 2019 Dec 2020 $0.12 $0.03 $- $3.00 $3.15 Norway, LIFT, Netherlands, GCF SAP

Green Cities GCF Green Cities Investment + DAE nomination

Oct 2018 Oct 2020 $0.12 $ $- $0.80 $0.92 GCF Readiness (submitted), GCF SAP

Cross-cutting Proposal Prep/HQ travel Jan 2019 Dec 2020 $- $- $- $0.05 $0.05

TOTAL 2019-2020 $0.36 $0.06 $0.00 $4.50 $4.92

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Results Framework: Myanmar Program Summary 2019-2020

Theme Project Title Project Outputs Verification of Outputs Contributions to

Strategic

Outcomes

Assumptions & Risks

Cross-cutting

MRV Masterplan Operationalization

• Analysis of MRV indicator impacts on social marginalization/poverty

• MRV Masterplan developed

• Subsector MRV specific guidelines for Myanmar established

• MRV provides inputs for 2020 BUR

• Report on published on GGGI website

• MRV Masterplan published on GGGI website

• Subsector specific guidelines for Myanmar published on GGGI website

• 2020 Myanmar BUR report published on UNFCCC website

SO1 GHG emission reduction SO3.1 Increased access to affordable energy SO6 Enhanced Adaptation to Climate Change

For MRV to succeed, the host agency does need to receive commitments and a mandate from up to 40 other agencies. This institutional arrangement will have to be addressed in the design phase.

Sustainable Landscapes

Green investments for coastal landscape restoration in Myanmar

• Financial Closing combining SAP and other funding sources

• All critical environmental and social safeguards are integrated through VCS JNR, CCB and FCS standardization processes

• Socially inclusive management plan, including the zoning of production, buffer and protection zones, and involvement of communities therein with tangible participation is completed

• SAP and other funding commitment documents will be received by GGGI

• Environmental and social safeguards will be formally evaluated and certificated by SouthPole.

• Zoned management plan will be submitted to the township government agencies.

SO1 GHG emission reduction SO2 Creation of green jobs SO6 Enhanced Adaptation to Climate Change

As the first private-public REDD+ project in Myanmar, the project complies with both VCS JNR, CCB and FCS standards. However, many unidentified environmental (including leakage) and social risks, especially impacts on local communities in and around the concession remain to be assessed. These need to be assessed and met within the first milestone.

Green Cities

GCF Green Cities Investment + DAE nomination

• MOUs with key agencies signed

• Institutional capacity for green city priority investment developed in line with social and environmental safeguards

• Private sector tenders for priority projects implemented

• DAE pipeline development for GCF concept note submission

• Accreditation support (as required)

• DAE project implementation capacity building

• MOU documents will be signed by GGGI

• Capacity building workshop reports and guidelines for ministry and City development Committee on social and environmental safeguards published on GGGI website

• Tender advertised in national media

• CNs developed together between GGGI and DAE experts

• Training workshop reports published on GGGI website

SO1 GHG Emission Reductions SO2 Creation of Green Jobs SO3.1 Increased Access to Clean Affordable Energy SO3.2 Increased Access to Improved Sanitation SO3.3 Increased Access to Sustainable Waste Management SO3.4 Improved Air Quality SO6 Enhanced Adaptation to Climate Change

Implementation of green cities investments can be particularly challenging due to the large number of actors and competing interests involved. This necessitates extensive engagement with public and private stakeholders and clear mandates. DAE accreditation is recognized as a potentially drawn out process, so expectations need to be realistic.

SOX: There are no national SO targets identified, estimations are being developed based on draft strategy documents and proposals submitted by development partners.

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Nepal

Country Strategy

GGGI Nepal’s Country Planning Framework (CPF) 2017-2021 provides two strategic focus areas for county operations a) localized urban green growth and b) sustainable

mobility for connected and healthy cities. These focus areas were distilled from GGGI’s Green Growth Potential Assessment, undertaken in 2016; the guidance and

strategic priorities of GGGI Nepal’s host, the Ministry of Forests and Environment (MOFE); and the targets and priorities of Nepal’s Nationally Determined Contribution

(NDC). The CPF gave rise to two programs during the 2017-18 biennium. The first program, undertaken in partnership with the Ministry of Federal and General

Administration, as well as seven newly established municipal governments, delivered pro-poor, gender inclusive green growth project identification and ideation at the

local level. This contributed to Nepal’s process of federalization, and the realization of NDC local growth targets. The second program, undertaken in partnership with

the Ministry of Physical Infrastructure and Transport, provided direct policy support to the federal government in the implementation of electric mobility, energy

diversification and air quality improvement targets included in the NDC by delivering a sectoral NDC implementation plan. In addition, the program delivered a pipeline

of bankable electric mobility projects, including a national financing vehicle, in partnership with private sector, and undertook feasibility and project development for

Nepal’s largest public bus cooperative Sajha Yatayat for the deployment of three electric buses in Kathmandu, Nepal’s capital. For the 2019-20 biennium, GGGI Nepal

will extend, deepen and diversify its in country operations within the two focus areas of the CPF. This will allow GGGI Nepal to contribute to a reduction in greenhouse

gas emissions of 45.6 MtCO2e, the provision of sustainable transport to an additional 7.4 million citizens, the provision of sustainable sanitation and energy services, and

a significant improvement in urban air quality through to 2030. Nepal is not yet a member of GGGI. During 2018, GGGI Nepal is working closely with MOFE to obtain

membership. For this, MOFE will submit membership to the Council of Ministers of Nepal, the federal executive cabinet. The Council will decide whether to approve

membership, or in turn submit the deliberation to the Federal Parliament of Nepal. It is expected that this process will be completed by Q4 2018.

Country Program: Based on the Country Planning Framework 2017-21, GGGI Nepal will focus on the following areas over the 2019-20 biennium:

1. Green Cities: Strengthening localized urban green growth. GGGI is working with governments and the private sector to improve planning and financing and

innovate within urban service markets for better access to bankable pro-poor, gender-sensitive services, including in energy and sanitation, reduced GHG emissions and

increased green and inclusive jobs.

2. Green Cities: Creating connected and healthy cities through sustainable mobility. GGGI is partnering with federal and municipal governments, transport

operators and private sector to demonstrate viability, improve bankability and boost investment in inclusive electric mobility for reduced GHG emissions, better air

quality and gender-sensitive access.

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Partnership and Resource Mobilization: To design, finance and deliver programs under the two focus areas, GGGI Nepal will engage with government, donors and

delivery partners.

Results area

(program)

Government partners Donors active in area Delivery partners active in area

Green

Municipal

Development

II

Ministry of Federal Affairs and General

Administration; municipal

governments of Mahalaxmi, Melamchi,

Dakshinkali, Thahar, Palungtar, Belkot

Gadi and Namobuddha

K-Exim Bank, Ministry of Foreign

Affairs and International

Development of the United Arab

Emirates, UNDP, ADPC, SIDA,

SDC

Municipal Association of Nepal, National Federation of Cooperatives, Society

of Nepalese Architects, Nepal Engineers Association, Federation of Nepalese

Chambers of Commerce and Industry, Export Council of Nepal, Federation of

Contractors Associations of Nepal

Sanitation

Markets

Department of Sanitation, Ministry of

Urban Development, Ministry of Water

Supply, Ministry of Forests and

Environment, municipal governments

Asian Development Bank, World

Bank, Bill and Melinda Gates

Foundation, BORDA, GIZ, UN-

Habitat

Federation of Drinking Water and Sanitation Users' Nepal, Environment and

Public Health Organization (ENPHO), National Institute of Environment and

Health, local commercial banks, sanitation and wastewater entrepreneurs

Electric

Mobility II

Ministry of Federal Affairs and General

Administration, Ministry of Physical

Infrastructure and Transport

K-Exim Bank, Green Technology

Center Korea, Dubai Trust Fund

Sajha Yatayat, public and private transport operators, Electric Vehicle

Association of Nepal, Electric Vehicle Manufacturers and Importers

Association of Nepal, BYD, Tata Motors

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Nepal for 2019-2020: $0.35 million; and Donor co-financing of the

program (earmarked) is expected at $0.95 million in the biennium for a total of $1.30 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Nepal for 2019-2020: $0.41 million; and Donor co-financing (earmarked)

of the program is expected at $2.45 million in the biennium for a total of $2.86 million.

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Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Green Cities Electric Mobility Program Jan. 2017 Dec. 2018 0.95 0.00 0.00 0.00 0.95

Green Cities Green Municipal Dev.

Program

Jan. 2017 Dec. 2018 0.40 0.00 0.00 0.00 0.40

TOTAL 2017-2018 1.35 0.00 0.00 0.00 1.35

Planned 2019-2020

Green Cities Green Municipal

Development II

Jan. 2019 Dec. 2020 0.10 0.00 0.00 0.20 0.30 UAE; Dubai TF; ADPC

Water and

Sanitation

Sanitation Markets Jan. 2019 Dec. 2020 0.00 0.00 0.00 0.75 0.75 BMGF

Green Cities Electric Mobility II Jan. 2019 Dec. 2020 0.252 0.00 0.00 0.35 0.60 Dubai TF; K-Exim Bank;

GTCK

Unallocated core funding 0.00

Funding for Proposal Preparation/ Other 0.0 0.25

TOTAL 2019-2020 0.35 0.00 0.00 1.30 1.90

Results Framework: Nepal Program Summary 2019-2020

Theme

Subtheme

Input

(Project Title)

Output3 Verification Contributions

to SOs

Assumptions

Risks

Green

Cities

Green

Municipal

Develop. II

• *Provincial and local capacity built

• Localized plans to support pro-poor

inclusive green growth and smart cities4

developed

• *Inclusive pro-poor energy systems

and livelihoods developed

• Workshops and trainings delivered

• Results of participant surveys

• Roadmaps and strategies endorsed by

government

SO1; SO2;

SO3.3; SO4;

SO6

• Gov.

formation and

approval

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Water and

Sanitation

Sanitation

Markets

• *Inclusive sanitation markets innovated

and activated5

• *Increased investment in sanitation

• No. of households/beneficiaries with increased

access to improved sanitation services

• No. of $ committed vs. baseline

SO1; SO2;

SO3.2; SO4

• Private

sector buy-in

• Gov.

approval

Green

Cities/TL

Electric

Mobility II

• Pre- and/or full feasibility

assessment/s or study/ies delivered

• *Gender-sensitive electric mobility

plan prepared

• *National financing vehicle

established

• National electric mobility unit

established, and capacity built

• Government endorsement of plans

• New focal point/unit announced (gazette) by

government

• Technical reports approved by partners

• Letters of commitment from financiers

• Monitoring reports by participating

municipalities

SO1; SO2;

SO3.4; SO4;

• Gov.

approval

• Identification

of financiers

• Technical

viability

Strategic Outcomes for Nepal have been identified as follows: SO1: Total annual GHG emitted is reduced to 45.6 MtCO2e by 2030. SO2: Target not set. SO3.1: An increase of 24 million people with access to

electricity by 2030. SO3.2: Target not set. SO3.3: Target not set. SO3.4: An increased 7.4 million people with access to sustainable public transport. SO4: Number of days above ‘Orange’ is reduced to 18. SO5:

Target not set. SO6: Target not set.

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Papua New Guinea

Papua New Guinea (PNG) is one of the 13 founding members of GGGI, committing their support to the organization at the 2012 Rio+20 Summit.

However, it was not until 2017 that GGGI and PNG began to explore programmatic opportunities in the country. PNG has demonstrated a commitment

to green growth and climate resilience. PNG’s commitment to green growth was reinforced in 2014 through the National Climate Compatible

Development Management Policy (NCCDMP) and through the National Strategy for Responsible Sustainable Development (StaRS). Both the NCCDMP

and StaRS promote socio-economic growth through a paradigm shift in PNG’s approach towards economic growth, emphasizing the sustainable use

of resources rather than extractive activities, preserving and protecting the environment, and promoting inclusive, gender responsive access to health,

education and employment. While the political will to shift towards a green growth pathway is strong, there is low capacity and coordination in the

Government of PNG to translate this commitment into green investments and project implementation.

The relationship between the Government of PNG and GGGI was renewed when the Institute was selected as PNG’s Delivery Partner to the Green

Climate Fund (GCF) readiness project, after GGGI’s first mission to the country in June 2017. After a rounds of consultations with key PNG stakeholders

including Department of Foreign Affairs(DFA), and the Climate Change Development Authority (CCDA) through the GGG Week in October 2017 in

Addis Ababa and a national workshop in Port Moresby in November 2017, the GCF readiness project was set up, in the amount of $667,427 with a 24-

month implementation period, to support PNG to build relevant capacity, strengthen coordination and develop innovative climate project proposals

for accessing GCF financing.

In addition to support to access climate finance, the PNG government has also identified areas of support for GGGI including (i) mainstreaming green

growth into national planning, (ii) local- and provincial-level climate adaptation activities (iii) green cities development, and (iv) expanding access to

affordable and sustainable energy services.

Country Program

GGGI supports PNG with a focus on inclusive climate resilience and green development. Based on PNG’s StaRS, NCCDMP, and NDC commitments,

GGGI focuses on these areas:

(iv) Cross-cutting-Green financing: GGGI will continue to provide gender and socially inclusive green growth support to PNG, through the

implementation of the GCF readiness project approved in 2017, in close collaboration with the CCDA, the National Designated Authority

(NDA) for GCF. It will also support the Government of PNG in mainstreaming gender and socially inclusive green growth and climate

resilient approach in its national and subnational planning; and in the development of climate-resilient rural communities by introducing

the Eco-town approach that could enhance the livelihoods, increase equitable and inclusive access to basic services, generate income

sources from green activities, and improve the quality of life of residents of climate-vulnerable localities in the country. A climate resilient

108

green growth for localities that proactively addresses climate vulnerabilities and risks and presents adequate and effective adaptation

measures and green growth solutions is proposed to be developed. The CRGG program emphasizes capacity building for provincial and

local government, communities and private sector. The program would leverage GGGI’s existing readiness work in PNG.

(v) Green cities development. GGGI supports the Government of PNG by introducing and systematizing a green city model that is not just

resource efficient and low carbon but restores productivity of its rich ecosystem services and strengthens climate resilience of the urban

infrastructure - GGGI provides sequenced, systematic approaches from assessment of green growth opportunities in cities, to

development of strategic green city development planning and to originating/structuring bankable projects to implement key

sustainable infrastructure across energy, water, sanitation, transportation, health, and urban green jobs.

Partnership and Resource Mobilization

GGGI is working closely with the Climate Change and Development Authority (CCDA), the NDA for GCF Readiness project, in the implementation of the

GCF Readiness and Preparatory Support proposal. GGGI has been coordinating with USAID Climate Ready, which committed to provide additional

resources for institutional capacity building that will help prepare the NDA in the implementation of the GCF Readiness and Preparatory Support

proposal. GGGI is also exploring partnership opportunities with other development organizations and stakeholders in the country. GGGI will also pursue

collaboration with the Australian Government, which has expressed a strong interest in GGGI’s work in PNG, to support local-level adaptation activities.

Other potential development partners include the Government of Korea, which has a strong interest in PNG due to the upcoming APEC meetings and

Korea’s interest in developing bankable projects in the country. Other potential opportunities for partnership in the country include the Government

of New Zealand, the Asian Development Bank, and the World Bank.

Results area (themes/ sub-themes) Government partners Donors active in the area Delivery partners active in the area (including

the private sector, civil society)

Theme: Cross-cutting

Sub: Policy implementation, mobilizing

green finance, capacity building and

knowledge sharing

CCDA, CEPA Asian Development Bank, Australia High

Commission, GCF, KOICA, USAID, UNDP,

World Bank

Theme: Green Cities/Sustainable

landscapes

CCDA, CEPA UNDP, Australia High Commission

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Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for PNG for 2019-2020: $0.1 million; Donor co-financing of the program

(earmarked) is expected at $3.33 million in the biennium for a total of $3.43 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for PNG for 2019-2020: $0.12 million; and Donor co-financing (earmarked)

of the program is expected at $6.53 million in the biennium for a total of $6.65 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Cross-

cutting

Readiness Support to Strengthen PNG’s

Engagement with the GCF

Dec 2017 Dec 2019 0.33 0.33 GCF proposal approved Dec

2017 for 24 months; KOICA

additional readiness fund

TOTAL 2017-2018 0.33 0. 33

Planned 2019-2020 3.43

Cross-

cutting

Readiness Support to Strengthen PNG’s

Engagement with the GCF

Dec 2019 Dec 2021 0.33 0.33 GCF, KOICA

Cross-

cutting/GC/

SL/Energy

Climate Resilient Green Growth for PNG

Jan2019 Dec 2020 0.1 3.0 3.1 Australian Government

(AU$6.0M for 3 years, 2019-

2021)

Unallocated core funding

Funding for Proposal Preparation/ Other 0

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Results Framework: Papua New Guinea Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-cutting (Policy

implementation,

mobilizing green

finance, capacity

building and

knowledge sharing)

GCF

Readiness

• Country capacity strengthened

• Stakeholders engaged in consultative

process

• Private sector mobilization

• Capacity in NDA strengthened

and dedicated to performing

functions, published materials

(printed and online), distributed

and shared.

• Guidelines, Workshop

proceedings

• Feasibility study report on

private sector mobilization.

SO1: GHG emission reduction

SO2: creation of green jobs

SO3: increased access to sustainable

services

SO6: enhanced adaptation to climate

change

Risks:

Connectivity

issues affect

timeliness of

delivery of

projects

Low buy-in of

stakeholders

Cross-cutting/Green

Cities/Sustainable

Landscapes/Energy

Climate

Resilient

Green Growth

for Cities

• Climate vulnerability assessment

• Community level climate change

adaptation awareness and capacity

building

• Support to the development of gender

and socially inclusive Green Cities

Strategic Plan

• Origination of at least 1 bankable project

to implement key sustainable

infrastructure across energy, water,

sanitation, transportation, health and

urban green jobs

• Climate vulnerability

assessment reports

• Awareness materials

developed

• Capacity building activities

conducted

• Consultation workshops

conducted

• Draft Green City Strategic

Plan submitted to

government

• List of projects agreed and

endorsed by government

SO1: GHG emission reduction

SO2: creation of green jobs

SO3: increased access to sustainable

services

SO6: enhanced adaptation to climate

change

Risks:

Connectivity

issues affect

timeliness of

delivery of

projects

Low buy-in of

stakeholders

SO1: 100% renewable energy by 2030 (Source: PNG UNFCC INDC document)

111

Philippines

Country Strategy:

GGGI supports the Philippines on its climate resilience and inclusive green growth agenda in partnership and collaboration with the Climate Change

Commission (CCC), National Economic and Development Authority (NEDA), Department of Trade and Industry (DTI), and the Provincial Governments

of Palawan, Oriental Mindoro, Bataan, and Dinagat Islands. The GGGI Refreshed Strategic Plan and Country Planning Framework (CPF) for 2016-2020 is

aligned with key Government plans and targets such as the Philippine Development Plan (PDP) 2010-2016 and 2017-2022, and the National Climate

Change Action Plan (NCCAP) 2011-2028.

In 2017, GGGI made significant achievements by strengthening the green growth policy and planning, initiating the bankable projects identification,

and enhancing relevant institutional frameworks. These laid the groundwork for a transition towards realization of green investments and inclusive

policy support projects for 2019-2020. Strategically influencing the decision-makers at the local level, the Provincial Governments of Palawan and

Oriental Mindoro adopted the Provincial Climate Resilient Green Growth (CRGG) Strategies which identified local priority policies and projects for

investment. This initiative widened the opportunity for downstream collaboration with GGGI and other stakeholders such as the academe and non-

government organizations (NGOs). GGGI has also engaged the private sector, through the DTI, in introducing green business practices to Micro Small

and Medium Enterprises (MSMEs), which account for 99% of all registered enterprises and provide 60% of total employment. At the national level, GGGI

supported NEDA as the lead socio-economic planning agency in the pilot-testing of the Green Growth Planning Toolkit through knowledge sharing of

good practice and capacity building initiatives in the provinces of Bataan and Dinagat Islands and DTI-Bureau of Micro Small and Medium Enterprises

Development (DTI-BSMED). This preliminary intervention has set the stage for the identification of a pipeline of bankable projects in renewable energy

and ecotourism in response to the partners’ aspirations of greening their respective development plans. GGGI has also provided support to

operationalize the People’s Survival Fund (PSF) to ensure that climate adaptation projects identified by local government units (LGUs) would be

financed. Roughly 200 LGUs were assisted and 124 draft project concept notes were produced some of which may have the potential to be developed

for climate financing such as the Adaption Fund (AF) and Green Climate Fund (GCF), among others.

Country Program:

The Country Program for 2019-2020 builds on the gains and lessons of previous and ongoing GGGI initiatives and its growing reputation as a reliable

development partner in the area of climate change and inclusive green growth. Guided by the country’s development directions and priorities, GGGI

will support the strengthening of green growth plans and policies towards the realization of bankable investment opportunities while fostering an

enabling environment that will invigorate the participation of the private sector as a key stakeholder in green investments to bridge the financing gap.

With this framework, the country program will focus on transformational interventions through policies and projects support in strengthening

112

vulnerable sectors towards the development of green resilient and inclusive communities in the areas of: (i) ecotown and ecotourism, (ii) renewable

energy, (iii) sustainable transportation and mobility, and (iv) water and waste management.

Partnership and Resource Mobilization:

GGGI will continue to foster and strengthen partnership and cooperation with the Government at the national, regional and local levels to promote

GGGI’s core values as it seeks to help address the country’s critical needs and strategic priorities. A key element is the broadening of partnerships

and collaboration with diverse stakeholders through: a.) resource blending with other development partners (including Government) for common

initiatives in focus areas; b.) leveraging GGGI resources to influence/inform/support larger Government programs for scale; c.) tapping domestic

funding sources (e.g. public and private financing institutions; Government and non government grants) and d.) proactively attuned with emerging

local opportunities and exploring alternative modalities. Among the development partners, GGGI is currently exploring partnership with the Korea

International Cooperation Agency (KOICA) to promote climate resilience and inclusive green growth for poor rural communities while building on the

initial discussions with GCF through the National Designated Authority (NDA) and Accredited Entities (AE).

Results area

(program)

Government partners Donors active in area Delivery partners active in area

Ecotown and

ecotourism

CCC; DTI; NEDA; Department of Environment and Natural

Resources (DENR); Department of Tourism (DOT); Tourism

Infrastructure and Enterprise Zone Authority (TIEZA) and

Department of Agriculture (DA), Mindanao Development

Authority (MinDA); Public-Private Partnership (PPP) Center;

Provincial Governments of Palawan, Oriental Mindoro,

Dinagat Islands, Aklan, Romblon, Marinduque, Occidental

Mindoro, and Surigao del Norte

KOICA; International Fund for

Agriculture Development

(IFAD); Asian Development

Bank (ADB); GIZ; AusAID;

UNDP; FAO

NGOs; academe; private sector; national and local

governments

Renewable energy CCC; NEDA; DTI; Department of Energy (DOE); MinDA; PPP

Center; Provincial Governments of Bataan, Dinagat Islands,

Palawan, and Oriental Mindoro

Conservation International;

World Bank (WB); USAID;

BMUB; ADB; UNDP

Concerned Local Electric Cooperative/Distribution Utility

such as PENELCO for Bataan; DIELCO for Dinagat Islands;

Palawan Electric Cooperative (PALECO); Oriental Mindoro

Electric Cooperative (ORMECO); Land Bank of the

Philippines, Development Bank of the Philippines; Authority

of the Freeport Area of Bataan (AFAB); ICSC

Sustainable

transportation and

mobility

CCC; NEDA; DTI; DOE; PPP Center;

Provincial Governments of Bataan, Palawan, and Oriental

Mindoro

ADB; GIZ; WB Private sector; banks; national and local governments

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Water and waste

management

CCC; NEDA; DTI; MinDA; DENR, National Water and

Resources Board (NWRB), PPP center

Provincial Government of Palawan, Oriental Mindoro,

Bataan, Negros Occidental

EU-Switch; Japan International

Cooperation Agency (JICA);

GIZ; USAID, KOICA; ADB;

UNDP; WB

Private sector; banks; NGOs; national government; local

government; relevant water distribution utilities in the

provinces/areas concerned;

114

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Philippines for 2019-2020: $1 million; and Donor co-financing of the

program (earmarked) is expected at $1.57 million in the biennium for a total of $2.57 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Philippines for 2019-2020: $1.18 million; and Donor co-financing

(earmarked) of the program is expected at $5.21 million in the biennium for a total of $6.39 million.

Ongoing and Planned 2019-2020 Country Program ($6.55 million)

Thematic area Project Title Implementation Funding (USDM) Resource

Mobilizati

on

Inception Completion GGGI Gov23 Partner Gap Total

Ongoing 2017-2018

Cross Cutting Climate Resilient Green Growth Project Jan-16 Dec-18 1.55 1.13 - - 2.68

Operationalization of the People’s Survival

Fund

Oct-16 Dec-18 0.91 0.35 - - 1.26

Mainstreaming Green Growth in Development

Planning

Oct-16 Dec-18 0.92 0.29 - - 1.21

TOTAL 2017-2018

3.37 1.77 - - 5.15

Planned 2019-2020

Green Cities

Sustainable Landscapes

Green Growth 3 P’s (Planning, Policy, and

Projects) for Resilient and Inclusive

Communities

Jan-19 Dec-20 1

TBD 5.212 - 6.32 1 proposal

submitted to

KOICA for

funding; PIN

currently being

prepared for

funding

TOTAL

1 TBD 5.21 - 6.32

23 Government funding includes the provision of a.) project office space and utilities (telephone, internet, electricity, water, security service, parking, etc.) by partners; b.) government partner staff time to support and

provide guidance in project implementation; c.) conference, facilities & logistics, transportation and accommodation expenses of participants (e.g. for capacity building training workshops); d.) cost sharing for

transportation and accommodation of consultant. 2 Includes Project Concept Note entitled “Climate Resilience and Inclusive Green Growth for Poor Rural Communities” submitted to Korea International Cooperation Agency (KOICA) for funding, and other project

idea notes currently being developed for earmark funding.

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Results Framework: Philippines Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic

Outcomes

Assumptions

Risks

Green Cities

Sustainable

Landscapes

A. Project preparation

activities to identify

and formulate

bankable projects

1. At least two bankable project proposals in any of the

focus areas (e.g. renewable energy; sustainable

transportation; ecotown and eco-tourism; water

systems; waste management) prepared to support the

development of green and inclusive communities;

2. Technical/Pre-feasibility studies in at least one of the

focus areas completed

3. Business case for relevant services or technologies

developed in at least two of the focus areas

Copy of bankable project

proposals and technical

and feasibility studies.

Acknowledgement by

concerned Government

partners of project

proposals and technical

and feasibility studies.

SO1: GHG emission

reduced;

SO2: Creation of green

jobs;

SO3: Increased access to

sustainable services;

SO4: Improved air

quality;

SO5. Adequate supply

of ecosystem services

ensured; and

SO6: Enhanced

adaptation to climate

change.

Commitment of

Government partners is

sustained

notwithstanding results

of 2019 local elections;

Resources of GGGI and

partners are available

and adequate; and

Socio-economic and

political conditions are

stable.

B. Green investment

matching and

resource mobilization

activities for focus

areas

1. Project proposals for at least two focus areas

submitted to prospective domestic and external

financing institutions.

2. At least one green growth investment forum

conducted

Acknowledgement by

financing institutions of

submitted proposals.

C. Policy analyses to

sustain and

institutionalize

climate resilient,

green growth,

inclusive and pro-

poor lessons and

approaches

1. At least one policy study (e.g. market and regulatory

framework analysis) prepared to enhance relevant

national and local policies in focus areas to support the

development of green and inclusive communities.

2. At least one mechanism to strengthen and sustain

green growth knowledge collaboration initiated (e.g.

partnership with academic institutions)

3. At least one policy brief/note prepared on

mainstreaming safeguards and gender in one of the

focus areas

4. Strengthened national/sub-national green growth

planning and institutional frameworks for

implementing green investments

Copy of policy

studies/policy briefs/policy

notes

Acknowledgement by

Government partners of

submitted policy studies

116

Thailand

Country Strategy:

Since 2014, GGGI has built strong presence in Thailand. GGGI worked with the Thai Government to develop the Industry GHG Reduction Roadmap

focusing on three high-impact industrial sectors: automotive parts, palm oil, and frozen seafood. GGGI has worked closely with the government to

accelerate the implementation of Nationally Determined Contribution (NDC) since the country committed to reduce its GHGs under the Paris

Agreement. The NDC Action Plan for the Industrial Sector was successfully developed in early 2017 with positive feedback and strong buy-in from

relevant stakeholders. GGGI is also working on NDC implementation through the development of bankable green projects. In this effort, GGGI is

working closely with industries to identify inclusive and potential green projects for which GGGI will develop high-quality feasibility studies and aim to

match these bankable projects with potential investors or lenders by the end of 2018. In addition, GGGI has successfully assessed NDC capacity needs

and gaps, and will deliver capacity building programs to key stakeholders in 2018.

With GGGI’s demonstrated progress summarized above, Thailand became a GGGI Member State in 2016. Following that, GGGI successfully

developed the Country Planning Framework (CPF), a five-year cooperation framework, with the Thai Government in 2017. Both parties agreed that

priority areas for cooperation should include green energy transformation of Thailand’s industrial sector and green urban development in Thailand.

Country Program:

Based on Thailand’s current five-year national development plan, the 12th National Economic and Social Development Plan (NESDP) covering the

period of 2017-2021, GGGI will continue to support the country in advancing green growth development objectives. GGGI agreed on this focus with

the government and other relevant stakeholders, through the CPF development process. The Thailand program will retain interventions focusing

around the industrial sector in order to drive the country towards meeting its NDC commitment and enhancing its competitiveness through scaling

up renewable energy and energy efficiency, as well as to ensure the liveability of communities. To be precise, under the Framework, GGGI focuses on

two areas:

(i) Sustainable energy: GGGI supports the Thai Government to accelerate investment in energy efficiency and renewable energy in the

industrial sector through bankable project development, and policy and regulatory enhancement. This aims to create sustainable business

models for green investment and mobilize USD 20 million for sustainable energy investment which will positively affect at least 5 million

people. Overall, this will lead to 8-11% GHG emission reduction from BAU, 14.4% of reduction in national energy intensity, 17.7% of

renewable energy, and green jobs creation.

(ii) Green cities: GGGI supports inclusive green urban development in Thailand by integrating inclusive and gender-sensitive green growth

and climate resilience into the spatial and economic planning of urban areas as accelerating the effective implementation of green cities

117

projects and activities. This aims to achieve improved sanitation, sustainable waste management, sustainable public transport, improved air

quality, and enhanced adaption to climate change. This will improve the livelihood of at least 6 million people or 1.5 million household

around the country.

Partnership and Resource Mobilization

GGGI willl leverage strong partnership with the Thai Government to explore resource mobilization opportunities with potential donors and

development agencies.

Given the fact that GGGI is positioned to be a trust advisor to the government, GGGI will leverage this streghth to explore opportunties to work with

the Green Climate Fund (GCF); especially GCF Readiness. GGGI will explore opportunties for other global funding prospects; such as NAMA facility. As

for bilateral funding, GGGI will seek opportunties with bilateral donors and development agencies which share similar mandate. This includes, but not

limited to, the UK, Germany, Austrailia, Korea, and others. Also, since GGGI is working closely with private sector and industries in Thailand, this

provide great opportunity for GGGI to work with non-trandtitional development agencies/insittutes in Korea, UAE, China, and other countries.

Results Area

(themes/sub-

themes)

Government Partners Donors Active in Area Delivery partners active

in area (including private

sector, civil society)

Sustainable energy Office of Natural Resources and Environmental Policy and Planning,

Ministry of Energy, and Ministry of Industry

GCF, UK, Germany and other non-

traditional development agencies

Industries, industry associations,

banks, and others

Green cities Office of Natural Resources and Environmental Policy and Planning,

Thailand Greenhouse Gas Management Organization, Department of

Environmental Quality Promotion, and sub-national governments

GCF, UK, Australia, Korea, and other non-

traditional development agencies

Khon Kaen University, private sector,

Udon Thani City Municipality, and

others

118

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Thailand for 2019-2020: $0.58million; and Donor co-financing of the

program (earmarked) is expected at $0 million in the biennium for a total of $0.58 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Thailand for 2019-2020: $0.68 million; and Donor co-financing

(earmarked) of the program is expected at $0.71 million in the biennium for a total of $1.39 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Cross-cutting Accelerating Implementation of

Thailand’s Nationally

Determined Contribution (NDC)

Jan-17 Dec-18 0.99 0.01 0.01* 1.01

Sustainable

energy

Thai Energy Efficiency Program

(formerly ‘TAPEE’)

Jan-17 Dec-18

Green cities Transitioning to Green Industrial

Town: Case Study of AMATA

(Santa funding)

Jan-18 Dec-18 0.06 0.02 ** 0.08

Green cities E-waste Collection and Material

Recycling Project in Thailand

(Santa funding)

Jan-18 Dec-18 0.10 0.02** 0.12

Cross-cutting Advancing Thailand’s Access to

GCF

Feb-18 Feb-19 - 0.01** 0.34 - 0.35

TOTAL 2017-2018 1.15 0.04 0.37 - 1.56

Planned 2019-2020 1.28

Cross-cutting Bridging Gaps for NDC

Implementation: Industry

(working title)

Jan-19 Dec-20 0.32 0.01** 0.01** 0.40 0.74 GCF, UK, Germany and other non-

traditional development agencies

Green cities Bridging Gaps for NDC

Implementation: Green Cities

(working title)

Jan-19 Dec-20 0.22 0.01** 0.0100** 0.31 0.54 GCF, UK, Australia, Korea, and

other non-traditional development

agencies

Unallocated core funding 0 0 0 0 0

Funding for Proposal Preparation/ Other 0.05 0 0 0 0

0.58

119

Notes: * Actual contributions from the government and development counterparts for Thailand NDC Roadmap National Consultation held in January 2017, ** Estimated in-kind contribution

120

Results Framework: Thailand Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

1. Sustainable

energy*

Bridging Gaps for

NDC

Implementation:

Industry (working

title)

1.1 Increased green investment flows for

sustainable energy in industries

1.2 Strengthened national, sub-national,

local green growth planning, financing,

and institutional frameworks for

sustainable energy investment in

industries

• Financing mobilized for

industries

• Relevant policy and

regulation, MRV, and

others.

SO1 GHG emission

reduction

SO2 Creation of green jobs

SO3.1 Increased access to

affordable energy

SO4 Improved air quality

• Investment environment

for renewable energy and

energy efficiency remains

favorable.

2. Green

Cities**

Bridging Gaps for

NDC

Implementation:

Green Cities

(working title)

2.1 Strengthened national, sub-national,

local green growth planning, financing,

and institutional frameworks for green

cities development

2.2 Increase green investment flows for

green cities development

• Relevant policies and

planning for urban

development

• Financing mobilized for

green cities

SO1 GHG emission

reduction

SO2 Creation of green jobs

SO3.1 Increased access to

affordable energy

SO4 Improved air quality

SO6 Enhanced Adaptation

to Climate Change

• Both central and local

governments remain

committed on green

growth.

Notes: * With the combination of sufficient Core and Earmarked funding, the Thailand program will be able to work on all output (1.1 -1.2) in the Results Framework table below. However, in absence of sufficient

Earmarked, the program may be able to work only on Output 1.1 with very limited scope depending on the size of the available resource.

** With the combination of sufficient Core and Earmarked funding, the Thailand program will be able to work on all output (2.1) in the Results Framework table below. However, in absence of sufficient Earmarked,

the program may be able to work only on Output 2.2 with very limited scope depending on the size of the available resource.

In Thailand, GGGI aims to achieve its strategic outcomes by 2021 as follows: SO1- GHG emission reduction: 8-11% GHG emissions reduction from BAU. SO2 -Creation of green jobs: Through GGGI’s works, green

jobs are expected to be created in both the industrial sector and cities. SO3.1 - Increased access to affordable energy: 14.4% reduction in national energy intensity and achieving a 17.7% share of renewable energy.

SO 4 - Improved air quality: Air pollution and adverse health impacts will be reduced. Air pollutants, e.g., sulfur dioxide, particulate matter and volatile organic compounds, are expected to decrease. SO6 - Enhanced

adaptation to climate change: Climate change adaptation will be integrated in to green urban development plans and projects.

Source: GGGI Thailand Country Planning Framework 2017-2021, 2017

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Tonga

Country Strategy:

The Government of Tonga (GoT) makes clear its dedication to inclusive and sustainable growth in the Tonga Strategic Development Framework 2015-

2025 (TSDF), which states that “we reaffirm the need to achieve sustainable development by promoting sustained, inclusive and equitable economic

growth.” Tonga ranks as the fourth most at risk country in the world to natural hazards out of 172 countries1. Building greater resilience to existing

extreme natural events and the threat of climate change is essential to ensure sustainable economic development. Tonga’s NDC (2015) states that

resilience to climate change is seen as cross-cutting in meeting the overall national outcome of a higher quality of life for all Tongans, where by a dual

approach is taken including emissions reductions and investment in resilience and includes facilitation of bottom-up engagement of sectors, private

sector and an economy wide process to identify and analyze options for reduced emissions.

Tonga has officially communicated to GGGI its commitment to green growth and its intent to join GGGI and is in the process of becoming a member.

This process is expected to be finalized by September this year. GGGI will support Tonga in pursuing a socially inclusive green growth approach that

can improve the country’s resilience to climate change and natural disasters while enhancing infrastructure, improving energy security and reducing

dependence on fossil fuels through the implementation of renewable energy and energy efficiency technologies.

For the development of the 2019-2020 country program, the first bilateral engagement between GGGI and Tonga, GGGI and the GoT have worked

together through the Ministry of Meteorology, Energy, Information, Disaster Management, Climate Change and Communications (MEIDECC) towards

identifying and designing opportunities to support building resilience and green infrastructure in the energy, transport and green cities sectors.

Consultations were carried out through GGGI missions to Tonga in 2017 and 2018 and through the participation of Tongan government officials in two

GGGI regional capacity building workshops on “Energy Planning and NDC Implementation” and “Green Infrastructure Project Development and

Financing” in 2016 and 2017 in Suva, Fiji. These workshops provided an opportunity for discussion on planning for the energy sector and the design

and development of green, resilient and inclusive infrastructure projects, including social and environemntal safeguards. Tonga also participated at the

Global Green Growth Week and GGGI Council and Assembly meeting in Korea in 2016. The identification of climate change resilience and emissions

reductions with a focus on energy and green cities was discussed and agreed with MEIDECC at the COP23 in Bonn.

Country Program:

The 2019-2020 GGGI program in Tonga will focus on building climate resilience through access to reliable, affordable, inclusive and sustainable energy

and transport services and promoting equitable and inclusive broad-based greening of towns and villages. These areas will support the goals and

objectives of the TSDF, the NDC and the Tonga Energy Road Map (TERM) 2010-2020, including to generate 50% of electricity with renewable resources

by 2020.

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Based on tentative planning with the Government in April and May 2018, GGGI will focus on the following areas:

i.Renewable Energy for reliable, affordable and inclusive energy services

ii.Energy Efficiency for buildings and appliances, including households and businesses

iii.Green towns and villages, including transport and waste management

Partnership and Resource Mobilization

GGGI’s counterpart Ministry in Tonga is the Ministry of Meteorology, Energy, Information, Disaster Management, Climate Change and Communications

(MEIDECC), which is also the National Designated Authority (NDA) for the Green Climate Fund (GCF). GGGI will work closely with the Department of

Energy with regard to emission reduction opportunities and with the Department of Climate Change to identify suitable opportunities for adaptation

and resilience as well as cross-cutting projects. Other Ministries and offices identified as key partners include the Department of Environment, the

Ministry of Internal Affairs and the Ministry of Transport and Infrastructure. With regard to private sector finance mobilisation the Ministry of Tourism,

the Ministry of Labour, Commerce, Innovations & Industries, the Tonga Chamber of Commerce and the Tonga Development Bank (TDB) will be key

counterparts. GGGI is exploring partnerships with development partners active in Tonga, who are also working on sustainable energy, waste

management, greening the transport sector, capacity building and youth entrepreneurship. These include United Nations Development Program (UNDP),

the Pacific Community (SPC) and its Pacific Centre for Renewable Energy and Energy Efficiency (PCREEE), the International Union for the Conservation

of Nature (IUCN), the Secretariat of the Pacific Regional Environment Programme (SPREP), the Asian Development Bank (ADB), the World Bank and

others. GGGI is also in regular contact to discuss project opportunities with major donors to Tonga, including Australia, New Zealand and the European

Union. In addition, GGGI works with development partners to coordinate work and to facilitate in-kind contributions from partners for joint activities

and workshops.

Results area (themes/ sub-

themes)

Government partners Donors active in the

area

Delivery partners active in the area (including the

private sector, civil society)

Theme: Energy

Sub: Sustainable energy,

Mobilizing Finance

MEIDECC, Department of Energy and Department of Climate Change

Ministry of Finance

Ministry of Internal Affairs, Department of Women’s Affairs

GCF, Asian

Development Bank

(ADB), New Zealand,

JICA, European Union

TDB, Tonga Power Limited (TPL), ADB, Tonga

Chamber of Commerce, GIZ, JICA, SPREP, SPC,

PCREEE, IUCN

Theme: Energy / Green cities

Sub: Transport

MEIDECC, Department of Energy and Department of Climate Change

Ministry of Infrastructure and Transport

GCF, ADB, World

Bank

SPC, PCREEE, IUCN, CTCN, NREL, ADB, World Bank

Theme: Green Cities

Sub: Waste management

MEIDECC, Department of Environment, Department of Energy and

Department of Climate Change

European Union, JICA Waste Authority Limited (WAL), SPREP, JICA, IUCN

Indicative Resource Envelope:

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BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Tonga for 2019-2020: $0.15 million; and Donor co-financing of the

program (earmarked) is expected at $0 million in the biennium for a total of $0.15 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Tonga for 2019-2020: $0.18 million; and Donor co-financing (earmarked)

of the program is expected at $0 million in the biennium for a total of $0.18 million.

Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov2 Partner Gap3 Total

Planned 2019-2020 0.65

Energy Mobilizing Finance for green, inclusive

and sustainable energy for households

and businesses

1st January

2019

31st

December

2020

0.05 0.01 0.0 0.2 0.26 This work would require approximately

0.2m to be mobilized from funding

sources.

There would also be possibility of in-kind

support from development partners such

as IUCN and PCREEE.

Transport Promoting Energy Efficiency within the

transport sector

1st January

2019

31st

December

2020

0.05 0.0 0.0 0.2 0.25 This work would require approximately

0.2m to be mobilized from funding

sources.

There would also be possibility of in-kind

support from development partners such

as PCREEE.

Waste Supporting the implementation of waste

management

1st January

2019

31st

December

2020

0.04 0.0 0.0 0.1 0.14 This work would require approximately

0.1m to be mobilized from funding

sources.

Unallocated core funding 0.0

Funding for Proposal Preparation/ Other4 0.01

Page Break

124

Results Framework: Tonga Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Energy:

Sustainable

Energy

Financing

Mobilizing

Finance for

Green, inclusive

and sustainable

Projects

• Green Financial mechanism feasibility assessed

(including leasing or on-the-bill financing) and

mechanism designed with the Climate Change Trust

Fund, TDB and/or TPL to finance clean energy for

households and businesses

• Net-metering policy options assessed

• Demand assessment/market study of the size of

the market for solar energy and energy efficiency and

pipeline project identification (including for tourism

sector) completed

• Guideline developed to integrate and mainstream

gender aspects in energy and transport projects

• Capacity built across customs, financial sector,

private sector, households and youth

• Completed feasibility study on

Climate Trust Fund or other

National Financing

Vehicle/Instrument

• Signed agreement with TPL

and/or TDB

• Technical reports

• Minutes of meetings

• Guideline document

• Training reports and

evaluations

• Safeguards, gender and poverty

reduction mainstreamed

throughout the work

SO1. Reduced GHG

emissions

SO2. Green Jobs

SO3.1 Sustainable

energy Services

• Delays due to availability of

key stakeholders

• Dependent on additional

resource mobilization

• Agreement not reached on

grid-connection of distributed

solar

• Limited number of private

sector suppliers

Green

cities:

transport

Promoting

inclusive, green

transport

systems

• Roadmap for implementation of renewable

energy and energy efficiency in the transport sector

developed, with target for NDC proposed

• Project concept note for EE in Transport project

(fuel efficiency, standards for imported cars, etc.

developed jointly with PCREEE

• Trainings on relevant issues related to efficient

and inclusive transport, identified and delivered

• Roadmap document for the

transport sector

• Environmental and social

safeguards analysis applied to

studies and Roadmap

• Workshop presentations

• Training events reports

SO1. Reduced GHG

emissions

SO3.4 Access to

sustainable public

transport

• Limited data available /

data collection time

consuming

• Limited time available from

public / private bodies to

participate

• Dependent on additional

resource mobilization

Green

cities:

waste

Supporting

improved waste

management

• Current situation of the waste sector in Tonga

analyzed and gaps identified

• Waste management policy, legislation and

regulations reviewed, NDC target proposed

• Capacity building on waste management, and

waste-to-energy, including for data management

• Report of the analysis

• Report on the legislation. policy

and regulation review and NDC

target

• Training events reports

SO1. Reduced GHG

emissions

SO3.3 Sustainable

Waste

Management

• Limited willingness to

change the waste

management documents

• Limited time available from

public / private bodies to

participate

SO1: 50% renewable electricity by 2020 and 70% renewable electricity by 2030 (NDC, 2015); SO2: No national target; SO3.1: 100% accessibility to good-quality electricity by 2020 (TERM, 2010); SO3.3:

Waste emission reduction targets will be set (NDC, 2015); SO3.4: Transport emission reduction targets will be set (NDC, 2015).

125

Vanuatu

Country Strategy

The Global Green Growth Institute (GGGI) supports Vanuatu in pursuing a socially inclusive green growth approach that can improve the stability and

growth of the economy, improve resilience to climate change and natural disasters and address its rural-urban divide. The Government of Vanuatu

makes clear its dedication to holistic growth in its National Sustainable Development Plan 2016-2030 (NSDP), which states that “a more inclusive,

equitable, and balanced approach is needed to promote sustainability, eradicate poverty, and enhance well-being and happiness.” In the 2015-16

period GGGI supported the government in its effort to set up functional institutions and plans that can implement its inclusive and environmentally

friendly energy transition. This work included the updating of the National Energy Road Map (NERM) and support for the initial design and approval of

a National Green Energy Fund (NGEF) which places priority on the rural areas of Vanuatu and aims to improve energy services to more than 35,000 off-

grid households.

In 2017-2018, in line with the Country Planning Framework (CPF) 2017-2021 (http://gggi.org/report/vanuatu-country-planning-framework-2017-2021/),

GGGI focused its support on expanded access to inclusive, affordable and sustainable energy services for rural households, businesses and public

institutions through continued technical assistance for the detailed design, establishment and operationalization of the NGEF, including identification

of appropriate financial products, a project pipeline and gender analysis for the implementation of the Fund. During 2017, the NGEF Task Force and

Management Unit were established, including the hiring of the NGEF Manager and an initial commitment of 0.07m from the Government of Vanuatu

towards the operational costs of the NGEF. In June 2018, the NGEF Bill was passed by the Parliament of Vanuatu and the Management Board was

established in August 2018 (including the Ministry for Women’s Affairs), fully operationalizing the Fund, while further national and international seed

funding will be confirmed. The second area of focus in 2017-2018 has been sustainable energy services for rural livelihood creation and economic

growth in agriculture, fisheries and tourism including creation of green jobs. A solar freezer project for ten rural tourism operators was designed and

implemented, including gender sensitive approaches and disaggregated monitoring, in partnership with the Department of Energy (DoE) and

Department of Tourism. In 2018 a project to enhance climate resilience through locally-managed solar water pumping which aims to reach

approximately 7,500 people in 30 rural communities was designed, submitted and approved for funding by the Government of Luxembourg and will

be implemented in partnership with the DoE and Department of Water (DoW) during 2018-2020. Alongside these activities, GGGI has provided various

training opportunities for public and private stakeholders (including energy, tourism, industrial and financial sector businesses) in Vanuatu to increase

awareness of clean energy technology, green infrastructure development and financing options. For 2019-2020 period, GGGI will continue to support

the government in mobilizing finance to increase Vanuatu’s energy access and trigger equitable and transformational green growth activities in rural

areas.

Country Program

126

The GGGI program in 2019-2020 will focus on access to reliable, secure and sustainable energy and reduction in reliance on imported fossil fuels,

ensuring access to safe drinking water and promoting equitable and inclusive broad-based growth by strengthening tourism, infrastructure, agriculture

and industry in rural areas – all key objectives of the NSDP. Based on the Vanuatu CPF, GGGI focuses on three areas:

i.Rural electrification through renewable energy for households, businesses and public institutions

ii.Renewable energy for water, agriculture, tourism and fisheries

iii.Energy efficiency for tourism and industry

Through the focus on these three areas, GGGI’s work will also contribute to achieving the aims of Vanuatu’s Nationally Determined Contribution

(NDC) to generate 100% of its electricity with renewable resources by 2030 and the NERM which aims to reach 100% rural electrification and 65% of

rural tourism operators using renewable energy by 2030 as well as improving energy efficiency. GGGI will continue to support the NGEF as a key

mechanism for implementation of the NERM. During 2019-2020 the Fund will be fully operationalised through the launch of the first NGEF products

and uptake from the target beneficiaries. Gender responsiveness of the Fund will be consolidated through implementation of its gender policy, including

development and launch of products aimed at women, low-income and vulnerable groups, gender analysis of products and supported projects and

integration of gender into all reporting procedures. At the same time consultations with NGEF on key considerations for an exit strategy for GGGI will

be undertaken and an exit strategy will be developed and agreed with the NGEF Management Board.

127

Partnership and Resource Mobilization

GGGI works closely with the Ministry of Climate Change (MoCC) which is also the National Designated Authority (NDA) for the Green Climate Fund

(GCF). As part of the resource mobilisation strategy GGGI outputs are closely aligned to the NERM and the NGEF is also part of the Vanuatu Climate

Finance Roadmap. GGGI was the delivery partner for one approved GCF Readiness Project in Vanuatu to support the development of the NGEF which

was completed in 2018 and a second Readiness project is being developed with the DoE and MoCC focussed on energy efficiency. A GCF Simplified

Approval Process (SAP) project has also been identified and a concept note prepared with the NDA to support the NGEF target of mobilising $10m in

seed capital and technical assistance support. GGGI successfully mobilised financing for a solar freezers project in 2017 and is seeking further resources

to upscale this project. GGGI also worked with the DoE and DoW to design and submit a proposal to the Luxembourg Government (Enhancing resilience

to climate change through solar water pumping for outer islands) which was approved in June 2018. A proposal has also been submitted to KOICA

(Capacity building to strengthen sustainable implementation of renewable energy technologies for rural energy access) for projects covering the 2018-

2020 period. There is also potential for partnerships with NGOs working in rural areas on water and community development including UNICEF, CARE

International, ADRA and World Vision. GGGI is in regular contact with key donors in Vanuatu such as Australia and New Zealand and is also exploring

partnerships with development partners such as GIZ, SPREP, ADB, World Bank, IUCN and UNDP who are working in similar areas.

Results area (themes/ sub-themes) Government partners Donors active in the area Delivery partners active in the area (including the

private sector, civil society)

Theme: Energy

Sub: Renewable energy and

energy efficiency, National Green

Energy Fund, Mobilizing Finance

Ministry of Climate Change ;

Department of Energy - NGEF Implementation Unit;

Ministry of Finance;

Ministry of Women’s Affairs;

Department of Strategic Planning, Policy and Aid

Coordination

Department of Local Government

GCF, Asian Development

Bank (ADB), World Bank

(WB), New Zealand, KOICA

Department of Cooperatives, National Bank of

Vanuatu, Member Financial Service Limited,

VANWODS Micro Finance, GIZ, Greentech, PCS,

Etech and other RE suppliers

Theme: Sustainable Energy

Sub: Solar water pumping

Department of Water

Department of Energy

Luxembourg, New Zealand The Pacific Community (SPC), UNICEF, CARE

International, ADRA and World Vision

Theme: Sustainable Energy

Sub: Renewable energy and

energy efficiency for tourism and

industry

Department of Tourism

Department of Energy

Department of Cooperatives

Department of Agriculture

BMZ/NDC-P, BMU-IKI GIZ, UNDP, UNIDO, Pacific Centre for Renewable

Energy and Energy Efficiency (PCREEE)

128

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Vanuatu for 2019-2020: $0.80 million; and Donor co-financing of the

program (earmarked) is expected at $1.69 million in the biennium for a total of $2.49 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Vanuatu for 2019-2020: $0.94 million; and Donor co-financing

(earmarked) of the program is expected at $1.69 million in the biennium for a total of $2.63 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov1 Partner Gap Total

Ongoing 2017-2018

Energy Mobilizing Finance for Green Energy

Projects

Jan 2017 Dec 2020 1.9 0.09 0.472

0.0 2.55 • GCF Readiness Project - NGEF

• 2nd GCF Readiness proposal on

energy efficiency being prepared

• GCF SAP project - NGEF $10m.

Energy;

Water

Enhancing resilience to climate change

through solar water pumping

Jul 2018 Jun 2020 0.0 0.01 0.0 0.383 0.39 • Proposal approved by Government

of Luxembourg

TOTAL 2017-2018 1.9 0.1 0.47 0.48 2.94

Planned 2019-20204 0.8 2.82

Energy Mobilizing Finance for Green Energy

Projects (continued from 2018-2017)

Jan 2017 Dec 2020 0.57 0.095 0.0 0.46 0.9 • GCF EE Readiness Project.

• $10m would be mobilized through

GCF SAP directly for the NGEF.

Energy /

Water

Enhancing resilience to climate change

through solar water pumping7

Jul 2018 Jun 2020 0.0 0.02 0.0 1.4 1.42 • Proposal approved by Government

of Luxembourg Energy Promoting inclusive sustainable energy

systems in tourism and industry

1 Jan

2019

Dec 2020 0.2 0.0 0.0 0.3 0.5 • Additional funding will be sought

Unallocated core funding 0.0 0.0

Funding for Proposal Preparation/ Travel /Other 0.038

129

Results Framework: Vanuatu Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions

to

Strategic

Outcomes

Assumptions

Risks

Energy:

Expanded

green

energy

access

Mobilizing

Finance for

Green

Energy

Projects

• $10m capitalization of the Fund

• Approved pipeline (including gender responsive)

NGEF investments/products

• At least one product full operationalized

• Energy efficiency (EE) policy and action plan

• Completed feasibility study for on-the-bill EE

financing and energy audits

• Technical capacity built in NGEF and within partner

institutions

• Exit strategy for GGGI from NGEF developed

• Financing agreement(s)

• Reports and meetings minutes

• Commitment letters by local

intermediaries and proof of disbursement

• Loan/guarantee agreements between

NGEF and local intermediaries.

• Energy policy/action plan document

• Safeguards, gender and poverty

reduction mainstreamed

SO1. Reduced

GHG emissions

SO2. Green

Jobs

SO3.1 Energy

access

• Delays due to availability

of Board members

• Delay in signing of

agreements with

intermediary organizations

• Delay due to

disbursement procedures

• Some resource

mobilization needed (e.g.

GCF Readiness)

Energy:

Solar water

pumping

Enhancing

resilience

to climate

change

through

solar water

pumping

• 30 solar PV powered water pumping units designed,

installed and commissioned.

• Standardized designs and guidelines for use of solar

water pumps developed and adopted

• Community water systems management

strengthened

• Lessons learnt from project implementation,

operation, monitoring and evaluation shared

• Gender mainstreaming actions completed

• Installation and commissioning reports

• Water management committee minutes

• Training event reports

• Water usage guidelines and standard

designs

• Safeguards, gender and poverty

reduction mainstreamed throughout the

work

• Presentations and workshop reports

SO1. Reduced

GHG emissions

SO3.1 Energy

access

SO6. Climate

change

adaptation

• Limited capacity at

DoE/DoW to provide data

and information in a timely

manner

• Market constraints could

cause price variations

• Rural community fail to

take ownership

Energy:

Renewable

energy and

energy

efficiency

Promoting

inclusive

renewable

energy and

energy

efficiency

in tourism

and

industry

• International acceptable practices on electricity tariff

identified and recommended to Vanuatu Government.

• Feasibility for renewable energy (RE) /EE project

completed with 3 companies

• RE & Green Initiatives developed to be adopted for

provincial governments and rural Industries

• RE/EE projects required to green Agriculture and

Fisheries Sector identified and designed

• RE & EE planning integrated into sectoral strategies

• Gender mainstreamed into outputs

• Tariff review report delivered to URA

• Feasibility studies completed and

delivered to relevant ministries

• Project proposal lists

• Report on integrated planning

• Environmental and social safeguards

analysis applied to studies and project

design

SO1. Reduced

GHG emissions

SO2. Green

Jobs

• Limited willingness to

change tariff structure

• Limited data available /

data collection time

consuming

• Limited time available

from public / private bodies

to participate

SO1: 100% Renewable based electricity (NDC, 2015 and NERM, 2016); SO2: No national target; SO3.1: 60% rural electrification by 2020 and 100% by 2030 (NERM, 2016); SO6: Climate change

adaption priorities as specified in the National Climate Change and Disaster Risk Reduction Policy 2016-2030

130

Viet Nam

Country Strategy

GGGI is working with the government of Viet Nam to achieve its ambitious green growth goals. The work is aimed at accessing green financing,

developing the renewable energy sector to decrease coal power and boosting green growth in Viet Nam’s fast-growing cities. Here are a few examples

of the ongoing work:

- GGGI and the Ministry of Planning and Investment (MPI) have developed concrete guidelines to secure public sector financing for green growth

projects. GGGI supported the Department of Investment Supervision & Appraisal (DISA) to develop guidelines to integrate green growth and socio-

economic indicators into the investment appraisal framework for nationally important projects and group A projects under the Public Investment

Law. DISA adopted the guidelines in December 2017 which have been applied to appraising public investments such as land reclamation,

compensation and resettlement support for the construction of Long Thanh International Airport in Dong Nai province, worth around $1billion

(VND 23,053 billion). GGGI has also worked with the SME Development Fund (current capitalization of $88 million) to increase their funding for

green projects to the agriculture, waste and industry sectors which were responsible for total emissions of 142 MtCO2-eq in 2013. This support for

SMEs will also result in creating much needed green jobs.

- GGGI has partnered with the Ministry of Industry and Trade (MOIT) to assess bioenergy feasibility in Soc Trang province aiming to increase renewable

electricity, generate extra income, create green jobs and reduce agricultural waste in the province home to 1.3 million people with over 30% from

ethnic minority groups. The assessment also provides the evidence to support the recommendation to increase the FIT, potentially unlocking at

least $24 million investments in 20MW of biomass energy in the province. GGGI is also currently working with five sugar companies to design and

assess their potential to generate electricity from bagasse waste and will take one to bankability, resulting in up to $45 million invested and 25 MW

installed. The bankable project is expected to contribute at least 2 MtCO2-eq of GHG emission reductions, providing 3,200 GWh of renewable energy

to more than 24,000 households whilst generating 75 green jobs on average over its life time24. This work is a key first step in developing provincial

wide bioenergy plants to reduce carbon emissions and create green jobs.

- GGGI and the Ministry of Construction (MOC) developed a set of urban green growth indicators and an urban green growth action plan. These

policy documents, approved by the Prime Minister, outline key actions to deliver inclusive, sustainable green growth in the urban sector. GGGI,

together with MOC, will work with six cities in Viet Nam, strengthening policies to improve the lives of 1 million Vietnamese. These policies also lay

the foundation for the development of a pipeline of investments and bankable projects – other key areas of GGGI’s work.

24 Green jobs figure has been assessed in the pre f/s stage – this assumption has been extrapolated for other green job estimates for other RE technologies contained in this note

131

The GGGI Viet Nam Country Planning Framework can be downloaded here: http://gggi.org/site/assets/uploads/2017/12/GGGI-Viet-Nam-Country-

Planning-Framework-2016-2020.pdf

Country Program

Looking ahead to 2019-2020, GGGI will continue working with the Government of Viet Nam to provide strategic policy advice and help develop bankable

projects. GGGI’s ongoing aim is to mobilise finance for inclusive, sustainable, green projects, namely to develop renewable energy and realize urban

green growth. This will reduce emissions, increase green services, improve air quality and create green jobs. GGGI will tackle multi-dimensional poverty,

gender inequalities and social exclusion through multi-sectoral policy-led solutions and practical projects that will bring green infrastructure and

affordable, clean energy. GGGI partners with Viet Nam to implement the National Green Growth Strategy (VGGS), the Nationally Determined

Contribution (NDC) and the Sustainable Development Goals (SDGs). Based on the Country Planning Framework, GGGI focuses on delivering gender

equality, poverty reduction and social inclusion through these 3 areas:

(vi) [Cross-cutting – Green Finance] Increasing green financing by mainstreaming green growth into national policy and enhancing national

financing vehicles, with the aim of reducing emissions, increasing access to green services, increasing green jobs and reducing poverty.

GGGI and MPI will develop the Viet Nam National Green Growth Action Plan (GGAP) for 2021-2030. GGGI will also work with MPI to mainstream

green growth in national policy to mobilize green finance through public financing mechanisms to support SMEs, public private partnerships (PPP)

and green bonds. In an initial phase (by the end of 2019), SMEDF aims to approve approx. $325,000 (VND 1.5 billion) of loans to at least 5 businesses

that meet the green criteria based on the guideline jointly developed with GGGI. Building on the review of the implementation of VGGS conducted

by MPI and GGGI in 2017, the supplemented and amended VGGS and updated GGAP in the period of 2021-2030 will be aligned with key national

strategies to ensure inclusion of poverty reduction, social safeguards, and environmental and gender related outcomes. In response to Minister

Dung’s request, GGGI will also explore opportunities to access financing for sustainable landscapes, with a potential focus on the Mekong delta.

(vii) [Sustainable Energy] Increasing energy efficiency and renewable energy in Viet Nam through policy advice and bankable projects to

decrease emissions, increase green jobs and reduce poverty. Working with MOIT on strengthening renewable energy (RE) and energy efficiency

(EE) policies to enhance the development of bankable projects in Viet Nam such as WTE projects, rooftop solar, and energy efficiency. GGGI aims

to unlock between $20-100 million in investment for a WTE plant, reducing approximately 225 ktCO2 emissions pa, generating electricity for nearly

53,000 households and creating 130 green jobs on average. For solar rooftops, GGGI aims to access $20 million of investment in around 25 MW

solar electricity which would reduce approximately 323 ktCO2 over 10 years and potentially create over 50 green jobs. Recognizing the significant

potential and economic benefit of energy efficiency measures in Viet Nam, GGGI will collaborate with MOIT to enhance capacity and support the

implementation of the Viet Nam Energy Efficiency Program for the period 2019 – 2030 (VNEEP3).

132

(viii) [Green Cities] Realizing green cities through policy advice and bankable projects to decrease emissions, improve air quality, increase access

to green services, increase green jobs and reduce poverty. GGGI is partnering with MOC on the implementation of the Urban Green Growth

Action Plan, through the development of a key urban green growth report for the National Assembly – highlighting challenges and priority actions.

GGGI will also raise awareness on the impacts of poor urban air quality in Ha Noi or Ho Chi Minh City and propose concrete solutions to tackle this

growing issue to improve public health and protect children from harmful substances. In 2017, Ha Noi had 327 days that exceeded current WHO

standards for air quality. GGGI’s work on air quality in Ha Noi and Ho Chi Minh City aims to improve the lives of up to 3 million urban citizens.

GGGI will compliment this work at the national level by working directly with cities to mainstream green growth into their masterplans, prioritize a

pipeline of green projects and develop bankable projects in key areas such as municipal waste to energy.

Partnership and Resource Mobilization

GGGI is working with bilateral donors (SECO, KOICA and Luxembourg) and will submit proposals to facilities for financing (BMUB IKI and ADB call for a

green city strategy for Sa Pa town, and NAMA Facility). GGGI’s strategy is to partner with institutions to strengthen funding proposals. Partnerships

have already been formed with GIZ, RTI International and the Institution for Labor Science and Social Affairs. GGGI will continue to seek out relevant

additional partnerships such as with GreenID (a local civil society organization). GGGI, where relevant, will also partner with private sector such as

SIEMENS for urban green growth. For all proposals GGGI will provide co-financing utilizing the core resources to have a catalytical effect.

Development Partner Initial Mapping:

Results area (themes/ sub-

themes)

Government partners Donors active in area Delivery partners active in area

(including private sector, civil

society)

Cross cutting – green finance MPI, SMEDF and MONRE Lux, UK, ADB, World Bank, SECO GIZ, BIDV, Dragon Capital, Institute of

Development Strategies (IDS)

Sustainable energy MOIT, MPI, EVN and MONRE EU, Germany, UK, Denmark, ADB,

World Bank, Finland

GIZ, Dragon Capital, Sugar Companies,

GreenID, IDS

Green cities MOC, MPI, CPCs, MONRE SECO, ADB, World Bank, JICA,

KOICA

GreenID, GIZ, SIMENS, UN Habitat, Viet Nam

Institute of Urban and Rural Planning (VIUP),

IDS

133

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Vietnam for 2019-2020: $1 million; and Donor co-financing of the

program (earmarked) is expected at $0 million in the biennium for a total of $1 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Vietnam for 2019-2020: $1.18 million; and Donor co-financing

(earmarked) of the program is expected at $1.9 million in the biennium for a total of $3.08 million.

Ongoing and Planned 2019-

2020 Country Program ($,

million)Thematic area

Project title Implementation Funding Resource

Mobilization

Inception Completion GGGI Gov2 Partner Gap Total

Ongoing 2017-2018

Cross cutting Viet Nam – Green

Finance

Jan-17 Dec-18 0.68 0.023 n/a 0.00 0.70 Core resource

Sustainable energy Scaling up Biomass

Waste-to-

Energy

Jan-17 Dec-18 0.70 0.00 n/a 0.00 0.70 Core resource

Green cities Urban Green

Growth Action,

Phase II

Jan-17 Dec-18 1.12 0.024 n/a 0.00 1.14 Core resource

TOTAL 2017-2018 2.50 0.04 n/a n/a 2.54

Planned 2019-2020

Cross cutting Creating enabling

policies to Increase

access to green

finance

Jan-19 Dec-20 0.40 0.045 0.00 0.50 0.94 Seeking funding from

QIAO and Luxembourg

Sustainable energy Increasing

sustainable energy

deployment in Viet

Nam

Jan-19 Dec-20 0.39 0.026 0.00 0.50 0.91 Seeking funding from

BMUB IKI and EU

Green cities Accelerating green

city development

in Viet Nam

Jan-19 Dec-20 0.19 0.027 0.00 1.00 1.21 Seeking funding from

SECO and KOICA

Unallocated core funding 0.98 0.08 2.00 3.06

Funding for Proposal Preparation/ Other 0.02

134

Results Framework: Viet Nam Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross

cutting

Creating

enabling

policies to

Increase

access to

green

finance

1. Viet Nam Green Growth

Action Plan for 2021- 2030

adopted by government

2. At least one legal

document adopted to

support the

implementation of

SMEDF’s Decree to

perform the

“Law on Support for

(SMEs) 2017”

3. At least one policy measure

adopted to promote green

procurement/PPP

4. Pilot green bonds issued

5. Bankable project pipeline

for sustainable bioeconomy

in selected areas developed

1. Prime Ministerial decision

approving the VGGAP

2. Green growth integrated into

the supporting policy

document(s) to SMEDF’s

Decree

3. Ministerial circular for PPP

integrated with green growth

4. Meeting minutes and official

letters from pilot green bond

issuers

5. Meeting minutes from

relevant government

authority accepting pipeline

1. The action plan will cover green

growth at a macro level so will

link to all SOs

2. Project will increase green

lending to SME’s resulting in

increased green jobs and

reduced GHG emissions

3. Project will increase green projects

resulting in reduced GHG

emissions and increased green

jobs

4. Project will increase project

financing resulting in GHG

emission reductions and creating

green jobs

5. Pipeline will lead to financing for

SL landscapes resulting in

increased Ecosystem Services

Assumptions:

• GoV agrees to develop the VGGAP

2021-2030 as a standalone document

and not integrate with the NDC

Action Plan

• Macroeconomic conditions are

conducive to bond issuance

Risks:

• Organization structure of SMEDF

might change resulting in delay to

policy implementation

• Revision of PPP policy framework

delayed due to slow GoV approval

process

Sustainable

energy

Increasing

energy

efficiency

and

sustainable

energy

deployment

in Viet Nam

1. At least one policy measure

adopted to support and

promote EE projects, and

enhanced capacity to

conduct EE activities

2. Development of policy

advice, awareness

campaigns and capacity, to

implement VNEEP3 2019-

2030

3. Established carbon labelling

and carbon footprint

certification system

4. Financed agreed for WTE,

other renewable energy,

and EE projects in Viet Nam

1. MOIT’s letter accepting

submission of policy analyses

2. Meeting minutes with MOIT

accepting policy advice on

VNEEP3 and confirming

capacity building activities.

3. Guidelines on carbon

footprint certification and

carbon labeling system

approved by MOIT.

4. Term sheets or MOUs signed

for financing relevant projects

1. Policy advice when implemented

will result in decreased GHG

emissions through enhanced

energy efficiency

2. Policy advice when implemented

will result in decreased GHG

emissions through enhanced

energy efficiency

3. Carbon labelling and carbon

footprint system will encourage

environmentally friendly practices

in business, reducing GHG

emissions

4. Financing WTE and other EE

projects will result in increased

sustainable energy and waste

Assumptions:

• GoV buy-in for GGGI to support

implementation of VNEEP3

• Adequate data for designing and

issuing carbon labelling system

Risks:

• Project developers decide to adopt

different financing solutions from

those recommended by GGGI

• Delays for RE projects to be

approved by provincial and/or central

government

• Industry resistance leading to delays

in implementation of carbon labelling

system

135

service provision leading to

reduced GHG emissions and green

jobs

Green cities Accelerating

green city

development

in Viet Nam

1. Report submitted and

endorsed by National

Assembly on:

“Implementing the New

Urban Agenda in Viet Nam”

2. Six green masterplans

adopted for six cities

3. Pipeline of investments for

at least six cities identified

and finance agreed for

relevant projects

4. Campaign for air quality run

reaching over 10 million

Vietnamese

1. National Assembly Resolution

adopting report

2. Six masterplans adopted by

cities via CPC Decision

3. Term sheets or MOUs signed

for relevant projects

4. Campaign documents such as

meeting minutes, Facebook

video, conferences, etc.

1. Report will cover all aspects of

urban green growth and thus

support all strategic outcomes

within urban centers in Viet Nam

2. Masterplans will cover all aspects

of urban green growth and thus

support all strategic outcomes

within the six cities in Viet Nam

3. Project will result in increased

green projects that will decrease

emissions and increase green jobs.

4. The campaign will raise awareness

increasing political pressure for

action and green projects resulting

in improved air quality.

Assumptions:

• Government support for air quality

campaign

• GGGI can partner with other

organizations for air quality work

• Support from six cities to work with

GGGI on greening masterplan and

identification of green projects

Risks:

• Lack of endorsement of report by

National Assembly due to political

reasons

• Projects cannot access debt

financing due to debt ceiling (Viet

Nam public debt is capped at 65% of

GDP)

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Latin America and Middle East

GGGI’s Latin America and Middle East portfolio consists of four active country programs in Colombia, Mexico, Peru and UAE and four country programs

in different stages of scoping phase managed directly by the headquarters in Costa Rica, Guyana, Qatar and the Caribbean (in collaboration with the

Organization of Eastern Caribbean States; OECS). In addition to country programs, the portfolio also includes Paraguay which has officially become a

GGGI Member in 2018, and Chile for follow-up discussions based on the letter of interest GGGI has received.

Green Growth in Latin America Region: Latin America and the Caribbean region consists of diverse ecosystems and countries in various economic

development stages. Generally, they rely heavily on extractive industries and agribusinesses. Emissions from deforestation and agriculture in the region

have continued to rise in the past, hence most of the governments endeavor to address these to achieve their NDC targets. With growing economies

and populations, the countries are increasingly vulnerable to climate impacts. GGGI is a trusted advisor to the governments in the region and assists

with policy development and bankable project identification capable of delivering the scale of investment needed for green growth transition in the

region.

Green Growth in the Middle East Region: Its geographic situation and the arid conditions make the Middle East region one of most highly urbanized

in the world with continued high population growth. Consequently, the demand for energy is growing. To compound the challenge, the region’s

natural resources face climate change implications calling for mitigation and adaptation. The countries in the region are actively engaged and taking

steps to mainstream green growth. The envisage progress targeted by the governments in the region include design and implementation of low-carbon

urban planning, increased proportion of renewable energy in the energy mix, and creation of green jobs especially for the young population.

Achievements in 2017-2018 in Latin America: At a national level, in Colombia GGGI supported the formulation of a Long-Term Green Growth Policy

adopted in 2018. In Peru, GGGI is finalizing a National Green Growth Strategy and within 2018. In UAE, GGGI focuses on operationalizing the Green

Agenda 2030 and implementing the National Climate Change Plan approved in 2017. At the subnational level, GGGI’s work in Mexico resulted in the

first sub-national green growth strategy and a green growth Cabinet in the State of Sonora to be followed by a Green Growth Plan for the State of

Sonora by the end of 2018. In Peru, GGGI is working on the National Forest and Wildlife Plan to support land use formalization and sustainable forest

management. Mobilizing green finance is crucial to complementing and creating positive synergies with GGGI’s current policy work in most countries.

In Colombia, GGGI continues to help the government mobilize investment commitment of more than USD 350 million with the design and

implementation of a REDD+ payments for performance mechanism. Government has formally commended GGGI for supporting the establishment of

the Non-Conventional Energy and Energy Efficiency Fund that helps finance off-grid renewable energy and energy efficiency projects.

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Achievements in 2017-2018 in the Middle East: GGGI continues to support regional knowledge sharing and capacity building in the Middle East and

North Africa facilitating discuss on green growth topics. In Latin America, regional workshop on MRV mechanism in Mexico City gained traction, and

regional program is to be further developed as GGGI regional office for the portfolio will be based in Mexico from Q4 2018. GGGI has renewed its

engagement with Guyana by scoping a program on upscaling solar deployment to improve its energy mix aligned with the NDC commitments. GGGI

signed an MOU with OECS to jointly work in the Caribbean Island States. GGGI is also in discussions with Qatar to initiate a country program with

support from the government.

Workplan for 2019-2020

Green growth policy: In Mexico, Colombia and UAE, GGGI will continue to its green growth policy support, especially at the subnational level. In Mexico,

the aim is to implement subnational green growth planning and replicate the model of the State of Sonora in other sub-national states. Based on the

national level policy development experience, Colombia program will mainstream green growth at the sub-national level for policy, capacity building

and bankable project development. GGGI will provide technical support for policy development for NDC implementation in Costa Rica and the

Caribbean. In line with NDC implementation, GGGI will provide support to national MRV system in Peru and UAE for enhanced transparency mechanism.

Green investment: Creating an enabling policy and financing environment will go hand in hand with efforts to design and channel funds to bankable

green investment projects and strengthening national NFVs in Mexico, Peru and the Caribbean. Water project in Peru will develop an implementation

plan for NFV to upscale funding for watershed conservation projects to help increase climate resilience and water security for 10 million people in Lima.

Country teams will also look to engage and conduct prefeasibility studies for full scale projects. GGGI is in partnership with the World Green Economy

Organization, and UAE country team will work closely to support this new international entity source financing on green cities projects. GGGI is working

to strengthen Costa Rica’s Environmental Bank Foundation (FUNBAM) and is under discussion on developing bankable projects in the timber sector

in 2019-2020.

Thematic interventions: Green transportation is identified as one of the focus areas in Costa Rica and Mexico. Costa Rica has recently announced plans

for zero-carbon transportation and it is timely for GGGI to support this initiative. In the Middle East, UAE program will focus on developing a national

air quality strategy and pursuing a low-carbon urban planning especially in the less developed Northern Emirates. All country programs in Latin America

will work on sustainable landscapes. To highlight, around 700 families located in post-conflict zones are expected to benefit with sustainable production

and enhanced market access as the result of Colombia team’s work to mainstream sustainable landscapes approach. Against this backdrop, the

portfolio plans to design a regional knowledge sharing program on sustainable forest management targeting countries in the Mesoamerican region.

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Country teams will work to scale up off-grid renewable (solar) energy and improve energy efficiency in Peru, Colombia and Guyana to improve energy

access especially for marginalized or vulnerable populations. GGGI will develop green infrastructure projects and aim to enhance Peru’s access to

green funds for these investments.

Partnerships and Resource Mobilization: Most of the programs in Latin America and Middle East portfolio are in the upper middle-income countries.

In line with GGGI planning directions for 2019-2020 work program and budget, country teams are actively seeking to identify and secure funding

opportunities. Country teams in the portfolio are engaged in discussions with government partners and donors active in the focus areas where the team

will deliver results in. With the government partners, country teams are in discussions for proposal opportunities and financial support, or in some cases

for in-kind support including office space provision and secondment arrangement. Multilateral Development Banks (MDBs) based in the region GGGI

country teams are in discussions with for potential funding include Caribbean Development Bank, Central American Bank for Economic Integration,

Inter-American Development Bank and the North American Development Bank. The portfolio foresees growing opportunities to work on projects

supported by Norway, and the Korean government and its affiliated agencies including the Korea Exim Bank, Korea Energy Agency, Green Technology

Center and KOICA, and tap into GCF with projects in a number of countries.

139

Colombia

Country Strategy

GGGI’s Colombia Program has been operating since 2013 supporting the country to incorporate green growth into the policy agenda and support

results-based payment programs to implement REDD+ objectives, particularly in order to reduce GHG emissions to help meet Colombia’s NDC and

SDG targets. The National Development Plan 2014-2018 was the first successful step sending a broad signal highlighting the need to shift the way of

development towards environmentally sustainable and socially inclusive one. This achievment was followed by clear actions to formulate the Long-

Term Green Growth Policy targetted to be adopted in 2018, through a technical consultation process, known as the “Green Growth Task Force

(GGTF)”. Equally important, GGGI Colombia has been designing and implementing REDD+ payment for performance mechanisms, helping the

country to mobilize an investment commitment of more than USD 350M. Among them USD 44M has been disbursed via the Amazon Vision

Programand the Sustaianble Colombia Fund (SFC) that GGGI supported in their establishment. These resources will help tackle deforestation and

generate benefits for local people both at the sub-national (with Amazon Vision Program) and the nation level (with the Joint Declaration of Intent for

reducing GHGs through REDD+ and the promotion of sustainable development). In terms of impact, the Amazon Vision Program has reduced

19,599,513.6 tnCO2 between 2013–2014, and invested USD 12M under Agro-environment Pillar benefiting 2,707 families and preserving 234,633 ha

for conservation; and USD 2.3M for the Indigenous Pillar enabling 10 projects led directly by indigenous people and benefitting 50 indigenous areas

and 5,100 families. The JDI will begin its implementation phase around October 2018, therefore the only quantifiable impact to be accounted as of

now is USD 15M mobilized corresponding to the first payment by Norway to Colombia for achieving policy milestones agreed under the JDI. GGGI

also supported the government to establish the Non-Conventional Energy and Energy Efficiency Fund (FENOGE), which is a national finace vehicle

designed to help finance investment in off-grid renewable energy and energy efficiency to reduce greenhouse gas emissions. Fund has secured

capitalization through a fractional tax on the purchase of kilowatt-hours valued at between USD 10-15M. Furthermore, during 2018 GGGI completed

the structuring of 4 bankable projects on sustainable agriculture in post-conflict areas, and supported the formulation of 16 additional ones. GGGI is

approaching various financing sources that could invest in these for implementation. In order to maintain the high quality interventions described

above, and to strengthen sub-national level capacities for implementing green growth, in line with the objective Integral Rural Reform of the Peace

Agreements, GGGI Colombia partnered with the Norwegian government to implement an earmarked green growth program amounting to USD 3.2M

for 2017-2019.

The strategic approach described above led Colombia to sign a Host Country Agreement with GGGI on March 6, 2017, and prepare and submit a bill

for approval and ratification to the Congress on November 29, 2017. The approval of the bill requires three steps: 1) four formal sessions in the

Congress that are planned to be conducted at least 2 times in the first semester of 2018 (for Sentate) and the two others in the second half or in 2019

(for the House of Representatives); 2) Presidential sanction; and, 3) review of the Constitutional Court, which is expected to be completed during the

first half of 2019. On April 10, 2018, the bill passed the first debate in the Senate and is currently scheduled for second debate in the month of

140

May.The overall strategy of this program may change depending on the requests and demands from the new administration from August 2018.

Country Program:

Considering the national context and key institutional instruments such us the National Development Plan (NDP), the Nationally Determined

Contribution (NDC), and the Peace Agreements, GGGI will support the Government of Colombia in three major areas as described below. Much of

ongoing tasks in 2018 will be implemented in the field in 2019-2020, generating immediate benefits for local people, especially those loacted in post-

conflict zones. For instance, GGGI’s interventions will increase and escalate sustainable production of special coffee, avocado, sugar cane and cocoa,

benefitting 28,000 people (700 families) in the post conflict zones with enhanced market access.

(i) [Cross-cutting]: For this biennium 2019-2020, GGGI plans to apply green growth approach to the sub-national level, particularly for three

initially selected jurisdictions of Antioquia, Meta, and Nariño, with a plan to expand to three additional regions. This will be much in line with

the Long-Term Green Growth Policy (LTGGP), approved by the National Council of Public Policies (CONPES, Consejo Nacional de Política

Económica y Social) in July 2018. This approach will enable the governments to better design and strcuture three to six bankable projects

mobilizing finance, while strengthening local policy planning (via performance tools) capacity to implement green growth. GGGI will keep

providing technical support to the National Planning Department (DNP) in incorporate green growth into the National Development Plan

2018-2022 with a new administration, which will ultimately benefit the country and GGGI´s Strategic Outcomes.

(ii) [Sustainable Landscapes]: GGGI will maintain its close partnership with the Ministry of Environment and Sustainable Development (MADS) for

the implementation of the Joint Declaration of Intent (and its extension by 2025) at a national level; and the implementation of key enabling

conditions to advance towars Results-based Payment Programs.. In line with the CPF and the Green Growth Policy, GGGI will engage in the

promotion of a Forest-based Economy through the generation of key enabling conditions and development of an investment-focused project

pipeline to secure resource mobilization for sustainable forest management, commercial forestry, and productive forest restoration. A

national-wide program targetted to the Green Climate Fund will also be evaluated, depending on the sub-national level trial and data

availability of the National Forest Reference Emission Level (NFRL) that is supposed to be available by the end of 2018. Based on the new

government priorities aimed at strengthening the economic base through entrepreneurship and innovation, a comprehensive technical

support will be provided to the Ministry of Agriculture (MADR) in areas of sustainable livestock, zero deforestation supply-chains, the Tropical

Forest Alliance 2020 (TFA 2020), and innovative financial instruments for sustainable livestock and agroforestry..

(iii) [Sustainable Energy]: GGGI will work with the Ministry of Mines and Energy to structure two bankable project(s) to promote non-

conventional renewable energy projects in line with safeguard and social inclusion. This will be aligned with FENOGE, whose mandate is to

finance off-grid renewable energy and energy efficiency projects reducing GHGs emissions.

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Partnership and Resource Mobilization

To maintain the current level of operation even in 2019-2020 and increase the level of impact on the ground, GGGI Colombia is actively looking for

funding opportunities, both at domestic and international levels. In parallel with the expected membership in 2019, a new set of opportunities will

arise for the program. Based on the current projection, GGGI Colombia requires at least an additional USD 1M depending on the status of Norway

funding. The priority is to extend Norway partnership agreement after July 2019. It is important to recognize that Norway prefers to arrange a cost-

sharing type of agreement with GGGI (i.e. mix of core and earmarked). As of now, the targeted other donors are UK via the Department of Business,

Energy, and Industrial Strategy (BASE), Green Climate Fund (e.g. Readiness program to be applied for 2019), and Korea (e.g. knowledge sharing). The

current strategy is to start engaging these potential funders in the first half of 2018, and to discuss concrete opportunities when the new government

comes in the second half of 2018.

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Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Colombia for 2019-2020: $0.45 million; and Donor co-financing of the

program (earmarked) is expected at $2.17 million in the biennium for a total of $2.62 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Colombia for 2019-2020: $0.53 million; and Donor co-financing

(earmarked) of the program is expected at $2.64 million in the biennium for a total of $3.17 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Themati

c area

Project title Implementation Funding Resource

Mobilization

Inception Completion GGGI Gov25 Partner Gap Total

Ongoing 2017-2018

Cross-

cutting

• Long-term green growth policy framework

adopted

Jan-17 Dec-18 0.30 0.02 0.70 0.00 1.02 Norway, August 2017 – July

2019

Sustainable

Landscapes

• Implementation of Joint Declaration of Intent (i.e.

Modality 1)

• Amazon Vision Program

• Sub-national green growth programs

• Post-conflict areas intervention with green

growth projects

Jan-17 Dec-18 0.90 0.03 1.70 0.00 2.63 Norway, August 2017 – July

2019

TOTAL 2017-2018 1.20 0.05 2.40 0.00 3.65

Planned 2019-2020

Cross-

cutting

• Colombia’s Long-term green growth policy/

National Development Plan

• Green growth performance assessment tool &

capacity building for sub-national governments

Jan-19 Dec-20 0.1 0.02 0.20 0.28 0.60 Norway, August 2017–July

2019

Sustainable

Landscapes

• Forest-economy oriented project pipeline

• Sustainable livestock program and financing

instruments

• Integrating low-deforestation and green growth

targets into other relevant sectors (defense,

agriculture, finance)

•

Jan-19 Dec-20 0.30 0.07 0.60 1.10 2.07 Norway, August 2017–July

2019

25 Benchmark figure, given the fact that we are embedded into the ministries.

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• Bankable projects for post-conflict areas

• Knowledge exchange on REDD+

Sustainable

Energy

• Non-Conventional Renewable Energy Program Jan-19 Dec-20 0.05 0.01 0.00 0.33 0.39

TOTAL 2019-2020 0.45 0.10 0.80 1.7026 3.05 Total gap will reduce to

approximately 1.0, if

existing pipeline with

Norway is secured until

2020.

Results Framework: Colombia Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-cutting Mainstream

inclusive green

growth in

Colombia’s

key policy

frameworks

Intermediate Outcome 1 (Policy)

• Implementation of Colombia’s Long-term green growth

policy embedded in the National Development Plan 2018-

2020

• Development of green growth performance assessment

tool(s) relevant to policy-makers, and application to 3 sub-

national governments

Intermediate Outcome 3 (Knowledge Sharing)

• Green growth capacity building for 3 sub-national

governments

NDP 2018-2022

Policy

document/Decrees

Relevant

document

Crosscutting work will impact

all GGGI SOs. However, there is

no direct linkage to SOs, since

they are enabling outputs

New government does

not adopt green

growth as a national

policy

Lack of commitment of

respective sub-national

government entities

Sustainable

Landscapes

Mainstream SL

approach in

the context of

national, sub-

national, post-

conflict areas

development

Intermediate Outcome 1 (Policy)

• Development of a national-level program (or policy) for

sustainable livestock

• Integration of low-deforestation and green growth targets

into other relevant sectors (defense, agriculture, finance)

Intermediate Outcome 2 (Investment)

• 3 forestry/restoration or Sustainable Forest Management

bankable projects structured and submitted for investor

decision

Program (or

policy) documents

Structured Projects

Documentation

Letter of Intent

from financiers

Strategic Outcome 1: GHG

emission reduction (up to

16.586.675,2 TnCO2 e for the

whole 5 years Sub-national

GCF program)

Strategic Outcome 2: Creation

of green jobs (particularly for

post-conflict areas)

Lack of commitment

from the Ministry of

Agriculture

Deforestation trends

rise, so no results are

obtained.

Financiers do not

approve the proposals

26 At a minimum 1.7M is required in order to maintain the current level of operations if GGGI’s agreement with Norway is terminated in July 2019.

144

• 3 bankable projects for sub-national governments targeted to

domestic and international financing resources and private

investors

• 2 financial instruments and their implementation for

sustainable landscapes activities

Intermediate Outcome 3 (Knowledge Sharing)

• International knowledge exchange events on Colombia´s

experience on REDD+, deforestation control and relevant

programs and projects.

Strategic Outcome 5:

Adequate supply of ecosystem

services ensured

Lack of financial

viability of the project

to make it bankable

Sustainable

Energy

Promote non-

conventional

renewable

energy projects

Intermediate Outcome 2 (Investment)

• Development of 2 bankable projects, and its financing

arranged for renewable energy & energy efficiency

promotion, in particular targeted to FENOGE fund and public

private financiers.

Letter of Intent

from financiers

Strategic Outcome 1: GHG

emission reduction.

Strategic Outcome 3:

Increased access to sustainable

energy services

Lack of financial

viability of the project,

to make it bankable

Lack of interest from

capital providers

All projects will be aligned with strategic focus on social inclusion and gender issues. The main GGGI Strategic Outcome to be supported by the Colombia team will be linked to the

Colombian NDCs goal of reducing 20% against BAU by 2030, in that sense the work will be focused on delivering GGGI´ Strategic Outcome 1: GHG emission reduction. For other SOs, the

impact will be quantifiable as the projects proceed, and the scope is clearly defined and projected.

145

Costa Rica

Country Strategy:

Costa Rica is one of the founding members of GGGI. Since 2015, GGGI has been working in close collaboration with the Ministry of Environment and

Energy (MINAE) and Forestry Fund (FONAFIFO) to develop national finance vehicles similar to the country’s Environment Bank Foundation

(FUNBAM). In 2016, GGGI produced an analysis of Costa Rica’s Payment for Ecosystem Services (PES) scheme to draw lessons learned and provide

practical guidelines for other interested countries in pursuit of developing their own PES scheme. From 2018, GGGI expanded its relationship with

Costa Rica and initiated coordination with other ministries including the Ministry of Foreign Affairs (MOFA), the Ministry of Finance (MOF) and the

Ministry of National Planning and Economic Policy (MIDEPLAN). GGGI has subsequently engaged in high-level discussions and consultations on the

ground and confirmed that the Costa Rican government wishes to develop a co-funded program by GGGI and the government for joint

implementation from 2019 onwards, including developing a GGGI Country Planning Framework (CPF) for Costa Rica. With the elections and

subsequent change in the government expected in 2018, projects identified for 2019-2020 as of now are broad in scope as requested by the

government and will require continued close communication throughout the year to be narrowed down prior to implementation.

Country Program:

GGGI supports Costa Rica’s aim to become one of the world’s first fully decarbonized country, with a focus on greening transport, and

implementing the country’s Nationally Determined Contributions (NDC) and related Sustainable Development Goals (SDGs). Transport is recognized

as one of the last major sectors the country needs to improve, and the new President during his inauguration in May 2018 announced he will

implement a plan to achieve zero carbon transport by 2021. In addition, Costa Rica’s NDC sets an absolute and unconditional emissions reduction

target by 2030 including Land Use, Land Use Change and Forestry (LULUCF). Against this backdrop GGGI plans to focus on the following four areas, in

addition to developing a CPF:

(i) Green transportation. Action plans and bankable projects developed and implemented at both the national and local levels in support of the

new government’s initiative to zero carbon transport.

(ii) Cross-cutting: Providing technical support for NDC implementation. Strengthened capacity of particularly the local governments to

implement NDC. Improved access to global green financing facilities to mobilize financial resources for NDC implementation activities.

(iii) Sustainable landscapes. Financial instruments and bankable projects developed under a value chain finance approach to reorganize/revitalize

the country’s timber industry.

(iv) Cross-cutting: Promoting regional low carbon development. Enhanced NDC implementation capacity across the region by channelling

technical assistance from Costa Rica to the countries in the Caribbean and/or Central America on payment for ecosystem (PES),

agriculture/smart farming. Includes south-south collaboration and knowledge sharing.

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(v) Country Planning Framework. GGGI’s strategy to work with Costa Rica developed and endorsed. This strategy will include an assessment of

Costa Rica’s green growth performance thus far and identify issues to be addressed using Green Growth Potential Assessment (GGPA), a

diagnostic tool based on country indicators and stakeholder consultations.

Partnership and Resource Mobilization

The Costa Rica program will be funded via co-financing with earmarked resources provided by the Costa Rican government. GGGI and the Costa Rican

government will explore potential joint partnerships for resource mobilization from donors and others including Korea International Cooperation

Agency, (KOICA), French Development Agency (AFD), Green Technology Center (GTC), Inter-American Development Bank (IDB) and Central American

Bank for Economic Integration (CABEI).

Results area

(themes/subthemes)

Government Partners Donors active in area Delivery partners active in

area

Green transportation

Zero-carbon transportation planning

and project implementation

Ministry of Foreign Affairs; Ministry of National

Planning and Economic Policy; Ministry of Environment

and Energy

Costa Rica, CABEI and Korea (Exim

Bank)

Cross-cutting

NDC implementation

Ministry of Foreign Affairs; Ministry of National

Planning and Economic Policy; Ministry of Environment

and Energy

GCF, CABEI, IDB

Sustainable landscapes

Revitalization of Costa Rica’s timber

industry through value chain finance

Ministry of Environment and Energy FONAFICO, AFD FUNBAM, FUNDECOR, GTC

Cross-cutting

Regional low-carbon development

Ministry of Foreign Affairs CABEI (trust fund), AFD, Canada, KOICA

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Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Costa Rica for 2019-2020: $0.19 million; and Donor co-financing of the

program (earmarked) is expected at $0.20 million in the biennium for a total of $0.39 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Costa Rica for 2019-2020: $0.22 million; and Donor co-financing

(earmarked) of the program is expected at $0.40 million in the biennium for a total of $0.62 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov27 Partner Gap Total

Ongoing 2017-2018

Sustainable landscapes Capital enhancement for

ecosystem services through

FUNBAM

Jan-17 Dec-18 0.31

0.31

TOTAL 2017-2018 0.17

Planned 2019-2020

Green transportation Zero-carbon transportation

planning and project

implementation

Jan-19 Dec-20 0.06 0.06 0.12

Cross-cutting NDC implementation

Jan-19 Dec-20 0.03 0.04 0.05 0.12 CABEI, IDB

Sustainable landscapes Revitalization of Costa Rica’s

timber industry through value

chain finance

Jan-19 Dec-20 0.03 0.03 0.05 0.11 FONAFICO, AFD, GTC

Cross-cutting

Regional low-carbon

development

Jan-19 Dec-20 0.03 0.04 0.10 0.17 CABEI, AFD, Canada, KOICA

Country Planning Framework Jan-19 Dec-20 0.04 0.03 0.07

Unallocated core funding

Funding for Proposal Preparation/ Other

TOTAL 2019-2020 0.19 0.20 0.20 0.59

27 Government counterpart funding includes in-kind contribution from the Costa Rican government. Items currently under discussion are: office space and dedicated

staff (ex. secondment).

148

Results Framework: Costa Rica Program Summary 2019-202028

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Green

Transportation

Zero-carbon

transportation

planning and

project

implementation

• Policy recommendation in line with new

government’s green transportation initiatives.

• At least 1 detail action plan developed based on a

specific area identified to promote green

transportation.

• Provide technical support for policy and regulation

including incentivizing and tax scheme in green

transportation.

• At least 1 pilot bankable project.

• Policy recommendation and action plan

documents prepared and officially submitted

to government.

• Bankable project for mobilizing green finance

in collaboration with MDBs.

Contribute to increased

access to sustainable

services – sustainable

public transport (SO3.4).

Specific targets to be

refined after discussion is

complete.

A: Government’s detail

actions of green

transportation

Cross Cutting NDC

implementation

• At least 1 NDC commitment of local governments in

Costa Rica complemented with specific action plan

related to National NDC Implementation.

• Develop at least 1 local government’s NDC

implementation plan.

• Provide at least 1 joint capacity building program

with Costa Rican government.

• Safeguards, gender and poverty reduction

mainstreamed in the outputs.

• Action plan submitted to the local

government and endorsed.

• Capacity building workshop.

Contribute to enhanced

adaptation to climate

change (SO6). Specific

targets to be refined based

on pipeline of projects that

are to be developed.

A: Local government’s

capacity and national

government’s financial

support.

Sustainable

Landscape

Revitalization of

Costa Rica’s

timber industry

through value

chain finance

• Develop at least one pilot bankable project. • Bankable project for sustainable timber

market with identification of a financing

scheme

Contribute to adequate

supply of ecosystem

services ensured (SO5).

Specific targets to be

refined after discussion is

complete.

A: New government

endorses continuation of

timber program; MDBs or

financing organizations’

interests in small scale

timber program.

Cross-cutting Regional low-

carbon

development

• Implement at least 1 trilateral collaboration

program for supporting NDC and SDGs in Central

American countries or Caribbean countries

• Develop at least 1 bankable project

• Implement at least 1 knowledge sharing workshop

in the region

• Project document agreed and signed.

• Bankable project in Central American

countries or Caribbean countries in

collaboration with Costa Rican partners, GGGI

and donor organizations, including MDBs,

such as CABEI

• Knowledge sharing workshop

Contribute to GHG

emissions reduction (SO1)

and enhanced adaptation

to climate change (SO6).

Specific targets to be

refined after discussion is

complete.

A: Financial resources

including Costa Rican

government’s co-financing

secured.

Cross-cutting CPF • Develop Country Planning Framework in line with

Costa Rican NDC and new government’s initiatives

• CPF document submitted and endorsed

• GGPA/Stakeholder consultations

28 To be finalized once the consultation with the government is complete (expected by the end of Q2, 2018).

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Guyana

Country Strategy:

GGGI renewed its engagement in Guyana, one of its founding members, with an active membership in 2017. During the consultations, the

Government of Guyana (GoG) made a specific request for support to the development of renewable energy sector with private sector participation in

parallel to enhanced access to the Green Climate Fund (GCF). GGGI is currently supporting GoG scale up deployment of solar and will deliver the

following three outputs: 1) private sector adoption of solar/storage technologies and business models, 2) removal of market barriers for scaling up

embedded solar generation, and 3) mobilization of financing for the identified and scoped solar generation projects. GCF proposal will be submitted

with expectation to complement and co-finance this project from 2019.

Country Program:

Guyana aims to achieve a Green Economy via a low emission economic-development pathway. The country is abundant in natural energy resources,

including wind, high irradiation levels, and significant hydropower potential, and GoG has committed to 100% renewable energy by 2025 in its

Nationally Determined Contribution (NDC). Meanwhile the country’s renewable energy market is still at an early stage and power supply is highly

dependent on on imported fossil fuels. GGGI continues to support GoG with policy and institutional assessment to provide recommendations and

innovative financing models to leverage private sector investments in Guyana’s remote hinterland.

(i) Sustainable Energy: Improved policy and investment environment for scaling up renewable energy in Guyana, including the hinterland

communities. Supporting the government achieving its energy targets, GGGI may/will focus its services on utility scale renewable energy, but

also on bringing energy services to underserved, off grid communities, both important to power development of welfare, livelihoods and

green job for men and women, boys and girls.

(ii) Cross-cutting: Enhancing Guyana’s access to GCF to transition to renewable energy. GGGI will support Guyana government and Guyana

NDA to find possible organizations of GCF DAE and failitate GCF’s approval on Guyana’s DAE to GCF. Through the GCF readiness work with

NDAs and DAEs, GGGI can also play a role in strenthening the country’s systems for environmental and social safeguards.

(iii) Implementation of Guyana Green State Development Strategy: Strengthened capacity of particularly governments to adopt and implement

Green State Development Strategy with green finance mobilized for the implementation activities.

To note, additional focus areas could be identified in the course of program implementation, with potential resources identified/mobilized.

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Partnership and Resource Mobilization

Results area (themes/subthemes) Government Partners Donors active in area Delivery partners active in area

Sustainble Energy

Scaling up renewable energy

• Ministry of Public Infrastructure: Guyana Energy

Agency (GEA)

• Ministry of the Presidency: Office of Climate Change

(OCC) & Department of Environment (DOE)

• GCF, Inter-American Development

Bank (IDB), German development

agency (GIZ), Dutch development

bank (FMO), Caribbean

Development Bank (CDB)

• Guyana Power & Light (GPL)

• The Private Sector Commission (PSC)

• National Renewable Energy

Laboratory (NREL)

• Caribbean Community Climate

Change Center (CCCCC)

Cross Cutting

Implmentation of Guyana Green State

Development Strategy

• Ministry of Presidency; Ministry of Finance; other

municipal governments

• GCF, Inter-American Development

Bank, Caribbean Development Bank,

KOICA, JICA

• UN Environment

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Guyana for 2019-2020: $0.19 million; and Donor co-financing of the

program (earmarked) is expected at $0.85 million in the biennium for a total of $1.04 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Guyana for 2019-2020: $0.22 million; and Donor co-financing

(earmarked) of the program is expected at $0.85 million in the biennium for a total of $1.07 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completio

n

GGGI Gov29 Partner Gap Total

Ongoing 2017-2018

Energy Urban Sector Solar Energy Program Jan-18 Dec-18 0.29 Internal proposal approved

TOTAL 2017-2018 0.29

Planned 2019-2020

29 Government counterpart funding includes in-kind contribution from GoG (office space). GGGI plans to engage in discussions with GoG for additional in-kind contribution (ex.

secondment arrangement).

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Energy Enhancing Guyana’s Access to GCF to

Transition to Renewable Energy (Phase I

and II)

Jan-19 Dec-20 0.09 0.30 0.55 0.94 GCF30

Cross Cutting Implementation of Guyana Green State

Development Strategy

Jan 19 Dec 20 0.10 0.05 0.30 0.45

Unallocated core funding

Funding for Proposal Preparation/ Other

Total 2019-2020 0.19 0.05 0.30 0.85 1.39

30 Phase 1 GCF Readiness proposal submitted and second GCF readiness proposals to be submitted in discussion with NDA (OCC): Phase I submission at 300K. Amount for Phase II to be

determined.

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Results Framework: Guyana Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Sustainable

Energy:

Scaling up

renewable

energy

Enhancing

Guyana’s Access

to GCF to Transition

to Renewable

Energy (Phase I)

• Prioritized pipeline of utility scale

renewable energy projects developed

• Private sector engaged in country

consultative processes (e.g. development

of the pipeline of prioritized, inclusive

renewable energy projects)

• Crowding-in private sector investments

• Direct access entities’ nomination

• At least two project idea notes

prepared.

• Workshops for consultation and

raising awareness conducted for

private sector engagement

• Recommendations for innovative

financing to leverage private sector

investments prepared and

communicated.

• Up to two candidate national entities

identified and nominated for

accreditation.

Contribute to GHG emissions reduction

(SO1) and increased access to

sustainable services (SO3). Specific

targets to be refined once the GCF

proposal is approved.

Assumption:

Sustained

political

commitment to

Nationally

Determined

Contributions.

GCF funding

secured.

Risk:

Governments

committed to

development

of renewable

energy

Enhancing

Guyana’s Access

to GCF to Transition

to Renewable

Energy (Phase II)

• Prioritized pipeline of inclusive off-grid

renewable energy projects targeting

Hinterland communities

• Policy specifications for utility connected

renewable energy projects submitted for

approval by Government

• Policy and business model

recommendations for inclusive off-grid

renewable energy projects

• Produced a list of inclusive projects

prioritized with actionable

recommendations for risk mitigation.

Conducted consultation workshop

with stakeholders in Hinterland.

• Developed a report with technical

specifications and commercial

arrangements to enhance integration

and scale up of renewable energy.

• Recommendations include policy

review, financial analysis for business

model development. Stakeholder

workshop conducted to ensure buy-

in.

153

Cross Cutting Implementation of

Green State

Development Strategy

• At least 1 NDC and/or SDG commitment in

Guyana complemented with specific action

plan related to Green State Development

Strategy

• Develop at least 1 local government or sector

implementation action plan related to Green

State Development Strategy

• Provide at least 1 joint capacity building

program.

• Safeguards, gender and poverty reduction

mainstreamed in the outputs.

• Action plan submitted

• Capacity building workshop.

Contribute to enhanced

adaptation to climate

change (SO6). Specific

targets to be refined

based on pipeline of

projects that are to be

developed.

Assumption:

Government capacity and

financial support.

154

Mexico

Country Strategy

GGGI has been working with the Government of Mexico (GoM) since late 2012, when the current administration took office. In many ways, GGGI’s

support has mirrored the administration’s own planning and execution: GGGI supported the creation of national policy documents during the first

year, followed by support in launching the Megalopolis Environmental Commission as a new organization charged with tackling environmental issues

in the central region of Mexico, and finally during the present biennium (2017-18) by supporting subnational governments develop green growth

planning capabilities. GGGI’s recent work in Mexico has resulted in the launch of the first subnational green growth strategy and a green growth

cabinet in the state of Sonora, the development of a toolkit to evaluate transportation and air quality interventions and proposed policies, and the

hosting/organization of various regional workshops with topics including climate change technologies, the link between air quality and climate change

management, long-term green growth strategies to implement the Paris Agreement, and more recently MRV mechanisms for Latin America. Soon, a

new federal administration will take office (December 2018), which presents GGGI with new opportunities and challenges. GGGI will continue supporting

subnational governments for the design of green growth policy and in the design, finance and implementation of projects, but will also seek to remain

nimble to support the new government in the design and instrumentation of green growth policies to enable conditions for the development of projects

for the next 6 years (2019-2024) in line with the attainment of the country’s global goals (NDCs, SDGs).

Regionally, the opening of a GGGI Latin America and Caribbean office based in Mexico in 2018 will bring new opportunities to scaleup the work of GGGI

in the region. Specifically, the regional office can leverage the work of the Mexico, Colombia and Peru country programs; in addition, it can develop

synergies with cooperation platforms such as the Mesoamerican Integration and Development Project (MIDP), the Pacific Alliance (PA), the Organization

of Eastern Caribbean States (OECS) and The Central American Bank for Economic Integration (CABEI). The Mexico office of GGGI will play a key role in

ensuring the successful establishment of the Latin America and Caribbean regional office by providing support in establishing strategic partnerships

and scoping projects, leveraging as much as possible the support of the GoM and other partner countries.

Country Program

Considering the country strategy outlined before, the following country program for the 2019-2020 biennium has been developed:

(i) Cross-cutting: Sub-National Green Growth Planning and Implementation. The levers that Mexico has identified are needed to implement

its NDCs, suggest that subnational entities can contribute between 21-66% (43-138 MtCO2e) of Mexico’s NDCs commitments, with the lower

number representing those initiatives that fall mainly under the prevue of subnational governments and the upper figure those were the

national government plays a major role, but where subnational governments can play an enabling role. By delivering 3 outputs (1. green

growth strategy, 2. inclusive governance mechanism and 3. increasing green investment flows), GGGI will help sub-national governments

define, adopt and implement local decarbonization and green growth roadmaps contributing to the attainment of global goals (NDCs, SDGs)

155

and to GGGI’s SO1: GHG emissions reduction, SO2: Green job creation and SO3: Access to services. It will do so by:

a. Implementation of Sonora Green Growth Strategy: Continuing previous work in the state of Sonora and having completed output 1

in 2017-2108 (green growth strategy), strengthen output 2 (inclusive governance mechanism) by working with Sonora’s Green

Growth Cabinet and Advisory Committee to improve green growth planning and execution, and output 3 (increasing green

investment flows) by developing a green bond and bankable projects.

b. Sub-national Green Growth Strategies in an additional state: Replicate methodology developed for Sonora in an additional state.

Delivering the three outputs described previously.

(ii) Green Cities: NDC Implementation through the Electrification of Transport. Transport is Mexico’s largest single GHG contributor:174

MtCO2e (26% of its 2013 NDC baseline). By delivering specific recommendations (policy, technology, trade, feasibility, and finance), this

intervention will influence government policies, incentivizing the creation of value chains and adoption of electric vehicles, contributing to the

estimated 32.9 MtCO2e where electrification of transport may contribute to the attainment of Mexico’s NDCs and to GGGI’s SO1: GHG

emissions reduction, SO2: Green job creation and SO4: Improved air quality. It will do so at two levels:

a. Regional level - Accelerate the Electrification of Transport: By working closely with the Pacific Alliance, develop recommendations

for the creation/adaptation of fiscal incentives to accelerate the introduction of electric vehicles (output 1); develop

recommendations to develop regional linkages for the creation of value chains in electric vehicles and associated services (output

2).

b. Sub-national level – Introduction of Electric Buses: In collaboration with a transport authority develop a technical feasibility study

for the introduction of electric buses (output 1); and develop recommendations to improve the economic and financial viability of

the electrification of public transport (e.g. feasibility studies improved concession models, integrated fare collection systems, funding

options, etc.; output 2).

(iii) Cross-cutting: Funding for the implementation of Sub-national Climate Change Adaptation Plans. GGGI will support the Government of

Mexico in securing climate finance for the implementation of Sub-national Climate Change Adaptation Plans (CCAP). The government of

Mexico has conscientiously developed socially inclusive subnational CCAPs with wide civil society and expert participation. GGGI will help the

government of Mexico in developing bankable projects to help implement adaptation initiatives (output 1); and mobilize climate finance by

helping to develop a funding proposal for the Green Climate Fund (Output 2).

(iv) Sustainable Landscapes: Improved multi-directional knowledge sharing on sustainable forest management in the Mesoamerican

Region. In support of the newly established regional office and its regional program, GGGI Mexico will coordinate with The Mesoamerica

156

Integration and Development Project (MIDP), and the governments of Mexico, Colombia and Costa Rica to support multi-directional

knowledge sharing in the forest sector. Specifically, this will center around two topics: improve forest monitoring (output 1) by leveraging the

Excellence Centre for Forest Monitoring in Mexico; and support the sharing of best practices for sustainable forest management (output 2)

by leveraging knowledge from MIDP countries and GGGI partner countries in the region.

Partnership and Resource Mobilization:

GGGI Mexico is actively looking for funding opportunities to support the implementation of the country program. In general, a tripartite funding

structure is being sought with most resources coming for the GoM and donors and some additional funding from GGGI’s core fund. Major funding

sources being pursued include the GoM itself, the UK’s TAP Facility and Prosperity Fund, Germany’s International Climate Initiative (IKI) and the GCF.

More specifically, for each of the projects the following funding structure is proposed:

Results Area Government

Partners

Donors Active in the

Area

Delivery Partners Active in

the Area

Proposed funding

structure

Sub-National Green Growth Planning

and Implementation

Sonora, SEMARNAT Denmark, France, Germany, UK

(TAP Facility), IADB

C40, Carbon Trust, Danish Energy

Agency, GIZ, IADB, USAID, WB, WRI

Co-funding, state (Sonora or

other) plus donor (UK TAP)

NDC Implementation through the

Electrification of Transport

SEMARNAT, Ministry of

Economy, local authorities

CCAC, CFF, Germany, UK

(Prosperity & TAP), IADB

C40, Carbon Trust, CCAC, GIZ, IADB, ICM,

USAID, WB, WRI

Co-funding, local authorities

plus donors

Funding for the implementation of

Sub-national Climate Change

Adaptation Plans

SEMARNAT GCF, NADBANK GIZ, WWF, local consultants GCF

Improved multi-directional knowledge

sharing on sustainable forest

management in the Mesoamerican

Region

AMEXCID, SEMARNAT,

GoM, Costa Rica, Colombia

CABEI. Canada, Korea, Norway,

the United States

GIZ, WRI, WWF Canada, Norway, USAID

157

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Mexico for 2019-2020: $0.15 million; and Donor co-financing of the

program (earmarked) is expected at $1.2 million in the biennium for a total of $1.35 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Mexico for 2019-2020: $0.18 million; and Donor co-financing

(earmarked) of the program is expected at $3.32 million in the biennium for a total of $3.5 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic

area

Project title Implementation Funding Resource

Mobilization

Inception Completion GGGI Gov Partner Gap Total

Ongoing 2017-2018

Cross-cutting Sonora Green Growth Strategy (MX1) Jan-17 Dec-18 0.45 0.02 1

0.00

0.00 0.47

Green Cities Improving Transportation Systems in Mexico

(MX2)

Jan-17 Dec-18 0.58 0.0231 1 0.00 0.00 0.60

TOTAL 2017-2018 1.03 0.04 0.00 0.00 1.07

Planned 2019-2020

Cross-cutting Implementation of Sonora Green Growth

StrategyError! Reference source not found.

Jan-19 Dec-20 0.05 0.03 0.28 0.00 0.36 Cofunding, Sonora plus

donor (UK TAP)

Cross-cutting Sub-national Green Growth Strategies in an

additional stateError! Reference source not

found.

Jan-19 Dec-20 0.00 0.20 0.41 0.20 0.61 Cofunding, partner state

plus donor (UK TAP)

Green Cities Regional level - Accelerate the Electrification

of TransportError! Reference source not

found.

Jan-19 Dec-20 0.05 0.20 0.00 0.20 0.35 Cofunding, GoM plus

donors

Green Cities Sub-national level – Introduction of Electric

Buses

Jan-19 Dec-20 0.00 0.00 0.12 0.20 0.36 Cofunding, local authorities

plus donors

Cross-cutting Funding for the implementation of Sub

national Climate Change Adaptation Plans

Jan-19 Dec-20 0.00 0.00 0.00 0.50 0.50 GCF

Sustainable

Landscapes

Improved multi-directional knowledge

sharing on sustainable forest management in

the Mesoamerican Region

Jan-19 Dec-20 0.05 0.10 0.00 0.15 0.30 Canada, Norway, USAID

Unallocated core funding 0 0

31 This includes office space and provision of services (electricity, internet, maintenance and cleaning services) at replacement cots

158

Funding for Proposal Preparation/ Other 0.00 0.06 0.00 0.00 0.06

TOTAL 2019-2020 0.15 0.59 0.81 0.99 2.54

Results Framework: Mexico Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-cutting Implementation of

Sonora Green Growth

Strategy

1. inclusive governance

mechanism

2. increasing green investment

flows

• Evidence of press / media release(s)

exists

• Evidence of financial mechanism

launched

• Final version of

• document(s) / report(s) / official

documentation exists

SO1: GHG emissions reduction

SO2: Green jobs creation

SO3: Increase access to services

(water, energy and transport)

• Governance structures remain

unchanged

• State capacity to borrow

• Political will

Cross-cutting Sub-national Green

Growth Strategies in an

additional state

1. green growth strategy

2. inclusive governance

mechanism

3. increasing green investment

flows

• Evidence of press/media release(s)

exists

• Final version of

• document(s)/ report(s) / official

document(s) exist

• Evidence of official adoption (law,

mandate, policy) exists

SO1: GHG emissions reduction

Projects aligned with the GGS

will reduce 20% of their GHG

emissions (2.5 MtCO2e).

SO2: Green jobs creation

SO3: Increased access to

services (water, energy and

transport)

• Governance structures remain

unchanged

• Sub-national governments

political will to launch initiatives

• Political continuity

• State capacity to borrow

Green Cities Regional level -

Accelerate the

Electrification of

Transport

Recommendations for fiscal

incentives

Recommendations for the

creation of value chains in electric

vehicles and associated services

• Evidence (press releases,

documents, reports) exist

• Legislation

• Framework exists

• Pipeline of projects exist

S01: GHG emissions reduction

S02: Green job creation

S04: Improved air quality

• New Federal administration

support

• Stakeholders interest

• Regional government(s)

commitment

• Finance from government

Green Cities Sub-national level –

Introduction of Electric

Buses

A feasibility study for electric

buses

Recommendations to improve the

economic and financial viability of

the electrification of public

transport

• GGGI’s documentation.

• Project reports

• Pipeline of projects

• MoUs

• S01: GHG emissions reduction

• SO3: Improved access to

transportation services

• S04: Improved air quality

• Stakeholder commitment

• Subnational government(s)

commitment

• Finance from government

159

Cross-cutting Funding for the

implementation of Sub

national Climate

Change Adaptation

Plans

Bankable projects to help

implement adaptation initiatives

Climate finance mobilized

• Report exists

• Report exists; newspaper

articles/releases; surveys

• Report exists

• SO3: Access to services: clean

energy water and transport.

• S06: Enhanced adaptation to

climate change

• Stakeholder commitment

• Implementing agencies’ capacity

Sustainable

Landscapes

Forest monitoring of the

Excellence Centre for Forest

Monitoring in Mexico

Best practices for sustainable

forest management shared

• Knowledge reports exist • SO5: Adequate supply of

ecosystem services

• SO1: 350.3 MtCO2e reductions

• Interest and commitment of

relevant stakeholders exist

160

Caribbean

Country Strategy

Caribbean States are highly vulnerable to the negative impacts of climate change owing largely to their geographical location and size. In response,

the states are heavily committed to building their climate resiliance and transitioning to a low-carbon development pathway. At COP23 in Bonn 2017,

the Organisation of Eastern Caribbean States (OECS) Director-General highlighted to GGGI green cities and bankable projects as key areas in need of

support for pursuing climate resilience and low-carbon dvelopment in the region. Following up from this fruitful discussion, the two entities have

signed a Memorandum of Understanding (MoU) in February 2018 to formalize a framework of cooperation to work together to create an enabling

environment for NDC implementation by strengthening green growth planning and increasing green investment flows in the OECS member countries.

Key focus in 2018 is to set up a GGGI-OECS joint team based in Saint Lucia to produce a prioritized list of sector/project opportunties at both the

regional and island state levels. A regional workshop is planned in Q4 2018 to share the findings for investment opportunities.

Country Program

OECS member countries view implementing Nationally Determined Contributions (NDCs) as an essential vehicle for pursing climate smart resilient

growth and have ratified the Paris Agreement to reaffirm their strong commitments. GGGI supports NDC implementation in OECS member states with

focus on two areas in support of enhanced adaptation to climate change (SO6):

(i) Cross-cutting: Green growth planning for NDC Implementation. Strengthened policy, regulation and implementation of action plans in the

OECS member states to support building resilient cities.

(ii) Cross-cutting: Mobilizing investment for NDC implementation. Improved access, implementation and alignment of green investment

opportunities in the OECS member countries.

Partnership and Resource Mobilization

Projects in the Eastern Caribbean will be jointly implemented and primarily funded by GGGI and OECS. GGGI and OECS plans to mobilize resource

from development partners that have shown keen interest, including: the governments of Canada, Mexico, Costa Rica and Korea and the Caribbean

Development Bank (CDB). GGGI and OECS will also jointly explore resource mobilization opportunities from other development partners including:

French Development Agency (AFD), Green Climate Fund (GCF), Inter-American Development Bank (IDB) and Central American Bank for Economic

Integration (CABEI). For each of the focus areas GGGI and OECS plans to support the existing initiatives the Eastern Caribbean countries are

committed to, namely the Caribbean Climate Smart Coalition and NDC Finance Initiative (NDC FI), respectively.

Results area (themes/subthemes) Government Partners Donors active in area Delivery partners active in area

Cross-cutting

Green growth planning for NDC implementation

OECS member countries OECS, CDB, Canada, Mexico, Korea OECS, Caribbean Climate Smart

Coalition

Cross-cutting

Financing NDC implementation

OECS member countries OECS, CDB, Canada, Mexico, Korea,

GCF

OECS, NDC Finance Initiative (NDC FI)

161

Indicative Resource Envelope

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Caribean for 2019-2020: $0.16 million; and Donor co-financing of the

program (earmarked) is expected at $0.25 million in the biennium for a total of $0.41 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Caribean for 2019-2020: $0.19 million; and Donor co-financing

(earmarked) of the program is expected at $0.80 million in the biennium for a total of $0.99 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov Partner Gap32 Total

Ongoing 2017-2018

Scoping Feb 2018 Dec 2018 0.32

TOTAL 2017-2018 0.32 0.32

Planned 2019-2020

Cross-cutting Green growth planning for NDC

implementation

Jan 2019 Dec 2020 0.08 0.42 0.50 CDB, Canada, Mexico, Korea

Cross-cutting Financing NDC implementation Jan 2019 Dec 2020 0.08 0.42 0.50 CDB, Canada, Mexico, Korea, GCF

Unallocated core funding

Funding for Proposal Preparation/ Other

TOTAL 2019-2020 0.16 0.84 1.00

32 As of May 2018, approximately 0.25 to be secured as GGGI is currently in discussion with governments and entities including: OECS for in-kind contribution (items including office space, office supplies and dedicated

staff via secondment), and the Ministry of Trade, Industry and Energy of the Republic of Korea.

162

Results Framework: Eastern Caribbean States Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Cross-cutting Green growth

planning for NDC

implementation

• At least 3 NDC commitments of the

OECS member states are

complemented with specific action plan

related to sustainable and resilient

development.

• Update at least 1 climate change policy

to integrate sustainable and resilient

development.

• Safeguards, gender and poverty

reduction mainstreamed in the outputs

• Action plan(s) developed for

endorsement.

• Climate change policy with

climate resilient cities

component.

Contribute to enhanced adaptation to

climate change (SO6). Specific targets to

be refined based on pipeline of projects

that are to be developed.

Assumption:

OECS will

continue its

commitment to

NDC

implementation.

Cross-cutting

Mobilizing

investment for NDC

implementation

• 2 bankable projects developed with

financier identified.

• Enable constructive exchange between

project developers and interested

financiers.

• Complete at least 2 prefeasibility

studies with owner/financier identified

and financial mechanism designed for

endorsement.

• At least one facility as a result of the

prefeasibility study is deployed on the

ground.

• Safeguards, gender and poverty

reduction mainstreamed in the outputs.

• List available to enable

project investment and

implementation

• Bankable projects with

financier identified to

increase resilience in the

Caribbean state(s).

• At least one facility in

operation.

• 2 regional workshops for

project developers and

potential investors to test

investment potential and

initiate deeper follow-up

discussion.

Contribute to enhanced adaptation to

climate change (SO6). Specific targets to

be refined based on pipeline of projects

that are to be developed.

Assumption:

Continued

interest in the

region by

potential

financiers to

bankable

projects.

Risk:

Perceived risk

to the region

for investment

increases

163

Peru

Country Strategy:

GGGI work in Peru initiated in 2013 on the National Forest and Wildlife Plan with the National Forest Service, the National Water Resource Plan, and the

Competitiveness Agenda 2014-2018 in ecoefficiency. Beginning in 2016 to date, GGGI also supports the ministries of Economy and Finance (MEF) and

Environment (MINAM) to develop and implement the National Green Growth Strategy (NGGS), an important policy for Peru’s OECD membership

process.

Country Program:

Peru’s green growth vision is framed by international commitments and national priorities that place special emphasis on improved livelihoods for

marginal populations, smallholders and businesses, as well as formalization for sustainable natural resource use. Achieving this vision is paramount in

the context of Peru’s OECD membership process, achievement of the Sustainable Development Goals (SDGs) and Nationally Determined

Contributions (NDCs) for climate change. These challenges are addressed in the National Green Growth Strategy (NGGS). To this end, the GGGI 2019-

2020 Country Business Plan is focused on the implementation of the NGGS:

(i) Sustainable Landscapes: GGGI will support the implementation of a transformative land use formalization mechanism for smallholder farmers

which will result in deforestation reduction. This includes: (1) definition of institutional roles among key ministries for land use formalization,

and (2) design and implementation of criteria for incorporation of smallholder farmers into public sector financial incentives and competitive

funds.

(ii) Water and Sanitation: GGGI will help increase climate resilience and water security for 10M people in Lima by facilitating investment and

leveraging capital for an unspent $8M water user-financed green infrastructure fund earmarked for watershed conservation projects.

(iii) Sustainable Energy: GGGI will support upscaling the current level of off-grid solar expansion program and attracting private investment for

energy efficiency to increase non-conventional renewables in the energy matrix. This will result in improved energy access for underserved

populations.

(iv) Cross cutting: This area is comprised of three distinct tasks: (1) strengthening national financing vehicle, (2) brownfield site remediation and

(3) Deepening of MRV work from 2018. First, GGGI proposes to support the National Environmental Fund (FONAM) for accreditation with the

Green Climate Fund. This fund would potentially channel investments for solid waste, energy efficiency and other NDC commitments related

to urban development. Second, in conjunction with MIRECO, the Korean government brownfield site remediation corporation, GGGI proposes

to strengthen institutionality and processes for leveraging public and private investment in priority brownfield sites. Mining is the main driver

of the Peruvian economy, and brownfield sites are a focal point for both environmental pollution and conflict. Finally, GGGI proposes to

deepen its work from 2018 with MRV to develop and/or refine baseline information for a priority sector in NDC implementation such as land

use change or others.

164

Partnership and Resource Mobilization

GGGI is working with key donors described below utilizing core funding to leverage earmarked proposals.

Result Area Government Partners Donors active in area Delivery partners active in area

Sustainable

Landscapes

Ministry of Economy and Finance, National Forest

and Wildlife Service, Ministry of Agriculture

USAID; KOICA: live proposal with donor33

Norway: live proposal with donor34; BMUB

Inter-American Development Bank, World Bank, GCF

ICRAF; The Nature Conservancy

Peruvian Society for International Law

Water and

Sanitation

National Superintendence for Sanitation Service

National Water Authority (ANA); MEF

SDC; GCF USAID; Catholic University; The Nature Conservancy;

Aquafondo

Sustainable

Energy

Ministry of Energy and Mines (MINEM); MEF SECO, JICA, GCF: private sector JICA: SECO: SME green credit line

Cross cutting FONAM (NFV)

Ministry of Environment (MINAM); MEF

GCF MIRECO

Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Peru for 2019-2020: $0.8 million; and Donor co-financing of the program

(earmarked) is expected at $0.2 million in the biennium for a total of $1 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Peru for 2019-2020: $0.94 million; and Donor co-financing (earmarked)

of the program is expected at $1.55 million in the biennium for a total of $2.49 million.

Ongoing and Planned 2019-2020 Country Program

Thematic

area

Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov35 Partner Gap Total

Ongoing 2017-2018

33 KOICA: In January 2018, GGGI worked jointly with the Ministry of Environment to design a training program in ecosystem service and green infrastructure project design for financing in 2018-2019. This project

concept note is under evaluation by KOICA as of March 2018.

34 Norway (NICFI). Jointly with the World Centre for Research on Agroforestry (ICRAF) and the Peruvian Society for International Law (SPDA), GGGI is submitting a draft proposal to NICFI during 2018 for implementation

of a smallholder farmer land use formalization mechanism to mitigate deforestation.

35 In-kind contribution: The Government of Peru provides office space for the GGGI country team members embedded in the Ministry of Environment. This in-kind contribution will continue through the 2019-2020

biennium and we also expect to receive in-kind contribution of office space from the National Sanitation Authority in 2018-2020.

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Sustainable

Landscapes

National Green Growth Strategy Land Use

Action Plan

Jan-17 Dec-18 0.30 0.30

Water National Green Growth Strategy Water

Action Plan

Jan-17 Dec-18 0.40 0.02 0.42

Energy Implementation of Ecoefficiency Strategy Jan-17 Dec-18 0.35 0.02 0.37

MRV Regional MRV Activity Jan-17 Dec-18 0.08 0.08

TOTAL 2017-2018 1.13 0.04 1.17

Planned 2019-2020

Sustainable

Landscapes

Reducing deforestation through

formalization of smallholders

Jan-19 Dec-20 0.25 0.02 1.8 2.07 NICFI36

Sustainable

Landscapes

Training program: Green investment

development in ecosystem service and

biodiversity business projects

Jan-19 Dec 19 .30 .30 KOICA37

Water and

sanitation

Upscaling investment for ecosystem services

for water security

Jan-19 Dec-20 0.25 0.02 0.40 0.67 SDC38

Sustainable

Cities

GHG reduction through upscaling use of

electric vehicles

Jan-19 Dec-20 0.30

Energy Improved access to renewable energy and

energy efficiency for vulnerable populations

Jan-19 Dec-20 0.00 0.00 0.50 0.50 Exploring donor possibilities

Cross cutting National Finance Vehicle strengthened for

GCF accreditation

Jan-19 Dec-20 0.00 0.00 0.90 0.90 GCF39

Brownfield site remediation investment

increased

Jan-19 Dec-20 0.00 0.00 0.30 0.30 Korean Govt (MIRECO)

MRV priority NDC area baseline developed Jan-19 Dec-20 0.00 0.00 0.30 0.30 Exploring donor possibilities

TOTAL 0.80 0.04 4.5 5.04

Unallocated core funding 0.00 0.00

Funding for Proposal Preparation/ Other

36 GGGI submitted a proposal to NICFI in July 2018. Decision pending. The $1.8M figure is the proposed budget to NICFI during the 2019-2020 period.

37 Proposal currently under evaluation for 2018; financing would be for 2018-2019 or 2019-2020 biennium. Budget to be determined at a future date.

38 GGGI plans to apply for the tender process by the Swiss Development Cooperation during the 2nd half of 2018.

39 GGGI is currently working on a GCF readiness proposal for submission in 2019. The $900,000 figure is the proposed preliminary budget.

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Results Framework: Peru Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Sustainable

Landscapes

Reducing

deforestation

through

formalization of

smallholders

• Institutional framework for

land tenure implementation

• MRV system for landscapes

• Land tenure integrated in

competitive funds and PES

schemes

• One bankable project

• Institutional framework

• MRV system submitted

• Proposal for land tenure

integration in competitive

funds and PES

• Bankable project for forest

products in the Amazon

SO1: GHG emission reduction

SO5: Adequate supply of ecosystem services:

Sustainable land use practices to increase

ecosystem service provision

SO6: Enhanced adaptation to climate change:

Assumptions: Government priority Enabling conditions and political will Risks: Sub-national elections in 2018

Water and

Sanitation

Upscaling

investment for

ecosystem services

for water security

• Implementation plan for

National Financing Vehicle

to upscale funding for

watershed conservation

projects

• 1 Bankable project in

ecosystem services for

watershed conservation

• Implementation plan

submitted to NFW and NDA

• Project document with

financing to mobilize public

or private financing

submitted to government

SO5: Adequate supply of ecosystem services:

Sustainable watershed conservation projects

increase ecosystem service provision for water

security

SO6: Enhanced adaptation to climate change:

Increased water security; vulnerable

populations capacity to adapt to climate

change

Assumptions:

Government priority

Risks:

Political will of stakeholders

Sustainable

Cities

GHG reduction

through upscaling

use of electric

vehicles

• Policy and financial model

recommendations for

upscaling of electric vehicles

for individual use

• Policy document

• Financial model for electric

vehicle viability

SO1: GHG emission reduction: Improved

measuring and verification methods will

help quantify Peru’s GHG reduction for

reporting on NDC implementation.

SO3: Increased access to sustainable

services: Targeted policy and investment

increase access of energy to vulnerable

populations.

Assumptions: Peru continues to

support introduction and

expansion of electric vehicles

Risks: political priorities change,

legislative or economic barriers

delay or hamper importation or

expansion of electric vehicles

Sustainable

Energy

Improved access

to renewable

energy and energy

efficiency for

vulnerable

populations

• Implementation plan for

renewable energy or energy

efficiency to increase access

for vulnerable populations

• 1 bankable project in

renewable energy for energy

security for vulnerable areas

• Policy submitted to

Government

• Bankable project to increase

efficiency and access to

affordable energy in

vulnerable areas

SO3: Increase access of energy to vulnerable

populations.

SO6: Enhanced adaptation to climate

change.by vulnerable rural populations.

Assumptions:

Government priority

Risks:

Regional elections, political will

Cross-

cutting

Green financing

for strengthened

National Finance

Vehicles

• GCF Readiness proposal

• Improved institutionality and

Readiness proposal

submitted to GCF by NDA

All 6 Strategic Objectives are attended with

increased climate financing

SO5: Adequate supply of ecosystem services

ensured: Improved environmental quality

Assumptions:

NDA successfully submits

readiness project to GCF

Risks:

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Investment in

brownfield site

MRV information

for NDC

implementation

prioritization for investment

in brownfield site

remediation

• MRV baseline information

proposal incorporated into

GHG monitoring system for

Paris Accord.

Institutional investment

proposal submitted

Proposed baseline

methodology submitted to

Peruvian government

promotes healthy ecosystem services in

degraded areas.

SO6: Enhanced adaptation to climate change.

Improved environmental quality in brownfield

areas promotes community wellbeing and

adaptation capacity in degraded areas.

SO1: GHG emission reduction: Improved

measurement of GHG reduction.

GGGI not selected as the project

implementer.

Risks:

Government priority

Assumptions:

Government approval

SO1 GHG emission reduction: NDC target of 30% through abating deforestation; SO3.1 Increased access to clean affordable energy: no specific goals; SO5 Adequate supply of ecosystem services ensured: This responds to the Strategic

Objectives of the Adaptation NDC of: (1) Fomenting integrated territorial management with a sustainable landscape approach that increases the resilience of forests and reduces vulnerability of populations in the face of climate

change, and (2) Fomenting and promoting actions that increase the availability of water in the face of climate change. SO6 Enhanced adaptation to climate change: This responds to the Strategic Objectives of the Adaptation NDC of:

(1) Fomenting integrated territorial management with a sustainable landscape approach that increases the resilience of forests and reduces vulnerability of populations in the face of climate change, and (2) Fomenting and promoting

actions and projects that increase the availability of water in the face of climate change. Source: National Climate Change Strategy (Ministry of Environment, 2013)

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Qatar

Country Strategy:

The State of Qatar joined GGGI since 2012 as one of the founding and contributing members. GGGI and the State of Qatar engaged in discussions

since early 2017 to explore potential collboration areas, including the establishment of GGGI’s Qatar country office and program. This CBP is based

primarily on the initial concept note proposal submitted to Qatar during the initial stage of the discussion, and the recent official communication

between GGGI and the Ministry of Municipality and Environment of the State of Qatar. Contents in this CBP are subject to change as discussions are

underway.

Country Program:

Qatar is aiming to transform into an advanced country with a competitive, diversified economy harmonizing the needs of economic growth with social

development and environment protection, as well as the needs of current and future generations. This is clearly outlined in the country’s National

Vision 2030 and subsequent National Development Strategy (NDS) that is formulated to achieve the goals outlined in the vision. Qatar’s

commitment to address the effects of climate change was underscored in its Intended Nationally Determined Commitment (INDC) report submitted

in Nov. 2015.

(i) Food security

- Identify and implement climate smart agriculture projects to increase the resilience of the food security systems.

- Green youth agribusiness development projects.

- Green agri-business joint ventures

- Bilateral food security and food safety & quality agreements or programs

(ii) Green growth planning

- Development of an NDC implementation roadmap for Qatar aligned with the National Vision 2030 and existing economic strategies

- Development of a Green Economy Strategy for Qatar (includes conducting Green Growth Potential Assessment; GGPA)

(iii) GHG MRV: Development of a Qatar MRV system, including the guidelines

(iv) Financing/Bankable project

- Identify and original bankable green investment projects

- Develop financial instruments

- Design and operationalize national financing vehicles

(v) Capacity building and knowledge sharing: Organize the Qatar National Green Growth Summit

A corresponding results matrix to be developed once the State of Qatar confirms financial contributions.

Partnership and Resource Mobilization

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Qatar country program is to be funded by earmarked resources provided by the State of Qatar. Discussions are underway. Main partners for Qatar

program are Ministry of Municipalities and Environment and Qatar Fund for Development.

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Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for Qatar for 2019-2020: $0 million; and Donor co-financing of the program

(earmarked) is expected at $5 million in the biennium for a total of $5 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for Qatar for 2019-2020: $0 million; and Donor co-financing (earmarked) of

the program is expected at $ 10 million in the biennium for a total of $10 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource Mobilization

Inception Completion GGGI Gov40 Partner Gap Total

Planned 2019-2020

Food security To be confirmed Jan-19 Dec-20 2.50 2.60 5.10 Funding arrangement in discussion

with Qatar (To be updated)

Green growth planning To be confirmed Jan-19 Dec-20 0.50 0.60 1.10

GHG MRV To be confirmed Jan-19 Dec-20 0.50 0.60 1.10

Financing / Bankable

project

To be confirmed Jan-19 Dec-20 0.50 0.60 1.10

Capacity building and

knowledge sharing

To be confirmed Jan-19 Dec-20 0.50 0.60 1.10

Unallocated core funding

Funding for Proposal Preparation/ Other 0.50 0.50

Total 2019-2020 5.00 5.00 10.0

40 State of Qatar to fully fund the Qatar country program.

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United Arab Emirates

Country Strategy

GGGI has been engaged in the UAE since 2011 and is working with the government on its plan for a green economy transition and reduced reliance on fossil fuels. The

focal point for GGGI is the Ministry of Climate Change and Environment (MOCCAE). In 2013 GGGI and the UAE government began working jointly on the National Green

Growth Strategy, a multisector development blueprint for moving to a green economy. The Strategy’s implementation framework, the Green Agenda 2030, was

approved by the UAE Cabinet in January 2015. In addition to MOCCAE, the GGGI office in Abu Dhabi engages with multiple federal and local entities, chief among them

the Environment Agency Abu Dhabi and The Ministry of Energy and Industry, and creates broad-based partnerships with community organizations, such as universities

and NGOs.

GGGI developed its CPF 2018-2022 with the UAE government and agreed priority areas: (i) Green Agenda implementation, (ii) climate change, (iii) private sector

engagement and (iv) regional knowledge sharing. Following this framework, GGGI will continue working with existing and new partners on achieving national objectives,

with a focus on involving the private sector, which is seen by the government as a crucial catalyst in the green economy transition.

http://gggi.org/report/united-arab-emirates-country-planning-framework-2018-2022/

Country Program

The 2017-2018 work program focused on moving the Green Agenda from a strategic to an operational level. The government sought to launch

initiatives under the Agenda and Plan that helped improve air quality, create green jobs and tackle climate change, all priorities that align with

GGGI’s strategic objectives.

• GGGI is currently assisting the government in the implementation of elements of the Green Agenda through two projects. The first is the

National Air Emissions Monitoring Project, whose output will be the country’s first national-level air pollutant emissions inventory. The

inventory will include the major polluting sectors and integrate existing inventories developed in two emirates. An inventory methodology and

implementation framework have been developed through 2017 and the first half of 2018, and a major data collection exercise will commence

in Q3 2018. The second is a green jobs baseline assessment, which will establish the share of green jobs in the economy and provide a basis

for future policy. Two working groups will be formed, one for policy and the other for statistics and will include representatives from federal

and local authorities concerned with employment, training and education, women’s participation, migration and economic data.

• Following on from the priorities of the Green Agenda and building on its components, GGGI began collaborating on a national climate change

strategy that would safeguard the UAE’s economic diversification goals and provide a framework for coordinated climate response. In June

2017, the National Climate Change Plan was approved. Implementation of the Plan began soon afterward with the launch of the National

Climate Change Adaptation Program. GGGI is assisting in developing the Program through conducting risk assessments for four key sectors:

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health, energy, infrastructure and environment, which will be completed by the end of 2018.

• The UAE office also supports regional knowledge sharing and capacity building in the Middle East and North Africa. Between 2015 and 2017,

GGGI organized and delivered three policy dialogues involving high level government representatives from 12 countries. Practical training is

provided to young people as well through the Green Growth Youth Program, with green growth-themed seminars and internships

components.

The 2019-2020 work program will build on the successful delivery of projects in 2017-2018 program and further support the implementation of the

Green Agenda 2030 and the National Climate Change Adaptation Program through ongoing projects and partnerships and resource mobilization that

will allow expansion into new areas relevant to both the UAE’s priorities and GGGI’s strategic objectives. The work program proposed for

discussion with our UAE partner government can be categorized into the following thematic areas:

Green Cities:

(i) A national air quality strategy: based on the outcomes of the emissions inventory in early 2019, GGGI will support the development

of a strategy to improve air quality in the UAE, focusing on sectoral interventions and addressing the social aspects of vulnerable

outdoor laborers.

(ii) Low-carbon urban plan: GGGI has held initial talks with the Ministry of Infrastructure Development on developing a pilot study on

how to integrate low-carbon planning and design to infrastructure projects, especially in the less developed Northern Emirates.

(iii) WGEO partnership: GGGI will leverage its locations and expertise to source financing for its global green cities projects through the

World Green Economy Organization, a new international body based in Dubai with a mandate is to facilitate cross-border and cross-

sector investment in the green economy.

Cross-cutting:

(i) National Climate Change Adaptation Program: following the anticipated completion of the multi-sector risk assessment, GGGI will

work with MOCCAE to study the interlinkages between sectors, identify responsible actors in each sector and develop and value

priority interventions

(ii) Green Jobs: following the anticipated completion of the baseline assessment, GGGI will assist MOCCAE and the two working groups in

developing an action plan for promoting green jobs in relevant sectors through policy interventions

(iii) National MRV System: GGGI has held technical discussions with the Ministry of Energy and Industry, the entity responsible for

compiling the GHG inventory in the UAE, on designing and establishing a comprehensive MRV system, improving data collection

methods and building capacity for public officials.

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Knowledge Sharing:

(i) Youth program: GGGI will engage with students, young professionals, aspiring entrepreneurs and local incubators to raise awareness

and build capacity on green growth and climate-related topics and seek ways of improving green business finance options

Partnership and Resource Mobilization

The UAE program is funded through earmarked resources provided by the UAE government. Potential partnerships with other local and federal

government entities, through which resources can be mobilized, are currently being explored.

Results area

(themes/subthemes)

Government Partners Donors active in

area

Delivery partners active in

area

Green Cities

MOCCAE, Environment Agency Abu Dhabi (EAD), Federal Transport Authority,

Municipalities, Ministry of Infrastructure Development (MOID), Ministry of Interior,

Federal Competitiveness and Statistics Authority (FCSA), Ministry of Energy &

Industry (MOEI), World Green Economy Organization, Dubai Electricity and Water

Authority (DEWA)

Cross-cutting

Climate Change

MOCCAE, Ministry of Health, MOID, MOEI, Municipalities, EAD, Abu Dhabi Global

Environmental Data Initiative (AGEDI)

Knowledge Sharing

Youth Program

MOCCAE, Ministry of Youth Ministry of Youth, Universities, Embassy

of Korea, Masdar

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Indicative Resource Envelope:

BASE CASE Scenario: Indicative planning figure for GGGI Core resources for UAE for 2019-2020: $0 million; and Donor co-financing of the program

(earmarked) is expected at $3 million in the biennium for a total of $3 million.

PLUS CASE scenario: Indicative planning figure for GGGI Core resources for UAE for 2019-2020: $0 million; and Donor co-financing (earmarked) of

the program is expected at $4 million in the biennium for a total of $4 million.

Ongoing and Planned 2019-2020 Country Program ($, million)

Thematic area Project title Implementation Funding Resource

Mobilization

Inception Completion GGGI Gov41 Partner Gap Total

Ongoing 2017-2018

Cross-cutting Green Agenda Implementation Jan-17 Dec-18 0.00 3.49 0.00 0.00 3.49

Knowledge Sharing MENA Policy Dialogue Jan-17 Dec-18 0.00 0.61 0.00 0.00 0.61

TOTAL 2017-2018 0.00 4.10 0.00 0.00 4.10

Planned 2019-2020

Green Cities National Air Quality Strategy Jan-19 Dec-20 0.00 1.20 0.00 0.00 1.20

Low Carbon Urban Guidlines Jan-19 Dec-20 0.00 0.35 0.00 0.25 0.35 Idea stage, MOID proposal

TBD

Cross-Cutting National Climate Change

Adaptation Program

Jan-19 Dec-20 0.00 1.20 0.00 0.00 1.20

Green Jobs Jan-19 Dec-20 0.00 0.10 0.00 0.00 0.10

National MRV System & Carbon

Abatement Strategy

Jan-19 Dec-20 0.00 1 0.00 0.75 1 Proposal submitted to MOEI

Green Finance WGEO Partnership Jan 2019 Dec 2020 0.0 0.05 0.0 0.0 0.05

Knowledge Sharing Green Growth Youth and

Entrepreneurship Program

Jan-19 Dec-20 0.00 0.10 0.00 0.00 0.10

Unallocated core funding 0.00 0.00 0.00 0.00 0.00

Funding for Proposal Preparation/ Other 0.00 0.00 0.00 0.0 0.00

Total 0.00 4.00 0.00 0.00 4.00

41 Funding comes from UAE via Abu Dhabi Government as per MoU with GGGI. No in-kind support at present

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Results Framework: UAE Program Summary 2019-2020

Theme

Subtheme

Input Output Verification Strategic

Outcomes

Risks

Assumptions

Green Cities:

1. Air Quality

2. Mainstreaming

green growth

3. Resource

efficient & low-

carbon cities

National Air

Quality Strategy

• Emissions inventory assessment completed

• Air Quality Strategy with clear links to measurable

health impacts developed and submitted

• Implementation Plan, with timelines and multisector

cooperation methodology, endorsed

• Capacity building for relevant entities conducted

• Social and gender safeguards addressed in Strategy

and in stakeholder consultations

• Strategy and

implementation plan

published

• Record of attendance

SO4: Air

Quality

R: Insufficient capacity

R: Inventory delays past mid-

2019

A: Bureaucratic hurdles can be

overcome for multisector

cooperation

Low Carbon

Urban Guidelines

• Low carbon urban development guidelines produced

• Capacity building for relevant entities conducted

• Finalized/Published

guidelines

• Record of attendance

R: Insufficient resources

A: Priorities remain constant

through 2019-2020

Cross-cutting:

1. Climate Change

2. Green Jobs

3. MRV

National Climate

Change Adaptation

Program

• Study of high priority measures completed

• At least 2 capacity building sessions on adaptation for

decision makers in each ministry conducted

• Social and gender safeguards addressed in Strategy

and in stakeholder consultations

• Assessment and

recommendations

published

SO6:

Adaptation to

climate

change

R: Concept of risk quantification

rejected by leadership

A: Buy-in from other ministries is

secured

Green Jobs • Green jobs knowledge platform established in

academic institution

• Policy recommendations for green jobs promotion

developed with social and gender issues

mainstreamed

• Assessment and

recommendations

published

• Monitoring report

published

SO2: Green

jobs

R: Insufficient resources

A: Priorities remain constant

through 2019-2020

National MRV

System

• National MRV system designed • MRV System adopted R: Insufficient resources

A: Priorities remain constant

through 2019-2020

Green Finance World Green

Economy

Organization

Partnership

• Increased green investment flow into GGGI green

cities projects, funded by WGEO grants

• Projects selected and

financed

R: WGEO funding insufficient or

delayed

A: WGEO maintains buy-in

Knowledge

Sharing:

Youth Program,

capacity building

Green Growth

Youth and

Entrepreneurship

Program

• Capacity building on green growth for the youth

segment delivered (entrepreneurship, climate

diplomacy, internships, and employment

opportunities for Emiratis of both genders)

• Record of attendance

and participation; survey

forms

R: GGGI crowded out by other

entities with larger resources

A: Priorities remain constant

through 2019-2020

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Thematic and Green Investment Services (GIS) Origination Plans

1. Sustainable Energy: Sustainable Energy is a targeted thematic area in 18 of GGGI’s Country Business Plans. The Global Energy Program 2019

– 2020 comprises (i) origination of new energy sector engagements in collaboration with development partners and contributes to resource mobilization,

and (ii) innovation and business development to enhance knowledge capacity and exchange. Successful implementation of the Global Energy Program

will lead to improved donor coordination, expanded and more innovative and effective GGGI country programs placing GGGI as a preferred partner for

regional and country energy engagements to scale up renewable energy and energy efficiency projects. The sustainable energy thematic area will aim

to expand partnerships established in 2017/18 including the National Renewable Energy Laboratory and the ASEAN Center for Energy. New partnerships

that aim to complement GGGI’s technical and outreach capacity as well as resource mobilization will be established, particularly with philanthropic

and regional institutions. Indicative GGGI Core resources allocated for 2019/2020 are $0.328 million and expected partner co-financing is $0.110 million.

2. Green Cities: GGGI’s thematic focus on green cities supports an integrated, cross-sectoral approach responding to local, national, and global

needs, including the 2030 Agenda for Sustainable Development and urban-related NDCs. In 2019/20 Green Cities will work with 17 countries. Ongoing

successful operations will continue to be supported in addition to origination in the following three areas; i) programs on climate smart & resilient cities

ii) originate programs for new and ongoing thematic opportunities, including low-cost construction, greening industry and special economic zones,

circular economy, and SMEs for green urban economy, iii) strengthen GGGI’s role and visibility in regional and global partnerships for sustainable

urban development, and as a leader in urban green growth. The green cities thematic area will continue to cultivate productive partnerships with New

Climate Economy (NCE) (as an active partner in the Coalition for Urban Transitions), WRI Ross Center for Cities, C40, International Solid Waste

Association, OECD Green Cities, and AfDB. These partnerships span across the program of work and the value chain but broader partners will be

identified to support the future program in line with GGGIs strategic objectives, such as the Clean Air Coalition and UN-Habitat (at the delivery level).

For resource mobilization Green Cities has had success with GCF, KOICA, ADB and Luxembourg and has established a dialogue with AfDB and Caribbean

Development Bank. Indicative GGGI Core resources allocated for 2019-2020 is $0.328 million million (including 30% staff time). Partner co-financing of

the program is unconfirmed for now.

3. Sustainable Landscapes: Sustainable landscapes is a targeted thematic area in 13 of GGGI’s Country Business including Indonesia, Colombia,

Peru, Costa Rica, Myanmar, Philippines, Ethiopia, Senegal, Burkina Faso, Uganda, Rwanda, Mozambique and PNG. The sustainable landscapes thematic

area will focus most of its resources towards the origination of new project pipelines, enhancing the enabling environment as well as targeting specific

policies to mobilize green investment. Existing and new partnerships will continue to be cultivated for this thematic area. GGGI is a global partner in the

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Global Peatland Initiative (GPI), Tropical Forest Aliance2020 (TFA2020) and is a member of the GGKP’s expert working group on Natural Capital. GGGI

is recognized by the global community as a key organization working on REDD+, peatlands, deforestation free commodities. GGGI is yet unknown in

agriculture, bio-economy and coastal and marine sectors. Such partnerships will be prioritized in the next biennium. GGGI will continue to pursue

partnerships and collaboration with CGIAR centers by joint resource mobilization efforts on climate resilient agriculture as well as with Climate

Foundation on marine aquaculture, especially to strengthen the design of robust green business models which still require R&D. GGGI will also develop

partnerships with universities/research and other relevant carbon practitioners to further assess the baseline data needs, feasibility and processes

required for soil carbon and blue carbon as a means to provide for additional revenue flows to green business models. In collaboration with GIS team,

strengthened partnerships with development banks, insurance providers and financial institutions especially GCF and their accredited entities (eg IFAD,

FMO) will be developed to enhance finance flows (especially through blended finance) to existing project pipelines.

4. Water and Sanitation: The water and sanitation thematic area’s strategy for the coming biennium is to build upon the experiences that were

have gained in the first two years (2017/18) and further develop and replicate activities in the countries were there are existing programs, and also in

countries where there is potential for replication. Business models will be developed around the proven concepts, ensuring they are adapted and suitable

within each country context. Should there be highly-visible and transformative opportunities that arise, new activities will be developed and pursued.

Partnerships will be developed with dedicated water institutes, such as UNESCO-IHE, WRI, 2030 WRG, SIWI, and water funds, like African Urban

Sanitation Fund (AUSF, AfDB) and Sustainable Water Fund (SWF). In addition, Country Offices will be supported in developing relationships with

partners and financiers with a substantive water program or with a specific water focus. A regional proposal (3 countries) on sanitation for the Bill &

Melinda Gates Foundation (BMGF) is being developed. If successful, further regional approaches will be developed for BMGF. Together with relevant

country teams and a private sector party, two proposals will be submitted to SWF, and one to AUSF. Indicative GGGI Core resources allocated for

2019-2020 is $0.328 million million. Partner co-financing of the program is expected at $1.7 million in the biennium.

5. Green Investment Services (GIS): GIS activities will continue prioritizing development of investment projects that fall into the three investment

product categories; bankable projects, NFVs and risk mitigation instruments. Strong emphasis will be placed on obtaining proven investor commitments

(e.g., Letters of Intent) for GGGI designed projects and funds. GIS work will mainly produce investment outputs elaborated in country business plans in

close collaboration with country teams and policy solutions teams. Implementation of these investment projects will result in achievement of minimum

three of GGGI’s six Strategic Outcomes by increasing green investment flows in four thematic areas of GGGI intervention. There will be also a high

importance on PCM3 project idea review meetings to ensure development of a robust project pipeline that is commercially viable and to maintain a

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strategically balanced portfolio with opportunities for replication, scale and sectoral diversification. GIS is also planning to explore innovative de-risking

mechanisms and business models and structures that aim to achieve impact at scale. Some mechanisms and models will be tested and combined with

project ideas and project structuring in 2020. A combined approach of improving the enabling environment and investor mobilization will significantly

increase GGGI’s impact on green growth investment flows in developing countries and emerging markets. GIS should further strengthen its

engagement at country levels and leverage GGGI staff for investment-related initiatives and partnerships. GIS will prioritize forming partnerships with

investors with a deep understanding and a long-term commitment to green growth in developing countries and emerging markets, principally MDBs,

local public and private financial institutions, and local SWFs. Indicative GGGI Core resources allocated for 2019-2020 is $0.328 million.

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Water and Sanitation

Achievements in 2017

In 2017, GGGI’s main achievements in the Water Sector were:

• Having Water and Sanitation defined as a thematic priority, and as an output, in 12 of the 26 Country Planning Frameworks

• Having active and operational water programs in three countries now: Cambodia, Laos and Uganda

In Cambodia, for example, GGGI has supported the Ministry of Public Works and Transport (MPWT), in the sanitation and wastewater sector. In 2017,

we completed a pre-feasibility study for Decentralized Wastewater Treatment System (DEWATS) in peri-urban parts of Phnom Penh. We also

successfully convinced the government counterparts to re-establish a Sub-Technical Working Group on Urban Wastewater and Sanitation (STWG

UWWS). The Sub-Technical Working Group is important as it will provide a platform to discuss strategic issues, review policies and guidelines, share

lessons learnt and coordinate efforts among the various donors and implementing agencies.

Origination Program 2019/20

Our strategy for the coming biennium is to build upon the experiences that we have gained in the first two years (2017/18) and replicate activities in

the countries were we already have existing programs, and in countries where there is potential for replication. We will develop business models

around the proven concepts, but ensure they are adapted and suitable within each country context. Should there be highly-visible and transformative

opportunities, we plan to develop new activities.

For South-East Asia (Laos, Cambodia, Myanmar, Vietnam) we do:

➢ Design of bankable projects in decentralized wastewater & sanitation and reuse

➢ Design of bankable projects in sustainable water management

➢ Development of national financing vehicles to promote and replicate and scale-up decentralized sanitation/DEWATS

➢ Development of relevant policy interventions and reforms

For India:

➢ Design of bankable projects in solar irrigation schemes based on sustainable water management principles

➢ Design of bankable projects for wastewater & decentralized sanitation and reuse

➢ Development of sustainable wastewater treatment & reuse strategy and relevant policy interventions

For China, Mongolia:

➢ Development of sustainable wastewater/sanitation treatment & reuse strategy and relevant policy interventions

180

➢ Design bankable projects for wastewater & decentralized sanitation and reuse

For Africa & ME (Ethiopia, Uganda, Senegal, Morocco, Jordan):

➢ Design of bankable projects for improved sustainable water management & climate-resilient agriculture

➢ Design of bankable projects in decentralized wastewater & sanitation and reuse

➢ Development of bankable projects in industrial /agricultural wastewater reuse

➢ Development of reuse strategy and relevant policy interventions

➢ Development of sustainable water management strategy, related policy reforms

For Latin America (Peru, Colombia):

➢ Development of sustainable water management strategy and relevant policy interventions

➢ Development of sustainable wastewater treatment & reuse strategy and relevant policy interventions

➢ Design of bankable projects in decentralized wastewater & sanitation and reuse

➢ Design of bankable projects in industrial /agricultural wastewater reuse

➢ Development of PES on sustainable water management

Assistance on policy reforms will run in parallel with the development of bankable projects. Thus far, our policy projects are concentrated around

developing national strategies, operational guidelines, clarifying roles and responsibilities, but it can also encompass other elements of establishing a

conducive framework for sustainable water management, such as tariff setting & licensing.

Expected homeruns:

➢ Establishment of a National Decentralized Sanitation Fund in Cambodia or Laos

➢ Deal closure of a large solar PV irrigation program based on sustainable water management (India, Ethiopia, Morocco, Senegal)

➢ Arrangement of an investors’ platform for investments, alongside capacity strengthening program of VEI on 42 utilities

➢ Bankable projects designed in China, Myanmar, Morocco and Vietnam

➢ Policy interventions adopted by host ministry in 3 countries: Cambodia, Laos and Mongolia

Partnership and Resource Mobilization

The Water thematic unit sees its role in the partnership and resource mobilization as follows:

➢ Develop the network with dedicated water institutes, such as UNESCO-IHE, WRI, 2030 WRG, SIWI, and water funds, like African Urban

Sanitation Fund (AUSF) and Sustainable Water Fund (SWF). Aim is two proposals with a private sector party, to SWF, and one to AUSF

➢ The Water unit works currently with three country teams on a regional proposal on sanitation for the Bill & Melinda Gates Foundation (BMGF)

and we want to develop two more proposals for regional approaches for BMGF.

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Indicative Global Resource Envelope

GGGI Core resources allocated for 2019-2020: $0.328 million; Partner financing is expected at $6.9 million

Water Origination Budget 2019-2020 ($, million)

Subtheme Implementation Funding Notes: Resource Mobilization

Inception Completion GGGI Partner Gap Total

Ongoing 2017-2018

- Decentralized wastewater

management & sanitation

Cambodia

- Sustainable energy-water

nexus for medium to large

scale irrigation of commercial

farming in Uganda

- Decentralized sanitation

Senegal & Nepal BMGF-

financed

- Origination projects in

Mongolia, Nepal, Ethiopia,

Myanmar, Jordan

Jun 2017

April

2018

Nov 2018

Jan 2018

Dec 2019

Dec 2018

Dec 2021

Dec 2018

0.13

-

-

0.178

-

0.29

1.5

-

-

-

-

-

0.13

0.29

1.5

0.178

Planned 2019-2020 Total 0.328

- National decentralized

sanitation/DEWATS financing

vehicles in Southeast Asian

region

- Decentralized wastewater &

sanitation in Africa, East Asia

& Southeast Asia, Latin

America

- Improved sustainable water

management & climate

resilient agriculture in India,

Africa & ME

- Strategy & policy reform in

all regions and sub themes

Jan 2019

Jan 2019

Jan 2019

January

2019

Dec 2020

Dec 2020

Dec 2020

Dec 2020

0.1

0.1

0.05

0.05

-

-

-

-

0.3

6

0.4

0.2

0.4

6.1

0.5

0.3

Additional financing is sought for through donor funds,

such as KOICA

Private investors or

development partners

Additional financing is sought for through development

partners

Funding for Office Operations / Unallocated 0.028 0

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Results Framework: Water Summary 2019-2020

Theme

Subtheme

Input Output Verification Contributions to

Strategic Outcomes

Assumptions Risks

1. Sustainable or

green water and

sanitation

policies

Sustainable

water

resources

management

Policies for

strengthening/implementin

g the sector management

adopted.

Safeguards, gender and

poverty reduction

mainstreamed

• Formal policy

approval

• Financial close of

projects

SO1: GHG emission reduction

SO2: Green jobs

SO3: increased access to

sustainable services

SO6: Enhanced adaptation to

climate change

Assumptions:

Government priority

and enabling

environment

Risks:

national elections

2.Decentralized

wastewater &

sanitation

services

Bankable

projects in

decentralized

wastewater/

sanitation

Adopted policies to create

a conducive green

investment environment

Identification of financiers

Business cases with

safeguards

• Formal policy

approval

• Financial close of

projects

SO1: GHG emission reduction

SO2: Green jobs

SO3: increased access to

sustainable services

SO6: Enhanced adaptation to

climate change

Assumptions:

Government priority

Willingness of the

government to look for

funding

Risks:

Financiers appetite

3.Climate-

resilient

agriculture

through

sustainable

water resources

use

Bankable

projects for

green growth

and jobs

related to the

role of water

in bio-

economy

Adopted policies to create

a conducive green

investment environment

Integrated projects on

water & energy

• Formal policy

approval

• Financial close of

projects

SO1: GHG emission reduction

SO2: Green jobs

SO3: increased access to

sustainable services

SO6: Enhanced adaptation to

climate change

Assumptions: An

enabling investment

environment

Risks: Scattered

government

responsibilities

4.Payment for

Ecosystem

Services to

promote water-

related ecosystem

services

Payment-

for-

Ecosystem-

Services

systems or

national

financing

vehicles

Implementation of National

Financing Vehicle for

upscaling payment for

environmental services

• Formal policy

approval

• Financial close of

projects

SO1: GHG emission reduction

SO2: Green jobs

SO3: increased access to

sustainable services

SO6: Enhanced adaptation to

climate change

Assumptions:

Political will to set up

PES structure

Risks: Lack of political

will

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Sustainable Energy

Global Energy Program 2019- 2021

In 2017/18 the Energy Unit provided strategic guidance and support to country programs at various stages of GGGI's value chain and led the

development of comprehensive and innovative energy engagement that are currently under implementation. The Energy Unit also contributed to the

deepening, scale up and replication of successful energy policy engagements. The unit also expanded knowledge sharing and collaboration across GGGI

through the establishment of the Energy Communities of Practice (ECP), and established partnerships through the development of regional and country

energy proposals.

18 of GGGI’s Country Business Plans incorporate energy as a specific thematic area. The Global Energy Program 2019 – 2020 is strategically aligned to

GGGI’s Energy Strategy (2017) and aims to further enhance knowledge exchange and innovation across GGGI and collaboration with strategic partners

complementing GGGI’s capacity to design and deliver effective energy engagements. The Program incorporates lessons learns from 2017/18 and

places emphasis on origination and replication of comprehensive energy engagements and delivery of innovative business models and technologies.

The Global Energy Program 2019 – 2020 comprises (i) origination of new energy sector engagements in collaboration with development partners and

contributes to resource mobilization, and (ii) innovation and business development to enhance knowledge capacity and exchange. Successful

implementation of the Global Energy Program will lead to improved donor coordination, expanded and more innovative and effective GGGI country

programs and place GGGI as a preferred partner for regional and country energy engagements to scale up renewable energy an energy efficiency

project.

Partnership and Resource Mobilization

The Global Energy Program 2019 – 2020 will expand partnerships established in 2017/18 including the National Renewable Energy Laboratory and the

ASEAN Center for Energy. The Program will also seek to establish new partnerships that aims to complement GGGI’s technical and outreach capacity

as well as resource mobilization, particularly with philanthropy and regional institutions.

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Indicative Resource Envelope:

Indicative GGGI Core resources allocated for 2019-2020: $0.328 million; Expected partner co-financing amounts to $0.110 million.

Global Business Plan: IPSD/Sustainable Energy 2019-2020 Program ($, million)

Subtheme Implementation Funding Notes: Potential Source of

Resource Mobilization

Inception Completion GGGI Partner Gap Total

Planned 2019-2020            

Origination of Energy Sector

Engagements & Resource

Mobilization

Jan-19 Dec-20 $ 0.228 $ - $ 0.11 $ 0.36

Innovation & Business Development Jan-19 Dec-20 $ 0.1 $ - $ - $ 0.11 National Renewable Energy Laboratory

(NREL)

Total $ 0.328 $ - $ 0.11 $ 0.47

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Results Framework: Global Energy Program Summary 2019-2020

Subtheme Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Intermediate outcome: Coordinated policy dialogue and effective adoption of policy and innovative business models to scale up access to renewable energy and enhanced

energy efficiency

1. Origination

of Energy

Engagements &

Resource

Mobilization

Comprehensive energy

market assessments

Policy dialogue with

stakeholders

Donor engagement

Effective policies to pave the way for

renewable energy and energy efficiency

identified

Renewable energy and energy efficiency

project pipelines identified

• 8 Policy and Investment Concept

Notes approved

• Letter of intent for resource

mobilization by development

partners and financiers

• Request for GGGI support from

government entities

• Incorporation of new

engagements into updated country

business plans

SO1: GHG emissions

reductions

SO2: Creation of green jobs

SO3: Increased access to

sustainable services

SO4: Improved air quality

SO6: Enhanced adaption to

climate change

Effective partnerships

established for co-

financing of energy

engagements

Sustained political

commitment for scaling up

renewable energy

Barriers incorporated in

project design

Intermediate outcome: Adoption of innovative business models and new technologies

2. Innovation

& Business

Development

Training and capacity

building

Expert advisory support

for new technologies

and innovative business

models

• Enhanced capacity for adoption of

technologies and innovative business

models to scale renewable energy and

energy efficiency

• Adoption of innovative corporate social

responsibility to pave the way for green

jobs creation

• Technical capacity transfer within GGGI

• Government request for technical

expert advice

• Adoption and delivery of

innovative business models

• Developers confirmation of

corporate social responsibility

SO1: GHG emissions

reductions

SO2: Creation of green jobs

SO3: Increased access to

sustainable services

SO4: Improved air quality

SO6: Enhanced adaption to

climate change

Partnerships and co-

financing of GGGI

engagements

GGGI capacity to deliver

innovative solutions

Sustained staff

engagement

186

Sustainable Landscapes

Global Sustainable Landscapes Program 2019-2021

GGGI’s thematic focus on sustainable landscapes supports partner countries to pursue economic growth while protecting, restoring and using

productive areas in an inclusive and sustainable way. Healthy and functioning forests, agrarian landscapes, waterways, coastal and marine ecosystems

and its importance for food security and human wellbeing lies central to the strategy. Sustainable landscapes projects102 are aimed to support nations

transform and scale investments in a variety of sectors and are aimed to deliver three returns on investments: financial, social and natural capital returns.

To do this, GGGI takes on a ‘landscape approach’ which moves away from project and sector specific interventions to holistic, cross-sectoral, multi-

disciplinary, transformational and scalable solutions. Key focus areas include: (1) building forest based economies, including sustainable timber, agro-

forestry and non-timber forest products; (2) building inclusive bio-economies including climate resilient agricultural, fishery and marine commodities,

high value add products and supply chains, bio-based industries; and (3) financing resilient natural infrastructure, which focus on carbon, forest, soil,

water, biodiversity – being recognized as assets with financial value –able to generate additional revenue streams and options to de-risk and scale green

business models in the above forest and bioeconomy sectors. To boost the value of natural capital, GGGI designs policy and investment frameworks,

vehicles and instruments. Under focus area (3) project ideas focused on ecosystem-based adaptation or building resilient natural infrastructure are also

targeted. All sustainable landscapes project ideas across the various sectors are aligned with government priorities, contribute to international

commitments such as the Paris Agreement and SDGs, and designed to optimize contributions to GGGI’s strategic outcomes.

Projects are targeted to shape an enabling policy and investment environment where green business models and high value revenue generating

products derived from these can be competitive in the mainstream economy. Effort will be made to prioritize projects with impact at jurisdictional103

scale where government, private sector and communities commit to sustainable responsible sourcing and collectively meet reforestation, coastal, marine

land restoration targets. A typical project size with green business models in productive sectors are usually smaller than US $10 million and often

involve marginalized communities with limited capital. Solutions and interventions include the design of integrated farming systems and value chains

on land and sea which not only results in commodities and high value products but also enhance carbon stocks (forest, soil and blue carbon), triggering

multiple positive impacts to biodiversity and other ecosystem values, providing additional revenue flows to green business models. Business models

are aimed to be inclusive and will address farmers/fishermen access to finance and gender gaps. GGGI aims to identify the most appropriate strategies

to enhance collaboration between small enterprises and larger business entities. To ensure scale, projects are bundled to the extent possible for greater

volume and quality with upfront purchase agreements with buyers. Instruments to mitigate risks to support land and seascape restoration can for

example include bonds, guarantees, first-loss provisions and results-based payments to help finance conservation, buffer and productive zones. Policy

frameworks for example to support carbon revenue flows, enhance security of land tenure also form a key part of GGGI’s risk reduction effort.

Investment deals developed from these projects will likely consists of blended finance given the risk-return profile and longer development stages of

such projects.

187

Origination Budget 2019-2020

Origination (80%) - Resources are primarily directed towards origination of new project pipelines, enhancing the enabling environment as well as

targeting specific policies to mobilize green investment, not captured and financed under the CBPs104. Many existing Country Planning Frameworks

(CPFs) and currently in development, have not included sectors within the scope of Sustainable Landscapes. This funding will provide the opportunity

to build relationships with new countries, new ministries, scope new opportunities, especially in countries where achievements of NDC targets are

dependent on mitigation and adaptation actions in the forest, agriculture and marine sectors. Beyond forest carbon, limited understanding still exists

on soil carbon and blue carbon investment opportunities. R&D on these topics targeted to strengthen business models will also be prioritized. See

results framework for anticipated results.

Partnership, exchange and outreach (20%): A limited amount of resources will be targeted to strengthen partnerships, especially to develop joint

proposals. Knowledge products based on successful business models and projects will be developed and profiled at global and online platforms (i.e.

GGKP). Beyond the monthly Community of Practice which allows GGGI country teams to exchange ideas, earmarked funding is being sought to

encourage knowledge sharing across GGGI member countries. See results framework for anticipated results.

Partnership and Resource Mobilization Plan

To date GGGI is a global partner in the Global Peatland Initiative (GPI), Tropical Forest Aliance2020 (TFA2020) and is a member of the GGKP’s expert

working group on Natural Capital. GGGI is recognized by the global community as a key organization working on REDD+, peatlands, deforestation free

commodities. GGGI is yet unknown in agriculture, bioeconomy and coastal and marine sectors. Such partnerships will be prioritized in the next biennium.

GGGI will continue to pursue partnerships and collaboration with CGIAR centers by joint resource mobilization efforts on climate resilient agriculture as

well as with Climate Foundation on marine aquaculture, especially to strengthen the design of robust green business models which still requires R&D.

GGGI will also develop partnerships with universities/research and other relevant carbon practitioners to further assess the baseline data needs, feasibility

and processes required for soil carbon and blue carbon as a means to provide for additional revenue flows to green business models. In collaboration

with GIS team, strengthened partnerships with development banks, insurance providers and financial institutions especially GCF and their accredited

entities (eg. IFAD, FMO) will be developed to enhance finance flows (especially through blended finance) to existing project pipelines.

188

Indicative Resource Envelope:

Indicative GGGI Core resources allocated for 2019-2020: $0.328 million

Subtheme Implementation Funding Notes: Potential Resource

Mobilization Partners Inception Completion GGGI Partner Gap Total

Planned 2019-2020       0.328      

Origination Investment and Policy Projects Jan-19 Dec-20 $ 0.264 $ - $ - $ 0.29 Qiao Fund (USD 1.86M)

BMUB (USD 15M)

Develop knowledge, strategic partnership and outreach Jan-19 Dec-20 $ 0.064 $ - $ - $ 0.07

Funding for Office Operations / Unallocated $ - $ - $ - $ -

189

Results Framework: 2019-2020

Subtheme Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Intermediate outcome: Increased Green Investment Flows

Sustainable

Landscapes

Origination and

pipeline

development

At least 4 new projects:

• 1 blue carbon projects involving

fisheries, aquaculture, biobased

industries in Asia-Pacific or the

Caribbean;

• 1 climate resilient supply

chain/bioeconomy projects in new

country;

• 1 ecosystem-based adaptation

project;

• 1 applied research to advance soil

and blue carbon mechanisms.

Letters from government/ financiers related to

project/policy/investment, gender and

inclusiveness mainstreamed in business models.

SO1: GHG emission reduction

SO2: Green Jobs

SO4: Improved air quality

SO5: Adequate supply of

ecosystem services

SO6: Enhanced adaptation to

climate change

Sufficient

relationships

developed with

partner and

supporting

organizations

Policy reversal

Intermediate outcome: Strengthened global sustainable landscapes partnerships

Sustainable

Landscapes

Develop knowledge,

strategic partnership

and outreach and

communication

2 partnerships secure earmarked

resources for joint pipelines; 2 country

exchanges on successful business models

(size depends on budget); SL knowledge

products profiled at 4 global fora

Joint proposals, summaries of panel sessions, new

projects initiated, knowledge and communication

products

SO1: GHG emission reduction

SO2: Green Jobs

SO4: Improved air quality

SO5: Adequate supply of

ecosystem services

SO6: Enhanced adaptation to

climate change

Partnerships and

opportunities to

profile fail to

materialize

190

Green Cities

Global Green Cities Program 2019-2021

GGGI’s thematic focus on green cities supports an integrated and cross-sectoral approach and responds to local, national, and global needs and

commitments, including the 2030 Agenda for Sustainable Development and urban-related NDCs. Over 2017/18 GGGI played a catalytic role in technical

advisory service in sustainable urban planning and linking green investment to green cities implementation in 11 countries. Green Cities will continue

its efforts to support country teams to originate, develop, and implement projects, guided by the thematic strategy and the SOs. Green Cities is now

widely represented across GGGI’s global portfolio. In 2019/20 Green Cities will work with 17 countries (Cambodia, Rwanda, Morocco, Myanmar, Mexico,

Jordan, Lao PDR, Philippines, India, Fiji, Senegal, Burkina Faso, Mongolia, Nepal, UAE, Viet Nam, Kiribati).

This focus directly and positively contributes to reduced GHG emissions (SO1) through its focus on waste management, specifically in supporting

alternatives to landfills, and low-carbon building materials development. GGGI’s work in cleaner fuels, public transportation and walkability aims to

reduce dangerous concentrations of air pollutants and specifically links transport policy with air quality (SO4) and related positive health outcomes.

GGGI’s focus areas address unmet needs in access to sustainable urban infrastructure and services in cities (SO3). GGGI focuses on pro-poor livelihood

support and job creation in service provision (SO2). GGGI’s work to support Ecosystem based Adaptation (EbA) in urban planning, links to ecosystem

services (SO5) and enhanced adaption to climate change (SO6).

Green Cities Global Business Plan both supports continuation of successful operations but also extends origination towards three areas identified; i) To

build programs on climate smart & resilient cities ii) To capture and originate programs for new and ongoing thematic opportunities in support of

GGGI’s Strategic Outcomes less well-captured in its program, notably, including low-cost construction, greening industry and SEZ, circular economy,

and SMEs for green urban economy, iii) To strengthen GGGI’s role and visibility in regional and global partnerships for sustainable urban development,

and as a global leader in urban green growth.

Partnership and Resource Mobilization Plan

To date Green Cities has had productive partnerships with New Climate Economy (NCE) (as an active partner in the Coalition for Urban Transitions);

WRI Ross Center for Cities; C40; WGEO, International Solid Waste Association, OECD Green Cities, SPREP, CDIA, AfDB in support of its African program.

These partnerships span across the program of work and the value chain but broader partners will be identified to support the future program in line

with GGGIs strategic objectives, such as the Clean Air Coalition and UN-Habitat (at the delivery level). For resource mobilization Green Cities has had

success with GCF, KOICA, ADB and Luxembourg and established dialogue with AfDB and Caribbean Development Bank.

191

Indicative Resource Envelope

Indicative GGGI Core resources allocated for 2019-2020: $0.328 million

Subtheme Implementation Funding Notes: Potential Source

of Resource

Mobilization

Inception Completion GGGI Partner Gap Total

Planned 2019-2020     0.328       

Climate Smart & Resilient Cities – Caribbean/Pacific/Vulnerable

States

Jan-19 Dec-20 0.073 0.08 SPREP, OECS, WGEO

Strengthening Municipal Finance to support Green Urbanization Jan-19 Dec-20 0.045 0.05 NCE, C40

Green Cities – Origination of projects in new thematic

opportunities (including but not limited to: SMEs for inclusive

green urban economies; greening industry through circular

economy practices; low-cost construction) & supporting existing

pipeline/thematic strategy.

Jan-19 Dec-20 0.137 0.15 UN-Habitat, AfDB,

UNIDO, ILO, UNCDF

Green Cities – Strengthened global urban partnerships and

knowledge products

Jan-19 Dec-20 0.073 0.08 UN-Habitat, OECD, NCE

192

Results Framework: Green Cities Summary 2019-2020

Subtheme Input Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Intermediate outcome: Increased programmatic opportunities found in sub-thematic areas of green cities

Green Cities Project origination and

pipeline development

PINS developed in new sub-thematic

areas of green cities (low-cost

infrastructure/low-carbon cities; SMEs

for green urban economy; greening

industry; circular economies (waste-

to-resource/energy).

Policy documents

developed and submitted

to Government

Full project proposals

developed and submitted

for financing

SO1: GHG emissions reduction

SO2: Creation of green jobs

SO3: Increased access to sustainable services

Successful PIN

applications

Green Cities Climate Smart & Resilient

Cities –

Caribbean/Pacific/Vulnerable

States

PINs developed in support of climate

smart & resilient cities.

Policy documents

developed and submitted

to Government

Full project proposals

developed and submitted

for financing

.

SO3: Increased access to sustainable services

SO5: Ecosystem Services

SO6: Enhanced adaptation to climate change

Green Cities Strengthening alignment of

green city planning with

municipal financing

Specific country-based workshops -

with partners – linking green city

planning with municipal finance tools.

Outputs may also support origination

pipeline.

Municipal planning

framework which includes

and integrates municipal

finance plans

SO2: Creation of green jobs

SO3: Increased access to sustainable services

SO4: Improved air quality

SO5: Ecosystem services

Intermediate outcome: Strengthened global urban partnerships

Green Cities Strengthened global urban

partnerships and knowledge

products

Delivery at global forums on

sustainable urban development

At least two publications that support

global & regional transferable

outcomes/ lessons which in turn

support dissemination of impact &

also origination through knowledge

sharing

At least two global

forums where GGGIs

urban portfolio is

presented. At least

two publications

documenting and

extending green cities’

frameworks and analysis.

SO1: GHG emissions reduction

SO2: Creation of green jobs

SO3: Increased access to sustainable services

SO4: Improved air quality

SO6: Enhanced adaptation to climate change

193

Green Investment Services (GIS) Origination Plans

Green Investment Services

Green Investment Services (GIS) focused its efforts in the Work Program 2017-18 on identifying and designing projects and mechanism that can close

the “financing gap” that exists between financial institutions and projects. This was done by developing a green investment project pipeline,

designing risk mitigation instruments, and establishing National Financing Vehicles (NFVs) to increase capital flows towards green growth objectives.

Through this effort, GIS has demonstrated its delivery capacity by reaching proven investor commitments for a total of 8 projects and operationalizing

4 NFVs which integrate Nationally Determined Contributions (NDC) implementation, financing targets, and national developmental priorities.

Global Program

GIS has thus so far demonstrated its delivery capacity primarily in the areas of smaller clean energy and renewables projects and establishment of

NFVs. This capacity should be broadened and utilized further to replicate and upscale similar engagements across GGGI member countries. To

continue achieving targets in the Refreshed Strategic Plan, GIS proposes targeted support around building capacity for development of innovative

investment mechanisms and mobilizing additional sources of investment for GGGI’s investment pipeline. The aim of this origination plan is to

expand GGGI’s investment project pipeline and portfolio to ultimately increase green investment flows by providing opportunities to explore diverse

mechanisms with opportunities for replication, scale and sectoral diversification while securing financing sources for GGGI’s project pipelines.

Successful implementation of the plan will contribute to GGGI’s 6 Strategic Outcomes by increasing sustainable green investment flows in all 4

thematic areas of GGGI intervention.

Experiences to date demonstrate that only some projects are investable and that identifying projects that are commercially viable requires resources,

time and expertise. While placing a premium on green project development to obtain proven investor commitments during 2017-18, the challenge of

developing projects that result in clear impacts in a sector or significant market improvements remains. It is evident that investment solutions for

single projects are insufficient for upscaling, replication or sustainable private sector intervention. In order to scale up or replicate project structure for

a market, or to develop new projects with innovative business models, further refining and in-depth analysis is required from the ideation stage.

Modelling and structuring are a must in designing transformational financing mechanisms for higher success rate and cost reduction during project

preparation. This origination plan will enable GIS experts to collect and verify financial data at earlier stages as well as to conduct needed site visits

and expert interviews to design innovative project structures and ideas for de-risking a market at scale considering both bankability and the need of

the sector.

194

Beginning in 2019, GIS will explore various options to establish a project development facility to further utilize financing options for GGGI’s

investment project preparation. Many project preparation facilities exist today but their mandate may not fully agree with GGGI’s or they face

difficulties in developing a strong project pipeline. Therefore, establishing a project development facility that can bring new and sustainable financing

resources for GGGI project preparation should be sought through testing the appetite within climate financing communities while engaging with

existing facilities facing challenges in securing sufficient pipeline. Along with efforts to establish a project development facility, investor outreach will

be continuously pursued to market GGGI’s portfolio, check investor appetite and grasp the potential of gaining early stage interest and commitment

to GGGI’s project from investor communities. The team will also produce knowledge modules on investment project preparation based on

accumulated in-house experience and expertise with the aim to build local stakeholders’ capacity around project designing and structuring as well

as GGGI’s country teams.

Partnership and Resource Mobilization Plan

GGGI will coordinate closely with major development partners operating in the country of project origination and pipeline development, including

multilateral development banks and UN agencies, as well as private sector players. GGGI will continue to connect with partners to pursue joint project

development, ensure efficient dovetailing of support with other organisations, and pursue earmarked resources mobilization in scope of the above

work if possible. These partners include prospective members of the Carbon and Finance Club, including PIDG (InfraCo Asia and GuarantCo), GCF,

AfDB, TerraGlobal Capital, and ARK investments as well as MDBs such as ADB, AfDB, IDB, World Bank, IFC, EBRD, AIIB and others.

GIS will prioritize forming partnerships with investors with a deep understanding and a long-term commitment to green growth in developing

countries and emerging markets, principally MDBs, local public and private financial institutions, and local SWFs. Strategic partnerships with such

organizations will also be important in improving policy, regulatory and sectoral conditions for accelerating investment flows for green growth in

developing countries.

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Indicative Resource Envelope

Indicative GGGI Core resources allocated for 2019-2020: $0.328 million; Partner co-financing of the program is expected to be committed at $5 million

by end of the biennium.

GIS Global Origination Plan: GIS 2019-2020 Program ($ 0.328million)

Subtheme Implementation Funding Notes: Resource Mobilization

Inception Completion GGGI Partner Gap Total

Ongoing

2017-2018

Global National

Financing

Vehicles

January 2017 December 2018 1.865 0 0 1.865 WPB 2017-18 Core (Approved in October 2016)

Planned 2019-2020

Scale-up and replication of

investment projects

January 2019 December

2020

0.091 0 0 0.1 WPB 2019-20 Core

New innovative investment

projects/business models

January 2019 December

2020

0.091 0 0 0.1 WPB 2019-20 Core

Identification of project

preparation funds for GGGI

projects

January 2019 December

2020

0.073 5 0 5.08 WPB 2019-20 Core + project preparation funds raised

through the facility (USD up to 5M by end of 2020)

Investor outreach & portfolio

marketing

January 2019 December

2020

0.073 0 0 0.08 WPB 2019-20 Core

Funding for Office Operations / Unallocated 0 5

1 Please provide further description on partnership and resource mobilization plans for the program in the footnotes to the table, as required.

Source: GGGI Staff

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Results Framework: GIS Global Origination Plan Summary 2019-2020

Subtheme Input

(Project Title)

Output Verification Contributions to

Strategic Outcomes

Assumptions

Risks

Intermediate outcome: Increased Green Investment Flows

Cross-cutting Scale-up and

replication of

investment projects

Project Idea Notes (PINs) on

investment mechanisms/tools

for scale-up and replication

targeting at least GGGI’s 4

thematic interventions

• 2 PINs developed through GIS

Global Origination Plan

• 1 successful application of

innovative upscaling, replication

mechanism developed through 2

PINs

Successful development of

project idea will contribute to at

least 3 GGGI Strategic

Outcomes (likely SO1, SO2, SO3

and SO5).

• Early financial data is

available and accurate.

• Availability of climate

finance, concessional

finance

Cross-cutting New innovative

investment

projects/business

models

Project Idea Notes (PINs) on

new investment

projects/business models

targeting at least GGGI’s 4

thematic interventions

• 2 PINs developed through GIS

Global Origination Plan

• 1 successful application of

innovative investment mechanism

developed through 2 PINs

Successful development of

project idea will contribute to at

least 3 GGGI Strategic

Outcomes (likely SO1, SO2, SO3

and SO5).

• Early financial data is

available and accurate.

• Availability of climate

finance, concessional

finance

Cross-cutting Identification of

project preparation

funds for GGGI

projects

Project preparation facility/-ies

for GGGI’s project pipeline

financing established

• 1 project development facility

developed in 2019

• USD 5M committed to GGGI

projects by end of 2020

Project preparation facility will

contribute to at least 3 GGGI

Strategic Outcomes (likely SO1,

SO2, SO3, SO6).

• Existing project financing

facilities are willing to

partner with GGGI for

project development

• Appetite for creating new

project preparation facility

Cross-cutting Investor outreach &

portfolio marketing

Investor outreach for two

primary objectives:

1. GGGI investment work

marketing; and

2. Engaging with climate

finance community for GGGI’s

profiling in the space

• USD 25M worth of investor

commitment to GGGI projects each

year through investor outreach

activities

• 3+ generic (i.e. solar projects)

investment project module toolkit

capturing GGGI’s experience and

lessons learnt for local stakeholders

as well as GGGI in-country staff

Successfully mobilized investor

commitment will contribute to

at least 3 GGGI Strategic

Outcomes (likely SO1, SO2,

SO3, SO6).

• Low risk

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Thought Leadership (TL) Global Business Plan

Thought Leadership Strategy

The Office of Thought Leadership (TL) serves as GGGI’s central body for managing projects and programs that are multi-country, multi-themed, and

cross-sectoral in nature. Its objective is to advance GGGI’s impact at the global and country levels through applied research and analysis, knowledge

sharing, and capacity building programs in three core areas of work:

• Strategic Research: conducting research and preparing technical reports and publications on sustainable energy, electric and sustainable

mobility, green growth and the employment, and readiness assessments for implementation of Nationally Determined Contributions (NDC)

and Sustainable Development Goals (SDGs), and macroeconomic issues;

• Metrics-Based Tools and Methodologies: applying the Green Growth Potential Assessment (GGPA) to inform national green growth

planning and developing GGGI’s Green Growth Index (and Simulation Model), to be part of an annual State of Green Growth report starting

in 2019;

• Knowledge Sharing: sharing green growth best practices and experiences through capacity building and the Green Growth Knowledge

Platform (GGKP), the world’s largest green growth knowledge base and partnership platform.

In addition, TL supports country programs and leads GGGI’s long-term partnerships with academic, research, and international institutions

focusing on knowledge exchange and capacity building. The office also coordinates GGGI’s process for developing and approving official

flagship publications.

In 2017, TL completed five GGPA assessments and launched the pilot Green Growth Index. TL continued operation and growth of the Green Growth

Knowledge Platform (GGKP) and established partnerships with four universities. The office initiated new guidelines and processes for GGGI flagship

publications and published GGGI’s Green Energy Development Technical Guidelines, technical reports, and journal articles on food science, energy,

and transport. In addition, the office supported seven country projects in the areas of energy, transport, and green cities.

TL led the development of GGGI’s new green growth theory of change, Strategic Outcomes (SO), and draft guidelines for Strategic Outcomes target-

setting. In early 2018, the SO project initiated a joint work with the African Development Bank Group (AfDB) on green growth readiness assessment in

Africa, and two multi-country support programs on green growth and employment (green jobs) and air quality assessment and improvement.

Global Program

During 2019-2020, the Office of Thought Leadership will build on its 2017-2018 successes in applied research, capacity building, and knowledge

198

sharing to further strengthen GGGI country delivery and global engagement.

TL’s Strategic Research projects will build on GGGI’s Strategic Outcomes project with green growth readiness assessments, green employment

creation policy support, and NDC implementation support to partner countries. In 2019-2020, the project aims to conduct full green growth state,

trends, and readiness assessments in Asia and Latin America, and support NDC (SDG) implementation roadmap development in several GGGI

countries. TL will also continue to support the development and implementation of electric and sustainable mobility options in partner countries in

collaboration with GGP&I and IPSD teams, aligned with NDCs and SDGs, and consider innovative, forward-looking ideas that will disrupt conventional

transport systems and services. TL will continue to assist GGGI countries in addressing a full range of renewable energy and energy efficiency goals,

improve policies, mobilize finance, and build capacity.

TL’s Metrics-Based Tools and Methodologies projects will continue to provide important analysis, data, and stakeholder engagement to help

countries assess green growth potential, track performance, and anticipate opportunities for the future. The GGPA will continue to serve as a

foundational process for GGGI member and partner countries initiating or updating their CPFs, with up to eight countries planned during 2019-2020

using updated methodologies. GGGI will fully launch the Green Growth Index and Simulation Model using a comprehensive methodology that applies

five core dimensions of inclusive green growth across multiple thematic areas and sectors, and share the results through an interactive website.

TL’s Knowledge Sharing initiatives will primarily focus on continuing GGGI’s leadership in operating the GGKP platform, during which GGGI will

work to broaden its network and engage private sector stakeholders in new industry and finance web platforms, and support GGGI’s efforts to

promote green investment. The new GGKP Expert Connect service will provide policymakers the opportunity to interact with leading green growth

practitioners. GGGI will launch a new Global Green Growth 2030 Campaign in 2019, describing successful green growth experience and best practices

and present detailed datasets from the Green Growth Index indicating country green growth performance.

Partnership and Resource Mobilization Plan

During 2019-2020, TL will continue to rely on and expand collaboration with key international organizations and academic partners. TL proposes to

partner directly with UN Environment to jointly raise resources for the GGKP Secretariat. TL will also pursue resource mobilization and co-financing

opportunities for: further development of Strategic Outcomes, strategic analytical work around NDC implementation, green jobs advisory program,

and air quality improvement program; and country-level projects and research on electric and sustainable mobility, LEDS, and other technical areas.

Collaboration with partner organizations will go towards in-kind support and joint proposal and capacity development in TL projects including in

NDC/SDG implementation, sustainable energy, green jobs creation advisory, air quality improvement program, and refinement and development of

Green Growth Index and Simulation Model. Academic and international partner organizations will provide input into TL’s macroeconomic analysis,

research on sectoral issues, and indicators-focused tools and methodologies. TL will also continue to lead GGGI’s efforts to engage academic

199

partners in collaborative research, internships, fellowship, and capacity building activities.

Indicative Resource Envelope:

Indicative GGGI Core resources allocated for 2019-2020: $3.82 million; Partner co-financing of the program is expected at $2.35 in the biennium.

Global Business Plan: Office of Thought Leadership Ongoing 2017-2018 and Proposed 2019-2020 Program ($, millions)

Note, in 2017-2018 budget, personnel costs for several Strategic Research projects are incorporated into IPSD projects, and the Knowledge Sharing budget also includes IPSD personnel costs.

Thematic

Area

Subtheme Implementation Funding Notes: Resource Mobilization

Inception Completion GGGI Partner Gap Total

Ongoing 2017-2018

Strategic Research

Cross-cutting TL Research & Analysis; Strategic

Outcomes; Capacity Building; LDC

Renewable Energy and Energy Efficiency

Initiative; Electric and Sustainable

Mobility

Jan-17 Dec-18 1.47 0.06 0 1.54 Co-financing (cash and in-kind) by AfDB and

potentially others for joint green growth

readiness assessments and in-kind

contributions from university partners.

Metrics-Based Tools and

Methodologies

Cross-cutting Green Growth Index; GGPA Jan-17 Dec-18 2.31 0 0 2.31 None

Climate Diplomacy

Cross-cutting Climate Diplomacy Jan-17 Dec-18 0.32 0 0 0.32 None

Knowledge Sharing

Cross-cutting Global & Regional Knowledge Sharing;

GGKP; GREEN-WIN

Jan-17 Dec-18 1.90 0 0 1.90 None

Subtotal $6.01 $0.06 $0 $6.07

Planned 2019-2020

Strategic Research

Cross-cutting Strategic Outcomes; Sustainable Energy;

Electric and Sustainable Mobility;

Macroeconomic Analysis

Jan-19 Dec-20 $1.76 $0 $1.20 $2.96 Close to 50% of non-personal financing

sought from MDBs and major implementation

agencies for SO-related projects.

Cross-cutting Green Growth Index; GGPA Jan-19 Dec-20 $1.26 $0 $0.63 $1.89

Knowledge Sharing

Cross-cutting GGKP; Global Green Growth 2030

Campaign

Jan-19 Dec-20 $0.80 $0 $0.52 $1.32 GGGI plans to partner with UN Environment

to jointly raise donor funding for GGKP

implementation.

Subtotal $3.82 $0 $2.35 $6.17

200

Funding for Office Ops. / Unallocated N/A N/A

Results Framework: Office of Thought Leadership Program Summary 2019-2020

Subtheme Input Output Verification Contributions

to SOs

Assumptions

Risks

Intermediate outcome: Strengthened national, subnational, local green growth policy planning, financing, and institutional frameworks

Cross-

Cutting

Green

Growth Index

- Measure of green growth performance Technical report All six SOs Country interest

Council/country agreement

Cross-

Cutting

GGPA - Assessment of green growth potential and identification of

relevant green growth interventions in selected countries

- Research and refinement of assessment methodology

Country reports All six SOs Assumptions: Country interest in GGPA;

govt. endorsement of final GGPA report and

interest in further collaboration with GGGI

Cross-

Cutting

SOs and NDC

support

- SOs positioned as a key development impact framework; GGGI

SO targets updated for 2019-2020

- NDC/SDG target/roadmap development support to 5 countries

- Green growth state, trend, readiness assessment for Asia/LAC

SO target report cards;

framework report;

assessments, reports and

action plans; events

All six SOs Sufficient funding secured from external

partners; 2018 results provide sound basis

for raising financing; adequate support

from country teams

Sustain-

able

Energy

Sustain-able

Energy

- Delivery of capacity development in sustainable energy at

regional hubs and in countries

- Analysis and/or policy brief on renewable energy prepared

- GGGI countries provided with necessary tools/information to

support accelerated renewable energy deployment and access

Meeting notes/ training

manuals/ workshop

evaluation/modules;

technical reports, insight

briefs and journal articles

SO 1, SO 3.1,

SO4

Green

Cities;

Transport

Electric and

Sustainable

Mobility

- Analysis on electric mobility provided for country programs

- Research on disruptive ideas in the transport sector conducted

analysis reports; technical

reports and journal

articles

SO 1, SO 3.1,

SO4

Cross-

Cutting

Economic

Analysis

- Six macroeconomic analyses on country performance; three

green jobs analyses; two technical reports; three peer-reviewed

articles

Publications and analyses All six SOs More limited demand for economic analysis

than currently expected.

Intermediate outcome: Improved Multi-Directional Knowledge Sharing and Learning between Countries on Green Growth

Cross-

Cutting

Green

Growth

Knowledge

Platform

- Knowledge partnerships with country organizations

- Engage with governments through Expert Connect

- Create the Green Industry and Green Finance Platform

Partnerships, new web

platforms, expert

engagements

All six SOs Sufficient funding secured from external

partners; 2018 works conducted

satisfactorily to provide basis

Cross-

cutting

Global Green

Growth 2030

Campaign

State of Green Growth 2019, 2020 Report

2019 Report

2020 Report

All six SOs Assumptions: GGGI has good

successes/lessons to share; reports are

received positively

Risks: Limited successes/lessons; negative

reactions from some countries

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Safeguards, Poverty Reduction and Social Inclusion (SPRSI) Global Business Plan

Sustainability & Safeguards

Safeguarding people and the planet and securing environmental and social sustainability is at the heart of GGGI’s definition of green growth and its

corporate mission and strategy. The main objective of GGGI’s Sustainability and Safeguards Unit (SSU) is to ensure that GGGI programs and projects

identify and manage potential environmental and social risks while developing opportunities to maximize positive social and gender outcomes. The

aim is to demonstrate and build empirical evidence on how positive social and gender outcomes contribute to a successful green economy transition.

Safeguarding is a cross-cutting function that requires seamless coordination and close cooperation with different teams across the organization.

SSU has been operational since 2015. Work and achievements to date include the development of corporate rules and strategies for mainstreaming

environmental and social safeguards, poverty reduction, gender and social inclusion (SPRSI), such as the Sustainability and Safeguards Rules and the

Gender Equality Strategy. SPRSI related activities have also been strengthened by the availability of Rules for Engaging the Private Sector, Compliance

Review Mechanism and GGGI’s Accountability Framework, which focus on improving due diligence processes, internal accountability and

governance. SPRSI has been systemized into core corporate procedures including the Country Planning Framework (CPF), Work Program and Budget

(WPB), Project Cycle Management (PCM) series and green investment service origination and development process. Resource materials, toolkits and

guidance documents have been made available for operationalizing SPRSI in the design and development of GGGI programs and projects. SPRSI

Focal Points have been established in country programs as well as in key functional units at headquarters for increased internal capacity, while acting

as the “extended SPRSI team” for SPRSI mainstreaming throughout GGGI. Key partnerships have also been formed with the International Institute

for Environment and Development (IIED), the Green Economy Coalition (GEC) and the safeguards/gender team of the Green Climate Fund (GCF).

Global Program

SSU has 4 main focus areas for operationalizing SPRSI: (1) Corporate strategies, rules, procedures and core business processes; (2) Guidelines, tools

and resource materials; (3) Internal capacity development and knowledge sharing; and (4) Partnerships and in-country support for improved gender

and social impacts. The first three areas have been the main focus of SSU’s activities to date. However, in 2019-2020, the Unit will focus on building

stronger partnerships and supporting GGGI country programs to deliver more positive gender and social impacts. This includes ensuring that policy

interventions, capacity building in partner governments, bankable projects, National Financing Vehicles (NFVs) and knowledge products and services

strategically mainstream SPRSI. A Gender and Poverty Marker will be introduced to for this purpose . Support will also be given to strengthening

national safeguards systems and gender-responsive mechanisms to secure international green finance for implementing inclusive and gender-

sensitive green growth plans.

Partnership and Resource Mobilization Plan

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SSU will collaborate closely with the country, thematic and green investment teams to ensure that GGGI’s impact on the ground are pro-poor,

socially inclusive, gender-responsive and environmentally sustainable. The Unit has formed partnerships with IIED and GEC, which are acknowledged

for their thought-leadership and advocacy work for greener and fairer economy transition. SSU plans to explore strategic partnerships with the

international gender community, as well as gender and social development divisions in multilateral development banks and funds for resource

mobilization efforts.

203

Indicative Resource Envelope:

Indicative GGGI Core resources allocated for 2019-2020: $1.0 million in the biennium from the corporate core budget, and $0.25 million from country

programs and earmarked funding.

Global Business Plan: Sustainability and Safeguards Unit 2019-2020 Program ($, million)

Planned 2019-2020

Funding for Office Operations / Unallocated

Subtheme Implementation Funding Notes: Resource Mobilization

Inception Completion GGGI Partner Gap Total

Ongoing 2017-2018

Revision and development of corporate rules and processes Jan-17 Dec-18 0.10 - - 0.10

SPRSI tools and products Development Jan-17 Dec-18 0.30 - - 0.30

Internal training and communications Jan-17 Dec-18 0.30 - - 0.30

In-country support on SPRSI

(e.g., Philippines, Rwanda, Ethiopia, Vanuatu, Mongolia,

Indonesia and Colombia)

Jan-17 Dec-18 0.30 - - 0.30

Total 1.00

Pro-poor and inclusive policy interventions Jan-19 Dec-20 0.40 0.25 0.60 Seek additional earmarked funding from

MDBs/Funds on SPRSI-focused RFPs

NFV/bankable projects with strong gender/social impacts Jan-19 Dec-20 0.40 0.40

Knowledge products and communication materials Jan-19 Dec-20 0.20 0.20

Total 1.25 Note: GGGI core funding from country

programs have not yet been reflected in

the current GBP budget

204

Results Framework: Sustainability and Safeguards Summary 2019-2020

Subtheme Input Output Verification Contributions to

Strategic Outcomes42

Assumptions

Risks

Intermediate outcome: Strengthened national, subnational, local green growth policy planning, financing, and institutional frameworks

Muti-thematic Pro-poor and inclusive

policy interventions

• Policies and plans developed by

GGGI country programs are pro-

poor, socially inclusive and gender-

responsive.

National and sub-

national policies and

plans

SO1: GHG emission reduction

SO2: Green Jobs

SO3: Increased access to sustainable Services

SO4: Improved air quality

SO5: Adequate supply of ecosystem services

SO6: Enhanced adaptation to climate change

Government

acceptance of

policies and plans

Intermediate outcome: Increased Green Investment Flows

Muti-thematic NFV/bankable projects

with strong

gender/social impacts

• NFVs have adequate environmental

and social management framework

(ESMF) and includes gender impacts

in the investment criteria

• Bankable projects are safeguarded

from potential environmental and

social risks, and have strong gender

and social impacts

• NFVs designed

and developed

• Bankable project

documents

SO1: GHG emission reduction

SO2: Green Jobs

SO3: Increased access to sustainable Services

SO4: Improved air quality

SO5: Adequate supply of ecosystem services

SO6: Enhanced adaptation to climate change

Intermediate outcome: Improved Multi-directional Knowledge Sharing and Learning between Countries on Green Growth

Muti-thematic Knowledge products

and communication

materials

• Flagship publication on country case

studies highlighting pro-poor

inclusive green growth

• SPRSI knowledge products and

communication materials (for

external partners such as

government officials, private sector

etc.)

Publications and

materials

SO1: GHG emission reduction

SO2: Green Jobs

SO3: Increased access to sustainable Services

SO4: Improved air quality

SO5: Adequate supply of ecosystem services

SO6: Enhanced adaptation to climate change

42 SSU’s safeguards activities will contribute to all six Strategic Outomes, while its gender and social development work will mainly contribute to SO2, SO3 and SO6.