Under the Strategic Plan 2015-2020 approved by the Council in November, 2014, GGGI aims to be a results-focused organization committed to meet its accountability, transparency, learning and continuous improvement needs. A key priority of results-based management is to deliver more for less and maximize impact by harnessing credible evidence to scale up successes and address areas for improvement.

Corporate Results Framework

GGGI’s Theory of Change (ToC) reflects our organizational mission to support GGGI Member countries move towards a model of green growth that simultaneously achieves poverty reduction, social inclusion, environmental sustainability and economic growth.

To achieve this, GGGI focuses on three strategic outcomes:

  • Strengthened national, sub-national, local green growth planning, financing, and institutional frameworks;
  • Increased green investment flows; and
  • Improved multi-directional knowledge sharing and learning and South-South and South-North-South cooperation among countries.

A Corporate Results Framework (CRF) was developed and approved by the GGGI Council in November, 2015 to provide a measurable basis for tracking and reporting on progress in delivering on the Strategic Plan. For each CRF indicator, targets and results are aggregated from relevant aligned indicators at the project level.

GGGI is undertaking a review of its Strategic Plan in 2017. As part of this exercise, GGGI expects to strengthen its results-focus through the adoption of a set of strategic green growth outcomes. Subject to Council approval, these will be reflected in a revised Strategic Plan and Corporate Results Framework at the end of 2017.

Tracking program results

Since the adoption of the Strategic Plan, GGGI has significantly strengthened its institutional capacity for results-based management (RBM) across the organization. Individual projects are generally designed and planned in 2-year cycles as part of GGGI’s biennial Work Program and Budget. The key steps include:

  • Design: All projects are required to have a logical framework that includes the key outputs (products or services) to be delivered by GGGI, as well as the outcomes expected to arise from the delivery of these outputs. Indicators, baselines, targets and timeframes are also defined to ensure measurability.

  • Monitor: GGGI project teams monitor progress against each project logframe and budgets and are required to report to management in GGGI HQ regularly. If risks to achieving progress are identified, preventative or corrective actions to address the issues are undertaken.

  • Report: At the end of every year, all project teams are required to submit a comprehensive annual report on the operations and progress/results of their projects against the logframes to GGGI HQ. Project level results are reviewed and aggregated to generate a report against the CRF every year, which is published as part of GGGI’s Annual Report.

  • Evaluate: From 2017, GGGI began to commission independent evaluations of a sample of projects each year. These evaluations are intended to provide GGGI members and donors with additional evidence on the extent to which intended impacts are being achieved and to inform improvements to project design and delivery. Evaluations will be commissioned, implemented and published in accordance with GGGI’s Evaluation Policy. In addition, GGGI periodically undergoes reviews by its members and donors which include multilateral exercises, such as the Joint Donor Reviews, as well as bilateral reviews that form part of the funding requirements of some donors.

Results and evaluation reports

  1. 1. GGGI Annual Reports
    1.     –  2016
    2.     –  2015
    3.     –  2014
    4.     –  2013
    5.     –  2012
  2. 2. Evaluation and Review Reports
    1.     –  Independent evaluation of GGGI’s progress against the Strategic Plan and
    2.     –  A summary of the key findings and recommendations
    3.     –  Third Joint Donor Review (2015)
    4.     –  Second Joint Donor Review (2013)