Report

Independent evaluation of GGGI’s progress against the Strategic Plan 2015-2020

At a Glance

Publication Date July 2017
Format pdf
Thematic Area Cross Cutting

In November 2014, the Council adopted the GGGI Strategic Plan which set out the organization’s strategic priorities and directions for the period 2015 – 2020.

With the halfway mark of the Strategic Plan approaching, GGGI commissioned an independent evaluation to assess progress made against the priorities set in the Strategic Plan and on possible adjustments that might be required moving forward.

The evaluation was undertaken between March and July 2017 by a team of 3 independent experts, and included site visits to GGGI headquarters in Seoul, as well as country programs in the Philippines, Vanuatu, Jordan, Rwanda and Colombia.

The evaluation focused on three main areas:

  • 1) Program performance;
  • 2) Institutional development; and
  • 3) Effectiveness of the Strategic Plan in guiding GGGI to deliver green growth outcomes.

Overall, the independent evaluators found that GGGI had made strong progress against the Plan’s strategic outcomes, but also noted opportunities to improve in a range of areas. Some of the key findings are summarized as follows.

Program performance

  • GGGI has made noteworthy progress in strengthening green growth policies in many countries, though it is too early to tell if these will translate into transformational outcomes. To enhance the likelihood of this, GGGI should consider expanding its presence beyond any single ministry.
  • GGGI has demonstrated significant early wins in increasing green investment, with $236 million mobilized in 2015-16 from its policy work. A sizeable pipeline of bankable projects and national financing vehicles has been built. Financing in relation to these has yet to be mobilized, but is expected to be forthcoming.
  • Although GGGI has undertaken a large number of capacity building activities, there remains ample opportunities to strengthen their alignment with other programmatic activities and establish a more systematic corporate approach to manage knowledge sharing between countries.

 

Institutional development

  • GGGI’s operations and membership has continued to grow. The pace of growth should be guided by a balance between available resources and planned activities. Linked to this, resource mobilization efforts require greater attention, particularly with respect to earmarked funding.
  • Proactive steps have been taken to forge a strategic partnership with the Green Climate Fund to mobilize green financing. However, similar strategic engagement efforts are also required with multilateral development banks and private sector partners.
  • There have been marked improvements to GGGI’s policies and systems relating to its financial, procurement, results and program cycle management functions since 2013-14. Safeguards, poverty reduction and social inclusion considerations have begun to be integrated into GGGI’s programming.

 

Strategic Plan

  • The Strategic Plan has been well embedded and is influencing the work of GGGI. The evaluation team supported GGGI’s proposals to strengthen the strategic outcomes and core values described in the Strategic Plan. In future, GGGI might also consider a longer-term Strategic Plan aligned to the 2030 Sustainable Development Goals and climate-related commitments under the Paris Agreement.

The findings and recommendations of the independent evaluator’s report have been accepted and responded to by GGGI’s management. The evaluation has informed proposed revisions to the Strategic Plan 2015-2020, which will be presented to Council for consideration and decision in October 2017.