At a Glance
|Publication Date||October 2015|
|Countries||Paraguay, Kiribati, Philippines, Hungary, Lao PDR, Rwanda, Mongolia, Senegal, Colombia, United Arab Emirates, Costa Rica, Mozambique, Viet Nam, Fiji, India, Nepal, Guyana, Cambodia, Jordan, Papua New Guinea, Ethiopia, Qatar, Morocco, Myanmar, Uganda, Peru, Indonesia, México, Thailand, Vanuatu|
|Thematic Areas||Gender and Inclusive Development, Climate Resilient and Green Growth, Green Finance|
The objective of the third JDR was to assess the progress in the operationalization of the GGGI’s Strategic Plan 2015-2020 across the GGGI’s programs and operations, including results-based management.
Members of the JDR Team
- Department of Foreign Affairs and Trade, Australia
- Korean International Cooperation Agency (KOICA)
- Ministry of Foreign Affairs, Republic of Korea
- Ministry of Foreign Affairs, Denmark
- Norwegian Agency for Development Cooperation (NORAD)
- Department for International Development (DfID), United Kingdom
- GGGI has made good progress towards addressing the recommendations of the Second JDR and creating value for its partners.
- GGGI demonstrates a good understanding of the concept of green growth, which will have to be fully internalized by its staff and guide the GGGI’s priorities and work planning.
- GGGI is delivering services along its value chain and produces recognized value for its partners, but the role and relevance of the GGGI is not always clear to its partners.
- There are good prospects for sustainability, scale up, and replication of green growth solutions, but a need to ensure quality assurance of scale-up/replication potential.
- GGGI still has certain competency gaps and should consider that its best activities as a trusted advisor can be ensured by GGGI staff rather than consultants.
- Private sector engagement in the GGGI operations is uneven, but it is in the process of being strengthened at country level.
- The development of safeguards and mainstreaming of social inclusion and poverty reduction have progressed well and have increasingly become an integrated part of work.
- The GGGI’s results-based management and monitoring has improved significantly with systems in place and implementation in progress.
- To avoid overstretching its limited capacity, GGGI needs to limit its country level activities to a realistic number of member countries and carefully prioritize which partnerships, forums and events to engage.
- Focus services on delivery within the full value chain and provide innovative green investment services to projects that are linked with strategic support to inclusive green growth policies, strategies and plans in member countries.
- Address green growth in a comprehensive way, which include transformational growth, energy, climate change, political economy, and practical application of solutions.
- Ensure that GGGI’s products are sufficiently quality assured, fit for purpose and specifically checked for their practical applicability and green growth impacts before they are used as models, scaled up and replicated.
- Develop an outreach strategy to provide an overview of its most important institutional relationships including purpose and expected value added of these relationships and the division of labor and report regularly to the Members on the developments in such relationships.
- Develop an overview of the ongoing change processes including their timing and intended goals and communicate it internally and externally, and provide regular updates to Members on progress.