DRAFT
APPENDIX A
GCF 3-YEAR ACTION PLAN
(2014-2017)
1
DEFINITIONS
OBJECTIVE: What do you want to do?
OUTCOME: Why do you want to do it?
INDICATOR: How will you know you succeeded?
1ST STRATEGIC OBJECTIVE FACILITATING HIGH-LEVEL POLITICAL ENGAGEMENT BY GCF GOVERNORS
OUTCOMES
The GCF supports the GCF Governors efforts to
provide strategic leadership to the GCF and the
broader climate and forest policy community
INDICATORS
–
–
–
–
–
–
–
The GCF creates opportunities for high-level
engagement that result in change
–
–
–
–
–
–
–
GCF develops packet of materials for new Governors/Administrations
GCF Governors are well-informed about the GCF
GCF Governors endorse the Rio Branco Declaration
GCF Governors put resources behind implementing the Rio Branco Declaration
GCF Governors advocate the positions of the GCF at > 2 international
meetings annually
GCF Governors actively participate in the UNFCCC process (including national
UNFCCC COP preparations to extent feasible)
GCF Governors develop shared policy objectives and recommendations for
their countries that they communicate with their national governments
(including input on the design of UNFCCC results-based payment mechanism)
>85% of Governors are involved in GCF policy agenda every year
Governors reference their involvement in the GCF in external communications
GCF has a communications and action strategy for UNFCCC COPs (e.g. 2014
in Peru and 2015 COP in Paris)
GCF organizes official and/or off-site events at all UNFCCC
GCF identifies events organized by other organizations at COP where
Governors and representatives can participate
GCF sends delegations to other key international meetings/discussion spaces
(CarbonExpo, NACW, commodity roundtables, supply chain efforts, etc)
GCF Coordinators convene Annual Meetings of the GCF Governors in their
regions to define leadership goals, to generate collective positions and
proposals, and to identify leading Governors for region to help with governor
2
–
outreach
GCF Governors and/or delegates are influencing policy decisions as
evidenced by 2 policy publications, 2 meetings with state
secretaries/legislators, and 2 meetings with national ministries per region per
year to communicate GCF positions, best practices and recommendations.
2ND STRATEGIC OBJECTIVE DEFINING AND ADVANCING CORE ELEMENTS OF THE JURISDICTIONAL
APPROACH
OUTCOMES
GCF jurisdictional REDD+ Framework/Performance
Metric guides GCF Members about how to
develop, finance, and implement low emissions
development programs with strong social and
environmental safeguards
INDICATORS
–
–
–
–
–
–
–
GCF is recognized as a driver of national, regional,
and international REDD+ and low emissions
development policies and initiatives.
GCF works with existing standards organizations to simplify and communicate
those standards to its Members
GCF completes and disseminates GCF Framework/Performance Metric to its
Members
Workshops/training/webinars held on Framework/Performance Metric
>60% of GCF tropical forest jurisdictions are accessing performance-based
funding from the GCF Fund and other sources using the
Framework/Performance Metric by March 1, 2017
> 60% jurisdictions are implementing REDD+/LED programs that are consistent
with the Framework/Metric by March 1 2017
GCF ensures Framework/Metric socialized and aligned with national policies
accounting systems by meeting with national officials, engaging in targeted
training and outreach
GCF engages with emerging compliance markets about Framework/Metric
and opportunities for partnership
–
Members issue an Annual Brief that describes their successful
instruments/approaches that may be replicated in other member states
–
GCF implements the commitments of the Rio Branco Declaration, including
establishing reference levels in all tropical forest GCF states and provinces
(using the Framework/Metric)
GCF develops innovative partnerships with sustainable supply chain efforts and
Indigenous Peoples organizations
–
3
GCF states and provinces have the support they
need to implement robust jurisdictional REDD+ and
low emissions development programs
–
–
GCF expands its scope to encompass low
emissions development activities broadly
–
–
–
–
GCF regularly assesses the needs of its Members to create enabling conditions
for low emissions economies and directs available resources to address those
needs, with the following member-identified indicators of success:
o GCF tropical forest states and provinces reduce deforestation by 80%
by 2020
o GCF tropical forest states and provinces increase forest cover by at
least 30% by 2020
o GCF Members improve livelihood productivity by __% by 2020
o Where relevant, GCF Members have increased the use of fuel-efficient
energy sources by 40% by 2020
o GCF Members establish Climate Change Commissions
o GCF Members harmonize agriculture and forestry policies
o GCF Members provide capacity-building to local institutions in forestdependent communities, including for community land use, forest
management, and action plans
GCF supports participatory stakeholder processes for low emissions
development
GCF identifies areas for expansion and activities/funding for doing so at Annual
Meeting
GCF develops best practice approaches to climate-friendly agriculture
GCF develops best practice approaches to stakeholder participation and
benefit-sharing
3RD STRATEGIC OBJECTIVE SUPPORTING CAPACITY AND ENHANCING THE NETWORK OF CIVIL SERVANTS AND
PARTNERS IN GCF JURISDICTIONS
OUTCOMES
A high-level of capacity (technical, institutional,
policy) is achieved in all GCF jurisdictions
INDICATORS
–
–
–
–
GCF Framework/Metric (see above) outlines core elements of jurisdictional
programs
GCF regularly assesses member capacity-building needs in relation to these
core elements
GCF Training Program responds to member needs and interests and is
developed in conjunction with Coordinators, experts, and local input
Training program
4
Trains significant number of GCF civil servants
Includes indigenous peoples and other forest-dependent community
representatives
o Includes “Training of the Trainers” and pilot projects for information and
technology dissemination
o Explores partnership with local universities to develop curricula and
other projects
o Records and posts events using multimedia (distance learning?)
o Documents and synthesizes lessons learned in GCF Training Program
Handbook
o Develops regional information management networks to harmonize
approaches, promote information sharing, and solicit feedback
o Considers an Intensive Forest and Climate Change Management
Course (a high-level 5-day course where forest and climate change
managers from member states are trained and share experiences)
GCF expands and Improves GCF Network by
o Mapping all member jurisdictions
o Increasing awareness and use of Support Network
o Building a directory of experts
o Enhancing the functionality and utility of the tools
o
o
GCF Support Network strengthens relationships
within and between GCF jurisdictions and their
stakeholders
–
4TH STRATEGIC OBJECTIVE SUPPORTING ROBUST COUNTRY COORDINATION, TRAINING, LEARNING, AND
INFORMATION-SHARING ACROSS GCF JURISDICTIONS
OUTCOMES
Effectiveness of GCF country and regional
coordination is improved and facilitates learning
and action by Members
INDICATORS
–
–
–
–
–
Each year, the GCF improves and streamlines communications between
Secretariat and Coordinators
Annual meeting of Coordinators, Secretariat and Chair held in first quarter of
2015, 2016, and 2017 in Boulder, Colorado
The GCF Secretariat engages with Country Coordinators and GCF
representatives in their states and provinces through the GCF Regional
Strategy & Partnerships Meetings and the GCF Training Program (2015, 2016,
2017)
In 2015, the GCF adds secure log-in feature to the GCF website to give GCF
Country Coordinators and representatives quick access to important
5
documents and announcements relevant to them
The GCF consolidates and ensures added value of all meetings, workshops
and trainings
–
–
The GCF Training Program and Support Network
increase cross-jurisdictional exchange and
innovation diffusion
The GCF Knowledge Database promotes
information-exchange, transparency, and
accountability
The GCF Coordinators allocate a significant amount of time in 2015-2017 on (a)
high-level political engagement; (b) regional thought leadership and
partnership development; and (c) state-national alignment
The GCF seeks multi-year funding in 2015, 2016, and 2017 to expand budget for
Country Coordination staffing and GCF activities
–
–
See Strategic Objective 3 (Training Program and Support Network)
The GCF supports at least 2 learning and exchange visits between GCF
Members annually
–
The GCF develops a budget and procedures for maintaining a robust, highquality, easily accessible, and up to date GCF Knowledge Database by March
2015
The GCF considers other options for information tracking and exchange
through 2020 by March 2015
The GCF assesses the ability of its Members to engage in data
management/updates and addresses any technological and staffing shortfalls
by March 2015
In 2015, the GCF seeks adequate funding to maintain and improve the
Knowledge Database or to build and maintain any other option selected
–
–
–
6
The GCF strategically communicates results to
facilitate dialogue and learning and increase
impact
–
–
The GCF develops a Communications Plan by June 2015 that includes:
o Internal approaches
 New Governor/member informational packet
 Monthly Secretariat updates
 Regular member updates to Secretariat
 Regular national updates from Coordinators
 Coordinators and Members may develop regional processes for
decisionmaking and communication
 Annual Secretariat-Coordinator-Chair meeting (Boulder, CO)
 Document translation and circulation guidelines
 Resources developed by other organizations on GCF topics of
interest disseminated (e.g. debates, lectures, videos, courses,
etc.)
 Regular website updates and improvements
 Regular update of materials (e.g. brochures, etc)
o External approaches (how to share information, approaches, best
practices, and other developments within and beyond each
jurisdiction)
 Meetings with decisionmakers
 Updating communications advisors/staff at state/provincial
level regarding GCF activities and request that GCF be more
fully incorporated into state/province communications and
infrastructure
 Develop content for and partner with online and print national
and international media organizations to expand awareness
and promote GCF activities
 Newsletters, fact sheets, brochures, reports sent to regularly
updated GCF Contacts list
 Twitter, Facebook, Flickr
 Updated GCF website and Knowledge Database
 Guidelines for when and how to seek outside assistance
 Regional GCF web pages
 A targeted approach for exchanging information and
engaging with local communities including community radio
initiatives
GCF Members tailor and use communications plan
7
5TH STRATEGIC OBJECTIVE BUILDING AND DEEPENING PARTNERSHIPS FOR FUNDING AND JOINT ACTIVITIES
OUTCOMES
Sustained, long-term finance for capacity-building
and pay-for-performance activities of the GCF
Members is secured through the GCF Fund
INDICATORS
–
–
–
–
–
–
–
Sustained, long-term finance for capacity-building
and pay-for-performance activities of the GCF
Members is secured through other sources of
support and partnerships
–
–
–
–
–
The GCF Fund raises $ 1M USD per GCF member by December 31, 2015 and
annually thereafter for continuing Fund activities
The GCF Fund uses the Rio Branco Declaration target (80% reductions by 2020)
to develop a Fundraising Plan by January 2015 to achieve its fundraising goals
The GCF Fund fundraising plan, priorities, and procedures are developed with
input and oversight from the GCF Members (and are aligned with national
policies) (2015, 2016, 2017)
The GCF Fund identifies clusters as part of establishing fundraising priorities
The GCF Fund develops a legal analysis of governance options for the Fund,
including Board composition, long-term location of the Fund, etc. (2015)
[clarify with Brazilians]
The GCF Members and Secretariat work closely with Fund staff to develop
fundraising policies, assist with fundraising, and track and share activities and
results (2015, 2016, 2017)
The GCF Fund results are tracked and reported through GCF Knowledge
Database or other tracking tool developed (2015, 2016, 2017)
The GCF develops a global analysis of the sources of (and procedures for
accessing) financing for REDD+ and low emissions development for the GCF
and its Members, including a map of donors and their history of contributions
(June 2015)
The GCF evaluates “pay for performance” assets/opportunities within the
GCF’s jurisdictions and develops an innovative pay-for-performance financing
Strategy for its Members [2015, need more input from Mariano and determine
how this relates to Jurisdictional Framework/Metric discussed above]
The GCF develops Public-Private Partnerships to leverage funds and other
resources, including by building partnerships with Consumer Goods Forum and
other companies working on net deforestation-free supply chains (2015, 2016,
2017)
The GCF facilitate exchange between jurisdictions that have had success
accessing finance and those looking for financing (2015, 2016, 2017)
The GCF engages with other standards organizations (e.g. VCS), int’l institutions
(e.g. World Bank), negotiation spaces (e.g. UN CBD), emerging markets
(voluntary, compliance), and other initiatives (commodity roundtable,
8
GCF engages with developed country jurisdictions
that may provide technical and/or financial
support to the GCF Members
–
–
–
–
GCF solidifies partnerships and collaborations with
key public and private sector entities, which
increases effectiveness
–
–
–
–
sustainable supply chain efforts) (2015, 2016, 2017)
The GCF maps and tracks demand side jurisdictions with potential interest in
offsets (April 2015 and in 2016, 2017)
The GCF conducts outreach and organizes meetings with interested
jurisdictions (2015, 2016, 2017)
The GCF Members develop regional approaches/connections (2015, 2016,
2017)
The GCF adds 5 demand side jurisdictions as Members by 2016; and 5 more by
2020
The GCF creates opportunities at the UNFCCC COPs, the GCF Annual
Meetings, and other international forums to develop partnerships (2015, 2016,
2017)
The GCF conducts individualized outreach to Consumer Goods Forum and
other companies with relevant supply chain activities in GCF jurisdictions
The GCF conducts individualized outreach to Indigenous Peoples
organizations, including COICA and MADN (2015, 2016, 2017)
Partnerships result in tangible outcomes (low emissions development results)
(2016, 2017)
6TH STRATEGIC OBJECTIVE PROMOTING STATE-NATIONAL ALIGNMENT
OUTCOMES
GCF Members are engaging with national
ministries, agencies, and decisionmakers and
aligning state and national policies and activities
INDICATORS
–
–
–
–
–
–
The GCF Members actively participate in national REDD+/LED processes on an
annual basis
The GCF tracks, understands, and takes advantage of the key opportunities for
input to national processes (2015, 2016, 2017)
GCF Country Coordinators facilitate interactions between their jurisdictions and
national entities by identifying key national contacts, communicating with
them regularly, requesting in person meetings with them, and inviting them to
GCF events (2015, 2016, 2017)
The GCF identifies key national-level meetings and creating opportunities for
GCF speakers/attendees (2015, 2016, 2017)
The GCF Fund identifies and is consistent with member countries’ economic
development polices and processes (2015, 2016, 2017)
See also 1st Strategic Objective indicators for high-level engagement
9
7TH STRATEGIC OBJECTIVE SUPPORTING AND ADVANCING INNOVATIVE JURISDICTIONAL INITIATIVES (EARLY
MOVERS)
OUTCOMES
The GCF is advancing innovation and linking early
movers with new partners.
INDICATORS
–
–
–
–
The GCF is diffusing innovative practices
throughout its membership.
–
–
The GCF Fund is supporting early movers, which
can demonstrate how REDD+ and low emissions
development can work in practice.
–
–
The GCF raises the profile of advanced jurisdictional programs and early
movers (2015, 2016, 2017)
The GCF links advanced jurisdictional programs and early movers with financial
and technical partners (2015, 2016, 2017)
The GCF updates policymakers and regulators in California and elsewhere
about the progress made in specific GCF jurisdictions and the potential for
linkage with these jurisdictions (2015, 2016, 2017)
See also Objective 4 (connecting Members with donor governments, civil
society partners, private sector actors, and Indigenous Peoples organizations to
develop innovative partnerships and initiatives across key GCF jurisdictions)
The GCF compiles lessons and best practices from innovative efforts to build
jurisdictional programs for low emissions development and effectively delivers
this information to the GCF’s Members
See also Objectives 3 (Capacity & Network), 4 (Information-sharing), 5
(Partnerships)
The GCF Fund continues to grow and receive additional contributions by early
2015 and into 2016, 2017 that can be allocated to address collective needs
across the GCF and support innovative initiatives in specific GCF jurisdictions.
See also Objective 5 (Fund provisions)
8TH STRATEGIC OBJECTIVE TRACKING JURISDICTIONAL PERFORMANCE
OUTCOMES
The GCF documents progress toward the Rio
INDICATORS
–
The GCF establishes simple indicators to measure the extent to which GCF
10
Branco Declaration commitments
Members:
o Build robust jurisdictional programs;
o Reduce deforestation relative to established reference levels;
o Secure long-term adequate financing;
o Channel a substantial share of performance-based funds to Indigenous
Peoples, smallholders and forest-dependent communities; and
o Align with, and support, national-level policies.
–
The GCF tracks progress on these indicators through an improved GCF
Knowledge Database or other mechanism (see Objective 4 Knowledge
Database provisions)
9TH STRATEGIC OBJECTIVE ENHANCING STAKEHOLDER COMMUNICATIONS, OUTREACH, AND PARTICIPATION
OUTCOMES
The GCF supports inclusive decisionmaking in GCF
states and provinces
The GCF increases its visibility with local and global
stakeholders and their participation in GCF
activities
The GCF engages with stakeholder processes,
which facilitates implementation of the Rio Branco
Declaration
INDICATORS
–
–
–
–
–
–
–
–
The GCF develops Communications Plan (see Strategic Objective 4 under
strategic communications outcome)
The GCF creates exchange opportunities with stakeholders in host jurisdiction
of the Annual Meeting well in advance of the Meeting
o Knowledge gaps and communications opportunities identified
o Information about previous meeting/minutes and current objectives
shared with stakeholders in advance of meeting
o Stakeholders involved in agenda development
o Meeting feedback disseminated
The GCF implements its Communications Plan (see Strategic Objective 4)
GCF’s capacity-building and coordination efforts (Training Program, Regional
Strategy and Partnership Meetings, Annual Meetings and Country
Coordination) continue to be the primary platforms for continued
engagement and participation of stakeholders from government, civil society,
academia, communities and the private sector
See also Objective 6 (Partnerships)
The GCF reviews, tracks, and communicates existing processes
The GCF identifies need and provides support for new/additional processes
including through Public-Private Partnerships
The GCF strengthens local community decisionmaking institutions [practical?]
11
–
–
–
The GCF Members engage local community and other forest stakeholders in
mapping and jurisdictional policy-making processes
The GCF promotes the rights of forest dependent communities to forests, the
use of forest resources, and carbon
[other related to Rio Branco Declaration? The GCF’s own process?]
12