Udenrigsudvalget 2013-14, Klima-, Energi- og Bygningsudvalget 2013-14
URU Alm.del Bilag 13, KEB Alm.del Bilag 31
Offentligt
Danish Ministry of Foreign
Affairs
Technical Advisory Services
Support to Global Green Growth
Institute
File No: 104.G.13.
1. Background Page 1
2. Assessment of the PreparationProcess Page 2
3. Assessment of the GGGIProgramme Page 4
4. Organisational Assessment ofGGGI Page 9
5. Risks and Assumptions11
Page
6. Summary of Conclusions andRecommendations Page 12
current global business-as-usualeconomic development needed anoverhaul. The calls for a greenereconomy and growth, whichprovides economic, as well as socialand environmental benefits, hasbeen voiced from the traditionalenvironmental think tanks, NGOs,and international organizations, butalso from OECD, G20 governments,and from the private sector.
Figure 1: Overview developed in thecontext of Poverty EnvironmentPartnership
can be interpreted in variousdirections, from involving acomprehensive transformativechange of the economy to agreening of specific parts of thegrowth model e.g. introducing newgreener technologies, as can be seenfrom the figure 1, above.
them is: What’s in it (green growth)for the poor (people and countries)?However, “south” includes bothemerging economies/middle incomecountries which are alreadysubstantial green house gas emitters,as well as the least developedcountries, many of them located inAfrica. Thus, interest in greeneconomy and growth varies evenamong countries in the “south”.
not entirely clear what output theConference will have (it is unlikelythat it will agree on one and onlydefinition of the concept) it isplausible that it will lead to andfurther strengthen numerousinternational and national greeneconomy and growth initiatives andprocesses.
A few important stakeholders,supported by Danida, are alreadyvery active in the run-up to RIO+20:
UNEP programme, PovertyEnvironment Initiative, works atcountry level with integration andmainstreaming of poverty-environment in national policy andplanning processes, thereby alsodealing with greening of economies.PEI is particularly strong in Africa,but also engaged elsewhere.
companies such as Phillips. Itdebates and gathers experiences,conducts advocacy work, andconvenes a number of regional andnational dialogues e.g. in Brasil,involving the national NGO andbusiness communities, as well asgovernment institutions.
2. Assessment of the Preparation
Process
2.1 History of the Global GreenGrowth Institute
perhaps also gives an indication as towhat kind of green growth isenvisaged to be promoted throughGGGI. On August 15, 2008, KoreanPresident Lee Myung-bak launchedthe national vision and initiativelabeled “Low Carbon, GreenGrowth” aiming at:
towards low energy input (frommanufacturing to knowledge-intensive), increasing energyefficiency and abolishing low energyefficient household articles (target ofimproving energy efficiency by 46%by 2030);
renewable energy sources, nuclearpower and low carbon eco-friendlyinfrastructure (target of 11% energyfrom renewable energy sources by2030 from 2.5% today); and
growth engine by investing in greentechnology R&D, promoting greenindustries and by establishing adomestic carbon market.
dependence, but more ambitiouslyputs the Republic of Korea on theinternational agenda as an exampleof a country voluntarily introducingambitious targets for greenhouse gasemissions and promoting greentechnology as a growth strategy bothat national and international level.
June 2010, initially with Koreanfunding of USD 10 million per yearfor three years. A part from SouthKorea’s own green growth thinking,inspiration to the GGGI concepthas been sought from amongstothers, the ClimateWorksFoundation and McKinsey &Company.
as an international organisation in2012. More funding is required toestablish GGGI as an effectiveorganisation, and a minimum ofthree countries is required toestablish GGGI as an internationalorganisation. Although this is notsecured at the time of the appraisal,it seems likely that it will be possibleto include at least one additionalpartner in 2011 (cf. section 3.4).
4.1 Institutional Capacity of GGGI
The high profile of GGGI alsoincreases the stakes and may entailsome risk as GGGI may becomestalled if political disagreementshould occur among GGGI partnerswhen putting ideas into practice. Theappealing headlines of green growthhave attracted a diverse set ofpartners and donors to GGGI, andthe success of the initiative dependson their continued alliance towards
Advisory Council should beestablished, but this body is notmentioned in the ComponentDocument and has probably not yetbeen established. The AdvisoryCouncil represents a goodopportunity to establish allianceswith other important organisationsor individuals in this field and usethe existing experience.
Recommendation 6:
the establishment of a GGGI the advisorycouncil to be used actively for strategicguidance in order for GGGI to profit fromexisting experience in this crucial start-upphase.
work related to climate, sustainabledevelopment and growth. Donors toGGGI who contribute with aminimum of UAD 5 millionannually will also become membersof the Board. This seems toconstitute a solid basis for thefurther development of theorganisation.
with a relatively narrow scope ofinterventions as indicated in section3.2 above. However, at this stage, aconvincing case has not yet beenpresented in regards to the addedvalue from GGGI to contributing tofor instance sustainable forestry inBrazil and Indonesia who have hadthese issues on the agenda fordecades. As noted above, it seemsthat further reflection is needed on
recruitment process is on-going. Thestaffing level of the regional officesis unknown, but their role will be tooverlook the collaboration efforts inthe region and liaise withprogramme activities. In eachprogramme country, GGGIactivities will be implementedthrough an open architecture ofpartners in collaboration withnational authorities. The
Recommendation 7:
in terms of number of partner countries inthe first years, and consider selecting clusterof countries where economies of scale andcross-fertilization of experience can beobtained.
4.3 Management and AdministrativeProcedures
