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Ministry of Foreign Affairs Danida

Concept Note

Support to World Resources Institute

Implementation of the Strategic Plan 2018-2022

File no. 2017 - 22801

Table of Content

1. Context ……………………………………………….…. 1

2. Justification ……………………………………………… 1

3. Achievements previous strategy ………………………….. 2

4. Envisaged programme support and indicators ……….….... 3

5. Budget …………………………………………………… 6

6. Monitoring ……………………………….…………….... 8

7. Programme governance ………………….………………. 8

8. Risks …………………………………….……………….. 8

Annexes

I. ToC for WRI Strategic Plan 2018-2022

II. WRI Strategic Plan 2018-2022, objectives and indicators

III. Indicative budget examples for various partnership funding

IV. Preliminary Risk Framework

V. PAP for Danish contribution to WRI

Abbreviations

3GF Global Green Growth Forum

DKK Danish Kroner

IDH Sustainable Trade Initiative

MoFA Danish Ministry of Foreign Affairs

NCE New Climate Economy

NDC Nationally Determined Contributions

P4G Partnering for Green Growth and the Global Goals

ToC Theory of Change

USD United States Dollars

WRI World Resources Institute

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1. Context

The World Resources Institute (WRI) is a global research organization at the nexus of environment, economic opportunity and human well-being. The institute aims to contribute to combining the actions of government, business, and communities to eliminate poverty and sustain the natural environment for all people. WRI conducts independent research and draws on the latest technology to develop new insights and recommendations, and go beyond research to create practical solutions. WRI aims to use research to influence government policies, business strategies, and civil society action and engages with partners to deliver change on the ground that alleviates poverty and strengthens society. Success is measured in the form of new policies, products, and practices that shift the ways governments work, companies operate, and people act. Outcomes that contribute to improving people’s lives and the environment. The approach involves three essential steps: Count It, Change It, and Scale It.

WRI has active cooperation with approximately 500 partners in 60 countries, primarily developing countries. The work is organized around six critical global challenges: food, forests, water, energy, climate, and cities. To deliver on these challenges WRI also engages expertise from the institute’s four Centers: business, economics, finance and governance. The work is carried out both through on-the-ground experts in the international offices and partners in other key countries, including least developed countries.

Established in Washington, DC, in the 1980’s WRI has established itself as a solid international “think and do” tank and has strengthened its geographic presence over the past decade establishing international offices in Brazil, China, Ethiopia (a regional office for Africa), India, Indonesia, and Mexico, as well as a liaison office in The Hague. Roughly, half of WRI’s over 650 staff and experts work out of Washington, and the other half work in the international offices and other locations around the world.

2. Justification

The Paris Agreement on Climate Change and the Sustainable Development Goals (SDGs) adopted in 2015 present a framework to tackle immense challenges towards 2030 but also offers considerable opportunities for governments, businesses and people. This is reflected in the Danish Strategy for development cooperation and humanitarian action, “The World 2030”, adopted in 2017. The Sustainable Development Goals (SDGs) make up the platform for Denmark’s development cooperation along with the recognition that increased global investment through broad partnerships is required to reach the SDG. On this background “The World 2030” stresses the importance of mobilizing broad capacities and funding sources in society, including private investors and businesses. Collaboration with WRI through core support to WRI’s Strategic Plan 2018-2022 contributes to leveraging “The World 2030” as WRI’s strategic plan addresses many of the same strategic challenges at the nexus of environment, economic opportunity and human well-being.

WRI works in partnership with a vast network of governments, businesses, experts and civil society organizations. A strategic engagement with WRI is therefore also an engagement with this vast network of frontrunners. This enhances Denmark’s access to and influence on key

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international agendas and results while underpinning Denmark’s strongholds and expertise embedded in the Danish private sector.

WRI works with applied research in many of Denmark’s focus countries, encompassing growth and transition economies as well as poor and fragile countries. This entails strong synergies with Denmark’s engagements in these countries, but also with international organizations such as the Global Green Growth Institute (GGGI) and the Sustainable Trade Initiative (IDH). WRI will engage more actively with Danish knowledge partners, notably on the thematic of green economic transition, ensuring dynamic cross-fertilization among institutions and actors.

WRI has been a valuable partner to the Global Green Growth Forum (3GF) and is expected to become a strategic partner in the new initiative to take over after the 3GF (e.g. delivering “state of the art reports”). Denmark has provided core funding to WRI, most recently to the Strategic Plan 2015-2017, and earmarked funding to the NDC Partnership in 2016-2017 (managed by WRI). Support to New Climate Economy (NCE, managed by WRI) is currently under preparation (expected DKK 5 million).

The Strategic Plan 2018-2022 integrates the SDGs in all WRI’s work. As a core funder, Denmark has used its influence to ensure that the 2018-2022 plan further enhances Danish priority areas such as development impact, Africa, and the nexus resource challenges and security. Based on the multiple shared strategic priorities and evident synergies, WRI’s concrete results documented in the 2016 external review, and WRI’s position among top international think tanks, it has been decided to increase the Danish contribution to WRI over the 2018-2022 strategy period.

3. Achievements previous strategy period

In 2016, an external review of WRI was conducted and provides a mid-term assessment of progress towards WRI’s 2014-2017 Strategic Plan, and of WRI’s overall institutional performance. The overall conclusion of the review was that WRI was making “strong progress on an ambitious agenda at the intersection of the environment and development space”. The review examined the progress and performance of outputs and found that 89 out of 96 of the specific statements of intent – covering WRI programs, centers, international offices and core functions – to be on track or already achieved. The review report noted that “as a global “think and do” tank, WRI has both a strong research programme and a compelling record of practical action through direct engagement with decision-makers and other stakeholders worldwide.”

In implementing the Strategic Plan 2014-2017, core funding from institutional donors (including Denmark) was key to allow WRI the flexibility to seize strategic opportunities to respond to wider prospects offered, for example, by developments in the international climate and SDG negotiations. Of particular significance was its involvement in the adoption of the UN Sustainable Development Goals (SDGs) in September 2015. Similarly significant was the contribution to Paris COP21 in the groundwork on a global climate deal through proposals from the Agreement for Climate Transformation 2015 (ACT 2015) consortium of experts that was led by WRI and the work of the climate team. Participation at these global events underscored WRI’s practical scientific pedigree and demonstrated the value of its “Count It,

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Change It, Scale It” approach. Leveraging these high profile interventions has enabled WRI to increase its influence amongst partners and national governments and accelerate the delivery of its programmes and achieve the desired change at scale.

The internal annual selection and celebration of Top Outcomes has been an innovative way to focus thinking on attributable results from the outputs being achieved, and reinforces the culture of ‘seeking change’ from the work WRI undertakes. Annual Top 10 Outcomes are accessible online (www.wri.org/our-work/outcomes) and described in an annual report, which sheds light on the role WRI has played in making some significant transformation in tackling the six global challenges. Some illustrative examples are included below:

22 African nations have thus far put forward restoration commitments totaling 75.3 million hectares under the AFR100 Initiative, a country-led effort to bring 100 million hectares of land in Africa into restoration by 2030. This includes Danish focus countries: Ethiopia (15 mha), Ghana (2 mha), Kenya (5.1 mha), Mozambique (1 mha), Niger (3.2 mha), Tanzania (tbc – formulating commitment) and Uganda (2.5 mha). The total possible restoration in these countries by 2030 is 28.8 mha (not counting Tanzania).

The Consumer Goods Forum, a global association of 400 companies representing USD 2.7 trillion in annual sales, committed to halving food waste by 2025 in conformance with the new Food Loss & Waste Protocol being developed by WRI and partners.

WRI in partnership with 50 organizations launched Global Forest Watch (GFW) in February 2014. The online platform uses satellite and other data to track forest cover change in near-real time. It has catalyzed a dramatic increase in action against unsustainable and illegal forest practices, and governments and businesses are using GFW to improve forest management transparency and accountability.

WRI developed the Global Protocol for Community-Scale Greenhouse Gas Emission Inventories (GPC), an international standard for cities to measure and report on their emissions. Already, more than 500 cities – up from about 100 at the end of 2014 – have committed to use the GPC.

It should be noted that three of above four examples of WRI strategic outcomes were achieved in partnership with the Global Green Growth Forum (3GF).

4. Overview of envisaged programme support and indicators

Whereas the two past strategic plans had a focus on expanding in the big emerging economies, WRI’s Strategic Plan 2018-2022 focuses on consolidation work in WRI’s existing international network of offices. Growth will be focused in the developing world including the large emerging economies where WRI currently has offices. WRI will increasingly work in Africa, including the natural resources challenges/security nexus, starting from the regional office in Ethiopia, and possibly through a few new ligh-touch programmatic offices in African countries. WRI will leverage and strengthen its global network of international offices, increasing knowledge- and practice-sharing between WRI international offices, with a focus on South-South cooperation.

http://www.wri.org/our-work/outcomes

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The Strategic Plan 2018-2022 lays out WRI’s approach and priorities for the next five years.

WRI’s approach is to help catalyze and advance non‐incremental shifts in policy and behavior, unusual political, social and corporate partnerships, to be understood in the context of “movements” rather than policy shifts. Such transformations are perceived across six urgent global challenges: Food, Forests, Water, Energy, Cities, and Climate. WRI will leverage their expertise in business, economics, finance, and governance and their global network of on-the-ground experts in the international offices to help unlock opportunities for transformative solutions and accelerated action at the intersection of development and the environment.

Priorities for each global challenge in the Strategic Plan are as follows1:

Global Challenge Objective Activities

Food Catalyze reductions of food loss and waste, shifts in diets, and restoration of agricultural lands to help sustainably feed a growing global population.

1. Get countries and companies to use WRI Food Loss & Waste Protocol and urge policy and practice changes

through a high‐ level group of champions.

2. Encourage more sustainable diets. 3. Restore yields on degraded lands

through mapping restoration opportunities, helping put enabling conditions in place, and convening

continent‐ wide public‐ private partnerships on restoration.

Forests Inspire actions that reverse mass deforestation and restore degraded lands to enhance livelihoods and sustain life.

1. Help to maintain natural forests through the radical transparency of Global Forest Watch, supporting

decision‐ makers and holding them accountable.

2. Catalyze a global movement to restore degraded lands via WRI Global Restoration Initiative.

3. Seek radical supply chain transparency to help curtail illegal logging through WRI Forest Legality Initiative.

Water Address global water quality and quantity risks to help ensure a water-secure future.

1. Leverage WRI online Aqueduct platform on global water risk to catalyze private sector action on watershed stewardship.

2. Identify countries facing serious water risks and help government leaders understand and act to reduce

1 The Strategic Plan 2018-2022 will be finally adopted by WRI’s board in September/October 2017. The priorities, objectives and articulations presented in this Concept Note are based on an approved draft version of the plan. The Results Framework is still under elaboration but will be ready for the finalization of this programme support.

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these risks. 3. Help cities shift toward resilient,

low‐ carbon water infrastructure.

Energy Help speed the uptake of renewable energy, energy efficiency, and energy access to provide clean and affordable energy for all.

1. Mobilize large energy users’ demand for clean electricity.

2. Build capacity for governments and cities to adopt solutions for building energy efficiency.

3. Identify unmet demand for energy services and connect financing and solution providers to extend energy access.

Climate Support actions and increase ambition to reduce global emissions and enhance communities’ resilience to climate impacts.

1. Help countries – with active engagement from other stakeholders – understand where there is greatest potential for climate action that aligns with development objectives and helps them deliver on their NDCs.

2. Help build up a dynamic and robust international regime that creates transparent rules of the game and fosters ever greater ambition from

countries and non‐ state actors.

Cities

Help transform how cities are built, managed, and used, to make them compact, connected, coordinated, low-carbon, and resilient.

1. Work deeply for over time in iconic and challenging cities to demonstrate sustainable solutions in three sectors that form the backbone of a city: mobility, land use and development, and energy.

2. Impact to be expanded to other cities through partnerships and city networks.

Across the six global challenges, WRI will refine and launch major initiatives driven by serious analytical work, presented and communicated clearly in a manner tailored for specific groups of

decision‐makers; building coalitions for change; and sustaining focused engagement at the political and corporate level over time. To help promote system-wide change, WRI will deepen its understanding of political and social processes identify potential near term tipping points, and design programs and coalitions with the purpose of crossing them.

These initiatives will be supported through an emphasis on cross-cutting priorities to ensure cutting edge sustainable development research and enhanced impact. The cross-cutting priorities include the following:

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Social inclusion, equity, and wellbeing: Focus on the development dimension, giving more focus to health, jobs, social equity, and human security. Seeking to motivate change with arguments of economic opportunity, jobs, health and social inclusion rather than by narrower environmental goals. In doing so, deepen existing efforts aimed at integrating poverty and gender considerations to ensure that a social inclusion and equity lens is embedded at all stages and to help influence a broader uptake of such an approach to environment and development work.

Conflict and sustainable development: Initiate a new program on resource scarcity, security, and resilience, working with partners from the security community to inform policy makers on the social and environmental consequences of resource scarcity, particularly in conflict-prone regions. Help decisionmakers understand how to embed environmental degradation and resource scarcity risks in development strategies. Initially focus on understanding, preventing, and resolving conflict over water resources and pilot this work in Africa.

Big data: WRI will double down in its work at the forefront of the data revolution, focusing on actionable information and “monitoring to mobilize,” while promoting radical transparency and accountability. Double down on “count it”, and become a leader in applying the tools of the data revolution (internet of things, artificial intelligence, crowd sourcing, remote sensing, etc.). Lead a coalition to create Resource Watch, enabling all Programs, Centers and International Offices to leverage the data revolution.

For each Global Challenge, WRI has identified 10-12 desired outcomes to be pursued in key countries for which WRI anticipates being able to demonstrate clear contribution or a degree of attribution. The outcomes include policy changes at various levels, changes in business practice, shifts in public and private investment, and shifts in the global discourse. Indicators will include the number of governments and companies making formal commitments and taking concrete actions toward these outcomes, and the amount of finance that is shifted to more sustainable practices. The ultimate impact to which these outcomes will contribute include reduced greenhouse gas emissions, deforestation, resource conflict, and poverty, and improved resource use, resilience, livelihoods, health, and equity. The results framework for the Strategic Plan currently under elaboration will capture the above. Preliminary sample outcomes and indicators are presented in Annex II to this Concept Note.

5. Budget

Over the past five years, WRI has been on an ambitious growth path with establishment of international offices in Brazil, China, Europe, India, Indonesia, Mexico, and a regional office for Africa in a network including the global office in Washington, DC. The budgetary growth rate in the past strategic period was 16%.

Through the Strategic Plan 2018-2022 WRI will manage growth and risk, with a focus on consolidation, quality and efficiency. The consolidation is reflected in an envisaged annual growth rate of 5% over the five-year period, with an approximate breakdown as follows (all figures in million USD):

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Budget

Units 2018 2019 2020 2021 2022 Total Global Challenges 71.0 74.6 78.3

82.2

87.0

393.1

Centers 13.2 13.9 14.6

15.3

17.1

74.1

Special Projects* 10.6 11.2 11.7

12.3

13.0

58.9

Communication 3.2 3.3 3.5

3.6 3.9

17.5

Business development incl. audits, reviews etc.

4.1 4.3 4.5

4.7 5.0

22.6

Total 102.1 107.3 112.6 118.1 126.0 566.2 * ‘Special projects’ refer to strategic workstreams that are cross-cutting and do not neatly sit within a Program/Center. Examples include the New Climate Economy project, the SDG Delivery Project and the Economics Center work.

WRI has a strong track record meeting and exceeding its fundraising targets. This was also the case for the past strategy period 2013-2017 with a 16% growth rate. With the planned 5% growth rate for 2018-2022 and funds already secured representing close to 20% of the budget (core funding and various strategic partnerships cumulated, cf. below), WRI is in a comfortable financial position as it embarks on its next five year plan

Core resources are essential to deliver on WRIs mission, vision and ambition to develop research-based solutions that create real change on the ground across the programs in food, forest, water, climate, energy and cities. Core resources contribute with catalytic impact and reinforces the proactivity, independence and transparency of the organization and its work programmes.

A number of strategic partners provide core support to the implementation of the Strategic Plan 2018-2022:

Partner Expected in million USD* Expected in currency

Denmark 11.6 DKK 75,000,000

France 1.0

Euro 850,000

Ireland 2.1

Euro 1,800,000**

Netherlands 21.9 Euro 18,650,000

Sweden 18.5 SEK 150,000,000

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Total 55.1 * Depending on exchange rate as most partner allocations are provided in national currency. ** For 2016-2018

The Danish contribution to the implementation of the Strategic Plan 2018-2022 amounts to a total of DKK 75 million with projected DKK 15 million in annual disbursements (depending on annual approval of provisions in the Danish Fiancial Act. In line with previous support an administrative rate of maximum 7% is expected to apply. The Danish support will contain a soft-earmarking comprising co-funding of an external mid-term review, possible Danish secondments to WRI (organized by the Ministry of Foreign Affairs), and deliverables to a new post-3GF initiative.

In addition to the above core support, WRI has a number of strong partnerships which are the source of important flexible programmatic funding. These partnerships are of a varied nature, including foundations, other bilateral partners, multilateral organizations and corporations. Examples of various major funding partners are included in Annex III.

6. Monitoring

WRI uses a system called Managing for Results, run from the Managing Director’s Office. Managing for Results provides a clear line of sight across WRI’s portfolio and improved focus and coherence through greater alignment of the organization’s work. It coordinates institutional planning through 5-year strategies and annual plans for WRI’s Global Challenges, Centers, International Offices, and core support functions. Five-year strategies establish outcomes to guide significant, positive change attributable to WRI’s work and use indicators to track progress. Annual plans operationalize the 5-year strategies and focus on specific yearly milestones to track progress toward the outcomes. Teams report semi-annually to the Executive Team on progress and identify challenges, plans for course correction, and where further support is needed. Managing for Results aids WRI in learning, managing risks in the portfolio, and ensuring accountability for results.

7. Programme governance

WRI’s programs are overseen by the Executive Vice-President and Managing Director, who chairs WRI’s global Management Team. The Managing Director is part of the Executive Team, which plays an active role in supporting program management. The President reports to a global Board of Directors, which has interlocking members with the boards of WRI’s independent international offices. WRI’s Management Team, made up of the directors of Programs, Centers, and International Offices, plays an active role in reviewing strategies and plans across the matrix to ensure coherence and alignment.

Accountability and influence linked to the Danish contribution follows the joint reporting and dialogue mechanism established by WRI for core bilateral donors. The bilateral donors are important impact partners for WRI and help shape priorities. The core donors have established a constructive cooperation and meet annually prior to Multi-Partner Meetings. Annual Multi-Partner Meetings take place to review progress over the past year and discuss plans for future collaboration. Based on annual status reports, including financial reports, and presentations of

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plans for the coming year, the Annual Multi-Partner Meeting constitutes a solid platform for constructive dialogue and influence. The last meeting was held in May 2017 and served as a privileged occasion for WRI and the core bilateral partners to engage in a candid dialogue on the articulations and priorities of the draft Strategic Plan 2018-2022. An external mid-term review is foreseen in 2020.

7. Risks Cf. preliminary Risk Mangement Framework in Annex IV.

Annex I

Theory of Change

Strategic Plan 2018-2022

WRI employs a unique theory of change tailored for each body of work, but all are united by

the institutional “Count It, Change It, Scale It” approach as presented in the WRI illustration

below:

WRI’s approach centers on partnerships. Because WRI is independent and non‐partisan and

engages with a wide array of actors – politicians, parliamentarians, regulators, CEOs,

entrepreneurs, activists, academics – the organization is able to convene unlikely bedfellows to

exchange views and discover shared interests. Tangible results around the world are achieved

through joining forces with influential actors and working through networks, platforms, and

coalitions that act as propagators. WRI currently has active collaborations with more than 500

partners in roughly 60 countries, using a wide variety of forms of engagement.

Key to WRI’s effectiveness in bringing lasting change is to build deep relationships of trust

with local actors and helping to build broad‐based coalitions of support in the countries where

the organization is engaged. The approach is informed by a keen understanding of the political

economy of change in the contexts where WRI engages. This understanding is based on deep

and continuous on‐the‐ground engagement with local stakeholders to customize solutions to

relevant contexts, create robust change strategies, and sustain the conditions for scaling

transformative solutions.

Annex II

Summary of priorities in WRI’s 2018-2022 Strategic Plan

and preliminary indicators

Global Challenge

Objective Categories of activities Sample outcomes and

indicators Sample impacts

Food Catalyze reductions of food loss and waste, shifts in diets, and restoration of agricultural lands to help sustainably feed a growing global population.

4. Get countries and companies to use WRI Food Loss & Waste Protocol and urge policy and practice changes

through a high‐ level group of champions.

5. Encourage more sustainable diets.

6. Restore yields on degraded lands through mapping restoration opportunities, helping put enabling conditions in place, and convening

continent‐ wide public‐private partnerships on restoration.

Countries and companies set explicit food loss & waste reduction targets consistent with SDG Target 12.3.

Indicators: Percentage of global population covered by such countries; percentage of world’s food supply chain markets accounted for by such companies.

Countries and companies measure their food loss & waste and monitor their performance in accordance with WRI’s Food Loss & Waste Standard.

Indicators: Number of countries and companies.

Countries and companies act to reduce their food loss & waste.

Indicators: Number of countries and companies taking concrete actions.

Reduced GHG emissions

Restored landscapes

Reduced poverty

Improved resource use

Increased resilience

Improved livelihoods

Improved health

Greater equity

Forests Inspire actions that reverse mass deforestation and restore degraded lands to enhance livelihoods and sustain life.

4. Help to maintain natural forests through the radical transparency of Global Forest Watch, supporting

decision‐ makers and holding them accountable.

5. Catalyze a global movement to restore degraded lands via WRI Global Restoration Initiative.

6. Seek radical supply chain transparency to help curtail illegal logging through WRI Forest Legality Initiative.

Forest and land management is improved by geospatial monitoring and analysis, in part enabled by Global Forest Watch.

Indicators: Number of countries providing access to current information about land use and forest management; number of countries that strengthen national forest monitoring systems through Global Forest


Reduced deforestation

Restored landscapes

Reduced poverty




Watch.

A broad-based restoration movement is underway with people gaining access to the knowledge, expertise, and finance they need to engage in successful restoration of degraded lands.

Indicators: Number of key stakeholders actively engaging on the restoration agenda; amount of money invested in or donated to restoration.

Actors trading or financing major forest-risk commodities use smart strategies and cutting-edge tools to reduce deforestation and illegal logging in their supply chains, investment portfolios, or jurisdictions.

Indicators: Number of actors taking the above actions using WRI policy advice, analyses, data, or tools; number of actors that credibly verify and report significant progress toward commitments on the above.

Greater equity

Water Address global water quality and quantity risks to help ensure a water-secure future.

4. Leverage WRI online Aqueduct platform on global water risk to catalyze private sector action on watershed stewardship.

5. Identify countries facing serious water risks and help government leaders understand and act to reduce these risks.

6. Help cities shift toward

resilient, low‐ carbon water infrastructure.

Companies align with the global sustainability agenda (SDG 6) and public policy objectives to set water targets in water-stressed basins.

Indicator: Number of companies.

Companies take action to save water, spurring a shift to renewable energy in key water-stressed watersheds, supported by WRI’s GHG Protocol Scope 2 Water methodology


Development aid and global security agencies direct

Reduced resource conflict

Reduced poverty




Improved health

funding to the most vulnerable countries to help mitigate conflict and migration pressure, informed by Aqueduct’s analysis of water stress and conflict hot spots.

Indicator: Amount of such funding.

Energy Help speed the uptake of renewable energy, energy efficiency, and energy access to provide clean and affordable energy for all.

4. Mobilize large energy users’ demand for clean electricity.

5. Build capacity for governments to adopt solutions for building energy efficiency.

6. Identify unmet demand for energy services and connect financing and solution providers to extend energy access.

States in the U.S. and India provide cost-effective, utility-scale renewable energy to large electricity consumers via the grid.

Indicators: Number of states; number of gigawatts added.

Nationally-developed building energy efficiency codes are adopted by subnational governments.

Indicator: Number of jurisdictions using such codes.

Governments, entrepreneurs, and investors use data from WRI’s energy access market maps to channel finance to areas unserved and underserved by grid electricity.

Indicator: Number of each of the above actors.


Reduced poverty




Improved health

Greater equity

Climate Support actions and increase ambition to reduce global emissions and enhance communities’ resilience to climate impacts.

3. Help countries – with active engagement from other stakeholders – understand where there is greatest potential for climate action that aligns with development objectives and helps them deliver on their NDCs.

4. Help build up a dynamic and robust international regime that creates transparent rules of the game and fosters ever greater ambition from

countries and non‐ state actors.

Countries achieve measurable progress on implementation of their NDCs, informed by WRI’s tools and analysis.

Indicator: Number of countries.

Cities set measurable and ambitious GHG emissions reduction targets and report transparently on their emissions performance, informed by WRI’s tools and analysis.

Indicator: Number of cities.

Large corporate emitters set measurable and ambitious


Reduced poverty




Improved health

Greater equity

GHG emissions reduction targets and report transparently on emissions across their full supply chains, informed by WRI’s tools and analysis.


Cities

Help transform how cities are built, managed, and used, to make them compact, connected, coordinated, low-carbon, and resilient.

Work deeply for over time in iconic and challenging cities to demonstrate sustainable solutions in three sectors that form the backbone of a city: mobility, land use and development, and energy. Impact to be expand to other cities through partnerships and city networks.

Cities incorporate transit-oriented development, low-carbon mobility, integrated urban water management, strengthened community resilience, and more integrated sustainability approaches into their urban planning processes and implementation, including WRI trainings and knowledge products.


Cities benefit from safer, cleaner, accessible and more resilient mobility due to improved transportation systems, including bus rapid transit and integrated transit systems.


Cities design and implement safer roads and neighborhoods that foster the use of non-motorized transport.






Improved health

Greater equity

Annex III

Indicative budget examples of various partnership funding

(not core funding)

Partner Contribution USD

Priority/Focus Area

Ministry of Foreign Affairs of Norway

11,271,123

Accelerate low emissions development in Indonesia through sustainable land-use management and improved forest governance.

United Nations Environment Program

9,835,295

Scale up of the Sustainable Energy for All Building Efficiency Accelerator; capacity building for developing countries to manage, deploy, and monitor Green Climate Fund financing; delivery of a food loss and waste prevention strategy in support of Sustainable Development Goal 12.3 to halve global food loss and waste by 2030; empowering decision makers in government, business, and civil society to use Global Forest Watch to reduce deforestation and land degradation, combat illegal activities, and conserve biodiversity; build the foundation for forest restoration at scale, with particular attention to finance, gender, community-based management and impact monitoring; and identify nationally-binding controls, standards, and compliance status for lead paint for countries known to have legal limits and for those that have not responded to a World Health Organization request for information.

Department for International Development of the UK

9,477,028

New Climate Economy work in Africa, with a focus on Cities, Industry, Gender, and Structural Transformations; scale up of forest transparency and accountability for good governance and market transformation for timber and forest-risk commodities; and research for the publication World Resources Report: Towards a More Equal City.

The Children's Investment Fund Foundation

5,753,085

Realization of the “Transit Metropolis” development model in Chinese cities resulting in reduction of CO2 emissions, mitigation of air pollution and congestion, and substantially contributing to Beijing's goal of reducing vehicle emissions by 25% by 2017; providing Brazil with a non-car based model for urban design to prevent a trajectory of high carbon development; efforts to transform and scale up restoration efforts in Brazil by combining best practices in

conservation and business acumen from commercial plantations; and analysis to inform decision-makers working across the sustainable development and climate agendas in the Addis Ababa and Paris climate conferences.

Citi Foundation

3,000,000 Pilot business models needed to overcome institutional and financial barriers that limit new sources of clean energy in China; and development and scaling up of sustainable urban solutions which support positive environmental impacts and economic growth in cities.

Caterpillar Foundation

2,500,000 Advance the progress of sustainable and livable cities in China, India, and Brazil.

U.S. Department of State

2,000,000 Increase investment in and deployment of renewable energy by addressing and resolving key barriers in the policy and finance sectors.

FedEx 1,700,014 Promotion of high-quality sustainable urban mobility to increase the use of public transport.

The Tilia Fund

1,650,000

Forest Legality Alliance, Resource Watch, and general support for WRI's Climate Program.

Annex IV

Risk Framework

Annex V

Process Action Plan

29 August 2017 Programme Committee 1 – 13 September 2017 Development Engagement Document 14 - 28 September 2017 Appraisal 28 November 2017 Presentation to UPR December 2017 Draft Agreement January 2018 Grant Agreement and 1st Instalment January 2018 - Implementation Spring 2018 Annual Multi-Partner Meeting

Annex IV

Risk Management Matrix

Risk Factor Likelihood Impact Background to assessment to potential impact

Risk response Combined residual risk

Possible global financial instability and economic slowdown

Likely Major A global economic slowdown may limit government and businesses ability and willingness to invest in transformational change in developing countries. This was also the case during the global financial crises.

WRI works actively to influence government policies and business strategies. WRI offers intelligent tools to facilitate change thus reducing government’s and business’s investment in development of solutions.

Minor

Possible slowdown in international political commitment to deliver on the Paris Agreement and the SDGs

Likely Major Tendencies of declining political support to the Paris Agreement and the SDGs, latest expressed through USA withdrawal from Paris Agreement. Decline is likely to slow down implementation leading to delays in crucial results.

WRI works actively to influence government policies, business strategies, and civil society action and engages with partners on the ground thus contributing to positive momentum for transformational change.

Minor



Insufficient funding of WRI’s strategic plan

Possible Major Insufficient funding of the Strategic Plan could lead to reduced level of activity and thus reduced impact.

WRI’s Strategic Plan 2018-2022 operates with a modest 5% annual growth rate against a 16% growth rate in fully funded previous strategic plan.

Minor

WRI portfolio Possible Major Political or financial turbulence WRI’s activities stretch over 60 Minor

affected by political and/or financial developments in individual countries limiting scope for change.

in a country could have a negative impact on the willingness to implement the necessary political and strategic changes.

countries. Set-back in individual countries would not significantly impact WRI’s portfolio. Further, WRI’s approach is highlighting understanding of the political economy of change in the contexts where WRI engages. This reduces risks linked to political or financial turbulence and enhances WRI’s efficiency in delivering results.

Failure to deliver development impact on the ground in developing countries.

Likely Major WRI’s Strategic Plan 2018-2022 increases emphasis on results on the ground (development impact) in developing countries, including on the African continent.

Enhanced focus on development impact on the ground in the Strategic Plan 2018-2022 combined with strong monitoring and Q/A systems and WRI capacities, presence and experience increase the probability of successful impact.

Minor



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