Implementation of the Strategic Plan: 2017 report

The GCF report evaluates its initial Strategic Plan's progress through 2017, noting that while it has successfully scaled up investments, it must now shift focus toward project quality, country-driven programming, and results management. By the end of 2017, the GCF had a portfolio of 53 projects committing USD 2.64 billion. Key challenges include a partial uptake of country programming and the need for better alignment between project ideas and accredited entity work programmes. The report recommends elevating the focus on impact and delivery, strengthening strategic partnerships, and refining investment policies to better address market gaps and ensure a balance between mitigation and adaptation.

• By the end of 2017, the GCF demonstrated its programming capacity with a portfolio of 53 projects that committed USD 2.64 billion in GCF resources, resulting in a total investment of USD 9.2 billion. Of these, 18 projects were under implementation, committing approximately USD 600 million and receiving over USD 150 million in scheduled disbursements.
• The GCF has seen a steady increase in its ability to programme at scale, committing USD 1.5 billion to funding proposals in 2015–2016 and USD 1.2 billion in 2017. To manage this growth, the Board adopted a simplified approval process (SAP) and updated the project approval process in 2017.
• Country programming has only been partially adopted, with only two country programmes finalized by the report date. The GCF noted a lack of overlap between project ideas in country briefs and those developed by accredited entities, leading to a proposal to target strategic engagement with at least 20 countries in 2018.
• Direct access entities (DAEs) have seen growth, with their number exceeding international accredited entities for the first time by the end of 2017, reaching 32 out of 59. The GCF plans to provide direct support to at least 15 DAEs in 2018 to develop work programmes.
• Private sector engagement is growing, with 14 private-sector projects supported as of 2017, representing approximately 50 per cent of the GCF portfolio by value. A request for proposals for mobilizing funds at scale (MFS) attracted 350 concept notes, from which 30 were shortlisted.
• Institutional capacity increased in 2017, with Secretariat staffing growing from 80 to 140, with a further increase to 250 approved. The GCF also established three independent accountability units.
• The GCF is shifting its operational focus toward implementation and results management. In 2017, 41 of 59 accreditation master agreements were concluded, and funded activity agreements were completed for 25 projects.

APA

Green Climate Fund (2018). Implementation of the Strategic Plan: 2017 report. https://www.greenclimate.fund/sites/default/files/document/gcf-b19-10.pdf

Chicago

Green Climate Fund. Implementation of the Strategic Plan: 2017 report. 2018. https://www.greenclimate.fund/sites/default/files/document/gcf-b19-10.pdf.

Wikipedia

{{cite report |author=Green Climate Fund |title=Implementation of the Strategic Plan: 2017 report |date=4 February 2018 |url=https://www.greenclimate.fund/sites/default/files/document/gcf-b19-10.pdf |access-date=23 October 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{greenclimatefund2018implementation, author = {{Green Climate Fund}}, title = {{Implementation of the Strategic Plan: 2017 report}}, institution = {Green Climate Fund}, year = {2018}, month = feb, url = {https://www.greenclimate.fund/sites/default/files/document/gcf-b19-10.pdf}, urldate = {2026-10-23}, note = {Indexed by Climate Insights Directory} }