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This document is an executive summary and a set of meeting minutes from an Eskom Board Emergency Task Team submission dated 30 April 2014. It outlines the production and financial risks associated with Eskom's inability to comply with Atmospheric Emission Licences (AELs) and Minimum Emission Standards, proposing a mitigation strategy involving plant retrofits, operational changes, and government advocacy.

FSD Africa's 2025-2030 strategy aims to transform the continent's financial system to better support sustainable growth and climate resilience. The agency intends to mobilise domestic private capital—estimated at $2.4 trillion—to address gaps in energy transition, climate adaptation, and SME financing. Key implementation plans include the creation of four Centres of Expertise and a Catalytic Transactions Team to build a pipeline of bankable green projects. The strategy sets specific targets, including adding 1,500 megawatts of energy capacity and creating or protecting 200,000 jobs.

The document details the IEU's strategic aims to strengthen its staffing, deliver high-quality evaluations, build capacity for evaluation-based learning, and engage with international best practices in climate change evaluation.

The GCF Secretariat's 2024 work programme focuses on three priorities: enhancing country ownership and access, delivering impact and results, and focusing on people and performance. The plan includes scaling up direct access entities (DAEs), improving the speed of funding proposals, and implementing a new multi-year budgeting approach. The proposed total administrative budget for 2024, including the Board, Secretariat, Trustee, and independent units, is USD 125.682 million.

The document outlines a draft accreditation strategy for the Green Climate Fund (GCF) to refine its hybrid operating model, which balances transformative programming targets with capacity development for accredited entities (AEs). The strategy aims to enhance the efficiency of the accreditation and re-accreditation process, fill capability and coverage gaps to support paradigm-shifting programming, and increase the proportion of direct access entities. It further proposes a tailor-made approach to AE performance based on engagement and capacity to reduce transaction costs and right-size the AE network.

The Green Economy Coalition (GEC) aims to mainstream the green economy concept by 2020, focusing on environmental limits, equity, and inclusion. Its strategy centers on four core activities: global advocacy to build a 'compelling story' of transition, collaborative action across five policy building blocks (measurement, finance, sectors, fairness, and nature), mobilizing national action through regional hubs, and expanding its network to 100 collaborating organizations. The GEC seeks to influence global institutions and national governments to adopt new economic performance measures, reform the finance sector, and integrate social fairness into green planning.

The Green Economy Coalition and the Wellbeing Economy Alliance are seeking a UK-based expert in media, marketing, and communications to help develop a public narrative for economic transformation. The project aims to move beyond the crisis-focused language of NGOs and scientists to create a vision of a 'wellbeing economy' that is desirable to the average citizen. Initially piloting in the UK, the initiative seeks to build a 'network of the willing' among high-profile communicators—including advertisers, filmmakers, and journalists—to design campaigns that connect climate change to the need for systemic economic change. The goal is to shift public sentiment from fear to hope and eventually scale the model to other locations, such as Germany.

The Global Resilience Partnership (GRP) aims to support 15 million people and leverage $100 million for resilience initiatives by 2030. Its strategy focuses on transforming food and financial systems, scaling collaborations between formal and informal stakeholders, and embedding resilience within the private sector. Short-term targets for 2024-2027 include leveraging US$25 million, supporting five million people, and establishing 100 urban labs in informal settlements led by women's collectives.

The Breede-Overberg Catchment Management Strategy outlines a comprehensive plan to manage water resources through the Breede-Overberg Catchment Management Agency (BOCMA). Key priorities include redressing social inequities by allocating 15% of agricultural water to emerging farmers by 2015, improving water use compliance, and building resilience against climate change. The strategy details various augmentation options, from dam expansions to desalination, and emphasizes the need for institutional stability, stakeholder engagement, and improved hydrological monitoring, particularly in the Overberg region.

The IAI has developed a comprehensive set of 24 KPIs and 38 metrics to evaluate its progress in advancing transdisciplinary science, capacity building, and organizational sustainability in the Americas. These metrics cover areas such as fundraising, open data management, and the integration of underrepresented groups in research.

The IAI has established a framework of indicators and metrics to assess progress toward its 25-year Strategic Plan (2019–2044). This framework includes 24 Key Performance Indicators (KPIs) and a series of leading and lagging metrics across categories such as fundraising, open data, capacity building, and science priorities. The system is designed to be reviewed every three to six years to align with the tenure of the IAI Executive Director.

The Institute for Economic Justice (IEJ) has developed its first Advocacy and Communication Plan to translate complex economic research into accessible content and leverage it through strategic campaigns. The strategy identifies four key target audiences: progressive social forces, the media, the general public, and political and governance actors. To reach these groups, the IEJ utilizes a variety of platforms—including Twitter, Facebook, LinkedIn, Instagram, YouTube, and a newsletter—and produces diverse outputs such as policy briefs, reports, and infographics. The plan sets seven desired outcomes, focusing on improving internal processes, segmenting audiences via databases, optimizing social media usage, redesigning the organizational website, increasing engagement with research outputs, maintaining a consistent 'compassionate, informative, and clear' voice, and maximizing the impact of events and workshops.

The document proposes a comprehensive framework to analyze and overcome the stagnation of growth and development in Africa. It identifies key constraints—including climate, geography, weak governance, and conflict—and organizes a work programme around three linked areas: growth and resources, empowerment and culture, and governance and institutions. The framework emphasizes the need for a "big push" of mutually supporting actions, focusing on private sector-led growth, agricultural improvement, trade diversification, human development, and enhanced transparency in economic governance. It specifically highlights the vulnerability of African economic growth to climate change and the necessity of increasing concessional resources and aid effectiveness to support these goals.

The Sierra Leone Energy Transition and Green Growth Plan outlines a pathway to 100% electrification and clean cooking by 2040. The plan emphasizes a shift from biomass and oil toward hydropower and solar PV, requiring an estimated USD 6.5 billion in capital investment by 2040 and a cumulative USD 15 billion by 2050. Key targets include deploying 745 MW of large hydropower and 932 MW of solar PV by 2040, while integrating electric mobility and green hydrogen by 2050. The transition is expected to double energy-sector jobs to 29,117 by 2050 and support national goals such as the Feed Salone strategy and Nationally Determined Contributions (NDCs).

The report provides a comprehensive analysis of climate change projections for Estonia through 2100 and outlines a strategic adaptation plan to 2030. It identifies key vulnerabilities across eight priority sectors—including health, land use, nature, bioeconomy, economy, society, infrastructure, and energy—and proposes specific goals, metrics, and measures to mitigate risks such as sea-level rise, extreme weather, and ecosystem shifts. The plan estimates a total implementation cost of 43.7 million euros between 2017 and 2030.

The Master Plan for the Pampa Huari River Basin (PDC-PH) provides a comprehensive strategy to address water scarcity, pollution from mining and urban waste, and land degradation in a semi-arid region of Potosí, Bolivia. Developed under the Bolivia WATCH program using a Robust Decision Making (RDM) framework, the plan integrates water supply (WASH) with basin-wide hydrology. Key findings highlight critical water quality issues, with several rivers classified as 'Class E' (unsuitable for human consumption) due to mining and urban sewage. The plan prioritizes three micro-basins—Kari Kari, Santa Lucia, and Villacollo—for environmental restoration and proposes five strategic lines focusing on ecosystem protection, sustainable water and sanitation, efficient agricultural irrigation, mining impact mitigation, and inter-institutional governance.

The SEI strategy 2025–29 focuses on three impact areas: climate transitions, nature and resources, and health and wellbeing. It introduces 'accelerating implementation' as a new strategic outcome to move faster on global goals. The institute aims to pursue innovative research on emerging topics such as critical raw materials, the sustainability of AI, and the intersection of climate transitions and international security, while strengthening its global integration as 'One SEI'.

Uruguay's Long-Term Climate Strategy (ECLP) establishes a roadmap toward CO2 neutrality by 2050 and stability in CH4 and N2O emissions. The strategy prioritizes climate adaptation and resilience due to the country's high vulnerability, particularly in its agro-industrial and coastal sectors. Key mitigation pathways include a second energy transformation focusing on electromobility and green hydrogen, the gradual substitution of clinker in cement production, and increasing carbon sequestration through native and commercial forestry. The document also emphasizes a 'Just Transition' to manage employment shifts in the energy and waste sectors, while aligning national efforts with the Paris Agreement's Global Goal on Adaptation.

The SEI Environmental Strategy for Myanmar (2019-2028) establishes a ten-year framework to support Myanmar in meeting its commitments to the 2030 Agenda for Sustainable Development, the Sendai Framework for Disaster Risk Reduction, and the Paris Agreement. The strategy is organized around four primary themes: water resources management and agriculture, gender, environment and development (GED), sustainable energy, and climate change, disasters and development. SEI aims to bridge science and policy through collaborative research, capacity building for state and non-state actors, and the deployment of decision-support tools. Key priorities include improving water security in the Central Dry Zone, promoting a just transition to low-carbon energy systems, and addressing gender-based inequalities in resource access and decision-making. The strategy emphasizes a partnership-led approach to foster institutional transformation and enhance community resilience against climate-induced disasters.

The WRI Results Framework establishes a structured system to plan and evaluate programmatic progress across three primary human systems: food, land & water; energy; and cities. It sets specific global targets for 2030 and WRI intervention targets for 2027, focusing on outcomes such as reducing agricultural land demand by 100 Mha, increasing the share of zero-carbon electricity by 9% in target geographies, and improving urban climate resilience. The framework integrates Sustainable Development Goals (SDGs) and utilizes a tiered approach of global, intervention, and country-specific targets, supported by impact indicators for people, nature, and climate.