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The GCF Secretariat report for 2026 details progress in enhancing country ownership, delivering impact, and institutional strengthening. Key achievements include the launch of a revised Accreditation Framework, the establishment of regional presence in five locations, and the development of a new Commitment Authority Framework to optimize investment capacity. The report also tracks programming metrics, noting 29 funding proposals submitted to the iTAP and the approval of projects for underserved countries like Bahamas, Chad, and Jamaica.

The GCF Secretariat's 2020 work programme aims to transition the fund into the 'main global fund for climate change finance' by strengthening country-driven planning, enhancing the capacity of Direct Access Entities (DAEs), and filling policy gaps. Key initiatives include the operationalization of a new Readiness Programme framework, the implementation of a Project Specific Assessment Approach (PSAA) for accreditation, and the development of a new private sector strategy to increase capital mobilization. The Secretariat proposes an administrative budget of USD 76,745,652 for 2020, representing a 5.8% increase over 2019, primarily to support increased staffing (averaging 240 staff) and the management of a growing project portfolio. The document also details specific programming goals for 2020, including targets for funding proposals and disbursements across public and private sectors, and outlines the roles and budgets of various internal divisions.

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.

The Green Climate Fund reached operational effectiveness in May 2015 after securing signed contribution agreements totaling US$ 5.47 billion, exceeding the 50 per cent threshold of its US$ 10 billion in pledges. The Fund has accredited seven initial entities and is implementing a Readiness and Preparatory Support Programme to assist over 120 developing countries in nominating national designated authorities and developing climate strategies. It has also established initial investment, risk management, and results management frameworks to begin funding mitigation and adaptation projects by its third meeting in 2015.

Operation Rachel was a bilateral security initiative between the South African Police Service (SAPS) and the Police of the Republic of Mozambique (PRM) designed to destroy surplus weapons from previous conflicts. Between 1995 and 1999, four distinct operations (Rachel I-IV) were conducted, resulting in the destruction of 11,891 firearms and over 3 million rounds of ammunition. The operations were intelligence-driven and utilized an unorthodox approach of rewarding informers and granting undeclared amnesty to avoid politicizing the recovery of caches. While successful in building trust between two historically hostile security apparatuses, the operations faced challenges including high costs, language barriers, and fluctuating political stability in Mozambique. The report concludes that while the operations reduced the immediate supply of illegal arms smuggled into South Africa, long-term success requires addressing the socio-economic drivers of violence and integrating bilateral efforts into broader regional frameworks like SADC and SARPCCO.

The monograph examines the geopolitical drivers of conflict in Africa, the operational structures of the UN and OAU, and the critical necessity of linking military peacekeeping with long-term peacebuilding and development. It highlights the OAU's Mechanism for Conflict Prevention, Management and Resolution and analyzes specific missions in Mozambique, Angola, Rwanda, and Somalia to identify failures in logistics, intelligence, and coordination. The text argues that sustainable peace requires addressing root causes like poverty and poor governance through integrated strategies that involve local communities and a shift from 'winner-take-all' political cultures.

The document argues for the expansion of IAI's capacity for science synthesis and integration to better inform policy, while maintaining a non-hierarchical, flexible management structure. It references founding agreements, external reviews by the AAAS and OECD, and a Strategic Plan to justify the need for enhanced communication with stakeholders and the development of metrics to evaluate scientific effectiveness. The paper specifically warns against adopting a highly hierarchical directorate model, citing it as contrary to the IAI's consultative nature and previous operational successes.

The report examines the Rhodesian government's attempt to apply 'stability operations'—combining internal defence and development—to counter insurgency. It details the evolution of psychological warfare units, from the informal Sheppard group to the formal 1 Psychological Operations Unit and the Directorate of Psychological Warfare. The analysis highlights a consistent failure to achieve 'hearts and minds' due to a reliance on force, racial paternalism, and a lack of genuine civic action. Specific failures are noted in food control (Operation Turkey), disinformation campaigns (Operation Splitshot), and the manipulation of spirit mediums, concluding that the state's emphasis on the 'iron fist' over the 'velvet glove' rendered its psychological efforts ineffective.