Green Investment Expert Consultant

Global Green Growth Institute (GGGI)

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In November 2014, the Council approved the GGGI Strategic Plan 2015-20 which sets the strategic priorities and directions for the organization over a 6-year period.

The halfway mark of the Strategic Plan 2015-20 is approaching and GGGI has decided to commission an independent evaluation to assess the progress made during the period 2015-2016 in delivering the results and priorities set out in its Strategic Plan.

The Independent Evaluation will be conducted by an Evaluation Team comprised of a Team leader and two experts on Green Growth Policy and Green Investment.

The following Terms of Reference are for the recruitment of the Green Investment expert only.



Independent Evaluation of GGGI’s Progress against the Strategic Plan 2015-2020: GREEN INVESTMENT EXPERT – Evaluator Consultant



Advisory Support: level F


Duty Station


Contract Length

Start Date

27 February 2017

End Date

20 June 2017


Part time consultant

Contract Value

Daily Rate


Days Estimated

41.5 days

Total Fees

Up to USD 21,800

Specifics of Recruitment


Based in Seoul, the Global Green Growth Institute (GGGI) is an intergovernmental organization founded to support and promote a model of economic growth known as “green growth”, which targets key aspects of economic performance such a poverty reduction, job creation, social inclusion, and environmental sustainability. GGGI works with countries around the world, building their capacity and working collaboratively on green growth policies that can impact the lives of millions. The organization partners with countries, multilateral institutions, government bodies, and private sector to help build economies that grow strongly and are more efficient and sustainable in the use of natural resources, less carbon intensive, and more resilient to climate change.

The Institute is overseen by an Assembly, comprising 27 members, the Council which serves as the executive organ of GGGI and the Management and Programme Sub-Committee (MPSC) which advises the Council on financial and programmatic matters.

In November 2014, the Council approved the GGGI Strategic Plan 2015-20 (hereon as the Strategic Plan), which sets strategic priorities and directions for the organization over a 6-year period. Based on the theory of change identified, 3 strategic outcomes were identified to guide the work of the organization:

  • Outcome 1: Strengthened national, sub-national, local green growth policy planning, financing and institutional frameworks;
  • Outcome 2: Increased green investment flows; and
  • Outcome 3: Improved multi-directional knowledge sharing and learning between countries on green growth.

The Strategic Plan also prioritized 4 thematic areas considered key to enabling countries to pursue green growth: energy, water, land-use and green cities.

A key aim of the Strategic Plan 2015-20 was to address inadequacies in previous strategic planning efforts, and provide stronger focus and coherence to GGGI’s work, improve integration amongst its divisions and effectively guide operations in programmatic and corporate areas. To implement the Strategic Plan, a biennial Work Program and Budget (WPB) was developed and approved by the Council. This outlined a portfolio of country and global programs, and supporting corporate reforms, to be implemented over the period 2015-16.[1]

Implementation of country and global programs in the WPB 2015-16 is largely undertaken by two divisions who work in a complementary and integrated way:

  • Green Growth Planning & Implementation division (GGPI), which leads the development and implementation of GGGI’s in-country green growth programs; and
  • Investment & Policy Solutions[2] division (IPSD), which designs and delivers specialist products and services to support the development and financing of green growth policies.

In addition, GGGI’s Office of the Director-General (ODG) and the Operations Enabling Division (OED)[3] manage a range of functions and initiatives in non-programmatic and corporate areas.

More information about GGGI work and programs is available at:

With the WPB 2015-16 period now completed, the halfway mark of the Strategic Plan 2015-20 approaching, and a new Director-General recently assuming leadership of the organization, it is timely for GGGI to reflect on progress made so far against the Strategic Plan and see what adjustments might be required moving forward. To this end, GGGI will undertake two initiatives in 2017:

Initiative 1: An internally managed process to review and revise its Strategic Plan in 2017. This process, the Mid-term Strategic Review (MTSR), will focus on two broad themes:

  • Sharpening the focus on development outcomes: Articulating a more tangible vision of success by further defining impact pathways to show how GGGI’s work contributes to achieving the goals of the countries it works in, particularly within the context of Sustainable Development Goals (SDGs) and Nationally Determined Contributions (NDCs)[4].
  • Defining GGGI’s core values: Setting organizational values that define GGGI’s niche as a new kind of international organization, and guide decisions, operations and individual staff behavior toward achieving outcomes.

Initiative 2: Commission an independent evaluation of GGGI’s progress against the Strategic Plan 2015-20. This evaluation will be conducted by an independent evaluation team and is expected to help inform the MTSR.

The current Terms of Reference (ToR) refer to the implementation of Initiative 2.

Objectives/Purpose of the Assignment:

The objective of the assignment is to:

  • Conduct an independent assessment of the progress made by GGGI, during the period 2015-2016, in delivering the priorities set out in the Strategic Plan 2015-20; and
  • Make recommendations to inform revisions of both GGGI Strategic Plan 2015-2020 and the implementation of the WPB 2017-18.

The main audience of the evaluation will be GGGI and members of its MPSC, Council and Assembly.

Scope of Work:

The Consultant, as member of the Evaluation Team, will have to evaluate GGGI’s progress against its Strategic Plan 2015-2020 by assessing the following three key evaluation questions, along with the indicative issues to be considered as part of each question:

a) Program performance: What progress did GGGI make in achieving the intended results of the Strategic Plan in 2015-16? What were the key achievements and challenges faced?

The indicative issues to be assessed include:

  • Performance and results of global and country programs as per WPB documents and/or logical frameworks
  • Performance of GGGI overall based on progress against the Corporate Results Framework[5] and other supplementary information
  • Progress in developing expertise and services relating to the 4 thematic areas and the value chain
  • Integrated approach to delivery of programs, particularly between GGPI and IPSD divisions
  • Country Planning Frameworks
  • LDC expansion initiatives
  • Mainstreaming of safeguards, poverty reduction, social inclusion (including gender) into program operations

b) Institutional development: What progress did GGGI make in implementing key non-programmatic and corporate initiatives in 2015-16 to support the Strategic Plan? Have these contributed to GGGI becoming a more effective, efficient and sustainable organization?

The indicative issues to be examined includes:

  • Membership expansion and engagement
  • Engagement with strategic partners, e.g. the Green Climate Fund, Multilateral Development Banks, private sector actors
  • Resource mobilization efforts for both core and earmarked funding
  • Staff recruitment, management and retention, and strengthening in-country staffing presence
  • Establishment of efficient and effective administrative, financial and other corporate systems
  • Strengthening policies and systems for results-based management and the project management cycle

c) Strategic Plan: How effective has the Strategic Plan been in guiding GGGI to deliver green growth outcomes and become a more effective, efficient and sustainable institution? How could this be improved?

The indicative scope of issues to be assessed includes:

  • Effectiveness of the Strategic Plan in:

–         guiding the development and implementation of country and global programs and reporting of their results

–         guiding the development and implementation of non-programmatic and corporate initiatives and reporting on their results

–         defining the core values of the organization and embedding these into GGGI’s culture and practices

  • Suggested changes to the Strategic Plan and/or its implementation to improve GGGI’s green growth outcomes and institutional development efforts

Details of the evaluation methodology will be left to the evaluation team to develop. Overall, however, the evaluation team is expected to:

  • Conduct the evaluation based on evidence that is credible, reliable and useful
  • Formulate clear and actionable recommendations on potential performance improvement
  • Follow a participatory and consultative approach ensuring close engagement with GGGI staff and partner governments
  • Conduct in-depth assessment of the following 5 country programs and 2 global programs:

Country Programs

Global Programs






Implementing NDCs

National Financing Vehicles


Detailed information about GGGI work in the above listed countries is available at:  

The time period to be covered by the evaluation is 2015 and 2016.

As for the management structure, the evaluation will be supervised by the Impact and Evaluation Unit (IEU) and guided by the Evaluation Advisory Groupcomprised of representatives from GGGI divisions and members of MPSC.

Upon GGGI request, the Consultant shall travel on official business to locations listed above including Seoul Headquarter during the assignment. Such travel shall be at the expense of GGGI in accordance with GGGI’s travel policy and guidelines.

Output/Reporting Requirements/Deliverables:

The Consultant shall work in close cooperation with two other experts namely a Team Leader specialized in Institutional Development and an expert in Green Growth Policy.

These ToR are for the recruitment of the Green Investment expert consultant only. The other team members will be recruited separately.

The overall responsibility for the quality of the deliverables provided by the Evaluation Team will be assumed by the Team Leader. The technical experts shall provide high quality technical inputs to the deliverables listed below and shall report directly to the Team Leader.

The Consultant is expected to focus on the assessment of the key evaluation questions related to Program Performance and Strategic Plan (Evaluation questions a. and c.) as outlined above. In particular, he/she is expected to conduct in-depth assessment of some of the 5 country programs and global projects listed above.

The Consultant shall provide high quality inputs to the delivery the following deliverables and activities, along the indicative timeline:


Activity / Deliverable

Payment Percentage

Mid-March 2017

Deliverable 1: Provide inputs related to green investment for the formulation of theinception report, evaluation methodology, data collection tools, work plan and final evaluation report outline


March 2017

– Review key documents provided for the evaluation

– Undertake data collection and analysis

– Site visits to Seoul and selected countries


April 2017

– Data collection and analysis (continued)


May 2017

Deliverable 2:   Provide and draft inputs related to green investment for the draft evaluation report


June 2017

Deliverable 3:  Provide and draft inputs related to green investment for the final evaluation report




All reports must be in English, in accordance with GGGI’s formatting requirements, and submitted in hard copy and digital formats along with complete sets of raw data, research materials, and interview notes.

Relevant technical expertise in:

  • Preparation and financing of green investment projects in developing and emerging economies, in sectors relevant to the following GGGI’s thematic areas:

–       Green cities;

–       Energy (e.g. Renewable energy projects, energy efficiency, off-grid/rural electrification and energy access)

–       Land use, particularly forestry;

–       Water;

–       Climate change mitigation and adaptation;

  • Evaluations of the performance of organizations in the international development sector against their strategies, particularly multilateral organizations;
  • Evaluations of development assistance programs or activities in developing and emerging economies; specific experience in the shortlist of country programs provided above will be an asset;
  • Frameworks and approaches used by development organizations to plan, monitor and report on results at the strategic level (e.g. Corporate Results Frameworks) and program/project level (e.g. logical frameworks).

Required skills and competencies:

  • Advanced academic degree in the field of international business, economics, finance and other areas relevant to this assignment
  • Good knowledge of financial instruments, national financial vehicles, climate change national funds and development/assessment/finance of infrastructure projects by private or public actors
  • Understanding of investment banking, climate finance issues and mechanisms
  • Experience in equity and debt instruments, financial modeling, valuation methods, returns calculation, financial modeling and their use, investment management and closing cycles will be an asset
  • At least 10 years of experience in the relevant technical areas (as highlighted above)
  • Experience in conducting evaluations of organizational program or policy performance
  • Demonstrated ability to communicate effectively with a wide range of stakeholders, including government officials and representatives of multilateral and bilateral organizations
  • Excellent communication, analytical and writing skills in English

[1] Amendments to the WPB 2015-16 were later approved by the Council under two supplementary budgets and a revised WPB for 2016. 

[2] Formerly known as the Knowledge Solutions Division (KSD).

[3] Formerly known as Management and Administration (M&A) and Management and Governance Division (M&G)

[4] SDGs and NDCs were finalized and adopted, after GGGI Council had approved the Strategic Plan in November 2014 

[5] Due to the need to make further refinements, the Corporate Results Framework was approved by Council after the Strategic Plan 2015-20 in November 2015.