Document rpdoQ19K3Owp3E5dQRLrdEGv7

To: Jackson, Ryan[jackson.ryan@epa.gov]; Nishida, JanefNishida.Jane@epa.gov]; Chen, Team[chen.team@epa.gov] Cc: jhkim72@mofa.go.kr[jhkim72@mofa.go.kr]; Ye Jee Chung[yejee.chung@gggi.org] From: Keeyong Chung Sent: Fri 11/10/2017 1:39:00 AM Subject: Greetings from GGGI in Seoul GGGI-NDC-Alliance-Brochure-WEB.PDF Annual Report 2016.pdf Keeyong Chung CV.doc Dear Ms. Nishida, and Messieurs Jackson and Team: I've been introduced to you by Counselor Janghyung in the Korean Embassy in DC. As a brief intro, I am originally from the Korean Foreign Ministry and now seconded to an international governmental organization called the Global Green Growth Institute(GGGI) based in Seoul. My last post was the minister counselor in DC where I served for 3 years. GGGI is set up in 2012 to provide Member Countries(mostly LDCs) with the tools to help build institutional capacity and develop green growth policy, strengthen peer learning and knowledge sharing, and engage private investors and public donors. I am attaching the 2016 Annual Report of GGGI, brochure on the service we provide and my CV for your reference. In addition to my work as the Director of Governance tasked to deal with our governance organs, the Assembly and the Council, I am assigned also to make outreach effort toward select countries including my own, Japan and the United States, given my past experience there as a foreign service officer. As part of this portfolio, I will be on a short mission to DC to get acquainted with your climate policy under the new Administration(*we were encouraged by the publication of the publication of the recent Climate Science Special Report). Will it be possible if I can have a meeting with you sometime between December 4-8? My schedule will be flexible. For your reference, I have been making arrangements to meet with some contacts I have from the State Department(Office of Global Change), USAID, Congressional Research Service, Senate Foreign Relations Committee/House Foreign Affairs Committee, SAIS, Pew Charitable Trust, Wilson Center, CSIS, Environmental Defense Fund, etc. I look forward to hearing back from you. Best regards, Keeyong a^AI/OI^AI Keeyong Chung, Esq. 17cv1906 Sierra Club v. EPA ED_001523_00002280-00001 Director, Governance Attorney at Law Global Green Growth Institute(GGGI) Mobile: +82-(0)10-9530-9915 Work: +82-(0)70-7117-9915 Connect with us: This message and any attachment(s) are intended only for the use of the named reciplent(s) and may contain information that is privileged, confidential or otherwise exempt from disclosure under applicable law or contractual arrangement. If you are not the intended recipient, please notify the sender by return e-mail and delete this message from your system. Do not disclose the contents of this message or the attachment(s) to any other persons. Violation of this notice may be unlawfol. Please note that internet communications are not secure and e-mails are susceptible to change. Thank you for your cooperation. 17cv1906 Sierra Club v. EPA ED_001523_00002280-00002 Global G )wth Institute ANNUAL REPORT 2016 17cv1906 Sierra Club v. EPA ED_001523_00002281-00001 17cv1906 Sierra Club v. EPA ED_O01523_00002281-00002 17cv1906 Sierra Club v. EPA ED_O01523_00002281 -00003 17cv1906 Sierra Club v. EPA ED 001523 00002281-00004 Table of Contents . ' Message from the President of the Assembly and Chair of the Council Message from the Director-General About GGGI 2016 GGGI Resource Partners Recap of WPB 2016: Strengthening policies for green growth Strategic Outcome 1: Strengthened green growth policies Strategic Outcome 2: Increased green investment flows Strategic Outcome 3: Improved knowledge sharing and learning Maximizing organizational effectiveness and efficiency Summary of Financial Statements Greening GGGI Annex 1: Corporate Results Framework I ibleof Project Results 17cv1906 Sierra Club v. EPA 3 ED_001523_00002281 -00005 16 Message from the President of the Assembly and Chair of the Council Dear Friends and Members of the Global Green Growth Institute, Two-thousand sixteen was one of many milestones for the Global Green Growth Institute (GGGI). Building on the momentum of the Paris Agreement and other notable sustainable development initiatives, GGGI re-doubled its effort to support Member and partner countries deliver green growth and lay the groundwork for transformational change. In 2016, GGGI completed its firstWork Program and Budget (WPB) against the Strategic Plan 2015-2020. The strong programmatic and operational foundation that successful execution of the WPB created within GGGI resulted in strengthened green growth planning and financingframeworks, increased green investments, and improved green growth knowledge sharing and learning among the developing countries. GGGI continued to make great strides to establish the planning and policy frameworks that wi11 set the stage for the delivery of bankable green growth projects. Over the course of 2016, GGGI facilitated the adoption of 14 green growth policies by partner governments and the development of national roadmaps and thematic-sector strategies. At least 14 more policy outcomes are awaiting finalapproval by government authorities and expected to be adopted in 2017 because of outputs delivered by the end of 2016. and private sectors to address and move forward issues in support of green financeproject development and green technology solutions. GGGI also welcomed in 2016, the arrival of Dr. Frank Rijsberman to steer the organization forward as Director General. Under his leadership GGGI will continue to strive for and deliver greater achievements. The organization will be guided in this work by the Work Program and Budget 2017-18 that was developed and approved in 2016, and which embodies the hard work and impactful results that GGGI delivered over the past year. The 2016 Annual Report provides the full breadth and depth ofthese accomplishments, and clearly demonstrates GGGI's commitment to its mission and Members. I conclude by noting the immense honor it has been to work with GGG I and its Members as President of the Assembly and Chair of the Council. I amconfidentour future will be green and that GGGI will playa leading role in getting us there. GGGI also continued movingto the "right of its value chain", supporting the development of bankable projects, domestic financingvehicles and reducing risk through financialinstruments that support NDC implementation. Although GGGI's efforts to enable the environment for green investments in 2016 only resulted in the mobilization of USD 105 million,future years will lookvery different By the end of 2016 GGGI had developed a USD 1 billion portfolio of 25 projectsand financialvehicles in the pipeline to be financedin 15 countries. 2016 also served to strengthen GGGI's global leadership in driving the green growth agenda and sharing green growth knowledge. The conferences, forums, trainings and networking sessions GGG I organized as part of Global Green Growth Week 2016, brought together global leaders, senior policymakers, and experts from both public Dr. Susilo Bambang Yudhoyono President of the Assembly and Chair of the Council 2016 4 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00006 Message from the Director-General Dear Green Growth Stakeholders, It was my great pleasure to join the Global Green Growth Institute (GGGI) in October, 2016, and since this time I have come to fully appreciate the strengths and potential of the organization. With the support of strong leadership and management, and the commitment of stakeholders, GGGI hasachieved impressive growth over the last several years and now includes 27 Members with operations in 25 developing countries and emerging economies. Indeed, GGGI's country programs, embedded within and working side-by-side with partner governments, are one of GGGI's greatest strengths. Coupled with GGGI financialand thematic experts that closely support country programs, GGGI is uniquely positioned to provide innovative services and deliver green growth projects from concept and planning to implementation and financing. GGGI'sfoundational strength has been developed through a sound Strategic Plan that sets clear goals, while at the same time providing flexibilitytoaddressthe priorities of Membersand partners inthe post-MDG landscape. To effectively meet these priorities GGGI's work moving forward will need to clearly support outcomes that are directly linked to Sustainable Development Goals and Nationally Determined Contributions. GGGI took steps to further develop results-based management in 2016 by implementing output based budgeting, as wel I as strengthening its human resources through a number of initiatives including the implementation of a robust grade framework that will enhance efficienc^nd career development. GGGI completed itsfirstbiennium WorkProgramand Budget (WPB) in 2016 in good financiahealth, and on the cusp of rapid growth at many levels. Indeed, the WPB 2015-16figuresof 161 and USD41 million for staff and expenditures respectively, are planned togrowto 293 staff with a budget of USD 56 million in 2017. This planned growth inthe coming years is a result of GGGI'sability during the firstWPB period to provide Members and partners strong support in the development of strategies, policies and plans that set the stage for green growth. Now transitioning into the Work Program and Budget 2017-18, GGGI is set to demonstrate to stakeholders that it can deliver financial resources to its bankable green growth projects and increase impact at scale. The work and achievements GGGI delivered in 2016, leave no doubt that the organization is up to the task. I ndeed, over the last year, GGG I provided support to mainstream green growth inthe national and sub-national planning frameworks of Member countries Cambodia and Jordan, and initiated steps to form a strategic partnership with the Green Climate Fund and develop an NDC alliance. GGGI also initiated measures, including a gender equality strategy, and pro-poor and inclusivity safeguards, to ensure that programmatic work targetsand plans are developed in a way that works toward green economic growth that is simultaneously environmentally sustainable and socially inclusive. ln2016,GGGI madegood progress toward becominga more nimble and innovative organization that can leverage opportunities quickly and at scale. GGGI instituted a decentralized framework for recruitment, procurement and travel that enhances program delivery on the ground by and streamlines operational processes. Dr. Frank Rijsberman GGGI Director-General 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00007 17cv1906 Sierra Club v. EPA ED 001523 00002281-00008 About GGGI The Global Green Growth Institute (GGGI) is a treaty-based international, inter-governmental organization established in 2012, at the Rio+20 United Nations Conference on Sustainable Development. Founded to support and promote the mainstreaming of green growth, GGGI programs and projects target economic growth that is environmentally sustainable and socially inclusive. GGGI works across four priority areas considered to be essential to transforming national economies, including energy, water, sustainable landscapes and green cities. GGGI envisions a resilient world achieved through strong, inclusive and sustainable green growth, and is dedicated to supporting the transition of GGGI Member countries toward a green growth model. In pursuit of these goals, GGGI works with Least Developed Countries and emerging economies to design and deliver programs and services that demonstrate new pathways to pro-poor, sustainable economic growth. GGGI supports stakeholders through the delivery of comprehensive products and services designed to assist in developing, financin^nd mainstreaming green growth into national economic development plans. 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00009 16 Headquartered in Seoul, Republic of Korea, GGGI has 27 members with operations in 25 countries. 1 Australia Member Countries Operations Australia, Cambodia, Costa Rica, Denmark, Ethiopia, Fiji, Guyana, Hungary, Indonesia, Jordan, Kiribati, Republic of Korea, Mexico, Mongolia, Norwa uaNewGuine; lay, Peru, Philippines, Qatar, Rwanda, Senegal, Thailand, United Arab Emirates, Ui.Hted Kingdom, Vanuatu, Viet Nam Cambodia, China, Colombia, Ethiopia, Fiji, India, Indonesia, Jordan, Kiribati, Lao PDR, Mexico, Mongolia, Morocco, Mozambique, Myanma r, Nep ....Milippines, Rwanda, Senegal, Thailand, Uganda United Arab Emirates, Vanuatu, V am 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00010 2016 GGGI Resource Partners ' eii Bwiifiw! I I I * t y T1 , .. , 1 I t f $ 7$ $ i KOICA liitiw ttenii<ai GwpeHitio* Afeaey Ministry! Fwifb MftOrs PPN,' Bapp&as '' ' ' v 1 't , H ,.................... SEMARNAT 17cv1906 Sierra Club v. EPA UK A 9 ED_001523_00002281 -00011 2016 GGGI Milestones Hungary becomes twenty-fi ft IM ember ofGGGI Thailand becomes twenty-sixth Member ofGGGI GGGI launches Green Growth Potential Assessment (GGPA) tool to help countries identify priority issues and sectors to be addressed for strategic green growth Ethiopia's CRGE Facility becomes an Accredited Entity to the Green Climate Fund with the support of GGGI Thailand launches the National Greenhouse Gas Reduction Roadmap, developed in collaboration with GGGI and the German Federal M inist ry for the Envi ronment, Nature, Conservation, Building and NuclearSafety Rwanda launches the National Road Map for Green Secondary Cities Development developed in partnership with GGGI Colombia's Amazon Vision program to reduce deforestation launched in partnership with international donors and GGGI Vanuatu approves the establishment of a National Green Energy Fund based on GGGI's recommendations Cambodia and GGGI sign Mold to partner on green growth for 5 years sia and GGGI launch Phase II of the Government of Indonesia-GGGI Green Growth Program ______ Renewable Energy Development Autho rity commi ts to capi talize co-fnance USD 70 million in India's ACE Fund, a financiainstrumentfor enhancing financial fiowsto the off-grid energy sector GGGI hosts inaugural Global Green Growth Week in Jeju, Republic of Korea GGGI Celebrates 4th Anniversary as an International Organization Peru becomes twenty-seventh Member ofGGGI GGGI organizes 3 side-events at COP22 in Marrakech, that work to support national planning and financinor NDC implementation Jordan adopts National Green Growth Plan, developed in partnership with GGGI 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00012 A RECAP OF GGGI'S WORK PROGRAM & BUDGET FOR 2016: Strengthening Policies for Green Growth In 2016, GGGI continued to deliver on the priorities set out in its Strategic Plan 2015-20 and Work Program and Budget 2015-16 (WPB), building on the strong initial results achieved in 2015. Overthe course of 2016, GGGI continued to support Member and partner countries plan for green growth, create an environment to financegreen growth, and share green growth knowledge to enhance scale and impact. Achieved in early 2017, but critical to GGGI's support for resource mobilization, is the signing of a Framework AgreementwiththeGreenClimate Fund (GCF).This partnership focuses on supporting the GCFs National Designated Authorities and Direct Access Entities in GGGI's Memberandpartner countriesto prepare readinessgrants and bankable projects. The majority of GGGI's programs in 2016 had a strong focus on supporting Member and partner countries to develop green growth planning frameworks and adopt green growth policies - the 'left side' of GGGI's value chain approach. This focus represents a natural starting point for many GGGI country programs, most of which have only been established recently. It also reflects GGGI's view that sound enabling policies, planning and institutional frameworks are a critical and essential foundation from which to mobilize investment, scale up successes and deliver the kinds of transformational changes necessary for green growth to be realized. Indeed, "Strengthening Policies for Green Growth" is the theme running through the 2016 Annual Report, and the focus of the success stories highlighted throughout. ligtlillfO At the same time, during 2016, GGGI also signaled a major scaling up of capacity and operations for the `right side' of the value chain - namely, the financin^nd implementation of green growth policies. Among the programmatic work generated to mobilize resources were two new major flagshipinitiatives approved as part of the WPB: fgg|ijs||WliWi|^^ Financing INDC Program: to develop and secure financefor projects that helpcountries meet their domestic N DC commitments under the Paris Agreement; and National Financing Vehicles Program: to develop and help implement domesticfinancingvehiclesfor green growth, blending international financewith local capital and enhance the quantum of money for green growth. |St|atSjBiW^^ 17cv1906 Sierra Club v. EPA 11 ED_001523_00002281 -00013 16 I n further support of policy, planning and investment, 2016 also saw GGGI continue its efforts to generate and disseminate evidence demonstrating green growth as a viable alternative economic growth model for countries to pursue. The centerpiece of these efforts was September's Global Green Growth Week 2016, a week long international event that combined the Global Green Growth Summit, the Annual Conference of the Global Green Growth Knowledge Platform and meetings of GGGI's Council and Assembly. GGGI's total expected budget for 2016 was approximately $47.6m, comprising $39.6m in core funding and $7.9m in earmarked funding. The WPB included 34 projects (27 for delivery and 7 for scoping) across 24 countries in Asia, thePacificihe Middle East, Africaand Latin America. This incl uded expa nsion of GGG I's operations i nto severa I new LDCs including Laos, Mozambique and Myanmar, as a step towards GGG Is target of achieving a balanced allocation of resources between LDCs and M ICs by 2020. I n addition to programmatic priorities, GGGI's work in 2016 also set out to deliver a number of reforms in institutional areas, to continue to strengthen GGGI'sefficiency, productivity and capacity to deliver value for money. These included: continued efforts to expand membership and pursue resource mobilization; ongoing expansion of the ERPsystem launched in 2015; further strengthening of GGGI's results-based management policies and systems; and various H R initiatives including staff regrading, training programs and solutions to enhance recruitment processes and status of in-country staff. Collectively, these priorities sought to drive further progress towards GGGI's target of spending no more than 17% of core budget on management and administration by 2020. The subsequent sections of this report provide a comprehensive report on the aggregated performance and results of GGGI's work in 2016, based on the indicators and targets set out in GGGI's Corporate Results Framework (see Annex 1). In addition, an account of the activities and results of individual country and global programs is also included in the 2016 Annual Report (see Annex 2). GGGI's Delivery Model GREEN IMPACT ASSESSMENT DESIGN, FINANCING & IMPLEMENTATION Polity and analyse Analysts of rostsand iVPbtmf nl lequumenU I of SOftOIdL' sub-sect oral investment pl and setec hon Dt'MlJH Projet and polity prepaidtuin Implements! 12 17cv1906 Sierra Club v. EPA POLICY FEED BACK AND ^.LESSONSLEARNED _ ED_001523_00002281 -00014 Strategic Outcome 1: Strengthened green growth policies The successful transition to green growth depends critically on countries having the right policies in place. As GGGI's value chain makes clear, this is often an essential pre-cursor for implementation and financing of green growth projects to occur. Helping countries to develop and implement policies that prioritize and support green growth is a key focus of GGGI's work. This strategic outcome focuses on how well we support partner countries to put in place policies necessary to transition towards green growth. The results relatingto this outcome reflect the leftside of GGGI's value chain, which is focused on establishing green growth policies at the national, sub-national and sectoral levels. These types of outputs include technical studies, analytical tools, strategies, plans or roadmaps that inform the development of government green growth policies. Some examples of the outputs delivered in 2016 included: National level: GGGI developed the National Green Growth Strategy and Roadmap as well as the National Green Cities Roadmap in Uganda. The methodology for the extended cost-benefit analysis (eCBA) which will form part of the nationwide strategic environmental assessment (SEA) methodology was developed in Indonesia. I n Peru, preparatory work through a framework document was completed which will form the basis for the development of the National Green Growth Strategy in 2017 Sub-national or sectoral level: GGGI supported the renewal of transportation concessions in the State of Morelos in Mexico and supported the strengthening of the new Transportation and Mobility Law in the State. Policy outputs planned in 2016 (Target) Policy outputs delivered in 2016 (Result) GGGI OUTPUTS POLICY OUTPUTS Policy outputs planned in 2015 (Target) Policy outputs delivered in 2015 (Result) 13 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00015 Cambodia's impressive economic growth over the past decade has been largely driven by tourism, garment exports, real estate and construction. Thisgrowth has resulted in significant population growth, particularly in urban areas which account for approximately 30% of the total population of 15 million and is expected to rise to an estimated 44% of the projected total population of around 18.4 million by 2030s With the urban sector accounting for approximately half of Cambodia's gross national income (GN I), the potential for urban migration and development to create jobs and build upon the country's recent successes in reducing poverty represents an important opportunity for sustainable urban development-. However, the rapid pace of unstructured urbanization is generating significant social, economic and environmental challenges in Cambodia. The lack of systematic development planning and financial resources for green infrastructure and services have led to considerable urban growth stresses, including lack of power, informal settlements, deficient water supplies, wastewater treatment, urban flooding, air pollution, and municipal solid waste management. Enhancing major cities' infrastructure is one of the top priorities of the Royal Government of Cambodia. GGGI's interventions have and continue to be crucial to support the government in creating an enabling environment for implementing and financing sustainable, long-term urbanization initiatives through policy frameworks and structured development planning. As part of this effort, a Green City Strategic Planning Methodology was developed and piloted to formulate the Phnom Penh Green City Strategic Plan (2017-2026). The implementation of this plan will significantly contribute to green job creation in the manufacturing sector (e.g. wastewater treatment, energy efficiency, pollution control) and public health benefits, by reducing the urban hazards associated with deteriorating air quality, water pollution, unmanaged waste, and traffic congestion. Ongoing work in 2017-2018 includes scaling up the success in the capital city to develop a National Strategic Plan for Green Secondary Cities. Further, the Green City Strategic Planning Methodology will be incorporated into the legal and regulatory framework, under the Environment and Natural Resources Code prepared by the Ministry of Environment, in early 2017. This will serve as a national guideline for green city development across Cambodia. Building on the work to strengthen development planning, GGGI also identified the potential forgreen infrastructure projects in Phnom Penh. The Green City Strategic Plan for the city included a prioritized list of 48 potential green city investment projects and GGGI is working with development partners to develop investment action plans to mobilize finance. I n the energy sector, GGGI provided policy recommendations and a strategic plan for scaling up investment in renewable energy for productive use (E4PU). Based on the projects identified in Phnom Penh, GGGI initiated the development of a demonstration project of a decentralized wastewater treatment system in peri-urban areas. Ongoing work in 2017 is aimed at identifying investment opportunities for scale up with the aim to improve resilience to climate change and generate livelihoods for the urban poor. ADB, Cambodia: Urban Sector Assessment. Strategy and Roadmap (Manila. 2012) -GGGI Cambodia Country Planning Framework iggf||||OijS|g^ 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00016 3GGI OUTGOIV POLICIES ADOPTED Policies planned to be adopted in 2016 (Target) Policies adopted in2016 (Result) il TinZS Policies planned to be adopted in 2015 (Target) lll^^ Policies adopted in 2015 (Result) Green growth policies encompass any formal decision by governments that promotes green growth and is the extent to which the policy advice and recommendations delivered under the first output described above are taken up by partner governments. By the end of 2016, GGGI facilitated the adoption of green growth policies in 10 countries - Jordan, Mexico, Mongolia, Rwanda, Senegal, Thailand, Uganda, Peru, China and Vanuatu. Some highlights of these policies included: National level: In Rwanda, the National Roadmap for Green Secondary City Development was officially adopted by the government in May, 2016 and resulted in the launch of the Rwanda Green Building Organization (RwGBO).The main document will be used as a guide to transform six identifiedsecondary cities as models of green urbanization and then rolled out in the rest of the country. It has also helped inform ongoing revisions of District Development Plans (DDPs) in the six secondary cities to factor in green growth concepts in planning. Sub-national or sectoral level:GGGl facilitated the integration of green growth investment priorities into sub-national plans and budgets in two provinces in Mongolia. In Vanuatu, based on the adoption of the National Energy Road Map developed by GGGI, the government endorsed the establishment of the National Green Energy Fund. The additional 14 national and sub-national level green growth policies are? expected to be formally approved by relevant government authorities in 2017 In the following count riesnColomb ibodia, China, Thailand, UAE, Uganda, Viet Nam and Peru. 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00017 IIWlsM As one of the smallest economies in the Middle East. Jordan has high ambitions for economic growth but faces a number of challenges to sustainable development. Jordan's traditional approach to economic growth has driven some of the key challenges that it now faces, such as water scarcity and an overreliance on external resources, particularly oil. A rapidly expanding population and industrial pollution have taken a toll on Jordan's environment. This is exacerbated by the complex and unpredictable challenge of the refugee crisis and considerable immigration within the region which has put additional stress on natural resources. I n response to these challenges. GGGI has worked closely with the Government of Jordan to leverage the country's growth potential in an environmentally sustainable manner.This led to the adoption of the National Green Growth Plan (NGGP) in 2016 to serve as a national level N DC of the government. The N GGP provides a comprehensive development approach to green growth planning and implementation. This is supported by the quantitative analysis of 24 projects across six green growth sectors, namely energy, water, waste, transport, tourism and agriculture, as well as an analysis of the green financing environment in Jordan. Recommendations also included financingoptions for the projects, institutional frameworks to support implementation and clusters to scale-up green growth. A common theme throughout the NGGP is the need to alleviate pressures from the Syrian refugee crisis in Jordan. While demonstrating green growth benefits,the plan highlights that implementation of interventions must address the importance of providing equal employment opportunities to Jordanian citizens and refugees alike. This reflectsthe most pressing social development priorities of both the Government of Jordan and international donors. The NGGP is the firstdocument in Jordan that aims to mainstream green growth into government policy-making. GGGI is continuing to work with the government to ensure the success of the green growth approach by implementing the recommendations made in the NGGP and supporting the mobilization of resources. As a sign of potential replication of this approach in other countries in the region, the League of ArabStates has shared the Jordan NGGP with its 22 member countries. The above results focus on the quantity of our policy work (number of policy outputs/outcomes achieved). The next two results give some sense of the quality of the outcomes achieved. A qualitative scorecard approach has been adopted to get some sense of the extent to which the 14 partner government policies and policy processes adopted likely to be implemented and support transformational change. The scorecard was issued to each of the projects which reported an achieved policy outcome to assess the presence of 4 key features highlighted in the next page. 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00018 Alignment with green growth elementsand likelihood of implementation % ICIESADOPTED Objectives aligned with green growth elements Resources allocated for implementation Clear arrangements for implementation Identification of specific green growth actions or investments % 50% 12% 63% 50% No Partially Yes Based on the results for features 2 and 3 related to implementation, it can be noted that a small proportion of these policies are in the early stages of adoption by various government counterparts who are yet to determine the exact mechanisms to implement the policy directions. Overall, this result suggests that there are positive signs that partner governments are taking green growth seriously in policy development but further work is required to ensure implementation. Similarly, to gauge the likelihood of the green growth policies achieving transformational change, a qualitative scorecard approach was adopted to assess the policies on the following4 elements and the results are summarized below: Characteristics of transformational change % ICIESADOPTED z \ Large scale focus --b Potential to be replicated fero I nnovative in approach or aim AV" Leverage other resources to increase results No Partially Yes 17cv1906 Sierra Club v. EPA 17 ED_001523_00002281 -00019 16 This result suggests that green growth policies put in place by partner countries have good potential to achieve transformational change, as highlighted in the example below: Thailand: Developed a practical and implementable roadmapfor greenhouse gas (GHG) reduction in three selected industrial sub-sectors of the Thai economy which demonstrates a large-scale focus. This was a fi rstof its kind roadmap developed in Thailand to assist in the implementation of its Climate Change Master Plan and its GHG reduction commitment under the Nationally Determined Contribution (N DC). The roadmap was based on analytical reports developed by GGGI which identifiec^otential GHG reduction measuresand technologies and conducted technical and economic analyses of these measures. It also lays a conceptual foundation for the similar roadmap development in other specificsub-sectors. From the results, it is estimated that the implementation of similar activities across the manufacturing sector could lead to the reduction of 23-37 MtCO2e, or 4-7% of the country's emissions. This could potentially save THB 32 billion for the Thai economy. This provides a strong methodological basis for other partners, includingthe private sector, to select and provide resources to implement appropriate measures for GHG reduction. lSggg^ In the Strategic Plan, GGGI definesgreen growth as models of growth that simultaneously addresses 4 elements: economic growth, poverty reduction, environmental sustainability and social inclusion. All the green growth policies adopted in 2016 showed a clear intended contribution to economic growth, poverty reduction and environmental sustainability as illustrated in the figurebelow: 18 17cv1906 Sierra Club v. EPA ED_001523_00002281-00020 Elements of green growth % I 1 ' ! VEANINTEh 1 < I I ENT 100% 100% 100% g|i|iif| lllliiil 16111100 Hlgi|iS8||g| llJIfiHlIA 1 j .. - It was noted that policies contributed to social inclusion 11 y -i i "Pro-poor Inclusive in about 90% of the cases. This is significantly higher .i m Growth: Experierr i a New than the results from 2015 for this element (50%) Agenda": The technical publication and resource which shows that efforts are being made to mainstream material describes what pro-poor inclusive green all 4 elements of green growth into these policies. growth is and why it is important. This was jointly GGGI has initiated measures to ensure that outputs (related to all three strategic outcomes of policy, investment and knowledge sharing) are developed in a way that seeks to simultaneously address all 4 elements of green growth. These measures include: developed with the International Institute for Environment and Development (I IED) and the Green Economy Coalition (GEC). This report formed the basis for developing the SPRSI operational guide. It also helped strengthen the partnership with I IED and GEC and opened Sustainability and safeguards policy: This is a mechanism to ensure that GGGI's projects avenues for possible collaboration with 11 ED and GEC in-country. and programs do no harm to the environment and Gender equality strategy 2016-2020: people as a minimum, and identify opportunities to The strategy was developed and is operational improve the environmental and social sustainability through the above mentioned SPRSI Operational of GGGI's interventions. The aim is to promote Guideline and the WPB templates, which ensures positive impacts, identify/mitigate/manage risks, that social safeguard and potential for maximized enhance quality of GGGI's interventions, in line social impacts are assessed in all country program with international best practice. initiatives. Guidelines for implementation and Example of in-country implementation: training: The safeguards, poverty reduction The Eco-Town Framework Project in San Vicente and social inclusion (SPRSI) operational guide Municipality, Palawan Province in the Philippines, was developed in 2016 and rolled out to all staff has provided a platform for extensive stakeholder during internal workshops and retreat/trainings. and community participation in the assessment The guideline also included gender equality as a of natural resources and vulnerability to climate pivotal aspect of inclusive growth. The guide has change impacts, prioritization of potential helped implement the safeguards policy through mitigation initiatives, which addresses inclusive CPF development, WPB 2017-2018 development growth within the fisheries, agriculture and process and inclusion in new staff induction module tourism sectors. 17cv1906 Sierra Club v. EPA 19 ED_001523_00002281-00021 Strengthening Policies for Green Growth Palawan is an archipelagic province in southwestern Philippines, characterized by an abundance of natural resources and rich biodiversity. These natural resources are a lifeline for the people of Palawan and the goods and services provided by the ecosystem fulfilItheir everyday needs, and increasingly, provide opportunities for a brighter future, if carefully managed. The municipality of San Vicente in Northern Palawan is a microcosm of the prevailing conditions noted for the province generally. Over 70% of the residents rely on natural resources for their livelihoods, such as fishingand farming. It is also a poor municipality with over 6096 of people living below the low-income threshold. The predominantly natural resources based livelihoods are extremely vulnerable to climate change, and given the high poverty incidence and limited technical capacity in the municipality, the ability to adapt to even minor impacts of climate change is low. On the other hand, tourism is expected to contribute significantlyto the economic development of San Vicente in the future. I n 2013, the Philippines firstflagshipTourismEnterprise Zone (TEZ) was established within an 800-hectare area centered on San Vicente's long beach area, and the opening of a new airport (planned in 2017) will bring significantinvestment and development to the area, including an infIuxof tourists and newcomers. Century Properties, a well-known Filipino commercial property developer but a newentrant into the sustainable tourism development market, has commenced design prefeasibility for a 56-hectare plot located outside of the TEZ. With this backdrop. GGGI has been working with the municipality of San Vicente to identify strategic interventions that can demonstrate pro-poor, inclusive green growth with tourism as the main growth driver. To ensure that the broader development objectives of the municipality are attained it will be critical to ensure that the forthcoming tourism development is sustainable and inclusive. While this is possible, twill require sustained efforts on the part of all interested parties, including relevant national and regional government offices^he municipal government, property developers and other private sector investors. Effective management of the environmental pressures and inevitable impacts that will emerge as tourism escalates is an important challenge to be addressed. Another challenge is ensuring that the relatively unskilled and poorer communities of San Vicente are not relegated to an observer role in the development of their municipality and benefitequitably from the upcoming development in tourism. They will need to be given employment opportunities, effectively integrated into the emerging tourism value chains, and given the opportunity to produce, market and sell their products efficientlyand competitively as demand increases. The demonstration project in San Vicente sets out to build on and consolidate the results from GGGI's previous support in developing the municipality as an eco-town, support the implementation of concrete activities and firml\establish the municipality as a `model' for climate resilient pro-poor, inclusive green growth. GGGI's ongoing support includes an explicit focus on integrating pro-poor and inclusive approaches to tourism sector development at the municipal level, while simultaneously generating lessons that can be promoted at the national and global level. 20 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00022 Strategic Outcome 2: WS The efficacyof green growth planning will ultimately be measured by the extent to which it can attract public and privatefinancingforinvestmentintogreeninfrastructure.lt is therefore essential that green growth plans are eventually translated into concrete bankable projects focusing on both mitigation and adaptation,and that their financiablosure can be achieved through the mobilization of public and private sector investments. This strategic outcome focuses on the mobilizing of investment towards green growth and the results are intended to reflectworkon the right side of GGGI'svalue chain. The approach adopted is to create the ability to increase green investment flowsfrom multiple sources, through effective planning, policy and regulation. There are mainly two types of outputs that contribute to this outcome: Outputs that improve the enabling environment for investors, such as development of de-risking tools or regulatory reforms that make investment more attractive. These outputs indirectly support investment mobilization and can potentially have a large-scale impact on the amount of investments mobilized in the longer term. Though they appear similar, the other type of outputs directly lead to the mobilization of investments. Examples include investment proposals, bankable projects and development of national financingriechanisms. 2016 (Target) 2016 (Result) 17cv1906 Sierra Club v. EPA G* I OUTFIT OUTPUTSTO IMPROVETHE ENABLING ENVIRONMENT FOR INVESTMENTS 2015 (Target) 2015 (Result) 21 ED_001523_00002281-00023 16 One of the most critical challenges to turn commitments to promoting green growth into investments is determining how to create the necessary financial and market conditions to remove investment barriers, attract domestic and international finance, and, ultimately, rapidly develop green growth markets. To create this enabling environment, preliminary work to develop risk reducing financial instruments was completed in 2016: India: India's NDC highlights the national priority to become more energy efficientshift toward clean energy, and achieve electricity access for all. However, there is a challenge of financingthese priorities and GGGI is working on improving electricity access by enabling debt financingfor the off-grid energy (OGE) sector. Although many companies are operational in the OGE sector in India, not many have reached the required scale. One of the main limitations for OGE companies is raising capital for business operations, particularly debt capital from financiainst itutions (FIs). Because of lack of transaction experience, FIs have maintained a high-risk rating for the sector. GGGI is engaging with a wide range of stakeholders todesign and implement an innovative financing facility, called ACE Fund, to reduce risk in the OGE sector and potentially unlock energy access to 5 million individuals. The main partners are the Indian Renewable Energy Development Authority (I REDA) and the National Bank of Agricultural and Rural Development (NABARD), the only Green Climate Fund (GCF) accredited entity in India, and other private sector Flsto unlock funding. The potential ACE Fund is expected to be a USD 100 million revolving credit facility with USD 17 million in credit enhancement for the OGE sector. I REDA issued a letter of engagement with GGGI in August 2016 to build up the ACE Fund with a commitment to capitalize USD 70 million. Peru: Supported the government to develop the National Green Growth Strategy which identified green growth initiatives, efforts to align policy in priority sectors and developed a roadmap for mobilizing public and private funds. Building on this, GGGI is supporting the Peruvian government to establish a renewable energy and energy efficiency (RE&EE) program to overcome market barriersand catalyze additional investment for green growth initiatives. Thailand: Developed the Thai Auto Parts Supply Chain Development through Energy Efficiency (TAPEE) Program. It is designed to reduce barriers to energy efficiencyinvestment in the small and medium enterprises (SM E) auto parts sector to increase investments in green infrastructure projects. With the increase in capacity of GGGI's Green Investment Services team in 2016, considerable work has been done to connect the policy related work to investments which shows a positive move towards implementation. 2016 (Target) 2016 (Result) 22 17cv1906 Sierra Club v. EPA OUTPU" OUTPUTS THAT DIRECTLY SUPPORT INVESTMENT MOBILIZATION 2015 (Target) 2015 (Result) ED_001523_00002281 -00024 iSgggflg^^ fSI^^ The above result highlights that there has been a significantincrease in the delivery of investment related outputs compared to 2015. Some of the highlights include supporting the development of national financing mechanisms in Jordan, Mongolia and Vanuatu. Two of these are described below: Jordan: Complementing the work to develop the National Green Growth Plan (NGGP), GGGI is working with the government to strengthen the supporting institutional framework and stakeholders' capacity for implementation. GGGI explored the barriers and opportunities regarding the availability of existing finance to provide the quality and quantity of green financing needed to support the implementation of the NGGP. Different green growth project categories were assessed, including the most suitable types of financing available. Asan extension to this study and to support the implementation of the NGGP, GGGI is providing technical assistance to support the operationalization of the Jordan Environment Fund (JEF) in 2017-18. The NFV is being developed in specific stages determined by GGGI based on which the concept stage report was completed in 2016. This considered the macroeconomic landscape and focused on key green growth sectors including energy, water, waste, tourism, agriculture and transport, together with the legal, regulatory and institutional framework within which the JEF can be implemented. Mongolia: Based on the priorities laid out in the National Green Development Policy, GGGI is supporting the development of the Mongolia Green Credit Fund (MGCF). This is the first and only dedicated green finance vehicle in the country to provide medium and long term credit, lower cost of credit and support project pipeline development aimed to reduce air pollution as a priority. GGGI is part of the MGCF working group which completed the concept stage for the development of the NFV in 2016. The working group is comprised of key development partners in the countries includingthe Ministries of Environment and Tourism and Finance, the Mongolian Bankers Association (MBA), Energy Regulatory Commission, National Chamber of Commerce and Industry, UN-PAGE and GIZ among others. The main activities completed in 2016 included the action plan for the MGCF's development, preliminary market assessment for green finance and a concept note describing the key features and objectives, the types of financial products to be offered to participating financial institutions (FIs) and the proposed financial products that FIs could offer to various segments of end-user markets. 17cv1906 Sierra Club v. EPA ED_001523_00002281-00025 Driven by its traditional agriculture and fisherysectors $ well as its fast-growing tourism industry, Vanuatu hasachieved strong economic performance over the past decade. Vanuatu encounters unique economic challenges due to its distance from major markets, lack of infrastructure, and vulnerability to natural disasters and climate change. The country's population of about 235.000 is dispersed across 65 of its islands, many of them far from the urban centers of Port Vila and Luganville 5 Approximately 73% of Vanuatu's population does not have access to electricity, with the majority living in rural areas "'.While Vanuatu's economic performance has improved in recent years, its remoteness, small market size and limited institutional capacity remain key barriers to green growth. With a specificfocus on the energysector, in collaboration with the World Bank, GGGI provided technical assistance to the Department of Energy for the revision of the National Energy Road Map (NERM). The revised NERM has identifiedfivestrategic areas for policy intervention in the energy sector: accessible energy, affordable energy, secure and reliable energy, sustainable energy,andgreen growth. It hasalso identifieda financinggap of at least USD 20 million to achieve national energy access targets. Toaddress this gap and based onGGGI's recommendation, the government approved the establishment ofa National Green Energy Fund (NGEF) in 2016, which GGGI will take for onward development and capitalization. One of the Fund'sobjectives is to achieve 100% rural electrificationand promote business and income-generating activities in rural areas through use of renewable energy. The approach adopted by the government, with GGGI's support, is to establish the N GEF as a National Financing Vehicle (N FV) and raise funds - whether from the Green Climate Fund or any other source considered suitable. A `readiness proposal' was submitted to the GCF in 2016 and approved in March, 2017, to fund feasibility work related to the development of the business plan, target market sectors and operations plan of the N FV. GGGI has also assisted in identifying potential renewable energy projects by developing a pipeline of project ideas on solar mini-grids, renewables for tourism, rural water supply, and biomass for electricity. Ongoing assistance for the establishment and operationalization of the NGEF is being provided by GGGI in 2017-2018. Asian Development Bank. Vanuatu Fact Sheet 2015. Vanuatu National Energy Roadmap, 2013-2020. GGGI, recognizing a very serious gap between the sources of capital and the needs of projects has responded by developing a portfolio of projects (that it will develop to bankability), financiainstrumentsand nat ional fi nanci ng/eh icles. GGGI's focus i n develop! ng green bankable projects is to demonstrate how such projects can be developed and their risk reward profilesnade to align more closely with the needs of investors. This means addressing areas such as policy and regulatory barriers, governance and transparency, enhancing predictability of cash flows,findincpuitable business models and reducing overall project risk. GGGI aims to catalyze green investments by demonstrating the technical and financiak/iability of appropriately prepared projects, and in this context has supported many countries such like Cambodia prioritize list of green investment projects and develop investment action plans. 24 17cv1906 Sierra Club v. EPA ED_001523_00002281-00026 I n addition, there was an emphasis on the origination of projects within the context of Nationally Determined Contributions and Sustainable Development Goals in an effort to contribute to the overal I goals of countries to enhance financingfor their national targets. Tofurther align with other organizations as well as internally, GGGI also applied Green Growth Potential Assessments, the Green Growth Roadmaps and Strategies, and the Country Planning Frameworks. Accordingly, and depending on the need of a particular country, financiainstruments, funding vehiclesand projects were developed in India, Indonesia, Mongolia, Philippines,Senegal, Vanuatuand Viet Nam. Many have advanced to requiring technical feasibility reports in 2016. Some examples are described below: I ndonesia: Under its Nationally Determined Contributions, Indonesia has committed to reduce its greenhouse gas (GHG) emissions by 26% till 2020 against the business as usual (BAU) scenario. The GGGI renewable energy program focuses on the Solar PVand Bioenergy sectors (palm oil mill effI uen t - PO M E- waste to energy). For the Solar PV sector, a project portfolio is being developed to support the Ministry of Energy and Mineral Resources (M EM R) to move closer to achieving its target of 5 GW solar PV development in support of accelerating, up to 23%, the development of renewable energy in the national energy mix by 2025. Specificprojects have been identifiedn the NusaTenggaraTimur(NTT)and NusaTenggara Barat (NTB) provinces. For the POME waste to energy sector, projects have been dentifiedto demonstrate a viable business model for the projects to support rural electrificatiorin the East Kalimantan and Central Kalimantan provinces. The demonstration projects wi 11 act as cata lyzers to reaching the tota I POM E waste to energy sector potentials of 90M W in EK and 190MWCK. Technicalandfinancialfeasibility assessments for both solar PVand POME waste to energy project portfolios will be completed in 2017. Fol lowing these assessments, sources of funding (private financeand publicclimate finance>ill be dentifiedfor the projects. detailed construction drawings will be completed followed by assistance to identify potential climate financefor the project. By identifying cheaper sources of funding for this initial project it is hoped that other developers will be motivated to include green aspects to future projects, catalyzing the market. Building on the preliminary work completed in 2016, GGGI will focus on delivering a limited number of transformative and ultimately bankable projects. With limited financialresources, GGGI's role is that of a facilitator instead of a financierworking together with other partners, GGGI will continue to galvanize investments for implementation through significant scaling up of service offerings in 2017-18. Details of the ongoing projects can be found in the WPB 2017 18 submitted toGGGI's Assembly and Council in September, 2016. Rwanda: One of the key priorities underthe Economic Development and Poverty Reduction Strategy 2013-2018 of Rwanda is the development of sustainable cities and villages. GGGI is working with government to help create a Green City Pilot within Kigali as a demonstration of sustainable methods and practices. Working through their support of FONERWA, the Rwandan climate fund, GGGI has supported the concept and masterplan for a private sector housing development as the firstphase of the Green City Pilot. The masterplan includes green building design, innovative wastewater drainage solutions, and use of green building materials along with investigation into sustainable supply chains. Following the delivery of the masterplan in 2016 17cv1906 Sierra Club v. EPA 16 Although the focus in 2016 was to strengthen green growth policies and create an enabling environment to unlock investments, GGGI's support in the following countries has led to the mobilization of financefrom governments and donors to fond green growth activities. Colombia: On top of the initial USD 100 million that GGGI helped secure in 2015, an additional USD 25 million was committed to the Amazon Vision Program to financedeforestation reduction (REDD+) measures to reduce carbon emissions. The fund disbursed USD 18 million in 2016. Ethiopia: USD 80 million was internally committed by Norway to implement REDD+ which was developed through a partnership between GGGI and the government. The final stages of the detailed investment proposal are ongoing in 2017 to begin disbursements. ions 2015 Result (Target - USD 0) 2016 Result (Target - USD 18 million) 2017 (Initial result) fosillilfligi iiSBijBilBlgf Colombia Ethiopia India Indonesia These results were largely produced from GGGI's policy-related work and shows that investment in green growth can result from anywhere alongthe value chain, not only the right side. proposal to secure 'viability gap funding' for electric buses under the national level Faster Adoption and Manufacturing of Electric Vehicles (FAME) scheme. This proposal, developed by GGGI and endorsed by Government of Karnataka, was approved by the central government, and in his budget speech in March, 2017, the Chief Minister of the State announced the introduction of 150 electric buses in Bangalore City with an investment of approximately USD 30 million. Ethiopia: GGGI supported the Climate Resilient Green Economy (CRGE) Facility to become operational and mobilize funds which resulted in the accreditation of the facility by the UN's Green Initial results Climate Fund (GCF) and Adaptation Fund. In March 2017, the Adaptation Fund approved the India: The Green Growth Strategy for Karnataka, developed by GGGI, identified electric mobility in public transportation as a priority green growth opportunity with multiple co-benefits of improved air quality, reduced GHG emissions and allocation of USD 10 million to the CRGE Facility for a Climate Smart Integrated Rural Development Project. The project aims to increase resilience against recurrent droughts in 7 agro-ecological landscapes in Ethiopia. noise pollution. Following this, GGGI provided implementation support to the state by assisting the Bangalore Metropolitan Transport Corporation (BMTC) in developing a business case and financing 26 17cv1906 Sierra Club v. EPA ED_001523_00002281-00028 Ethiopia isa rapidly developing LDC and one of the top fivefastest growing economies in the world. Ethiopia's public investment-led development strategy focuses on increased agricultural productivity, industrial output, export revenue, and public infrastructure. The strategy has gene rated tangible results in terms of economic growth and improved social conditions including significant reductions in rural and urban poverty. Ethiopia's goal to become a middle-income country by 2025 is thus attainable.To reach middle-income status and sustain thedevelopment gains of recent years. Ethiopia will need to continue to implement its transformational growth strategies and addresssignificantclimate charge threats. The country's ecological and agricultural systems are fragile and vulnerable to rising temperatures and changing weather patterns that are likely to impact critical seasonal rainfall levels. This is compounded by population pressure and stretched natural resources, especially the management and utilization of land. The Government of Ethiopia (GoE) clearly recognizes the negative consequences of climate in-action to the country's ongoing and future development, and has therefore prioritized climate resilience in its transition towards a green, sustainable growth model. Building a climate resilient green economy (CRGE) is a crosscutting pillar of the GoE's development agenda for poverty eradication through broad-based, accelerated, and sustained economic growth. GGGI has supported Ethiopia's CRGE Vision, through thedevelopment of theGreen Economy Strategy, the Climate Resilience Strategies for Agriculture and Forests, and Water, I rrigation and Energy, and the establishment of the CRGE Facility and the Environment and Climate Research Centre (ECRC). Afocus of GGGI's efforts is to build an effective. GoE owned CRGE system that leads to the development of a strategic program of bankable investments, continued capitalization of the CRGE Facility to fund those investments and an effective and strategic monitoring and evaluation framework. GGGI supported the CRGE Facility in the development of process guidelines on mobilization and disbursement of funds and provided support on core system development to target the development of bankable projects. This resulted in the accreditation of the CRGE Facility by theGreen Climate Fund (GCF) and Adaptation Fund in 2016. In March 2017, the Adaptation Fund approved the allocation of USD 10 million to the CRGE Facility. Based on the Government of Norway's commitment to support CRGE in Ethiopia, GGGI has been a keygovernment partner in developing the REDD+ Strategy and investment proposal for implementation. Based on this. USD 80 million was committed by Norway to implement REDD+ activities in the country and the detailed investment proposal is currently being analyzed to enable disbursements in 2017. GGGI's ongoing support in 2017-2018 is aimed to align CRGE objectives with the second phase of the Ethiopia's Growth and Transformation Plan (GTP-112016-2020). Effectively implementing the CRGE strategy and fully mainstreaming it into the GTP11 will require concerted strategic and technical assistance from GGGI across national and sub-national institutions, with a focus on strengthening planning, capacity, and delivery of the CRGE. In itsStrategicPIan, GGGI define^reen growth as models of growth that simultaneously address 4 elements: (1) economic growth (2) poverty reduction (3) environmental sustainability (4) social inclusion. Of the projects where green growth investments were made in 2016, all showed a clear intended contribution to all 4 elements. 60% of the funding received is directed to local communities, peasants and indigenous peoples, improving social inclusion and aiming to make an impact on poverty reduction among these most vulnerable people in the country. For example: Colombia: The Amazon Vision Program is helping to expand economic development opportunities that are low-carbon/low-deforestation. At least 27 17cv1906 Sierra Club v. EPA ED_001523_00002281-00029 Strategic Outcome 3: Improved knowledge sharing and learning For the global green growth agenda to achieve optimal momentum, it requires high level political buy-in on mainstreaming green growth into national and subnational planning and the development and sharing of data and analysis on green growth best practices and methodologies. It is therefore essential that institutional relationships, partnerships and knowledge networks are formed and leveraged. Our theory of change in relation to strategic outcome 3 is that the sharing of knowledge and experience through institutional relationships, partnerships and knowledge networkswill drive learning, understanding, fillup know ledge gaps and ultimately lead to action on green growth. The corresponding assumption would be that we are well-positioned to influenceponvince and convene key stakeholders. This highlights GGGI's strategic role as a broker of green growth knowledge and learning between countries. The Corporate Results Framework assesses how well GGGI is fu Ifi 11 i ngth is role w i th respect to Capacity building; Partnerships; Harnessing knowledge to inform policy & investment decisions; Supporting leaders to better advocate for green growth. lililiO 140 Capacity Building Activities Number of capacity development events 2015 2016 60% increase in the number of capacity activities conducted compared to 2015 28 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00030 Compared to 2015, there has been approximately a 60% increase in the number of capacity building activities conducted. The capacity development events were based on engagement with international and local partners, including private sector and civil society, to identify synergies and maximize effectiveness of resources through multi-stakeholder initiatives. Some highlights of the capacity issues and the type of events to address them include: Strengthening global green growth partnerships and knowledge networks Global Green Growth Week (GGGW): This was the flagshipevent for the year which convened a series of high-level action-oriented policy dialogues to support Members and strategic partners to make measurable progress in implementing the Sustainable Development Goals (SDGs) and materializinggreen growth and climate change financing.The Asia Regional Policy Dialogue and the annual conference of the Green Growth Knowledge Platform (GGKP) were also organized during the week in September, 2016. An evaluation of GGGW noted that a majority (70%) of the respondents to the online survey of participants noted that they were either "very" or "extremely" satisfiecby the overall value experienced by attending GGGWeek2016. The participants noted that GGGWeek2016 provided them with a great platform for networking and knowledge sharing on key issues of green growth. Brokering regional partnerships for knowledge sharing Asia Region (Regional Policy Dialogue): Asia Regional Policy Dialogue was a special session during GGGW which received 100% strong satisfaction feedback from the participants. The session identified strategic policy measuresand financingoptions to promote renewable energy investment by engaging Asian stakeholders including senior government officialspxperts,and practitionersfrom public and private sectors. An analytical report assessing challengesand success factors of scaling-up renewable energy investment was produced to inform and guide the stakeholders engaging in the dialogue with cutting-edge analyses, partnerships, innovative financingoptions, and privatesector initiatives that can ultimately enable a transition to clean energy. Capacity development for government counterparts South-South Cooperation:GGGl organized a knowledge sharing workshop on national green growth strategies in Peru which included government officialsfrom Colombia, Mexico, India and Indonesia. Another workshop to share experiences with Payment for Ecosystem Services (PES) schemes was organized in Costa Rica with delegates from the governmental forestry departments of Nepal, Peru, Colombia, Mexico, Paraguay and Guyana. Delivering on GGGI project outcomes Philippines: The "Demonstration of Ecotown Framework Project" completed in 2014, helped the Municipality of San Vicente, Palawan, identify climate change adaptation measures and inform local plans and policies to improve climate resilience and pursue greengrowth. Buildingonand sustainingthe lessons from this project, GGGI and the Climate Change Commission (CCC), initiated the implementation of the "Eco-town Scale-Up: Climate Resilient Green Growth Planningatthe Provincial Level (CRGG Project)" in 2015 to support more local government units (LGUs) in the provinces of Palawan and Oriental Mindoro in response to Government interest to strengthen the capacity of more LGUs as envisioned in the National Climate Change Action Plan (NCCAP). 29 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00031 Strengthening Policies for Green Growth Sharing knowledge to support the adoption of evidence-based green growth The way GGGI develops, applies, and shares knowledge is crucial for the organization to deliver on its mandate to support partner countries in adopting evidence-based green growth pathways. Capacity development is an integral part of this knowledge sharing work and soften naturally embedded in national or regional green growth planning processes. At the regional level, south-south knowledge sharing has evolved as an effective tool to build capacity among GGGI's stakeholders. There are agrowing number of countries in the Middle East and North Africa (MENA) who, with GGGI's assistance, have adopted green growth principles to drive economic development. GGGI has implemented the capacity development for green growth project in the MENA region to support the sharing of knowledge, best practicesand lessons learned among participating countries. The main objective is to enable countries to share their own experience and learn from others about the opportunities and challenges in the adoption and implementation of green growth principles. In addition, private and public sector representatives can use the policy dialogues to explore partnerships and opportunities for cooperation. As an outcome of two knowledge sharing workshops organized in 2015 and 2016, the Green Growth MENA Network (GGMN) was launched at the World Future Energy Summit in 2016. GGMN is an online community of officials, practitionersand experts in the region to enable knowledge sharing. Following the MENA Financing Policy Dialogue in 2016, where high level government officials addressed the challenges of developing bankable projects and mobilizing innovative green finance, a bilateral dialogue on green growth was organized between UAE and Jordan. This led to the drafting of a Memorandum of Understanding (MoU) to strengthen collaboration on green growth including green finance efforts by engaging the private sector. Through the knowledge sharing efforts in regional contexts, a key insight gained was that each country requires tailormade solutions and it is not yet apparent that a single regional solution would be applicable to all. GGGI continues its endeavor to understand and find solutions to existing needs in pursuing green growth and catalyze regional partnerships for knowledge sharing. In support of knowledge and capacity development, the project conducted 24 training courses on climate resilient green growth planning to strengthen the capacity of selected local stakeholders in the 2 provinces. I n addition, 41 LGUs were trained and assisted in the preparation of their Local Climate Change Action Plan (LCCAP) to improve their ability to respond to the impacts of climate change and consider the same in their development planning. The final izatiorof the LCCAPsfor these LGUs, which resulted in 6 LCCAPs In 2016, will continue in 2017. To translate knowledge development to concrete adaptation and development interventions, the project also conducted project development trainingfor LGUs to orient them on basic project preparation standards and introduce the requirements of available financing windows such as the Peoples' Survival Fund (PSF)and the M unici pal Development Fund Office(M DFO). From this training, the Municipality of Brooke's Point (Palawan) was able to prepare a draft project proposal for PSF consideration and this assistance will continue In 2017-2018 to support the other LGUs In these provinces develop climate resilient and green growth investments to be incorporated in their development plans. With a vision to replicate the "Eco-town Approach", GGGI collaborated with the CCC to train 63 State Universities and Colleges (SUCs) as "Ecotown Trainers". The SUCs will eventually be mobilized by the CCC to train a target of 300 Local Government Units. It is expected that at least 10% of participating LGUs will incorporate the "Eco-town Approach" in formulatingtheir respective local development plans and strategies by the end of 2018. 30 17cv1906 Sierra Club v. EPA ED_001523_00002281-00032 I n 35% of GGGI's capacity development activities for 2016, lessons were shared from other countries which was marginally below the target of 41%. It is important to note that to ramp up the delivery of knowledge sharing and learning activities, country teams have improved the focus on organizing workshops and training events in-country as part of the delivery of policy and investment related outputs. This has resulted in a significant! ncrease in the number of capacity development events in 2016 as described above. However, GGGI's focus remains to ensure that capacity development activities are implemented to improve multi directional knowledge sharing and learning. Strengthening Policies for Green Growth Facilitating the rcplic ation of China's green growth best practices in other China is the world's second-largest economy, the largest emerging economy, and largest GHG emitter and energy consumer. A series of national responses culminating in a shift toward sustainable development in 2009 has propelled China to become a global leader in both clean energy and economic development strategies. As of 2014, China has deployed more solar and wind capacity than any country in the world, adding an estimated 17.5 Gigawatts of solar energy by the end of 2015. China invested more than double, or USD83.3 billion, versus the USD38.3 billion target of investment in clean energy in 2015. making it by far the world's largest dean energy investor. China has positioned itself as a world leader in both manufacturing and deployment ofclean energy technologies. Through the "New China" model adopted in 2015, China has expanded and revamped its efforts at international economic expansion, including strong renewed support for South-South Collaboration (SSC). Yet. while China has global aspirations toward harmonizing its rapidly developing green industry with overseas cooperation, these developments are still in their early stages. The problem remains that China lacks institutions, channels, and platforms through which to systematize and accelerate learning and sharing of green growth knowledge and projects overseas. One of the key focus areas of GGGI's support is to help China maximize its global and regional knowledge sharing capacity with the goal of accelerating knowledge of green growth, investments and projects in China, as well as other countries around the world. GGGI, in cooperation with China Council for International Cooperation in Environment and Development (CCICED) and China Academy of International Trade and Economic Cooperation (CAITEC). captured China's green growth best practices in renewable energy deployment and sustainable cities policies. The report explored green growth assessments from 20+ developing countries in Latin America, Africa and Southeast Asia, and provides areas of collaboration with China based on policy and technology best-practice offerings. The findingavere shared with 15 African country representatives during a knowledge sharing workshop in Nairobi in September 2016 which was jointly hosted with Chinese partner institutes, UNEP. WWFand GIZ. In partnership with the Energy Research Institute (ERI), GGGI produced a recommendation report to explore safeguards, industry-standards and data-based recommendations to green China's substantial overseas investments under SSC, upto 30% of which are carbon-related. The recommendations will inform the National Development and Reform Commission's (NDRC) efforts in greening China'sSSC activities and One Belt One Road (OBOR) Program (USD 40 billion Silk Road Fund). In addition, GGGI cooperated with its Chinese partner institutes to support the development of green growth policies in Shishou City, a rural municipality in Hebei Province. The piloted sustainable cities policy concepts will feed into expanded knowledge sharing activities in 2017-2018. 16 |||||J|^ gggigS^^ This result indicates GGGI's capacity development activities are of good quality and translating into learning outcomes. Further effort is required to improve the gender ratio among participants and country teams are working closely with government partners to encourage participation of women. % of participants in GGGI capacity development activities who gained improved knowledge 2015 (Target) 2015 (Result) 2016 (Target) 2016 (Result) Gender ratio of participants who gained improved knowledge 94% Participants who gained improved knowledge at GGGI's capacity development activities. Gender ratio of participants who gained improved knowledge. 32 17cv1906 Sierra Club v. EPA ED_001523_00002281-00034 GGGI took significantsteps to build partnerships to fulfillits role asa broker of green growth knowledge and learning between countries. The term partnerships here does not include the formal relationships established with key government counterparts who are the main beneficiariesof our projects. Rather, it focuses on additional relationships brokered by GGGI to help achieve the project's objectivesand benefitpartner governments. An important achievement to note here is the increased engagement with research institutions, particularly in Philippines where a memorandum of understanding was signed with the government and 40 State Universities and Colleges (SUCs) to improve outreach on training in the Ecotown approach. A breakdown of the other types of partnerships established in 2016 is summarized below. This resu 11 reflects GGG I's w i 11 i ngness to coord i nate and collaborate well with donors and other types of partners in the countries where we work. 17cv1906 Sierra Club v. EPA | M ultlateral development banks | Multilateral agencies | Bilateral agencies | Cross ministry partnerships | Non-governmental organizations | Privatesector organizations 33 ED_001523_00002281 -00035 34 17cv1906 Sierra Club v. EPA GGGI is workingwith a strong international network of green growth actors from both the public and private sectors. Some examples of these partnerships are highlighted below: Collaboration with tin n Climate Fund (GCF): GGGI initiated consultations with GCF in 2016 to develop a Framework Agreement. This FWA was finalizedn early 2017 and will assist GGGI Member and partner countries with readiness support to empower them to effectively access and deploy resources from the Green Climate Fund. GGGI contributed to the CRGE Facility accreditation by the Green Climate Fund, the decision for which was taken at the 12th GCF Board Meeting on March 8-10,2016. This was a significant result in 2016. Building on this success, GGGI is supporting the African Fund for Energy Efficiency (FAEE) in Morocco and the Mongolian Green Credit Fund (MGCF) to gain accreditation with the GCF. Private sector: A strategic effort to engage private sector partners through a private sector engagement strategy, was initiated in 2016. The initial results of these efforts have been the engagement of private sector players such as, in Thailand, the Thai Energy Service Companies Association and the Thai Automotive Parts Manufacturing Association (TAPMA) and the Mongolian Bankers Association. Non-governmental organizations:Aspart of the participatory process in the Amazon Vision Program, GGGI collaborated with the Colombian Amazon Indigenous Peoples Organization (OPI AC). Multilateral development banksdn Mongolia, the Asian Development Bank and GGGI executed a Memorandum of Understanding on the preparation and development of Public Private Partnership projects for green, pro-poor infrastructure. Multilateral agencies:GGGl isworkingwith United Nations Development Program to develop a full project proposal to the GCF on solar rural electrificatiorin Vanuatu. Bilateral agencies:GGGl is working closely with Irish Aid, among other partners, for the rural job creation initiative in Ethiopia. Cross governmental partnerships: After the knowledge sharing workshop held in Costa Rica in 2015, government officialsfrom Nepal requested that GGGI arrange a bilateral capacity development course on payment for ecosystem services (PES) that included the presence of Costa Rican experts. ED_001523_00002281 -00036 Policy and investment outcomes achieved by country programs have been informed by the efforts to share knowledge between countries. While no corporate target was set for this indicator, the result is an important indicator to ensure that international lessons inform policy development and investment mobilization. |l|||gi|if|i|^ Rwanda: The Minister of Infrastructure, H.E. James Musoni, advocated for the implementation of Rwanda's Green Cities Roadmap duringthe launch event in May, 2016. toadmapprvvidessimplebut tangible facilitateourquest to transition to a `greeneconomy' approach toeoonomic transformation" Jordan: With the reference to the National Green Growth Plan, H.E Dr. Yassin Al Khayyat, Minister of Environment noted: `Thisplan is the firstofitskind in the kingdom andaims to push thepublicandprivatesectors towardssustainable utilization ofnatural resourcesin a way thatprovides benefitfor(the) national economy". Under the Strategic Plan, a goal of GGGI is to shift green growth from being perceived as an alternate economic growth paradigm to a mainstream one. To achieve this, a key roleofGGGI istobuild political supportand increase advocacy for green growth amongst influentialleaders, using our projects as examples of supporting evidence. This result suggests that good progress has been achieved in 2016 in fulfillingthis role, with nearly all the projectsable to show concrete examples of high-level political support being attained. Some examples of high level advocates of GGGI's work include: Colom bi a: The Amazon Vision program has been recognized by high-level government officialsasa key strategy to combat deforestation and climate change in Colombia. President Juan Manuel Santos has referred to the program in multiple speeches, including (translated from Spanish): This pointstothe increasing recognition by countries of the importance and necessity ofgreen growth, and the value that GGGI can offer in supporting them in this transition. `We built, forexample, theAmazon Vision, with which vie aregoing to reduce to zero thenet deforestation ofthis region of the country that isso important for us and for the whole worldand vie aregoing to reduce it, by theyear 2020, and we also bars internationalsupport to do so. " 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00037 Maximizing organizational effectiveness and efficiency GGGI has strengthened its management and administration policies, processes, and systems which are fi tfor purpose and aligned with standards expected of an international, inter-governmental organization. This is necessary to provide corporate support for improved delivery of programmatic and operational priorities, while strengthening transparency and integrity. Improv ficiency The implementation of the Work Program and Budget in 2016 reflecteda clear commitment to efficiency of internal support functions in relation to human resources, legal, financepnd facilities. The result of the various reforms implemented in 2015-16 can be seen from the figuredaelow. Focusing on member GGGI has enhanced its presence in Least Developed Countries (LDCs) through program expansion into LaoPDR, Myanmar, Mozambique, Nepal,Senegal, and Uganda in 2016. The percentage of GGGI's core country program budget allocated to LDCs increased from 14% in 2014 and 26% in 2015 to 28% in 2016 and going forward will reach 52% in 2018, exceedingthe 2020 target. 2015 2016 % of core budget spent on management and administration 26% 20% I % of core i ( budget spent on I I non-programmatic | I activities I 46% 1 36% I 17% 30% 1 2015 2016 % of core country program budget allocated to Member LDCs 26% 28% 2020 (Target) 42% % or core country | program budget | allocated to [ Member LDCs and | MICs combined | 1 1 59% 1 1 i 1 67% I 1 g 87% The main objective of the reforms is to provide a strong foundation for a country-based operation model and respond to the needs of the organization by empowering staff in the fieldand those closer to the clients to make necessary decisions on GGGI operations through the effective devolution of activities and authority, while at the same time ensuring that the necessary control measures are in place. An example of this reform which was initiated in 2016 was the facilitation of effective devolution of decision making and better segregation of duties on increased number of matters, including procurement of USD 10,000 under the Country Representative/Head of Unit level. Other reforms related to human resource policies, invoice registration, development of a project cycle management manual, supplier management and travel rules have come into effect in early 2017. 36 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00038 grity, transparency and accountability Financial statements were released on time (4th week of March 2016) with an unqualifiedopinion and no significantfindingmoted by the external auditors. This is an important proxy testifying to the strength and transparency of the financiaipccounting and procurement policies and systems and effectiveness of the control environment to manage risks. GGGI Annual Report 2015 outlining progress against theWPB and Corporate Results Framework was published in June, 2016. As part of ongoing efforts to improve reporting at project level, the Annual Report 2016 will include results reports for all 50 projects implemented duringthe 2015-16 WPB period. GGGI will continue to build institutional capacity for improved Results Based Management (RBM). Strengthening 01 ding base GGGI continued the implementation of its Partnership and Resource Mobilization Strategy to secure USD 42 million in core and earmarked funding in 2016. In pursuit of the target to secure USD 40 million in core and earmarked funding respectively by 2020, GGGI has increased its focus on growing earmarked funding going forward. Improved collaboration between headquarters and country teams has resulted in a significantscale up in the identificatiorof potential funding sourcesand strategic responses in line with GGGI's programmatic priorities. The primary goal of these efforts is to leverage our unique value proposition to support the growing needs of our member countries for catalytic support to enable a paradigm shift towards a path of green growth. 17cv1906 Sierra Club v. EPA ED 001523 00002281-00039 Summary of financial statements GGGI received an unqualified2016 audited financial statement from its external auditors. The following summary of the audited financialstatement provides an overview of the components affecting GGGI's financial position in 2016. The complete, audited financial statement can be found on the 2016 Annual Report webpage - Operating income GGGI's operating income increased by USD8.01 million (20%) and USD 3.30 million (7%) for 2015 and 2016 respectively. The increase in 2015 was due to USD 15.11 million contributions from DFID which include USD4.95 million for 2014, USD 5.67 million for 2015 and one-off performance bonus of USD 4.49 million. The increase in 2016 was predominantly due to the Government of Indonesia's USD 10 million contribution which include USD 5 million for 2015 and USD 5 million for 2016, State of Qatar's USD 5 million contribution for 2014, Mexico's contribution of USD 0.5 million for 2016 and one-off performance bonus of USD 1.29 million from DFID. Operating expenditures The implementation of key systems and process in 2015 has created an enabling environment for GGGI to increase its disbursements. GGGI's operating expenses of USD 40.98 million in 2016 has increased by USD 9.91 million (32%) over 2015 (USD 31.07 million) and remained within the 2016 approved budget of USD 54.56 million. The increase was predominantly driven by personnel costs (USD 4.01 million) and out-sourcing (USD 3.51 million) as result of 1) implementation of full country programs in China, Nepal, Rwanda,Senegal and Uganda 2) implementation of scoping programs in India, Laos, Peru, Philippines, Mozambique and Myanmar 3) two new scoping initiatives by GIS; developing and implementing national financingmechanisms for green growth, and implementation of the INDCs. Operating Expenditures USD (millions) 2015 The earmarked contributions reduced by USD 1.19 million and USD0.30milliontoUSD9.20millionand USD8.95 million for 2015 and 2016 respectively. The reduction of USD 1.19 million in 2015 was predominantly due to completion of grant agreement with World Resources Institute (WRI) and Climate and Development Knowledge Network (CDKN). 2016 Operating Income ) 2015 (Core Income) 2015 (Earmarked) iiM 2016 (Core Income) 1111 2016 (Earmarked) 38 17cv1906 Sierra Club v. EPA ED_001523_00002281-00040 Treasury Management Reserves GGGI's treasury management is governed by the mandate provided by Council to the Director-General through itsfinancialregulations. investment Management Sinceearly2015, toensure the stability of cashflow, GGGI has established working capital guidelines, investment guidelines, investment criteria and an investment committee. The overarching objectives of GGGI's investment management activities are to ensure: GGGI holds sufficient liquid resources to enable it to meet all probable cash flow needs to meet its normal and predictable obligations; The principal value of GGGI's liquid resources is adequately protected while GGGI is able to earn a stable and reasonable return; The currency composition of GGGI's resources is managed to reduce the risk of currency translation adjustments that could lead to adverse changes in GGGI's available resources; and In evaluatingthe risks arising from GGGI's investment management activities, the possible non-financial consequences (reputational) will be considered in addition to the potential financial losses. Consequent to the establishment of working capital reserves guidelines and the approval from Council through the 2015 and 2015 biennium to set-aside USD 10 million for reserves, the firstUSD 5 million was set-aside at the beginning of 2015 and for the year ended 31 December 2016, GGGI has successfully set aside a further USD 5 million to make up the projected USD 10 million reserves. Retained Surplus For the year ended 31 December 2016, GGGI's retained surplus increased to USD 34.83 million, an increase of USD 10.83 million against the forecast The increase was primarily due to 1) USD 5 million contribution from Qatar not projected for in 2016 2) deferral of USD 3.54 million legal commitments 3)a lower 2016 operating expenditure versus projections. The increase in the retained surplus will be used to fund the level of activities approved by the Council for the 2017 and 2018 work program that is considerably greater than the expected level of contributions for this period. With this level of retained surplus, the 2017-18 WPB is fully funded at the currently projected level of contributions. During 2016, GGGI's total investment portfolio increased to USD 24.91 million from USD 17 million in 2015. For 2016 GGGI accounted USD 0.22 million as net investment income. Foreigi Exchange Management GGGI uses USD dollars as its functional and reporting currency. GGGI receives its contributions in various currencies and to minimize the foreign exchange exposure, GGGI converts its contributions receivable in other currencies immediately to USD upon the receipt of contribution. 2015 and 2016 has been a challenging year with USD appreciating against currencies in which a few GGGI's donor contributions are denominated. For the year ended 31 December 2016, GGGI recorded a net foreign exchange gain of USD 0.02 million compared to a net loss of USD 0.28 million in 2015. 17cv1906 Sierra Club v. EPA 39 ED_001523_00002281-00041 Greening GGGI Travel and Facility Since 2013, GGGI has made efforts to measure and manage its environmental footprint, especially its carbon emissions. Using the Greenhouse Gas Protocol methodology, GGGI assessed its environmental footprint in 2016 by measuring carbon emissions from Air Travel and Facility Operations. |S 2016 Car Travel (tCO,) aIBM S3 1 07 705 669 793 Air Travel Total Number of Flights 1,254 1.544 1.595 1409 illill lllijl HUI Economy ...... WtoD 816 ! Total Carbon Emission from Gas and Electricity (tCO2) 221 239 189 N/A Total Carbon Emission (tCO2) 1,628 944 858 793 Total Number of Personnel (Staff and Consultants) 260 N/A N/A Total Carbon Emission Per Capita (tCOJ - Air Travel 4.30 2.71 N/A N/A Total Carbon Emission Per Capita (tCO,) - Facilities 0.92 N/A N/A Total Carbon Emission Per Capita (tCO2) 4.98 3.63 N/A N/A j A total of 1,628 tons of CO2 (tCO2) was emitted by GGGI in 2016, with Air Travel and Facility Operations emissions amounting to 1,407 and 221tons, respectively. Although an effort was made to reduce the number of fl ight&y approximately 18.8% from previous year, there was a significantincrease in carbon emission by travel. This rise in carbon footprint is largely caused by the fact that carbon emission per travel was higher than 2015 due to longer-distance travel required for expansion of country programs, particularly in Africa & the Middle East and Asia Pacificregions, and other LDC scoping activities necessary for implementation of new projects. Another factor that contributed to increased carbon emission is the former travel policy that favored most economical routes rather than most direct routes, which resulted in multiple layovers. Furthermore, Global Green Growth Week that took place in September in Jeju Island added more volume to total emission. For facility operations, GGGI experienced a 7.5% reduction in overall carbon footprint in HQ and Songdo Office. 1 Data based on utility bills for gas and electricity at Seoul HQ and Songdo Office only 40 17cv1906 Sierra Club v. EPA ED_001523_00002281 -00042 -- Staff: Carbon Emission per Personnel Comparison with UN Entities |||^^ GGGI (2016) UNFCCC (2015) UNOPS(2015) UNHQ (2015) World Bank (2015) 86 6 94 48 18 73 13 65 When compar i ng resu I ts from t he U N EP's G reen i ng the Blue Report 2016, GGGI has maintained a tCO2/ per personnel emission average that lies equal to or well below the average emitted by other United Nations organizations in 2015. Ei 1SW iliMillliiiMii 14 llliiill 4 2 29 23 26 1 33 2 Papi sumption Carbon Footprint: l` .p .r HQ I A4 I A3 Total Paper Usage Thanks in part to raising awareness to practice responsible printing behavior, Seoul HQ has been experiencing a downward trend in paper consumption since 2015, showing 10.9%decrease in printing paper purchase. filila Looking Ahead GGGI will continue to measure its carbon emissions and paper usage, and seek ways to reduce its impact on the environment. Efforts to reduce its ecological footprint include revising the travel policy to encourage more carbon-efficienttravel with minimal layoversand promoting use of alternative meeting methods such as Skype and tele/web conference. In addition, as part of its corporate social responsibility initiatives, GGGI plans to strengthen the awareness-raising campaign to promote greener officeand event planning by replacing officeequipment with more energy-efficientsubstitutes, adopting the use of eco-friendly officesupplies, and introducing a Green Event Guide. Finally, GGGI will begin collecting data from all officesaround the world and conduct a more comprehensive analysis on its environmental activities moving forward. 41 17cv1906 Sierra Club v. EPA ED_001523_00002281-00043 16 Annex 1: Corporate Results Framework 2015-2020 The Corporate Results Frameworkapproved by the GGGI Council in November,2015 is presented below. IMPACT LEVEL \ Indicators Economic growth: GDP growth (annual %) Poverty reduction: % of population living below $ 1,25 per-day Social inclusion: Gender Inequality Index score Climate change: Total GHG emisso is per capita gi iduding due to land-use changes) Green cities: % of population exposed to PM2.5 levels exceeding "commended levels OUTCOME LEVEL Strengthened national, sub-national, local green growth diiiiiini.liii.iiii iiicj.iikI iiiMiHilicm.il lr.ini<*vjorks Indicators 1.1 Number of green growth policies adopted by governments with uGGI's support Target (2015): 17 Target (2016): 25" Energy: % of total electricity production from renewable sources | Land-use: For rea | Water: % of total internal renewable freshwater resources extracted | Adaptation: Global adaptation index score | Environmental policies: Environmental performance index score | 2 Increased qreen investment 1 lows 2.1 Total volume of financing catalyzed with GGGI support (disaggregated by public and private) Target (2015): US $0 Target (2016): US $18 .. ' .......... . ' ........... : ' 1.2 Extend to which green growth is integrated into government policies and likely to lead transformational change 2.1 Number od instanceswhere member countries successfully gain new access to financing sources (eg. Green Climate Fund) with GGGI support OUTPUT LEVEL Indicators 1.3 Pi ooortion of policies supported by GGGI that address thee or mow ek me i ts of pi (e i, gi ra /tl namely economic giowth, environmental sustamabhty. poverty reduction arid social inclusion 1 3 Proportion of dll investments supported by GGGI that address environmental sustainability, povei ty eduction and social inclusion vate sector solutions offered on the ;reen growth interventions plans are converted into implementable actions 1.1 Number of advisory outputs* that inform the development of h policies (eg, studies, analytical tools, Imaps.) i argot (.zoiop Target (2016): 36! 2.1 Number of advisory outputs* that inform decisions on green growth investment (eg, investment proposals, bankable projects, financing mechanisms.) Target (2015): 12 Target (2016): 19 Target (2020): 30 bankable projectsdesigned (Source: Strategic Pk 1.2 / 2.2/3.2 Outputs are developed in a way that seek to simultaneously address economic growth, environmental sustainability, poverty reduction and social inclusion. 6.1 . 4 Baseline (2014): 14% Target (2020): 42% (Source: Strategic Plan) 6.2 % of core budget allocated to member LDCs and MICs combined | Baseline (2014): US $29,,8m In core funding and US $ 12,,1m in | earmarked funding | Target (2020): US $40m in core and US $40m in earmarked funding iWww WWcdr: rTmO 44 I Note: Some tai gets aie dei ived from tge logical t ameworks of ii'-cuunti y and global orojects and as e based on the best avilabk infos matton at tl -t time of 17cv1906 Sierra Club v. EPA ED_001523_00002281-00046 3. Improved multi-directional knowledge sharing and learning between South-South and South-North-South countries on green lllllillllllllllllllllllllllllM 3.1 Proportion of people participating in GGGI capacity development activities that gain improved knowledge and skills (disaggregated by men and women). Target (2015): 70% Target (2016): 70% 3.2 Number of green growth policies adopted or investments made that benefited from experiences and lessons from other countries 3.3 Number of countries where GGGI projects helped ieadersto more effectively advocate for green growth by providing examples of success 3. Suppon provided in creating .in cn.iblin;; environment for public >md priv.ite sector investment green growth | 3.1 Number of outputs* that aim to improve the enabling | environment for green growth investments (eg. derisking | instruments, supporting countries to gain access to new | sources of financing) | Target (2015): 6 4. Glob.'l in'.t itution.1 mint ioships, partnerships, and knowledge networks formed and leveraged | 4.1 Proportion of capacity development activities J that share experiences and lessons from gggi J countries | Target (2015): 39% | Target (2016): 41% 5. GGGI membership expanded ( 5.1 Number of new countries joining GGGI | as members | Target (2015): 2 (source: Strategic Plan) 4.2 Number of projects wherecountry needsare being met though partnerships brokered by GGGI 6.4 Unqualified annual GGGI audit reports 6.5 . . 6.6 ' Target: (annual): GGGf Annual Report outlining I anuaominisirauon progress aga nst WPB and Corp arate Results Baseline (2014): 22% Framework 1 > published fay no la ter than end of June | Target (2020): 17% (source: Strategic Plan) 6.7 % ot core budget spent on nonprogrammatk activities Asa result, the final targets reported each year through GGGI's Annual Report may vary slightly from the ones presented here. To ensure full transparency, any I variations to target and the reasons for them will be disclosed as part of the Annual Report. [ I.......................................................................................................... I 45 17cv1906 Sierra Club v. EPA ED_001523_00002281-00047 16 Annex 2: List of Project Results Reports The following 50 projects were implemented as part of the WPB 2015-16. In addition, scoping projects were also carried out in Mozambique, Myanmar, Lao PDR, Kiribati and India. A project level results report has been developed for each of these projects and is available on the on the online GGGI Annual Report 2016 website hj;tp;//wyvw, report.gggi.org/2Q 16 Country In-country pro Africa 1 Ethiopia 2 Rwanda 3 Rwanda 4 Senegal 5 Uganda 6 Cambodia 7 China 8 Fiji 9 India 10 India 11 India 12 Indonesia 13 Indonesia 14 Mongolia 15 Mongolia 1 16 Nepal 17 1 18 Philippines 19 iillijjglfhflili 1 20 Thailand 21 Thailand 22 Vanuatu 23 Viet Nam 24 Viet Nam 46 Climate Resilient and green economy Climate Resilient Green Cities Technical Support to the Rwanda National Fund for Environment and Climate Change (FONERWA) Facility Green Growth Pathways in Senegal Green Growth Pathways in Uganda Green Urban Development Program Green Growth Transition in China Supportingthe Implementation of the Green Growth Framework for Fiji Mainstreaming and implementation of green growth strategies (Karnataka) Green growth planning strategies for India (TERI) Scoping Project: Green Growth through INDC Green Growth Program - Phase 1 Green Growth Program - Phase 2 Water Nexus Mongolia transition to green development Achieving National Goals in Nepal through Green Growth Mainstreaming Green Growth in Development Planning in the Philippines Industry GHG reduction to support the implementation of Thailand climate change master plan NDC Action Plan Development Green and Inclusive Energy Reform Water and Green growth Mekong Delta Urban Green Growth Action 17cv1906 Sierra Club v. EPA ED_001523_00002281-00048 Country 25 Colombia 26 Colombia 27 Mexico 28 Mexico 29 Peru 30 Peru 31 Peru 32 Peru Amazon Vision Implementation of Colombia Green Growth Strategy Sub National Green growth planning and implementation Innovation in climate technologies Green Growth Plan for forestry sector and implementation plan Green growth planning and implementation in Peru Water Sector National Green Growth and Competitiveness Plan National Green Growth Strategy 33 Jordan 35 Morocco 35 UAE A national green growth plan for Jordan MENA Green Growth Planning Green growth initiative 36 Global 37 Global 38 Global 39 Global 40 Global 41 Middle and East Africa region 42 Thailand 43 Mongolia, Viet Nam, Philippines 44 lllflfriafi Scoping Project: LDC expansion in 2016 - Mozambique, Myanmar, Lao PDR and Kiribati Capacity Development for S-S Cooperation Green Growth Index GGGI Knowledge Management Integrated Capacity Development Capacity Development for Green Growth Project Design & Preparation National financing vehicles 45 India, Indonesia, Rwanda, Thailand, Senegal Financing Intended Nationally Determined Contribution 46 NAMA Development Support / Financing IN DC II 47 Philippines Climate Resilient Green Growth (CRGG) 48 |f8||gffjaifringf|ijfc 49 Peru, Nepal, Laos, Myanmar Green Growth Potential Assessment 50 Mexico, Cambodia, Green Transport Assessment Methodology Viet Nam, Laos 17cv1906 Sierra Club v. EPA 47 ED_O01523_00002281-00049 17cv1906 Sierra Club v. EPA ED_O01523_00002281-00050 17cv1906 Sierra Club v. EPA ED_O01523_00002281 -00051 GGGI'sGlobal N DC Aliiance 17cv1906 Sierra Club v. EPA ED_001523_00002282-00002 17cv1906 Sierra Club v. EPA ED 001523 00002282-00003 I 17cv1906 Sierra Club v. EPA ED_001523_00002282-00004 Who We Are The Global Green Growth Institute (GGGI) is an intergovernmental organization - h , hm 1 t-h i ,dh 4iT climate resilience. Headquartered in Seoul and with teams embedded in 26 partner country government officesaround the world, the Institute is dedicated to supporting governments transition towards a model of economic growth that is environmentally sustainable and socially inclusive. Although economic growth is recognized as the main engine for poverty reduction and human development, current models of growth often lead to unsustainable environmental costs, resource depletion, and increased social inequality. The promise of green growth is a simultaneous advancement of economic growth, environmental sustainability, poverty reduction, and social inclusion. While substantial progress has been made in establishing a global framework for tackling the challenges of climate change and global poverty, significantehallenges must still be overcome for the world to deliver on the ambitions of building a resilient future. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00005 GGGI's Delivery M , r- i Services GGGI supports its Member and partner countries g row h -nd - T ton - action pi ' heir nati< n - m 0 national econt ro -velopment uns. The Institute provides a suite of green growth services for governments to green their cities, energy systems, industries, infrastructure, land, and water resources. GGGI also helps to add ress fi nancial pol icy, and knowledge gaps, and challenges in its Member and partner countries, supporting them to green their investments. In addition, the institute delivers a compelling and rigorous evidence base that showcases impact through policy research, analysis, and data-driven toolsand methodologies. From Planning to Investment Upon completing the scoping process and in preparation for the delivery phase, GGGI offers a comprehensive set of services to both public and private sectors. In this value chain, GGGI offers a green growth planning and implementation approach from initial Diagnosis, Green Impact Assessment through Sector/Sub Sector Strategy and Planning, and Project Design and Financing. Our last component - Implementation - primarily refers to policy implementation and Monitoring and Evaluation (M&E) support of initiatives undertaken by governments. Each component of the value chain is followed by a systematic appraisal process that captures learning, sharing, and application of experience and knowledge from programs, and ensures the robustness of GGGI advice and assistance. Diagnosis Green impact assessment Design, f inancing & implementation Customized Services GGGI offers a set of customized services for its Member and partner countries, delivering long-term transformational change primarily through GGGI's in-country operations. GGGI provides technical assistance supporting countries at different stages of the planning and implementation of their green growth strategies. GGGI also supports governments in developing bankable green growth projects by providing technical assistance to develop stable and consistent policies, which are prerequisites for green investment. As part of GGGI's advisory services, GGGI develops National Financing Vehicles (NFVs), sets up Monitoring, Reporting and Verification(MRV) systems, provides GCF readiness support and delivers advice in alignment with GGGI's four thematic priorities of energy, water, sustainable landscapes, and green cities which are central to achieving strong, inclusive, and sustainable economic growth. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00006 Overview ND( \ ` e - Implementation Even before the COP21 climate change talks in 2015, during which the Paris Agreement was adopted, countries submitted national climate action plans (Nationally Determined Contributions, or NDCs), which detail what each country will contribute to the global response to climate change, in line with their national circumstances. This expression of shared responsibility by the international community was a key factor of success in Paris. Now, countries are looking for ways to convert these commitments into action. Implementingthe Paris Agreementand helpingthe world limit global warmingto less than 2 degrees Celsius will require urgent action by all countries to transform economies towards a low-carbon, climate resilient development path - green growth. A key challenge is, first,to make cl mate funding available, and second, to develop a strong pipeline of bankable projects to deliver on the climate commitments. The Paris Agreement clearly outlines that all financeflows- both public and private - must be aligned with a low-carbon and climate-resilient future. GGGI supports its partner governments in accessing domestic and international climate finance by building NFVs and a pipeline of bankable projects to deliver inclusive, pro-poor green growth, as well as climate action. GGGI is also assisting its partner countries to bridging financing gap by designing policies, advising governments, and strengthening institutions within countries and among countries. GGGI can support NDC ambitions by establishing and strengthening NFVs by providing management support, linking the funds with NDCs and Sustainable Development Goals (SDGs) and attracting private financingthrough derisking of projects. GGGI has identified and developed six key areas Governance, Implementation of Targets, Monitoring, Reporting and Verification (MRV), Financing, Capacity Building and Knowledge Sharing and Sectoral Interventions - to respond to the main challenges of its Member and partner countries. GGGI is well-positioned to deliver on the commitments of the Paris Agreement through supporting its Member and partner countries to accelerate the implementation of their NDCs. GGGI is actively exploring possibilities offered by Article 6 of the Paris Agreement that outline a number of mechanisms, formal and informal, for cooperation among countries. Enhancing and supporting the collaboration between and among GGGI Member and partner countries to implement their commitments to the Paris Agreement and achieve their Sustainable Development Goal (SDG) targets, is closely aligned with the mission of GGGI. IMPLEMENTATION OF TARGETS SECTORAL INTERVENTIONS 17cv1906 Sierra Club v. EPA ED_001523_00002282-00007 and Partner Countries iW PERU PAI NO^ L |DjW mONG MOR SENEGAL . -I 17cv1906 Sierra Club v. EPA ED_001523_00002282-00008 17cv1906 Sierra Club v. EPA ED_001523_00002282-00009 Challenges Fragmented priorities, resources and objectives Unclear alignment between NDCs, Green Growth Strategies, National Development Plans, SDGs and other related national strategies Insufficient involvement of private sector in formulating and achieving the targets GGGI's Integrating NDCs into national strategies, policies and institutional structures is key to achieving NDC objectives on a global scale. Effective, coordinated and accountable governance is a critical component of ensuring implementation of the NDCs. GGGI is working with Member and partner countries to strengthen national regulatory frameworks, integrate NDC implementation into existing government processes and set up institutional and coordination mechanisms. For example, the organization has supported the design of accountability and coordination mechanisms for green growth and climate action in Cambodia, Fiji, Indonesia, Jordan, Peru, Rwanda, Uganda, UAE, and Viet Nam at both the national and sectoral level. In partnership with Colombia, GGGI supported the designing and implementation of a governance mechanism used to operate the payment-for-performance scheme under the "Amazon Vision" forestry program. GGGI also supports its Member governments in climate diplomacy, advising Least Developed Countries (LDCs) in particular on how to navigate their way in international climate negotiations. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00010 Challenges Lack of concrete implementation plans Weak coordination mechanisms for NDC implementation GGGI's Many countries are experiencing challenges in connecting policies and strategies to achieve their NDC targets. GGGI works to streamline existing strategies and plans so that they are integrated and coherent. The organization also develops national action plans for NDC priority areas, including identificationand prioritization of mitigation and adaptation policies and actions through consultations with relevant stakeholders and decision makers. In the UAE,for example, GGGI supported the development of the Climate Change Master Plan. In Rwanda, the organization is developing a Green Growth and Climate Resilient Strategy. Once national action plans are in place, GGGI analyzes existing policies and prepares sectoral action plans. This can include assessing the implications of the measures lined out in existing policies, monitoring the progress of implemented policies or strategy revisions. For example, GGGI has worked with Thailand on a greenhouse gas reduction roadmap for the industrial sector and supported Mexico on a transport sector plan for improving air quality, mobility and climate action. Through monitoring and evaluation, GGGI works closely with partner governments to analyze progress and plan for future NDCs. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00011 Challenges Transparency Lack of data and/or reliability of data Weak MRV systems and capacity to undertake required monitoring and reporting GGGI's To keep track of progress against NDC commitments, countries need a Monitoring, Reporting and Verificatior(MRV)system to measure emissions and the impact of mitigation actions. GGGI's MRV program supports governments in gathering accurate data, producing guidelines and policy recommendations, setting up the proper institutional mechanisms and strengthening countries' capacity to establish and manage an MRV system. GGGI's MRV program is geared towards assisting governments by producing a set of guidelines and policy recommendations to support the design and implementation of an MRV system. GGGI also facilitates knowledge sharing on the implementation of MRV to enhance understanding and capacity of governmentsand affiliated agencies. The organization plans to liaise with national institutions in the Republic of Korea to gain technical expertise, capture best practices and facilitate lessons sharing - all of which will help in settingup an MRV system. Having a strengthened GHG data management system, in turn, will also help identify green investment opportunities for financing. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00012 Challenges Financing gap Lack of financial resources to implement NDCs (Domestic/ International) Lack of effective domestic financial mechanisms Lack of incentive mechanisms to attract private sector investments Lack of innovative financial structures for public private partnerships GGGI's GGGI aims to bridge the large financincgap between capital providers and capital receivers by assisting in developing policies, establishing strong climate financeinstitutionsand creating bankable projects. GGGI supports the development of policies that are well-designed with the appropriate incentives to invest in and promote projects. Building strong climate financeinstitutions is key to handling associated capital flowGGGI works with its Member and partner governments to develop bankable projects, which will harness the best risk-reward opportunities for investors. Specifioexamplesof GGGI's work to achieve its strategic priorities include: - supporting countries to effectively mobilize both domestic and international resources through the design and operationalization of National Finance Vehicles (i.e. Ethiopia CRGE Facility, Philippine People's Survival Fund, Jordan Environment Fund), - developing projects that are bankable based on NDC assessments to identify gaps in policies, NDC ambitions, financingpapacity.and other issues to achieve a 2 degree Celsius scenario under the Paris Agreement, and connect with suitable sources of finance^nd - structuring and designing risk reduction instruments (e.g. the Access to Clean Energy Fund for the off-grid energy sector in India, the energy efficiencyinvestment program in Thailand). 17cv1906 Sierra Club v. EPA ED_001523_00002282-00013 Challenges Lack of technical expertise Insufficient institutional capacity Lack of capacity to originate and design project pipelines Lack of capacity to access international financing (e.g. GCF) Lack of capacity to adopt new clean technologies, including the development and/or transfer of technologies GGGI's GGGI supports its Members and partner countries in achieving their NDC targets through delivering capacity development and knowledge sharing initiatives. These include providing a range of training programs, tools and methodologies as well as facilitating platforms to mobilize and exchange knowledge, expertise and experiences through GGGI's knowledge sharing program. In the Philippines, GGGI is collaborating with 63 state universities and risk assessment trainers to train local government stakeholders on how to mainstream climate and disaster risk resilience into local development planning. In Thailand, GGGI works to strengthen the capacities of national and provincial level stakeholders in the areas of GHG roadmap development, GHG management, and carbon foot printing. GGGI is one with its partner countries and development partners in improving capacity and facilitating knowledge sharing to aid in the process of NDC implementation. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00014 GGGI's Effective interventions are needed in GGGI's priority areas - green cities, water, sustainable landscapes and energy - for countries to implement and meet their NDC targets and achieve the Sustainable Development Goals (SDGs). GGGI is equipped with extensive expertise in these four areas, drawing its strength from a diverse array of talent that include engineers, analysts, policy experts, and investment professionals, in addition to country staff with extensive understanding of local context. GREEN CITIES WATER GGGI's sectoral interventions are geared towards building a regulatory environment that is conducive to green investments. Projects with financing potential are addressed in a thematic context in order to appropriately manage policy and regulatory barriers that often stand in the way of investment. Such interventions are therefore key to catalytic activity in the sector to open up markets. NABLE LANDSCAPES ENERGY Mainstreaming green growth into urban planning and implementation Mainstreaming green growth into water and sanitation policies Mainstreaming green growth in a landscape-level planning process Resource efficient and low-carbon cities Bioeconomy and green jobs Bioeconomy and green jobs Decentralized solutions for Decentralized solutions for sanitation and wastewater sanitation and wastewater Urban waste management Tra n s po rtatio n a nd mo b i I ity Payment for ecosystem services (PES) schemes REDD+ Payment for ecosystem services (PES) schemes Expanded access to affo rd a b I e/su sta i n a b I e energy services Sustainable energy generation mix Enhancement and integration of energy efficiency 17cv1906 Sierra Club v. EPA ED_001523_00002282-00015 17cv1906 Sierra Club v. EPA Membership GGGI Membership is open to any member state of the United Nations or regional integration organization that subscribes to the objectives of promoting sustainable development of developing and emerging countries, including least developed countries, by: - Supporting and diffusing a new paradigm of economic growth: green growth, which is a balanced advance of economic growth and environmental sustainability; - Targeting key aspects of economic performance and resilience, poverty reduction, job creation and social inclusion, and those of environmental sustainability such as climate change mitigation and adaptation, biodiversity protection and securing access to affordable, clean energy, clean water and land; and - Creating and improving the economic, environmental and social conditions of developing and emerging countries through partnerships between developed and developing countries and the public and private sectors. Member states of the United Nations and regional integration organizations may signal their intent to become a Member of GGGI through formal correspondence to the Director-General. Member states of the United Nations and regional integration organizations are subsequently required to ratify, accept or approve the Agreement on the Establishment of GGGI, an international treaty, in accordance with their respective internal laws and processes. Following completion of the formalities required for the Establishment Agreement to have the force of law of a treaty, the prospective member is required to deposit its instrument of accession with the Di rector-General. Questions and comments on membership may be directed to: Head of Partnerships Office of the Director-General Tel:+82-2-2096-9991 Email: partnerships@gggi.org ED_001523_00002282-00016 17cv1906 Sierra Club v. EPA ED_O01523_00002282-00017 17cv1906 Sierra Club v. EPA ED 001523 00002282-00018 17cv1906 Sierra Club v. EPA ED_O01523_00002282-00019 Global Green Growth Institute Copyright March 2017 The Global Green Growth Institute 19F Jeongdong Building, 21-15, Jeongdong-gil,Jung- gu, Seoul, Korea 100-784 The Global Green Growth Institute does not make any warranty, either express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or any third party's use or the results of such use of any information, apparatus, product, or process disclosed of the information contained herein or represents that its use would not infringe privately owned rights. 17cv1906 Sierra Club v. EPA ED_001523_00002282-00020 Jr BL AMERICAN BA Section of ronment, ) iMrgy, and Resources ' 321 North Clark Street Chicago, IL 60654 (312) 988-5625 Fax: (312) 988-5572 www.americanbar.org/environ/ environ@americanbar.org 2012-2013 CHAIR Alexandra Dapohto Dunn Washington DC (202) ^6 0600 CHAIR-ELLC1 William L Pennv Nashville TN (615) -82 2 308 VICF CHAIR Steven T Miano Philadelphia PA (215) 496 7025 SECRE1ARY Sonya L. Baskerville Washington DC (202) 5136 5640 BUDGE! OFFK ER Channing J Martin Richmond. VA i (804) 420 6422 EDUCATION OFFICER Peter C Wright Midland Ml (215)496 7025 ( MEMBERSHIP OFFIC ER Pamela E Barker Appleton Wl (920)991 8339 PUBLICATIONS OFFICER Seth A Davis (9i4)<)25oooo ( LAST RETIRING ( HAIR Irma S. Russell s Missoula. MT s (406) 243 4311 SECTION DH I GAI ES TO THE ABA HOUSL OF DELEGATES Lee A. DeHihns HI Atlanta GA (404) 881 7151 Sheila Slocum Hollis i Washington DC (202) 776 7810 BOARD OF GOVERNORS IIAISON Joseph J. Roszkowski Woonsocket RI (401) 769 3447 COUNCIL Robin K Craig Salt Lake City UT (801) 581 >165 Jeffery S Dennis Washington. DC (202) 502 6532 L Edwards ington DC (202)4^7 591" Francine Mark* Ffolkes Tallahassee L (850) 245 2225 Tracy D Hester Houston TX (713) 74} 1152 Jonathan W Kahn Toronto Ontario (416) 863 3868 Howard Kenison t Denver CO (303) 454 0505 Lyle David Larson Birmingham AL (205)251 8100 John P. Manard. Jr. t New Orleans. LA t (504) 584 9253 Roger R. Martella Jr Washington DC (202) 776 809~ Karen Mignone Portland ME (207) 253 4774 Rebecca Wright Pritchett i Birmingham. AL i (205) 824 9092 James M. Stuhltrager Fort Belvoir VX (703) 693 0545 Karen Wardzmski t Washington. DC i (202) 514 0474 DIREC 1OR Dana I Jonusaitis Chicago 11 (312) 988 bG02 June 13,2013 Kamala M. Vasagam Special Assistant to the President The White House Presidential Personnel Office Via e-mail to: Ex. 6 - Personal Privacy Re: r------------- --------------------------------------j Endorsement oil pTMonai Assistant Attorney General U.S. Department of Justice, Environment and Natural Resources Division Dear Ms. Vasagam The Executive Committee of t he American Bar Association's Section of Environment, Energy, and Resources (" SEER") is pleased to provide its support for Ex. 6 - ias Assistant Attorney General (AAG) at the U.S. Department of Justice, Environment and Natural Resources Division (ENRD). We have known! Ex. 6 - i for many years and are confident she possesses the characteristics essential to leading ENRD and serving the public well in this essential position. L. Ex- 6 -1 has worked directly with the ENRD AAG in two administrations and would transition seamlessly into this position due to her sol .J^pjati.opships with in ENRD as well as within ENRD's client agencies. Notably,! personal i has litigated cases in almost every one of ENRD's sections. Further, she has worked on a full spectrum of environmental andnatural resources issues in a variety of contexts, public and private. ..Personal diverse practice experience has given her an extensive and rich understanding of the many legal and policy issues facing ENRD. ; ; -A Currently,) Personal Is successfully managing a U.S. Attorney's office in a difficult fiscal environment. We believe her work there clearly reveals her outstanding leadership, solid judgment, and strong management skills. If selected, Ms. Quast will be an outstanding and well respected Assistant Attorney General. ( Ex. 6 - I has also demonstrated her leadership abilities within SEER. SEER is the premier forum for strategies and information for environmental, energy, and resource lawyers, representing nearly 11,000 members nationwide. Ex. 6 - jas served in a number of SEER leadership positions and rightfully earned the respect of SEER officers, members, and staff. Her dedication and service to our organization and the legal professional exemplifies her personal and professional leadership qualities. We are honored and pleased to provide input on her candidacy. Should you have any questions, please feel free to contact me on behalf of the Executive Committee at 202/756-0600 or via email to adunn@acwa-us.org. 17cv1906 Sierra Club v. EPA ED_001523_00002285-00001 ABA SEER Recommendation of S. Quast June 13, 2013 Page 2 of 2 Sincerely yours, Alexandra Dapolito Dunn Chair American Bar Association Section of Environment, Energy, and Resources Executive Committee Members: William L. Penny Stites & Harbison PLLC Nashville, TN Steven T. Miano Hangley Aronchick Segal Pudlin & Schiller Philadelphia, PA Sonya L. Baskerville Bonneville Power Administration Washington, D.C. Pamela E. Barker Appleton Papers Inc. Appleton, WI Channing J. Martin Williams Mullen Richmond, VA Peter C. Wright The Dow Chemical Company Midland, MI Seth A. Davis Elias Group LLP Rye, NY Dean Irma S. Russell University of Montana School of Law Missoula, MT 17cv1906 Sierra Club v. EPA ED_001523_00002285-00002 tAlWf OARm ara WHAT THEY ARE SAYING State Officials and Bipartisan Environmental Leaders Support Matt Leopold's EPA Nomination WASHINGTON - (July XX, 2017) What they're saying about Matt Leopold's nomination: Rick Scott, Governor of Florida: Pam Bondi, Attorney General of Florida: "Matt Leopold was a great asset to the Florida Department of Environmental Protection and I look forward to him working together with my friend Scott Pruitt." Marco Rubio, United States Senator: Adam Putnam, Florida Commissioner of Agriculture: Noah Valenstein, Secretary, Florida Department of Environmental Protection: Eric Draper, Executive Director Florida Audubon 17cv1906 Sierra Club v. EPA ED_001523_00002289-00001 Eric Eikenberg, Chief Executive Officer, The Everglades Foundation John Cruden, President-Elect of the American College of Environmental Lawyers and Assistant Attorney General, Environment and Natural Resources Division, U.S. Department of Justice (12/2014-1/2017): "Matt Leopold was a valued colleague of mine at the Department of Justice. He is committed to the rule of law and can be counted on to give sound and candid advice to EPA decision makers." Ethan Shenkman, EPA Deputy General Counsel (05/2014-08/2016): Roger Martella, EPA General Counsel (08/2006-04/2008): Herschel Vinyard, Co-Chair, Gulf Coast Ecosystem Restoration Council; Secretary, Florida Department of Environmental Protection (01/2011 12/2014): "The first thing that the nation will learn about Matt Leopold is his unassailable integrity. The second thing the nation will learn about Matt Leopold is his unwavering commitment to following the law. I have seen firsthand how he brings those two key traits to the table, applies common sense and arrives at the ideal solution to complex problems. Kudos to the Trump Administration and Administrator Pruitt for making this selection." Kerri Wyland Executive Office of the Governor 850-384-2731 Andrew Fay Office of the Attorney General (813) 382-2293 17cv1906 Sierra Club v. EPA ED_001523_00002289-00002 andrew.fay@myfloridalegal.com Lauren A. Reamy Office of U.S. Senator Marco Rubio (202) 224-4548 lauren reamy@rubio.senate.gov Jenn Meale Communications Director Office of Commissioner Adam H. Putnam Florida Department of Agriculture and ConsumerServices (850) 617-7716 Office (850) 228-0757 Cell Jennifer.Meale@FreshFromFlorida.com Belva Schmulsfuss Florida Department of Environmental Protection (850) 245-2035 Belva.Schmalfuss@dep.state.fl.us Eric Eikenberg Chief Executive Officer The Everglades Foundation 18001 Old Cutler Road, Suite 625 Palmetto Bay, Florida 33157 786-205-6839 eeikenberrg@evergladesfoundation.org Eric Draper Executive Director Audubon Florida 308 N. Monroe St. Tallahassee, FL 32301 850-251-1301 edraper@audubon.org John C. Cruden Former Assistant Attorney General Environment and Natural Resources Division U.S. Department of Justice 703-685-9957 john.cruden@icloud.com Ethan Shenkman (former Deputy General Counsel EPA) Arnold & Porter Kaye Scholer LLP Washington, DC Tel +1 202.942.5267 Mobile: (202)305-5315 17cv1906 Sierra Club v. EPA ED_001523_00002289-00003 ethan.shenkman@apks.com Roger Martella General Electric 202-253-9027 Herschel Vinyard Foley & Lardner (904) 359-8716 hvinyard@foley.com 17cv1906 Sierra Club v. EPA ED_001523_00002289-00004