8 / 88
8
over the period, or 41% of total funding. The external
contribution decreased slightly over the period and was
compensated by an extraordinary infusion by MoFA for
the UNEP Shelf Programme (ref. Chapter 11). An external
audit dated 7 February 2012 forms part of this report
(ref. Annex 3). Projected funding for 2012 is robust.
A total of 63 projects were closed during the year and, as
at 31 December 2011, 88 projects were still active (the New
Year began with 115 active projects).
In 2010, income was
generated from 143 different projects, of which 47 projects
were closed by year’s end. In 2011, income was generated
from 126 individual projects, some overlapping from 2010.
GRID-Arendal’s funding reserve was reduced by 28% in
2011 compared to the previous year (i.e. from MNOK 7.4
in 2010 to MNOK 5.3).
GRID-Arendal’s institutional commitment and cumulative
efforts to mainstream Results-based Management (RbM)
into its programme operations and reporting over the past
two years are visible in this Final Report for 2010-2011.
There is room for improvement and growing recognition
that the alternative to RbM is not the status quo but a
gradual deterioration in quality and capability. And that is
not an option.
Going forwardgreater attentionwill bepaid to incorporating
critical elements of RbM in the project cycle
– including
clearly defined goals, indicators and targets, a demand-led
approach, stakeholder analysis, and identification of risks
and associated mitigation planning. Staff is increasingly
aware of the importance of tracking progress and, above
all, identifying, substantiating and reporting on results. An
active training programme will be implemented to help
achieve this goal.
GRID-Arendal and UNEP are moving in step with one
another to enhance the working relationship on both the
strategic and operational levels through the application
of RbM principles.
Important progress has been made in
strengthening coordination processes, principally through
joint consultations on how best to apply RbM principles
to joint reporting responsibilities and, most important,
to joint design, management and implementation
responsibilities. While RbMholds the key for strengthening
the effectiveness of GRID-Arendal / UNEP collaboration
at the operational level, where it counts the most, the
significance of joint efforts to better align the institutions
at the strategic level cannot be underestimated.
Thus, a major related undertaking in 2012 will be the
revision of GRID-Arendal’s corporate strategy (current
strategy runs up to 2013), to coincide with the next cycle of
UNEP’s medium term strategy.
Closely correlated to this
task is design and implementation of an organisation-
wide framework to continuously monitor and evaluate
(M&E) performance against the strategy. The M&E
framework will include systems for establishing baselines
and measuring well-defined performance indicators to
help ensure that goals are relevant and realistic, and
that outcomes and impact are achieved efficiently and
effectively over time.