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5 Attribution of results
While clear causal links – from inputs and activities
through outputs to outcomes and impacts – form the
basis of project design, the
attribution
of a particular result
tends to become more tenuous along the results chain.
GRID-Arendal’s outputs, such as reports and websites,
are relatively easy to identify and attribute. Direct
linkages to outcomes and impacts are generally harder
to establish. One reason for this is the time lag that often
exists between the delivery of products and services
and the emergence of related outcomes and impacts -
especially when the latter depend on decision-making
processes. Several of GRID-Arendal’s projects are subject
to these delays along the results chain, including the Blue
Carbon initiative, the Shelf Programme and the Nomadic
Herders project. Indeed, some of the results that can
now be attributed to GRID-Arendal, actually relate to
work done before the 2012-2013 biennium, and some of
the results from this biennium will not become apparent
until some time in the future. In addition, decision-
makers rarely make decisions based on a single source
of information. Many of GRID-Arendal’s reports are likely
to have influenced decisions, but it is rarely possible to
prove this connection. The Rapid Response Assessments
on transnational wildlife crimes, available to decision-
makers at the CITES COPs, are a case in point. Despite
these limitations in attribution, considerable evidence
is available and presented in this report to trace direct
and indirect linkages from the work of GRID-Arendal to
positive outcomes and/or impacts.
6 Methodology and structure
To make it easy to identify and track progress on specific
programme components, the programme delivery is
reported in chapters 7 to 10 following the same order
and subdivision of programme areas as they are listed in
the MFA PCA: Marine Environment, Polar & Cryosphere,
Capacity Building & Assessment, and Communication &
Outreach. Within each of these, and in order to illuminate
the connection between planned activities and their
associated achievements, the narrative on major projects
or programmes covers both implementation and results.
Presentation of results is easily identified in the narrative
by blue text boxes.
While the Final Report reflects the functional division of
GRID-Arendal, it should be noted that the ‘programme-
wide support’ provided by Communications & Outreach
(including cartography, publication layout, graphics
generation, digital integration, and web development) are
intrinsically related to the operations of the other three
units. Therefore, the contributions to GRID-Arendal’s
strategic objectives made by the Communications &
Outreach unit are to a significant extent reflected in the
activities of the other units and, consequently, in the
narrative of this report.
Chapter 11 presents comprehensive financial information
for the 2012-2013 biennium. The report concludes
by summarizing some of the key considerations for
programme management including deviations from,
and adjustments to the programme, problems and
risks encountered, Work Programme efficiency and
effectiveness and, last but not least, insight into lessons
learned. The gender dimension is addressed in the report
under individual interventions where relevant, rather than
as a ‘stand-alone’ segment.
Annex 1 presents a letter from UNEP’s Executive Director
Achim Steiner to Olav Orheim, Chair of the Board GRID-
Arendal. GRID-Arendal’s strategic directions 2014-2017
with a global map of GRID-Arendal’s geographic focus
are contained in Annex 2. Annex 3 presents the letters
from the auditors regarding GRID-Arendal’s finances for
2012 and 2013. Annex 4 outlines GRID-Arendal’s strategic
areas of focus for 2014-2017.