POPs Legacy Elimination and POPs Release Reduction Project

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Evaluation Plan:
2021-2025, Turkey
Evaluation Type:
Final Project
Planned End Date:
03/2021
Completion Date:
03/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,000

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Document Type Language Size Status Downloads
Download document PIMS 4833 POPs TE ToR_2020.11.23.pdf tor English 645.14 KB Posted 20
Download document POPs Terminal Evaluation Final.pdf report English 1293.95 KB Posted 31
Download document Annex 10 POPs TE Report Clearance Form.pdf related-document English 225.60 KB Posted 17
Title POPs Legacy Elimination and POPs Release Reduction Project
Atlas Project Number: 00082077
Evaluation Plan: 2021-2025, Turkey
Evaluation Type: Final Project
Status: Completed
Completion Date: 03/2021
Planned End Date: 03/2021
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
  • 2. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 2. Output 3.1.1 Core government functions and inclusive basic services4 restored post-crisis for stabilisation, durable solutions to displacement and return to sustainable development pathways within the framework of national policies and priorities
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 3. Ensure healthy lives and promote well-being for all at all ages
  • Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
SDG Target
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination
  • 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
Evaluation Budget(US $): 25,000
Source of Funding: Project budget
Evaluation Expenditure(US $): 30,000
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with UNIDO
Evaluation Team members:
Name Title Email Nationality
Maria Onestini Independent Evaluator rponestini@ criba.edu.ar ARGENTINA
GEF Evaluation: Yes
GEF Project Title: POPs Legacy Elimination and POPs Release Reduction Project
Evaluation Type: Terminal Evaluation
Focal Area: Persistent Organic Pollutants
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4601
PIMS Number: 4833
Key Stakeholders: Ministry of Environment and Urbanization
Countries: TURKEY
Lessons
Findings
Recommendations
1

Partners should work together and strive to complete in the next few months the remaining tasks that need to be accomplished to fully conclude the Project. This is to be done in order to manage/eliminate remaining stockpiles and implement environmentally sound disposal activities with a long-term outlook that could not be handled within the original time-scope of the Project, providing oversight as needed.

2

Generate knowledge management and communication/visibility products.

Should there be residual funds or funds available from other processes/budget lines, Project could use those to generate knowledge management and communication/visibility products. This in order to: a) enhance sustained capacity building; b) nourish upstream processes –such as COPs, international meetings, analysis mechanisms/expert groups, etc.-- in the relevant global institutions involved (GEF, UNDP, UNIDO) with information regarding the Project; c) commence to ponder and perhaps plan follow-up, replication and upscaling not only in-country but also regionally and globally; d) give visibility to the substantial achievements the Project has leveraged.

3

Project planning and design should include realistic implementation time frames.These should be set vis-à-vis the tasks to be accomplished, their complexity and the time needed to accomplish the tasks

4

Co – financing commitments need to be accurately estimated at design.When co-financing estimates and –therefore—commitments are set at design, this needs to be done in a straightforward manner based on actual capabilities and/or factual pledges that a partner can leverage in order to avoid issues with scope and funding shortfalls once a project begins to implement and be based on realistic cash flow.

5

Projects with intricate components and multiple partners need to have internal coordination mechanisms.

a)These mechanisms need to be set at design, and should provide guidance for directing a project in an integrated manner throughout implementation, as well as to have a unified communication pattern with outside stakeholders.

b)These sorts of mechanism should be set without adding unnecessary bureaucratic steps to implementation but for better coordination and articulation to be maintained among subactivities and between experts/institutions involved.

6

Procurement processes need to be streamlined.

a)Critical assessments of procurement processes need to be carried out and resulting analysis implemented in order to avoid delays, partners’ fatigue, and overall inefficiency.

b)Procurement processes need to be in harmony with the complex technical issues the procedure is acquiring and their scope. Furthermore, these procedures need to incorporate flexibility in order to be attuned with intricate field issues

7

Capacity building at all levels needs to be a strong element for these sorts of projects.

a)Even technical assistance projects need to strongly incorporate capacity building aspects (by training for the public and private sectors, generation of knowledge management products, training of trainers, etc.) in order to generate or enhance national capacity and sustain knowledge, create ownership and overall support for integrated hazardous waste and chemical management within a national context.

b)Training can also aid in knowledge transfer in a context of turnover of government personnel.

 

8

Knowledge management products should be embedded in a project’s framework.

a)Knowledge tools based on the experiences and evidence derived from a project are also assets for capacity building, and (as such) should be part of the different capacity strengthening processes a project undertakes.

b)Furthermore, KM products based on a project’s experience are underpinnings for replication, upscaling and South-South cooperation and should be developed if there are intentions for these processes to take place during and after a project.

9

Projects need to have a clear communication strategy.

a) A project’s communication strategy should be an ongoing process that generates buy – in, and knowledge about the issues a project deals with as well as acknowledge its visibility.

b)A communication strategy needs to be accompanied by clear inputs where the different partners are identified (funders, implementing agency(ies), UN agencies involved).

c)A communication strategy should document and communicate issues, and challenges as well as to highlight achievements. This strategy should function internally and externally to give proper visibility to all partners involved

10

Future programming should build upon strategies, linkages, and developments engendered by a project, yet should also be forward looking and adapting to new issues and modalities supported by international agencies.Future programming should build upon strategies and linkages developed by experience derived from implemented projects, but should link this to new issues supported by the different financing and development agencies (integrated hazardous waste management, circular economy, innovation and adapting to evolving MEAs in the chemicals/hazardous waste fields

1. Recommendation:

Partners should work together and strive to complete in the next few months the remaining tasks that need to be accomplished to fully conclude the Project. This is to be done in order to manage/eliminate remaining stockpiles and implement environmentally sound disposal activities with a long-term outlook that could not be handled within the original time-scope of the Project, providing oversight as needed.

Management Response: [Added: 2021/04/08] [Last Updated: 2021/04/14]

All of the remaining tasks are ongoing and will be completed in the next few months.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Whilst all activities which were carried out by UNDP is completed, UNDP CO is working closely with all the relevant parties in order to finalize all the remaining tasks as their cofinancing obligations to fully accomplish the goals of the project. Currently, all subjected wastes have been delivered to a licenced hazardous waste incineration facility (Izaydas) for final disposal and it will be destructed by the end of this year. The storage facility has been decontaminated, and it will be demolished by December 2021 with appropriate monitoring of works from the side of the Ministry of Environment and UNDP Country Office.
[Added: 2021/04/14] [Last Updated: 2021/05/11]
UNDP CO, UNIDO, MoEU 2021/12 Initiated History
2. Recommendation:

Generate knowledge management and communication/visibility products.

Should there be residual funds or funds available from other processes/budget lines, Project could use those to generate knowledge management and communication/visibility products. This in order to: a) enhance sustained capacity building; b) nourish upstream processes –such as COPs, international meetings, analysis mechanisms/expert groups, etc.-- in the relevant global institutions involved (GEF, UNDP, UNIDO) with information regarding the Project; c) commence to ponder and perhaps plan follow-up, replication and upscaling not only in-country but also regionally and globally; d) give visibility to the substantial achievements the Project has leveraged.

Management Response: [Added: 2021/04/08] [Last Updated: 2021/04/14]

All of the remaining amount from the project budget were already used to generate remaining activities related to knowledge management products and dissemination of the products were already materialized for UNDP activities.   

Residual UNIDO funds been transferred to MoEU, implementation partner, in order to be used for the elimination of the equipment contaminated with PCB and destruction of  POPs waste stocks; and for the completion of pilot treatment of low PCB content transformer oil.    

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No key action since all of the remaining project budget were used for the project activities for UNDP activities and the project is now in financial closure stage. Throughout the project, there was a sensitivity about MERKIM site and the communication was kept at low profile, in line with the national partners’ strategic decision. The Ministry continues to prepare ongoing communication materials of the MERKIM site and there is an intention to publicize them as soon as the demolition is completed, for enhanced visibility of the project. UNDP is still following up very closely with the closure of MERKIM site, as well as continued communication materials. UNDP CO will assure linkages of projects at chemical and waste programme to assure long-term benefits. New projects on chemicals will pursue the sustainability of the project results. Moreover, the knowledge management products developed for UNDP activities contribute to “Identification and Remediation of Contaminates Sites with POPs Project” and being used for further capacity building. UNIDO HQ will monitor the process and transfer the budget upon successful completion of each activity.
[Added: 2021/04/14] [Last Updated: 2021/05/11]
UNDP CO, UNIDO, MoEU 2021/12 Initiated History
3. Recommendation:

Project planning and design should include realistic implementation time frames.These should be set vis-à-vis the tasks to be accomplished, their complexity and the time needed to accomplish the tasks

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

The design and the RF of the projects are revised and updated during the inception phase.In any future initiative of similar nature, the duration of works will be set for at least 5-6 years to allow for sufficient implementation timeframe.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This finding is documented with the current recommendation, and will be used in any future work.
[Added: 2021/05/11]
UNDP CO, UNIDO 2021/03 Completed This recommendation is forward looking and can be used in future projects designs only. History
4. Recommendation:

Co – financing commitments need to be accurately estimated at design.When co-financing estimates and –therefore—commitments are set at design, this needs to be done in a straightforward manner based on actual capabilities and/or factual pledges that a partner can leverage in order to avoid issues with scope and funding shortfalls once a project begins to implement and be based on realistic cash flow.

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

The project budgets are prepared in line with the corporate financial rules and regulations stipulated in POPP of UNDP.

The co-finance letters are obtained from the beneficiary and the stakeholders during the project preparation phase. As the budgets of the beneficiary and stakeholders are usually kept as private, currently only the expenditures after the project implementation could be obtained.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budget requires corporate decision. If any new rules and regulations will be introduced at the POPP regarding this matter it will be adopted directly to the project management. During the preparation of project progress reports, mid-term and terminal evaluation reports a co-finance table will be prepared within consultation to the partners of the project as a monitoring activity.
[Added: 2021/05/11]
UNDP CO, UNIDO 2021/03 Completed
5. Recommendation:

Projects with intricate components and multiple partners need to have internal coordination mechanisms.

a)These mechanisms need to be set at design, and should provide guidance for directing a project in an integrated manner throughout implementation, as well as to have a unified communication pattern with outside stakeholders.

b)These sorts of mechanism should be set without adding unnecessary bureaucratic steps to implementation but for better coordination and articulation to be maintained among subactivities and between experts/institutions involved.

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

M&E Strategy of the portfolio was prepared and implementing accordingly. The M&E Strategy of the portfolio defines the distribution of the roles and responsibilities for the necessary M&E activities. Also portfolio has a communication strategy and related documents.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
For every cluster and project under the portfolio the responsibility unit/staff for the M&E and communication activities were introduced in line with the M&E strategy of the portfolio to increase the efficiency of the M&E and communication activities. As per the project document that were jointly prepared by partners, each agency had its own workplan. The communication with regards to these workplans were continuously made between agencies. However, for a more structured coordination, there may be a need for budgetary support for the lead agency, or other type of arrangements may be needed for future plannings.
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed
6. Recommendation:

Procurement processes need to be streamlined.

a)Critical assessments of procurement processes need to be carried out and resulting analysis implemented in order to avoid delays, partners’ fatigue, and overall inefficiency.

b)Procurement processes need to be in harmony with the complex technical issues the procedure is acquiring and their scope. Furthermore, these procedures need to incorporate flexibility in order to be attuned with intricate field issues

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

Procurement processes and activities are in line with the corporate procurement rules and regulations stipulated in POPP of UNDP. 

Procurement processes were completed in line with the rules stipulated in the UNIDO procurement manual.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Lessons learned from the current programme have been duly taken into account in other similar projects which are ongoing in the portfolio, and the project duration in new programming opportunities will be adjusted according to the complexity of procurement processes and stakeholder consultations.
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed
7. Recommendation:

Capacity building at all levels needs to be a strong element for these sorts of projects.

a)Even technical assistance projects need to strongly incorporate capacity building aspects (by training for the public and private sectors, generation of knowledge management products, training of trainers, etc.) in order to generate or enhance national capacity and sustain knowledge, create ownership and overall support for integrated hazardous waste and chemical management within a national context.

b)Training can also aid in knowledge transfer in a context of turnover of government personnel.

 

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

Capacity building and training activities are planned and implemented according to the project activities and project budgets.Capacity building and awareness raising are the main issues that UNDP is incorporating to all project documents and one of the areas where UNDP is very successful.

Capacity building has been achieved by UNIDO through the technical trainings on POPs prevention, reduction and treatment (including field demostrations) with the participation of all relevant stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The capacity building activities conducted by UNDP for contaminated sites, actually overlaps with an IPA funded contaminated sites project of the same department. The materials produced by the GEF project is still in use by all Ministry staff. Whilst the capacity building activities are already conducted as planned, still, this may be a lessons learnt for future project design to include duly documentation with regards to capacity building activities throughout the project duration.
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed
8. Recommendation:

Knowledge management products should be embedded in a project’s framework.

a)Knowledge tools based on the experiences and evidence derived from a project are also assets for capacity building, and (as such) should be part of the different capacity strengthening processes a project undertakes.

b)Furthermore, KM products based on a project’s experience are underpinnings for replication, upscaling and South-South cooperation and should be developed if there are intentions for these processes to take place during and after a project.

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

Project reports, mid-term and terminal evaluation reports for the projects are always disclosed on the GEF and UNDP websites.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The national partners strategically approached the knowledge management products of this very sensitive project as low profile. UNDP communication strategy was also to stay in alignment with this approach for the MERKIM site, the largest known POPs Stockpile site on the Earth. Whilst several communication materials, knowledge management products were produced, more widespread communication materials will be produced by the national partners which would summarize all steps of removal from site assessment studies to removal of demolitions of the warehouse as soon as the removal activities are completed. UNDP Turkey CO is closely working with the same technical department to observe this communication
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed
9. Recommendation:

Projects need to have a clear communication strategy.

a) A project’s communication strategy should be an ongoing process that generates buy – in, and knowledge about the issues a project deals with as well as acknowledge its visibility.

b)A communication strategy needs to be accompanied by clear inputs where the different partners are identified (funders, implementing agency(ies), UN agencies involved).

c)A communication strategy should document and communicate issues, and challenges as well as to highlight achievements. This strategy should function internally and externally to give proper visibility to all partners involved

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

All the projects and CCE portfolio have communication strategy documents prepared in consultation with the communication expert of the portfolio and in line with the project activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The communication strategy of the project was to stay in alignment with the national sensitivities of the MERKIM site and keep communication activities as low profile. Still, this may be a lessons learnt for future project design to include duly documentation with regards to capacity building activities throughout the project duration.
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed
10. Recommendation:

Future programming should build upon strategies, linkages, and developments engendered by a project, yet should also be forward looking and adapting to new issues and modalities supported by international agencies.Future programming should build upon strategies and linkages developed by experience derived from implemented projects, but should link this to new issues supported by the different financing and development agencies (integrated hazardous waste management, circular economy, innovation and adapting to evolving MEAs in the chemicals/hazardous waste fields

Management Response: [Added: 2021/04/08] [Last Updated: 2021/05/11]

Indeed, synergies between the projects and portfolios are ensured. In addition, adaptive and new strategies are implemented according to the current circumstances and developments in the country in line with the organizational and corporate requirements and strategies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Such integrated strategies are informed from field experience to the funding facilities, and then those form a part of future financing strategies. This has taken form of experience exchange with GEF Secretariat and GEF agencies in regular taskforce meetings organized by the GEF.
[Added: 2021/05/11]
UNDP, UNIDO 2021/03 Completed

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