POPs Legacy Elimination and POPs Release Reduction Project

Report Cover Image
Evaluation Plan:
2021-2025, Turkey
Evaluation Type:
Final Project
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


Document Type Language Size Status Downloads
Download document PIMS 4833 POPs TE ToR_2020.11.23.pdf tor English 645.14 KB Posted 7
Download document POPs Terminal Evaluation Final.pdf report English 1293.95 KB Posted 5
Download document Annex 10 POPs TE Report Clearance Form.pdf related-document English 225.60 KB Posted 2
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: No
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

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.


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.


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


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.


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.


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


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.



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.


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


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

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