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Outcome Evaluation of Climate Change and Environment (CCE) Portfolio
Commissioning Unit: Turkey
Evaluation Plan: 2016-2020
Evaluation Type: Outcome
Completion Date: 02/2019
Unit Responsible for providing Management Response: Turkey
Documents Related to overall Management Response:  
1. Recommendation:

When technically possible, update the design and RF if more than two years have elapsed after preparation before the project becomes effective

Management Response: [Added: 2019/02/18] [Last Updated: 2020/11/26]

The design of the projects are revised and updated during the PPG phases of the projects. If the donor is different than GEF project inception phases are going to use for the necessary revisions and updates.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The design and the RF will be updated if more than two years have elapsed before the project officially starts.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and related Cluster Leads 2020/12 Completed The design and the RF of the projects are revised and updated during the inception phase. Additionally if a Mid-term evaluation is required for projects and if there are changes in external circumstances that would affect Theory of Change, RFs are also revised by consultants in consultation with project teams' approval. History
2. Recommendation:

Introduce detailed costings and prepare joint budgets to be implemented as parallel co financing.

 

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

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

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets 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.
[Added: 2019/04/02] [Last Updated: 2022/06/09]
Portfolio Manager and related Cluster Leads. 2020/12 Canceled During the project preparation and design stage, a joint budget is preparing which includes the co-financing. However we keep consistency within POPP rules and regulations. History
Preparing joint budgets 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.
[Added: 2022/06/09]
Portfolio Manager and Projects Coordinators 2020/12 Canceled During the project preparation and design stage, a joint budget is preparing which includes the co-financing. However we keep consistency within POPP rules and regulations
3. Recommendation:

Explore ways and means of doing joint co-financing as opposed to parallel co-financing.

 

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

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

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets 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.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and related Cluster Leads. 2020/09 Completed We follow rules and regulations of UNDP, vertical funds and other donors to explore ways and means of joint co-financing. We include joint co-financing approach during the project design phase. History
4. Recommendation:

Introduce some economic feasibility analysis in the designs, and link it with the Results Framework.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Further to the baseline studies and current situation analysis of the projects, economic feasibility analysis will be introduced in the designs of the projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Economic feasibility analysis to be introduced in the designs of the projects. Also, the analysis will be linked to the Results Framework.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and related Cluster Leads. 2020/09 Completed Economic feasibility analysis enhanced in the design of the projects History
5. Recommendation:

Consider making the main report part of the Project Documents smaller in size, while expanding their annexes.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

According to the corporate rules and regulations the latest format of the project documents (as appeared in the POPP) is being used as Project Document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Further clarifications and new format for Project Documents will be explored.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and related UNDP staff. 2020/09 Completed Project document formats are regularly updated by the HQ and introduced to COs. Additionally UNDP Turkey Quality Assurance Unit also amends and revises both ProDoc and Progress Report formats at CO from a quality perspective. History
6. Recommendation:

Try to stay away from quantitative targets unless well justified and warranted.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

For most of the projects the quantitative targets (especially for the GEF funded projects) are being used if they are well justified and warranted through SMART indicators and means of verification, as per donors’ request. Also, complementary qualitative targets are being set to strengthen the project objective.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Both well justified quantitative and qualitative targets will be justified and warranted through a set of SMART indicators during the design of the projects in line with the M&E system of the portfolio.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/09 Completed It is in CCE's best interest to quantify indicators if there are justifiable grounds for doing so such as demonstrating environmental and community benefits in a robust and un-contestable manner. During the design of the projects SMART indicators are being included in the RRF of the projects (both quantitative and qualitative) which are in line with the M&E system of the portfolio and RBM rules of UNDP. History
7. Recommendation:

Always bear in mind that UNDP’s key role is to trigger change.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

The CCE Portfolio is positioned under UNDCS and CPD for “trigger change” role. This key role for CCE Portfolio will be strengthened during project implementations and new UNDP CPD cycle of 2021- 2025.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Following the building and adoption of a CCE Portfolio Level Results Framework, relevant indicators to track these changes would be developed and existing ones sharpened.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/04 Completed New indicators to track change were identified and linked with the new CPD which will be in use starting January 2021. History
8. Recommendation:

Utilize the Theory of Change intensively and do not take chances on the Result Framework Preparation

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Currently CCE Portfolio has no specific Result Framework and directly link to the UNDP CPD Result Framework. In order to utilize theory of change approach intensively for CCE Portfolio, a Result Framework specific for the portfolio will be prepared.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Results Framework specific for the CCE Portfolio will be prepared collaboratively in line with the CPD and SDG targets of the portfolio considering to utilize the theory of change.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/04 Completed Proper input related to CCE portfolio prepared and submitted during the preparations of the new CPD. History
9. Recommendation:

Continue with the efforts to mainstream gender equality across the entire portfolio, and start firmly with the designs.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Gender equality and women’s empowerment is a critical component across the solution pathway, and is one of the thematic priorities in the common chapter of the Strategic Plan of UNDP. Furthermore, gender equality was mainstreamed through a gender screening process for each project of CCE portfolio.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Human capacity of projects and portfolio for gender mainstreaming will be enriched via hiring experts for relevant projects. In 2018, a need analysis finalized and hiring relevant experts will be in place in 2019.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager 2020/09 Completed During project design and implementation process we accomodate gender expertise. Gender equality will be closely monitor and then evaluated with UNDP corporate tools. Additionally UNDP CO has a full time dedicated Gender Analyst since June 2020 that will closely screen projects' gender commitments and ensure adoption of a gender perspective during design stage in collaboration with Quality Assurance Unit History
10. Recommendation:

Incorporate the concept of resilience in the CCE strategy and action by ensuring that relevant project designs include multi-hazard risk assessments, taking into account seismic and climatic risks and others if deemed necessary and providing estimates of the potential impact on project staff, partners, beneficiaries and project activities

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

The strategy and methodology to incorporate the concept of resilience in the CCE portfolio projects will be explored by ensuring that relevant project designs include multi-hazard risk assessments, taking into account seismic and climatic risks and others.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Once the strategy is decided on how to incorporate the concept of resilience in the CCE portfolio, multi-hazard risk assessments, taking into account seismic and climatic risks and others will be included to the relevant project designs.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and related Cluster Leads. 2020/09 Completed Draft CDP for 2021-2025 has been enhanced with a pillar on risk informed development in line with this recommendation and relevant project and tools have been developed. Additionally resilience dimension of the whole portfolio has been strengthened in the light of Covid and its adverse effects on communities and eco-systems especially with respect to medical waste through various Recovery Tools and trainings shared in the attachment. History
11. Recommendation:

Embedded project staff at implementing partners is key to sustained partner cooperation. Try to spread this practice with all FSPs.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

For most of the projects under the portfolio there are project units embedded for the projects at implementing partners. However, due to the fast-changing management structures of the ministries sometimes it is difficult to continue with the same dedicated staff which are assigned to the projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Embedding dedicated project staff at implementing partners will tried to be spread as a common practice for the projects under the portfolio.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager 2020/09 Completed All projects have a project management unit which composed of dedicated project staff and implementing partner staff. However during the COVID-19 pandemic project management units keep close working arrangements with online tools with the implementing partner staff. History
12. Recommendation:

Detailed multi-year joint (integrated) budgets can enhance ownership and increase accountability with implementing partners. Give it a try despite difficulties

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

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

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets 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.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager 2020/09 Completed Project implementation enhanced with detailed multi-year joint budget. All of the projects closely follow their joint budget and work plan at project level. We keep consistency with POPP rules and regulations. History
13. Recommendation:

Try to closely monitor co-financing to the extent politically and technically feasible.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

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
During the preparation of project progress reports, mid-term and terminal evaluation reports a co-finance table will be prepared in consultation with the partners of the project as a monitoring activity
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager, Cluster Leads and M&E Advisor 2020/09 Completed Project implementation enhanced with detailed multi-year joint budget. All of the projects closely follow their joint budget and work plan at project level. We keep consistency with POPP rules and regulations. In addition during Midterm and Terminal Evaluations co-finance tables prepared within consultation to implementing partner. History
14. Recommendation:

Remain alert and evaluation-ready at all times. Do not wait for 5 years till the next OE

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

CCE Portfolio is currently evaluation ready at all times and more regular evaluations will be conducted for the upcoming periods.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Within the scope of the M&E strategy of the portfolio it is already decided to conduct the outcome evaluations in 2024.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and M&E Advisor 2020/09 Completed M&E strategy of the portfolio incorporating portfolio outcomes with project outputs have been improved and followed closely by dedicated M&E Advisor of the portfolio. In addition new CPD's Evaluation Plan entails an outcome evaluation in February 2024. Almost all GEF funded projects of the portfolio go through a mid-term and final evaluation. IPA funded projects also go through a final evaluation. In that sense the portfolio is evaluation-ready at all times. History
15. Recommendation:

Establish a central system (or re-model the existing system) with satellite sub-systems based at large projects with one PMU per cluster (or focus area) if and when possible.

 

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

M&E Strategy of the portfolio was prepared and will be implemented accordingly. The M&E Strategy of the portfolio defines the distribution of the roles and responsibilities for the necessary M&E activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
For every cluster and the project under the portfolio the responsibility unit/staff for the M&E activities were introduced in line with the M&E strategy of the portfolio to increase the efficiency of the M&E activities.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
M&E Advisor 2020/09 Completed A central system established in line with corporate M&E requirements and improved with a clear responsibility within the CCE portfolio. History
16. Recommendation:

Do system automation, and produce reports on demand by database queries.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

New M&E Strategy of the portfolio was introduced recently and the M&E tools to be used were presented to the portfolio staff. Currently UNDP is using some corporate online tools for reporting and also portfolio specific reports will be produced.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
More efficient and automated report formats will be explored and new methodologies will be introduced in order to increase effectiveness and efficiency of the portfolio.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
M&E Advisor 2020/09 Completed Efficient and automated report formats have been developed and introduced to project teams and shared within UNDP microsoft online tools. History
17. Recommendation:

Prepare semi-annual summaries for the portfolio, and annual impact reports using the incoming reports to the system, mainly the PIRs.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Currently evidence-based progress reports are being used to assess the progress of the projects under the portfolio, besides the PIRs for the GEF funded projects. Also, as a corporate requirement ROAR is being produced to report the annual progress of the UNDP programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
All these reporting tools will be used to prepare annual summary for the portfolio and also impact assessment will be conducted to the portfolio.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
M&E Advisor 2020/09 Completed Efficient and automated tools prepared and shared with the portfolio teams directly feed the annual summary and impact assessment of the portfolio and this information used in corporate and donor required reports and monitoring tools. History
18. Recommendation:

Disclose M&E Reports on the WEB

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

The mid-term and terminal evaluation reports for the projects are always disclosed on the GEF website.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Further ways will be explored to disclose the M&E reports on the website of UNDP. In addition, a process for dissemination of M&E reports and gathering suggestions from key stakeholders will be explored.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and M&E Advisor 2020/09 Completed Findings of the M&E reports of the portfolio have been included in the corporate M&E reports and feeding the annual report of UNDP and disclosed at UNDP website. In addition to this; M&E reports are available on the UNDP corporate website and donor websites. History
19. Recommendation:

Adopt co-financing ratio as a distinct performance indicator and monitor it closely.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

A methodology for using co-financing ratio as a performance indicator for the upcoming outcome evaluations of the portfolio will be explored and will be introduced as a monitoring and evaluation activity.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Co-finance tables will be prepared within consultation to the partners of the projects as a monitoring activity and tools will be developed to monitor co-financing.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and M&E Advisor 2020/09 Completed Portfolio level M&E tools include a specific tool to monitor co-financing. In addition; Terminal Evaluation of the projects considers co-financing as an important monitoring tool. History
20. Recommendation:

Use co-financing amounts and ratios as indicator for efficiency and sustainability.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

A methodology for using co-financing amounts and ratios as an efficiency and sustainability indicator for the upcoming outcome evaluations of the portfolio will be explored and will be introduced as a monitoring and evaluation activity.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Co-finance tables will be prepared within consultation to the partners of the projects as a monitoring activity and tools will be developed to monitor co-financing.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager and M&E Advisor 2020/09 Completed Portfolio level M&E tools include a specific tool to monitor co-financing. In addition Terminal Evaluation reports of the projects includes co-financing as an important monitoring tool and especially use them as an indicator for efficiency and sustainability. History
21. Recommendation:

Help establish a program/portfolio M&E based on a re-configured Portfolio Results Framework and GEF principles using external consultants

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Currently UNDP CCE Portfolio is using the Results Framework of the CPD 2016-2020 cycle and there is no specific Results Framework prepared for the portfolio.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Results Framework specific for the CCE Portfolio will be prepared collaboratively in line with the CPD and SDG targets of the portfolio.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager 2020/04 Completed RRF specific for CCE portfolio has been prepared and included in the new CPD of UNDP CO Turkey. History
22. Recommendation:

Bring gender within the purview of M&E and insist on disaggregated data where disaggregated data makes sense.

Management Response: [Added: 2019/02/18] [Last Updated: 2022/06/30]

Gender screenings are being prepared for all of the projects under the portfolio within portfolios’ efforts to gender mainstreaming. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Sex-disaggregated data to be collected and analysis of male/female (M/F) differences to be included in all reports and assessments to clarify differences between M/F vulnerability will be done. In addition, in availability of sex- disaggregated data will be identified.
[Added: 2019/04/02] [Last Updated: 2020/09/03]
Portfolio Manager, Gender Advisor and M&E Advisor 2020/09 Completed LPAC checklists used to clear ProDocs specifically ask for sex-disaggregated data and gender screening as a mandatory exercise. Take a look at LPAC checklist attached for information purposes History

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