Utilization of Renewable Energy Resources and Increasing Energy Efficiency in Southeast Anatolia Region Project Phase II
Monitoring-Assessment and Impact Assessment Report November- December 2016 Draft Submission Date: December 26, 2016 Final Submission Date: December 31, 2016
Ankara
Prepared By Cem Hatunoğlu 05063812773 [email protected] cem.hatunoglu1
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ABBREVIATIONS USED IN TEXT
Abbreviation Expansion GAP South-eastern Anatolia Project GAP RDA South-eastern Anatolia Project Regional Development Administration UNDP United Nations Development Program YENEV Centre Renewable Energy and Energy Efficiency Centre GDRE General Directorate of Renewable Energy RE Renewable Energy EE Energy Efficiency REEE Renewable Energy and Energy Efficiency EEC Energy Efficiency Consultancy British Prosperity British Prosperity Fund Fund UNDCS United Nations Development Cooperation Strategy SDG Sustainable Development Goals PSC Project Steering Committee
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BRIEFING
The independent assessment of Phase 2 of the Utilization of Renewable Energy Resources and Increasing Energy Efficiency in Southeast Anatolia Region Project was conducted by independent assessor Cem Hatunoğlu between the dates of December 01-31, 2016.
“This report, prepared by independent assessor Cem Hatunoğlu with the administrative support and facilitation of UNDP, does not imply that it reflects the views and opinions of UNDP.”
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Contents 1. Executive Summary…………………………………………………………………………………………………………...... 5 2. Introduction…………………………………………………………………………………………………………………………….…...6 3. Answered Questions/Findings………….…………………………………………………………………………………………...9 3.1 Compliance………………………………………………….………………………………………………………………...... 11 3.2 Effectiveness…………………………………………………………………………………………………………………………....16 3.3 Efficiency……………………………………………………….……………………………………………………………………....18 3.4 Impact……………………………………………………….…………………………………………………………………...... 33 3.5 Sustainability ……………..….………………………………………………………………………………………………...... 39 3.6 Compatibility…………………….………………………………………………..……………………………………...... 43 4. Visibility….…………………………………………………………………………………………………………………………………...44 5. Overview…………….………………………………………………………………………………………………………………………46 6. Conclusion and Recommendations…………………….………………………………………………………………………………………..……….49
ANNEXES : • ANNEX-A: Actualized visiting program • ANNEX-B: List of the interviewed personnel • ANNEX-C: A summary of field visits • ANNEX-D: A list of reviewed and utilised documents • ANNEX-E: Assessment questions matrix ANNEX-F: Compliance matrix according to SDG ANNEX-G: Table demonstrating the institutional participation status in PSC Meetings ANNEX-H: Comparative table demonstrating the changes made in the project content ANNEX-I: List of institutions and establishments within the project ANNEX-J: Activity actualization status matrix according to project components
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1. Executive Summary
The purpose of this study is to make a general assessment that will contribute in both the sustainability of the project achievements and the further development of the future projects of the GAP Regional Development Administration (GAP RDA) and the United Nations Development Program (UNDP), alongside the project outcomes. In this context, the targets of this assessment are: a) To provide decision makers with an independent assessment on the past performance of the project, particularly the compliance, effectiveness, efficiency, sustainability and compatibility of the project, and the project activities conducted. b) To reveal the main lessons learned and make practical recommendations for subsequent activities. In this framework, the assessor has reviewed the original project planning documents, progress reports, field work, project outcomes, policy documents of the related institutions, viewed the education and meeting protocols, seen the pilot projects applied in Şanlıurfa, Gaziantep, Kilis, Diyarbakır, Mardin, Ankara regions on site to the extent permitted by the seasonal and security conditions, and interviewed the project stakeholders and related parties. It has been assessed that the documents provided by UNDP and related parties for the assessor during the assessment, the planned visits and interviews and thus the information level supplied are suitable and sufficient in terms of conducting a healthy assessment and reaching the results expected from the assessment. It was observed that this assessment task is aimed at a regional pilot project, and that an exciting project is being carried out with a study with a countervailing in the field; because as the first attracting elements in this project; it was seen that all parties involved in the project from both the public and the industrial sectors embrace the project 100%, and fully believe in the benefit and timing of the project, particularly in awareness, that an important awareness of energy efficiency (EE) and renewable energy (RE) has been created, that the said parties are determined to continue the impact of the project outputs related to them, that the project team has been managing the project in a visionary manner and it has endeavoured to reach all parties that are or might be relevant, and to include them in the project, and more importantly, that it has developed a very good co- ordination and cooperation model in terms of project management in order to achieve these outcomes. However, because the project within this region is a first project in its field, the fact there is almost no reference data available to make a comparison with the initial state (starting from the zero/start point for nearly every activity), because of most of the activities has just started or is yet to start, the numerical values cannot be obtained sufficiently within the project duration, there are security concerns aimed at virtually the entire region, particularly Şırnak, Siirt, Mardin, Diyarbakır and Kilis, the utilisable daylight hours are relatively limited because of the winter season, some institutions are unable to make appointments due to their workload in December, or the relevant personnel to be interviewed becoming ill due to the seasonal conditions etc. have been limiting factors in the assessment studies. However, it possible to overcome these difficulties that were faced with the administrative, logistic support and facilitation of the UNDP. Thus, project management would like to thank the sincere contribution and support of UNDP and GAP RDA during the course of this assessment.
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Having said that, it is an emphasized fact that this assessment was prepared with utmost adherence to the principles of objectivity, impartiality, credibility and righteousness. Utilization of Renewable Energy (RE) resources and increasing Energy Efficiency (EE) is a new concept for Turkey (especially as of the period in which the project was prepared), and it has provided a new opinion and approach in terms of regional development practices for the project stakeholders, the public and private sector and all other parties, even including the media. Hence, the first and most important step for the impact of the project to be extendedly maintained both during the application and after the project is completed and for the sustainability of the project, is thought to be that the concept be understood and adopted accurately and sufficiently. Therefore, it will be a realistic approach that there will be need for a longer time period than the duration of the project for not only developing a concept and the required tools in this field, but also integrating, settling and infusing the concept to create a change in the demeanour and understanding in the daily life. Therefore, this project was seen as the second phase of an integrated program focused more on the practical activities, and it was concluded that the focus was on not only the realization of the activities of the project and the successful outcomes in order for the program purposes to be reached, but also the project’s settling in the legislation and institutional practices in order for it to be brought to bear, and for this there is need for a constant effort for the project to be carried on to phases subsequent to outcome, solution and good practices, and it was scrutinised to find that there is need for subsequent projects on REEE in addition to this one. This project has accelerated the adoption and settlement process of this new concept primarily in the South-eastern Anatolia Region, has raised awareness of the issue and has created the appropriate flooring to enable more common applications. The project was originally planned to start on January 1, 2012 and to continue for a period of 24 months to be finalized on December 31, 2013, and a budget amounting to TL 9,762,978.60 has been allocated in this framework. However, the intensity of the planned activities, the cyclical situation of Turkey, and the purposes of ensuring that the outcomes are permanent and the effects are monitored, the project implementation duration was extended twice in 2013 and 2014, with changes shown under the title 3.1.3 Efficiency and without any additional burden on the budget. Finally, on 24.12.2015 the project duration was extended for the third time to end on December 31, 2016, again without any change in the total budget.
2. Introduction Energy is one of the key elements of GAP. The energy generation value of the region is higher than the energy consumption value, and it is important that this state be preserved. While the primary energy supply has increased in Turkey, no growth is seen in the generation covering the consumption. All data show that the external dependence of Turkey in primary energy supply, including power generation, is around 70%. On the other hand, the share of power generation related greenhouse gas emission within the total emission has increased by 59%, to 27% between 1990-2007. In order to both reduce the external dependence in energy supply, and to keep carbon emissions related to power generation at a reasonable level, it is necessary to utilize completely local renewable energy resources to the highest extent. While the power generation from renewable energy resources in Turkey was done mainly through hydraulic resources, some price incentives and investment conveniences were provided in order for other renewable energy resources such as solar, wind, geothermal, biomass to play a part in power generation with the legal infrastructure created in order for the utilization of other renewable energy
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resources alongside the hydraulic resources, with the “Law on Renewable Energy Resources“ no. 5346, which came into effect in 2005. In the recent years, power generation from renewable energy resources, especially hydraulic energy and wind, has been rapidly developing in Turkey, and the South-eastern Anatolia Region has got a great potential in terms of renewable energy due to its rich water and solar resources. In Turkey, which is located at a geography described as the “sunbelt“ where the solar energy use potential is very high, the South-eastern Anatolia Region which is one of the two areas where this potential reaches the peak values is in the most convenient position in terms of power generation from solar energy. The South-eastern Anatolia Region is an area rich in agricultural wastes, especially cotton, and the amount of agricultural waste is estimated to be able to make several hundred MW power plants. On the other hand, the animal wastes of the area also have a significant potential for renewable energy because of the rich animal existence in the region. Utilization of gas and power generation opportunities from agricultural (biomass) and animal (biogas) wastes is important as it might enable the local manufacturing sector to emerge in the region. On the other hand, while the wind speed and intensity values are not as good as those in the western regions of Turkey, there is still a non-ignorable wind potential in the region, especially in Gaziantep, Kilis and Mardin provinces. Also, this potential is possible to be used combined with solar energy in order to meet the local needs such as water pumping and irrigation, etc. On the other hand, as is the case generally in Turkey, the consciousness of efficient use of energy is also low in the region. Buildings where heat insulation isn’t used, uncollectible energy consumption fees cause inefficient energy consumption in the Region and thus lead to a higher energy density. It is highly important to adopt energy efficiency measures in all fields where energy consumption exists, but particularly industrial plants, in order to reduce energy density. Most of the energy efficiency measures to be taken in the industrial sector can be realized for low costs that will not affect the main investment strategies of companies. The building improvement investments starting from the public buildings to be popularized among commercial buildings and dwellings and raising awareness among regional consumers on electrical appliances is quite important. It is essential to centralize the sustainable development approach envisaged for the region, both in promoting the use of renewable energy sources in power and heat generation, and in improving energy efficiency. Because the production of some products in the solar heat product range can be concluded with low-tech techniques in the industrial sector, there is a suitable environment for low-cost and rapid production in the region. Furthermore, the fact that the geography located in the south of the region has a high sunshine rate indicates the richness of the potential market of the products to be produced. The agriculture sector is at the forefront as a strategic and buffer sector in the region, both in terms of food security and potential employment opportunities. In the Region, where renewable energy opportunities are abundant and at the same time an intensive agriculture and livestock activity is carried out, it is possible to combine agriculture and renewable energy, thus improving both the development of the two fields and employment. In line with the above-mentioned facts, the general purpose of this project for the South-eastern Anatolia Region is to improve the competitiveness of the South-eastern Anatolian Region in a sustainable and socially equitable manner by ensuring a more effective use of renewable energy resources and increasing the energy efficiency, in line with the main vision of the Competitiveness Agenda prepared in 2007. The sustainable development approach, which aims to disseminate the
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use of renewable energy resources and to implement activities that will increase energy efficiency, has been adopted as a basic principle for project activities and results, in line with the energy and heat generation needs of the region. The idea for this project emerged with the South-eastern Anatolia Region Competitiveness Agenda Report published in October 2007, and the way was paved for a strategy and roadmap to be created with the GAP Action Plan announced in 2008. In this regard, the program officially started on November 01, 2009. During the first phase of the program in the July 2009 – May 2011 period, some studies were conducted to identify the areas where progress can be made in the field of renewable energy and energy efficiency in the region. These studies have been finalized with the publication of a comprehensive strategy paper created taking into account the contributions and opinions provided by regional and national stakeholders subsequent to the fact finding report prepared by the project team by primarily closely examining the energy audit and potential of the region, and a “South- eastern Anatolia Region Renewable Energy and Energy Efficiency Project Action Plan“. In line with the visions of this Action Plan and Strategy Paper, the second phase of the program was planned to concentrate more on the activities aimed at implementation, and was ensured to be made compliant to the 2014-2018 GAP Action Plan essentials which maintains the determination to support the projects, programs and activities on the renewable energy field within the framework of the 10th Development Plan throughout the implementation. In the second GAP Action Plan (2014-2018) prepared within this context, there are goals such as developing the industrial infrastructure and entrepreneurship environment, improving the technological infrastructure and the university-industry cooperation in the region, increasing the efficiency in agricultural production and improving the industrial infrastructure based on agriculture, supporting the popularization of eco-friendly agricultural production systems based on the basis of manufacturer organization, agricultural technologies and value chain, determining the natural resource and energy raw material potential of the Region and conducting activities in order to bring the resources into the economy, determining convenient investment areas related to renewable energy, supporting the research and implementation activities aimed at the utilization of renewable energy resources in electrical energy generation, agriculture and tourism, and accelerating economic development through methods such as implementing specific energy research programs in the universities within the region’s provinces. On February 16, 2012, the three main components of Phase 2 of the GAP Region Renewable Energy and Energy Efficiency Project, which started subsequent to parties signing the related project document, by the T.R. Ministry of Development GAP Regional Development Administration, T.R. Ministry of Foreign Affairs and United Nations Development Program, has been determined as follows: • (Outcome 1) Identification of REEE opportunities in industrial sectors and service buildings in the South-eastern Anatolia Region and conducting and dissemination of model applications, • (Outcome 2) Increasing the RE utilization potential of the South-eastern Anatolia Region, • (Outcome 3) Development of the technical, institutional and working capacity in RE and EE in the industry, service, building and agriculture sectors. It is not only the testing of Renewable Energy (RE) and Energy Efficiency (EE) proposals proposed in the framework of the project in terms of technical and economic feasibility in this region, but also with an integrated approach to industry, service, tourism, agriculture, it is aimed to create a leverage effect with additional values such as competitiveness, employment, trained workforce, increasing research capacity. Project Identity (synopsis) is given in the table below:
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Utilization of Renewable Energy Resources and Increasing Energy Efficiency in the Project Name South-eastern Anatolia Region Project (Second Phase) Result-7: Recruitment, job positions compatible with human values and opportunities UN Development increased through all policies, strategies and programs that increase economic Cooperation Strategy growth, based on competition, increasing productivity and popularizing social Result responsibility, increasing equality being implement. Outcome 7-1: Institutional and individual entrepreneurship capacity accelerating the Country Program national, regional and rural competition developed in line with the revised EU Outcome Accession Partnership and the Lisbon Treaty Project No 00065659 Area South-eastern Anatolia Region / Turkey Contract Amount 9.762.978,60 TL ($5.473.876,67) Program Duration 2011-2016 (The original project document foresees 2011-2015) Project Start Date January 2012 Project End Date December 2016 (Initially planned end date of the project was December 2013) Status Second Phase GAP Regional Development Administration (GAP RDA) and other appropriate Application Partner local/regional stakeholders (Karacadağ, Ipekyolu and Dicle Development Agencies with the change dated December 24, 2015) GAP Regional Development Administration (GAP RDA) and UN Development Program Responsible Partners (UNDP) Project Management NIM (National Implementation) General Purpose The general purpose of this project is to improve in a sustainable and socially equalitarian manner the South-eastern Anatolia Region’s competitiveness through the more effective use of energy resources and increasing energy efficiency. Expected Outcomes The three main components of the second phase of the project: • (Outcome 1); Identification of RE/EE opportunities in industrial sectors and service buildings in the South-eastern Anatolia Region and conducting and dissemination of model applications, • (Outcome 2); Increasing the RE utilization potential of the South-eastern Anatolia Region, • (Outcome 3); Development of the technical, institutional and working capacity in RE and EE in the industry, service, building and agriculture sectors.
3. Answered Questions / Findings
The purpose of the assessment: The purpose of this assessment is to draw conclusions that will contribute to the assessment of the project outcomes and the sustainability of both project achievements as well as to the further development of the future projects of the GAP Regional Development Administration and UNDP in general. This assessment was carried out within the framework set out in the project document and in accordance with the principles set out in UNDP's "Handbook on Planning, Monitoring for Development Results / 2009" document. The assessment was carried out on the content and results of the project and does not in any way involve technical considerations for the expenditure of the project.
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In developing the assessment method, the primary consideration was to meet the expectations of the parties from this assessment in terms of its “enriching the results”. The assessment was prepared adhering to research ethics and impartiality principles. The assessment was not concluded by only focusing on outcomes and outputs, but it was conducted by also considering the effects of the opportunities and conditions of the time in which the project/program was prepared and implemented. The aim of this assessment is assessing the general performance of the project in terms of compliance, effectiveness, efficiency, impact, sustainability, compatibility and surplus value. Through this assessment, it is also aimed that decision makers be provided with an independent assessment on the general performance of the project, especially in terms of effectiveness and efficiency, and sufficient and satisfying information of the comparison of the realized activities’ impact with the goals initially identified to be obtained. In addition to all these aspects, importance is also attached to practical recommendations being provided within the framework of the project implementation and obtained results. In additions to all these, the following are the main principles considered in the process of conducting this assessment: • The assessment of to what extent the project has reached the goals with regard to development results directed at the target group, beneficiaries, (individuals, private sector, institutions, etc) participants, • To what extent the project has contributed to resolving the problems and needs identified in the project preparation phase, • What has been achieved versus what was initially planned or the subsequent official changes, the implementation extent, efficiency, quality of the outcomes and outputs of the project? • And the project activities according to the criteria of compliance, effectiveness, efficiency, impact, sustainability, compatibility, • Including of the lessons learned upon the implementation of the project, the good implementations seen and recommendations and enabling these to be utilized in the subsequent projects.
The Scope of the Assessment: This monitoring and assessment activity is particularly focused on measuring the development outcomes of the REEE project’s developmental outcomes and the project-related impacts. This assessment also takes into account the extent to which human rights-based approaches, employment opportunities, gender equality and environmental sustainability are included in UNDP's "Social and Environmental Standards" in the preparation of development programs. The assessment was concluded by following the following four phases: First Phase (December 1 -4, 2016): The detailed assessment method preparation phase Second Phase (December 5-23, 2016): The data collection phase including field visits Third Phase (December 5-26, 2016): The Draft Assessment Report preparation phase Fourth Phase (December 27-30, 2016): The feedback and assessment report finalization phase.
The method for evaluating the project has not been included here as it is presented in detail in the methodology report. The interview and questionnaire form used in the second phase of the assessment is presented in Annex-E.
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3.1 Compliance (Problems and needs)
Compliance to international, national and regional development strategies This project, that aims to improve the competitiveness of the South-eastern Anatolia Region in a sustainable and socially equalitarian way through improving a more effective use of renewable energy resources and the energy efficiency of the South-eastern Anatolia Region, and the project concept have been assessed to be compliant with the development plan and priorities of the Republic of Turkey for the South-eastern Anatolia Region, and the Sustainable Development Goals of UNDP shown in ANNEX-F. This project, as is emphasized in the “Expected Country Program Output” in the original contract of the project, is compliant to the purposes in paragraph 10.A.2.d of the Lisbon Treaty that states “Encouraging sustainable economic, social and environmental development for the primary purpose of eliminating the poverty in developing countries”, and 10.A.2.f that states “Assisting the development of the international measures to be taken that are necessary for protecting and improving the environmental quality and managing global natural resources in a sustainable manner in order to ensure a sustainable development”. This project is also in unity with the consensus with Turkey and the intent on “The creation of a program to undertake the energy acquis that is outside the legislation that deals with the energy internal market, ensuring the independence and effective functioning of the regulatory authority for the electricity and gas sectors and equipping it with appropriate means to fulfil its tasks, ensuring the establishment of a competitive internal energy market, in line with the electricity and gas directives, further alignment of the acquis in energy efficiency and strengthening of energy saving practices, establishment and implementation of a program that will reduce the energy dependence of the Turkish economy and increase the use of renewable energy resources” of the “EU Accession Partnership Document for Turkey” dated April 14, 2003. This project was found to be compliant with the purposes of: realization of regional development policies by reducing the development gap between regions of the 2014-2018 GAP Action Plan (Through the GAP EVD Incubation Centre which did not exist prior to the project, establishment of GAP YENEV Bismil Plant Pellet Production and Marketing Cooperative and solar powered micro irrigation systems, supporting the Gaziantep Chamber of Industry, University of Gaziantep and the Gaziantep Metropolitan Municipality Energy Department, increasing the regional awareness and institutional capacities), increasing the competitive capacity of regions and the Regional Development Administrations ensuring the coordination of public investments aimed at the development of the regions and cooperating with development agencies in mostly public investments, projects and activities (With three development agencies participating in the financial support program under the coordinatorship of GAP RDA), increasing the competitive capacity by actively promoting the internal potentials of the regions, which is also included in the 10th Development Plan, thereby maximizing the contributions to national development (by enforcing the potential of the rich renewable energy source to the potentials of the investment and industrial sectors), creating educated and qualified man power (through a wide variety of trainings, seminars, conferences, trips and certificates awarded), considering the capacity of the region's energy potential and the capacities of the universities in the region, increasing the research in the field of energy and encouraging the transformation of these into practice and conducting studies on the establishment of the energy industry zone (Through the works of the University of Harran and GAP YENEV Centre, GAP EVD Incubation Centre and Polateli OIZ
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studies), extending the production and use of RE resources and supporting EE (with solar energy irrigation systems, Bismil Plant Pellet Production Facility, heat insulation of the Şanlıurfa Regional Administrative Court building and the transformation of the GAP EVD Incubation Centre building into an energy-effective one), working on energy production from waste within the scope of expanding the use of renewable and clean energy in increasing the quality of urban environment (with Bismil Plant Pellet Production Facility), and attending to the development of innovative approaches and models that will accelerate the transformation in the Region (with an Easy Solution and Innovation Competition). It is consistent with the following goals: “Increasing the competitiveness and innovation capacity with ensuring sustainable rural development has also been listed among the four development axes defined according to the vision of the Region in the 2014-2018 Regional Development Plan of the İpek Yolu Development Agency. As 1.4.11 "Energy Efficiency Implementations in Buildings will be supported” under the title 1.4 Providing Sustainable Urbanization; "3.1.11" The use of irrigation pumps running with solar energy will be increased in the agricultural sector" 3.1 under the title of 1.4 Strengthening the Rural Infrastructure, "4.6.3" Renewable energy technologies will be encouraged in the production zone" and 4.6.4 "promoting the use of renewable energy sources for the production of solar and wind energy" under the heading 4.6 Sustainable Use of Natural Resources, "Energy potential will be assessed in the region rich in solar energy, wind energy and bio energy resources and renewable energy investments will be increased" under the heading of 8.2.2.6 Policy-3: "Renewable Energy - Renewable Energy Investments", Energy Efficiency Consultancy (EVD) Incubation Centre to be established in the GAP Region will be used by private sector", and the goal "renewable energy applications will be supported in investments in the construction and housing sectors (such as green buildings)". Likewise, “sustainable development and green growth” has also been listed among the 2014- 2018 Regional Plan Development Axis of the Karacadağ Development Agency. Under this, the use of renewable energy resources and the eco-friendly technologies were included. Within this framework, it was aimed that a “Green Energy Zone” image of the Region be established with the promotion and popularization of renewable energy use. Regarding pellet production, the combat against stubble burning has been listed under the goal “Protection of the Environment and Ensuring the Sustainable Use of Resources” as a separate strategy (Strategy – 7), while seven different strategy goals were included under the goal “Utilization of the Renewable Energy Potential and Creation of the Green Energy Zone image in the Region”.
Compliance with the problems and needs of the country and the Region: Whether or not the project has been designed to solve the problems and meet the needs of the country and region related to energy, and the regional problems and needs defined within the project documents and indicated during interviews, and the related activities have been addressed below. Compliance Assessment Table
No Problem/Need Compliance Activity Performed
Turkey's external dependence on primary Bismil Plant Pellet Production and 1 energy supply is as high as 70%, and Yes Marketing Cooperative; solar energy likewise more than half of the electricity irrigation pilot applications, EVD generated in Turkey is supplied from company establishment, supporting the
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imported primary energy sources (largely Gaziantep Metropolitan Municipality from natural gas), and the use of Energy Department, supporting the GAP renewable energy sources and increasing YENEV centre, establishment of the GAP energy efficiency is needed in order to EVD Consultancy and Incubation Centre, reduce the dependency. heat and acoustic insulation of the Şanlıurfa Regional Administrative Court and GAP EVD Incubation Centre buildings, Financial Support Program for the Pilot Applications to Improve the Energy Efficiency in the Industry in the GAP Region, preparation of RE/EE preliminary survey and techno- economical assessment reports in 12 hotels, performing capacity increasing activities in the field of RE/EE in the institutions in the Region, organizing an Easy Solutions and Innovation Competition.
The share of greenhouse gas emissions Preparation of preliminary survey and from power generation have increased in techno-economic assessment reports on total emissions. There is a need to RE/EE in 12 hotels, pilot solar energy maximize the use of renewable energy irrigation applications in four stations, resources, a purely domestic resource, so conducting the Transition to Low Carbon that carbon emissions associated with Production in Industrial Facilities Project 2 Yes power generation can be kept at with the support of the British Prosperity reasonable levels and external Fund, supporting the GAP YENEV Centre, dependency in energy supply can be establishing the GAP EVD Consultancy reduced. and Incubation Centre, organizing an Easy Solutions and Innovation Competition.
The South-eastern Anatolia Region has a Solar energy irrigation applications in huge potential in terms of renewable four stations, establishing the EVD energy with its rich water and solar company, supporting the Gaziantep resources, and there is a need for this Metropolitan Municipality Energy 3 potential to be brought into the economy Yes Department, supporting the GAP YENEV through generating electricity from solar Centre, establishing the GAP EVD energy. Consultancy and Incubation Centre, organizing an Easy Solutions and Innovation Competition.
The South-eastern Anatolia region has the Enabling pellet production from potential to be added to the energy agricultural wastes with the portfolio of the region in terms of establishment of the Bismil Plant Pellet agricultural and animal wastes. There is Production and Marketing Cooperative, need for initiatives that will utilize the organizing an Easy Solutions and 4 opportunities of production of gas and Yes Innovation Competition, Feasibility electricity from agricultural and animal Report for the Biogas Production from wastes, and thus ensure the Animal Wastes in Gaziantep Oğuzeli diversification of renewable energy resources in the region and the formation of a local production sector.
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Considering that the electricity markets in Turkey are liberalized, the new power Financial Support Program for the Pilot generation investments are carried out by Applications to Improve the Energy private companies and the privatization Efficiency in Industry in the GAP Region, process of electricity distribution enabling pellet production from companies continues, there is a need for 5 Yes agricultural wastes with the renewed energy investments to be made establishment of the Bismil Plant Pellet a centre of attention and attraction for Production and Marketing Cooperative, investors in the region. pilot solar energy irrigation applications in four stations, establishment of the EVD company.
The awareness on efficient use of energy Conducting capacity increasing activities is also low in the region, which causes in RE/EE areas in the institutions of the inefficient energy consumption in the region, supporting the GAP YENEV Region and thus leads to a higher energy Centre, establishment of the GAP EVD density. There is a need for raising Consultancy and Incubation Centre, 6 awareness on efficient energy use of Yes establishment of an EVD company. industrial companies and the necessary measures to be taken for low costs that will not affect the main investment strategies of companies.
The local people of the region is Introducing new technologies to local unconscious on the new technologies of farmers through solar energy irrigation RE and EE. Incorrect irrigation (basin systems to be established in four flooding) in the South-eastern Anatolia different locations. Region which is an agriculture area is
known to cause acidification in the land, while the flooding pumps used in the process consume a lot of electricity. It has been stated that only the Ceylanpınar 7 district of Şanlıurfa itself has consumed in Yes the irrigation period the energy generated by the Atatürk Dam at the time. The situation is a burden on the farmers, and also has a high cost for the government and electricity distribution companies due to illegal use of electricity. There is a need to lower these costs, and to do so, there is a need to popularize energy efficiency systems in the region.
Energy is used inefficiently in housing, The heat and acoustic insulations of the public and commercial buildings in the Şanlıurfa Regional Administrative Court region. It is necessary to extend the and Gaziantep EVD Incubation Centre improvement investments starting from buildings, enabling these buildings to 8 the public buildings to the commercial Yes also be used with demo purposes, buildings and housings in order to training construction, mechanical and eliminate this situation. electrical engineers working in the public field on “green building” design, establishment of the EVD company,
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concluding capacity increasing activities in the RE/EE areas.
The EVD companies expected to conclude Providing 12 engineers with “industry the necessary preliminary and detailed research-project” and “building surveys within the scope of the work on research-project” certificates as a result increasing energy efficiency (including the of GDRE approved training programs, financial support and grant program establishment of and EVD Consultancy applications) being non-existent in the and Incubation Centre and an authorized Region prior to the project has caused the EVD company with the name Bekmez 9 inability of the Region to benefit from Yes Engineering with the cooperation of the these support opportunities as well as Gaziantep Chamber of Industry and the causing the obligation of outsourcing for University of Gaziantep, recruitment of this service, which has affected the costs. two participants at the energy Thus, establishment of EVD companies in management branch within the the region has become a need of key and Gaziantep Metropolitan Municipality triggering importance. and one participant at the Gaziantep Chamber of Industry.
Compliance with the purpose This project has been associated with expected Outcome-7 of the UNDCS (UN Development Cooperation Strategy) which has determined goals of a relatively upper scale in the original project document on the date on which the project was written, and according to this, it was aimed to 1) reach an outcome of increasing recruitment and job opportunities compliant with human honour through following equalitarian policies, strategies and programs that improve economic growth and are based on competitiveness, increased production and an integrated social responsibility. As the expected country program output (Output-7.1) in line with this UNDCS outcome, it was aimed to 2) achieve the output of increasing the institutional and entrepreneurship capacity directed at national, regional and rural competitiveness in compliance with the renewed European Union Accession Partnership and the Lisbon Treaty. The project also aims, in compliance with the main vision of the Competitiveness Agenda prepared in 2007 for the South-eastern Anatolia Region, to contribute in the sustainable and socially equalitarian development of the South-eastern Anatolia Region through 3) energy efficiency applications and 4) more extensive use of renewable energy. Not only the 5) testing of the technical and economic applicability of the RE and EE projects in this Region, but also 6) creating a lever effect with an integrated approach in industrial, service, tourism and agriculture sectors with additional values such as competitiveness, recruitment, trained workforce, and an increased research capacity have been aimed at. The targeted outputs/project components and main activity areas have been designed as follows in order for these goals to be reached: A. Identification of the Energy Efficiency (EE) and Renewable Energy (RE) Opportunities in Industrial and Service Sectors in the Region and Performance and Popularization of Pilot/Demonstrative Applications: 1. Establishment of an Incubation Centre and Common Use Laboratory That Will Enable the Establishment of Energy Efficiency Consultancy Companies (EVD) in the Region. 2. Identification and Realization of Energy Efficiency Projects to be Conducted in The Public and Service Buildings
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3. Identification of Efficiency Potentials in Industrial Sectors and Determination of Pilot Application Models B. Increasing the Renewable Energy Utilization Potential in the Region 1. Determination of the Biomass Resources in the Region 2. Demonstrative Works on Solar Energy Micro Irrigation Systems 3. Eco-Tourism and Carbon-Neutral Hotels C. Developing Technical, Institutional and Workforce Capacity on issues related to Renewable Energy (RE) and Energy Efficiency (EE) in the Industrial, Service, Construction and Agriculture Sectors of the Region 1. Organizing Capacity Increasing Activities on RE/EE in the Institutions of the Region 2. Innovation and Easy Solutions in the Fields of Renewable Energy and Energy Efficiency Accordingly, the compliance of the “planned outputs and activities“with each other compared with the “purposes” indicated above is summarized in the table below: Planned Main Activities (1,2,3) based on Purpose Outputs (A,B,C) Purpose No A1 A2 A3 B1 B2 B3 C1 C2
Reaching an outcome of increasing recruitment and job opportunities compliant with human honour through following equalitarian policies, strategies 1 and programs that improve economic X X X X X X X growth and are based on competitiveness, increased production and an integrated social responsibility Achieving the output of increasing the institutional and entrepreneurship capacity directed at national, regional and 2 rural competitiveness in compliance with X X X X X X X X the renewed European Union Accession Partnership and the Lisbon Treaty Contributing through energy efficiency 3 applications X X X X X X Contributing through more extensive use 4 of renewable energy X X X X Testing of the technical and economic 5 applicability of the RE and EE projects in X X X X X X X only this Region Creating a lever effect with an integrated approach in industrial, service, tourism and agriculture sectors with additional 6 values such as competitiveness, X X X X X X X recruitment, trained workforce, and an increased research capacity
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Consequently, it was assessed that the purposes of this development project are compliant to the national and regional development strategies, the problems and needs of the Region and coincide with each other.
3.2 Effectiveness (Achieving the purpose) It was seen that all parties interviewed had a sense that this project has been fulfilling its purpose and providing the targeted effect. Although this project is a pilot study, it has been found to be of a quality that complies to and is supportive of the needs and development goals of the region in that the components and activities were built on accurate determination with the first phase with a proper strategy, that the activities are appropriately chosen, although too intense, and that their outcomes have been improved in the third phase and their effects have been enabled to spread. As is also emphasized in the project annotation, 1) repeatable and scalable pilot applications being realized, 2) the cooperation and coordination between national and regional actors active in the RE and EE fields being strengthened, 3) awareness in the RE and EE fields across the region being raised, and 4) development of the information infrastructure have been adopted as the main success elements, and it has been assessed that the project has reached its goals as detailed within relevant sections in all four success elements. Many concrete outputs have been reached with this project. Some of these can be listed as 14 people consisting of public and private sector employees being trained in EVD, raising 12 survey project certificated engineers in the industry, two of these engineers being recruited within the Energy Management Branch Office of the Gaziantep Metropolitan Municipality’s Department of Science Affairs and one within the Gaziantep Chamber of Industry, an EVD company authorized by the GDRE being established as a result of the project, introduction of the solar battery to local people and demonstrating that irrigation is possible with solar batteries in four different areas with four different techniques, proving to the target market that the solar battery is an alternative to mains and petroleum resources and ensuring it is included in the IPARD support of the Ministry of Agriculture and Livestock, thus providing an uninterrupted power supply to be used in irrigation within rural areas that do not have electricity (6 solar energy irrigation systems were supported by the Provincial Directorate of Agriculture and Livestock between 2014-2015 in Kilis alone, it was understood that the number of applications in 2016 while this assessment was in the process of preparation was 20), the fact that a production and marketing cooperative that can produce 10.000 tons of pellets a year from agricultural wastes was established, establishment of external connections, having attracted the attention of supports such as the British Prosperity Fund, and having left behind quite valuable protocols in terms of sustainability. Relevant regional institutions have been reached on energy efficiency (EE), contributions were made in the institutions speaking the same language, awareness was raised in relevant institutions on the contributions they can make related to this subject. Awareness was seen to have been raised in each individual, institution and establishment this project has come into contact with within and outside the region. Thus, many findings indicating that the realization of such a project has been efficient and beneficial have been encountered. It has been revealed with the feasibility studies of the first phase that while the region has valuable opportunities in terms of RE and EE, it also has important deficiencies and needs. In order to meet these needs, since the formation of the YENEV Centre or EVD did not yet exist at the beginning of the project, the necessary services were attempted to be outsourced from outside the region, however, it has been understood that the services provided were reflected in the costs, or they couldn’t be used sufficiently because they were reluctant to come to the regions such as Mardin, Batman and Kilis from the companies which are outside the region due to reasons related to security, distance etc.
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This project has allowed the creation of such a capacity and the effective fulfilment of needs within the region, by allowing local institutions and organizations (GAP EVD Consultancy and Incubation Centre and Bekmez Engineering, etc.) to master the problems and needs of the region. This project has been very productive in enabling some of the firsts to be realized, including: • Regional Scale RE and EE Action Plan • GAP Energy Efficiency Consultancy and Incubation Centre Model (first centre in Turkey established with the cooperation of the public, private sectors and university in the field of energy efficiency) • Joint Financial Support Program for the Pilot Applications to Improve the Energy Efficiency in the Industry • GAP EVD Consultancy Centre Building EnerPHit Certification • Solar Energy Irrigation Systems Field Measurement and Analysis Study (remote monitoring and assessment of the system performance and meteorological data) • Field Measurement and Analysis Study on Energy Efficiency in Irrigation Pumps • Plant Pellet Production and Marketing Cooperative (and thus biomass production from agricultural wastes) • Renewable Energy and Energy Efficiency Task Forces As a side effect of the institutional capacity development purpose of the project, it was observed that the participating institutions are in a position to contribute to EU projects. In the wake of the interviews conducted, it has been indicated in the interview with experts that the project was thought of as a tool compliant to the needs of the region while it was being created, thus many activities were included, and the aim was for these activities to trigger each other and become integrated with each other around certain key activities throughout the project, that the project was planned to give life and stimulate different and various secondary sectors and therefore the expectations were high. Hence, the assumption has been that this project was to be actually thought of as a program and envisaged to be separated into certain sub projects and managed in this way, although this couldn’t be realized despite the budget being available, due to the management model not having been included in the project document and budget sufficiently. Also it was observed that the Incubation Centres Regulation being subject to changes within the duration of the project caused the business plan to change twice, which caused a delay in the establishment of the Incubation Centre which was designed to be one of the key activities of the project, which created a domino effect and reflected on other activities.
3.3 Efficiency (Good management and cost-effective value)
Good Management The design of the project has been assessed to be suitable in terms of efficiency in terms of the results expected from the project and the achievement of the expected activities to be achieved without introducing any additional increase in the allocated budget. It was understood that firstly, as of the phase of preparation of the project document, a quality management plan has been created by defining the quality criterion, quality method, quality assessment dates and the quality assessment for each activity and was updated according to the developments (taking notes on the annual progress reports).
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It has been observed that the UNDP and GAP RDA display a close and harmonious work together and unite their powers. UNDP has employed a project support unit in Ankara, thus administrative and logistic activities such as financial, administrative, HR and purchase were conducted exclusively and in coordination with the GAP RDA, thus the activities of the project coordinatorship and executives on the field are performed on time and in accordance with the quality standards enabling the said to be able to focus on the coordination on the field and the application. It was assessed that the project constitutes an efficient management model due to ensuring reaching the development outcomes expected at the regional level by making the necessary arrangements and required decisions on time. The management and control mechanisms established within the project have been understood as indicated below:
Project Steering Committee (PSC) A Project Steering Committee (PSC) was established as a recommendation body within the project. The Project Steering Group, which brings together relevant stakeholders at both the regional and national level, aims to provide reproducibility and scalability of these initiatives by collaborating in the planning, implementation and monitoring of project activities and strengthening the coordination of initiatives undertaken by different institutions in the REEE field. In this context, it was observed from the PSC meeting minutes and the surveys and interviews that, the institutions and establishments included in the GAP Action Plan were included as participants in the decision and management mechanism and the necessary cooperation and coordination was provided. In the project document, it was stipulated that the PSC will meet every six months under the chairmanship of the GAP-RDA throughout the project, in accordance with this principle, it has met seven times (on July 16, 2012, December 26, 2012, July 4, 2013, December 13, 2013, October 2, 2014, April 22, 2015, May 31, 2016). It was seen that the presidency of the meetings was carried out consistently by the GAP RDA President himself. The assessment of the participation table of the PSC meetings and the decisions taken are presented in ANNEX-G. Upon examination of the Project Steering Committee’s list of participants, the following assessment was reached as the level of ownership of the project: Since the beginning of the project, 22 institutions and establishments were actively involved, 101 people were involved in the project at policy level, of whom 32 were relevantly constant, thus the stakeholder analysis and management processes were conducted sufficiently throughout the project, Participation was achieved from other programs as well with the purpose of coordination with other neighbouring/related projects (Organic Agriculture Cluster Development Project) High level participation such as President/Vice President, Program Director, Secretary General and Dean both ensured the high end coordination of policies and increased the level of ownership of the project Although the participating names of certain institutions and establishments changed, the constant participation has shown that the interest was kept alive The institutions and establishments which constantly tried to participate with the same people ensured sustainability and institutional memory within the organization The changing/additional institution and establishment participations throughout the project was ensured through inviting the institutions and establishments related to the activities foreseen in the project’s annual business plans, thus the awareness of the project was increased
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The multiple participation in the same meeting from the same institution and establishment points to the increasing interest of these institutions and establishments in the project and their periodical interest in both their own work items and the activities of the project related to that year In order to ensure maximum coordination and cooperation among the activities carried out by different public institutions in the fields of Energy Efficiency (EE) and Renewable Energy (RE), importance is placed on the communication and information sharing between the institutions to ensure that public resources are used more efficiently The institutions and establishments foreseen to cooperate primarily on activity based issues (Incubation Centre, RE Potential Update, Solar Irrigation) within the framework of the three main components of the project were determined Technical personnel (Technical Contact Persons) were assigned from the institutions and establishments that are member of the PSC for the Project Team to provide briefings on technical issues, make referrals and give recommendations A decision was made in the Steering Committee on conducting the advocacy activities of the represented institutions and establishments as well as the central institutions and establishments across the country in the provincial organizations aimed at ensuring the repeatability and scaling of the activities conducted at the regional level within the framework of the REEE Project in progress The GAP Green magazine has been delivered in order for the institutions and establishments that show constant participation in the meetings to be motivated further to participate more consistently in a way that will ensure continuity and institutional memory, and for the institutions and establishments such as TÜBİTAK (Scientific and Technological Research Council of Turkey) and EPDK (EMRA – Energy Market Regulatory Authority) that have participated once due to their periodical interest in the subject to be informed of the progress during the project and to preserve their interest.
Project Board In addition to the PSC, with the participation of the GAP RDA and UNDP, a Project Board responsible for the overall management of the project under the chairmanship of GAP RDA, that updates and approves the plans, ensures the proper utilization of the allocated resources, and ensures the coordination of the activities with all relevant institutions and establishments has been created. This board has also seen service as a part of quality management as the Outcome Board. The Project Board has been assessed to have been chaired in a steady and visionary manner by the GAP RDA General Coordinator of Economic Development and Entrepreneurship, and the ownership demonstrated has been assessed to have affected directly the dynamic and creative aspect of the project, the legitimacy of the decisions, the effectiveness of the project outcomes and the level of coordination and cooperation that has been formed among the institutions.
UNDP Technical Support Unit Within the structure of the Project Management Board, a project management and coordination unit has been established by UNDP, which provides the main technical support of the project in Ankara, in addition, a full-time project field coordinator was assigned in Şanlıurfa to serve within the GAP RDA facilities with the aim of closely monitoring and coordinating the project activities, increasing the level of management, coordination and cooperation, providing technical support and consultancy to GAP RDA in practice. It has also been observed that the determination of the project field
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coordinator, taking into account the expertise and communication skills, has also contributed to the successful management and support of the project. In addition, it was observed upon questionnaires and interviews that the opinions and contributions of the parties of the project within the field have been included in the decision system at every phase by means of the project field coordinator. During the project, a total of 22 short and long-term experts were employed under the project components through a transparent selection process in accordance with the procedures to carry out the project activities determined for each project outcome in an appropriate and effective manner, and the implementing stakeholder establishment was also included in the performance assessment process of these experts. The distribution of the experts employed in the project is shown in the table below. The competencies of the experts were assessed to be high, and experts were assessed to be benefited from in the most efficient way and to have contributed positively in the project by the parties interviewed.
Experts Planned and Assigned for the Project
Project Experts According to Types Number of experts recruited in the project Short term senior local expert 18 Short term local expert 1 Short term international expert 3 Total 22
Solar Energy Irrigation Systems Technical Committee It has also been observed that a recommendation body for the selection process of the 5 pilot regions where especially the solar energy application, with the participation of the GAP Administration GAP Agricultural Research Institute, the Ipek Yolu Development Agency, GAP YENEV, UNDP (short term expert) representatives (ANNEX-B), was established within the scope of the project under the name “Solar Energy Irrigation Systems Technical Committee”.
Irregular Meeting and Visits Within the project management structure, it has been observed that during the project many meetings and visits, which were not connected to a particular program, were carried out irregularly and mainly due to needs. In this context, it has been observed that the visit of the GAP Administration and the Region by the UNDP Ankara Project Management and Coordination Unit functions as an important supporting factor in establishing a consensus coalition, cooperation and coordination approach throughout the project.
Weekly Management Meetings During the meetings with the project participants, Weekly Management Meetings, which were regularly held on Mondays from the beginning to the end of the project on a regular basis under the chairmanship of GAP RDA General Coordinator of Economic Development and Entrepreneurship, were developed as an appropriate and effective management tool for day-to-day monitoring of the project. It has been observed that project management has established an adequate and reliable monitoring and assessment mechanism to measure the results / outcomes. Within this framework, monthly, quarterly and annual progress reports were sent regularly to the GAP RDA and the Ministry of Development since the project started in 2012, so that stakeholders are regularly informed about the phases on which the project is, meetings of PSC were held every 6 months, instantaneous semi-
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formal and informal channels of communication among the stakeholders have been kept open and used effectively, the reports prepared on the basis of activity, field monitoring visits and the quality control plans in line with the quality criteria determined in the framework of the quality management plan, and the monitoring and assessment activities were applied adequately. It has been observed that with this project, a contribution was made to the development of (Project Steering Committee) working culture among the regional institutions in coordination, co-operation and joint development in line with development objectives. This has been observed to have led to an increase in the efficiency of resource utilization by enabling institutions to carry out some activities together, to communicate and exchange information among institutions, and to recognize the cost- enhancing and repetitive efforts. In addition to all these, it has been gladly observed that the three proposals contained in the final report of the project which are; consideration of the project steering committee members, and the communication with the field stakeholders as the top priority in project management, and making effort to include all parties involved in the project, taking into account the current situation of the period during which pilot projects are being formulated and assessing local and national needs and priorities, establishing a balance between the work of local and international experts (local experts concentrate on key issues and actors, while international experts focus on establishing international cooperative relations and shaping realistic goals), have been taken into consideration in the application of the second phase.
Monitoring and Assessment
Monitoring records, documents and reports It has been understood during the interviews with the UNDP Ankara management and coordination unit that the risk records, lesson records and record documents of the problems encountered were kept regularly in accordance with the UNDP procedures on the ATLAS system as a routine. Monthly and quarterly progress reports were seen to have been regularly prepared to monitor the project and annual progress reports were seen to have been prepared based on these reports. The baseline / reference values (based on the seven separate reports and action plan findings prepared in the first phase of the project) were set as basis for monitoring and evaluation, indicators and appropriate targets were set according to these references. Table of Fulfilment of Indicators According To Project Components Realization Indicator Success Indicators Target Achieved/Reached Percentage No. (Outcome-1) (%) RE/EE potential report prepared for 1.1 businesses with a consumption of 1 38 100 5000+kWh Businesses were enabled to invest in RE/EE 1.2 10 35 100 with the support from the project EE Incubation Centre was established in 2.1 1 1+1 100 the Region To be run with the 3.1 RE/EE report prepared for buildings 1 Not assessed GAP- YENEV Centre
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by GAP RDA To be run with the 3.2 Energy performance certificate given 200 GAP- YENEV Centre Not assessed by GAP RDA 3.3 RE/EE improvement done on buildings 3 2 (PSC decision) 100 Realization Indicator Success Indicators Target Achieved/Reached Percentage No. (Outcome -2) (%) Not prepared by PSC 1.1 Solar energy potential report prepared 1 Not assessed decision Geothermal energy potential report Not prepared by PSC 1.2 1 Not assessed prepared decision Energy generation potential from 1.3 1 4 100 agricultural wastes report prepared Not prepared by PSC 1.4 Wind energy potential report prepared 1 Not assessed decision 3.1 Solar energy irrigation system established 5 4 (PSC approval) 100 4.1 Hotels assessed in terms of RE/EE 2 12 100 Realization Indicator Success Indicators Target Achieved/Reached Percentage No. (Outcome -3) (%) 1.1 Awareness was provided on RE/EE 1000 1000 100 The personnel of the local institutions 2.1 80 197 100 informed/trained on RE/EE Task force of 120 participants established + 12 3.1 Energy Director certificate given 80 100 engineers were given the research project certificate To be run with the Vocational training skills provided for 4.1 80 GAP- YENEV Centre Not assessed intermediate level technical personnel by GAP RDA Competition held 5.1 Easy solutions centre established 1 with the decision of 100 the PSC Consultancy unit was established / training To be run with the 6.1 was provided in industrial and commercial 3 GAP- YENEV Centre Not assessed chambers by GAP RDA
In particular, the preparation of annual reports and the approval of these reports have been carried out with a participatory approach by the GAP-RDA and UNDP as responsible parties and published by the signatures of the parties.
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Weekly Monitoring and Assessment Meetings It has been determined that weekly monitoring and assessment meetings in the chairmanship of GAP RDA General Coordinator of Economic Development and Entrepreneurship by GAP RDA are held, and that particulars that require coordination such as project risks, required measures, activities performed and activities not performed, and activities that are planned are ensured to be discussed on time and the project activities closely monitored.
Pilot Project Applications It has been understood that various monitoring tools were installed with the purpose of obtaining numerical data from pilot projects carried out in accordance with the character of the project and assessing the obtained data (installation of measurement and evaluation systems of solar irrigation systems, obtaining natural gas, diesel and electricity consumption values from the heat insulated regional administrative court and GAP EVD Consultancy and Incubation Centre, etc.), and that data were collected and analysed.
Meetings During Which Stakeholder Opinions Were Taken and Assessment Meetings Related to the Assessment of Field Analysis Results of Short Term Experts It has been understood that meetings were held where specialists brought their work to a certain point, where the work was shared with the GAP-RDA, and the opinion of the Administration was taken, including its quality expectation, that meetings were held where the opinions of other project stakeholders were taken and the works were enriched with the same approach, although irregularly.
Quality Management The high quality of the results and outputs (to the extent to deliver assertions at national and international platforms, and to the extent that it contributes to the creation of national policies) was seen to be one of the remarkably important results of the project. It has been observed that the project has been conducted in accordance with the specified quality criteria and quality method of the quality management, and in parallel to this, as is also emphasized within the 2012 annual assessment report, due to the project duration having been extended, each quality assessment date corresponding to each quality criterion has been updated in compliance with the extension decision of the project duration. The quality standards of the outcomes has been ensured to be preserved through creating a recommendation body under the title “Solar Energy Irrigation Systems Technical Committee”, that will identify the selection criteria (nine criteria have been specified) in order to ensure the impartial and correct selection of the five pilot areas in which the solar energy application will take place. Likewise, it was seen that the high quality standards reached in the project outcomes such as the renovation of the GAP EVD Consultancy and Incubation Centre building and heat insulation of the Regional Administrative Court building were realized by saving from some activities (the number of energy irrigation systems, which was five, was reduced to four, the three building goal for the application of EE works was taken down to two buildings, etc.) and the effective use of resources, upon the decision of the PSC. Also it was observed that through questionnaires given to the participants subsequent to the trainings, the benefits and quality of the said trainings were assessed, and the extent to which these contribute to the institutional sustainability were monitored. The questionnaire form used for this purpose is presented in ANNEX-K.
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Risks and Assumptions Two main risks were identified at the beginning of the project along with their correctors, however, it was seen that these were subject to the different effects that keep the risk management process active from the planning phase of the project until the end of the application phase. The first of the two main risk factors identified as of the project design phase (December 2011) was an operational one, and it was the possibility of a change occurring in the operational priorities of the partner establishments. The effect of this risk factor on the project has been foreseen as a reluctance in participating in joint activities. The effect reducing measure was assessed as establishing a solid communication with all partners. Its chance of occurring and degree of influence has been evaluated properly, after which the risk was assigned to the project manager and recorded on the UNDP Atlas system. Placing importance on the issue also during application, it was observed that a high ownership and participation level was achieved. The second risk factor identified was an economical one, and it was based on the assumption that the private sector may lose interest in the project in the event of an unexpected economic distress. In the occurrence of this risk, its possible effect on the project has been foreseen as “trouble in allocating/finding fields/lands”. The effect reducing measure was assessed as emphasizing the economic benefits the project outcomes will bring. Its chance of occurring and degree of influence has been evaluated, after which the risk was assigned to the project manager and recorded on the UNDP Atlas system. While this risk has occurred during the project application period, ill effects have been prevented with the management model implemented and practical applications, and it was seen that the interest of the target group was preserved despite all hitches. In the 2012 Annual Progress Report, the possibility of the urgent needs and requests of the primary beneficiary and project stakeholders being met, and the project outcomes not being permanent were assessed as risk factor of which some operational risks may be born, and extending the project application time by at least another year was considered as a corrective measure, in order to achieve more permanent outcomes. Along with this change, the dates of quality control specified to be performed in accordance with the quality criteria were also updated. However, due to the relative decrease in the budget planned for the activities because of the intensity of the activities planned on to be carried out within the original project document (3 outcomes, 26 sub headings, 61 activity headings), the time at hand (two years) and the loss in value of the project budget initially allocated against the Turkish Lira (TL) (As of December 30, 2011 $1=TL 1,89, as of December 12, 2016 $1= TL 3,49), the project duration has been extended each year by the decision of the Project Steering Committee, thus the project was able to be completed at the end of 2016. In the 2013 Annual Progress Report, the existing risks foreseen initially have continued to be relevant and a new operational risk factor supervened. According to this, considering the present situation as of September 2013, the negative effect of the postponement of the “Training on Energy Efficiency Assessment in Buildings and the Industry” planned to be provided by the General Directorate of Renewable Energy and Energy Efficiency (GDRA) on the establishment and launch of the EVD Incubation Centre was assessed as a high risk on the project. The effect reducing measure was foreseen as updating the establishment and launch plan of the EVD Incubation Centre through maintaining the communication with GDRA and mutual negotiations. It was observed that as per this measure, the industrial research-project and building research-project trainings were provided in October 2013 by Osmaniye Korkut Ata University accredited by GDRA. In this process, it was considered as an opportunity for the pilot improvement projects in both the Şanlıurfa District Administrative Court (September 2013) and EVD Consultancy and Incubation Centre buildings to include all sample applications that can be done in this area, whereas three public
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buildings were necessary to be selected for the implementation of energy efficiency projects according to the original plan, and with the decision of the Steering Committee, the energy efficiency application of a third building was cancelled, saving resources for other project activities. The positioning of the UNDP project office within the Şanlıurfa GAP RDA and the assignment of the project field coordinator here during the project, the appropriate choice in the project field coordinator in terms of personal communication skills and professional expertise, the weekly coordination meetings between GAP RDA and UNDP, the ownership of GAP RDA of the project and the proactive management model it has demonstrated, the execution of seven Project Steering Committee meetings in total and the unchanged chairmanship of these meetings, the horizontal and vertical coordination and cooperation and communication channels being kept open as much as possible since the beginning, as also seen on the Steering Committee meeting minutes, and thus the PSC members being included in the decision making mechanisms, were seen to have kept risk management active and effective throughout the project. Within this framework, in addition to all the aspects listed, as also shown in the table on the changes in the project content, it was assessed that efforts were made to avoid the waste of resources (time, labour, money) and to ensure effectiveness through clearing the project from repetitions, conflicts, and activities that are not possible to be implemented by resorting to corrective methods in the project content demonstrated within the table in the wake of Project Steering Committee decisions made upon the risk assessment and recommendations of the project board. As a result, risk management has been found to be appropriate and effective, and the assessment of risks and assumptions is shown in the following table. Risks and Assumptions No Type Date of Definition Remark or Measure of the Solution Determination Management Flag 1 Operational December Changes in the operational Establish strong Y 2011 priorities of stakeholder communication channels institutions with stakeholders 2 Economic December Lack of interest in the Drawing attention to the Y 2011 private sector due to economic benefits of unexpected negative project results economic events
Updates and Changes in Project Activities No Type Date of Reason/Definition Document Recommendation/Decision/ Determin It Is Activity ation Included In 1 Operational 2012 The need to take 2012 Prolonging the application corrective measures to Annual period of the project by at meet the urgent needs Report least one year will be a step and expectations of the towards creating a lasting primary beneficiary and impact. As the extension is the local stakeholders officially approved, the resulting from some evaluation date of each operational risk mitigation quality criterion will also be measures updated. 2 Operational 2013 The fact that the 2013 The ETKB GDRA was continuous delay of the Annual contacted and the EVD industrial and building Report Incubation Centre’s
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research project trainings establishment and launch to be provided by the ETKB plan was mutually updated (Ministry of Energy and and arranged with the Natural Resources) GDRA GDRA. The trainings of the will affect the related EVD candidates were activities with the completed in October 2013 establishment and launch through the programs of the EVD Incubation provided by the Osmaniye Centre Korkut Ata University.
3 Durational 2013 In order to better monitor 24.12.2015 In agreement with the pilot project outputs, UNDP development agencies, it was spread to different Revision/Ch decided to extend the regions and sectors, to ange project until 31.12.2016. reflect the results to document national policy level and to increase sustainable institutional capacity development 4 Administrative 2013 24.12.2015 It has been decided for the Development agencies, UNDP Karacadağ Development particularly for the pilot Revision/Ch Agency, İpekyolu project in the South- ange Development Agency, and eastern Anatolia Region to document Dicle Development Agency to be fed under activity 1.3 of be included along with UNDP the project (industrial and GAP RDA as developing regional support program and implementing for EE) stakeholders, and for the activities in question to be carried out within the scope of the cooperation protocol to be signed between the GAP RDA and Development Agencies, which are also members of the Steering Committee 5 Operational 2015 The following changes are 2015 UNDP will make the aimed at with the approval Annual necessary and obtain of the UNDP, GAP RDA and Report institutional approvals with Project Steering the GAP RDA administration’s Committee: approval once the change is 1) Increase in the project finalized. budget 2) Extending the project duration until the end of 2017, 3) The inclusion of additional components in the project to create a more permanent effect, expansion of coverage of the method of application, 4) Regulation of the
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project management
The Changes Made In The Duration of the Project The first of the subsequent changes to the original design of the project is the change made "in the duration" of the project. The project was initially expected to commence on January 2012 and end on December 2013. However, the project has been extended four times in a way that will not cause an additional change in the budget, with the decisions taken on the dates indicated by the bodies indicated in the table below, and the final regulation was made for the part of UNDP's technical support was to be finalized on December 31, 2016 and the successive applications of the project to be finalized by the end of 2017.
No Document Original State Change and date on which the change decision took place
1 2012 Project The project start date is January Extending the duration of the project by at Annual Report 2012, and the project end date least one year will create a more sustainable covering is December 2013. impact. The evaluation date of each quality between the criterion should be updated with the approval dates of this extension. 01.01.2012 and 31.12.2012
2 2013 Project The duration of the project has been extended The project start date is January Annual Report from December 2013 to December 2014. 2012, and the project end date covering is December 2013. between the dates 01.01.2013 and 31.12.2013
3 2014 Project The project start date is January The duration of the project has been extended Annual Report 2012, and the project end date from December 2014 to December 2015. covering is December 2013. between the dates 01.01.2014- 31.12.2104
4 6th Project The project start date is January In order for the energy efficiency in the current Steering 2012, and the project end date industry to be improved, and project activities Committee is December 2013. such as energy production from agricultural meeting dated wastes with the joint financial support April 22, 2015 program, etc. to be completely finalized, the project duration will be extended until the end of 2016.
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5 2015 Project The project start date is January The duration of the project has been extended Annual Report 2012, and the project end date from December 2015 to December 2016. covering is December 2013. between the dates 01.01.2015 and 31.12.2015 7th Project The project start date is January The project duration has been recommended 6 Steering 2012, and the project end date to be extended until the end of 2017, for the Committee is December 2013. purpose of realizing the following activities to meeting dated ensure the effectiveness and sustainability of May 31, 2016 the REEE Project.
The changes made in the content of the project: The changes made relatively in terms of the activities are presented comparatively in the original project document given in ANNEX-H.
Approval of the changes in the project: All proposed changes in the project were brought to the agenda of the Project Management Board and submitted to the approval of the board members. All were formalized with some of them being transferred onto the decision minutes of the Project Steering Committee and some of them included in the annual progress reports approved by the parties. It was assessed that it would be appropriate for all time extensions to be included separately in the Steering Committee Decisions in terms of systematic follow-up of the changes.
The impact of the changes in the project on subsequent periods: Consequently, it has been observed that these changes have been made in line with needs upon the decision of project management bodies and especially the Steering Committee, with the participation of the GAP Regional Development Administration and other local / regional stakeholders, who are considered beneficiaries and implementing stakeholders of the project, that they do not have a negative effect on the quality of the results and outcomes of the project and its designed budget, but rather contributes positively to the saving of resources and efficiency by excluding activities that have lost their priority or those that might lead to a recurrence due to coverage by other organs and / or policies.
Cost Equivalent Value The financial management of the project has been generally assessed as efficient and the allocated budget being used around 100% has been considered as a good performance indicator of the project efficiency. Being a regional pilot project, having almost no initial/baseline value, most of the data that can be made use of for comparison –particularly in terms of evaluating the efficiency in the industry- not being obtained by reason of the fact that enough time hasn’t yet passed since the applications (the application results of the Bismil Pellet production facility and the projects chosen for the industrial energy efficiency financial support program being yet to be obtained in 2017, etc.), have limited the possibility to make a numerical evaluation on the efficiency and effectiveness ensured at the national and/or regional scale. Thus, it has been assessed that it will be to the point to conduct the impact analyses aimed at the activities of the 2nd phase in the 3rd phase of the project possible to follow. Besides this, the following were determined: • As a result of the heat insulation of the Şanlıurfa Regional Administration Court and the trainings provided for the personnel, a saving of 39% in 2013 and 62,6% in 2014 have been achieved,
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• 74% of energy saving has been achieved in the GAP EVD Incubation Centre building as a result of the new design and improvements made in accordance with the German Passivhaus Institut EnerPHit standards within the framework of identifying and carrying out EE projects in public and service buildings • The average energy efficiency of the existing water pumps reached 45, 98%, as seen in the measurement works conducted in a total of twenty stations. The VAT exemption obtained by the UNDP through purchase and procurement activities within the framework of the project has increased the cost efficiency by providing certain savings. It was observed that in the process of project planning and project implementation, for cost efficiency, preliminary studies and detailed studies required for EE in the industry have been included in the scope of the regional financial support program, and capacity development activities were made to utilize the capacities of national / regional / local institutions and organizations.
Factors Limiting the Impact of the Project It has also been observed that there have been a number of administrative, financial, and managerial factors that may have limited productivity during the project. These are mainly: security risks arising from terrorist incidents, reflections of the conflict and crisis in Syria and Iraq to the Region (Kilis), personnel changes through assignments in public institutions after the events on December 17/24 and July 15, the loss of value of the TL against the foreign currency affecting purchases of materials indexed abroad, the fact that GAP YENEV is not autonomous but has to act dependent on the university in managerial, administrative and financial means, TEDAŞ procedures for solar-powered irrigation projects (Kilis) (a lengthy and costly permit procedure that should be carried out, ranging from 6 months to one year). In addition to these, the fact that the project is very intense and various activities have been defined in a short period of time like two years in order to enable the project to enter the investment programs during the time in which the project was prepared, has become a challenging target in realizing all activities on time and within the limits of the identified budget. However, it has been observed that these difficulties were able to be overcome by financial and managerial solutions such as an effective cooperation and coordination between institutions, stable project management, effective and efficient use of resources, and importance and prioritization of certain activities that directly support the main strategy. In addition to all of the aforementioned, and perhaps the most important one, has been the convincing of people and institutions in a fairly new topic for the region such as REEE, which was not so well known until 2009. It has been observed that in order to overcome this problem, existing facilities including the private sector such as IZOCAM were used, efforts were made to raise awareness through the creation of task force teams, Gaziantep, Dicle and Harran universities were included in the project, development agencies were persuaded and a joint grant program was launched, for the first time, in Gaziantep Incubation Centre, opinions on the existing legislation were established in areas where "legislation" exists and "opinion" does not.
Additional Resources Stimulated by the Project It has been also found that the project lead to stimulating some additional resources, within this framework, it was decided that a solar power plant with a capacity of 5mW be established in order to cover the monthly utility bill of the Harran University hospital which is around TL 500,000, and thus more than 50% of the annual power need will be able to be met, and the tender phase of this process has started.
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In the same framework, the Financial Support Program for the Pilot Applications to Improve the Energy Efficiency in the Industry in the GAP Region was implemented. The status of the applications made to this program from the provinces of the region is given in the table below. Financial Support Program for the Pilot Applications to Improve the Energy Efficiency in the Industry in the GAP Region
Application Distribution Table
Development Number Affirmed Distribution of applications by province Agency of Urfa Antep Kilis D.bakır Mardin Şırnak Adıyaman Batman Siirt Applicati ons Karacadağ Development 16 12 6 - - 10 - - - - - Agency İpek Yolu Development 10 5 - 6 1 - - - 3 - - Agency Dicle Development 15 12 - - - - 7 0 - 8 - Agency TOTAL 41 31 6 6 1 10 7 0 3 8 0 ASSESSMENT It is seen that in Şırnak and Siirt there are no applications due to reasons such as both security concerns, and the industry not having been established yet at the sufficient level, and the EVD companies being reluctant to visit the area for preliminary report preparations. However, despite the fact that the total number isn’t at the level desired/expected level, and all the cyclical negative conditions, it was assessed that an interest of companies has occurred and there are applications from almost every province. It was found particularly remarkable that the number of applications made to Dicle and Karacadağ Development Agencies are relatively high, despite all negative conditions.
Distribution of Financial Support Program Applications by Development Agency
İpekyolu Development Agency Karacadağ Development Agency Dicle Development Agency
It was seen that this financial support program requires an additional resource, thus, an additional funding of TL 4.5 million has been provided from each of the three agencies, an amount of TL 4, 5 million was also allocated from the project budget in addition to the said amount which equals to a TL 9 million allocated. Applicants also provided 9 million TL to the selected projects (since 50%
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support was provided), thus a total amount of TL 18 million of funding was brought in with this project. Besides this, as a result of the work of GAP RDA and UNDP coordinated with the University of Harran, a funding of TL 16 Million was obtained from the Ministry of Development for the YENEV Centre. In addition, within the framework of sub activity no. 1.1 planned for the purpose of identifying the energy efficiency potential and the proper application method in the industry, a project titled “Reducing the Carbon Emissions of Industrial Facilities for the Sustainable Economic Development of the South-eastern Anatolia Region” was developed for the opportunities to reduce the carbon footprints in the sub-sectors of the industry and for the development of low carbon industrial plans, and was found to be appropriate for funding by the British Prosperity Fund with a budget of £ 98.710. A Turkey representative agency for the Association of Energy Engineers, of which the headquarters is located in the United States, has been established in the GAP YENEV Centre within the University of Harran. It has been observed that the voluntary sponsorship of companies such as Weber, Izocam, Echo, Türkiye Cam Sanayi, and Güneydoğu Cam was obtained in addition to the project equity in the proper renovation of the GAP EVD Consultancy and Incubation Centre building in April 2015 and in accordance with the EnerPHit criteria of the Passive House Institute of Germany.
Use of Resources and Budget It has been observed that through the annual reports prepared at the end of each year, the progress in terms of outcome in the past years and the results/achievements of the year in comparison to the initially determined state and targets have been assessed, and the targets of the following year have been specified and the annual work plans (AWP) have been revised accordingly, and that in parallel to this the combined delivery report has been prepared in accordance to which the resources have been reviewed and prospective budget projection and necessary regulations were carried out and that the implementing partner institution was included in these processes. The project closing budget reaching around 100% has been assessed as one of the indicators of the effectiveness in resource use. The project was initially planned to start on January 1, 2012 and end on December 31, 2013, according to which a budget of TL 9,762,978.60 was allocated. However, the project duration has been extended twice in 2013 and 2014 without an important change in the project planned activities and an additional burden on the budget. Finally, a third change has been made in the duration of the project on 24.12.2015 without any change in the total budget, with which the project was extended until December 31, 2016. Within this framework, an administrative external evaluation was done each year throughout the project, and as also indicated within the assessment report of December 31, 2015, the resources were found to be managed and used properly, all expenses throughout the project were found to be in harmony with the project’s approved budget, the project was found to be carried out in accordance with the approved purposes and suitable with the guidelines and procedures of UNDP, and it was found that the project was recorded transparently and accountably. Actual Budget Table as of 21.12.2016 Budget Expense Item Actual Budget ($) No 71200 International experts 160.600 71300 Local experts 275.935
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71400 Contracted project personnel 460.159 71600 Travels 256.197 72100 Service procurement 377.978 72200 Equipment and furniture 569.489 72300 Goods and materials 98.869 72400 Communication materials 12.719 72500 Consumer materials (such as stationary) 2.623 72600 Grant program 1.542.416 72800 Information technology materials 2.165 73500 Reimbursements 42.060 74100 Services 4.000 74200 Audio and printing materials 5.917 74500 Other 26.052 75100 Administrative 111.960 75700 Education 114.395 76100 Profit and loss 885 77300 Health expenditure 207
TOTAL USD 4.232.733
Expenses
International Experts Local experts Contracted project personnel Travels Service procurement Equipment and furniture Goods and materials Communication materials Consumer materials (stationary etc.) Grant program
Within the context of the promotion of the project, it has been evaluated that the diversity of activities such as domestic and foreign symposiums, conferences and workshops attended contributed to the results and effect on the resources used in terms of promoting the project. In addition to all this, it was seen that in addition to the GAP RDA, with the inclusion of the Karacadağ, İpekyolu and Dicle Development Agencies in the project management structure as the implementing stakeholders under project number 1.3 (Activity 1.3) with the regulation dated
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24.12.2015, a synergy was created among Karacadag, Dicle and İpek Development Agencies, and in this framework, in cooperation with the three development agencies, the "Financial Support Program for the Pilot Applications to Improve the Energy Efficiency in the Industry in the GAP Region" was launched, and in this way as a result of 1.5 million TL contribution, a total of 4.5 million additional resources were found to be added to the project. In connection with this, in order to increase the effectiveness of the financial support program, a source of 4.5 million TL (46% of the total budget) has been transferred to this expenditure item by the initiative and decision of the Project Board in proportion to the importance and value attributed to it, which was assessed to be a radical usage of effectiveness in the utilization of resources. As a result, 41 applications were submitted to the financial support program, 31 of which were supported. However, the loss of values of the Turkish Lira (TL) against the project budget which was initially allocated ($1= TL 1, 89 as of December 30, 2011, and $1=TL 3.49 as of December 12, 2016), resulted in a relative reduction in the budget designed for the activities planned. The change that has occurred in the currencies throughout the project (Initially TL 9.762.978,60 = $5.473.876,67, TL 9.762.978,60 = $2.797.415,80 as of December 2016) has been assessed to have increased the burden of the expenses based on exchange rates such as the establishment of the GAP Energy Efficiency Consultancy and Incubation (GAP EVD), solar energy irrigation systems and the Bismil Plant Pellet Production and Marketing facility, and the procurement of technical equipment, and it was observed that this resulted in the reduction of resources that could be allocated for certain functional activities such as the coordination and monitoring of GAP EVD and GAP YENEV. On the other hand, the intensity of the activities planned to be carried out within the original project document (3 outcomes, 26 sub headings, 61 activity headings) and the relative limitedness of the initially foreseen project duration in comparison, expansion of the project duration until the end of 2016 without any additional expenses four times with purposes such as providing a better observation of the project outcomes as the pilot project, promotion/introduction of the project to different regions and sectors, and enabling the contribution of the outcomes in creating national policies and providing a sustainable institutional development capacity (the project duration becoming 5 years), also observing the effective use of resources, have been assessed to be among the factors leading to certain project activities being transferred to the aftermath of the project in 2017.
Although this circumstance is in general a result of the project planning phase, it has been assessed that the existing resources were updated and used as effectively as possible in a way that will meet the changing needs of the project in order to achieve the main goals and results determined in the wake of the coordination and effective cooperation of both GAP RDA and UNDP, and that the project has been managed efficiently including the aspects of financing, HR, monitoring, observation and support.
3.4 Impact (Achieving greater effects) In terms of renewable energy and energy efficiency, it has been assessed that despite all achievements of the project, there are still many steps to be taken for the consciousness to settle and lead to a change in the way of thinking and behaviour due to the fact that the level of consciousness has not yet been established as desired in the South-eastern Anatolia Region and also the fact that it is yet to find its place within the region (especially due to the effect of the events in Iraq and Syria on the region), and that it is necessary to continue the development and popularization of the results of the project as a primary component through phases to follow.
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It has been understood that this project is compliant with the intention within the national and regional development plans of Turkey in the field of Energy Efficiency (EE) and Renewable Energy (RE), and that it acts as a catalyzing pilot application in the capitulated steps being taken earlier than expected through an effective coordination and cooperation between institutions.
Another remarkable aspect in the project is that, the focus has been not only on carrying out the activities and obtaining the outcomes, but also the quality of the outcomes and a real impact being created. Therefore, it has been observed that all parties in relation to the project were glad, and even proud to be a part of it, and that they agree on the advantages the implementation of the project has brought to the region, their institutions, and themselves. All parties, in a pleasant way, are able to specify without hesitation the difference between the situation where the project was realized and the situation where it wasn’t. The actualization ratios of the project activities and components are given in the following table.
General Implementation Status of Activities
Implemented Postponed to 2017 Cancelled In progress
Number of Activities by Project Component
1st Component 2nd Component 3rd Component Activity Intensity by Project Component
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Implementation Status of Activities by Component
st 1 Component 2nd Component 3rd Component Activities Completed Activities in Progress
Activities Postponed to 2017 Activities Cancelled
Another issue on which all parties agree, is that the most important impact of the project has been the awareness raised through activities such as the efforts aimed at including all parties, trainings, pilot models, promoting documents, joint financial support programs in the region on REEE throughout the project. Indeed, all interviews and field visits carried out during the assessment process has shown said awareness clearly. The REEE terminology has been adopted and used in daily life by individuals and institutions, a certain unity of understanding has been achieved, and it was seen that everyone has formed an opinion or recommendation on what should be done, and that a new sector (accumulator, solar battery, insulation materials and labour, iron joinery accessories, etc.) that can enable production from within the region in order to meet the needs is born. Besides that, it is seen that a great deal of effort has been made to include/contact individuals, institutions and establishments that are assessed to be able to contribute and be interested in the project, in order for the project impact to be established more extensively, which was accomplished successfully. The list of individuals, institutions and establishments included in the project is presented in ANNEX-I. The project having provided a controlled solution that will reduce the energy costs (solar energy drip irrigation system) against the problem of energy costs, as an issue that is caused by irrigation agriculture (basin flooding system) and one that affects development directly, causing social problems due to the illegal use of electricity among the farmer and private sector (as a result of the privatization of energy distribution companies), and also an alternative to stubble burning, which has become a social problem between the regional farmer and the government with the initiation of penal practices in the last three years through pellet production, have been found to be valuable in terms of having provided a potential solution to social issues. As it was also emphasized in the project annotation, the RE and EE projects recommended as part of this project aim at not only testing the technical and economic applicability in the Region, but also, with an integrated approach, creating a lever effect with additional values in the industry, service, tourism, agriculture sectors such as competitiveness, recruitment, trained workforce, and increased research capacity. It has been observed that the project has already started becoming an integrated part of the projects within the GAP region, and that each project has triggered Test Centres, Public Integration, the project on reducing the carbon emissions of industrial facilities with the British Prosperity Fund, (providing training) on another GAP RDA project within the GAP YENEV digital design centre, receiving baler grants by the Bismil District Directorate of Agriculture for the collection of agricultural wastes aimed at pellet production, grant programs of provincial directorates of agriculture directed at irrigation systems that run with solar batteries, certain projects and activities of centres such as the GAP EVD Consultancy and Incubation Centre and Bekmez Engineering EVD in a way that will influence and lead to new projects, and that it has contributed in creating the required
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feasibility for the establishment of a green energy expertise region in the GAP region as the Polateli OIZ to be brought into question. Support provided for the implementation of the Efficiency Increasing Projects (VAP) in Industrial Establishments are included within the “Energy Efficiency Law” No. 5627 which has come into effect on 18/4/2007, and the “Regulation on Increasing Energy Resources and Efficiency in Energy Use” No. 28097 dated 27/10/2011. In industrial businesses, projects that have been prepared for the implementation of measures identified through energy research works and for the recovery of the energy savings potential are called Efficiency Increasing Projects (VAP). Within this framework, with the contribution of the regional findings and experiences gained within this project, the applications for the Efficiency Increasing Project (VAP) are to be received in two periods in 2016 as per the decision of the General Directorate of Energy Affairs, and the support program announcements have started. Documents such as Biomass Policy Recommendations, Solar Energy Information and Policy Proposals in Agricultural Irrigation, Institutional Capacity Development Strategy and Action Plan, REEE Project Policy Recommendations produced during the project and shared with decision makers along with all relevant levels have been observed to have affected the policy level of the project along with the feasibility, analysis, study and technical evaluation reports. This project has contributed to the SDG at local and national scale and the evaluation is summarized in the table in Annex F. The fact that the project is being carried out by GAP RDA with the Republic of Turkey's own resources does not make it possible to directly apply the Declaration of Paris and the Accra Agenda for Action criteria. Nevertheless, the following evaluation has been reached when the Declaration of Paris and the Accra Agenda for Action are considered; in order to have assessed the use of the resource allocated to the project according to some reference criteria: Declaration of Paris and Accra Agenda for Action Compliance Table
Declaration of Paris The project was assessed to have no direct contribution in Turkey’s own development Conservanc and action plan targets and strategies, in eliminating poverty and the combat against 1 y corruption, however, it has been also assessed that institutional capacity development is one of the strong suits of this project. It has been observed that this project has been adapted to Turkey's own national 2 Adaptation system and needs, and the development in the international community has been closely followed in the identification of development goals.
It is stated that this project was built on the results of the first phase to be implemented as a pilot project in the South-eastern Anatolian Region, and that necessary attention was paid to implement it in coordination and harmonization with other initiatives in a way that will prevent the duplication of resources at all levels, particularly the Project Harmonizati Steering Committee, however, it has been seen that with the importance of the issue of 3 on RE/EE being comprehended and with the said issue entering plans, and with the increasing interest of many ministries in the issue of RE/EE, financial support programs have begun to be implemented and a failure in good coordination may result in duplications after the third phase.
Result It has been seen that this project has been planned and managed in a result based 4 orientednes (RBM) manner, in line with the development targets, the indicators and criteria have s been identified, measurable targets have been set up and accurate monitoring and
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assessment mechanisms have been established. It has been observed that the project has been applied transparently by the GAP RDA, Mutual İpek Yolu Development Agency, Karacadağ Development Agency and Dicle 5 accountabil ity Development Agency within the framework of the accountability principle towards each other and the Ministry of Development. Accra Agenda for Action The project was assessed to have no direct contribution in Turkey’s own development Conservanc and action plan targets and strategies, in eliminating poverty and the combat against 1 y corruption, however, it has been also assessed that institutional capacity development is one of the strong suits of this project. Inclusive One of the strongest aspects of this project has been seen as the effort of including all 2 stakeholder stakeholders in the project during the implementation phase. ship
It has been seen that this project has been planned and managed in a result based Result (RBM) manner, in line with the development targets, the indicators and criteria have 3 orientednes s been identified, measurable targets have been set up and accurate monitoring and assessment mechanisms have been established. Capacity The importance given to institutional capacity building and the success achieved in this 4 developme regard have been assessed as the strong suits of this project. nt
It has been understood that since the beginning of the project, some structural regulations have been made with regard to REEE. Among these, the legislation regulation made by the EMRA (Energy Market Regulatory Authority) in the field of RE in favour of domestic production has been found to have made a negative impact due to the fact that the products (solar battery, panel production) in this sector, of which the raw material is supplied from abroad, are categorized as external products. The fluctuations and increase in exchange rates compared to TL ($1=TL1, 74 in 2011, $1=TL3.49 in 2016) have increased the costs of meeting the material requirements of the GAP EVD Incubator Centre and Bismil Plant Pellet Production Facility. It has been stated that, the fact that the legislation process directed at the “separation of thematic research centres from universities in administrative and economic terms”, which will determine the administrative and financial relationship of GAP YENEV with the University of Harran and is waiting at the approval of the Ministry of Development, has not yet been completed affects the activities of GAP YENEV in terms of administration and economy at each and every step. The requirement to build energy reports in buildings being rescheduled to the end of 2017 has resulted in the postponement of some of the energy efficiency activities in the buildings to be realized in 2017. A detailed presentation of the revisions made in the project, their reasons and effects are presented in the table in Annex-H. The project has been assessed to have contributed in creating certain results at the country level also, although it is a pilot application. For example, it was understood that the GAP Renewable Energy and Energy Efficiency Applied Research Centre (GAP-YENEV) was made the first integrated laboratory in Turkey that can operate both on renewable energy and in energy efficiency. Considering this characteristic, it was seen that even though GAP YENEV hasn’t yet started providing 100% actual service (in terms of personnel, legislation, materials, etc.), in comparison to other study groups operating in the field, which are ODTÜ (METU), İTÜ, EGE Universities, it has been quite
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successful in producing scientific outputs. It has been assessed that this made GAP YENEV become a national player in its field, and in fact ensured it to come to the forefront in the competition (Such as the test of solar thermal collectors approved by the Turkish Accreditation Agency).
Another good example is the assessment that, based on the fact that the energy costs in our country are high, the positive reflection of the impact of the awareness created by the trainings and demos provided for the members of the Gaziantep Chamber of Industry, which is one of the parties that are interested in and embrace the project the most, and applications in the region such as the GAP EVD Consultancy and Incubation Centre on the industry of Gaziantep, which is among the locomotive industries of Turkey, will be inevitable.
It has been assessed that the outcomes of this pilot project and its results, which have the characteristic of being firsts, cause and/or have the potential to cause triggering results directly or indirectly by virtue of the aspects shared in Project Steering Committee meetings and presentations made in different platforms, before the field services of the ministries included in the project (Ministry of Agriculture and Stockbreeding, Ministry of Development, etc.). For example, the investment amount in the region in the field of RE since 2014 has been realized as 40mW installed, 400mW permitted, and 1500mW applied for. It has been observed that the Gaziantep Metropolitan Municipality believes in the benefit of this project and has employed two engineers who were educated on the project and is focusing on EE studies, and that in this context, in May 2015 the Gaziantep Metropolitan Municipality successfully passed the audit of the independent assessment establishment the British Standards Institution (BSI) and became the first public institution to receive the Certificate of Energy Management System and aims to regularly monitor and track the energy consumption in Gaziantep with the energy team established within itself and to investigate the saving methods to reduce consumption and to study the saving methods at the same time and it has been understood that it aims to generate the power equivalent to the needs of 100 thousand households by establishing two solar farms of 1mW capacity each at two areas of the city. It has been found that in the framework of the impact of this project, the preparations of two new projects with the themes "transition to carbon neutral economy in the GAP Region", which will focus on energy efficiency in irrigation pumps as well as reducing carbon footprints in industrial production and urban areas, "resource productivity in agricultural production and agriculture based industry" which will work on issues of EE, biomass, EE in the industry in irrigation pumps, in a way that will emphasize the environment and the ecology are in progress. It was indicated in the interviews that due to the institutional capacity ensured by the project, while there were no existing centres to obtain information from on the subject in the region prior to the project, through the capacity development provided, this vacancy was filled and a consultancy capacity was created. As a result of the assessment, no side effects from the project were seen in relation to the beneficiary population in terms of gender, race, and ethnic group, and those in rural and urban areas, in the process of applying the project. This project, considered in terms of the framework of "Gender equality" in the SDG and the "Gender Mainstreaming strategies and guidelines" in the UNDP, has not developed a specific approach towards women in project planning, and it was seen that the project activities were planned in a way that they would be open to anyone regardless of gender. In addition to this, it has been seen that it has encouraged the participation of women in the trainings on energy saving in buildings and green building expert trainings, in the announcements made for the Incubation Centre and the like, and it has been understood that female students had great interest in participating in the Easy Solutions and Innovation Competition and in fact the winning project was
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from two female students. It has been observed that three of the seven members of the Bismil Pellet Production Cooperative are women, each of whom is included in the farmer registration system, it was observed that three out of twelve experts of the GAP EVD Consulting and Incubation Centre were women, it has been observed that the proportion of women in the formation of task forces has been tried to be kept high and it has been evaluated that the project meets the SDG target for gender equality indirectly. It has been observed that the number of stakeholders in this project increased as the project evolved, depending on the depth of the coordination work carried out during the life of the project. With the revision dated 24.12.2015, the Karacadag, İpek Yolu and Dicle development agencies were included in implementing stakeholders as well as GAP RDA under activity 1.3 of the project, and in this context, for the first time in cooperation with GAP RDA coordinatorship and UNDP, three development agencies and one regional development agency (Pilot Implementation of Increasing Energy Efficiency in the Industry in the GAP Region) have joined the Joint Financial Support Program. As a result of sharing the data of this project with other ministries in the Project Steering Committee and related platforms, it has been pointed out that the issue of benefiting from solar energy in irrigation has entered the agenda of the Ministry of Food, Agriculture and Livestock, decision makers were contacted through presentations, the prejudice of irrigation with solar batteries not being economical has been demolished, thus the solar battery in agricultural irrigation has been included in the machine equipment support by 50% by the Ministry of Food, Agriculture and Livestock thus support grant programs related to the use of solar energy in agricultural irrigation were initiated, 6 projects have been supported between 2014-2015 and that the number of applications has increased to become 20 within 2016. The biomass atlas formation model has been shared with the PSC and the spread of this model was supported in Turkey scale. Findings related to solar energy irrigation studies were also shared to inspire the TDK IPARD Program of the Ministry of Agriculture. Through IPA meetings and presentations made at the Ministry of Development meetings, the findings and experiences of the project were shared with other development agencies. In addition, the project findings of GAP RDA's efforts were reflected in the 10th development plan. As a positive side effect of this project, it has been learned that the reduction of energy input in agricultural production and the possibility of continuous energy production against electricity interruptions, which are very frequent in the region, allow to increase productivity in agricultural production. Likewise, when the project started, there was no solar system in Urfa, at least 10 companies were found at the end of the project, and all of them wanted to show this system to the solar-powered irrigation system established in Kepirli, and it has been reported that there is a new sector in the field, and sales of batteries, sales of iron joinery and dripping water systems have increased. It has also been observed that the experiences gained from the pilot applications in the EE field of this project was taken as an input, as a step in the planning of the "Integrated Resource Efficiency Project in Agriculture and Agriculture-based Industry" . When the energy efficiency of water pumps used in agricultural irrigation is assessed, a very low value of energy efficiency of 45.98% was observed, suggesting that it has led to designing a new GAP RDA project on the improvement of energy efficiency in existing irrigation systems. With the effect of this project, the Gaziantep Chamber of Industry is reported to have decided to increase the number of personnel of the GAP EVD Consultancy and Incubation Centre and to complete the profit-making company formation (negotiations with the university still continued in the progress of preparation of this assessment), also that it was to start a movement in Gaziantep
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OIZ on energy efficiency, that it was to focus on increasing REEE awareness in the industry, that the studies for establishing a model factory based on total efficiency and that a new project has been undertaken. The factors that affect the impact of the project were assessed in general as external factors such as the security concerns due to the terror in the region, instabilities and inner conflicts in Syria and Iraq, and these circumstances reflecting on Turkey with a big refugee flow to the country, fluctuations in the exchange rates, etc., and the main reason of certain activities not being carried out and/or having been postponed to be implemented by GAP RDA in 2017 was assessed to be the high expectations during the planning phase, not the implementation of the project, as per the principle “mistakes made during the build-up cannot be fixed through achievements”. It has been assessed that very intense and various activities that will require a high budget were planned in a short time of two years in order to make it possible for the project to enter the investment programs, during the time in which it was prepared. This has been a challenging obstacle in the implementation of the project with the actualization of all activities within the limits of the current budget and on time. However, these difficulties were observed to have been attempted to be resolved through solutions of resource and management, such as effective cooperation and coordination between institutions, a stable project management, effective and efficient use of resources, prioritizing and placing importance on certain activities, cancelling some activities, combining, changing or postponing some activities to be realized by GAP RDA in 2017. Thus, it has been assessed that the activities in the project are sufficient and appropriate to meet/reach the targets; however, expectations were too high in quantity.
3.5 Sustainability (Possibility of the achieved results to be maintained) The strategy for the project was first laid with the GAP GIDEM project, of which the first phase was implemented in 1997-2002 (1st phase), and the second phase in 2002 – 2007 (2nd phase), with the purpose of increasing national and international competitiveness by stimulating the potentials of the Region. Within the framework of the concept of Sustainable Civilizations with the GAP Competitiveness Agenda prepared for the long term between 2007 and 2020, the use of organic agriculture, sustainable textiles, eco-tourism, renewable energy and energy efficiency technologies and the promotion of domestic production have come to the forefront. Following these two strategic studies, the aim was to use renewable energy and energy efficiency as a tool to increase economic development, competitiveness and employment in the Southeast Anatolia Region and the GAP Action Plan prepared for short term turnover between 2008 and 2012. Based on the GAP Action Plan, the REEE Phase I projects to be implemented for 36 months (July 2009 - December 2012) and the REEE Phase II projects to be implemented in 2012 – 2014, were initiated. With the REEE PHASE I project, the Present Situation Analysis Report on the REEE Potential of the Region, the GAP Renewable Energy and Energy Efficiency Strategy Document and Action Plan were prepared, Feasibility studies have been carried out for the pilot projects considered to be implemented in the 2nd phase. These include the installation of solar water pumps and micro irrigation systems, the utilization of thermal solar energy (condenser) systems in industrial processes, the use of solar energy cooling and air conditioning systems in hospitals and public buildings, power generation from agricultural (cotton, wheat etc.) wastes, biogas production from animal wastes, implementation of energy efficiency study and investment programs for SMEs, and feasibility studies to improve public buildings in terms of energy efficiency. In the second phase, it was aimed to contribute in the sustainable development of South-eastern Anatolia by providing social equality and competitiveness through pilot activities and investments, with reference to the analytical and strategic framework developed during the first phase. Therefore, the 2nd Phase of the Utilization of Renewable Energy Resources and Increasing Energy Efficiency in Southeast Anatolia Region Project is a pilot project and
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follows the outputs of the 1st phase. The three main outputs (component) of this project have been implemented in a total period of 5 years between 2012 and 2016. It is therefore estimated that this project is an extension of a continuity that began in 2007, but it requires more time and subsequent projects to influence this project in a way that would make a widespread change in attitudes, ideas and behaviour. While the outcome and effects expected from the project and their sustainability are highly dependent on the socio-political conjuncture, the effect of the terror and the conflict and instability in Iraq and Syria beyond borders, and the sense of security and instability caused by the situation on sustainability is quite significant. In addition, the continuation of the interest of governments in this issue and the changes in legislation, regulations and legislation are among other factors affecting the sustainability of the project. The most important regional advantages regarding the sustainability of the project are, the leadership of a province such as Gaziantep, which is a locomotive in the industry, with its dynamic characteristics, the management structure of GAP RDA which has achieved institutionalism, the familiarity of UNDP with the region and institutional experiences. The fact that the attention of İpek Yolu, Dicle and Karacadağ Development Agencies has been drawn and their level of belief is an important influence that will ensure the continuity of the results and effects of the project through the continuation of financial support programs. Finally, as a policy-making body directly related to the issue, GDRA has a decisive influence on the sustainability of the outcomes and effects of this project. The GDRA’s ownership of the results of this project and its open and facilitating role-play in its follow-up projects will be the most effective steps towards sustainability. The level of awareness created by this project is one of the strongest results of the project, and it has been assessed that the continuation of awareness-raising activities since it is a pilot level application and the development of new projects for this purpose, including the project in other projects to bring into contact with the results of this project, thus the level of interest of the region to be increasingly maintained are important factors in terms of sustainability. The law and legislation amendments issued (Energy Efficiency Law of 2015, etc.), and accordingly the consistent implementation of necessary sanctions have been seen to be among the indispensable actions for sustainability. GAP YENEV Centre, GAP EVD Incubation Centre, Bekmez Engineering and Bismil Plant Pellet Production and Marketing Cooperative, which were established and initiated with this project, are seen as a guarantee of the results and effects of the project being maintained. However, the most important threats to the continuity of GAP YENEV are the ambiguity of personnel policy followed and status. Sustainability of GAP YENEV with existing personnel has been evaluated as weak. The fact that the status of GAP YENEV and its administrative relationship with the university has not yet been determined as a legislative amendment has been seen as an impediment to realizing and even surviving effective and efficient work. Likewise, the fact that the institutionalization period of the GAP EVD Incubation Centre has not yet been completed has been regarded as a soft spot for the sustainability of the centre. One of the most important steps taken in the project in the name of guaranteeing sustainability was the importance given to the capacity development, training and international connections of the project. The trained energy managers, task forces, engineers from professional chambers, trainings provided for the relevant personnel of public institutions and organizations have created a level of
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knowledge that can sustain the impact of this project. However, it has been evaluated that increasing the number of these people, especially the energy managers, and protecting the level of interest and knowledge acquired in the present time are very valuable in terms of sustainability. For this purpose, the follow-up forms developed by UNDP have been shown to be very useful and have created a reference and pool for initiation. It will be important for the relation with these persons to be maintained in the following phases also. Table of Distribution of the Participation in Task Force Trainings by Provinces in the Region
Table of Participation in Task Force Trainings by Thematic Areas of Interest
Industry Solar Biomass Building Wind Other ER ER RE/EE Green RE/EE Other2 EE EE Manage Legislati Growth ment on
In addition to these, it provides valuable clues on the sustainability of the effects of the improvement project on the Şanlıurfa Regional Administrative Court. While all needs of heat insulation was met in the building, training was provided for the staff, and a high level of energy saving of 62.9% was achieved, the danger of the staff being changed during the following years despite the improvements provided in the building with irresponsible applications has emerged. Therefore, this example is the most striking example of the view that investment in human beings should be viewed as a promising and targeted energy saving that cannot be achieved with improvements in solely the buildings. It has been observed that sustainability is not possible through project activities as the resources are limited, and that the important steps taken with the project can only be maintained through forming a “public energy manager” staff in governorships/district governorships.
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As noted above, the level of project ownership at the highest level of the GAP RDA and its compatibility of UNDP were seen to be at the sample level. The additional institutional capacity gained by the GAP RDA through UNDP with this project was also considered as a guarantee for the sustainability of the effects of the project.
It has been assessed that the consideration of findings shared by GAP RDA with other relevant institutions at every stage of the project and acceptance of projects prepared in cooperation with UNDP and submitted to the Ministry of Development are valuable for the sustainability of the results of this project.
The main production equipment (pellet press) for the Bismil Plant Pellet Production and Marketing Cooperative was procured from Germany and thus productivity was increased, and the purchase guarantee was established by contacting as necessary with the district governorship for the use of pellets in the official institutions such as schools, and the necessary trainings were provided to the farmers and ginnery managements for the uninterrupted ingression of agricultural wastes as raw material. Besides that, the baling machines were purchased by the Bismil District Directorate of Agriculture, thus the way was paved for the agricultural wastes to be baled and transferred from the lands to the facility within a month.
One of the obstacles in the sustainability observed during the assessment process is the fact that the corporate memories are being destroyed in the project process due to appointment, assignment and recruitment of employees and that newcomers start from the beginning. It has been assessed that the issue of providing training on project management procedure and principles in governmental institutions which are accustomed to the project culture and receive more and more projects each day, and thus creating an institutional culture aimed at creating a memory, may contribute significantly in ensuring the sustainability.
The contribution made to the cooperation culture among the institutions has been seen as significant progress on the sustainability of the results and effects of this project. The reason for this is that with these project implementations, the institutions have seen that it is possible and effective to work together and they have taken the first steps for its continuity. The Dicle, Karacadağ and İpekyolu Development Agencies joining the Financial Support Program for the Pilot Applications to Increase Energy Efficiency in Industry in the GAP Region together is one of the most distinct applications. A total of 41 applications were made to the financial support program in the region, 35 of which were picked at the initial assessment, and although the part of the project involving UNDP will end on December 31, 2016, the program will continue to be implemented in 2017.
Pilot applications such as solar energy irrigation systems established in Kilis, Şanlıurfa, Mardin and Kepirli have brought institutional experience in accordance with the spirit of being a pilot project on the problems that might arise in the case of spreading the systems and solutions.
One of the most accurate steps taken as a guarantee of the sustainability of the project outcomes and their effects is that inter-institutional protocols were followed. The following protocols have been implemented throughout the project and it has been assessed that these protocols, which assure that certain activities will continue for a certain period of time and within certain guidelines even if the project ends, have provided the sustainability of the project with an institutional characteristic.
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Table of Protocols Applied in the Project No Date of Parties of the Protocol Subject of the protocol Protocol OCT 07, Protocol of cooperation between About supporting the cooperative. 2016 Directorate of GAP Administration, Diyarbakır Governor’s Office, Bismil 1 District Governor’s Office and S.S. Bismil Plant Pellet Production and Marketing Cooperative. NOV 09, Cooperation protocol between In line with the target of developing cooperation 2012 Copenhagen Clean Energy Division with foreign institutions in the fields of and GAP Directorate of Regional renewable energy and energy efficiency. 2 Development Administration, Harran University and OSTIM (middle east industry and trade centre). JAN 28, Protocol of cooperation between Organizing a competition program at the high 2016 GAP Directorate of Regional school and vocational school level to offer fast, Development Administration and economical and easily applicable solutions to the Şanlıurfa Provincial Directorate of local needs and demands in the fields of 3 Public Education. renewable energy and energy efficiency in the region and supporting the ideas worthy for implementation in order to put them into practice. MAY 14, Protocol of cooperation between In order to determine the business model of the 2013 GAP Directorate of Regional Incubating Centre and the legal status of the 4 Development Administration, centre. Gaziantep Chamber of Industry and Gaziantep University. OCT 14, Additional protocol between GAP About transfer of the right of usage of 5 2015 Administration, Gaziantep University institutional office, institutional furnishing and and Gaziantep Chamber of Industry measurement equipment OCT 07, Protocol of cooperation between About a mutual financial support program in 2015 Directorate of GAP Administration, order to improve energy efficiency in Şanlıurfa. 6 İpek Yolu, Karacadağ and Dicle Development Agencies.
In addition to all the objectives of the GAP Green Magazine, which was published once every three months and had its third edition, it was evaluated that the magazine had a psychological impact showing the intent and purpose of the parties on the sustainability of results and effects of this project.
The high level of enthusiasm and anticipation of almost each party on the establishment of Polateli Energy Specialization Area was seen as a reassuring point for the continuity of the results and effects of the project.
This project on EE in the industry has formed a base, and development agencies have supported that. It has been evaluated that this is because the "planning and coordination units" of the development agencies are obliged to determine the needs of the field and to make sure that these are brought to the attention of the agencies’ board of directors, so that the financial support programs can be determined and that the development agencies may continue their financial support programs for the REEE especially through the non-governmental organizations, so that it may be a valuable tool
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especially if NGOs are excited about REEE in such a way to influence the development agencies, if an expand of the awareness can be achieved on that energy expenditures can be reduced through these project activities and profit can be made through simple improvements.
This project is a NIM project and has been realized with the budget provided by the Ministry of Development. Therefore, the government's contribution in order to ensure long-term sustainability of the project and the allocation provided in the budget for this purpose has retained its key importance. However, it has been evaluated that the action of additional donors as stakeholders to reduce the risk factor in this regard will contribute to the sustainability of the REEE program.
3.6 Compatibility In this UNDP cooperated project, which is coordinated by GAP BKI, the private sector and related ministries through PMC were tried to be included on the subject basis and this lead to a higher level of appropriation for the project. As an outstanding matter as being one of the most powerful sides of the implementation of the project, the possible involvement of all parties in all possible processes including assessment, planning, updating, implementation and training, and the degree of harmonization provided between the parties during the implementation of the project have been considered as the foremost of the main factors to increase the productivity of the project. In this context, It was observed that each relevant institution was invited to the relevant meetings with a PMC submission (GAP TAGEM only participated in irrigation parts, etc.) and attendance was ensured, the project activities were shared with all stakeholders at the PMC, the feedback received from them is reflected to the field, the results of field applications were again presented to the PMC, so that an inclusive and participatory management model was implemented. It has been stated in the interviews that projects carried out and participated in were tried to be explained in group meetings to which the Committee and the Ministry invited the related companies and research institutes, the committee decisions were tried to be communicated to all the research institutes and the activities were tried to be carried out as coordinated and harmonized with them. Based on this project, national and regional development objectives, SDG, relevant UNDP documents, action plans, regional plans, project files, progress reports (monthly, quarterly, yearly), logical framework, project steering committee minutes, field visits, the interviews and first phase evaluation report, the project has been evaluated as successful in terms of compliance due to the reasons such as;
1. The activities carried out, the steps taken, the decisions made are in consistency and integrity with each other from the beginning of the project;
2. The risk assessment was continuously updated on the basis of continuous consultation and close coordination between the institutions, especially the GAP BKI and UNDP, the possibility of realization of the determined assumptions was followed up, necessary extensions were made in this frame, in particular in a way not to affect the cost in the course of the project;
3. The contribution to the development of National and Regional Action Plans, including the 10th Development Plan;
4. Provision of the necessary arrangements and improvements taking into consideration the cyclical developments and acting in accordance with them;
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5. Participation in domestic and international developments such as meetings, follow-up visits, conferences, exhibitions and etc. and following the developments and innovations in this sector through submitting declarations and showing effort to integrate them;
6. Following other projects and initiatives carried out by the relevant institutions especially the UNDP and GAP BKI, and Co-coordinating with them (by inviting thematic participations to PMC meetings and national and regional coordination meetings chaired by the GAP BKI);
7. Usage of the findings and results of seven preliminary studies (PV Irrigation, Solar Water Heating in Industry, Solar Cooling, Energy Production from Agricultural Wastes, Biogas Production from Animal Wastes, Energy Efficiency in SMEs, Energy Efficiency in Public Buildings) conducted in the first phase of the project directly as the preliminary study of the activity groups of this project, preliminary use of these results and experiences and allowing the Regional Action Plan shaped by the findings of the first phase to contribute to the second phase of the project as a road map for the application.
4. Visibility The promotion and visibility activities of the project have been carried out within the framework of a communication strategy prepared by a communication expert and approved by the responsible stakeholders of the project within the available budget, and are overall considered to be sufficient and effective. A topic-based promotional activity was carried out for each target mass of the project. Within this context and within the framework of project communication activities, a regular magazine called GAPGREEN, which was published every three months, had started to be published. This magazine provided the opportunity to introduce new opportunities and developments, to update on the activities carried out in the project and the stage of the project, as well as to communicate various ideas, opinions, articles and messages. It was also observed that this magazine has strengthened the institutional and permanent image of the project, developed identity and increased its prestige. In addition, It has been observed that local and national media were invited to the events, highest possible level of importance was placed for the representation of both the ministry and UNDP in many activities and pilot program launches, the project promotion film was made and published in various events, on social media and the web site, the effort was shown for the expansion of impact mass of the project by reaching the families with the innovation competition, brochures (EVD etc.) and booklets (energy efficiency etc. in the industry) were published and distributed, participation was made in the programs on local / national TV channels, effort was put for the promotion to be widespread by poster studies, importance was placed on pilot installations to reach the target group directly, such as farmers. Apart from the direct studies carried out by UNDP, each institution has its own communication activities and it has been observed that the communication activities of UNDP are carried out in such a way as to integrate them. It was observed that the promotion and awareness activities for the local people were kept more limited, due to the fact that it had a more limited target mass for being a pilot project and the fact that the households are not directly involved in the target mass of the project and the fact that the ministry and YEGM carry out their work in this subject on a separate channel. 2000 advertisement brochures, 50 application guides, 120 billboards, website advertisements and social media presentations were made by Karacadağ Development Agency. It has been observed that stakeholder organizations were paid attention to act coordinated with the communication
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coordinators at the stage of conducting the promotional activity. However, it was assessed that the initiation of communication activities at an earlier stage of the project, designing the project in integration in order to enable the communication expert to be involved and to coordinate such regional / local activities as part of an integrated communications strategy for the entire project will increase the effectiveness and efficiency of the activities. Project Promotion Activity Table Date Place Activity Subject of the Promotion MAY 13-15, Germany/Baden- Bio energy and Wind Energy Promotion of REEE Project 2013 Württemberg Study Tour
MAY 16-17, Elazığ 2nd International Regional Promotion of REEE Project 2013 Development Conference
MAR 10-11, Şanlıurfa Renewable Energy and Promoting and spreading 2014 Energy Efficiency Legislation project implementations in the and Task Force Workshop field of renewable energy and energy efficiency in the whole GAP Region in line with the sustainability target
APR 24-26, Istanbul ICCI 2015 International Promotion of REEE Project and 2014 Energy and Environment Harran University GAP-YENEV Conference and Fair Centre
MAY 04-06, Germany/Munich INTERSOLAR 2014 Promotion of REEE Project 2014 International Solar Energy Conference and Fair
JUN 26-28, Istanbul IRENEC 2014 Promotion of REEE Project 2014 SEP 11-12, Gaziantep 5th Turkey Energy Summit Promotion of REEE Project 2014 NOV 19-21, Izmir SOLAR-TR 2014 Promotion of REEE Project 2014 International Solar Energy Conference
MAR 18, 2015 Istanbul INTERSOLAR Turkey Summit Promotion of REEE Project
MAY 06-08, Istanbul ICCI 2015 International Promotion of REEE Project and 2015 Energy and Environment Harran University GAP-YENEV Conference and Fair Centre
MAY 27-29, Italy/Rome The United Nations Food Promotion of pilot projects and 2015 and Agriculture future analysis and planning Organization's international activities within the scope of the solar-powered agricultural REEE Project irrigation workshop
JUN 09-12, Germany/Munich INTERSOLAR 2015 Promotion of REEE Project 2015 International Solar Energy Conference and Fair
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NOV 24, 2016 Istanbul International Brand Cities Promotion of REEE Project Summit
DEC 06-08, Istanbul SOLAR-TR 2016 Promotion of REEE Project 2014 International Solar Energy Conference
Within the context of the promotion of the project, it was evaluated that the diversity of activities such as domestic and international symposiums, conferences and workshops attended contributed to the results and effect on the resources used for promoting the project.
5. Overview The overall evaluation of the project is summarized in the following table. As a result, the project has been assessed to be very good in terms of conformity, efficiency, impact, sustainability, compatibility, environmental awareness, capacity development, institutional strengthening, raising awareness, innovation and value addition; good in terms of effectiveness, visibility activities and gender equality, and the assessment of the overall project has been seen on a very good level based on the five evaluation categories (Very good: 90-100, Good: 70-89, Average: 50-69, Bad: 25-49, Very Bad: 0). -24). Project Evaluation Summary Table
Title Reason Evaluation The overall objective of this project is to improve the competitiveness of the South-eastern Anatolia Region, improving the use of renewable energy resources more effectively and improving the region in a sustainable and socially equitable manner by increasing the energy efficiency of the South-eastern Anatolia Region. Compliance
This project focuses on the efficient use of solar and biomass (from Very Good agricultural wastes) among the YE sources, and the realization of energy efficiency improvement activities, and the project has been accomplished by achieving concrete results.
A large majority of the planned and expected project results under the three components of the project were realized at a high quality and the project was found to be effective and efficient in the general sense and the outcomes were considered highly likely to be sustainable. The activities of the project which were originally planned but not implemented during the project period were assessed to be Effectiveness resulted from the fact that the expectations were very high and not Good realistic (in terms of "feasibility and timeliness" principles of SMART criteria) not from the implementation process, and the arrangements and changes made in line with the decisions of the steering board were found to be appropriate and accurate when the general political situation of Turkey was taken into consideration during the project.
Efficiency It was found that the planned budget of the project was kept high Very Good (Good in proportion to the number of planned activities, the budget was
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management and used in an appropriate manner during the project, the expenditures value for were made cost effective and the budget was effectively used and it expense) was found to be effective and efficient to use as high as 98% of the planned budget.
It has been evaluated that impact of the project is very high due to its leading results such as the appropriation and high awareness of the stakeholders, GAP YENEV, GAP EVD Incubation Centre, Bekmez EVD Company and supporting the Energy Branch established in the city of Gaziantep with the training provided by the project, Bismil Plant Pellet Production and Marketing Cooperative, irrigation system with four separate solar energy performed by different technical alternatives, easy solution and innovation competition, Impact prompting additional local and foreign funds, its stable, harmonious Very Good
and effective management model, encouraging the participation of the stakeholders in maximum proportion, the importance attached by the project to the capacity development, establishing a network of local and foreign cooperation in terms of sustainability, initiating joint financial support programs by development agencies, and due to its impact across the nation including providing input to the 10th Development Plan.
Sustainability is considered to be one of the strongest aspects of this project. In this regard, first of all the high quality and concrete outputs mentioned in the above "Impact" part are considered to be a guarantee of the sustainability of the project. In addition, the conformity of the project with the 10th Development Plan, the 2014-2018 Action Plan, the Sustainable Development Goals, the Sustainability Very Good Paris Declaration and the Accra Agenda for Action; the structure established on the 1st phase and the strong relationship established with the third phase and also the protocols implemented have led to an evaluation that the sustainability of the project's impact and results is high.
The conformity and efficiency between GAP BMI and UNDP (since 2016, Dicle, İpek Yolu and Karacadağ Relief Agencies) have been observed at the sample level. In addition, another strong side of the project has been observed as the fact that all stakeholders who Compatibility Very Good have participated in the project have been talking about project management and the success of the project proudly, and that the project has been appropriated at a high level.
The promotion and visibility activities of the project have been carried out within the framework of a communication strategy prepared by a communication expert and approved by the responsible stakeholders of the project and within the available budget, and are considered to be generally sufficient and effective. Visibility GAPGREEN Magazine, which has emerged as especially a regular Good Activities publication, and promotion activities and declarations presented at various national and international meetings have been evaluated at an exemplary level. However, it has been evaluated that the initiation of communication activities at an earlier stage of the project, designing the project as an integral part that will enable the communication expert to be involved and to coordinate such
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regional / local activities as part of an integrated communications strategy for the entire project will increase the effectiveness and efficiency of activities.
While no specific approach to women has been developed in project planning, it is explicitly planned for everyone without gender discrimination; in addition, it was seen that the participation of women in energy saving and green building expert training was encouraged in the announcements made for the Incubator Centre and buildings; for the Contest for Easy Solution and Innovation Competition, female students showed considerable interest and even the winning project was one of them; it was found that each Gender Equality Good of seven members of Bismil Plant Pellet Production and Marketing Cooperative were included in the farm registration system and three of them were women; it was observed that three out of 12 engineers of the GAP EVD Consulting and Incubation Centre were women; it has been observed that the proportion of women in the formation of task forces has been tried to be kept high and it has been indirectly covered the SDG target.
This project which aims to increase the use of renewable energy in accordance with sustainable development targets and is environmentally friendly in terms of its character and it was evaluated as very successful in terms of environment consciousness due to the fact that it aims to protect ecological balance, to improve Environmental irrigation practices for a balanced use of natural resources and to Very Good Consciousness spread solar energy supported irrigation pumps, to reduce fossil fuel usage, to put rich agricultural and animal wastes of the region in good use to improve biomass and biogas applications, to reduce the carbon emissions of industrial facilities.
The importance given to capacity development and the success Capacity achieved in this regard are considered to be one of the strongest Very Good Development aspects of this project
It was evaluated that a significant contribution was made to the increase of knowledge and experience especially in project Institutional management in GAP BKI and about YE / EV as a result of the Very Good Strengthening successful and efficient workshop carried out with GAP BKI.
The success achieved in raising awareness in the region about YE / Raising EV was considered to be one of the strongest aspects of this Very Good Awareness project.
The project was found to be very successful in terms of innovation with the leading aspects achieved and the innovation and easy solution competition carried out by it. In addition, the level of awareness created by the effectiveness and sustainability of the Innovation and project results; the publication of the GAP Green Journal; Very Good Value Adding contributes significantly to the regional development program by ensuring that the GAP YENEV Centre achieves to be the representative agency of the US Association of Energy Engineers in Turkey have been evaluated as highly value adding to the regional development program.
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It was evaluated that this pilot project provided significant employment opportunities and triggered the employment opportunities in the fields such as GAP YENEV Centre, GAP EVD Consulting Incubation Centre, individual counselling capacity formed through trainings, personnel to be employed by Bismil Plant Pellet Production and Marketing Cooperative, bale machine users Increasing the to collect agricultural wastes for pellet production, Gaziantep Employment Metropolitan Municipality Energy Branch, the production of solar Very Good Opportunities cells / panels for the use of solar energy in irrigation, energy managers, people to be employed in the projects/ firms to be supported through the joint financial support program, people to be employed in the building insulation sector which is expected to be developed as the continuation of the Şanlıurfa District Administrative Court and the GAP EVD Consultancy and Incubation Centre’s insulation examples. General Assessment Very Good
6. Conclusion and Recommendations
Conclusion: The conclusion of the project evaluation is summarized below: 1. It has been evaluated that the project was planned in accordance with the development strategy and action plans of Turkey and the Region and UNDP's UNDCS and SDG, in accordance with the Paris Declaration and the Accra Agenda for Action, and the overall results meet the expected development results, the design objective, target and outputs of the project have been realized. 2. The conformity between the management model and the stakeholders in the project was seen at an exemplary level. 3. It has been evaluated that a regular meeting and steady participation of the Project Steering Board and directorate, played an important role in taking appropriate steps to pave the way for the project. 4. The level of adoption of the project by stakeholders and the method of achieving this motivation were found to be quite successful. 5. The quality of the resources (personnel, time, labour, etc.) and the support provided by the GAP BKI and UNDP senior management were found to be important in the success of the project. 6. The project has created very concrete results, and the activities carried out in the project and the output and products produced have been found to be high in respect of the adoption, reputation and quality. 7. The project has led to many firsts in its field and in the Region. The cooperation demonstrated for the implementation of a financial support program jointly by three development agencies by the contribution of UNDP as coordinated by a regional development administration, has been found at a sample level. 8. The efforts and motivation of the GAP BKI and UNDP to contribute to new practices and promote the project outcomes, outputs and experiences together with the appropriate models realized on the national and international platforms have been seen at an exemplary level.
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9. It has been assessed that the project plays a triggering role, as an infrastructure and inspiration for further regional and national projects and financial support programs as it is expected from a pilot project. 10. The importance attached to the creativity and innovation in the planning of the activities carried out and the level of productivity are seen in accordance with the spirit of the project and at an exemplary level. 11. The project is considered to provide awareness of REEE above the target in the region. 12. The stakeholder analysis of the project, the effort to involve stakeholders in the process, and the level of attainment are at the sample level. 13. It has been assessed that the strong thematic foreign network (network) provided by the project and the additional external funding provided are of value in ensuring the continuity of the project results obtained by the representative authorities. 14. Despite the fact that the necessary care was given to the application throughout the project, it was observed that there was no special attention paid to gender equality in the process of designing and writing the project. 15. Project’s being ecological, the employment opportunities provided and triggered, the attributed importance given to innovation have been seen at an exemplary level. 16. It has been observed that the fact that project was not sufficiently realistic in terms of the projected number of activities at the planning stage, required extension of project duration and adaptation, deferral or cancellation of some activities according to the new conditions of the following five years. 17. The period of project was extended from two years (2012-2013) to five years (2012-2016) due to the reasons such as project duration; the consistence of the activities; the period of time required to carry out the administrative procedures necessary realize the activities; the period during which many parties are gathered together and the efforts taken to include them in the decision mechanisms; the needed time to create interest and awareness in the target group; the conjectural developments experienced in Turkey during the project; the effects of instability and conflicts in the neighbouring Iraq and Syria to the Region and the importance of the immigrations compared to the project objectives for the decision authorities; security concerns and ensuring the continuity of the results of the activities carried out and monitor them. 18. As a result, the project "Utilization of Renewable Energy Resources and Increasing Energy Efficiency in Southeast Anatolia Region Project" has been found successful and has been evaluated as a good example of good practice if the weak points noted in this assessment are eliminated at the following stages / projects.
Lessons Learned and Suggestions
As a result of the evaluation, the project has been found to be very successful in terms of both managerial sense and its results, and the problems encountered during the implementation of a five- year project and the practices (lessons) developed to overcome them have been noted as to form institutional memory by institutions as valuable experience. In addition, the points observed during the evaluation and related suggestions are given below: 1. The fact that if expectations are not kept too high at the planning stage and that if a more realistic preparation of the number of activities taking into account the duration of the project and the conjuncture will increase the efficiency of the project management at the
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implementation stage and increase the impact and effectiveness of the outcomes, and also will prevent the labour and time to be wasted in different processes, in recognition of the fact that each planning is expected to lead changes from the beginning of its implementation; 2. The data on the quantitative assessment of the efficiency of the project has not yet been collected due to the need for the implementation period to assess the effects of some of the activities of the project and it will be appropriate to carry out an impact analysis for the activities initiated in 2017 and to include it in the third phase of the project, 3. It has been foreseen that the EE improvement of the building is not efficacious, but also it is necessary to provide periodic awareness for the employees (due to changes due to assignments, loss of interest over time, etc.), otherwise the energy saved is lost in ways such as open windows, cracked / broken glass, fuel oil taken in the same amount, energy management is necessary in public for the follow up by a responsible person, and in the event of a third phase of the project, it will be appropriate for this subject to especially take place as to be continuous as an educational component, 4. Due to the fact that it has been seen that the concrete and good examples performed as pilot increase the level of interest and persuasion for REEE, therefore, it will be beneficial for the projects to have impact and to be adopted in a short time if such samples in the following projects are made as at least one for each province, 5. It will be appropriate to include the decisions and recommendations taken in the previous period and the transactions made for them in the minutes of the Project Steering Committee (PSC), 6. The promotion and communication activities of the Project are appropriate both quantitatively and qualitatively, and a stronger and wider holistic effect can be created by initiating the project at an earlier stage and implementing as coordinated by the efforts of other stakeholders from the beginning, 7. A more detailed assessment of the risks and assumptions can be made which could lead to implementers in a project file in which more activities are planned with a relatively high budget and a more limited duration compared to the initial plan, 8. Employment of project managers who are geographically and functionally grouped into activities as to depend on the project coordinator in such projects involving a high number of activities and applications in a large area would allow many activities to be organized as coordinated and parallel to each other, 9. It would be appropriate to make a special assessment for gender equality at the planning stage in an appropriate manner in line with SDG objectives, 10. In order to eliminate the effects of appointments and assignments which are inevitable in the public institutions during the implementation process of such long-term projects, it may be beneficial to add the project management among the capacity development activities of the projects and to develop methods that will provide institutional memory during the project, 11. It may be useful to include GDRA in the project in a more efficient and coordinating role in the following projects, in order to ensure more efficient use of financial resources among institutions, the enhancement of the holistic effects of the activities, the prevention of the activities and the repetitions of these activities together with the awareness of REEE and its involvement in the action plans of different ministries in the future, which has not yet been realized due to the fact that the subject is being introduced yet and new on the agenda during the period of the project, 12. It has been assessed that it would be appropriate to ensure the external independent auditing of the project, and to provide at least two evaluators in order to ensure the evaluation results to be rich and comparable.
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ANNEXES : • ANNEX-A: Actualized visiting program • ANNEX-B: List of the interviewed personnel • ANNEX-C: A summary of field visits • ANNEX-D: A list of reviewed and utilised documents • ANNEX-E: Assessment questions matrix ANNEX-F: Compliance matrix according to SDG ANNEX-G: Table demonstrating the institutional participation status in PSC Meetings ANNEX-H: Comparative table demonstrating the changes made in the project content ANNEX-I: List of institutions and establishments within the project ANNEX-J: Activity actualization status matrix according to project components
ANNEX-K: Task Force Training Monitoring and Tracking Form ANNEX-L: Second Phase Project Outcomes
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ANNEX-A
Actualized Visiting Program Stakeholder Institution to Visiting Date Time Place be Visited Status UNDP Project Management Done 09:30-10:30 GAP Regional Development Done 10:30-13:30 Administration 05/12/2016 Şanlıurfa GAP Agricultural Research Done 14:00-15:00 Institute
Kepirli Village Not done 15:30-16:30 GAP Renewable Energy and Done 10:00-13:00 Energy Efficiency Centre Karacadağ Development Done 13:30-14:30 Agency 06/12/2016 Diyarbakır Sanliurfa Regional Development Done 15:00-16:00 Administration Nizip Maruf Marufoglu Not done 11:00-12:00 Anatolian High School Gaziantep Chamber of Done 14:00-15:00 Industry 07/12/2016 GAP Energy Efficiency and Done 15:30-16:30 Incubation Centre Gaziantep Bekmez Engineering Done 17:00-18:00 Ipekyolu Development Done 09:30-10:30 Agency Gaziantep Metropolitan 08/12/2016 Not done 11:00-12:00 Municipality Kilis Provincial Directorate Done 14:30-15:30 Kilis of Agriculture and Livestock Bismil Pellet Production and 15/12/2016 Done 12:00-14:00 Diyarbakir/Bismil Marketing Cooperative Dicle Development Agency 23/12/2016 Done 10:00-12:00 Mardin/Tlf UNDP Portfolio 19/12/2016 Done Ankara Management Project Expert 23/12/2016 Done Ankara
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ANNEX-B
List of the Interviewed Personnel
Name Date of Institution and Place No Title Interview of Interview GAP RDA Private Sector Economic Development and 1. Dr Nusret Mutlu DEC 5, 2016 GAP RDA/Şanlıurfa Entrepreneurship General Coordinator Armağan Karacadağ 2. Expert DEC 15,2016 Development Tanrıkulu Agency/Diyarbakır Karacadağ 3. Baver Aydın Expert DEC 15, 2016 Development Agency/Diyarbakır Karacadağ 4. Bedri Yay Expert DEC 15, 2016 Development Agency/Diyarbakır Investment Support Office Karacadağ 5. Yunus Çolak DEC 15, 2016 Development Agency Coordinator Office/Şanlıurfa Mehmet Akif GAP YENEV Project Eng./Elec. GAP YENEV Centre 6. DEC 6, 2016 İlkhan Elo. Eng. building /Gaziantep GAP YENEV Project Eng./Elec. GAP YENEV Centre 7. Sami Abamor DEC 6, 2016 Mech. Eng. building /Gaziantep Ahmet Ersin GAP YENEV Project Eng. /Elec. GAP YENEV Centre 8. DEC 6, 2016 Altıparmak Elo. Eng. building /Gaziantep Energy System GAP EVD Incubation 9. Can Demirkaya DEC 6, 2016 Engineer/Expert Centre/Gaziantep Department of Project Chamber of 10. İbrahim Çallı Planning and Training/YKT DEC 7, 2016 Industry/Gaziantep Mechanical Engineer Utku Ali Rıza Head of Promotion and İpekyolu Development 11. DEC 7, 2016 Alpaydın Cooperation Unit Agency/Gaziantep Abdulmenap Head of Project Management İpekyolu Development 12. DEC 7, 2016 Ertaş Unit Agency/Gaziantep Monitoring and Evaluation İpekyolu Development 13. Özgür Gürah DEC 7, 2016 Unit Specialist Agency/Gaziantep Agricultural Engineer / Provincial Directorate 14. Adil Kalınmeşe Sprinkling and Drip Irrigation DEC 7, 2016 of Agriculture/Kilis Expert Provincial Director of Provincial Directorate 15. Songül Kadıoğlu DEC 7, 2016 Agriculture of Agriculture /Kilis
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16. Bülent Açıkgöz UNDP Sector Executive DEC 19, 2016 UNDP/Ankara 17. Aslı Savuran UNDP Portfolio Manager DEC 19, 2016 UNDP/Ankara Gülden Atkın 18. Project Supervisor DEC 19, 2016 UNDP/Ankara Gençoğlu 19. Deniz Tapan Communication Expert DEC 23, 2016 UNDP/Ankara 20. Muhyettin Sirer Project Field Coordinator DEC 5, 2016 GAP RDA/Şanlıurfa 21. Yılmaz Dağtekin GAP RDA DEC 6, 2016 GAP RDA/Şanlıurfa Agricultural Research 22. Ümran Atay Agricultural Engineer DEC 5, 2016 Institute/Urfa Agricultural Research 23. Ufuk Gülmez Agricultural Engineer DEC 5, 2016 Institute /Urfa General Coordinator/Elec. Bekmez 24. Lütfü Bekmez DEC 7, 2016 Elo. Eng. Engineering/Gaziantep Bekmez 25. M. Hilmi Öztemir Mechanical Engineer DEC 7, 2016 Engineering/Gaziantep Bismil Pellet 26. Server Vural Cooperative President DEC 15, 2016 Production and Marketing Cooperative 27. Tülin Keskin Project Consultant Bahçelievler/Ankara DEC 23, 2016 Regional 28. Habeş Demir Recording Clerk DEC 6, 2016 Administrative Court/Şanlıurfa Regional Individual responsible for 29. Ramazan Yağmur DEC 6, 2016 Administrative Court / radiator Şanlıurfa Regional Mehmet 30. Electrician DEC 6, 2016 Administrative Court / Karayazgan Şanlıurfa Monitoring and Evaluation Unit Exp./Member of the 31. Suat Uçar Financial Support Program DEC 23, 2016 Through phone call Technical Operation Commission
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ANNEX-D A List of Reviewed and Utilised Documents 1. Project Document 2. Project Annotation 3. GAP Action Plan (2008-2012) 4. GAP Action Plan (2014-2018) 5. GAP Region Competition Agenda 6. RE & EE Project Feasibility Report summaries (August 2011) 7. UNDP Gender Equality Strategy (2014-2017) 8. UNDP Gender Equality Strategy (2016-2020) 9. UNDP Social and Environmental Standards 2014 10. UN Economic and Social Council Report of the IA and Expert Group SDG indicators 11. UN Executive Board Country Programme document for Turkey (2016-2020) 12. Summary of the M&E frameworks and common indicators 13. Handbook on Planning M&E Evaluation for Development Results 14. Action Plan for the Utilisation of RE Resources and Increasing EE in the GAP Region 15. GAP Green Magazine 3rd Edition 16. Project Outcomes List 17. Project Annual and Revised Business Plans 18. Combined Delivery Report By Project by Years 19. Potential 3rd Phase Project Proposals Form 20. Project Monthly Progress Reports 21. Project Annual Progress Reports 22. İpekyolu Development Agency 2014-2018 Regional Plan 23. Karacadağ Development Agency 2014-2018 Regional Plan 24. Dicle Development Agency 2014-2018 Regional Plan
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ANNEX-I List of Institutions and Establishments Actively Included in the Activities Apart From the Project Management Board Membership
A. DOMESTIC INSTITUTIONS AND ESTABLISHMENTS Gaziantep Chamber of Industry University of Gaziantep Korkut Ata University ENERMER, Osmaniye Karacadağ Development Agency, Diyarbakır İpekyolu Development Agency, Gaziantep Dicle Development Agency, Mardin Bismil Plant Pellet Production and Marketing Cooperative, Diyarbakır Diyarbakır Governorship Agricultural Research Institutes Provincial Directorate of Food, Agriculture and Stockbreeding, KİLİS Directorate of GAP Agricultural Research Institute Gündaş Station, ŞANLIURFA Pollen Green housing, Nusaybin, MARDİN Kepirli Village, ŞANLIURFA Municipalities, Provincial Directorates of Environment and Urbanization, Provincial Directorates of Science, Industry and Technology, Provincial Directorates of Food, Agriculture and Stockbreeding, Development Agencies, Universities and Professional Chambers in Şanlıurfa, Şanlıurfa Provincial Directorate of National Education University of Harran, Faculty of Engineering General Directorate of Renewable Energy İzocam Insulation Training Center/İYEM, İstanbul ODTÜ MATPUM (Built Environment and Design Application and Research Centre) and GÜNAM (Centre for Solar Energy Research and Applications), Ankara OSTİM Renewable Energy and Environmental Technologies Cluster, Ankara B. FOREIGN ESTABLISHMENTS: German-Turkish Chamber of Industry and Commerce United Nations Food and Agriculture Organization, Ankara US Association of Energy Engineers The British Prosperity Fund Danish Institute of Technology Copenhagen Clean Energy Cluster
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ANNEX-H Comparative Table Demonstrating Changes Made In the Project Duration and Content
No Document and date on which the Original form Change date change was made 2012 Project Annual Report covering Project start date January 2012, project Extending the duration of the project by at least one year will 1 between 01.01.2012 and 31.12.2012 end date December 2013 create a more sustainable impact. The date of evaluation of each quality criterion should also be updated with the approval of this extension. 2013 Project Annual Report covering Project start date January 2012, project The duration of the project has been extended from December 2 between 01.01.2013 and 31.12.2013 end date December 2013 2013 to December 2014 2014 Project Annual Report covering Project start date January 2012, project The duration of the project has been extended from December 3 01.01.2014-31.12.2104 end date December 2013 2014 to December 2015 6th Project Steering Committee Project start date January 2012, project 4 The extension of the project duration until the end of 2016 meeting on April 22, 2015 end date December 2013 will be planned in order for the project activities in progress such as improving energy efficiency in the industry, energy generation from agricultural wastes, etc. to be finalized. 2015 Project Annual Report covering Project start date January 2012, project 5 The duration of the project has been extended from December between 01.01.2015 and 31.12.2015 end date December 2013 2015 to December 2016. 7th Project Steering Committee Project start date January 2012, project The project duration has been recommended to be extended 6 meeting dated May 31, 2016 end date December 2013 until the end of 2017 in order for the activities listed below to be carried out for providing the effectiveness and sustainability of the REEE project.
No Document and date on which the Original form Change date change was made 2nd PSC Meeting Resolution dated 26 Within the scope of the project, it was decided that preliminary 1 December 2012 studies planned to be carried out in the fields of EE and RE in SMEs will be carried out in all provinces of the Region, taking into account industry branches and firms, and a sample will be determined in this framework.
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2012 Project Annual Report covering The wind and solar energy potentials at the Regional level have 2 2.1.1 Assessment of the solar energy data between 01.01.2012 and 31.12.2012 been analysed and mapped by the GDRE. 2.1.1, 2.1.2 and 2.1.4 of the zone and update of the regional activities have been removed from the implementation plan in solar map accordance with the decision taken by the Project Steering 2.1.2 Evaluation and mapping of Committee meeting held on 26.12.2012 in order to prevent geothermal energy potential data of the both duplication of resources and effective use of resources region with the work of YEGEM in this context . It has been decided to remove the activity for updating the potential of the 2.1.4 Assessment and mapping of the region's potential in the solar, wind and geothermal areas wind energy potential of the zone from the project activity plan. It was decided that the project activity aiming to determine the biomass potential of the region in terms of energy production, especially from agricultural wastes, should be carried out in coordination and cooperation with YEGM. 4th Project Steering Group meeting on It has been decided that the tendering and purchase processes 3 13 December 2013 for the equipment and measurement tools for the EVD Incubation Centre within the project to start, and the delivery date of the said equipment to be left open ended until the company has been established. 5th Project Steering Committee 3.5.2 Establishment of easy solutions Training and awareness-raising activities aimed at students 4 meeting on 2 October 2014 and innovation centres and providing will be organized in the GAP region in order to raise the level training of general awareness on innovative solutions in renewable energy and energy efficiency areas. In this area progress will be ensured by sharing information and obtaining information about the activities / materials present in the Ministry of Energy and Natural Resources and the Ministry of Family and Social Policy (for example, the Enerji Hanım Project, Enver Project etc.) 5th Project Steering Committee 3.5.1 Development of institutional Easy Solution and Innovation Centres will be applied as a 5 meeting on 2 October 2014 protocols, management and business project component, an Easy Solution and Innovation models Competition. The target group of the competition will be high school, associate’s degree and undergraduate students. The
content and award definitions of the competition program will be reviewed by the members of the Project Steering Committee after the preliminary preparations are completed.
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The activity was non-existent. The project proposal aiming at the identification of 6 opportunities to reduce the carbon footprints in industrial sub sectors and the development of the low carbon industry plan, has been approved by the British Prosperity Fund with a total budget support of £98.710, and has been included in the project as a sub activity later on. 1.3.1 Design of the assessment process Activities 1.3.1, 1.3.2, 1.3.3 and 1.3.4 have been integrated 7 1.3.2 Making preliminary assessments and with one another within the Regional Call Program on Energy preparation of the report Efficiency in the Industry. 1.3.3 Complete / detailed assessment and preparation of the report 1.3.4 Realization of EE and RE investments through partial grant funds of businesses 8 1.3.5 Monitoring and assessment of 1.3.5 Monitoring and assessment studies will be carried out investments by the GAP RDA in 2017. 9 1.3.6 Encouragement of investments and 1.3.6 Encouraging investments and information transfers will transfer of information be carried out by the GAP RDA in 2017. 10 1.4.2 Preparing a report on the EE / RE 1.4.2 Some studies were conducted reaching the conclusion potential of 150 public and 50 private that this activity, which was planned by independent assessors buildings due to new legal regulations on identifying energy savings profiles and energy performance certificates being issued after the construction for new buildings and until the end of 2017 for existing buildings, is no longer necessary, thus it has been omitted. 11 1.4.3 Energy certificate preparation for 1.4.3 A protocol was signed between GAP RDA GAP and YENEV 200 buildings and EE evaluation of 10 of University of Harran in 2017 for the issuing of the energy buildings performance certificate of 10 public buildings and for the EE / RE and for the detailed energy evaluation of five public buildings with different technical characteristics. 12 1.4.4 Implementation of the EE project in 1.4.4 The heat and sound insulation of the Şanlıurfa Regional 3 public buildings chosen Administrative Court has been completed in August 2013. The GAP EE Incubation and Consultancy Centre have been technologically renovated in accordance with the EnerPHit criteria of the German Passivhaus institute in April 2015 to become a passive building. The latter includes all applications possible in terms of carrying out all energy saving measures in a 63
building, so the need for a third building to be chosen and applied on was no longer existent. 13 1.4.5 Establishment of ESCO model for EE 1.4.5 The lack of financial support systems, and the fact that assessment of buildings the existing medium and long term regulations do not allow for the establishment of a full ESCO system incapacitates concluding energy performance contracts. 14 2.1.5 Preparation of a combined report 2.1.5 It has been omitted from the existing component and the scope of the project in the wake of assessments related to the regional solar data, wind data and geothermal data, and no combined report will be prepared. 2.3.2 Implementation of the contributing 15 2.3.2 Prior to the design of a grant program of regional size, it grant program has been decided for the solar energy and irrigation steering committee to observe real performances and conduct techno- economic analyses with the purpose of specifying the features of the most cost efficient systems under both summer and winter conditions of pilot stations. Increasing awareness in the agriculture sector through discussion and improvement of results - and thus increasing the demand for solar energy irrigation systems - was considered as a key step, of which the draft will be completed in the third phase, towards the launch of a support program and of the REEE project. 16 2.3.4 Application of five solar energy 2.3.4 Four solar energy irrigation systems were established irrigation projects with the contribution of and three solar energy irrigation station monitoring and the grant program assessment systems were installed. 17 3.1.3 Organizing a national and 3.1.3 This activity will be applied in 2017 as per the protocol international conference between GAP RDA GAP and YENEV of the University of Harran.
18 3.1.4 Activation of the mobile promotion 3.1.4 This activity has been cancelled due to the increasing unit for on-site field visits security threat in the GAP Region. 19 The activity was non-existent. 3.2.5 Preparation of a series of reports on heating with solar energy, power generation with solar energy, energy efficiency in buildings, energy efficiency industry has been carried out as an additional activity in May 2016.
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20 3.3.1 Organization of four energy management training courses Activities 3.3.1, 3.3.2, and 3.3.3 will be applied in 2017 as per 3.3.2 Arranging an EE assessment training the protocol between GAP RDA GAP and YENEV of the University of Harran. 3.3.3 Arranging summer schools on REEE for university research officers and assistants 21 3.4.1 Preparation of the necessary infrastructure for practical training of the Activities 3.4.1 and 3.4.2 will be applied in 2017 as per the course protocol between GAP RDA GAP and YENEV of the University of 3.4.2 Arranging courses for middle level Harran. staff to give 60 graduates each year 22 3.6.1 Development of a EE/RE Activities 3.6.1, 3.6.2, 3.6.3, and 3.6.4 will be applied in 2017 as Information Office model to operate per the protocol between GAP RDA GAP and YENEV of the under the professional chambers University of Harran. 3.6.2 Establishment of an information centre and supporting operations 3.6.3 Monitoring of the application and sharing the results 3.6.4 Needs analysis for a model similar to OIZs being carried out
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ANNEX-G Steering Committee Members and Participants Matrix Cont. Participation Single Participation
MEETING MEETING MEETING MEETING MEETING MEETING MEETING
NO:1 NO:2 NO:3 NO:4 NO:5 NO:6 NO:7 July 16, 2012 GAP RDA Dec 26, 2012 GAP Dec 13, 2013 Oct 2, 2014 Limak April 22, 2015 May 31, 2016 Date and Contact Office RDA Contact Office GAP RDA Contact Ambassador Hotel Divan Hotel Mövenpick Hotel Place Ankara Ankara Office Ankara Gaziantep Ankara Ankara Sadrettin Sadrettin Karahocagil Karahocagil President President Mustafa Kölmek Vice
President Muhammed Adak
Vice President GAP Dr. Nusret Mutlu RDA General Coordinator of Economic Development and Entrepreneurship Mehmet Açıkgöz Mehmet Açıkgöz Regional Director Vice President Müslüm Altun Dr. Müslüm Altun Assistant Expert Expert Ahmet TOKDEMİR Coordinator Nedret ÖZEL GAP Ümran Atay TAEM Group President Yılmaz Dağtekin Yılmaz Dağtekin (Agricultur Electrical Electrical Engineer al Research Engineer Institute) Ministry of Kubilay Kavak İSKGM- UELD Developme Planning Expert
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İsmail Yılmaz nt Planning Expert Seda Cebeci İSKGM- Seda Cebeci UELD Assistant Planning Expert Planning Expert Assistant Expert Çağatay Gökgöz Dir. Gen. Soc. Sec. Coor. Assistant Planning Expert Ali GÖKÇE Expert Ali ATEŞ TKDK Expert General İbrahim BAYRAM Directorate Ö. Faruk Tunçbilek of Expert Gökhan Buyruk Agricultura Expert l and Rural M. Gökhan Kapan Developme Expert nt Support Çağlayan Satır Expert Mecit Ender Kaya Expert Atilla Gürbüz Deputy Director General Yusuf Yazar Director General GDRA – Sebahattin Öz Head ETKB of Department (Ministry Ersoy Metin Ersoy Metin of Energy Mining Engineer Mining Engineer and Yüksel Malkoç Yüksel Malkoç Natural Engineer Engineer Resources) Kazım K.Büyükünal Engineer Funda Akdağ Mustafa Çalışkan
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Volkan OĞUZ Halil Oruç Assistant Expert ETKB Elif Uzun Directorate Assistant Expert Emrah Solak General of Assistant Expert Energy Recep Kökyay Affairs Engineer Yüksel Şahin TAD D.
President Bekir Ballı Engineer Ümit Bingöl Head of Department GTHB- Ali Çağlar Ali Çağlar Directorate Çelikcan Çelikcan Irrigation General of Group Manager Agricultura Coordinator l Reform Hamza YILDIZ Coordinator Ali Çağlar Çelikcan Serkan IŞIK Mehlika Yosmanoğlu Engineer Selma Tezyetiş EU Ext. Af. Dep. Head KOSGEB Ömer Pak Ömer Pak (Small and EU Ext. Af. Dep. EU Ext. Af. Dep. Medium Head Head Enterprises Pınar Işın SME Specialist Developme Ertuğrul Nazlı Ertuğrul NAZLI nt SME Specialist SME Specialist Organizati Süleyman on ) Bayraktar Assistant SME Specialist
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Ertuğrul Anbar Kültür Head of Technical Department Radi Aydın Cult. Tech. Dep. Chairman, Elc. Eng Ali Rıza KARABULUT Certified TİGEM Agricultural Eng. Directorate Fehmi ÇİÇEK General of Electric and Electronics Eng. Agricultura Mahmut Yağız Mahmut YAĞIZ l Head of Head of Department Enterprises Department Emrah Dağlı Emrah DAĞLI Emrah Dağlı
Electrical Engineer Electrical Engineer Engineer Cevdet Çelik
Engineer Mevlüt H.Mete Deputy Head of Department Erdinç Kapusuz TÜBİTAK Cengiz Güngör MAM Assistant Manager Zehra İlknur Yılmaz TUBİTAK EU Fr. Prog. Dir. Int. Rel. Pres. TÜBİTAK İzzet Karabay
TEYDEB İlker Keskinkılıç Nilay Deniz Nilay Deniz YEK-EE Group Supervisor YEK-EV Group Supervisor Province Dr. A. Hakan ARAZ Bank YEK-EE Manager Gökhan GÖKÇE Assistant Technical Expert
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B. Arda KUŞ
Technical Expert Abdullah FURKAN
Assistant Technical Expert Cemal ÇELİK
Group President Osman Nuri OSMANLI EPDK Head of Department of Spatial Planning Serhat Eser Expert Gaziantep Kürşat Göncü Chamber Secretary General of Industry University Prof. Dr. of Harran Prof. Dr. Bülent Yeşilata Prof. Dr. Bülent Yeşilata B.Yeşilata Dean Dean/Project Consultant Dir.GAP-YENEV Fac. Of. M Eng. Bülent Özkan Genel Secretary Utku Ali Rıza İpek Yolu Alpaydın Unit Head Developme Vakkas Koca Expert nt Agency Onur YILDIZ Coordinator Sezen GENÇ Unit Head Tabip Gülbay Dr. Tabip GÜLBAY Dicle Secretary General Secretary General Suat UÇAR Developme Investment Support Office Coordinator nt Agency Ahmet Pürçüklü
Unit Head
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E.Uğur Divitçi Investment Support Office Expert İlhan Karakoyun İlhan Karakoyun
Secretary General Secretary General Halil Çakallı
Karacadağ Expert Personnel Developme Dr. Hasan MARAL nt Agency Deputy Secretary General. Diyadin İnan
Unit Head Murat Gürsoy
Program Expert and Coord. Pelin Rodoplu Pelin Rodoplu Pelin Rodoplu Regional Competitiveness Expert Regional Competitiveness Expert Portfolio Manager Bülent Açıkgöz Bülent AÇIKGÖZ Bülent Açıkgöz Joint Program Manager Senior Project Manager Sector Manager Dr. Muhyettin Sirer REEE Project Field Coordinator Tolga Eroğan Project Tolga Eroğan Consultant Project Consultant Prof. Dr. Bülent Prof. Dr. Bülent Yeşilata Yeşilata Project Consultant UNDP Project Consultant Aslı Savuran Project Supervisor Tamer Zaim
EE Expert Tolga Eroğan Project Consultant Ali Korakan
Energy Expert Mete Temurcin Project Assistant Dr. Mustafa Tolay Short Term Expert
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Dr. Alper K. Doğan Dr. Alper K.Doğan
Project Consultant Project Consultant Deniz TAPAN Communication Expert Nazife ECE Communication Expert M. Tülin KESKİN
Project Consultant Kemal G. Kemal G. BAYRAKTAR BAYRAKTAR Project Project Consultant Consultant M. Murat CANDEMİR M. Murat CANDEMİR OTK Proj. Field OTK Proj. Field Coor. Coor. Güray BALABAN National Civil Engineer Matilda Dimovska
Deputy Resident Representative Gülden Atkın Gençoğlu Project Supervisor Birce Albayrak
Project Supervisor Yeşil Güç Tülin Keskin
Energy Consultant EKHO Architectur Suna A. Yalçın
e and Architect Design
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ANNEX-L Second Phase Project Outcomes List Component 0: Establishment of the Project Setting and Management Structure 0.1 GAP REEE Phase II Project Document December 2011 Component A: Identification and Implementation of EE /RE Opportunities in Industry Sectors and Service Buildings Energy Efficiency Incubation Centre A.1 GAP EVD Incubation Centre Candidate Selection Criteria November 2012 A.2 GAP EVD Incubation Centre Assessment Report February 2013 A.3 GAP EVD Educational Need Report May 2013 A.4 Industry Research Project Training Research Report December 2013 A.5 Industry Research Project Training Elucidating VAP Report December 2013 A.6 Industry Study Project Education Steam Winner VAP Report December 2013 A.7 Industry Study Project Education Thermal Insulation VAP Report December 2013 A.8 Ultrasonic Flow Meter Training Videos-1 September 2014 A.9 Ultrasonic Flow Meter Training Videos-2 September 2014 A.10 Hatch Analyser Training Videos-1 November 2014 A.11 Hatch Analyser Training Videos-2 November 2014 A.12 Thermal Permeability Coefficient Measuring Device Training Videos November 2014 A.13 Propeller Type Air Velocity Meter Training Videos November 2014 A.14 Pitot Tube Training Videos-1 November 2014 A.15 Thermal Camera Training Videos-1 November 2014 A.16 Thermal Camera Training Videos-2 November 2014 A.17 Thermal Camera Training Videos-3 November 2014 A.18 Thermal Camera Training Videos-4 November 2014 A.19 Electronic Thermometer Training Videos December 2014 A.20 Infrared Temperature Meter Training Videos December 2014 A.21 Luxmetre Education Videos December 2014 A.22 Pitot Tube Training Video-2 December 2014 A.23 Tachometer Training Videos December 2014 A.24 Ultrasonic Flow Meter Training Videos-3 December 2015 A.25 Ultrasonic Sound Meter Training December 2015 Improvement of Energy Efficiency in Public Buildings
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A.24 Şanlıurfa Public Buildings Thermal Analysis Report March 2013 ANNEX1 - Şanlıurfa Provincial Directorate of Environment and Urban Planning Building Thermal Camera Records ANNEX2 - Şanlıurfa District Administrative Court Building Thermal Camera Records Improvement of Energy Efficiency in Industry A.25 Energy Efficiency in Industry - Facility Selection and Preliminary Research Methodology Report July 2013 ANNEX - Energy Survey Data Compilation Form A.26 Energy Efficiency in the Field - Field Analysis Report January 2014 ANNEX1 - Preliminary Surveyed Operational Chart ANNEX2 - Suggested Productivity Matrix Project Matrix A.27 Energy Efficiency in Industry - Financing Model and Action Plan Report January 2014 Component B: Increasing Renewable Energy Utilization Potential Biomass B.1 GAP Region Biomass Potential Process Report-1 July 2013 B.2 GAP Region Biomass Potential Process Report-2 December 2013 B.3 Policy Recommendations in Biomass January 2014 B.4 Assessment and Utilization of Biomass Potential in SEA Region May 2014 B.5 Biomass Potential of Turkey June 2014 B.6 Cotton Colette TÜBİTAK MAM Analysis Report July 2014 B.7 Oğuzeli Biogas Facility Feasibility Report July 2014 B.8 Assessment of Plant Biomass March 2015 B.9 Bismil Agri-Pellet Facility Technical Assessment Report May 2015 B.10 Bismil Agri-Pellet Facility Technical Specification September 2015 Solar Irrigation B.11 Demonstration Fields Preliminary Field Visits Report August 2012 B.12 Solar Energy Irrigation Systems Report October 2012 B.13 Information and Policy Recommendations Note for Solar Energy in Agricultural Irrigation October 2014 Energy Efficiency of Irrigation Pumps B.14 Energy Efficiency of Irrigation Pumps Preliminary Analysis Report February 2015 ANNEX – Energy Efficiency Calculation in Irrigation Pumps Table Carbon-Neutral Hotels B.15 The Carbon-Neutral Concept and Hotel Selection Criteria March 2013 B.16 Carbon-Neutral Hotels Preliminary Research Report June 2013 B.17 Carbon-Neutral Hotels Green Standards Report October 2013 B.18 Cost-Benefit Analysis Report of Emission Reduction Methods October 2013 B.19 Carbon-Neutral Hotels Assessment Report October 2013 ANNEX1 – Energy Efficient Technologies ANNEX2 - El Ruha Hotel Financial Analyses ANNEX3 - El Ruha Hotel Green Star Assessment
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ANNEX4 - Dedeman Hotel Financial Analyses ANNEX5 - Dedeman Hotel BREEAM-in-Use Assessment ANNEX6 - Erdoba Elegance Hotel Financial Analyses ANNEX7 - Erdoba Elegance Hotel Green Star Assessment ANNEX8 - Novotel Financial Analyses ANNEX9 - Novotel BREEAM-in-Use Assessment ANNEX10 - Energy & Carbon Table - Dedeman Hotel ANNEX11 - Energy & Carbon Table - El Ruha Hotel ANNEX12 - Energy & Carbon Table - Erdoba Elegance Hotel ANNEX13 – Energy & Carbon Table – Novotel Component C: Improvement of Technical, Institutional and Employment Capacities C.1 Institutional Needs Analysis Report February 2013 C.2 Institutional Capacity Development Strategy and Action Plan February 2013 C.3 Denmark Technology Institute Study Tour Report April 2013 C.4 Baden-Wüttemberg Wind and Bioenergy Study Tour Report May 2013 C.5 2014-2015 Institutional Capacity Development Action Plan November 2013 C.6 Task Force Workshop Report March 2014 C.7 Assessment Report on Power Generation from Solar Energy Training September 2014 C.8 Intersolar 2015 Fxpo and Conference Study Tour Report June 2015 Introductory Films C.9 REEE Project Short Introductory Film April 2015 C.10 REEE Project Short Introductory Film – English subtitled April 2015 C.11 REEE Project Long Introductory Film April 2015 GAPGreen Magazine C.12 GAPGreen Magazine - Issue 1 August 2014 C.13 GAPGreen Magazine - Issue 2 December 2014 C.14 GAPGreen Magazine - Issue 3 July 2015 Communications and Awareness Raising Plan C.15 REEE Project Communication and Visibility Plan July 2015 Easy Solutions and Innovation Competition C.16 Easy Solutions and Innovation Competition Annotation November 2015 Policy Recommendations REEE Project Policy Recommendations Note February 2014
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