The Government of Turkey’s Contribution to UNDP’s Regional Programme for Europe and the CIS for 2014-2019

Report Cover Image
Evaluation Plan:
2018-2021, RBEC
Evaluation Type:
Thematic
Planned End Date:
11/2019
Completion Date:
11/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
38,386

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Title The Government of Turkey’s Contribution to UNDP’s Regional Programme for Europe and the CIS for 2014-2019
Atlas Project Number: 00108863,00108860,00108864,00108862
Evaluation Plan: 2018-2021, RBEC
Evaluation Type: Thematic
Status: Completed
Completion Date: 11/2019
Planned End Date: 11/2019
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
  • 3. Output 2.4.1 Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted, to address conservation, sustainable use and equitable benefit sharing of natural resources, in line with international conventions and national legislation
  • 4. Output 3.2.1 National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and prevention of violent extremism in response to national policies and priorities
  • 5. Output 3.4.1 Innovative nature-based and gender-responsive solutions developed, financed and applied for sustainable recovery
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable
  • Goal 13. Take urgent action to combat climate change and its impacts
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
  • Goal 3. Ensure healthy lives and promote well-being for all at all ages
  • Goal 5. Achieve gender equality and empower all women and girls
  • Goal 7. Ensure access to affordable, reliable, sustainable and modern energy for all
  • Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
SDG Target
  • 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
  • 1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
  • 1.3 Implement nationally appropriate social protection systems and measures for all, including floors, and by 2030 achieve substantial coverage of the poor and the vulnerable
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 1.a Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
  • 1.b Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 16.1 Significantly reduce all forms of violence and related death rates everywhere
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.5 Substantially reduce corruption and bribery in all their forms
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
  • 16.a Strengthen relevant national institutions, including through international cooperation, for building capacity at all levels, in particular in developing countries, to prevent violence and combat terrorism and crime
  • 17.2 Developed countries to implement fully their official development assistance commitments, including the commitment by many developed countries to achieve the target of 0.7 per cent of gross national income for official development assistance (ODA/GNI) to developing countries and 0.15 to 0.20 per cent of ODA/GNI to least developed countries; ODA providers are encouraged to consider setting a target to provide at least 0.20 per cent of ODA/GNI to least developed countries
  • 17.9 Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the Sustainable Development Goals, including through North-South, South-South and triangular cooperation
  • 3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases
  • 5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
  • 5.4 Recognize and value unpaid care and domestic work through the provision of public services, infrastructure and social protection policies and the promotion of shared responsibility within the household and the family as nationally appropriate
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
  • 7.1 By 2030, ensure universal access to affordable, reliable and modern energy services
  • 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
Evaluation Budget(US $): 38,386
Source of Funding: Government of Turkey
Evaluation Expenditure(US $): 38,386
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Elinor Bajraktari Evaluator
GEF Evaluation: No
Key Stakeholders: Government of Turkey, TIKA, UNDP Turkey, UNDP IRH
Comments:

This report presents the main findings of an independent evaluation of the contribution by the Government of Turkey to UNDP’s Regional Programme for Europe and the Commonwealth of Independent States (hereinafter referred to as the regional programme) for the period 2014-2019.
The evaluation’s goal is to assess the results of the Turkish contribution, as well as identify lessons and provide recommendations for the next cycle of cooperation between UNDP and the Government of Turkey.

Lessons
Findings
Recommendations
1

Flexibility of the Contribution

The flexibility of the Turkish contribution to the UNDP regional programme for the ECIS region is a key feature that should be maintained going forward. The need of the Turkish side for more involvement should be met within the existing consultative process. The parties should strengthen the consultative mechanisms to ensure that there is adequate sharing of information to meet all parties’ needs. In this context, there is room for further improving IRH’s reporting to the Government of Turkey on an annual basis, with greater focus on achievements on the ground at the country level and better feedback from the beneficiaries. This process should involve stronger ownership of the regional programme by the UNDP COs to ensure that national counterparts are on board and priorities at the regional and country level are fully aligned.

2

Visibility of the Turkish Contribution

IRH should further strengthen the tools and approaches through which Turkish visibility is achieved. UNDP COs can play a larger role in this, but so can also Turkish embassies and TIKA offices where they are present. COs have the tools and systems for disseminating information – what they would need from IHR is better labelling of the initiatives (making it clear who has sponsored it), more customized information for dissemination and more specific guidance on how to use it. Turkish embassies should also work more closely with the respective COs and improve Turkey’s visibility by attending UNDP events and even co-leading them. Also, the COs and TIKA can strengthen coordination, co-organize events and participate more often in each other’s activities.

3

Involvement of Turkish Entities

IRH and the Government of Turkey should explore ways of engaging Turkish expertise more effectively in the regional programme. This, however, should not be achieved at the detriment of the competitive nature of some of the UNDP activities. Also, COs prefer more competitive ways of procuring and obtaining expertise because that gives them access to a larger market. However, there might be opportunities for greater use of expertise from Government of Turkey institutions that might be attractive to UNDP COs and their national counterparts. Options for how to engage this expertise should be explored in a more systematic manner by the parities.

There are also opportunities for greater engagement of TIKA with the activities of the regional programme. TIKA has a primary focus on practical small infrastructure projects at the community level, which is important for producing tangible results for the targeted communities. However, if it chooses to focus more on governance and institutional aspects which strengthen the sustainability and scalability of interventions, it can benefit more from UNDP’s vast experience in this area. There seems to also be opportunities for more cooperation between UNDP COs and Turkish embassies, especially in those locations where there is no TIKA presence. UNDP can support embassies in the delivery of development assistance, especially in LDC countries. These are opportunities that UNDP and the Government of Turkey could explore in a more systematic fashion.

There is also potential for greater involvement of the UNDP Country Office in Turkey in the activities of the regional programme. This does not mean that the regional programme should conceive activities exclusively for the UNDP Country Office in Turkey, but rather that the CO could be a more active participant in IRH’s regional projects and activities. Again, this requires a well-structured discussion between IRH and the Turkey CO to identify potential areas and mechanisms of cooperation.

4

Strengthening the Depth of Interventions

In order to assess the potential for more depth in programming, IRH could undertake an assessment of all activities with a view to identifying sections which seem overly fragmented and which would benefit from more integration and stronger linkages. Such as assessment could inform the programming approaches in the future, aiming for more integration of activities and projects. Areas with potential for further integration include governance and peacebuilding initiatives, climate change and economic development, etc. IRH could also identify and implement measures that strengthen the interaction and collaboration of the teams.

5

Innovations and Scaling-up

Given the large focus of the regional programme and the Turkish contribution on innovations and catalyzation, IRH should deploy tools and systems that enable it to track pilot initiatives more effectively over time and way beyond the end of a project’s lifetime  (which is usually too short to allow for a definitive assessment of the success of pilots). As part of the monitoring and evaluation system, IRH should strengthen its planning and monitoring of pilot initiatives and their demonstration effects, so that their replicability and scaling up are monitored and supported more effectively. IRH should focus on documenting more consistently results, lessons, experiences, and good practices so that they are shared more widely, replicated, and scaled up.

6

Implementation and Behaviour Change

IRH (and UNDP in general) should strengthen its approach to policy implementation and behavior change, which are crucial challenges for governments in the ECIS region. There is a need to take a more comprehensive and analytical approach on the support provided to partners in the region on these two aspects. The starting point is to take a more systemic look at how this work is currently conducted and how it may be further upgraded both at the level of IRH and at the level of country offices.

1. Recommendation:

Flexibility of the Contribution

The flexibility of the Turkish contribution to the UNDP regional programme for the ECIS region is a key feature that should be maintained going forward. The need of the Turkish side for more involvement should be met within the existing consultative process. The parties should strengthen the consultative mechanisms to ensure that there is adequate sharing of information to meet all parties’ needs. In this context, there is room for further improving IRH’s reporting to the Government of Turkey on an annual basis, with greater focus on achievements on the ground at the country level and better feedback from the beneficiaries. This process should involve stronger ownership of the regional programme by the UNDP COs to ensure that national counterparts are on board and priorities at the regional and country level are fully aligned.

Management Response: [Added: 2021/11/19]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The flexibility of the contribution will be maintained in the upcoming replenishments 2022 onwards. Additionally, UNDP will organize regular calls with the senior management of MFA to discuss and update on the partnership.
[Added: 2021/11/19]
IRH Manager 2022/06 Overdue-Initiated
A partnership and communication strategy will be designed to guide effective communication about the regional programme.
[Added: 2021/11/19]
IRH Manager 2022/12 Not Initiated
2. Recommendation:

Visibility of the Turkish Contribution

IRH should further strengthen the tools and approaches through which Turkish visibility is achieved. UNDP COs can play a larger role in this, but so can also Turkish embassies and TIKA offices where they are present. COs have the tools and systems for disseminating information – what they would need from IHR is better labelling of the initiatives (making it clear who has sponsored it), more customized information for dissemination and more specific guidance on how to use it. Turkish embassies should also work more closely with the respective COs and improve Turkey’s visibility by attending UNDP events and even co-leading them. Also, the COs and TIKA can strengthen coordination, co-organize events and participate more often in each other’s activities.

Management Response: [Added: 2021/11/19]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
IRH will advise Country Offices to establish strong cooperation and communication with the respective Turkish Embassies and TIKA offices.
[Added: 2021/11/19]
Partnership Team 2022/12 Initiated
A partnership and communication strategy will be designed to guide effective communication about the regional programme.Projects receiving Turkish contribution will be advised to a visibility guideline will be shared.
[Added: 2021/11/19]
IRH Manager 2022/12 Not Initiated
3. Recommendation:

Involvement of Turkish Entities

IRH and the Government of Turkey should explore ways of engaging Turkish expertise more effectively in the regional programme. This, however, should not be achieved at the detriment of the competitive nature of some of the UNDP activities. Also, COs prefer more competitive ways of procuring and obtaining expertise because that gives them access to a larger market. However, there might be opportunities for greater use of expertise from Government of Turkey institutions that might be attractive to UNDP COs and their national counterparts. Options for how to engage this expertise should be explored in a more systematic manner by the parities.

There are also opportunities for greater engagement of TIKA with the activities of the regional programme. TIKA has a primary focus on practical small infrastructure projects at the community level, which is important for producing tangible results for the targeted communities. However, if it chooses to focus more on governance and institutional aspects which strengthen the sustainability and scalability of interventions, it can benefit more from UNDP’s vast experience in this area. There seems to also be opportunities for more cooperation between UNDP COs and Turkish embassies, especially in those locations where there is no TIKA presence. UNDP can support embassies in the delivery of development assistance, especially in LDC countries. These are opportunities that UNDP and the Government of Turkey could explore in a more systematic fashion.

There is also potential for greater involvement of the UNDP Country Office in Turkey in the activities of the regional programme. This does not mean that the regional programme should conceive activities exclusively for the UNDP Country Office in Turkey, but rather that the CO could be a more active participant in IRH’s regional projects and activities. Again, this requires a well-structured discussion between IRH and the Turkey CO to identify potential areas and mechanisms of cooperation.

Management Response: [Added: 2021/11/19]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
IRH will further assess and explore the interest and demand for Turkish expertise, particularly for the initiatives funded by the Turkish contribution. IRH will continue its close cooperation with TIKA in development cooperation, mainly within the scope of ODA Capacity Building, to potentially result in field based cooperation.
[Added: 2021/11/19]
Partnership Team 2022/12 Initiated Partnerships Team cooperates direclty with TIKA to benefit from Turkey’s development cooperation experience. (Latest cooperation in June 2021, where TIKA co-organized ODA Capacity building series). History
4. Recommendation:

Strengthening the Depth of Interventions

In order to assess the potential for more depth in programming, IRH could undertake an assessment of all activities with a view to identifying sections which seem overly fragmented and which would benefit from more integration and stronger linkages. Such as assessment could inform the programming approaches in the future, aiming for more integration of activities and projects. Areas with potential for further integration include governance and peacebuilding initiatives, climate change and economic development, etc. IRH could also identify and implement measures that strengthen the interaction and collaboration of the teams.

Management Response: [Added: 2021/11/19]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
RBEC new RPD 2022-2025 will be informed by and is aligned with the UNDP Strategic Plan 2022-2025 and it will be prepared with a strong focus on interlinkages and systemic transformation. The programme’s theory of change will demonstrate both alignment with the SP and anchoring programme priorities to CPDs. The RPD 2022-2025 will be aligned with the regionality principles and consistent with the complementary and leveraging role of regional programmes vis-à-vis country and global programmes.
[Added: 2021/11/19]
IRH Manager 2021/12 Completed
5. Recommendation:

Innovations and Scaling-up

Given the large focus of the regional programme and the Turkish contribution on innovations and catalyzation, IRH should deploy tools and systems that enable it to track pilot initiatives more effectively over time and way beyond the end of a project’s lifetime  (which is usually too short to allow for a definitive assessment of the success of pilots). As part of the monitoring and evaluation system, IRH should strengthen its planning and monitoring of pilot initiatives and their demonstration effects, so that their replicability and scaling up are monitored and supported more effectively. IRH should focus on documenting more consistently results, lessons, experiences, and good practices so that they are shared more widely, replicated, and scaled up.

Management Response: [Added: 2021/11/19]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Pilot initiative and project initiation plans will provide final reports including analysis of lessons learned, challenges and recommendations for scalling up.
[Added: 2021/11/19]
IRH Manager 2025/12 Initiated
Final project review reports will include analysis on essons learned, challenges, , and recommendation for sustainability and scalling up.
[Added: 2021/11/19]
IRH Manager 2025/12 Initiated
6. Recommendation:

Implementation and Behaviour Change

IRH (and UNDP in general) should strengthen its approach to policy implementation and behavior change, which are crucial challenges for governments in the ECIS region. There is a need to take a more comprehensive and analytical approach on the support provided to partners in the region on these two aspects. The starting point is to take a more systemic look at how this work is currently conducted and how it may be further upgraded both at the level of IRH and at the level of country offices.

Management Response: [Added: 2021/11/19]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The regional programme will explore applying portfolio approach in programme and project management to further strengthen integration, support agile management, and support streamlining cross-cutting issues.
[Added: 2021/11/19]
IRH Manager 2023/12 Not Initiated

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