Outcome Evaluation of Inclusive and Democratic Governance (IDG) Portfolio

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Evaluation Plan:
2016-2020, Turkey
Evaluation Type:
Outcome
Planned End Date:
06/2019
Completion Date:
06/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title Outcome Evaluation of Inclusive and Democratic Governance (IDG) Portfolio
Atlas Project Number: 89927,89746,105454,96325,89656,87569,89928,86968
Evaluation Plan: 2016-2020, Turkey
Evaluation Type: Outcome
Status: Completed
Completion Date: 06/2019
Planned End Date: 06/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.1.2 Capacities developed for progressive expansion of inclusive social protection systems
  • 2. Output 2.2.1 Use of digital technologies and big data enabled for improved public services and other government functions
  • 3. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
  • 4. Output 2.2.3 Capacities, functions and financing of rule of law and national human rights institutions and systems strengthened to expand access to justice and combat discrimination, with a focus on women and other marginalised groups
  • 5. 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
  • 6. Output 2.6.1 Capacities strengthened to raise awareness on and undertake legal, policy and institutional reforms to fight structural barriers to women’s empowerment
Evaluation Budget(US $): 60,000
Source of Funding: Budgets of projects under IDG Portfolio
Evaluation Expenditure(US $): 32,113
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: TURKEY
Lessons
Findings
1.

3.1.1     Relevance of outcomes to UNDP’s mandate, to national priorities and to beneficiaries’ needs

The IDG portfolio is both relevant to UNDP’s mandate and priorities and responds to beneficiaries needs. Both operational work and normative work are combined in the portfolio. Moreover, all the work is relevant to Turkey’s accession to the EU.  

 

The IDG portfolio is highly relevant to the Tenth National Development Plan. In particular, the combination of normative and operational work in the portfolio – and thus responding to different outcomes - put UNDP in a position to offer support across different government entities, supporting reforms, including policy and legal work as well as introducing pilots while the context was rapidly changing.  (human rights, transparency, access to justice and legal empowerment, anti-corruption, public administrative reform, civic engagement and oversights of the security sector). The portfolio responds to both UNDPs focus on sustainable development as well as democratic governance and peace building. Moreover, the Agenda 2030 for sustainable development is the leading principle in support of the SDGs. The portfolio responds directly to four SDGs (5, 10,11 and 16). Both the Tenth National Development Plan and the Agenda 2030 provide a human development-oriented framework to which the portfolio responds.


Tag: Relevance Local Governance Policies & Procedures Strategic Positioning Country Government Peace Building Security

2.

3.1.2     Relevance of the selected outcomes given the country context and needs, and UNDP’s niche

 

The selected outcomes are relevant both in terms of normative and operational work. They are also relevant to Turkey in terms of adhering to international treaties and conventions that it ratified, the Accession Process to the EU and the Acquis[1], and the regional security situation since Turkey hosts more than 3.5 million Syrian refugees. Since the coup attempt, the introduction of the Presidential system, the dismissal of hundreds of civil servants, including prosecutors and judges, and the changes in government, UNDP’s relevance is becoming more critical and notably its normative work. The EU rapport of 2016 expresses concerns about the violation of human rights after the coup attempt, the backsliding of the public service and the judiciary. Freedom of expression has been reduced and NGOs subject to restrictions.[2] All projects in the portfolio respond to the challenges to the extent possible while building new partnerships and creating trust.


Tag: Relevance Human rights Local Governance Policies & Procedures Peace Building Security

3.

3.2        Effectiveness

 

3.2.1     The extent to which the intended impacts been achieved or are expected to be achieved

 

The portfolio shows mixed signs in terms of achieving results. There are internal as well as external reasons for this. Internally, prodocs differ in terms of definitions of results, outcomes, indicators and measuring progress. When discussing progress, the lack of indicators either qualitative or quantitative is significant and most often indicators are substituted with activities such as setting up a committee or organising a meeting. For example, the prodoc of Transparency in Judiciary is entirely activity based. While completing activities contributes to progress in processes it does not tell us anything on whether these contributed to results. In addition, the focus may change along the way e.g. demining changes geographical area, the indicator needs to be revised due an increased number of people or the indicator is not helpful. Nevertheless, the narrative in the progress reporting provides the best written source to collect evidence on the progress made in relation to the output. In some cases, the reporting is substantive (legal aid) while in others it provides limited information (e-consulate). Also delays (demining, border management, local administrative reform) have hindered effective implementation.


Tag: Effectiveness e-Governance Local Governance Policies & Procedures Country Government Peace Building Security

4.

3.2.2     The extent to whether the outcome indicators chosen are sufficient to measure the outcomes

 

The outcome indicators can only be achieved to the extent that the outputs have been achieved and logically relate to the outcome indicators. As described above the outputs have considerable internal issues while the context has also had an impact on the implementation of the work. The Legal-Aid Phase I Project is the single project that has reflected on the indicators during progress reports using the SMART indicators guidelines and show how the different components interrelate. In this sense the sequencing may also be challenging. For example, performance monitoring on legal aid only makes sense if training has been completed and management information systems work. This assumes that components and their activities have a logical sequencing. This can be challenging in implementation when goods and services need to be procured, planned activities are postponed, and the sequencing becomes distorted.


Tag: Effectiveness Impact Monitoring and Evaluation

5.

3.2.3     The extent to which sufficient progress has been achieved vis-à-vis the outcomes as measured by the outcome indicators

 

The portfolio with its 13 projects in various sectors as well as its cross sectoral support, including normative work has made reasonable progress towards outcome 2.1 and limited progress towards 3.1. This judgement must be put into context since the progress is significantly affected by the context both in terms of systemic government and governance changes as well as substantial delays. Moreover, changes have occurred that cannot be measured in terms of how the original intended objectives have been affected also due to the lack of SMART indicators.

 

While some projects had good results thereby contributing to the outcomes (Legal Aid Phase I, Transparency in Judiciary, Access to Justice for refugees; e-consulate) the outcomes could not be achieved due to: i) significant changes in the context; ii) as a result of significant delays; iii) additional work that needs to be undertaken to make progress and thus second and third generation projects which are being introduced (LAR III and CO III); and iv) monitoring and evaluation which is poor and thus assessing progress towards the outcome is limited.


Tag: Human rights Justice system Local Governance

6.

3.2.4     The main factors (positive and negative) that have/are affecting the achievement of the outcomes: the extent to which these factors limited or facilitated progress towards the outcome

 

The changing country context has affected the implementation of the portfolio: there has been a continuous structuring within the government through ministries (which are main partners of UNDP) since 2016, including the recent introduction of the Presidential System which led to significant changes for UNDP. New partnerships had to be established, both sides had to get familiar and adjust with the restructuring and new Presidential System. This affected the time required for contracting, starting and implementing projects while at the same time staff turnover in government was high.  


Tag: Effectiveness Impact Human rights Local Governance Country Government Peace Building Security

7.

3.2.5     The extent to which UNDP contributed to gender empowerment/ gender equality

 

UNDP’s Gender Equality Strategy is the main document which defines the way how UNDP addresses gender equality and women’s empowerment in different support areas of UNDP. The strategy follows the CPD and UNDP Strategic Plan in which gender mainstreaming is identified as a crosscutting issue: a sole output is dedicated to gender equality, but it is also mainstreamed within all other CPD outputs. In line with the UNDP Strategic Plan, CPD for Turkey prioritizes women’s participation to labour market, women’s participation in decision-making processes and elimination of Sexual and Gender Based Violence (SGBV). With a macro level approach, UNDP mainstreams gender equality and women’s empowerment within all its interventions. Reducing discrimination and enhancing gender-sensitive policymaking through development of inclusive gender-responsive tools are the main goals of the UNDP Turkey CPD. In this respect, strengthening national gender equality machinery and its extension to the local level, targeting regions of greatest inequality are main goals. [1]


Tag: Gender Equality Gender-Based Violence Women's Empowerment Policies & Procedures Country Government UN Agencies Security

8.

3.2.6     Factors that influenced the differences in participation, benefits and results between women and men

 

Most prodocs include requirements that include a disaggregated level of participation from women, men or in participation to activities or events and mostly training. This information, however, appears to be reported upon since it can demonstrate that women have participated in an event relevant to them. There is, however, never any follow up what this information means in the context of the work, whether it has an impact on gender equity or whether such data contribute to the objectives to be achieved.


Tag: Gender Equality Gender-Based Violence Women's Empowerment

9.

3.2.7     UNDP’s ability to develop national capacity in a sustainable manner (through holistic, participatory and gender–sensitive approach, building and strengthening institutional linkages, transparency and accountability, exposure to best practices in other countries, south-south cooperation)

 

Building national capacity runs through all the interventions in this portfolio. Considerable efforts have been undertaken to asses capacity, develop various strategies to address gaps and shortcomings and build units in government to make the capacity building effort sustainable. This has only been partially achieved.


Tag: Gender Equality Women's Empowerment Capacity Building South-South Cooperation

10.

3.2.8     UNDP’s ability to respond to changing circumstances and requirements in capacity development

 

Given the changes in the context, delays and other implementation issues, UNDP has managed to stay the course and deliver as best as it could despite the changes in demining, border management, access to justice and legal aid, transparency in judiciary, capacity development of the Ombudsman Institution, and the e-consulate support. Two projects are just coming on stream, LAR III and CO III while the support in gender mainstreaming in the Development Agency and Integrity in the Municipality have come to a halt. On balance, therefore, the responsiveness is somewhat uneven. For the latter two follow up interventions would have been justified in order to maintain momentum, not lose the investment and use opportunities that beneficiaries are motivated and show ownership. Moreover, the fact that these two pilots are not at national level provide opportunities to test the water beyond the pilots organisations at local levels.


Tag: Sustainability Justice system Rule of law Policies & Procedures

11.

3.2.9     The extent to which different outcome definitions feed into each other and possible synergy between these.

 

The two outcome definitions are mutually reinforcing and outcome 3.1 could be referenced in all the work under outcome 2.1. either in the project; in the sector; in the beneficiary’s organisations and with a view of the ultimate beneficiaries in mind which is the ultimate objective of outcome 3.1. The challenges described in, for example, the gender equality section above highlights the issues at government level but at the same time addressing these systematically has failed.


Tag: Gender Equality Country Government

12.

3.3Efficiency

3.3.1     The extent to which outcomes derive from efficient use of resources

 

There is limited evidence that resources have been used inefficiently but there is anecdotal evidence that beneficiaries organise events against a lower price than those that have been rewarded contracts through UNDP’s procurement. While this has not been systematically reported it has resulted in questions from the beneficiary. This in turn could lead to questions from those who finance the work.


Tag: Efficiency Human and Financial resources Procurement Project and Programme management

13.

3.3.2     The extent to which UNDP has contributed to the outcomes versus that of its partners

 

The extent to which UNDPs contribution to the outcome can be attributed to UNDP alone is limited in the sense that for all projects government plays a key role in implementation. The Demining and Integrated Border Management work is more of a standalone intervention and jointly with government the results have been achieved even if the indicators were not met. In other projects (except for the Development Agency, the Integrity work at the municipality and e-governance) beneficiaries benefit from other support as well. Related to UNDP’s niche its capacity building focus is the main contribution leading to changes in legislation, policies and declarations. Its technical work contributes to partners improved knowledge and skills and if the environment is conducive moves up to the level of political decision making. The latter remains difficult since the changes after 2016.

 


Tag: Country Government Capacity Building

14.

3.4       Sustainability:

3.4.1     The extent to which benefits/activities continue after the programme cycle

 

A considerable number of projects in the portfolio will have immediate follow up, including e-consulate, demining, border management and legal aid while some are just coming on board as second or third generation projects, including support to the NHREI; LAR III and CO III. The small projects on gender mainstreaming and local integrity would require follow up since these came to an abrupt halt in 2016/2017. While resources have been secured for those that have immediate follow up and the ones that come on board, there is less certainty for others such as Transparency in the Judiciary. The only project that can be considered closed is the support to the Ombudsman Institution, but the question remains open whether more needs to be done to all human rights institutions in the country, including supporting NGO’s to make progress towards the Paris Principles.

 

Both the operational and normative work remains ‘work in progress’ with limited budget lines from government. Moreover, the recent economic downturn may make it more difficult for government to set priorities that meet the UN’s work.

 


Tag: Sustainability Gender Mainstreaming Peace Building Security

15.

3.4.2     The prospect of the sustainability and replicability of UNDP interventions related to the outcome

 

The key challenge is how government will continue to set its policy priorities within existing budget lines that would secure partial or complete continuation of the work reflecting the forthcoming 11th National Development Plan. The EU is the main contributor to demining; border management and public administration reform. SIDA has financed and continues to finance Legal Aid and has supported the Ombudsman. Government has financed the e-consulate work and Transparency in Judiciary, is contributing to demining and is financing new units that oversee demining such as TURMAC.  It is unlikely that government will come forward with considerable financing for any of these projects. The sustainability must also be understood in terms of goals identified such as EU accession and meeting international conventions, norms and standards.


Tag: Sustainability Justice system Rule of law Policies & Procedures Country Government

16.

3.5        Degree of Change

3.5.1     The positive or negative, intended or unintended changes brought about by UNDP’s intervention in these outcomes

 

Outcome 2.1

The degree of change is limited due to the events since 2016 and in some cases the government has changed things significantly; for example, the creation of the NHREI with a new board means that UNDP needs to start over again. Similar efforts will be required for restructured ministries which are the main beneficiaries of public administration reform.  Plus, progress on gender equality is hindered by a conservative stance by government on this topic.


Tag: Effectiveness Sustainability Gender Mainstreaming Justice system Local Governance Rule of law Country Government

17.

3.5.2     The key contributions that UNDP has made/is making to the outcome


Firstly, the context has not been favourable to inclusive and democratic governance since the coup attempt in 2016. The centralisation of power has had a reverse effect on UNDP’s long-standing support to decentralisation; service delivery; human rights, gender equality, it supports to the justice sector and more recently its operational work in demining and International Border Management. The delay of LAR III and CO III means that these projects have started in less favourable circumstances and that there is a level of control since the Budget Office of the President has become UNDPs key interlocutor and approval mechanism.


Tag: Gender Mainstreaming Women's Empowerment Justice system Rule of law Peace Building

18.

5.        The extent to which UNDP made significant contributions in terms of strategic outputs

 

The contributions to the outputs have been determined based on progress towards indicators as well as key achievements. See Annex 5 for an overview. This annex has been prepared to collect all the work done in order to reach the outputs and collect evidence since indicators were not always identified, the course of the work changed while progress towards the outputs has been made based on the implementation of activities.

 

In some cases, more work was undertaken than originally identified. At the same time, changes that occurred within projects and have at times led to achieving more than the output indicators formulated. For example, more people were trained or support to legislation was provided that was unforeseen.  In terms of project outputs from the 13 projects four are in progress with results expected at a later stage; five are in green with the projects objectives mostly completed and three are in blue which have only just begun. Based on this overview on balance there is reasonable progress towards the outputs.


Tag: Effectiveness

19.

6.        UNDP’s partnerships

6.1      The appropriateness and effectiveness of UNDP’s partnership strategy

 

UNDPs engagement with partners has been overall quite effective. In IDG Portfolio, partnerships have continued in first instance based on previous work with government. The new system has, however, brought changes in government structures and civil servants. For example, in the judicial sector many were replaced as well as in other sectors which meant that partnerships had to be renewed and UNDP had to rebuild trust and engagement. The same is the case for oversight institutions such as the NHREI which has a new Board appointed by the President. UNDP’s first intervention was to organise informative and consultative sessions to increase the knowledge of NHREI experts on the UN Human Rights System, the requirements of the Paris Principles and the accreditation process and what the new activities may be carried out as a non-accredited institution. Among the best examples of effective partnerships are the Ministry of Interior, Ministry of Justice, the Court of Cassation, The Union of Turkish Bar Associations the Ombudsman Institute, the Ministry of Defense, Ministry of Foreign Affairs, Union of Municipalities of Turkey. It must also be noted that UNDP has made good use of available and relevant academic expertise for its projects. An obvious advantage is that there are no language barriers and that experts are recognized in their own field.

 

UNDP’s work with NGO’s was less visible and not pro-active. It is not clear whether this is related to the changes in Turkey since the failed coup attempt. Some have pointed to the fact that there may be risks for NGOs to work in particular areas relevant to UNDPs work such as gender equality and human rights.


Tag: Relevance Human rights Bilateral partners Country Government UN Agencies

20.

6.2      UNDP’s capacity regarding the management of partnerships

 

IDG Portfolio has broadened its partnerships to include not only the national and local governments, but also research institutions, line ministries, donors, and other UN agencies. In this regard, projects of the Portfolio have been cooperating with the following key partners in achieving development results.

  • Presidency Office of Strategy and Budget (former Ministry of Development)
  • Turkish Grand National Assembly
  • Ministry of Foreign Affairs 
  • Ministry of Interior
  • Ministry of Defence
  • Turkish Land Forces Command
  • Ministry of Justice
  • Ministry of Environment and Urbanization 
  • Court of Cassation
  • Union of Turkish Bar Associations
  • Ombudsman Institution 
  • National Human Rights and Equality Institution 
  • Union of Provinces
  • Union of Municipalities of Turkey
  • Development Agencies
  • Municipalities
  • Other UN Agencies (UNFPA, OHCHR, UN Women, UNHCR)

 


Tag: Relevance Civil Societies and NGOs Country Government

21.

6.3      UNDP’s ability to bring together various partners across sectoral lines

 

UNDP in the legal aid project has been successful in bringing different partners together in a single sector which have been working for many years in a silo fashion. Representatives from the Judiciary, Ministry of Justice, UTBA, NGOs and other stakeholders consider it UNDP´s contribution to improved collaboration resulting in relevant and good project results. The meetings held and trainings provided have contributed to achieving the outputs while also breaking down the silos. UNDP has managed to overcome the scepticism of some and managed to engage partners constructively both in terms of facilitator and providing expertise and international comparative advantage. This has been beneficial to UNDP in terms of guidance on complex processes that are imbued with political hurdles.


Tag: Effectiveness Bilateral partners Civil Societies and NGOs Country Government UN Agencies

22.

7.        UNDP’s positioning

7.1 UNDP’s strategic positioning and comparative advantage

 

During the portfolio UNDP has positioned itself strategically in terms of providing global expertise to government and other beneficiaries. Its pool of experts provides relevant and effective inputs both in terms of normative and operational work.  While the portfolio is and remains relevant, the implementation has been challenging which can undermine UNDPs position in terms of being able to deliver in time and in some instances with a sense of urgency. In particular donors may be dissatisfied which needs attention since HMICs have not that many donors to choose from and effective positioning as a preferred partner can be undermined.

 


Tag: Relevance Human rights Strategic Positioning Civil Societies and NGOs Agenda 2030

23.

7.3 UNDP’s support for the inclusive and democratic governance and its contribution to the attainment and understanding of the SDGs

 

The Government of Turkey has started preparing a new National Development Plan for 2019-2023 and to intends to integrate the SDGs into the national agenda. A stock-taking analysis to determine the current status of the SDGs in Turkey was undertaken and UN Agencies have provided their contribution by full participating in this stock-taking analysis meetings and provided its collective comments on the draft stocktaking analysis report.


Tag: Relevance Human rights Country Government UN Agencies Agenda 2030

24.

1.Best and worst practices

 

The two projects (Development Agency, Gender Mainstreaming) that have come to a halt since 2017 are not a good practice. Beneficiaries and those who support them do not really understand why the work has been aborted. The work as just beginning, beneficiaries were highly motivated, and experts well placed to move forward. 


Tag: Sustainability Knowledge management

Recommendations
1

1. Given the new reality that UNDP needs to work with, it is highly recommended that it stays engaged in the human rights institutions and supports these in a constructive, capacity building fashion that opens dialogue. While the Ombudsman Institution has a considerable number of donors, the question to be answered is whether UNDP can support it in a complementary way to the NHREI. Both these institutions form the benchmark for adhering to human rights and UNDP´s normative work.

2

2. To the extent possible, UNDP needs to engage and rebuild its partnership with NGOs that are relevant across the portfolio and to the sectors its supports. The same is the case for other institutions such as the Parliament. Given the changes in the context the room for NGOs may be limited and increasing transparency and holding government to account remains a key principle to inclusive and democratic governance.

3

3. The projects that have come to a stand still need to be reconsidered. Given the recent local elections it is recommended that these single pilots are introduced in more than one agency or municipality. This would enhance inter-organisational learning, better use of resources (trainers and workshops) and potentially cross-fertilization across the subjects (integrity and gender mainstreaming could also be introduced in both) and the regions. It would enhance learning and more comparative results across organisations. An additional advantage is that UNDP would work at sub national and local level where the appetite for critical democratic principles and human rights may be more favorable.

4

4. UNDP needs to urgently revive its Gender Strategy and write an action plan how it will implement this in house and in its projects. Gender screening must be mandatory for projects, including gender mainstreaming in components and relevant indicators for measuring progress. It should work more jointly with some of the other UN agencies such as UNFPA and UN Women. Both have expressed interest and given their local focus UNDP may be able to make more progress at that level considering the challenges at national level UNDP needs to consider whether the outcome 3.1 outputs could be more integrated in outcome 2.1. One way forward would be to determine which substantive projects would be related to both 2.1 and 3.1 in project design while cross cutting issues for gender need to be part of the entire portfolio.

5

5. UNDP stay the course in second and third generation projects and consider building further at generation four: keep donors and beneficiaries on board based on progress made and the far-reaching international goals, norms and standards, conventions and agendas.

6

6. UNDP needs to define its strategic entry points at national, sub national and local level. Given the context an appropriate mix has worked very well in Legal Aid I, for example, and LAR III is expected to introduce reforms at local level. This will provide it with visibility and options to engage in sensitive topics that may be better received at lower levels of government. For the human rights agenda, it needs to stay engaged with the human rights institutions at national level such as the NHREI and the Ombudsman. Its first approach to introduce human rights at the NHREI has worked well and the dialogue with the top of the bureaucracy will be critical to remain engaged. Similarly, it can capitalize on the work completed in the justice, demining and border governance sectors. There is momentum now that results are visible, capacity has been built to a significant extent and government has appreciation for UNDP.

7

7. Given the results of the recent local elections may provide UNDP with opportunities to engage around integrity, gender equality, human rights and social development and inclusion. Such pockets of ‘good governance’ at subnational and local may set an example, facilitate partnerships and create advocacy for internationally agreed norms and standards. 

8

8. UNDP needs to revive its partnership with NGOs, Parliament and other oversight bodies at all levels and across the portfolio.

9

 9. Consider undertaking more joint work in close collaboration with other UN agencies to meet the SDGs. More joint work among different portfolios within UNDP is another pathway for the future.

10

10. Improve the development of prodocs with SMART indicators and more analysis based on the current situation. Include SDG analysis and contribution towards government SDGs goals. The latter is particularly relevant since the introduction of the Presidential System and the subsequent changes in government: how can such changes be turned into opportunities?

11

11. Support the e-consulate work in promoting its work abroad and consider an exit strategy for UNDP now that the work is reaching a level where government should be able to manage this process internally.

12

12. Develop and Theory of Change for the portfolio that also feeds into and supports the new CPD. This could help to get a clearer picture on how focus elements interrelate and how gender equality and human rights-based approaches could be included in all the projects.

1. Recommendation:

1. Given the new reality that UNDP needs to work with, it is highly recommended that it stays engaged in the human rights institutions and supports these in a constructive, capacity building fashion that opens dialogue. While the Ombudsman Institution has a considerable number of donors, the question to be answered is whether UNDP can support it in a complementary way to the NHREI. Both these institutions form the benchmark for adhering to human rights and UNDP´s normative work.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

UNDP has strong working relationships both with Ombudsman Institution and Turkish NHREI. Its capacity building support to Ombudsman Institute via the SIDA funded project just finished in 2018. The UNDP support to NHREI has ben continuing with various training programs and workshops to the institution and its board. In Autumn 2019, the institution will be provided with a Capacity Assessment Study to be conducted jointly by UNDP Turkey, ENNHRI and OHCHR. The results of the Study will be used to further develop the DoA for the pipeline Capacity Development Project targeting NHREI to be funded by EU.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2 Contracting of Pipeline Project “Strengthening the Institutional Capacity of Human Rights and Equality Institution of Turkey in Line with International Human Rights Standards”
[Added: 2019/07/18] [Last Updated: 2021/01/21]
UNDP Turkey, MFA Presidency of EU Affairs and EUD to Turkey 2021/07 Initiated History
1.1 Conducting NHREI Capacity Assessment Study
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2020/09 Completed The Report has been produced by the CA Team and shared with the NHREI for their comments and after reflection of the comments, the process has been finalised in September 2020. History
2. Recommendation:

2. To the extent possible, UNDP needs to engage and rebuild its partnership with NGOs that are relevant across the portfolio and to the sectors its supports. The same is the case for other institutions such as the Parliament. Given the changes in the context the room for NGOs may be limited and increasing transparency and holding government to account remains a key principle to inclusive and democratic governance.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

In all the ongoing and pipeline projects of the Portfolio, UNDP engages well with related NGOs active in the sectors related with the field of the Project. The newly contracted 2nd Phase of Legal-Aid project has a specific component to increase the cooperation between NGOs and all institutions which are active in legal-aid assistance. The third-generation projects on Local Administration Reform (LAR III) and Civilian Oversight of ISFs (CO3) takes NGOs and citizen groups at the heart of their implementation at local levels. For LAR III, there is a specific activity to design a new local governance model which will specifically focus on the role of NGOs/CSOs within the metropolitan level governance processes. There is also the pipeline project on Civic engagement whose co-beneficiary will be GD Relations with Civil Society of Ministry of Interior. The project is specifically designed to improve the cooperation and partnership between civil society, NGOs/CSOs and local administrations for strengthened local and democratic governance. Proposed project aims to create an enabling environment for increased awareness of civil society’s engagement into policy making processes, through innovative enhanced community-based initiatives and promotion of volunteerism in Turkey, which would also feed in localizing and implementation of SDGs and EU Guidelines on civil participation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2 Involving NGOs/CSOs into new metropolitan level local governance model implementation
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey, ministry of Interior and Ministry of Environment and Urbanization 2021/06 Initiated The activity has been postponed due to Covid-19 outbreak and rescheduled for 2021. History
2.4 Contracting of Pipeline Project “Civic Engagement and Voluntarism in Turkey”
[Added: 2019/07/18] [Last Updated: 2020/12/18]
UNDP Turkey, MFA Presidency of EU Affairs and EUD to Turkey 2021/06 Initiated The DoA has been prepared and discussed/consulted with the MFA, UMT and MoI. DoA has been submitted to the EUD in October 2020, however EUD is expected to take it into its agenda in the first half of 2021 to complete signature processes. History
2.1 Involving NGOs/CSOs into improving legal-aid assistance in Turkey
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey and Union of Turkish Bar Associations 2020/09 Completed NGOs/CSOs are involved in improving legal-aid assistance in Turkey by participating in regional meetings and activities organized within the “Improvement of Legal Aid Practises Project (ILAP a.k.a SILA Phase II)”. The first regional meeting was held on 10th of March 2020. NGOs/CSOs working in the field of women’s rights and protection provided information about practices, challenges and associated solutions in their provinces. The second regional meeting has been delayed due to the Covid-19 pandemic and is expected to be held in 2021. Furthermore, NGOs/CSOs have crucial roles as “referrers” in local legal-aid and violence prevention mechanisms which will be strengthened during the implementation of the same project. On the overall, IDG portfolio is confident in that NGOs are actively involved into legal aid architecture of Turkey in UNDP interventions. History
2.3 Involving NGOs/CSOs into civilian oversight of ISFs in Turkey
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey and Ministry of Interior 2020/09 Completed Local Prevention and Security Boards have been established and CSOs are integral part of these boards. CSOs working on various fields are active members of the Boards. However, due to Covid-19 outbreak, the workshops and consultation meetings have been postponed until August 2020. Currently, the meetings have started to be organised either online or face-to-face. CSOs are also part of the consultation groups for developing legislative framework for the National Crime Prevention Office. History
3. Recommendation:

3. The projects that have come to a stand still need to be reconsidered. Given the recent local elections it is recommended that these single pilots are introduced in more than one agency or municipality. This would enhance inter-organisational learning, better use of resources (trainers and workshops) and potentially cross-fertilization across the subjects (integrity and gender mainstreaming could also be introduced in both) and the regions. It would enhance learning and more comparative results across organisations. An additional advantage is that UNDP would work at sub national and local level where the appetite for critical democratic principles and human rights may be more favorable.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

In the last couple of years projects of the Portfolio mostly focused on national level policy making and capacity building of national level organizations, agencies and/or ministries. There has been also strong focus for systems improvement at the national level. The local level single initiatives such as local integrity and gender mainstreaming could not be given energy to be replicated with new pilots. With the new generation of local public administration reform projects and new programming strategies of major donors including EU and SIDA, it is believed that those successful experiences will have more ground to be experimented further. The pace is also expected to increase after the local elections. Furthermore, there will be field surveys, questionnaires and opinion polls as part of LAR III and CO3 projects which will also provide important feedback from the local level policy needs that can be transferred to new project ideas. Finally, the pipeline project on Civic Engagement will be an important practice at the local level having 6 pilot provinces and its local authorities and stakeholders actively involved into its activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.2 Local level best practices via LAR IIII and CO3 projects
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2021/09 Initiated In the scope of LARIII, activities concerning pilot implementations have been postponed due to Covid19 outbreak, are rescheduled and will be held once the travel and face-to- face gatherings will be safe. In the scope of COIII, the workshops and consultation meetings have been postponed until August 2020. Currently, the meetings have started to be organised either online or face-to-face to support the local boards to prepare local action and prevention plans. History
3.3 Contracting of Pipeline Project “Civic Engagement and Voluntarism in Turkey"
[Added: 2019/07/18] [Last Updated: 2020/12/18]
UNDP Turkey, MFA Presidency of EU Affairs and EUD to Turkey 2021/06 Initiated The DoA has been prepared and discussed/consulted with the MFA, UMT and MoI. DoA has been submitted to the EUD in October 2020, however EUD is expected to take it into its agenda in the first half of 2021 to complete signature processes. History
3.1 Contacts for funding opportunities for project concept on Local Integrity
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2020/12 Completed The Concept Note on Local Integrity has been shared with SIDA for review. The document will be reconsulted and considered in the scope of SIDA’s new cooperation reform strategy for the Western Balkans and Turkey 2021-2027, which is currently under preparation. Possible funding opportunities are still being explored. History
4. Recommendation:

4. UNDP needs to urgently revive its Gender Strategy and write an action plan how it will implement this in house and in its projects. Gender screening must be mandatory for projects, including gender mainstreaming in components and relevant indicators for measuring progress. It should work more jointly with some of the other UN agencies such as UNFPA and UN Women. Both have expressed interest and given their local focus UNDP may be able to make more progress at that level considering the challenges at national level UNDP needs to consider whether the outcome 3.1 outputs could be more integrated in outcome 2.1. One way forward would be to determine which substantive projects would be related to both 2.1 and 3.1 in project design while cross cutting issues for gender need to be part of the entire portfolio.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

Gender screening of IDG Portfolio has been underway and its results will be reflected into its related outcomes and outputs for the new CPD. Gender mainstreaming in project components and activities has been a constant practice for its project development and implementation. For sure Legal-aid Phase III, LAR III and CO III; and pipelines on Civic Engagement and NHREI capacity development could profit from extra support when it comes to gender equality. All those projects have/will have activities to engage NGOs working in the field of gender equality.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Gender mainstreaming into on-going project activities
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey, Gender Advisor 2020/09 Completed Gender mainstreaming are being ensured throughout the implementation of activities in all ongoing projects in the Portfolio. The new initiatives are being developed in close consultation with UNDP Turkey Gender Analyst and gender concerns are reflected into the relevant documents to the extent possible. A new project on Enhancing Access to Public Services and Recourse for Violence Against Women (VAW) Survivors has been developed and has been granted with funding from UNDP Funding Window for Governance for Inclusive and Peaceful Societies (GIPS), sub-window on Democratic Governance (DG) as of September 2020. History
5. Recommendation:

5. UNDP stay the course in second and third generation projects and consider building further at generation four: keep donors and beneficiaries on board based on progress made and the far-reaching international goals, norms and standards, conventions and agendas.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

UNDP will keep close contact and communication with the donors and beneficiaries, directly involving them in project implementation to apply a flexible and responsive approach to evolving needs of the local population and stakeholders. In highly sensitive areas of human rights and governance, this would also ensure that the international principles are fully applied regardless of the political situation. 

Key Actions:

6. Recommendation:

6. UNDP needs to define its strategic entry points at national, sub national and local level. Given the context an appropriate mix has worked very well in Legal Aid I, for example, and LAR III is expected to introduce reforms at local level. This will provide it with visibility and options to engage in sensitive topics that may be better received at lower levels of government. For the human rights agenda, it needs to stay engaged with the human rights institutions at national level such as the NHREI and the Ombudsman. Its first approach to introduce human rights at the NHREI has worked well and the dialogue with the top of the bureaucracy will be critical to remain engaged. Similarly, it can capitalize on the work completed in the justice, demining and border governance sectors. There is momentum now that results are visible, capacity has been built to a significant extent and government has appreciation for UNDP.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

Coming to the end of the CPD period, new phases of national level system improvement and policy making projects in the fields of justice, legal-aid, demining and border governance has recently given start with Demining Phase III under preparation. Support to human rights agenda is also underway with the collaboration with NHREI. The ongoing projects of LAR III and CO3 are expected to document local level needs via project surveys and local level implementations which will be used as bases for new local level projects in addition to Portfolio’s best practices on former local and regional level projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.2 Contracting of Pipeline Project “Strengthening the Institutional Capacity of Human Rights and Equality Institution of Turkey in Line with International Human Rights Standards”
[Added: 2019/07/18] [Last Updated: 2021/01/21]
UNDP Turkey, MFA Presidency of EU Affairs and EUD to Turkey 2021/07 Initiated History
6.1 Conducting NHREI Capacity Assessment Study
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2020/09 Completed The Report has been produced by the CA Team and shared with the NHREIIE for their comments and after reflection of the comments, the process has been finalised in 2020 September 2020. History
6.3 Demining Phase III
[Added: 2019/07/18] [Last Updated: 2020/12/18]
UNDP Turkey, MAFAM and EUD to Turkey 2021/12 Completed DoA signed on 17.12.2020 and the project officially initiated. History
7. Recommendation:

7. Given the results of the recent local elections may provide UNDP with opportunities to engage around integrity, gender equality, human rights and social development and inclusion. Such pockets of ‘good governance’ at subnational and local may set an example, facilitate partnerships and create advocacy for internationally agreed norms and standards. 

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

Following the local elections, it is seen that new local policy agendas are underway. Newly elected local leaders and their teams signaling their priorities towards more inclusive and citizen-oriented approaches in decision making and implementation. It is now for UNDP IDG Portfolio to present its already existing capacity in introducing good governance practices and policy making to the newly elected leaders and councilors.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Consultative and policy development grounds of LAR III to be used for innovative and inclusive approaches towards good governance
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2021/12 Initiated The activity is postponed due to Covid-19 outbreak and rescheduled towards the end of 2021 History
7.1 Consultative and policy development grounds of LAR III to be used for innovative and inclusive approaches towards good governance
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2021/06 Canceled
8. Recommendation:

8. UNDP needs to revive its partnership with NGOs, Parliament and other oversight bodies at all levels and across the portfolio.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

UNDP has just recently initiated the third-generation project on civilian oversight of ISFs which includes variety of activities involving citizens, NGOs/CSOs and having specific component on Parliamentary oversight (for further notes on partnership with NGOs please see management response number 2)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Consultative and policy development grounds of CO3
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey, Ministry of Interior and Grand National Assembly of Turkey 2021/12 Initiated Consultation group for developing legal framework for the National Crime Prevention Office and Local Boards has been established under the presidency of the MoI and two meetings have been conducted and after completion of the 5 meetings a pre-draft legal framework will be prepared. History
8.1 Consultative and policy development grounds of CO3
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey, Ministry of Interior and Grand National Assembly of Turkey 2021/12 Initiated Engagement with the GNAT continues, after holding 3 workshops, policy recommendations have been prepared and preparation of the strategy has been initiated. History
9. Recommendation:

 9. Consider undertaking more joint work in close collaboration with other UN agencies to meet the SDGs. More joint work among different portfolios within UNDP is another pathway for the future.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

As noted above most of the IDG projects of the programming period were national level policy making and system improvement projects. Although their role in meeting with SDGs were quite important, UNDP believes that there are further initiatives to be taken; especially in localising SDGs. The third-generation projects in the field of public administration reform and phase II legal-aid has important implementing grounds for that purpose. The joint work within the programming period were mostly in the field of access to justice with UNHCR which opens up a longer and stronger ground for further cooperation with new projects/initiatives. IDG inherited successful experiences with UNFPA and UN Women in the fields of women empowerment in decision making. The existing capacity is believed to be channeled into new projects in the forthcoming period.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 LAR III joint planning and implementation with ISG portfolio
[Added: 2019/07/18]
UNDP Turkey 2021/06 Initiated
10. Recommendation:

10. Improve the development of prodocs with SMART indicators and more analysis based on the current situation. Include SDG analysis and contribution towards government SDGs goals. The latter is particularly relevant since the introduction of the Presidential System and the subsequent changes in government: how can such changes be turned into opportunities?

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

For the new programming period, in addition to lessons learnt throughout the monitoring of indicators and result-oriented reporting, a new programming and M&E team established with clear SOPs. Further studies will be conducted for SDG analysis and the new introduced 11th national development plan will guide the upcoming programming and project development with smart indicators.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
SDGs and 11th Plan priorities to be integrated into new project concepts and DoAs
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2019/09 Completed SDG and 11th PlanDP priorities have been integrated into the new project concept notes and DoAs for Civic Engagement, NHREI, Demining III, VAW projects and alsoas well as in the Action Fiches for the Projects submitted in the scope of to the IPA III programmings History
11. Recommendation:

11. Support the e-consulate work in promoting its work abroad and consider an exit strategy for UNDP now that the work is reaching a level where government should be able to manage this process internally.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

Contractual management support is considered to be an important asset of UNDP in Turkey in some key areas of interventions with MoFA, Ministry of Labor and Ministry of Agriculture.  However, UNDP with its strong knowhow and experience in those fields is willing to support the GoV on substantial technical issues as well.  To this end, specific to the e-consulate project UNDP agreed with MoFA to evolve its partnership. resulting with the transfer and promotion of the innovative systems and tools to other geographies in the world, where UNDP operates

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Consultations with MFA for international events for promotion and experiences sharing
[Added: 2019/07/18] [Last Updated: 2021/01/21]
UNDP Turkey 2021/12 Initiated History
12. Recommendation:

12. Develop and Theory of Change for the portfolio that also feeds into and supports the new CPD. This could help to get a clearer picture on how focus elements interrelate and how gender equality and human rights-based approaches could be included in all the projects.

Management Response: [Added: 2019/07/18] [Last Updated: 2020/12/02]

Together with RBM trainings, the IDG portfolio is also getting support of socio-political analysis of current policy environment, analysis of human-rights policy agenda and IDG gender screening so that results of all analyses can feed the new CPD.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 The results of the mentioned analysis will be integrated into project concepts and DoA under preparation
[Added: 2019/07/18] [Last Updated: 2020/09/04]
UNDP Turkey 2020/04 Completed The Theory of Change for the Portfolio with associated analyses fed the new CPD and guide the new project concepts and DoAs under preparation. History

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