Prepared by: Susan Stout Consultant, Results Management

1. State Planning OrganizationMonitoring and Evaluation Development Project ExistingCapacityandGaps in Turkey’s M&E System Prepared by: Susan Stout Consultant, Results Management

2. Today’s Presentation • Overview of the Monitoring and Evaluation Development Project (MEDP) • Key Findings • Elements of Capacity • Remaining Gaps • Lessons and Implications for the Way Forward

3. Overview of the MEDP • State Planning Organization initiated • Conceptualized as part of NDP9 commitment to strengthen focus on results, citizen responsiveness • Supported by IDF Grant from World Bank

4. Objectives • `contribute to the development of a results-based monitoring and evaluation system to measure the achievement of national development goals, as well as effective monitoring and evaluation of the Medium Term Programme (MTP), and Annual Programme’

5. MEDP Process • June 2009 – Training on Results Based Monitoring and Evaluation • Ten Steps Method • October – Dec 2009 – Readiness Assessment • Jan – Feb, 2010 – Workshop on Results Frameworks and NDP, MTP and AP Results Orientation • June 2010 – Training, Sharing Country Experience • ToT for M and E Champions • Making Monitoring and Evaluation Systems Work • Columbia, Mexico Experience • June - September 2010 – Conceptual Framework • Today – Key findings, lessons and Way Forward

6. Guiding Vision: Information on Results Drives Creation of Public Value Public Value Citizens Consumers Taxpayers Authorizing Environment Legislative/Executive set Policy/Fiscal Priorities Operational Capacity Line, Regional, Provincial Service Providers Successful delivery requires integrated planning, budgeting and monitoring and the use of information on results

7. Readiness: Supply Side • Considered both supply and demand side dimensions • Supply Side: • Many of the elements of capacity are available in Turkey • Demand Side: • Ninth Plan Chapter on Improving Monitoring and Evaluation • Ongoing Collaboration with Partners (EU, WB, UNDP, etc)

8. Findings

9. Key Aspects of Readiness Exist • Strong National Planning Framework • NDP 9 structured to address 5 development axes • Includes goal and objective statements – which can be a base for formal statements of expected results • Experience with Participatory Process in preparing 9 NDP • Commitment to accountability, citizen responsiveness and monitoring and evaluation of the NDP

10. Readiness (2) • Mandate for strategic and performance management through passage of Law 5018 • Development of Strategic Plans – with guidance from SPO • Development of Performance Programmes – with guidance from MOF • Complementary reform of Court of Accounts in discussion • Active collaboration with development partners on the issues

11. Readiness (3) • New Organizational Structure at Ministry level • Strategic Development Unıts • Strong Information Infrastructure • TurkStat a strong agency • Recent success in modernization of public expenditure reporting • Positive environment for ‘e-government’ initiatives

12. But Gaps Remain • Need for Proactive Leadership • No substitute • Requires shared messaging across central agencies • Need formal structure to authorize forward movement, assure Parliament, and citizens that results are being delivered

13. Gaps (2) • Risk that the SP and PP are useful, but add up to less than a whole • Guidance for how to monitor and evaluate SPs and PPs not yet formalized • Processes on the measures included in PPs still being developed • Frustration with links between goals and objectives and actual budget classification

14. Gaps (3) • Gaps in aligning resources with performance management • 4 classification schemes, difficult to align with PP expenditures, SP and National Development Plan categories • Lack of Coordination on M and E within and across agencies • Line agencies working, but often at program level, absence of institution-wide perspective

15. Gaps • Little formal or informal dialogue with civil society, media on RESULTS • Conversations too often about promises, not about delivery • Intensive existing reporting requirements, but: • Not clear how reports used • Very little confidence in quality, reliability of data on performance

16. Lessons and Implications • Environment is ripe for accelerating a focus on results • Consistent with promises of Law 5018 • Consistent with a focus on citizen responsiveness • Capabilities are at hand, but need to assembled into a systematic, holistic approach

17. Lessons and Implications • Results Based Monitoring and Evaluation will only be useful when there is effective demand and interest • Effective demand comes through building M and E into the process of decision making – starting with the NDP • This requires a holistic, integrated approach

18. Lessons and Implications • Opportunity to address this challenge through the use of integrated results based management for preparation of the 10th Development Plan • Next session will present our findings on the Way Forward to accomplish this vision by strengthening the links between planning, budgeting, personnel performance and accountability for results using the M&E system

19. Guiding Vision: Information on Results Drives Creation of Public Value Public Value Citizens Consumers Taxpayers Authorizing Environment Legislative/Executive set Policy/Fiscal Priorities Operational Capacity Line, Regional, Provincial Service Providers Successful delivery requires integrated planning, budgeting and monitoring and using information on results

20. Thank you!