Table 4. SDG Heat Map Policy-Strategy Legislation Institutional Framework Project Inventory Implementation SDG 1 SDG 2 SDG 3 SDG 4 SDG 5 SDG 6 SDG 7 SDG 8 SDG 9 SDG 10 SDG 11 SDG 12 SDG 13 SDG 14 SDG 15 SDG 16 SDG 17 Colour Compliance Level % 0-20 % 20-40 % 40-60 % 60-80 % 80-100 Narrative Low Medium-low Medium Medium- advanced Advanced TA review of Turkey’s SDG heat map reveals that in terms of policy-strategy, more than half of SDGs reach the medium-advanced level and the rest is at medium level. A better outlook draws attention in the legislation, with the number of medium-advanced level SDGs reaching 10. Although the responsibilities on the public institutions level are foreseeable, as there is no institutional structure in place which is associated with SDGs and managed regularly, the institutional framework displays a worse outlook than policy-strategy and legislation, while almost all SDGs are at medium level in project inventory and it attracts attention that they again converge to medium level when realisation is reviewed. 28 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals”
3.4.2. Interlinkages between SDGs in the context of Turkey The Agenda 2030 involves interlinkages between goals; the themes have overlapping areas across 17 SDGs; and some of the targets under different SDGs also overlap. For this reason, it is important to consider the relationship between the targets in a holistic approach, to be able to prioritise for faster progress, and allocate resources accurately. Turkey conducted this SDG mapping to identify SDGs’ gravity centres which have the highest number of fore- and back- linkages for SDG implementation. In SDG mapping, the relations between SDGs, and direction and level of each relation were identified on the basis of SDG targets applicable to Turkey. When determining the direction of the relationship, whether a target impacted the associated target or was impacted by the associated target, was taken into consideration, and the relationship was categorized as “impacting” versus “impacted”. “Impacted” refers to the positive or negative impact of another target on the target being reviewed, and “impacting” refers to the effect and decisiveness of the target being reviewed on another target. Some targets both impact and are impacted by other targets. This is described as “mutual interaction”. The following table shows strength of interlinkages among targets for each SDG on the basis ofratio of number of impacted/impacting targets to the total number of targets. In the first column of the table, average ratio of number of SDG targets impacted by other goals is shown in the first row for each SDG. For example, on average 74% of SDG 1 targets are impacted by targets of other goals. In the second row of the first column, average ratio of number of targets belonging to other goals that SDG impacts is seen. For example, SDG 1 targets impact on average 40% of the targets of other SDGs. In the second and third columns of the table, number of goals that display high level of impacting and impacted are shown. For example, more than 40% of SDG 1 targets are impacted by targets of 15 goals, and more than 60% by targets of 12 goals. On the other hand, SDG 1 targets impact more than 40% of targets of 8 goals and more than 60% of targets of 5 goals. Figures in the table are intended to give an indicative idea rather than representing exact magnitudes. It should be taken into account when assessing the table that number of targets under each goal also impacts the ratios. The ratios of impacting and impacted in goals with high number of targets may look lower compared to goals with lower number of targets. In addition, each target in a goal does not conceptually have an equal weight, and some targets may have a more central role. 29 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals”
Table 5. Interaction between SDGs Target Interaction Ratio (Average %) Number of Goals with Target Interaction Ratio of 40% or Higher Number of Goals with Target Interaction Ratio of 60% or Higher SDG 1 (7 targets) Impacted 74 15 12 Impacting 40 8 5 SDG 2 (8 targets) Impacted 41 8 5 Impacting 35 7 3 SDG 3 (13 targets) Impacted 38 3 1 Impacting 13 2 0 SDG 4 (10 targets) Impacted 20 3 2 Impacting 39 6 5 SDG 5 (9 targets) Impacted 57 10 7 Impacting 23 5 2 SDG 6 (8 targets) Impacted 27 4 2 Impacting 27 4 2 SDG 7 (5 targets) Impacted 53 11 7 Impacting 26 4 2 SDG 8 (12 targets) Impacted 45 9 4 Impacting 52 9 6 SDG 9 (8 targets) Impacted 36 9 2 Impacting 48 12 4 SDG 10 (10 targets) Impacted 25 4 0 Impacting 25 5 2 SDG 11 (10 targets) Impacted 34 5 3 Impacting 35 8 3 SDG 12 (11 targets) Impacted 26 3 2 Impacting 36 8 3 SDG 13 (5 targets) Impacted 55 15 8 Impacting 53 10 8 SDG 14 (10 targets) Impacted 28 4 3 Impacting 21 2 1 SDG 15 (12 targets) Impacted 34 8 3 Impacting 24 4 2 SDG 16 (12 targets) Impacted 6 1 1 Impacting 43 9 4 SDG 17 (19 targets) Impacted 8 1 1 Impacting 76 12 12 The map of the interaction between SDGs included in Table 5 and Annex-1 reveals the following findings in terms of interaction of SDGs in the case of Turkey: • Targets under SDG 1, SDG 3, SDG 5, SDG 10 come to the forefront as being strongly impacted by other SDG targets. As they are targets towards strengthening human and natural capital, they have indirect impact on other targets. In terms of direct impact, targets under education (SDG 4), economic growth, infrastructure, and industry (SDG 8 and 9), and climate change (SDG 13) are more decisive on these targets. • SDG 4, SDG 16 and SDG 17 contain targets that have lower level of being impacted but very high level of impact on other SDG targets. A large part of other SDG targets are impacted by SDG 4 targets. SDG 16 and 17 are associated in various levels of relationships with all targets as they include top structural targets such as legal infrastructure, development of institutional capacity, and global development cooperation. • SDG 8, SDG 9 and SDG 13 stand out as SDGs that have a high level of interlinkages with all other targets, and that have greater impact, while at the same time, have high mutual interaction. • Assessed together with Turkey’s economic, social and cultural development level, SDG 4, SDG 8, SDG 9, SDG 13, SDG 16 and SDG 17, which cover the themes of strengthening physical and human infrastructure, and development of legal-institutional superstructure are identified as priority goals. 30 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals”
SCIENCE, TECHNOLOGY AND INNOVATION POLICY COUNCIL /uni26AC EDUCATION AND TRAINING POLICY COUNCIL /uni26AC ECONOMIC POLICY COUNCIL /uni26AC SECURITY AND FOREIGN POLICY COUNCIL /uni26AC LEGAL POLICY COUNCIL /uni26AC CULTURE AND ART POLICY COUNCIL /uni26AC HEALTHCARE AND FOOD POLICIES COUNCIL /uni26AC SOCIAL POLICIES COUNCIL /uni26AC LOCAL GOVERNMENT POLICIES COUNCIL /uni26AC STRATEGY AND POLICY BOARDS ORGANIZATIONAL STRUCTURE OF PRESIDENCY OF THE REPUBLIC OF TURKEY /uni26AC MINISTRY OF JUSTICE /uni26AC MINISTRY OF FAMILY, LABOR AND SOCIAL SERVICES /uni26AC MINISTRY OF ENVIRONMENT AND URBANISATION /uni26AC MINISTRY OF FOREIGN AFFAIRS /uni26AC MINISTRY OF ENERGY AND NATURAL RESOURCES /uni26AC MINISTRY OF YOUTH AND SPORTS /uni26AC MINISTRY OF TREASURY AND FINANCE /uni26AC MINISTRY OF INTERIOR /uni26AC MINISTRY OF CULTURE AND TOURISM /uni26AC MINISTRY OF NATIONAL EDUCATION /uni26AC MINISTRY OF NATIONAL DEFENSE /uni26AC MINISTRY OF HEALTH /uni26AC MINISTRY OF INDUSTRY AND TECHNOLOGY /uni26AC MINISTRY OF AGRICULTURE AND FORESTRY /uni26AC MINISTRY OF TRADE /uni26AC MINISTRY OF TRANSPORT AND INFRASTRUCTURE
/uni26AC OFFICE OF THE CHIEF OF STAFF /uni26AC TH E D IR E C T O R A T E O F A D M IN IS TR ATIVE AFFAIRS /uni26AC VICE PRESIDENTS /uni2023.uc PRESIDENCY OF STATE ARCHIVES /uni2023.uc STATE SUPERVISORY COUNCIL /uni2023.uc PRESIDENCY OF RELIGIOUS AFFAIRS /uni2023.uc DIRECTORATE OF COMMUNICATIONS /uni2023.uc SECRETARIAT/hyphen.ucGENERAL OF THE NATIONAL SECURITY COUNCIL /uni2023.uc NATIONAL INTELLIGENCE ORGANIZATION /uni2023.uc PRESIDENCY OF NATIONAL PALACES ADMINISTRATION /uni2023.uc PRESIDENCY OF DEFENSE INDUSTRIES /uni2023.uc PRESIDENCY OF STRATEGY AND BUDGET /uni2023.uc TURKEY WEALTH FUND DIGITAL TRANSFORMATION OFFICE /uni26AC FINANCE OFFICE /uni26AC HUMAN RESOURCES OFFICE /uni26AC INVESTMENT OFFICE /uni26AC 3.5. INSTITUTIONAL MECHANISMS 3.5.1. Transition to Presidential Government System With the referendum of 16 April 2017, an amendment to the Turkish Constitution to switch to a “presidential government system” was approved by popular vote. Following the elections on 24 June 2018, parliamentary system ceased to exist in Turkey and the presidential government system commenced. In the new system, number of the members of parliament increased to 600; age of candidacy for MP reduced from 25 years to 18, and the Office of Prime Ministry has been abolished; the number of ministries reduced from 26 to 16, and a Presidential Cabinet as well as new directorates and offices to serve under the Presidential organisation were formed. The following nine policy boards were also formed to prepare proposals on policies, develop strategic and long-term visions in areas of health and food policies, monitor implementation of policies and conduct demand, need and impact analysis. Through these boards; it is aimed to create an institutional structure to represent common understanding of society by direct engagement of NGOs, representatives from academia and private sector to policy making process. Investment Office, Finance Office, Digital Transformation Office and Human Resources Office were formed for effective and efficient use of human resources, digital transformation and better quality in services, as well as to attract foreign investments and to develop new financial instruments. Figure 2. Structure of Presidential Government System 31 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals” The new government model aims to ensure strong coordination and efficient administration through the aforementioned offices, including PSB, under the President’s Office. PSB is tasked with executing budgetary planning and administration effectively and efficiently, monitoring the budget performance closely, reinforcing budgetary discipline, developing strategies and accelerating structural reforms. Policy boards within the President’s Office, as part of the new government system, could play a role, as required by their structure and duties, in steering implementation of SDGs in Turkey at the highest level. 3.5.2. Institutional Mechanisms Established for SDGs following 1st VNR The Presidency of Strategy and Budget (PSB) under the T.R. Presidency is the national focal point for sustainable development in our country. Having prepared NDPs in a participatory manner for six decades and become the institutional repository of experience on development, PSB continues to coordinate policies and implementation of sustainable development in a participatory manner. The Department of Environment and Sustainable Development (DESD) under PSB coordinates actions that ensure that SDGs are reflected into national policies; and progress is monitored, evaluated and reported in implementation process. To this end, DESD formed a focal group of 7 individuals and a task force of 50 individuals that included in-house experts and administrators. Through all these processes, PSB collaborates with stakeholders that include a variety of actors such as public institutions, local governments, academic institutions, NGOs and individuals from the private sector. The Stocktaking Analysis Project implemented under the coordination of PSB served to identify coordinating institutions and responsible and relevant institutions for each SDG. 32 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals”
Table 6. Distribution of Institutional Responsibility by SDGs SDG 1 Coordinator: MINISTRY OF FAMILY, LABOUR AND SOCIAL SERVICES Responsible or Relevant Institutions PSB; Ministry of Family, Labour and Social Services; Ministry of Environment and Urbanisation; Ministry of Treasury and Finance; Ministry of Interior; Ministry of National Education; Ministry of Health; Disaster and Emergency Management Authority (AFAD); Turkish Employment Agency (ISKUR); Turkish Cooperation and Coordination Agency (TIKA) TURKSTAT SDG 2 Coordinator: MINISTRY OF AGRICULTURE AND FORESTRY Responsible or Relevant Institutions PSB; Ministry of Family, Labour and Social Services; Ministry of Environment and Urbanisation; Ministry of Treasury and Finance; Ministry of Interior; Ministry of Health; Ministry of Industry and Technology; Ministry of Agriculture and Forestry; Ministry of Commerce; the Central Bank; Scientific and Technological Research Council of Turkey (TUBITAK); TIKA; Universities SDG 3 Coordinator: MINISTRY OF HEALTH Responsible or Relevant Institutions Ministry of Family, Labour and Social Services; Ministry of Environment and Urbanisation; Ministry of Interior; Ministry of Youth and Sports; Ministry of National Education; Ministry of Health; Ministry of Agriculture and Forestry; Ministry of Commerce; General Directorate of National Police; General Directorate of Highways; Social Security Institution; TIKA; TUBITAK; Universities; NGOs SDG 4 Coordinator: MINISTRY OF NATIONAL EDUCATION Responsible or Relevant Institutions PSB; Ministry of Family, Labour and Socials Services; Ministry of Youth and Sports; Ministry of Treasury and Finance; Ministry of Interior; Council of Higher Education (YOK); ISKUR SDG 5 Coordinator: MINISTRY OF FAMILY, LABOUR AND SOCIAL SERVICES Responsible or Relevant Institutions PSB, Ministry of Justice; Ministry of Family, Labour and Social Services; Ministry of Treasury and Finance; Ministry of Interior; Ministry of National Education; Ministry of Health; Ministry of Industry and Technology; Department of Religious Affairs; Human Rights and Equality Institution of Turkey SDG 6 Coordinator: MINISTRY OF AGRICULTURE AND FORESTRY Responsible or Relevant Institutions PSB, Ministry of Environment and Urbanisation; Ministry of Foreign Affairs; Ministry of Treasury and Finance; Ministry of Interior; Ministry of Health; Ministry of Agriculture and Forestry; General Directorate of State Hydraulic Works (DSI); Municipalities Bank (ILBANK); Union of Municipalities of Turkey (UMT); Turkish Water Institute SDG 7 Coordinator: MINISTRY OF ENERGY AND NATURAL RESOURCES Responsible or Relevant Institutions PSB; Ministry of Environment and Urbanisation; Ministry of Foreign Affairs; Ministry of Energy and Natural Resources; Ministry of Treasury and Finance; Ministry of National Education; Ministry of Industry and Technology; Ministry of Agriculture and Forestry; Ministry of Commerce; Ministry of Transportation and Infrastructure; DSI; Energy Market Regulatory Authority; TUBITAK; TIKA SDG 8 Coordinator: MINISTRY OF FAMILY, LABOUR AND SOCIAL SERVICES Responsible or Relevant Institutions PSB; Ministry of Family, Labour and Social Services; Ministry of Environment and Urbanisation; Ministry of Foreign Affairs; Ministry of Treasury and Finance; Ministry of Interior; Ministry of Culture and Tourism; Ministry of National Education; Ministry of Youth and Sports; Ministry of Industry and Technology; Ministry of Commerce; Directorate General of Migration Management; TUBITAK; Banking Regulation and Supervision Agency (BRSA); SDG 9 Coordinator: MINISTRY OF INDUSTRY AND TECHNOLOGY Responsible or Relevant Institutions PSB; Ministry of Environment and Urbanisation; Ministry of Foreign Affairs; Ministry of Energy and Natural Resources; Ministry of Treasury and Finance; Ministry of National Education; Ministry of Health; Ministry of Industry and Technology; Ministry of Agriculture and Forestry; Ministry of Transportation and Infrastructure; Council of Higher Education (YOK); Science and Technological Research Council of Turkey (TUBITAK); Union of Chambers and Commodity Exchanges of Turkey (TOBB); Small and Medium Enterprises Development Organization (KOSGEB); Turkish Cooperation and Coordination Agency (TIKA); Institute of Information Technologies and Communication 33 TURKEY’s 2nd VNR 2019 SUSTAINABLE DEVELOPMENT GOALS “Strong Ground towards Common Goals”