Summary: Turkey’s rapid
economic growth has earned it a
place among the world’s leading
emerging markets. Turkey has
also expanded its geopolitical
influence through participation
in multilateral initiatives and
assumed greater leadership in
global development efforts. As its
aid efforts increase, the strategic
design and delivery of aid is a
subject of increasing importance.
As key allies in Turkish foreign
policy and as experienced
donors, U.S. and European aid
agencies can also share valuable
experience on engaging civil
society throughout all aspects
of development practices. This
will foster greater harmonization
among U.S., European, and
Turkish aid agencies, promote
cooperation between the
government and the civil society
sector, strengthen the quality
and impact of aid delivered,
and multiply the impact of
Turkey’s soft power in the global
development arena.
Analysis
New Opportunities for Cooperation in
Designing and Delivering International Aid
by Filiz Bikmen
February 6, 2013
Analysis
Washington, DC •
Berlin • Paris
Brussels • Belgrade • Ankara
Bucharest • Warsaw • Tunis
OffiCes
Introduction
Over the past ten years, Turkey’s rapid
economic growth has earned it a place
among the world’s leading emerging
markets. At the same time, Turkey has
expanded its geopolitical influence
through participation in multilateral
initiatives such as the UN Security
Council and assumed greater leader –
ship in global development efforts.
1
In line with these developments, Turkey’s
official development aid (channeled
through TIKA, Turkey’s aid agency)
reached a peak of approximately US$1
billion in 2011. Accordingly, Turkey has
also agreed to contribute $200 million
annually to the UN’s Least Developed
Countries (LDC) initiative, with a total
of $5 billion by 2015 and a target of $10
billion total by 2020. This demonstrates
Turkey’s plans for assuming even greater
responsibility in promoting global social
and economic development.
Given this trend, the strategic design
and delivery of aid is a subject of
increasing importance. Throughout
this process, TIKA can benefit greatly
by coordinating with a broader range
1 Daniel M. Klima and Richard Fontaine, “Global Swing
States: Brazil, India, Indonesia, Turkey, and the Future of
International Order,” German Marshall Fund, November
2012, https://www.gmfus.org/programs/asia/global-
swing-states/
of Turkish NGOs in harnessing
expertise in designing, delivering, and
evaluating aid programs.
As key allies in Turkish foreign policy
and as experienced donors, U.S. and
European aid agencies can also share
valuable experience on engaging
civil society throughout all aspects
of development practices. This will
foster greater harmonization among
U.S., European, and Turkish aid agen-
cies, promote cooperation between
the government and the civil society
sector (also known as the third sector),
strengthen the quality and impact of
aid delivered, and multiply the impact
of Turkey’s soft power in the global
development arena.
The Case for Engaging
the New Partners
Expanding the realm of partnership
between government and the third
sector in promoting human, social,
and democratic development yields
more effective outcomes and sustain-
able impact. For example, USAID (the
U.S. Agency for International Devel-
opment) and EuropeAid (Directorate
General for Development and Cooper –
ation of the EU) have developed clear
strategies and mechanisms to engage a

2
broad and diverse range of NGOs in the creation and assess-
ment of aid policies. As a result, NGOs in these countries
are also more aware and involved in the development aid
programs of their respective countries. These agencies also
have defined methods to include NGOs as key stakeholders
in the development process and allocate significant funds to
develop civil society in recipient countries. The Swedish Aid
Agency (SIDA) is also among the leading donors in the area
of building and strengthening civil society globally.
TIKA is still at the very early stages of engaging civil society
in Turkey and abroad. To date, only a very limited group
of NGOs has engaged with TIKA in the delivery of aid.
TIKA also lacks a strategy to engage local NGOs as part-
ners in development programs, nor do they have a targeted
program and allocated budget to strengthen civil society
(in aid recipient countries). By working with Turkish NGOs
and U.S. and European aid agencies, TIKA can develop
more collaborative strategies to engage civil society, thus
fostering a more inclusive and sustainable approach for
development aid programs.
The Potential for Partnership with Turkish NGOs
Over the past decade or so, the civil society sector in
Turkey has grown in size and strength. Increased adher-
ence to international standards with regards to basic
rights and freedoms loosened the tight grip of laws and
regulations that, for nearly two decades, limited the space
and autonomy of NGOs and foundations. The scope
and amount of EU and other bilateral funding has also
increased, helping to build a stronger sector and increase
the capacity of NGOs at the national and local levels.
During this time, partnerships between NGOs and local/
national government have also been on the rise, which has
channeled the expertise, experience, and resources of civil
society to promote Turkey’s human and social development.
For example, the NGO AKUT (Search and Rescue Associa-
tion), has contributed extensive relief, rescue, and recon-
struction expertise for natural disaster management. ACEV,
the Mother Child Education Foundation, has designed and
rolled out programs for hundreds of thousands of people
in the area of women’s literacy, father training, and early
childhood education. The Education Reform Initiative at
the Istanbul Policy Center/Sabanci University has applied its far-reaching capabilities to monitor education spending
and policy, convene stakeholders, and help the Ministry of
Education consider more effective alternatives. Given the
opportunity and a clear framework for collaboration, the
collective knowledge and experience of these and other
NGOs could effectively be channeled toward Turkey’s aid
programming efforts abroad.
Developing Inclusive Strategies for Social Change

and Sustainability
Equally vital for developing and implementing effec-
tive development strategy and programming is the active
involvement of NGOs in aid recipient countries. In this
light, the approach of donors has been a subject of great
debate, leading to the increase in the creation of various
principles and codes of conduct for “aid effectiveness.”
While China’s approach in South Africa, for example, has
been criticized for excluding the local population, Turkey’s
approach of applying a more “intimate model” in delivering
aid in Somalia is certainly to be applauded.
2 The Istanbul
Program for Action for the Least Developed Countries
initiative (to which Turkey is a major donor) also goes
beyond basic relief programs and includes strategies for
social change, such as empowerment of women and youth,
which is also to be commended.
However, the sheer complexity of social change efforts
requires the active participation of civil society to make sure
that diverse voices of right-holders are heard, and that rights-
bearers are held to account for their respective actions and
inactions. Giving NGOs a voice during the design and imple-
mentation of programs increases the inclusiveness of devel-
opment programs, and ensures that NGOs are on board for
the long journey of changing social beliefs and systems (laws,
policies, and practices) that perpetrate cycles of injustice and
inequality. TIKA should take active and clear measures to
ensure this in all of its country operations.
Yet in order for NGOs to be equal and effective partners
in the development process, they must have capacity and
skills. TIKA should create specific programs to support the
development of a strong and vibrant civil society, and build
the capacity of NGOs. Investing in this field is critical for
2 World Policy Institute, “Turkey Shocks Africa,” Winter 2012, https://www.worldpolicy.
org/journal/winter2012/turkey-shocks-africa
Analysis
Analysis

3
both immediate goals and the long-term sustainability of
the development programs that TIKA will support.
When creating civil society partnership and support strate-
gies, it is vital that donors also think ahead to their potential
exit strategies, as one day in the future, they will eventually
scale down aid and operations. For example, in the next
few years, the U.K. Department for International Develop-
ment (DFID) will be planning their exit from India. This
is going to have a significant impact on the civil society
sector, which DIFD has allocated considerable resources to
build. Keeping this in mind from the very beginning will
be important for TIKA, which can draw on the experiences
of seasoned donors, and develop tactics to strengthen the
civil society sector while also encouraging local domestic
funders to assume an active role.
In Turkey for example, since the Ottoman Era and for most
of the Republican Era, private philanthropy has funded
what I refer to as the “hardware” of society: schools, hospi-
tals, dorms, and so on. Yet, the “software” is equally critical,
supporting human development, and changing the social
beliefs and systems that perpetrate inequality.
3 Building
hundreds of schools for girls is not enough; it is necessary
to also encourage principles of gender equality in education
— a massive social change effort that can take generations
to achieve. While many foreign aid agencies and programs
(the EU, bi-lateral funds) and other foreign foundations are
aware of the importance of funding such efforts, for most
Turkish donors, the appeal of physical buildings or educa-
tional scholarships is greater. However, aid agencies and
other foreign sources of funds can also help local domestic
donors understand this value and develop strategies to
support social change. This is an important role for TIKA.
In order to ensure utmost accountability and transpar –
ency of aid funds, TIKA should take great care in devel-
oping stringently transparent and accountable practices in
selecting and funding partners, without being overbearingly
complex and thus discouraging. Funds that are allocated to
NGOs for aid delivery are a form of public funds. As such,
the allocation of these funds should adhere to rigorous
procedures and policies with clear and public reporting
standards, for both recipients and TIKA.
3 Filiz Bikmen, Turkish Policy Quarterly, 2008-1, https://www.turkishpolicy.com/
article/350/from-hardware-to-software-charity-to-strategy-a-roadmap-for-progressiver-
philanthropy-in-turkey-spring-2008/
New Opportunities for Cooperation with
the United States and Europe
The strategic alliance and partnership between Turkey and
the United States and Europe is without question of central
importance, now more than ever — not only due to Turkey’s
increasing role in global development, but also in light of
recent conflicts and respective development challenges in
its immediate neighborhood. The expansion of TIKA’s aid
programs creates new opportunities and channels for coop-
eration with Europe and the United States — particularly in
developing strategies for working with civil society.
USAID and European aid agencies have extensive expe-
rience in this area. They have defined and applied clear
frameworks for engaging their own domestic NGOs in the
process of designing, implementing, and assessing devel-
opment aid programs. For example, in 2002, EuropeAid
published two important documents to guide its strategy
for working with “non-state” actors on two levels — one in
the formation of development policy, the other for external
relations in recipient countries. They also, through desig-
nated programs, extensively support activities to strengthen
civil society in aid recipient countries, to ensure that civil
society is an active and effective contributor to the develop-
ment and democratization process.
Supporting activities that are vital for a strong and active
civil society is also a common strategy of these agencies. For
example, USAID and SIDA provide extensive support to the
International Center for Not for Profit Law (ICNL), which
works with governments, civil society organizations, and
the international community in more than 100 countries
to improve the legal environment for civil society, philan-
thropy, and public participation around the world. ICNL is
the project manager for USAID’s Civil Society Organization
Sustainability Index, which provides up to date information
about the legal framework, financial viability, and organi-
zational capacity of civil society in 50 countries in Middle
East/North Africa, Central/Eastern Europe, sub-Saharan
Africa, and South Asia. SIDA also supports ICNL and other
global NGO partners through the Civil Society Initiative,
a program to increase aid effectiveness and strengthen UN
mechanisms with regards to promoting and protecting the
right to freedoms of association, assembly, and expression.
The European Commission directorates, including Euro-
peAid has provided extensive support and worked in close
Analysis
Analysis

4
cooperation with ICNL’s affiliate, the European Center for
Not for Profit Law (ECNL), on creating an enabling legal
environment for civil society, civil society-government
cooperation, EU funding policies, and mechanisms to
promote transparency and accountability. Through this
vital support, NGOs in countries all over the world get the
technical assistance and support they need to ensure civil
society can exist and operate freely and contribute to social
and economic development.
 
Making Civil Society and Democracy Building Central
to Turkey’s Development Strategies
TIKA is actively working to increase coordination and
harmonization with other multilateral and bi-lateral agen-
cies, as well as increase its own capacity through a recent
program with UNDP. Donors such as USAID, EuropeAid,
and SIDA can also share expertise and experiences with
TIKA to help design strategies for engaging and cooperating
with NGOs and supporting the development of civil society.
A series of workshops and seminars with aid agency leader –
ship, staff, and Turkish and international NGOs would
provide valuable input for these efforts. New studies and
publications about lessons learned and how to apply this in
practice would also be of great benefit not only for Turkey,
but also for other countries such as Brazil, India, and China,
which are also expanding their global development efforts.
TIKA can make use of this information to more proactively
and effectively engage NGOs in Turkey and recipient coun-
tries in a consultative process to draft a strategy cooperation
and partnership. Greater cooperation with NGOs and civil
society in Turkey and abroad will ultimately increase the
effectiveness and sustainability of TIKA’s development assis-
tance. Taking this into account in the early stages of TIKA’s
strategic and operational plans will ensure that Turkey’s
role in the global development arena will be one that also
promotes healthy and functioning democracies to support
and sustain human and economic development. As close
allies on many fronts, Europe and the United States can be
vital partners in this respect, sharing lessons learned and
effective practices that can be integrated in the development
of new strategies and programs.
About the Author
Filiz Bikmen has been working in the philanthropic and nonprofit
sector since 2001, providing support and guidance to individuals
and organizations pursuing social change initiatives in Turkey and
abroad. She currently serves as vice chairman of the International
Center for Not for Profit Law. She has a masters degree in organiza-
tional psychology from Columbia University and a dual degree in
psychology and business communications from SUNY Brockport.
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