THE SUSTAINABLE REGIONAL DEVELOPMENT and INVESTMENT STRATEGY DOCUMENT FOR TURKIYE

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ABSTRACT

In Türkiye, everyone is talking about growth, which is state/government-focused, while development is citizen/people-focused. When the focus is on growth and improvements in indicators through financial policies that do not translate into development, the people’s poverty remains unchanged. Even though politicians promise improvement in 2-3 years, these promises are not kept.

During Atatürk’s era, development was the topic of discussion in the early years of the Republic. The five-year industrial plan implemented between 1933 and 1937, which resulted in the greatest development initiative in history and the highest growth rate, serves as an example. Despite having such success stories, it is incomprehensible what purpose is served- if not a conscious choice- by experimenting with different models today and being forced to live with crises.

Even if not at the national level, it is considered necessary, due to our area of interest, to conduct an ORIGINAL study on a Regional basis regarding the Sustainable Regional Development and Investment Strategy Document.

The INVESTMENT STRATEGY DOCUMENT, which is planned to be prepared, is intended to serve as a bedside/reference book, printed and distributed as a road-map for investment and development for Governors, District Governors, Rectors, directors of Agriculture, Industry, Health, Education, etc., Mayors, members of the Provincial General Assembly and municipal councils, and village headmen assigned to Provinces, Districts, and Towns. It is envisaged that the document will be revised every two years, incorporating any new developments and plans specific to the region following the National Strategy Document and Five-Year Development Plans/Programmes, if applicable. Most importantly, it is intended to serve as a guarantee document, approved by all councils, for investors interested in the region.

Keywords: Sustainable Regional Development, Growth, Investment, Strategy,

1. INTRODUCTION

In the Turkish laws, it is stipulated that Local and Administrative Authorities are obliged to prepare a Sustainable Regional Development and Investment Strategy Document.

Strategic Plans are prepared by public institutions and municipalities. The declaration, which should be prepared in coordination with Local + Administrative Authorities + Chambers + Associations + Universities, + NGOs, should not be confused with our subject, the Investment Strategy Document.

Although references are made to the laws and regulations of some institutions, the most comprehensive definition is provided by the Municipal Law No. 5393. (The word ‘development’ appears in 3 places.)

Article 41 – “The mayor, within six months following the general local administration elections, shall prepare a Development Plan And Program, and, if applicable, a Strategic Plan consistent with the Regional Plan, and submit it to the municipal council before the start of the relevant year along with the annual performance program.

For municipalities with a population below 50,000, preparing a Strategic Plan is not mandatory. However, the law mandates that they must prepare a Development Plan and Program. It is not possible to find any municipality that has prepared these and published them on their website.”

Article 15 – “The powers and privileges of the municipality are as follows: Within provincial boundaries, Metropolitan Municipalities, and within municipal and adjacent area boundaries, provincial municipalities and municipalities with a population exceeding 10,000, by council decision;

They may undertake or commission infrastructure works such as water, thermal water, sewage, natural gas, roads, and lighting for tourism, health, industry, and trade investments, as well as educational institutions, either with interest-free repayment terms of up to ten years or free of charge. In return, they may become partners in the facilities constructed; and, with the approval of the Ministry of Environment and Urbanization, they may allocate immovable property free of charge or at a low cost for projects aimed at improving health, education, social services, and tourism, provided the property is not used for purposes other than its intended one.”

Accordingly, it is clear that municipalities have powers and responsibilities related to development. Law No. 5216 On Metropolitan Municipalities (The word ‘development’ appears in 2 places.) Duties, powers, and responsibilities of Metropolitan Municipalities (MM) and district municipalities:

Article 7 – “The duties, powers, and responsibilities of the MM are as follows:

(i) Prepare the strategic plan, annual targets, investment programs, and budget of the Metropolitan Municipality in accordance with these, by obtaining the opinions of the district municipalities.
(ii) Ensure the protection of the environment, agricultural areas, and water basins in line with the principle of sustainable development, and carry out afforestation.”

Article 8 – “To ensure the coordinated execution of infrastructure services in the MM, an Infrastructure Coordination Center (AKOME) is established, chaired by the MM mayor or a person designated by them, with the participation of representatives from public institutions and organizations as well as private entities, as determined by regulation. Draft programs prepared by public institutions and organizations and private entities for infrastructure investments to be made in the MM, following the development plan and annual programs, are consolidated into a definitive program.”

This is the most concrete indication that MMs are tasked with coordination, planning, and execution at the provincial level through AKOME in regional development.

Article 18 – “The duties and powers of the MM mayor are as follows: b) Managing the municipality under the strategic plan, establishing the institutional strategies of the municipal administration, preparing and implementing the budget in line with these strategies, determining the performance criteria for municipal activities and personnel, monitoring and evaluating them, and presenting related reports to the council.”

The most comprehensive definition to be taken as a basis is Article 41 of the Municipal Law No. 5393. The Metropolitan Municipality Law No. 5216 has provided additional duty definitions for MM mayors beyond the provisions of Law No. 5393. In other words, if something is not specified in Law No. 5216, Law No. 5393 serves as the basis.

The most important reason for this is that while the responsibility boundary of provincial and district municipalities is limited to their adjacent areas, the responsibility boundary of a Metropolitan Municipality extends to the administrative boundary.

Organizations such as the UN and the World Bank (WB) also provide support focused on regional development. With the Paris Climate Agreement, ratified by the Turkish Grand National Assembly, a road-map for sustainable development has been established.

The concept of sustainable development encompasses not only financial/economic/fiscal goals but also the realization of projects with a strong emphasis on social and environmental aspects. The most appropriate definition of sustainable development is as follows:

It is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.
In other words, development should be achieved without harming nature or depleting resources.

Comprehensive, sustainable regional development should aim to meet all 17 criteria (SDGs) set by the UN.

2. REPORTS REGARDING THE EVALUATION OF PREPARATORY PROCESSES FOR ACHIEVING SUSTAINABLE DEVELOPMENT

The Republic of Turkey Presidency of Strategy and Budget (CSBB) prepared the Sustainable Development Goals Assessment Report in 2019 (http://www.surdurulebilirkalkinma.gov.tr/dokumine/) .

Additionally, the Turkish Court of Accounts prepared the Report On The Evaluation Of Preparation Processes For The Realization Of Sustainable Development Goals (https://www.sayistay.gov.tr/reports/nqZoxKY5Pa-surdurulebilir-kalkinma-amaclarinin-gerceklestirilmesine-yonelik-hazirlik-surecl ). The common findings from these reports related to our topic are as follows:

2.1. COMMON CONNECTIONS BETWEEN THESE REPORTS AND THE TOPIC

Sustainable development has been defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs. For the first time in 1986, the Brundtland Report highlighted the importance of the concept of ‘sustainability of development,’ which has progressively gained significance over time and has become a constantly addressed topic on the United Nations (UN) agenda.

Following the United Nations (UN) Conference on Environment and Development held in Rio in 1992, Türkiye incorporated the concept of sustainable development into its agenda in 1996, and in subsequent years, the concept was reflected in Development Plans and numerous policy documents.

It was first introduced with the Millennium Development Goals in 2000:

The Sustainable Development Approach in Türkiye was first included as a concept in the Seventh Development Plan (1996-2000)… In 2002, the first company to publish a Sustainability Report was Aygaz, followed by Aksa Acrylic in 2005 and Erdemir Steel in 2006 (Elmacı ve Emre (2021), 30)

At the UN General Assembly in 2015, Resolution 70/1 titled ‘Transforming Our World: “The 2030 Agenda for Sustainable Development”, which includes 17 goals and 169 targets to be achieved by 2030 under the Sustainable Development Goals (SDGs), was adopted and signed into action by 196 member states (noted as 193 countries in the CSBB report).

The 2030 Agenda encompasses all dimensions of development, and for this agenda to succeed, the interconnected elements of economic growth, social inclusion, and environmental protection must be implemented in harmony.

With the adoption of the agenda related to the SDGs, the International Organization of Supreme Audit Institutions (INTOSAI) emphasized that Supreme Audit Institutions (SAIs) play a significant supportive and reinforcing role in national, regional, and global efforts to implement the SDGs, as well as to monitor and review the progress achieved.

In line with the decision taken by the Presidency of the Court of Accounts of the Republic of Türkiye, a member of INTOSAI, such an audit has been conducted in our country, and the report includes evaluations regarding the preparatory processes for the 2030 Agenda.

The United Nations (UN) member states, by adopting the Transforming Our World: The 2030 Agenda for Sustainable Development in 2015, committed to working toward ‘a better future for all’ and ‘leaving no one behind.’ This global agenda includes 17 SDGs, along with 169 related targets and 232 global indicators, aimed at revitalizing state activities in all UN countries by the end of 2030. The SDGs generally cover topics such as ending poverty, combating inequality and injustice, economic growth, energy, sustainable production/consumption, industrialization, and climate change.

At the first meeting of the UN High-Level Political Forum (HLPF) held in 2016, 22 countries, including Türkiye, presented their Voluntary National Review (VNR) reports on the implementation of the 2030 Agenda and the SDGs. VNRs are evaluation reports that detail countries’ efforts to implement the 2030 Agenda, their achievements, and the experiences they have gained. These reports serve as tools for countries to measure and report their progress toward the SDGs while also enabling monitoring by the UN. These reports are shared with the public through the UN Sustainable Development Knowledge Platform.

In our country (Türkiye), the coordination of the 2030 Agenda process is carried out by the Presidency of the Republic of Türkiye Strategy and Budget Office (CSBB). Within the CSBB, this task is fulfilled under the coordination of the ‘Directorate General of Sectors and Public Investments, Department of Environment and Sustainable Development.’

The international process related to indicators and monitoring is followed by the Turkish Statistical Institute (TÜİK). The relevant activities are conducted by TÜİK’s ‘Sustainable Indicators Group under the Department of Economic and Social Indicators.’ Although these two institutions serve as the focal points for the coordination and monitoring of the implementation of the SDGs, numerous ministries, implementing agencies, local governments, civil society organizations, and UN entities are also involved in the process

2.2. FINDINGS FROM THE TURKISH COURT OF ACCOUNTS REPORT

Türkiye has adopted the method of integrating and implementing the SDGs into national development strategies to ensure their realization, and the 11th Development Plan for the 2019-2023 period was prepared with the SDGs in mind.
It is understood that necessary measures were taken to integrate the SDGs into the Development Plan, ensuring the widest possible participation in the plan preparation processes while also considering national priorities.
It is observed that a separate section on the SDGs was included in the 11th Development Plan, that the actions required for the realization of the SDGs and the coordination of the process during the Development Plan period were identified, and that the relevant SDGs were taken into account in the formulation of policies and measures related to thematic areas.
There is a need to determine which SDGs will be prioritized in the 11th Development Plan or in plans to be prepared thereafter, as well as to establish a timeline for achieving the SDGs by 2030.
It is observed that efforts have been made to distribute the areas of responsibility among the institutions that will implement the 2030 Agenda and to raise awareness about these areas; however, the success of these efforts has been limited compared to expectations.
It is stated that following the publication of the 11th Development Plan, studies on the distribution of institutional responsibilities were conducted by the Presidency of the Republic of Türkiye Strategy and Budget Office (CSBB) and shared with relevant institutions and organizations, with an official publication to follow once agreement is reached.
The preference for integrating the SDGs into the national development plan to achieve the 2030 Agenda implies that the monitoring and evaluation of the SDGs will be included within the monitoring of the Development Plan. However, it is considered that the current monitoring framework for Development Plans is insufficient for effectively tracking and evaluating the SDGs.
It is believed that the Performance-Based Budgeting (PBB) system implemented in Türkiye, along with the planning system to which public institutions and organizations are subject, provides a suitable infrastructure for achieving and monitoring the SDGs.
Significant differences are observed in the capacities, awareness levels, and readiness of institutions to implement the SDGs. When evaluating the efforts of local governments and municipalities to achieve the SDGs, it is evident that institutional differences are even more pronounced at the local government level.
Although some efforts have been made at the central level to raise awareness about the 2030 Agenda and the SDGs among the public and all stakeholders involved in the process, it is evident that steps need to be taken to prepare and implement a centralized plan to manage communication processes.
It is assessed that preparatory/planning efforts for achieving the SDGs at the regional level are not at a sufficient level.
The UN 2030 Agenda encompasses a very broad framework, and it is considered that realistically determining the resources required to achieve the 2030 Agenda is not feasible. However, since the 2030 Agenda has been integrated into the national development strategy, it is evaluated that there is no need for separate budgeting from Türkiye’s perspective.
It is believed that many of the routine activities carried out by local governments are already related to the SDGs and do not require additional resources, thus eliminating the need for a specific study to identify financing. However, it is assessed that studies to identify and plan financing needs for non-routine projects and activities are important for the implementation process.
While some efforts have been made at the central level to raise awareness about the 2030 Agenda and the SDGs among the public and stakeholders involved in the process, it is evaluated that steps need to be taken to systematize these efforts centrally to manage communication processes effectively.
Although efforts have been made by umbrella organizations to ensure the involvement of private sector entities in the 2030 Agenda, it is assessed that conducting these efforts within a plan and in a systematic manner is important for continuity.
It is observed that all globally determined indicators deemed relevant for our country have been fully integrated into our national monitoring and statistical system.
Out of the 215 indicators included in the Official Statistics Program (RİP), 132 are not yet being produced, and it is noted that classification and scheduling studies for these are planned.
A study has been conducted by TÜİK to identify indicators that could substitute for global indicators. In this study, substitute indicators meeting quality criteria were identified and used in the indicator bulletin. It has been stated that the scope of the complementary national indicator set will be expanded in line with priorities.
It is observed that baseline data for indicators are limited to those published in the sustainable development indicators bulletin, and efforts to establish a starting point for other indicators required to be monitored under the RİP are ongoing.
It is assessed that the responsibility structure for the production of sustainable development indicators has been established.
The RİP includes a working group mechanism to ensure stakeholder participation in the indicator production process. While the participation of Thematic Working Groups in reporting processes has been achieved to some extent, it is noted that the working group envisaged for sustainable development indicators has not yet been established. Additionally, a systematic mechanism to ensure the participation of all stakeholders has not been established by TÜİK.
It is observed that the efforts undertaken by TÜİK to enhance the technical capacities of institutions regarding the production of sustainable development indicators are not at a sufficient level to achieve the desired results.
It is noted that a control mechanism exists to ensure the accuracy and reliability of sustainable development indicator data.
It is observed that neither TÜİK nor other institutions are at the desired level in terms of producing disaggregated data.
The publication of sustainable development indicators is carried out through TÜİK’s existing data dissemination platform. TÜİK’s current data dissemination platform meets criteria such as the publication of data calculated according to an established and reliable methodology, transparent disclosure of metadata, and accessibility to everyone. However, it is assessed that improvements in terms of visual appeal, user-focused design, and ease of access to data would be beneficial.
There is a need for a high-level coordination mechanism to ensure the achievement of the SDGs and the effective management of the process, and as of 2019, it is observed that there are plans to establish such a mechanism.
There is no designated process or mechanism for the regular evaluation of progress regarding the 2030 Agenda. The CSBB has conducted three evaluation studies related to the SDGs. However, these studies are not subject to a specific systematic approach or regularity, though it is understood that plans exist to systematize them.
There is a need to establish a national structure to enhance inter-institutional communication and interaction regarding the SDGs and to ensure the systematic monitoring, evaluation, and guidance of implementation.

As can be seen, deficiencies have been identified in 10 out of the 28 findings (items 5, 7, 10, 11, 14, 21, 24, 25, 27, and 28). In terms of relevance to our topic, item 11 is significant: “It is assessed that preparatory/planning efforts for achieving the SDGs at the regional level are not at a sufficient level.” This is a finding that underscores the importance of this article and should be taken seriously

2.3. RECOMMENDATIONS IN THE COURT OF ACCOUNTS REPORT

It is assessed that explicitly documenting the connections between plans, policies, and strategy documents and the SDGs would be beneficial for the effective management of the process, raising institutional awareness, and demonstrating the highest level of ownership.
It is considered unrealistic to achieve all SDGs within the five-year plan period; therefore, prioritizing the SDGs during the plan preparation processes and creating a road-map until 2030 would be beneficial to ensure that all relevant SDGs are addressed.
Establishing a clearer connection between the Development Plan and the SDGs is important to enable institutions to reflect the targets they are responsible for in their institutional plans and documents.
It is believed that establishing communication with the senior managers of institutions when assigning institutional responsibilities for the SDGs would be advantageous.
It is evaluated that publishing the institutional responsibility table by linking the responsibilities for policies and measures in the Development Plan with the SDGs would be significant for clarifying institutional responsibility areas, ensuring more effective institutional participation in the process, and facilitating inter-institutional cooperation.
Incorporating measures into the CSBB’s monitoring system updates to track the realization of the SDGs will contribute to the process.
It would be beneficial to have an entity that evaluates the alignment of local governments’ strategic plans and activities with the Development Plan and SDGs, while also providing guidance.
The participation of regional development agencies and regional development administrations in the process of implementing the SDGs is deemed important for localizing the SDGs and ensuring a holistic approach to their application.
It is assessed that establishing a budget infrastructure to track expenditures based on the SDGs, at both central and local government levels, is a critical element for the effective management of the process.
It is believed that conducting efforts systematically based on a plan to raise and enhance awareness among the public and all stakeholders would yield more successful results in achieving the intended goals.
It would be beneficial to define a road-map for producing indicators with an established methodology by starting work based on the priorities outlined in the 11th Development Plan.
It is necessary to initiate efforts to identify additional national indicators aligned with the objectives of the Development Plan.
Establishing a working group or groups specifically focused on sustainable development indicators would be beneficial for more effectively implementing SDG processes.
TÜİK needs to prioritize its efforts to enhance the data production capacities of institutions.
Although there are various capacity-building initiatives between regulatory institutions and other entities, increasing their number in the coming period would be advantageous.
Both TÜİK and other institutions responsible for indicator production need to emphasize capacity-building efforts for producing dis-aggregated data.
It is assessed that the work on the web platform planned for publishing sustainable development indicators should be completed and activated as soon as possible.
It is evaluated that establishing a Coordination Board within the CSBB, with the participation of senior representatives from all relevant public institutions and organizations, to monitor the 2030 Agenda, ensure policy alignment with the SDGs, and guide implementation toward achieving SDG targets would contribute to the process.

The Court of Accounts has clearly expressed the necessity of preparing a regional plan and enhancing its impact in recommendations 7, 8, 9, 10, and 11.

3. REGIONAL PLAN

A plan prepared under national development plans; it determines the temporal and spatial dimensions of investments through decisions regarding regional hierarchy, regional land use, and infrastructure, ensuring their reflection in the sectoral implementation plans and programs of relevant institutions, coordinating and guiding investments, and directing environmental and zoning plans.

A planning region is an analytical region. These regions are defined primarily to facilitate the implementation of economic development plans and to ensure unity, integrity, harmony, and coordination among related economic decisions (Keleş, (2023), 356).

Planning regions express the concept of space from a macroeconomic or microeconomic perspective. It is commonly noted that planning regions encompass three areas of examination (Yıldız ve Doğan, (2024), 77).

• Planning and organization of cities

• Examination of key sectors

• Identification of water basins

For the successful and effective implementation of regional planning, the area of application must be very well defined. In this context, regional planning is a type of planning that encompasses a wide range of topics and carries a broad meaning.

The regional plan aims to define the fundamental social and economic characteristics of the region, identify and highlight the factors hindering its development, ensure more efficient use of all available resources in the region, and facilitate their optimal utilization. To promote the development of the region through the regional plan, regional planning must be consistent with the country’s national development plan. Regional planning is a form of local planning based on the principle of subsidiarity (Yıldız ve Doğan, (2024), 79).

The redistribution of resources for development and economic purposes, underdevelopment and regional changes, rural development, industry, and metropolitan growth are among the topics of regional planning (Glasson, 1974)

According to the author of this article, when conducting regional planning, rural development, along with development in cities and their peripheries aligned with economies of scale, should be addressed together, focusing on the goal of regional development in coordination with the regional plan (Göğez, (2024), 211).

In addition to these, there are also broader definitions that encompass all administrative, economic, and technical studies. These definitions, beyond a narrow focus solely on production and investment purposes, take into account human and economic values, utilize data from other disciplines to enable the development of methods, and provide the opportunity to find comprehensive solutions related to the region (Sakman ve Soral, (1966), 7).

4. REGIONAL PLANNING ACCORDING TO THE ECONOMICS DICTIONARY

The geographical scope covered by regional planning can vary from a broad to a narrow scale. The boundaries of regional planning can range from measures taken to develop an earthquake-affected region to an entire continent, encompassing a part of the country, a province, a district, or a town.

In this dimension, regional planning is an upper-scale plan that guides public institutions and organizations, particularly local governments (Eastern Black Sea Regional Plan, (2014), 3). In our article, RURAL + URBAN (REGIONAL) DEVELOPMENT will be addressed at the province and district levels, and it is proposed to examine it in four phases:

Distribution of resources according to the region. Evaluation of the quantity, quality, and characteristics of the factors.
Once the inventory is prepared and the second phase is reached, the relationships between natural resources and needs. Measuring the capacity of the local human factor, financial resources, and technical capabilities to meet these needs.
Identifying measures that will maximize the efficiency of resource distribution to the highest degree. Preparing alternative projects that outline possible strategies and finalizing the Plan’s objectives.
After the Plan takes its final form and is approved, determining the responsibilities and authorities of the implementing bodies through the Strategy Plan/Document/Book.

5. FUNDAMENTAL CHARACTERISTICS OF REGIONAL PLANNING

Two fundamental criteria should be examined:

Existing trends and developments at the global level. (The EU Green Deal is an example of global trends.)
The country’s unique conditions and the nature of problems requiring solutions at the regional level. (The utilization of geothermal resources is an example of the country’s unique conditions. Unfortunately, it is only being utilized for baths and spas.)

Regional planning should be prepared under the supervision of a local organization established by the central government at the regional level, but through collaboration between central and local institutions. Considering the current state of the country’s conditions, it is assessed that it should be seen as a solution that can be implemented in the short term.

The “Regional Planning Guidance” implemented in the United Kingdom and Singapore’s succinctly termed “30 by 30” goal, which is “achieving 30% self-sufficiency in agricultural production by 2030” are notable examples. Algeria’s Desert and Sub-Desert Agriculture Project can also be cited among remarkable examples.

Author’s Note: Projects that encompass the entirety of the goal, such as the “Carbon Neutral/Negative City Yalova” project, should be considered for development.

6.CONCLUSION

Türkiye is among the league of developing countries. After the closure of the State Planning Organization (DPT), instead of planned development, investment and development initiatives appear to be random or based on political preferences.
Frequent economic crises are experienced due to the inability to achieve planned and sustainable development.
In our country, which is an earthquake-prone region, infrastructure problems lead to flood disasters in rural and urban areas. It is believed that unplanned urbanization and investments result in the inefficient use of public resources.
Even the most developed countries like Singapore prepare development plans based on targets, while it is observed that most Strategic Plans, prepared in a copy-paste manner, do not reflect reality.
Even the state budget has to be revised before the mid-year point.
It is observed that municipalities that lack investment and spending discipline based on their budgets but have the ability to borrow face excessive budget deficits, and due to over staffing, insufficient budget allocations are made for investments as a result of salary and wage payments.

Although preparing a National Strategy Document may be challenging, it is evident that there is a need to prepare a Local/Regional Strategy Document, revised every 2-5 years, by Local and Administrative Authorities, Chambers, Universities, Associations, NGOs at the regional/provincial level, taking into account the Five-Year Development Plans.

The planning and strategies to be implemented should be aligned with the EU Green Deal, the Paris Climate Agreement, and the 2053 Carbon Neutral targets.
Although the report prepared by the Court of Accounts examined plans on a national basis, the necessity of preparing plans on a regional basis has been very clearly expressed.
Despite the signing of the Paris Climate Agreement in 2015 and the prior emphasis on Sustainable Development-focused goals and approaches, was it the right decision to close the DPT in 2011, establish the Ministry of Development in its place, and then, following the 2018 elections, merge the Ministry of Development with the Budget and Financial Control Directorate General of the Ministry of Finance to establish the Strategy and Budget Office (CSBB) under the Presidency? This should be questioned.

SUMMARY OF THE PAPER

This paper outlines the concept and legal framework for preparing an Investment Strategy Document in Türkiye, intended as a comprehensive guide for sustainable regional development and investment. It targets local authorities such as Governors, Mayors, and other regional leaders, aiming to serve as a reference updated biennially and aligned with national strategies like the Five-Year Development Plans. It also seeks to provide assurance to investors by securing approval from relevant councils.

The Investment Strategy Document is envisioned as a practical, legally grounded tool to foster sustainable regional development in Türkiye, bridging national goals with local action while addressing deficiencies in planning, coordination, and implementation identified by the Turkish Court of Accounts.

Summary of the “Introduction” Section:
1. Turkish laws, notably Municipal Law No. 5393 (Article 41) and Metropolitan Municipality Law No. 5216, mandate local authorities to prepare development and strategic plans. These laws assign municipalities responsibilities for infrastructure, health, education, and tourism investments, emphasizing sustainable development.
1. The document distinguishes the Investment Strategy Document from Strategic Plans, highlighting its role as a coordinated effort involving local authorities, chambers, universities, and NGOs.
1. Sustainable development is defined as meeting present needs without compromising future generations, aligning with global frameworks like the UN’s Sustainable Development Goals (SDGs) and the Paris Climate Agreement.

Summary of the “Findings from the Turkish Court of Accounts Report” Section
- Türkiye integrated SDGs into its 11th Development Plan (2019-2023), coordinated by the Strategy and Budget Office (CSBB) and monitored by TÜİK. However, challenges include:
  - Insufficient prioritization and timelines for SDGs.
  - Limited awareness and capacity at local levels.
  - Inadequate regional planning and monitoring frameworks.
  - Gaps in data production (e.g., 132 of 215 indicators are not yet produced).
- Key finding: Regional-level preparatory efforts for SDGs are insufficient, underscoring the need for this Investment Strategy Document.

Summary of the “Recommendations from the Court of Accounts Report” Section
- Prioritize SDGs in plans, clarify institutional roles, and enhance regional participation (e.g., via development agencies).
- Improve budgeting, awareness campaigns, and data production for SDGs.
- Establish a high-level coordination board to oversee the process.

Summary of the “Regional Plan” Section
- A regional plan aligns with national development goals, focusing on resource distribution, sectoral analysis, and infrastructure. It addresses rural and urban development holistically, emphasizing efficient resource use and economic growth at provincial and district levels.
- Four phases are proposed: resource inventory, capacity assessment, strategy development, and implementation.

Summary of the “Fundamental Characteristics of Regional Planning” Section
- Plans should reflect global trends (e.g., EU Green Deal) and local conditions (e.g., geothermal potential).
- Collaboration between central and local entities is essential, with examples like the UK’s Regional Planning Guidance and Singapore’s “30 by 30” goal cited as models.

Summary of the “Conclusion” Section
- Türkiye faces challenges like unplanned development, economic crises, and inefficient resource use, exacerbated by the closure of the State Planning Organization (DPT) in 2011 and subsequent institutional shifts.
- A localized Investment Strategy Document, revised every 2-5 years, is proposed as a solution, aligned with global sustainability targets (e.g., Paris Agreement, EU Green Deal).
- The Court of Accounts highlights the urgent need for regional planning to address these gaps effectively.

References :

Ahmet Baybars Göğez,Sosyal ve Beşeri Bilimlerde Yenilikçi Yaklaşımlar, Holistence Publication, Rapor Tasarım Matbaa, İstanbul 2024.
Hasan Hüseyin Doğan ve Dursun Yıldız, Türkiye’de Bölge Planlaması ve Nehir Havzası Yönetimi, Palme-Vadi Yayınları, Ankara 2024.
Şule Sarıkoyuncu Emre ve Orhan Elmacı, Sürdürebilirlik Performansını Değerlendirme Ölçeği, Gazi Üniversitesi Yayınları, Ankara 2021

Reports:

T.C. Cumhurbaşkanlığı Strateji Ve Bütçe Başkanlığı (CSBB) Sürdürülebilir Kalkınma Amaçları Değerlendirme Raporu, Ankara 2019

[ Republic of Turkey Presidency of Strategy and Budget (CSBB) Sustainable Development Goals Assessment Report, Ankara 2019]

Sürdürülebilir Kalkınma Amaçlarının Gerçekleştirilmesine Yönelik Hazırlık Süreçlerinin Değerlendirilmesi Raporu Sayıştay, Ankara 2020

[ Report on the Evaluation of Preparation Processes for the Realization of Sustainable Development Goals, Court of Accounts, Ankara 2020.]

Laws:

5393 sayılı Belediye Kanunu

[Law No. 5393-Municipalities Law]

5216 Sayılı Büyükşehir Belediyesi Kanunu

[Law No. 5216-Metropolitan Municipalities Law]

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THE SUSTAINABLE REGIONAL DEVELOPMENT and INVESTMENT STRATEGY DOCUMENT FOR TURKIYE

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