Upgrading the Statistical System of Turkey (USST)

Technical Assistance to Data Collection

APPLICATION FOR
EC-FUNDED SERVICE CONTRACT

Procurement notice: EUROPEAID/116653/C/SV/TR

CONTACT LIST

GFK

Location: Turkey
Address: Sıracevizler Caddesi Çifte Cevizler Deresi Sk. Saruhan Plaza No: 6
Kat 5 Bomonti / ġiĢli / ĠSTANBUL

Telephone: 90 212 368 07 00

Fax: 90 212 368 07 99

E-Mail: aliorhun@GfKturkiye.com
Contact person: Ali Levent Orhun
Hacettepe University
Location: Turkey
Address: 06532 Beytepe-Ankara
Telephone: +90 312 2977998
Fax: +90 312 2977998
E-Mail: esensoy@hacettepe.edu.tr
Contact person: Prof.Dr. Ömer Esensoy
Dokuz Eylül University
Location: Turkey
Address: Kaynaklar YerleĢkesi 35160 Buca ĠZMĠR
Telephone: +90 232 453 42 65
Fax: +90 232 453 42 65
E-Mail: istatistik@deu.edu.tr
Contact person: Prof.Dr. Serdar Kurt
Mimar Sinan Fine Art University
Location: Turkey
Address: Çırağan cad. Çiğdem Sok. No:1 34349 BeĢiktaĢ ISTANBUL
Telephone: +90. 212. 258 .95.96
Fax: +90. 212. 258 .95.96
E-Mail: gkiroglu@fened.msu.edu.tr
Contact person: Prof.Dr. Gülay Kıroğlu

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TABLE of CONTENTS

1 RATIONALE 1

1.1 COMMENTS ON THE TERMS OF REFERENCE 1

1.2 BACKGROUND 2
1.3 UPGRADING THE STATISTICAL SYSTEM OF TURKEY (USST). 2
1.4 RECENT DEVELOPMENTS 5
1.5 OBJECTIVES 6
1.5.1 OVERALL OBJECTIVE 6
1.5.2 SPECIFIC OBJECTIVES 6
1.6 EXPECTED RESULTS 7
1.7 KEY ISSUES OF THE PROJECT 7
1.7.1 CLOSE CO-OPERATION BETWEEN THE CONTRACTOR AND THE BENEFICIARY. 8
1.7.2 CO-ORDINATION OF THE LOCAL INPUT 8
1.7.3 BALANCED INITIAL PLANNING OF THE ACTIVITIES 9
1.7.4 THE ACCEPTANCE RATIO AND THE NON-RESPONSE RATE 9
1.8 RISKS AND ASSUMPTIONS 10
1.8.1 ASSUMPTIONS UNDERLYING THE PROJECT INTERVENTION 10
1.8.2 RISKS 11

2 STRATEGY 15

2.1 OUTLINE OF THE APPROACH PROPOSED FOR CONTRACT IMPLEMENTATION 15

2.2 ORGANISATION AND MANAGEMENT OF THE PROJECT 17
2.2.1 MANAGEMENT APPROACH OF THE PROGRAMME 17
2.2.2 THE ROLE OF THE PROJECT IMPLEMENTATION TEAM AND STEERING COMMITTEE 19
2.2.3 MONITORING AND EVALUATION (M&E SYSTEM) 22
2.2.4 CONSORTIUM RATIONALE 23
2.2.4.1 GfK (Growth from Knowledge) Group 24
2.2.4.2 Hacettepe University 28
2.2.4.3 Dokuz Eylül University 31
2.2.4.4 Mimar Sinan Fine Art University 33
2.2.5 EXPERT INPUT 34
2.2.5.1 General Implementation Manager 34
2.2.5.2 Regional Field Team Leader for the Eastern Region 36
2.2.5.3 Regional Field Team Leader for the Western Region 35
2.2.5.4 The pool of support staff for fieldwork 36

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TABLE of CONTENTS

2.2.6 BACKSTOPPING TEAM 42

2.2.7 REPORTING 44
2.2.7.1 General Implementation Plan (GIP) 45
2.2.7.2 Monthly Progress Report 46
2.2.7.3 Interim Progress Report (Quarterly Report) 46
2.2.7.4 Survey Completion Report 46
2.2.7.5 Other Reports 46
2.2.7.6 Final report 47
2.2.7.7 Overview of reports 47
2.3 PROPOSED GENERAL IMPLEMENTATION METHODOLOGY FOR FIELDWORK 50
2.3.1 DETERMINATION OF THE SURVEY DETAILS WITH SIS AT INCEPTION PHASE 50
2.3.2 A DATA COLLECTION PLAN FOR EACH SURVEY 56
2.3.3 STAGES IN THE DATA COLLECTION PROCESS 60
2.3.3.1 Preparation 60
2.3.3.1.1 Assigning responsibilities 60
2.3.3.1.2 Time Planning 61
2.3.3.1.3 Printing and dispatching of the survey documents 62
2.3.3.1.4 Setting up “Central Headquarter” and “Regional Data Collection Centres (RDCC)” for the
data collection and its management: 62
2.3.3.1.5 Recruitment of the support staff 64
2.3.3.1.6 Training of trainers and support staff 67
2.3.3.1.7 Preparation of ID Cards and/or badges for the support staff 68
2.3.3.1.8 Permission to proceed and contacting local authorities 68
2.3.3.1.9 Ensure the swearing of confidentiality before a magistrate of all enumerators and staff
with access to filled questionnaires 68
2.3.3.2 Data Collection (Fieldwork) 69
2.3.3.2.1 Logistics 70
2.3.3.2.2 Coordinate all survey with SIS 70
2.3.3.2.3 Ensuring quality and reporting 73
2.3.3.2.4 Delivery of the filled questionnaires to SIS 80

3 TIMETABLE OF ACTIVITIES 82

4 LOGFRAME 96

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ABBREVIATIONS

Abbreviations Description
CA Contracting Authority
CCC Consortium Coordination Committee
Cf. Carried forward
CFCU Central Finance and Contracts Unit
DC Data Collection
DEU Dokuz Eylul University
EC European Commission
ECD/EC Delegation European Commission Delegation
EU European Union
EUMA European Union Management Advisor
EUR European currency
EUROSTAT Statistical Office of the European Communities
HU Hacettepe University
FSS Farm Structure Survey
ICT Information and Communication Technologies
ID Cards Identification Cards
IR Inception Report
IT Information Technology
ICT Information & Communication Technologies
GfK Growth for Knowledge
GIM General Implementation Manager
GIP Global Implementation Plan
LFA and LFM Logical Framework Approach and Logical Framework Matrix
MARA Ministry of Agriculture and Rural Affairs
MBP Multi Beneficiary Programme
MEDA Mediterranean (MED) countries
MEDSTAT The Statistical Programme for Mediterranean Countries
MEUR Million EUR/Euros
MSU Mimar Sinan University
MoF Ministry of Finance
NSI National Statistical Institute
PCM Project Cycle Management
PIT Project Implementation Team
PMC Project Monitoring Committee
PO Programme Office
PMT Project Management Team

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ABBREVIATIONS
PHARE The Programme, which was originally created in 1989 to assist
Poland and Hungary. Currently it covers 10 countries.
RDCC Regional Data Collection Centre
R&D Research and Development
SC Steering Committee
SIS State Institute Of Statistics
SPO Senior Programming Officer
TA Technical Assistance
TL Team Leader
TOR Terms of Reference
UN United Nations
USST Upgrading Statistical System of Turkey

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1 RATIONALE

1 RATIONALE

1.1 Comments on the Terms of Reference

 Within this project, the risk of a lack of time has to be underlined because the
necessary time for implementing the wide range of activities could exceed the
comparably short project time of 18 months.

 Although, the Terms of Reference includes specific estimate (the expected number
of questionnaires and the average interviewing time per questionnaire) of the input
required for the surveys, there is no exact (final) questionnaire or methodology
attached to the TOR. This proposal includes the number of working days for these
surveys according to the reference figures in TOR. However, these figures are
tentative and during the clarification phase they might be changed according to the
discussions during the Inception Phase.

 We consider that there will be high non-response rate in some surveys like
“Structural Business Statistics”. There is no information in the TOR how non-
response rate will be taken into account and reflected to the acceptance ratio.
Consequently, in order to use sources efficiently, response rate and usability of
non-response rate and the reasons for non response have to be taken into account
during the inception phase.

 The USST programme consists of different components and/or projects. The

activities subjected to the TOR depend on the implemented activities by another
contractor. Therefore, we would like to point out that we will contribute to the
general and specific objectives of the USST programme but we cannot be solely
responsible for their fulfilment because other contractors and SIS will also work on
this programme. Nevertheless, we are of course responsible for the fulfilment of
the results of the surveys, taking into consideration the assumptions and risks
given below

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1.2 Background
In the Turkish statistical system the State Institute of Statistics (SIS) is the central body with
the main task to compile, to evaluate and to publish statistical data on the economic, social,
cultural and demographical development of the country. SIS produces 85% of the official
statistics used in Turkey.

Article 2 of Statutory Decree No 219 covers the establishment and duties of the State
Institute of Statistics. Paragraphs (b), (c), (d), (t) of Article 2 of Statutory Decree No 219
have been revised by Statutory Decrees No 357 and 403. The revision of the Turkish
Statistical Law to comply with the EU requirements is ongoing.

Other public institutions and organizations have a role in the Turkish statistical system (the
Ministries of Agriculture, Forestry, Tourism, Labour and Social Security, Health, Education,
Industry and Trade, the Undersecretaries of Treasury, Foreign Trade, and Custom, the
Central Bank, the General Directorate for Security Affairs, etc.). They have statistics units
where data is processed for their own specific proposes and at he same time these data is
given to the SIS for their own usage. The Turkish Statistical System produces a huge range
of statistics related to the economic, social and cultural aspects of Turkey according the
international standards (mainly UN), as well as evaluating and publishing statistics. The
challenge now for the SIS and other producers of official statistics in Turkey is the
compliance with the EU requirements since comparable and reliable statistical information is
needed during the pre-accession process.

Changes in data collection and data processing, however, need substantial effort considering
the magnitude of Turkey. The high number of economic enterprises and households in the
country, the large extent of agricultural land, the significant diversities of the regions and
serious environmental problems are examples for the difficulties to be met during the
compliance process.

1.3 Upgrading the Statistical System of Turkey (USST).

This project is one of the components of the programme of "Upgrading the Statistical
System of Turkey" (USST). Activities and schedules must be coordinated with the other
components of the programme which, in parallel and separate to the projects covered by

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this tender, consist of several actions which have the final goal to upgrade the Statistical
System and it's IT capacity through training, technical assistance, participation in the Multi -
Beneficiary Programme for Statistics, strategy development and procurement of equipment.

For a number of years the Turkish Government and in particular the State Institute of
Statistics (SIS) has been aware of the extensive provisions of the Acquis Communautaire in
the statistical area. SIS participated in the pre-accession programme which was set up by
the European Commission's Statistical Office (Eurostat) for Candidate Countries offers a
large variety of supporting activities. Unfortunately, the SIS took part only in a few activities
due to lack of available funds. Additionally, as a Mediterranean country, Turkey has been
involved in all activities designed by the MEDSTAT programme. However, MEDSTAT
Programme is a multi-country programme and not specifically addresses the priorities of
Turkish Statistical System.

During the past years of co-operation with Eurostat and other International organisations,
the needs of the SIS related with respect to the EC statistical requirements has become
more and more clear. The actual dimension of the necessary adoption process in statistics
might not have fully estimated in the past. Having said that, since Turkey is now an EU
candidate country, it is clear that major investments are necessary in a short period.

The adoption of the Acquis Communautaire in statistics is not limited to the introduction of
European methodology and standards as theoretical background of statistics. The
establishment of the methodological and conceptual basis constitutes a prerequisite of new
statistical processes. The changes of data collection in the field and data processing,
however, need vast interventions considering the size of Turkey. The large number of
economic enterprises and households, the large extension of agricultural land, the significant
disparities of the regions and serious environmental problems are examples for the
difficulties to be met during the compliance process. This all has to be reflected during the
specification of the activities and the required resources for the programme.

Following Turkey's nomination as a Candidate Country at the Helsinki Summit 1999,

Eurostat and the SIS started without delay to investigate in depth the current situation of
the Statistical System of Turkey and identified urgent needs while considering the absorption
capacity of the SIS. In almost all fields of statistics, the SIS highlighting the currently applied
methods, data collection procedures and the state-of-the-art in terms of applied techniques

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and instruments provided valuable contributions. Based on these descriptions and combined
with Eurostat's expertise and experiences gained with other Candidate Countries the
presented Statistical Co-operation Programme is defined.

Reflecting the high importance of comparable and reliable statistical information during the
pre-accession process, the European Community reacted swiftly to the expressed needs for
changes in the statistical area by providing a major financial contribution. The decision of
the EC is; to create a single framework for pre-accession aid to Turkey underlined at the
same time the need for more precise specification of the Statistical Co-operation
Programme.

Data Collection project will organise and implement the data collection for several statistical
key areas. The work concerns the preparation and supervision of the survey organisation,
carrying out of the fieldwork for the collection of the data and includes the hiring, training
and remunerating of interviewers in selected statistical fields as part of the compliance and
harmonization process with EU statistical standards.

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Programme Structure

EuropeAid
Donor
MEDSTAT II Programme

Contracting Delegation of the European Commission to Turkey

Authority

Upgrading the Statistical System of Turkey

Programme (USST Programme)

Components
Multi- Training Technical Procurement Data
Projects Beneficiary of Equipment Collection
Assistance
Programme

State Institute of Statistics (SIS) of Turkey

Beneficiary
Institutions

Ministry of Central Ministry of Treasury Other

Finance Bank Agriculture institutions

1.4 Recent Developments

The recent developments are very important to create an effective management team and
the regional teams for the implementation. We will organize the teams according to
Nomenclature of Units for Territorial Statistics Level II.

Official correspondence from the Ministry of State, number 1400 dated 12/08/2002, and
with the decision of the cabinet, number 2002/4720 dated 28/08/2002, defined the
classification of country-wide Statistical Region Units, in order to obtain and develop
statistics, to carry out socio-economic analysis of regions, to determine the framework for

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regional policies and to set up a comparable statistical data base in accordance with an EU
regional Statistical system.

These levels are called, in the terminology of the EU, Nomenclature of Units for Territorial
Statistics I, II, and III (NUTS):

 81 Provinces are defined as „Level 3‟

 Neighbouring provinces, which have economic, social and geographical similarities,

are grouped together and classified as „Level 2‟ and there are 26.

 Based on regional plans and populations, 12 „Level 1‟ regions have been developed
from the „Level 2‟ region

 The SIS has established a Regional Office in each of the „Level 2‟ regions

1.5 Objectives
1.5.1 Overall objective
Cf. Terms of Reference: “The objective of this project is to support and enhance the
capacity to upgrade selected statistical surveys to EU standards by testing their new
methodologies in the field.”

The indicative list of domains within which statistical surveys are to be organised in the form
of test surveys and pilot surveys is as follows:

 Business registers,

 Selected areas of business statistics,

 Selected areas of agricultural statistics,

 Selected areas of macroeconomic and social statistics,

 Dissemination,

 Pilot Projects of the 2002 and 2003 Phare Multi-Beneficiary Programme (MBP) for
Statistics.

1.5.2 Specific objectives

Cf. Terms of Reference:

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 To organise and implement the data collection within Turkey for selected statistical
fields as part of the compliance and harmonization process with EU statistical
standards,

 To organise and provide personnel for data collection.

 To implement the data collection and deliver the filled questionnaires.

1.6 Expected Results

The target of the USST programme is to make comparable and reliable statistical
information available for the negotiations between Turkey and the European Union. Parallel
to this target, we expect the “Technical Assistance to Data Collection” to lead to the
following results:

 All surveys coordinated with SIS,

 The necessary personnel provided and trained in close cooperation with SIS to
adopt the list of surveys,

 Questionnaires dispatched to Regional Offices,

 The fieldwork organized and carried out,

 100 % of statistical units visited in each survey,

 Quality of all filled questionnaires checked and 90 % (or acceptable ratio) quota
per survey provided,

 Questionnaires delivered to SIS,

 Ten surveys and several pilot surveys conducted according to Eurostat standards.

1.7 Key Issues of the Project

This project requires technical assistance in a number of different surveys.

Based on our understanding of the Terms of Reference for this project and the expected
results from the contract, we consider the provision of know-how transfer in each subject
matter area to be very important. This shall be based on the principle of providing technical

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assistance with clearly defined outputs. We strongly believe that this is the only reasonable
way to achieve tangible results by the end of the project.

We consider the following key issues as crucial in order to achieve the contract objectives
and to reach the expected objectives:

Key Issues of the Project

 Close co-operation between the Contractor and the Beneficiary.

 Co-ordination of local input.

 Balanced initial planning of the activities.

 The acceptance ratio and the non-response rate.

1.7.1 Close co-operation between the Contractor and the Beneficiary.

The total number of man days is around 92,500 which is on average more than 280
interviewers (enumerators) has to work for the SIS for every working day of the
Implementation Phase of the project. This calculation does not even include the organizers,
trainers and team leaders input. In order to be able to absorb all this outsourced input the
project has to be carefully steered by the General Implementation Manager, EU
Management Advisor and Senior Programme Officer in SIS.

For the successful implementation of this project, very close co-operation and co-ordination
is necessary. We will work and communicate intensively with the Beneficiary and the PIT,
established by another contractor, in the day-to-day business. This affects above all:

 feasible project planning;

 identifying appropriate local experts for selected activities;

 smooth and transparent project implementation.

1.7.2 Co-ordination of the local input

This project has more than 92,500 man days input. Through the team leaders selected by
the universities located in the critical regions as partners for this contract, the qualitative
enumerators will be provided from the universities.

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This means that for successful results at the end of the implementation of each survey,
these enumerators have to be chosen by the team leader in close cooperation with the SIS.
Furthermore, SIS Regional Offices will play an important role in the selection and the
approval of the enumerators.

1.7.3 Balanced initial planning of the activities

We consider as very important to carefully plan the activities at the beginning of the project
in order to have a balanced input through the whole project lifetime. The project input
consists

 Interviewer input of around 83,500 man days;

 Trainers and organizers input of around 9,000 required man days;

 Numerous training activities within all areas of the project

All these input have to be balanced with the normal every day activities of SIS. It has to be
made sure that the project work plan will complement the work of SIS taking into
consideration the absorption capacities of SIS, whose personnel in the Regional Offices will
check the consistency and completeness of the filled questionnaires according to the
relevant manuals prepared by SIS and accept them upon validation.

1.7.4 The acceptance ratio and the non-response rate

Response rate is a measure of the proportion of sampled units who respond to a survey.
This indicates to users how significant the non-response bias is likely to be. Non-response
occurs when it is not possible to collect information from a sample unit. We consider that
there will be many non-response question or questionnaire during the fieldwork in some
surveys. Consequently, in order to use sources efficiently, response rate and usability of
non-response rate and the acceptable reasons for non-response have to be taken into
account during the inception phase.

There is a statement that the acceptance ratio for any survey implemented under this
contract will be 90 %, but there is no indication about how non-response rate will be
reflected to the acceptance ratio. SIS and the GFK consortium should agree on the number
of substitute addresses before the field implementation.

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1.8 Risks and Assumptions

1.8.1 Assumptions underlying the project intervention
Cf. Terms of Reference:

 SIS provides all necessary human and financial resources for ensuring its part of the
implementation activities,

 SIS is able to perform its related tasks in time,

 SIS provides the contractor with all the necessary information for the correct
implementation of the activities,

 SIS can arrange agreements with other administrations (Ministry of Finance, Ministry of
Agriculture, Central Bank etc.) for improving co-operation and co-ordination,

 The General Census of Businesses provides appropriate results on the population of the
economic agents of Turkey,

 The first set up of the Statistical Business Register is available,

 The list of enterprises and their local units is available

 The Agricultural Census provides appropriate results on the population of the agricultural
agents of Turkey,

 The list of agricultural holdings is available,

 Users Profile and Needs Survey will target the users of services provided by SIS

 The Turkish side upholds their commitment to co-finance this programme, regardless of
economic developments and their possible consequences for the government budget

 The infrastructure of Regional Offices is maintained and strengthened.

 Ministries and agents in the Turkish administration involved in statistics follow standard
statistical classifications.

 The SIS Staff is released from the existing duties as far as possible to help “Data
Collection” activities realized in the centre and regions,

 The Staff trained under the project remain within the SIS,

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In addition to these assumptions given in the TOR, we would like to add the following
assumptions to underlay the project implementation:

 The necessary methodological infrastructure (e.g. with regard to European

methodologies reflected to the questionnaires and sampling frame), partly financed by
other contracts of the USST programme, will be provided in time.

 SIS will develop the methodology and sampling for each survey before and/or during the
inception phase,

 The whole data collection process will be conducted on behalf of SIS and this will be
declared to the respondents before the interviews,

 The SIS is to sustain the procedures that are implemented during the life of the project,
as well as the results,

 Staff of SIS and other beneficiary institutions will closely cooperate with the contractor
during the project implementation,

 Number of SIS Staff is enough to provide all the requirements done by SIS,

 SIS nominated appropriate staff to participate in necessary activities,

 Other public administrations accept the leading role of the SIS in terms of advisory body
and general coordinator.

 Planning and outputs can be revised and adopted during the lifetime of the project.

1.8.2 Risks
The following risks must be taken into consideration, as they might hamper the successful
implementation of this sub project:

 The given objectives of the different surveys require a large number of human resources
originally envisaged for project duration of 18 months. Given the short project time of 18
months, the risk of a lack of time has to be underlined since the necessary time for
implementing the wide range of activities could exceed the comparable short project
time.

 Difficulties for the absorption capacities of SIS staff of new methodologies given by
another contractor due to technical and institutional constraints.

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 The current situation in Turkish economy may result in high non-response rates in the
surveys.

 The winter weather condition in some parts of Turkey does not delay data collection
unduly.

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Risk
GFK Consortium and SIS staff do
not establish an effective working
relationship
Lack of on-time printing and
dispatching of the required material
Finding and hiring support staff in
adequate level of knowledge and
capacity
Finding, hiring and training data
collection staff
Seasonal risks for different regions
Mutual agreement on survey lists,
duration, sample etc.
Mistakes in sample design works
Potential Adverse Impact
Delays in implementation of processes of the project
Hampering the field works and delays in project phases
as a whole
Lack of coordination between field staff and Project
Management, reduces the project manageability and
visibility
Reduces the work and data quality, improve the errors
of enumerators
Hard to reach to the regions in specific period of time,
such as harvest period, winter time causes delays in
data collection and bound works
Hard to implement in the field and/or not adequate
level of information for reaching the expected results
of the project
Hard to collect adequate data during the field
operation, low response rates and
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Risk Level Risk Management Strategy Responsibility
(H/M/L)*
L Periodical performance assessment with EC, SIS, GfK Consortium. Meeting
European Commission, SIS and Project arrangements are GfK Consortium
Implementation Team Responsibility
L Using high quality printing tools and systems, SIS and GfK Consortium
which already owned by SIS.
Using well-known logistics companies for
dispatching.
L Choosing the support staff in close cooperation GfK Consortium
with the SIS and SIS Regional offices
Standardization of hiring and training process
of support staff during the inception phase
L Establishment of very close relationship with GfK Consortium
local and regional universities for experienced
staff. Using GfK Consortium vast knowledge in
data collection processes.
Delivery of same/similar training to all field
staff of the project
M During the inception phase, addressing the GfK Consortium and SIS Regional
seasonal situations of regions and finding the Offices
right timing for such operations with SIS
regional offices
M Highly experienced GfK consortium and SIS GfK Consortium, SIS Management
management, with the contributions of EC will
be agreed upon the lists, content and the other
features of surveys during the inception phase
L During the inception phase, GfK Consortium SIS
provides ideas and possibilities to the SIS
management in designing the surveys and its
content
1 RATIONALE
Risk
Low response rate
The quality of collected data
Accessing the requested contact
points and units for surveying
because of the old lists and missing
variables in lists
H: High, M: Medium, L: Low
Potential Adverse Impact Risk Level Risk Management Strategy Responsibility
(H/M/L)*
Not possible to collect data from sampled unit and will H SIS will provide substitute address list for SIS
effect the overall success of the project reducing the non-response rate during the
inception phase
Reduces the reliability of the project and hard to reach M Development of work manuals for field workers GfK Consortium
the expected results and giving high quality trainings to the
enumerators. Pre-test period of each survey
will be conducted.
Such conditions reduce the response rates and H Very close cooperation among regional offices SIS
reliability of data collected by the enumerators and has of SIS and GfK Consortium during the inception
direct effects to the success of the projects. phase for addressing the such problems and
eliminate them through using substitute
address lists
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2 STRATEGY

2.1 Outline of the approach proposed for contract

implementation

Management Approach

We consider the organisational set up of this project as the most important and crucial
tool for its overall successful implementation as well as its management. We will set up a
clear organisational structure with precisely defined responsibilities for each part in the
project and will ensure:

1) Close co-operation between the Beneficiary and the Contractor and

2) Joint decision-making with the Contracting Authority and the Beneficiary.

The Role of Project Implementation Team and Steering Committee

To our understanding, the task of the Project Implementation Team and Steering
Committee will guide the project implementation and to review, supervise and “steer”
overall project achievements. The Steering Committee meetings place at least twice a
year. Corresponding reports will be submitted in time to all Steering Committee members
before the meetings, thus the reports can be read beforehand and discussed during
these meetings.

Monitoring & Evaluation

A well functioning and regularly updated Monitoring and Evaluation System for assessing
the progress and achievements of the project will be implemented.

Consortium Rationale

This project will be implemented by the Consortium of ProCon GFK , Strategy GFK,
University of Hacettepe, 9 Eylül University and Mimar Sinan Fine Art
University. Strategy GFK will be responsible for Management and Expertise, and
Universities will support in providing the trainers, team leaders, organizers and
enumerators.

Expert Input

GFK consortium provides three key experts and a pool of organizers, team leaders,
trainers and enumerators (non-key experts) who all have profound knowledge and

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experience according to the profiles specified in the Terms of Reference. The pool of
support staff is indicative and will be agreed upon in the Inception Phase.

Backstopping Team

A backstopping team is necessary to ensure the successful implementation of all sub-

projects. We propose to have backstopping support for the project as a whole,
independent from the regions.

Reporting

All reports will address the general progress of the project (actions, meetings with
recipient institutions, authorities etc), problems encountered and solutions found or not
found. Reports will be available to the EC Delegation and to the SIS.

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2.2 Organisation and Management of the project

EU Commission

State Institute of
Statistics Steering Committee

Project Implementation Team

CONSORTIUM
CoordInation Committee
GFK
General Implementation Project Office
Hacettepe University
Dokuz Eylül University Manager
Mimar Sinan Fine Art University

CATI Team

Back Stopping Team Support Team Manager Training Team

Logistics Team

Regional Field Team Regional Field Team

Leader Western Region Leader Eastern Region

Team Leader Team Leader Team Leader Team Leader

Organizer Organizer Organizer Organizer

Interviewers Interviewers
Interviewers Interviewers

Region 1 Region 2 Region 25 Region 26

2.2.1 Management Approach of the programme

General Implementation Manager (Mr. Ömer Sıtkı GÜCELĠOĞLU) will be responsible
for the overall management and co-ordination of the project (and will also be supported
by GFK‟s Backstopping Team). He will provide long-term technical assistance during
the entire lifetime of the project and will take care that all activities will be performed in
accordance with the detailed programme components and descriptions. The General

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Implementation Manager will support the SPO in establishing the annual work plans and
in all reporting and auditing procedures in close cooperation with the EU Management
Advisor procured by another contract. He will prepare quarterly reports regarding to
implementation of the project for the Delegation of the European Commission in Ankara,
after approval by the SPO.

The scope of work to be provided by GFK-consortium‟s Team in the day-to-day project

management comprehends the management of organizational, logistical and
administrative issues such as:

 Determine the surveys and their details in the inception phase of the contract
together with SIS

 Coordinate all surveys with SIS,

 Provide the necessary personnel to organise and carry out data collection in the
field for the determined survey ,

 Preparation of badges and ID cards for field staff, and submit them for approval
of SIS,

 Ensure the swearing of confidentiality before a magistrate of all enumerators

and staff with access to filled questionnaires

 Provide the trainers who will train the enumerators. (Training of the trainers will
be done by SIS),

 Provide the necessary training for the enumerators,

 Provide the necessary personnel and technical infrastructure to report on the

fieldwork and to deliver the data collected to SIS,

 Propose and implement a regular communication system with the State

Institute of Statistics to implement the activities,

 Preparing the details of data collection plans in close coordination with SIS,

 Providing and remunerating the required personnel for each pilot survey and
organising the work of the enumerators in a cost-efficient way,

 Ensuring that transfer of know-how via training of enumerators and/or trainers

is done according to the commonly agreed planning,

 Collection of the data,

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 Writing and distributing operational project reports on the data collection, per
project, in English language,

 Reporting as required and when appropriate during programme

implementation, including a quarterly reporting on the use of the programme
budgets.

Backstopping team consists of staff members of the GFK consortium. The Contract
Manager and the Backstopping Team will jointly be responsible for all technical and
administrative support within this wide range of tasks.

Consortium Coordination Committee of the Technical Assistance to Data Collection

Project will consist of the responsible staff of consortium partners, Procon GfK,
Hacettepe University, Mimar Sinan University, 9 Eylül University and Strateji GfK.
Consortium Coordination Committee will be chaired by ProconGfK, pilot partner of the
consortium. The Committee meetings will be held on quarterly basis, and also convene
when required. Main responsibilities of the Committee are:

 Monitoring of the implementation of the project

 Ensuring the information dissemination among the consortium partners

 Providing regional advices and assistance to the Key Experts when requested

 Ensure that the conformity of project requirements and practices

 Provides an environment for sharing the ideas and recommendations regarding

the project among the consortium members

2.2.2 The Role of the Project Implementation Team and Steering Committee
Activities and schedules related with the “Data Collection Service” will be coordinated
with the other components of the programme which, in parallel and separately to the
projects covered by this tender, consist of several actions which have the final goal to
upgrade the Statistical System and it‟s IT capacity through training, technical assistance,
participation in the Multi –Beneficiary Programme for Statistics, strategy development
and procurement of equipment. In order to provide a close cooperation with the parties
subject to other components, “Project Implementation Team (PIT)” will play a key role
and also be the contact and information point.

The role of the “Project Implementation Team” and the “Steering Committee” will
also be crucial in the implementation period of the “Technical Assistance to Data
Collection” Project. The task of the Project Implementation Team and Steering

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Committee is to guide the project implementation and to review, supervise and “steer”
overall project achievements.

A Project Implementation Team (PIT) consisting of a Turkish project director

(Senior Programme Officer, SPO) and three local project coordinators provided by SIS,
an EU Management Advisor supported by two local assistants and a secretary is
responsible for the proper execution of the programme.

A Turkish project director, SPO, ensures all SIS contributions to the implementation
of the programme. On behalf of the SIS, he establishes annual work plans specifying all
project activities to be carried out during the respective project year and all related SIS
contributions. The SPO establishes the annual work plan in close co-operation with the
EU Management Advisor. The SPO ensures all reporting and auditing requirements on
behalf of SIS.

The EU Management Advisor will provide long-term technical assistance during the
project duration. He is responsible for all technical aspects of the implementation
coordination of the projects and takes care that all activities will be performed in
accordance with the specified activities defined in the detailed programme component
descriptions. He establishes quarterly reports on the implementation of the programme
to be submitted directly to the Delegation of the European Commission in Ankara,
Eurostat and the SPO.

A Steering Committee consisting of SIS, EC Representation to Turkey, Eurostat,

Ministry of Finance, Turkish Central Bank, and Ministry of Agriculture who will meet at
least twice per year. Appropriate reporting from Steering Committee meetings are
established and disseminated by the PIT. This Committee has an advisory and guiding
role.

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Data Collection Project

General
Implementation SIS Experts
Project Team Manager
GFK-Consortium
Advise

Results

Feedback,Results

Implementation
Eurostat Contracting Authority
Supervision Supervision
Advice Decisions Steering Committee
Advising Control
Coordinating

Coordination,
Tech.Reports,

Advise,Comments
Approve,Change
Coordination

Plans,Reports
Management
Advise

SIS
SPO EUMA

Project Implementation Team

This figure shows that the relationships and tasks among the parties. General
Implementation Manager will inform Senior Programme Officer and EU Management
Advisor regularly and when necessary. Coordination activities will be managed by
reporting and regular and irregular meetings. Contracting Authority will be in the centre
of the workflow. In addition Eurostat and Steering Committee will be advising body for
all parties. Further, Project Team will send technical reports to SIS and EC Delegation on
quarterly basis. On the other hand, Project Team will also present these quarterly reports
to the Steering Committee whenever the meetings takes a place. The SC will give advice
and recommendations to the Project Team of Data Collection. Moreover, SIS will support
“Data Collection” activities through its experienced staff. In addition, SIS will release its
Regional Staff when the Data Collection activities start in the regions. Finally, SIS will
also follow these activities via its supervisors using the reporting system set up between
the Team Leaders and the Heads of Regional Offices.

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2.2.3 Monitoring and Evaluation (M&E System)

GFK‟s has gained experience through various project implementations in data collection
since 1933. As requested in the Terms of Reference and according to consortium
partners‟ experiences, well functioning and regularly updated Monitoring and Evaluation
System for assessing the progress and achievements of the project is a must for being
successful.

In principle, it guarantees the following:

a. As a precondition for a well functioning M&E System, the expected output and
indicators of achievement of the project have to be clearly and precisely defined
at the beginning of the project. This requires a common and mutual
understanding of project intentions by all people involved which is a very
important basis.

b. The success and/or failure of the project is regularly monitored and thus
problems can be tackled early on or achievements can be reinforced.

A well-structured and regularly updated M&E system provides important data for
measurement of results and information for the requested reports.

The EC Delegation and the SIS will monitor the project through

 the Progress Reports;

 achieved results against the agreed work plan for each year;

 the proceedings of the Steering Committee.

For monitoring the project, the following indicators will be taken into account:

 List of the surveys and their details in the inception phase of the contract
determined together with SIS under the coordination of Project Implementation
Team,

 The acceptance ratio per survey determined by SIS under the supervision and
coordination of Project Implementation Team, according to nature of the
survey,

 The details of data collection plans in close coordination with SIS,

 Number of surveys conducted according to Eurostat standards,

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 The methodology for each survey developed by SIS,

 Exact number of questionnaires are determined by SIS,

 Number of survey documents, including questionnaires and guides designed

and printed by SIS,

 Number of badges and ID Cards for field staff produced by Contractor and
approved by SIS,

 Number of nominated appropriate staff of SIS to participate in the activities of

the project,

 Number of regional offices prepared by SIS in order to provide a base for

fieldwork,

 Number of surveys and several pilot surveys have been conducted according to
Eurostat standards,

 Sufficient number of personnel hired,

 Number of training materials prepared by SIS,

 Number of provided trainers who trained the numerators.

 Number of personnel trained in close cooperation with SIS

 Number of questionnaires delivered to Regional Offices of SIS,

 Number of SIS Staff assigned for each Regional Offices in order to check the
quality of questionnaires,

 Number of statistical units have been visited for each survey,

 Number of questionnaires checked by SIS Staff,

 Number of questionnaires returned to the field due to insufficient information,

 Number of questionnaires delivered to SIS,

 Acceptance ratios for each surveys,

 Adequate equipment in use,

 Usage of funds.

2.2.4 Consortium Rationale

This project will be implemented by the Consortium of ProCon GFK , Strategy GFK,
University of Hacettepe, 9 Eylül University and Mimar Sinan Fine Art
University. Strategy GFK will be responsible for Management and Expertise, and

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Universities will support in providing the trainers, team leaders, organizers and
enumerators.

2.2.4.1 GfK (Growth from Knowledge) Group

Knowledge is at the core of our culture, tools, investments, because

 Knowledge is the basis for effective decision making

 Knowledge is essential for business growth

 Knowledge is delivered by actionable, insightful research

GfK is A strong heritage in marketing research, starting in 1934, having steady growth
over its history, as the 5th largest research company in the world.

There are five complementary areas that GfK have:

Historic Stages

September 1999 GfK shares start trading on the Frankfurt stock exchange
1990 Conversion into a joint stock company
1967 Start of internationalisation
1949 Re-opening of GfK
1934 Founded as GfK-Nürnberg e.V.

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1925 Founded: “Institut für Wirtschafts-beobachtung der deutschen Fertigware”

GfK Key Features

EUR 595,3 million in 2003

Sales Previous year: EUR 559,4 million
Increase on the previous year: +6.4%

5.066 full-time staff

Employees
71,1% of which abroad

 Comprehensive information services on consumer goods, healthcare and

services markets
Services
 Research know how
 Marketing consultancy

About 120 subsidiaries, branches and participations in 57 countries on five

Network
continents

Pure market research player delivering information services to major global

Core business
players in the consumer goods and healthcare industries.

Largest market research company in Germany, 4th largest in Europe and 5th in
Market position
the world.

Synergies across our business divisions: out of the top 50 clients 39 are
USP
consulting GfK in more than one business division.

Continuous Growth

Sales in EUR million Full-time employees

595
559 5,066
4,879
4,750
506

Abroad
Germany

2,773

2,329
244

160

1991 1996 20011) 2002 2003 1991 1996 2001 2002 2003

1) Figures as of 2001 according to US GAAP, figures before 2001 according to HGB

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Sales by Divisions and Regions 2003

Divisions Regions

5%
37% 6%
8%
2%
35%

15%

10% 37%
8%
9%
28%

Consumer Tracking Germay

HealthCare Northern Europe
Retail and Technology Western and Southern Europe
Media Central and Eastern Europe
Custom Research America
Others Asia and Pacific

GfK Corporate Values

 Client focus: drives our business

 Our people: our major asset

 Innovation: trailblazer for new instruments and processes

 Global expertise – local knowledge: respecting local business cultures and

practices

 Growth: securing corporate development

GfK Resources: Focus On Europe

 More than 25,000 interviewers

 Over 3,000 B-to-B interviewers

 Over 300 moderators

 Over 1,700 CATI terminal

 2,500 CAPI

 Online – interviews via advanced software

 Hall & viewing facilities in all countries

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GfK Turkey (ProCon GfK & Strateji GfK)

GfK Turkey, as a member of GfK Group, has full range of experience across industries, as
the 2nd largest research company in Turkey. ProCon GfK and Strateji GfK have the
following competencies in Turkey:

 Understanding client needs through marketing knowledge

 Innovative approach

 Validated tools over the whole marketing cycle

 High quality solutions in qualitative and quantitative methods

 Research Harmonization Globally

 Key Account Management

 Service Excellence

 Trusted Advisor to support decision making

 Actionable results

Historic Stages

2002 Acquired Strateji MORI as Strateji GfK

2002 Acquired Ġncekara Research Co.

2001 Acquired IBS Research Co.

1997 Founded as ProCon GfK

1993 Founded as ProCon

1987 Founded as GfK Turkey

Key Features

Shareholder GfK AG, Ali Levent Orhun, Elçin Üner

Office Headquarters in Ġstanbul, offices in Ankara and Ġzmir

Scope of Business Ad-Hoc and Non-Food

# of Employees 150 full-time

GfK Turkey has industry experience in the following industries:

 Automotive

 Health/ Medical

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 Social & Political

 Finance

 Durables

 Information technologies and telecommunication

 Energy

 Construction materials

 Retail

 Food & Beverages

 Corporate communications

2.2.4.2 Hacettepe University

The history of Hacettepe University can be traced back to the

establishment of the Institute of Child Health on July 8, 1958, and the
inauguration of the Hacettepe Children's Hospital. In 1961 the School
of Health Sciences and its divisions of Nursing, Medical Technology,
Physical Therapy and Rehabilitation and Nutrition were opened, all
centred around the Institute of Child Health.

On June 15, 1963, Hacettepe University, Faculty of Medicine was

established, and a general teaching hospital was built. Three months later Hacettepe
University School of Dentistry was established.

In the summer of 1964, a School of Basic Sciences was opened, offering courses in the
natural sciences, social sciences and the humanities. At that time, all Hacettepe teaching
institutions were affiliated to Ankara University and grouped under the title "Hacettepe
Science Centre".

Hacettepe University was chartered through Act No. 892 of the Turkish Parliament on
July 8, 1967. Hacettepe Institutes of Higher Education formed the core of Hacettepe
University, and the Faculties of Medicine, Science and Engineering, and Social and
Administrative sciences were established.

In 1969 Hacettepe School of Pharmacy and Health Administration were established. In

1971 with reorganization, the former schools were given faculty status and thus they
became the Faculty of Dentistry, Faculty of Engineering, Faculty of Pharmacy and Faculty
of Science. In 1973 the School of Technology was established. In I982 the former

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faculties were reorganized as the Faculty of Letters, Faculty of Education, Faculty of Fine
Arts, Faculty of Economic and Administrative Sciences and the State Conservatory was
affiliated to Hacettepe University. In 1984 the School of Health services and in 1989 the
School of Sport Sciences and Technology were established.

The faculties, institutes and schools of the University are located mainly on two
campuses at Hacettepe, in the city centre of Ankara and Beytepe, in west part of the
city.

At present time, Hacettepe University has nine faculties‟ fifteen vocational schools,
twenty institutes and twenty-four research centres.

Hacettepe University is one of the leading state universities in Health, Mathematics,

Statistics and sports education. The University offers 150 different undergraduate degree
and 173 different postgraduate degrees. Hacettepe University has more than 34.000
students and 3.500 academic staff.

Faculty of Science

The origins of the Faculty of Science can be traced back to the School of Basic Sciences,
which was established to offer courses to the School of Medicine. In 1967 with the
establishment of Hacettepe University, as a result of the new academic restructuring the
Faculty of Science and Social Sciences was established. In the following years, science

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related departments separated from Faculty of Social Sciences and Faculty of Sciences
established in 1971. At present there are five departments, namely, Biology, Chemistry,
Mathematics, Actuarial and Statistics within this body.

There are around 2000 students and 259 staff members in the Faculty.

Department of Statistics

Hacettepe University is the top university in the education of statistics in Turkey with 8
professors, 5 associate professors, 4 assistant professors, 5 lecturers and more than 20
research assistant. Hacettepe University is proud of being a leader among all universities
in statistical education system in Turkey. The department always work very closely with
the statistical departments of other universities for collaboration the activities throughout
the Turkey.

Hacettepe University Department of Statistics is experienced in:

 Local and regional studies, researches and surveys

 Cooperation with the industry and regional and state-level public agencies

 Sampling Theory

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 Game Theory

 Operations Management and

 Statistical computing

 Very strong network among other statistics players in Turkey

Department of Actuarial Sciences

The Actuarial Sciences Department is the first higher education body in its field in
Turkey. Main objective of the department is to equip students with the detailed
knowledge of an actuary who uses mathematics, statistics, finance, economics and
actuarial topics to study uncertain future events.

Major Fields of research in Department of Actuarial Sciences:

 Actuarial Risk Analysis

 Public and private sector opinion researches

 Life Insurance

 Nonlife Insurance

 Fuzzy Insurance

 Public surveys

 Survival Analysis

 Operations Research

 Actuarial Computing and Evaluation

2.2.4.3 Dokuz Eylül University

Dokuz Eylül University (DEU) was founded in 1982. Number of

its academic units reached 41 in 1992. Presently DEU owns 10
faculties, 5 schools, 5 vocational schools, 5 graduate schools
and 5 institutes. DUE is the partner university for Erasmus
project in Turkey and has various experienced staff in
European Level education and public policies and procedures.

The Mission of the Dokuz Eylül University can be defined best with the goals of our
university. What kind of education, student, society, and world does our university aim?

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 What kind of education? Research-oriented, creative and student-based

education, which does not dictate knowledge, but teaches the ways to reach
information, gives importance to team work, tries to keep student-staff
interaction at high levels.

 What kind of Student? Intellectual individuals with developed communication

skills, who use their mind, don‟t hesitate to ask questions, dream and think,
and are hardworking, productive and creative, sensitive to social problems,
respectful to their essential values.

 What kind of society? A powerful society composed of individuals who protect

their Republic supporting secularist and social state devoted to rule of law and
is conscious of its values in the light of rationality and science and can use
these values for production, has very strong and active university-industry-
society interaction, have common interests for the independence and eternity
of the country.

 What kind of world? A world that pays importance to protection of the

ecological balance while supporting international cooperation for scientific and
technological production in an environment which information has no
boundaries.

Faculty of Arts-Sciences is established in 1991. Department of Statistics started

offering undergraduate education in the Academic Year 1992. Departments‟ goal has
been to raise self-dependent students who investigate and question life and sources of
knowledge. Departments‟ education language is English in Master‟s and PhD programs.
Affiliated to the department, our Research Center gives counselling services and
statistical aid to researchers from both Dokuz Eylül University and other universities, and

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implements research projects and surveys for public and private sectors. In this way, the
University helps to open new areas of study and research for its students as well as
create financial resource for the department.

Major strengths of the Department are:

 Time series analysis

 Statistical Reliability

 Categorical Data Analysis

 Decision Theory

 Research Methodologies in statistics

2.2.4.4 Mimar Sinan Fine Art University

Mimar Sinan University was established in 1882

and commenced the education in 1883. The
university renamed as Mimar Sinan Fine Arts
University in 2004. This is the only university in
Turkey who has its own art museum.

Located in the heart of Istanbul, MSU has very

good tradition to close relationships with the public
since its establishment. The university hosts various events and activities in periodical
basis such as Biennale International Sociology Conference, Arts and Science Conference
for professionals and various workshops, festivals and social events on different subjects
for the public.

Mimar Sinan University also plays an important role in European Union‟s Socrates
education programme for the participation of Turkey. MSU has been accepted to
Erasmus University Charter in April 2004.

The Statistical Department of Mimar Sinan Fine Art University has started education in
1984. The teaching staff in the department is comprised of more than 10 academics,
including 2 Professors and 4 Assistant Professors. The Department of Statistics offers
courses leading to the degree of Bachelor of Science, Master of Science, and Doctor of
Philosophy. The programs aims at training students and researchers to take part in
studies involving extensive observations and experimentations; collection and analysis of
data in laboratories and social, economic and public organizations and to derive
inferences about the behaviour of these organizations. The students who complete the

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statistics education in the department will be able to make their skills available in the
science of inductive inference for research, industrial and social organizations by playing
an important part in solving problems of science and practical life. To this end, the
department emphasises both the theory and the application of statistics in its
undergraduate and graduate programs.

Major focal points of the university and the department are:

 Internationalization of students and academic staff through Erasmus

Programme

 Cooperation wirh other Turkish and European research institutes and

universities in public opinion researches and studies

 University-public cooperation in various fields

 Giving experience to its students through field works in all possible subjects

 Cooperation in selected areas, including survey studies with industry and public
institutions

2.2.5 Expert Input

GFK consortium provides three key experts (General Implementation Managers, Regional
Field Team Leader for the Western Region and Regional Field Team Leader for the
Eastern Region) and a pool of trainers, organizers and enumerators who have all a
profound knowledge and experience in accordance to the profiles specified in the Terms
of Reference. The pool of support staff is indicative and will be agreed upon in the
Inception Phase.

2.2.5.1 General Implementation Manager

Our General Implementation Manager, Mr. Ömer Sıtkı Gücelioğlu will be responsible
for the overall administration and logistics support of the project. He is also responsible
for co-ordination efforts. He will provide 200 man/days technical assistance during the
entire lifetime of the project and will take care that all activities will be performed in
accordance with the detailed programme components and descriptions. Mr Gücelioğlu
will support the SPO in establishing the annual work plans and in all reporting and
auditing procedures. He will establish quarterly reports for project status. He will have
very close relationship with USST Project Implementation Team (PIT).

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Mr. Gücelioğlu was Vice-president of the State Institute of Statistics and gained very
strong project experience as a team leader, project manager, coordinator and officer in
various statistics projects. Due to his professional background, Mr. Gücelioğlu is very
experienced in the organization, planning and implementation of training, workshops and
study tours as well as fellowship programmes.

Mr. Gücelioglu provides excellent project management experience in the field of

statistics. Within the framework of completed projects, he has acquired vast expertise in
project management, monitoring, recruitment and supervision of staff, in the co-
ordination and management of large teams, administration of project offices and
preparation of reports and presentations. Mr. Gücelioğlu has gained his knowledge in
different locations of Turkey and abroad. In addition, he has specific experience in
statistics training in reputable universities, development, implementation and evaluation
of research projects.

For the position of the General Implementation Manager, Mr. Gücelioğlu provides the
optimal combination of management experience, leadership skills and hands-on
experience in data collection and statistical survey projects.

2.2.5.2 Regional Field Team Leader for the Western Region

We propose for the Key Expert 2: Regional Field Team Leader for the Western Region
Ms. Nazlı Yüksel who received her MBA degree from Istanbul Technical University Social
Sciences Institute in 1998 after her BSc degree in Management Engineering from the
same university.

She has 9 years experience in various projects as project executive and project manager.
She took part in large scale projects in social research surveys such as Health Reforms
and Privatization Social Support. She also has experience on the design, analysis, and
reporting of the projects that she participated.

Ms. Yüksel also has experience on project planning, control and communication issues as
well as project implementation. She is experienced in working with large number of staff
in various projects.

She has experience in organization of trainings as well as the coordination and

organization of workforce. She is a very good team player and a leader.

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2.2.5.3 Regional Field Team Leader for the Eastern Region

We propose for the Key Expert 3: Regional Field Team Leader for the Eastern Region Mr.
Ali Balamir who received his PhD degree in Population Studies from Hacettepe University
in 1981 after his MSc degrees in Demography from same university and City Planning
from METU.

He has 25+ years experience in various programmes and projects as project manager,
designer of statistical surveys, supervisor and administrator. He took part in large scale
projects in public opinion surveys and special research studies such as Social Support
and Employment.

He also has 20 years of experience on budget planning, financial control and accounting
issues as well as project implementation.

Mr. Balamir is highly experienced in working with large number of staff in various
projects. Especially during the privatisation process of Turkey, he has been a completed
tremendous interview with public-owned organizations staff as well as private
organizations and agencies for relocation of workers.

He has very strong experience in organization of trainings and assessing the team
capabilities in specific projects as well as the coordination and organization of workforce
including the administrative and logistics management of the projects.

He is a very good team player and a leader.

2.2.5.4 The pool of support staff for fieldwork

The pool of support staff is indicative and will be agreed upon in the Inception Phase.
The following table shows the distribution of the support staff according to NUTS Level II
Regions.

 Team Leaders,

 Trainers,

 Organizers,

 Enumerators

The pool of Team Leaders, trainers, organizers and enumerators is indicative and will be
agreed upon in the Inception Phase.

In accordance with Consortium structure, the Universities will provide most part of the
trainers and organizers.

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Western Regions Eastern Regions

The map shows the responsibility areas of the Western and Eastern Regional Field Team
Leaders.

The Western Regional Team Leader will have the responsibility of 12 NUTS Level 2
Regions which are Ġzmir, Ankara, Denizli, Kocaeli, Ġstanbul, Balıkesir, Manisa, Antalya,
Bursa, Konya, and Aydın. On the other hand, The Eastern Regional Field Team Leader
will have the responsibility of remaining 14 Regions which are Kastamonu, NevĢehir,
Kayseri, Adana, Samsun, Erzurum, Gaziantep, Hatay, Trabzon, Malatya, Diyarbakır, Kars,
Van and Siirt. However, the population of the statistical units is almost equal.

The following table gives an overview on the Team Leaders available for the NUTS Level
2 Regions. (To be agreed upon with the beneficiary and contracting authority).

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Regional Team Leaders

Name of Staff Proposed Educational Background Specialist Areas of Knowledge Experience in Beneficiary Country Lang. &
Position Degree
(VG,g,W)
Ali Rıza FIRUZAN Team Leader- BSc in Business Adm. From Mr. Ali Rıza Firuzan is very reputable academician He is highly experienced in team management for any VG
Ġzmir Dokuz Eylul University, in 1989 in management and econometrics fields and purposes and has very strong personal abilities in
MSc (1991) and PhD (1995) in statistical survey projects in the region. communication and interpersonal skills.
Dokuz Eylul University, Institute
of Social Sciences, Department
of Econometrics
Canan Team Leader- BSc, MSc and PhD from Specialized in quality control, probability theory, Very good communicator and a leader G
Hamurkaroğlu Ankara Hacettepe University Dept. of applied statistics, fundamentals of social statistics, She has highly experienced in social statistics and surveys
Statistics respectively 1984, 1986 survey implementation and information theory in related to this subject
and 1993 She has experienced in the management of statistical
research studies as a manager and a team member
Cengiz Çelikoğlu Team Leader- BSc and MSc degrees from Ege Very good team player and manager Since 1981, he served to the academic institutions and VG
Denizli University and PhD from Anadolu Strong interpersonal and communication skills various levels.
University, respectively 1980, Experienced in staff management He also works for several public organizations and private
1983 and 1989 Experienced in survey and statistical research companies on their survey and statistical research studies
studies as enumerator and manager during his academic life, including Sabancı Holding, Petlas,
Took a part various research and survey studies BotaĢ and TansaĢ.
during his academic life and gained strong
experience in field work
Durdu Sertkaya Team Leader- BSc, MSc and PhD from She took a part in various research and survey She has experience on management and leading teams in VG
Zonguldak Hacettepe University Department projects conducted by Hacettepe University and various statistical projects
of Statistics respectively 1993, private companies and gained very strong She has very strong communication and presentation skills
1996 and 2001 experience in such projects as a team player and a and teaching abilities
manager.
Emine Bor Team Leader- BSc, Hacettepe University Dept. Ms. Bor is a perfect team leader in survey studies Ms. Bor has very experienced person especially in G
Kocaeli of Statistics in 1987 and strong abilities in interpersonal skills. healthcare surveys, among the others.
From 1988 to 2000 she was working for various healthcare
institutions and statistical researcher and survey manager
Since then, she is the owner and manager of her own
company which makes public surveys and opinion
researches for medical and social sectors.
Füsun Deriş Team Leader- 1988 BSc, Mimar Sinan Outstanding academician in data collection and She has extremely experienced in public opinion and G
Ġstanbul University, Dept. of Statistics survey studies in various subjects in North- market research techniques. She manages dozens of
1991 MSc Ġstanbul University, Western part of Turkey statistical research studies and surveys during her
Institute of Social Sciences academic life in the region.
1996 PhD in Statistics Mimar She also has very good presentation skills and perfect
Sinan University communicator.

Page 38
2 STRATEGY
Name of Staff Proposed Position Educational Background
Hakkı Tarkan Team Leader-Balıkesir BSc and MSc from Middle East
Yalazan Technical University Dept. of
Electrical and Electronics Eng.,
Ankara
Ph.D. in Electrical
Electronics Eng. Dokuz Eylul
University Grad.School
Natural and Applied Sciences,
Izmir
Mehmet Mert Team Leader-Van BSc and MSc from Hacettepe
University Department of
Statistics respectively 1996,
2000
Meral Yay Team Leader-Kayseri BSc and MSc from Mimar Sinan
Unv. Dept. of Statistics,
respectively 1994 and 1998
PhD in Econometrics from
Marmara Unv. Dept. of
Econometry
Mehmet Uysal Team Leader-Siirt BSc, MSc and PhD from
Hacettepe University
Department of Statistics
respectively 1986, 1989 and
1997
Serdar Demir Team Leader-NevĢehir BSc and MSc from Hacettepe
University Department of
Statistics respectively 1996,
1999
Süleyman Team Leader-Manisa BSc (1974) and MSc (1977) in
Alpaykut Statistics Department METU,
Ankara
PhD degree in 1979 from Ege
University, Ġzmir
Specialist Areas of Knowledge
He has very strong experience in the field of
opinion research studies and surveys as
enumerator and team manager during his
education and academic life. He plays a key role
and in various statistical survey studies in the region
whish are related to his background.
of
He has very experienced person in public opinion
survey design and implementation. He took a
part in various statistical research studies as
enumarator, team manager and supervisor in
various regions throughout the country, mainly in
eastern and south-eastern anatolia
Ms Yay has very good skills in taking a part in
project teams and management of project staff
He is very experienced in field work of surveys
and experienced in project staff management in
statistical research studies in both public and
private environments.
He also gained experince in assuring the data
quality and managing enumarators during the
field works.
He has very good background in various survey
studies and research projects as a team member
and a leader.
Experience in field work of statistical surveys and
researches in the region.
He took a part in various statistical studies in the
region as a player and manager. He also has
private sector experience in his field and highly
capable individual in human resource
management, resource allocation and quality
control issues, including data quality in field
studies.
Page 39
Experience in Beneficiary Country Lang. &
Degree
(VG,g,W)
He was the Department of Statistics, Chairman of VG
Statistical Information Systems Major Science Division
during his PhD degree study in his university.
Assistant Prof. in Dokuz Eylul University
Determination of the social, physical and political structure G
of city of ViranĢehir, Van, Siirt, Ağrı, Bitlis, Mardin, Kızıltepe
(Eastern and Southeastern part of Turkey) and the
evaluation of the opinions of the people about the
manicipality works, Dut Ağacı Cultural and Scientific
Research Center, 2002-2003
She has highly experienced in training of survey groups VG
and management of public opinion research studies in
various subjects
He played different roles in public surveys and opinion VG
analysis projects in various subjects.
He has very strong leadership skills, and very good
interpersonal abilities.
He has gained some important skills in statistical projects. VG
His key qualification skills are sampling methodologies,
public opinion survey implementation, data analysis,
research methods and project management
Mr. Süleyman Alpaykut is very well known statistics VG
professional and academician in western part of Turkey.
AsmaĢ A.ġ. Production Planning and Control Manager.
1981 – 1985
Cevher Döküm Sanayi A.ġ. Planning and System
Development Manager. 1985 - 1993
Ege Seramik A.ġ. I.T. and Quality Control Manager,
1993 – 1999
2 STRATEGY
Name of Staff Proposed Position Educational Background
Yasemin Team Leader- BSc and MSc from Hacettepe
Saykan Kastamonu Unv. Dept. of Statistics
respectively 1993, 1997
1998 Diploma in Actuarial
Science, City University,
Department of Actuarial
Science and Statistics,
LONDON
2001 MSc., City University,
Department of Actuarial
Science and Statistics,
LONDON
Suna GEZE Team Leader-Adana Ms. Suna Geze has a degree
from Cumhuriyet University,
Faculty of Fisheries.
Suat TOKGÖZ Team Leader- Malatya Mr. Suat TOKGÖZ has a
degree in business
administration from Erciyes
University
Muharrem Team Leader-Antalya Mr. Muharrem Çabalak has a
ÇABALAK degree in industrial electronics
from Mustafa Kemal University.
Dara ÖZDAŞ Team Leader- Mr. Dara ÖZDAġ has a degree
Gaziantep in Finance from Uludağ
University, Faculty of
Economics and Administrative
Sciences.
Specialist Areas of Knowledge
She took a part in different projects as team
member and manager in Middle Anatolian region of
the country. She has very strong experience in
survey management and working very well under
time pressure
She worked in the projects realized by the
companies HTP and Etik Research Companies
previously.
During his professional life, he worked on various
projects which are mainly related to automotive
research, medical research, business-to-business,
corporate communications and mystery shopping.
His key qual. are field management and
coordination in the project.
During this period, he has working on various
projects which are mainly related to public opinion
polls, mystery shopping and finance and banking
research areas. His key qualifications are
supervising and being responsible from the field
operation of projects and provision of logistic
support in the project.
Since his graduation from the university, he has
working in a variety of industries such as banking,
political, fast moving consumer goods,
telecommunication, social and health, on projects
related to mystery shopping, customer satisfaction,
lifestyles. His key qualifications are field
management, controlling and supervision.
Page 40
Experience in Beneficiary Country Lang. &
Degree
(VG,g,W)
has very good management skills and communication VG
abilities. She has experienced in various field works,
research studies and public opinion surveys during her
education in Hacettepe University
Working for ProConGfK. VG
Since her graduation from the university, she has working
on various projects which are mainly related to household
consumption panel, pharmaceutical/medical research and
periodic projects. Her key qualifications are field
management and coordination under her responsibility
area.
He worked in projects realized by Procon GfK, NFO, HTP, G
Metot
He has been working in the projects of ProconGfK since VG
2000.
He worked in several projects realized by the companies G
that are ProconGFK, Remark, HTP, NFO, Anar, Pollmark,
Genar, Sonar, Metod, Millward Brown, Denge, Stratejik
Fokus.
2 STRATEGY
Name of Staff Proposed Position Educational Background
İbrahim Zor Team Leader -Bursa BSc, MSc and PhD from
Hacettepe University
Department of Statistics
respectively 1986, 1988 and
1995
Çağatay Güven Team Leader –Erzurum BSc, MSc and PhD from
Hacettepe University
Department of Statistics
respectively 1977, 1979 and
1984.
Murat Team Leader-Kars BSc, MSc and PhD from
Büyükyazıcı Hacettepe University Dept. of
Statistics respectively 1999,
2001 and 2004
Haydar Team Leader-Hatay BSc and MSc from Hacettepe
Demirhan University Department of
Statistics respectively 1999
and 2002
Ali ATÇEKEN Team Leader-Konya Public administration from
Anadolu University, Faculty of
Economics.
Didem Atalay Team Leader-Edirne Graduated from Middle East
Aydın Technical University, Statistics
Department in 1996.
Hayriye USTA Team Leader-Samsun BSc degree in Agricultural Eng.
from 19 Mayıs University
Erol GÜREL Team Leader-Trabzon BSc degree in geophysics
engineering from Karadeniz
Technical University
Şevin Team Leader- Degree in Office Management
KOPARAN Diyarbakır and Secretary from Harran
University.
Specialist Areas of Knowledge
His key qualifications are coordination and
management of the field.
He worked and lead various statistical projects
during his academic life which are mainly related
to usage and attitudes surveys, social research,
political research and customer/dealer satisfaction
studies. His key qualifications are field
coordination and supervision in the project.
He is experienced in field works and team
management in statistical research studies and
surveys related to different subjects.
He has working in various projects related to
household panels, business-to-business surveys,
during his st Her key qualifications are fieldudy in
Hacettepe University. His key qualification skills
are management and controlling.
During this period, he worked on various projects
which are mainly related to construction materials,
durable goods and energy. His key qualifications
are field management in the project
Her key qualifications are supervision, coordination
and management of the field.
Her key qualification is field supervision.
His key qualifications are field management,
coordination and supervision in the project.
Her key qualifications are field management,
controlling and supervision.
Page 41
Experience in Beneficiary Country Lang. &
Degree
(VG,g,W)
Working for Hacettepe University, Mr. Zor has very strong VG
background in surveys and statistical research projects in
various subjects. He has been working for research
projects since his undergraduate education as different
level of responsibility.
He has very good communication abilities and VG
management qualifications in medium and large scale
projects.
He is highly experienced in team management.
He has been working in Hacettepe University on various G
projects which are mainly related to ad-hoc surveys, public
opinion researches, customer satisfaction studies during
his education.
He worked in several projects realized by the Hacettepe VG
University, public and private research organizations in his
education. He has very good communication skills and
team management abilities.
He worked in projects realized by ProconGfK, TNS Piar, VG
Genar, Millward Brown, Anar, Stratejik Fokus
She was working for a financial institution in statistical VG
studies preparation and implementation. She has very
strong experience in team management and survey
implementation procedures.
She has been working in various projects such as customer G
satisfaction and mystery shopping.
He worked on various projects which are mainly related to VG
panel, political research, agricultural surveys, customer
and dealer satisfaction studies and user studies.
She worked in several projects realized by different G
research companies such as ProconGFK, Remark, Anar,
Pollmark, Genar, Sonar, and Millward Brown. She has
working in various projects on medical, political, social,
finance, media and periodic projects for different research
types such as customer satisfaction, reorganization,
2 STRATEGY

2.2.6 Backstopping Team

The backstopping team is necessary to ensure a successful implementation of all survey
activities in the project. Backstopping team consists of staff members of the GFK
consortium as shown in the table below. In addition to the overall backstopping team,
we propose to have backstopping support per survey in order to be able to respond to
the specific needs of them.

MEMBERS OF THE BACKSTOPPING TEAM

 Responsible for overall management and coordination efforts

Contract Manager
(Serap Yazıcı)
Financial Manager
(MenekĢe Üstündağ)
Assistant Executive
(Erkan Yazıcı)
as well as backstopping of the overall project.
 Ensuring the successful implementation of project through
coordination of counterparts and stake holders
 Supporting the communication activities of General
Implementation Manager with the SIS and European
Representation in Turkey
 Support the Project Team in preparation of Quarterly
meetings
 Responsible for financial backstopping (monitoring,
controlling)
 Supporting the General Implementation Manager in periodical
financial activities
 Preparing the finance-related sections of required reports
 Assuring that the financial activities of project team is fully
complying with EU rules
 Responsible for preparing the briefing materials
 Supporting for documentation and logistics
 Provide administrative support, principally to the Contract
Manager and Financial Manager, when required

 Responsible for daily works and operations of backstopping

Assistant Executive
team
 Responsible for dissemination of information among
(Betül Kuyumcu) consortium partners requested by Contract manager

Mrs. Serap Yazıcı has extensive experience in project co-ordination and backstopping.
Working at Strateji GfK as Ankara region responsible in the field of social research and
statistical projects, Mrs. Yazıcı provides extensive knowledge of planning, coordinating,
monitoring and financially controlling projects. Additionally she provides statistical
knowledge due to her degree in Statistics.

Mrs. Menekşe Üstündağ provides extensive know-how in overall questions related to

financial project management and co-ordination as well as to the specific subjects of
financial EU regulations. At ProCon GfK, she has been working as Director of Finance &
Accounting Services, responsible for financial planning, budget monitoring, project
accounting and controlling. Ms Üstündağ holds a degree in Economics and provides good
language skills in English.

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2 STRATEGY

Mr. Erkan Yazıcı will support the preparation of briefing materials and other
documentation for technical backstopping missions carried out by GfK Team. He has
been working for GfK Turkey since 1999 as Assistant Executive and responsible for
financial management of various projects and logistics supports of field teams during the
implementation phases.

Ms. Betül Kuyumcu is Assistant Executive in Strateji GfK. She is responsible for
supporting office management and secretariat services in daily works. She will be
responsible for administrative support of backstopping team and will carry same
responsibilities to the implementation team when requested.

The Backstopping Team will jointly be responsible for:

 the overall delivery of technical assistance including regular co-ordination with

the counterparts

 the contract and financial management

 input to and fulfilment of reporting requirements

 supporting communication with the EU Commission and SIS

 co-ordination and timely mobilisation of qualified backstopping expertise

including experts as planned

 provision of access to relevant expertise including supporting professional

resource base

 internal monitoring and evaluation

 guaranteeing smooth communication and co-operation with the counterparts

 guaranteeing a continuous information flow about and supervision of the actual

progress of project implementation in its various aspects

 guaranteeing a flexible reaction towards emerging problems and/or delays by

modifying planned activities or regrouping of inputs.

Together with the General Implementation Manager, detailed procedures of the

monitoring system, including the definition of meeting and reporting periods, milestones
and other monitoring tools will be elaborated during the inception phase and adapted to
changing situations within the project implementation.

The Backstopping Team will carry out missions where necessary.

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2.2.7 Reporting
All reports will address the general progress of the project (actions, meetings with
recipient institutions, authorities etc), problems encountered and solutions.

The General Implementation Manager Mr. Gücelioğlu will be responsible for the timely
and qualified delivery of official reports on the implementation of the project and the
accomplished results according to formats provided.

All reports will comprise:

 General progress: actions, meetings with recipient institutions, authorities etc.;

 Problems encountered and solutions found or not found;

The reports will stress the differences between activities achieved (considered finished)
and activities currently under way so that the evolution of the project is clearly stated.

In addition to the General Implementation Plan and the Final Report, there will be
quarterly Progress reports for each project, covering the review of the project progress
and problems. Furthermore, the project team will provide brief monthly progress reports
as well as on request ad-hoc reports as needed on specific issues.

Reports will be made available to EC Delegation and SIS in hard copy and electronic
format.

Page 44
2 STRATEGY

Data Collection Project

Reporting Procedure

GFK Consortium
Report Preperation

Submitting of
Report to SPO

No
Revising the Report according
to the requirements of SPO
SIS

Approval of SPO of SIS

No
Revising the Report according
to the requirements of ECD and
Eurostat

Submitting of
Report to ECR
and Eurostat
Yes

ECR/Eurostat

Approval of ECD/Eurostat

Yes

EU Commision to
Eurostat
TURKEY

SPO

2.2.7.1 General Implementation Plan (GIP)

The GIP will be prepared and submitted in six weeks after the start of the operations.
The GIP will outline the various activities and their input for the entire duration of the
project. It will review projects needs, available resources and identified constraints and
will clearly define the measurable targets to be achieved by the contractor.

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2 STRATEGY

2.2.7.2 Monthly Progress Report

Every month a short Progress Reports will be provided which covers the activities
executed and problems encountered. These reports refer to the General Implementation
Plan.

2.2.7.3 Interim Progress Report (Quarterly Report)

GFK consortium will provide the European Commission with Progress Reports on a
quarterly basis. The Interim Progress Reports will play an important role in maintaining a
transparent flow of information between the European Commission, the SIS and the GFK
consortium on over-all implementation of the programme. Interim Progress Reports will
present:

 Current situation,

 Overview of activities carried out,

 Results expected and those obtained,

 Risks, assumptions and specific difficulties and issues to be addressed,

 Planning of further activities,

 Use and planning of resources,

 Overall communication on the programme and its visibility,

 Co-operation between the GFK consortium, the European Commission, and SIS,

 Contract amendments,

 Problems encountered and solutions proposed,

 Recommendations,

2.2.7.4 Survey Completion Report

GFK consortium will provide a Survey Completion Report to the European Commission and SIS
after the completion of the any survey

2.2.7.5 Other Reports

GFK consortium will provide any other reports which have an impact on project
implementation or achievement of project results requested by the SIS and the
Commission at any time.

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2 STRATEGY

2.2.7.6 Final report

GFK consortium will provide the European Commission with a comprehensive Final
Report no later than 1 month after the programme‟s final date. The Final Report will
contain the following information on overall implementation of the programme.

Projects achievements
 Detailed description of how the project was carried out

 Actual achievements of each project

 Comparison with initial objectives

 Changes incurred during implementation

 Strategy and methodology applied.

Recommendations
 Comments and opinions on any problems that emerged during the programme

 Recommendation for future implementation

 Financial Analysis of the contract

2.2.7.7 Overview of reports

The following table outlines the timetable for the delivery of project reports as defined in
the Terms of Reference:

Page 47
2 STRATEGY

Report Name Phase Contents/Function Responsible Approval Deliver Type Language

General Inception Phase  Programming, monitoring and performance of the services GFK SIS & EC Due within six English
Implementation  Clear definition in practical terms of the services to be
rendered in accordance with the methodology adopted and also
Delegation week of the start
of the contract

Plan the number of the support staff involved in each phase of the
project
 Detailed working plan
Survey Completion  number of statistical units given by SIS
Implementation GFK- GFK- 4 weeks after the English
Reports
Phase
 number of statistical units visited by the contractor Consortium Consortium & mission
EC

(on completion of  number of filled and approved questionnaires
every survey) Delegation
 number of substitutes addresses given by SIS
 organizational and administrative issues

Implementation  Activities undertaken in the reporting period also specify GFK- SIS & EC During English
Interim report in
quarterly basis Phase
whether the objectives have been reached and, if not, give
reasons for possible failure together with the recommendations.
Consortium Delegation 
These reports includes:

 Problems encountered (and the solutions found or proposed)

 Recommendations (short-term and within the life-time of the
contract, as well as long-term and beyond the duration of the
contract)
 activities achieved and considered finished,
 activities currently underway,
 remaining activities,

Page 48
2 STRATEGY

Report Name Phase Contents/Function Responsible Approval Deliver Type Language

Implementation  Daily follow up of the delivered questionnaires, GFK-Consortium GFK- Daily Turkish
Daily Reports
Phase
 Daily follow up of the non-response and the reasons for them, Consortium 
 Daily follow up of the filled questionnaires, Regional
 Number of daily appointments and remaining respondents. Offices

Final Phase  Description of the activities and achievements of the project GFK-Consortium SIS & EC 2 Months English
Final Report  Description of the strategy and methodology applied to ensure
sustainability.
Delegation 
 Review of any major problems that occurred during the
contract period, provision of recommendations for future
work.
 Financial analysis of the contract

Page 49
2 STRATEGY

2.3 Proposed General Implementation Methodology for Fieldwork

We would like to propose the following basic methodology for each survey, however, we
would like to discuss this methodology during inception phase.

The Golden Rule

A close collaboration between the contractor and SIS will be established since
the statistical office must perform complementary activities.

2.3.1 Determination of the survey details with SIS at Inception Phase

Although expected number of questionnaires and the average interviewing time per
questionnaire are shown in the table attached to the TOR, these figures are foreseen
indicative because EU experts contracted through another component of the USST
Programme will define the exact survey as well as their details. During the “Inception
Phase”, in close cooperation with SIS, GFK Consortium will;

1. Identify and discuss the most important points to be considered when starting
to plan for data collection.
2. Determine what resources are available and needed to carry out the project.
3. Describe typical problems that may arise during data collection and how they
may be solved.
4. Find a concrete solution for non-response rate, acceptable reasons for non-
response and acceptance rate before the fieldwork
5. Prepare a plan for data collection for the research proposal we are developing.
6. Discuss the reports and their formats and other request of SIS,
7. Distinguish the delivery plan of the survey documents.
8. Assign the roles, responsibilities and schedules in the implementation.

During the inception phase, all relevant parties should agree upon:

 the exact list of surveys,

 the implementation schedule and duration of each survey,

o training schedule,
o dispatching schedule,
o implementation schedule,
o delivery schedule,

Page 50
2 STRATEGY
 the number of statistical unit for each survey,

 the number of substitutes addresses for each survey,

 the number of man days provided by relevant parties,

 the list of the support staff,

 Swearing Confidentiality Statement,

 the list of SIS staff who will contribute to relevant activities,

 the completed address list for each survey,

 the acceptable non-response rate and acceptable reason list for the non-
responses,

 the completed substitute address list for each survey,

 roles, responsibilities and schedule for each survey,

Although SIS will answer most of these below items, GfK Consortium would like to
contribute the data collection procedure.

Below items will be discussed with SIS:

1. Type of information: It should match with the objectives of the survey,

2. Approach: should let us to collect the data properly,

3. Techniques: Data collection techniques and tools,

4. Data collection: Selection of sample and subjects for each survey,

Page 51
2 STRATEGY

Table: Proposed survey methodology for each survey

Survey Name Statistical Foreseen Eurostat methodology for the survey(*). Proposed survey methodology by the Assumptions/Risks
Unit Sampling contractor.
Size

Agricultural Surveys

 The Agricultural Census provided

Updating of Farm Registers Village 16,000 A farm register should contain regularly updated information which takes account of appropriate results on the
continuity of holdings over time, thus their appearance and disappearance, as well as population of the agricultural agents
of Turkey,
Crop Production Survey Agricultural 55,000 basic information on their characteristics. Further, it should offer an updated list on  SIS provides all necessary human
Holdings agricultural holdings to be used as “target frame” and “sampling frame” for agriculture and financial sources for ensuring
its part of the implementation
surveys conducted by the State Institute of Statistics. activities,
Farm Structure Survey including Agricultural 66,000  SIS arranges agreements with
As requested by SIS, it is possible to visit 16,000 villages in order to check and maintain MARA for improving cooperation
Vineyard and Fruit Orchard Holdings
Agricultural Holding List. Then, we can apply other surveys dependent on the Farm Registers. and coordination,
Survey  The list of Agricultural Holdings is
But, it will be very time consuming. Time is very precious in the implementation and limited. available,
Consequently, we would like to propose to visit all villages (app. 38,000) in Turkey,  The combination of four surveys is
Livestock Survey Agricultural 26,250 possible,
instead of 16,000 villages. We will realize four surveys related to agricultural statistics at the  The winter weather conditions in
Holdings
same time by face-to-face interviewing mewthodology. We would like to discuss possible some part of Turkey,

methodology for combining these four surveys during the inception phase after sampling plans
and the number of statistical units absolutely defined by Short term European and local experts
subject to another contract with SIS.

This combination procedure will also be acquired time for the other projects implementing under
USST Programme. If we will agree with SIS for visiting all villages at the same time for all these
agricultural surveys, we will have acquired at least 10 months in order to extract information
from the questionnaires that we collected. We understand that SIS also need additional time to
code and enter the questionnaires, and get some information until the end of 2006.

Page 52
2 STRATEGY
Survey Name
Business Registers Surveys
Study on MoF Records & Results
of GCB
Assessment of the quality of tax
registers and one page survey on
demographic events
Structural Business Statistics
Statistical Foreseen Eurostat methodology for the survey(*). Proposed survey methodology by the Assumptions/Risks
Unit Sampling contractor.
Size
 The General Census of Businesses
Enterprise- 150,000 We would like to propose to combine these two surveys. We will realize face-to-face interviewing provided approporiate results on
Local Unit methodology for these two surveys in the 250000 statistical units. In addition, we will also use the population of the economic
agents in Turkey,
CATI methodology to get information from enterprises and/or their local units. We will use CATI  The first set-up of the Statistical
Enterprise- 150,000 system for 50000 statisticasl units. Business Registers are available,
 SIS arranges agreements with
Local Unit
Ministry of Finance for improving
cooperation and coordination,
 Telephone numbers of the statistical
units are available and correct for
CATI application,
 High non response rate because of
the high turnover,
 The first set-up of the Statistical
Enterprise- 50,000 Structural Business Statistics (SBS) describe the economy through the observation of Business Registers are available,
Local Kind of the activity of units engaged in an economic activity. SBS are collected within the framework  SIS provides all necessary human
and financial sources for ensuring
Activity Unit of Council Regulation No. 58/97 on structural business statistics. This Regulation determines the its part of the implementation
transmission of data to Eurostat from the reference year 1995 onwards. It covers all market activities,
 High non response rate because of
activities in section C to K and M to O of the NACE Rev.1. However, the available data are the high turnover,
confined to sections C to K. The National Statistical Institutes (NSI) collect SBS data. The data
is collected through statistical surveys, the business registers or administrative
sources. The NSIs can use one or several of these data sources, according to the survey
strategy they have adopted, taking into account of the costs and the response burden on
enterprises. The NSI sends questionnaires to the enterprises or local units surveyed. They send
these questionnaires either to all enterprises (exhaustive survey) or to a sample of enterprises.
Very often, samples are used for smaller enterprises while large enterprises are all surveyed.
We would like to propose face-to-face interviewing methodology for this survey. In order not to
Page 53
2 STRATEGY

Survey Name Statistical Foreseen Eurostat methodology for the survey(*). Proposed survey methodology by the Assumptions/Risks
Unit Sampling contractor.
Size

create a response burden to the respondents in the statistictical units, we have to choose
suitable time (i.e., except tax days), we have to work with appointments.

Short-term Statistics

 The first set-up of the Statistical

Enterprise- 35,000 Eurostat advise us to collect several different basic data with the same questionnaire, in other Business Registers are available,
Local Kind of words a whole set of short term statistics at the same time, because  SIS provides all necessary human
and financial sources for ensuring
Activity Unit its part of the implementation
 this practice reduces the burden on the reporting unit,
activities,
 it allows an easy control of the reported figures via plausibility checks,  High non response rate because of
 it assures that different variables are comparable since the same type of reporting the high turnover,
unit is used.
Because of the Eurostat advise, we would like to propose to collect information from the
statistical units (Enterprise, LKAU) through face-to-face interview. In order not to create a
response burden to the respondents in the statistictical units, we have to choose suitable time
(i.e., except tax days), we have to work with appointments.

Labour Cost Survey

 The first set-up of the Statistical

Local Kind of 20,000 The purpose of the survey is to provide information about total labour costs and in Business Registers are available,
Activity Unit particular the non-wage elements of these costs.  SIS provides all necessary human
and financial sources for ensuring
Labour costs include wages and salaries, pension and insurance contributions, benefits in kind, its part of the implementation
vocational training costs, services to employees, government subsidies, cost of recruiting staff, activities,
 High non response rate because of
voluntary social welfare, and net running cost of company cars. The survey also covers the the high turnover,
average number of employees and the total hours worked (that is normal contracted
hours plus paid overtime hours). The data are collected by the National Statistical Institutes
on the basis of stratified random samples of enterprises or local units having at least
10 employees. The stratification is based on economic activity, size category and region
(where appropriate).

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Survey Name Statistical Foreseen Eurostat methodology for the survey(*). Proposed survey methodology by the Assumptions/Risks
Unit Sampling contractor.
Size

We would like to propose to realize this survey by using CATI and faceto-face
interviewing methodology.

User Profile & Needs

We would like to propose four kind of survey methodologies under this title:  User list is available,
Users 5,000  Face-to-face  High non-response rate, the volume
 CATI is too high for a user profile and
 Web-based needs survey
 Electronic mail

Pilot Projects Survey

 The list for the pilot surveys are

Determined in There is no information about pilot project survey. We would like to propose to use those days ready,
the Inception as a substitution for all other surveys. We will also discuss with SIS what we implement under  The methodology for the pilot
surveys are ready,
Phase this subject and what kind of surveys would be realized by using these limited man days  Time is too short to define and
prepare any survey,

Source: http://europa.eu.int/comm/eurostat/newcronos

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2.3.2 A data collection plan for each survey

A plan for data collection should be developed so that:

 We will have a clear overview of what tasks have to be carried out, who should
perform them, and the duration of these tasks;

 We will organise both human and material resources for data collection in the
most efficient way; and

 We will minimise errors and delays, which may result from lack of planning (for
example, the population not being available or data forms being misplaced).

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2.3.3 Types of Activities to be implemented

Activity Type Explanation Who is responsible from what Where

Management This project has an almost 92,642 man The Contractor will manage and The territory of the
and days input. So, the management and coordinate inputs in close Republic of Turkey.
coordination of coordination is very important item for cooperation with SIS. The PIM and
inputs this project. his two Regional Team Leaders will
responsible for the efficient
management.

Printing Any data collection project includes SIS responsible for the printing of Ankara
requirements for large-scale printing. the all survey documents.
 Survey
documents Survey documents, including Contractor will prepare and print ID
 ID Cards questionnaires, manuals and system Cards
generated letters, and reports and other
documents must be accurately printed
often in extremely large volumes and
within short time frames.

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Dispatching All the fieldwork materials, such as The Contractor will deliver the forms From the reception
questionnaires, fieldwork monitoring to the field. After the fieldwork point to the point to
materials, show cards, incentives and finishes, the contractor will deliver be shown by SIS
other documents will be delivered to each filled forms to SIS
local fieldwork centres both via carrier
and e-mail according to the sampling size
for each unit.

Recruitment Without qualitative support staff, it would The contractor will be responsible The territory of the
not be possible to realize an effective for the recruitment of the support Republic of Turkey.
fieldwork. Therefore the selection and the staff in close cooperation with SIS
recruitment of the support staff will be a
very important task before the fieldwork
starts, because the success is dependent
on the quality of human resources used in
the work.

Training In Turkey, private contractors do not SIS will be responsible for the Trainers will be
have much experience on collection of training of trainers. The contractor trained in Ankara.
official statistics. This task is generally will responsible for the training all Support staff will be
delivered by SIS and government support staff trained in Regional
agencies. Hence, training has an Data Collection
important role to provide an effective Centres or suitable
service on the data collection activities. training centres.

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Fieldwork This is the main subject of the contract. The contractor will responsible for The territory of the
Data collection methodologies will be the fieldwork in close cooperation Republic of Turkey.
agreed on the Inception Phase. However, with SIS
the methodology will be mainly face-to-
face interviews, then CATI.

Reporting All reports will address the general The contractor will responsible for Ankara & All NUTS 2
progress of the project (actions, meetings reporting in close cooperation with Level Regions.
with recipient institutions, authorities etc), EC Delegation and SIS.
problems encountered and solutions.

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2.3.4 Stages in the data collection process

Three main stages for data collection are proposed:

Stage 1: Preparation,

 Assigning responsibilities,

 Time planning,

 Printing and dispatching of the survey documents,

 Preparation of regional data collection centres for data collection management,

 Recruitment of the support staff,

 Finalization of list of the support staff, including SIS supervisors,

 Training,

o for trainers,
o for team leaders, organizers and enumerators,
 Permission to proceed and contacting local authorities,

 ID Cards and/or badges

 Ensure the swearing of confidentiality

Stage 2: Data collection

 Logistics,

 Coordinate all surveys with SIS

 Quality,

 Delivery of the filled questionnaires to SIS,

Stage 3: Data handling: This stage will be under the responsibility of SIS.

2.3.4.1 Preparation

2.3.4.1.1 Assigning responsibilities

Before allocating tasks for data collection, it is recommended to list them. Then we may
identify who could best implement the each task. If it is clear beforehand that our
project team will not be able to carry out the entire study by itself, we might plan to look
for organizers to assist in relatively simple but time-consuming tasks.

This project has an almost 92,642 man days input. The General Implementation
Manager and two Regional Field Team Leaders will coordinate all task related to data

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collections in close cooperation with SIS. Furthermore, they will also contribute to the
work with their experiences as consultants.

For example, the following task division could be proposed:

Task To be carried out by

Overall Management
Organization of Regional Management
Printing of the survey documents
Preparation of ID cards and/or badges
Dispatching of the survey documents
Training of Trainers
Training of Organizers & Enumerator
Organization within Regions
Management of field team, quality check
Data collection
Project Implementation Manager (PIM), in
close cooperation with the beneficiary
Western/eastern Regional Field Team
Leaders in close cooperation with PIM
SIS
Prepared by GfK, approved/signed by SIS
GfK Consortium, Team Leaders
SIS Subject Matter Experts
Trainers by consortium
NUTS II Regional Field Team Leaders
Team Leaders and Organizers by GFK
consortium, Supervisor by SIS
Enumerators

2.3.4.1.2 Time Planning

We know that there is a logical, seasonal and/or institutional time schedule (deadline) for
each survey. However, in close cooperation with SIS, in the inception phase or at
least 2 months before the survey, we will:

Step 1: Consider:

 The time required to reach the study area(s);

 The time required locating the study units (persons, groups, records); If you
have to search for specific informants (e.g., users or defaulters of a specific
service) it might take more time to locate informants than to interview them.)

 The number of visits required per study unit. For some studies it may be
necessary to visit informants a number of times, for example if the information
needed is sensitive and can only be collected after informants are comfortable
with the investigator or if observations have to be made more than once (for
example, in enterprise, after closing an account period). Time needed for
follow-up of non-respondents should also be considered.

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Step 2: Calculate the number of interviews that can be carried out per person per day,

Step 3: Calculate the number of days needed to carry out the interviews for each
survey,

Step 4: Calculate the time needed for the other parts of the study, e.g. for quality
check,

2.3.4.1.3 Printing and dispatching of the survey documents

This project includes requirements for large-scale printing. Survey documents, including
questionnaires, manuals, system-generated letters to the respondents, and other
documents must be accurately printed often in extremely large volumes and within short
timeframes. SIS will ensure all these survey related documents.

SIS will be responsible for designing and printing of the survey documents including the
questionnaires and guides. Therefore, the questionnaires will be delivered to the
contractor at the centre and/or regional offices at least 1 month before the
field activities. GFK consortium will be responsible for the dispatching of the
questionnaires according to the given list by SIS on time.

The final version of the questionnaire will be printed for the fieldwork with at least 10
% extra in numbers to be conducted in each sampling points. SIS should take non-
response rate into account when reproducing/printing additional forms.

All the fieldwork materials, such as questionnaires, fieldwork monitoring materials, show
cards, incentives and other documents will be delivered to each local fieldwork centres
both via carrier and e-mail according to the sampling size for each unit. When the carrier
reaches the fieldwork centres the packages are unpacked by local fieldwork centre
managers and the contents of the package are counted and it is made sure that the
contents are in alignment with the instructions.

2.3.4.1.4 Setting up “Central Headquarter” and “Regional Data Collection Centres

(RDCC)” for the data collection and its management:

The project must have a central headquarter, preferably in the Ankara, from where the
whole operation will be coordinated. If possible, for close cooperation, we would like to
set up this office at State Institute of Statistics. Usually, two to three rooms are needed
for general administrative activities, in addition to meeting rooms where the some small
training can take place. Telephone or other communication facilities like e-mail are
necessary for keeping contact with the field teams.

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The GfK consortium will also be organized in the districts where the SIS Regional Offices
located. If possible, we would like to set up our project offices at the Regional Offices in
order to provide a close cooperation with SIS personnel. The “Regional Data Collection
Centres (RDCC)” will hold the computing equipment and serve as the storage place for
questionnaires. Because SIS Regional Offices will play very important role in the delivery
of the questionnaires to the field teams, field implementation, controlling of the filled
questionnaires and delivery of the filled questionnaires to SIS.

Data Collection Project

Field Implementation

SIS
Regional Office

Lis
ol

A ts
tr

Qu nd
on

es
C

SUBSTITUTE t.
Questionnaries

GFK Consortium GFK Consortium

Team Leaders Team Leaders
Control

Lists ,
Quest

Dist.
And

List

GFK Consortium GFK Consortium

Organizers Organizers

Fi
Qu lled y
es
t. pt t.
Em ues
O
GFK Consortium
Enumerators

The GfK Consortium will be responsible for providing from the fees the necessary office
accommodation of reasonable standard, required office equipment, operation costs, up-
keep, maintenance, utilities, communication cost, vehicle and/or transportation,
secretarial, administrative, translation and interpretation support, and training facilities
for enumerators to enable the experts to concentrate on their primary responsibilities. No

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separate provisions shall be made under incidentals for these purposes. The GfK
consortium will also transfer funds as necessary to support its activities under the
contract and to ensure that its employees are paid regularly and in a timely fashion.

2.3.4.1.5 Recruitment of the support staff

The total number of man-days is around 92,042 that are on average more than 280
organizers and interviewers (enumerators) have to work for the GfK consortium on
behalf of SIS for every working day of the Implementation Phase of the project. This
calculation does not even include the organizers, trainers and team leaders input.

Without qualitative support staff, it would not be possible to realize an effective

fieldwork. Therefore the selection and the recruitment of the support staff will be a very
important task before the fieldwork starts, because the success is dependent on the
quality of human resources used in the work. Even though GfK consortium has enough
capacity for organizing and carrying out data collection in the field, the proposed
personnel list will be agreed by the statistical organization. Hence, before the field
application, personnel list will be submitted to SIS. Recruitment of the remaining
personnel will be agreed by SIS and/or SIS Regional Offices.

We will select the interviewers, organizers and supervisors based on their ability and
motivation to perform these tasks. Organizers must understand the importance of
adhering to survey instructions, and be capable of ensuring that interviewers follow
instructions.

The trainers:

 At least research assistant in a university or professional trainer in our

consortium,

 Have a university degree,

 Polite and able to establish a good relationship with the support staff,

 Fluent in Turkish,

 Have Experience in data collection;

The organizers:
 Intelligent and literate, educated to a university degree or more,

 Willing to follow instructions precisely and accurately,

 Polite and able to establish a good relationship with the support staff,

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 Fluent in Turkish,

 Have Experience in data collection;

 Organize team, which consists of interviewers,

 Providing coordination with the regional field team leader,

 Checking questionnaires, filled by the interviewer,

 Delivering questionnaires to the regional field team leader,

The interviewers:

 Intelligent and literate, at least university student or more

 Willing to follow instructions precisely and accurately,
 Polite and able to establish a good relationship with the respondents,

 Fluent in Turkish,

 Delivering all questionnaires to Organizer

 Have good communication and co-ordination skills;

 Be a good team membership;

However, the role of the interviewer is very important. The process of interviewing
people to collect data involves a number of skills. Without these skills, the quality of data
collected can be affected.

GfK Consortium employs a large number of interviewers to collect data. Interviewers are
trained before collecting data. This training emphasizes that the interviewer's opening
remarks and the manner in which they are made have a strong influence on a
respondent's reaction and willingness to co-operate. Because of this, interviewers should
ensure they carry out certain tasks before asking respondents to answer questions. They
must:

 give the respondent their name and provide identification;

 explain that a survey is being conducted and by whom;

 describe the survey's purpose;

 explain that the respondent's household or business has been selected in the
survey sample;

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 give the respondent time to read or be informed about confidentiality issues,
the voluntary or mandatory status of the survey, and any existing data-sharing
agreements with other organizations; and

 read the introduction message of the questionnaire to the respondent.

In addition, it is important that the interviewer will have additional appropriate skills and
abilities such as:

 stimulating the respondent's interest;

 listening attentively;

 asking questions as worded for each respondent interviewed;

 NOT suggesting any answers for the respondent;

 answering the respondent's questions properly;

 keeping the respondent 'on track'; and

 explaining that the information collected is confidential.

Above all, the interviewer should let respondents know that he or she understands the
respondent.

The Supervisors: (will not be remunerated by contractor)

 Be a SIS staff,

 Polite and able to establish a good relationship with the support staff,

 Fluent in Turkish,

 Have Experience in data collection;

 Providing coordination with the organizers,

 Checking questionnaires, delivered by the organizer,

We will select more potential support staff than we will need. Previous survey experience
is not necessarily a positive factor. While participation in well-conducted surveys is surely
an advantage, previous involvement in poorly planned and implemented surveys can
lead to bad interviewing habits which may be hard to correct.

The final list should be agreed between SIS and the consortium at least 2 months before
the fieldwork. The list should be approved by SIS and sent to the each Regional Office
and local authorities.

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In addition, we are assigning Team Leaders for each NUTS Level II Regions in order to
organize all project team to be work in the region. The most experienced organizer will
be assigned as the Team Leader. He/she will be:

 Intelligent and literate, educated to a university degree or more,

 Willing to follow instructions precisely and accurately,

 Polite and able to establish a good relationship with the project team,

 Fluent in Turkish,

 Have Experience in data collection;

 Organize whole team, which consists of organizers and interviewers,

 Providing coordination with the Western or Eastern Regional Field Team

Leader,

 Checking questionnaires, delivered by the organizers,

 Delivering questionnaires to the SIS Regional Offices,

2.3.4.1.6 Training of trainers and support staff

In Turkey, private contractors do not have much experience on collection of official

statistics. This task is generally delivered by SIS and government agencies. Hence,
training has an important role to provide an effective service on the data collection
activities. It will be difficult to ensure good quality training and supervision for a larger
number. Furthermore, if the survey will be done by different teams in each region or
district, the trainer has to make sure that the training for each team is the same.
Consequently, we will use the same trainers and training materials for all the survey field
training.

GFK consortium will provide professional trainers to be trained by SIS subject matter
experts who then will train field teams, including organizers and enumerators.

Contractor will provide necessary training for support staff through the trainers trained
by SIS subject matter experts. The training date and duration must be suitable with the
agreed implementation schedule. Authorized staff from SIS may also participate in this
training. After providing necessary training, a training completion report will be produced
by GFK Team Leader and SIS responsible staff.

GfK Consortium will also be responsible for providing the necessary training
facilities for support staff. These facilities include training room accommodation of

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reasonable standard, required equipment, operation costs, up-keep, utilities, secretarial,
and administrative costs.

2.3.4.1.7 Preparation of ID Cards and/or badges for the support staff

After the support staff list is determined and agreed by the parties, GfK Consortium will
prepare and print the badges and/or ID Cards for the personnel on the list. Then
consortium will submit these cards to SIS for approval and initials/signatures.

These Badges and/or ID Cards will be delivered to the field staff just before the training
that will be held on RDCC or at the suitable training centre.

2.3.4.1.8 Permission to proceed and contacting local authorities

Consent must be obtained from the relevant authorities, individuals and the community in which the
project is to be carried out. This may involve organising meetings at national or provincial level, at district
and at village level. SIS should inform the relevant authorities such as ministries and/or governors of the
districts.

In some areas, the arrival of a team of strangers may be regarded with suspicion. Lack of communication
with local authorities may cause problems for data collection and therefore we would like to avoid such
problems by contacting local authorities and community leaders (i.e. muhtars) before beginning the study,
to ask for their permission and to advise them of the team members‟ arrival dates. We would also ask
them to identify suitable local guides and, if necessary, translators. Local authorities may also be helpful
in arranging accommodations and meals for the survey team.

Before the fieldwork begins, we will obtain copies of the maps indicating the large areas
(regions, provinces, districts, towns, etc.) as well as the small areas (villages, census
enumeration areas, etc.) in which the survey will be conducted. These may be available
from the State Institute of Statistics or another government office. 1/100000-scaled
maps are often very useful, if it is possible to access to them. We will make sufficient
copies of all maps in advance and distribute them to support staff.

2.3.4.1.9 Ensure the swearing of confidentiality before a magistrate of all

enumerators and staff with access to filled questionnaires

The “Swearing Confidentiality Statement” will develop by General Implementation

Manager and Senior Programme Officer during the Inception Phase. Including the top
management of the consortium, all staff, which will have a role in the field work, will sign
a “swearing confidentiality statement”.

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All the surveys to be done within the framework of this contract need to respect the
provisions of the Confidentiality Act of SIS which require that every person employed in
connection with the survey has to make an oath of secrecy to that effect before a
magistrate. Penalties (it is written on the Confidentiality Act of SIS) are provided for any
breach of confidentiality.

Confidentiality act of the SIS*

This survey is being conducted under degree commanded as Law, No. 219, dated
8.6.1984; and, Law on Boards and Chambers, No. 5590. Those who do not respond
correctly and in time are subject to a penalty according to this Law.

Data are collected for statistical purposes and are "COMPLETELY CONFIDENTAL".
Publicising personal information that has been collected according to Decree commanded
as Law, No. 219 which refers to Law No. 53, is strictly prohibited.

* If the confidentiality act will be changed by the amendment, we will obey the new act .

2.3.4.2 Data Collection (Fieldwork)

Fieldwork is the hearth of this project. GFK Consortium will ensure the implementation of
the fieldwork, which is the main theme of this contract. However, for an effective,
efficient and sufficient implementation, a close collaboration between the contractor and
SIS will be established since complementary activities must be performed by the
statistical office. In the first week of the inception phase, contractor and SIS will draw a
strategic road map for immediate works, such as the preparation of directives to be sent
to the national authorized person and the related parties/governmental agencies
(governors, Ministry of Interiors, Ministry of Agriculture, Ministry of Finance and so on).
Careful pre-field planning and preparation (see 2.3.3 and 2.3.4.1) are necessary
to insure that the data are as accurate, valid and collected efficiently. Testing of surveys
and classifications is a good practice. Reconnaissance fieldwork is very effective, if for no
other reason than just getting oriented in unfamiliar study area. The more structured a
fieldwork, the better the final results.

When collecting the data, we have to consider:

 Logistics:

 Coordination of all surveys with SIS,

 Quality control,

 Delivery of the filled questionnaires to SIS.

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2.3.4.2.1 Logistics

In order to make logistics arrangements, we will use “central local headquarters”, based
on a NUTS II Level Regions where the SIS Regional Office located. survey will be carried
out, decide on the size and composition of the field team, arrange accommodations,
transportation and security, and arrange to obtain or prepare copies of local maps.
Transportation may be arranged privately, for example, by renting cars.

2.3.4.2.2 Coordinate all survey with SIS

The beneficiary for the surveys is SIS, which should provide strong contribution to the
implementation. GfK consortium will coordinate all surveys in close cooperation with SIS
according to the defined roles and responsibilities written in TOR and Inception Report.

Sequence for data collection

In order to use time and transport efficiently, data to be drawn from same location but
for different surveys should be collected at the same time. For example, interviews with
muhtars and agricultural holdings, or the farmers living around the village should be
scheduled together. For this reason, we would like to propose to visit all villages
(approximately 38,000) in Turkey, instead of 16,000 villages requested by SIS
in TOR. Finally, we will have created and/or maintained a full of farm registers
for Turkey. At the same time, we will realize four surveys (updating farm
registers, crop production survey, FSS including vineyard and fruit orchard
survey, and livestock survey). We would like to discuss possible methodology
for combining these four surveys during Inception Phase after sampling plans
and the number of statistical units absolutely defined by the Short-term
European and Local experts contracted by another contractor (see Table.1).

WHEN should the data be collected?

The type of data to be collected and the demands of the project will determine the
actual time needed for the data to be collected. Consideration should be given to:

 availability of field team members,

 the appropriate season(s) to conduct the field work (if the problem is season-
related or if data collection would be difficult during certain periods),

 accessibility and availability of the sampled population, and

 Public holidays and vacation periods.

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Note:

The field visit to obtain consent from local authorities for each survey may also be used
to obtain necessary details about the best period for data collection and availability of
local resources (human resources, transport), if required.

Face-to-face interviews

Field surveys will be conducted by ProCon GfK & Strateji GfK‟s experienced interviewer
and organizer team (see 2.2.5.4). The project team will appropriately and adequately
brief interviewers and supervisors.

The fieldwork will be carried out by local Fieldwork Centers under the supervision of
ProCon GfK & Strateji GfK Fieldwork Coordination Department. A field executive
throughout the study will supervise the interviewers at the field.

Interviewer will make an appointment with the person providing the information, to
inform him/her about the survey, its confidentiality, and kindly requesting him/her to fill
in the questionnaire and giving assistance where necessary.

CATI Software (VOXCO)

A part of the Business Registers surveys (5&6) will be realized by using CATI technique
as stated by EC Turkey on the Clarifications for tender document dated December 16,
2004. CATI will be applied by using international software, namely VOXCO.

The CATI Software will provide the Contractor the ability to ask 2,000 close-ended, open-
ended or semi-closed questions in one survey. Also, 50 different rotations could be made
in one survey and 999 CATI project could be conducted at the same time. The software
will provide to make interview with 64,000 respondents in one survey.

The quota control will be done very strict by using the CATI software that 800 different
quota could be applied in one survey. There is a section in the software, namely
“Quotas” that all the quotas to be determined by the SIS and the key experts will be
transferred into. All quotas could be monitored in a continuous basis individually or
together. If required, a quota could be terminated. Quota monitoring will be reported in
graphic format or numeric format during the field which has details like number of total
calls, refusals, not completed interviews, un-reached numbers, busy lines, wrong
numbers etc. In addition, different filtering could be done for every question (digit
limitation in numeric questions, e-mail address format, credit card number etc.). On the
other hand, the interviews could be made in more than one language.

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The software is well-designed to minimize the CATI interviewer to make errors by easy-
to-use opportunities such as choosing with mouse or keyboard. The questionnaire
prepared and all the rules or conditions in the script and the answers to all questions
could also be printed.

The CATI interviewers will be listened during the interviews via a telephone system. This
evaluation will be done by the following criteria:

 Sufficiency of the CATI interviewer‟s introduction regarding the interview and

purpose of the survey

 Respect and attitudes towards the respondent

 Attention to filtering questions

 The speed and clearness while reading questions

 Competency on the average interviewing time

 Competency of keeping the respondent in interviews having long duration time

 Competency regarding the whole survey

Before the main fieldwork, trainings and pilot studies could be done by using test and
brief modules of the software. The interviews that are made in test and/ or brief modules
shall not be transferred into the main data.

The CATI interviewers working in each survey will be defined with codes before the field
and no other interviewers could be used in the survey without making a new definition.
The start and end dates of the field will be defined before the field which provides to
limit getting appointments within the field period. For the appointments taken for future
dates, the system will send the appointments to different CATI interviewers according to
appropriate time intervals.

For call-backs, different rules could be defined, for instance, no answers will be called
back 3 hours later, busy lines will be called back 15 minutes later etc. Call-back system is
very effective system for surveys which is conducted by using a certain database list.
Personal information of the respondents like name, telephone, company, address could
be imported before the field and the calls will be made by using these numbers. If
necessary, additional database could be imported. Also, during the fieldwork, some
necessary revisions and additions could be made in the questionnaire.

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The completed interviews will be controlled and the editing and terminating the
interviews will be done by the controllers. According to results, the CATI interviewers will
also be warned for further interviews.

The CATI software will also enable the Contractor to get frequencies and cross-tables of
the results even during the field. If there are some open-ended questions, the coding for
them could be started while the field is continuing. The coded options could also be
displayed to the CATI interviewer or not.

During the interviews, back-up of data file will be done automatically. After completion of
the CATI interviews, the data could be exported into different database files like
Quantum, SPSS, Excel, Dbase, SAS, and Text etc.

The main control steps planned for CATI application are as follows:

 Listening the CATI interviewer while making interview

 Entering into the screen of the CATI interviewer while making interview (via
Run VNC Viewer or Qamonit program )

 Getting the requests of the SIS while they observe the process and informing
the CATI team

 Progress reporting on daily, weekly and monthly basis for each CATI
interviewer

 Feedback reporting on daily, weekly and monthly basis for each CATI
interviewer

 Minimum 10% control of the survey

2.3.4.2.3 Ensuring quality and reporting

It is extremely important that the collected data is in of good quality, reliable and valid.
Otherwise we will come up with false or misleading conclusions.

We will use the following “measures” to help ensure good quality of data:

 Prepare a field work manual for the research team as a whole, including:

o Guidelines on sampling procedures and what to do if respondents are

not available or refuse to co-operate.

o A clear explanation of the purpose and procedures of the study which

should be used to introduce each interview, and

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o Instruction sheets on how to ask certain questions and how to record
the answers.
 Select organizers, if required, with care. Choose organizers that are:

o from the same educational level;

o knowledgeable concerning the topic and local conditions;
o not the object of study themselves; and
o not biased concerning the topic,
 Train organizers and enumerators carefully in all topics covered in the field
work manual as well as in interview techniques and make sure that all
members of the field team master interview techniques such as:

o asking questions in a neutral manner;

o not showing by words or expression what answers one expects;
o not showing agreement, disagreement or surprise; and
o recording the answers precisely as they are provided, without sifting or
interpreting them.
 Pre-test questionnaires and survey document and survey procedures with the
whole team, including organizers. Before the fieldwork, SIS should pre-test
questionnaires in the field. The pre-test should identify potential problem areas.
We also would like to apply the pre-test to respondents similar to those who
will be interviewed during the survey. The NUTS II Region Field Team
Leader should do the pre-test with the help of one or two future
supervisors/organizers or interviewers.

Specifically, the pre-test should answer the following questions:

o Are respondents willing to answer questions in the way you have asked
them?
o Are any of the questions particularly difficult to answer or do they address
sensitive issues?
o Are the questions well understood by the respondents?
o Can the interviewers follow the instructions easily, or do they misinterpret
them?
o Is the questionnaire designed with adequate space and is the coding of
answers clear?
o Is it necessary to create new codes for common answers which were not
included in the original questionnaire?
o How long does an interview take? (This will help us to decide how many
interviewers we will need.)

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Note that during the pre-test the interviewers are still learning the questionnaire, so the
time spent per interview is longer than it will be in the field after they become more
experienced.

If the questionnaires are provided in the suitable time, pre-test will be

realized in the inception phase in order to provide efficient management
approach and to solve some problems easily at the beginning.

Consequently, we would like to discuss the results of the pre-test with experienced
colleagues and with the interviewers. Then, we would like to make any changes
necessary to the “Instructions to Interviewers”. If the pre-test reveals that
respondents refuse to answer the questions in the form in which they are given in the
questionnaire, we would like to consult “the Head of SIS Regional Office” in the region in
which we are working. These SIS experts will help us to decide whether it is advisable to
make changes to the implementation strategy. If a significant number of respondents
refuse to answer the questions, the survey will not be worth doing.

Consequently, we will:

 Take care that organizers are not placed under too much stress
(requiring too many interviews a day; paying per interview instead of per day).
 Arrange for on-going supervision of organizers. If, in case of a larger survey,
special supervisors have to be appointed, guidelines should be developed for
supervisory tasks.
 Devise methods to assure the quality of data collected by all members of the
research team. For example, quality can be assured by:
o requiring interviewers to check whether the questionnaire is filled in
completely before finishing each interview;
o asking the organizer/supervisor to check at the end of each day during
the data collection period whether the questionnaires are filled in
completely and whether the recorded information makes sense; and
o having the supervisors review the data during the data analysis stage to
check whether data are complete and consistent.

Editing-logical control-quality control

The workflow for editing-logical control-quality control unit is defined below:

 The planning of editing/controlling will be done after the survey starts. This unit
will be given training and informed about the survey. By using the information

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given in the Project Information Form such as sample size, project description
and time plan, the members of the unit will be allocated for the survey.

 A file will be opened for each survey and when the questionnaires are delivered
to edit/control unit, detailed information will be recorded in that file which
shows the number of questionnaires, receive date, delivery time, region and
province, the name of person received, the name of person delivered.

 The questionnaires delivered will be discriminated on interviewer basis and all

will be edited. If there are any errors determined, these will be written on the
questionnaire and logic report with some notations decided previously. The
questionnaires that are not appropriate to the quota or the ones that could not
be solved by phone or at the address controls, or the ones having more than 5
unanswered questions will be terminated. The questionnaires that pass from
editing successfully will be sent to telephone control unit.

 Telephone control will be made 15% ratio and more on interviewer basis. The
questionnaires that that are not appropriate to the quota or the ones that are
not realized by the proper person will be terminated.

 After telephone control, the questionnaires will be again delivered to editing

unit and controlled whether the problems determined previously are solved
properly or not and if solved, they will be delivered.

In logical control, basic 10+1 rule is applied by the Contractor:

 Filtering control,

 Demographics control,

 Harmony control between filtering and demographics,

 Control by the rules defined in the questionnaire

 Control by completeness of all questions (excluding the ones having skipping

and/ or warnings)

 Control of suitability of the answers given to open-ended questions

 Control of broad meaning answers

 Control of the harmony between close ended and open-ended answers

 Control of scaling and rotation

 Control of repeating answers

 Control of questions specific-to-survey

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Provide the necessary personnel and technical infrastructure to report on the fieldwork
and to deliver the data collected to SIS

In all NUTS II Regions, in the same district which has SIS Regional Office, GFK
Consortium will provide necessary personnel and technical infrastructure to report on the
fieldwork and to deliver the data collected to SIS.

Field Monitoring and Reporting Tool (ProMis)

For the project, the Contractor will use a systematic integrated tool, ProMis, which is the
first and unique software developed by the Contractor that enables planning, monitoring
and reporting of the research project regarding the field operations and financial
processes by integrating all the steps. The main objective of developing ProMis was to
monitor the flow of questionnaires between field, editing, controls, coding and data entry
units on a real time basis and also preparing performance reports and payment reports.

With the help of ProMis, the Contractor will be able to:

 See the realized quota table on real time basis

 Get performance reports during the field application

 See the questionnaire flow between the departments

 Report the information related to control, coding and data entry processes

 Get the payment reports for the departments

 Make the Contracting Agency to follow the situation online

 Get specific reports by surveys

In the following pages some representative forms to be used via PROMIS are given.

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Survey Questionnaire Monitoring Form

Field Organizer Daily Work Report

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Appointments Daily Work Monitoring Form

Questionnaire Delivery Daily Monitoring Form

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Regional Daily Questionnaire Delivery Form

2.3.4.2.4 Delivery of the filled questionnaires to SIS

GFK consortium will deliver the filled questionnaire once a week. SIS personnel in the
Regional Offices will check the consistency and completeness of the filled questionnaires
according to the relevant manuals prepared by SIS and accept them if so validated.

We know that SIS will not accept questionnaires with inconsistent or missing data. When
a questionnaire is incomplete or found inaccurate by SIS, it is returned to the organizer.
In such case, the interviewer has to contact again the sample unit and is responsible for
correcting or completing the questionnaire.

The number of statistical units, which will be visited during the implementation phase,
were indicated by TOR. After clarification, there will be some changes in the expected
figures given by the TOR. Those figures were taken into account as an indicative
because the exact surveys as well as their details will be defined by EU experts provided
by another contractor. Having said that, we did all our calculations based on these
expected figures.

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Response rate is a measure of the proportion of sampled units who respond to

a survey. This indicates to users how significant the non-response bias is
likely to be. Non-response occurs when it is not possible to collect information
from a sample unit.

We expect that many question or questionnaire will be non-response during the

fieldwork in some surveys. Consequently, in order to use all sources efficiently, response
rate and usability of non-response rate have to be taken into account during the
inception phase. This non-response rate may affect the acceptance; SIS should give us
substitute addresses list and the acceptable reasons for non-response before the field
activities.

After finishing all fieldwork and acceptance of the questionnaires by Regional Offices of
SIS, contractor will also deliver all the documents, including filled questionnaires to the
reception point to be shown by SIS at most 1 month after the fieldwork finishes.

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3 TIMETABLE OF ACTIVITIES
The USST Data Collection Project is a 78 week project in total. The Project starts after
signing of Contract by all parties. After acceptance of Inception Report Project Schedule
will become valid.

High level breakdowns of our proposed project schedule with the highlights are given in
the following sections. All timing and resource planing prepared by using a Project
Management Tool. Following sections gives this Project Planing Tools outputs.

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4 LOGFRAME

The following Logical Framework Matrix (LFM) summarizes the key elements of the
project plan:

 The project‟s hierarchy of objectives,

 Assumptions,

 How the project achievements will be monitored and evaluated,

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4 LOGFRAME
Intervention Logic
 To support and enhance the
capacity to upgrade selected
statistical surveys to EU
standards by testing their new
methodologies in the field.
Overall
Objectives
 To organise and implement the
data collection within Turkey for
selected statistical fields as part
of the compliance and
harmonization process with EU
statistical standards,
 To organise and provide
personnel for data collection.
 To implement the data
collection and deliver the filled
questionnaires.
Project
Purpose
Objectively Verifiable Indicators Sources of Verification
 Number of statistical publications,  Publications
 Number of surveys compliant with the Eurostat standards,  Monitoring Reports
 Final project report
 Number of surveys conducted in Turkey,  Monitoring Reports
 Number of personnel provided for Data Collection  Final project report
 Number of delivered filled questionnaires  Survey documents
 Training documents
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Assumptions
 The national economy does not
deteriorate further, preventing the co-
financing by SIS for these activities.
 The winter weather conditions in some
parts of Turkey do not delay data
collection unduly.
 The physical infrastructure of Regional
Offices is maintained and
strengthened,
 SIS arranges agreements with other
administrations (Ministry of Finance,
Ministry of Agriculture, Central Bank
etc.) for improving co-operation and
co-ordination.
4 LOGFRAME

Intervention Logic
 All surveys are coordinated with SIS,
Results
 The necessary personnel are provided
and trained in close cooperation with
SIS to adopt the list of surveys,
 Questionnaires delivered to Regional
Offices,
 The fieldwork organized and carried out,
 100 % of statistical units visited in each
survey,
 Quality of all filled questionnaires
checked and 90 % (or acceptable ratio)
quota per survey provided,
 Questionnaires delivered to SIS.
 Ten surveys and several pilot surveys
conducted according to Eurostat
standards
Activities
Objectively Verifiable Indicators Sources of Verification
 List of the surveys and their details in the inception phase of the  Project documents and
contract determined together with SIS under the coordination of reports,
Project Implementation Team,  Implementation
 The acceptance ratio per survey determined by SIS under the strategy, plan (and
supervision and coordination of Project Implementation Team, programs),
according to nature of the survey,  SIS publications,
 The details of data collection plans in close coordination with  Eurostat Publications,
SIS,  Local Media Publications,
 Number of surveys conducted according to Eurostat standards,  Minutes,
 The methodology for each survey developed by SIS,  Steering committee
 Exact number of questionnaires are determined by SIS, minutes and reports,
 Number of survey documents, including questionnaires and
guides designed and printed by SIS,
 Number of badges and ID Cards for field staff produced by
Contractor and approved by SIS,
 Number of nominated appropriate staff of SIS to participate in
the activities of the project,
 Number of regional offices prepared by SIS in order to provide a
base for fieldwork,
 Number of surveys and several pilot surveys have been
conducted according to Eurostat standards,
 Sufficient number of personnel hired,  Project documents and
 Number of training materials prepared by SIS, reports,
 Number of provided trainers who trained the numerators.  Training reports of
 Number of personnel trained in close cooperation with SIS, trainers,
 Training strategy, plan
(and programs)
 Training materials,
participation lists and
training minutes,
 Number of questionnaires delivered to Regional Offices of SIS,  Field implementation
 Number of SIS Staff assigned for each Regional Offices in order reports of key experts,
to check the quality of questionnaires,  Organisational chart
 Number of statistical units have been visited for each survey,  Job description
 Number of questionnaires checked by SIS Staff,  Project documents and
 Number of questionnaires returned to the field due to reports
insufficient information,  List of regional teams,
 Number of questionnaires delivered to SIS,  List of organizers and
 Acceptance ratios for each surveys, their enumerators,
 Adequate equipment in use,  Validated data of
 Funds have been used various statistical areas,
Means Costs
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Assumptions
 SIS provides all necessary human and
financial resources for ensuring its
part of the implementation activities,
 SIS nominates appropriate staff to
participate in the implementation
phase,
 SIS is able to perform its related tasks
in time,
 SIS Provides all survey documents,
including questionnaires and manuals
on time,
 SIS provides the contractor with all
the necessary information for the
correct implementation of the
activities,
 SIS provides necessary training for
trainers,
 SIS agrees on the support staff list
and approves the ID cards,
 Staff of SIS and other beneficiary
institutions will closely cooperate with
the contractor during the project
implementation.
 The General Census of Businesses
provided appropriate results on the
population of the economic agents of
Turkey,
 The first set up of the Statistical
Business Register is available,
 The Agricultural Census provided
appropriate results on the population
of the agricultural agents of Turkey,
 The list of agricultural holdings is
available,
 The non-response rate is very low.
,
4 LOGFRAME
Intervention Logic Objectively Verifiable Indicators Sources of Verification Assumptions

 The overall organization of the field  See Financial  See Financial Proposal
Results Technical Assistance Team Proposal
work,
 The provision of the required  (see Time Schedule)
personnel including the enumerators,
 The training of this personnel,
 Data collection and delivery of the
filled questionnaires to the SIS
Regional Offices, weekly,
 Reporting on the fieldwork.

 Pre-conditions  Active Counterparts at SIS and its

Regional Offices

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