OPERATIONAL PLAN 2021

TURKEY

Appeal №: MAATR002 Funding requirements: CHF 53.68 million

This operational plan has been written within the framework of the IFRC Plan and Budget 2021-2025. While the outlook
is for five years this plan details mainly work that will be carried out in 2021. The funding requirements also focus on
2021 unless otherwise indicated.

A. BACKGROUND

Kevser is a Syrian refugee and volunteer in the Turkish Red Crescent community centre in Ankara. She supports
vulnerable people in her community while re-establishing her own life with the help of ESSN cash assistance, and
other services provided at the community centre. (Photo: IFRC/Corrie Butler, August 2020)

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Context
As of 7 October 2020, Turkey continues to host over 3.6 million Syrian refugees registered under Temporary
Protection and some 56,000 refugees from Afghanistan, Iraq, Iran and other countries, registered under
International Protection. Around 59,000 Syrian refugees currently live in temporary accommodation centres1
(camps) with access to shelter, food, education, health and social services, though this continues to reduce as
camps throughout the country are gradually being closed. The remaining 3.56 million or so reside in urban areas,
often under challenging circumstances and with scarce resources, despite commendable humanitarian assistance
efforts by the Turkish government which enable refugees to access health, education and other public services.
To date, Turkey remains the country hosting the most refugees in the world.

It is clear that the refugee community will continue to reside in Turkey for the foreseeable future, and require
support and services to live with dignity and self-sufficiency, and be empowered to mutually contribute towards
social harmony together with their respective host communities. Coupled with the high probability of economic
deterioration worldwide in the wake of the COVID-19 pandemic as well as no end in sight to the conflict in Syria,
humanitarian services are even more essential to fill potential gaps and support social cohesion among the
Turkish and refugee populations.

Turkey itself is highly vulnerable to earthquakes, landslides, floods, rockfalls and avalanches. More than 95% of
the country lies in one of the most active earthquake and landslide regions in the world, including the extensive
and active North Anatolian Fault which stretches from Thrace to Northeast Turkey. While many of these natural
disasters are generally on a small scale with few or no fatalities, the country remains in a constant state of alert
due to the limited predictability of these events.

The country’s Disaster and Emergency Management Authority (AFAD) has stated that Turkey ranks third
worldwide in earthquake-related casualties and eighth in terms of people affected. Human interventions such as
deforestation for agriculture and construction projects have also exacerbated the likelihood and impact of
landslides and avalanches. Other disasters to which the country is exposed includes river, urban and coastal
flooding, water scarcity, extreme heat and wildfires. Turkey has set up several instruments to monitor, plan for,
and respond to potential disasters, including a national advisory board 2, disaster management plans at national
and provincial level3, and trained youth leaders to expand response skills and disaster awareness among their
peers4.

Together with the current COVID-19 global pandemic and no end in sight to the current migration crisis due to
the ongoing conflict in Syria and neighbouring countries, the onus on disaster response and humanitarian
assistance agencies remains imperative to continue support for people at risk, and to deploy at short notice
should the need arise.

National Society profile

The Turkish Red Crescent Society (TRCS) was established in 1868 and is currently the largest humanitarian
organization in Turkey with 259 branches, 210 local representations and some 10,000 staff supporting vulnerable
people in-country and abroad. TRCS has nine regional and 25 local disaster management and logistics centres. It
has contributed to the development of social welfare in-country, and provided shelter and protection, food, health
care and blood services, first aid, education, youth services, shelter, immigrant and refugee protection services,
and response in disaster operations domestically and internationally. As an auxiliary to the Turkish government
with a wide reach to vulnerable communities, TRCS continues to extend its humanitarian services to refugees and
host communities in urban and rural areas. The National Society also continues to provide first-line response for
newly arrived refugees as and when needed.

1 As of 7 October 2020, seven temporary accommodation centres are still operating in five provinces, including Adana (1), Kilis (1), Kahramanmaraş, (1), Hatay (3)
and Osmaniye (1). https://en.goc.gov.tr/temporary-protection27#
2 Turkey’s First Disaster and Emergency Advisory Board
3 Turkey’s First Provincial Disaster Risk Plan Introduced to the Public
4 Youth Leaders Become Disaster Awareness Trainers

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TRCS is a trusted organization for refugee and host communities alike. Its presence continues at multiple levels
throughout the country, including working with national and local authorities, the private and non-government
sectors, and among the people living in Turkey as well. A member of the International Federation of Red Cross
and Red Crescent Societies (IFRC), TRCS also supports IFRC and other National Societies worldwide, and has the
capacity to continue fulfilling its role as a donor national society. Apart from this, TRCS continues to strengthen
and contribute towards regional and global learning from its experiences in population migration and disaster
response.

TRCS has played a leading role in supporting 3.5 million refugees since 2012 in temporary accommodation centres
(camps) and urban settings, providing first-line response through deploying its volunteers, staff, and emergency
supplies; organizing its structures and resources to receive and provide safety for people in need, as well as
providing support through community centres. Since 2016, TRCS has been the main implementing partner for
most major humanitarian partners in delivering conditional and unconditional cash assistance through its
Kızılaykart Platform, which was first established in 2011. Since 1 April 2020, TRCS and IFRC have taken on joint
implementation of the Emergency Social Safety Network (ESSN) programme, with funding from the European
Union and in partnership with the Turkish Government’s Ministry of Family, Labour and Social Services (MoFLSS).

TRCS celebrates its 153rd anniversary in 2021, and launched its Strategy 2030 in May 2020 with focus on social
resilience and institutional development in accordance with the 2030 Global Sustainable Development Goals, and
the IFRC’s 2030 Strategy.

Membership coordination
Name of
SP1 SP2 SP3 SP4 SP5 E1 E2 E3 Details & comments
Partner NS
German Red Cross supports TRCS in Mental Health
and Psychosocial Support (PSS) for refugees and
German Red
Cross
☐ ☒ ☒ ☐ ☐ ☐ ☐ ☐ host communities in Turkey, and is supporting
TRCS's response preparedness and outreach
capacity.
Norwegian Red Cross is planning to support TRCS
mainly through the Community-Based Migration
Programme’s 16 community centres to strengthen
the National Society capacity in providing a
community-based health intervention to refugees
Norwegian and host communities. This entails capacity building
Red Cross
☒ ☐ ☒ ☐ ☐ ☐ ☐ ☐ in health and PSS for TRCS and implementing a
community-based health intervention. TRCS and
Norwegian Red Cross are currently discussing a
tentative package focusing on community health
awareness, reproductive health, maternal and child
health, in addition to disability.

Peer relationship to enhance technical exchange,

learning and support between TRCS and BRC in
relation to cash-based interventions, with a
British Red particular focus on: learning development;
Cross
☐ ☒ ☐ ☐ ☐ ☐ ☒ ☐ information dissemination; contribution to the
RCRC Movement Cash School; enhancing
accountability and donor compliance; and
contributing to development of fundraising in TRCS.

Danish Red Cross and TRCS will continue engaging

in peer-to-peer technical cooperation through the
Danish Red exchange of knowledge and experiences in
Cross
☐ ☒ ☒ ☐ ☒ ☐ ☐ ☐ Psychosocial Support, Livelihoods and Protection, as
agreed in the MoU signed between both NS for
2020-2025

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The IFRC is present in support of the National Society through its Turkey Country Office (CO) in Ankara, led by a
Head of Country Office, and supported by teams of international and national staff dedicated to migration and
disaster response programming; finance, administration and HR; communications; external coordination and
partnerships; assurance and audit; and the ESSN programme. All IFRC support to TRCS is reflected in this Country
Operational Plan (MAATR002) while the International Appeal (MDRTR003) will close in 2021. If additional
humanitarian assistance is required, future options include revision of this Country Operational Plan, or the
launch of a new Emergency Appeal.

The ESSN assists over 1.7 million refugees living under temporary and international protection in Turkey to meet
their basic needs via monthly cash assistance, complemented by severe disability and quarterly family size-based
top ups. Currently the world’s largest humanitarian cash programme, it is funded by DG ECHO.

The IFRC Country Office also provides technical, coordination, administrative and donor reporting support to the
National Society. When requested via the IFRC Country Office, the IFRC Regional Office for Europe (ROE) in
Budapest and the IFRC Secretariat in Geneva provide specialist technical support to TRCS when required.

Movement cooperation
TRCS and the ICRC are negotiating the renewal of their partnership in the area of Restoring Family Links (RFL).
TRCS and the ICRC have also a fruitful collaboration in promoting International Humanitarian Law (IHL) in Turkey
partnering with other organizations such as the Istanbul Centre of International Law (ICIL).

ICRC and IFRC maintain regular contact and communication regarding their activities in Turkey and follow up on
the developments in the country and the region. Together with TRCS, the three Red Cross Red Crescent Movement
components are planning the organization of an International Mobilization and Preparation for ACTion (IMPACT)
training in 2021.

Partnerships
The Turkish government authorities lead the coordination and management of humanitarian assistance for
refugees overall, with TRCS continuing to work closely with the Turkish Disaster and Emergency Management
Presidency (AFAD), the Directorate General of Migration Management (DGMM), and Ministry of Foreign Affairs in
line with its assigned mandate and duties comprising the procurement, delivery and distribution of essential relief
supplies, such as shelter and other household items as needed. Through its Community-Based Migration
Programme, TRCS works closely with different ministries, including the:

• Ministry of Family, Labour and Social Services (MoFLSS) for skills development, employability training and
employment matters as well as referrals for people needing protection and related services. The ESSN
programme is also implemented in partnership with the MoFLSS;
• Ministry of Health (MOH) on health-related referrals, health training/seminars, checks for children and
adults,
and the health centre in the Istanbul Sultanbeyli community centre;
• Ministry of National Education (MoNE) on language and vocational activities, and school-related matters;
• Ministry of Food, Agriculture and Livestock (MoFAL) on livelihood skills programmes and activities related
to agriculture and livestock.

Through its Kızılaykart Platform, TRCS also works with several UN agencies, the World Bank and local employment
agencies under different programmes, including:

• UN Children’s Fund (UNICEF) together with MoFLSS and MoNE on the Conditional Cash Transfer for
Education (CCTE) programme, enabling low-income refugee families to send their children to school;
• World Food Programme (WFP) and Directorate General of Migration Management (DGMM) on the In Camp
Food Assistance programme, implemented across five temporary accommodation centres providing over
50,000 recipients with food+ e-vouchers which can be redeemed at contracted markets located inside the
camps;
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 • UNDP and MoNE in support of the Adult Language Training programme which provides Turkish language
training to Syrian refugees;
• World Bank and the Turkish Employment Agency (IŞKUR) on a livelihood project. Via a tripartite
Memorandum of Understanding, TRCS, IFRC and the World Bank are also establishing technical
cooperation and collaboration within the frame of the ESSN, with a specific focus on a joint Impact
Evaluation, vulnerability analysis and enhanced targeting of assistance, along with targeted technical
capacity support.

TRCS coordinates its work with the local authorities and provincial levels of the AFAD and Provincial Directorates
of Migration Management (PDMM) offices, the relevant government ministries, security authorities and other
relevant agencies as and when required.

B. STRATEGIC PRIORITIES AND APPROACH

Strategic Priorities
Climate and environmental crises
People targeted: 0 (institutional)
Male:
Female:
Requirements (CHF): 53,750

Rationale and intended results

Assessment and analysis:

Several studies have shown Turkey is highly vulnerable to the effects of climate change. Rising temperatures
and decreased precipitation have had a negative effect on water sources and availability for agriculture and
rural development, which in turn worsen socio-economic disparities among the country’s regions 56. The
country has been assessed as the world’s 20th7. Moreover, the adverse effects of climate change are forecast
to impact Turkey more severely than other countries. This has led to increased wildfires, drought, reduction in
fish stocks and increased flooding in different regions, among others. In this respect, Turkey has8.

In its plan for 2021, TRCS will continue to establish its training and logistics hub in Istanbul with an emphasis on
environmental management and conservation in its construction, and seek green alternatives in its response
mechanisms wherever effective and practical. The National Society will also ensure ecological awareness
training is conducted for staff and volunteers, while facilitating and encouraging environmentally friendly
behaviour throughout the organization such as conserving water and energy, separating waste, using
alternative energy sources and reducing the consumption of products with high carbon emissions. IFRC will also
seek to reduce its carbon footprint in-country through raising awareness internally with staff members and
externally with partners, stakeholders, and the people we seek to assist. As far as possible, environmental
impact considerations will be taken for necessary travel, office energy usage, use of material resources,
recycling methods and procurement processes, among others. The IFRC Turkey Country Office will base its
environmental sustainability approach on the Environmental Policy of the IFRC Secretariat adopted in 2019 to
conduct its activities in a way that respects and protects the environment.

Intended results:

5 The Social Cost of Climate Change in Turkey

6 Impacts of Climate Change on Turkish Agriculture
7 Carbon profile: Turkey
8 Republic of Turkey: Climate Change Strategy 2010-2023

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Outcome 1.2: IFRC Secretariat and National Societies adopt environmentally sustainable practices and
contribute to climate change mitigation.

Output 1.2.3: The IFRC network identifies, avoids, reduces and mitigates adverse environmental impacts resulting
from humanitarian response and long-term programmes and mainstreams green response into all RCRC systems and
practices.

The establishment of the TRCS international logistics hub in Istanbul will be conducted with an emphasis on
reducing environmental impact in its construction and fittings, and green alternatives will be sought in response
activities. IFRC will continue to provide technical support to the National Society in the set-up of this hub and
implementation of its activities, while prioritising the adoption of better environmental management and
increasing nature-based solutions where effective.

Among activities proposed to drive this forward are:

• Supporting TRCS to draft an action plan for the establishment of the Istanbul Logistic Hub, which will
define HR needs, construction requirements, TRCS roles and responsibilities, and potential IFRC
involvement;
• Following confirmation by the Istanbul airport authority (IGA) regarding the allocation of land in the
logistics sector, TRCS develops the project for the construction of the logistics hub;
• Conducting research and analysis to define the feasibility of a “green response” hub within the TRCS
hub in Istanbul to facilitate IFRC membership greener response to emergencies worldwide;
• Exploring partnerships to support the Istanbul Hub, with Turkish and international actors, inside or
outside the Red Cross Red Crescent Movement.

Output 1.2.4: National Societies are supported to promote environmentally sustainable practices in communities.

As part of efforts supporting and promoting environmentally friendly practices, the IFRC Turkey Country Office
as a whole, will dedicate itself towards:
• Conducting awareness raising sessions for staff and other stakeholders;
• Developing and implementing a plan to reduce the environmental impact of IFRC and TRCS offices

Evolving crises and disasters

People targeted: 1,724,697 (ESSN) + 40,000 (CCs) = 1,764,697 in total
Male: 48.66% (ESSN)/50% (CCs)
Female: 51.34% (ESSN)/50% (CCs)
Requirements (CHF): 43,111,418

Rationale and intended results

Assessment and analysis:

As a country prone to natural disasters, Turkey has a long experience of responding to such emergencies. At
present, the National Society has its own human and material resources in place to support response should
the need arise. Also, as auxiliary to the Government of Turkey, TRCS plays an integral part in Turkey’s National
Disaster Response Plan, working together with AFAD, and all the relevant government agencies in coordination
and implementation of disaster response. In line with its Strategy 2030, TRCS will continue to work on enhancing
its response and assistance to people affected by disaster as well as reducing vulnerability to disaster
throughout the country. One of the pillars of the TRCS 2030 Strategy is social resilience, which includes working
towards raising disaster-ready individuals and building a more resilient society.

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 Through the EU-funded ESSN, TRCS and IFRC support over 1.7 million refugees with cash assistance. However,
despite being effective in reducing negative coping strategies, the ESSN is not sufficient to meet all basic needs9.
Protracted displacement and negative socio-economic impact from the COVID-19 pandemic have increased
vulnerability, indicating ESSN households (and very likely those without ESSN support) have now increased debt
to cope with rising costs and loss of income. Lack of basic funds for food, rent and health coupled with limited
livelihoods opportunities as well as the negative effects of the COVID-19 pandemic have worsened conditions
for many refugees in terms of paid employment, especially for informal workers who earn a daily wage.

IFRC will continue to support the National Society in its response and assistance to people affected by crises
and disaster where needed. This comprises traditional response through relief and recovery programming, but
will also include increased emphasis on cash-based interventions. TRCS has significant existing experience of
large-scale cash programming in response to the migration context in-country which provides a strong basis
for this approach, and existing processes, procedures, systems, tools, resources and staff capacities in place, in
particular within its Kızılaykart Cash-Based Assistance Programmes Coordination Office. TRCS is now seeking to
further institutionalise, standardise and systematise cash and voucher assistance, and mainstream its use
across its national and international operations and activities, through developing an organisational cash
strategy, strengthening its cash capacity and core structure, further piloting cash-based response both in its
international operations and domestically, and building key partnerships with experienced, competent and
accountable counterparts in cash programming. TRCS will also continue to explore the capacity to deploy
international cash experts to Red Cross Red Crescent Movement operations.

Intended results:
Outcome 2.2: People affected by crises and disasters have their needs met through access to assistance
and support that is timely, adequate, flexible and strengthens their agency.

Output 2.2.1: People affected by crises and disasters receive timely and appropriate cash and voucher assistance

Successful and impactful implementation of the Emergency Social Safety Network (ESSN) programme continues
to assist over 1.7 million refugees living under temporary and international protection in Turkey to meet their
basic needs and improve their ability to cope with shocks through the provision of debit card-based monthly
unconditional and unrestricted cash assistance, complemented by severe disability and quarterly family size-
based top ups. Via the evolving partnership between TRCS and IFRC on and beyond the ESSN, the National Society
is supported and enabled to strengthen and further institutionalise its organisational capacity and readiness to
design and implement cash-based programmes across its international and domestic programmes, and further
positioned as a strategic and operational partner of choice and point of reference for sister National Societies.

Proposed activities include:

• Providing strategic and technical support to TRCS in line with its ambition to further institutionalise,
standardise and systematise cash and voucher assistance, and mainstream its use across its national and
international operations and activities, and according to the National Society’s identified priorities and
modalities for support, including:
o Support to TRCS in further articulating and designing an organisational core structure for cash and
voucher assistance, along with integrating this into the National Society’s strategic plan
o Strategy engagement: supporting TRCS to finalise its organisational cash strategy, via dedicated cash
policies for its domestic and international humanitarian work
o Providing technical and capacity strengthening support to TRCS in establishing the feasibility of cash
as a mainstream response modality, and in designing, implementing, monitoring and learning from
cash-based interventions in its domestic and international programmes and operations, in line with
organisational cash Standard Operating Procedures (SOPs);
o Supporting the establishing and running of an organisational Cash Working Group, led by the
Kızılaykart Cash-Based Assistance Programmes Coordination Office;

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Based on the latest post-distribution monitoring survey findings, only 61 per cent of households receiving ESSN grants can cover minimum
household expenditures.
7
 o Exchanging and sharing experience and knowledge from the ESSN cash programme with IFRC and
Movement partners, in particular via the ESSN Learning Hub and associated IFRC-TRCS Learning
Strategy, including intersecting with the TRCS Kızılaykart CVA Know-How Exchange Programme;
o Providing technical assistance and support to TRCS on the deployment of international cash experts
to support Movement operations;
o Providing technical support to TRCS in setting up strategic partnerships at regional and global levels
with competent and accountable key partners.

• Providing ongoing monthly cash assistance along with disability and family size-based top ups to over 1.7
million refugees in Turkey under the ESSN programme.

TRCS will also include the distribution of food vouchers to people affected by crisis and disaster as and when
the need arises.

Output 2.2.3: People affected by crises and disasters receive support and services and develop their skills to address
their needs.

IFRC and TRCS will continue working towards establishing a livelihoods referral mechanism for eligible ESSN
individuals to become more self-reliant through access to sustainable livelihoods support. This will include
referrals to language, vocational, and on-the-job training, and to employment opportunities.

Proposed activities include:

• Establishing a livelihoods referral mechanism – together with government offices, TRCS community
centres, and external partners – for individuals to become more self-sufficient through access to
sustainable livelihoods support;
• Providing referrals for identified ESSN recipients to access livelihoods support programmes including
language, technical and vocational training, as well as employment services, in collaboration with TRCS’s
Community-Based Migration Programme, and as part of the World Bank and IŞKUR partnership;
• Through sensitisation activities, providing local and central authorities with updated information on
ESSN procedures to enable enhanced access to the programme;
• Disseminating information on individual rights and access to relevant services at ESSN Service Centres
to maximise and facilitate meaningful access to services.

Outcome 2.3: National Societies respond effectively to the wide spectrum of evolving crises and
disasters, and their auxiliary role in disaster risk management is well defined and recognised.

Output 2.3.3: National Societies enhance their coordination and collaboration with key stakeholders including
national and sub-national actors, civil society, civil protection mechanisms, the private sector, reference centres and
research institutions.

The Turkish authorities lead coordination and management of humanitarian assistance for refugees in-country.
As such, IFRC will continue to build on the existing strong collaboration with government agencies, UN agencies
and other stakeholders. Under the ESSN programme, the IFRC Field Coordination Unit and TRCS will continue
to work closely with the Directorate General of Migration Management, the Ministry of Family, Labour and Social
Services (i.e. Directorate General of Social Assistance and International Labour Force), Directorate General of
Population and Citizenship Affairs, and other relevant authorities. Close coordination at national and provincial
levels will ensure that the ESSN is aligned with government priorities, and national policies and procedures,
including in support of an increasingly effective referral system. TRCS will maintain its fundamental role in
facilitating discussions with local authorities and carrying out sensitisation sessions along with IFRC support.
TRC and IFRC also participate in relevant coordination mechanisms with UN institutions as part of the UN 3RP
coordination structure and other inter-agency sectorial working groups.

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Through the ESSN programme, IFRC will continue to prioritise coordination between basic needs, protection
and livelihoods sectors, along with governmental and non-governmental actors, and on referral mechanisms
for protection and livelihoods. This includes:
• Enabling referrals of ESSN recipients to access employment opportunities;
• Leveraging Federation-wide technical expertise on livelihoods, including through engagement with the
IFRC’s Livelihoods Resource Centre; and,
• Deploying technical capacity in-country to support these activities as required.

IFRC and TRCS will also continue to work with external partners to further improve the referral mechanism
linking refugees to protection actors and service providers.

A core aspect of collaboration with key stakeholders is the TRCS-IFRC ESSN Learning Strategy, which comprises
several inter-related components: internal monitoring and learning; capacity support including peer exchange
and on-the-job learning; external and independent third-party monitoring of the ESSN; external evaluation of the
programme’s impact via a tripartite partnership between the World Bank, TRCS and IFRC; and a dedicated
Learning Hub. The Learning Hub will curate and house all relevant ESSN-related learning in one place, and foster
exchange on relevant programmatic and technical areas related to basic needs-oriented Cash and Voucher
Assistance and its linkages with shock responsive social protection between local and global humanitarian,
development, academic, governmental and non-governmental stakeholders. Intersections with the TRCS
Kızılaykart CVA Know-How Exchange Programme, the commissioning of specific pieces of research targeted to
addressing programmatic priorities and providing an evidence base to inform ongoing implementation of the
ESSN, and partnerships and exchange with similar multipurpose cash learning initiatives will also continue to be
developed.

To support strengthening of TRCS’s overall disaster management capacities, the National Society will also engage
in;

• The Preparedness for Emergency Response (PER) approach in order to map its current response
capacities and develop a plan for action which highlights areas for further work and focus to be better
prepared for response. This includes:
o Sensitization sessions with the TRCS senior management team;
o Organization of self-assessments with the relevant National Society departments and teams;
o Development of a plan of action for the National Society in this regard;
o Continuous monitoring of the plan of action, including conducting mid-term reviews and
alterations as needed.
• Aligning the National Disaster Response Team curriculums with global/regional surge tools and
mechanisms, and familiarizing TRCS staff with these for the Turkey context.

Output 2.3.4: National Societies access funding support from the IFRC network and beyond to respond to
humanitarian needs that result from crises and disasters.

At present, IFRC is supporting TRCS through the global COVID-19 pandemic response appeal. Funding under
this appeal allocated to Turkey is channelled towards TRCS’s response activities which aim to reduce
transmission of the virus as well as mitigate health, social and other secondary impacts of the outbreak in the
country. These include risk communication and community engagement (RCCE) activities to disseminate
reliable information on the disease and garner community feedback; distribution of personal protective
equipment (PPE) and hygiene items; and planned support for those whose livelihoods have been affected due
to the pandemic. This appeal is currently expected to close in December 2021.

As Turkey is a country prone to natural disasters, IFRC will remain ready to provide support should a disaster
requiring international cooperation occur. Assistance will complement the capacities and resources of the
National Society, be it through the Disaster Relief Emergency Fund (DREF) or a full-blown Emergency Appeal,
depending on the nature of the disaster and the scale of needs.

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 The long-running MDRTR003 International Appeal which was launched in 2012 to support refugees and host
communities alleviate the impact of the Syrian crisis, will also conclude in 2021. However, IFRC will continue
mobilizing human and financial resources in support of TRCS through its activities for refugees and host
communities through the present Country Operational Plan.

Output 2.3.5: National Societies affected by a major disaster or crisis become more resilient and sustainable, through
targeted strengthening activities alongside the international support they receive as a result of the emergency.

Building on the international expertise of the Red Cross and Red Crescent Movement and informed by a
collaboratively developed and dedicated capacity support plan, IFRC will continue to invest in and support
further strengthening of TRCS’s institutional capacity. Support on identified priorities and needs will be provided
through face-to-face, online, virtual classroom and peer-to-peer learning, training, workshops, and other
knowledge-sharing modalities, including identifying ‘learning by doing’, mentoring and staff exchange
opportunities across the International Red Cross and Red Crescent Movement. Areas of focus will include:

• Contextual application of ESSN learning to TRCS’s domestic and international programmes, specifically
via the ESSN Learning Hub;
• Supporting the leveraging of the Kızılaykart Platform to inform cash-based programmes across the
organization;
• Data collection tools, methodologies, analysis and data visualisation;
• Vulnerability analysis and targeting; monitoring and evaluation; and accountability to affected
populations;
• Protection mainstreaming, identification and referrals;
• Referral to livelihoods;
• Sharing best practices and lessons learnt from resilience interventions managed by the Community-
Based Migration Programme;
• Capacity building in support of sustainable community centre programmes;
• Information management; monitoring and reporting.

A core focus of the capacity support is to invest in TRCS’s institutional cash capacity in order to establish
sustainability beyond and outside the ESSN programme – and in line with the intended activities and results
under Outcome 2.2.1 above.

Growing gaps in health and wellbeing

People targeted: 114,200 (CCs)
Male: 50%
Female: 50%
Requirements (CHF): 1,531,198

Rationale and intended results

Assessment and analysis:

Healthcare reforms from the late 1990s saw Turkey achieve remarkable universal health insurance coverage in
2003, and a dramatic expansion of access to health care and medical services for the population, particularly in
maternal and child health. With the Ministry of Health at the helm, Turkey spent some 3.3 per cent of its GDP
on healthcare (WHO, 201710). In 2019, the government announced an allocation of USD32 billion dedicated to
the provision of public healthcare services for 2020 11. With the global COVID-19 pandemic and a dramatic rise
in the need for medical services, the Turkish government has set up new hospitals to address the situation.

10 WHO Health Index Profile: Turkey

11 Turkey: education, health top priorities of 2020 budget
10
The gradual addition of 3.9 million or so refugees in-country since 2012 has also stretched the capacities of the
Turkish public health services. Refugee communities in Turkey often lack access to quality preventive and
curative health services due to language and cultural barriers. Also among the many health concerns faced by
refugee communities are psychological well-being, and coping with the after-effects of violence and conflict.
Support for such conditions is limited within communities and families are often unable or reluctant to address
such issues directly.

Under its Strategy 2030, TRCS seeks to alleviate the pressure on the national health infrastructure through
community-based health capacity building; mobile basic healthcare outreach services; and building awareness
and positive behavioural change towards good hygiene habits. Support for better health outcomes also includes
mainstreaming and improving psychosocial health for adults, youth and children at community level. The
majority (if not all) of these activities will be anchored by the 16 existing community centres managed by TRCS
throughout Turkey.

Intended results:

Outcome 3.2: The health and wellbeing of communities are protected and improved through access to
sustainable, affordable, appropriate, and quality health services across the life course.

Output 3.2.1: National Societies are supported to deliver evidence-based and impact-driven, effective, appropriate
health promotion, disease prevention and community-based care activities, focusing on the people in situations of
vulnerability in all contexts.

Proposed activities to support this output include:

• Training TRCS staff and volunteers in Community-Based Health and First Aid (CBHFA);
• Planning and organizing hygiene promotion activities at household and community levels;
• Providing basic health care outreach services for isolated refugee and host communities;
• Referring cases for secondary health care

With regard to the current global COVID-19 pandemic, IFRC is supporting TRCS in responding to the
humanitarian and health needs that have emerged due to the virus. This is being done through the global IFRC
emergency appeal which supports TRCS in conducting activities to reduce risk of transmission of the virus as
well as reduce the health, social and other secondary impacts of the outbreak. These include increasing
community understanding of risk and safe activities through risk communication and community engagement
(RCCE) and health promotion based on community feedback; providing information and feedback to questions
from communities; adapting approaches to respond appropriately to the evolving outbreak and ensuring
preparedness through relevant training activities and pre-positioning material for rapid response; supporting
rapid containment of localized outbreaks through distribution of personal protective equipment (PPE); and,
providing PSS to both service providers and service users.

Activities to support the people whose livelihoods have been affected are also planned and include skills
development and provision of in-kind and/or financial support to help restore and strengthen income sources
as well as facilitation of agricultural production projects to create job opportunities and secure food supply.

Output 3.2.6: National Societies are supported in their efforts to meet the mental health and psychosocial support
needs of communities, as well as volunteers and staff.

Building on gains made through the International Appeal and its related programmes, activities will include:
• Training staff and community volunteers in community-based psychosocial support;
• Supporting and mainstreaming psychosocial support activities for children, youth and adult service
centre users as well as TRCS staff and volunteers.
• Referring community centre service users to relevant institutions for follow-up treatment as needed.

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Outcome 3.4: Communities have increased access to affordable, appropriate and environmentally
sustainable water, sanitation and hygiene services.

Output 3.4.5: National Societies are supported to promote and measure positive behavioural change in personal and
community hygiene among targeted communities, including in the area of menstrual hygiene management

Through the community centres, promoting improved hygiene and health behaviours will also be supported
by:
• Organizing health education activities through home visits, community meetings and health awareness
campaigns;
• Conducting outreach activities to hard-to-reach areas and communities through health seminars,
• Disseminating information, education and communications (IEC) materials through community health
activities and outreach;
• Distributing hygiene kits, and hygiene packages for new-born infants

Migration and identity

People targeted: 70,104 (ESSN) + 14,240 (CCs) = 84,344 in total
Male: 48.66% (ESSN)/50% (CCs)
Female: 51.34% (ESSN)/50% (CCs)
Requirements (CHF): 5,287,886

Rationale and intended results

Assessment and analysis:

To date, Turkey continues to host some 4 million refugees from Syria and other countries, most of whom live in
urban areas where there is more access to employment, health and educational facilities. Despite commendable
government support for the refugee population, several major challenges continue to exist for many, including:

• Registration with the authorities as the biggest problem for several reasons: 1) people who are
registered in one city but move away pose a challenge for authorities to pinpoint their whereabouts; 2)
people who wish to move to other cities require travel permits in order to be registered in their
destination city, and obtaining these permits is a difficult and lengthy process which requires meeting
specific criteria; 3) with long waiting lists for registration, people may wait months for appointments to
complete their registration formalities; and (4) refugees may be reluctant to register formally in Turkey,
seeing it as a temporary transit on their way to other destinations. Without being registered, refugees
cannot access government health, employment and education facilities in Turkey.
• Language barriers. Not being able to speak the local language often leads to fewer options for
employment, and limited access to medical and educational services, resulting in inadvertent isolation
from the general public. Despite Turkey hosting refugees for many years now, social inclusion
challenges persist. For a variety of reasons, but also because of language barriers, many refugees or
members of host communities, may have limited interaction with each other, creating challenges on
many levels both for refugee and host communities
• Accessing health services when registered in another city can be an obstacle, even though people in
urgent situations can use emergency health services without difficulty. Also, increased psychological
and psychosocial needs of refugees often exceeds existing support and treatment capacities.
• Much of the refugee population tend to work in low-paid jobs in the informal sector, often leaving
them vulnerable to exploitation and abuse.
• The depression in the Turkish economy in 2018-2019, and forecast worldwide economic depression
post COVID-19 which is likely to limit consumer purchasing power and further stretch the limited
income of both refugee and Turkish households.

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 • The slump in the national economy resulting in scarcity of paid work, and tensions among refugee
and host communities as a result of a limited number of jobs.
• Low school attendance. There are more than 1 million school-aged Syrian refugee children in Turkey,
of whom more than 640,000 are enrolled in school. However, according to the Turkish Ministry of
National Education, over 400,000 children are still out of school, leaving them particularly vulnerable to
isolation, discrimination, violence and abuse.

Additionally, given there is no clear end to the conflict in Syria, and the high probability of refugees staying in
Turkey for a longer time, strategies targeted at enhancing social cohesion and harmony between refugee and
host communities are highly necessary to reduce hostility and xenophobia.

The COVID-19 pandemic and related measures have affected both refugee and host communities alike. However,
the COVID-19 pandemic poses a serious challenge for some refugees through lack of access to public services
and formal employment due to language differences and other barriers. Outreach and referral activities will
continue to strive to ensure that individuals have access to the ESSN and other relevant services.

Currently, TRCS still plays a leading role in supporting the humanitarian needs of refugees in the country - in
particular, providing services through 16 community centres and nine service centres in urban areas with high
refugee populations. Community centres act as hubs for many TRCS activities and services; and reliable sources
of information for both refugee and host communities, as well as safe spaces for social interaction. Services and
activities provided at the community centres focus on livelihoods and skills and services to enhance
employability; Turkish language classes; registration and protection services; social cohesion; health and
psychosocial support (PSS); and activities for youth and children. TRCS service centres have been established to
support Social Assistance and Solidarity Foundations (SASFs) by receiving (re)applications for the ESSN. In
addition, service centres visit households, identify and refer protection cases related to the ESSN to local
authorities via trained staff, provide counselling services such as providing information to refugees on how to
access the ESSN or on non-ESSN related important topics regarding public services, and support the card
distribution process in service centres with mobile branches.

Intended results:

Outcome 4.1: Migrants and displaced persons have access to humanitarian assistance and protection at
key points along migratory routes as well access to durable solutions when appropriate.

Output 4.1.1. The assistance and protection needs of vulnerable migrants, whatever their status, are addressed
through effective access to essential services, including through the establishment of Humanitarian Service Points (HSP)

Through the ESSN programme, protection of vulnerable people will continue to be prioritised and supported
through strengthening coordination with protection referral mechanisms already in place at TRCS’s community
centres, as well as with specialised governmental and non-governmental actors. These will include ensuring
referral pathways are in place, particularly for issues related to sexual and gender-based violence, child
protection, trafficking of persons and psychosocial needs.

Proposed activities include:

• Supporting individuals through outreach teams to maximise access to services. This includes advocacy
activities targeting local and central authorities to remove barriers during the ESSN application process
to secure dignity and safe access to impartial assistance;
• Providing information on individual rights, ESSN procedures and updates to maximise and facilitate
meaningful access to services during registration at service centres and through sensitisation activities;
• Taking action through referral and outreach activities to minimise possible protection risks alongside
referrals to case management;
• Strengthening linkages between ESSN and governmental/non-governmental authorities to enhance
tracking of the protection referrals.

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Apart from the ESSN activities, TRCS will continue supporting vulnerable refugee communities through ensuring
quality service delivery that addresses actual needs in a culturally appropriate and sensitive manner. These will
be conducted through:

• Carrying out Vulnerability and Capacity Assessments in target communities;

• Identifying vulnerable migrants and providing assistance and appropriate protection services at
individual, household and community levels.

Output 4.1.2 Joined-up Movement humanitarian assistance and protection services to migrants, displaced people and
their families are provided and promoted through engagement with local and national authorities, host communities
and affected people, in partnership and collaboration with other relevant organizations.

Given TRCS’s long-standing presence in providing assistance and protection services to those displaced, such
programmes are currently in place, and continue to be monitored and adjusted according to current needs and
events. One such example is the COVID-19 pandemic announced in March 2020, which required a change in
focus for several programmes and activities already running to mitigate the spread of the virus throughout
Turkey.

With the support of IFRC, TRCS will continue to develop, adjust and improve its programmes in support of both
the refugee and vulnerable host communities through the 16 community centres. These programmes include:

• Skills development training and certification, including vocational, business development and soft
skills to enhance employability, in line with market demands;
• Employment-related services, including job counselling skills assessment, profiling and job referrals;
• Turkish language learning to support employability and social cohesion;
• Providing entrepreneurship support for socio-economic empowerment;
• Provision of information on registration and other protection services, including referrals;
• Platforms and environments to encourage interaction for social cohesion and harmony among
communities;
• Engaging communities in two-way communication for feedback to improve programming and service
delivery.
• Promoting healthy lifestyles and good health/hygiene practices for better resilience;
• Providing psychosocial support (PSS) to individuals and groups;
• Providing referrals for health and PSS services as needed;
• Conducting PSS support services for school children;
• Benefiting from complementary programming under the Kızılaykart Platform where provision of cash
assistance takes place;
• Receiving Livelihoods and Protection referrals from the Kızılaykart programme for follow-up

Output 4.1.4. National Societies are assisted to undertake effective advocacy in support of migrants’ and displaced
persons’ access to essential public services.

IFRC will support TRCS in advocating for the removal of barriers in applying for the ESSN with local and central
authorities. Through these activities, Referral and Outreach aim to standardise ESSN implementation to
minimise exclusion risks and to provide support to the target population to secure dignity and safe access to
impartial assistance. This solves specific individual issues and helps create a general impact in the region within
the scope of the issue encountered, removing upcoming barriers to access ESSN applications within that specific
location. Furthermore, advocacy will be carried out with the Turkish government to integrate relevant
governmental systems or develop alternative ones for a robust referral mechanism including relevant
livelihoods actors, and the development of necessary procedures and protocols.

Through the community centres, TRCS will continue to support refugees with referral services to relevant
institutions and service providers as needed. These include health institutions; registration and protection
services; and other livelihood and employment-related services.

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 Proposed activities include:

• Advocacy activities on behalf of all individuals willing to apply for the ESSN to abolish registration and
application barriers of identified individuals;
• Regular engagement and advocacy with governmental authorities and coordination with regard to
livelihoods, protection and social cohesion activities.
• Through community centres, provision of referrals for health and PSS services, livelihoods and
employment-related services, and registration and protection services as needed

Values, power and inclusion

People targeted: 2,900 (ESSN) + 2,000 (CCs) = 4,900 in total
Male: 48.66% (ESSN)/50% (CCs)
Female: 51.34% (ESSN)/50% (CCs)
Requirements (CHF): 113,070

Rationale and intended results

Assessment and analysis:

Despite government, institutional and women’s movement efforts, women and girls in Turkey continue to face
issues of gender inequality, with gender-based violence a significant concern. Some main issues faced are: a
wide discrepancy in remuneration for paid employment, the lack of equal representation in political and
managerial roles at the senior level, unequal access to formal education, and gender-based violence and
trafficking. Survey findings have reported violence towards women as a major challenge 12. In its position as the
leading humanitarian organization in Turkey together with its role as auxiliary to the government, TRCS seeks
to expand its efforts towards promoting equality and protection for women and girls through its programmes
and operations. The National Society also seeks to include other vulnerable and marginalised groups in its
protection activities to enhance their knowledge of individual rights, increase their participation in mainstream
activities and empower them towards self-actualisation within the arena of resilience.

Protection services are provided through the TRCS community centres with services supporting registration of
refugees with the Turkish authorities; and information on rights for individuals, women, children, employees
and other categories under Turkish law as well as access to legal assistance and counselling.

The ESSN programme design considers the potentially negative effects of its activities. M&E tools, complaint
and feedback mechanisms, and service channels (such as service centres, call centres, and social media
channels) will continue to identify barriers and challenges faced by persons of all gender identities, ages, and
disabilities in accessing the programme. The ultimate goal is to have equal access to all eligible populations
without discrimination against specific groups and minorities.

Intended results:
Outcome 5.3: National Societies and the IFRC Secretariat adopt a comprehensive Protection, Gender and
Inclusion (PGI) approach across operations and programmes.

TRCS recognises and acknowledges the need to mainstream vital components addressing protection, gender
and inclusion (PGI) and community engagement and accountability (CEA) throughout its programmes and
operations. This will include work to establish policies and strategies that support and promote Gender,
Diversity and Social Inclusion; Protection; Prevention of Sexual Exploitation and Abuse; and CEA, which will be
mainstreamed across the National Society’s programmes.

12
UNFPA State of World Population 2020: Against My Will; Domestic Violence Against Women in Turkey
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 Output 5.3.1: National Societies’ operations, programmes and services provide dignity, access, participation and
safety for all affected marginalized and excluded people

Through the ESSN programme in particular, activities under this output include:
• Assessing knowledge and skills of ESSN staff in core protection concepts and key principles;
• Implementing the Protection, Gender and Inclusion Learning Action Plan to establish competency
among ESSN staff in identifying potential protection needs, to equip them with appropriate skills to
engage with vulnerable individuals, and to inform them of referral procedures; and
• Providing training and support in the field to be aware of signs and risks which may lead to protection
needs

Through the community centres, TRCS will continue supporting refugees in registering with the Turkish
authorities in order to reduce protection vulnerabilities, and ensure access to essential health, employment and
educational facilities. In order to address vulnerabilities and encourage participation of affected people in
community centre and other TRCS activities, the National Society will:
• Ensure inclusion of relevant and useful programme and project activities that address the concerns of
marginalised or discriminated groups;
• Conduct information sessions and outreach activities to increase the awareness of marginalised or
discriminated groups regarding different TRCS services and opportunities;
• Strengthen existing community forums to ensure participation of community members, having
balanced gender representation and people from marginalised groups, to participate in decision-
making processes and activities that affect their lives.

Enabling approaches
Enabler 1: Engaged - with renewed influence, innovative and digitally transformed

Outcome 6.1: National Societies and the IFRC Secretariat have strengthened their engagement with
partners within and outside the network in order to work collectively on the key challenges facing
communities

Output 6.1.1. IFRC Secretariat supports country-level planning processes for all involved IFRC network actors to ensure
alignment with the goals of the National Society of that country

IFRC will continue maintaining regular communication and coordination with partner National Societies
supporting TRCS’ humanitarian activities and capacity strengthening in order to harmonise and enhance
collective RCRC support. The ESSN Learning Strategy and Hub and TRCS-IFRC ESSN capacity support plan of
action represent opportunities to further leverage in this regard.

Output 6.1.3. IFRC Secretariat strengthens its cooperation with regional and global reference centres, including through
delegation of greater “shared leadership” responsibility

• In support of the evolving livelihoods referral mechanism within the ESSN and to strengthen programmatic
linkages with the Community-Based Migration Programme and coordination with the wider livelihoods sector
in Turkey, engagement and technical support will be coordinated with the IFRC’s Livelihoods Resource Centre,
supported by the deployment of dedicated sector-leading livelihoods technical expertise.
• Via the ESSN Learning Hub, linkages will be developed with the Movement’s CashHub, in order to support
exchange and sharing of experience and knowledge with IFRC and Movement partners and supported
Kızılaykart platform.
• Technical support and guidance will be provided to TRCS to capture and expand TRCS and IFRC experience
and know-how in the field of social inclusion for migrants and refugees.

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With IFRC support, TRCS is also in the process of establishing its international Logistics Hub in Istanbul with
emphasis on green response alternatives, and reduced environmental impact (see Output 1.2.3). IFRC will also
support the National Society in setting up a TRCS Hub or Reference Centre to capture, collate and expand upon
shared experience and knowledge in social inclusion for refugees and migrants. (see Output 6.1.3).

Outcome 6.2. National Societies and the IFRC network have a strong public profile and are effective
advocates, influencing both public behaviour and policy change at the domestic, regional and global
levels.

Output 6.2.1 National Societies are supported with communications and public advocacy resources and advice to
increase their impact, public trust and understanding of their role and activities.

IFRC and TRCS mainly work together to communicate and promote joint programmes in Turkey, through the ESSN
programme, and the 16 community centres managed through TRCS’s Community-Based Migration Programme,
as well as emergency responses such as COVID-19 and other critical milestones throughout the year. IFRC works
with TRCS on priority external communication strategies, including engaging media, social media, managing
potential crisis communication issues and other key events to help position, influence and advocate TRCS and the
Movement in Turkey and around the world.

IFRC and TRCS are working on an overarching ESSN Above Standard Visibility Plan which aims to raise awareness
among EU citizens of the European Union’s partnership with IFRC and TRCS in making a positive difference in the
lives of refugees in Turkey. IFRC and TRCS jointly implement the communications strategy. IFRC is working with
an international creative agency to develop and deliver an impactful and compelling digital awareness-raising
campaign targeting the EU audiences. It will show how the EU-funded ESSN programme is contributing to
strengthening the dignity and wellbeing of refugees in Turkey. IFRC and TRCS also have a joint communications
plan for the community centres, implemented by both TRCS and IFRC. Up-to-date information and content are
provided regularly through both IFRC and TRCS’s communications channels to ensure constant engagement with
target audiences.

For 2021, the communication strategy will maintain many of the same targets but focusing on bridging genuine
connections between refugees and target audiences, allowing them to tell their own story from their own
perspective. Additionally, IFRC will work closely with TRCS Communications colleagues throughout the year to help
position them in Turkey and globally as a leading humanitarian actor in and out of emergencies. Further
opportunities to share lessons learned and connect with communication colleagues around the world will also be
organized.

Output 6.2.2 Key representatives of humanitarian and development agencies and of relevant ministries in each country
are well informed about the role and activities of NS and the IFRC network.

• IFRC, under the guidance of TRCS, will maintain regular communication with Turkish ministries and
authorities, particularly those directly involved in the implementation of TRCS migration programmes,
including the ESSN.
• IFRC, in coordination with TRCS, will maintain regular communication with key humanitarian and
development actors in Turkey, particularly with the European Union, other Embassies, UN agencies, INGOs
or the World Bank.
• Updates about the ESSN and other TRCS/IFRC activities are shared on a monthly basis with UN agencies,
embassies and donors in Turkey

Outcome 6.3: The IFRC network is using innovative and transformative approaches to better anticipate,
adapt to and change for complex challenges and opportunities.

Output 6.3.10. There is increased investment, partnerships and collaboration focussed on research and development
and on learning within and between the IFRC network

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IFRC and TRCS’s investment in learning on the ESSN is a core priority. This commitment to strengthening and
embedding learning builds on the existing evidence and research based on the ESSN, and will continue to be
developed via a learning strategy comprising several inter-related components: internal monitoring and learning;
capacity support including peer exchange and on-the-job learning; external and independent third-party
monitoring; external evaluation of the programme’s impact; and a dedicated Learning Hub which will both curate
and house all relevant ESSN-related learning in one place, and contribute to further developing best practices,
lessons learned and exchange of expertise amongst humanitarian actors locally and globally. This will include:

• Intersecting with the TRCS Kızılaykart CVA Know-How Exchange Programme;

• Running thematic panel discussions and learning events, and commissioning specific pieces of research
targeted to addressing programmatic priorities and providing an evidence base to inform ongoing
implementation of the ESSN;
• ‘Learning by doing’ via technical cooperation and collaboration in the context of the tripartite agreement
between TRCS, IFRC and the World Bank;
• Developing case studies to document internal learning on ESSN joint TRCS-IFRC workstreams which
represent and are developing best practice, which will contribute to Federation-wide learning;
• Bringing in Rotational Delegates from sister National Societies who will both contribute to the
implementation of and learning on the ESSN, and themselves learn and develop competencies and
capacity which will in turn strengthen their National Societies via this exchange;
• Seizing opportunities to connect and leverage learning and capacity developed via TRCS and IFRC’s joint
implementation of the ESSN with Federation regional cash-based programming strategic priorities, with a
particular focus on the Europe and the Middle East and North Africa regions, in line with IFRC Secretariat
cash strategic priorities.

Outcome 6.4: The IFRC network undergoes a digital transformation

Output 6.4.1. Data use and bridging digital divide: NS and IFRC have the foundational IT digital systems to efficiently run
and ensure accountability in their daily operations and are ‘data ready’ for engagement with their staff and volunteers,
operational decision-making and business intelligence. Leaders use and understand data in their work, drawing on
evidence and research to guide humanitarian action.

The IFRC ESSN Information Management and Data Analysis team helps the programme leverage the power of
data collection, management, mapping, and visualisation tools to support decision making and enhance reporting.
Visualization and Mapping provides the most tangible output of the IM and Data Analysis team. Interactive
dashboards and live maps are used by workstreams and external audiences to gain quick insight into the data
most relevant for them. IFRC will continue to support and collaborate with TRCS in generating automated and
online reports and dashboards as well as information products that will be shared publicly through the IFRC Global
Data Platform for Operations. Moreover, TRCS will continue to develop these reporting deliverables and share on
other public platforms (e.g. Kızılaykart website, ReliefWeb, CashHub etc).

ODK Central is a safe and secure platform used to collect survey data for the ESSN programme, such as Post-
Distribution Monitoring, the Intersectoral Vulnerability Survey for Refugees in Turkey, Satisfaction Survey, etc. In
2020, IFRC hired consultants to implement and customise ODK Central not only to benefit the ESSN but also all
other operations of the National Society. All the development work source codes are made available so that other
National Societies can benefit from the outcomes of the programme.

TRCS has established and maintained a very concrete technical infrastructure to provide, present and offer various
humanitarian services. The ESSN programme, which is implemented under the Kızılaykart Cash-Based Assistance
Programmes Coordination Office (CBAPCO), takes advantage of and uses all the experience and technical
infrastructure of TRCS. Alongside TRCS’ broad range of experience, there are various tools and systems in place
for the ESSN programme. The Kızılaykart Platform is one of the most essential elements within TRCS’ CBAPCO.
Since 2012 the Kızılaykart Platform has supported the implementation of nine different humanitarian
programmes, with a particular focus on basic needs, education, in-camp food, livelihoods and protection. The
platform was designed to enable simultaneous implementation of multiple programmes to support refugees in

18
an integrated manner; it enables complementary unconditional and conditional cash assistance programming via
a single Kızılaykart debit card, which holds different wallets. As an information management system, the Kızılaykart
Platform contains modules related to data analysis, cash transfers, feedback mechanisms, communication, call
centre data, surveys, and case tracking, and can be further adapted and improved as per programme needs.

Proposed activities include:

• Increasing the data fluency of staff through online training;
• Making sure to have analytical capacity to use evidence to answer programmatic questions and inform
decision-making.

Enabler 2: Accountable - with an agile management and a renewed financing model

Outcome 7.1: The IFRC secretariat is working as one organization globally, delivering what it promises to
National Societies, volunteers and the communities they work with, as effectively and efficiently as
possible.

Output 7.1.1. IFRC secretariat develops the talent of staff at all levels.

The IFRC Country Office will continue to invest in its staff to develop talent. For 2021, language courses in English,
Turkish and Arabic are being considered for interested staff. Other training will be evaluated based on staff
performance evaluation and individual learning objectives. To ensure continuous sharing of knowledge and
understanding of the programme and operations, orientation sessions will be streamlined, with quarterly
orientation sessions that are mandatory for new staff and optional for existing staff. Audit will continue to be
conducted on performance management (i.e. objective settings and appraisal), and on mandatory e-learning to
ensure all staff complete these courses in due time.

An employee satisfaction survey will be conducted on a yearly basis to take pulse on overall staff satisfaction.
Following a salary review and benchmarking exercise in 2020, IFRC will implement an improved
compensation/benefit package based on financial feasibility. Following their finalisation in 2020, staff regulations
will be implemented accordingly.

Output 7.1.3. Financial resources are safeguarded and managed effectively, efficiently and transparently.

IFRC will continue to ensure sound financial management that contributes to the effective and efficient use of
financial resources and accountability for the prudent stewardship of funds and the safeguarding of assets. The
IFRC Country Office in Turkey will strengthen its approach on value for money to ensure funds are managed with
prudence and probity, assets are safeguarded, and resources are used effectively, efficiently, and economically to
achieve intended objectives. There will be clear accountabilities for financial management, which assure the
effective use of funds and the results.

All stakeholders will be provided with pertinent, reliable, and timely financial and related non-financial information
and reports to be well informed of the use and management of funds.

IFRC will ensure effective and efficient internal control systems are in place, and controls are proportionate to the
risks they aim to mitigate yet support innovation and expected results.

Output 7.1.5. The IFRC has organizational risk management across the global network, addressing risk management
culture at all levels, with a clear link to accountability and quality assurance.

IFRC has developed and will maintain an office-wide risk register, in line with its central approach and template.
IFRC will also maintain a robust strategic and operational risk register for the ESSN programme. This will be
monitored closely by the IFRC country senior management with the support from the Head of Audit for ESSN, who
will work with the team to undertake risk management training for the wider IFRC Turkey team. The risk register
will also be underpinned by a detailed fraud risk assessment and PSEA risk assessment, which will be used to
facilitate fraud and PSEA risk workshops.

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Output 7.1.6. A strategy and a plan of action are developed to mitigate the risk of fraud and corruption, sexual
harassment, exploitation and abuse, within the IFRC Secretariat and National Societies.

An audit, assurance, and accountability framework will remain in place for the ESSN, comprising an annual
programme of independent, internal audit work; quarterly financial spot checks and household verification visits;
risk management activities; and fraud and preventing sexual exploitation and abuse (PSEA) risk management
activities, which are underpinned by complaints and feedback mechanisms. A dedicated ESSN internal audit team
will deliver and oversee this work. Risk, fraud, and PSEA training will include the wider IFRC Turkey Office, as well
as the ESSN team.

Outcome 7.2: The IFRC Secretariat has renewed partnership with its members and develops a new
financing architecture to increase financial resources for the benefit of National Societies.

Output 7.2.5. The IFRC Secretariat ensures quality and timely delivery in line with commitments to donors on
implementation and reporting to donors, for funds channelled through the Secretariat, with clear distribution of roles
and responsibilities.

The IFRC Country Office in Turkey will continue to ensure timely accurate financial and implementation progress
reporting on all programmes and projects in accordance with donor and stakeholder requirements for all its
programmes and projects in 2021. Accountability to service users, donors, partners and other stakeholders will
be maintained through clear allocation and understanding of roles and responsibilities.

Enabler 3: Trusted, owned and valued by the membership

Outcome 8.4: Membership Coordination is a core part of the IFRC Secretariat’s work and has led to a
changed mindset within the Secretariat under the new Federation-wide approach, resulting in greater
trust from the membership and greater efficiency and effectiveness of our humanitarian actions

Output 8.4.1. Membership coordination enhanced based on an overarching strategy, practical tools and regional/
country coordination positions.

Membership coordination in Turkey is led by TRCS which is the implementing partner for all activities supported
by other National Societies in the country. There is only one National Society (Norwegian Red Cross) with presence
in the country to support TRCS health programming represented by a delegate integrated into the TRCS
programme management structure while receiving administrative support from the IFRC Country Office upon the
request of TRCS.

The IFRC country office will continue contributing to this coordination through regular communication with the
National Societies that are currently supporting TRCS and providing regular updates on IFRC and National Society
activities in Turkey to promote cooperation. IFRC country office will promote new partnerships between TRC and
other National Societies, acting as a facilitator of such initiatives.

Output 8.4.3. Membership coordination mechanisms, including shared leadership initiatives and country support
mechanisms for peer support to National Societies, are implemented

There are three important shared leadership initiatives that will be promoted and supported by IFRC in 2021 and
that are well reflected in this document:

• The establishment of the TRCS international Logistics Hub in Istanbul will be conducted with an
emphasis on reducing environmental impact, and green response alternatives (1.2.3.);
• Technical support and guidance will be provided to set up a TRCS Hub or Reference Centre to capture
and expand TRCS and IFRC experience and know-how in the field of social inclusion for migrants and
refugees (6.1.3.);

20
 • An ESSN Learning Hub which will both curate and house all relevant ESSN-related learning in one place,
and contribute to further developing best practices, lessons learned and exchange of expertise amongst
humanitarian actors locally and globally (6.3.10.). Via the ESSN Learning Hub, linkages will be developed
with the Movement’s Cash Hub, in order to support exchange and sharing of experience and knowledge
with IFRC and Movement partners.

Outcome 8.6: People and communities, vulnerable to and affected by crises, are empowered to influence
decisions affecting them and trust the Red Cross and Red Crescent to serve their best interest

Output 8.6.2: The IFRC Secretariat supports the IFRC network to strengthen engagement with and accountability to
communities through integrating mechanisms for communication, participation and feedback and complaints within
programmes and operations

In 2021, TRCS aims to enhance its capacity in expanding its community-based approaches through two-way
communications among both local and migrant communities. Much of its present activity which promotes social
inclusion and Community Engagement and Accountability (CEA) has been conducted through the TRCS
community centres addressing the needs of Syrian and other refugees in Turkey; activities proposed in this
Operational Plan for 2021 aim to build on such existing capacities and achievements.

The ESSN programme will continue to support a robust and targeted CEA strategy which includes transparency,
and widespread availability of information on eligibility criteria and entitlements for assistance, and work in
conjunction with the existing CEA mechanisms supported by IFRC. Participation of those accessing the cash
assistance is ensured through the CEA framework.

Activities planned under this output include:

• Conducting CEA related assessments/surveys, e.g. perception surveys, to understand the relevance of the
services provided, information needs and community views on situations pertaining to communities
served;
• Strengthening existing community forums to ensure participation of community members, having
balanced gender representation and people from marginalised groups, to participate in decision-making
processes and activities that affect their lives.
• Building on existing ESSN accountability activities ensuring participants and those indirectly affected have
a voice in programme design, decisions and implementation;
• Expanding existing ESSN communication and information-sharing channels for greater community
participation and involvement;
• Capitalizing on the highly effective TRCS Call Centre communication channel to provide ESSN services in
multiple languages;
• Ensuring dissemination of relevant and timely ESSN information through household visits, TRCS Service
Centres, institutional partners, group and individual interviews, M&E and other outreach activities.

Output 8.6.3: The IFRC Secretariat strengthens understanding of and capacity to implement community engagement
and accountability approaches across the Movement, at all levels from programme and operations staff to senior
leadership.

In 2021, IFRC will continue to provide technical support to enhance TRCS’ understanding of and capacity to
integrate community engagement and accountability (CEA) approaches within the work at the Community Centres
for greater impact. CEA trainings, including topics on feedback mechanism, data collection and analysis, will
ensure that National Society is able to develop and adapt programming in line with community needs and
preferences. IFRC will conduct CEA training for TRCS staff and volunteers.

Output 8.6.6: The IFRC Secretariat more systematically collects, analyses and shares evidence demonstrating the impact
of stronger engagement with communities on programme and operational quality

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TRCS currently has several mechanisms to obtain and analyse service user feedback and relevant social data in
place. Among these is the complaints and response mechanism (CRM) implemented through its 16 community
centres throughout Turkey, which provides a range of feedback channels for service users and other community
host and refugee community members. These include face-to-face contact with community centre staff,
suggestion/feedback boxes in the community centres themselves, as well as phone and online channels. Together
with the ESSN programme, the use of such tools including satisfaction surveys, key informant interviews, post-
distribution monitoring surveys, regular report analysis and feedback will help empower all service users towards
greater participation in deciding on responses to their needs and concerns. Analysis of incoming data at scale will
enable triangulation of feedback, identification of key issues, and support recommendations for appropriate
actions and the modalities (in-person or collective), including alterations to the implementation of the programme,
and specific communication activities.

For the ESSN programme, recipients will also continue having access to formal feedback mechanisms, including
the existing toll free TRCS 168 call centre; and – when appropriate and in-line with COVID-19 restrictions – face-to-
face interactions with staff, where they can directly ask questions, and share complaints and suggestions. An
additional integrated rumour tracking system will pick up on issues and questions concerning the ESSN.

Proposed activities include:

• Conducting post distribution monitoring surveys, regular report analysis and feedback, satisfaction
surveys and key informant interviews to consult and gain feedback from ESSN recipients, and the wider
community, on their needs and concerns;
• Providing guidance on how to improve and develop the ESSN and other programmes and their respective
activities;
• Deploying the integrated Rumour Tracking and Management System to identify key issues and
recommending appropriate actions in response. (ESSN);
• Collect and analyze community feedback to inform risk communication and community engagement
approaches, response or Community Centre activities.

C. FUNDING REQUIREMENTS
Strategic Priority/Enabler Total in CHF

SP1 Climate and environmental crises 53,750

SP2 Evolving crises and disasters 43,111,418
SP3 Growing gaps in health and well-being 1,531,198
SP4 Migration and Identity 5,287,886
SP5 Values, power and inclusion 113,070
E1 Engaged 2,737,223
E2 Accountable 517,021
E3 Trusted 331,784
TOTAL: 53,683,350

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Contact information
For further information specifically related to this operational plan, please contact:

In the Turkish National Society:

• Serdar Günel, Head of Movement Relations and Partnerships, serdarg@kizilay.org.tr, +90 532 360 6652
• Orhan Hacımehmet, ESSN Programme Coordinator, orhan.hacimehmet@kizilay.org.tr, +90 505 195 2496
• Kamil Erdem Güler, Community-Based Migration Programme Coordinator, kamil.guler@kizilay.org.tr ,
+90 533 549 4447

In the IFRC:
• IFRC Country Office:
o Ruben Cano, Head of Country Office, ruben.cano@ifrc.org , +90 533 145 7511
o Shafiquzzaman Rabbani, Programme Coordinator, shafiquzzaman.rabbani@ifrc.org , +90 537 395 2845
o Jonathan Brass, ESSN Operations Manager, jonathan.brass@ifrc.org , +90 534 277 5313

For IFRC Resource Mobilisation and Pledges support:

• IFRC Regional Office for Europe:
Andrej Naricyn, Head of Partnerships and Resource Development, a.i., andrej.naricyn@ifrc.org

Reference documents

Click here for:
• MDRTR003 International Appeal: Population Migration | Operation Updates
• MDR65003 Turkey-Greece and Other Countries: Population Movement | Operation Updates
• MDRCOVID19 Global COVID-19 Pandemic | Operation Updates
• MAATR003 Emergency Social Safety Net (ESSN) | Monthly Reports
• Turkish Red Crescent Society | COVID-19 response | ESSN | Community Centres

How we work
All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent
Movement and Non-Governmental Organizations (NGOs) in Disaster Relief and the Humanitarian Charter and
Minimum Standards in Humanitarian Response (Sphere) in delivering assistance to the most vulnerable. The
IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities
by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to
the maintenance and promotion of human dignity and peace in the world.

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