Data Collection Technical Proposal

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

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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: [email protected]

Contact person: Ali Levent Orhun

Hacettepe University

Location: Turkey

Address: 06532 Beytepe-Ankara

Telephone: +90 312 2977998

Fax: +90 312 2977998


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


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


Contact person: Prof.Dr. Gülay Kıroğlu

TABLE of CONTENTS

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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

TABLE of CONTENTS

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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

ABBREVIATIONS

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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

ABBREVIATIONS

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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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1.1 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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EuropeAid

MEDSTAT II Programme

Multi-Beneficiary Programme

Delegation of the European Commission to Turkey

State Institute of Statistics (SIS) of Turkey

Training

Technical

Assistance

Data Collection

Ministry of Finance

Central Bank

Ministry of Agriculture

Treasury

Other institutions

Programme Structure

Donor

Programme

Contracting

Authority

Components

Projects

Beneficiary

Institutions

Procurement of Equipment

Upgrading the Statistical System of Turkey(USST Programme)

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 Potential Adverse Impact Risk Level (H/M/L)*

Risk Management Strategy Responsibility

GFK Consortium and SIS staff do not establish an effective working

relationship

Delays in implementation of processes of the project L Periodical performance assessment with European Commission, SIS and Project

Implementation Team

EC, SIS, GfK Consortium. Meeting arrangements are GfK Consortium

Responsibility

Lack of on-time printing and

dispatching of the required material

Hampering the field works and delays in project phases

as a whole

L Using high quality printing tools and systems,

which already owned by SIS. Using well-known logistics companies for dispatching.

SIS and GfK Consortium

Finding and hiring support staff in adequate level of knowledge and

capacity

Lack of coordination between field staff and Project Management, reduces the project manageability and

visibility

L Choosing the support staff in close cooperation with the SIS and SIS Regional offices

Standardization of hiring and training process of support staff during the inception phase

GfK Consortium

Finding, hiring and training data collection staff

Reduces the work and data quality, improve the errors of enumerators

L Establishment of very close relationship with 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

GfK Consortium

Seasonal risks for different regions 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

M During the inception phase, addressing the seasonal situations of regions and finding the right timing for such operations with SIS

regional offices

GfK Consortium and SIS Regional Offices

Mutual agreement on survey lists,

duration, sample etc.

Hard to implement in the field and/or not adequate

level of information for reaching the expected results of the project

M Highly experienced GfK consortium and SIS

management, with the contributions of EC will be agreed upon the lists, content and the other features of surveys during the inception phase

GfK Consortium, SIS Management

Mistakes in sample design works Hard to collect adequate data during the field operation, low response rates and

L During the inception phase, GfK Consortium provides ideas and possibilities to the SIS

management in designing the surveys and its content

SIS

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Risk Potential Adverse Impact Risk Level (H/M/L)*

Risk Management Strategy Responsibility

Low response rate Not possible to collect data from sampled unit and will effect the overall success of the project

H SIS will provide substitute address list for reducing the non-response rate during the

inception phase

SIS

The quality of collected data Reduces the reliability of the project and hard to reach

the expected results

M Development of work manuals for field workers

and giving high quality trainings to the enumerators. Pre-test period of each survey will be conducted.

GfK Consortium

Accessing the requested contact points and units for surveying

because of the old lists and missing variables in lists

Such conditions reduce the response rates and reliability of data collected by the enumerators and has

direct effects to the success of the projects.

H Very close cooperation among regional offices of SIS and GfK Consortium during the inception

phase for addressing the such problems and eliminate them through using substitute address lists

SIS

H: High, M: Medium, L: Low

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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

Project Implementation Team

General Implementation

Manager

Project Office

Support Team Manager

Regional Field Team

Leader Eastern Region

Regional Field Team

Leader Western Region

CATI Team

Training Team

Logistics Team

Team Leader

Organizer

Interviewers

CONSORTIUM

CoordInation Committee

GFK

Hacettepe University

Dokuz Eylül University

Mimar Sinan Fine Art University

Back Stopping Team

Region 1

Team Leader

Organizer

Interviewers

Region 2

Team Leader

Organizer

Interviewers

Region 25

Team Leader

Organizer

Interviewers

Region 26

Steering Committee

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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Project Team

General

Implementation

Manager

GFK-Consortium

SIS Experts

SPO EUMASIS

Data Collection Project

Te

ch

.Re

po

rts

, F

ee

db

ac

k,R

es

ult

s

Co

ord

ina

tio

n, Im

ple

me

nta

tio

n

Ad

vis

e,C

om

me

nts

Pla

ns,R

ep

ort

s

Ap

pro

ve

,Ch

an

ge

Ma

na

ge

me

nt

Ad

vis

e

Ad

vis

e

Project Implementation Team

Contracting AuthoritySupervision

Control

Eurostat Supervision

Advising

Coordinating

Steering Committee

Co

ord

ina

tio

n

DecisionsAdvice

Re

su

lts

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

Sales

EUR 595,3 million in 2003

Previous year: EUR 559,4 million

Increase on the previous year: +6.4%

Employees 5.066 full-time staff

71,1% of which abroad

Services

Comprehensive information services on consumer goods, healthcare and services markets

Research know how

Marketing consultancy

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

Core business Pure market research player delivering information services to major global players in the consumer goods and healthcare industries.

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

the world.

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

Continuous Growth

Sales in EUR million Full-time employees

160

1991 1991

2,329244

1996

506

20011) 1996

2,773

2001

4,750

Abroad

Germany

2002

559

2002

4,879

2003

595

2003

5,066

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

Sales in EUR million Full-time employees

160

1991

160

1991 1991

2,329

1991

2,329244

1996

506

20011) 1996

2,773

1996

2,773

2001

4,750

Abroad

Germany

AbroadAbroad

Germany

2002

559

2002

4,879

2002

4,879

2003

595

2003

5,066

2003

5,066

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

Consumer Tracking

HealthCare

Media

Custom Research

Retail and Technology

Others

Regions

Germay

Northern Europe

Western and Southern Europe

Central and Eastern Europe

Asia and Pacific

America

28%

10%

37%

2%

15%

8%

8%

6%

37%

35%

5%

9%

Divisions

Consumer Tracking

HealthCare

Media

Custom Research


Others

Consumer Tracking

HealthCare

Media

Custom Research


Others

Regions

Germay

Northern Europe



Asia and Pacific

America

Germay

Northern Europe



Asia and Pacific

America

28%

10%

37%

2%

15%

8%

8%

6%

37%

35%

5%

9%

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

http://www.stat.hacettepe.edu.tr/

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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 Position

Educational Background Specialist Areas of Knowledge Experience in Beneficiary Country Lang. & Degree (VG,g,W)

Ali Rıza FIRUZAN

Team Leader-Ġzmir

BSc in Business Adm. From Dokuz Eylul University, in 1989 MSc (1991) and PhD (1995) in Dokuz Eylul University, Institute of Social Sciences, Department of Econometrics

Mr. Ali Rıza Firuzan is very reputable academician in management and econometrics fields and statistical survey projects in the region.

He is highly experienced in team management for any purposes and has very strong personal abilities in communication and interpersonal skills.

VG

Canan Hamurkaroğlu

Team Leader-Ankara

BSc, MSc and PhD from Hacettepe University Dept. of Statistics respectively 1984, 1986 and 1993

Specialized in quality control, probability theory, applied statistics, fundamentals of social statistics, survey implementation and information theory

Very good communicator and a leader She has highly experienced in social statistics and surveys in related to this subject She has experienced in the management of statistical research studies as a manager and a team member

G

Cengiz Çelikoğlu Team Leader-Denizli

BSc and MSc degrees from Ege University and PhD from Anadolu University, respectively 1980, 1983 and 1989

Very good team player and manager Strong interpersonal and communication skills Experienced in staff management Experienced in survey and statistical research studies as enumerator and manager Took a part various research and survey studies during his academic life and gained strong experience in field work

Since 1981, he served to the academic institutions and various levels. He also works for several public organizations and private companies on their survey and statistical research studies during his academic life, including Sabancı Holding, Petlas, BotaĢ and TansaĢ.

VG

Durdu Sertkaya Team Leader-Zonguldak

BSc, MSc and PhD from Hacettepe University Department of Statistics respectively 1993, 1996 and 2001

She took a part in various research and survey projects conducted by Hacettepe University and private companies and gained very strong experience in such projects as a team player and a manager.

She has experience on management and leading teams in various statistical projects She has very strong communication and presentation skills and teaching abilities

VG

Emine Bor Team Leader-Kocaeli

BSc, Hacettepe University Dept. of Statistics in 1987

Ms. Bor is a perfect team leader in survey studies and strong abilities in interpersonal skills.

Ms. Bor has very experienced person especially in 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.

G

Füsun Deriş Team Leader-Ġstanbul

1988 BSc, Mimar Sinan University, Dept. of Statistics 1991 MSc Ġstanbul University, Institute of Social Sciences 1996 PhD in Statistics Mimar Sinan University

Outstanding academician in data collection and survey studies in various subjects in North-Western part of Turkey

She has extremely experienced in public opinion and market research techniques. She manages dozens of statistical research studies and surveys during her academic life in the region. She also has very good presentation skills and perfect communicator.

G

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Name of Staff Proposed Position Educational Background Specialist Areas of Knowledge Experience in Beneficiary Country Lang. & Degree

(VG,g,W)

Hakkı Tarkan Yalazan

Team Leader-Balıkesir BSc and MSc from Middle East Technical University Dept. of Electrical and Electronics Eng., Ankara Ph.D. in Electrical and Electronics Eng. Dokuz Eylul University Grad.School of Natural and Applied Sciences, Izmir

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 in various statistical survey studies in the region whish are related to his background.

He was the Department of Statistics, Chairman of Statistical Information Systems Major Science Division during his PhD degree study in his university. Assistant Prof. in Dokuz Eylul University

VG

Mehmet Mert Team Leader-Van BSc and MSc from Hacettepe University Department of Statistics respectively 1996, 2000

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

Determination of the social, physical and political structure 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

G

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

Ms Yay has very good skills in taking a part in project teams and management of project staff

She has highly experienced in training of survey groups and management of public opinion research studies in various subjects

VG

Mehmet Uysal Team Leader-Siirt BSc, MSc and PhD from Hacettepe University Department of Statistics respectively 1986, 1989 and 1997

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 played different roles in public surveys and opinion analysis projects in various subjects. He has very strong leadership skills, and very good interpersonal abilities.

VG

Serdar Demir Team Leader-NevĢehir BSc and MSc from Hacettepe University Department of Statistics respectively 1996, 1999

He has very good background in various survey studies and research projects as a team member and a leader.

He has gained some important skills in statistical projects. His key qualification skills are sampling methodologies, public opinion survey implementation, data analysis, research methods and project management

VG

Süleyman Alpaykut

Team Leader-Manisa BSc (1974) and MSc (1977) in Statistics Department METU, Ankara PhD degree in 1979 from Ege University, Ġzmir

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.

Mr. Süleyman Alpaykut is very well known statistics 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

VG

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(VG,g,W)

Yasemin Saykan

Team Leader-Kastamonu

BSc and MSc from Hacettepe 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

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

has very good management skills and communication abilities. She has experienced in various field works, research studies and public opinion surveys during her education in Hacettepe University

VG

Suna GEZE Team Leader-Adana

Ms. Suna Geze has a degree from Cumhuriyet University, Faculty of Fisheries.

She worked in the projects realized by the companies HTP and Etik Research Companies previously.

Working for ProConGfK. 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.

VG

Suat TOKGÖZ Team Leader- Malatya Mr. Suat TOKGÖZ has a degree in business administration from Erciyes University

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.

He worked in projects realized by Procon GfK, NFO, HTP, Metot

G

Muharrem ÇABALAK

Team Leader-Antalya Mr. Muharrem Çabalak has a degree in industrial electronics from Mustafa Kemal University.

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.

He has been working in the projects of ProconGfK since 2000.

VG

Dara ÖZDAŞ Team Leader- Gaziantep

Mr. Dara ÖZDAġ has a degree in Finance from Uludağ University, Faculty of Economics and Administrative Sciences.

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.

He worked in several projects realized by the companies that are ProconGFK, Remark, HTP, NFO, Anar, Pollmark, Genar, Sonar, Metod, Millward Brown, Denge, Stratejik Fokus.

G

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(VG,g,W)

İbrahim Zor Team Leader -Bursa BSc, MSc and PhD from Hacettepe University Department of Statistics respectively 1986, 1988 and 1995

His key qualifications are coordination and management of the field.

Working for Hacettepe University, Mr. Zor has very strong 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.

VG

Çağatay Güven Team Leader –Erzurum BSc, MSc and PhD from Hacettepe University Department of Statistics respectively 1977, 1979 and 1984.

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 has very good communication abilities and management qualifications in medium and large scale projects. He is highly experienced in team management.

VG

Murat Büyükyazıcı

Team Leader-Kars BSc, MSc and PhD from Hacettepe University Dept. of Statistics respectively 1999, 2001 and 2004

He is experienced in field works and team management in statistical research studies and surveys related to different subjects.

He has been working in Hacettepe University on various projects which are mainly related to ad-hoc surveys, public opinion researches, customer satisfaction studies during his education.

G

Haydar Demirhan

Team Leader-Hatay BSc and MSc from Hacettepe University Department of Statistics respectively 1999 and 2002

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.

He worked in several projects realized by the Hacettepe University, public and private research organizations in his education. He has very good communication skills and team management abilities.

VG

Ali ATÇEKEN Team Leader-Konya Public administration from Anadolu University, Faculty of Economics.

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

He worked in projects realized by ProconGfK, TNS Piar, Genar, Millward Brown, Anar, Stratejik Fokus

VG

Didem Atalay Aydın

Team Leader-Edirne

Graduated from Middle East Technical University, Statistics Department in 1996.

Her key qualifications are supervision, coordination and management of the field.

She was working for a financial institution in statistical studies preparation and implementation. She has very strong experience in team management and survey implementation procedures.

VG

Hayriye USTA Team Leader-Samsun

BSc degree in Agricultural Eng. from 19 Mayıs University

Her key qualification is field supervision.

She has been working in various projects such as customer satisfaction and mystery shopping.

G

Erol GÜREL Team Leader-Trabzon BSc degree in geophysics engineering from Karadeniz Technical University

His key qualifications are field management, coordination and supervision in the project.

He worked on various projects which are mainly related to panel, political research, agricultural surveys, customer and dealer satisfaction studies and user studies.

VG

Şevin KOPARAN

Team Leader-Diyarbakır

Degree in Office Management and Secretary from Harran University.

Her key qualifications are field management, controlling and supervision.

She worked in several projects realized by different 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,

G

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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

Contract Manager

(Serap Yazıcı)

Responsible for overall management and coordination efforts

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

Financial Manager

(MenekĢe Üstündağ)

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

Assistant Executive

(Erkan Yazıcı)

Responsible for preparing the briefing materials Supporting for documentation and logistics Provide administrative support, principally to the Contract

Manager and Financial Manager, when required

Assistant Executive

(Betül Kuyumcu)

Responsible for daily works and operations of backstopping team

Responsible for dissemination of information among 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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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.

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SIS


Reporting Procedure

ECR/Eurostat

GFK ConsortiumReport Preperation

Approval of SPO of SIS

Submitting of

Report to SPO

Submitting of

Report to ECR

and EurostatYes

Approval of ECD/Eurostat

NoRevising the Report according

to the requirements of ECD and

Eurostat

SPO

EurostatEU Commision to

TURKEY

Yes

NoRevising the Report according

to the requirements of 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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2.2.7.2 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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2.2.7.6 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:

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Report Name Phase Contents/Function Responsible Approval Deliver Type Language

General

Implementation

Plan

Inception Phase

Programming, monitoring and performance of the services

Clear definition in practical terms of the services to be

rendered in accordance with the methodology adopted and also

the number of the support staff involved in each phase of the

project

Detailed working plan

GFK SIS & EC Delegation

Due within six week of the start of the contract

English

Survey Completion

Reports

(on completion of

every survey)

Implementation

Phase

number of statistical units given by SIS

number of statistical units visited by the contractor

number of filled and approved questionnaires

number of substitutes addresses given by SIS

organizational and administrative issues

GFK-Consortium

GFK-Consortium & EC Delegation

4 weeks after the mission

English

Interim report in

quarterly basis

Implementation

Phase

Activities undertaken in the reporting period also specify

whether the objectives have been reached and, if not, give

reasons for possible failure together with the recommendations.

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,

GFK-Consortium

SIS & EC Delegation

During

English

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Report Name Phase Contents/Function Responsible Approval Deliver Type Language

Daily Reports Implementation

Phase

Daily follow up of the delivered questionnaires,

Daily follow up of the non-response and the reasons for them,

Daily follow up of the filled questionnaires,

Number of daily appointments and remaining respondents.

GFK-Consortium GFK-Consortium

Regional Offices

Daily

Turkish

Final Report

Final Phase Description of the activities and achievements of the project

Description of the strategy and methodology applied to ensure

sustainability.

Review of any major problems that occurred during the

contract period, provision of recommendations for future

work.

Financial analysis of the contract

GFK-Consortium SIS & EC Delegation

2 Months

English

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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,

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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,

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Table: Proposed survey methodology for each survey

Survey Name Statistical

Unit

Foreseen

Sampling

Size

Eurostat methodology for the survey(*). Proposed survey methodology by the

contractor.

Assumptions/Risks

Agricultural Surveys

Updating of Farm Registers Village 16,000 A farm register should contain regularly updated information which takes account of

continuity of holdings over time, thus their appearance and disappearance, as well as

basic information on their characteristics. Further, it should offer an updated list on

agricultural holdings to be used as “target frame” and “sampling frame” for agriculture

surveys conducted by the State Institute of Statistics.

As requested by SIS, it is possible to visit 16,000 villages in order to check and maintain

Agricultural Holding List. Then, we can apply other surveys dependent on the Farm Registers.

But, it will be very time consuming. Time is very precious in the implementation and limited.

Consequently, we would like to propose to visit all villages (app. 38,000) in Turkey,

instead of 16,000 villages. We will realize four surveys related to agricultural statistics at the

same time by face-to-face interviewing mewthodology. We would like to discuss possible

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.

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

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

SIS arranges agreements with MARA for improving cooperation and coordination,

The list of Agricultural Holdings is available,

The combination of four surveys is possible,

The winter weather conditions in some part of Turkey,

Crop Production Survey Agricultural

Holdings

55,000

Farm Structure Survey including

Vineyard and Fruit Orchard

Survey

Agricultural

Holdings

66,000

Livestock Survey Agricultural

Holdings

26,250

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Unit

Foreseen

Sampling

Size


contractor.

Assumptions/Risks

Business Registers Surveys

Study on MoF Records & Results

of GCB

Enterprise-

Local Unit

150,000 We would like to propose to combine these two surveys. We will realize face-to-face interviewing

methodology for these two surveys in the 250000 statistical units. In addition, we will also use

CATI methodology to get information from enterprises and/or their local units. We will use CATI

system for 50000 statisticasl units.

The General Census of Businesses provided approporiate results on the population of the economic agents in Turkey,

The first set-up of the Statistical Business Registers are available,

SIS arranges agreements with 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,

Assessment of the quality of tax

registers and one page survey on

demographic events

Enterprise-

Local Unit

150,000

Structural Business Statistics

Enterprise-

Local Kind of

Activity Unit

50,000 Structural Business Statistics (SBS) describe the economy through the observation of

the activity of units engaged in an economic activity. SBS are collected within the framework

of Council Regulation No. 58/97 on structural business statistics. This Regulation determines the

transmission of data to Eurostat from the reference year 1995 onwards. It covers all market

activities in section C to K and M to O of the NACE Rev.1. However, the available data are

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




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Unit

Foreseen

Sampling

Size


contractor.

Assumptions/Risks

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

Enterprise-

Local Kind of

Activity Unit

35,000 Eurostat advise us to collect several different basic data with the same questionnaire, in other

words a whole set of short term statistics at the same time, because

this practice reduces the burden on the reporting unit,

it allows an easy control of the reported figures via plausibility checks,

it assures that different variables are comparable since the same type of reporting 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

Local Kind of

Activity Unit

20,000 The purpose of the survey is to provide information about total labour costs and in

particular the non-wage elements of these costs.

Labour costs include wages and salaries, pension and insurance contributions, benefits in kind,

vocational training costs, services to employees, government subsidies, cost of recruiting staff,

voluntary social welfare, and net running cost of company cars. The survey also covers the

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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Unit

Foreseen

Sampling

Size


contractor.

Assumptions/Risks

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

interviewing methodology.

User Profile & Needs

Users 5,000 We would like to propose four kind of survey methodologies under this title:

Face-to-face CATI Web-based Electronic mail

User list is available, High non-response rate, the volume

is too high for a user profile and needs survey

Pilot Projects Survey

Determined in

the Inception

Phase

There is no information about pilot project survey. We would like to propose to use those days

as a substitution for all other surveys. We will also discuss with SIS what we implement under

this subject and what kind of surveys would be realized by using these limited man days

The list for the pilot surveys are ready,

The methodology for the pilot surveys are ready,

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

and

coordination of

inputs

This project has an almost 92,642 man

days input. So, the management and

coordination is very important item for

this project.

The Contractor will manage and

coordinate inputs in close

cooperation with SIS. The PIM and

his two Regional Team Leaders will

responsible for the efficient

management.

The territory of the

Republic of Turkey.

Printing

Survey

documents

ID Cards

Any data collection project includes

requirements for large-scale printing.

Survey documents, including

questionnaires, manuals and system

generated letters, and reports and other

documents must be accurately printed

often in extremely large volumes and

within short time frames.

SIS responsible for the printing of

the all survey documents.

Contractor will prepare and print ID

Cards

Ankara

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Dispatching 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.

The Contractor will deliver the forms

to the field. After the fieldwork

finishes, the contractor will deliver

filled forms to SIS

From the reception

point to the point to

be shown by SIS

Recruitment 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.

The contractor will be responsible

for the recruitment of the support

staff in close cooperation with SIS


Republic of Turkey.

Training 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.

SIS will be responsible for the

training of trainers. The contractor

will responsible for the training all

support staff

Trainers will be

trained in Ankara.

Support staff will be

trained in Regional

Data Collection

Centres or suitable

training centres.

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Fieldwork This is the main subject of the contract.

Data collection methodologies will be

agreed on the Inception Phase. However,

the methodology will be mainly face-to-

face interviews, then CATI.

The contractor will responsible for

the fieldwork in close cooperation

with SIS


Republic of Turkey.

Reporting All reports will address the general

progress of the project (actions, meetings

with recipient institutions, authorities etc),

problems encountered and solutions.

The contractor will responsible for

reporting in close cooperation with

EC Delegation and SIS.

Ankara & All NUTS 2

Level Regions.

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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 Project Implementation Manager (PIM), in

close cooperation with the beneficiary

Organization of Regional Management Western/eastern Regional Field Team

Leaders in close cooperation with PIM

Printing of the survey documents SIS

Preparation of ID cards and/or badges Prepared by GfK, approved/signed by SIS

Dispatching of the survey documents GfK Consortium, Team Leaders

Training of Trainers SIS Subject Matter Experts

Training of Organizers & Enumerator Trainers by consortium

Organization within Regions NUTS II Regional Field Team Leaders

Management of field team, quality check Team Leaders and Organizers by GFK

consortium, Supervisor by SIS

Data collection 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.

SIS

Regional Office


Field Implementation

GFK Consortium

Team Leaders

Lists And Quest.SUBSTITUTE

Questionnaries

Lis

ts ,

Qu

es

t

An

d

Dis

t.

Lis

t

GFK Consortium

Organizers

GFK Consortium

Enumerators

GFK Consortium

Organizers

GFK Consortium

Team Leaders

Empty

Ouest.

FilledQuest.

Co

ntr

ol

Contr

ol

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,


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Fluent in Turkish,


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


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,


Fluent in Turkish,


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,


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

Fluent in Turkish,


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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Intervention Logic

Objectively Verifiable Indicators

Sources of Verification

Assumptions

Overall

Objectives

To support and enhance the capacity to upgrade selected statistical surveys to EU standards by testing their new methodologies in the field.

Number of statistical publications, Number of surveys compliant with the Eurostat standards,

Publications Monitoring Reports Final project report

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.

Project

Purpose

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.

Number of surveys conducted in Turkey, Number of personnel provided for Data Collection Number of delivered filled questionnaires

Monitoring Reports Final project report Survey documents Training documents

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.

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Results

Intervention Logic



Assumptions

All surveys are coordinated with SIS, 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, 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,

Project documents and reports,

Implementation strategy, plan (and programs),

SIS publications, Eurostat Publications, Local Media Publications, Minutes, Steering committee

minutes and reports,

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.

,

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

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,

Project documents and reports,

Training reports of trainers,

Training strategy, plan (and programs)

Training materials, participation lists and training minutes,

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

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, Funds have been used

Field implementation reports of key experts,

Organisational chart Job description Project documents and

reports List of regional teams, List of organizers and

their enumerators, Validated data of

various statistical areas,

Activities Means Costs

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Results

Intervention Logic



Assumptions

The overall organization of the field work,

The provision of the required 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.

Technical Assistance Team

(see Time Schedule)

See Financial Proposal

See Financial Proposal

Pre-conditions Active Counterparts at SIS and its

Regional Offices

Documents

Data Collection Technical Proposal