Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00006348 IMPLEMENTATION COMPLETION AND RESULTS REPORT IBRD 75370-TU, IBRD 85410-TU ON A LOAN IN THE AMOUNT OF EUR 135 MILLION (US$203 MILLION EQUIVALENT) AND AN ADDITIONAL FINANCING LOAN IN THE AMOUNT OF EUR 81 MILLION (US$90.59 MILLION EQUIVALENT) TO THE REPUBLIC OF TÜRKIYE FOR THE LAND REGISTRATION AND CADASTRE MODERNIZATION PROJECT NOVEMBER 27, 2023 Urban, Resilience and Land Global Practice Europe And Central Asia Region CURRENCY EQUIVALENTS (Exchange Rate Effective May 31, 2023) Currency Unit = EUR EUR 0.94 = US$1 US$1.07 = EUR 1 FISCAL YEAR July 1 - June 30 Regional Vice President: Antonella Bassani Country Director: J. Humberto Lopez Regional Director: Sameh Naguib Wahba Tadros Practice Manager: Christoph Pusch Task Team Leader(s): Anna Corsi, Ahmet Kindap ICR Main Contributor: Caleb Travis Johnson ABBREVIATIONS AND ACRONYMS AF Additional Financing ARIP Agricultural Reform Implementation Project CPF Country Partnership Framework CPS Country Partnership Strategy ECA Europe and Central Asia EFA Economic and Financial Analysis ERR Economic Rate of Return EU European Union GDGIS General Directorate for Geographic Information Systems GoT Government of Türkiye IBRD International Bank for Reconstruction and Development ICT Information & Communications Technology LA Loan Agreement LOSC Licensed Office for Surveying and Cadastre LRCMP Land Registry and Cadastre Modernization Project M&E Monitoring and Evaluation MEER Marmara Emergency Earthquake Reconstruction Project MEGSIS Spatial Property Information System NPV Net Present Value NSDI National Spatial Data Infrastructure PAD Project Appraisal Document PDO Project Development Objective TAKBIS Land Registry and Cadastre Information System TKGM General Directorate of Land Registry and Cadastre // Tapu ve Kadastro Genel Müdürlügü ToC Theory of Change TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 7 A. CONTEXT AT APPRAISAL .........................................................................................................7 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION .............................................................. 11 II. OUTCOME .................................................................................................................... 15 A. RELEVANCE OF PDOs ............................................................................................................ 15 B. ACHIEVEMENT OF PDOs (EFFICACY) ...................................................................................... 16 C. EFFICIENCY ........................................................................................................................... 20 D. JUSTIFICATION OF OVERALL OUTCOME RATING .................................................................... 21 E. OTHER OUTCOMES AND IMPACTS ......................................................................................... 21 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 23 A. KEY FACTORS DURING PREPARATION ................................................................................... 23 B. KEY FACTORS DURING IMPLEMENTATION ............................................................................. 24 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 25 A. QUALITY OF MONITORING AND EVALUATION (M&E) ............................................................ 25 B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ..................................................... 27 C. BANK PERFORMANCE ........................................................................................................... 27 D. RISK TO DEVELOPMENT OUTCOME ....................................................................................... 28 V. LESSONS AND RECOMMENDATIONS ............................................................................. 28 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 30 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 46 ANNEX 3. PROJECT COST BY COMPONENT ........................................................................... 49 ANNEX 4. EFFICIENCY ANALYSIS ........................................................................................... 50 ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 60 ANNEX 6. SUPPORTING DOCUMENTS .................................................................................. 61 ANNEX 7. REVISIONS TO THE RESULTS FRAMEWORK OF LRCMP PER ASSOCIATED RESTRUCTURING ................................................................................................................. 62 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name Turkey Land Registration and Cadastre Modernization P106284 Project Country Financing Instrument Turkiye Investment Project Financing Original EA Category Revised EA Category Partial Assessment (B) Partial Assessment (B) Organizations Borrower Implementing Agency Republic of Turkey, Under-secretariat of Treasury General Directorate for Land Registry and Cadastre Project Development Objective (PDO) Original PDO The overall goal of the project is to contribute to government agenda to improve quality and effectiveness of public services through spreading and making effective e-government applications. The specific objective of the proposed project is to improve the effectiveness and efficiency of the land registry and cadastre services. This objective will be achieved through: (i) renovating and updating cadastre maps to support digital cadastre and land registry information; (ii) making the digital land registry and cadastre information available to public and private entities (iii) improving customer services in land registry and cadastre offices; (iv) improving human resources in the Turkish Land Registry and Cadastre Agency (TKGM); and (v) developing policies and capacity to introduce best international practices in property valuation. Page 1 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Revised PDO The objective of the Project is to improve the effectiveness and efficiency of the land registry and cadastre services through:(i)renovating and updating cadastre maps to support digital cadastre and land registry information; (ii) making the digital landregistry and cadastre information available to public and private entities; (iii) improving customer services in land registry andcadastre offices; (iv) improving human resources in TKGM; and (v) developing policies and capacity to introduce best internationalpractices in property valuation in Turkey. PDO as stated in the legal agreement The objective of the Project is to improve the effectiveness and efficiency of the land registry and cadastre services through: (i) renovating and updating cadastre maps to support digital cadastre and land registry information; (ii) making the digital land registry and cadastre information available to public and private entities; (iii) improving customer services in land registry and cadastre offices; (iv) improving human resources in TKGM; and (v) developing policies and capacity to introduce best international practices in property valuation in Turkey. FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing 203,000,000 187,962,963 164,602,897 IBRD-75370 90,590,000 76,050,864 73,928,494 IBRD-85410 Total 293,590,000 264,013,827 238,531,391 Non-World Bank Financing 0 0 0 Borrower/Recipient 7,100,000 46,100,000 15,380,749 Total 7,100,000 46,100,000 15,380,749 Total Project Cost 300,690,000 310,113,827 253,912,140 KEY DATES Approval Effectiveness MTR Review Original Closing Actual Closing 01-May-2008 13-Aug-2008 30-May-2011 30-Sep-2013 31-May-2023 Page 2 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 21-Feb-2013 94.41 Change in Results Framework Change in Components and Cost Change in Loan Closing Date(s) Reallocation between Disbursement Categories Change in Institutional Arrangements 02-Dec-2014 152.30 Change in Components and Cost Change in Loan Closing Date(s) Cancellation of Financing Change in Financing Plan Reallocation between Disbursement Categories Change in Implementation Schedule 14-Aug-2015 162.33 Change in Loan Closing Date(s) 15-Oct-2015 162.33 Additional Financing Change in Implementing Agency Change in Project Development Objectives Change in Results Framework Change in Components and Cost Change in Loan Closing Date(s) Change in Disbursements Arrangements Change in Institutional Arrangements Change in Financial Management Change in Procurement Change in Implementation Schedule 10-Dec-2018 196.66 Change in Results Framework Change in Loan Closing Date(s) Change in Disbursements Arrangements Change in Implementation Schedule Other Change(s) 06-Nov-2020 208.20 Change in Loan Closing Date(s) Cancellation of Financing Reallocation between Disbursement Categories Change in Implementation Schedule 23-Nov-2022 235.88 Change in Loan Closing Date(s) KEY RATINGS Outcome Bank Performance M&E Quality Satisfactory Satisfactory Substantial Page 3 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 19-Jun-2008 Satisfactory Satisfactory 0 02 15-Nov-2008 Satisfactory Satisfactory 0 03 19-Jun-2009 Satisfactory Moderately Satisfactory 0 04 20-Feb-2010 Satisfactory Moderately Satisfactory 5.04 05 28-May-2010 Satisfactory Moderately Satisfactory 6.94 06 18-Mar-2011 Satisfactory Moderately Satisfactory 32.31 07 14-Dec-2011 Moderately Satisfactory Moderately Satisfactory 62.19 08 07-Aug-2012 Moderately Satisfactory Moderately Satisfactory 82.63 09 26-Dec-2012 Moderately Satisfactory Satisfactory 94.41 10 24-Jun-2013 Satisfactory Satisfactory 110.60 11 31-Dec-2013 Satisfactory Satisfactory 124.61 12 24-Jun-2014 Satisfactory Satisfactory 140.87 13 12-Dec-2014 Satisfactory Satisfactory 152.30 14 16-Jun-2015 Satisfactory Satisfactory 162.33 15 22-Dec-2015 Satisfactory Satisfactory 164.60 16 03-May-2016 Satisfactory Satisfactory 169.10 17 31-Oct-2016 Satisfactory Satisfactory 169.10 18 13-Feb-2017 Satisfactory Satisfactory 173.44 19 30-Jun-2017 Moderately Satisfactory Moderately Satisfactory 176.61 20 20-Dec-2017 Moderately Satisfactory Moderately Satisfactory 182.99 21 17-May-2018 Moderately Satisfactory Satisfactory 191.10 22 07-Nov-2018 Satisfactory Satisfactory 196.66 23 06-May-2019 Satisfactory Satisfactory 200.05 24 31-Oct-2019 Satisfactory Satisfactory 204.53 25 20-Apr-2020 Satisfactory Satisfactory 205.64 Page 4 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) 26 22-Jun-2020 Satisfactory Satisfactory 208.20 27 11-Dec-2020 Satisfactory Satisfactory 210.60 28 24-Jun-2021 Satisfactory Satisfactory 216.35 29 16-Dec-2021 Satisfactory Satisfactory 224.01 30 20-Jun-2022 Satisfactory Satisfactory 229.85 31 22-Dec-2022 Satisfactory Satisfactory 235.88 SECTORS AND THEMES Sectors Major Sector/Sector (%) Agriculture, Fishing and Forestry 10 Public Administration - Agriculture, Fishing & Forestry 10 Public Administration 90 Central Government (Central Agencies) 88 Sub-National Government 2 Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Public Sector Management 51 Public Administration 51 Administrative and Civil Service Reform 33 Municipal Institution Building 18 Urban and Rural Development 50 Rural Development 50 Land Administration and Management 50 ADM STAFF Role At Approval At ICR Regional Vice President: Shigeo Katsu Antonella Bassani Page 5 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Country Director: Ulrich Zachau J. Humberto Lopez Director: Peter D. Thomson Sameh Naguib Wahba Tadros Practice Manager: Peter D. Thomson Christoph Pusch Task Team Leader(s): Vael Zakout Anna Corsi, Ahmet Kindap ICR Contributing Author: Caleb Travis Johnson Page 6 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES A. CONTEXT AT APPRAISAL Context 1. In 2008, Türkiye1 reported robust economic growth that averaged 7.5 percent per annum since 2001. Nearly 70 percent of the population lived in urban areas due to widespread migration of citizens from rural areas as they sought more productive jobs and better opportunities, with an associated expansion in residential, industrial, and commercial construction that averaged 7 percent per annum since 2002. The country was also negotiating European Union (EU) accession and actively working to comply with EU standards on all fronts, including the land and property sector. 2. Owing to the legacy of the Ottoman Empire, Türkiye has a long history of protecting property rights. By 2008, more than 95 percent of the country’s land was mapped, registered, and administered by the General Directorate of Land Registry and Cadastre (TKGM). The cadastre and land registration system maintained by TKGM was also considered one of the most effective in the Europe and Central Asia (ECA) region, with registration of property transactions already being completed within a day in many of its 1,053 offices (972 land registry offices and 81 cadastre directorates) located throughout Türkiye. Moreover, TKGM was already in the process of digitalizing the country’s cadastre via the development of the Land Registry and Cadastre Information System (TAKBIS)2. As a result, benefits of the widespread coverage of land records throughout Türkiye were abundant, with high demand from both the public and private sectors for services offered by TKGM, including property surveys and subdivisions. These services were considered essential to the above-referenced construction sector boom. 3. Despite the multiple contributions of TKGM’s cadastre and land registry system to the broader Turkish economy, challenges persisted. TAKBIS’s development was nascent, and most of TKGM’s cadastre and land registry offices continued to rely on manual systems and old documents, with some dating back to the Ottoman Empire. A key challenge in the cadastre was the varying accuracy and consistency of maps TKGM offices used, making it difficult for TKGM to support e-Government applications that required base maps. This situation originated from the varying quality of surveying technologies used over the prior 100 years, as well as the lack of required resources and regulatory means to keep the cadastre up-to-date and truly representative of the realities on the ground. Multiple spatial reference systems for the cadastre were also used in Türkiye, ranging from geographical, local, and a national coordinate system. Irrespective of the cruciality of the spatial reference system for the development of spatial information systems, Türkiye did not have said system in use for the cadastre, resulting in critical shortcomings for urban developers, spatial analysts, and users to access a reliable source of data for the country’s economic development. 4. With the absence of accurate and reliable cadastral data, Türkiye also faced the associated challenge of less developed property valuation mechanisms when compared to similar economies. Land administration agencies can make a substantial contribution to the use of mass valuation of real estate for taxation (and other) purposes and the maintenance of associated databases. However, in 2008, TKGM had no legal mandate to undertake property valuation or develop mass valuation guidelines and grievances procedures. Consequently, Türkiye’s property taxation process relied on the minimum value of property provided by local governments. In the absence of a method for checking market values, buyers and sellers often declared the property tax value as the declared sales price, thus significantly reducing the fees the central government collected on real estate transactions. The system was inequitable as those buying a mortgage could not avoid declaring the true sales price since the mortgage had to be registered. Not using market prices 1 On June 7, 2022, the World Bank was notified that the official name of the country changed from “Republic of Turkey” to “Republic of Türkiye”. For the purposes of this ICR, “Türkiye” will be used throughout the narrative, with the understanding that referenced documents produced before June 7, 2022 use the name “Turkey”. 2 In addition to TAKBIS, TKGM later developed a separate software in 2013 for cadastral data consolidation called the Spatial Property System (MEGSIS). MEGSIS holds the entire digital cadastre map for all of TKGM’s Cadastre Department offices and links this data to the registration data within the TAKBIS system and TKGM-hosted orthophotos. Through MEGSIS, TKGM makes cadastral data available to other public agencies and citizens through an e-Government land portal. Page 7 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) meant that Türkiye raised less from recurrent property taxes as a percentage of its Gross Domestic Product than comparable countries. Although the Government of Türkiye (GoT) had enacted several regulations to improve property valuation for accounting purposes as well as property valuation to support mortgage lending, there were no similar initiatives to ensure that broader property valuation functions developed in line with international standards. 5. The GoT was well-aware of these challenges in Türkiye’s land and property sector, along with the need to modernize the cadastre to realize the socio-economic benefits of up-to-date information for future development. The transition from an analogue to a digital land registry and cadastre was required to improve customer services, support e-Government initiatives, ensure compliance with EU standards, and make information available to public and private sector users. Digital and integrated cadastre information was needed for e-Government functions such as municipal services, disaster prevention and emergency response planning, land development, utilities management, climate mitigation policies, and property taxation. The success of Türkiye’s transition to a uniform digital environment required significant efforts to enable updates and corrections to existing data, build the information and communications technology (ICT) infrastructure in TKGM’s central and field offices, and significant human resources development to upgrade the skills of TKGM staff to operate effectively in this new environment. In this context, the GoT requested World Bank technical and financial support in the form of the Land Registry and Cadastre Modernization Project (LRCMP). 6. Designed to address Türkiye’s land sector challenges as described above, LRCMP incorporated lessons learned from past World Bank-financed projects in support of land registry and cadastre modernization and was fully aligned with then-current GoT and World Bank strategies and priorities. Past projects such as the Agricultural Reform Implementation Project (ARIP; P070286, completed in 2008) included a component for producing cadastral maps and issuance of titles to documented owners in rural areas, as well as investments in computer systems to maintain digital cadastral records. The Marmara Emergency Earthquake Reconstruction Project (MEER; P068368, closed in 2006) included a component for investments in a land information system that would supply current and reliable land ownership information to cope with the post-earthquake situation in the Marmara region. Although these projects were largely confined to limited regions in Türkiye, their investments helped to lay the foundations for their nationwide scale- up under LRCMP. In terms of GoT and World Bank strategies and priorities, LRCMP contributed to the GoT’s Ninth Development Plan for 2007-2013, which emphasized the need to improve the efficiency and quality of public services through spreading e-Government applications.3 Specifically, the project helped to achieve this objective through integrating land registry and real estate information into Türkiye’s national spatial data infrastructure (NSDI). LRCMP was also designed to help achieve the objectives of the World Bank’s Country Partnership Strategy (CPS) for Türkiye for 2008- 2011, such as its planned area of engagement for supporting efficient delivery of high-quality public services, including modernization of land registry and cadastre, as well as contributing to the CPS objective of improving local delivery of public services through supporting the development of property valuation policies in line with international standards.4 Theory of Change (Results Chain) 7. The Theory of Change (ToC) for LRCMP5 is described as follows: 3 Other spillover benefits were also anticipated because of LRCMP. For example, the Ninth Development Plan for 2007-2013 also envisioned improvements to the efficiency of the agricultural structure. Specifically, activities related to the completion and digitalization of cadastral information were expected to enable the operation of land markets in the agricultural sector and would constitute an infrastructure for the administration and control of agricultural policies to be finalized. 4 Pillar III of the 2008-2011 CPS, “Efficient Provision of High Quality Public Services” highlighted Türkiye’s cadastre reform as a key priority, and stated that World Bank financing was envisaged through investment lending for land administration automation to allow for improved property valuation and taxation and urban development. 5 This Theory of Change is a reconstructed illustration of the narrative provided in the original Project Appraisal Document (PAD) developed as part of ICR preparation. Page 8 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Project Development Objectives (PDOs) 8. The PDO in the Loan Agreements (LA) of both LRCMP’s original loan and the Additional Financing (AF) reads “to improve the effectiveness and efficiency of the land registry and cadastre services through: (i) renovating and updating cadastre maps to support digital cadastre and land registry information; (ii) making the digital land registry and cadastre information available to public and private entities; (iii) improving customer services and land registry and cadastre offices; (iv) improving human resources in TKGM; and (v) developing policies and capacity to introduce best international practices in property valuation in Turkey.” Key Expected Outcomes and Outcome Indicators 9. The PDO can be unpacked via the following two objectives: (i) to improve effectiveness of the land registry and cadastre services, and (ii) to improve efficiency of the land registry and cadastre services. The following outcome indicators were used to measure the achievement of the PDO6 at the time of Project Appraisal: Improved effectiveness of the land registry and cadastre services • Reduced number of cadastre disputes in courts (Percentage) • Increased income of TKGM from Cadastre related services (Number) • Increased number of external users who have on-line/off-line access to digital cadastre information (Number) Improved efficiency of the land registry and cadastre services 6The project documents for LRCMP do not define which specific PDO Indicators measured the envisioned outcomes of the project. The ICR author has categorized the PDO Indicators based on their later iterations used for the efficacy analysis. Page 9 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) • Improved Customer Satisfaction for cadastre services (Poor/Good) • Reduction in time to deliver cadastre data requests (Days) Components 10. LRCMP had five components, with estimated and final budget allocations per component presented in Table 1: 11. Component 1: Cadastre and Land Registry Renovation, Data Improvement and Updating7 was designed to support (through cadastre renovation8) the conversion (into digital format), updating and integration of existing analogue and digital cadastre information, land registry and related data into updated, accurate, consistent, standardized, legally agreed digital cadastral maps and datasets that would be made available for entry into TAKBIS. The original goal of this component was to update around 4.1 million priority parcels during the original, 5-year implementation of LRCMP, with the goal of completing cadastre renovation of settlement areas in five high-priority regions (Ankara, Antalya, Istanbul, Izmir, and Gaziantep) and initiate the process in the remaining regions of the country. The resulting renovated parcel information was to be entered into the national cadastre and land registry systems, thereby increasing the fidelity and security of the parcel information and the title overall. In addition to cadastre renovation, the component was envisioned to finance the development of base maps in selected areas and supervision and quality control consultants. 12. Component 2: Improved Service Delivery supported the modernization of TKGM’s infrastructure to improve its ability to provide core services to the GoT and citizens of Türkiye. It included consultancy services to provide strategic advice on the national implementation of TAKBIS in Land Registry and Cadastre offices as part of their data integration. Model offices were to be constructed and/or renovated in three regions to provide examples of office layouts that support streamlined, improved, and integrated workflows involving both Land Registry and Cadastre Directorates of TKGM and the operation of the integrated version of TAKBIS. The component was also to support procurement of furniture and equipment that may be required for the new model land offices, as well as the GoT’s e-Government initiatives by making available e-Cadastre data through the then-envisioned Turkish NSDI. 13. Component 3: Human Resources and Institutional Development supported the development of strategic plans and human resources development plans to ensure that TKGM’s personnel skills matched the strategic and changing needs of the organization. This support included stakeholder analysis and an assessment of the role of the private sector in meeting TKGM’s business needs and priorities. The component was also planned to finance technical training for TKGM staff at headquarters and regional offices, including study visits to countries that had undertaken similar modernization programs, and support the development of video conferencing capability between regional directorates and TKGM’s headquarters for management, core and specialized training. 14. Component 4: Property Valuation sought to investigate and support the development of policies and institutional options for the introduction of the property valuation function in Türkiye in line with international best practices. The component would also finance the development of interim guidelines and pilots of property valuation in selected municipalities and support the building of the required capacities. 15. Component 5: Project Management financed LRCMP’s project management costs, including procurement and financial management consultants, incremental operating costs to supervise central and field activities, and Monitoring and Evaluation (M&E) costs, including the costs of customer satisfaction surveys. 7 The Original name of Component 1, as per the PAD of the original loan, was “Cadastre and Land Registry Renovation and Updating”. While the main definition of Component 1 remained unchanged, as part of the AF-associated project restructuring, its name was adjusted to “Cadastre and Land Registry Renovation, Data Improvement and Updating” to better capture the type of supported activities. “Land Registry Renovation” should be understood as support to the rollout of TAKBIS and the land registry information housed in it. “Data Improvement” is the process of correcting and harmonizing land registry and cadastre data. 8 Cadastre renovation comprises the technical and legal process of updating and rectifying outdated and erroneous cadastral information in accordance with highly accurate boundary definitions based on geo-referenced corner point coordinates that uniquely determine the spatial location of the parcel. As noted later in the text, “cadastre digitization” is a simplified process that does not require the degree of specificity required under cadastre renovation to complete. Page 10 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Table 1. Estimated and final allocation of LRCMP components (EUR million9) Total combined Total Actual Original loan AF loan (as Project component Original and AF Loan Disbursement at (as appraised) appraised) Financing Closing10 (1) Cadastre and Land Registry Renovation, Data 112.70 76.37 189.07 170.30 Improvement and Updating (2) Improved Service Delivery 12.43 0.78 13.21 17.10 (3) Human Resources and Institutional Development 3.87 1.45 5.32 0.02 (4) Property Valuation 3.19 0.57 3.76 0.96 (5) Project Management 1.41 1.83 3.24 1.34 Unallocated 1.35 - - - Front-end Fee11 0.00 0.00 0.00 0.00 TOTAL AMOUNT: 135.00 81.00 216.00 189.72 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION Revised PDOs and Outcome Targets 16. The PDO as stated in the original LA remained the same throughout the life of LRCMP, although its phrasing in the PAD was slightly different and it was updated during the preparation of the AF (approved on October 15, 2015) to ensure consistency throughout all project documents12. The Outcome Targets and their associated PDO Indicators were also revised three times throughout project implementation (details below). Revised PDO Indicators 17. Changes to LRCMP’s PDO Indicators to better measure its outcomes were made via three formal project Restructurings that occurred on February 21, 2013 (Level 2), October 15, 2015 (AF), and December 10, 2018 (Level 2). The revisions to the PDO Indicators happened for multiple reasons, including (i) updates to, or completion of, missing baselines and end targets; (ii) revisions to make the indicators more measurable; and (iii) alignment with TKGM’s strategic plans and M&E capacity. Table 2 provides a comparison of the PDO Indicators at project approval and completion, while all modifications to the Results Framework, including the PDO and Intermediate Results Indicators and the rationale for the changes during the three referenced Restructurings, can be found in Annex 7. Table 2 – Summary of Revisions to LRCMP PDO Indicators13 At Project Approval At Project Completion Rationale for revision Improved customer satisfaction for Improved customer satisfaction for land Updated in 2013 to include customer satisfaction cadastre services (Poor/Good) registry and cadastre services (40 with land registry services. Baseline and End Target percent/90 percent) were enumerated for better measurement based on the survey results. Reduced number of cadastre disputes Reduced number of cadastre disputes (4 Updated in 2015 to measure LRCMP’s impacts on in courts (4 percent/Undefined) percent/1.5 percent) all cadastre disputes including those in courts. 9 Given the constant EUR/USD/Turkish Lira currency fluctuations throughout LRCMP, the author has elected to list the component costs in Euro, as this was the original currency through which LRCMP’s loans were issued and remained a constant amount throughout implementation. Additionally, the component costs o nly list the contributions of the IBRD Loans and not GoT counterpart financing. 10 Final disbursements also account for EUR 23 million in original and AF loan financing that was cancelled. Please refer to Paragraph 23 for more information. 11 Front-end Fees for both the Original and AF loans were 0.25 percent of the total project financing. The fees were paid separately by the GoT and not with project financing. As such, they have not been included in the table. 12 The original PAD expanded on the PDO wording as per LA to include “The overall goal of the project is to contribute to government agenda [ sic] to improve quality and effectiveness of public services through spreading and making effective e-government applications”. This sentence was included to show that LRCMP’s PDO was aligned with GoT priorities as stated in the Ninth Development Plan for 2007-2013. To avoid confusion concerning the PDO and what was being measured, this sentence was later removed during the AF processing, and the PDO language in the AF Project Paper and both LAs (for original loan and AF) were made identical. 13 This ICR will not apply a split rating method, as the project’s level of ambition virtually remained the same throughout its lifespan. Page 11 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Increased income of TKGM from Indicator dropped Dropped in 2013 as cadastre renovation services Cadastre related services (TYL 40 were to be provided by the private sector, as per million per year/Undefined) best practice within land administration. It was determined that TKGM would continue to have sufficient budget allocations and revolving fund resources available. Reduction in time to deliver cadastre Reduction in time to deliver cadastre End Target defined in 2013. data requests (1 week/Undefined) data requests (7 days/0.25 days) Increased number of external users Active protocols with other public and Indicator refined in 2018 to measure active who have on-line/off-line access to private institutions having on-line access protocols TKGM maintained with external users digital cadastre information to digital cadastre information from (both public and private) and End Target defined. (0/Undefined) TKGM (0/900) - Cumulative number of TKGM and Indicator added in 2018 to monitor LRCMP’s contractor personnel trained to capacity building investments to ensure implement cadastre renovation and sustainability for the implementation of cadastre digitization (3,130/7,000) modernization via new procedures. - Total number of parcels Indicator added in 2018 to measure project’s major renovated/updated in digital format investments in cadastre modernization. (0/11,000,000) 18. Revised Intermediate Results Indicators. Revisions to the Intermediate Results Indicators also occurred during the February 2013 Restructuring, the October 2015 AF, and the December 2018 Restructuring. The Intermediate Results Indicators were adjusted for the same reasons as the PDO Indicators as described above, in addition to the then- mandatory requirement that the World Bank’s core land administration indicators be included in the Results Framework. See Section IV.A and Annex 7 for more details on the modifications to the Results Framework throughout implementation. Additional Financing (AF) 19. An AF for LRCMP was processed in October 2015 to scale up cadastre renovation and digitization (Component 1), technical and human resources trainings (Components 2 and 3), and support property valuation activities (Component 4) based on GoT needs and priorities. The AF consisted of EUR 81 million (US$90.59 million equivalent) in financing and was mostly allocated to Component 1 (see Table 3 for changes in the component costs). The AF was requested by the GoT because (i) it provided project continuity and allowed for its scaling up given that most project activities were initially included in the GoT’s identification of priority parcels that needed modernization; and (ii) the removal of the then-3-year duration limit on AF operations made the financing source more cost-effective to the GoT. The AF also provided an opportunity to maintain continuous technical dialogue and knowledge sharing between TKGM and the World Bank. Revised Components 20. While the main definitions of each of LRMCP’s components remained constant throughout implementation, modifications to their activities and costs were occasionally made based on GoT priorities and needs. During the February 2013 Restructuring, descriptions of activities under Components 1, 3 and 4 were modified as described above, with the text of the LA for original loan amended accordingly. References to technical assistance in support of supervision and quality control of cadastre renovation work were dropped from description of activities under Component 1, as TKGM had sufficient resources to carry out this work itself. Component 3 was modified to drop references to TKGM becoming a self-financing institution due to a shift in GoT priorities, and the establishment of regional training centers on TKGM premises, as it was determined that it was more economically viable to utilize local universities, hotels, or other premises for regional training. Component 4 was updated to remove references to TKGM providing post-graduate training to selected individuals from government and stakeholder agencies and selected universities, as the universities already provided good quality training in Türkiye. Page 12 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) 21. Component Costs. Modifications to the component costs also occurred during the February 2013 Restructuring (through reallocation of loan funds), the December 2014 Restructuring (partial cancellation of loan funds), the 2015 AF (increase of the component costs), and the November 2020 Restructuring (partial cancellation of loan funds). Table 3 below presents the respective changes in component costs per each of these Restructurings. The costs of each component are listed in EUR, as this is considered a constant currency amount for tracking costs, not subject to exchange rate fluctuations as seen with US dollar amounts. (The EUR/USD exchange rate when the original loan’s PAD was written was EUR 1 to US$1.5039, while the exchange rate at the time of project closing was EUR 1 to US$1.07, which impacted the calculation of project disbursements amounts in USD as stated in the datasheet of this ICR). Table 3 – Summary of LRCMP Component Cost Changes Component Original Financing Feb 2013 Restructuring Dec 2014 Restructuring Oct 2015 AF Nov 2020 Restructuring (EUR mln)14 (EUR mln) (EUR mln) (EUR mln) (EUR mln) Component 1 112.70 106.45 106.00 182.37 169.60 Component 2 12.43 22.96 17.10 17.88 17.90 Component 3 3.87 2.27 0.02 1.47 1.46 Component 4 3.19 1.43 0.92 1.49 1.46 Component 5 1.41 1.89 0.96 2.79 2.58 Unallocated 1.35 - - - - Total 135.00 135.00 125.00 206.00 193.00 Other Changes 22. Change in Project Closing Date. Table 4 summarizes LRCMP’s seven closing date extensions: Table 4 – LRCMP Closing Date Extensions Restructuring Closing Date Rationale Original Closing Date September 30, 2013 - February 2013 Restructuring December 31, 2014 To compensate for project delays due to GoT institutional restructurings that occurred at the start of implementation. December 2014 Restructuring August 31, 2015 To allow for ample time to complete project activities and complementary TKGM initiatives that built on project results. August 2015 Restructuring December 31, 2015 To allow for sufficient time to complete AF processing. October 2015 AF December 31, 2020 Dec 31, 2020 was set as the AF loan closing date; parent loan was closed Dec 15, 2015. December 2018 Restructuring December 31, 2021 To allow for more time to maximize the use of the AF loan proceeds and implement additional activities to reach the increased End Targets of the updated project indicators in the Results Framework, in line with the new GoT vision to complete the cadastre by 2021. November 2020 Restructuring November 30, 2022 To accommodate for project delays due to the COVID-19 pandemic and associated movement restrictions in Türkiye. November 2022 Restructuring May 31, 2023 To allow for successful completion of ongoing AF activities, maximize AF loan disbursement, and allow the PIU to stay in place to successfully deliver the follow-on World Bank-financed Land Management Infrastructure for Green and Sustainable Development Project. 23. Partial Cancellations of Financing. Due to exchange rate fluctuations between the Turkish lira, US dollar, and Euro, and decreased unit costs of field activities, LRCMP secured significant cost savings for many activities, particularly for cadastre modernization. LRCMP had two partial cancellations of excess loan proceeds that enabled the efficient use of World Bank financing, that went beyond the amount needed for the project to reach its targets: (i) December 2014 14 Figures are rounded to the nearest hundredth and do not include thousandths. As a result, they do not add up precisely to EUR 135 million in this column. Page 13 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Restructuring processed a cancellation of EUR 10 million (US$12.5 million equivalent) from original Loan; and (ii) November 2020 Restructuring processed a cancellation of EUR 13 million (US$14.15 million equivalent) from the AF loan. 24. Reallocation between Disbursement Categories, Change in Disbursements Arrangements, and Disbursement Estimates. The different project Restructurings also included updates to disbursement under LRCMP: • The February 2013 Restructuring included a Reallocation between Disbursement Categories to account for fluctuations in the EUR, USD, and Turkish lira exchange rates throughout the life of the project, and to account for the increasing contributions of TKGM’s own financing for planned project activities. • The December 2014 Restructuring also included a Reallocation between Disbursement Categories to account for the above-mentioned EUR 10 million partial cancellation of original LRCMP loan funds. • The Restructuring associated with the October 2015 AF included a change in Disbursements Arrangements to allow for retroactive financing under AF loan for eligible expenditures that occurred prior to the date of the AF LA signing, on or after September 1, 2015, and up to an aggregate amount not to exceed EUR 10.7 million. • The December 2018 Restructuring included a change in Disbursement Arrangements to maintain the share of project financing at 90 percent to be financed from the World Bank AF loan funds and 10 percent from the GoT co- financing, while the AF LA initially envisaged that the eligible expenditures under Category 1 would be 30 percent financed from the World Bank AF loan proceeds and 70 percent from the GoT co-financing share starting from January 1, 2019. As a result, the proposed US$46.1 million in GoT co-financing was later lowered and ended up in the US$15,380,749 figure listed in the ICR datasheet above. • The November 2020 Restructuring included a merger of the expenditure categories provided in Section IV.A.2 of Schedule 2 of the AF LA and to account for the EUR 13 million partial cancellation of the AF loan financing. • All of LRCMP’s Restructurings included a change in disbursement estimates to account for the multiple extensions of the project closing date and changes to the total project financing amount. 25. Implementation Schedule Changes were included during Restructurings as needed to reflect extended project implementation times, scaleup of activities as part of the AF, and partial financing cancellations. 26. Change in Institutional Arrangements and Implementing Agency. Although TKGM remained LRCMP’s implementing agency throughout the life of the project, the February 2013 Restructuring accounted for the GoT’s restructuring of several government ministries, including the Ministry of Public Works and Settlement, to which TKGM reported at the time of project approval. This Ministry was merged with the Ministry of Environment to form a single entity called the Ministry of Environment and Urbanization15, which became the official supervisory ministry for TKGM on July 8, 2011. Additionally, the October 2015 AF Restructuring accounted for updates to the organizational structure for project management to include more M&E staff for the project coordination team. It also removed references to Türkiye’s Undersecretariat of Treasury as LRCMP’s Implementing Agency due to a system error and replaced it with TKGM. 27. Change in Economic and Financial Analysis (EFA). LRCMP’s EFA was modified as part of the February 2013 Restructuring, under which the estimated 18 percent economic rate of return (ERR) and 1.23 cost-benefit ratio calculated during the original EFA’s development in 2007 were re-estimated to 12 percent and 1.02, respectively. The revisions were required due to exchange rate fluctuations and their associated impacts on the estimated number of renovated cadastre parcels that could be completed at that time.16 15As of October 2021, the official name of this Ministry is the “Ministry of Environment, Urbanization, and Climate Change”. 16 As noted in Annex 7, the End Target for the number of cadastral parcels to be renovated as part of LRCMP was lowered from 4.1 million to 3.1 million as part of the February 2013 Restructuring due to unfavorable currency exchange rates that made the activity more expensive to complete per parcel. However, as macroeconomic trends changed throughout the 15 years of project implementation, more favorable exchange rates occurred that allowed for more cadastral parcels to be renovated or, later, digitized, thus allowing the End Target to be revised upwards to 11 million by the time of the project’s closing. Page 14 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Rationale for Changes and Their Implication on the Original Theory of Change 28. All changes described above were formally approved via Project Restructuring and were necessary to achieve the outcomes as illustrated in the ToC, which remained valid and relevant throughout the life of LRCMP. The above-described changes did not affect any core elements of the original ToC, while they facilitated scaling up and finetuning a well- functioning LRCMP operation, as appraised. The October 2015 AF not only helped to consolidate the achievement of LRCMP’s envisioned outcomes as described in the ToC but surpassed them. In particular, the AF allowed TKGM to further expand impactful cadastre modernization activities throughout Türkiye while also providing the opportunity for continued constructive dialogue with the World Bank to determine how the achievements financed under the AF Loan could be built upon to achieve the longer-term outcomes described in the ToC and to be further developed under the follow-up Land Management Infrastructure for Green and Sustainable Development Project (P179217), approved in May 2023. II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating 29. The PDO remained highly relevant at completion. The project was implemented via two IBRD Loans – Original and AF – that covered fifteen years and three iterations of the World Bank’s engagement strategy in Türkiye17. During this period, automation of Türkiye’s land registry and cadastre remained integral to business development and investment, local government revenue generation, public service provision, and cadastre dispute reduction. Sound formulation of the PDO at appraisal and the introduction of necessary adjustments to the PDO Indicators to stay aligned with TKGM’s evolving strategic plans and priorities during implementation allowed LRCMP objectives to be tracked more appropriately. 30. At completion, the project objectives were well aligned with the Country Partnership Framework (CPF) for FY17 – FY2118, which was extended to cover the FY22-FY23 period through the Performance and Learning Review19. LRCMP significantly contributed to CPF Focus Area 3 – Sustainability, Objective 8: Improved sustainability and resilience of cities. Under Objective 8, LRCMP supported the achievement of its indicators “Improved service delivery and expanded access to digital land registry and cadastre information” and “Increase customer satisfaction at national level.” The Supplementary Progress Indicator “Pilots of mass property valuation completed and new property valuation policy informed” also benefitted from the project’s interventions. 31. The project objectives also continued to support the GoT’s comprehensive Eleventh Development Plan (2019- 2023) at its closing. In support of the Development Plan’s Section 2.4.2 “Urbanization”, LRCMP’s cadastre modernization activities directly contributed to the GoT’s goals of completing multidimensional cadastre/map production and advancing digitalization and use of new technologies. Technical advice concerning the development of TAKBIS and the Spatial Property Information System (MEGSIS) also supported the plan’s goals of transferring property-related transactions in Türkiye to electronic media. LRCMP’s valuation activities contributed to Section 2.1.6 “Fiscal Policy” by supporting improvements to tax justice by testing a new system for identifying and declaring the sales values taken as a basis for taxation of immovable properties. 32. As such, the project outcomes at LRCMP closing remained Highly relevant to CPF and GoT objectives. The cadastral renovation and digitization activities helped to secure and clarify ownership of land parcels. Moreover, TKGM parallel upgrades to TAKBIS and, later, MEGSIS, and the integration of digital land registry and cadastre information in TKGM’s offices helped to consolidate information on land and property ownership into one publicly accessible database, 17 The Country Partnership Strategy for 2008-2011, the Country Partnership Strategy for 2012-15 (extended to cover 2016-2017), and the Country Partnership Framework for FY18-FY21 (later extended to cover FY22-FY23). 18 Report No. 110906-TR, discussed by the Board of Directors on August 29, 2017. 19 Report No. 142353-TR, March 13, 2020. Page 15 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) thereby helping to improve access to information for citizens interested in purchasing or selling land and property for future business needs. Furthermore, the clarification of land parcels in the cadastre and in the increased automation of services helped to significantly improve customer satisfaction, and the property valuation pilots helped to identify key challenges concerning revenue generation in Türkiye’s municipalities and potential methods for resolving them. The World Bank plans to keep building upon the success of LRCMP and further contribute to achieving the objectives of the CPF and the Eleventh Development Plan via the recently approved20 Land Management Infrastructure for Green and Sustainable Development Project (P179217). Assessment of Relevance of PDO and Rating: HIGH B. ACHIEVEMENT OF PDOs (EFFICACY) Assessment of Achievement of Each Objective/Outcome 33. The PDO can be unpacked into two objectives: (i) to improve the effectiveness of land registry and cadastre services; and (ii) to improve the efficiency of land registry and cadastre services. Evidence of PDO achievement is supported through the set of PDO Indicators that were linked to these objectives and is presented below, complemented by the achievement of the Intermediate Results Indicators and additional supporting information. In line with the ToC and the phrasing of the PDO stated in the LAs, this efficacy analysis also accounts for the achievement of the PDO outcomes via project activities and components, with the understanding that some activities carried more weight towards the achievement of one outcome over the other based on the nature of their interventions. Objective 1 – to improve the effectiveness of land registry and cadastre services 34. “Improved effectiveness” is defined as increasing TKGM’s ability to provide high quality land registry and cadastre services by expanding e-government applications based on (i) reliable and accessible digital cadastre data; (ii) improved institutional and private sector technical and human capacities to implement cadastre modernization in the long term; and (iii) enhancing TKGM’s ability to address other key land sector challenges in Türkiye such as property valuation. LRCMP achieved this objective through the activities of Component 1: Cadastre and Land Registry Renovation, Data Improvement and Updating, Component 3: Human Resources and Institutional Development, and Component 4: Property Valuation. The following sections provide specific data and evidence related to Objective 1 achievement: 35. Reliable and Accessible Digital Cadastre Data. 14,685,000 parcels underwent cadastral renovation or digitization (collectively referred to as “cadastre modernization”) as a result of LRCMP’s investments, which exceeded the final end target of the PDO Indicator “Total number of parcels renovated/updated in digital format” by over 3.6 million. Cadastre modernization allowed TKGM to revise the accuracy of its recorded land parcels, ground truth its existing maps, and create digital copies of those parcels recorded in analogue format, contributing to the system’s effectiveness. In addition to the five priority regions envisioned in the original PAD, the project supported cadastre modernization throughout the entirety of Türkiye, and greatly contributed to TKGM’s overall cadastre modernization target of 26.75 million parcels, as stated in the GoT’s Eleventh Five-Year Development Plan for 2019-2023.21 Moreover, the production of base maps financed by LRCMP that cover 265,848 km2 of Türkiye’s territory22 was also used as a source of verification to ensure that the data produced as a result of cadastre modernization were correct. Furthermore, and as mandated by national legislation, TKGM implemented a notification procedure that includes informing landowners at the beginning of the cadastre modernization process, through various local public announcements and informative meetings on the purpose and content of the activities to be performed, the potential impacts of these activities, and the available grievance mechanisms. Active citizen engagement in the cadastre modernization process provided yet another layer of assurance of the accuracy of digital 20 Board Approval occurred on May 23, 2023. 21 Out of the estimated 11 million parcels pending cadastre modernization, 6 million will be financed by the ongoing Land Management Infrastructure for Green and Sustainable Development Project while the other 5 million will be financed via TKGM. 22 This activity helped exceed the 40,000 km2 End Target of the Intermediate Results Indicator “Base maps including orthophotos are available to government agencies”. Page 16 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) parcel data produced, thereby contributing to overall confidence in TKGM’s digital cadastre development, as multiple avenues of stakeholders’ involvement were used throughout the process. This multi-tiered process helped to improve the effectiveness of TKGM’s services by ensuring that cadastre data was accurate and reliable, as verified by the very users of the data themselves. 36. Further evidence of improved effectiveness is found via the significant increase in public and private sector demand for access to TKGM’s data, as illustrated by the achievement of PDO Indicator “Active protocols with other public and private institutions having on-line access to digital cadastre information from TKGM”, which records 4,052 different actors having active protocols with TKGM at the time of LRCMP’s closing, exceeding the end target of 900 actors. These actors include other government agencies, such as the General Directorate for Geographic Information Systems (GDGIS), which holds the mandate for all matters related to NSDI in Türkiye, municipalities, which use the data for urban and spatial planning, particularly within the context of Türkiye’s construction sector boom, and academic institutions. The increased confidence in the digital cadastre has also contributed to the use of its data to address cadastral disputes, which stood at 4 percent at the beginning of project implementation. At the time of LRCMP’s closing, 0.3 percent of all cadastral parcels recorded in the digital cadastre were subject to some form of dispute, substantially below the 1.5 percent End Target of the PDO Indicator “Reduced number of cadastre disputes”. Of these disputes, the number of court cases concerning cadastre renovation was 3,395 or 0.0014 percent of the entire work, and 453 for digitization, corresponding to 0.003 percent of total work, thus illustrating how the cadastre modernization process, and associated public participation, has helped to decrease land disputes in Türkiye. 37. TKGM’s parallel development of TAKBIS and MEGSIS allowed digital cadastral data produced via LRCMP to be harmonized with land registry data and contributed to improved effectiveness of land registry and cadastre service provision by increasing accessibility via digital technologies. By the time of the AF processing, data for 57,262,840 individual parcels were converted into MEGSIS23 and harmonized with registration data in TAKBIS24, meaning that both datasets, although not integrated, had largely consistent data for land parcels throughout Türkiye, thus contributing to greater confidence in the real estate market. With support of the AF-financed activities, TKGM built upon the harmonization initiatives to fully integrate the cadastre and registration data of 56,235,496 individual parcels25, allowing users to have access to both cadastre (spatial) and registry (textual) data without having to access multiple databases to understand a parcel’s use or ownership rights. LRCMP’s investments in cadastre modernization and TKGM’s parallel efforts to harmonize and integrate land registry and cadastre data directly contributed to the GoT’s e-Government initiatives and digital transformation of land registry and cadastre functions. While it would be further described under the Objective 2 analysis, the development of the digital cadastre and its increase in data via LRCMP’s investments allowed all of TKGM’s land registry and cadastre offices to have unified, standardized spatial data that did not rely on multiple analogue formats of maps or various spatial reference systems that were not harmonized. Instead, all offices now use a unified ICT infrastructure with shared databases for the land registry and cadastre. 38. Another key outcome of LRCMP’s cadastre modernization activities was the ability for TKGM to determine flexibility in the process based on TKGM’s own priorities, economic benefit, and demand. Called “cadastre digitization”, this process differed from “cadastre renovation” by not needing to apply the full renovation procedure as outline in TKGM Policy 3402/2226. Digitization also allowed TKGM to further expand its digital cadastre data at a lower cost. For example, at the start of LRCMP, the unit cost for cadastre renovation per parcel was EUR 22.69. By the end the AF, the unit cost had 23 LRCMP included an Intermediate Results Indicator “Cumulative Number of Parcels for which data is verified and available in MEGSIS” that tracked the number of cadastral parcels for which data was fully verified during cadastre modernization. 42.9 million parcels were verified during LRCMP, surpassing its 35 million End Target. 24 As tracked by the Intermediate Results Indicator “Cadastre data converted into new database and harmonized with registration data”. The final result exceeded the 55,000,000 End Target. 25 As tracked by the Intermediate Results Indicator “Cadastre and registration data integrated”. The final result exceeded the 50,000,000 End Target. 26 The cadastre digitization process is articulated in Appendix 1 of Policy 3402. Page 17 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) dropped to EUR 7.86 per parcel.27 Coupled with new cadastral surveying technologies, the expansion of cadastre modernization methods thus allowed TKGM to cover large swathes of Türkiye’s territory more quickly and cheaply. 39. Capacity Building for Key Actors. While already being a well-functioning institution at the start of project implementation, TKGM’s management advocated a policy of “continuous improvement”, or “continuous education” , to ensure that technical staff had the expertise and know-how to operate new information systems such as MEGSIS and the upgraded TAKBIS as they were developed, which was required to ensure the long-term sustainability in improvements to TKGM’s land registry and cadastre services provision. The three iterations of TKGM’s Strategic Business Plans28 and the Human Resources Strategy developed by TKGM during LRCMP’s implementation identified priority training programs for TKGM staff. Moreover, as mentioned above, the project offered TKGM the opportunity to determine new methods of cadastre modernization (i.e., digitization) that provided the agency with new tools and flexibility to modernize Türkiye’s cadastre with fewer resources. As evidenced by the 169,239 end result of the PDO indicator “Cumulative number of TKGM and contractor personnel trained to implement cadastre renovation and digitization”, ensuring that technical staff and contractors understood the new tools and alternatives to cadastre renovation was considered a priority for TKGM in its efforts to expedite the finalization of cadastre modernization in Türkiye. As part of capacity building which sought to ensure the agency’s successful transition from analogue business processes to digital ones, LRCMP’s financing of 10 study tours29 to best practice countries offered TKGM the opportunity to consider multiple options and examples of how to transition to a digital agency and what new tools and technologies could be used for faster and more accurate land registry and cadastre data production and utilization. 40. Property Valuation. LRCMP can arguably be considered the starting point for a robust conversation on property valuation policy reform for the purposes of enhanced property taxation in Türkiye. The absence of a framework or methodology for statutory-based valuations, in contrast with the well-developed framework for financial valuations used in the private sector, was recognized by the GoT as an important issue to be addressed for supporting revenue generation in Turkish municipalities and from property transfers, as described in the Relevance analysis above. The inclusion of the valuation pilots as part of LRCMP facilitated the discussion on how TKGM’s land registry data could be used to support an accurate reflection of property values in Türkiye in conjunction with other sources of market data. Moreover, it provided an opportunity for the GoT to facilitate stakeholder coordination in the absence of any policies or legal framework that gave TKGM the responsibility to implement LRCMP’s valuation pilots, and to demonstrate what TKGM’s role as the lead agency for property tax valuation in Türkiye might look like. It is important to note that these were seminal discussions among key valuation actors in Türkiye that had not occurred prior to LRCMP. 41. Two valuation pilots were implemented for residential properties in Istanbul’s Fatih neighborhood and Ankara’s Mamak neighborhood. The results30, which included a report outlining policy options for developing property valuation in Türkiye, were key for identifying important shortfalls in the properties’ estimated value and tax value31, emphasizing the point that the absence of a responsible agency for property valuation using market values directly contributed to shortfalls in revenue generation via property taxation both for local governments through the recurrent property tax and for central government through registry fees, and defining a draft property valuation policy for the country. It is not an exaggeration to state that the outcomes of TKGM’s property valuation activities and policy discussion sparked by the findings of the pilots elevated TKGM as the key agency for coordinating mass valuation in Türkiye (made official via Presidential Decree 27 See Annex 4 for more details. 28 As tracked by the Intermediate Results Indicator “Strategic Plan is prepared and approved”. 29 As tracked by the Intermediate Results Indicator “Study tours completed”. 30 Upon completion of the mass valuation pilots, an evaluation of its results was carried out that were used to inform the GoT’s policy dialogue, thereby contributing to the achievement of the Intermediate Results Indicators “Evaluation of mass valuation pilots completed and policy options developed” and “Draft property valuation policy is completed and submitted to inform Government’s policy discussion”. 31 In Fatih, a difference of 2.94 times was found between the total estimated value and tax value of 16,845 residences, while a difference of 1.88 times was uncovered for 15,037 in Mamak. Compared to the values in TKGM’s land register, a difference of 2.50 and 2.10 in Fatih and Mamak, respectively, was identifie d. Page 18 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) of February 5, 2019) and helped to set the stage for the establishment of its Property Valuation Department. The formalization of TKGM’s coordinating role for property valuation increased the effectiveness of TKGM’s service provision by providing it the legal mandate to factor in property valuation as part of transactions in the land registry. Objective 2 – to improve the efficiency of land registry and cadastre services 42. “Improved efficiency” of land registry and cadastre services for the purposes of this project is defined as (i) cutting the number of steps required for citizens to either access land registry and cadastre data from TKGM; and (ii) reducing the amount of time required to process a land or property transaction. The activities of Component 2: Improved Service Delivery and Component 5: Project Management were instrumental in improving the efficiency of land registry and cadastre services in Türkiye. The following sections describe the achievement of Objective 2: 43. More Efficient Service Delivery. A key challenge identified during LRCMP’s preparation was the need for the redevelopment of land registry and cadastre office infrastructure to accommodate for digital processes and integrated work flows to be supported by information systems to help TKGM increase operational efficiency by cutting the number of steps required for service provision and increase the ease of access to land records information for service users. Existing office layouts restricted the implementation of customer-oriented service delivery. As such, LRCMP financed the construction and furnishing of three “model offices” that integrated responsibilities of the Land Registry and Cadastre Directorates in the same office based on the spatial and textual land records data uploaded into TAKBIS and MEGSIS.32 The model offices were developed in TKGM’s Regional Directorates in Bursa, Kahramanmaraş, and Kilis. These model offices streamlined the steps required for citizens to process land transactions (e.g., not having to visit separate offices) and, as a result, user satisfaction with the services of each of the Regional Directorates significantly increased. In Bursa, satisfaction with the new office increased from 64 percent in 2012 to 100 percent by 2015. Similar trends were seen in Kahramanmaraş (27 percent in 2015, 80 percent in 2016) and Kilis (46 percent in 2015, 80 percent in 2016). Thereafter, the model offices provided a template to TKGM for its later scaleup of joint land registry and cadastre offices in other Regional Directorates. By LRCMP’s closing, TKGM financed the construction of an additional 12 joint offices.33 44. Further evidence of improved efficiency includes the rollout of TAKBIS as part of the transition from analogue to digital services at TKGM and decreases in the time required to deliver cadastral data based on user requests. Based on the measurement of the associated PDO Indicator, a drop from 7 days34 at the start of LRCMP to 0.25 days (2 hours) occurred after the integration of digital cadastre data financed via LRCMP into TAKBIS. Other improvements observed included a drop in the average number of days to complete the recordation of a purchase/sale of property in Türkiye’s land administration system from 1 day to 2 hours (both in urban and rural areas of Türkiye). The harmonization and/or integration of digital cadastre data with land registry data in TAKBIS also ensured that both datasets did not contradict each other as described under Objective 1, which was frequently the case under the analogue service provision process. 45. Improved Customer Satisfaction with TKGM services. Customer satisfaction with TKGM’s services was generally considered poor at the start of LRCMP. Based on initial customer satisfaction outreach activities by TKGM35, this sentiment was enumerated as 40 percent user satisfaction, and the project took the efforts to improve the customer’s experience with TKGM. As part of citizen engagement in the quality management system, LRCMP operated until early 2019 a call center to collect complaints from customers and measure customer satisfaction. Starting in February 2019, however, TKGM modified the survey methodology for customer satisfaction from phone surveys to direct e-surveys based on the e-Government portal, thereby ensuring more objectivity in the measurement of the associated PDO Indicator. In early 32 Progress was monitored via the Intermediate Results Indicators “Design of model office is completed by the end of the first year of project implementation” and “Model offices constructed”. 33 Located in Amasya, Ordu, Hakkari, Mugla, Tekirdag, Mersin/Erdemli, Istanbul/Silivri, Van/Edremit, Bitlis/Tatvan, Canakkale, Kocaeli/Gebze, and Usak. 34 In terms of business hours, 1 day is equivalent to 8 hours for the purposes of LRCMP. 35 TKGM has a department that routinely follows up by phone with 10 percent of the customers with standardized questions on their experience. This data was used to enumerate the 40 percent baseline by the time of the February 2013 Restructuring. Page 19 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) 2020, TKGM also launched an effort to develop the e-Government platform to send push-notifications to title holders to inform them about any changes related to their titles and to receive feedback. As a result, LRCMP allowed TKGM the opportunity to develop multiple channels to obtain customer feedback on its services. Throughout implementation, customer satisfaction fluctuated, and, in the end, the final satisfaction rate as reported for LRCMP was at 80.32 percent, which, although it is below the goal of having 90 percent of customers satisfied, still doubled from the 40 percent baseline. However, it should be noted that 90 percent is considered “perfection” for customer satisfaction in many countries with advanced land administration systems, such as Sweden, the United Kingdom, and New Zealand. It also should be noted that the satisfaction rates of specific elements of the project interventions, such as the development of the model offices as described in Paragraph 44, vary between 80 and 100 percent, with some exceeding the end target of the PDO Indicator, such as the 100 percent satisfaction rate concerning the new office in Bursa. 46. Additionally, TKGM witnessed a massive expansion of online enquiries from TAKBIS ever since its rollout throughout LRCMP’s implementation. Cumulatively, over 3.553 billion enquiries have been made, exceeding the final end target of 350 million inquiries under the associated Intermediate Results Indicator, and illustrating continued strong demand for information offered by TKGM. Taken as a proxy, it is arguable that satisfaction with the data contained in TAKBIS, including LRCMP’s digital cadastral data investments, illustrate high customer satisfaction with ease of data access and the efficiencies provided via a digital system for accessing TKGM’s land registry and cadastre services. Even without full achievement of the PDO Indicator, customer satisfaction can be considered very high as a result of LRCMP’s activities. Justification of Overall Efficacy Rating 47. The overall efficacy rating is considered Substantial. Nearly all of the PDO indicators and their target values were achieved or surpassed with the exception of the End Target for increased customer satisfaction with land registry and cadastre services, which did not fully meet the target, but still demonstrated remarkable improvement with the baseline value doubling by the project closure, and strong user demand for TKGM’s land registry and cadastre services. LRCMP’s contributions to the digital transformation of TKGM’s land administration system and the robust policy discussions concerning the need to address shortcomings in property taxation revenue generation as a result of non-existent property valuation mechanisms also set the stage for the expansion of TKGM’s land registry and cadastre services for citizens and businesses in Türkiye, thereby achieving the stated objectives of improving the services’ effectiveness and efficiency. Assessment of Efficacy of PDO and Rating: SUBSTANTIAL C. EFFICIENCY Assessment of Efficiency and Rating 48. Economic Efficiency. The PAD’s EFA was performed in 2007 and was later revised to consider the needs of the February 2013 Restructuring. The previously estimated economic rate of return (ERR) for the base case was 18 percent and the cost-benefit ratio was 1.23. As part of the aforementioned Restructuring and as explained in Section I.B (Paragraph 27), the re-estimated ERR for the base case was 12 percent, and the cost-benefit ratio was 1.02. When the induced market transactions effect of the renovated cadastre was taken into consideration, the re-estimated ERR reached 16 percent. Concerning the AF, the estimated ERR was 22 percent, and the cost-benefit ratio was estimated at 1.08. 49. For the purposes of the ICR, a simplified approach has been adopted that uses a few variables where the major economic and financial thrust of LRCMP consisted of generated benefits from cadastre modernization that resulted in (i) revamped land markets for the economic analysis; and (ii) increased fee income collected by TKGM in connection with enhanced land transactions for the financial analysis. Based on the above-two channels of benefits, a discount rate of 6 percent and the project period of 2008 to 2023, LRCMP’s Net Present Value (NPV) is calculated at EUR 426 million (approximately US$452.9 million), and the ERR is estimated at 23 percent. Since the NPV is greater than zero and the ERR Page 20 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) comfortably exceeds the discount rate of 6 percent, economic efficiency is considered substantial. Annex 4 provides more details on the EFA and efficiency analysis. 50. Operational Efficiency. LRCMP performed well in terms of implementation efficiency. It was implemented over a 15-year period and financed through original and AF loans, with the original loan fully disbursed and closed on December 31, 2015, just over two years beyond the original closing date of December 2013, and the subsequent 7 years of implementation was linked to executing activities under the AF loan approved in October 2015. The AF expanded the project scope and enhanced target values of the PDO and Intermediate Results Indicators. During the AF period, cadastre modernization was scaled up nationwide, and TKGM expanded its cadastre updating methods (i.e., digitization) beyond cadastre renovation. Moreover, as TKGM expanded its technological advancements, the extended LRCMP implementation period allowed for robust technical dialogue with the World Bank on best practices for TAKBIS and MEGSIS development. Finally, the AF implementation period provided further opportunity to advance policy dialogue concerning property valuation and contribute to the eventual establishment of TKGM’s Property Valuation Department. As such, LRCMP’s full project implementation helped to maintain close cooperation, dialogue, and knowledge exchange with TKGM as it transitioned from an analogue agency in 2008 to a fully digital, customer-oriented agency by 2023. LRCMP’s two partial cancellations of funds (one from the original loan and one from the AF) also demonstrated operational efficiency, as they occurred due to good project management and TKGM’s efficient use of loan financing at a time when the Turkish Lira depreciated in value against the Euro, which also benefitted cadastre modernization activities through lower unit costs, resulting in a surplus of loan financing. Assessment of Efficiency of PDO and Rating: SUBSTANTIAL D. JUSTIFICATION OF OVERALL OUTCOME RATING 51. Based on the Relevance (High), Efficacy (Substantial) and Efficiency (Substantial) ratings, LRCMP’s overall outcome rating is considered Satisfactory. The well-documented achievement of project outcomes and sound adjustments during implementation contributed to satisfactory performance. Furthermore, the project’s interventions contributed to many unintended, yet positive, outcomes that are described in Section E below. The spillover effects of LRCMP into Türkiye’s business environment has also contributed to the GoT’s overall development priorities.36 E. OTHER OUTCOMES AND IMPACTS Gender 52. During LRCMP’s implementation, 6,020,850 women (about 40 percent of total project beneficiaries) in Türkiye benefitted from having their use or ownership rights to land and property accurately recorded (both single and joint ownership) as a result of cadastre modernization, as measured by the Intermediate Results Indicator “Land parcels with use/ownership rights recorded as a result of project – female”. During LRCMP, TKGM leveraged its existing cadastral data and records to identify which parcels were listed under the name of women. These parcels were then updated to ensure that women had access to a fully accurate, digital cadastral record that could later be leveraged as proof of ownership, subject to GoT amnesty, in the event that their property was informal and also needed to be officially registered. Consequently, this process contributed to women having increased land tenure security in the country as well as the ability to leverage their property for collateral and business investments, among other things. The successful outcomes of women’s property recordation as part of cadastre modernization will be replicated in the new Land Management Infrastructure for Green and Sustainable Development Project. Furthermore, while at the start of LRCMP the World Bank policies did not require to provide gender disaggregated data as part of the project’s Results Framework or activities, with the inclusion of core land administration indicators as part of the February 2013 Restructuring, gender disaggregation was included as part of the core indicator “Land parcels with use/ownership rights recorded as a result of the project”. 36 See Section II.A for more details. Page 21 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Institutional Strengthening 53. Throughout LRCMP, TKGM’s institutional capacity increased significantly, and was a key outcome of the project activities. As noted in the efficacy analysis above, TKGM’s management advocated a policy of “continuous improvement”, or “continuous education”, to ensure that technical staff had the expertise and know-how to operate new information systems as they were developed. Moreover, the project offered TKGM an opportunity to determine new methods of cadastre modernization (i.e., cadastre digitization) that provided TKGM with new tools and flexibility to modernize Türkiye’s cadastral data with fewer resources. The Human Resources Strategy and the Business and Strategic Plans for 2010-14, 2015-19, and 2019-23 produced during LRCMP were key documents that allowed TKGM to determine what its strategic priorities and envisioned business operations were during the stated years and what resources and trainings were required in order to achieve them. This included capacity building programs and study tours for burgeoning responsibilities at TKGM, such as those for property valuation, that required the hiring of international consultants via LRCMP financing who could advise on global best practices and knowledge exchange visits to global best practice countries such as Estonia, New Zealand, and the United States. Mobilizing Private Sector Financing 54. Land administration is an essential public service that underpins economic growth and poverty reduction.37 A 2014 study38 on completed land registration projects concluded that public sector investment in land registration systems is highly beneficial to the economic development of a country with a high rate of return on public investment. In addition, increased access to geospatial data does not only have a direct impact on public sector management and decision-making, but also provides new opportunities for small enterprises to generate value-adding services and jobs. The World Bank’s financing and technical expertise were critical to furthering the land rights agenda in Türkiye, clarifying property rights, and boosting the real estate and related sectors (e.g., mortgage lending, construction, etc.). In doing so, LRCMP investments contributed to the agenda of maximizing finance for development and mobilizing private sector capital. For example, the clarification of property rights and increased security of tenure with ready access to accurate and reliable data by businesses and the public can be seen as de-risking interventions that promote increased private sector activity domestically and increase the appetite for foreign direct investments. Poverty Reduction and Shared Prosperity 55. LRCMP helped increase secure land tenure for citizens of Türkiye via its cadastre modernization activities, which contributed to boosting shared prosperity, particularly in rural areas where the vast majority of lower-income people in the country reside. Cadastre modernization helped to reduce the number of land-related disputes in court that otherwise would have put low-income households in a precarious position given the cost of legal services. Indirectly, spillover benefits from the cadastre modernization include (i) access to appropriate documentation to obtain commercial bank loans for activities such as starting or expanding a business; and (ii) establishing a reliable basis for investment in Türkiye’s market economy given higher investor confidence due to lower risks pertaining to factors such as land disputes. However, it should be noted that these expected economic impacts are not only based on improved tenure security but also on additional measures such as financial capacity building, which fell outside the scope of LRCMP’s design. Other Unintended Outcomes and Impacts 56. Licensed Offices for Surveying and Cadastre. A notable development resulting from LRCMP implementation that is also partially connected to mobilizing private sector financing, is the separation of the bulk of TKGM’s in-house cadastre function from the agency by divesting it into what are called Licensed Offices for Surveying and Cadastre (LOSC), which are private offices where licensed cadastre engineers provide services to TKGM on behalf of the public. The functionalities of LOSCs are similar to a public-private partnership arrangement. The creation of LOSCs intended to combine the 37 Deininger, K. 2003. Land Policies for Growth and Poverty Reduction. Washington DC: The World Bank. 38 Economic Impact of 20+ Years of ECA Land Registration Projects; Satana, Adlington, Torhonen, Anand; Annual World Bank Land and Poverty Conference 2014. Page 22 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) advantages of the two parties concerned, whereby the state (TKGM) became “the supervisor” instead of being the “doer” (LOSCs) on the transactions of demand-based cadastral services. LOSCs aim to carry out some cadastral services more effectively and rapidly and provide employment for private businesses in the surveying and cadastre sector. The creation of LOSCs greatly increased private sector capacity and made possible the extensive scaleup of cadastre modernization that would otherwise not have been possible. Cost efficiencies generated by LOSCs in the cadastre modernization activities were instrumental in the achievement of 14,685,000 parcels renovated/digitized under LRCMP. 57. General Directorate for Geographic Information Systems (GDGIS). Another unintended outcome of LRCMP was its contributions to the GDGIS as the custodian for all matters concerning NSDI in Türkiye.39 LRCMP financed a feasibility study to determine the best options for maintaining Türkiye’s NSDI. Based on the study’s findings and related stakeholder consultations and analysis, it was determined that the establishment of the GDGIS would be the most appropriate option, although this meant a fully separate institution from TKGM. Nevertheless, some TKGM staff would transfer to the new agency to staff its critical ranks. Moreover, LRCMP’s investments in the digital cadastre, which is considered a foundational dataset for NSDI, and the production of associated base maps directly contributed to the required datasets needed for the NSDI’s functionality. As such, these spillover benefits directly contributed to the development of NSDI in Türkiye. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME A. KEY FACTORS DURING PREPARATION 58. The PDO was realistic, well-defined, and clear with well-structured components. The PDO remained unchanged during the life of LRCMP and was highly relevant to the development priorities of the GoT throughout implementation and at the time of project closing. The components and activities were well aligned with the set objectives, allowing LRCMP to absorb the AF and scale up activities without changing the PDO and with limited adjustments to the Results Framework. 59. Readiness for implementation benefitted from LRCMP’s ability to utilize procedures and methodologies for project activities that were developed during MEER and ARIP. LRCMP built on successful cadastre renovation implementation experiences from MEER and ARIP. The procedures and methodology developed for a digital cadastre would also be instrumental for LRCMP’s successful digital cadastre data outcomes. Additionally, LRCMP’s project management structure largely echoed that used for the implementation of ARIP and consisted of a project coordination team that was responsible for project management, procurement, financial management, planning and budgeting, and M&E. This institutional memory allowed TKGM to implement LRCMP in a similar manner to ARIP without drastic changes or need to capacitate the agency on World Bank policies for fiduciary and safeguards. As such, LRCMP’s readiness for implementation was considered high. 60. Adequate risk mitigation measures ensured continued project alignment with GoT priorities. The risks identified in the PAD of the original loan were rated either Moderate or Low. Nevertheless, the World Bank ensured that Moderate risks that could possibly become higher risks related to TKGM’s ability to share digital data as part of the development of NSDI in Türkiye were adequately mitigated. This included a legal covenant in the original LA requiring the development of a policy on data sharing and data pricing in the context of NSDI and e-Government. Including this covenant resulted in TKGM’s preparation of an NSDI feasibility study that provided a set of options for the policy, with the subsequent decision that GDGIS should be established to oversee these matters, which resolved the potential risk to the successful implementation of LRCMP’s activities. The inclusion of another legal covenant that TKGM would prepare a human resources development plan and a strategic plan also ensured that LRCMP would fit TKGM’s priorities. 61. LRCMP also targeted the appropriate set of beneficiaries at project preparation. The selection of the five municipalities for cadastre renovation were areas of Türkiye with the largest population concentrations and most 39 S.Bakici, A.Kisa and B.Erkek, National Spatial Data Infrastructure (NSDI) Feasibility Study in Turkey, https://www.tkgm.gov.tr/sites/default/files/2020-10/13.pdf. Page 23 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) economic activity, meaning that the business climate and investments would improve as the security of land and property increased with fewer disputes among citizens. Thus, it was well-planned that LRCMP would be implemented in areas of the country where it would have the greatest potential for positive economic impact for citizens. B. KEY FACTORS DURING IMPLEMENTATION 62. LRCMP was implemented largely as planned, with regular discussions with TKGM and timely submission of progress reports. Implementation was Satisfactory, the PDO stayed relevant, and no major activity changes were needed. Factors Subject to the Control of Government and Implementing Agencies 63. The amount of TKGM’s annual budget was a key factor for planning the implementation of project activities. Any revisions to the budget could positively or negatively impact TKGM’s ability to implement new contracts under the project. For example, a cut to TKGM’s planned budget for 2019 resulted in insufficient budget allocations that were only enough to cover payments for ongoing contracts, causing TKGM to postpone the launch of some larger procurements for cadastre modernization until the budget challenge was resolved. While the budget issue was negotiated internally within the GoT, TKGM was able to use its revolving fund as a stopgap to ensure that some contracts for cadastre modernization could still be signed so that all loan proceeds could be disbursed. The budget issue was eventually resolved, but it showed how modifications could affect TKGM’s implementation of project activities and achievement of LRCMP’s PDO. 64. TKGM’s strong human resources and organizational capacities were a major factor in achieving the PDO. TKGM’s technical and human capacities were so advanced that the agency could take full responsibility for certain activities independent of World Bank financing without the risk that they would not be successfully implemented. While World Bank financing was used for activities such as cadastre modernization and the construction of model offices, TKGM increasingly took over financial responsibility for activities such as the Strategic Plans, quality control and supervision of cadastre modernization, and technical advice on the development of TAKBIS. TKGM’s increased financing of envisioned project activities is important, as activities such as quality control were key decision-making protocols that ensured cadastre modernization produced accurate data. It was also exemplary of the agency’s ability to take on complex tasks as implementation progressed that contributed to robust project outcomes and efficient allocation of project financing. Factors subject to World Bank Control 65. LRCMP’s 15-year implementation period provided the added value of continuous engagement with TKGM as Türkiye’s land sector transitioned to a modern fully digital one. Land sector reforms inherently take long periods of time to complete based on multiple factors including political sensitivities, economic feasibility, and complex technological transformations. Consequently, land sector projects often go beyond the standard five-year implementation period for Investment Project Financing. Following the original seven-year period of LRCMP’s implementation, the Bank team took advantage of the lifting of the three-year limit for implementation of AFs to ensure continuity of engagement with TKGM and sustain momentum for reforms. The World Bank’s technical experts remained available to advise TKGM on its cadastre modernization program and its systems upgrades. Similarly, technical advice to property valuation reform continued, which helped to maintain the momentum on policy dialogue based on the GoT’s policy reform options devised from the findings of the pilots that were implemented. As such, TKGM benefitted from the World Bank’s continued cooperation throughout its prolonged efforts to modernize Türkiye’s land sector so it could contribute to the country’s economic transformation. 66. Strong follow-up on project implementation progress and progress towards the achievement of the PDO by the World Bank was a key factor in addressing any implementation issues as they arose . LRCMP’s implementation status reports, Aides Memoire, and Management Letters to the GoT consistently specified important issues, including any challenges and solutions. The World Bank’s use of rating revisions to emphasize the importance of various issues was a useful tool for ensuring their timely resolution, such as when the M&E rating for LRCMP dropped from Satisfactory to Page 24 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Moderately Unsatisfactory to Unsatisfactory to emphasize that the identified reported issues needed to be resolved (details below). Once progress towards resolving these issues was made, the ratings were appropriately revised upwards. Factors Outside the Control of Government and/or Implementing Entities 67. Türkiye’s macroeconomic environment was a key factor concerning the efficient use of project resources. The country’s persistent currency exchange fluctuations were, at times, partial factors that resulted in Restructurings, such as the one in February 2013 that revised the then-planned cadastre renovation target from 4.1 million parcels to 3.1 million parcels and associated revisions to the EFA. However, and as noted previously, the currency exchange fluctuations often benefitted the implementation of LRCMP and contributed to major cost savings that resulted in the project’s two partial cancellations. For example, as the Turkish lira depreciated in value against the Euro, LRCMP’s use of national procurement and local contracts signed with national firms benefitted from increasingly lower costs associated with implementing project activities as the national currency depreciated. Consequently, LRCMP ended up in a situation where all of its activities were implemented with results fully achieved while also having a budget surplus that could not be fully spent and led to the partial cancellations. 68. The COVID-19 pandemic led to a temporary slowdown of LRCMP’s implementation and the need to extend the project closing date to ensure full activity implementation and achieve the PDO. As was the case worldwide, the COVID- 19 pandemic slowed down implementation of LRCMP, particularly because of GoT closures from March to June 2020 due to the pandemic’s outbreak, which caused postponement of contract signing and the suspension of field activities related to cadastre modernization. Because of the lockdowns and movement restrictions as a result of COVID-19, the project closing date was extended in November 2020 to ensure sufficient time to implement all project activities and achieve the PDO. Nevertheless, upon the lifting of COVID-19 restrictions, TKGM was able to achieve its yearly targets for cadastre modernization implementation and surpass the end target by the end of the project. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. QUALITY OF MONITORING AND EVALUATION (M&E) M&E Design 69. The M&E design was well aligned with PDO. While the World Bank guidelines at Appraisal did not require PADs to include a ToC, LRCMP’s logic was well designed and led to the achievement of the envisaged objectives. 70. The Results Framework aimed to measure the intended project results associated with the PDO. It was also flexible enough to accommodate for the later inclusion of AF activities. LRCMP’s Results Framework was designed with five PDO Indicators to measure project outcomes, with a further goal of using the findings of the PDO Indicators to formulate government policies and programs regarding land administration and land management. With the GoT priority of full digitalization of the country’s land registry and cadastre, the PDO Indicators were well formulated for helping to measure client feedback and satisfaction, and ease of access to accurate and up-to-date land registry and cadastre data by key stakeholders (“Reduced number of cadastre disputes in courts”, “Improved access of land related data by government and private sector entities”, “Reduced time to deliver cadastre data to government agencies and private sector”). Additionally, at the time of project preparation, the field of land administration was actively discussing the importance of having self-financing land agencies to ensure long-term financial and institutional sustainability, including adequate revenue generation for ICT updates, human resource capacities, etc. As a result, the PDO Indicator “Increased income of TKGM from cadastre related services” was included in the Results Framework.40 The two additional PDO Indicators “Cumulative number of TKGM and contractor personnel trained to implement cadastre renovation and digitization” and “Total number of parcels renovated/updated in digital format” were included to account for the majority 40 This PDO Indicator was later dropped to accommodate for subsequent global best practice related to the inclusion of the private sector in cadastre service provision. Page 25 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) of LRCMP’s AF being devoted to cadastre modernization and to ensure that TKGM and the private sector had the required capacities for the new methods of cadastre digitization in addition to cadastre renovation.41 As noted previously, M&E design also allowed additional Intermediate Results Indicators to be incorporated to reflect new World Bank requirements, such as core land administration indicators, which helped provide a more accurate picture of the results of LRCMP. See Annex 7 for more details on changes to LRCMP’s Intermediate Results Indicators. M&E Implementation 71. Overall, TKGM collected, recorded, and analyzed data in a sound manner throughout LRCMP, with significant improvements in data collection over time. In line with the PAD, indicators with missing baselines and End Targets were reviewed and agreed within the first year of project implementation and formalized during the February 2013 Restructuring. The World Bank worked closely with TKGM to develop standardized progress reports on indicator achievement, and TKGM’s project coordination team’s M&E Specialist compiled information from various TKGM departments that implemented project activities. However, in June 2017, challenges arose during the implementation of the AF activities, particularly cadastre renovation and cadastre digitization. TKGM provided progress reports, but there was no data included on progress against set targets for the completion of cadastre modernization. Data sources provided for the activity could not be verified, which also posed challenges for ensuring that activities were being completed. LRCMP’s M&E rating was downgraded from Satisfactory to Moderately Unsatisfactory and, later, Unsatisfactory, until the challenges with reporting progress on cadastre modernization were resolved. The World Bank closely worked with TKGM to develop a standardized template to report on cadastre modernization that included the procurement plan, monitored project costs, and a brief analysis of trends in activity implementation, such as reasons for delays or why progress was faster in some locations than others. TKGM also agreed to prepare quarterly progress reports instead of semi-annual ones to track trends in cadastre modernization for the remainder of LRCMP. Upon TKGM’s adoption of the new template for progress reports and regular submission to the World Bank, M&E was revised back to Satisfactory in October 2019. 72. In line with what was agreed during preparation, the World Bank also supported TKGM in developing methodologies to track indicator progress throughout LRCMP, with adjustments made as TKGM’s capacities developed or priorities changed over the course of implementation. Indicators were occasionally dropped as appropriate or if they were no longer deemed relevant, such as tracking increases in TKGM’s revenue generated from transactions. Alternatively, the phrasing of certain indicators was adjusted to be more precise in what was being measured or to capture the broader benefits of the project activities, such as revisions to the preparation stage PDO indicator “Increased number of external users who have on-line/off-line access to digital cadastre information” to “Active protocols with other public and private institutions having on-line access to digital cadastre information from TKGM”. The World Bank remained diligent in requesting clarifications from TKGM about information in progress reports that required further explanation. M&E Utilization 73. The Results Framework was utilized to monitor outputs and to focus on areas that did not achieve expectations. Indicators were monitored and reported upon during regular World Bank implementation support missions and in aides- memoire. TKGM maintained M&E Specialists during the life of the project to compile and review Results Framework information. An external M&E Specialist was hired for LRCMP at the start of implementation, but TKGM later transferred this responsibility to in-house staff who continued to review and provide M&E data during the remainder of the project. Justification of Overall Rating of Quality of M&E 74. Issues concerning the monitoring of cadastre modernization during the AF were a key challenge related to M&E during implementation and posed a risk to ensuring that activities were being properly implemented due to the absence of verifiable data sources. Nevertheless, the issue was addressed via intensive technical support to TKGM from the World 41 Further details can be found in the Mid-Term Review report prepared by TKGM for LRCMP’s AF. Page 26 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Bank using supervision budget. Additionally, adjustments to both PDO and Intermediate Results Indicators during implementation were sound, although the inclusion of mandatory core land administration indicators as part of the Results Framework were not always realistic. For example, cadastre modernization targets the number of parcels recorded and not necessarily the number of hectares covered or target populations, although the addition of a gender disaggregated indicator for the number of women whose use or ownership rights were recorded as a result of the project was a useful tool to track the number of women beneficiaries as a result of cadastre modernization. As such, the overall rating of Quality of M&E for LRCMP is considered Substantial. The capacities and methodologies built for M&E during LRCMP for indicator measurement have also been built upon in the Land Management Infrastructure for Green and Sustainable Development Project. B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE 75. Environmental and Social. LRCMP closed in full compliance with World Bank safeguard policies, with no outstanding social or environmental issues, thus resulting in a Satisfactory rating. To comply with World Bank policies, TKGM expanded feedback channels and applied quality management practices through its Quality Management Systems Unit for both land/title deed and cadastral services. TKGM continuously tracked and reported the number of cadastral complaints and court cases, which revealed decreases in both by the end of the project due to efforts to resolve land disputes. TKGM also carried out a social impact assessment at the end of the project to evaluate the quality, efficiency, and social effectiveness of the services related to the cadastre renovation and digitization activities. The study found that most of the beneficiaries did not raise any objections during the cadastre modernization process, although some raised objections related to demarcations and area measurements. Nevertheless, a significant proportion of the objections were resolved, underlining the positive impact of the modernization work undertaken. According to beneficiary feedback, cadastre modernization generally did not lead to significant changes to their properties but did make a relatively positive contribution to the real estate market, sales, inheritance division, mortgages/loans, and an increase in property values. 76. Procurement. TKGM maintained Satisfactory procurement implementation throughout LRCMP implementation, as documented via post-review using both virtual system and desk reviews. TKGM completed all procurement envisioned under the project. Although some World Bank-financed projects were delayed due to the February 2023 earthquake that occurred in Türkiye, TKGM committed to completing the remaining activities after LRCMP’s closing with its own financial resources. TKGM strategically used the “Lots” approach for tenders, and successfully completed the procurements even when the number of Lots were high. The approach TKGM used to identify the most economical options for their tenders may be a helpful example for other projects both in Türkiye and around the world to consider. 77. Financial Management (FM). TKGM maintained Satisfactory FM arrangements throughout implementation, documented with 13 FM supervisions as well as desk reviews of quarterly interim un-audited financial reports and annual audit reports. TKGM prepared an extensive Financial Management Manual for the Project and revised as necessary. The PIU used an off-the-shelf accounting and reporting software tailored for the needs of LRCMP with strong additional internal control measures over expenditures. The FM arrangements were satisfactorily adapted to changing financing percentages during the transition from the original loan to the AF. C. BANK PERFORMANCE Quality at Entry 78. As noted above, the World Bank successfully accounted for lessons learned and progress achieved under MEER and ARIP while designing and preparing LRCMP. All appropriate safeguards and fiduciary assessments were conducted to ensure that TKGM had the capacities to implement LRCMP. While there were no conditions for loan effectiveness, the World Bank was proactive in including Legal Covenants in the Financing Agreement for original loan requesting TKGM to complete the policy for data sharing and pricing for NSDI development and develop its Strategic Plan and Human Resources Development Plan at the start of project implementation. Overall, quality at entry for LRCMP was sound. Page 27 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Quality of Supervision 79. The review of project records, together with testimonials from project participants during the life of LRCMP, confirm that the World Bank provided effective support to implementation. The World Bank continuously assisted the project teams to improve implementation and track progress towards the PDO. This was done through a mix of in-country missions as well as remote support from Washington, DC. The active participation of country-based staff, including previous TTLs and many staff overseeing the project’s safeguards and fiduciary commitments, also allowed for immediate support and high-level policy discussions as needed. It should also be noted that the World Bank took the appropriate steps to address the Moderately Unsatisfactory and Unsatisfactory M&E ratings when they arose as described in Section IV.A. Additionally, in response to GoT requests, the World Bank agreed to provide AF to scale up cadastre modernization and maintain dialogue and technical support to other activities such as property valuation and the further IT developments financed independently by TKGM, which was successfully executed, and enabled necessary extensions of the project’s closing date to ensure solid implementation and address issues regarding the early institutional transition that impacted TKGM, as well as allowing to prepare and implement AF-financed activities. Justification of Overall Rating of Bank Performance 80. Both Quality at Entry and Quality of Supervision were generally adequate for the needs of the project and to address any and all challenges as they arose. The World Bank maintained a high degree of proactivity and responded quickly and appropriately to project needs. Consequently, the overall rating of World Bank Performance is Satisfactory. D. RISK TO DEVELOPMENT OUTCOME 81. The risk to development outcome for LRCMP is Low. TKGM maintains high technical and human capacities to sustain the project’s investments and build upon them. Additionally, the agency has available financing for data production, management, and maintenance through GoT budget allocations and its revolving fund. Furthermore, and based on its “continuous learning” initiatives, TKGM is very proactive in finding ways to continue improving its technical and human capacities and be at the cutting edge in the land sector. It is expected that this proactivity will continue during the implementation of the recently approved Land Management Infrastructure for Green and Sustainable Development Project, and the World Bank will continue to engage with TKGM on their strategic priorities. V. LESSONS AND RECOMMENDATIONS 82. LRCMP provides multiple lessons learned to be considered for future lending projects in Türkiye, ECA, and beyond: 83. Land Sector Reform and Project Duration. Land sector reform takes long periods of time to ensure successful outcomes. The reforms implemented by LRCMP took fifteen years, and further reforms are planned under the Land Management Infrastructure for Green and Sustainable Development Project. The success of LRCMP’s outcomes relied on the continued collaboration of TKGM and the World Bank, enabled by a combination of extensions to the closing date of the original loan and AF. The lesson learned is that the World Bank can take advantage of IPF and AF tools for projects supporting sectors that take inherently long periods of time to ensure successful reforms, outcomes, and sustained client engagement and dialogue. The lifting of the three-year implementation requirement for AFs was a key factor in the World Bank’s ability to leverage this operational tool, and a viable alternative to Multi-Programmatic Approaches to strengthen long-term cooperation with Clients interested in land sector reform, particularly for countries that are still transitioning from analogue systems to digital ones. 84. Projects as Policy Advocacy Tool. Another lesson learned from LRCMP is that IPFs can act as a platform for advocating policy solutions and options for clients to consider addressing key sector challenges. LRCMP’s property valuation activities were considered novel in 2008, but also a means of helping to identify ways of addressing taxation and registration revenues shortfalls in Türkiye. It was also a risk, as TKGM did not have the institutional mandate to implement Page 28 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) activities such as the property valuation pilots. Although a solution to this challenge was later identified, discussions concerning how to address property valuation challenges in Türkiye may not have occurred without LRCMP’s focus on this issue. Moreover, the World Bank’s continuous engagement with TKGM throughout the remainder of LRCMP’s implementation helped the agency to consider multiple options for longer-term solutions for addressing property valuation challenges based on the policy report produced after the implementation of the pilots. This dialogue, along with broader stakeholder consultations, helped to develop the policy options that would culminate in the preparation of a draft valuation policy and the establishment of TKGM’s Property Valuation Department in 2019. LRCMP’s open-ended design for property valuation also helped to establish this platform for continuous dialogue between TKGM and the World Bank. However, it should also be remembered that change can take a long time, and LRCMP had the advantage of a 15-year implementation period that allowed persistent, long-term advocacy to occur. 85. The private sector can be a valuable actor in project implementation. Another lesson learned is that the use of the private sector can provide a strong signal that the public sector is capable of contract development and management, as well as transparency and accountability. Private sector participation was a major success factor for the overall reform of Türkiye’s land administration system. Nearly the entire cadastre modernization process, including cadastre renovation and digitization, was carried out by the private sector based on clear and comprehensive procedures as specified in contracts but with a comprehensive quality assurance program carried out by TKGM—a major lesson for many countries. In general, countries that procure services from the private sector for land administration reform tend to reap a number of financial, managerial, and technological benefits. To ensure accuracy and full compliance of the contracts, TKGM developed and implemented comprehensive quality assurance measures for the cadastre modernization work. 86. Importance of “Continuous Learning” and the expanded use of cadastral data. The project lesson is that a “continuous learning” model can provide many examples of how cadastral data can be used and what human and technical capacities are required to maximize the benefits. TKGM recognized that its staff had to go through routine training to achieve the agency’s vision, mission, and strategic goals. The concept of “continuous learning” was also instrumental for helping TKGM identify how its cadastral data, once it was fully modernized, could be utilized by other agencies, including the associated benefits for decision-making and public administration, thereby opening multiple opportunities for inter- institutional agency cooperation, which will be crucial for the successful implementation of the Land Management Infrastructure for Green and Sustainable Development Project. As such, LRCMP offers a good example for other land agencies that are in the process of defining both their strategic goals and roles in their respective countries’ public administration mechanisms. While it is also important to ensure that land agencies continue to operate in their institutional mandates, “continuous learning” provides an opportunity to open a discussion on what changes to said mandates would be required, as seen with TKGM eventually filling a crucial gap related to property valuation in Türkiye. 87. Project Management and Institutional Capacities. The lesson learned from LRCMP is that the use of career staff by an implementing agency with strong technical capacities can be a major factor in the success of project outcomes. TKGM utilized internal staff to manage LRCMP’s activities, resulting in highly reduced costs for project management, as large budget allocations for external staff were not required. Additionally, nearly all of these staff remained part of LRCMP throughout its fifteen-year implementation period, which helped to maintain continuity and avoid the need to capacitate new project management staff about World Bank policies and requirements. Task teams supporting long-term engagements similar to that in Türkiye’s land sector should consider this lesson when determining project management arrangements for future operations, as Implementing Agency staff who have supported project implementation for years may already have the required skills that do not need to be filled by external consultants. This lesson may also help the World Bank to consider medium- to longer-term building of in-house capacities of Implementing Agencies that can be relied upon for future projects as part of engagements with client countries transitioning to high- and upper-middle- income status. . Page 29 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: To improve the effectiveness and efficiency of the land registry and cadastre services Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Improved Customer Percentage 40.00 85.00 90.00 80.32 Satisfaction for land registry and cadastre services 07-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Comments (achievements against targets): Target substantially achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Reduced number of cadastre Percentage 4.00 2.00 1.50 0.30 disputes 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Page 30 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Reduction in time to deliver Days 7.00 0.25 0.25 0.25 cadastre data requests 07-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Active protocols with other Number 0.00 18.00 900.00 4,052.00 public and private institutions having on-line access to 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 digital cadastre information from TKGM Comments (achievements against targets): Target achieved and exceeded. Page 31 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Cumulative number of TKGM Number 3,130.00 7,000.00 7,000.00 169,239.00 and contractor personnel trained to implement 10-Dec-2018 31-Dec-2021 31-May-2023 31-May-2023 cadastre renovation and digitization Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Total number of parcels Number 0.00 4,100,000.00 11,000,000.00 14,685,000.00 renovated/updated in digital format 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. A.2 Intermediate Results Indicators Component: CADASTRE AND LAND REGISTRY RENOVATION, DATA IMPROVEMENT AND UPDATING Page 32 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Total number of parcels Number 4,100,000.00 6,900,000.00 8,500,000.00 11,186,000.00 renovated 15-Oct-2015 31-Dec-2020 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Total number of parcels Number 0.00 2,500,000.00 2,500,000.00 3,499,000.00 digitized 15-Oct-2015 31-Dec-2020 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Land parcels with Number 798,000.00 2,415,000.00 2,820,000.00 6,020,850.00 use/ownership rights recorded as a result of 21-Feb-2013 31-Dec-2020 31-May-2023 31-May-2023 Page 33 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) project - female Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Base maps including Square 0.00 40,000.00 140,000.00 265,848.00 orthophotos are available to kilometer(km2) government agencies 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Cadastre data converted into Number 51,000,000.00 55,000,000.00 55,000,000.00 57,262,840.00 new database and harmonized with registration 21-Feb-2013 31-Dec-2014 31-May-2023 31-May-2023 data Comments (achievements against targets): Page 34 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Cadastre and registration Number 47,500,000.00 50,000,000.00 50,000,000.00 56,235,496.00 data integrated 21-Feb-2013 31-Dec-2014 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Cumulative Number of Number 23,500,000.00 25,000,000.00 35,000,000.00 43,200,000.00 Parcels for which data is verified and available in 21-Feb-2013 31-Dec-2014 31-May-2023 31-May-2023 MEGSİS Comments (achievements against targets): Target achieved and exceeded. Page 35 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Component: IMPROVED SERVICE DELIVERY Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Design of model office is Text None Design completed Design completed Design completed completed by the end of the first year of project 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 implementation Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Model offices constructed Number 0.00 3.00 3.00 3.00 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Page 36 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Policy on access and charges Text Not done Completed Completed Completed of land registry and cadastre data is prepared an 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 approved. Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Avg no. of days to complete Number 1.00 0.25 0.25 0.25 recordn of purchase/sale of property in land adm systm 07-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Avg no. of days to complete Number 1.00 0.25 0.25 0.25 recordn of purchase/sale of property–Urban 07-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Avg no. of days to complete Number 1.00 0.25 0.25 0.25 recordn of purchase/sale of property–Rural 30-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved. Page 37 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of annual on-line Number 0.00 9,000,000.00 350,000,000.00 3,553,000,000.00 enquiries from TAKBIS 07-Apr-2008 31-Dec-2014 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded. Component: HUMAN RESOURCES AND INSTITUTIONAL DEVELOPMENT Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Strategic Plan is prepared Text 0.00 Strategic Plan for A new Strategic Plan Strategic Plan for and approved. 2010-2014 prepared for 2019-2023 2019-23 completed. and approved prepared and approved 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved and exceeded, with three Strategic Plans prepared during project implementation. Indicator Name Unit of Measure Baseline Original Target Formally Revised Actual Achieved at Page 38 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Target Completion Number of TKGM staff Number 0.00 1,000.00 6,000.00 169,033.00 trained to implement cadastre renovation and 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 digitization works Comments (achievements against targets): Target achieved and exceeded. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Total number of contractors Number 100.00 1,000.00 1,000.00 206.00 staff trained to implement cadastre renovation and 10-Dec-2018 31-Dec-2021 31-May-2023 31-May-2023 digitization works Comments (achievements against targets): Target not achieved due to only a select number of contractors trained during project implementation. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Study visits completed Number 0.00 6.00 12.00 10.00 Page 39 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target substantially achieved. Component: PROPERTY VALUATION Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Detailed design for pilot Text 0.00 Pilot project design Pilots completed Pilots completed in completed and pilot areas completed, pilot Mamak/Ankara and selected for Property municipalities selected Fatih/Istanbul. TKGM Valuation has carried out an additional pilot covering commercial properties. 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Page 40 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Evaluation of mass valuation Text None Completed Completed Pilots completed and pilots completed and policy preliminary policy options developed options developed and discussed in a workshop in February 2017 with international experts and refined. 15-Oct-2015 31-Dec-2020 31-May-2023 31-May-2023 Comments (achievements against targets): Target achieved. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Draft property valuation Text None Completed Completed Policy Preparation policy is completed and completed. TKGM has submitted to inform been involved in Government's policy drafting the discussion. Presidential Decree on regulating public administration and consulting on its proposals. 07-Apr-2008 30-Sep-2013 31-May-2023 31-May-2023 Page 41 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Comments (achievements against targets): Target achieved. Page 42 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) B. KEY OUTPUTS BY COMPONENT - Objective/Outcome 1: Effectiveness of the land registry and cadastre services 1. Reduced number of cadastre disputes (Percentage) 2. Active protocols with other public and private institutions having on-line access to digital cadastre information from TKGM (Number) Outcome Indicators 3. Cumulative number of TKGM and contractor personnel trained to implement cadastre renovation and digitization (Number) 4. Total number of parcels renovated/updated in digital format (Number) 1. Land parcels with use/ownership rights recorded as a result of the project – female 2. Base maps including orthophotos are available (km2) 3. Cadastre data converted into new database and harmonized with registration data (Number) 4. Cadastre and registration data integrated (Number) 5. Cumulative number of parcels for which data is verified and available in MEGSIS (Number) 6. Strategic Plan is prepared and approved (Text) 7. Number of TKGM staff trained to implement cadastre renovation and Intermediate Results Indicators digitization works (Number) 8. Total number of contractors staff trained to implement cadastre renovation and digitization works (Number) 9. Study visits completed (Number) 10. Detailed design for pilot completed and pilot areas selected for property valuation (Text) 11. Evaluation of mass valuation pilots completed and policy options developed (Text) 12. Draft property valuation policy is completed and submitted to inform Government’s policy discussion (Text) 13. Total number of parcels renovated (Number) Page 43 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) 14. Total number of parcels digitized (Number) Component 1 • Cadastre disputes reduced from 4 percent of all parcels to 0.30 percent. • 4,052 active protocols signed with other public and private institutions to have online access to TKGM’s digital cadastre information. • 14,685,000 land parcels that underwent cadastre modernization. o 11,186,000 renovated parcels o 3,499,000 digitized parcels • Base maps including orthophotos covering 265,848 km2 of Türkiye’s territory produced and made available to government agencies. • Use/ownership rights for 6,020,850 women’s land parcels recorded. • 57,262,840 pieces of cadastre data converted into MEGSIS and harmonized with TAKBIS land registration data. • 56,235,496 integrated pieces of cadastre and land registration data. • 43,200,000 pieces of cadastre data verified and made available in Key Outputs by Component MEGSIS. (linked to the achievement of the Objective/Outcome 1) Component 3 • 3 Strategic Plans prepared for 2010-14, 2015-19, and 2019-23. • 169,239 TKGM and contractor staff trained to implement cadastre modernization. o 169,033 TKGM staff trained. o 206 contractor staff trained. • 10 study visits completed. Component 4 • 2 property valuation pilots completed in Mamak/Ankara and Fatih/Istanbul. • Property valuation pilots completed and preliminary policy options developed in the final assessment report. • Presidential Decree of 2019 approved to establish Property Valuation Department at TKGM. Page 44 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Objective/Outcome 2: Efficiency of the land registry and cadastre services 1. Improved Customer Satisfaction for land registry and cadastre services Outcome Indicators (Percentage) 2. Reduction in time to deliver cadastre data requests (days) 1. Design of model office is completed by the end of the first year of project implementation (Text) 2. Model offices constructed (Number) 3. Policy on access and charges of land registry and cadastre data is approved (Text) Intermediate Results Indicators 4. Avg. no. of days to complete recordn of purchase/sale of property in land adm systm (Number) 4.1 Avg no. of days to complete recordn of purchase/sale of property— Urban 4.2 Avg no. of days to complete recordn of purchase/sale of property—Rural 5. Number of annual on-line enquiries from TAKBIS Component 2 • Time needed to deliver cadastre data requests lowered from 7 days to 2 hours. • Architectural design and concept for model office layout completed. • 3 model offices constructed in Bursa, Kilis, and Kahramanmaraş Key Outputs by Component • 1 NSDI feasibility study prepared that defines a policy related to access (linked to the achievement of the Objective/Outcome 2) and charges of land registry and cadastre data. • The average number of days to complete the recording of a land transaction in urban and rural areas dropped from 1 day to 2 hours. • 3,553,000,000 annual online enquiries from TAKBIS. Component 5 • 80.32 percent customer satisfaction rate at LRCMP’s closing. Page 45 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION A. TASK TEAM MEMBERS Name Role Preparation Vael Zakout Task Team Leader(s) Ibrahim Sirer Procurement Specialist(s) Jolanta Kryspin-Watson Team Member Halil Agah Team Member Elif Ayhan Team Member Niel Pullar Team Member Lynn Holstein Team Member Paul Munro-Faure Team Member Ruxandra Floroiu Envrionmental Specialist Zeynep Lalik Financial Management Specialist Irina Kichigina Legal Specialist Koshie Michel Team Member Ulker Karamullaoglu Team Member Valencia Copeland Team Member Supervision/ICR Anna Corsi, Ahmet Kindap Task Team Leader(s) Burak Taskin, Salih Kemal Kalyoncu Procurement Specialist(s) Zeynep Lalik Financial Management Specialist Ulker Karamullaoglu Team Member Mohammad Ilyas Butt Procurement Team Rahmoune Essalhi Procurement Team Keith Clifford Bell Team Member Larysa Hrebianchuk Team Member Page 46 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Selcuk Ruscuklu Procurement Team Caleb Travis Johnson Team Member Saim Yildirim Procurement Team Emre Dolek Environmental Specialist Ebru Demir Aykan Social Specialist Burcu Degirmencioglu Team Member Richard Grover Team Member Neil Pullar Team Member Zdravko Galić Team Member Suha Satana Team Member Vladimir Evtimov Team Member B. STAFF TIME AND COST Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation FY07 1.820 16,391.63 FY08 39.744 231,729.46 Total 41.56 248,121.09 Supervision/ICR FY08 0 121.60 FY09 33.455 139,827.70 FY10 24.017 75,866.67 FY11 28.073 95,489.03 FY12 20.151 89,090.95 FY13 17.905 79,605.40 FY14 12.712 60,134.68 Page 47 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) FY15 13.976 101,331.87 FY16 17.158 94,006.00 FY17 15.047 87,027.14 FY18 17.401 113,741.60 FY19 29.554 176,371.32 FY20 20.094 122,295.06 FY21 14.617 87,217.55 FY22 12.386 74,826.52 FY23 13.986 86,840.26 FY24 8.891 53,540.17 Total 299.42 1,537,333.52 Page 48 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 3. PROJECT COST BY COMPONENT42 Amount at Approval Actual at Project Percentage of Approval Components (EUR M) Closing (EUR M) (%) CADASTRE AND LAND REGISTRY RENOVATION, 112.70 170.30 151.11 DATA IMPROVEMENT AND UPDATING IMPROVED SERVICE 12.43 17.10 137.57 DELIVERY HUMAN RESOURCES AND INSTITUTIONAL 3.87 0.02 0.52 DEVELOPMENT PROPERTY VALUATION 3.19 0.96 30.09 PROJECT MANAGEMENT 1.41 1.34 95.04 UNALLOCATED 1.35 0.00 0.00 Total 135.00 189.72 140.53 42 Figures for the project cost by component are provided in Euro, as this was the currency through which the original and AF loans for LRCMP were provided, and remained a constant budget amount that was not subject to currency exchange fluctuations. As stated in the main text of the ICR, constant currency exchange fluctuations occurred throughout project implementation. In 2008, for example, EUR 1 = US$1.52 while in 2023 EUR 1 = US$1.07. As such, there was no fixed exchange rate between the Euro and the US Dollar, which is why the total USD project amount of US$239,124,473 disbursed from the loans during the life of the project do not equate to the EUR 189,720,000 amount provided in the table. Page 49 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 4. EFFICIENCY ANALYSIS Background on Land Registry and Cadastre Modernization (LRCMP) and Additional Financing 1. The original loan for LRCMP in the amount of EUR 135 million (US$203 million equivalent) was approved by the World Bank’s Board of Directors on May 1, 2008 and became effective on August 13, 2008. LRCMP started disbursing in 2009 and aimed to renovate 4.1 million parcels and complete base mapping for 40,000 km 2. Due to exchange rate fluctuations, the project was able to save EUR 10 million and closed with EUR 125 million in disbursements by the end of the original loan’s financing period. 2. The overall goal of the original project remained unchanged, which was to contribute to the government’s agenda to improve the quality and effectiveness of public services through spreading and making effective e-government applications. 3. The Additional Financing helped finance the costs associated with scaling up of cadastre renovation to close the financing gap to complete all high priority parcels as foreseen by the Government at the beginning of LRCMP and also to improve cadastre data using other available methods such as digitization. Other technical assistance components related with improved service delivery, human resources-capacity building and property valuation will continue without any major change in component definitions to enhance the impact of a well-performing project. 4. The Additional Financing of 2015 brought in another EUR 81 million (US$90.59 million) to support the LRCMP with an implementation period for five years. The Project Development Objectives (PDO) were slightly edited to match the exact wording in the original loan agreement without introducing any changes in substance and PDO indicators remain unchanged. Some of the Intermediate Results Indicators are revised to capture and monitor Additional Financing results and targets are updated. The Government planned to provide parallel co-financing of 30 percent, and the World Bank’s procurement and financial management procedures would apply for non-World Bank funded parts of LRCMP as well. This arrangement was later modified in favor of 90 percent World Bank financing and 10 percent Government co-financing. 5. The principal changes brought about under the Additional Financing included: (i) scaling up of cadastre renovation works so as to close the financing gap to complete all high priority parcels as foreseen by the Government at the beginning of the LRCMP and also improve cadastre data using other available methods such as digitization; (ii) finance complementary activities in other key technical cooperation components. Parallel co-financing of project activities by the Government was programmed around 30 percent using the World Bank's procurement methods, as the latter provide more efficient outcomes in terms of time and cost. 6. The principal expected outcomes of the Additional Financing included cadastral renovation of 2.5 million parcels and digitization of 2.1 million parcels (for a total of 4.6 million parcels) and further integration of cadastre and registration data. 7. The overarching theme for both LRCMP and its Additional Financing was to address the urgent cadastre renovation needs in Türkiye towards a seamless coverage of the country with digitized and accurate cadastre. 8. This efficiency analysis elaborates on the cadastre renovation effort, including the 22/A applications and digitization under both the original loan and the Additional Financing. Without World Bank support, this activity could not have achieved some 14.7 million parcels in 15 years. Massive scale integrations of cadastral and registry was enabled because of the intensive efforts in renovation efforts. Page 50 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Taking Stock of Overall Cadastre Modernization43 9. According to the Five-Year Development Plan for 2019/ 2023, TKGM’s cadastre modernization target (paragraph 684.1) involves some 26.75 million parcels44. As a result of LRCMP, the World Bank helped renovate some 14.7 million parcels (table below), while the Government funded another 6 million (TKGM 2 million parcels, 4 million from other resources). 10. It should be noted that other than the funding source, the World Bank and TKGM funded parcels are technically identical, as they are produced by the same agency, using the same law and exact engineering and workflow procedures. Given the figures in the above table, the agency still has outstanding work to complete cadastre modernization in the country for another 11 million parcels (5 million of which will be covered under the Land Management Infrastructure for Green and Sustainable Development Project), which effectively raises the initial estimate to a level of some 28 million in overall needs. Cadastral Renovations Tendered and Completed (Parcels) Percent Cost in Mil. Unit Cost Tendered Completed Description Completion EUR EUR/Parcel LRCMP 4,733,000 4,733,000 100.00% 107.39 22.69 LRCMP AF 6,850,436 6,453,176 94.20% 78.26 7.86 LRCMP AF Digitization 3,484,142 3,499,386 100.44% Total 15,067,878 14,685,562 97.46% 185.66 12.64 Source: TKGM technical ICR meeting, September 2023 Updated Economic and Financial Analysis 11. Results of Previous Analyses: The original economic and financial analysis was performed in 2007, and was revised in 2013 considering the needs of project restructuring. The previously estimated ERR for the base case was 18 percent and the cost-benefit ratio was 1.23. During the Level 2 Restructuring of February 21, 2013, the re-estimated ERR for the base case was 12 percent and the cost-benefit ratio was 1.02. When the induced market transactions effect of renovated cadastre was taken into consideration, the re-estimated ERR reached 16 percent. 12. When LRCMP was under preparation in 2007-08, TKGM was already undergoing a major restructuring process where a critical component was the reduction of the core cadastre staff accompanied by the establishment of the so- called LOSCs. This move was prompted by the near completion of the establishment cadastre, which only needed to be maintained. 13. The choice of economic parameters was originally suggested by the now-defunct TKGM Technical Affairs Department (Fen Isleri Dairesi), which had good control over the information under the prevailing conditions where the core economic data consisted of matters such as (i) number and price of service supply per parcel with and without renovation (which was yet to be implemented); (ii) percent of cadastral disputes and number of court cases with and without renovation; (iii) savings to users for avoiding duplication of effort in the generation of up-to-date and accurate cadastral information with and without cadastre renovation; and (iv) induced sales and market growth due to cadastre renovation. 14. Dissolution of the Technical Affairs Department was followed by the establishment of the existing Cadastre Department with which LRCMP cooperated. The new Cadastre Department had a narrower mandate than was the case 43 We use the term “Cadastre Modernization” to refer to both cadastral renovation under the provisions of 3402- 22/A and digitization under 3402-Annex 1. 44 Eleventh Five-Year Development Plan (2019-2023) in Turkish, http://www.sbb.gov.tr/wp-content/uploads/2019/07/On-Birinci-Kalkinma-Plani.pdf Page 51 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) with its predecessor simply because the establishment cadastre (also called the first cadastre or foundation cadastre) process was nearing completion. Meanwhile, the formation of the LOSCs facilitated the exodus of a significant reduction in the number of cadastral engineers employed by TKGM, most of whom were hired by the LOSCs, which currently number more than 200 throughout Türkiye. This situation rendered data collection and transfers difficult, as the service-related data was now dispersed, decentralized and privatized, as well as an apparent distancing of the new Cadastre Department from some of the concerns and preoccupations of its predecessor department. 15. The EFA prepared in 2015 for the AF strived to maintain a comparable structure in the approach to economic analysis under a growing need to adopt assumptions and fewer data availability while dropping one of the key parameters, which was the economic value ascribed to reduced cadastral disputes. 16. Data paucity continued to be an issue at ICR stage. Therefore, the ICR uses a sole indicator for which some data could be accessed, and some direct and indirect influences could be made via the induced market growth attributable to the renovation efforts, which was duly exploited to conduct the efficiency analysis. This approach is further justified by the discernable growth in the rural land markets that LRCMP largely targeted. 17. Main Pillars of the ICR CBA: For the purposes of the ICR, a simplified approach was adopted by using few variables where the major economic and financial thrust of the project consisted of renovation and updating of cadastre generating benefits, which emanated from (i) revamped land markets for the economic analysis, and (ii) increased fee income collected by TKGM (to return to the central government treasury) in connection with enhanced land transactions for the financial analysis. The project’s efficiency analysis uses very restrictive and conservative assumptions that would certainly yield much higher economic efficiency parameters (such as IRR and NPV) when relaxed even under the approach of solely using the induced land market growth rates with and without the project. Further improvements are still possible in the project’s economic performance with the addition of other benefits such as decreased cadastral disputes and reduced time to deliver cadastral data requests that have been left out of the ICR CBA, simply because those benefits were real and tangible. 18. Recent Trends in the Rural Land Sector: Given that the bulk of the cadastral parcels renovated under the project were in rural areas (and some in the remote rural areas), it is useful to look at rural land markets to assess LRCMP’s economic implications. Driven mainly by the conducive government macroeconomic policies, such as controlled exchange rates and negative interest rates, Turkish citizens have been in search of safe assets to preserve the value of their savings that would otherwise erode under the high inflationary trends the country has experienced in recent years. For instance, from January 2019 to July 2023, the average farmland prices increased by 24-fold in Turkish Lira (TL) terms (from TL 29/m2 to TL 709/m2) and 2.4-fold in constant EUR terms (from EUR 10/m2 to EUR 24/m2)45. This was associated with the increasing demand for farmland, which continues to date. 19. Considering the period from 2009 when the project started disbursing to mid-2023, the price of an average farmland parcel (about 1 ha in size) increased from EUR 4,000 in 2009 to about EUR 10,000 in 2015, and to EUR 50,000 per parcel in 2023, representing more than a tenfold enhancement in rural landed property prices. The latest farmland price in the country exceeds EUR 240,000 per parcel (i.e., TL 709/m2 translated into EUR and hectares) but it was assumed that the project parcels would be worth about 20 percent of this level (i.e., about EUR 50,000/parcel) due to their remote location. 20. Impact on the Land Market and Induced Sales: A key assumption driving the analysis is the project’s impact on the land market is the resulting induced sales. It is assumed that the incremental induced sales would correspond to 2 percent of the number of parcels renovated. It is quite likely that the actual figure may be higher. What can be safely attributed 45 Prices of orchards, vineyards, and farmland, https://www.endeksa.com/tr/analiz/turkiye/endeks/satilik/arazi Page 52 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) to the project is a smaller share, which is due to higher tenure security imparted by improved cadastre and possibly because of higher buyer confidence in the accuracy and completeness of the official records. More specifically, the project’s value-added lies in the fact that a renovated parcel’s land area is known with certainty and its boundaries are precisely determined, hence giving rise to induced sales due to increased confidence by the buyers and sellers alike. For the sake of computation and for all parcels, we have assumed a value of EUR 5/m2, which corresponds to EUR 50,000 per parcel, representing mainly the remote rural areas where the project was implemented. A critical and second assumption regarding induced property sales is that about 0.5 percent of these induced sales would lead to increased investment in land, and hence be considered as value added or incremental income or benefit. 21. TKGM Revenue from Property Sales: For the last four years, TKGM, on average, has been charging a 4 percent transaction tax that is shared equally by both the buyers and sellers of property. This tax is collected by TKGM on behalf of the central government and transferred to it immediately. 22. Exclusions: VAT administered at 18 percent was removed from the economic analysis but included in the financial analysis. 23. Given the narrow focus of the economic and financial analysis described above, the approach taken can be characterized as one of an indicative analysis that seeks to highlight the impacts of LRCMP based on a few selected parameters than lay out the full impact of the investments. The below table outlines the features of the analysis and distinguishes between the two types of analyses that have been performed. Type of Analyses Performed Description Economic Financial Analysis Analysis Incremental Value Added from Induced Sales Included Excluded Incremental Fee Income to TKGM from Induced Sales Excluded Included Incremental VAT Excluded Included 24. Project Outputs & Unit Costs: The project has performed cadastral renovation and digitization for a total of 14.7 million cadastral parcels over its life of 15 years (2008-2023). During LRCMP, 4.73 million parcels were renovated at an average cost of EUR 22.69 per parcel amounting to a total cost of EUR 107.4 million, against 9.95 million parcels completed at an average cost of EUR 7.86 per parcel for a total cost 78.3 million during the Additional Financing. There was a clear unit cost advantage achieved under the Additional Financing, which is discussed in detail in the efficiency section. Page 53 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) LRCMP & AF Cadastre Renovation Funding and Parcels Renovated Funding in EUR Average Units Costs Number of Parcels Completed Year LRCMP AF LRCMP + AF LRCMP AF LRCMP AF Total 2009 2,421,152 2,421,152 22.69 106,703 106,703 2010 17,348,208 17,348,208 22.69 764,554 764,554 2011 17,321,233 17,321,233 22.69 763,365 763,365 2012 18,165,369 18,165,369 22.69 800,567 800,567 2013 21,471,517 21,471,517 22.69 946,273 946,273 2014 18,361,668 18,361,668 22.69 809,218 809,218 2015 9,949,236 9,949,236 22.69 438,473 438,473 2016 2,356,343 6,068,131 8,424,474 22.69 7.86 103,847 771,656 875,502 2017 13,430,378 13,430,378 7.86 1,707,879 1,707,879 2018 13,245,909 13,245,909 7.86 1,684,420 1,684,420 2019 8,207,425 8,207,425 7.86 1,043,700 1,043,700 2020 8,770,060 8,770,060 7.86 1,115,248 1,115,248 2021 14,604,202 14,604,202 7.86 1,857,148 1,857,148 2022 11,222,287 11,222,287 7.86 1,427,086 1,427,086 2023 2,716,347 2,716,347 7.86 345,425 345,425 Total 107,394,726 78,264,739 185,659,465 4,733,000 9,952,562 14,685,562 25. Assumptions and Parameters: As previously noted, both cadastral renovation and digitization processes produce identical electronic records in terms of the utility and value of the end products, and hence can be valued on the same basis. The below table shows the elements that drive the economic and financial analysis for the ICR. Key Assumptions and Parameters Without With Parameter Units Project Project Number of Parcels to be Renovated/Digitized - 14,685,562 Average Actual Renovation Cost - LRCMP EUR/parcel 22.69 Average Actual Renovation Cost - AF EUR/parcel 7.86 Average Actual Renovation Cost - LRCMP & AF 12.64 Rate of Induced Growth in Transactions Percent - 2% Average Transaction Value of a Parcel (Base Year) EUR/parcel 4,000 Rate of Growth in Average Parcel Values (2009-2013) Percent 20% Average Transaction Value of a Parcel (Final Year) 51,357 TKGM Transaction Fee Revenue in Percent of Value percent 4% 4% Economic Value Added per Transaction percent - 0.5% Planning Horizon year - 25 VAT Percent 18% 18% Opportunity Cost of Capital (OCC) percent - 6% 26. Updated Economic Analysis: Despite very conservative assumptions, this analysis (table below) yielded an ERR of 23 percent, an NPV of EUR 426 million, and a Benefit-Cost Ratio of 5.03, pointing to a highly worthwhile investment. Page 54 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Combined Economic Analysis for LRCMP & AF at ICR Number of Cumulative Average Benefits - Rate of Number of Total Value of Percent Value Project Parcels Number of Value of Value Added Induced Induced Induced Added to the Costs (w/o Cash Flow Year Completed Parcels Transaction to the Transactions Transactions Transactions Economy VAT) Annually Completed per Parcel Economy Parcel Parcel Percent Number EUR/Parcel Million EUR Percent Million EUR Million EUR Million EUR 2009 106,703 106,703 2.00% 2,134 4,000 8.54 0.5% 0.04 2.05 -2.0 2010 764,554 871,257 2.00% 17,425 4,800 83.64 0.5% 0.42 14.70 -14.3 2011 763,365 1,634,622 2.00% 32,692 5,760 188.31 0.5% 0.94 14.68 -13.7 2012 800,567 2,435,189 2.00% 48,704 6,912 336.64 0.5% 1.68 15.39 -13.7 2013 946,273 3,381,462 2.00% 67,629 8,294 560.94 0.5% 2.80 18.20 -15.4 2014 809,218 4,190,680 2.00% 83,814 9,953 834.22 0.5% 4.17 15.56 -11.4 2015 438,473 4,629,153 2.00% 92,583 11,944 1,105.81 0.5% 5.53 8.43 -2.9 2016 875,502 5,504,656 2.00% 110,093 14,333 1,577.93 0.5% 7.89 7.14 0.8 2017 1,707,879 7,212,534 2.00% 144,251 17,199 2,481.01 0.5% 12.41 11.38 1.0 2018 1,684,420 8,896,955 2.00% 177,939 20,639 3,672.51 0.5% 18.36 11.23 7.1 2019 1,043,700 9,940,655 2.00% 198,813 24,767 4,923.99 0.5% 24.62 6.96 17.7 2020 1,115,248 11,055,903 2.00% 221,118 29,720 6,571.70 0.5% 32.86 7.43 25.4 2021 1,857,148 12,913,051 2.00% 258,261 35,664 9,210.72 0.5% 46.05 12.38 33.7 2022 1,427,086 14,340,137 2.00% 286,803 42,797 12,274.38 0.5% 61.37 9.51 51.9 2023 345,425 14,685,562 2.00% 293,711 51,357 15,084.05 0.5% 75.42 2.30 73.1 2024 - 14,685,562 2.00% 293,711 56,492 16,592.46 0.5% 82.96 - 83.0 2025 - 14,685,562 2.00% 293,711 62,142 18,251.70 0.5% 91.26 - 91.3 2026 - 14,685,562 2.00% 293,711 68,356 20,076.87 0.5% 100.38 - 100.4 2027 - 14,685,562 2.00% 293,711 75,191 22,084.56 0.5% 110.42 - 110.4 2028 - 14,685,562 2.00% 293,711 82,711 24,293.02 0.5% 121.47 121.5 2029 - 14,685,562 2.00% 293,711 90,982 26,722.32 0.5% 133.61 - 133.6 2030 - 14,685,562 2.00% 293,711 100,080 29,394.55 0.5% 146.97 - 147.0 2031 - 14,685,562 2.00% 293,711 110,088 32,334.00 0.5% 161.67 - 161.7 2032 - 14,685,562 2.00% 293,711 121,097 35,567.40 0.5% 177.84 - 177.8 2033 - 14,685,562 2.00% 293,711 133,206 39,124.14 0.5% 195.62 - 195.6 Totals 14,685,562 323,355.42 1616.78 157.34 1,459.44 NPV @ OCC 106,260.54 531.30 105.52 425.78 ERR 23% NPV @ OCC 425.78 BCR 5.03 27. Updated Financial Analysis: Despite very conservative assumptions, this analysis (table below) yielded an impressive FRR of 62 percent, an NPV of EUR 4126 million, and a Benefit-Cost Ratio of 34, pointing to a highly worthwhile investment from the government’s perspective. Page 55 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Combined Financial Analysis for LRCMP & AF at ICR Number of Cumulative Average Rate of Number of Total Value of TKGM TKGM Project Parcels Number of Value of Induced Induced Induced Transaction Transaction Costs (w/ Cash Flow Year Completed Parcels Transaction Transactions Transactions Transactions Fee Rate Fees VAT) Annually Completed per Parcel Parcel Parcel Percent Number EUR/Parcel Million EUR Percent Million EUR Million EUR Million EUR 2009 106,703 106,703 2.00% 2,134 4,000 8.54 4.0% 0.34 2.42 -2.1 2010 764,554 871,257 2.00% 17,425 4,800 83.64 4.0% 3.35 17.35 -14.0 2011 763,365 1,634,622 2.00% 32,692 5,760 188.31 4.0% 7.53 17.32 -9.8 2012 800,567 2,435,189 2.00% 48,704 6,912 336.64 4.0% 13.47 18.17 -4.7 2013 946,273 3,381,462 2.00% 67,629 8,294 560.94 4.0% 22.44 21.47 1.0 2014 809,218 4,190,680 2.00% 83,814 9,953 834.22 4.0% 33.37 18.36 15.0 2015 438,473 4,629,153 2.00% 92,583 11,944 1,105.81 4.0% 44.23 9.95 34.3 2016 875,502 5,504,656 2.00% 110,093 14,333 1,577.93 4.0% 63.12 8.42 54.7 2017 1,707,879 7,212,534 2.00% 144,251 17,199 2,481.01 4.0% 99.24 13.43 85.8 2018 1,684,420 8,896,955 2.00% 177,939 20,639 3,672.51 4.0% 146.90 13.25 133.7 2019 1,043,700 9,940,655 2.00% 198,813 24,767 4,923.99 4.0% 196.96 8.21 188.8 2020 1,115,248 11,055,903 2.00% 221,118 29,720 6,571.70 4.0% 262.87 8.77 254.1 2021 1,857,148 12,913,051 2.00% 258,261 35,664 9,210.72 4.0% 368.43 14.60 353.8 2022 1,427,086 14,340,137 2.00% 286,803 42,797 12,274.38 4.0% 490.98 11.22 479.8 2023 345,425 14,685,562 2.00% 293,711 51,357 15,084.05 4.0% 603.36 2.72 600.6 2024 - 14,685,562 2.00% 293,711 56,492 16,592.46 4.0% 663.70 - 663.7 2025 - 14,685,562 2.00% 293,711 62,142 18,251.70 4.0% 730.07 - 730.1 2026 - 14,685,562 2.00% 293,711 68,356 20,076.87 4.0% 803.07 - 803.1 2027 - 14,685,562 2.00% 293,711 75,191 22,084.56 4.0% 883.38 - 883.4 2028 - 14,685,562 2.00% 293,711 82,711 24,293.02 4.0% 971.72 971.7 2029 - 14,685,562 2.00% 293,711 90,982 26,722.32 4.0% 1068.89 - 1,068.9 2030 - 14,685,562 2.00% 293,711 100,080 29,394.55 4.0% 1175.78 - 1,175.8 2031 - 14,685,562 2.00% 293,711 110,088 32,334.00 4.0% 1293.36 - 1,293.4 2032 - 14,685,562 2.00% 293,711 121,097 35,567.40 4.0% 1422.70 - 1,422.7 2033 - 14,685,562 2.00% 293,711 133,206 39,124.14 4.0% 1564.97 - 1,565.0 Totals 14,685,562 323,355.42 12,934.22 185.66 12,748.56 NPV @ OCC 106,260.54 4,250.42 124.52 4,125.90 FRR 62% NPV @ OCC 4,125.90 BCR 34.13 Evidence of Additional LRCMP and AF Efficiency 28. Overall, the project displayed significant efficiencies during both the LRCMP original loan and Additional Financing periods. The efficiency dimension can be viewed from two perspectives. The first is that both the original LRCMP loan and Additional Financing have exceeded the targets initially set by 15 percent and 207 percent, respectively, which amounted to an exceedance level of 69 percent for the two operations combined. Secondly, LRCMP achieved the objective of exceeding its physical targets under decreasing budgets. This occurred via TKGM’s savings where the agency managed to save 11 percent of its initial allocation for the LRCMP, while the Additional Financing saved some 42 percent, amounting to a combined savings rate of 24 percent. These two performance records translate into significantly reduced unit costs for the principal activity of cadastre modernization. LRCMP’s initial expected unit cost per parcel was EUR 29 against a lower EUR 22.7 at closure. The Additional Financing period did much better where the initial expected unit cost of EUR 24 was effectively lowered to EUR 7.9 per parcel in 2023. The overall expected unit cost for the two operations of EUR 26.4 was lowered to EUR 12.6 at closure. This situation represents a very unusual efficiency achievement due to high performance both in resource utilization and work performance efficiency. 29. It would be an interesting area of research how exchange rate variations have contributed to the above noted efficiencies. However, given the length of the project implementation of 15 years, there have been eras of gains and losses due to exchange rate differentials and they might have largely offset one another. Page 56 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Key Efficiency Parameters Cadastral Renovations Planned and Realized Percent Description Units Planned Realized Realized LRCMP Renovation Million Parcel 4.10 4.73 115% LRCMP AF Renovation Million Parcel 2.10 6.45 307% LRCMP AF Digitization Million Parcel 2.50 3.50 140% Total 8.70 14.69 169% Cadastral Renovations Budgeted and Disbursed Percent Description Units Budgeted Disbursed Savings LRCMP Renovation Million EUR 119.26 107.39 11% LRCMP AF Renovation Million EUR 110.75 78.26 42% LRCMP AF Digitization Million EUR Total 230.01 185.66 24% Cadastral Renovations Units Costs Expected and Experienced Percent Description Units Expected Experienced Reduction LRCMP Renovation EUR/parcel 29.09 22.69 22% LRCMP AF Renovation EUR/parcel 24.08 7.86 67% LRCMP AF Digitization EUR/parcel Total 26.44 12.64 52% Efficiency Related to Orthophoto Production 30. Similarly, there was a high degree of efficiency in the production of orthophoto maps during LRCMP. The project achieved the coverage of 226,000 km2 (roughly a third of Türkiye’s territory) against an initial target of 40,000 km2, which was tailored to cover the 4.1 million renovation parcel area measuring some 40,000 km2. The sub-component budget was not raised while the area covered increased by almost five-fold. Page 57 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Analysis of Orthophoto Production Groups Project Outputs 2009 2010 2011 2012 2012 2013 2014 Total Number of Sheets 4,348 8,683 5,598 4,834 6,986 7,150 4,800 42,399 Area Flown in km² 26,088 53,898 33,588 29,004 41,916 42,900 28,800 256,194 Number of Contracts 2 4 3 2 2 2 2 17 Contract Value in TL (exc. VAT) 1.88 1.82 0.96 0.63 2.16 0.73 0.42 8.60 Calculated Statistics TL/km² 72.19 33.69 28.45 21.85 51.63 17.09 14.43 33.57 TL/contract 941,677 453,929 318,499 316,874 1,081,982 366,525 207,840 505,942 TL/sheet 433 209 171 131 310 103 87 203 Area in km²/contract 13,044 13,475 11,196 14,502 20,958 21,450 14,400 15,070 Average Cost in TL/km2 ₺80.00 ₺70.00 ₺60.00 ₺50.00 ₺40.00 ₺30.00 ₺20.00 ₺10.00 ₺0.00 2009 2010 2011 2012 2012 2013 2014 Total Series1 Unintended Impacts Under LRCMP and AF 31. LRCMP seems to have unleashed important synergies, and, therefore, has been a source of inspiration for TKGM in its internal restructuring that ensued. 32. A notable development was the separation of the bulk of the TKGM inhouse cadastre function from the agency by divesting it in the so called LIHKABs. LİHKAB is the Turkish language acronym for Licensed46 Office for Surveying and Cadastre (LOSC). These are private offices where licensed cadastre engineers provide service to the TKGM on behalf of the public. This is akin to some sort of private-public partnership arrangement. It is intended to combine the advantages of the two parties concerned, whereby the state becomes “the supervisor” instead of continuing with the former function of the “doer” on the transactions of demand-based cadastral services. LOSCs aim to carry out some cadastral services more effectively and rapidly and to provide employment for the surveying and cadastre sector. 33. As a result of the joint efforts under LRCMP and the ensuing AF, TKGM has been able to diversify its cadastral updating toolbox – and currently uses three different methods (correction, digitization and updating) for cadastre modernization. Undoubtedly, choosing the right method will save significant time and costs per the world experience facing similar challenges, as there is no one-size-fits-all panacea. A highly innovative feature of the new TKGM toolbox is 46The license, referenced above, is a document that gives the authorization to perform the work on behalf of the public, which the cartographers who have the necessary conditions are entitled to the exam. Without a reliance on private sector driven cadastral works such a huge cost-saving measure would have been inconceivable. Hence, the World Bank has somewhat contributed to this process via the ARIP project, although it never planned it to evolve in this manner. Page 58 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) that simultaneous utilization of renovation and digitization has recently been enabled in the same contract as per a TKGM Regulation in 2018, which were not to be mixed. 34. Another highly notable unintended impact has been the formalization and expansion of TKGM’s mandate in Real Estate Valuation, which used to apply only in the case of Establishment Cadastre (also called foundation Cadastre or First Cadastre). 35. TKGM’s enhanced visibility and technical strengthening now enables it to assist other countries with their cadastral needs. Examples include its cadastre establishment program in Afghanistan, and its involvement in technical support to some African countries under the Government’s TIKA agency. Page 59 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS 1. Per an email received from Turkiye’s Ministry of Treasury and Finance on November 22, 2023, the task team received minor comments to clarify some figures related to the Efficiency Analysis and the number of land registry offices and cadastre directorates overseen by TKGM. The team has incorporated these comments into the text. 2. The task team wishes to thank the Government of Turkiye, including the Presidency of Strategy and Budget, the Ministry of Treasury and Finance, and the General Directorate of Land Registry and Cadastre (TKGM) for their review of this ICR and valuable feedback. Page 60 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 6. SUPPORTING DOCUMENTS World Bank Documents 1. LRCMP Project Appraisal Document. 2. LRCMP Additional Financing Project Paper. 3. Country Partnership Strategy for the Republic of Turkey for the Period FY08 – FY11. 4. Country Partnership Strategy for the Republic of Turkey for the Period FY12 – FY15. 5. Country Partnership Framework for the Republic of Turkey for the Period FY18 – FY21. 6. Implementation Status Reports (ISRs). ISRs 2 to 31 covering the period November 18, 2008 to December 22, 2022. 7. Aides Memoire for LRCMP from May 26, 2008 to September 23, 2022. 8. Financing Agreement for IBRD Loan 75370-TU. June 9, 2008. 9. Financing Agreement for IBRD Loan 85410-TU. November 30, 2015. 10. Restructuring Papers for LRCMP dated February 21, 2013, December 2, 2014, August 14, 2015, December 10, 2018, November 6, 2020, and November 23, 2022. 11. Land Management Infrastructure for Green and Sustainable Development Project Appraisal Document. Reports 1. LRCMP Mid-Term Review Report, May 2011 (Original Loan). 2. LRCMP Mid-Term Review Report, September 2018 (Additional Financing). 3. Government of Turkey Ninth Development Plan (2007-2013). 4. Government of Turkey Tenth Development Plan (2014-2018). 5. Government of Turkey Eleventh Development Plan (2019-2023). 6. Bakici, S., Kisa, A., and Erkek, B. National Spatial Data Infrastructure (NSDI) Feasibility Study in Turkey, https://www.tkgm.gov.tr/sites/default/files/2020-10/13.pdf. 7. Satana, S. & Grover, R. Turkey Real Estate Projects: The Way Ahead, A Technical Study, September 2021. 8. Deininger, K. 2003. Land Policies for Growth and Poverty Reduction. Washington DC: The World Bank. Others 1. Borrower’s ICR 2. Economic Impact of 20+ Years of ECA Land Registration Projects; Satana, Adlington, Torhonen, Anand; Annual World Bank Land and Poverty Conference 2014. 3. Ministry of Environment, Urbanization and Climate Change: https://www.milliyet.com.tr/emlak/gayrimenkul- sahipliginde-kadin-erkek-esit-mi-68183. 4. OECD Social Institutions and Gender Index: https://www.genderindex.org/wp- content/uploads/files/datasheets/2019/TR.pdf. 5. TKGM Policy 3402/22 and Appendix 1 on Cadastre Modernization Procedures. 6. World Bank Core Sector Indicators and Definitions: Land Administration and Management. 7. World Bank Corporate Results Indicators: Implementation Guide. April 2017. Page 61 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) ANNEX 7. REVISIONS TO THE RESULTS FRAMEWORK OF LRCMP PER ASSOCIATED RESTRUCTURING Indicators, Baselines, and February 21, 2013 October 15, 2015 (AF) December 10, 2018 Indicators, Baselines Rationale for Changes End Targets at Board and End Targets at Approval Project Closing PDO Indicators Improved customer - Renamed “Improved - End Target revised to 95 - End Target revised to 90 Improved customer 2013: Phrasing updated to satisfaction for cadastre customer satisfaction for land percent percent satisfaction for land include land registry services in services registry and cadastre services” registry and cadastre indicator; baseline and end - Baseline and End Target services target enumerated for better Baseline: Poor changed to percentages to measurement. End Target: Good read 40 percent and 85 Baseline: 40 percent 2015: End Target updated to percent, respectively End Target: 90 percent increase level of ambition with customer satisfaction. 2018: End Target slightly lowered to be in line with “perfection” similar to other advanced land agencies. Reduced number of - No change via Restructuring, - Indicator wording - Reduced number of 2015: Phrasing modified to cadastre disputes in courts though the End Target was set revised to omit “in cadastre disputes reflect that all cadastre at 2 percent within the first courts” disputes, including those in Baseline: 4 percent year of project implementation - End Target revised to Baseline: 4 percent courts, were being reduced; End Target: Undefined as agreed with TKGM 1.5 percent End Target: 1.5 percent End Target lowered to increase ambition of indicator. Increased income of TKGM - Indicator dropped 2013: Indicator dropped since from cadastre related TKGM would not become a services self-financing agency and cadastre modernization Baseline: TYL 40 services were being outsourced million/year to the private sector, in line End Target: Undefined with good practice. Reduction in time to - No change through - - Reduction in time to - deliver cadastre data Restructuring, though the End deliver cadastre data requests Target was set at 2 hours (0.25 requests days) within the first year of Page 62 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Baseline: 1 week (7 days) project implementation as Baseline: 7 days End Target: Undefined agreed with TKGM End Target: 0.25 days (2 hours) Increased number of - End Target revised to 50 - End Target revised to - Indicator reworded as Active protocols with 2013: End Target increased external users who have institutions/agencies47 800 institutions/agencies “Active protocols with other public and since it already exceeded on-line/off-line access to other public and private private institutions original target. digital cadastre institutions having on-line having on-line access 2015: End Target further information access to digital cadastre to digital cadastre increased as part of AF. information from TKGM” information from 2018: Indicator rephrased to Baseline: 0 - End Target revised to 900 TKGM articulate the active protocols End Target: Undefined in place with external users Baseline: 0 (both public and private); End End Target: 900 Target further increased after it exceeded the AF target. - New PDO Indicator Cumulative number of 2018: Indicator added as part “Cumulative number of TKGM and contractor of measuring long-term TKGM and contractor personnel trained to sustainability of cadastre personnel trained to implement cadastre modernization investments by implement cadastre renovation and tracking the number of TKGM renovation and digitization and contractor personnel who digitization” added to RF were trained to use new Baseline: 3,130 procedures. Baseline: 3,130 End Target: 7,000 End Target: 7,000 - Intermediate Result Total number of 2018: Indicator added to PDO Indicator “Total number of parcels Indicators to account for the parcels renovated/updated in major investments in cadastre renovated/updated in digital format modernization throughout digital format” upgraded LRCMP implementation. to PDO-level Indicator Baseline: 0 - End Target revised to End Target: 11,000,000 11,000,000 47 During the first year of project implementation, it was agreed with TKGM that the End Target would be set at 18 institutions/agencies. Page 63 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Intermediate Results Indicators Component 1 Around 4.1 million parcels - End Target revised to 3.1 - Indicator reworded as - Indicator reworded as 2013: Envisaged number of renovated/updated and million “Parcels “Total number of parcels parcels were lowered due to digital format renovated/updated in renovated/updated in budget shortfalls that made digital format” digital format” and the 4.1 million parcel target Baseline: 0 - End Target revised to upgraded to PDO-level unachievable at that time. End Target 4.1 million 9.4 million Indicator 2015: “3.1 million” removed from phrasing, as End Target was exceeded and subsequently revised. 2018: See PDO explanation. - Sub-indicator “Parcels - Sub-indicator upgraded Total number of 2015: Sub-indicator added to renovated” added to RF to Intermediate Results parcels renovated provide breakdown of parcels indicator renovated as part of overall Baseline: 4.1 million - End Target revised to 8.5 Baseline: 4.1 million cadastre modernization. End Target: 6.9 million million End Target: 8.5 million 2018: Upgraded to Intermediate Results Indicator to keep measuring renovated parcels; End Target increased after original exceeded. - Sub-indicator “Parcels - Sub-indicator upgraded Total number of 2015: Sub-indicator added to digitized” added to RF to Intermediate Results parcels digitized provide breakdown of parcels indicator digitized as part of overall Baseline: 0 Baseline: 0 cadastre modernization. End Target: 2.5 million End Target: 2.5 million 2018: Upgraded to Intermediate Results Indicator to keep measuring renovated parcels. Base maps including - End Target revised to 140,000 - - Base maps including 2013: End Target increased orthophotos are available km2 orthophotos are after original was exceeded. to government agencies available to government agencies Baseline: 0 End Target 40,000 km2 Baseline: 0 km2 Page 64 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) End Target: 140,000 km2 - Core land administration - End Target revised to - Indicator dropped 2013: It was mandatory to add indicator “Target population 21,000,000 core land indicators to project. with use or ownership rights 2015: End Target increased recorded as a result of the after original exceeded. project” added to RF 2018: Indicator later dropped after determined that other Baseline: 0 methods were more suitable End Target: 9,300,000 for measuring cadastre modernization progress vis-à- vis the data maintained at the land registry concerning use/ownership rights. - Core land administration - End Target revised to - Indicator dropped 2013: It was mandatory to add indicator “Land parcels with 6,900,000 core land indicators to project. use or ownership rights 2015: End Target increased recorded as a result of the after original exceeded. project” added to RF 2018: Indicator later dropped after determined that other Baseline: 0 methods were more suitable End Target: 3,100,000 for measuring cadastre modernization progress vis-à- vis the data maintained at the land registry concerning use/ownership rights. - Sub-indicator “Land - Sub-indicator upgraded Land parcels with 2015: Sub-indicator added to parcels with use or to Intermediate Results use/ownership rights reflect AF’s increased focus on ownership rights Indicator recorded as a result of gender inclusion. recorded as a result of - End Target revised to the project – female 2018: Indicator upgraded to the project – female” 2,820,000 keep measuring the number of added to RF Baseline: 798,000 parcels that underwent End Target: 2,820,000 cadastre modernization that Baseline: 798,000 impacted female owners and End Target: 2,415,000 users based on land registry Page 65 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) data; End Target increased after original was exceeded. - Core land administration - End Target revised to - Indicator dropped 2013: It was mandatory to add indicator “Target land area 5.5 million hectares core land indicators to project. with use or ownership rights 2015: End Target increased recorded as a result of the after original exceeded. project” added to RF 2018: Indicator later dropped after determined that other Baseline: 0 methods were more suitable End Target: 2.8 million hectares for measuring the territorial coverage of cadastre modernization. - “Cadastre data converted to - - Cadastre data 2013: Indicator added to track new database and harmonized converted into new land registry and cadastre data with registration data” added database and harmonization process to RF harmonized with conducted by TKGM. registration data Baseline: 51,000,000 End Target: 55,000,000 Baseline: 51,000,000 End Target: 55,000,000 - “Cadastre and registration - - Cadastre and 2013: Indicator added to track data integrated” added to RF registration data land registry and cadastre data integrated integration process conducted Baseline: 47,500,000 by TKGM. End Target: 50,000,000 Baseline: 47,500,000 End Target: 50,000,000 - “Data available in new - End Target revised to - Indicator reworded as Cumulative number of 2013: Indicator added to track Cadastre Data Consolidation 30,000,000 “Cumulative number of parcels for which data MEGIS development. system” added to RF parcels for which data is is verified and 2015: End Target increased verified and available in available in MEGSIS under AF, original exceeded. Baseline: 23,500,000 MEGSIS” 2018: Indicator rephrased to End Target: 25,000,000 - End Target revised to Baseline: 23,500,000 explicitly state MEGIS; End 35,000,000 End Target: 35,000,000 Target increased after original exceeded. Component 2 Page 66 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Design of model office is - - - Design of model office - completed by the end of is completed by the the first year of project end of the first year of implementation project implementation Baseline: None End Target: Design Baseline: None completed End Target: Design completed Model offices constructed - - - Model offices - constructed Baseline: None End Target: 3 model offices Baseline: 0 constructed End Target: 3 Increase in number of - Revised as a core land - - Avg. no. of days to 2013: Indicator rephrased to transactions per staff in administration indicator to complete recordn of comply with mandatory core pilot offices read as follows: “Average purchase/sale of land administration indicator number of days to complete property in land adm inclusion; Baseline and End Baseline: 0 the recordation or a system Targets also further defined. End Target: Undefined purchase/sale of a property in the land administration Baseline: 1 day system” End Target: 0.25 days (2 hours) Baseline: 1 day End Target: 0.25 days (2 hours) - Sub-indicator “Average - Avg. no. of days to 2015: Sub-indicator added to number of days to complete recordn of better measure the impacts of complete the recordation purchase/sale of LRCMP investments in urban of a purchase/sale of a property—Urban areas. property in the land administration system – Baseline: 1 day Urban” added to RF End Target: 0.25 days (2 hours) Baseline: 1 day End Target: 0.25 days (2 Page 67 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) hours) - Sub-indicator “Average Avg. no. of days to 2018: Sub-indicator added to number of days to complete recordn of better measure the impacts of complete recordation of a purchase/sale of LRCMP investments in rural purchase/sale of a property—Rural areas, particularly since this is property in the land where cadastre modernization administration system – Baseline: 1 day primarily occurred. Rural” added to RF End Target: 0.25 days (2 hours) Baseline: 1 day End Target: 0.25 days (2 hours) Policy on access and - - - Policy on access and - charges of land registry and charges of land registry cadastre data is prepared and cadastre data is and approved prepared and approved Baseline: Not done End Target: Completed Baseline: Not done End Target: Completed Number of information - Reworded as “Number of - End Target revised to - Indicator reworded as Number of annual on- 2013: Rephrased to reflect requests increased by 10 internet information requests 170,000,000 “Number of annual on-line line enquiries from GoT’s digital priorities; End percent a year increased by 10% per year” enquiries from TAKBIS” TAKBIS Target defined. - End Target revised to 2015: AF End Target increased; Baseline: 0 Baseline: 0 350,000,000 Baseline: 0 original exceeded. End Target: Undefined End Target: 9,000,000 End Target: 2018: Indicator rephrased to 350,000,000 specify TAKBIS access by external users; End Target raised after AF one exceeded. Component 3 Strategic Plan is prepared - End Target revised to also - End Target revised to - End Target modified to Strategic Plan is End Targets revised to track and approved account for the preparation also account for the correct Strategic Plan prepared and the development of all and approval of the Strategic preparation and approval dates from 2020 – 2024 to approved Strategic Plans prepared by Baseline: 0 Plan for 2015-2019 of the Strategic Plan for 2019 - 2023 TKGM throughout the life of End Target: Strategic Plan 2020 – 2024 Baseline: 0 the project. Page 68 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) for 2010-2014 prepared End Target: A new and approved Strategic Plan for 2019- 2023 prepared and approved Training courses completed - End Target revised to 7 - Indicator revised as - End Target revised to Number of TKGM staff 2013: End Target lowered to training courses completed “Number of TKGM staff 6,000 trained to implement account for budget shortfalls Baseline: 0 trained for capacity cadastre renovation due to unfavorable exchange End Target: 15 courses building” in order to and digitization works rates at that time. (1,000 staff trained) monitor the number of 2015: Indicator rephrased to participants in training Baseline: 0 monitor number of TKGM staff sessions under the AF End Target: 6,000 trained instead of just the courses. Baseline: 0 2018: End Target raised after End Target: 5,000 original was exceeded. 2018: Sub-indicator added to - Indicator “Total number Total number of track contractors to reflect the of contractors staff trained contractors staff importance of private sector to implement cadastre trained to implement participation in the cadastre renovation and digitization cadastre renovation modernization process. works” added to RF and digitization works Baseline: 100 Baseline: 100 End Target: 1,000 End Target: 1,000 Study visits undertaken - End target revised to 5 study - End Target revised to 11 - End Target revised to 12 Study visits completed 2013: End Target lowered to tours study tours study tours account for budget shortfalls Baseline: 0 Baseline: 0 due to unfavorable exchange End Target: 6 End Target: 12 rates at that time. 2015: AF End Target; original exceeded 2018: End Target raised after original exceeded. Component 4 Detailed design for pilot - - - Detailed design for - completed and pilot areas pilot completed and selected pilot areas selected for Page 69 of 70 The World Bank Turkey Land Registration and Cadastre Modernization Project (P106284) Property Valuation Baseline: 0 End Target: Pilot project Baseline: 0 design completed, pilot End Target: Pilots municipalities selected completed Provisional policies are - Indicator dropped 2013: Indicator dropped after prepared policy work was combined with Draft Property Valuation Policy Baseline: None indicator below. End Target: Completed - Indicator “Evaluation of - Evaluation of mass 2015: Indicator added during mass valuation pilots valuation pilots AF to track progress on completed and policy completed and policy outcomes of property options developed” options developed valuation pilots based on added to the RF evaluation findings. Baseline: None Baseline: None End Target: Completed End Target: Completed Draft property valuation - - Indicator reworded to - Draft property 2015: Indicator rephrased to policy is completed and read “Draft policy valuation policy is specify for what the draft submitted valuation is completed completed and property valuation policy and submitted to inform submitted to inform would be used once it was Baseline: None Government’s policy Government’s policy completed. End Target: Completed discussion” discussion Baseline: None End Target: Completed Study visits undertaken - Indicator dropped 2013: Indicator combined with study tour indicator under Baseline: 0 Component 3. End Target: 6 Page 70 of 70