Investment Monitoring and Coordination Directorates: Structure, functions, problems and a model proposal

In this study, the establishment of the Investment Monitoring and Coordination Directorete (IMCOD), which gained legal status as a new organization within the provincial administration in metropolitan cities with the Law No. 6360 in 2012, its foundation reasons, benefits and transformation process, the reforms of the Law No. 6360 and the criticisms of these reforms, and the change experienced with IMCOD in the implementation processes of central public investments is discussed. In this context, the structure and functioning of IMCOD are explained comparatively with the central, local and regional organizations operating in a similar institutional environment, and the type and nature of the relations between them are revealed. In addition, criticism of IMCOD is made by clarifying where and how IMCOD is positioned in the Turkish administrative structure. In addition to these, IMCOD's problems and solutions for these problems; IMCOD problems and suggested solutions are classified in detail in the light of the findings and determinations made after the qualitative and quantitative analysis of the data. As a result, it is hypothesized that IMCOD has deeply rooted problems in legal status, legislation, activity, functioning, organization, personnel, financial structure, budget, duty, authority, administrative capacity, coordination, institutionalization, transparency, accountability, audit, participation, representation, effectiveness and efficiency, and it is concluded that IMCOD should have a strong, flexible, effective, efficient, transparent, accountable structure and function that allows participation and representation and that has a high level of administrative capacity, coordination and institutionalization. In this direction, a new organizational model proposal is being developed under the name of 'Investment, Monitoring, Coordination and Planning (IMCOP) Directorate' and suggestions for legislative changes required for the implementation of the model are presented in the appendices of this study in the form of a 'Draft Law Proposal' and a 'Presidential Decree Draft Proposal'. Thus, it is aimed to contribute to the improvement of the planning, decision-making and implementation stages of central public investments and to bring local initiative and democratic management understanding to the forefront by making IMCOD a strong, effective and participatory structure and function.