CEO of Özyegin Social Investments, Ayla Goksel, sheds light on challenges and opportunities in driving philanthropic operations in Turkey, and dynamics between international and local organisations.
 
Özyegin Social Investments is a group of different organisations started or supported by the Özyegin family. These include: ACEV (the Mother Child Education Foundation); the Özyegin Foundation; Özyegin University; and then various other smaller initiatives.
 
Their investments are 90% in education. And, approximately 70% to 80% of Özyegin Social Investments’ funding comes from the Özyegin family.
 
The organisation was founded by Hüsnü Özyegin, who’s a highly philanthropic, self-made billionaire in Turkey. They have deployed $525m in philanthropic funds in Turkey and directly impacted 1.5m lives.
 
Ayla explains how she’s very fortunate to manage both an international foundation and local charitable activities on the ground as well.  She sheds light on the contrast and peculiar dynamics between international organisations and local NGOs; and also highlights the implications of being a family foundation – especially one where the Founder is still alive and active.
 
She notes that, indeed, there are differences between working ‘on the ground’ locally vs working ‘in the Boardroom’ internationally.  On the international level, it is very easy to get removed from reality – especially in over-professionalised organisations where, perhaps, there’s too much mimicking of a private sector approach. Nevertheless, a global outlook is important and there is much value to be derived from the global insights, trends and experience that global foundations and international organisations can bring to the local market.
 
Ayla mentions that dialogue between these various types of organisations is key and, importantly, it needs to be on equal footing. There is often a power imbalance due to financing and political clout – and it is up to the leaders in philanthropy to foster a collegial environment of information-sharing and appreciation for what other parties bring to the table.
 
Ayla specifically references the high number of Syrian refugees who have arrived in Turkey and how that has impacted philanthropic and NGO operations on the ground; and the relationships between international organisations, government and local NGOs.
 
International organisations not only need to take time to identify good local delivery partners on the ground but they also need to have good intentions to share control with these local partners – something that doesn’t always happen. Sharing control with local partners makes operational sense and, also, can help build valuable political capital.
 
Relations between international organisations and local stakeholders in Turkey have not been optimal, particularly around communications, sharing control and exchanging information. This comes at a cost both to international organisations and local NGOs alike. Some international organisations have not been able to to complete registrations to continue operations in the country; and many local NGOs could have benefited from credible international supporters who could have helped local stakeholders improve their advocacy – there could have been much better integration of projects.
 
Ayla observes that risk tolerance becomes low when dealing with politically volatile situations -- the civil space has gotten smaller in the country.
 
This has had a direct impact on her operations, which they have been able manage by adapting, thinking creatively and moving outside their comfort zone. For example, they have started seeking partnerships with municipalities and local NGOs; as opposed to their traditional central government relationships. They have also started to explore collaboration with local, loosely formed initiatives.  In other words, these challenges also brought opportunities for them and there is a bright side to how they’ve managed these developments. 
 
However, not all org