MIDDLE BLACK SEA DEVELOPMENT AGENCY STRATEGIC PLAN ( ) EXECUTIVE SUMMARY

Transcription

1 MIDDLE BLACK SEA DEVELOPMENT AGENCY STRATEGIC PLAN ( ) EXECUTIVE SUMMARY

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3 MIDDLE BLACK SEA DEVELOPMENT AGENCY STRATEGIC PLAN Middle Black Sea Development Agency, st Edition No: Araştırma/21 1

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5 PREFACE Middle Black Sea Development Agency (OKA) aims to develop cooperation between local actors and central administration in order to facilitate a fast, healthy, continuous and sustainable development movement with the participation of regional actors and to increase competitive advantage of regional provinces; Amasya, Çorum, Samsun and Tokat, at national and international scale. Since its establishment in 2009, Middle Black Sea Development Agency that has taken important steps in the process of institutionalization has carried out many activities successfully for economic and social development of Amasya, Çorum, Samsun and Tokat provinces. Financial and technical supports provided by our Agency has provided significant added value to the Region's economic, social, cultural and institutional development. OKA follows recent developments in order to be a part of global networks and to ensure the maximum benefit of the Region from international developments. OKA is working in collaboration with all bodies, especially the Administrative Board and the Development Council, in a participatory approach in the light of the opinions and suggestions of all stakeholders. In the context of present administrative system, taking consciously steps for the future and developing strategic corporate approaches are common realities accepted by all parties. In this context, in order to provide high quality of service delivery, corporate policy development, effective resource planning and effective implementation, monitoring and evaluation; Corporate Strategic Plan for the years has been prepared through a participatory process by OKA. In this strategic plan, prepared for a 5-year period between , it has been elaborated to provide the compatibility of the Plan with national, regional plans and programs and local needs in terms of priorities, objectives, goals, duration, outcome and impact of activities. In addition, consistency with regional and local development plans prepared for other projects and activities were also considered. I would like to thank to everybody, especially all Agency staff spend their time and effort to prepare this Strategic Plan. I wish this plan would contribute to the development of our Region. Cevdet CAN Governor of Tokat Chairman of the Administrative Board 1 3

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7 EXECUTIVE SUMMARY Middle Black Sea Development Agency, which has been established for the coordination of TR83 Region's development process, has carried out various activities in Amasya, Çorum, Samsun and Tokat provinces within the framework of sustainable social and economic development principles since November Although it is not subject to the Law No. 5018, OKA prepared a strategic plan in order to carry out its activities in a more systematic way. At first, the Strategic Plan Team (SPT) is established among Planning, Programming and Coordination Unit and after that the Strategic Planning Coordination Team (SPCT) is composed of representatives of all the units established. The summary and results of the works of SPCT were submitted to Strategic Planning Committee which consists of heads of units and the Secretary General. In the first part of the plan there are the analysis of current situation, information about organizational structure and current legislation. Works with internal and external stakeholders constitute a significant portion of the preparation step. Stakeholder analysis was performed through surveys, focus group meetings and face to face interviews. First, electronic surveys for internal and external stakeholders have been established. In these surveys, questions were asked to stakeholders to determine the current status and future vision. All OKA staff participated in internal stakeholders survey; where Development Council members, representatives of public institutions, universities, municipalities, civil society and the private sector were the participants of external stakeholders survey that has 300 responses. In four provinces, in order to catch more details, face to face interviews and focus group interviews were conducted with external stakeholders. After survey activities, SWOT analysis with internal stakeholders was carried out. Considering the current situation and the views of stakeholders, goals and objectives of the Agency were determined by the unit meetings. All the strategic goals and objectives determined by the units were discussed with all of the Agency's staff and the draft chart was opened for discussion over internet. In addition to these, all processes and the results were discussed in the Development Council meeting on 11 March Development Agencies came into question in Turkey with the request of the European Union under public management reforms. Within the framework of Compliance with European Union, parallel to the NUTS (Nomenclature of Territorial Units for Statistics), three levels were established in our country. Code "Law of Establishment, Coordination and Duties of Development Agencies" was adopted by the Parliament on and published in the Official Gazette No dated Izmir and Cukurova Development Agencies were established in After that in 2008 eight and in 2009 sixteen, total of 26 Development Agencies were established around Turkey. Legal liabilities of Development Agencies are determined by Law No on the Establishment, Coordination and Duties of Development Agencies, Decisions of the Council of Ministers; project and activities support regulations, budget and accounting regulations, staff regulations, working procedures and principles regulations, audit regulations and Development Agencies Support Management Guide. Middle Black Sea Development Agency (OKA) has been established by the decision of the Council of Ministers on November 10th, 2008 according to the Law No

8 OKA, established in this framework, firstly prepare current situation analysis to plan activities in TR83 Region. At the end of 2013, the Region s total population is 2.7 million. The population of Samsun constitutes about half of the Region s population. Analyzing the distribution of educational level of the population, it is noticed that high school and bachelor degree graduates are not yet sufficient. The education that has great significance for personal and social development also significantly affects the quality of human capital, essential for increasing efficiency of the economy. Analyzing health indicators, it is seen that number of staff working in health institutions is below both the average of country and the average of developed countries. Looking at the distribution of health personnel in TR83 provinces, it is seen that there is a high concentration in Samsun. Samsun is an important center in health sector for Black Sea Region. In the Region, 20% of population with the lowest incomes gets 5.8% of GDP while %20 of population with the highest incomes gets 46.3 % of GDP. Thus, 21 st among 26 NUTS2 Regions, the income distribution is more unbalanced in TR83 Region because the economy is largely based on agriculture. The employment in agricultural sector is mostly unpaid family labor and the values occurred are not transferred to the agricultural industry. Therefore, transferring employment to the agro-based industries will increase employment opportunities, agricultural industry development, formal employment, number of wageworkers, regional income and living standards in TR83 Region. Analyzing TR83 Region s economic structure under three titles as agriculture, industry and services; it is seen that these sectors have similar shares from GDP and Gross Value Added compared to shares in whole country. TR83 Region is 6 th among 26 NUTS2 Regions in terms of total agricultural production value. The agricultural sector remains to be the main sector in Region in terms of creating jobs. In this Region, almost all kinds of vegetables and fruits are grown except citrus, cotton and some 1 6

9 tropical plants. However, the majority of agricultural firms in our Region is small-scaled and has low efficiency. In recent years in our Region, it can be seen that there is a tendency towards organic agriculture and good agricultural practices. The added value created by the industry in the Region is below the national average. However in years, the share of industrial sector in total added value has been rising; while the share of agriculture has been declining. In the Region, the industrial sector is dominated by the manufacturing industry. In the Region, there are medium sized industrial enterprises using local raw materials - food, tiles, bricks and construction materials, wood and forest products-; metal products, machinery and equipment manufacturers that meets previous enterprises machine needs and also industries that develop depending on foreign demand in addition to domestic demand -clothing manufacturing, food industry, medical supplies-. According to 2011 Socio-Economic Development Index (SEDI) Study announced by the Ministry of Development in 2013, while the Region doesn t have any first (the most developed) or second stage developed cities; Samsun is a third; Amasya and Çorum are fourth and Tokat is a fifth stage developed cities; there is no sixth stage (the least developed) city. In a ranking among NUTS2 Regions, TR83 Region is 15 th among 26 Regions. Soci0-Economic Development Index / 2003 Soci0-Economic Development Index / 2011 International Competitiveness Research Institute / Competitiveness Index / International Competitiveness Research Institute / Human Capital and Quality of Life Amasya Çorum Samsun Tokat The purpose of analysis and evaluation studies about current situation analysis is to prepare the Regional Development Plans. Yeşilırmak Basin Development Project (YBDP) Master Plan that determines the main framework of regional development activities and constitutes the basis of Agency s support activities- covering Amasya, Çorum, Samsun and Tokat, was prepared in coordination of Undersecretariat of State Planning Organization between 2004 and According to this Plan; Middle Black Sea Region s vision is to be An internationally respected institution aiming at making the Region the gate of Turkey opening to the Black Sea, with increased living standards, ecologic sensitivity, competitiveness and fast development. This vision strongly emphasizes the perspective of Region s social and economic development and competitiveness and ecological balance sensitivity. 1 7

10 Goals and Priorities of TR83 Regional Plan STRATEGIC GOAL 1: Build An Effective Spatial Organization STRATEGIC GOAL 2: Development of Human Resources and Social Structure Priority 1.1: Develop the Regional Infrastructure in Line with the Philosophy of an Effective Spatial Organization Priority 2.1: Organize Education at Every Level According to the Production and Service Needs of the Region Priority 1.2: Prepare the Cities for Future in a Secure and Planned Manner Priority 2.2: Develop Institutional Mechanisms Against Poverty, Unemployment and Lack of Security Priority 2.3: Improve Urban Social Quality of Life in the Region Priority 1.3: Transform Rural Settlement Pattern into a Rational Structure Priority 2.4: Bring Services to the Poor and Disadavantageous Groups in the Countryside STRATEGIC GOAL 3: Increase Firms' Competitive Power and Opening Out Priority 3.1: Make Use of Agglomeration Economies and Externalities at Regional and Urban Scale Priority 3.2: Strenghthen the Bond Between Knowledge and Production in Order for Researchers to be Effective in Decision-Making Processes and Guide Policy Priority 3.3: Opening Out Priority 3.4: Develop by Diversifying and Promote Regional Tourism Priority 3.5: Develop Irrigation in Agriculture and Increase Vegetable Production Generating High Income, Carry Out Agricultural Researches Priority 3.6: Increase Competitive Power in Animal Husbandry Sector Priority 3.7: Strenghthen Financial Structures of the SMEs in Agriculture, Industy and Service Sectors in the Region Priority 3.8: Develop and Diversify Construction and Transportation Services STRATEGIC GOAL 4: Protect Ecological Balances, Environment and Improve the Situation Priority 4.1: Protect and Control Air, Soil, Water and Forest Eco-systems, Reduce the Impacts of Urban-Agricultural Polluters Priority 4.2: Protect and Ensure Sustainability of Biodiversity STRATEGIC GOAL 5: Strengthen Institutional Structure Priority 5.1: Strenghten Local Government and the Development Agency Priority 5.2: Strenghten Civil Society and Private Sector Priority 5.3: Develop the Central Public Administration Institutions in the Region 1 8

11 The units of OKA carry out various studies depending on conducted analyses and regional plan. The planning process is the beginning of the cycle of the Agency's work mechanism. Regional Improvement Plan is being prepared compatible with National Development Plan. The beginning of the regional planning process constitutes the analyses of current situation. The current situation analysis reveals the current situation of social, economic and spatial development in the Region. In the analysis, qualitative and quantitative data are compiled by various methods and after regional development areas are identified according to these analyses through a participatory process. YBDP Master Plan for TR83 Region, working area for Middle Black Sea Development Agency, was prepared by the State Planning Organization in 2006 and it is valid until Planning, Programming and Coordination Department updates the current situation analysis and forms strategies and action plans in key areas. Program Management Department is responsible for conducting financial support programs. Within the financial support programs framework, the Monitoring and Evaluation Department s responsibilities begin after signing contracts with beneficiaries. Regular monitoring visits are organized to help execution of projects in a healthy way and payments are made after taking monitoring reports from beneficiaries. Following the implementation of the program, the impact assessment process begins. SOCIO-ECONOMIC CURRENT SITUATION ANALYSIS MONITORING AND EVALUATION PLANNING IMPLEMENTATION FINANCIAL SUPPORT PROGRAM Different roles have been given to the Investment Support Offices in regulation. These roles are acceptation and keep track of applications, permits and / or licenses or other administrative business processes of investors in provinces. Human Resources and Financial Services Department operates in the areas of accounting, financial affairs, administrative affairs, media and public relations, human resources and information-processing activities to fulfill the Agency's operations in a healthy way. Also, all activities and operations of the Agency are controlled by the internal auditor. Besides that, legal 1 9

12 advisor of the Agency is responsible for protecting the interests of the Agency in the legal issues, expressing opinions on the legal issues. After taking into account all these duties and responsibilities, internal and external stakeholder interviews; the Agency's vision, mission, core values and strategic plan objectives, targets and actions are determined for 5 years according to Agency s job description and responsibilities. According to this; Vision An internationally respected institution aiming at making the Region the gate of Turkey opening to the Black Sea, with increased living standards, ecologic sensitivity, competitiveness and fast development. Mission Successfully implementing necessary plans, programs and activities in order to maintain sustainable development in the areas of economic, social and cultural life, together with our stakeholders in Middle Black Sea, as well as developing ourselves and our Region with a participative governance understanding. Core Values; Middle Black Sea Development Agency's values and working principles based on activities and projects, are listed below; Solution-Oriented Efficiency and Productivity Scientific and Innovation Social Responsibility Sensitivity to Environmental and Cultural Values Participation Impartiality Reliability Accountability Openness and financial transparency Accessibility Sustainability Consistency 10

13 STRATEGIC GOALS With the Strategy and analysis studies, following objectives have been established. 1 Designing Effective Regional Development Tools 2. Improving Institutional Capacity of Institutions and Organizations and Working with Them in collaboration 3. Improving the Efficiency of Financial Support Program 4. Improving the Efficiency of the Agency in the Process of Internationalization of the Region and integration to the European Union. 5. Increasing Investments in the Region and Ensuring the Improving Foreign Trade 6. Increasing Publicty of the Agency and Forming New Institutional Standards for Providing Better Services 11

14 Objectives and Goals of OKA Strategic Plan OBJECTIVE 1: Designing Effective Regional Development Tools OBJECTIVE 2: Improving Institutional Capacity of Institutions and Organizations and Working with Them in collaboration Goal 1.1: Regional strategies and action plans will be prepared by following regional, national and global developments. Goal 2.1: Networks among the public sector, universities, civil society and private sector will be developed. Goal 2.2: Development Council will be ensured to work efficiently. Goal 2.3:Participation of stakeholders will be increased while identifying development strategies and regional development axis. Goal 1.2: Studies will be carried out for the implementation of regional plan. Goal 2.4: Corporate capacity of enterprises will be improved. Goal 2.5: Enhancing NGO's institutional capacity and developing NGO's cooperation will be provided. OBJECTIVE 3: Improving the Efficiency of Financial Support Program Goal 3.1: Cooperation within and between institutions will be improved to design call for proposals. Goal 3.2: Efficiency of the implementation process of financial support program will be increased. Goal 3.3: Alternative support mechanisms will be developed. Goal 3.4: Implementation of call for proposals will be ensured to be monitored efficiently. Goal 3.5: Impact analysis of the financial support programs will be conducted. OBJECTIVE 4: Improving the Efficiency of the Agency in the Process of Internationalization of the Region and the EU Integration Process Goal 4.1: Capacities of regional stakeholders about national and international partnerships and project implementation will be increased. Goal 4.2: Institutional capacity of the agency will be improved by implementing EU accreditation criteria. Goal 4.3: Adaptation of TR83 Region to EU legislation will be ensured. OBJECTIVE 5: Increasing Investments in the Region and Ensuring the Improvement of Foreign Trade Goal 5.1: Foreign trade volume in the region will be increased. Goal 5.2: Investment strategy of the Region will be prepared. Goal 5.3: The region will be promoted nationally and internationally. Goal 5.4: Entrepreneurs and investors will be supported. Goal 5.5: Investment environment of the region will be improved. OBJECTIVE 6: Increasing Publicity of the Agency and Forming New Institutional Standards for Proving Better Services Goal 6.1: Promotion of the agency at the local, national and international levels will be executed. Goal 6.2: Institutional communication will be strengthened. Goal 6.3: Human resources process will be more effectively managed. Goal 6.4: Measures for increasing job efficiency and motivation of personnel will be taken. Goal 6.5: In order to ensure efficient and effective functioning of the Agency, internal and legal control of all work and processes will be done and new regulation and rules will be proposed. Goal 6.6: Infrastructure and usage of communication and information technologies will be strengthened. 12

15 Objective 1: Designing Effective Regional Development Tools Goal 1.1: Regional strategies and action plans will be prepared by following the regional, national and global developments. Action 1.1.1: Current situation analysis of region will be updated. Action 1.1.2: The regular evaluation reports will be prepared by following economic and social agenda. Action 1.1.3: Information notes will be prepared by participating to national conferences, trainings provided by other organizations, meetings, etc. Action 1.1.4: Research will be carried out for the determination of sectoral trends issues about training and human resources, industrialization, institutional capacity, social policy, urban and environmental infrastructure. Action 1.1.5: Training about methods of analysis will be held. Goal 1.2: Studies will be carried out for the implementation of regional plan. Action 1.2.1: Implementation program, compatible with Regional development priorities and scenarios, will be prepared. Action 1.2.2: Strategy and action plans will be prepared in the areas specified in implementation programs. Action 1.2.3: Activities will be carried out for the implementation of Regional Innovation Strategy, Civil Society and Gender Equality Strategy Action Plan. Action 1.2.4: Smart Specialization Strategy will be prepared for the region. Action 1.2.5: Proposals for financial support program will be developed in accordance with created strategies and action programs. Action 1.2.6: Sector analysis report will be prepared according to priorities of regional plan Action 1.2.7: The implementation of the action plan and implementation program will be monitored by determining key performance indicators. 13

16 Objective 2: Improving Institutional Capacity of Institutions and Organizations and Working with Them in collaboration Goal 2.1: Networks among the public sector, universities, civil society and private sector will be developed. Action 2.1.1: Meetings, trainings and seminars will be organized in partnership with stakeholders Action 2.1.2: Groups of people specialized in education, tourism, social policy, environment and industry will be established. The reports of the groups will be presented to Administrative Board. Action 2.1.3: Cooperation with other Development Agencies at national level will be developed and joint studies will be carried out. Action 2.1.4: Within the framework of regional plan and implementation program, joint projects with stakeholders will be carried out. Action 2.1.5: Stakeholder database will be used more efficiently. Action 2.1.6: Activities to improve cooperation with universities will be performed. Action 2.1.7: Technical support programs will be disseminated to cover various institutions. Action 2.1.8: Clustering activities will be developed. Goal 2.2: Development Council will be ensured to work efficiently. Action 2.2.1: Joint studies, to enhance cooperation in education, tourism, social policy, environment and industry, will be carried out with members of Development Council. Action 2.2.2: Work Program of the agency will include suggestions of council members for an activity area to be presented to Administrative Board. Action 2.2.3: Council members will make presentations in different subjects. Action 2.2.4: Site and study visits will be organized with participation of council members. Goal 2.3: Participation of stakeholders will be increased while identifying development strategies and regional development axis. Action 2.3.1: Visits to stakeholders will be organized. Action 2.3.2: Private sector, civil society and public bodies will be gathered with workshops. Action 2.3.3: Experience and knowledge exchange will be provided through conferences and panels. Action 2.3.4: Trainings to increase the awareness about participation will be organized. Action 2.3.5: Participation of stakeholders will be ensured while identifying the content of call for proposals. 14

17 Goal 2.4: Corporate capacity of enterprises will be improved. Action 2.4.1: SMEs and other stakeholders will be ensured to be aware of national and international developments through organizing seminars. Action 2.4.2: Activities for micro businesses and SMEs together with the call for proposals will be varied. Action 2.4.3: Activities and call for proposals will include measures to improve export and marketing processes of SMEs. Goal 2.5: Enhancing NGO's institutional capacity and developing NGO's cooperation will be provided. Action 2.5.1: Training needs analysis for NGOs will be carried out. Action 2.5.2: Trainings to increase the capacity of NGOs will be provided. Action 2.5.3: Technical assistance about project designing and project implementation will be provided for NGOs. Action 2.5.4: Activities to bring together NGOs and public bodies will be organized and platforms will be established. Action 2.5.5: Call for proposals targeting NGOs will be realized. Action 2.5.6: Partnerships between NGOs and private sector will be established to realize social responsibility projects. 15

18 Objective 3: Improving the Efficiency of Financial Support Program Goal 3.1: Cooperation within and between institutions will be improved to design call for proposals. Action 3.1.1: Suggestions of Council members will be included while designing call for proposals. Action 3.1.2: Focus group meetings will be organized with the participation of units in the agency. Goal 3.2: Efficiency of the implementation process of financial support program will be increased. Action 3.2.1: Call for proposals in accordance with the regional plan will be implemented regularly Action 3.2.2: Technical support programs will be disseminated to cover various institutions. Action 3.2.3: Technical assistance services to improve the quality of projects submitted for direct activity support will be increased. Action 3.2.4: Guided projects aiming at increasing the capacity of the region will be supported. Action 3.2.5: Information tools of call for proposals will be diversified. Action 3.2.6: Stakeholder database will be made more efficient Action 3.2.7: Content and methods of project cycle management trainings will be diversified and trainings especially about preparing budget and action plan will be organized. Action 3.2.8: Trainings and information meetings will be organized for applicants to give more detail about evaluation criteria and process. Goal 3.3: Alternative support mechanisms will be developed. Action 3.3.1: Absorption capacity of regional stakeholders for benefiting from funds will be examined and activities to increase the awareness about using funds will be organized. Action 3.3.2: Institutions providing funds will be examined. Action 3.3.3: Research for interest support and credit without interest support will be carried out. Action 3.3.4: Preparative studies for implementing gradual call for proposals will be made and suggestions about regulations will be developed. Goal 3.4: Implementation of call for proposals will be ensured to be monitored efficiently. Action 3.4.1: An effective monitoring visit plan will be organized and regular visits will be realized in accordance with this plan. Action 3.4.2: Instant monitoring visits will be organized to solve the problems occurred during the project implementation, phone calls and will be used to give support. 16

19 Action 3.4.3: Feedback will be provided to Ministry of Development to adjust the deficiencies within the regulations and KAYS system about monitoring. Action 3.4.4: Trainings for project implementation which are provided at the beginning of all for proposals will be improved by including experience exchange and examples of different implementations methods. Goal 3.5: Impact analysis of the financial support programs will be conducted. Action 3.5.1: Initial values of performance indicators which are identified before the program will be detected to measure the impact. Action 3.5.2: Final values of performance indicators will be available in closing report of the program. Action 3.5.3: Following the implementation period of the support programs, beneficiaries will be visited and impact evaluation reports will be submitted by detecting the final situation taking into account the performance indicators. 17

20 Objective 4: Increasing the Efficiency of the Agency in the Process of l Internationalization of the Region and the European Union Integration Process. Goal 4.1: Capacities of regional stakeholders about national and international partnerships and project implementation will be increased. Action 4.1.1: Participation to trainings and meetings, which are organized by national and international institutions providing funds, will be ensured. Action 4.1.2: Trainings for project preparation and implementation for EU funds will be provided for the staff. Action 4.1.3: Stakeholders will be informed about funds. Action 4.1.4: Project cycle management trainings will be organized taking into account the institutional needs. Action 4.1.5: Technical support tables will be made more efficient. Goal 4.2: Institutional capacity of the agency will be improved by implementing EU accreditation criteria. Action 4.2.1: Seminars about EU accreditation criteria will be organized and study visits will be realized. Action 4.2.2: EU criteria will be adapted in procedures and processes of the agency. Goal 4.3 Adaptation of TR83 Region to EU legislation will be ensured. Action 4.3.1: Trainings and meetings about various subjects such as agriculture, environment and industry will be organized to contribute to adaptation of the region to EU legislation Action 4.3.2: Reports and guides including activities required for EU adaptation of public bodies, private sector and civil society will be prepared. Action 4.3.3: Contribution to works of Ministry of Development will be ensured. 18

21 Objective 5: Increasing Investments in the Region and Ensuring the Improvement of Foreign Trade Goal 5.1: Foreign trade volume in the region will be increased. Activity 5.1.1: A database of firms with foreign trade potential will be formed. Activity 5.1.2: Trainings and seminars will be given to institutions and organizations, particularly which are in the database. Activity 5.1.3: Call for proposals on developing foreign trade will be announced and implemented. Activity 5.1.4: Common activities with countries, especially with Black Sea countries, will be organized. Goal 5.2: Investment strategy of the Region will be prepared. Activity 5.2.1: Investment environment analysis of the Region will be realized. Activity 5.2.2: In accordance with investment environment target sectors and regions will be identified. Activity 5.2.3: Investment environment research, feasibilities, investment projects, sectoral research etc. will be done in target sectors. Activity 5.2.4: Potential investor/entrepreneurs database will be constructed. Goal 5.3: The region will be promoted nationally and internationally. Activity 5.3.1: National and international institutions will be visited to promote the region. Activity 5.3.2: Representatives of the private sector will be included in national and international activities. Activity 5.3.3: International organizations to promote investment areas of the region will be done and investment projects will be introduced to target groups. Activity 5.3.4: Important stakeholders related to target sectors (media, businessmen associations, public bodies and consultancy firms) will be visited. Activity 5.3.5: Promotional materials in foreign languages will be prepared and distributed to stakeholders. Goal 5.4: Entrepreneurs and investors will be supported. Activity 5.4.1: Current situation analysis of investments in the Region will be done and the needs will be identified. Activity 5.4.2: Regular visits to enterprises and businessmen associations in the Region will be realized. Activity 5.4.3: Stakeholders will be informed and guided on government grants. 19

22 Activity 5.4.4: According to the needs of the firms, trainings and consultancy will be provided. Activity 5.4.5: Semiannul m0nitoring activities of Incentive Certificates will be done and documented. Activity 5.4.6: Incentive Certificate closing activities will be done. Goal 5.5: Investment environment of the region will be improved. Activity 5.5.1: Infrastructure needs of the region will be identified and relevant stakeholders will be informed. Activity 5.5.2: Projects will be prepared to meet the needs of the Region and relevant stakeholders will be encouraged to develop projects. Activity 5.5.3: Research on human resources, know-how, intermediate services (law, finance, consultancy, etc.) will be done and new strategies will be developed. Activity 5.5.4: Cooperation among institutions which provides licenses and permits will be developed. 120

23 Objective 6: Increasing Publicity of the Agency and Forming New Institutional Standards for Proving Better Services Goal 6.1: Promotion of the agency at the local, national and international levels will be executed. Activity 6.1.1: Institutions will be visited regularly and information on duties and financial resources of the Agency will be given. Activity 6.1.2: Effective participation to meetings of institutions in the Region will be ensured. Activity 6.1.3: Participation in national and international level events will be provided. Activity 6.1.4: National and international study visits will be done for sharing experience and to work on common subjects. Goal 6.2: Institutional communication will be strengthened. Activity 6.2.1: Institutional Communication strategy will be developed and updated. Activity 6.2.2: Trainings of the staff on institutional communication will be organized. Activity 6.2.3: Social media will be actively used. Activity 6.2.4: Promotional video of the Agency will be prepared. Activity 6.2.5: Quarterly news bulletin of the Agency will be prepared. Activity 6.2.6: Media coverage of the best practices and financial support programs of the Agency will be ensured. Goal 6.3: Human resources process will be more effectively managed. Activity 6.3.1: Annual training planning will be done. Activity 6.3.2: Human resources policy will be prepared. Activity 6.3.3: Orientation process will be managed more effectively. Activity 6.3.4: Work procedures and flows will be updated and a booklet will be prepared. Activity 6.3.5: Work load analysis will be done periodically. Goal 6.4: Measures for increasing job efficiency and motivation of personnel will be taken. Activity 6.4.1: Performance evaluation system will be improved. Activity 6.4.2: Monthly agency meetings will be done and their agenda will be set beforehand. Activity 6.4.3: Horizontal working groups among staff will be formed according to their expertise. Activity 6.4.4: Participation to trainings for professional development will be ensured. 1 21

24 Goal 6.5: In order to ensure efficient and effective functioning of the Agency, internal and legal control of all work and processes will be done and new regulation and rules will be proposed. Activity 6.5.1: According to internal audit plans and programs, risk focused controls of processes, activities and unit inspections will be realized. Activity 6.5.2: According to internal audit plans and programs, oral and written consultancy services will be provided. Activity 6.5.3: In order to do internal audit more effectively, participation to trainings and seminars will be ensured. Activity 6.5.4: Necessary legal measures will be taken to provide smooth functioning of the Agency. Activity 6.5.5: Present regulations, procedures and work flows will be updated and compliance to these will be ensured. Activity 6.5.6: Reports of the Court of Accounts will be replied with the contribution of all units of the Agency. Activity 6.5.7: Legal case and executive proceedings of the Agency will be done. Activity 6.5.8: Financial support contract processes with the stakeholders and their addendums will be legally examined. Activity 6.5.9: The staff will be informed on changes in rules and regulations. Activity : Activities for increasing the effectiveness of external audit will be done. Goal 6.6: Infrastructure and usage of communication and information technologies will be strengthened. Activity 6.6.1: Institutional infrastructure will be used. Activity 6.6.2: Institutional website will be updated. Activity 6.6.3: Stakeholder database will be formed. Activity 6.6.4: Smart phone app of the Agency will be developed. Activity 6.6.5: Technological infrastructure will be regularly updated. 1 22

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26 Amasya Investment Support Office Dere Kocacık Mahallesi İğneci Baba Sokak No: 30 AMASYA Tel : 0 (358) Fax : 0 (358) Çorum Investment Support Office Gazi Cad. No:68 İl Özel İdaresi Meclis Binası Valilik Karşısı Kat:4 ÇORUM Tel No: 0 (364) Fax No: 0 (364) Samsun Investment Support Office ORTA KARADENİZ KALKINMA AJANSI MIDDLE BLACK SEA DEVELOPMENT AGENCY info@oka.org.tr Kale Mahallesi Şükrü Efendi Sokak No:2 Kat:6 İlkadım SAMSUN Tel No: 0 (362) Fax No: 0 (362) Tokat Investment Support Office 26 Haziran Atatürk Kültür Sarayı C Blok Kat:2 TOKAT Tel No: 0 (356) Fax No: 0 (356)