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Strategic Plan

 2019-2023 Strategic Plan

Artvin TSO stratejik_planı 2019-2023__Ana Dokümanı_2020_rev (download)

 

 

Artvin TSO Stratejik Planı 2019-2023_destek Dokümanı_first Draft_rev (download)

 


2019-2023 STRATEGIC PLAN

 

MAIN DOCUMENT

 

 

 

 

(Future Design; Vision, Objectives and Goals)

Why Has Artvin Chamber of Commerce and Industry Been Established? What Does It Do?

The Mission of

Our Chamber, which has been established for the development of Commerce and Industry in Artvin, is:

 

 

  • To fulfil the tasks provided in Law Nr. 174 and in the relevant legislation,
  • To provide quality service for the development of its members, 
  • To work in coordination with its stakeholders,
  • To act with the sense of social responsibility in the process of Artvin’s development.

 

What Kind of Institution Does Artvin Chamber of Commerce and Industry Want to be?

 

In line with our mission:

Our Vision is determined as;

 

 

Being an institution undertaking a leading role in the formation of Artvin that has a developed tourism sector and high education level.

 

 

 

 

 

Our Basic Values in This Journey are:

 

 

  • To maintain our relations with our members and our stakeholders in mutual confidence, and within the framework of transparency principle,
  • To develop consistent policies for the development of the region,
  • To plan, implement, monitor, and assess our services and investments,
  • To carry out all of these within a strong corporate structure.

 

From the Common Sense Platforms …

While its location and problems caused by the geographic conditions have negative effects of the industrialization process of Artvin, they also provide important advantages particularly for nature and ecologic tourism.

Within this context, it is seen that “tourism” constitutes the basic axis of Artvin’s socio-economic development.

Presence of forestry products, medical and aromatic plants, and their reasonable evaluation shall create an added value for Artvin.

Education and particularly vocational education are among the primary matters in terms of training qualified personnel.

Carrying out the “Lobby” and “promotion” activities effectively is of strategic importance.

Entrepreneurship needs to be developed.

“EU Civil Society Supporting Programme” for the development of chamber’s capacity, and “Turkey – EU Dialogue Project” for the development of our members, have importance.

 

These results, which are obtained from Common Sense Platforms, have constituted important inputs in building the Strategic Plan.

 

 

 

1.1.Strategic Objectives and Goals

SWOT analysis, results of internal and external stakeholder questionnaire, and the remarks and recommendations obtained from Common Sense Platform have been the determining factors, and their relations with superior documents have been assessed. As a consequence of the studies carried out on the basis of participation 3Strategic Objectives and 15 goals for achieving these goals have been determined.

Strategic OBJECTIVES:

Artvin Chamber of Commerce and Industry aims:

  • To provide the “tasks” assigned by law and the services for the needs of its members in a qualified manner and with the principle of customer satisfaction,
  • To have an active role in the development process of Artvin, and
  • To create a strong corporate structure in the chamber for this.

In line with this main objective,

“Strengthening the Corporate Structure”, “Providing Qualified Services” and “Playing a Leading Role in the Development of Artvin” appear as the main matters.

Within the context of these main matters, the Strategic Objectives, which shall carry the chamber to its vision, are determined as the following.

Objective 1. Playing an Important Role in the Development Process of Artvin

Objective 2. Improving Our Corporate Structure

Objective 3. Developing the Services That Shall Satisfy Our Customers

 

Justifications of these Objectives and the Goals regarding each Objective are presented below.

 

 

Role of the Chamber in Development Process…

The Chamber is positioned as an important actor of development in its region by its stakeholders, due to its position and power, apart from the services provided by it. In this sense, one of the important expectations is to conduct studies that shall provide added value to the regional development process, activating the dynamics of the city. This is the role casted to the chamber as result of the perception of the society, in addition to these foundation objectives. The Chamber has to provide all kinds of support to the activities intended for the regional development, within the framework of its social responsibility.

Objective 1. Undertaking a Leading Role in the Development Process of Artvin

Goal 1.1. Conducting studies for the development of tourism sector

Goal 1.2. Conducting studies for the development of education / vocational training level

Goal 1.3. Conducting studies for the development of our enterprises’ corporate capacities

Goal 1.4. Conducting studies for making the forestry and agricultural products value added

Goal 1.5. Developing relations with the stakeholders

Goal 1.6.Conducting studies for the for increasing employment

Goal 1.7. Conducting studies for the for increasing exportation

 

Table of Performance Indicator and Performance Goals of the Goals regarding Objective 1.

Strategic Objective 1. Undertaking an Important Role in Development Process of Artvin

Goal 1.1. Conducting studies for the development of tourism sector

POSSIBLE ACTIVITIES

Carrying out “Artvin Tourism Promotion Organization” having the characteristic of Festival (receiving support from the important funds, preparing projects),

Conducting studies for ensuring that the activities of Bull Fighting are permanent and sustainable,

Carrying out a workshop for the development of nature tourism,

Vocational trainings in the subject of tourism,

Creating a Nature Tourism Master Plan for Artvin,

Lobby activities related with tourism,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Increasing rate of tourism sectors’ share in the Economy of Artvin

1%

 

 

 

 

 

 

 

 

 

 

Goal 1.2. Conducting studies for the development of education / vocational training level

POSSIBLE ACTIVITIES

Workshop of educational and vocational training problems and solution suggestions,

Action plan of solution suggestions,

Studies of increasing the effectiveness of Civil Society Organizations for the development of Vocational Training,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Increasing rate in Education level of Artvin province

10%

 

 

(Ç) Increasing rate in Vocational Training level of Artvin province

20%

 

 

 

 

 

 

Goal 1.3. Conducting studies for the development of our enterprises’ corporate capacity

POSSIBLE ACTIVITIES

Conducting researches in order to determine the structural problems of the members and taking actions according to the results,

Studies of creating awareness in order to ensure the growth of the members by merging,

Sectorial Analyses (One sector each year)

Preparing project to the fund institutions such as DOKA, etc. in relation with the subject,

Establishing a cooperation with the university,

Studies for enabling the members operating in service sector to make the services they offer particularly to the students, qualified,

Trainings related with entrepreneurship,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Number of realized cooperation

20

 

 

 

 

 

 

 

 

 

 

Goal 1.4. Conducting studies for making the forestry and agricultural products value added

POSSIBLE ACTIVITIES

Lobby activities in order to make the universities specialized universities,

Support activities in relation with the establishment of lumber mill in Artvin,

Studies for the development of wood, souvenir, and toy sector,

Cooperating with the Faculty of Forestry,

Studies for the production and trade of the non-wood forestry products,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Increasing rate of added value in the Forestry and Agricultural products

20%

 

 

 

 

 

 

 

 

 

 

Goal 1.5. Developing the relations with the stakeholders

POSSIBLE ACTIVITIES

Conducting stakeholder analysis (effect and importance sorting),

Researching the cooperation opportunities with DOKA,

Researching the cooperation opportunities with ABİGEM, making a cooperation protocol,

Making a cooperation protocol with University,

Making cooperation in order to produce information intended for developing policy, utilizing the database of İŞKUR,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(K) Level of Stakeholder Satisfaction

90%

 

 

Goal 1.6. Conducting studies for increasing the employment

POSSIBLE ACTIVITIES

Studies related with MEGİB Project,

Cooperation with İŞKUR,

cooperation with the Directorates of National Education for the studies of Vocational Training,

Studies in order to be more efficient in the Provincial Employment Committee,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Decreasing rate in Unemployment rates of Artvin province

10%

 

 

 

 

 

 

 

 

 

 

Goal 1.7. Conducting studies for increasing exportation

POSSIBLE ACTIVITIES

Determining the members having exportation potential,

Trainings of exportation and relevant legislation,

Providing training to the employees for the use of Trade-Map website

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Increasing rate of exportation of Artvin province

20%

 

 

 

 

 

 

 

 

 

 

         

PG Type: Output (Number Rate), Result (effect), Effectiveness (Level of Achieving the Expectation), Quality (User, Beneficiary Satisfaction Level), Efficiency (Output/Input)

Strong Corporate Structure…

Chamber has to have a strong corporate structure in order to:

  • Fulfil the tasks assigned by the Legislation,
  • Be able to provide the services, which shall meet the needs and expectations of its Members, within the quality approach, and
  • Be able to make contribution into regional development.

Strong Corporate Structures may only be built over a sound organizational structure.

Chamber must complete its institutionalization process in order to manage the resources with decisions based on information, direct the chamber with short- and long-term planning, carry out relations with the members in a sound manner, to use information Technologies effectively and efficiently, and provide services in a sound manner.

It is not possible for the organizations, which could not complete its institutionalization process, and therefore could not make their services independent from the persons, to be managed with a modern management approach.

Organizations, which cannot be institutionalized, internalize the Corporate Management Principles, produce information-based policies, shortly which cannot act schemingly, do not have the chance to maintain their presence in today’s conditions.

Objective 2. Improving Our Corporate Structure

Goal 2.1. Ensuring that the bodies of the chamber operate in accordance with the legislation and efficiently

Goal 2.2.Increasing the contributions of our employees to the chamber

Goal 2.3. Developing the promoting and communication capacity of the chamber

Goal 2.4.Building stronger relations with the members

Goal 2.5. Managing the institutionalization process of the chamber in a sound manner

Table of Performance Indicator and Performance Goals of the Goals Regarding Objective 2

Strategic Objective 2. Improving Our Corporate Structure

Goal 2.1. Ensuring that the bodies of the chamber operate in accordance with the legislation and efficiently

POSSIBLE ACTIVITIES

Orientation trainings to the members of the body (Council, Board of Directors, Discipline Committee, Professional Committees, etc.),

Executive trainings (Leadership, Decision processes, Communication, etc.),

Studies for the efficient operation of the Professional committees,

Reviewing the vision, basic values, and policies of the chamber,

Activities under EU Civil Society Supporting Programme,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(E) Level of achieving the Effective Management expectation

100%

 

 

 

 

 

 

 

 

 

 

Goal 2.2. Increasing the contributions of our employees to the chamber

POSSIBLE ACTIVITIES

Reviewing the Employee Performance Management System,

Determining the Employee Satisfaction,

Employee trainings,

Measuring the employee performances and rewarding,

Employee meetings (in-house communication),

Weekly employee coordination meetings,

Benchmarking study of Human Resources Management System,

Employee remarks – recommendations system

Social activities,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Mean of Employee Performance

90%

 

 

(Ç) Mean of Employee Satisfaction Level

80%

 

 

 

 

 

 

Goal 2.3. Developing the promoting and communication capacity of the chamber

POSSIBLE ACTIVITIES

Stakeholder meetings,

More effective use of the website,

Effective use of social media,

Corporate Identity Guide,

Activities of developing the relations with the representatives of written and visual media,

Preparing the press statistics (quarterly),

Society Satisfaction Questionnaire (perception research),

Bulletins,

Activity Report,

Preparing and implementing the Communication Plan,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Increasing Rate in Social Media Usage Statistics

30%

 

 

(Ç) Increasing Rate in Written and Visual Medial Usage Statistics

20%

 

 

 

 

 

 

Goal 2.4. Building stronger relations with the members

POSSIBLE ACTIVITIES

Study of establishing member inventory system,

Visits to the members,

Member communication plan,

Appreciating the successful members,

Updating the member information,

Member expectations questionnaire,

Member satisfaction questionnaire,

Studies for more efficient communication with the members in Ardanuç, Şavşat, and Yusufeli counties,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(K) Member Satisfaction Level

95%

 

 

(Ç) Number of the members attending the chamber’s activities

200

 

 

(Ç) Up-to-dateness Rate of Member Information

85%

 

 

Goal 2.5. Managing the institutionalization process of the chamber in a sound manner

POSSIBLE ACTIVITIES

Internalization of ISO 9001:2015 version,

Establishing ISO 10002 Customer Satisfaction system,

Work Analyses/Reorganization study,

Internal audits,

YGG,

Process Improvement studies (Quality circles meetings, etc.),

Physical arrangement of the Archive,

Scanning the documents in the archive and entering them into the computer,

Purchasing the machines, equipment, computers, etc. needed,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(E) Level of achieving the expectation related with the institutionalization of the chamber

80%

 

 

 

 

 

 

 

 

 

 

         

PG Type: Output (Number Rate), Result (effect), Effectiveness (Level of Achieving the Expectation), Quality (User, Beneficiary Satisfaction Level), Efficiency (Output/Input)

 

100% Member satisfaction in the services!

In addition to fulfilling the tasks assigned to it on behalf of public pursuant to the law, Chamber has also another important mission such as “bringing its members to a level that enables them to compete in the international markets”, as in the Modern Chamber.

Within the framework of this mission, the chamber has to be the greatest supporter of its members in matters such as institutionalization, efficient working, increasing their competition levels, finding new business opportunities, getting into the international markets.

As quality is defined as “the level of meeting customer expectation”, in addition to achieving the highest satisfaction level, while fulfilling the tasks assigned by the legislation, the chamber also has to provide the services, which shall produce solutions to the problems of its members and meet their needs and expectations, in the best manner.

Management approach and the quality of the Corporate Capacity affects the quality of the Services directly.

Goal 3. Developing the Services That Shall Satisfy Our members

Goal 3.1.Bringing our members together on committee and sectorial basis, in a qualified manner

Goal 3.2.Making qualified the information and consultancy service we offer to our members

Goal 3.3.Planning the trainings to be provided to our members in line with developing their business and their needs

Table of Performance Indicator and Performance Goals of the Goals Regarding Objective 3

Objective 3. Developing Services That Shall Satisfy Our Members

Goal 3.1. Bringing our members together on the committee and sectorial basis, in a qualified manner

POSSIBLE ACTIVITIES

Rewarding the Professional Committees,

Following up the attendance to Professional Committees’ meetings,

Professional group meetings with breakfast,

Joint meeting of the chambers of Artvin region,

Cooperation with the chambers such as Georgia, Azerbaijan

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Number of Communication Networks Offered to the Members

10

 

 

(Ç) Number of Communication Networks, in which the Chamber is Involved

2

 

 

(K) Satisfaction Level of the Members Regarding the Communication Network Service

100%

 

 

Goal 3.2. Making qualified the information and consultancy service we offer to our members

POSSIBLE ACTIVITIES

Access to financing, incentives, grants, and supports, etc.,

Information meetings,

Information trainings,

Actual consultancy services,

Presentation in electronic environment,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(Ç) Number of Members Utilizing the Incentives and Supports

50

 

 

(Ç) Number of Members Utilizing the Consultancy Services

100

 

 

(K) Satisfaction Level of the Members Regarding the Information, Consultancy, and Supporting Services

100%

 

 

Goal 3.3. Planning the trainings to be offered to our members in line with developing their business and their needs

POSSIBLE ACTIVITIES

Studies of creating awareness in order to ensure that the members merge and grow,

Sectorial Analyses (One sector each year)

Legislation trainings regarding exportation,

Corporate Development Trainings to the Members (Institutionalization, Efficiency, Corporate Governance, etc.),

Self-Development Trainings to the Members (body language, communication, etc.),

Activities within the framework of Eurochambers Turkey EU Dialogue project,

Performance Indicator

Indic. Goal

Realized

Rea. Rate

(K) Satisfaction Level of the Members Regarding Business Development Services

100%

 

 

(K) Satisfaction Level of the Members Regarding the Training Services

100%

 

 

 

 

 

 

         

PG Type: Output (Number Rate), Result (effect), Effectiveness (Level of Achieving the Expectation), Quality (User, Beneficiary Satisfaction Level), Efficiency (Output/Input)

Costing, Monitoring and Assessing the Strategic Plan are carried out in “Annual Business Plans” named as Annual Programmes.

Strategic Plans, generally are not static, they have a dynamic structure. Although the Objectives and Goals within the Main Document may be revised rarely according to the conditions, the concept that gives the characteristic of dynamism to the Plan is the Activities. Yet, the activities, which have to be carried out in order to achieve each Goal, are prepared on yearly-basis and at the end of each year (along with the budget preparations), for the following year, and the approval of the Board of Directors is obtained.

 

 

1.2.Design of Strategic Plan

Strategic Plans is a road map, which shall enable the institution to reach the imagined position (its Vision) from its present status, within a specified period.

Our approach is “5W – 1H”, while the Strategic Plan of Artvin TSO is being prepared.

Strategic Plan is consisted of “Situation analysis”, “Future Planning”, “Costing”, and “Monitoring - Assessment” stages.

Situation Analysis:It is completely a supporting document, and it is the part, which the data is analysed and the necessary information is produced, in order to setup the future in a sound manner.

Future Planning:It is the part, which the questions of “What shall we do?”, “Why shall we do?”, and “How shall we do” are answered, in the light of the information obtained through the Situation Analysis.

The answer of the question “Why shall we do?” is built as in order to achieve “Our Vision”;

The answer of the question “What shall we do?” is built as “Our Objectives” that shall enable us to achieve our vision, when realized;

The answer of the question “How shall we do?” is built as “By achieving the Goals?” under each Objective.

Thus 3W: “Why shall we do?”, “What shall we do?”, and “How shall we do?”

In fact, the Main (Master) Document of a Strategic Plan, is the document, in which this “3W” setup is carried out.

However, also the questions of “When?”, “For How Much?”, and “With Who?” have to be answered, in order to carry out the Costing, monitoring, and assessing of the Strategic Plan. So, this stage must be revealed with the “Annual (Business Plans) Programmes”, which have to be added into the Main Document of Strategic Plan, and which shall be prepared separately for each year in relation to the Strategic Plan.

“2W – 1H”setup must also be added along with the “3W” setup in the programmes prepared on annual basis. Thus, the answers of the questions “When Shall We Do?”,“How Much Shall It Cost?”,and “With Who We Shall Do?”are the questions we have to answer in order to create our Annual Programmes.

 

 

SETUP FOR STRATEGIC PLAN’S MAIN DOCUMENT

QUESTION….

….ANSWER

For What (Why) Shall It be Done?.......  

….Our Vision

What Shall be Done?.......

….Our Objectives

How Shall It be Done?.......

….Our Goals

 

SETUP FOR ANNUAL PROGRAM (ANNUAL BUSINESS PLAN)

QUAETION….

….ANSWER

For What (Why) Shall It be Done?....

….Our Objectives

What Shall be Done?....

….Our Goals

How Shall It be Done?....

….Activities/Strategies

When Shall It be Done?....

….Timing

How Much Shall It Cost?....

….Costing (Budget Relation)

Who Shall Do It?....

….Responsibles

 

In the light of this setup; 3 separate documents shall be created in order to prepare the Strategic Plan.

  1. Supporting Document;The document, in which the information regarding the Situation Analysis is provided
  2. Strategic Plan’s Main Document;The document, in which Future Planning, Vision, Mission, Basic Values, Objectives, and Goals, and the justifications of these Objectives and Goals are provided
  3. Annual Programs;The document, in which Objective, Goal, Activity, Timing, Costing, and Responsibles are determined, and which shall also be used intended for monitoring and assessing (Excel file)
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