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.

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

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

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.

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)