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INSTRUMENT FOR PRE-ACCESSION ASSISTANCE
HUMAN RESOURCES DEVELOPMENT COMPONENT
OPERATION IDENTIFICATION SHEET
1. Title of the Operation:
Garment Training and Entrepreneurship Initiative (GATE for Women)
2. Operating Structure: Ministry of Labour and Social Security (MoLSS)-EU Coordination (IPA
Management) Department
3. Organisation Responsible for the Implementation of the Operation:
Eastern Black Sea Development Agency (DOKA)
4. Compatibility and coherence with the Operational Programme
4.1 Title and number of the Programme:
Human Resources Development Operational Programme - CCI No. 2007TR05IPO001
4.2 Title of the priority axis:
Priority Axis 1: To attract and retain more people in employment, particularly by increasing labour
force participation of women, and decrease unemployment rates, especially for young people
4.3 Title of the measure:
Measure 1.1: To promote women’s participation into the labour market, and increase female
employment, including those formerly employed in agriculture
5. Description of the Operation
5.1 Contribution to the achievement of the Operational Programme:
“GATE for Women” Operation aims at establishing a regional garment training and entrepreneurship
mechanism for women. The Operation puts forth a dual strategy focusing mainly on the enhancement
of women’s qualifications and participation in the labour market. On the one hand, it proposes a
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sustainable skills development and entrepreneurship process which overlaps with the expectations of
the growing garment industry in the region, and on the other hand, it puts forward direct linkages
with the actors of the industry in terms of women’s job placement which will be one of the main
results of the Operation. The Operation gets its name from this dynamic dual approach which aims at
opening social and economic empowerment “GATEs” for women.
In compatible with the prominent regional priorities under the Eastern Black Sea Development Plan
(2014-2017), the main focus of the Operation will be on the first priority axis of the HRD OP which
targets “to attract and retain more people in employment, particularly by increasing labour force
participation of women”. The Operation will mainly contribute to the implementation of Measure
1.1 of the HRD OP which aims to “promote women’s participation into the labour market, and
increase female employment, including those formerly employed in agriculture”.
As emphasized under Measure 1.1, the actions for the development of women’s skills and vocational
qualifications, sufficient and effective counselling and guidance services, and increasing the
opportunities of women in the labour market are considered as the paths for the achievement of the
objectives of this Measure. To that aim, the Operation will be composed of service and supply
components with an integrated approach.
The Operation is expected to contribute to the following indicators defined under Measure 1.1 of the
HRD OP:
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Number of women who participated in entrepreneurship courses for women
Number of women who participated in employment oriented courses and guidance and
counseling services
Number of women established their own job
Number of women participated to labour market as result of vocational training or awareness
raising activity
Number of women participated to labour market as a result of employment oriented courses,
guidance and counseling services
5.2 Overall Objective:
To promote the employability of women and support women entrepreneurship by improving
vocational and entrepreneurial skills of women.
5.3 Operation Purpose:
To facilitate a sustainable vocational training, entrepreneurship and employment mechanism in the
ready-made garment (RMG) sector for women including those who are unemployed, out of labour
force, who are working home-based and/or as unpaid seasonal family workers.
5.4 Location(s):
The service and supply components will be implemented in Giresun and Ordu provinces.
While its headquarter is located in Trabzon, DOKA has two branches in Ordu and Giresun which are
called DOKA Investment Support Offices.
The base of the Operation will be Giresun while all activities under 5.9 Activities section will be
implemented in both cities (Giresun and Ordu) throughout the Operation.
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5.5 Duration:
20 months
5.6 Target group(s):
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Unemployed women (including long term unemployed women),
Women out of labour force,
Women who are working home-based,
Women who are working as seasonal unpaid family workers,
Women willing to become entrepreneurs in the ready made garment (RMG) sector.
5.7 Description of the Operation and background:
In Turkey, around one-third of working women are employed as unpaid family workers. A similar
assessment can be made for the women’s employment status in the Eastern Black Sea (TR90) region.
While the latest data of TURKSTAT reveals that women’s labour force participation in the TR90
region (44 per cent) is higher than the Turkey average, the high ratio of women’s labour force
participation can be attributed to high number of women who work as seasonal and unpaid family
workers. Considering the main income-generation activity in the region, women’s labour force
participation depends on agriculture, particularly in provinces of Giresun and Ordu which are home
to approximately half of the hazelnut production areas. Both cities where hazelnuts are cultivated are
generally on sloped terrain and not suitable for harvesting with machinery which means that the
harvesting is a labour-intensive activity.
While women’s labour force participation represents a good proportion compared to the country
average, women’s unpaid family worker status as seasonal workers points out a vicious circle in
terms of women’s social and economic empowerment in both provinces. For centuries, hazelnut
cultivation has been the main income generating activity in the Operation provinces. Almost all the
people in the region have a hazelnut field which means that during the harvest time in August each
family makes a division of labour to finish the harvest in time. Women undertake a full time role
during the harvest time by working in the field and/or serving to the agricultural workers. While
women’s involvement in the hazelnut production is a full time seasonal work, they, as family
workers, do not gain any income and are lacking social security insurance.
In the rural areas of Ordu and Giresun, women’s involvement in agricultural activities perpetuates
their secondary position lacking social security and means to social and economic resources. On the
other hand, low level of education and skills of women creates big handicaps over their access and
integration to better job conditions in the urban areas. According to the latest İŞKUR data, there are
7.443 unemployed women in Ordu, and 5.963 in Giresun who seek for a job with social security.
Besides, according to TURKSTAT data, Giresun’s population increased only 57 persons compared
to previous year. Such striking data is related to intense out-migration movement which is led
particularly by the tendency of rural population to be involved in non-agricultural sectors and the
lack of sufficient employment opportunities in the urban areas. Out-migration problem and the
prevailing economic structure which depends mainly on hazelnut agriculture signify the need for
immediate action for creating alternative employment opportunities in Giresun. Mainly due to the
division of the hazelnut gardens by-inheritance, these small family businesses are not considered as
feasible income generating activities so hazelnut production is no more an adequate source of income
in the region. İŞKUR data affirms that the women who seek a job are mainly those who work as
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seasonal family labour only for 20 days of harvest time in August. Due to these transformations in
the hazelnut production, RMG would be a means for employment alternative for the women living in
Eastern Black Sea Region, more specifically, in Giresun and Ordu.
The Operation takes increasing women’s employment as its core point for action. As emphasized in
the Human Resources Development Operational Programme (HRD OP), the prevailing employment
status of rural women is intensely caused by the unpaid family worker status in agricultural sectors
while in urban areas women’s lack of vocational qualifications sets barriers on the fulfillment of
demands of labour market. As it is pointed out in the HRD OP, women’s employment status is
closely linked with educational status. Moreover, improved vocational education does not provide
employment opportunities unless the effective linkages are set out between the skilled labour force
and the labour market actors. Therefore, as the OP points out, the improvement of women’s
employment and their access to the labour market require taking active measures resting on
vocational education and networking within the market.
The Operation aims at focusing directly on the above-mentioned disparities in Giresun and Ordu, by
taking the advantage of the newly developing ready-made garment (RMG) sector in both cities. In
recent years, ready-made garment industry (RMG) is gradually becoming the second largest provider
of employment in the Giresun-Ordu region. The Operation’s concentration on the sector is basically
related to its immense potential for employment generation for women in these provinces.
As a basis to the Operation, the development potential of the sector has been examined through a
sectoral research conducted by the Giresun Investment Support Office which is one of the local
branches of the Eastern Black Sea Development Agency. The research which combines the results of
literature review and face-to-face interviews with the 15 RMG industry actors puts forth a deeper
understanding of the sector while identifying the employment opportunities for women.
According to the research findings, RMG industry in Giresun provides direct employment to nearly
4000 people, 90 per cent of which is made up by young women in 20-35 age group. There are
approximately 30 RMG enterprises in the province among which 20 of them are registered as RMG
company. It is worth to state that among the RMG companies, 70 per cent is established in the last 5
years period. Similarly, in Ordu and intensively in Ünye and Fatsa sub-provinces, there are 25 RMG
companies which accommodate 3500 employees in the sector. Company profiles in the region ranges
from small RMG ateliers with 10-15 employees to big manufacturers which employ as high as 800
employees. Production of the companies in the region is based on men and women’s apparel
including suit, shirt, short, jacket, dress, trouser and socks. The vast majority of the RMG companies
in the region work as contract manufacturers to İstanbul and Europe-centered big trademarks while
10 per cent export products under their own trademarks.
The RMG companies in the region, especially those working as contract manufacturers to the big
trademarks in İstanbul, utilize their full capacity as they have no demand problem. Utilisation of full
capacity can be evaluated as an indicator of upcoming investments from these companies. There is
also a tendency among the present companies to pursue production activities under their own
trademark in addition to contract manufacturing. According to the company managers, underlying
factors behind the attraction of Giresun-Ordu as an investment region is closely related to state
incentives; and as an external factor for the unsustainable employment, very high worker costs which
reach over the estimated total costs of the enterprises, sectoral satisfaction in İstanbul (A short
analysis of RMG sector in Ordu and Giresun provinces is given in Annex-1.)
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While the sector accommodates 90 per cent of women employees, it is expressed as a big question
that the majority of the workers are composed of unskilled labour which creates serious production
loss for the companies. In Giresun, Turkish Employment Agency (İŞKUR) has provided great
support for the RMG industry by giving financial support for training of more than 2000 people since
2005. However, according to the RMG employers, the trainings are not considered sufficient to reach
the expected quality standard of production.
It is estimated that by the end of the year 2015, the industry will grow to make room for the
recruitment of nearly 1500 new RMG employees.1 Following the adaptation of new State Incentive
System which was put into force in mid-2012, Giresun and Ordu provinces has become an attraction
point for the new RMG investors. As an instance, in 2012, Giresun Invesment Support Office has
conducted meetings with 4 İstanbul-centered RMG companies among which one completed its
investment with 100 employees. The other 3 companies will start their investments at the end of
2015.
While the development of the RMG sector is promising in terms of women’s employment
opportunities in the region, labour demands of the sector need an immediate action. Above all, lack
of qualified labour force is seen as the major problem by both the current RMG companies and by
the newly emerging investors. At this point, the Operation takes the labour force needs of the sector
as an opportunity for unemployed women in the Operation provinces. The research also shows that
the current RMG investors in the region have considerable sectoral experience and are willing to
recruit the vocational course graduates rather than graduates of engineering professions. The basic
labour needs of the new investors have been identified as sewing and knitting machine operators,
overlock operators, ironing and packing personnel, cutting masters and helpers, line supervisors,
embroidery and accessory fixing personnel.
Apart from the labour demands of the RMG sector, it is important to mention that women’s
involvement in the sector is an important tool for their social and economic empowerment in the
region. Therefore, there is a considerable demand from women for working in this sector. Although
there is no specific study in the region focusing on the existing state of women working in RMG
sector, the information gathered during the preparation of this Operation creates a general view about
the situation of women in the sector.
It can be said that the women working in the sector are recruited as sewing operators, and ironing and
packaging staff. They work on full time basis with minimum wage including social security. The
data taken from the Chambers of Trade and Commerce and İŞKUR reveal that there is intense
demand by women to the vacancy announcements of RMG companies. In the last 3 years, with its
limited resources, Fatsa Chamber of Trade and Commerce (CTC) organized local RMG courses, set
linkages between the RMG producers and graduates of local RMG courses, and supported the
recruitment of 150 women in the sector. However, the Chamber could not build a capacity to train a
higher number of women in RMG construction2. The situation is similar in Giresun. Today, 99 per
The estimation is made with regard to the number of company applications to ISKUR for RMG labour trainings and also RMG investors’
applications to the Giresun 2nd Organized Industry Zone which is still under construction.
1
2
The term “construction” represents the process from design to packaging stage.
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cent of the RMG workers in both provinces are women. In general, women’s concern in the sector is
related with the demand for a registered job with social security and higher levels of income.
It can be said that main factor behind the increasing number of RMG investments in the Eastern
Black Sea region is regional state incentive system which offer investors a package of advantages
before and after the investment period. Regional incentive package includes VAT exemption,
customs duty exemption, tax reduction, interest support and land allocation, and more importantly,
under the system, investor companies are granted social security premium support for each worker.
As a result, the system makes significant contribution in order to decrease the prevailing informality
problem in the sector. In this regard, the RMG companies as the beneficiaries of the incentive system
provide a decent work environment for their workers.
According to the latest data given by the Ministry of Economy, in the last 5 years (2009-2014), 39
RMG companies have been granted state incentives for their RMG investments in Giresun and Ordu
provinces. Considering the type of the investments, 12 out of 17 investments in Giresun started as
new investments while 5 of them have been capacity improvement investments. Likewise, in Ordu,
20 of 22 investments were planned by new investors. Only in the last two years, the number of
companies granted regional incentives has been 21 in two provinces. The data related to the existing
incentive system is an important indicator revealing the dynamism in the RMG sector while it also
provides foresight for monitoring upcoming employment opportunities in the region. Following the
completion of the trainings, the Operation aims to make linkages between the trainees and the RMG
companies. Therefore, job placements are considered as one of the main goals of the Operation.
İŞKUR data in both provinces and Fatsa CTC data on awaiting job seekers show that there is already
demand for the sector. However, there is a lack of a sustainable vocational training process supported
with a training content focusing on sector needs and adequate level of machine and equipment. And
on the other hand, there is no sustainable institutional collaboration in order to set and pursue
linkages between the supply and demand sides.
The Operation can be considered as a response to the needs of a developing sector with the motive of
women’s integration into labour market. While a slight increase in the number of RMG investments
has been observed in the region over the last 5 years, it is thought that these investments could make
room for the development of a supplier industry and new entrepreneurship opportunities for women.
However, lack of a regional research and analysis about the potential for women’s entrepreneurship
can be seen one of the important obstacles in evaluating and foreseeing the emerging employment
opportunities for women in the sector. Therefore, the Operation aims not only to manage a skills
development and vocational training process, but also to build an in-depth understanding of potential
for women entrepreneurship in the RMG sector.
As a summary, the Operation proposes to achieve its goals by focusing on 3 main interlinked actions
which are as follows:
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Creating a vocational training and entrepreneurship initiative which provides a multidisciplinary garment training environment encouraging creativity, specialization and
experience: Taking the advantage of emerging qualified labour force needs in the RMG industry,
the Operation aims at developing and/or improving vocational and entrepreneurial skills of
women.
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Setting direct linkages with the industry: Job Placement for Women: One of the strengths of
the Operation derives from its employment guarantee structure. The partnership commitments of
the RMG companies in Giresun and Ordu provinces for employing successful trainees has been
ensured during the preparation of the Operation which commits to realize job placements for the
target group by building vocational capacity in line with the market expectations. A high level of
future demand for trainees is expected in the sector since both former and newly established
RMG companies in the region have a regular demand for new workers. According to the Giresun
İŞKUR data, in the last 5 years the average number of worker demand from RMG companies is
nearly 2000 in Giresun. Increasing laborforce demand of RMG companies is also closely related
with new RMG investments in both provinces. Therefore, employment guarantee is considered
one of the goals of the Operation. Another related point is that Giresun 2. Organized Industrial
Zone will be delivered to the investors at the end of the year 2015. 3 RMG companies from
İstanbul have made their formal application to the Governorship of Giresun with an employment
commitment of at least 700 persons. Also, Ünye Organized Industrial Zone which is at the
planning stage and Fatsa Organized Industrial Zone capacity enhancement work are both
expected to create new RMG investment opportunities in the region. Other than these
commitments, it can be said that there is a continuing labour demand from the sector which can
be seen from the data of the Provincial Vocational Training and Employment Council headed by
the Governor. The Council periodically evaluates the labour demands of the RMG companies
and the demand is 150 persons on average in every 3 months.
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Supporting women’s entrepreneurship in the RMG industry: The Operation will also
contribute to the enhancement of women’s skills and knowledge in establishing a business -. In
this regard, entrepreneurship capacity of at least 400 women will be enhanced under the
Operation. The Operation will focus on assisting the women who are willing to establish their
business by providing entrepreneurship programs (in cooperation with KOSGEB), guidance and
counseling services for improving entrepreneurship skills and preparing business plans. In
addition, research to be conducted under this Operation is expected to put forth the potential for
women entrepreneurship in the RMG sector.
The Operation will be implemented in close cooperation with relevant public and private institutions
in Giresun and Ordu provinces. Throughout the Operation, the cooperation with İŞKUR will be
maintained for the selection of training participants and job placements. Unemployed women
registered in İŞKUR’s database will be contacted primarily.
Vocational Training Centre and Public Training Centre in Giresun (affiliated to the provincial
National Education directorate), Fatsa Trade and Industry Chamber in Ordu will provide the venue
for the training activities. Also, Fashion Design Department of Giresun University and Fatsa Fashion
Design Department of Ordu University will assign classes for computer-based trainings. The training
venues will be used for training activities after the completion of the Operation activities. Therefore,
their support will be sustainable for the trainings to be delivered to women after the Operation.
In addition, the collaboration with Giresun, Ordu and Fatsa Trade and Industry Chambers will be
based on the business networking activities and employment of women who attend the Operation
activities. They will ensure the mechanism for the sustainability of the established business networks.
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RMG construction trainings which cover fashion design, computer-based pattern-making, sewing,
ironing, packaging, quality control, etc. will be held in both Giresun and Ordu provinces. Giresun
Provincial Directorate of National Education, Giresun and Ordu Universities, Fatsa Trade and
Commerce Chambers will provide training classes for these trainings.
Selection of the training participants will be done following the information meetings organized in
the city centres and sub-provinces of Giresun and Ordu. Number of trainees will be equally
distributed in each province. Unemployed women who are registered at İŞKUR’s database will
primarily be informed about the Operation. Visibility of the Operation will be realized in the villages
and also districts of two provinces through village and district headmen. A Committee will be
formed for the selection of participants which will be composed of representatives fromeach
Operation Associate. Operation will take the seasonal factors into account which would affect the
training process. The training schedules will be revised, when necessary, for example in hazelnut
harvest time in August. During the trainings, the training participants will be supported through
transportation opportunity and child care services.
The operation consists of service and supply components. The service component will involve a
technical assistance to develop vocational and entrepreneurial skills of women in ready-made
garment (RMG) industry in the provinces that constitute the Operation location. In the scope of the
service component, vocational trainings will be conducted on RMG construction trainings, business
advisory services and entrepreneurship trainings will be provided for the target groups of women.
Also, a web-based RMG training tool will be developed. Moreover, RMG-based sector research will
be conducted and RMG business network will be established. Additionally, awareness raising
activities on the importance of women’s labour force participation and registered employment will be
organized. In the supply component, the training venues, where the RMG construction trainings
will be held, will be equipped with the necessary machinery, equipment and consumable materials
for the realization of the vocational trainings.
5.8 Results with measurable indicators:
Result 1: Employability of women is increased and vocational training capacity is improved.
Result 2: Awareness about women’s participation in the labour force and registered employment is
increased.
Result 3: An effective ready-made garment business network is established for improving the local
capacity of ready-made garment sector and increasing the knowledge about RMG-based initiatives
Result 4: A web-based Training Tool Training and Communication Platform is established which
provides resources for both RMG construction and career development. The platform will be
accessible through the main page of Ordu, Giresun and Fatsa CTC web sites.
Result 5: Entrepreneurship capacity of women is strengthened.
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5.9 Activities:
Result 1: Employability of women is increased and vocational training capacity is improved.
The Operation aims to provide the trainings in Giresun and Ordu. This is believed to be functional in
terms of transportation that it will facilitate the access of the target groups to the training sessions.
Training classes will be established in both provinces. Each province has at least 3 theoretical and
practical training classes, including 1 class for computer-based design. In each province, trainings
will be held in the buildings which have X childcare room, X cafeteria and X inspiration studio.
1.1. Developing the training curricula and preparing the training manuals covering all RMG
construction processes,
Vocational training modules and occupational standards adopted by the Ministry of National
Education and the Vocational Qualifications Authority will be used as source documents for the
development of training curricula.Training curricula to be developed under the Operation will take into
account the existing training resources and will be focusing on intensive practical trainings,
1.2. Establishing a commission for the selection of the training participants and conducting interviews
with the participants,
1.3. Organizing RMG construction trainings on fashion design, computer-based pattern-making,
sewing, ironing, packaging, quality control etc. in Giresun and Ordu provinces based on a swift
needs analysis (with participation of X women), (All trainees who take RMG construction trainings
will also be provided Occupational Health and Safety Trainings)
1.4. Preparing a Strategic Plan for the years 2017-2022 to help ensure the sustainability of vocational
RMG trainings. The TAT will also be expected to develop an Exit Strategy with the participation of
sector representatives.
1.5. Organizing training-of-trainers on RMG construction (X staff),
1.6. Providing equipment support for childcare rooms for the trainees during the entire training sessions
in both cities.
1.7. Providing women with guidance and counselling services (X women)
Result 2: Awareness about women’s participation in the labour force and registered
employment is increased.
The reason behind the information meetings is to inform the rural parts covered within the operation
location efficiently where the women are more involved in seasonal agricultural works. İŞKUR’s
database will also be the main instrument for the selection of participants. The target groups living in
the sub-provinces will be informed about the Operation purpose and activities. The meetings will
also be the basis for awareness-raising about the disadvantaged situation of women’s current working
status in agriculture. The activity will be realized in close cooperation with women NGOs.
2.1. Preparing the Operation Communication and Visibility Strategy,
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2.2. Organizing a launching event to inform all stakeholders about the Operation activities in Giresun
(with the participation of at least X people),
2.3. Organizing information meetings with the participation of unemployed and home-based working
women about the Operation activities, public employment services (with participation of X
women),
2.4. Preparing visibility materials to disseminate the Operation activities and to increase the awareness
on the importance of registered employment and women’s participation in the labour market,
2.5. Organizing a Closing Conference and present the Operation results to relevant institutions (with the
participation of at least X people from RMG companies and relevant institutions).
Result 3: An effective ready-made garment business network is established for improving the
local capacity of ready-made garment sector and increasing the knowledge about RMG-based
initiatives.
Business networking activities will be conducted with the aim of extending the employment
opportunities. The Chambers of Trade and Industry in both Giresun and Ordu will be responsible for
expanding this network during and after the Operation. Therefore, setting up strong relations with the
business and also with the graduates will contribute to the implementation and sustainability of the
Operation.
3.1
Preparing a RMG Business Network Communication Strategy in order to monitor labour
demands of the RMG companies, to follow-up employment opportunities and to set up
cooperations with existing RMG companies and potential investors and establishing an
effective communication network,
3.2. Organizing information meetings in Giresun, Ordu and İstanbul with the participation of the
representatives of RMG sector, relevant NGOs and training institutions to increase the visibility of
the Operation, inform the stakeholders about the regional supports for RMG sector, including the
state support schemes, and to enhance the employment opportunities for the trainees (with
participation of representatives of X RMG companies),
3.3. Conducting a field research and preparing a report on the existing potential for women
entrepreneurship in the RMG sector. The report is expected to make contributions to the
employment of women who take entrepreneurship trainings and counselling services since the
national and regional financial support mechanisms such as DOKA grant programs and EBRDWomen in Business Operation are available for the use of women entrepreneurs.
3.3.1. Conducting a field research in Giresun and Ordu provinces,
3.3.2. Preparing Potential for Women Entrepreneurship Report
3.4. Organising study visits and national strategical meetings for increasing the knowledge about
RMG-based local initiatives to learn about their strategies and success in RMG construction. Study
visits will be organized to the RMG training institutions and are expected to create a learning
partnership which would not only support exchange of knowledge and experience but also create
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opportunities for the organization of future trainings. Thus, study visits will be increasing the quality
of Operation’s trainings through learning new knowledge and gathering experience. Improved
trainings in return, will also, increase the qualifications of the women possibly leading them to
have higher rate of success in their employment or enterprises they would set up.
3.4.1 Organizing 2 study visits to provide new opportunities for establishing sector-based
cooperations and improving the local know-how about RMG production,
Study visits will be realized to institutions and NGOs in Europe which mainly work on
RMG design and production such as EURATEX (European Apparel and Textile
Confederation). Main aim of the visits will be to increase the level of knowledge about
RMG-based local initiatives, to learn about their strategies and success in RMG
construction and to search for future partnerships,
3.4.2. Organising 3 national strategical visits.
Besides the study visits to institutions and NGOs in Europe, other visits will be held at national level
for setting up strategic partnerships with RMG companies and sector-based NGOs. With this aim,
visits at national level will be realized to institutions who work on RMG training and marketing such
as Istanbul Fashion Academy and ITKIB (The General Secretariat of Istanbul Textile and Apparel
Exporters’ Association). While the study visits are focusing on the international exchange of
experience and know-how, main aims of the national strategic visits will be to learn about the
strategies and success of the national institutions in RMG construction and to investigate the
opportunities and potentials for future partnerships.
Result 4: A web-based Training and Communication Platform is established which provides
resources for both RMG construction and career development.
4.1. Designing a web-site based on RMG construction training which will serve as a training
platform with relevant resources related to personal development and career development such as
Project Cycle Management (PCM), CV preparation, business plan development, business
networking, branding and marketing, practical videos about RMG construction and technical
support, news from the sector, etc. and as a platform for disseminating employment opportunities
in the RMG sector,
4.2. Preparing at least X training videos for each stage of RMG construction,
4.3. Preparing at least X videos about success stories in the RMG sector,
4.4. Organizing an information meeting in Giresun to advertise the web-site and its content for
relevant institutions and RMG companies (with participation of X people).
Result 5: Entrepreneurship capacity of women is strengthened. Operation aims to encourage
the target group to be entrepreneurs (regardless of the entrepreneurship type) by improving
their entrepreneurship skills.
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5.1. Providing entrepreneurship trainings for the target groups of women in Inspiration Studios to
be established within the context of the Operation (X women who benefited from guidance and
counselling
services
will
benefit
from
this
activity).
5.2. Organizing 2 seminars in Giresun and Ordu provinces with the participation of women
entrepreneurs with success stories addressing mainly target groups of women, NGOs and other
relevant institutions. Success stories of 2 women entrepreneurs who have established their own
RMG businesses will be shared (with participation of at least X people).
6. Implementation arrangements
6.1 Institutional framework:
The overall management of the Operation will be carried out by the following structures:




Contracting Authority (CA)
Operation Beneficiary (OB),
Senior Representative of the Operation Beneficiary (SROB),
Operation Coordination Unit (OCU).
This operation will be implemented under the Human Resources Development Operational
Programme (HRD OP) which is managed by Ministry of Labour and Social Security (MoLSS) as the
Operating Structure (OS) which also fulfils tendering and contracting tasks as the HRD Contracting
Authority. The OS will be represented by Deputy Undersecretary of MoLSS as the Head of
Operating Structure while the CA will be represented by the Head of EU Coordination Department.
Contracting Authority: The CA will be responsible for tendering, technical and financial
management of contracts under the operation. It ensures that all the documents, reports submitted by
contractors are duly checked /controlled/ read/ approved by the OB which cooperates with the CA in
managing the operation and any other aspects with relevance to the implementation of the Operation.
Operation Beneficiary: Eastern Black Sea Development Agency as the operation beneficiary will be
responsible for the implementation of this operation. To that end, Eastern Black Sea Development
Agency will assign a high level manager who will act as SROB that will be the official representative
of the OB. OB will establish an OCU which is the responsible body for supervision of
implementation of the operation.
Senior Representative of the Operation Beneficiary: The operation will be implemented under the
authority of the SROB on the side of beneficiary. The SROB will act as the formal representative of
the Eastern Black Sea Development Agency and will assume ultimate responsibility for the
successful implementation of the operation against the OS. He/she cooperates with the teams
responsible to implement contracts ensuring that the tasks are performed in accordance with the predefined deadlines and the standards of quality required. He/she will provide preliminary approval of
the reports of the contracts, or any technical and financial documents (such as approval of invoices
with “read and approved” stamp) or deliverables and outputs, before final approval by the
Contracting Authority. He/she will appoint one risk manager and one irregularity officer among
OCU members, responsible for the operation on behalf of the OB.
Operation Coordination Unit: The Eastern Black Sea Development Agency will establish an OCU
which will be adequately staffed composing of an Operation Coordinator and (at least) five Eastern
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Black Sea Development Agency experts. Existence of a professional and stable staff of OCU is
guaranteed by The Eastern Black Sea Development Agency as a crucial factor for the timely and
proper implementation of the Operation.
OCU is responsible for supervising the implementation of the operation which may include different
types of contracts that will be managed by the CA. It will perform the following tasks (it is not an
exhaustive list):
-
-
Following operation activities and working in close cooperation with the teams responsible to
implement contracts,
Coordinate and facilitate processes between SROB, the teams responsible to implement
contracts (consultant, contractor, TAT, etc. ) and the CA regarding any kind of reports,
requests, documents which need approval of SROB.
Ensuring the required coordination with other departments within the SSI or other institutions
related to the implementation of the operation.
6.2 Proposed monitoring structure and methodology:
The overall monitoring of the Operation will be performed by the following structures and tools
under the daily supervision and secretariat of the OCU:


Operation Steering Committee Meetings,
Operation Monthly Management Meetings (and other if necessary).
Operation Steering Committee (OSC): OSC will be established to serve as a platform to share results
achieved, follow-up of progress of the Operation (including different types of components/contracts)
and exchange experiences, ideas etc. The SROB will initiate the establishment of a core OSC which
will be composed of representatives of OCU, the teams responsible to implement contracts
(consultant, contractor, Technical Assistance Team (TAT) , etc.), the CA, stakeholders such as
Governership of Giresun and Ordu, İŞKUR (Turkish Employment Agency) Provincial Directorates
and Provincial Directorates of National Education in 2 Provinces, Giresun University, Ordu
University, SSI (Social Security Institution) Provincial Directorates, KOSGEB (Small and Medium
Enterprises Development Organization) Provincial Directorates, Chamber of Trade and Industries in
2 Provinces, relevant NGOs, Giresun and Fatsa Organised Industrial Zones. Contracting Authority
and the European Union Delegation in Turkey (EUD) are ex officio members of the Committee. The
OSC will meet on a semi-annual basis. First OSC will be organized 6 months after the first service
contract signed under the Operation. Organization of OSC meetings is under responsibility of the
Eastern Black Sea Development Agency which may use TAT when available. Agenda of the OSC
and brief note on the issues that will be discussed in the meeting will be provided to the members of
the OSC at latest 1 week before. Minutes of OSC meetings will be kept by Eastern Black Sea
Development Agency (or TAT when available) and submitted to the participants in the meetings for
their approvals at latest 1 week after. Minutes, agenda and brief notes can only be sent to the
participants after the approval of the CA.
Operation Monthly Management Meetings: It will be convened in order to monitor the activities of
the operation, discuss and assess the progress of the operation and provide solution to the problems
arising during the implementation of the operation. These meetings will be chaired by SROB.
Contracting Authority, OCU and representatives of the contracts composing the operation (such as
TAT) will be participants of the monthly management meetings. Minutes of OMMM will be kept by
Eastern Black Sea Development Agency (or TAT when available) and submitted to the participants
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in the meetings for their approvals. OCU may organize additional meetings with the teams
responsible to implement contracts if necessary.
As regards monitoring of operation on the basis of reports;
In terms of entire operation; Eastern Black Sea Development Agency will submit progress reports to the
CA on the overall progress of the operation. The format of the progress reports including irregularity
reports will be provided by the CA. Progress reports (PR) will cover the progress in all components in
relation with the operation, gap analysis in terms of indicators, the strategic contribution of each
component of the operation in terms of quality, efficiency, relevance of intervention to the objectives of
Operational Programme, issues of sustainability, lessons learnt, risks and remedial actions incurred under
the operation. PR will be submitted once in a year. First progress report will be submitted exactly one year
after the first contract under the operation is signed.
Eastern Black Sea Development Agency will prepare Final Component Reports (FCR) when a component
(service contract, service contract) under the Operation is concluded. The format of the FCR including
irregularity reports will be provided by the CA. FCR will cover an executive summary regarding the
finalization of the related component, output effectiveness diagramme, gap analysis regarding gaps in
between the expected and realised results and outputs of the component, strategic contribution of relevant
component in relation with the operation, issues of sustainability, lessons learnt, risks and remedial actions
incurred under the operation. For service component, Eastern Black Sea Development Agency will submit
final component report within two months after the end of service contract. The final component report for
supply contract will be submitted within 2 weeks after the last final acceptance certificate for relevant
contract is officially approved by the CA.
In terms of contracts; Eastern Black Sea Development Agency with its OCU will ensure that the
responsibilities regarding delivery, check, control and approval of documents as stated in 6.1 part of the
OIS are duly performed. Types, frequency and content of the documents and reports will be defined
specifically in the relevant tender documents of the contracts.
Eastern Black Sea Development Agency is aware of its responsibilities as the OB including reporting
requirements which will be defined in the Operational Agreement in detail. Eastern Black Sea
Development Agency is also aware that in addition to the reports mentioned above, ad hoc reports
may be requested by the Contracting Authority on various aspects or issues related to the
implementation of the operation. The content and time of submission of such ad-hoc reports will be
agreed between Eastern Black Sea Development Agency and the Contracting Authority on a case-bycase basis.
6.3 Required procedures and contracts for the implementation of the operation and their
sequencing:
7. Risks and assumptions:
Risks:



Major break or interruption on the implementation of IPA in Turkey
A major change in the legislative framework of Development Agencies in Turkey
Low participation level during hazelnut harvest time
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Low participation level from distant sub-provinces and especially rural areas due to long
distance
Recession in RMG sector which would negatively affect contract manufacturers in the region
Assumptions:






Political and institutional stability and a smooth implementation of the IPA instrument all
over the period of execution of the Operation continue.
RMG companies in the region are willing to support the Operation activities.
Target groups are fully committed and willing to take part in the activities.
Good coordination of operation activities is ensured.
Operation associates are aware of their roles and responsibilities in the Operation.
Low interest in entrepreneurship activities among the target group.
.
8. Expected impact of the operation on the target group and multiplier/spillover effects:
Multiplier/spill-over effects of the operation are expected to be as follows:

Garment Vocational Training and Entrepreneurship initiative suggests a sector-based model
for increasing women’s employability. The Operation aims to transform the contemporary
sector-based problems and barriers into an advantage for women who are unemployed or out
of labour market. Therefore, the model is expected to be a good example for other regions to
utilize such sectoral opportunities. Especially the Chambers can conduct research for
analyzing sector based labour force needs and formulate new projects or Operations for
supporting women’s employment in the future. Setting up close linkages with the actors of
the RMG industry is another strategy model for increasing employment opportunities in the
region. Establishment of an effective business networking mechanism would facilitate the
future collaborations for new employment arrangements.

An analysis of the development potential of ancillary RMG industry is one of motives of the
Operation. The analysis is expected to identify entrepreneurship opportunities in the sector
and open gates for the establishment of women-owned new enterprises in the region.

Operation aims to enhance women’s entrepreneurship skills and to support their
entrepreneurship in the RMG construction sector. Therefore, trainings are likely to bring on
partnerships among training participants to establish women-owned joint businesses.
Operation aims to encourage the target group to be entrepreneurs, regardless of the
entrepreneurship type, by improving their entrepreneurship skills. In addition to the training
support, Operation will ensure that the target group is informed about financial
support mechanisms available in the region and have necessary skills and knowledge to use
them. Supports/grants/incentives such as DOKA grant support programs and Women in
Business Operation by EBRD would be considered as main opportunities which could be
beneficial for women who have the potential and skills for becoming entrepreneurs.

A sector-based good governance model will be established through the Operation. The
linkages between the target group and the business actors, and the cooperative actions among
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the relevant public institutions would facilitate the development and implementation of future
actions for supporting women’s employment.
9. Sustainability:

Eastern Black Sea Development Agency (DOKA) will be the main institutional mechanism
to ensure the sustainability of the Operation impacts. In parallel with the priorities of DOKA
Regional Development Plan (2014-2017), DOKA will support women’s entrepreneurship and
maintain its gender sensitive approach in its grant programs.

Providers of training venues will continue to provide trainings after the Operation. All of the
training venues are located in public buildings. Owner of the training modules, machine and
equipments, web-based tools and sector network will be DOKA. In addition, active use of all
supply, relevant update and other maintenance after the Operation will be undertaken by the
Operation associates who provide training venues. Childcare rooms will be also open to the
use of trainees after the end of the operation.

“GATE for Women” Operation, puts forth a sector-based model for social and economic
empowerment of women in the Eastern Black Sea Region and their integration into
development process. And the establishment of training classes will be the basis for
Operation’s sustainability. After the completion of the Operation, universities of both
provinces and Giresun Provincial Directorate of National Education as the providers of
training venues will continue to organize RMG construction courses for the target group and
they will be responsible for the administrative and financial management of the training
environment. The training cadres of Public Training Centers and the universities will be
actively involved in the courses as trainers.

After the completion of the Operation, a commission will be established and it will be
composed of representatives from DOKA, Trade and Industry Chambers, İŞKUR, Public
Training Centres and universities of both provinces. The commission will be responsible for
evaluating labour demands of RMG sector, to decide on the training programs to be launched,
to monitor business network for new employment opportunities and to set communication
among the trainees and the RMG employers. DOKA will be leading position for
organizational matters and be responsible for all actions of the Commission.

According to the records of the Giresun Investment Support Office, the RMG company
applications to 2nd Industrial Organized Zone are indicators for the next years in terms of the
number of RMG labour force to be demanded. It is estimated that between years 2015-2017,
RMG industry will have the power to employ approximately 2000 additional workers.
Therefore, the outcomes of the Operation will serve the demand of the industry in the long
term.

Training of Trainees which will be selected among the permanent staff of the Public Training
Centres will contribute to the sustainability of the Operation in terms of providing RMG
construction trainings Public Training Centres will also contribute to making the necessary
updates over the training tools and curriculums.
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
“Web-Based Training and Communication Platform”” is a mechanism which shall contribute
to the sustainability of the Operation. While the web-site will include visual and written
resources for vocational training and personal development, it will also function as a
communication platform where the RMG employers and trainees meet and RMG vacancies
announced. The platform will be accessible through the main page of Ordu, Giresun and
Fatsa CTC web sites. The administration and updating of the web site will be undertaken by
Ordu, Giresun and Fatsa CTCs. After the completion of the Operation, the web site will be
functioning as a communication platform of RMG sector including employers, employees,
academicians, Public Training Centres and NGOs. Vacancy announcements, news from
RMG sector, trends, training documents, research papers, etc. will be published on the web
site. Also, announcement of new RMG training courses will be realized via this site.
Following the completion of the Operation, CTCs will contribute to the development of new
strategies to make room for the unemployed women in the RMG sector.

Giresun and Ordu Investment Support Offices, as the local branches of the Eastern Black Sea
Development Agency, will be the main mechanisms in monitoring sectorial opportunities for
women and maintaining business linkages between the target group and the RMG companies.
10. Horizontal Issues:
“Gate for Women” Operation attributes great importance to sustainable development, civil society
participation and good governance issues. In overall, the Operation is expected to make remarkable
contributions to the regional development in terms of women’s employment ratio in the long term.
Equal opportunities for men and women will be ensured through the gender sensitive approach of the
Operation which has been designed to strengthen women’s place in the labour market and increase
their visibility in the public sphere.
As regards participation of civil society, the Operation takes into account the importance of need for
strong communication with the relevant civil society organizations. Therefore, an “interactive
aproach” will be adapted throughout the Operation particularly with women NGOs, Chambers of
Trade and Industry and associations of industrialists in Giresun and Ordu. Information days,
awareness activities and consultation meetings are expected to contribute to the efficiency of the
Operational actions and increase its impacts.
As regards geographic, sectoral and thematic concentration, the operation will be implemented in
the two cities of TR90 region. In overall, the Operation has full concentration on RMG sector.
As regards good governance, the Operation attributes great importance to setting up an effective
regional RMG training mechanism and sector-based business linkages for maintaining sustainable
benefit for the target group. Therefore, the main motive throughout the Operation will be on the
establishment of a local governance model by analysing at which points relevant institutions’ mission
and tasks intersect to obtain the maximum benefit from the Operation actions. SC meetings,
consultation meeting with the public administrations and information days for employers and women
NGOs will provide opportunity to discuss the possible collaborations and contributions of the
relevant institutions.
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11. Links with other IPA component measures:
In parallel with Priority Axis 2 of RCOP, which is “to strengthen enterprise capacity and foster
entrepreneurship”, business start-ups will be assisted through entrepreneurship trainings as well as
guidance especially for women.
The 9th National Development Plan (NDP) also attributes prior importance over “Increasing
Employment” by suggesting, as a strategy, the establishment of strong linkage between education
and labour market.
In addition, Eastern Black Sea Development Agency Regional Plan (2010-2013), under Priority G,
“Women’s and Youth Entrepreneurship and Employment”, puts forth strategies for the development
of women’s employment opportunities such as; (1) Providing advisory services to women
entrepreneurs on market trends, exportation, legal arrangements on trade, etc. (2) Establishment of
economic inclusion mechanisms for women those who are unemployed, who are working home
based and/or working as seasonal family workers.
Business Advisory Services (BAS) provided by the European Bank for Reconstruction and
Development (EBRD) is also a well-functioning model for the Operation as it promotes women’s
entrepreneurship by providing small business supporting tools.
12. Requested financing from the European Commission:
13. Co-financing:
14. Budget breakdown:
15. Cash flow requirements by source of funding:
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S H E E T
M A N U A L :
5 . 0
–
D E C E M B E R ,
2 0 1 3
C H A P T E R :
1 . 0
–
D E C E M B E R ,
2 0 1 3
19 /3
ANNEX 1: SHORT ANALYSIS OF RMG SECTOR IN GİRESUN AND ORDU
Strengths
Weaknesses
 Young labor force
 Insufficient number of skilled labour
 Adaptation of State Incentive System
in the RMG manufacturing
 Low rents for entreprises
 Coordination problems related to the
 Construction of an international airport on the
development of subsidiary RMG
border of Ordu-Giresun
industry
 Closeness to Russian and Middle East markets
 Lack of branding and advertising
 Intensive investment demand by outside
activities despite the increasing
investors whose hometown is Giresun and Ordu
company needs
 Presence of Giresun and Ordu universities and
 Lack of knowledge for
state vocational schools
institutionalisation
 Improving textile know-how culture (due to the
increasing number of RMG investments in recent
years)
Opportunities
Threats
 Attraction of new state incentives
 Cheap labor in RMG sector of China
 New RMG investment applications to 2nd
and Far East countries
Organized Industrial Zone in Giresun
 Possible increase in the comsumption
 Increasing demand for skilled RMG labor
of export products
 Demand of RMG investors to cooperate both
 Structural changes in accessing the
with the relevant vocational institutions and
RMG market
among themselves
 Small-sized manufacturers’ demand for branding
and advertising activities
 Development of subsidiary RMG industry
M I N I S T R Y
I P A
I V
–
O F
L A B O U R
H U M A N
A N D
S O C I A L
R E S O U R C E S
S E C U R I T Y
D E V E L O P M E N T