34. İSEDAK Bakanlar Oturumu Politika Tavsiyeleri

Tarım(EN)

Tarım(EN)

  • Designing Market Information Systems (MIS) through assessing and reviewing targeted stakeholders with a sustained budget support and an effective monitoring and evaluation framework
  • Building sufficient capacity for stock monitoring, trend analysis and forecasting as well as other relevant subjects beyond providing price information for a better functioning MIS
  • Linking MIS to other market-supporting institutions and/or other risk-management tools to increase the mutual benefits.
  • Forming the necessary mechanisms/platforms for an improved coordination among the key stakeholders and ensuring the effective review of the quality of information provided.
  • Developing and implementing preferential market access schemes and intra- as well as cross-regional trade agreements (e.g. TPS-OIC (Trade Preferential System among the Member States of the OIC)) with a view to contributing to collaborative and sustainable agricultural trade development.
  • Building supply-side capacity and improving demand side capacity through rationalizing non-tariff measures (NTMs) for a sustained agricultural trade structure among OIC member countries.
  • Developing and increasing economic connectivity as well as physical and information connectivity to reduce trade costs in agricultural trade markets for a sustainable agricultural trade development.

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Mali İşbirliği(EN)

Mali İşbirliği(EN)

  • Developing an Enabling Legal and Regulatory Framework for Islamic Capital Markets and Promoting Solid Collaboration among the Key Market Stakeholders to improve the ecosystem for Sukuk issuance.
  • Improving Market Infrastructure and, where needed, the Existing Tax Framework for Enhancing Sukuk Issuance.
  • Developing a Sustainable Liquidity Base to Support Demand for Shariah-Compliant Assets, and Facilitating Diversification of Market Players on the Demand Side of the Sukuk Market.
  • Promoting a Sustainable Supply of Sukuk Issuance from the Private Sector in order to Foster Diversification of Industry Participants on the Supply Side and Expand the Benchmark Yield Curve.
  • Developing a Seamless Shariah Governance Process for Facilitating Faster Turnaround Time for Sukuk Issuance, Improving Clarity of Sukuk Structures, Promoting Product Innovation, Building Market Confidence and Increasing Market Awareness among the Industry Practitioners.
  • Development of Key Measures (developing masterplans, promotional activities, etc.) to Support a Viable Ecosystem for Islamic Funds
  • Development of a Robust Regulatory, Supervisory and Shariah Frameworks to Ensure Compliance, Growth and Protection of all Stakeholders’ Interest particularly Investors’.
  • Encouraging Establishment of Institutional Funds to Increase Demand for Islamic Funds.
  • Encouraging the Development of a Facilitative Tax Framework to Secure Strong Commitments from Supply and Demand Sides to Promote Competitive Positioning for Islamic Funds.

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Yoksulluğun Azaltılması(EN)

Yoksulluğun Azaltılması(EN)

  • Increasing both the quantity and quality of teachers, particularly who teach in schools serving to disadvantaged and poorest through improving wage rates, pedagogical interventions, performance incentives, training and curricula reforms
  • Increasing teaching and learning effectiveness through adoption and widespread use of Information and Communication Technology (ICT) based new models
  • Promoting better early-childhood learning opportunities through accessible and affordable pre-primary schooling
  • Ensuring progressive universalism for closing the rich-poor gap in learning outcomes
  • Enhancing and reinforcing accountability through parental engagement and involving parents in the monitoring of their children’s education and intensifying the parent-teacher interaction to improve education delivery
  • Improving access of poor student/youth to vocational education through eliminating/reducing school fees, offering monthly scholarship schemes and providing adequate facilities (i.e. accommodation) for students coming from remote areas
  • Matching the skills thought in TVET institutions with the industrial requirements through job-oriented and demand-driven curriculum update and improving facilities of TVET institutions as well as establishing a training center inside industrial area
  • Increasing both the quantity and quality of teachers in TVET sector through providing professional development programs, industrial attachment, and recognition of their work based on performance
  • Increasing awareness about TVET and social recognition of its graduates in order to increase enrolment in TVET sectors and create new job opportunities for skilled graduates

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Turizm(EN)

Turizm(EN)

  • Establishing/Empowering a central body (i.e. DMO) to position the destination at a desirable place among the competing destinations, to create the brand image of the destination, and to promote the destination through utilizing such tools as social media, digital marketing, trade fairs, public relations, and fam-trip organizations.
  • Encouraging new product development (i.e. events, festivals and other suitable products) to mitigate the adverse effects of seasonality and the risks related to dependence on one product or a single market.
  • Managing and regulating existing distribution channels, developing new distribution channels to prevent dependency and minimize power asymmetry between destination stakeholders as well as international intermediaries, and establishing strategic alliances with external stakeholders that would create synergies for the destination and other collaborators (i.e. airlines, event organizers etc).
  • Promoting collection, storage, analyses and dissemination of market data on visitor characteristics, seasonality, distribution channels performance, source markets, trends etc., while respecting confidentially and privacy of individuals, to improve the marketing effectiveness of the destination stakeholders as well as DMOs.
  • Utilizing digital platforms, mobile applications and allocating special attention on social media channels for improving tourist experience, information credibility and interaction among visitors in destination marketing
  • Establishing/strengthening local and regional public-private DMOs through assigning responsibilities related to destination development marketing and management in coordination with local stakeholders.
  • Developing and promoting shared vision of destination through DMOs, planning supply and demand, identifying and monitoring KPIs and taking measures to ensure sustainable tourism development at the destination.
  • Identifying tourism resources, assessing their potential, investing on infra-structure, creating tourism products including events and festivals through local DMOs.
  • Promoting destinations in the OIC through forming intra-OIC country collaborations to establish intraregional DMOs.
  • Cooperating with different external actors and creating strategic alliances.
  • Promote self funding of DMOs in the long term and ensure transparency in utilization and management of finances.

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Ticaret(EN)

Ticaret(EN)

  • Encouraging the design of an attractive package where benefits provided by the AEO program to the private sector outnumber costs borne by firms and traders in order to attract companies to participate in the program,
  • Promoting an integrated approach in the legislative, organizational and operational dimensions with other government agencies during the design phase of AEOs in order to eliminate duplications and redundancy as well as burdensome procedures,
  • Encouraging the adoption of and increasing the number of mutual recognition agreements (MRAs) as they enable AEO holders to enjoy trade facilitation benefits provided by the partner countries,
  • Enhancing the communication with the private sector with AEOs through utilizing client relations management,
  • Supporting the participation of SMEs in the supply chain for the operators in order to benefit from the AEO programs to their full extent.

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Click for the Policy Recommendations of the Exchange of Views Session OF 34th COMCEC Session on “Facilitating Trade: Improving Customs Risk Management Systems in the OIC Member States”

Ulaştırma ve İletişim(EN)

Ulaştırma ve İletişim(EN)

  • Developing/Improving an enabling legal, institutional and regulatory framework for ensuring effective coordination and cooperation among the relevant countries and for achieving reform-demanding objectives.
  • Establishing a dedicated corridor secretariat/coordination unit for facilitating corridor governance through ensuring permanent communication and coordination among the relevant countries.
  • Promoting the development of transport corridor governance in a holistic way, combining hard measures such as infrastructure and soft measures such as political support, stakeholder consultation and capacity building.
  • Seeking support of the related international organizations in carrying forward corridor governance, especially in the initial phase of corridor development.
  • Developing guidelines for the preparation and implementation of national transport master plans by taking into consideration international best practices towards having more integrated and sustainable land and transport plans and solutions.
  • Identifying comprehensive and relevant Key Performance Indicators for the effective monitoring and evaluation of the performance of transport plans and their outcomes, and sharing the results with the relevant public and private sector stakeholders.
  • Improving the planning capacity of the OIC member states through applying contemporary methods such as setting a vision with a set of social and economic objectives.
  • Improving national transport infrastructure planning process and encouraging public private partnerships (PPPs) particularly for needs assessment, encouraging investments, well-functioning operations and maintenance.

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