YBDP Current Situation and Analysis Annexes

Transkript

STATE
PL
AN
SPO
IZ
AT
ION
T. R
E M IN
RIM
IS
Y
TR
.P
N
NING ORGA
T. R.
PRIME MINISTRY
STATE PLANNING ORGANIZATION
General Directorate of Regional Development and Structural Adjustment
YEŞİLIRMAK BASIN DEVELOPMENT PROJECT
(AMASYA, ÇORUM, SAMSUN, TOKAT)
CURRENT SITUATION AND ANALYSIS
ANNEXES
“An environmentally sensitive, competitive, rapidly
developing region, which has become Turkey’s gateway
to the Black Sea and which has raised its quality of life”
DOLSAR
Engineering Limited
December 2004
Ankara
Published: Ankara, 2006
DOLSAR
THE YEŞİLIRMAK BASIN DEVELOPMENT PROJECT AND CONTRIBUTORS FROM STATE PLANNING ORGANIZATION*
ACCEPTANCE COMMITTEE
Ahmet YAMAN
General Director of Regional Development and Structural Adjustment
Cevdet YILMAZ
General Director of Relations with EU
Mehmet ÇIRAK
Head of Monitoring and Evaluation Department
Ömer BİLEN
Head of Monitoring and Evaluation Department
Dr. Cahit BAĞCI
Undersecretariat Advisor
MEMBERS OF GUIDANCE AND EVALUATION COMMITTEE (CONTROL ORGANIZATION)
Cemalettin KAYMAK
Head of Priority Regions for Development Department
Nevin SORGUÇ
Head of Regional Development Department
Deniz AKKAHVE
Head of EU Regional Development Programs Department
Cumhur BOZ
Head of State Economic Enterprises and Social Security Department
Ayşenur GÖNÜL
Head of Financial Markets Department
Ahmet ÇELENKOĞLU
Head of Economic Evaluation Department
Aziz BABACAN
Head of Agriculture Department
Mehmet TARAKÇIOĞLU
Murat Ş. YAZAN
Abdüllatif TUNA
Head of Department of Industry
Hülya TOKGÖZ
Head of Infrastructure and Services Department
Yılmaz ILGIN
Head of Project, Investment Analysis and Evaluation Department
İlyas ÇELİKOĞLU
Head of Social Policies Department
Yılmaz TUNA
Head of Human Resources Development Department
Sedat ÇETİK
Head of Social Physical Infrastructure Department
Niyazi İLTER
Head of Social Physical Infrastructure Department
Mehmet TEKİN
Head of Social Researches Department
Kamil AYANOĞLU
Head of Social Researches Department
CURRENT SITUATION ANALYSIS ANNEXES
MEMBERS OF ACCEPTANCE COMMITTEE, GUIDANCE AND EVALUATION COMMITTEE OF
GENERAL DIRECTORATE OF REGIONAL DEVELOPMENT AND STRUCTURAL ADJUSTMENT
Ahmet KINDAP
Planning Expert
Rasim AKPINAR
Planning Expert
Ayşe ÖZÇÖREKÇİ
Contracted Employee
Metin ÖZASLAN
Planning Expert
Hasan ŞANALMIŞ
Assistant Planning Expert
Mehmet Emin ÖZSAN
Nuri Barış TARTICI
Murat KARA
Mesut AKBAŞ
Ahmet TAMER
* According to their positions during the execution of the project.
DOLSAR
i
LOCAL PARTICIPATION PROVIDED FOR
THE YEŞİLIRMAK BASIN DEVELOPMENT PLAN
ORGANIZATIONS AND ESTABLISHMENTS
ii
Governorates of Amasya, Çorum, Samsun and Tokat,
Yeşilırmak Basin Development Union
Provincial planning directorates of Amasya, Çorum, Samsun and Tokat
Provincial directorate of industry and commerce of Amasya, Çorum,
Samsun and Tokat
Provincial agricultural directorates of Amasya, Çorum, Samsun and Tokat
Special provincial administrations of Amasya, Çorum, Samsun and Tokat
Provincial directorates for rural services of Amasya, Çorum, Samsun
and Tokat
Provincial directorates of culture and tourism of Amasya, Çorum,
Samsun and Tokat
Provincial directorates of health of Amasya, Çorum, Samsun and Tokat
Provincial directorates of national education of Amasya, Çorum,
Samsun and Tokat
Provincial directorates of environment and forests of Amasya, Çorum,
Samsun and Tokat
Amasya, Çorum, Samsun and Tokat Tax Offices
Provincial directorates of title deeds and cadastre of Amasya, Çorum,
Samsun and Tokat
Municipalities of Amasya, Çorum and Tokat, Metropolitan Municipality
of Samsun
Municipalities of Amasya – Merzifon, Suluova, Taşova, Çorum-Alaca,
Osmancık, Sungurlu, Samsun- Bafra, Çarşamba, Havza, Terme,
Tekkeköy, Vezirköprü, Tokat- Erbaa, Niksar, Turhal, Zile
Chambers of commerce and industry of Merzifon, Suluova,
Gümüşhacıköy , Taşova, Çorum- Sungurlu, Samsun- Havza,
Terme, Çarşamba, Bafra, Tokat- Turhal, Zile, Niksar, Erbaa
Chambers of tradesmen and artisans of Amasya, Çorum, Terme and
Taşova
DSİ section directorates of Amasya, Çorum, Samsun and Tokat
Irrigation unions cooperatives of Amasya, Çorum, Samsun and Tokat
Stud cattle breeding unions of Amasya, Çorum, Samsun and Tokat
Amasya Suluova agricultural development directorates
OIZ Directorates of Amasya, Çorum, Samsun, Tokat ve Merzifon,
Erbaa, Niksar
SIE Directorates of Amasya, Çorum, Samsun and Tokat
Amasya, İskilip Vocational Education Directorates
Foundations and associations: SAMSİAD, ÇORUMSİAD, TOSİAD
İskilip Public Training Center
Chambers of profession of Amasya, Çorum, Samsun and Tokat (those
affiliated with TMMOB, chambers of physicians, chambers of
accountants etc.)
Banks in the provinces of Amasya, Çorum, Samsun and Tokat
Financial and intermediary establishments of Amasya, Çorum, Samsun
and Tokat
Industrial exploitations in the provinces of Amasya, Çorum, Samsun and Tokat
Samsun Ondokuzmayıs University. Tokat Gaziosmanpaşa University
Central Anatolian Exporters Unions
Samsun Foreign Trade Regional Directorate
Samsun Customs Directorate
Çorum Customs Directorate
VII. Regional Directorate of DSI/Samsun
Karadeniz (Black Sea) Agricultural Research Institute/Samsun
Local media establishments of Amasya, Çorum, Samsun and Tokat
PARTICIPATION PROVIDED BY USING PARTICIPATORY DATA
COLLECTION TECHNIQUES
Focused Group Interview (FGI) in the provinces of Amasya,
Çorum, Samsun and Tokat
12 “women and families” FGI meetings
Amasya “seasonal female workers” FGI meetings
Çorum “bricks – tiles workers” FGI meetings
Samsun “tobacco workers” FGI meetings
Tokat “construction workers” FGI meetings
14 “poverty” FGI meetings
“Forest Operation Chiefs’” FGI meetings
Meetings
Regional parliament members awareness meetings
Merzifon Industrial Planning and Coordination Meeting
Samsun III. City Congress
Samsun Provincial Development Strategy Meetings (SABEK A.Ş.)
Samsun Special Provincial Strategically Draft Plan Meeting
Irrigation unions and cooperations in Amasya, Çorum and Tokat provinces
Provincial agricultural directorates of Amasya, Çorum, Samsun and Tokat
Provincial food control laboratories Çorum, Samsun and Tokat
Merzifon Stud Cattle Breeders Union
Amasya Yedikır Dam Water Products Production Station
Amasya Regional Forestry Directorate
Forestry head offices of Amasya, Taşova, Çorum, Kargı, İskilip
Samsun, Bafra Vezirköprü, Çarşamba, Salıpazarı, Tokat, Almus,
Erbaa, Niksar and village headmen under said head offices
Surveys
Survey on Consolidation of Women and Families
Survey on Poverty, Social Security and Labor
Survey on Manufacturing Industry (large scale entrepreneurs, 10+)
Survey on Manufacturing Industry (small scale entrepreneurs, 10-)
Survey on Business
Survey on Transportation
Survey on Ranking of Settlements
SWOT Analysis Meetings
Çarşamba
Niksar
Merzifon
Zile
Osmancık
SCENARIO ANALYSIS MEETINGS
Amasya
Merzifon (with the participation of Gümüşhacıköy, Suluova)
Samsun (with the participation of Tekkeköy)
Bafra (with the participation of Alaçam, Ondokuzmayıs)
Çarşamba (with the participation of Terme, Salıpazarı, Ayvacık)
Çorum (with the participation of Laçin)
Alaca (with the participation of Boğazkale, Ortaköy, Mecitözü)
Osmancık (with the participation of Kargı, İskilip, Oğuzlar, Dodurga)
Sungurlu
Tokat
Turhal (with the participation of Pazar, Zile)
Niksar (with the participation of Erbaa, Almus)
MEETINGS RELATED TO DEBATES ON CURRENT SITUATION
ANALYSIS and STRATEGY and RESTRUCTURING SCENARIOS
REPORTS
Çorum (with the participation of Amasya, Samsun, Tokat)
MEETINGS RELATED TO DEBATES ON DRAFT MASTER PLAN
Governorate of Amasya
Amasya Municipality
Merzifon Municipality
Taşova Municipality
Governorate of Çorum
Çorum Municipality
Governorate of Samsun
Samsun Metropolitan Municipality
Bafra Municipality
Governorate of Tokat
Tokat Municipality
Erbaa Municipality
Turhal Municipality
DOLSAR
PROJECT TEAM
M. Sinan AKER
Project Director
Akın ATAUZ
Project Coordinator
Rıfat TÜRKKAN
Deputy Project Coordinator
Doğan PEKÇAĞLIYAN
Deputy Project Coordinator
Şahin BEKİŞOĞLU
Group Manager for Economic Structure
Doç. Dr. Feryal TURAN
Group Manager for Social Structure
Sadettin ZORLUTUNA
Group Manager for Urban and Rural Infrastructure (Infrastructure)
Hüseyin ÇİÇEK
Group Manager for Urban and Rural Infrastructure (Urbanization)
Sevgi ARSLAN
Group Manager for Environment
Sermet ADIGÜZEL
Prof. Dr. Cüneyt ELKER
Burhan ARIÖZ
Prof. Dr. Gazi ÖZHAN
Baki ARSLAN
Prof. Dr. Fersun PAYKOÇ
Hüsamettin ATEŞ
Prof. Dr. Gencay ŞAYLAN
Yalçın Kaya AYDOS
Prof. Dr. Hüseyin TATLIDİL
Adil BACAK
Prof. Dr. Levent TURAN
Hakan DAMAR
Doç. Dr. Selim ÇAĞATAY
Nihan DERİNÖZ
Doç. Dr. Alper GÜZEL
Ali Osman ERDEM
Doç. Dr. Meral ÖZHAN
Bilge Çınar ERTEM
Doç. Dr. Turgay ÜNALAN
Ümit GİRİŞ
Doç. Dr. Asuman TÜRKÜN
İzzet KARACAGİL
Dr. Aydın AKBULUT
Şükrü KAYA
Dr. Murat BUKET
Ercüment KOYUNCU
Dr. Ufuk COŞGUN
Nusret KUTLU
Dr. Tayfun PEKÇAĞLIYAN
Ali Onur KUYUCAK
Dr. İdris TOSUN
Mesut ÖNER
Dr. Sarp ÜNER
Ertuğrul ÖZBEK
Melih ARAL
Kağan SOLMAZ
Haşim ALTINÖZLÜ
Murat ŞAHİN
Nejat DURA
Sezin ÜSKENT
Nilgün PEKÇAĞLIYAN
DOLSAR ENGINEERING
ADVISORY BOARD
Prof. Dr. Servet MUTLU
Prof. Dr. Ayda ERAYDIN
Prof. Dr. Bahattin AKŞİT
Prof. Dr. Süleyman KODAL
Doç. Dr. Melih PINARCIOĞLU
DOLSAR
iii
iv
DOLSAR
Contents
1 INSTRUMENTS FOR THE EUROPEAN UNION PRE-ACCESSION
FINANCIAL ASSISTANCES
1-1
2 NUTS CLASSIFICATION
2-1
3 NUTS LEVEL 2 INDICATORS AND COMPARISONS
3-1
4 THE RANGE OF TR83 REGION DISTRICTS IN TERMS OF
SOCIO ECONOMIC DEVELOPMENT
4-1
5 THE DATA OF POPULATION, EDUCATION, EMPLOYMENT,
AGRICULTURE AND GROSS NATIONAL PRODUCT
5-1
6 INSTITUTIONALIZATION
6.1 CURRENT ORGANIZATION OF PUBLIC ADMINISTRATION
6-1
6-2
6.1.1
CENTRAL ADMINISTRATION
6-2
6.1.2
DEVELOPMENT AGENCIES
6-4
6.1.3
LOCAL ADMINISTRATIONS
6-6
6.1.3.1
Special Provincial Administration
6.1.3.2
Villages
6-7
6-10
6.1.4
METROPOLITAN MUNICIPALITY
6-13
6.1.5
LOCAL ADMINISTRATION UNIONS
6-14
6.2 AN OVERVIEW TO LAWS WHICH DETERMINE THE LOCAL
ADMINISTRATION ONCE MORE
6-16
6.3 LOCAL ADMINISTRATION UNIONS WHICH ARE CURRENT IN THE REGION
6-22
6.3.1
UNION OF SAMSUN MUNICIPALITIES
6-22
6.3.2
YEŞILIRMAK BASIN DEVELOPMENT UNION
6-24
6.3.2.1
The Goal Of the Union
6-24
6.3.2.2
Mode Of Operation
6-25
6.3.2.3
The Bodies of the Union
6-25
6.3.2.4
Incomes of the Union
6-26
6.3.2.5
Expenditures of The Union
6-26
6.3.2.6
The Budget of The Union
6-27
DOLSAR
CONTENTS
v
Contents
6.3.2.7
Activities To Build A Vision
6-27
6.4 INSTITUTIONAL STRUCTURES WHICH ARE EFFECTIVE IN
REGIONAL DEVELOPMENT
6-29
6.5 THE PRELIMINARY PROPOSAL FOR INSTITUTIONALIZATION
6-30
7 SWOT ANALYSES
7-1
7.1 INTRODUCTION
7-2
7.2 MERZIFON DISTRICT
7-6
7.2.1
STRENGTHS
7-6
7.2.2
WEAKNESSES
7-6
7.2.3
OPPORTUNITIES
7-7
7.2.4
THREATS
7-7
7.3 OSMANCIK DISTRICT
7-9
7.3.1
STRENGTHS
7-9
7.3.2
WEAKNESSES
7-9
7.3.3
OPPORTUNITIES
7-10
7.3.4
THREATS
7-10
7.4 ÇARŞAMBA DISTRICT
vi
7-12
7.4.1
STRENGTHS
7-12
7.4.2
WEAKNESSES
7-12
7.4.3
OPPORTUNITIES
7-13
7.4.4
THREATS
7-13
7.5 NİKSAR DISTRICT
7-15
7.5.1
STRENGTHS
7-15
7.5.2
WEAKNESSES
7-15
7.5.3
OPPORTUNITIES
7-16
7.5.4
THREATS
7-16
7.6 ZİLE DISTRICT
7-18
7.6.1
STRENGTHS
7-18
7.6.2
WEAKNESSES
7-18
7.6.3
OPPORTUNITIES
7-19
7.6.4
THREATS
7-19
DOLSAR
Contents
7-21
7.7.1
STRENGTHS
7-21
7.7.2
WEAKNESSES
7-21
7.7.3
OPPORTUNITIES
7-21
7.7.4
THREATS
7-22
7.8 OTHER SWOT ANALYSIS
7-24
7.8.1
VEGETABLE CULTIVATION ANALYSIS
7-24
7.8.2
IRRIGATION SWOT ANALYSIS
7-26
7.8.3
URBAN SETTLEMENTS SWOT ANALYSIS
7-27
BIBLIOGRAPHY
DOLSAR
B-1
7.7 TR83 REGION
vii
viii
DOLSAR
List of Tables
Annex Table 2.1
NUTS Level 1, Level 2 and Level 3 Regions
2-2
Annex Table 3.1
NUTS 2 Demographic Indicators and Comparisons
3-2
Annex Table 3.2
NUTS 2 Employment Indicators and Comparisons
3-3
Annex Table 3.3
NUTS 2 Education Indicators and Comparisons
3-4
Annex Table 3.4
NUTS 2 Health Indicators and Comparisons
3-5
Annex Table 3.5
NUTS 2 Industry Indicators and Comparisons
3-6
Annex Table 3.6
NUTS 2 Agriculture Indicators and Comparisons
3-7
Annex Table 3.7
NUTS 2 Construction and Infrastructure Indicators and Comparisons
3-8
Annex Table 3.8
NUTS 2 Financial Indicators and Comparisons (1/2)
3-9
Annex Table 3.9
NUTS 2 Financial Indicators and Comparisons (2/2)
3-10
Annex Table 3.10 NUTS 2 Other Welfare Indicators and Comparisons
3-11
Annex Table 4.1
TheRanging of TR83 Region Districts in Their Provinces in Terms of
Socio-Economic Development (1/2)
4-2
The Ranging of TR83 Region Districts in Their Provinces in Terms of
4-3
The Ranging of TR83 Region Districts in Turkey in terms of
4-4
The Ranging of TR83 Region Districts in Turkey in terms of
4-5
Annex Table 5.1
Age Dependancy Rates - Provinces, TR83 Region and Turkey, 1980
5-2
Annex Table 5.2
5-3
Annex Table 5.3
5-4
Annex Table 5.4
5-5
Annex Table 5.5
1980-2000 Literacy and Distribution of the Schools Graduated from in Respect
of Gender According to the General Population Census
5-6
Annex Table 5.6
The Population of Amasya Province in Terms of Literacy and Educational
Background, 1975-2000
5-7
The Population of Çorum Province in Terms of Literacy and Educational
5-8
The Population of Samsun Province in Terms of Literacy and Educational
Background 1975-2000
5-9
Annex Table 4.1
Annex Table 4.2
Annex Table 4.3
Annex Table 5.7
Annex Table 5.8
Annex Table 5.9
The Population of Tokat Province in Terms of Literacy and Educational
5-10
Annex Table 5.10 The Population of Turkey in Terms of Literacy and Educational Background,
1975-2000
5-11
Annex Table 5.11 The Distribution of Provinces, TR83 Region and Employment in Turkey
According to Educational Background, 2000
5-12
According to Educational Background and Gender, 2000
5-13
According to Education in Sectoral Basis and Gender, 2000
5-14
DOLSAR
LIST OF TABLES
ix
List of Tables
x
Annex Table 5.14 Provinces, TR83 Region and the Employment in Turkey According to
Education and Gender, 2000
5-15
Annex Table 5.15 Provinces, TR83 Region and the Employment in Turkey According to
Educational Background, 2000
5-16
Annex Table 5.16 The Growth Rate of Employment According to Sectors in Years - Provinces,
TR83 Region and Turkey, 1980-2000
5-17
Annex Table 5.17 The Change of Sectoral Shares in Total Employment in Provinces,
5-18
Annex Table 5.18 The Change of Sectoral Employment Shares of Provinces and
TR83 Region in Turkey, 1980-2000
5-19
Annex Table 5.19 GDP and Employment Relationship, 1990-2000
5-20
Annex Table 5.20 The Development of GDP in Terms of Sectors in Years - Provinces,
TR83 Region and Turkey, 1987-2001 (1/3)
5-21
Annex Table 5.21 The Development of GDP in Terms of Sectors in Years, - Provinces,
5-22
Annex Table 5.22 The Development of GDP in Terms of Sectors in Years, - Provinces,
5-23
Annex Table 5.23 The Shares of Sectors in GDP in Terms of Years - Provinces,
TR83 Region and Turkey, (1/2)
5-24
Annex Table 5.24 The Shares of Sectors in GDP in Terms of Years - Provinces,
TR83 Region and Turkey, (2/2)
5-25
Annex Table 5.25 The Shares of Sectors in the GDP of Turkey in Years - Provinces,
TR83 Region and Turkey (1/2)
5-26
Annex Table 5.26 The Shares of Sectors in the GDP of Turkey in Years - Provinces,
TR83 Region and Turkey (2/2)
5-27
Annex Table 5.27 The Development of GDP in Years in Terms of Sectors - Provinces,
5-28
5-29
5-30
Annex Table 5.30 The Growth Rate of GDP in Years in Terms of Sectors - Provinces,
TR83 Region and Turkey 1987-2001 (1/2)
5-31
Annex Table 5.31 The Growth Rate of GDP in Years in Terms of Sectors - Provinces,
TR83 Region and Turkey 1987-2001 1987-2001 (2/2)
5-32
Annex Table 5.32 The Distribution of Plantations in Districts in Terms of Product Line, 2003
5-33
Annex Table 6.1
The Number of Convocators of TR83 Provincial Council
6-9
Annex Table 6.2
TR83 Region Specialized Committee of the Provincial Council
6-9
Annex Table 6.3
TR83 Region Year 2006 Budget Data of The Special Provincial Administration
6-9
Annex Table 6.4
Municipality and Village Population in 1997
6-10
Annex Table 6.5
Laws Which Was Enacted After 2005 In Accordance With The Localization
and Their Potential Effects on The Implementation of Regional Plans and
The Way They are Used
6-18
DOLSAR
List of Tables
Member Municipalities of Samsun Union of Municipalities and
Population Growth
6-23
Annex Table 7.1
SWOT/TOWS Matrix
7-4
Annex Table 7.2
SWOT Matrix
7-8
Annex Table 7.3
SWOT Matrix
7-11
Annex Table 7.4
SWOT Matrix
7-14
Annex Table 7.5
SWOT Matrix
7-17
Annex Table 7.6
SWOT Matrix
7-20
Annex Table 7.7
SWOT Matrix
7-22
Annex Table 7.8
City of Amasya SWOT Analysis
7-27
Annex Table 7.9
City of Merzifon SWOT Analysis
7-28
Annex Table 7.10 City of Suluova SWOT Analysis
7-28
Annex Table 7.11 City of Çorum SWOT Analysis
7-29
Annex Table 7.12 City of Alaca SWOT Analysis
7-29
Annex Table 7.13 City of Osmancık SWOT Analysis
7-30
Annex Table 7.14 City of Sungurlu SWOT Analysis
7-30
Annex Table 7.15 City of Samsun SWOT Analysis
7-31
Annex Table 7.16 City of Bafra SWOT Analysis
7-32
Annex Table 7.17 City of Çarşamba SWOT Analysis
7-32
Annex Table 7.18 City of Terme SWOT Analysis
7-32
Annex Table 7.19 City of Vezirköprü SWOT Analysis
7-33
Annex Table 7.20 City of Tokat SWOT Analysis
7-33
Annex Table 7.21 City of Erbaa SWOT Analysis
7-33
Annex Table 7.22 City of Niksar SWOT Analysis
7-34
Annex Table 7.23 City of Turhal SWOT Analysis
7-34
Annex Table 7.24 City of Zile SWOT Analysis
7-35
DOLSAR
Annex Table 6.6
xi
xii
DOLSAR
List of Figures
Annex Figure 6.1 Organization Chart of General Provincial Administration Organizations
6-2
Annex Figure 6.2 A Sample for Organization Chart of the Associations Organized As
Regional Associations (DSİ Organization Chart)
6-3
Annex Figure 6.3 A Sample Organization Chart of Centrally Organized Institutions
(Ministry Public Works)
6-3
Annex Figure 6.4 Organizational Structure of the Development Agencies
6-6
Annex Figure 6.5 Organization Chart of the Special Provincial Administration
6-7
Annex Figure 6.6 Organization Chart of District, First Level and Township
6-11
Annex Figure 6.7 Organization Chart of Metropolitan Municipality
6-13
Annex Figure 6.8 Population Size and Geographical Distribution of Members of
Union of Samsun Municipalities
6-22
DOLSAR
LIST OF FIGURES
xiii
List of Figures
xiv
DOLSAR
Abbreviations
AYKOME
Infrastructure Coordination Center
NUTS
Nomenclature of Territorial Units for Statistics
CCI
Chambers of Commerce and Industry
OIZ
Organized Industrial Zone
DA
Development Agency
PC
Provincial Council
Doğu Anadolu Projesi (The Eastern Anatolia
PHARE
DAP
Project)
Poland and Hungary Action for the Reconstructing
of the Economy
DC
Development Council
PIU
Project Implementation Unit
DİE
Devlet İstatistik Enstitüsü (State Institute of
PNDP
Preliminary National Development Plan
Statistics)
PTP
Provincial Territorial Plan
Devlet Planlama Teşkilatı Müsteşarlığı (State
RPC
Research, planning coordination
Planning Organization)
SAPARD
DPT
DSİ
Devlet Su İşleri Genel Müdürlüğü (General
DSYB
Special Accession Program for Agriculture and
Rural Development)
Directorate of State Hydraulic Works)
SME
Small and Medium Scale Enterprise
Damızlık Sığır Yetiştiricileri Merkez Birliği (Cattle
SPA
Special Provincial Administration
Breeders’ Association of Turkey)
SWOT
Strengths,
Grand National Assembly of Turkey
Weaknesses,
EC
Executive Committee
EU
European Union
TBMM
FGI
Focus Group Interview
THB
Halk Bank
GAP
Güneydoğu Anadolu Projesi (Southeastern Anatolia
TKB
Development Bank of Turkey
Project)
TOBB
GAP BKİ
GAP-GİDEM
Opportunities
and
Threats
Başbakanlık Güneydoğu Anadolu Projesi Bölge
Türkiye Odalar ve Borsalar Birliği (Union of
Chambers and Commodity Exchanges of Turkey)
Kalkınma İdaresi (Southeastern Anatolia Project
TR
Turkey
Regional Development Administration)
TSE
Turkish Standards Institution
GAP- Girişimci Destekleme ve Yönlendirme Merkezi
TSKB
Türkiye Sınai Kalkınma Bankası
(Entrepreneur Support Centre)
TTGV
Türkiye Teknoloji Geliştirme Vakfı (Technology
GDP
Gross Domestic Product
GIS
Geographical Information System
GNP
Gross National Product
- Marmara Araştırma Merkezi (The Scientific and
GS
Secretary of General
Technological Research Council of Turkey-Marmara
İGEME
İhracatı Geliştirme Etüt Merkezi (Turkish Export
Research Centre)
Development Foundation of Turkey)
TÜBİTAK-MAM Türkiye Bilimsel ve Teknik Araştırma Kurumu
Promotion Center)
TÜİK
Turkish Statistical Institute
İŞKUR
Türkiye İş Kurumu (Turkish Employment Agency)
UKOME
Transportation Coordination Center
KGM
Karayolları Genel Müdürlüğü (General Directorate
VAS
Vocational Advanced School
of Highways)
YBDP
Yeşilırmak Basin Development Project (Yeşilırmak
KHGM
Köy
Hizmetleri
Genel
Müdürlüğü
(General
Directorate for Rural Affairs)
KOSGEB
ABBREVIATIONS
Küçük ve Orta Ölçekli Sanayi Geliştirme ve
Havza Gelişim Projesi)
YHKB
Yeşilırmak Havzası Kalkınma Birliği (Yeşilırmak
Basin Development Union)
Destekleme İdaresi Başkanlığı (Small and Medium
Industry Development and Support Agency)
MPM
Milli Prodüktivite Merkezi (National Productivity
Centre)
MWh
Megawatt hour
NGO
Non-Governmental Organization
DOLSAR
xv
xvi
DOLSAR
DOLSAR
1 INSTRUMENTS FOR THE EUROPEAN UNION PRE-ACCESSION
FINANCIAL ASSISTANCES
1-1
Instruments for the European Union Pre-Accession Financial Assistances
The European Union provides certain financial
instruments in the framework of the “accession
partnership”. With pre-accession financial assistances, it is aimed to contribute to the development of candidate countries before membership
realisation and to reduce the disparities between
these regions and other member countries of the
Union. In the future, the use of these funds, which
are described below, to finance the projects which
will be executed in Turkey may be discussed.
i
1-2
ii
The PHARE program: To accomodate to
the Acquis Communautaire, it is aimed to
increase the institutional capacity and the
administrative structures in the candidate
countries. Moreover, the support of infrastructural investments, projects related
to regional development and the projects
of Small and Medium size Enterprises is
handled within the framework of these
goals. (Referans Gazetesi, 2005). The
targets of these funds are same as the
targets of structural funds. Despite the
fact that the target of the programme
undergoes certain alterations, currently it has two key priorities:
o
“Institutionalization/ (institution building) which aims to invigorate the
institutional capacity of the applicant
countries and
o
“Investment aid” which aims to make
firms and infrastructure come closer
to the EU standards.
The SAPARD program: Agricultural and
rural development programs, which aim
at helping the candidate countries to adjust to the common agricultural program,
are supported with this fund. Agriculture
and agro-industry development projects, including the rural development
projects, are supported. Especially agricultural product processing plants,
marketing channels and food safety inspection are primary fields. (Referans
Gazetesi, 2005).
iii
ISPA program: Financial and technical
assistances in the fields of environment
and transportation infrastructures are
provided by this program. It gives technical assistance for the construction of
infrastructures for transportation ( for
the development of Trans-European
roads) and environment (for coming closer to the EU standards in the
submitted field). The use of this fund
is similar to the use of the Structural
Adjustment Fund. With the use of this
fund and by developing partnerships
between private and public sector
(Public Private Partnership-PPP) in
the production of infrastructures, it is
thought that the quality and efficiency
of public services will be increased.
(Referans Gazetesi, 2005).
Turkey draws benefit from the funds which are
gathered under the heading of European Union’s
Pre-Accession Financial Assistance for Turkey.
PNDP (Preliminary National Development Plan) is
prepared to provide a frame for the programming
of pre-accession financial assistances related to
the Turkey’s economic and social adjustment of
Turkey to EU standards and to benefit from these
funds.
Institutional capacity, which is developed to draw
benefit from EU resources, aims to ensure that the
region will take full advantage of the amount which
is reserved for itself in the framework of the preaccession financial assistance by 2006.
Turkey make use of other EU credits and Grant resources besides regional development funds which
take place in Preliminary National Development
Plan.
MEDA and 6th Frame Program are the leading
ones of these funds. Turkey has taken advantage
of MEDA funds which were established in 1995,
for the actualization of projects in many different
DOLSAR
Instruments for the European Union Pre-Accession Financial Assistances
The use of 6th Frame Program has not became
prevalent and has not turned into practise yet.
Although the number of projects that make application is low (By the end of 2004, Turkey’s Project
application rate is 1 percent, accepted application
rate is about 0,5 percent ), 6th Frame Program is
an available source for district universities and for
Small and Medium size Enterprises.
DOLSAR
fields and it continues to benefit from MEDA II in
2000-2006 period.
1-3
1-4
DOLSAR
2-1
DOLSAR
2 NUTS CLASSIFICATION
NUTS Classification
Annex Table 2.1 NUTS Level 1, Level 2 and Level 3 Regions
Code
NUTS1
TR1
İstanbul
TR10
NUTS2
NUTS3
NUTS1
TR5
West Anatolia
TR51
İstanbul
TR100
Code
İstanbul
West Marmara
TR21
Tekirdağ
TR510
Ankara
Karaman
Edirne
TR6
TR213
Kırklareli
TR61
Mediterranean
Antalya
TR611
Antalya
TR221
Balıkesir
TR612
Isparta
TR222
Çanakkale
TR613
Burdur
TR62
Aegean
TR31
İzmir
TR310
İzmir
TR32
Aydın
Adana
TR621
Adana
TR622
Mersin
TR63
Hatay
TR631
Hatay
Denizli
TR632
Kahramanmaraş
Muğla
TR633
Osmaniye
TR331
Manisa
TR7
TR332
Afyon
TR71
TR333
Kütahya
TR711
Kırıkkale
TR334
Uşak
TR712
Aksaray
TR713
Niğde
TR714
Nevşehir
TR715
Kırşehir
TR321
Aydın
TR322
TR323
TR33
TR522
TR212
TR3
2-2
Konya
Tekirdağ
Balıkesir
Konya
TR521
TR211
TR22
NUTS3
Ankara
TR52
TR2
NUTS2
TR4
TR41
Manisa
East Marmara
Bursa
TR411
Bursa
TR412
Eskişehir
TR413
Bilecik
TR42
Kocaeli
TR421
Kocaeli
TR422
Sakarya
TR423
Düzce
TR424
Bolu
TR425
Yalova
TR72
Central Anatolia
Kırıkkale
Kayseri
TR721
Kayseri
TR722
Sivas
TR723
Yozgat
DOLSAR
NUTS Classification
NUTS1
TR8
West Black Sea
TR81
NUTS2
NUTS3
Code
NUTS1
TRB
Mid-east Anatolia
TRB1
Zonguldak
NUTS2
NUTS3
Malatya
TR811
Zonguldak
TRB11
Malatya
TR812
Karabük
TRB12
Elazığ
TR813
Bartın
TRB13
Bingöl
TRB14
Tunceli
TR82
Kastamonu
TR821
Kastamonu
TR822
Çankırı
TR823
Sinop
TR83
Samsun
TRB2
TRB21
Van
TRB22
Muş
TRB23
Bitlis
TRB24
Hakkari
TR831
Samsun
TR832
Tokat
TR833
Çorum
TRC
TR834
Amasya
TRC1
TR9
East Black Sea
TR90
Trabzon
Van
South-eastern
Anatolia
Gaziantep
TRC11
Gaziantep
TRC12
Adıyaman
TRC13
Kilis
TR901
Trabzon
TRC2
TR902
Ordu
TRC21
Şanlıurfa
TR903
Giresun
TRC22
Diyarbakır
TR904
Rize
TRC3
TR905
Artvin
TRC31
Mardin
TR906
Gümüşhane
TRC32
Batman
TRC33
Şırnak
TRC34
Siirt
North-eastern
Anatolia
TRA
TRA1
Şanlıurfa
Mardin
Erzurum
TRA11
Erzurum
TRA12
Erzincan
TRA13
Bayburt
TRA2
Ağrı
TRA21
Ağrı
TRA22
Kars
TRA23
Iğdır
TRA24
Ardahan
Source:
Code
DPT (2003), İllerin ve Bölgelerin Sosyo-Ekonomik Gelişmişlik Sıralaması Araştırması.
DOLSAR
2-3
2-4
DOLSAR
DOLSAR
3 NUTS LEVEL 2 INDICATORS AND COMPARISONS
3-1
3-2
17 TRB2-Van
871 405
26 TR82-Kastamonu
DOLSAR
Source:
TURKEY
90,69
64,90
44,50
44,61
46,71
47,80
49,35
49,37
51,46
51,53
52,02
52,65
53,01
55,33
57,25
57,27
58,81
58,85
58,91
TURKEY
TR81-Zonguldak
TR82-Kastamonu
TRA2-Ağrı
TR83-Samsun
TRA1-Erzurum
TR72-Kayseri
TR22-Balıkesir
TR90-Trabzon
TR33-Manisa
TR71-Kırıkkale
TRB1-Malatya
TR63-Hatay
TR21-Tekirdağ
TR32-Aydın
TR42-Kocaeli
TRC1-Gaziantep
TR52-Konya
TR51-Ankara
TR62-Adana
59,15
TR31-İzmir
59,61
TR41-Bursa
TRC3-Mardin
TRB2-Van
TRC2-Şanlıurfa
TR61-Antalya
TR10-İstanbul
18,29
-7,41
-7,33
5,05
5,19
7,43
8,73
9,15
9,32
9,99
10,07
11,06
12,82
13,55
16,26
17,70
20,33
21,32
21,38
21,75
22,39
22,61
23,38
25,47
29,09
31,25
33,10
Annual Population Growth Rate
(Per mille)
60,20
68,47
70,32
76,43
81,07
88,34
DPT (2003-2), Bölgesel Gelişme Stratejisi, Hedef ve Operasyonel Programlar.
67 803 927
1 024 879
24 TRA2-Ağrı
25 TR81-Zonguldak
TURKEY
TR32-Aydın
TRA2-Ağrı
1 156 150
TR81-Zonguldak
TR82-Kastamonu
1 351 588
23 TRA1-Erzurum
TRB2-Van
TR63-Hatay
1 956 437
16 TRC1-Gaziantep
22 TR21-Tekirdağ
TR71-Kırıkkale
2 023 784
15 TR52-Konya
TR90-Trabzon
TR61-Antalya
2 435 376
1 354 658
TR42-Kocaeli
2 490 235
14 TR61-Antalya
1 541 322
TRA1-Erzurum
2 498 442
13 TR72-Kayseri
21 TR22-Balıkesir
TR72-Kayseri
2 516 114
12 TR32-Aydın
TR22-Balıkesir
TRB1-Malatya
2 714 892
11 TR63-Hatay
20 TR71-Kırıkkale
TR52-Konya
2 715 766
9 TRC2-Şanlıurfa
10 TR42-Kocaeli
1 690 826
TRC2-Şanlıurfa
2 806 130
8 TR83-Samsun
TR33-Manisa
TRC3-Mardin
2 999 460
7 TR41-Bursa
TR83-Samsun
TR21-Tekirdağ
3 025 475
6 TR33-Manisa
1 778 705
TR62-Adana
3 051 801
1 770 597
TRC1-Gaziantep
18 TRC3-Mardin
TR41-Bursa
3 131 546
4 TR31-İzmir
5 TR90-Trabzon
19 TRB1-Malatya
TR31-İzmir
3 TR62-Adana
3 500 878
TR51-Ankara
2 TR51-Ankara
3 370 866
TR10-İstanbul
4 007 860
Urbanization Rate
(Percent)
10 018 735
Total Population
(Person)
1 TR10-İstanbul
No
Annex Table 3.1 NUTS 2 Demographic Indicators and Comparisons
TURKEY
TR82-Kastamonu
TRA1-Erzurum
TRA2-Ağrı
TR72-Kayseri
TRB2-Van
TRB1-Malatya
TR52-Konya
TR71-Kırıkkale
TR22-Balıkesir
TRC3-Mardin
TR33-Manisa
TR61-Antalya
TR21-Tekirdağ
TR32-Aydın
TR83-Samsun
TRC2-Şanlıurfa
TR90-Trabzon
TR41-Bursa
TR81-Zonguldak
TR63-Hatay
TR62-Adana
TRC1-Gaziantep
TR42-Kocaeli
TR51-Ankara
TR31-İzmir
TR10-İstanbul
88,10
32,96
33,22
38,50
41,88
47,08
49,30
51,04
54,22
63,61
68,18
68,23
69,48
72,58
77,67
79,94
82,97
89,03
105,91
107,96
116,53
119,08
132,45
134,55
163,45
280,62
1 928,16
Population Density
(Person/km2)
TURKEY
TR21-Tekirdağ
TR31-İzmir
TR22-Balıkesir
TR51-Ankara
TR41-Bursa
TR10-İstanbul
TR81-Zonguldak
TR61-Antalya
TR42-Kocaeli
TR32-Aydın
TR82-Kastamonu
TR33-Manisa
TR90-Trabzon
TR62-Adana
TR71-Kırıkkale
TRB1-Malatya
TR83-Samsun
TR72-Kayseri
TR52-Konya
TRA1-Erzurum
TR63-Hatay
TRC1-Gaziantep
TRA2-Ağrı
TRC2-Şanlıurfa
TRB2-Van
TRC3-Mardin
2,53
1,73
1,75
1,82
1,90
1,90
1,97
2,01
2,03
2,08
2,08
2,31
2,33
2,40
2,53
2,63
2,64
2,65
2,74
2,89
3,11
3,15
3,68
4,09
4,67
5,48
5,84
Fertility Rate
(Number of child)
TURKEY
TR22-Balıkesir
TR31-İzmir
TR32-Aydın
TR21-Tekirdağ
TR51-Ankara
TR41-Bursa
TR10-İstanbul
TR61-Antalya
TR33-Manisa
TR42-Kocaeli
TR81-Zonguldak
TR82-Kastamonu
TR62-Adana
TR71-Kırıkkale
TR52-Konya
TR83-Samsun
TR72-Kayseri
TR90-Trabzon
TR63-Hatay
TRB1-Malatya
TRC1-Gaziantep
TRA1-Erzurum
TRA2-Ağrı
TRC2-Şanlıurfa
TRC3-Mardin
TRB2-Van
4,50
3,41
3,58
3,68
3,74
3,82
3,84
3,85
4,02
4,23
4,28
4,44
4,57
4,60
4,83
4,90
4,97
5,07
5,11
5,21
5,44
5,51
5,55
6,63
6,84
7,74
7,77
Average of household
(Person)
NUTS Level 2 Indicators and Comparisons
DOLSAR
TR22-Balıkesir
TR63-Hatay
TR61-Antalya
TR83-Samsun
TR71-Kırıkkale
TR82-Kastamonu
TR90-Trabzon
TRB1-Malatya
TRA1-Erzurum
TRC2-Şanlıurfa
TRC3-Mardin
TRB2-Van
TRA2-Ağrı
61,54
58,76
56,98
56,50
52,19
51,70
50,62
46,87
44,33
34,89
28,54
16,21
8,13
48,38
14 TRC3-Mardin
15 TR81-Zonguldak
16 TR32-Aydın
17 TR22-Balıkesir
18 TR61-Antalya
19 TRC1-Gaziantep
20 TR62-Adana
21 TR42-Kocaeli
22 TR21-Tekirdağ
23 TR41-Bursa
24 TR31-İzmir
25 TR51-Ankara
26 TR10-İstanbul
TURKEY
Source:
TR72-Kayseri
61,74
13 TRB1-Malatya
32,15
13,35
1,72
2,05
3,07
3,64
3,71
5,14
5,26
5,74
6,28
6,29
6,36
8,72
8,82
9,18
9,27
10,31
10,87
11,05
TURKEY
TRB2-Van
TRA2-Ağrı
TRC3-Mardin
TR82-Kastamonu
TRB1-Malatya
TRA1-Erzurum
TRC2-Şanlıurfa
TR90-Trabzon
TR33-Manisa
TR72-Kayseri
TR81-Zonguldak
TR71-Kırıkkale
TR83-Samsun
TR63-Hatay
TR52-Konya
TR21-Tekirdağ
TR22-Balıkesir
TRC1-Gaziantep
TR42-Kocaeli
TR32-Aydın
14,34
13,41
TR62-Adana
TR41-Bursa
TR51-Ankara
TR61-Antalya
TR31-İzmir
TR10-İstanbul
14,89
15,82
19,03
20,58
25,56
TURKEY
TR52-Konya
TR62-Adana
63,31
12 TR72-Kayseri
TR51-Ankara
62,15
TRA1-Erzurum
9
TR81-Zonguldak
66,89
64,83
TR32-Aydın
TR33-Manisa
TR33-Manisa
TR83-Samsun
7
8
TRC1-Gaziantep
66,94
62,87
TR71-Kırıkkale
6
TR42-Kocaeli
68,50
62,70
TRC2-Şanlıurfa
5
TR21-Tekirdağ
68,51
11 TR52-Konya
TR90-Trabzon
4
TR41-Bursa
TR31-İzmir
69,61
TR10-İstanbul
71,76
70,26
10 TR63-Hatay
TRB2-Van
TR82-Kastamonu
2
3
TRA2-Ağrı
1
18,73
9,67
3,28
3,54
4,28
4,45
5,36
5,48
5,49
5,82
5,99
6,04
6,10
6,16
6,21
6,24
6,72
8,25
8,34
8,75
8,78
10,09
10,57
11,10
13,81
14,34
14,54
TURKEY
TRB2-Van
TRA2-Ağrı
TRC3-Mardin
TRC2-Şanlıurfa
TR63-Hatay
TR82-Kastamonu
TRA1-Erzurum
TR33-Manisa
TR71-Kırıkkale
TR83-Samsun
TRB1-Malatya
TR90-Trabzon
TR81-Zonguldak
TR72-Kayseri
TRC1-Gaziantep
TR52-Konya
TR21-Tekirdağ
TR22-Balıkesir
TR32-Aydın
TR42-Kocaeli
TR62-Adana
TR61-Antalya
TR41-Bursa
TR31-İzmir
TR10-İstanbul
TR51-Ankara
8,79
3,11
0,67
0,70
0,72
1,04
1,27
1,28
1,31
1,34
1,39
1,40
1,47
1,47
1,48
1,57
1,70
1,85
1,99
2,00
2,08
2,31
2,75
2,75
2,82
4,59
8,16
75,95
TR71-Kırıkkale
25,84
26,61
28,11
28,22
29,56
30,71
TURKEY
TRA2-Ağrı
TR90-Trabzon
43,52
24,30
24,81
TURKEY
TRB2-Van
TRA2-Ağrı
TRC3-Mardin
TRA1-Erzurum
TRC2-Şanlıurfa
TR52-Konya
TR82-Kastamonu
TRB1-Malatya
TR72-Kayseri
TR90-Trabzon
31,37
31,07
TR83-Samsun
TR63-Hatay
TRC1-Gaziantep
TR81-Zonguldak
TR33-Manisa
TR22-Balıkesir
TR42-Kocaeli
TR61-Antalya
TR62-Adana
TR32-Aydın
TR21-Tekirdağ
TR41-Bursa
TR31-İzmir
TR51-Ankara
TR10-İstanbul
31,92
32,75
33,41
35,13
36,40
38,04
39,50
39,82
41,88
44,92
47,85
55,25
61,98
72,06
TR82-Kastamonu 24,98
TRB2-Van
TR83-Samsun
TRC2-Şanlıurfa
TR71-Kırıkkale
TR52-Konya
TR33-Manisa
TRA1-Erzurum
TR63-Hatay
TR72-Kayseri
TRB1-Malatya
TRC3-Mardin
TR81-Zonguldak
TR22-Balıkesir
TR32-Aydın
TR61-Antalya
TRC1-Gaziantep
TR62-Adana
TR42-Kocaeli
TR21-Tekirdağ
TR41-Bursa
TR31-İzmir
TR51-Ankara
TR10-İstanbul
8,81
1,84
2,06
2,37
2,91
3,57
3,67
3,71
3,75
4,00
4,16
4,17
4,19
4,47
5,03
5,43
5,52
6,65
7,38
8,34
9,00
9,84
10,17
12,78
16,28
16,86
19,39
Proportion of Woman Wage
Earners to Total Employment
(Percent)
TURKEY
TRB2-Van
TRC3-Mardin
TRA2-Ağrı
TRC2-Şanlıurfa
TR82-Kastamonu
TRB1-Malatya
TR81-Zonguldak
TRA1-Erzurum
TR90-Trabzon
TR83-Samsun
TR71-Kırıkkale
TR63-Hatay
TR33-Manisa
TR72-Kayseri
TR21-Tekirdağ
TR22-Balıkesir
TR52-Konya
TR42-Kocaeli
TRC1-Gaziantep
TR32-Aydın
TR62-Adana
TR61-Antalya
TR41-Bursa
TR51-Ankara
TR31-İzmir
TR10-İstanbul
2,61
0,72
0,85
0,88
1,19
1,23
1,35
1,35
1,41
1,46
1,46
1,48
1,50
1,50
1,80
1,90
1,99
2,14
2,23
2,46
2,46
2,49
2,65
3,15
3,93
3,99
5,97
Proportion of Employees to
Total Employment
(percent)
No
Proportion of Wage Earners
Proportion of Finnancial
Proportion of Industrial Workers Proportion of Commercial
Proportion of Agricultural
to Total Employment
Workers to Total Employment Workers to Total Employment
to Total Employment
Workers to Total Employment
(Percent)
(Percent)
(Percent)
(Percent)
(Percent)
Annex Table 3.2 NUTS 2 Employment Indicators and Comparisons
3-3
3-4
88,70
10 TR22-Balıkesir
DOLSAR
TURKEY
TRB2-Van
TRC2-Şanlıurfa
TRC3-Mardin
TRA2-Ağrı
TRB1-Malatya
TRC1-Gaziantep
TR82-Kastamonu
TRA1-Erzurum
80,62
53,63
53,76
54,14
62,46
73,32
73,38
76,04
76,06
77,37
77,53
TR90-Trabzon
TR63-Hatay
78,97
80,08
80,14
80,52
80,90
81,96
83,51
83,85
84,76
85,92
86,90
87,41
87,47
87,68
89,32
89,49
TR83-Samsun
TR81-Zonguldak
TR72-Kayseri
TR71-Kırıkkale
TR33-Manisa
TR62-Adana
TR22-Balıkesir
TR32-Aydın
TR52-Konya
TR42-Kocaeli
TR61-Antalya
TR31-İzmir
TR21-Tekirdağ
TR41-Bursa
TR51-Ankara
TR10-İstanbul
TURKEY
TRC3-Mardin
TRA2-Ağrı
TRB2-Van
TRC2-Şanlıurfa
TR82-Kastamonu
TR33-Manisa
TRC1-Gaziantep
TR83-Samsun
TR71-Kırıkkale
TR81-Zonguldak
TR63-Hatay
TR90-Trabzon
TR52-Konya
TR72-Kayseri
TRA1-Erzurum
TR42-Kocaeli
TR22-Balıkesir
TRB1-Malatya
TR21-Tekirdağ
TR41-Bursa
TR62-Adana
TR32-Aydın
TR61-Antalya
TR31-İzmir
TR10-İstanbul
TR51-Ankara
8,42
4,64
4,74
4,80
5,00
5,06
5,18
5,23
5,79
5,86
6,04
6,07
6,21
6,31
6,33
6,72
6,81
7,07
7,44
7,75
7,99
8,03
8,04
10,53
11,47
11,92
16,86
Proportion of Liteerate Female Proportion of University Graduates
Population to Total Population
to School Finishers
(Percent)
(Percent)
87,30
TURKEY
Source:
69,57
68,60
26 TRC2-Şanlıurfa
69,71
24 TRC3-Mardin
25 TRB2-Van
75,41
19 TRA1-Erzurum
82,36
84,69
18 TR63-Hatay
23 TRA2-Ağrı
85,07
17 TR83-Samsun
22 TRC1-Gaziantep
85,59
16 TR90-Trabzon
83,56
85,79
15 TR81-Zonguldak
82,60
86,94
14 TR72-Kayseri
20 TR82-Kastamonu
87,09
13 TR71-Kırıkkale
21 TRB1-Malatya
87,54
87,52
12 TR33-Manisa
87,96
89,67
TR32-Aydın
9
TR62-Adana
90,04
11
91,22
TR42-Kocaeli
TR52-Konya
7
8
91,75
91,66
TR21-Tekirdağ
TR61-Antalya
91,86
TR31-İzmir
4
5
92,00
6
93,26
TR51-Ankara
TR41-Bursa
2
3
93,39
TR10-İstanbul
Proportion of Litrate Population
(Percent)
1
No
Annex Table 3.3 NUTS 2 Education Indicators and Comparisons
103,58
105,76
105,83
106,86
108,19
110,32
121,97
TURKEY
TR90-Trabzon
TR52-Konya
TRA1-Erzurum
TRB2-Van
TR82-Kastamonu
TRC2-Şanlıurfa
TR71-Kırıkkale
TRB1-Malatya
TR72-Kayseri
TR33-Manisa
TR61-Antalya
TRA2-Ağrı
TR83-Samsun
TRC3-Mardin
TR63-Hatay
TR32-Aydın
TR62-Adana
98,01
73,86
81,21
81,75
83,88
84,38
86,52
88,46
88,60
88,63
90,58
92,59
92,67
95,49
98,06
99,16
99,23
99,35
TR81-Zonguldak 101,97
TRC1-Gaziantep 102,21
TR21-Tekirdağ
TR22-Balıkesir
TR41-Bursa
TR42-Kocaeli
TR51-Ankara
TR31-İzmir
TR10-İstanbul
Rate of Schooling in Primary
Education
(Percent)
TURKEY
TRB2-Van
TRC3-Mardin
TRA2-Ağrı
TRC2-Şanlıurfa
TR82-Kastamonu
TRA1-Erzurum
TR90-Trabzon
TR52-Konya
TR33-Manisa
TR71-Kırıkkale
TR72-Kayseri
36,92
13,98
22,01
22,45
24,45
24,64
27,43
27,51
30,12
31,61
33,16
34,27
35,31
35,61
TR42-Kocaeli
TR83-Samsun
35,66
39,56
39,63
39,64
40,46
41,96
42,40
42,74
43,22
43,70
45,78
47,74
59,91
TRC1-Gaziantep
TR81-Zonguldak
TR61-Antalya
TR32-Aydın
TR41-Bursa
TR10-İstanbul
TR21-Tekirdağ
TR63-Hatay
TR62-Adana
TRB1-Malatya
TR22-Balıkesir
TR31-İzmir
TR51-Ankara
TURKEY
TRC2-Şanlıurfa
TRC3-Mardin
TRB2-Van
TRA2-Ağrı
TRB1-Malatya
TRC1-Gaziantep
TRA1-Erzurum
TR63-Hatay
TR52-Konya
TR71-Kırıkkale
TR62-Adana
TR61-Antalya
TR83-Samsun
TR72-Kayseri
TR90-Trabzon
TR32-Aydın
TR33-Manisa
TR22-Balıkesir
TR82-Kastamonu
TR10-İstanbul
TR51-Ankara
TR31-İzmir
TR81-Zonguldak
TR42-Kocaeli
TR41-Bursa
TR21-Tekirdağ
20,49
3,68
6,33
6,62
8,16
10,73
10,82
13,15
13,45
13,70
17,42
17,83
18,59
19,73
20,37
20,77
22,62
23,44
24,64
25,72
27,30
28,45
29,41
31,55
33,09
35,39
36,02
Rate of Schooling in High School Rate of Schooling in Vocational High
(Percent)
Schools
(Percent)
DOLSAR
44,67
44,50
43,00
42,50
42,00
41,67
41,50
41,40
40,33
40,00
39,00
37,67
37,50
37,00
37,00
36,00
35,50
32,33
43,00
TRC1-Gaziantep
TR62-Adana
TR42-Kocaeli
TRB1-Malatya
TR33-Manisa
TR81-Zonguldak
TR52-Konya
TR71-Kırıkkale
TR41-Bursa
TR31-İzmir
TR10-İstanbul
TR32-Aydın
TR22-Balıkesir
TR21-Tekirdağ
TR63-Hatay
TR51-Ankara
TR90-Trabzon
TR61-Antalya
TURKEY
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
TURKEY
TRC3-Mardin
TRA2-Ağrı
TRB2-Van
TRC2-Şanlıurfa
TR63-Hatay
TRC1-Gaziantep
TR90-Trabzon
TR82-Kastamonu
TR52-Konya
TR33-Manisa
TR22-Balıkesir
TR71-Kırıkkale
TR42-Kocaeli
TR83-Samsun
TR81-Zonguldak
TR72-Kayseri
TRA1-Erzurum
TRB1-Malatya
TR62-Adana
TR32-Aydın
TR21-Tekirdağ
12,70
3,72
4,06
4,48
5,61
6,04
6,87
7,97
8,12
8,30
8,35
9,08
9,30
9,35
9,43
9,49
9,77
10,60
10,83
11,18
12,06
12,38
12,89
12,87
TR41-Bursa
20,58
22,71
31,57
TR61-Antalya
TR10-İstanbul
TR31-İzmir
TR51-Ankara
Number of Doctors per Ten Thousand
People
(Persons)
46,00
Source:
46,67
TR72-Kayseri
TR82-Kastamonu
7
47,00
TRC2-Şanlıurfa
6
48,67
47,75
TRA1-Erzurum
TR83-Samsun
4
5
55,75
51,75
TRB2-Van
TRC3-Mardin
2
3
63,00
TRA2-Ağrı
1
Infant Mortality Rate
(Permill)
TURKEY
TRC2-Şanlıurfa
TRC3-Mardin
TRB2-Van
TR72-Kayseri
TRA2-Ağrı
TRA1-Erzurum
TR63-Hatay
TRC1-Gaziantep
TR62-Adana
TR83-Samsun
TR90-Trabzon
TRB1-Malatya
TR82-Kastamonu
TR71-Kırıkkale
TR33-Manisa
TR21-Tekirdağ
TR52-Konya
TR81-Zonguldak
TR42-Kocaeli
TR41-Bursa
TR22-Balıkesir
TR61-Antalya
TR32-Aydın
TR31-İzmir
TR10-İstanbul
TR51-Ankara
2,22
0,35
0,37
0,38
0,40
0,47
0,54
0,78
0,87
0,90
0,93
0,99
1,01
1,06
1,21
1,25
1,34
1,51
1,62
1,96
2,22
2,34
2,75
2,77
4,57
4,77
6,04
TURKEY
TRB2-Van
TRA1-Erzurum
TRA2-Ağrı
TRC3-Mardin
TRB1-Malatya
TRC2-Şanlıurfa
TR72-Kayseri
TR63-Hatay
TR90-Trabzon
TR81-Zonguldak
TR82-Kastamonu
TRC1-Gaziantep
TR83-Samsun
TR71-Kırıkkale
TR42-Kocaeli
TR52-Konya
TR33-Manisa
TR62-Adana
TR41-Bursa
TR21-Tekirdağ
TR22-Balıkesir
TR61-Antalya
TR32-Aydın
TR10-İstanbul
TR51-Ankara
TR31-İzmir
2,94
0,78
1,09
1,31
1,34
1,69
1,88
1,95
1,98
2,05
2,15
2,26
2,27
2,36
2,38
2,54
2,57
2,66
3,03
3,17
3,23
3,51
3,53
3,93
4,38
4,47
4,73
Number of Dentists per Ten Thousand Number of Pharmacies per Ten Thousand
People (Number)
People
(Persons)
TURKEY
TRC3-Mardin
TRA2-Ağrı
TR63-Hatay
TRB2-Van
TR52-Konya
TRC2-Şanlıurfa
TR71-Kırıkkale
TRC1-Gaziantep
TR32-Aydın
TR42-Kocaeli
TR62-Adana
TR33-Manisa
TR90-Trabzon
TR83-Samsun
TR21-Tekirdağ
TR72-Kayseri
TR22-Balıkesir
TRB1-Malatya
TR41-Bursa
TR61-Antalya
TR81-Zonguldak
TRA1-Erzurum
TR82-Kastamonu
TR31-İzmir
TR10-İstanbul
TR51-Ankara
23,04
6,68
7,96
10,58
11,17
14,68
14,77
16,70
16,95
17,47
19,79
20,85
21,29
21,80
22,03
22,22
22,51
22,95
24,14
24,57
25,17
25,86
27,27
29,01
29,01
34,14
37,71
Number of Hospital Bads per Ten
Thousand People
(Hospital Beds)
No
Annex Table 3.4 NUTS 2 Health Indicators and Comparisons
3-5
3-6
DOLSAR
TRA2-Ağrı
26
Source:
TRB2-Van
25
TRC3-Mardin
68
TURKEY
TRA2-Ağrı
100
28 726
TR81-Zonguldak
TRB2-Van
238
160
TRA1-Erzurum
81 302
568
915
1 148
1 229
1 287
1 638
2 368
2 497
2 523
2 526
2 606
2 722
2 811
2 905
3 229
3 249
3 839
TURKEY
TRA2-Ağrı
TRB2-Van
TRC3-Mardin
TRA1-Erzurum
TRC2-Şanlıurfa
TR82-Kastamonu
TRB1-Malatya
TR71-Kırıkkale
TR81-Zonguldak
TR22-Balıkesir
TR63-Hatay
TR61-Antalya
TR72-Kayseri
TR90-Trabzon
TR83-Samsun
TRC1-Gaziantep
TR52-Konya
TR62-Adana
TR21-Tekirdağ
3 958
TR33-Manisa
4 108
TR32-Aydın
TR42-Kocaeli
TR51-Ankara
TR41-Bursa
TR31-İzmir
TR10-İstanbul
4 051
4 310
4 413
4 947
5 137
5 821
6 497
11 118
14
19
21
38
66
71
76
91
111
126
143
146
212
214
248
272
287
369
413
415
533
830
850
989
1 021
3 543
Number of Manufacturing
Industry Work Place
(Number)
TURKEY
TR82-Kastamonu
TR81-Zonguldak
23
24
TR90-Trabzon
22
TR82-Kastamonu
274
270
TRC3-Mardin
21
TR32-Aydın
TRC2-Şanlıurfa
TR42-Kocaeli
344
334
TR51-Ankara
359
330
TR22-Balıkesir
517
TR63-Hatay
TR10-İstanbul
530
TR61-Antalya
TRA1-Erzurum
18
TRB1-Malatya
566
19
TRB1-Malatya
17
TR90-Trabzon
TR21-Tekirdağ
625
597
TR62-Adana
TR41-Bursa
636
634
TR63-Hatay
TR71-Kırıkkale
793
TRC1-Gaziantep
832
769
TR72-Kayseri
TR31-İzmir
1 252
TR61-Antalya
TR52-Konya
1 657
893
TR83-Samsun
1 797
1 110
TR33-Manisa
13 041
Number of Small Industrial
Estate Work Place
(Number)
20
TR32-Aydın
TR22-Balıkesir
16
TRC2-Şanlıurfa
14
15
TR10-İstanbul
TR42-Kocaeli
12
13
TR62-Adana
TR21-Tekirdağ
10
11
TR83-Samsun
TR72-Kayseri
8
TR71-Kırıkkale
7
9
TR52-Konya
TR31-İzmir
4
TRC1-Gaziantep
TR33-Manisa
3
5
TR41-Bursa
6
TR51-Ankara
2
Number of Organized
Industrial Zone Parcel
(Parcels)
1
No
TURKEY
TRC3-Mardin
TRA2-Ağrı
TRB2-Van
TRC2-Şanlıurfa
TRA1-Erzurum
TR82-Kastamonu
TR61-Antalya
TRB1-Malatya
TR71-Kırıkkale
TR22-Balıkesir
TR81-Zonguldak
TR83-Samsun
TR63-Hatay
TR90-Trabzon
TR52-Konya
TRC1-Gaziantep
TR72-Kayseri
TR33-Manisa
TR62-Adana
TR32-Aydın
TR51-Ankara
TR21-Tekirdağ
TR31-İzmir
TR42-Kocaeli
TR41-Bursa
1 130 488
1 525
1 840
2 857
3 083
3 405
5 687
11 790
12 028
12 287
17 791
18 181
20 063
20 167
23 205
23 339
26 968
31 022
42 493
45 766
50 446
59 127
70 375
94 343
97 971
133 690
301 039
Annual Average Number
of Manufacturing Industry
Employees
(Persons)
TR10-İstanbul
Annex Table 3.5 NUTS 2 Industry Indicators and Comparisons
TURKEY
TRC2-Şanlıurfa
TRB2-Van
TRA2-Ağrı
TRA1-Erzurum
TRC3-Mardin
TR82-Kastamonu
TRB1-Malatya
TR61-Antalya
TR72-Kayseri
TR90-Trabzon
TRC1-Gaziantep
TR83-Samsun
TR32-Aydın
TR71-Kırıkkale
TR22-Balıkesir
TR51-Ankara
TR52-Konya
TR33-Manisa
TR21-Tekirdağ
TR62-Adana
TR63-Hatay
TR81-Zonguldak
TR31-İzmir
TR41-Bursa
TR10-İstanbul
TR42-Kocaeli
13 478 078
26 313
30 594
33 940
34 273
42 145
68 875
114 385
148 297
197 440
214 278
312 725
313 514
341 770
342 608
395 123
462 069
482 443
501 841
534 750
810 977
946 627
1 069 553
1 170 695
1 487 111
1 549 389
1 846 343
Installed Capacity in
Manufacturing Industry
(HP)
1827,93
TURKEY
TRB2-Van
TRC2-Şanlıurfa
TRA1-Erzurum
TRA2-Ağrı
TRC3-Mardin
TR90-Trabzon
TR82-Kastamonu
TR51-Ankara
TR83-Samsun
TR71-Kırıkkale
TR61-Antalya
TR72-Kayseri
TR33-Manisa
TR32-Aydın
TR10-İstanbul
TRB1-Malatya
TRC1-Gaziantep
TR22-Balıkesir
TR52-Konya
TR62-Adana
TR63-Hatay
TR41-Bursa
TR21-Tekirdağ
TR31-İzmir
550,35
17,73
20,96
42,77
46,79
68,56
108,73
122,36
188,90
224,70
260,06
261,35
316,05
323,78
408,91
414,90
425,14
549,31
658,46
666,13
719,99
840,26
1293,93
1390,38
1583,63
TR81-Zonguldak 1611,96
TR42-Kocaeli
Electricity Consumption
per Capita in Manufaturing
Industry
(kWh)
TURKEY
TRA2-Ağrı
TRB2-Van
TRC2-Şanlıurfa
TRA1-Erzurum
TRC3-Mardin
TR61-Antalya
TR90-Trabzon
TR82-Kastamonu
TRB1-Malatya
TR63-Hatay
TR83-Samsun
TR52-Konya
TR72-Kayseri
TRC1-Gaziantep
TR32-Aydın
TR81-Zonguldak
TR33-Manisa
TR51-Ankara
TR22-Balıkesir
TR62-Adana
TR71-Kırıkkale
TR10-İstanbul
TR41-Bursa
TR31-İzmir
TR21-Tekirdağ
TR42-Kocaeli
350,11
13,26
13,92
16,20
26,53
28,30
75,35
84,30
84,44
87,21
102,49
111,11
128,45
190,75
191,35
222,87
225,47
229,71
263,96
278,24
404,70
416,16
578,72
764,06
817,37
1 029,73
1 375,98
Value Added per Capita
in Manufacturing Industry
(Million TL)
DOLSAR
TR51-Ankara
TR41-Bursa
TR21-Tekirdağ
7
8
9
TR81-Zonguldak
26
Source:
TR10-İstanbul
25
60 103 449
213 868
259 887
722 762
779 190
927 533
100,00
0,36
0,43
1,20
1,30
1,54
1,73
1,80
1,99
2,12
2,14
2,21
2,25
2,54
2,55
2,63
3,88
4,38
4,61
4,77
4,94
6,42
6,59
7,61
8,39
9,80
11,81
(Percent)
TR61-Antalya
TURKEY
TR81-Zonguldak
TRA2-Ağrı
TR90-Trabzon
TR10-İstanbul
TRB2-Van
TRA1-Erzurum
TR72-Kayseri
TR82-Kastamonu
TRB1-Malatya
TRC3-Mardin
TR71-Kırıkkale
TR42-Kocaeli
TR21-Tekirdağ
TRC1-Gaziantep
TR52-Konya
TR51-Ankara
TRC2-Şanlıurfa
TR63-Hatay
TR33-Manisa
TR31-İzmir
TR22-Balıkesir
TR32-Aydın
TR83-Samsun
TR41-Bursa
TR62-Adana
(Ton)
3 131 035
44 846 034
58 283
78 288
87 198
103 030
113 127
141 584
146 747
224 940
263 726
270 470
343 169
345 157
501 632
559 014
640 863
721 279
1 132 886
1 311 394
1 448 337
1 613 864
1 641 254
1 687 705
2 049 214
2 399 431
2 685 040
100,00
0,13
0,17
0,19
0,23
0,25
0,32
0,33
0,50
0,59
0,60
0,77
0,77
1,12
1,25
1,43
1,61
2,53
2,92
3,23
3,60
3,66
3,76
4,57
5,35
5,99
6,98
(Percent)
Production of Vegetables
TURKEY
TR31-İzmir
TR90-Trabzon
23
TRB1-Malatya
22
24
TRB2-Van
21
1 037 811
1 084 377
TR82-Kastamonu
20
1 275 749
1 286 840
1 193 888
17
1 330 719
TR22-Balıkesir
TRC1-Gaziantep
16
1 355 328
1 527 980
1 532 159
1 577 998
2 329 480
2 631 735
2 773 464
2 869 915
2 970 179
3 860 304
3 961 618
TRA2-Ağrı
TRA1-Erzurum
15
5 041 561
4 573 395
18
TRC3-Mardin
14
7 096 309
5 889 400
19
TR42-Kocaeli
TR32-Aydın
13
TR61-Antalya
TRC2-Şanlıurfa
6
12
TR33-Manisa
5
TR62-Adana
TR72-Kayseri
4
TR63-Hatay
TR83-Samsun
3
11
TR71-Kırıkkale
10
TR52-Konya
2
(Ton)
Production of Field Crops
1
No
TR62-Adana
TURKEY
TR10-İstanbul
TRA2-Ağrı
TRB2-Van
TRA1-Erzurum
TR81-Zonguldak
TR82-Kastamonu
TR51-Ankara
TR21-Tekirdağ
TR72-Kayseri
TRC3-Mardin
TRC2-Şanlıurfa
TRB1-Malatya
TRC1-Gaziantep
TR83-Samsun
TR42-Kocaeli
TR41-Bursa
TR52-Konya
TR22-Balıkesir
TR71-Kırıkkale
TR31-İzmir
TR63-Hatay
TR90-Trabzon
TR61-Antalya
TR33-Manisa
TR32-Aydın
(Ton)
14 065 050
9 367
19 176
43 359
69 100
71 995
99 796
117 723
119 393
163 500
173 984
215 789
275 963
301 665
312 041
475 885
490 964
545 563
601 213
626 694
705 372
795 255
1 239 210
1 388 332
1 402 461
1 631 883
2 169 367
Production of Fruit
100,00
0,07
0,14
0,31
0,49
0,51
0,71
0,84
0,85
1,16
1,24
1,53
1,96
2,14
2,22
3,38
3,49
3,88
4,27
4,46
5,02
5,65
8,81
9,87
9,97
11,60
15,42
(Percent)
TURKEY
TR10-İstanbul
TR81-Zonguldak
TRC3-Mardin
TR90-Trabzon
TRB2-Van
TR63-Hatay
TRA2-Ağrı
TRB1-Malatya
TRC2-Şanlıurfa
TRA1-Erzurum
TR72-Kayseri
TRC1-Gaziantep
TR82-Kastamonu
TR83-Samsun
TR61-Antalya
TR32-Aydın
TR33-Manisa
TR42-Kocaeli
TR62-Adana
TR71-Kırıkkale
TR52-Konya
TR21-Tekirdağ
TR51-Ankara
TR41-Bursa
TR31-İzmir
TR22-Balıkesir
TR10-İstanbul
215,73
TURKEY
TR81-Zonguldak
414,91
1 124,08
TR82-Kastamonu
TRC3-Mardin
690,89
612,80
TRA1-Erzurum
721,62
TRB1-Malatya
972,59
TRA2-Ağrı
TRB2-Van
978,19
TRC1-Gaziantep
TR51-Ankara
991,98
869,82
TR21-Tekirdağ
1 024,13
930,63
TR72-Kayseri
TRC2-Şanlıurfa
1 184,09
1 025,76
TR31-İzmir
1 196,05
TR63-Hatay
TR71-Kırıkkale
1 266,84
TR90-Trabzon
TR41-Bursa
1 268,77
1 156,40
TR61-Antalya
1 373,88
1 177,33
TR42-Kocaeli
TR62-Adana
1 600,22
TR22-Balıkesir
TR52-Konya
1 640,65
1 584,08
TR32-Aydın
1 802,67
1 471,53
TR33-Manisa
TR83-Samsun
1 929,01
1 816,24
100,00
0,75
0,88
1,65
1,97
2,14
2,23
2,30
2,65
2,67
2,87
3,23
3,94
4,10
4,18
4,19
4,33
4,37
4,81
4,92
5,40
5,51
5,67
5,93
5,99
6,40
6,93
Value of Agricultural Production Share of Value of Agricultural
in National Total
Production in National Total
(Million TL)
(Percent)
Annex Table 3.6 NUTS 2 Agriculture Indicators and Comparisons
3-7
3-8
DOLSAR
400 770
375 885
375 704
358 996
305 198
229 477
211 673
180 975
172 661
153 878
99 478
TR22-Balıkesir
TR21-Tekirdağ
TR71-Kırıkkale
TRC1-Gaziantep
TRC2-Şanlıurfa
TRB1-Malatya
TR81-Zonguldak
TRC3-Mardin
TRA1-Erzurum
TRB2-Van
TR82-Kastamonu
TRA2-Ağrı
14
15
16
17
18
19
20
21
22
23
24
25
26
Source:
502 200
453 627
TR72-Kayseri
13
TURKEY
TRA2-Ağrı
TRB2-Van
TRC3-Mardin
TR71-Kırıkkale
TR52-Konya
TR90-Trabzon
TRC2-Şanlıurfa
TR82-Kastamonu
TRA1-Erzurum
TR63-Hatay
TR33-Manisa
TRB1-Malatya
TR32-Aydın
TR72-Kayseri
96,60
80,83
81,78
85,93
91,13
91,27
91,72
94,60
94,98
95,36
95,43
96,16
96,51
96,55
96,64
97,01
97,32
TR61-Antalya
TR83-Samsun
97,56
97,63
97,63
97,77
97,99
98,12
98,18
98,64
98,96
99,30
TR62-Adana
TRC1-Gaziantep
TR31-İzmir
TR21-Tekirdağ
TR81-Zonguldak
TR22-Balıkesir
TR10-İstanbul
TR41-Bursa
TR51-Ankara
TR42-Kocaeli
Proportion of Flats w/Running Water
(Percent)
16 235 830
525 720
TR63-Hatay
TURKEY
579 229
TR90-Trabzon
9
10
525 776
586 438
TR61-Antalya
8
TR83-Samsun
643 815
TR42-Kocaeli
TR52-Konya
703 048
674 593
TR32-Aydın
7
11
713 298
TR33-Manisa
6
12
909 373
891 585
TR62-Adana
TR41-Bursa
1 128 625
TR51-Ankara
3
4
1 140 731
TR31-İzmir
2
5
3 393 077
TR10-İstanbul
Number of Flats
(Number)
1
No
TURKEY
TR90-Trabzon
TRA2-Ağrı
TRB1-Malatya
TRC2-Şanlıurfa
TRB2-Van
TRA1-Erzurum
TR82-Kastamonu
TRC3-Mardin
TR83-Samsun
TR81-Zonguldak
TR72-Kayseri
TR63-Hatay
TR22-Balıkesir
TRC1-Gaziantep
TR62-Adana
TR42-Kocaeli
TR61-Antalya
TR51-Ankara
TR32-Aydın
TR41-Bursa
TR33-Manisa
TR52-Konya
TR71-Kırıkkale
TR31-İzmir
TR21-Tekirdağ
TR10-İstanbul
45,23
12,60
22,99
24,78
25,65
26,89
28,60
28,60
32,47
39,40
42,76
44,79
58,13
61,68
62,21
62,31
62,42
64,42
65,43
67,75
71,21
71,29
71,63
82,50
84,28
87,00
97,78
Proportion of Asphalth Roads in Rural
Settlements (Percent)
TR72-Kayseri
TURKEY
TR10-İstanbul
TR81-Zonguldak
TRA2-Ağrı
TRC2-Şanlıurfa
TRC3-Mardin
TRB2-Van
TRC1-Gaziantep
TRB1-Malatya
TR90-Trabzon
TR32-Aydın
TR82-Kastamonu
TR62-Adana
TR63-Hatay
TR33-Manisa
TR83-Samsun
TR61-Antalya
TR22-Balıkesir
TR52-Konya
TRA1-Erzurum
TR71-Kırıkkale
TR31-İzmir
TR41-Bursa
TR21-Tekirdağ
TR42-Kocaeli
84,98
60,00
65,64
69,07
71,02
75,80
76,57
79,03
81,27
81,35
82,31
83,21
84,71
86,73
89,06
89,53
89,75
91,74
92,03
93,92
94,81
94,91
94,92
95,17
96,54
96,93
98,54
Proportion of Population
w/AdequateDrinking Water Supply
(Percent)
TR51-Ankara
Annex Table 3.7 NUTS 2 Construction and Infrastructure Indicators and Comparisons
TURKEY
TRB2-Van
TRA1-Erzurum
TRC3-Mardin
TRB1-Malatya
TR90-Trabzon
TRC2-Şanlıurfa
TRA2-Ağrı
TR82-Kastamonu
TR62-Adana
TRC1-Gaziantep
TR63-Hatay
TR81-Zonguldak
TR72-Kayseri
TR42-Kocaeli
TR21-Tekirdağ
TR71-Kırıkkale
TR83-Samsun
TR52-Konya
TR61-Antalya
TR51-Ankara
TR31-İzmir
TR22-Balıkesir
TR32-Aydın
TR33-Manisa
TR41-Bursa
TR10-İstanbul
91,28
76,45
77,61
79,40
80,21
81,90
84,80
89,71
91,37
91,94
92,16
92,20
93,26
93,67
93,76
93,98
94,24
95,96
96,90
97,22
97,43
97,49
97,59
98,22
98,88
98,99
100,00
Proportion of KGM Asphalt Roads
(Percent)
DOLSAR
TRB2-Van
TRA2-Ağrı
25
26
Source:
TRC3-Mardin
24
TRC3-Mardin
TRB2-Van
69
65
TURKEY
TRC2-Şanlıurfa
74
7 786
TRA1-Erzurum
TRA2-Ağrı
90
3 299
939
58
60
84
104
149
208
226
252
261
264
283
286
288
334
TURKEY
TRC3-Mardin
TRB2-Van
TRA2-Ağrı
TRA1-Erzurum
TRC2-Şanlıurfa
TR82-Kastamonu
TRB1-Malatya
TRC1-Gaziantep
TR71-Kırıkkale
TR81-Zonguldak
TR52-Konya
TR21-Tekirdağ
TR83-Samsun
TR63-Hatay
TR22-Balıkesir
TR72-Kayseri
500
345
TR90-Trabzon
TR33-Manisa
TR61-Antalya
TR32-Aydın
TR62-Adana
TR42-Kocaeli
TR41-Bursa
TR31-İzmir
TR51-Ankara
TR10-İstanbul
527
545
557
564
601
657
727
1 117
2 846
100,00
0,20
0,20
0,20
0,30
0,40
0,40
0,60
0,70
0,80
0,90
1,00
1,10
1,20
1,20
1,20
1,30
1,40
1,70
2,20
2,40
3,10
3,10
3,10
5,90
20,80
44,80
Share in Total Bank Deposits
(Percent)
TURKEY
TR82-Kastamonu
TRA1-Erzurum
22
23
TRC1-Gaziantep
98
107
TRB1-Malatya
21
TRB1-Malatya
TRC2-Şanlıurfa
20
TR52-Konya
111
TRC1-Gaziantep
116
19
TR83-Samsun
117
TR81-Zonguldak
18
TR82-Kastamonu
131
TR71-Kırıkkale
TR71-Kırıkkale
17
TR63-Hatay
167
TR63-Hatay
16
167
TR52-Konya
15
TR90-Trabzon
TR21-Tekirdağ
187
14
TR72-Kayseri
TR72-Kayseri
13
TR33-Manisa
TR22-Balıkesir
12
197
TR83-Samsun
11
201
TR21-Tekirdağ
270
TR42-Kocaeli
TR22-Balıkesir
TR81-Zonguldak
272
TR90-Trabzon
9
10
218
TR61-Antalya
TR61-Antalya
8
289
TR62-Adana
TR33-Manisa
6
7
TR32-Aydın
TR41-Bursa
342
TR62-Adana
TR41-Bursa
5
TR42-Kocaeli
368
328
TR32-Aydın
4
TR10-İstanbul
TR31-İzmir
613
TR51-Ankara
672
2 214
Bank Deposits per Capita
(Million TL)
303
TR51-Ankara
TR31-İzmir
2
3
TR10-İstanbul
Number of Bank Branches
(Number)
1
No
TURKEY
TRC3-Mardin
TRB2-Van
TR82-Kastamonu
TRA2-Ağrı
TRA1-Erzurum
TRC2-Şanlıurfa
TRB1-Malatya
TR81-Zonguldak
TR71-Kırıkkale
TR52-Konya
TR22-Balıkesir
TR63-Hatay
TRC1-Gaziantep
TR21-Tekirdağ
TR72-Kayseri
TR33-Manisa
TR83-Samsun
TR61-Antalya
TR32-Aydın
TR41-Bursa
TR42-Kocaeli
TR62-Adana
TR90-Trabzon
TR31-İzmir
TR51-Ankara
TR10-İstanbul
100,00
0,20
0,20
0,30
0,40
0,40
0,50
0,50
0,50
0,60
0,80
0,80
0,90
1,10
1,10
1,40
1,40
1,50
1,90
2,50
3,50
3,80
4,10
4,70
6,00
17,80
42,90
Share in Total Bank Loans
(Percent)
TURKEY
TR10-İstanbul
TR81-Zonguldak
TRC3-Mardin
TRB2-Van
TRC2-Şanlıurfa
TR63-Hatay
TR42-Kocaeli
TRB1-Malatya
TRA1-Erzurum
TR52-Konya
TRC1-Gaziantep
TR32-Aydın
TR22-Balıkesir
TR33-Manisa
TR82-Kastamonu
TR71-Kırıkkale
TR72-Kayseri
TRA2-Ağrı
TR83-Samsun
TR61-Antalya
TR41-Bursa
TR62-Adana
TR21-Tekirdağ
TR31-İzmir
TR90-Trabzon
TR51-Ankara
137,90
7,40
11,00
14,60
19,40
29,50
33,70
46,90
59,10
66,10
68,30
69,30
72,40
76,90
83,20
87,10
89,20
95,00
100,80
108,80
109,10
178,00
228,60
311,50
461,00
528,70
872,70
TURKEY
TRB2-Van
TRC3-Mardin
TRC2-Şanlıurfa
TRA2-Ağrı
TR71-Kırıkkale
TRA1-Erzurum
TR52-Konya
TRB1-Malatya
TR82-Kastamonu
TR63-Hatay
TR83-Samsun
TR33-Manisa
TR22-Balıkesir
TR21-Tekirdağ
TR81-Zonguldak
TR72-Kayseri
TRC1-Gaziantep
TR61-Antalya
TR90-Trabzon
TR32-Aydın
TR62-Adana
TR41-Bursa
TR42-Kocaeli
TR31-İzmir
TR51-Ankara
TR10-İstanbul
392,10
26,80
30,00
41,50
44,70
59,50
59,70
65,00
65,30
73,40
88,10
98,90
100,20
124,20
126,00
126,40
129,50
138,70
173,50
179,50
264,00
280,20
302,30
403,50
448,30
1 223,10
1 276,70
TURKEY
TRB2-Van
TRA2-Ağrı
TRC3-Mardin
TRC1-Gaziantep
TRB1-Malatya
TR90-Trabzon
TR63-Hatay
TR82-Kastamonu
TR72-Kayseri
TRC2-Şanlıurfa
TR33-Manisa
TR22-Balıkesir
TRA1-Erzurum
TR21-Tekirdağ
TR83-Samsun
TR71-Kırıkkale
TR52-Konya
TR81-Zonguldak
TR32-Aydın
TR61-Antalya
TR31-İzmir
TR41-Bursa
TR42-Kocaeli
TR62-Adana
TR10-İstanbul
TR51-Ankara
82,00
24,90
27,40
32,10
41,40
43,10
44,50
46,40
53,50
53,70
53,90
55,60
56,10
56,80
59,10
61,40
62,60
70,50
71,00
74,60
75,90
100,40
112,10
113,40
116,00
138,50
139,80
Amount of Agricultural Loans Commercial & Tourism Loans Municipal Spending per Capita
per Rural Persons
per Capita
(Million TL )
(Million TL)
(Million TL)
Annex Table 3.8 NUTS 2 Financial Indicators and Comparisons (1/2)
3-9
3-10
TR82-Kastamonu
TRB1-Malatya
20
21
TR82-Kastamonu
104,00
TR71-Kırıkkale
TRC1-Gaziantep
88,30
83,40
72,30
DOLSAR
Source:
TURKEY
164,70
18,60
18,90
21,60
24,70
39,10
39,20
39,60
42,90
45,10
45,60
TURKEY
TRC3-Mardin
TR33-Manisa
TR52-Konya
TRC1-Gaziantep
TRB2-Van
TRA2-Ağrı
TR81-Zonguldak
TR62-Adana
TR71-Kırıkkale
TR63-Hatay
TR10-İstanbul
TR21-Tekirdağ
46,10
TR83-Samsun
TR82-Kastamonu
TR61-Antalya
TRA1-Erzurum
TR72-Kayseri
TR22-Balıkesir
TR31-İzmir
TR90-Trabzon
TR42-Kocaeli
TR32-Aydın
TRC2-Şanlıurfa
TR51-Ankara
TR41-Bursa
TRB1-Malatya
47,10
48,50
59,50
60,90
77,40
87,90
91,40
91,80
100,20
114,70
141,40
168,80
191,00
467,30
528,40
TR51-Ankara
248,30
41,00
TURKEY
TRB2-Van
TRA2-Ağrı
TRA1-Erzurum
98,90
TRC3-Mardin
126,60
TR83-Samsun
TR90-Trabzon
TR82-Kastamonu
TR33-Manisa
TRC2-Şanlıurfa
TR71-Kırıkkale
TR52-Konya
TRB1-Malatya
TR81-Zonguldak
133,70
140,30
150,50
152,30
169,00
185,50
188,20
189,00
222,00
222,80
TR22-Balıkesir
238,00
237,00
TR62-Adana
TR61-Antalya
TR72-Kayseri
TR31-İzmir
TR10-İstanbul
TR32-Aydın
TR42-Kocaeli
TR63-Hatay
TRC1-Gaziantep
TR41-Bursa
TR21-Tekirdağ
2 667,90
159,30
369,30
403,10
535,70
630,60
754,60
844,90
TURKEY
TRB1-Malatya
TRC2-Şanlıurfa
TRB2-Van
TRA1-Erzurum
TR71-Kırıkkale
TR82-Kastamonu
TR33-Manisa
TR52-Konya
TR83-Samsun
964,40
TRA2-Ağrı
1 019,10
TRC3-Mardin
TR61-Antalya
TR72-Kayseri
TR51-Ankara
TR32-Aydın
TRC1-Gaziantep
TR90-Trabzon
TR22-Balıkesir
TR63-Hatay
1 340,90
1 393,40
1 410,30
1 589,30
1 734,80
1 754,20
2 436,30
2 600,40
2 635,20
2 904,40
TR81-Zonguldak
TR42-Kocaeli
3 006,00
TR62-Adana
4 168,40
TR41-Bursa
TR21-Tekirdağ
TR10-İstanbul
TR31-İzmir
2 248,50
29,00
30,50
38,30
49,60
58,60
64,50
172,20
186,60
221,80
277,70
327,20
397,20
435,10
605,20
664,30
804,10
951,30
1 299,30
1 710,50
1 809,40
2 708,60
2 969,70
2 994,20
3 778,10
6 979,80
8 406,60
Exports per Capita
(US Dollar)
3 730,80
4 679,70
4 746,20
8 223,00
14 012,00
Amount of Investment w/Promotion
Certificate per Capita
(Million TL )
246,10
268,60
271,10
272,30
289,30
307,40
322,80
378,40
425,50
458,00
490,70
Amount of Public Investments
per Capita
(Million TL)
463,60
TURKEY
TRA2-Ağrı
TRB2-Van
38,40
TRC2-Şanlıurfa
TRB2-Van
25
45,30
26
TRC2-Şanlıurfa
TRC3-Mardin
60,00
TRC3-Mardin
TRA2-Ağrı
23
57,90
TRA1-Erzurum
TRB1-Malatya
89,00
63,20
TR83-Samsun
TR63-Hatay
91,10
TR90-Trabzon
TR52-Konya
109,60
102,10
TR33-Manisa
TR61-Antalya
157,20
TR72-Kayseri
TR62-Adana
168,50
111,80
TR32-Aydın
181,80
138,00
TR22-Balıkesir
219,40
TR41-Bursa
358,80
TR21-Tekirdağ
TR42-Kocaeli
686,20
TR81-Zonguldak
TR31-İzmir
1 088,20
240,40
TR51-Ankara
1 412,40
306,80
TR10-İstanbul
Amount Income & Corporate
Tax per Capita
(Million TL )
1 540,00
24
TRA1-Erzurum
TR52-Konya
19
22
TR90-Trabzon
TRC1-Gaziantep
17
18
TR71-Kırıkkale
TR83-Samsun
15
TR33-Manisa
14
16
TR63-Hatay
TR61-Antalya
11
TR72-Kayseri
TR32-Aydın
10
12
TR22-Balıkesir
9
13
TR62-Adana
8
TR41-Bursa
5
TR21-Tekirdağ
TR31-İzmir
4
TR81-Zonguldak
TR51-Ankara
3
6
TR10-İstanbul
2
7
TR42-Kocaeli
General Budget Revenue
per Capita
(Million TL)
1
No
Annex Table 3.9 NUTS 2 Financial Indicators and Comparisons (2/2)
TURKEY
TRA1-Erzurum
TR82-Kastamonu
TRB2-Van
TRC2-Şanlıurfa
TRC3-Mardin
TRA2-Ağrı
TRB1-Malatya
TR52-Konya
TR32-Aydın
TR90-Trabzon
TR72-Kayseri
TR33-Manisa
TRC1-Gaziantep
TR61-Antalya
TR83-Samsun
TR22-Balıkesir
TR71-Kırıkkale
TR51-Ankara
TR63-Hatay
TR81-Zonguldak
TR62-Adana
TR41-Bursa
TR31-İzmir
TR10-İstanbul
TR21-Tekirdağ
TR42-Kocaeli
3 967,20
5,90
23,50
56,60
57,10
99,20
125,90
132,50
164,30
193,30
309,60
385,30
422,50
476,70
502,10
671,20
1 315,10
1 688,40
2 538,40
2 755,60
3 666,20
4 826,50
5 329,50
10 510,80
10 673,40
12 658,50
15 085,80
Imports per Capita
(US Dollar)
DOLSAR
Source:
TRB2-Van
95,70
652,20
TRC3-Mardin
TURKEY
2 033,50
1 056,20
220,30
266,00
365,60
387,30
392,10
498,70
565,80
708,40
714,00
756,60
TURKEY
TRB2-Van
TRA2-Ağrı
TRA1-Erzurum
TRC2-Şanlıurfa
TR90-Trabzon
TRC3-Mardin
TR83-Samsun
TR82-Kastamonu
TR72-Kayseri
TRB1-Malatya
TR71-Kırıkkale
TR33-Manisa
800,80
787,70
TR51-Ankara
TRC1-Gaziantep
TR61-Antalya
TR52-Konya
TR32-Aydın
TR62-Adana
TR22-Balıkesir
TR63-Hatay
TR10-İstanbul
TR81-Zonguldak
TR41-Bursa
TR31-İzmir
TR21-Tekirdağ
TR42-Kocaeli
1,40
0,30
0,40
0,50
0,60
0,60
0,70
0,70
0,70
0,90
1,00
TURKEY
TRB2-Van
TRC2-Şanlıurfa
TRC3-Mardin
TRA2-Ağrı
TRA1-Erzurum
TRB1-Malatya
TR63-Hatay
TRC1-Gaziantep
TR71-Kırıkkale
TR72-Kayseri
TR82-Kastamonu
TR33-Manisa
1,00
1,00
TR52-Konya
TR90-Trabzon
TR83-Samsun
TR81-Zonguldak
TR62-Adana
TR22-Balıkesir
TR61-Antalya
TR32-Aydın
TR41-Bursa
TR42-Kocaeli
TR21-Tekirdağ
TR31-İzmir
TR51-Ankara
TR10-İstanbul
1 851,60
635,60
679,70
810,20
848,40
996,60
1 040,90
1 049,70
1 078,90
1 095,30
1 126,10
1 130,80
1 143,90
1 145,50
1 155,40
1 157,70
1 533,50
1 595,40
1 735,60
1 805,60
1 826,60
1 934,00
1 960,00
2 076,30
2 634,00
3 139,50
3 828,60
Value of Telephone Call Units per Capita
(Number)
1,20
1,30
1,30
1,30
1,40
1,50
1,50
1,60
1,80
2,60
2,60
2,70
2,90
3,00
Electricity Consumption per Capita
(MWh)
866,20
907,40
993,40
1 038,90
1 064,50
1 150,50
1 254,40
1 281,60
1 330,10
1 490,90
1 527,10
1 591,30
1 613,60
TURKEY
TRA2-Ağrı
26
TRC2-Şanlıurfa
118,20
TRB2-Van
25
123,20
TRA2-Ağrı
24
TRA1-Erzurum
TRC2-Şanlıurfa
23
TRC3-Mardin
TRA1-Erzurum
22
255,10
TRB1-Malatya
165,90
TR90-Trabzon
292,80
19
304,10
TR63-Hatay
18
TRB1-Malatya
TR71-Kırıkkale
17
TR63-Hatay
455,80
TR90-Trabzon
TR82-Kastamonu
16
TR21-Tekirdağ
508,50
21
TR83-Samsun
15
TR42-Kocaeli
563,10
20
TR72-Kayseri
14
TR81-Zonguldak
567,30
TR72-Kayseri
TR52-Konya
13
TR52-Konya
608,30
365,20
TR33-Manisa
12
TR33-Manisa
652,70
TRC1-Gaziantep
TR21-Tekirdağ
11
TR62-Adana
TR82-Kastamonu
TR42-Kocaeli
10
TR10-İstanbul
807,00
680,90
TR71-Kırıkkale
TR62-Adana
9
TR41-Bursa
813,60
390,80
TR81-Zonguldak
8
TR22-Balıkesir
833,40
403,00
TR61-Antalya
7
TR31-İzmir
835,10
TR83-Samsun
TR22-Balıkesir
6
TR61-Antalya
TRC1-Gaziantep
TR32-Aydın
5
TR32-Aydın
986,10
449,70
TR41-Bursa
4
TR51-Ankara
1 614,40
1 000,00
Number of Motorized Land Vehicles
per Ten Thousand People
(Number)
422,20
TR10-İstanbul
TR31-İzmir
2
3
TR51-Ankara
Number of Private Automobiles
per Ten Thousand People
(Number)
1
No
TURKEY
TR10-İstanbul
TR51-Ankara
TR31-İzmir
TR41-Bursa
TR42-Kocaeli
TR21-Tekirdağ
TR22-Balıkesir
TR32-Aydın
TR81-Zonguldak
TR61-Antalya
TR33-Manisa
TR62-Adana
TR52-Konya
TRB1-Malatya
TR63-Hatay
TRC1-Gaziantep
TRC2-Şanlıurfa
TR72-Kayseri
TR71-Kırıkkale
TR90-Trabzon
TRA1-Erzurum
TRC3-Mardin
TRB2-Van
TRA2-Ağrı
TR82-Kastamonu
TR83-Samsun
14,90
4,90
5,90
7,50
8,00
8,90
9,50
10,60
11,20
12,50
13,30
14,30
14,50
14,50
18,70
20,00
21,20
21,40
22,00
23,00
23,10
24,90
25,70
27,60
27,70
28,50
28,90
Propotion of Peopel w/Green Cards
(Percent)
Annex Table 3.10 NUTS 2 Other Welfare Indicators and Comparisons
3-11
3-12
DOLSAR
DOLSAR
4 THE RANGE OF TR83 REGION DISTRICTS IN TERMS OF
SOCIO ECONOMIC DEVELOPMENT
4-1
Prov.
Amasya
Çorum
4-2
4
4
4
4
4
4
5
5
5
5
6
6
485
489
525
600
609
641
686
699
730
735
777
782
46
Alaca
Dodurga
Sungurlu
İskilip
Kargı
Oğuzlar
Ortaköy
Mecitözü
Laçin
Bayat
Boğazkale
Uğurludağ
Çorum**
1
3
39
Amasya**
2
5
742
Göynücek
63
5
734
Hamamözü
343
4
521
Taşova
Osmancık
3
422
Gümüşhacıköy
Merkez
53
3
173
Suluova
38
9
14
6
12
7
10
13
8
5
2
11
4
3
6
7
3
5
4
1
2
157
2
2
151
51
4
12
11
13
14
9
3
10
7
6
8
5
2
1
46
7
6
5
4
1
3
2
Development
Urbanization
Population
rate (percent)
group*
Merkez
Development*
Merzifon
District
70
6
10
8
12
9
5
11
14
7
4
13
3
2
1
65
5
7
3
6
1
2
4
Population
growth rate
(permille)
60
11
13
8
9
12
2
10
14
5
6
4
7
3
1
39
7
6
4
5
1
2
3
Population
density
1
4
2
10
9
5
7
11
6
3
13
8
12
14
2
1
4
5
3
7
6
Population
dependancy
rate (percent)
46
1
3
2
7
9
4
8
14
10
6
12
5
11
13
51
2
5
1
6
3
4
7
Average
household
24
3
2
7
6
1
4
11
5
9
12
10
8
13
14
44
1
2
3
4
6
5
7
38
13
14
10
5
12
11
4
7
6
8
3
9
2
1
48
7
6
5
4
1
3
2
13
12
6
10
14
11
7
8
5
2
9
4
3
1
7
6
5
4
3
2
1
1
10
13
12
14
6
2
9
11
7
8
5
4
3
6
7
5
4
1
3
2
Ratio of those
Ratio of those
Ratio of those
Ratio of
working in
working in
working in
unemployment
agricultural sector industrial sector servicees sector
(percent)
(percent)
(percent)
(percent)
60
7
6
12
8
2
5
11
13
14
10
3
4
9
1
37
7
6
4
5
3
2
1
Ratio of
literates
(percent)
15
7
1
2
3
9
10
11
13
8
6
4
14
5
12
23
2
1
7
3
6
4
5
Infant mortality
rate (percent)
51
13
12
10
14
8
11
9
3
5
6
2
7
4
1
41
6
7
5
4
1
2
3
12
13
8
14
9
11
10
7
5
2
6
4
3
1
6
7
5
4
3
1
2
28
9
11
4
12
5
10
14
6
7
3
13
2
8
1
40
6
7
3
5
4
1
2
Domestic share
Overall budget Domestic share
of agricultural
income
of tax yield
production
(thousand TL)
(percent)
(percent)
Annex Table 4.1 TheRanging of TR83 Region Districts in Their Provinces in Terms of Socio-Economic Development (1/2)
The Range of TR83 Region Districts in Terms of Socio Economic Development
DOLSAR
Samsun
726
733
775
Almus
Artova
Sulusaray
1
1
23
34
12
11
5
9
10
1
2
8
7
6
3
4
62
2
8
11
4
12
7
14
13
15
9
6
3
5
10
DPT (2004), İlçelerin Sosyo-Ekonomik Gelişmişlik Sıralaması Araştırması.
19
60
8
9
12
7
10
11
6
5
4
3
1
2
50
15
13
12
14
8
3
11
6
4
9
5
10
2
7
1
12
27
12
11
10
7
3
6
9
5
8
2
1
4
14
8
12
13
10
11
2
15
9
14
4
3
5
6
7
1
Population
density
Source:
8
26
12
9
7
10
8
4
11
5
3
6
2
1
14
14
12
11
4
8
15
9
6
13
5
3
7
2
10
Population
growth rate
(permille)
Shows its range in 872 Districts.
Shows its range in 81 Provinces.
6
5
5
5
4
4
4
3
3
3
3
2
6
6
6
5
4
4
4
4
3
3
3
3
3
3
2
Development
Urbanization
Population
group*
rate (percent)
*
**
18
659
Yeşilyurt
61
628
Pazar
Tokat**
622
Reşadiye
584
796
Asarcık
Başçiftlik
789
Ayvacık
470
761
Salıpazarı
464
710
Vezirköprü
Erbaa
645
Alaçam
Zile
581
Yakakent
358
575
Kavak
190
523
Havza
Niksar
459
Ladik
Turhal
436
Terme
32
282
Çarşamba
137
226
Tekkeköy
Merkez
204
Bafra
Samsun**
25
168
Ondokuzmayıs
Development*
Merkez
District
TR83 Region***
Tokat
DOLSAR
1
3
6
2
8
5
9
4
7
10
11
12
1
2
6
3
5
4
8
7
9
11
10
13
14
12
15
Population
dependancy
rate (percent)
11
16
4
5
2
7
9
1
3
11
6
10
8
12
41
1
2
4
3
10
8
9
5
14
12
7
6
13
11
15
Average
household
7
6
1
2
3
6
5
4
7
9
8
10
11
12
37
3
1
2
4
5
9
6
8
10
7
12
13
14
11
15
***
****
17
59
12
7
10
11
8
9
5
3
6
4
1
2
40
14
15
12
13
11
10
7
9
6
8
4
2
3
5
1
1
9
8
12
5
10
11
3
7
6
4
1
2
15
14
9
13
11
3
12
7
10
8
4
6
2
5
17
51
10
8
9
12
5
3
4
11
7
6
2
1
47
14
15
13
12
9
11
10
7
5
8
6
2
3
4
1
Ratio of
literates
(percent)
Shows its range in 26 Regions.
Shows its group in 6 Development groups.
11
12
10
6
8
9
5
7
4
3
2
1
13
15
14
12
11
6
10
8
7
9
3
5
2
4
1
Ratio of those
Ratio of those
Ratio of those
Ratio of
working in
working in
working in
unemployment
agricultural sector industrial sector servicees sector
(percent)
(percent)
(percent)
(percent)
5
27
1
12
4
2
8
11
9
3
5
10
7
6
19
2
5
14
1
3
4
7
6
15
13
10
12
8
11
9
Infant mortality
rate (percent)
16
65
10
8
9
6
7
11
12
4
5
3
2
1
21
15
14
13
11
7
12
10
9
6
8
5
3
4
1
2
11
10
7
9
8
6
12
3
5
4
2
1
15
13
12
7
8
14
11
9
10
6
4
5
3
2
1
2
21
10
9
7
11
5
8
12
2
4
6
3
1
9
15
11
8
5
9
14
13
4
12
3
1
6
2
10
7
Domestic share
of agricultural
income
of tax yield
production
(thousand TL)
(percent)
(percent)
Prov.
Annex Table 4.1 The Ranging of TR83 Region Districts in Their Provinces in Terms of Socio-Economic Development (2/2)
4-3
Prov.
Amasya
Çorum
4-4
485
735
777
489
600
609
730
699
641
686
343
525
782
46
Boğazkale
Dodurga
İskilip
Kargı
Laçin
Mecitözü
Oğuzlar
Ortaköy
Osmancık
Sungurlu
Uğurludağ
Çorum**
521
Taşova
Bayat
173
Suluova
Alaca
151
Merzifon
39
734
Hamamözü
63
422
Gümüşhacıköy
Amasya**
742
Merkez
157
Göynücek
Development*
Merkez
District
6
4
3
5
4
5
5
4
4
4
6
5
4
2
4
3
2
5
3
5
2
Development
group*
38
658
158
255
740
799
498
793
600
310
767
818
442
260
35
53
235
251
197
844
451
636
71
Population
51
340
399
264
674
286
782
765
679
408
594
743
739
342
72
46
696
41
107
736
338
842
213
Urbanization rate
(percent)
70
682
651
459
671
781
764
803
828
726
821
775
755
519
246
65
443
345
515
832
769
708
371
Population
growth rate
(permille)
60
624
496
440
384
621
660
559
815
482
443
675
543
523
199
39
380
184
294
617
457
618
263
Population
density
115
157
489
240
285
311
313
387
276
521
167
125
286
529
422
416
731
268
457
291
755
Population
dependancy rate
(percent)
46
118
367
569
301
407
432
390
792
515
611
297
271
348
623
51
335
502
701
594
671
343
554
Avarege
household
24
138
446
561
162
433
38
264
253
385
424
131
270
371
763
44
266
734
757
114
412
68
719
38
744
481
150
715
216
724
351
435
363
172
808
623
558
88
48
365
90
274
734
360
778
322
702
382
396
673
569
839
664
636
517
652
699
543
446
112
653
147
80
726
462
782
105
242
488
291
430
244
846
797
697
706
510
698
817
305
269
636
90
428
845
552
822
526
60
660
677
668
524
728
486
665
751
761
490
651
734
505
237
37
380
315
199
622
446
639
235
15
168
132
116
269
272
232
92
641
178
113
62
91
659
293
23
460
423
391
35
239
37
357
51
731
455
411
657
571
527
732
350
442
211
712
574
497
97
41
440
99
188
705
252
620
137
786
260
348
773
748
559
828
493
382
422
812
556
367
53
303
166
157
826
293
665
104
28
583
173
480
598
782
456
741
458
466
744
708
356
149
65
40
241
291
197
735
406
520
27
Domestic share
Ratio of those Ratio of those Ratio of those
Ratio of
of agricultural
Ratio of literates Infant mortality
working in
working in
working in
of tax yield
income
unemployment
production
(percent)
rate (percent)
agricultural industrial sector servicees sector
(percent)
(thousand TL)
(percent)
(percent)
(percent)
(percent)
sector (percent)
Annex Table 4.2 The Ranging of TR83 Region Districts in Turkey in terms of Socio-Economic Development (1/2)
DOLSAR
25
645
796
789
204
282
523
575
459
168
761
226
436
710
581
32
137
726
733
584
470
358
628
622
775
190
659
464
61
18
Asarcık
Ayvacık
Bafra
Çarşamba
Havza
Kavak
Ladik
Ondokuzmayıs
Salıpazarı
Tekkeköy
Terme
Vezirköprü
Yakakent
Samsun**
Merkez
Almus
Artova
Başçiftlik
Erbaa
Niksar
Pazar
Reşadiye
Sulusaray
Turhal
Yeşilyurt
Zile
Tokat**
TR83 Region***
Development*
Alaçam
District
Merkez
Samsun
23
34
466
551
169
652
12
580
367
494
38
646
281
261
62
508
440
558
439
692
653
774
767
737
468
464
512
350
719
232
Population
growth rate
(permille)
DPT (2004), İlçelerin Sosyo-Ekonomik Gelişmişlik Sıralaması Araştırması.
19
60
330
384
70
518
841
710
308
367
379
561
854
134
50
386
786
643
653
730
560
450
666
533
512
257
757
867
615
30
Urbanization rate
(percent)
Source:
8
26
105
691
73
748
126
602
140
130
716
659
326
50
14
761
114
154
274
517
507
562
482
258
72
56
533
631
375
13
Population
Shows its range in 872 Districts.
Shows its range in 81 Provinces.
3
5
3
6
4
4
3
3
4
5
5
2
4
5
3
3
6
3
3
4
4
3
3
6
6
4
2
Development
group*
*
**
Tokat
DOLSAR
12
27
287
274
139
508
248
210
194
226
360
456
432
218
14
48
325
87
116
374
178
445
522
292
70
174
335
255
326
10
Population
density
303
130
461
119
261
305
396
229
310
201
269
532
143
108
353
408
175
385
322
301
280
346
480
85
60
172
765
Population
dependancy rate
(percent)
11
16
193
205
292
149
37
307
323
329
139
177
92
457
41
383
161
409
359
218
408
507
388
312
382
465
130
67
392
666
***
****
Avarege
household
7
6
302
209
676
20
117
143
423
376
277
36
78
702
37
341
109
271
506
51
435
379
242
309
456
560
43
81
169
850
21
538
592
194
847
761
728
407
597
589
855
804
152
509
764
610
492
827
465
532
701
553
434
296
837
788
714
76
405
378
40
621
760
735
327
419
278
481
836
240
341
825
644
627
659
596
687
786
629
486
213
847
865
728
Shows its range in 26 Regions.
Shows its group in 6 Development groups.
17
59
536
712
168
832
656
615
463
279
467
578
660
214
40
485
676
445
169
670
305
344
345
479
304
266
701
696
532
102
17
51
468
663
282
607
284
381
418
653
292
584
601
280
47
674
679
530
305
733
415
455
667
498
493
383
760
740
654
101
5
27
314
142
410
89
676
412
644
164
421
717
299
344
19
67
27
668
540
698
533
743
385
157
499
388
154
46
61
416
16
65
521
558
257
721
803
649
406
407
846
660
696
132
21
594
514
380
54
667
9
286
476
393
280
228
702
743
378
38
272
683
132
822
500
668
231
194
854
707
507
73
701
258
217
131
572
46
442
459
319
127
109
580
739
312
18
2
21
147
697
123
696
579
167
196
83
822
602
479
80
9
790
194
60
204
273
318
530
547
156
7
10
481
804
300
245
Domestic share
Ratio of those Ratio of those Ratio of those
Ratio of
of agricultural
Ratio of literates Infant mortality
working in
working in
working in
of tax yield
income
unemployment
production
(percent)
rate (percent)
agricultural industrial sector servicees sector
(percent)
(thousand TL)
(percent)
(percent)
(percent)
(percent)
sector (percent)
Prov.
Annex Table 4.3 The Ranging of TR83 Region Districts in Turkey in terms of Socio-Economic Development (2/2)
4-5
4-6
DOLSAR
THE DATA OF POPULATION, EDUCATION, EMPLOYMENT,
AGRICULTURE AND GROSS NATIONAL PRODUCT
DOLSAR
5
5-1
5-2
670
200
791
85+
Unknown
7
1
3
44 793
35 139
20 164
19 938
16 810
14 518
14 749
17 010
11 975
8 045 32
5 684 23
6 329 25
3 332 13
2 215 9
1 018 4
404
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
13 298
84,63
8,11
92,74
84,63
8,11
92,74
2
4
7
13
19
15
21
35
41
43
43
48
56
67
90
97
81,17
8,80
72,37
Female
14 870
992
1 598
700
1 573
2 937
4 761
7 746
6 223
8 599
14 944
18 314
17 132
16 977
20 138
23 137
29 695
38 227
42 226
42 730
43 630
Total
56
88
115
112
112
127
151
165
245
299
320
331
Unknown
47
2 265
1 148 4
2 312 8
4 327 16
7 413 27
12 968
11 362 41
15 281
24 277
31 664
30 857
30 736
34 930
41 377
45 233
67 270
82 092
87 972
91 024
Total
81,17
8,80
72,37
Female
14 918
169 503
122 665
Female
703
1 580
2 951
4 783
7 782
6 252
8 639
15 014
18 400
17 213
17 057
20 233
23 246
29 835
38 407
42 425
42 931
43 835
TOTAL
86,87
8,46
78,41
28 271
334 199
262 038
TOTAL
624 508
1 152
2 320
4 343
7 440
13 015
11 403
15 337
24 365
31 779
30 969
30 848
35 057
41 528
45 398
67 515
82 391
88 292
91 355
TOTAL
0-14
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
89,62
8,76
80,86
Male
58 149
664 010
536 950
1 264 880
5 771
1 540
4 446
9 926
15 390
26 847
21 513
30 921
49 568
65 500
56 112
59 266
69 958
82 622
88 115
140 435
172 683
177 883
186 384
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
75,65
9,16
66,49
17 800
194 296
129 191
TOTAL
1 598 341 287
3
7
14
22
36
29
40
70
86
81
80
95
109
140
180
199
201
205
Unknown
307 086 624 508 2 265
746
1 298
2 119
4 094
6 661
5 696
7 259
12 342
14 701
16 160
16 271
18 179
21 508
25 150
32 235
37 420
41 712
43 534
FEMALE
74,90
9,76
65,14
Female
9 423
96 537
62 888
Female
168 848 341 287
502
907
1 436
2 671
3 907
3 214
4 345
7 423
8 638
9 099
9 059
10 145
11 685
14 081
18 846
20 280
21 066
21 542
FEMALE
* Unknown distributed
Source:
DİE (1983), 1980 Genel Nüfus Sayımı Amasya.
DİE (1983), 1980 Genel Nüfus Sayımı Samsun.
TOTAL
ELDERLY
Female
13 352
164 692 168 955
139 378 122 269
YOUTH
Male
164 032
65+
Dependency
138 819
0-14
4
7
13
22
18
23
40
47
52
744 2
1 294
2 112
4 081
6 639
5 678
7 236
12 302
14 654
16 108
317 422 307 086
Male
59
69
81
104
121
135
141
16 218 53
18 120
21 439
25 069
32 131
37 299
317 422
406
1 022
2 224
3 345
6 354
5 707
8 077
12 023
17 078
14 808
14 576
16 878
20 018
20 245
35 280
44 973
41 577
43 393
Female
TOKAT
74,90
9,76
65,14
Female
9 378
992
1 273
2
48
68
59
58
68
80
81
141
180
46 582
47 823
MALE
62 587
96 076
1 273
15-64
Population
Unknown
46 395
5-9
187
47 631
0-4
192
8,57
76,39
8,57
76,39
Male
67,82
67,82
Male
8 377
97 758
66 303
Male
ELDERLY
TOTAL
807
500
903
1 429
2 658
3 888
3 199
4 324
7 388
8 597
9 056
9 016
10 097
11 629
14 014
18 756
20 183
20 965 101
21 439 103
Female
172 439 168 848 807
201
673
1 515
2 113
3 876
3 038
4 295
7 591
9 762
8 113
7 998
10 087
11 561
15 753
19 561
22 145
21 865
22 293
MALE
YOUTH
Male
8 339
65+
Dependency
65 999
97 310
0-14
15-64
Population
1 508
75-79
80-84
10
18
14
20
35
45
37
37
46
53
72
172 439 791
3 858
2 103
65-69
70-74
4 275
3 024
55-59
7 556
50-54
60-64
7 961
10 041
30-34
8 076
11 508
25-29
9 717
15 681
20-24
35-39
19 471
15-19
40-44
22 043 102
10-14
45-49
21 765 100
90
22 191 102
5-9
Male
0-4
AMASYA
2
7
14
24
38
30
44
66
79
66
70
79
89
89
157
205
213
231
5 771
0
7
21
46
72
124
99
143
229
300
257
272
320
377
402
642
790
814
855
95,50
10,98
84,52
Male
15 621
142 208
120 189
89,62
8,76
80,86
Female
58 419
667 051
539 410
Male
1 439
736
1 348
2 117
4 706
6 850
6 382
7 809
12 393
13 590
14 893
15 506
16 624
19 576
22 961
30 644
35 542
38 234
40 960
Female
4
7
10
23
34
32
39
61
67
74
77
82
97
114
152
176
189
203
83
122
104
133
225
262
281
292
326
392
467
622
689
744
778
81,37
503 693
80,70
9,33
71,37
Female
65 841
5 607
5 607 0
3 583 16
6 101 27
705 718
9,82
71,54
Female
15 757
9 810 43
18 644
27 703
23 520
30 080
51 045
59 688
64 112
66 557
74 168
89 305
106 262
140 981
156 729
169 649
177 315
Female
TR-83
95,50
10,98
84,52
Male
15 705
142 977 160 378
120 839 114 736
Male
80,70
9,33
71,37
Female
66 132
708 822
505 905
Female
2 942
1 137
2 561
4 637
9 236
13 807
11 886
16 033
24 676
28 244
27 032
28 441
31 163
36 059
39 341
59 711
73 510
77 714
83 701
Total
Unknown
48
89
155
246
203
275
2 545 739
0
5 146
10 595
19 825
34 189
54 796
45 236
61 276
101 067
125 749
120 763
126 388
144 773
172 698
195 250
282 679
330 889
349 089
85,03
9,05
75,97
124 551
1 375 879
1 045 309
TOTAL
571 831
1 143
2 574
4 661
9 284
13 878
11 947
16 116
24 804
28 390
27 172
28 588
31 324
36 245
39 544
60 020
73 890
78 116
84 134
TOTAL
0-14
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
Male
7
135
311
618
1 013
1 584
1 438
2 269
3 304
3 999
3 790
4 135
5 264
6 589
7 948
9 823
10 999
11 738
11 693
89,39
8,02
81,37
Male
20 891
260 460
211 943
8 983 316
78,44
7,54
70,90
Male
955 360
12 670 034
2 369
1 603
2 556
4 152
7 199
10 326
8 261
10 711
18 962
22 847
24 055
25 817
29 327
36 661
44 218
59 450
63 705
68 873
71 523
Female
SAMSUN
Male
212 890 204 101
80 788
72 207
119 321
187 299
328 480
450 580
417 352
558 498
867 151
964 296
1 068 128
1 119 283
1 321 174
1 656 165
1 975 835
2 404 442
2 632 934
9 017 746
78,44
7,54
70,90
Female
959 022
77,79
9,37
68,41
Female
1 157 887
12 718 594 12 352 324
8 450 596
22 695 362 22 041 595
35 419
81 348
161 900
265 446
414 908
376 747
594 399
865 413
1 047 458
992 608
1 082 933
1 378 805
1 725 750
2 081 792
2 572 688
2 880 878
2 907 808
2 909 854
Female
80 788
266
439
689
1 208
1 658
1 535
2 055
3 190
3 547
3 929
4 118
4 860
6 093
7 269
8 845
9 686
10 697
10 705
82,03
9,22
72,81
Female
25 836
TURKEY
89,39
8,02
81,37
Female
20 984
261 624 280 309
3 074 406
Male
7
12
19
33
48
38
50
88
106
112
120
136
170
205
276
296
320
332
495 498 512 615 2 369
537
1 552
3 699
5 449
9 746
7 334
10 423
17 833
24 227
21 242
23 959
28 696
34 848
36 050
57 012
68 182
70 557
74 151
MALE
3 062 462
MALE
495 498 2 204
2 204
2
16
535
1 545
24
43
33
46
79
108
94
107
128
155
160
254
303
314
330
3 683
5 425
9 703
7 301
10 377
17 754
24 119
21 148
23 852
28 568
34 693
35 890
56 758
67 879
70 243
73 821
Male
22 695 362 86 652
86 652
35 284
81 037
161 282
264 433
413 324
375 309
592 130
862 109
1 043 459
988 818
1 078 798
1 373 541
1 719 161
2 073 844
2 562 865
2 869 879
3 062 668
3 050 769
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
88,01
10,37
77,64
31 540
304 151
236 140
TOTAL
365 331
TOTAL
2 942
6
13
24
48
71
61
83
128
146
140
147
161
186
203
309
380
402
433
Unknown
DİE (1983), 1980 Genel Nüfus Sayımı Turkey.
DİE (1983), 1980 Genel Nüfus Sayımı Çorum.
DİE (1983), 1980 Genel Nüfus Sayımı Tokat.
11 378
11 378 0
5 123 23
10 547
19 736
34 034
54 550
45 033
61 001
100 613 454
125 188 561
120 224 539
125 823 565
144 126 647
171 927 771
194 377 873
281 416 1 263
329 412 1 477
347 532 1 557
363 699 1 632
Total
81,37
9,82
71,54
Female
15 835
161 171
115 304
Female
292 310 571 831
740
1 355
2 127
4 729
6 884
6 414
7 848
12 454
13 657
14 967
15 583
16 706
19 673
23 075
30 796
35 718
38 423
41 163
FEMALE
1 280 859 2 545 739
0
3 599
6 128
9 853
18 727
27 825
23 624
30 213
51 270
59 950
64 393
66 849
74 494
89 697
106 729
141 603
157 418
170 393
178 093
FEMALE
279 521 292 310 1 439
403
1 220
2 534
4 554
6 995
5 534
8 268
12 349
14 733
12 205
13 005
14 618
16 572
16 469
29 224
38 173
39 693
42 972
MALE
1 264 880 1 280 859
0
1 547
4 467
9 972
15 462
26 971
21 612
31 064
49 797
65 800
56 369
59 538
70 278
82 999
88 517
141 077
173 473
178 697
187 239
MALE
279 521 1 503
1 503
401
1 213
2 520
4 530
6 957
5 504
8 224
12 283
14 654
12 139
12 935
14 539
16 483
16 380
29 067
37 968
39 480
42 741
Male
ÇORUM
Annex Table 5.1 Age Dependancy Rates - Provinces, TR83 Region and Turkey, 1980
167 440
107 491
200 358
348 581
592 913
863 904
792 661
1 150 628
1 729 260
2 007 755
2 056 946
2 198 081
2 694 715
3 375 326
4 049 679
4 967 307
5 502 813
5 970 476
5 960 623
Total
1 008 113
4 573
2 138
4 101
7 835
12 624
20 029
15 562
21 088
36 716
46 966
45 203
49 669
57 895
71 354
80 108
116 208
131 584
139 116
145 344
Total
77,79
9,37
68,41
Female
1 162 147
12 397 765
8 481 684
Female
22 041 595 44 736 957
72 473
119 760
187 988
329 688
452 238
418 887
560 553
870 341
967 843
1 072 057
1 123 401
1 326 034
1 662 258
1 983 104
2 413 287
2 642 620
2 918 505
2 920 559
FEMALE
82,03
9,22
72,81
Female
25 956
281 610
205 049
Female
512 615
1 610
2 568
4 171
7 232
10 374
8 299
10 761
19 050
22 953
24 167
25 937
29 463
36 831
44 423
59 726
64 001
69 193
71 855
FEMALE
167 440
404
753
1 310
2 227
3 246
2 978
4 323
6 497
7 543
7 728
8 258
10 124
12 681
15 214
18 661
20 673
22 430
22 393
Unknown
4 573
10
19
36
58
91
71
96
167
214
206
226
264
325
365
530
600
634
662
44 736 957
107 895
201 111
349 891
595 140
867 150
795 639
1 154 951
1 735 757
2 015 298
2 064 674
2 206 339
2 704 839
3 388 007
4 064 893
4 985 968
5 523 486
5 992 906
5 983 016
TOTAL
85,58
8,64
76,94
46 940
543 233
417 940
TOTAL
1 008 113
2 148
4 120
7 871
12 682
20 120
15 633
21 184
36 883
47 180
45 409
49 895
58 159
71 679
80 473
116 738
132 184
139 750
146 006
TOTAL
78,12
8,45
69,67
2 121 186
25 116 363
17 499 408
TOTAL
Unknown
0-14 age dependancy
The Data of Population, Education, Employment, Agriculture and
DOLSAR
DOLSAR
22 529 54
18 645 44
19 005 45
12 689 30
10 963 26
9 939 24
7 833 19
7 888 19
9 361 22
7 155 17
3 863 9
2 404 6
2 880 7
1 396 3
845 2
398 1
433
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Unknown
62 451
22 252 33
22 321 33
19 341 29
17 144 25
14 291 21
14 557 22
16 434 24
11 271
7 243
4 602
4 490
2 072
1 246
617
494
333 590
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Unknown
78,64
7,27
85,91
7,27
85,91
Female
13 046
286
1
1
2
4
4
6
9
750
945 2
1 827 4
2 973 6
5 618 12
5 194 11
7 927 17
14 050 29
17 925 38
16 241 34
16 231 34
19 946 42
21 876 46
25 534 54
35 218 74
37 355 78
43 389 91
35
780
1 623
2 754
4 420
8 931
9 568
2
3
5
10
11
14 628 17
22 666 26
31 397 36
29 615 34
30 117
36 292 42
40 156 46
46 646 54
52 122 60
71 128 82
90 757 104
95 859 110
345 481 679 071 780
1 007
1 509
2 350
4 445
4 970
7 391
11 404
14 975
15 070
15 839
19 164
20 832
24 345
29 895
36 846
44 401
47 144
89 612 103
135 438
76,48
7,29
69,19
Female
14 281
195 762
80,99
7,28
73,71
27 327
375 198
276 546
TOTAL
679 071
1 625
2 757
4 425
8 941
9 579
14 645
22 692
31 433
29 649
30 152
36 334
40 202
46 700
52 182
71 210
90 861
95 969
89 715
Total Unknown TOTAL
67,72
8,23
59,50
Female
8 650
105 151
62 563
Female
43 893
Female
Unknown
44 948 94
40 342 85
Total
176 364 358 289 750
548
984
1 580
2 743
2 795
4 071
6 907
8 579
8 368
8 413
10 025
10 933
12 868
16 242
18 744
20 898
21 962
19 703
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
68,41
7,80
60,61
16 592
212 748
128 949
TOTAL
358 289
947
1 831
2 979
5 630
5 205
7 944
14 079
17 963
16 275
16 265
19 988
21 922
25 588
35 292
37 433
43 480
45 042
40 427
TOTAL
Source:
76,48
7,29
69,19
Female
14 269
179 433 195 600
78,64
TOTAL
1 006
1 508
2 348
4 441
4 966
7 385
11 395
14 963 12
15 058 12
15 826 13
19 148 16
20 815 17
24 325 20
29 870 25
36 815 31
44 364 37
141 111 135 326
Male
618
1 248
2 075
4 497
4 609
7 254
11 288
ELDERLY
494
1
2
3
7
7
11
16 458
14 579
14 312
17 169
19 370
22 354
22 285
34 364
46 462
YOUTH
Male
13 027
65+
Dependency
140 902
179 167
0-14
15-64
Population
286
333 590 345 481
34 313 51
15-19
17
46 393 69
47 105 39
10-14
48 826
48 754 72
5-9
67,72
8,23
59,50
43 857 36
MALE Female
45 755 68
0-4
45 823
8 634
Female
TOKAT
7,38
69,08
7,38
69,08
Male
61,70
61,70
Male
7 942
107 597 104 962
66 386
Male
ELDERLY
TOTAL
317
547 1
982 2
1 577 3
2 738 5
2 790 5
4 064 7
6 895 12
8 564 15
8 353 15
8 398 15
10 007 18
10 913 20
12 845 23
16 213 29
18 710 34
20 860 38
21 923 39
19 668 35
181 925 176 364 317
399
847
1 399
2 887
2 410
3 872
7 172
9 383
7 907
7 852
9 963
10 989
12 719
19 050
18 689
22 583
23 080
20 723
MALE Female
YOUTH
Male
7 923
65+
Dependency
66 228
107 341
0-14
15-64
Population
23 025 55
181 925 433
20 674 49
5-9
Male
0-4
166
219
289
308
283
0
5
10
82,98
7,61
75,37
Male
55 964
735 220
554 122
1 347 457 2 151
2 151
2 931
5 842
10 162 17
19 532 32
17 497 29
27 939 46
47 297 78
63 858 104
55 001 89
58 355 93
69 528 111
80 020 126
463
962 1
1 530 2
2 635 4
4 759 7
5 307 8
8 174 12
11 446 17
14 214 21
13 483 20
14 093 21
16 425 25
17 967 27
21 272 32
26 268 39
32 026 48
37 875 57
41 731 63
38 415 58
108
136
160
185
201
184
82,98
7,61
75,37
Female
56 056
736 399
555 002
Male
118 198
1 504
4 649
0
5
8
533 428
74,56
7,88
66,69
Female
62 995
799 890
1 081
1 676 3
3 035 5
5 607 10
9 661 17
9 847 18
15 701 28
23 151 42
28 472 51
25 128 45
26 513 48
30 239 55
33 322 60
39 444 71
45 727 83
60 000 108
77 156 139
3 655
7 580
13 006
21 393
39 142
37 838
58 380
94 801
124 570
114 350
121 712
144 761
165 121
194 741
228 448
288 226
354 878
382 303
350 369
Total
0
10
18
29
54
52
81
130
169
154
163
193
218
257
306
381
470
506
463
Unknown
74,56
7,88
66,69
Female
63 064
800 755
533 998
Female
1 397 817 2 745 274 3 655
0
4 654
7 172
11 243
7 164
19 632
12
11 231
20 364
30 475
47 557
60 779
59 414
63 426
75 314
85 192
101 461
127 114
150 022
173 533
188 242
172 223
75,96
8,66
67,30
Female
15 216
175 631
19 610 22
20 341 23
30 441 34
47 504 53
60 712 67
59 349 65
63 357 69
75 233 81
Unknown
84 972 154
78 472 142
Total
599 204
2 745 274
0
7 590
13 024
21 422
39 196
37 890
58 461
94 931
124 739
114 504
121 875
144 954
165 339
194 998
228 754
288 607
355 348
382 809
78,59
7,75
70,84
TOTAL
9 780 444
72,14
6,42
65,72
Male
955 042
14 881 386
55 103
120
214
378
677
667
1 196
1 773
2 235
2 133
2 362
3 041
3 708
4 423
5 236
5 904
6 906
41 014
93 402
138 700
218 753
352 481
367 530
574 373
824 633
1 003 434
1 017 167
1 109 939
1 372 975
1 650 502
1 984 575
2 350 428
2 662 883
2 982 779
3 282 238
2 964 677
Female
TURKEY
74,86
7,69
67,18
Female
24 899
72,14
6,42
65,72
Female
957 096
9 229 694
71,48
8,05
63,43
Female
1 170 866
14 913 397 14 550 909
9 801 482
Male
25 671 975 24 992 483
55 697
99 524
176 147
315 205
310 525
557 009
826 209
1 041 393
993 575
1 100 579
1 416 637
1 727 612
2 060 610
2 439 288
2 750 485
3 217 603
3 464 660
3 119 219
MALE
82,59
6,88
75,72
Female
20 404
296 715 323 960
224 664 217 630
Male
41 014
154
228
360
579
604
944
1 355
1 649
1 672
1 824
2 257
2 713
3 262
3 864
4 377
4 903
5 395
4 873
541 783 566 927 438
438
2 134 2
3 144 2
4 671 4
7 672 6
7 278 6
10 818 8
17 768 14
22 971 18
22 455 17
25 040 19
29 653 23
35 406 27
42 911 33
54 627 42
62 311 48
70 249 54
77 282 60
70 099 54
Unknown
1 044
3 336 3
5 390 5
8 393 8
14 932 14
13 229 12
20 124 19
34 934 33
46 776 44
43 366 41
48 851 46
58 284 55
69 767 66
83 117 78
95 381 90
119 743 113
143 576 135
156 524 148
141 943 134
Total
Total
96 117
148 979
238 010
394 522
667 009
677 388
71,48
8,05
63,43
Female
1 172 791
14 574 827
9 244 865
Female
96 117
283
452
750
1 268
1 288
1 130 186 2 148
1 649 069 3 134
2 042 592 3 882
2 008 609 3 818
2 208 156 4 197
2 786 571 5 297
3 374 406 6 414
4 040 762 7 680
4 784 480 9 094
5 407 464 10 278
6 193 476 11 772
1 108 710
3 339
5 395
8 401
14 946
13 241
20 143
34 967
46 820
43 407
48 897
58 339
69 833
83 195
95 471
119 856
143 711
156 672
142 077
TOTAL
71,81
7,22
64,59
2 129 949
29 488 238
19 046 271
TOTAL
50 664 458
149 262
238 462
395 272
668 277
678 676
1 132 334
1 652 203
2 046 474
2 012 427
2 212 353
2 791 868
3 380 820
4 048 442
4 793 574
5 417 742
6 205 248
6 752 271
6 088 752
TOTAL
78,56
7,30
71,26
45 323
620 928
442 460
TOTAL
Unknown
6 077 201 11 551
6 739 461 12 810
24 992 483 50 664 458
93 556
138 928
219 113
353 060
368 134
575 317
825 988
1 005 083
1 018 839
1 111 763
1 375 232
1 653 215
1 987 837
2 354 292
2 667 260
2 987 682
3 287 633
2 969 550
FEMALE
74,86
7,69
67,18
Female
24 918
324 210
217 798
Female
566 927 1 108 710 1 044
2 136
3 146
4 675
7 678
7 284
10 826
17 782
22 989
22 472
25 059
29 676
35 433
42 944
54 669
62 359
70 303
77 342
70 153
0-14 age dependancy
ELDERLY
YOUTH
Dependency
65+
119 122
0-14
15-64
1 537 163
1 088 989
Population
25 671 975
55 103
55 577
99 310
175 769
314 528
309 858
555 813
824 436
1 039 158
991 442
1 098 217
1 413 596
1 723 904
2 056 187
2 434 052
2 744 581
3 210 697
7 437
6 695
82,59
6,88
75,72
Male
20 381
296 383
224 413
3 112 524
Male
606
1 203
2 249
2 246 3
7 268
5 958
9 316
17 185
23 832
20 934
23 838
28 663
34 399
40 251
40 800
57 496
73 409
79 331
71 924
3 726
1 202 1
SAMSUN
MALE Female
3 722 4
7 260 8
5 951 7
9 306 10
17 166 19
23 805 27
20 911 23
23 811 27
28 631 32
34 361 38
40 206 45
40 754 46
57 432 64
73 327 82
79 242 89
71 844 80
Male
541 783 606
3 457 223
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
82,52
9,10
73,42
29 880
328 289
241 035
350 832
TOTAL
1 679
3 040
5 617
9 678
9 865
15 729
23 193
28 523
25 173
26 561
30 294
33 382
39 515
45 810
60 108
77 295
85 126
78 614
TOTAL
TOTAL
TOTAL
309 045 599 204 1 081
963
1 532
2 639
4 766
5 315
8 186
11 463
14 235
13 503
14 114
16 450
17 994
21 304
26 307
32 074
37 932
41 794
38 473
Female
FEMALE
75,96
8,66
67,30
Female
15 193
85 101 91
101 353
126 978
149 862
173 348
188 041
172 039
Female
TR-83
90,08
9,61
80,47
Male
14 664
152 654 175 368
122 841 118 021
Male
290 159 309 045 463
716
1 508
2 978
4 912
4 550
7 543
11 730
14 288
11 670
12 447
13 843
15 388
18 211
19 501
28 034
39 365
43 333
40 142
MALE Female
1 347 457 1 397 817 1 504
0
2 936
5 852
10 179
19 564
17 526
27 985
47 375
63 962
55 090
58 448
69 639
80 146
93 535
101 636
138 583
181 819
194 570
178 613
MALE
90,08
9,61
80,47
Male
14 633
152 329
122 579
290 159 618
618
714 2
1 505 3
2 972 6
4 902 10
4 540 10
7 527 16
11 705 25
14 258 30
11 645 25
12 420 27
13 814 29
15 355 33
18 172 39
19 459 42
27 974 60
39 281 84
43 241 92
40 057 85
Male
93 388 147
101 470
138 364
181 530
194 262
178 330
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
ÇORUM
AMASYA
5-3
5-4
22 525
18 510
16 995
13 608
11 690
10 713
10-14
15-19
20-24
25-29
30-34
35-39
9
10
11
14
15
19
17
14
179 895 177 296
470 0
149
179 895
Unknown
42
1
23
20
21
15
12
11
7
7
8
9
185
1 136
1 637
2 486
3 860
6 597
1
1
1
2
3
11 616 6
13 796
14 723
15 312
18 403
21 102
22 876
27 014 14
29 175
41 740
47 292 24
45 984
40 001
Male
139 155 133 277
69,25
7,08
76,33
7,08
76,33
Female
14 226
22
26
30
29
24
Unknown
9
11
11
11
13
15
16
247
1 135 1
1 860 1
3 412 2
3 771 3
6 891 5
13 042
16 518
15 606
15 477
18 835
21 383
23 398
27 611 19
31 437
37 386
43 601
41 324
34 257
Total
69,06
7,28
61,77
Female
15 724
215 866
133 345
Female
66
33
36
41
42
64
77
576
1 965
2 875
5 195
7 192
12 699
22 038
576
2
2
4
6
10
18
29 621 24
28 903 23
30 082 24
35 611 29
40 902
45 242
51 488
53 007
79 577
96 287
719 251
1 967
2 877
5 199
7 198
12 709
22 056
29 645
28 926
30 106
35 640
40 935
45 278
51 529
53 049
79 641
96 364
94 321
72,56
7,19
65,38
29 950
416 805
272 496
TOTAL
357 191
1 136
1 861
3 414
3 774
6 896
13 051
16 529
15 617
15 488
18 848
21 398
23 414
27 630
31 459
37 412
43 631
41 353
34 281
TOTAL
0-14
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
73
107
141
60
9
10
18
32
46
73,80
7,26
66,54
Male
58 053
799 365
531 910
1 390 359
1 031
3 791
1 031
0
3
5 872 4
12 157
12 904
23 329
42 864
60 622
53 262 40
58 209 43
68 073 51
80 909
91 129 67
101 703 75
98 409
144 185
190 323
183 917 137
189
1
1
2
2
4
7
9
7
8
9
10
12
13
12
19
27
25
22
Male
532 305
73,80
7,26
66,54
Female
58 096
799 958
129
983
0
1 781 1
2 715 1
4 117 2
7 138 3
11 767 5
12 591 5
13 355 5
13 280 5
15 646 6
17 652 7
19 763 8
23 265 10
24 964 10
34 791 14
40 412 17
38 591 16
32 841 13
Female
658
5 253
8 061
11 842
15 726
27 195
47 919
55 960
58 498
60 157
72 266
84 591
95 337
114 591
120 123
162 427
184 567
177 557
151 618
Female
TR-83
79,73
9,46
70,27
Male
15 482
513 742
66,73
7,81
58,92
Female
68 077
871 869
658
0
2
4
5
7
12
22
25
27
27
33
38
43
52
54
73
83
80
69
1 689
9 044
13 933
23 999
28 630
50 524
90 783
116 582
111 760
118 366
140 339
165 500
186 466
216 294
218 532
306 612
374 890
361 474
309 288
Total
68,73
8,95
59,79
Female
16 741
187 150
111 890
Female
66,73
7,81
58,92
Female
68 108
872 264
513 974
Female
1 454 346 2 844 705
0
5 255
8 065
11 847
15 733
27 207
47 941
55 985
58 525
60 184
72 299
84 629
95 380
114 643
120 177
162 500
184 650
177 637
151 687
Unknown
13
318
1 902
3 437
5 826
7 490
1
2
3
4
13 551 7
22 606 12
26 288 14
24 811
25 697 13
29 332 15
33 486 17
37 739 20
43 690 23
42 888 22
64 053 33
81 652 43
78 098 41
66 999 35
Total
1 689
0
5
8
14
17
30
54
70
67
71
84
98
110
127
130
183
223
215
184
Unknown
2 844 705
0
9 049
13 941
24 013
28 647
50 554
90 837
116 652
111 827
118 437
140 423
165 598
186 576
216 421
218 662
306 795
375 113
361 689
70,11
7,55
62,57
126 205
1 672 227
1 046 273
TOTAL
609 863
1 903
3 439
5 829
7 494
13 558
22 618
26 302
24 824
25 710
29 347
33 503
37 759
43 713
42 910
64 086
81 695
78 139
67 034
TOTAL
0-14
10 064 564
64,35
6,29
58,06
Male
1 091 142
17 334 960
35
1
26 381
62
98
190
225
437
712
920
908
1 029
1 314
1 652
1 942
2 255
2 390
2 931
3 297
3 196
2 826
73,24
6,32
66,92
Male
20 509
324 266
216 989
246
2 469
3 541
4 989
5 732
9 689
17 842
21 688
22 218
23 633
28 805
35 167
40 990
50 309
51 542
67 020
75 787
72 695
61 972
Female
18 101
107 897
156 938
236 259
303 519
521 608
846 746
947 119
1 038 853
1 090 046
1 369 640
1 705 943
1 987 410
2 377 362
2 514 351
3 051 408
3 330 499
3 357 800
2 902 489
Female
64,35
6,29
58,06
Female
1 092 152
64,49
7,83
56,65
Female
1 326 221
17 351 011 16 928 878
10 073 883
9 590 788
28 517 047 27 863 988
67 102
105 484
204 855
242 797
471 916
769 259
994 322
981 023
1 112 142
1 420 098
1 785 773
2 098 841
2 438 020
2 583 543
3 167 992
3 564 197
3 454 605
1
1
2
2
4
7
9
9
10
12
15
17
21
21
28
31
18 101
70
102
154
197
339
550
616
675
709
890
1 109
1 292
1 545
1 634
1 984
2 165
2 183
1 887
65,94
7,35
58,59
Female
26 420
TURKEY
73,24
6,32
66,92
Female
20 520
324 440 359 214
217 106 210 454
Male
3 055 081
Male
26
30
562 066 596 334 246
1 574
2 221
4 579
4 447
7 698
15 263
22 479
20 233
23 490
27 771
34 581
39 118
43 219
39 679
58 607
77 605
75 152
64 349
MALE
MALE
562 066 302
302
1
2
1 573
2 220
2
4
8
12
11
13
15
19
21
23
21
31
42
40
4 577
4 445
7 694
15 255
22 467
20 222
23 477
27 756
34 562
39 097
43 196
39 658
58 576
77 563
75 112
64 314
Male
SAMSUN
61 998
548
4 042
5 761
9 566
10 177
17 383
33 097
44 155
42 440
47 110
56 561
69 729
80 087
93 505
91 200
Total
5 954 744
44 482
174 937
262 324
440 924
546 091
993 087
1 615 293
1 940 521
2 018 968
2 201 159
2 788 424
3 490 064
4 084 309
4 813 127
5 095 504
6 216 469
6 891 399
6 809 209
Female
9 597 022
64,49
7,83
56,65
Female
1 327 083
16 939 882
44 482
138
207
348
431
784
1 275
1 532
1 594
1 738
2 202
2 756
3 225
3 800
4 023
4 908
5 441
5 376
4 702
Unknown
548
2
3
5
5
8
16
21
20
22
27
33
38
44
43
125 596 59
153 350 73
27 863 988 56 381 035
107 967
157 040
236 413
303 716
521 947
847 296
947 735
1 039 528
1 090 755
1 370 530
1 707 052
1 988 702
2 378 907
2 515 985
3 053 392
3 332 664
3 359 983
2 904 376
FEMALE
65,94
7,35
58,59
Female
26 431
359 362
210 541
Female
Unknown
126 286 60
147 807 70
596 334 1 158 400
2 470
3 542
4 991
5 734
9 693
17 849
21 697
22 227
23 643
28 817
35 182
41 007
50 330
51 563
67 048
75 818
72 725
Total
64,42
7,06
57,36
2 419 272
34 290 892
19 670 871
TOTAL
56 381 035
175 075
262 531
441 272
546 522
993 871
1 616 568
1 942 053
2 020 562
2 202 897
2 790 626
3 492 820
4 087 534
4 816 927
5 099 527
6 221 377
6 896 840
6 814 585
5 959 446
TOTAL
69,41
6,87
62,54
46 951
683 803
427 645
TOTAL
1 158 400
4 044
5 764
9 571
10 182
17 391
33 113
44 176
42 460
47 132
56 588
69 762
80 125
93 549
91 243
125 655
153 423
147 877
126 346
TOTAL
0-14 age dependancy
FEMALE
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
28 517 047
26 381
67 040
105 386
204 665
242 572
471 479
768 547
993 402
980 115
1 111 113
1 418 784
1 784 121
2 096 899
2 435 765
2 581 153
3 165 061
3 560 900
3 451 409
3 052 255
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
73,86
9,19
64,68
32 223
350 773
226 867
TOTAL
309 472
TOTAL
315 781 609 863 318
983
1 782
2 716
4 119
7 141
11 772
12 596
13 360
13 285
15 652
17 659
19 771
23 275
24 974
34 805
40 429
38 607
32 854
FEMALE
FEMALE
68,73
8,95
59,79
Female
16 734
163 621 187 074
114 979 111 844
Male
294 082 315 781 129
920
1 657
3 113
3 375
6 417
10 846
13 706
11 463
12 425
13 695
15 844
17 988
20 438
17 936
29 281
41 267
39 532
34 180
MALE
ÇORUM
1 390 359 1 454 346
0
3 794
5 876
12 166
12 914
23 347
42 896
60 668
53 302
58 252
68 124
80 969
91 196
101 778
98 482
144 292
190 464
184 054
157 787
MALE
79,73
9,46
70,27
Male
15 472
163 516
114 905
294 082
189
919
1 656
3 111
3 373
6 413
10 839
13 697
11 456
12 417
13 686
15 834
17 976
20 425
17 924
29 262
41 240
39 507
34 158
Male
157 670 117
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
61,74
7,73
54,00
17 081
220 846
119 264
TOTAL
81 812
Unknown TOTAL
94 245 76
81 746
Total
364 935 719 251
1 137
1 638
2 487
3 862
6 600
11 622
13 803
14 730
15 320
18 412
21 113
22 888
27 028
29 190
41 761
47 316
46 007
40 021
61,35
8,38
52,96
Female
9 212
109 885
58 199
Female
177 296 357 191 247
665
1 103
1 653
2 018
3 773
6 698
7 889
8 207
7 936
9 417
10 676
11 714
14 011
14 450
18 886
21 088
20 298
16 813
FEMALE
Source:
69,06
7,28
61,77
Female
15 716
200 936 215 757
69,25
TOTAL
TOKAT
354 316 364 935 185
ELDERLY
391
830
1 239
2 712
3 336
6 109
10 434
15 842
14 196
14 786
17 227
19 822
22 391
24 501
23 858
37 879
49 049
48 314
41 791
61,35
8,38
52,96
Female
9 207
98
665 0
58 167
MALE Female
YOUTH
Male
14 210
65+
Dependency
139 001
200 714
0-14
15-64
Population
354 316
391
1 238
80-84
3
4
7
Unknown
2 709
829 1
3 332
17
16
16
85+
6 102
10 422 12
60-64
75-79
15 825
55-59
70-74
14 180
50-54
65-69
14 770
45-49
25
19
22 366
19 800 22
17 208
30-34
35-39
40-44
27
37 837
23 832 26
24 474
54
15-19
48 995
10-14
53
20-24
48 261
5-9
25-29
41 745
0-4
46
7,09
62,12
7,09
62,12
Male
55,03
55,03
Male
7 869
ELDERLY
TOTAL
1 652 1
1 102 1
110 961 109 824
61 066
Male
470
759
1 761
YOUTH
Male
7 862
65+
Dependency
61 015
110 869
0-14
15-64
149
758 1
Population
98
1 760 1
85+
3 771 2
2 017 1
75-79
3 123
1 755
80-84
3
3 120
6 694 4
7 885 4
8 202 5
7 932 4
9 412 5
1 754 1
6 353
6
10 670 6
11 708
14 003 8
14 442 8
18 876 10
21 076 12
20 287 11
16 804 9
Female
65-69
6 348 5
60-64
8 640
7 410
7 551
9 431
10 722
11 700
13 619
17 009
18 525
22 544
21 054
17 467
MALE
70-74
7 545 6
7 404 6
8 633 7
45-49
50-54
55-59
9 423 8
21 037
40-44
17 453
5-9
Male
0-4
AMASYA
DOLSAR
DOLSAR
18 040 11
18 548 12
22 692 14
13 619
12 461 8
12 745 8
11 041 7
9 649 6
8 497 5
6 559 4
6 386 4
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
635 0
625 0
116
85+
Unknown
44 486 14
47 231 15
45 885 14
37 382 12
31 247 10
27 712 9
27 199 8
24 284 7
20 050 6
17 162 5
13 754 4
12 832 4
12 034
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
1 233 0
951 0
129
80-84
85+
Unknown
TOKAT
53,54
13,15
40,39
Female
15 380
8
10
12
12
11
3
109
1 282 0
1 561 0
3 368 1
7 930 2
11 498
13 087 3
14 318 4
17 821 5
19 932 5
22 612 6
26 865 7
26 478 7
31 675
37 780
45 295
43 791
41 302
42 467 11
53,33
9,28
62,61
53,33
9,28
62,61
Female
23 911
186
1 453
1 476
3 740
8 950
13 389
13 610
13 750
17 409
19 282
21 770
25 846
24 700
27 358
38 270
37 156
35 107
31 647
30 132
Total
238
2 233 1
2 794 1
6 253 2
14 731 4
23 532 7
25 919 7
28 072 8
34 983 10
39 982 11
46 896 13
54 064 16
54 190 16
62 922 18
75 162 22
91 180 26
91 022 26
85 788 25
59,88
10,02
49,85
Female
25 646
255 931
127 594
Female
409 171 828 027 238
1 282
1 561
3 369
7 932
11 501
13 090
14 322
17 826
19 937
22 618
26 872
26 485
31 683
37 790
45 307
43 803
41 313
186
1
1
2
5
7
7
7
9
10
11
13
13
14
19
19
18
16
15
Unknown
828 027
2 234
2 795
6 255
14 735
23 539
25 926
28 080
34 993
39 993
46 909
54 080
54 206
62 940
75 184
91 206
91 048
85 813
61,25
9,65
51,60
49 557
513 518
264 952
TOTAL
365 231
1 454
1 477
3 742
8 955
13 396
13 617
13 757
17 418
19 292
21 781
25 859
24 713
27 372
38 289
37 175
35 125
31 663
30 147
TOTAL
0-14
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
32
15
17
21
24
28
61,00
10,42
50,58
Male
95 764
918 896
464 792
1 479 926
474
474 0
4 347 1
4 698 2
11 743 4
27 942 9
47 034 16
46 746
53 050
64 888
76 105
89 478
101 676 32
99 835
108 308 35
126 638 43
152 172 49
162 983 51
152 377 48
117
0
0
1
3
4
4
5
5
6
7
8
8
9
8
12
13
12
12
61,00
10,42
50,58
Female
95 796
919 192
464 938
Male
110
1 354
1 622
3 783
8 154
10 797
11 656
12 320
14 642
15 174
17 349
20 178
19 349
23 382
27 208
32 958
31 166
28 204
27 942
Female
ÇORUM
0
1
1
3
4
4
4
5
5
6
7
7
8
10
12
11
10
10
87 312
2
2
4
10
13
14
15
19
21
24
29
27
32
37
44
42
39
38
441 703
57,00
11,35
45,65
Female
109 805
967 613
57,00
11,35
45,65
Female
109 836
967 876
441 822
Female
1
1
3
6
8
8
9
11
11
13
15
15
17
18
24
24
22
22
Unknown
887
887 0
58,95
10,90
48,05
205 632
1 887 068
906 760
TOTAL
2 999 460
0
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
17 190 3
60,63
9,47
51,16
Male
34 527
364 596
186 524
31
36
93
189
290
55,14
7,91
47,23
Male
1 749 563
22 131 543
10 453 093
124
2 740 1
2 588 1
5 798 1
13 637 3
18 313 4
19 667 4
21 790 4
26 999 5
31 574 6
37 104 7
46 108 9
43 383 9
49 149 10
58 070 12
66 736 13
63 060 13
60 090 12
56 448 11
1 058
1 141
1 073
1 061
441
538
644
778
10 845
132 928
147 895
323 154
654 773
850 636
964 989
43
48
105
212
276
313
1 042 168 338
1 360 958
1 658 012
1 985 225
2 400 808
2 457 285 797
2 918 825 946
3 263 432
3 518 257
3 307 999
3 270 871
3 188 132 1 034
Female
TURKEY
55,59
10,75
44,83
Female
43 076
55,14
7,91
47,23
Female
1 750 202
9 767 002
55,06
9,78
45,28
Female
2 109 386
22 139 624 21 569 959
10 456 910
Male
34 346 735 33 457 192 10 845
83 603
98 833
254 536
518 059
795 171
864 615
1 016 625
1 356 886
1 711 382
2 084 292
2 454 475
2 553 302
2 977 517
3 427 965
3 692 566
3 571 961
3 487 019
3 397 930
60,63
9,47
51,16
Female
34 534
364 666 400 580
186 560 179 598
Male
55,06
9,78
45,28
Female
2 110 070
21 576 953
9 770 169
Female
10
236
4 442
4 194
9 758
Total
23 381
216 500
246 692
577 597
1 172 643
1 645 517
1 829 288
2 058 422
2 717 349
3 368 769
4 068 756
4 854 387
5 009 655
5 895 255
6 690 146
7 209 475
6 878 656
6 756 617
6 584 822
23 381
75
85
199
405
568
631
710
937
1 162
1 404
1 675
1 728
2 034
2 308
2 487
2 373
2 331
2 271
1 209 137
4 443
4 195
9 760
23 523
35 698
36 864
43 088
53 123
63 611
74 566
88 408
83 743
91 510
104 894
125 516
128 598
122 445
115 150
TOTAL
55,10
8,83
46,27
3 860 280
43 716 577
20 227 070
TOTAL
67 803 927
216 575
246 777
577 796
1 173 048
1 646 085
1 829 919
2 059 132
2 718 286
3 369 931
4 070 160
4 856 062
5 011 383
5 897 289
6 692 454
7 211 962
6 881 029
6 758 948
6 587 093
TOTAL
57,99
10,14
47,85
77 618
765 325
366 193
TOTAL
Unknown
236
1
1
2
23 518 5
35 691 7
36 857 7
43 080 8
53 113
63 599 12
74 551 15
88 391 17
83 727 16
91 492 18
104 874 20
125 492 24
128 573 25
33 457 192 67 803 927
132 971
147 943
323 259
654 985
850 912
965 302
1 042 506
1 361 399
1 658 550
1 985 869
2 401 586
2 458 082
2 919 771
3 264 490
3 519 398
3 309 072
3 271 932
3 189 166
FEMALE
55,59
10,75
44,83
Female
43 085
400 660
179 634
Female
22
Unknown
122 421 24
115 128
Total
623 378 1 209 137
2 741
2 589
5 799
13 640
18 317
19 671
21 794
27 004
31 580
37 111
46 117
43 392
49 159
58 082
66 749
63 073
60 102
56 459
FEMALE
34 346 735 12 536
12 536
83 572
98 797
254 443
517 870
794 881
316
1 016 254 371
1 356 391 495
1 710 757 625
2 083 531 761
2 453 579 896
2 552 370 932
2 976 430 1 087
3 426 714 1 251
3 691 218 1 348
3 570 657 1 304
1 702
SAMSUN
Female
585 759 623 378 124
MALE
585 759 112
112
1 702 0
3 961
1 606
3 960 1
9 883
17 381
17 193
21 294
26 119
32 031
37 454
42 291
40 352
42 351
46 813
58 767
65 526
62 343
58 691
MALE
1 606 0
9 881 2
17 378 3
3 485 746 1 273
864 299
5
21 290 4
26 114
32 025 6
37 447 7
42 283 8
40 344 8
42 343 8
46 804 9
58 756 11
65 513 13
62 331 12
58 680 11
Male
3 396 690 1 240
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Unknown
85+
80-84
11 313
10 554
3
3
11 310
10 551
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
26 836
62 579
94 349
98 410
108 702
133 302
152 463
177 324
207 989
201 343
226 320
265 353
315 862
318 160
297 547
291 053
TOTAL
8
19
29
30
33
40
45
52
61
59
67
79
93
93
87
85
Unknown
61,83
13,40
48,43
49 434
368 952
178 679
TOTAL
597 065
2 424
2 847
7 080
15 367
21 716
22 002
23 776
27 768
29 566
34 068
39 642
38 682
44 498
46 986
61 965
63 389
57 626
57 664
TOTAL
26 828
62 560
94 320
98 380
108 669
133 262
152 418
177 272
207 928
201 284
226 253
265 274
315 769
318 067
297 460
290 968
Total
58,19
13,24
44,96
Female
25 719
194 286
87 343
Female
1 519 534 2 999 460
0
6 206
6 614
15 089
34 628
47 299
51 648
55 634
68 393
76 334
87 818
106 281
101 476
117 977
138 673
163 641
155 126
145 122
141 574
227
2 423
2 846
7 077
15 361
21 708
21 994
23 767
27 757
29 555
34 055
39 627
38 667
44 481
46 968
61 941
63 365
57 604
57 642
Total
307 348 597 065 227
1 354
1 623
3 784
8 157
10 801
11 660
12 324
14 647
15 179
17 355
20 185
19 356
23 390
27 218
32 970
31 177
28 214
27 952
FEMALE
FEMALE
58,19
13,24
44,96
Female
25 710
413 0
6 204
6 612
15 085
34 618
47 286
51 634
55 619
68 374
76 313
87 794
106 252
101 449
117 945
138 636
163 597
155 084
145 083
141 536
Female
TR-83
65,87
13,58
52,29
Male
23 715
174 667 194 216
91 336
Male
289 717 307 348 110
1 069
1 224
3 295
7 210
10 915
10 342
11 452
13 120
14 387
16 713
19 457
19 326
21 108
19 768
28 995
32 212
29 412
29 712
MALE
1 479 926 1 519 534 413
0
4 348
4 700
11 747
27 951
47 050
46 761
53 067
64 909
76 129
89 506
101 708
99 867
108 343
126 681
152 221
163 034
152 425
149 479
MALE
65,87
13,58
52,29
Male
23 705
174 596
91 299
289 717
117
1 069
1 224
3 294
7 207
10 911
10 338
11 447
13 115
14 381
16 706
19 449
19 318
21 099
19 760
28 983
32 199
29 400
29 700
Male
149 432 47
Male
TOTAL
ELDERLY
YOUTH
Dependency
65+
15-64
0-14
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Population
Unknown
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
52,64
12,13
40,51
29 023
239 273
96 935
TOTAL
88 091
Unknown TOTAL
88 066 25
Total
53,54
13,15
40,39
Female
15 386
117 000
47 251
Female
179 637 365 231
42 478
70
828
841
2 137
4 899
6 681
7 227
7 194
8 915
9 637
10 733
13 106
12 244
13 744
15 584
18 615
17 074
15 493
14 685
FEMALE
Source:
59,88
10,02
49,85
Female
25 639
257 586 255 863
137 358 127 560
Male
418 856 409 171 109
951
1 233
2 886
6 803
12 038
12 836
13 758
17 167
20 056
24 291
27 207
27 721
31 257
37 394
45 899
47 246
44 500
45 613
ELDERLY
TOTAL
47 233
MALE Female
YOUTH
Male
23 904
65+
Dependency
137 316
257 507
0-14
15-64
418 856 129
2 885 1
75-79
Population
6 801 2
70-74
4
45 599
14
11,15
51,79
11,15
51,79
Male
40,63
40,63
TOTAL
Male
13 637
ELDERLY
0-4
70
828 0
841 0
2 136 1
4 897 2
6 678 3
7 224 3
7 191 3
8 912 3
122 273 116 954
49 684
Male
4
5
5
5
6
7
7
6
6
9 633 4
10 729
13 101
12 239
13 739
15 578
18 608
17 067
15 487
185 594 179 637
625
635
1 605
4 056
6 715
6 390
6 563
8 502
9 655
11 048
12 753
12 469
13 628
22 706
18 560
18 051
16 170
14 679
Female
AMASYA
15 463
MALE
YOUTH
Male
13 628
65+
Dependency
49 653
122 197
0-14
15-64
Population
1 604 1
75-79
80-84
185 594 116
6 711 4
4 053 3
65-69
70-74
9
10
16 160
5-9
10
15 453
0-4
0-14 age dependancy
Male
5-5
1980
1985
1990
TURKEY
TR83
TOKAT
SAMSUN
ÇORUM
AMASYA
TURKEY
TR83
TOKAT
SAMSUN
ÇORUM
AMASYA
TURKEY
TR83
TOKAT
SAMSUN
ÇORUM
AMASYA
TURKEY
TR83
TOKAT
SAMSUN
ÇORUM
AMASYA
Age & age group
Source:
2000
5-6
50,53
49,07
50,40
48,11
48,14
50,76
50,56
48,54
48,95
48,15
47,76
50,27
50,57
48,73
48,74
48,53
47,92
50,68
50,63
49,37
50,52
48,81
48,43
50,46
Male
49,47
50,93
49,60
51,89
51,86
49,24
49,44
51,46
51,05
51,85
52,24
49,73
49,43
51,27
51,26
51,47
52,08
49,32
49,37
50,63
49,48
51,19
51,57
49,54
Female
12,68
14,40
14,32
13,79
16,88
12,59
19,50
22,47
23,64
21,48
24,73
19,58
22,51
25,08
27,18
23,44
27,52
22,16
32,51
38,76
40,16
38,16
42,14
32,48
Total
3,10
3,69
4,01
3,16
4,65
3,19
5,65
6,86
7,49
6,14
7,93
6,14
6,80
7,94
8,72
7,07
9,18
7,15
10,13
12,68
13,85
11,68
14,45
10,57
Male
Illiterate
9,58
10,71
10,31
10,63
12,23
9,40
13,85
15,61
16,15
15,34
16,80
13,45
15,70
17,14
18,46
16,38
18,35
15,01
22,37
26,08
26,31
26,48
27,69
21,90
Female
87,30
85,59
85,67
86,21
83,11
87,39
80,46
77,51
76,31
78,51
75,26
80,40
77,29
74,77
72,70
76,36
72,41
77,64
67,45
61,20
59,83
61,78
57,82
67,50
Total
47,42
45,37
46,39
44,95
43,48
47,56
44,88
41,66
41,41
42,01
39,83
44,12
43,66
40,71
39,95
41,36
38,71
43,42
40,48
36,67
36,66
37,11
33,96
39,88
Male
39,89
40,22
39,28
41,26
39,63
39,83
35,57
35,85
34,90
36,51
35,43
36,28
33,63
34,06
32,75
35,00
33,70
34,22
26,98
24,53
23,17
24,68
23,86
27,63
Female
Total of literate
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
Total
GRAND TOTAL (*)
21,53
23,21
23,42
24,04
22,98
20,42
15,90
17,78
17,87
18,23
17,86
16,01
18,39
21,10
21,04
21,80
21,54
18,36
16,54
17,11
17,66
17,02
16,82
16,85
Total
10,65
11,55
11,30
12,19
11,40
10,29
7,67
8,66
8,45
9,00
8,74
7,86
8,89
10,45
10,05
10,98
10,77
9,04
7,23
7,23
7,07
7,20
7,28
7,54
Female
65,75
62,36
62,23
62,17
60,08
66,91
64,52
59,72
58,43
60,28
57,39
64,39
58,84
53,61
51,60
54,49
50,85
59,16
50,91
44,02
42,17
44,57
40,99
50,65
Total
36,53
33,71
34,27
33,10
31,89
37,41
36,63
32,54
31,98
32,77
30,70
35,97
34,13
30,03
28,93
30,51
27,93
34,04
31,16
26,75
26,07
27,17
24,41
30,57
Male
Total
29,22
28,65
27,97
29,07
28,19
29,50
27,89
27,18
26,44
27,50
26,69
28,42
24,71
23,58
22,67
23,99
22,93
25,12
19,75
17,27
16,10
17,40
16,58
20,08
Female
37,03
41,46
38,37
41,82
44,23
42,67
46,13
46,72
45,81
46,08
47,65
48,97
43,55
43,32
42,05
43,13
43,35
46,21
37,88
35,39
34,31
35,23
34,06
39,91
Total
18,62
20,06
18,27
20,63
20,98
20,62
24,80
23,83
23,17
23,83
23,75
25,29
24,07
22,91
22,01
23,13
22,38
24,74
22,37
20,67
20,22
20,99
19,35
22,71
Male
18,41
21,41
20,10
21,19
23,25
22,06
21,33
22,89
22,64
22,25
23,90
23,69
19,48
20,41
20,04
20,00
20,97
21,47
15,51
14,71
14,08
14,25
14,71
17,20
Female
2,87
4,60
2,71
5,25
4,87
6,23
7,52
5,81
5,86
6,19
4,58
6,54
6,47
4,72
4,58
5,08
3,58
5,74
5,59
3,89
3,70
4,18
3,03
4,79
Total
1,65
3,09
1,61
3,44
3,55
4,47
4,84
3,88
4,06
3,90
3,25
4,52
4,26
3,27
3,35
3,28
2,64
4,12
3,79
2,81
2,84
2,83
2,30
3,53
Male
1,23
1,52
1,10
1,81
1,32
1,77
2,68
1,93
1,80
2,29
1,33
2,02
2,21
1,45
1,24
1,79
0,93
1,62
1,80
1,08
0,87
1,36
0,73
1,26
Female
Junior high school
10,88
11,66
12,12
11,85
11,58
10,13
8,23
9,11
9,41
9,23
9,12
8,15
9,50
10,65
10,99
10,82
10,77
9,33
9,31
9,87
10,59
9,81
9,54
9,30
Male
No school completed
Primary school + Primary
education
4,62
1,36
4,68
0,11
0,10
0,19
0,02
0,02
0,03
0,02
0,02
0,04
0,02
0,01
0,01
0,01
0,01
0,01
0,06
0,08
0,10
0,06
0,07
0,09
Male
2,33
0,60
2,08
0,05
0,04
0,06
0,01
0,01
0,01
0,01
0,01
0,02
0,01
0,01
0,01
0,01
0,01
0,01
0,04
0,03
0,03
0,03
0,02
0,04
Female
0,24
5,59
0,20
8,03
5,57
9,50
5,71
3,52
3,19
4,08
2,30
4,41
4,47
2,62
2,16
3,18
1,63
3,43
2,94
1,48
1,16
1,73
1,02
2,05
Total
0,17
3,33
0,14
4,49
3,52
6,21
3,44
2,19
2,08
2,38
1,55
2,89
2,75
1,70
1,45
1,93
1,16
2,32
1,89
0,98
0,78
1,08
0,74
1,44
Male
0,07
2,26
0,06
3,54
2,04
3,29
2,27
1,33
1,11
1,70
0,75
1,52
1,71
0,93
0,71
1,25
0,47
1,11
1,06
0,49
0,38
0,65
0,28
0,61
Female
High school
10,18
4,24
7,87
2,82
2,18
4,19
2,06
1,70
1,81
1,73
1,25
2,12
2,11
1,70
1,81
1,69
1,28
2,22
2,12
1,63
1,75
1,59
1,18
2,30
Total
6,00
2,82
5,05
1,87
1,53
3,10
1,38
1,18
1,31
1,13
0,90
1,55
1,37
1,19
1,32
1,11
0,93
1,64
1,36
1,13
1,26
1,03
0,86
1,67
Male
4,18
1,42
2,82
0,95
0,65
1,09
0,68
0,52
0,50
0,60
0,34
0,57
0,73
0,51
0,49
0,58
0,35
0,58
0,76
0,50
0,49
0,56
0,33
0,63
Female
Vocational schools equal to
high school level
6,95
1,96
6,76
0,15
0,14
0,25
0,04
0,04
0,04
0,03
0,03
0,06
0,03
0,02
0,02
0,02
0,02
0,02
0,10
0,11
0,14
0,10
0,09
0,13
Total
Vocational schools equal to
junior high school level
Completed school
LITERATE
3,20
3,65
3,18
4,10
3,10
4,06
3,05
1,94
1,72
2,15
1,58
2,28
2,21
1,22
0,97
1,39
0,99
1,53
2,25
1,52
1,12
1,73
1,61
1,48
Total
2,15
2,44
2,25
2,57
2,20
2,83
2,13
1,42
1,34
1,50
1,22
1,68
1,65
0,95
0,79
1,04
0,80
1,20
1,68
1,08
0,87
1,17
1,09
1,13
Male
5,27
0,86
3,15
0,00
0,00
0,00
0,02
0,00
0,00
0,01
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,01
Total
3,32
0,62
2,27
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
Male
1,94
0,24
0,88
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Female
Education Intitution
unknown
0,02
0,02
0,02
0,00
0,05
0,05
0,04
0,01
0,02
0,01
0,01
0,01
0,06
0,06
0,06
0,08
0,01
0,11
0,01
0,08
0,00
0,20
0,01
0,00
Total
0,00
0,00
0,00
0,00
0,01
0,02
0,02
0,01
0,02
0,01
0,01
0,00
0,03
0,03
0,03
0,04
0,01
0,06
0,01
0,05
0,00
0,12
0,01
0,00
Male
0,02
0,02
0,01
0,00
0,04
0,03
0,01
0,00
0,00
0,00
0,00
0,00
0,03
0,03
0,03
0,04
0,00
0,05
0,00
0,03
0,00
0,07
0,01
0,00
Female
Education level unknown
0,02
0,01
0,01
0,00
0,01
0,02
0,04
0,02
0,05
0,01
0,01
0,01
0,20
0,07
0,12
0,00
0,07
0,20
0,04
0,03
0,01
0,06
0,04
0,02
Total
0,01
0,00
0,00
0,00
0,00
0,01
0,02
0,01
0,04
0,00
0,00
0,01
0,10
0,04
0,06
0,00
0,03
0,10
0,02
0,02
0,00
0,03
0,02
0,01
Male
0,01
0,00
0,01
0,00
0,01
0,01
0,02
0,01
0,01
0,00
0,01
0,00
0,10
0,03
0,06
0,00
0,03
0,10
0,02
0,02
0,00
0,03
0,02
0,01
Female
Literacy status unknown
1,05
1,21
0,93
1,53
0,89
1,23
0,91
0,51
0,38
0,65
0,36
0,60
0,56
0,27
0,18
0,36
0,19
0,33
0,57
0,44
0,24
0,55
0,52
0,35
Female
Higher education &
Faculties
Population 6 years of age and over
Annex Table 5.5 1980-2000 Literacy and Distribution of the Schools Graduated from in Respect of Gender According to the General
Population Census
DOLSAR
Occupation
Year of
Census
Junior High School &
Vocational School at
Total of Illiterate but Primary Junior High School
no School Completed School
Level
High School
& Vocational
School at High Higher
School Level Education
Total
Illiterate
133 467
143 181
156 287
168 939
192 727
71 483
69 921
53 216
49 884
36 390
15 570
12 661
15 593
11 052
14 918
38 729
49 116
70 580
84 391
97 808
2 721
3 355
4 920
6 762
13 055
3 822
52S1
7 967
10 804
19 182
1 047
2 833
3 924
6 031
11 230
95
44
87
15
144
Male
1975
1980
1985
1990
2000
66 092
70 497
77 614
83 226
94 586
22 735
21 167
15 144
13 715
8 003
11 325
8 298
8 105
5 496
6 499
25 998
31 968
41 505
46 586
48 862
2 116
2 727
3 818
5 157
9 727
2 967
3 944
5 832
7 682
13 368
896
2 363
3 161
4 581
8 068
55
30
49
9
59
Female
1975
1980
1985
1990
2000
67 375
72 684
78 673
85 713
98 141
48 748
48 754
38 072
36 169
28 387
4 245
4 363
7 488
5 556
8 419
12 731
17 148
29 075
37 805
48 946
605
628
1 102
1 605
3 328
855
1 307
2 135
3 122
5 814
151
470
763
1 450
3 162
40
14
38
6
85
Rate
TOTAL
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
53,60
48,85
34,07
29,53
18,90
11,67
8,85
9,98
6,54
7,75
29,04
34,31
45,19
49,96
50,79
2,04
2,34
3,15
4,00
6,78
2,87
3,67
5,10
6,40
9,96
0,79
1,98
2,51
3,57
-
Male
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
34,43
30,04
19,52
16,48
8,47
17,15
11,78
10,45
6,60
6,88
39,37
45,37
53,51
55,98
51,69
3,20
3,87
4,92
6,20
10,29
4,49
5,60
7,52
9,23
14,14
1,36
3,35
4,08
5,50
8,54
-
Female
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
72,40
67,09
48,42
42,20
28,95
6,30
6,00
9,52
6,48
8,59
18,91
23,60
36,97
44,11
49,92
0,90
0,86
1,40
1,87
3,39
1,27
1,80
2,72
3,64
5,93
0,22
0,65
0,97
1,69
3,22
-
TOTAL
1975
1980
1985
1990
2000
Source:
DOLSAR
Unknown
Annex Table 5.6
The Population of Amasya Province in Terms of Literacy and Educational
5-7
Annex Table 5.7
The Population of Çorum Province in Terms of Literacy and Educational
Occupation
Year of
Census
Total
Illiterate
Junior High School High School &
Total of Illiterate
& Vocational
Vocational School
but no School
School at Junior at High School
Completed
Primary School High School Level
Level
Higher
Education
Unknown
TOTAL
1975
221 655
145 208
17 916
51 574
2 407
3 277
827
446
1980
234 912
141 177
17 481
62 910
3 554
4 777
4 946
67
1985
251 796
105 791
30 418
98 717
5 152
7 439
4 254
25
1990
275 855
105 064
20 039
125 494
8 080
10 097
7 055
26
2000
309 318
78 492
25 826
154 758
16 238
19 889
13 914
201
Male
5-8
1975
107 389
52 161
13 679
35 854
1 932
2 681
731
351
1980
112 382
47 250
12 488
42 431
2 982
3 692
3 496
43
1985
119 529
32 824
15 383
57 837
4 265
5 693
3 508
19
1990
2000
131 802
149 558
31 225
19 620
10 678
12 171
70 397
80 381
6 435
12 602
7 417
14 426
5 631
10 310
19
48
Female
1975
1980
114 266
122 530
93 047
93 927
4 237
4 993
15 720
20 479
475
572
596
1 085
96
1 450
95
24
1985
1990
132 267
144 053
72 967
73 839
15 035
9 361
40 880
55 097
887
1 645
1 746
2 680
746
1 424
6
7
2000
159 760
58 872
13 655
74 377
3 636
5 463
3 604
153
Rate
TOTAL
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
65,64
60,11
42,02
38,09
25,39
8,10
7,44
12,08
7,27
8,35
23,31
26,79
39,21
45,50
50,06
1,09
1,51
2,05
2,93
5,25
1,48
2,03
2,95
3,66
6,43
0,37
2,11
1,69
2,56
4,50
-
Male
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
48,73
42,06
27,47
23,69
13,12
12,78
11,12
12,87
8,10
8,14
33,50
37,77
48,40
53,42
53,76
1,80
2,65
3,57
4,88
8,43
2,50
3,29
4,76
5,63
9,65
0,68
3,11
2,94
4,27
6,90
-
Female
1975
100,00
81,50
3,71
13,77
0,42
0,52
0,08
-
1980
100,00
76,67
4,08
16,72
0,47
0,89
1,18
-
1985
1990
2000
100,00
100,00
100,00
55,17
51,26
36,89
11,37
6,50
8,56
30,91
38,25
46,60
0,67
1,14
2,28
1,32
1,86
3,42
0,56
0,99
2,26
-
Source:
DOLSAR
Occupation
Year of
Census
Junior High School High School &
Total of Illiterate
& Vocational
Vocational School
but no School
School at Junior
at High School
Completed
Primary School High School Level
Level
Higher Education
Total
Illiterate
Unknown
1975
1980
349 119
391 180
203 469
209 209
34 549
33 496
91 832
113 923
7 477
9 925
8 402
13 200
3 120
9 863
270
1 564
1985
1990
450 499
513 613
161 203
166 355
55 247
40 213
184 561
234 501
14 848
21 958
23 072
31 717
11 301
18 787
267
82
2000
612 413
128 203
55 165
296 939
37 498
57 910
36 663
35
1975
172 384
63 814
27 176
66 642
5 669
6 218
2 676
189
1980
1985
188 703
218 578
59 483
42 981
24 580
27 765
79 782
112 807
7 439
10 594
9 134
15 675
7 303
8 628
982
128
1990
2000
246 541
293 563
41 331
25 922
20 220
22 955
135 440
158 386
15 356
25 367
20 569
36 864
13 567
24 064
58
5
1975
1980
1985
1990
176 735
202 477
231 921
267 072
139 655
149 726
118 222
125 024
7 373
8 916
27 482
19 993
25 190
34 141
71 754
99 061
1 808
2 486
4 254
6 602
2 184
4 066
7 397
11 148
444
2 560
2 673
5 220
81
582
139
24
2000
318 850
102 281
32 210
138 553
12 131
21 046
12 599
30
100,00
100,00
100,00
58,33
53,70
35,80
9,90
8,60
12,27
26,32
29,24
40,99
2,14
2,55
3,30
2,41
3,39
5,12
0,89
2,53
2,51
1990
2000
Male
100,00
100,00
32,39
20,94
7,83
9,01
45,66
48,49
4,28
6,12
6,18
9,46
3,66
5,99
-
1975
100,00
37,06
15,78
38,70
3,29
3,61
1,55
1980
1985
1990
100,00
100,00
100,00
31,69
19,68
16,77
13,09
12,71
8,20
42,50
51,64
54,95
3,96
4,85
6,23
4,87
7,18
8,34
3,89
3,95
5,50
2000
Female
1975
100,00
8,83
7,82
53,95
8,64
12,56
8,20
-
100,00
79,06
4,17
14,26
1,02
1,24
0,25
-
1980
100,00
74,16
4,42
16,91
1,23
2,01
1,27
1985
100,00
51,01
11,86
30,96
1,84
3,19
1,15
1990
2000
100,00
100,00
46,82
32,08
7,49
10,10
37,09
43,46
2,47
3,80
4,17
6,60
1,95
3,95
TOTAL
Male
Annex Table 5.8
The Population of Samsun Province in Terms of Literacy and Educational
Female
Rate
TOTAL
1975
1980
1985
Source:
DOLSAR
-
-
5-9
Annex Table 5.9
The Population of Tokat Province in Terms of Literacy and Educational
Occupation
Year of
Census
Total of Illiterate
but no School
Completed
Primary
School
Junior High School & High School &
Vocational School at Vocational School
Junior High School
at High School
Level
Level
Total
Illiterate
1980
239 776
248 652
136 942
144 573
18 069
20 587
75 892
69 156
3 359
4 280
1985
1990
2000
278 813
313 813
396 571
115 649
114 922
87 459
29 949
19 576
28 228
109 115
142 163
194 554
7 509
11 756
30 508
TOTAL
1975
Male
1975
Higher
Education
Unknown
4 240
6 594
1 115
3 449
159
13
11 781
16 304
37 518
4 686
8 986
18 201
124
106
103
120 123
48 285
14 498
50 341
2 632
3 268
982
117
1980
1985
1990
122 027
135 629
153 255
48 461
34 940
33 824
15 430
17 233
11 550
46 882
64 905
79 927
3 473
5 930
9 032
4 945
8 660
11 661
2 827
3 902
7 170
9
59
91
2000
Female
1975
198 144
21 837
13 714
99 580
22 294
26 901
13 797
21
1980
119 653
126 625
88 657
96 112
3 571
5 157
25 551
22 274
727
807
972
1 649
133
622
42
4
1985
143 184
80 709
12 716
44 210
1 579
3 121
784
65
1990
2000
160 558
198 427
81 098
65 622
8 026
14 514
62 236
94 974
2 724
8 214
4 643
10 617
1 816
4 404
15
82
TOTAL
1975
1980
1985
100,00
100,00
100,00
57,15
58,15
41,50
7,54
8,28
10,75
31,67
27,81
39,15
1,40
1,72
2,69
1,77
2,65
4,23
0,47
1,39
1,68
-
1990
2000
100,00
100,00
36,63
22,06
6,24
7,12
45,32
49,07
3,75
7,69
5,20
9,46
2,86
4,59
-
Male
1975
1980
1985
1990
2000
100,00
100,00
100,00
100,00
100,00
40,24
39,72
25,77
22,08
11,02
12,08
12,65
12,71
7,54
6,92
41,95
38,42
47,88
52,18
50,26
2,19
2,85
4,37
5,90
11,25
2,72
4,05
6,39
7,61
13,58
0,82
2,32
2,88
4,68
6,96
-
Female
1975
100,00
74,12
2,99
21,36
0,61
0,81
0,11
-
1980
100,00
75,91
4,07
17,59
0,64
1,30
0,49
1985
1990
100,00
100,00
56,39
50,51
8,88
5,00
30,89
38,77
1,10
1,70
2,18
2,89
0,55
1,13
2000
100,00
33,08
7,32
47,88
4,14
5,35
2,22
Rate
5-10
Source:
DOLSAR
-
-
The Population of Turkey in Terms of Literacy and Educational Background,
Occupation
Year of
Census
TOTAL
1975
Total
Illiterate
Total of Illiterate
but no School
Completed
Junior High School & High School &
Vocational School at Vocational School
Junior High School at High School
Primary School
Level
Level
Higher Education
Unknown
16 142 845
7 621 984
1 432 620
5 593 820
535 836
623 026
298 504
1980
18 118 619
7 926 132
1 474 985
6 455 448
686 765
911 001
652 428
11 860
1985
21 366 259
6 653 123
1 880 232
9 514 794
988 478
1 476 557
837 172
15 903
1990
25 371 228
6 772 650
1 434 501
12 239 054
1 465 268
2 146 916
1 286 542
26 297
2000
33 660 830
5 802 542
2 151 801
16 073 529
2 770 767
4 222 915
2 625 311
13 965
Male
1975
37 055
8 124 998
2 366 034
1 023 259
3 673 688
368 822
423 805
242 051
27 339
1980
8 988 685
2 231 044
964 495
4 198 485
483 788
593 384
510 044
7 445
1985
10 657 795
1 736 159
977 194
5 653 838
686 429
955 826
639 870
8 479
1990
12 679 888
1 673 221
720 893
6 965 653
1 005 194
1 371 921
927 560
15 446
2000
16 763 174
1 176 714
881 546
8 428 552
1 874 707
2 683 334
1 714 426
3 895
Female
1975
8 017 847
5 255 950
409 361
1 920 132
167 014
199 221
56 453
9 716
1980
9 129 934
5 695 088
510 490
2 256 963
202 977
317 617
142 384
4 415
1985
10 708 464
4 916 964
903 038
3 860 956
302 049
520 731
197 302
7 424
1990
12 691 340
5 099 429
713 608
5 273 401
460 074
774 995
358 982
10 851
2000
16 897 656
4 625 828
1 270 255
7 644 977
896 060
1 539 581
910 885
10 070
1975
100,00
47,32
8,90
34,73
3,33
3,87
1,85
1980
100,00
43,77
8,15
35,65
3,79
5,03
3,60
1985
100,00
31,16
8,81
44,57
4,63
6,92
3,92
1990
100,00
26,72
5,66
48,29
5,78
8,47
5,08
2000
100,00
17,25
6,40
47,77
8,23
12,55
7,80
1975
100,00
29,22
12,64
45,37
4,55
5,23
2,99
1980
100,00
24,84
10,74
46,75
5,39
6,61
5,68
1985
100,00
16,30
9,18
53,09
6,45
8,98
6,01
1990
100,00
13,21
5,69
55,00
7,94
10,83
7,32
2000
100,00
7,02
5,26
50,29
11,19
16,01
10,23
1975
100,00
65,63
5,11
23,98
2,09
2,49
0,70
1980
100,00
62,41
5,59
24,73
2,22
3,48
1,56
1985
100,00
45,95
8,44
36,08
2,82
4,87
1,18
1990
100,00
40,21
5,63
41,59
3,63
6,11
2,83
2000
100,00
27,39
7,52
45,27
5,31
9,12
5,39
Annex Table 5.10
1975-2000
Rate
TOTAL
Male
Female
Source:
DOLSAR
-
5-11
Amasya
Çorum
Samsun
Tokat
TR83
320 099
504
32 530
1 594
18 864
39 744
11 900
8 441
71 236
203
342 158
253 286
409
15 555
839
9 670
14 990
5 030
3 531
38 668
180
Agriculture, foresty and fishing
Mining and quarying
Manufacturing industry
Energy, gas, water
Construction
Retail and wholesale commerce
Transport, cominication
Financial institutions/ insurance
Community services
Undefined
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
5 443 771
93 336
2 651 993
89 771
1 176 827
2 167 839
790 131
544 226
3 581 234
28 277
16 567 405
364 038
2 564
62 261
3 251
43 179
69 955
23 200
13 257
140 494
785
722 984
117 912
405
13 487
807
9 626
14 089
4 880
2 861
33 129
166
197 362
131 892
480
27 396
1 505
18 675
35 083
11 265
5 974
54 895
156
287 321
7 133 056
2 699
624 180
8 381
19 419
344 938
63 124
263 900
964 301
5 738
9 429 736
471 307
53
10 220
187
353
7 549
993
4 240
30 760
98
525 760
135 374
4
2 068
32
44
901
150
670
5 539
14
144 796
188 207
24
5 134
89
189
4 661
635
2 467
16 341
47
217 794
96 008
15
2 018
25
39
1 182
108
631
4 520
16
104 562
51 718
10
1 000
41
81
805
100
472
4 360
21
F
58 608
25 997 141
12 576 827
96 035
3 276 173
98 152
1 196 246
2 512 777
853 255
808 126
4 545 535
34 015
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
835 345
2 617
72 481
3 438
43 532
77 504
24 193
17 497
171 254
883
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
1 248 744
505 115
TOTAL
TOTAL
167 114
1 023
16 603
534
10 826
14 061
4 548
3 412
28 842
213
71 106
1 008
14 585
509
10 787
12 879
4 440
2 781
24 322
197
142 614
247 176
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
Total
M
95 687
43 128
671
6 793
430
4 091
7 904
2 615
1 641
28 148
266
T
154 295
94 846
681
7 793
471
4 172
8 709
2 715
2 113
32 508
287
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
Source:
TURKEY
5-12
2 281 577
83
19 581
55
773
7 161
483
720
9 654
2 119
2 322 206
29
211
8
19
339
63
148 757
3
311
149 740
5
41
7
2
41
38 629
1
64
38 790
19
114
5
10
156
43
63 304
1
182
63 834
1
32
1
2
77
6
48
33 076
33 243
7
24
2
2
65
7
13 748
1
17
F
13 873
Illiterate
4 819 906
92 260
2 623 656
89 440
1 134 734
2 138 278
785 199
543 008
3 546 426
18 035
15 790 942
316 318
2 529
61 349
3 241
41 783
69 170
23 066
13 236
139 534
504
670 730
104 117
398
13 246
804
9 254
13 887
4 846
2 856
32 980
85
182 473
114 734
474
27 111
1 503
18 171
34 714
11 211
5 969
54 435
69
268 391
58 841
995
14 258
505
10 409
12 736
4 411
2 775
24 143
127
129 200
38 626
662
6 734
429
3 949
7 833
2 598
1 636
27 976
223
4 851 479
2 616
604 598
8 326
18 646
337 777
62 641
263 179
954 562
3 617
7 107 441
322 550
50
9 909
187
324
7 338
985
4 220
30 418
35
376 016
96 745
3
2 004
32
42
860
150
665
5 498
7
106 006
124 903
23
4 952
89
170
4 547
630
2 457
16 185
4
153 960
62 932
15
1 970
25
38
1 150
107
629
4 441
10
71 317
37 970
9
983
41
74
781
98
469
4 294
14
Total of literate
M
F
90 666
44 733
526 737
1 375
56 281
600
44 220
51 791
11 315
2 808
54 368
858
750 353
40 087
58
1 364
16
1 647
1 624
362
60
1 638
15
46 871
10 717
5
325
4
348
339
74
14
314
5
12 145
16 298
8
612
7
671
850
130
23
704
5
19 308
8 677
24
308
1
468
271
91
13
338
2
10 193
4 395
21
119
4
160
164
67
10
282
3
4 293 167
90 885
2 567 373
88 840
1 090 514
2 086 484
773 882
540 199
3 492 036
17 168
15 040 548
276 231
2 471
59 985
3 225
40 136
67 546
22 704
13 176
137 896
489
623 859
93 400
393
12 921
800
8 906
13 548
4 772
2 842
32 666
80
170 328
98 436
466
26 499
1 496
17 500
33 864
11 081
5 946
53 731
64
249 083
50 164
971
13 950
504
9 941
12 465
4 320
2 762
23 805
125
119 007
34 231
641
6 615
425
3 789
7 669
2 531
1 626
27 694
220
4 196 929
2 582
582 242
8 274
18 163
331 053
62 137
261 609
943 171
3 313
6 409 473
277 370
50
9 620
186
303
7 182
974
4 196
30 102
34
330 017
85 809
3
1 949
32
37
844
147
661
5 445
7
94 934
104 866
23
4 772
88
158
4 454
626
2 447
16 039
4
133 477
53 904
15
1 933
25
37
1 125
106
624
4 394
10
62 173
32 791
9
966
41
71
759
95
464
4 224
13
School completed
M
F
85 441
39 433
3 335 831
54 457
1 431 590
25 626
743 128
989 861
401 395
63 434
1 084 886
5 524
8 135 732
224 481
1 728
36 117
945
29 689
33 166
12 700
1 473
40 118
178
380 595
70 661
286
6 519
225
5 863
6 051
2 336
235
8 456
36
100 668
84 220
274
16 752
420
13 341
17 281
6 205
652
17 578
36
156 759
42 462
706
9 187
174
7 873
6 354
2 723
381
7 846
48
77 754
27 138
462
3 659
126
2 612
3 480
1 436
205
6 238
58
3 688 431
508
305 342
640
4 688
84 916
5 674
14 814
97 074
694
4 202 781
254 235
10
5 481
22
131
1 970
91
276
2 621
8
264 845
968
3
21
213
12
43
343
2
75 798
77 403
97 258
5
2 981
11
44
1 188
55
143
1 473
2
103 160
51 419
3
982
5
27
354
10
50
403
4
53 257
29 760
2
550
3
39
215
14
40
402
Primary school
M
F
45 414
31 025
654 550
34
22 354
52
483
6 720
504
1 569
11 364
303
697 933
289
1
21
156
11
24
313
1
45 180
45 996
5
16
3
4
51
55
10 936
11 070
180
1
12
93
4
10
146
20 037
20 483
1
25
1
5
46
37
9 028
9 143
3
22
3
5
70
1
17
5 179
No school completed
M
F
5 225
5 300
623 865
1 076
28 337
331
42 093
29 561
4 932
1 216
34 449
10 234
776 094
47 720
35
912
10
1 396
785
134
21
945
281
52 239
13 795
7
241
3
372
202
34
5
145
81
14 885
17 158
6
285
2
504
369
54
5
458
87
18 928
12 265
13
327
4
378
143
29
6
176
70
13 411
4 502
9
59
1
142
71
17
5
166
43
M
5 015
48 050
14
9 084
51
133
3 667
298
1 746
15 063
621
78 727
1
112
3
15
149
4
153
2 871
3 308
2
18
1
8
18
1 071
1 118
1
63
2
9
70
61
733
939
1
32
1
26
43
503
606
15
1
3
29
2
31
564
426 483
11 490
370 328
11 180
148 646
346 879
133 507
46 927
461 397
1 633
1 958 470
23 774
280
8 125
443
4 736
11 477
4 108
1 418
17 508
63
71 932
10 859
55
2 086
108
1 480
2 530
1 028
332
5 032
12
23 522
6 278
46
3 256
200
1 791
5 400
1 842
592
6 173
8
25 586
3 579
115
1 723
72
960
2 153
780
287
3 076
15
12 760
3 058
64
1 060
63
505
1 394
458
207
3 227
28
210 789
170
69 168
381
1 720
36 410
3 557
10 553
44 481
198
377 427
9 703
5
1 007
8
28
801
78
185
1 149
3
12 967
203
1
3
92
11
20
167
4 630
5 127
2 904
2
488
6
8
495
52
120
682
1
4 758
2
136
8
31
134
1
964
2
211
1 489
1 205
1
105
1
15
78
7
14
166
1
Junior high school
M
F
10 064
1 593
9 731
353
15 111
1 328
5 814
8 880
5 601
2 822
18 024
261
67 925
432
6
334
37
135
270
185
48
584
10
2 041
199
1
104
7
40
57
41
16
142
2
609
127
1
101
16
44
132
73
15
194
1
704
38
3
63
5
29
44
33
7
108
1
331
68
1
66
9
22
37
38
10
140
6
4 132
6
2 689
35
86
982
173
450
1 795
49
10 397
45
1
1
13
8
8
53
166
295
15
2
6
71
94
7
7
5
25
18
66
128
1
2
3
15
11
32
6
1
1
1
1
2
11
18
Vocational schools
equal to junior high
school level
M
F
397
41
61 565
186
25 222
163
6 957
16 980
1 190
1 868
38 122
817
153 070
3 779
8
424
5
231
496
25
37
813
5
5 823
37
69
8
4
142
1
1 316
1
46
1 624
987
2
174
1
100
242
9
18
325
2
1 860
807
3
159
4
65
108
3
9
226
1
1 385
29
77
5
6
120
1
669
2
45
Primary education
M
F
954
645
188 346
717
109 987
3 012
5 854
121 896
26 846
95 900
195 285
757
748 600
7 961
17
1 867
80
66
2 663
427
1 662
5 461
11
20 215
466
9
5
307
71
251
914
3
3 256
5 282
2 974
6
768
38
54
1 681
272
1 017
3 140
9 950
802
7
474
12
2
399
49
229
648
3
2 625
929
4
159
21
5
276
35
165
759
5
91 263
7 563
203 815
17 965
41 834
125 778
51 888
50 972
329 056
1 238
921 372
5 684
121
5 066
661
1 468
5 074
1 632
1 793
16 029
38
37 566
2 435
18
1 597
191
394
1 308
411
483
3 703
7
10 547
1 743
53
1 902
298
615
2 220
826
722
5 576
3
13 958
674
24
893
97
295
879
208
358
2 214
5
5 647
832
26
674
75
164
667
187
230
4 536
23
39 606
238
34 727
1 111
1 728
28 056
5 883
24 901
93 144
236
229 630
1 838
4
601
25
22
742
135
560
3 507
2
7 436
99
28
100
915
178
9
742
2 071
699
2
236
6
14
441
82
318
1 596
3 394
143
1
124
4
4
105
15
71
467
1
935
254
1
63
6
4
97
10
71
529
1
Vocational schools equal
to high school level
M
F
7 414
1 036
312 011
10 391
349 339
19 088
107 005
436 067
131 500
147 266
720 685
2 722
2 236 074
15 970
210
7 425
717
3 089
13 239
3 104
3 787
26 307
53
73 901
7 093
23
1 980
186
913
2 860
766
812
6 033
15
20 681
4 410
63
3 176
333
1 210
6 468
1 579
1 761
9 261
4
28 265
2 303
73
1 411
95
603
2 313
451
761
3 506
13
11 529
2 164
51
858
103
363
1 598
308
453
7 507
21
High school
M
F
13 426
2 358
56 285
6 445
171 568
13 490
37 130
162 039
49 201
226 910
839 864
4 973
1 567 905
2 111
118
2 494
417
788
3 824
950
4 620
36 537
142
52 001
837
9
589
83
179
673
182
960
9 158
7
12 677
671
27
1 138
228
399
2 121
547
2 186
14 624
10
21 951
301
47
514
57
116
614
122
959
6 829
42
9 601
302
35
253
49
94
416
99
515
5 926
83
17 575
929
51 245
3 044
3 954
55 126
19 706
113 265
496 329
758
761 931
596
14
466
50
54
881
232
1 490
17 162
6
20 951
241
3
110
10
8
123
25
245
3 073
1
3 839
232
8
220
27
37
579
156
835
9 053
1
11 148
62
2
84
4
2
102
24
241
2 708
3 229
61
1
52
9
7
77
27
169
2 328
4
Higher education
M
F
7 772
2 735
4
1
27
1
2
3
2
1
22
9
35
2
2
41
3
3
2
2
1
1
Education level
M
F
2
359
8
369
15
15
4
4
2
2
3
3
6
1
85
2
1
89
1
3
4
2
2
1
1
Literacy status
unknown
M
F
6
2
Annex Table 5.11 The Distribution of Provinces, TR83 Region and Employment in Turkey According to Educational Background, 2000
DOLSAR
Çorum
Samsun
Tokat
TR83
Source:
TURKEY
DOLSAR
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
43,3
97,2
80,9
91,5
98,4
86,3
92,6
67,3
78,8
83,1
63,7
43,6
98,0
85,9
94,6
99,2
90,3
95,9
75,8
82,0
88,9
57,9
46,6
99,0
86,7
96,2
99,5
94,0
97,0
81,0
85,7
92,2
57,7
41,2
95,2
84,2
94,4
99,0
88,3
94,7
70,8
77,1
76,8
56,9
42,5
98,5
87,8
95,3
99,6
91,6
97,6
81,5
84,3
92,5
57,7
45,5
98,5
87,2
91,3
98,1
90,8
96,3
77,7
86,6
92,7
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
T
100,0
TOTAL
Total
M
62,0
56,7
2,8
19,1
8,5
1,6
13,7
7,4
32,7
21,2
16,9
36,3
56,4
2,0
14,1
5,4
0,8
9,7
4,1
24,2
18,0
11,1
42,1
53,4
1,0
13,3
3,8
0,5
6,0
3,0
19,0
14,3
7,8
42,3
58,8
4,8
15,8
5,6
1,0
11,7
5,3
29,2
22,9
23,2
43,1
57,5
1,5
12,2
4,7
0,4
8,4
2,4
18,5
15,7
7,5
42,3
54,5
1,5
12,8
8,7
1,9
9,2
3,7
22,3
13,4
7,3
F
38,0
78,5
7,2
40,9
14,2
1,8
19,5
8,9
37,2
21,9
17,2
75,0
75,7
7,9
25,4
,0
2,0
21,2
5,6
47,5
26,4
18,3
74,1
73,7
12,5
21,0
,0
,5
16,9
,0
50,0
22,0
8,0
72,3
78,7
14,3
39,0
,0
3,6
23,6
8,5
66,7
25,4
33,1
77,1
72,9
,0
12,8
,0
,3
18,3
3,3
25,0
30,4
7,9
71,3
75,3
10,0
22,4
,0
4,7
25,3
10,5
28,6
28,1
14,0
F
73,4
49,8
97,2
81,3
91,5
98,4
86,4
92,6
67,4
78,8
83,3
69,0
49,5
98,1
86,1
94,5
99,2
90,4
95,9
75,8
82,1
93,5
64,1
51,8
99,3
86,9
96,2
99,5
94,2
97,0
81,1
85,7
92,4
63,3
47,9
95,4
84,6
94,4
99,1
88,4
94,7
70,8
77,1
94,5
63,5
48,3
98,5
87,9
95,3
99,6
91,7
97,6
81,5
84,5
92,7
64,4
50,4
98,7
87,3
91,3
98,2
90,9
96,4
77,7
86,7
94,1
50,2
2,8
18,7
8,5
1,6
13,6
7,4
32,6
21,2
16,7
31,0
50,5
1,9
13,9
5,5
,8
9,6
4,1
24,2
17,9
6,5
35,9
48,2
,7
13,1
3,8
,5
5,8
3,0
18,9
14,3
7,6
36,7
52,1
4,6
15,4
5,6
,9
11,6
5,3
29,2
22,9
5,5
36,5
51,7
1,5
12,1
4,7
,4
8,3
2,4
18,5
15,5
7,3
35,6
49,6
1,3
12,7
8,7
1,8
9,1
3,6
22,3
13,3
5,9
Total of literate
M
F
67,0
33,0
21,5
92,8
59,1
85,8
98,2
80,5
91,1
62,8
78,1
82,8
25,0
24,3
92,1
74,6
100,0
98,0
78,8
94,4
52,5
73,6
81,7
25,9
26,3
87,5
79,0
100,0
99,5
83,1
100,0
50,0
78,0
92,0
27,7
21,3
85,7
61,0
100,0
96,4
76,4
91,5
33,3
74,6
66,9
22,9
27,1
100,0
87,2
100,0
99,7
81,7
96,7
75,0
69,6
92,1
28,7
24,7
90,0
77,6
100,0
95,3
74,7
89,5
71,4
71,9
86,0
M
26,6
Illiterate
44,6
97,6
71,6
92,0
98,9
88,5
95,7
64,2
82,7
73,9
51,8
47,0
100,0
82,5
94,1
98,7
91,2
97,1
71,4
84,0
93,8
50,5
49,5
100,0
85,5
100,0
98,6
95,5
96,1
77,8
86,0
100,0
52,3
44,9
100,0
77,3
87,5
98,2
90,1
97,0
69,7
82,8
100,0
48,5
49,0
100,0
89,3
100,0
99,8
91,6
98,9
72,2
88,0
100,0
52,7
45,9
100,0
87,5
100,0
98,2
88,2
95,7
66,7
80,1
75,0
50,6
97,2
81,5
91,5
98,4
86,3
92,6
67,4
78,7
83,8
70,1
49,9
98,0
86,2
94,5
99,3
90,4
95,9
75,8
82,1
93,5
65,4
52,1
99,2
86,9
96,2
99,6
94,1
97,0
81,1
85,7
92,0
64,2
48,4
95,3
84,7
94,4
99,1
88,4
94,7
70,8
77,0
94,1
65,1
48,2
98,5
87,8
95,3
99,6
91,7
97,6
81,6
84,4
92,6
65,7
51,1
98,6
87,3
91,2
98,2
91,0
96,4
77,8
86,8
94,4
49,4
2,8
18,5
8,5
1,6
13,7
7,4
32,6
21,3
16,2
29,9
50,1
2,0
13,8
5,5
,7
9,6
4,1
24,2
17,9
6,5
34,6
47,9
,8
13,1
3,8
,4
5,9
3,0
18,9
14,3
8,0
35,8
51,6
4,7
15,3
5,6
,9
11,6
5,3
29,2
23,0
5,9
34,9
51,8
1,5
12,2
4,7
,4
8,3
2,4
18,4
15,6
7,4
34,3
48,9
1,4
12,7
8,8
1,8
9,0
3,6
22,2
13,2
5,6
School completed
M
F
68,4
31,6
47,5
99,1
82,4
97,6
99,4
92,1
98,6
81,1
91,8
88,8
65,9
46,9
99,4
86,8
97,7
99,6
94,4
99,3
84,2
93,9
95,7
59,0
48,2
100,0
87,1
98,7
99,6
96,6
99,5
84,5
96,1
94,7
56,5
46,4
98,2
84,9
97,4
99,7
93,6
99,1
82,0
92,3
94,7
60,3
45,2
99,6
90,3
97,2
99,7
94,7
99,6
88,4
95,1
92,3
59,3
47,7
99,6
86,9
97,7
98,5
94,2
99,0
83,7
93,9
100,0
52,5
,9
17,6
2,4
,6
7,9
1,4
18,9
8,2
11,2
34,1
53,1
,6
13,2
2,3
,4
5,6
,7
15,8
6,1
4,3
41,0
51,8
,0
12,9
1,3
,4
3,4
,5
15,5
3,9
5,3
43,5
53,6
1,8
15,1
2,6
,3
6,4
,9
18,0
7,7
5,3
39,7
54,8
,4
9,7
2,8
,3
5,3
,4
11,6
4,9
7,7
40,7
52,3
,4
13,1
2,3
1,5
5,8
1,0
16,3
6,1
,0
Primary school
M
F
59,4
40,6
55,4
2,4
28,4
8,0
1,1
11,5
4,3
35,8
17,3
26,1
48,2
53,0
,0
17,5
5,9
1,3
8,8
2,9
28,6
16,0
6,3
49,5
50,5
,0
14,5
,0
1,4
4,5
3,9
22,2
14,0
,0
47,7
55,1
,0
22,7
12,5
1,8
9,9
3,0
30,3
17,2
,0
51,5
51,0
,0
10,7
,0
,2
8,4
1,1
27,8
12,0
,0
47,3
54,1
,0
12,5
,0
1,8
11,8
4,3
33,3
19,9
25,0
No school
completed
M
F
49,6
50,4
43,8
7,0
26,5
23,8
1,9
17,8
20,0
48,3
28,3
43,2
34,0
43,2
,0
26,5
,0
,4
18,4
10,7
28,8
15,5
44,4
36,2
44,9
,0
28,1
,0
,0
10,4
,0
33,3
11,3
50,0
40,8
42,6
,0
26,0
,0
1,0
20,7
18,2
33,3
17,7
,0
33,5
38,4
,0
21,3
,0
,0
19,4
,0
10,0
12,4
50,0
30,4
45,7
,0
40,8
,0
,0
16,3
16,7
33,3
19,5
66,7
66,9
98,5
84,3
96,7
98,9
90,5
97,4
81,6
91,2
89,2
83,8
71,0
98,2
89,0
98,2
99,4
93,5
98,1
88,5
93,8
95,5
84,7
70,1
100,0
91,1
99,1
99,8
96,5
98,9
94,3
96,8
100,0
82,1
68,4
95,8
87,0
97,1
99,6
91,6
97,3
83,1
90,1
88,9
84,3
78,8
98,3
89,1
100,0
99,8
94,1
99,0
90,3
95,8
93,8
89,6
71,7
98,5
91,0
98,4
97,1
94,7
98,5
93,7
95,1
96,6
33,1
1,5
15,7
3,3
1,1
9,5
2,6
18,4
8,8
10,8
16,2
29,0
1,8
11,0
1,8
,6
6,5
1,9
11,5
6,2
4,5
15,3
29,9
,0
8,9
,9
,2
3,5
1,1
5,7
3,2
,0
17,9
31,6
4,2
13,0
2,9
,4
8,4
2,7
16,9
9,9
11,1
15,7
21,2
1,7
10,9
,0
,2
5,9
1,0
9,7
4,2
6,3
10,4
28,3
1,5
9,0
1,6
2,9
5,3
1,5
6,3
4,9
3,4
70,2
98,3
84,9
97,4
98,5
90,0
97,0
86,2
90,9
84,2
86,7
72,2
100,0
88,1
97,4
99,3
95,4
95,9
85,7
91,7
100,0
87,4
73,7
100,0
94,5
100,0
100,0
96,6
100,0
100,0
90,4
100,0
86,6
65,8
100,0
84,9
100,0
100,0
95,0
91,3
75,0
88,6
100,0
84,6
77,6
100,0
80,8
100,0
100,0
93,6
100,0
87,5
98,2
100,0
91,2
79,1
100,0
91,7
90,0
95,7
97,4
97,4
83,3
92,7
100,0
29,8
1,7
15,1
2,6
1,5
10,0
3,0
13,8
9,1
15,8
13,3
27,8
,0
11,9
2,6
,7
4,6
4,1
14,3
8,3
,0
12,6
26,3
,0
5,5
,0
,0
3,4
,0
,0
9,6
,0
13,4
34,2
,0
15,1
,0
,0
5,0
8,8
25,0
11,4
,0
15,4
22,4
,0
19,2
,0
,0
6,4
,0
12,5
1,8
,0
8,8
20,9
,0
8,3
10,0
4,3
2,6
2,6
16,7
7,3
,0
Vocational
schools equal to
junior high
school level
Junior high school
M
F
M
F
86,3
13,7
90,6
9,4
56,2
93,0
73,5
76,2
98,1
82,2
80,0
51,7
71,7
56,8
66,0
56,8
100,0
73,5
100,0
99,6
81,6
89,3
71,2
84,5
55,6
63,8
55,1
100,0
71,9
,0
100,0
89,6
100,0
66,7
88,8
50,0
59,2
57,4
100,0
74,0
100,0
99,0
79,3
81,8
66,7
82,3
100,0
66,5
61,6
100,0
78,7
100,0
100,0
80,6
100,0
90,0
87,6
50,0
69,6
54,3
100,0
59,2
,0
100,0
83,7
83,3
66,7
80,5
33,3
Primary
education
M
F
59,7
40,3
37,6
6,5
23,9
13,6
5,2
21,8
17,0
39,4
21,3
21,8
25,1
33,3
7,5
20,1
10,0
2,1
16,7
12,1
30,5
17,2
17,2
21,5
31,5
,0
19,1
4,6
,5
9,7
8,5
23,6
13,2
16,7
20,3
40,3
8,7
19,5
10,2
4,3
20,6
14,7
36,6
25,3
,0
26,0
25,8
8,8
25,1
11,2
,3
14,7
9,8
23,1
15,6
18,8
18,5
30,0
7,3
15,6
16,9
1,4
14,7
10,2
26,7
9,2
19,2
69,7
96,9
85,4
94,2
96,0
81,8
89,8
67,2
77,9
84,0
80,0
75,6
96,8
89,4
96,4
98,5
87,2
92,4
76,2
82,0
95,0
83,5
76,6
100,0
90,0
95,5
100,0
93,0
93,6
82,8
80,2
100,0
83,6
71,4
96,4
89,0
98,0
97,8
83,4
91,0
69,4
77,7
100,0
80,4
82,5
96,0
87,8
96,0
98,7
89,3
93,3
83,4
82,6
83,3
85,8
76,6
96,3
91,5
92,6
97,6
87,3
94,9
76,4
89,6
95,8
30,3
3,1
14,6
5,8
4,0
18,2
10,2
32,8
22,1
16,0
20,0
24,4
3,2
10,6
3,6
1,5
12,8
7,6
23,8
18,0
5,0
16,5
23,4
,0
10,0
4,5
,0
7,0
6,4
17,2
19,8
,0
16,4
28,6
3,6
11,0
2,0
2,2
16,6
9,0
30,6
22,3
,0
19,6
17,5
4,0
12,2
4,0
1,3
10,7
6,7
16,6
17,4
16,7
14,2
23,4
3,7
8,5
7,4
2,4
12,7
5,1
23,6
10,4
4,2
Vocational
schools equal to
high school level
M
F
87,7
12,3
76,2
87,4
77,0
81,6
90,4
74,6
71,4
66,7
62,9
86,8
67,3
78,0
89,4
84,3
89,3
93,6
81,3
80,4
75,6
68,0
95,9
71,3
77,6
75,0
84,3
89,2
95,7
84,5
87,9
79,7
74,9
87,5
76,8
74,3
77,1
83,8
89,4
91,5
78,6
77,8
72,4
61,8
90,9
66,3
82,9
95,9
86,0
93,4
98,3
85,8
83,6
79,9
71,6
100,0
74,8
83,2
97,2
83,0
84,5
93,1
84,4
78,6
75,3
71,8
95,4
23,8
12,6
23,0
18,4
9,6
25,4
28,6
33,3
37,1
13,2
32,7
22,0
10,6
15,7
10,7
6,4
18,7
19,6
24,4
32,0
4,1
28,7
22,4
25,0
15,7
10,8
4,3
15,5
12,1
20,3
25,1
12,5
23,2
25,7
22,9
16,2
10,6
8,5
21,4
22,2
27,6
38,2
9,1
33,7
17,1
4,1
14,0
6,6
1,7
14,2
16,4
20,1
28,4
,0
25,2
16,8
2,8
17,0
15,5
6,9
15,6
21,4
24,7
28,2
4,6
Higher education
M
F
74,0
26,0
62,4
93,5
76,1
86,4
94,8
78,2
83,0
60,6
78,7
78,2
74,9
66,7
92,5
79,9
90,0
97,9
83,3
87,9
69,5
82,8
82,8
78,5
68,5
100,0
80,9
95,4
99,5
90,3
91,5
76,4
86,8
83,3
79,7
59,7
91,3
80,5
89,8
95,7
79,4
85,3
63,4
74,7
100,0
74,0
74,2
91,3
74,9
88,8
99,7
85,3
90,2
76,9
84,4
81,3
81,5
70,0
92,7
84,4
83,1
98,6
85,3
89,8
73,3
90,8
80,8
High school
M
F
85,1
14,9
100,0
,0
50,0
,0
,0
42,9
100,0
50,0
44,9
90,0
53,9
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
50,0
,0
,0
57,1
,0
50,0
55,1
10,0
46,1
,0
,0
,0
,0
,0
,0
,0
,0
100,0
,0
100,0
,0
,0
,0
,0
,0
,0
,0
,0
100,0
,0
100,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
100,0
,0
100,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
Education level
M
F
,0
,0
,0
,0
,0
,0
,0
,0
,0
66,7
80,9
80,0
80,6
,0
,0
,0
,0
,0
,0
,0
,0
83,3
,0
78,9
,0
,0
,0
,0
,0
,0
,0
,0
100,0
,0
100,0
,0
,0
,0
,0
,0
,0
,0
,0
100,0
,0
100,0
,0
,0
,0
,0
,0
,0
,0
,0
60,0
,0
60,0
,0
,0
,0
,0
,0
,0
,0
,0
85,7
,0
,0
,0
100,0
,0
,0
,0
,0
33,3
19,1
20,0
19,4
,0
,0
,0
,0
,0
,0
,0
100,0
16,7
,0
21,1
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
40,0
,0
40,0
,0
,0
,0
,0
,0
,0
,0
100,0
14,3
,0
Literacy status
unknown
M
F
75,0
25,0
Amasya
Annex Table 5.12 The Distribution of Provinces, TR83 Region and Employment in Turkey According to Educational Background and
Gender, 2000
5-13
Amasya
Çorum
Samsun
Tokat
TR83
DOLSAR
Source:
TURKEY
5-14
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
56,9
43,3
97,2
80,9
91,5
98,4
86,3
92,6
67,3
78,8
83,1
63,7
43,6
98,0
85,9
94,6
99,2
90,3
95,9
75,8
82,0
88,9
57,9
46,6
99,0
86,7
96,2
99,5
94,0
97,0
81,0
85,7
92,2
57,7
41,2
95,2
84,2
94,4
99,0
88,3
94,7
70,8
77,1
76,8
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
42,5
98,5
87,8
95,3
99,6
91,6
97,6
81,5
84,3
92,5
57,7
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
62,0
45,5
98,5
87,2
91,3
98,1
90,8
96,3
77,7
86,6
92,7
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
T
Total
M
5,0
1,1
0,9
0,3
3,5
1,2
0,6
0,2
0,8
30,1
3,0
5,7
1,3
1,3
0,3
3,2
1,0
0,6
0,1
0,6
31,8
4,2
5,4
1,7
1,5
0,4
3,8
1,3
0,7
0,1
0,4
45,0
4,4
5,4
1,2
0,9
0,1
2,7
0,9
0,5
0,1
0,6
42,9
3,7
7,3
1,3
2,0
0,7
3,5
1,0
0,6
0,2
0,6
32,9
5,4
4,7
1,3
0,8
0,2
3,4
0,8
0,6
0,2
0,5
15,0
3,3
M
18,1
0,1
0,6
0,1
0,1
0,3
0,1
0,1
0,2
6,2
8,9
17,8
0,1
0,4
0,0
0,1
0,3
0,0
0,1
0,2
7,1
12,0
15,3
0,2
0,4
0,0
0,0
0,3
0,0
0,1
0,1
3,9
11,3
19,8
0,2
0,6
0,0
0,1
0,3
0,0
0,1
0,2
21,2
12,6
19,8
0,0
0,3
0,0
0,0
0,2
0,0
0,1
0,3
2,8
13,4
14,5
0,1
0,2
0,0
0,2
0,3
0,1
0,1
0,2
2,4
9,0
F
38,3
96,1
80,1
91,1
94,9
85,1
92,0
67,2
78,0
53,0
60,7
37,9
96,6
84,6
94,3
96,0
89,2
95,3
75,6
81,5
57,1
53,7
41,1
97,3
85,2
95,8
95,7
92,6
96,3
80,9
85,3
47,2
53,3
35,8
94,0
83,3
94,3
96,3
87,3
94,2
70,7
76,4
34,0
53,1
35,2
97,3
85,9
94,6
96,1
90,6
97,0
81,3
83,7
59,6
52,3
40,7
97,2
86,4
91,1
94,7
89,9
95,7
77,4
86,1
77,7
58,8
38,6
2,7
18,5
8,5
1,6
13,4
7,3
32,6
21,0
10,6
27,3
38,6
1,9
13,7
5,4
0,7
9,5
4,1
24,1
17,8
4,0
30,1
38,2
0,7
12,9
3,8
0,4
5,7
3,0
18,8
14,2
3,9
31,0
39,0
4,6
15,2
5,6
0,9
11,4
5,3
29,1
22,7
2,0
30,5
37,7
1,5
11,9
4,7
0,4
8,2
2,4
18,4
15,4
4,7
28,9
40,0
1,3
12,6
8,7
1,8
9,0
3,6
22,2
13,2
4,9
29,0
Total of literate
M
F
56,7
2,8
19,1
8,5
1,6
13,7
7,4
32,7
21,2
16,9
36,3
56,4
2,0
14,1
5,4
0,8
9,7
4,1
24,2
18,0
11,1
42,1
53,4
1,0
13,3
3,8
0,5
6,0
3,0
19,0
14,3
7,8
42,3
58,8
4,8
15,8
5,6
1,0
11,7
5,3
29,2
22,9
23,2
43,1
57,5
1,5
12,2
4,7
0,4
8,4
2,4
18,5
15,7
7,5
42,3
54,5
1,5
12,8
8,7
1,9
9,2
3,7
22,3
13,4
7,3
38,0
F
Illiterate
4,2
1,4
1,7
0,6
3,7
2,1
1,3
0,3
1,2
2,5
2,9
4,8
2,2
1,9
0,5
3,8
2,1
1,5
0,3
1,0
1,7
3,8
4,2
1,2
2,1
0,5
3,6
2,3
1,5
0,4
0,8
2,8
3,5
5,1
1,6
1,9
0,4
3,6
2,1
1,1
0,3
1,0
2,5
3,8
5,2
2,3
1,9
0,2
4,3
1,9
2,0
0,4
1,2
0,9
4,1
4,6
3,1
1,5
0,8
3,8
1,9
2,5
0,5
0,9
1,0
3,4
34,1
94,6
78,4
90,5
91,2
83,0
90,7
66,8
76,8
50,5
57,9
33,1
94,4
82,8
93,8
92,2
87,2
93,8
75,3
80,5
55,4
50,0
36,9
96,1
83,1
95,4
92,1
90,4
94,9
80,5
84,5
44,4
49,8
30,8
92,5
81,5
93,9
92,8
85,2
93,1
70,4
75,4
31,5
49,3
30,0
94,9
84,0
94,4
91,8
88,6
95,0
80,9
82,5
58,7
48,1
36,1
94,1
84,9
90,2
90,8
88,1
93,2
77,0
85,2
76,7
55,4
33,4
2,7
17,8
8,4
1,5
13,2
7,3
32,4
20,7
9,7
24,7
33,2
1,9
13,3
5,4
0,7
9,3
4,0
24,0
17,6
3,9
26,4
33,9
0,7
12,5
3,8
0,4
5,6
2,9
18,7
14,1
3,9
27,7
32,8
4,6
14,7
5,5
0,8
11,2
5,3
29,0
22,5
2,0
26,4
32,3
1,5
11,6
4,7
0,3
8,0
2,3
18,3
15,2
4,7
25,2
34,6
1,3
12,4
8,7
1,7
8,7
3,5
22,0
13,0
4,5
25,6
School completed
M
F
26,5
56,7
43,7
26,1
62,1
39,4
47,0
7,8
23,9
16,2
31,3
26,9
66,0
49,8
27,5
68,2
42,8
52,5
8,4
23,4
20,2
30,5
27,9
69,9
41,9
26,8
60,6
40,4
46,4
6,7
21,9
20,0
29,4
26,3
54,4
51,5
26,3
70,7
43,5
52,1
7,7
24,7
17,7
31,0
25,4
69,0
55,3
32,6
72,7
45,2
59,9
11,2
27,2
22,5
31,5
28,6
67,8
47,0
26,8
62,6
40,0
52,9
9,7
19,2
20,2
29,4
29,3
0,5
9,3
0,7
0,4
3,4
0,7
1,8
2,1
2,0
16,2
30,4
0,4
7,6
0,6
0,3
2,5
0,4
1,6
1,5
0,9
21,2
29,9
0,0
6,2
0,4
0,2
1,4
0,2
1,2
0,9
1,1
22,6
30,4
1,0
9,2
0,7
0,2
3,0
0,5
1,7
2,1
1,0
20,4
30,8
0,3
5,9
0,9
0,2
2,5
0,2
1,5
1,4
1,9
21,5
31,4
0,3
7,1
0,6
0,9
2,5
0,5
1,9
1,2
0,0
20,1
Primary school
M
F
5,2
0,0
0,7
0,1
0,0
0,3
0,1
0,2
0,3
0,9
2,7
5,4
0,0
0,4
0,0
0,0
0,2
0,0
0,1
0,2
0,1
3,7
4,3
0,0
0,4
0,0
0,1
0,1
0,1
0,1
0,1
0,0
3,2
6,3
0,0
0,6
0,1
0,1
0,2
0,0
0,1
0,2
0,0
4,1
5,4
0,0
0,2
0,0
0,0
0,2
0,0
0,1
0,2
0,0
3,7
5,5
0,0
0,2
0,0
0,1
0,3
0,1
0,2
0,2
0,3
3,4
No school
completed
M
F
0,4
0,4
0,0
0,3
0,1
0,0
0,1
0,0
0,2
0,3
1,8
0,3
0,3
0,0
0,2
0,0
0,0
0,1
0,0
0,1
0,1
0,5
0,3
0,4
0,0
0,1
0,0
0,0
0,1
0,0
0,1
0,0
0,6
0,3
0,2
0,0
0,2
0,0
0,0
0,2
0,0
0,1
0,1
0,0
0,2
0,3
0,0
0,3
0,0
0,0
0,2
0,0
0,0
0,1
0,5
0,2
0,6
0,0
0,4
0,0
0,0
0,2
0,0
0,1
0,1
0,7
3,4
12,0
11,3
11,4
12,4
13,8
15,6
5,8
10,2
4,8
7,5
2,8
10,7
11,2
12,9
10,9
14,8
17,0
8,1
10,2
7,1
5,8
4,3
13,4
13,4
12,9
15,3
16,9
20,4
9,4
13,0
6,7
6,9
2,0
9,1
10,0
12,5
9,5
13,6
15,5
7,0
8,7
3,9
5,1
2,1
11,2
10,4
13,5
8,9
15,3
17,2
8,4
10,7
7,0
5,2
3,2
9,4
13,6
13,4
12,1
16,0
16,9
9,8
9,9
9,8
6,5
1,7
0,2
2,1
0,4
0,1
1,4
0,4
1,3
1,0
0,6
1,5
1,2
0,2
1,4
0,2
0,1
1,0
0,3
1,1
0,7
0,3
1,0
1,8
0,0
1,3
0,1
0,0
0,6
0,2
0,6
0,4
0,0
1,5
0,9
0,4
1,5
0,4
0,0
1,2
0,4
1,4
1,0
0,5
0,9
0,6
0,2
1,3
0,0
0,0
1,0
0,2
0,9
0,5
0,5
0,6
1,3
0,1
1,3
0,2
0,4
0,9
0,3
0,7
0,5
0,3
1,0
0,1
0,4
0,5
1,4
0,5
0,4
0,7
0,3
0,4
0,8
0,3
0,1
0,2
0,5
1,1
0,3
0,3
0,8
0,3
0,3
1,1
0,2
0,1
0,2
0,7
0,8
0,4
0,4
0,8
0,5
0,4
1,1
0,2
0,0
0,2
0,3
1,0
0,2
0,3
0,6
0,2
0,3
0,5
0,1
0,0
0,3
0,4
0,9
0,3
0,3
0,7
0,2
0,4
0,5
0,1
0,1
0,1
0,8
1,9
0,5
0,4
1,4
0,5
0,4
2,1
0,3
0,0
0,0
0,1
0,0
0,0
0,0
0,0
0,1
0,0
0,1
0,0
0,0
0,0
0,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,1
0,0
0,0
0,0
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,1
0,2
0,0
0,0
0,0
0,1
0,0
0,0
0,0
Vocational
schools equal to
junior high
Junior high school
school level
M
F
M
F
0,5
0,2
0,8
0,2
0,6
0,7
0,1
0,2
0,8
2,4
0,6
0,5
0,3
0,6
0,1
0,5
0,6
0,1
0,2
0,5
0,6
0,5
0,5
0,2
0,3
0,0
0,4
0,5
0,2
0,1
0,4
0,6
0,5
0,3
0,4
0,5
0,1
0,5
0,6
0,1
0,2
0,5
1,0
0,4
0,5
0,3
1,0
0,7
0,6
0,8
0,1
0,3
0,8
0,5
0,6
0,7
0,3
0,6
0,0
0,7
0,9
0,2
0,3
0,4
0,3
0,6
Primary
education
M
F
1,5
1,5
0,7
3,4
3,1
0,5
4,9
3,1
11,9
4,3
2,2
2,9
1,0
0,6
2,6
2,3
0,2
3,4
1,8
9,5
3,2
1,2
1,6
1,3
0,0
3,0
1,1
0,1
2,0
1,4
7,1
2,4
1,7
1,5
0,9
1,2
2,4
2,4
0,3
4,2
2,3
12,0
4,4
0,0
2,0
0,5
0,7
2,9
2,2
0,0
2,8
1,1
6,7
2,2
1,4
1,1
1,0
0,6
2,0
4,5
0,1
3,2
1,3
7,8
2,3
1,7
0,7
7,9
6,2
18,3
3,5
5,0
6,1
6,3
7,2
3,6
3,5
0,7
4,6
7,0
19,2
3,4
6,5
6,7
10,2
9,4
4,3
3,0
1,0
4,4
10,3
22,8
4,1
8,7
8,2
13,7
9,6
3,9
3,1
0,5
10,5
5,8
18,7
3,3
5,6
6,9
8,6
7,8
1,5
2,8
0,4
2,3
5,4
18,2
2,7
6,3
4,6
10,5
7,7
2,3
2,3
0,9
3,8
8,6
15,9
3,9
7,7
6,9
10,9
14,0
8,0
4,8
0,3
0,2
1,1
1,1
0,1
1,1
0,7
3,1
2,0
0,7
0,9
0,2
0,2
0,8
0,7
0,1
1,0
0,6
3,2
2,0
0,2
0,6
0,3
0,0
1,1
1,1
0,0
0,7
0,6
2,8
2,4
0,0
0,6
0,2
0,4
0,7
0,4
0,1
1,1
0,7
3,8
2,2
0,0
0,7
0,1
0,1
0,7
0,7
0,0
0,7
0,3
2,1
1,6
0,5
0,4
0,3
0,1
0,8
1,3
0,1
1,1
0,4
3,4
1,6
0,3
0,7
Vocational
schools equal to
high school level
M
F
0,4
6,7
5,2
13,7
3,1
6,4
5,8
28,1
18,5
14,6
6,0
0,3
4,5
3,4
12,1
1,8
4,9
3,9
26,4
21,3
16,1
4,2
0,3
2,2
3,8
9,9
1,9
4,5
3,6
27,2
23,7
3,9
3,7
0,2
5,4
3,5
14,3
2,1
5,3
4,6
25,9
20,5
4,9
4,3
0,2
4,6
3,1
10,7
1,1
4,4
2,7
28,1
23,7
19,7
3,9
0,3
5,1
3,2
10,4
2,3
4,8
3,6
24,4
18,2
28,9
5,0
0,1
1,0
1,6
3,1
0,3
2,2
2,3
14,0
10,9
2,2
2,9
0,1
0,5
0,6
1,5
0,1
1,1
1,0
8,5
10,0
0,7
1,7
0,1
0,7
0,7
1,2
0,1
0,8
0,5
6,9
7,9
0,6
1,1
0,1
1,6
0,7
1,7
0,2
1,5
1,3
9,9
12,7
0,5
2,2
0,0
0,2
0,5
0,7
0,0
0,7
0,5
7,1
9,4
0,0
1,3
0,1
0,1
0,7
1,9
0,2
0,9
1,0
8,0
7,2
1,4
1,8
Higher education
M
F
2,5
10,8
10,7
19,4
8,9
17,4
15,4
18,2
15,9
8,0
8,6
1,9
8,0
10,2
20,9
7,1
17,1
12,8
21,6
15,4
6,0
5,9
2,8
5,6
12,7
22,2
9,4
19,1
15,2
23,0
15,6
8,3
6,0
1,4
12,5
9,8
20,9
6,4
16,3
13,3
20,9
13,0
2,0
5,6
1,4
7,1
8,5
17,8
5,6
16,4
9,9
22,3
12,2
6,1
4,7
2,3
7,5
11,0
21,9
8,7
18,3
11,3
21,4
23,1
7,3
8,7
High school
M
F
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
Education level
M
F
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
Literacy status
unknown
M
F
Annex Table 5.13 The Distribution of Provinces, TR83 Region and Employment in Turkey According to Education in Sectoral Basis and
Gender, 2000
Çorum
Samsun
Tokat
TR83
Source:
TURKEY
DOLSAR
1,7
2,4
0,5
1,0
1,7
1,6
1,6
1,4
1,1
1,5
0,6
1,2
2,2
0,4
0,5
0,9
0,8
0,6
0,6
0,5
0,9
0,6
4,4
4,0
5,1
1,4
1,9
2,7
2,6
3,0
2,4
2,0
3,2
1,4
2,7
4,1
0,6
0,8
1,3
1,0
0,9
0,9
0,8
1,5
0,8
9,9
TOTAL
Agriculture, foresty and fishin
Mining and quarying
Energy, gas, water
Construction
Retail and wholesale commer
Financial institutions/ insuran
Community services
Undefined
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
0,6
6,6
2,0
1,6
2,2
1,8
2,2
1,6
1,6
3,2
1,7
5,6
1,9
0,1
0,3
0,4
0,2
0,3
0,2
0,3
0,6
0,2
1,5
2,6
0,9
0,8
1,1
1,0
1,4
1,0
0,9
1,7
0,8
2,3
1,3
0,6
0,3
0,3
0,2
0,3
0,2
0,2
0,5
0,3
1,1
0,7
0,4
0,2
0,5
0,4
0,2
0,2
0,2
0,5
0,4
100,0
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,7
2,7
2,3
3,6
3,7
3,2
2,9
2,4
3,9
2,8
13,3
4,7
4,0
5,9
5,5
5,4
4,5
4,0
7,1
4,5
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
0,9
1,3
1,1
0,5
0,6
0,9
0,6
0,6
0,5
0,7
0,7
2,0
2,7
1,6
0,9
0,9
1,1
0,9
0,7
0,8
1,1
1,0
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
0,6
0,8
0,7
0,3
0,5
0,3
0,4
0,3
0,3
0,8
0,9
1,2
1,5
1,1
0,4
1,0
0,8
0,6
0,5
0,5
1,2
1,3
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
T
Total
M
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,5
3,6
1,6
0,0
3,8
2,9
1,7
2,6
3,5
3,0
6,4
1,7
1,2
0,3
0,0
0,3
0,6
0,0
0,7
0,4
0,3
1,7
2,8
1,2
0,9
0,0
2,5
1,6
1,0
1,4
1,6
2,0
2,7
1,4
0,0
0,2
0,0
0,1
0,4
0,2
0,3
0,8
0,3
1,4
0,6
1,2
0,1
0,0
0,9
0,3
0,4
0,3
0,7
0,3
0,6
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,6
2,7
2,3
3,6
3,7
3,2
2,9
2,4
3,9
2,8
4,2
2,2
0,4
0,5
0,9
0,8
0,6
0,6
0,5
0,9
0,5
1,2
2,4
0,5
1,0
1,7
1,6
1,6
1,4
1,1
1,5
0,4
1,7
1,2
1,1
0,5
0,6
0,9
0,6
0,6
0,5
0,7
0,7
0,8
0,8
0,7
0,3
0,5
0,3
0,4
0,3
0,3
0,8
1,2
0,6
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,6
1,9
1,6
2,2
1,7
2,2
1,6
1,6
3,2
1,0
5,3
2,0
0,1
0,3
0,4
0,2
0,3
0,2
0,3
0,6
0,2
1,5
2,6
0,9
0,8
1,1
0,9
1,3
1,0
0,9
1,7
0,1
2,2
1,3
0,6
0,3
0,3
0,2
0,3
0,2
0,2
0,5
0,3
1,0
0,8
0,3
0,2
0,5
0,4
0,2
0,2
0,2
0,4
0,4
0,6
Total of literate
M
F
0,7
100,0
7,6
4,2
2,4
2,7
3,7
3,1
3,2
2,1
3,0
1,7
6,2
2,0
0,4
0,6
0,7
0,8
0,7
0,7
0,5
0,6
0,6
1,6
3,1
0,6
1,1
1,2
1,5
1,6
1,1
0,8
1,3
0,6
2,6
1,6
1,7
0,5
0,2
1,1
0,5
0,8
0,5
0,6
0,2
1,4
0,8
1,5
0,2
0,7
0,4
0,3
0,6
0,4
0,5
0,3
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
7,6
3,3
3,2
3,0
3,3
2,7
2,7
1,7
2,7
2,7
6,7
2,2
0,7
0,9
0,9
0,9
0,7
0,7
0,4
0,4
0,8
1,9
2,8
0,6
1,0
0,6
1,2
1,2
1,1
0,4
1,3
0,9
2,4
2,0
1,2
1,2
1,2
0,9
0,5
0,6
0,5
0,5
0,7
1,7
0,7
0,8
0,2
0,3
0,3
0,2
0,3
0,4
0,5
0,4
0,6
M
Illiterate
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,4
2,7
2,3
3,6
3,7
3,2
2,9
2,4
3,9
2,8
4,1
2,2
0,4
0,5
0,9
0,8
0,6
0,6
0,5
0,9
0,5
1,1
2,3
0,5
1,0
1,7
1,6
1,6
1,4
1,1
1,5
0,4
1,7
1,2
1,1
0,5
0,6
0,9
0,6
0,6
0,5
0,7
0,7
0,8
0,8
0,7
0,3
0,5
0,3
0,4
0,3
0,3
0,8
1,3
0,6
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,6
1,9
1,7
2,2
1,7
2,2
1,6
1,6
3,2
1,0
5,1
2,0
0,1
0,3
0,4
0,2
0,3
0,2
0,3
0,6
0,2
1,5
2,5
0,9
0,8
1,1
0,9
1,3
1,0
0,9
1,7
0,1
2,1
1,3
0,6
0,3
0,3
0,2
0,3
0,2
0,2
0,5
0,3
1,0
0,8
0,3
0,2
0,5
0,4
0,2
0,2
0,2
0,4
0,4
0,6
School completed
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,7
3,2
2,5
3,7
4,0
3,4
3,2
2,3
3,7
3,2
4,7
2,1
0,5
0,5
0,9
0,8
0,6
0,6
0,4
0,8
0,7
1,2
2,5
0,5
1,2
1,6
1,8
1,7
1,5
1,0
1,6
0,7
1,9
1,3
1,3
0,6
0,7
1,1
0,6
0,7
0,6
0,7
0,9
1,0
0,8
0,8
0,3
0,5
0,4
0,4
0,4
0,3
0,6
1,0
0,6
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,9
2,0
1,8
3,4
2,8
2,3
1,6
1,9
2,7
1,2
6,3
2,1
0,0
0,3
0,5
0,4
0,3
0,2
0,3
0,4
0,3
1,8
2,6
1,0
1,0
1,7
0,9
1,4
1,0
1,0
1,5
0,3
2,5
1,4
0,6
0,3
0,8
0,6
0,4
0,2
0,3
0,4
0,6
1,3
0,8
0,4
0,2
0,5
0,8
0,3
0,2
0,3
0,4
0,0
0,7
Primary school
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,9
0,0
1,3
1,9
4,3
2,3
2,2
1,5
2,8
0,3
6,6
1,7
0,0
0,2
0,0
1,0
0,2
0,6
0,3
0,4
0,0
1,6
3,1
0,0
0,8
1,9
2,5
1,4
0,8
0,6
1,3
0,0
2,9
1,4
0,0
0,2
0,0
0,2
0,4
0,2
0,3
0,4
0,0
1,3
0,8
0,0
0,1
0,0
0,6
0,3
0,6
0,3
0,6
0,3
0,8
No school
completed
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,1
4,3
1,7
3,1
3,3
2,9
2,1
2,0
2,1
0,6
3,8
2,1
0,5
0,2
0,0
0,5
0,4
0,7
0,2
0,4
0,1
1,1
1,6
1,1
0,7
0,6
1,4
1,4
0,8
1,0
0,9
0,2
1,2
1,3
1,6
0,6
2,5
0,9
0,6
0,3
0,5
0,6
0,1
0,9
1,1
1,1
0,2
0,0
0,4
0,5
0,4
0,3
0,3
0,1
0,6
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
5,6
2,4
2,2
4,0
3,2
3,3
3,1
3,0
3,8
3,9
3,7
2,5
0,5
0,6
1,0
1,0
0,7
0,8
0,7
1,1
0,7
1,2
1,5
0,4
0,9
1,8
1,2
1,6
1,4
1,3
1,3
0,5
1,3
0,8
1,0
0,5
0,6
0,6
0,6
0,6
0,6
0,7
0,9
0,7
0,7
0,6
0,3
0,6
0,3
0,4
0,3
0,4
0,7
1,7
0,5
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
4,6
2,9
1,5
2,1
1,6
2,2
2,2
1,8
2,6
1,5
3,4
2,2
0,0
0,3
0,3
0,2
0,3
0,3
0,2
0,4
0,0
1,4
1,4
1,2
0,7
1,6
0,5
1,4
1,5
1,1
1,5
0,5
1,3
0,5
1,2
0,3
0,0
0,1
0,4
0,2
0,3
0,3
0,5
0,4
0,6
0,6
0,2
0,3
0,9
0,2
0,2
0,1
0,4
0,5
0,4
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
4,4
1,7
2,2
2,8
2,3
3,0
3,3
1,7
3,2
3,8
3,0
2,0
0,3
0,7
0,5
0,7
0,6
0,7
0,6
0,8
0,8
0,9
1,3
0,3
0,7
1,2
0,8
1,5
1,3
0,5
1,1
0,4
1,0
0,4
0,8
0,4
0,4
0,5
0,5
0,6
0,2
0,6
0,4
0,5
0,7
0,3
0,4
0,7
0,4
0,4
0,7
0,4
0,8
2,3
0,6
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
4,0
0,0
1,7
2,9
1,2
1,3
4,6
1,8
3,0
0,0
2,8
1,7
0,0
0,2
0,0
0,0
0,2
0,0
0,0
0,8
0,0
0,9
1,6
0,0
0,7
0,0
0,0
0,7
4,0
1,1
1,4
0,0
1,2
0,3
0,0
0,6
0,0
0,0
0,3
0,0
0,2
0,1
0,0
0,3
0,4
0,0
0,2
2,9
1,2
0,1
0,6
0,4
0,6
0,0
0,4
Vocational
schools equal to
junior high
Junior high school
school level
M
F
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,0
0,0
1,7
0,0
0,8
3,1
1,0
0,9
1,0
0,6
4,2
2,2
0,0
0,2
0,0
0,0
0,2
0,0
0,1
0,1
0,2
1,4
1,5
0,0
0,7
0,0
0,8
1,7
0,7
0,5
0,5
0,0
1,2
1,0
0,0
0,5
0,0
0,0
0,7
0,0
0,1
0,2
0,2
0,8
1,2
0,0
0,3
0,0
0,0
0,4
0,3
0,2
0,2
0,3
0,8
Primary
education
M
F
0,3
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
4,2
2,4
1,7
2,7
1,1
2,2
1,6
1,7
2,8
1,5
2,7
1,7
0,0
0,4
0,3
0,1
0,3
0,3
0,3
0,5
0,4
0,7
1,6
0,8
0,7
1,3
0,9
1,4
1,0
1,1
1,6
0,0
1,3
0,4
1,0
0,4
0,4
0,0
0,3
0,2
0,2
0,3
0,4
0,4
0,5
0,6
0,1
0,7
0,1
0,2
0,1
0,2
0,4
0,7
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
6,2
1,6
2,5
3,7
3,5
4,0
3,1
3,5
4,9
3,1
4,1
2,7
0,2
0,8
1,1
0,9
1,0
0,8
0,9
1,1
0,6
1,1
1,9
0,7
0,9
1,7
1,5
1,8
1,6
1,4
1,7
0,2
1,5
0,7
0,3
0,4
0,5
0,7
0,7
0,4
0,7
0,7
0,4
0,6
0,9
0,3
0,3
0,4
0,4
0,5
0,4
0,5
1,4
1,9
0,8
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
4,6
1,7
1,7
2,3
1,3
2,6
2,3
2,2
3,8
0,8
3,2
1,9
0,0
0,5
0,8
0,0
0,4
0,5
0,4
1,0
0,0
0,9
1,8
0,8
0,7
0,5
0,8
1,6
1,4
1,3
1,7
0,0
1,5
0,4
0,4
0,4
0,4
0,2
0,4
0,3
0,3
0,5
0,4
0,4
0,6
0,4
0,2
0,5
0,2
0,3
0,2
0,3
0,6
0,4
0,5
Vocational
schools equal to
high school level
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
3,8
1,8
1,5
3,1
2,1
2,4
1,9
2,0
4,4
2,9
3,3
1,5
0,1
0,3
0,6
0,5
0,4
0,4
0,4
1,1
0,1
0,8
1,2
0,4
0,7
1,7
1,1
1,3
1,1
1,0
1,7
0,2
1,4
0,5
0,7
0,3
0,4
0,3
0,4
0,2
0,4
0,8
0,8
0,6
0,5
0,5
0,1
0,4
0,3
0,3
0,2
0,2
0,7
1,7
0,5
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
3,4
1,5
0,9
1,6
1,4
1,6
1,2
1,3
3,5
0,8
2,7
1,4
0,3
0,2
0,3
0,2
0,2
0,1
0,2
0,6
0,1
0,5
1,3
0,9
0,4
0,9
0,9
1,1
0,8
0,7
1,8
0,1
1,5
0,4
0,2
0,2
0,1
0,1
0,2
0,1
0,2
0,5
0,0
0,4
0,3
0,1
0,1
0,3
0,2
0,1
0,1
0,1
0,5
0,5
0,4
Higher education
M
F
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
100,0
5,1
2,0
2,1
3,8
2,9
3,0
2,4
2,6
3,7
1,9
3,3
2,3
0,2
0,6
1,0
0,9
0,7
0,6
0,6
0,8
0,6
0,9
1,4
0,6
0,9
1,7
1,1
1,5
1,2
1,2
1,3
0,1
1,3
0,7
0,7
0,4
0,5
0,6
0,5
0,3
0,5
0,5
0,5
0,5
0,7
0,5
0,2
0,5
0,3
0,4
0,2
0,3
1,0
0,8
0,6
High school
M
F
100,0
0,0
100,0
0,0
0,0
100,0
100,0
100,0
100,0
100,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
0,0
100,0
0,0
100,0
100,0
100,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
11,1
0,0
8,6
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
7,4
0,0
5,7
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
3,7
0,0
2,9
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
Education level
M
F
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
100,0
100,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
4,2
0,0
4,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
1,1
0,0
1,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,6
0,0
0,5
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,8
0,0
0,8
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
1,7
0,0
1,6
0,0
0,0
100,0
0,0
0,0
0,0
0,0
100,0
100,0
100,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
3,5
0,0
4,5
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
2,4
0,0
2,2
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
1,2
0,0
2,2
Literacy status
unknown
M
F
Amasya
Annex Table 5.14 Provinces, TR83 Region and the Employment in Turkey According to Education and Gender, 2000
5-15
Amasya
Çorum
Samsun
Tokat
TR83
DOLSAR
Source:
TURKEY
5-16
TOTAL
505 115
320 099
504
32 530
1 594
18 864
39 744
11 900
8 441
71 236
203
342 158
253 286
409
15 555
839
9 670
14 990
5 030
3 531
38 668
180
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
48,4
0,4
12,6
0,4
4,6
9,7
3,3
3,1
17,5
0,1
100,0
66,9
0,2
5,8
0,3
3,5
6,2
1,9
1,4
13,7
0,1
100,0
74,0
0,1
4,5
0,2
2,8
4,4
1,5
1,0
11,3
0,1
100,0
63,4
0,1
6,4
0,3
3,7
7,9
2,4
1,7
14,1
0,0
100,0
67,6
0,4
6,7
0,2
4,4
5,7
1,8
1,4
11,7
0,1
100,0
61,5
0,4
5,1
0,3
2,7
5,6
1,8
1,4
21,1
0,2
2 905 442
1 159
47 918
386
42 866
36 722
5 415
1 936
44 103
12 353
3 098 300
196 477
38
1 223
10
1 425
996
142
40
1 284
344
201 979
52 424
8
305
3
374
243
34
10
186
88
53 675
80 462
7
467
2
523
483
59
15
614
130
82 762
45 341
13
375
4
379
175
30
8
253
76
46 654
18 250
10
76
1
149
95
19
7
231
50
9 671 385
94 876
3 228 254
97 766
1 153 380
2 476 055
847 840
806 187
4 500 988
21 652
22 898 383
638 868
2 579
71 258
3 428
42 107
76 508
24 051
17 456
169 952
539
1 046 746
200 862
401
15 250
836
9 296
14 747
4 996
3 521
38 478
92
288 479
239 637
497
32 063
1 592
18 341
39 261
11 841
8 426
70 620
73
422 351
121 773
1 010
16 228
530
10 447
13 886
4 518
3 404
28 584
137
200 517
76 596
671
7 717
470
4 023
8 614
2 696
2 105
32 270
237
42,2
0,4
14,1
0,4
5,0
10,8
3,7
3,5
19,7
0,1
100,0
61,0
0,2
6,8
0,3
4,0
7,3
2,3
1,7
16,2
0,1
100,0
69,6
0,1
5,3
0,3
3,2
5,1
1,7
1,2
13,3
0,0
100,0
56,7
0,1
7,6
0,4
4,3
9,3
2,8
2,0
16,7
0,0
100,0
60,7
0,5
8,1
0,3
5,2
6,9
2,3
1,7
14,3
0,1
100,0
56,6
0,5
5,7
0,3
3,0
6,4
2,0
1,6
23,8
0,2
Total of literate
Employment Percent
135 399
100,0
1 181 287
1 409
78 635
652
44 703
58 511
11 819
4 377
65 732
1 161
1 448 286
85 267
58
1 653
17
1 668
1 780
373
84
1 951
16
92 867
21 653
5
380
4
353
355
77
18
365
5
23 215
36 335
8
792
8
683
943
134
33
850
5
39 791
17 705
24
345
1
469
296
92
18
384
2
19 336
9 574
21
136
4
163
186
70
15
352
4
81,6
0,1
5,4
0,0
3,1
4,0
0,8
0,3
4,5
0,1
100,0
91,8
0,1
1,8
0,0
1,8
1,9
0,4
0,1
2,1
0,0
100,0
93,3
0,0
1,6
0,0
1,5
1,5
0,3
0,1
1,6
0,0
100,0
91,3
0,0
2,0
0,0
1,7
2,4
0,3
0,1
2,1
0,0
100,0
91,6
0,1
1,8
0,0
2,4
1,5
0,5
0,1
2,0
0,0
100,0
91,0
0,2
1,3
0,0
1,5
1,8
0,7
0,1
3,3
0,0
39,6
0,4
14,7
0,5
5,2
11,3
3,9
3,7
20,7
0,1
100,0
58,0
0,3
7,3
0,4
4,2
7,8
2,5
1,8
17,6
0,1
100,0
67,6
0,1
5,6
0,3
3,4
5,4
1,9
1,3
14,4
0,0
100,0
53,1
0,1
8,2
0,4
4,6
10,0
3,1
2,2
18,2
0,0
100,0
57,4
0,5
8,8
0,3
5,5
7,5
2,4
1,9
15,6
0,1
100,0
53,7
0,5
6,1
0,4
3,1
6,7
2,1
1,7
25,6
0,2
7 024 262
54 965
1 736 932
26 266
747 816
1 074 777
407 069
78 248
1 181 960
6 218
12 338 513
478 716
1 738
41 598
967
29 820
35 136
12 791
1 749
42 739
186
645 440
146 459
286
7 487
228
5 884
6 264
2 348
278
8 799
38
178 071
181 478
279
19 733
431
13 385
18 469
6 260
795
19 051
38
259 919
93 881
709
10 169
179
7 900
6 708
2 733
431
8 249
52
131 011
56 898
464
4 209
129
2 651
3 695
1 450
245
6 640
58
56,9
0,4
14,1
0,2
6,1
8,7
3,3
0,6
9,6
0,1
100,0
74,2
0,3
6,4
0,1
4,6
5,4
2,0
0,3
6,6
0,0
100,0
82,2
0,2
4,2
0,1
3,3
3,5
1,3
0,2
4,9
0,0
100,0
69,8
0,1
7,6
0,2
5,1
7,1
2,4
0,3
7,3
0,0
100,0
71,7
0,5
7,8
0,1
6,0
5,1
2,1
0,3
6,3
0,0
100,0
74,4
0,6
5,5
0,2
3,5
4,8
1,9
0,3
8,7
0,1
Primary school
Employment Percent
76 439
100,0
109 615
200
34 306
214
7 090
20 647
1 488
3 614
53 185
1 438
231 797
6 650
8
577
5
232
608
28
52
962
9
9 131
37
77
8
6
160
2
2 387
1
64
2 742
1 720
2
235
1
101
305
11
27
395
2
2 799
1 310
3
202
4
65
134
3
10
258
2
1 991
29
92
6
9
149
3
1 233
2
76
637 272
11 660
439 496
11 561
150 366
383 289
137 064
57 480
505 878
1 831
2 335 897
33 477
285
9 132
451
4 764
12 278
4 186
1 603
18 657
66
84 899
15 489
55
2 289
109
1 483
2 622
1 039
352
5 199
12
28 649
9 182
48
3 744
206
1 799
5 895
1 894
712
6 855
9
30 344
4 543
117
1 934
72
962
2 289
788
318
3 210
16
14 249
4 263
65
1 165
64
520
1 472
465
221
3 393
29
27,3
0,5
18,8
0,5
6,4
16,4
5,9
2,5
21,7
0,1
100,0
39,4
0,3
10,8
0,5
5,6
14,5
4,9
1,9
22,0
0,1
100,0
54,1
0,2
8,0
0,4
5,2
9,2
3,6
1,2
18,1
0,0
100,0
30,3
0,2
12,3
0,7
5,9
19,4
6,2
2,3
22,6
0,0
100,0
31,9
0,8
13,6
0,5
6,8
16,1
5,5
2,2
22,5
0,1
100,0
36,6
0,6
10,0
0,5
4,5
12,6
4,0
1,9
29,1
0,2
13 863
359
17 800
1 363
5 900
9 862
5 774
3 272
19 819
310
78 322
598
6
379
38
136
283
193
56
637
10
2 336
270
1
110
7
40
59
41
16
157
2
703
193
1
119
16
44
139
80
20
219
1
832
49
3
78
5
29
47
33
8
110
1
363
86
1
72
10
23
38
39
12
151
6
17,7
0,5
22,7
1,7
7,5
12,6
7,4
4,2
25,3
0,4
100,0
25,6
0,3
16,2
1,6
5,8
12,1
8,3
2,4
27,3
0,4
100,0
38,4
0,1
15,6
1,0
5,7
8,4
5,8
2,3
22,3
0,3
100,0
23,2
0,1
14,3
1,9
5,3
16,7
9,6
2,4
26,3
0,1
100,0
13,5
0,8
21,5
1,4
8,0
12,9
9,1
2,2
30,3
0,3
100,0
19,6
0,2
16,4
2,3
5,3
8,7
8,9
2,7
34,5
1,4
47,3
0,1
14,8
0,1
3,1
8,9
0,6
1,6
22,9
0,6
100,0
72,8
0,1
6,3
0,1
2,5
6,7
0,3
0,6
10,5
0,1
100,0
87,1
0,0
2,3
0,0
1,3
2,8
0,3
0,2
5,8
0,1
100,0
61,5
0,1
8,4
0,0
3,6
10,9
0,4
1,0
14,1
0,1
100,0
65,8
0,2
10,1
0,2
3,3
6,7
0,2
0,5
13,0
0,1
100,0
77,1
0,1
4,8
0,0
1,8
5,8
0,4
0,6
9,3
0,2
500 357
11 108
459 326
22 100
112 859
557 963
158 346
243 166
915 970
3 479
2 984 674
23 931
227
9 292
797
3 155
15 902
3 531
5 449
31 768
64
94 116
10 349
23
2 446
195
918
3 167
837
1 063
6 947
18
25 963
7 384
69
3 944
371
1 264
8 149
1 851
2 778
12 401
4
38 215
3 105
80
1 885
107
605
2 712
500
990
4 154
16
14 154
3 093
55
1 017
124
368
1 874
343
618
8 266
26
130 869
7 801
238 542
19 076
43 562
153 834
57 771
75 873
422 200
1 474
1 151 002
7 522
125
5 667
686
1 490
5 816
1 767
2 353
19 536
40
45 002
3 177
18
1 775
200
394
1 407
439
583
4 618
7
12 618
2 442
55
2 138
304
629
2 661
908
1 040
7 172
3
17 352
817
25
1 017
101
299
984
223
429
2 681
6
6 582
1 086
27
737
81
168
764
197
301
5 065
24
11,4
0,7
20,7
1,7
3,8
13,4
5,0
6,6
36,7
0,1
100,0
16,7
0,3
12,6
1,5
3,3
12,9
3,9
5,2
43,4
0,1
100,0
25,2
0,1
14,1
1,6
3,1
11,2
3,5
4,6
36,6
0,1
100,0
14,1
0,3
12,3
1,8
3,6
15,3
5,2
6,0
41,3
0,0
100,0
12,4
0,4
15,5
1,5
4,5
14,9
3,4
6,5
40,7
0,1
100,0
12,9
0,3
8,7
1,0
2,0
9,0
2,3
3,6
59,9
0,3
73 860
7 374
222 813
16 534
41 084
217 165
68 907
340 175
1 336 193
5 731
2 329 836
2 707
132
2 960
467
842
4 705
1 182
6 110
53 699
148
72 952
1 078
12
699
93
187
796
207
1 205
12 231
8
16 516
903
35
1 358
255
436
2 700
703
3 021
23 677
11
33 099
363
49
598
61
118
716
146
1 200
9 537
42
12 830
363
36
305
58
101
493
126
684
8 254
87
3,2
0,3
9,6
0,7
1,8
9,3
3,0
14,6
57,4
0,2
100,0
3,7
0,2
4,1
0,6
1,2
6,4
1,6
8,4
73,6
0,2
100,0
6,5
0,1
4,2
0,6
1,1
4,8
1,3
7,3
74,1
0,0
100,0
2,7
0,1
4,1
0,8
1,3
8,2
2,1
9,1
71,5
0,0
100,0
2,8
0,4
4,7
0,5
0,9
5,6
1,1
9,4
74,3
0,3
100,0
3,5
0,3
2,9
0,6
1,0
4,7
1,2
6,5
78,6
0,8
16,8
0,4
15,4
0,7
3,8
18,7
5,3
8,1
30,7
0,1
100,0
25,4
0,2
9,9
0,8
3,4
16,9
3,8
5,8
33,8
0,1
100,0
39,9
0,1
9,4
0,8
3,5
12,2
3,2
4,1
26,8
0,1
100,0
19,3
0,2
10,3
1,0
3,3
21,3
4,8
7,3
32,5
0,0
100,0
21,9
0,6
13,3
0,8
4,3
19,2
3,5
7,0
29,3
0,1
100,0
19,6
0,3
6,4
0,8
2,3
11,9
2,2
3,9
52,4
0,2
7
2
2
49
10
4
2
76
3
3
2
2
1
1
2,6
0,0
5,3
0,0
0,0
9,2
2,6
2,6
64,5
13,2
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
3
444
10
1
458
1
18
19
4
4
2
2
5
5
1
7
0,0
0,0
0,2
0,0
0,0
0,0
0,0
0,7
96,9
2,2
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
5,3
94,7
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
100,0
0,0
100,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
12,5
87,5
0,0
Vocational schools
Vocational schools
equal to junior high
equal to high school
Literacy status
Primary education
Junior high school
school level
High school
level
Higher education
Education level
unknown
Employment Percent Employment Percent Employment Percent Employment Percent Employment Percent Employment Percent Employment Percent Employment Percent
1 599
100,0
11 657
100,0
438
100,0
15 784
100,0
8 450
100,0
10 507
100,0
0,0
8
100,0
8 490 096
93 467
3 149 615
97 114
1 108 677
2 417 537
836 019
801 808
4 435 207
20 481
21 450 021
553 601
2 521
69 605
3 411
40 439
74 728
23 678
17 372
167 998
523
953 876
179 209
396
14 870
832
8 943
14 392
4 919
3 503
38 111
87
265 262
203 302
489
31 271
1 584
17 658
38 318
11 707
8 393
69 770
68
382 560
104 068
986
15 883
529
9 978
13 590
4 426
3 386
28 199
135
181 180
67 022
650
7 581
466
3 860
8 428
2 626
2 090
31 918
233
No school completed
School completed
Employment Percent Employment Percent
10 525
100,0
124 874
100,0
93,8
0,0
1,5
0,0
1,4
1,2
0,2
0,1
1,4
0,4
100,0
97,3
0,0
0,6
0,0
0,7
0,5
0,1
0,0
0,6
0,2
100,0
97,7
0,0
0,6
0,0
0,7
0,5
0,1
0,0
0,3
0,2
100,0
97,2
0,0
0,6
0,0
0,6
0,6
0,1
0,0
0,7
0,2
100,0
97,2
0,0
0,8
0,0
0,8
0,4
0,1
0,0
0,5
0,2
100,0
96,6
0,1
0,4
0,0
0,8
0,5
0,1
0,0
1,2
0,3
Illiterate
Employment Percent
18 888
100,0
25 997 141
12 576 827
96 035
3 276 173
98 152
1 196 246
2 512 777
853 255
808 126
4 545 535
34 015
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
835 345
2 617
72 481
3 438
43 532
77 504
24 193
17 497
171 254
883
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
1 248 744
167 114
1 023
16 603
534
10 826
14 061
4 548
3 412
28 842
213
TOTAL
247 176
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
94 846
681
7 793
471
4 172
8 709
2 715
2 113
32 508
287
TOTAL
Mining and quarying
Energy, gas, water
Construction
Community services
Undefined
Total
Employment Percent
154 295
100,0
Annex Table 5.15 Provinces, TR83 Region and the Employment in Turkey According to Educational Background, 2000
Employment
Agriculture
Amasya
1985
1990
98
Growth Rate (%) [Pt=P0(1+r)]
2000
80
1980
1980-1985 1985-1990 1990-2000 1980-2000
117 836
116 020
100
100
-0,00
-0,31
-1,99
-1,08
1 594
1 181
681
100
113
84
48
-
2,53
-5,82
-5,36
-3,56
6 782
6 293
6 913
7 793
100
93
102
115
-
-1,49
1,90
1,21
0,70
126
96
476
471
100
76
378
374
-
-5,29
37,74
-0,11
6,82
Construction
3 850
3 448
4 864
4 172
100
90
126
108
-
-2,18
7,12
-1,52
0,40
5 037
6 075
7 033
8 709
100
121
140
173
-
3,82
2,97
2,16
2,78
Transport
2 444
2 625
2 930
2 715
100
107
120
111
-
1,44
2,22
-0,76
0,53
-
Financial institutions
1 242
1 372
1 646
2 113
100
110
133
170
-
2,01
Community services
19 530
23 174
24 605
32 508
100
119
126
166
-
3,48
1,21
2,82
2,58
662
852
682
287
100
129
103
43
-
5,18
-4,35
-8,29
-4,09
3,71
2,53
2,69
TOTAL
158 943
163 365
166 350
154 295
100
103
105
97
-
0,55
0,36
-0,75
-0,15
Agriculture
211 261
223 680
214 112
167 114
100
106
101
79
-
1,15
-0,87
-2,45
-1,17
2 106
2 312
1 794
1 023
100
110
85
49
-
1,88
-4,95
-5,46
-3,55
11 300
10 241
14 100
16 603
100
91
125
147
-
-1,95
6,60
1,65
1,94
112
12
383
534
100
11
342
477
-
-36,03
99,90
3,38
8,12
Construction
7 984
7 196
10 121
10 826
100
90
127
136
-
-2,06
7,06
0,68
1,53
7 695
9 798
11 658
14 061
100
127
152
183
-
4,95
3,54
1,89
3,06
Transport
3 857
4 330
5 035
4 548
100
112
131
118
-
2,34
3,06
-1,01
1 564
1 792
2 256
3 412
100
115
144
218
-
2,76
4,71
4,22
3,98
Community services
17 407
20 421
23 836
28 842
100
117
137
166
-
3,25
3,14
1,92
2,56
Energy
Çorum
94 846
1980
1 407
Manufacturing
Undefined
0,83
1 325
650
923
213
100
49
70
16
-
-13,28
7,26
-13,64
-8,73
TOTAL
264 611
280 432
284 218
247 176
100
106
107
93
-
1,17
0,27
-1,39
-0,34
Agriculture
348 205
360 973
371 984
320 099
100
104
107
92
-
0,72
0,60
-1,49
-0,42
548
508
375
504
100
93
68
92
-
-1,50
-5,89
3,00
-0,42
32 351
31 598
34 366
32 530
100
98
106
101
-
-0,47
1,69
-0,55
0,03
467
116
1 546
1 594
100
25
331
341
-
-24,31
67,86
0,31
6,33
Construction
15 005
15 035
16 797
18 864
100
100
112
126
-
0,04
2,24
1,17
1,15
19 576
23 726
30 108
39 744
100
121
154
203
-
3,92
4,88
2,82
3,60
8 714
9 569
10 943
11 900
100
110
126
137
-
1,89
2,72
0,84
Mining
Manufacturing
Energy
Samsun
2000
117 863
Mining
Transport
1,57
3 933
4 936
6 251
8 441
100
126
159
215
-
4,65
4,84
3,05
3,89
Community services
36 831
48 247
55 445
71 236
100
131
151
193
-
5,55
2,82
2,54
3,35
2 778
1 591
1 769
203
100
57
64
7
-
-10,55
2,14
-19,47
-12,26
TOTAL
468 408
496 299
529 584
505 115
100
106
113
108
-
1,16
1,31
-0,47
0,38
Agriculture
232 623
246 576
252 615
253 286
100
106
109
109
Undefined
-
1,17
0,49
0,03
0,43
594
505
127
409
100
85
21
69
-
-3,19
-24,12
12,41
-1,85
14 122
14 432
21 539
15 555
100
102
153
110
-
0,44
8,34
-3,20
0,48
215
46
677
839
100
21
315
390
-
-26,54
71,22
2,17
7,04
Construction
5 882
6 949
8 837
9 670
100
118
150
164
-
3,39
4,92
0,90
2,52
7 418
10 368
12 300
14 990
100
140
166
202
-
6,93
3,48
2,00
3,58
Transport
3 733
4 754
5 366
5 030
100
127
144
135
-
4,95
2,45
-0,64
Mining
Manufacturing
Energy
Tokat
1990
Manufacturing
Undefined
1,50
1 513
2 014
2 591
3 531
100
133
171
233
-
5,89
5,17
3,14
4,33
Community services
17 714
24 293
29 326
38 668
100
137
166
218
-
6,52
3,84
2,80
3,98
-12,61
Undefined
2 667
1 590
901
180
100
60
34
7
-
-9,83
-10,74
-14,88
TOTAL
286 481
311 527
334 279
342 158
100
109
117
119
-
1,69
1,42
0,23
0,89
Agriculture
909 952
949 065
954 731
835 345
100
104
105
92
-
0,85
0,12
-1,33
-0,43
Mining
4 655
4 919
3 477
2 617
100
106
75
56
-
1,11
-6,70
-2,80
-2,84
64 555
62 564
76 918
72 481
100
97
119
112
-
-0,62
4,22
-0,59
0,58
920
270
3 082
3 438
100
29
335
374
-
-21,74
62,74
1,10
6,81
Construction
32 721
32 628
40 619
43 532
100
100
124
133
-
-0,06
4,48
0,70
1,44
39 726
Transport
Manufacturing
Energy
TR83
1985
Mining
Energy
49 967
61 099
77 504
100
126
154
195
-
4,69
4,10
2,41
3,40
18 748
21 278
24 274
24 193
100
113
129
129
-
2,56
2,67
-0,03
1,28
8 252
10 114
12 744
17 497
100
123
154
212
-
4,15
4,73
3,22
3,83
Community services
91 482
116 135
133 212
171 254
100
127
146
187
-
4,89
2,78
2,54
3,18
-10,10
Undefined
TOTAL
Tarım
Madencilik
7 432
4 683
4 275
883
100
63
58
12
-
-8,82
-1,81
-14,59
1 178 443
1 251 623
1 314 431
1 248 744
100
106
112
106
-
1,21
0,98
-0,51
0,29
11 104 501
12 118 533
12 547 796
12 576 827
100
109
113
113
1,76
0,70
0,02
0,62
-
132 186
137 126
130 823
96 035
100
104
99
73
-
0,74
-0,94
-3,04
-1,58
1 975 596
2 185 369
2 781 717
3 276 173
100
111
141
166
-
2,04
4,94
1,65
2,56
Elektrik
33 105
23 224
80 324
98 152
100
70
243
296
-
-6,84
28,17
2,02
5,58
İnşaat
765 072
750 546
1 184 242
1 196 246
100
98
155
156
-
-0,38
9,55
0,10
2,26
1 084 378
1 382 636
1 854 306
2 512 777
100
128
171
232
-
4,98
6,05
3,09
4,29
İmalat sanayi
Turkey
Index Value (1980=100)
1980
Toptan perakende ticaret
Ulaşım
531 278
615 888
775 427
853 255
100
116
146
161
-
3,00
4,71
0,96
2,40
Mali kurumlar
294 373
389 254
541 742
808 126
100
132
184
275
-
5,75
6,83
4,08
5,18
Toplum hizmetleri
2 425 201
2 847 289
3 344 033
4 545 535
100
117
138
187
-
3,26
3,27
3,12
3,19
İyi tanımlanmamış
176 632
106 921
141 483
34 015
100
61
80
19
-
-9,55
5,76
-13,28
-7,91
18 522 322
20 556 786
23 381 893
25 997 141
100
111
126
140
-
2,11
2,61
1,07
1,71
TOTAL
Source:
DOLSAR
Annex Table 5.16 The Growth Rate of Employment According to Sectors in Years - Provinces,
5-17
Annex Table 5.17 The Change of Sectoral Shares in Total Employment in Provinces, TR83 Region
and Turkey, 1980-2000
(percent)
Agriculture
Mining
Manufacturing
Amasya
Energy
Construction
Transport
Community services
Undefined
TOTAL
Agriculture
Mining
Manufacturing
Çorum
Energy
Construction
Transport
Community services
Undefined
TOTAL
Agriculture
Mining
Manufacturing
Samsun
Energy
Construction
Transport
Community services
Undefined
TOTAL
Agriculture
Mining
Manufacturing
Tokat
Energy
Construction
Transport
Community services
Undefined
TOTAL
Agriculture
5-18
Manufacturing
TR83
Energy
Construction
Transport
Community services
Undefined
TOTAL
Agriculture
Mining
Manufacturing
Energy
Turkey
Mining
Construction
Transport
Community services
Undefined
TOTAL
Source:
Male
59,42
1,50
6,70
0,13
4,14
5,32
2,53
1,05
18,58
0,62
100,00
1980
Female
94,73
0,02
0,87
0,00
0,03
0,16
0,15
0,41
3,50
0,13
100,00
Male
57,36
1,63
5,66
0,10
3,53
6,00
2,60
1,17
21,15
0,82
100,00
1985
Female
93,75
0,02
1,21
0,00
0,04
0,39
0,15
0,36
4,00
0,08
100,00
Male
54,36
1,18
5,93
0,44
4,89
6,84
2,87
1,33
21,52
0,64
100,00
1990
Female
92,27
0,01
1,56
0,06
0,04
0,41
0,13
0,50
4,95
0,07
100,00
TOTAL
74,15
0,89
4,27
0,08
2,42
3,17
1,54
0,78
12,29
0,42
100,00
65,27
1,44
7,52
0,07
5,49
5,23
2,59
0,93
10,72
0,74
100,00
97,39
0,02
0,36
0,01
0,03
0,11
0,09
0,19
1,59
0,21
100,00
60,68
0,21
9,04
0,17
5,76
7,22
3,21
1,13
11,73
0,85
100,00
TOTAL
72,13
0,98
3,85
0,06
2,11
3,72
1,61
0,84
14,19
0,52
100,00
TOTAL
69,74
0,71
4,16
0,29
2,92
4,23
1,76
0,99
14,79
0,41
100,00
79,84
0,80
4,27
0,04
3,02
2,91
1,46
0,59
6,58
0,50
100,00
64,79
1,53
6,46
0,01
4,73
6,33
2,80
1,04
11,92
0,39
100,00
97,24
0,00
0,37
0,00
0,04
0,18
0,08
0,17
1,87
0,04
100,00
79,76
0,82
3,65
0,00
2,57
3,49
1,54
0,64
7,28
0,23
100,00
58,71
1,14
8,18
0,23
6,43
7,22
3,14
1,23
13,15
0,56
100,00
95,72
0,01
1,02
0,02
0,04
0,27
0,09
0,26
2,54
0,03
100,00
91,11
0,00
4,29
0,01
0,06
0,45
0,20
0,48
3,12
0,27
100,00
74,34
0,12
6,91
0,10
3,20
4,18
1,86
0,84
7,86
0,59
100,00
57,89
0,18
8,51
0,04
5,44
8,20
3,31
1,37
14,57
0,50
100,00
90,91
0,00
3,74
0,00
0,08
0,60
0,24
0,53
3,78
0,11
100,00
72,73
0,10
6,37
0,02
3,03
4,78
1,93
0,99
9,72
0,32
100,00
54,36
0,13
8,90
0,48
5,68
9,65
3,57
1,57
15,13
0,52
100,00
70,75
0,37
6,73
0,13
3,66
4,55
2,25
0,76
9,56
1,25
100,00
94,37
0,00
2,66
0,00
0,03
0,12
0,11
0,23
1,93
0,53
100,00
81,20
0,21
4,93
0,08
2,05
2,59
1,30
0,53
6,18
0,93
100,00
66,79
0,30
6,59
0,03
4,04
5,92
2,65
0,97
12,23
0,49
100,00
94,11
0,00
2,27
0,00
0,04
0,19
0,17
0,25
2,43
0,53
100,00
79,15
0,16
4,63
0,01
2,23
3,33
1,53
0,65
7,80
0,51
100,00
63,97
0,70
7,81
0,14
4,96
5,86
2,74
0,99
11,94
0,89
100,00
93,80
0,01
2,56
0,01
0,04
0,26
0,15
0,34
2,53
0,30
100,00
77,22
0,40
5,48
0,08
2,78
3,37
1,59
0,70
7,76
0,63
100,00
61,52
0,71
7,19
0,04
4,67
6,92
2,93
1,17
14,34
0,52
100,00
93,52
0,00
2,29
0,00
0,06
0,38
0,18
0,36
3,03
0,20
100,00
44,03
1,12
14,28
0,27
6,49
8,83
4,32
1,86
17,65
1,15
100,00
87,31
0,02
4,45
0,03
0,07
0,74
0,38
1,12
5,26
0,62
100,00
59,95
0,71
10,67
0,18
4,13
5,85
2,87
1,59
13,09
0,95
100,00
43,13
1,04
14,18
0,17
5,69
9,96
4,47
2,22
18,42
0,72
100,00
86,54
0,02
4,43
0,01
0,09
1,09
0,42
1,32
5,89
0,18
100,00
Male
45,07
0,70
7,10
0,45
4,28
8,26
2,73
1,71
29,42
0,28
100,00
2000
Female
88,24
0,02
1,71
0,07
0,14
1,37
0,17
0,81
7,44
0,04
100,00
TOTAL
61,47
0,44
5,05
0,31
2,70
5,64
1,76
1,37
21,07
0,19
100,00
75,33
0,63
4,96
0,13
3,56
4,10
1,77
0,79
8,39
0,32
100,00
49,86
0,71
10,23
0,36
7,56
9,03
3,11
1,95
17,05
0,14
100,00
91,82
0,01
1,93
0,02
0,04
1,13
0,10
0,60
4,32
0,02
100,00
67,61
0,41
6,72
0,22
4,38
5,69
1,84
1,38
11,67
0,09
100,00
89,90
0,00
3,50
0,05
0,06
0,77
0,20
0,70
4,69
0,11
100,00
70,24
0,07
6,49
0,29
3,17
5,69
2,07
1,18
10,47
0,33
100,00
45,90
0,17
9,53
0,52
6,50
12,21
3,92
2,08
19,11
0,05
100,00
86,42
0,01
2,36
0,04
0,09
2,14
0,29
1,13
7,50
0,02
100,00
63,37
0,10
6,44
0,32
3,73
7,87
2,36
1,67
14,10
0,04
100,00
63,50
0,07
7,02
0,36
4,74
6,46
2,81
1,16
13,45
0,42
100,00
90,53
0,00
5,72
0,01
0,04
0,23
0,12
0,30
2,97
0,08
100,00
75,57
0,04
6,44
0,20
2,64
3,68
1,61
0,78
8,77
0,27
100,00
59,74
0,21
6,83
0,41
4,88
7,14
2,47
1,45
16,79
0,08
100,00
93,49
0,00
1,43
0,02
0,03
0,62
0,10
0,46
3,83
0,01
100,00
74,03
0,12
4,55
0,25
2,83
4,38
1,47
1,03
11,30
0,05
100,00
75,83
0,39
5,00
0,02
2,61
3,99
1,70
0,81
9,28
0,37
100,00
57,60
0,47
7,87
0,39
5,50
7,95
3,19
1,36
15,15
0,52
100,00
91,62
0,00
3,30
0,04
0,05
0,48
0,15
0,48
3,81
0,08
100,00
72,63
0,26
5,85
0,23
3,09
4,65
1,85
0,97
10,13
0,33
100,00
50,35
0,35
8,61
0,45
5,97
9,68
3,21
1,83
19,43
0,11
100,00
89,64
0,01
1,94
0,04
0,07
1,44
0,19
0,81
5,85
0,02
100,00
66,89
0,21
5,80
0,28
3,49
6,21
1,94
1,40
13,71
0,07
100,00
58,95
0,67
10,63
0,11
3,65
6,73
3,00
1,89
13,85
0,52
100,00
37,72
0,86
14,84
0,50
7,84
11,46
4,92
2,59
18,47
0,81
100,00
82,07
0,02
6,66
0,07
0,13
1,64
0,46
1,83
6,88
0,24
100,00
53,66
0,56
11,90
0,34
5,06
7,93
3,32
2,32
14,30
0,61
100,00
32,86
0,56
16,01
0,54
7,10
13,08
4,77
3,28
21,62
0,17
100,00
75,64
0,03
6,62
0,09
0,21
3,66
0,67
2,80
10,23
0,06
100,00
48,38
0,37
12,60
0,38
4,60
9,67
3,28
3,11
17,48
0,13
100,00
DOLSAR
(percent)
TR83
Tokat
Samsun
Çorum
Amasya
1980
1990
2000
Male
Female
TOTAL
Male
Female
TOTAL
Male
Female
TOTAL
Male
Female
TOTAL
Agriculture
0,47
0,92
0,64
0,43
0,83
0,57
0,36
0,74
0,50
0,26
0,55
0,36
Mining
0,01
0,00
0,01
0,01
0,00
0,01
0,01
0,00
0,01
0,00
0,00
0,00
Manufacturing
0,05
0,01
0,04
0,04
0,01
0,03
0,04
0,01
0,03
0,04
0,01
0,03
Energy
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Construction
0,03
0,00
0,02
0,03
0,00
0,02
0,03
0,00
0,02
0,02
0,00
0,02
0,04
0,00
0,03
0,04
0,00
0,03
0,05
0,00
0,03
0,05
0,01
0,03
Transport
0,02
0,00
0,01
0,02
0,00
0,01
0,02
0,00
0,01
0,02
0,00
0,01
0,00
0,01
0,01
0,00
0,01
0,01
0,00
0,01
0,01
0,01
0,01
Community services
0,15
0,03
0,11
0,16
0,04
0,11
0,14
0,04
0,11
0,17
0,05
0,13
Undefined
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
TOTAL
0,79
0,97
0,86
0,74
0,89
0,79
0,66
0,80
0,71
0,58
0,62
0,59
Agriculture
0,81
1,72
1,14
0,75
1,68
1,09
0,61
1,45
0,92
0,43
1,02
0,64
Mining
0,02
0,00
0,01
0,02
0,00
0,01
0,01
0,00
0,01
0,01
0,00
0,00
Manufacturing
0,09
0,01
0,06
0,07
0,01
0,05
0,09
0,02
0,06
0,09
0,02
0,06
Energy
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Construction
0,07
0,00
0,04
0,05
0,00
0,04
0,07
0,00
0,04
0,07
0,00
0,04
0,06
0,00
0,04
0,07
0,00
0,05
0,08
0,00
0,05
0,08
0,01
0,05
Transport
0,03
0,00
0,02
0,03
0,00
0,02
0,03
0,00
0,02
0,03
0,00
0,02
0,01
0,00
0,01
0,01
0,00
0,01
0,01
0,00
0,01
0,02
0,01
0,01
Community services
0,13
0,03
0,09
0,14
0,03
0,10
0,14
0,04
0,10
0,15
0,05
0,11
Undefined
0,01
0,00
0,01
0,00
0,00
0,00
0,01
0,00
0,00
0,00
0,00
0,00
0,01
TOTAL
1,23
1,76
1,43
1,16
1,73
1,36
1,05
1,52
1,22
0,86
1,11
0,95
Agriculture
1,34
2,81
1,88
1,21
2,71
1,76
1,06
2,53
1,59
0,80
2,00
1,23
Mining
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Manufacturing
0,20
0,13
0,17
0,18
0,11
0,15
0,17
0,10
0,15
0,17
0,05
0,13
Energy
0,00
0,00
0,00
0,00
0,00
0,00
0,01
0,00
0,01
0,01
0,00
0,01
Construction
0,13
0,00
0,08
0,11
0,00
0,07
0,11
0,00
0,07
0,11
0,00
0,07
0,16
0,01
0,11
0,17
0,02
0,12
0,19
0,02
0,13
0,21
0,05
0,15
Transport
0,07
0,01
0,05
0,07
0,01
0,05
0,07
0,01
0,05
0,07
0,01
0,05
0,02
0,01
0,02
0,03
0,02
0,02
0,03
0,02
0,03
0,04
0,03
0,03
Community services
0,26
0,10
0,20
0,30
0,11
0,23
0,30
0,13
0,24
0,33
0,17
0,27
Undefined
0,02
0,01
0,01
0,01
0,00
0,01
0,01
0,00
0,01
0,00
0,00
0,00
TOTAL
2,20
3,09
2,53
2,09
2,98
2,41
1,96
2,81
2,26
1,73
2,31
1,94
Agriculture
0,97
1,75
1,26
0,87
1,77
1,20
0,78
1,61
1,08
0,71
1,44
0,97
Mining
0,01
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Manufacturing
0,09
0,05
0,08
0,09
0,04
0,07
0,09
0,10
0,09
0,08
0,02
0,06
Energy
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
Construction
0,05
0,00
0,03
0,05
0,00
0,03
0,06
0,00
0,04
0,06
0,00
0,04
0,06
0,00
0,04
0,08
0,00
0,05
0,08
0,00
0,05
0,09
0,01
0,06
Transport
0,03
0,00
0,02
0,03
0,00
0,02
0,03
0,00
0,02
0,03
0,00
0,02
0,01
0,00
0,01
0,01
0,00
0,01
0,01
0,01
0,01
0,02
0,01
0,01
Community services
0,13
0,04
0,10
0,16
0,05
0,12
0,17
0,05
0,13
0,20
0,06
0,15
Undefined
0,02
0,01
0,01
0,01
0,01
0,01
0,01
0,00
0,00
0,00
0,00
0,00
TOTAL
1,36
1,86
1,55
1,31
1,88
1,52
1,24
1,78
1,43
1,19
1,54
1,32
Agriculture
3,58
7,20
4,91
3,26
6,99
4,62
2,82
6,33
4,08
2,20
5,00
3,21
Mining
0,04
0,00
0,03
0,04
0,00
0,02
0,02
0,00
0,01
0,02
0,00
0,01
Manufacturing
0,44
0,20
0,35
0,38
0,17
0,30
0,39
0,23
0,33
0,38
0,11
0,28
Energy
0,01
0,00
0,00
0,00
0,00
0,00
0,02
0,00
0,01
0,02
0,00
0,01
Construction
0,28
0,00
0,18
0,25
0,00
0,16
0,27
0,00
0,17
0,26
0,00
0,17
0,33
0,02
0,21
0,37
0,03
0,24
0,39
0,03
0,26
0,42
0,08
0,30
Transport
0,15
0,01
0,10
0,16
0,01
0,10
0,16
0,01
0,10
0,14
0,01
0,09
0,06
0,03
0,04
0,06
0,03
0,05
0,07
0,03
0,05
0,08
0,04
0,07
Community services
0,67
0,19
0,49
0,76
0,23
0,56
0,74
0,26
0,57
0,85
0,33
0,66
Undefined
0,05
0,02
0,04
0,03
0,01
0,02
0,03
0,01
0,02
0,00
0,00
0,00
TOTAL
5,59
7,68
6,36
5,30
7,47
6,09
4,90
6,91
5,62
4,36
5,58
4,80
44,03
87,31
59,95
43,13
86,54
58,95
37,72
82,07
53,66
32,86
75,64
48,38
Agriculture
1,12
0,02
0,71
1,04
0,02
0,67
0,86
0,02
0,56
0,56
0,03
0,37
14,28
4,45
10,67
14,18
4,43
10,63
14,84
6,66
11,90
16,01
6,62
12,60
Energy
0,27
0,03
0,18
0,17
0,01
0,11
Construction
6,49
0,07
4,13
5,69
0,09
3,65
7,84
0,13
5,06
7,10
0,21
4,60
8,83
0,74
5,85
9,96
1,09
6,73
11,46
1,64
7,93
13,08
3,66
9,67
Transport
4,32
0,38
2,87
4,47
0,42
3,00
4,92
0,46
3,32
4,77
0,67
3,28
1,86
1,12
1,59
2,22
1,32
1,89
2,59
1,83
2,32
3,28
2,80
3,11
Community services
17,65
5,26
13,09
18,42
5,89
13,85
18,47
6,88
14,30
21,62
10,23
17,48
Mining
Manufacturing
Turkey
1985
Undefined
TOTAL
Source:
0,50
0,07
0,34
0,54
0,09
0,38
1,15
0,62
0,95
0,72
0,18
0,52
0,81
0,24
0,61
0,17
0,06
0,13
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
DOLSAR
Annex Table 5.18 The Change of Sectoral Employment Shares of Provinces and TR83 Region in
Turkey, 1980-2000
5-19
Annex Table 5.19 GDP and Employment Relationship, 1990-2000
(at 1987 fixed prices)
Share by sectional in GDP
Value
GDP
Agriculture
Mining
Amasya
Manufacturing
Çorum
2000
1990-2000
1990
Employment
1990
1995
2000
1990
2000
2000
1990
128 588
96 387
142 991
116 020
94 846
1,07
-1,99
75
111
82
9,07
8,96
9,25
2000
4 175
2 965
2 664
1 181
681
-4,39
-5,36
71
64
58
2,69
1,62
9,03
7,09
21 081
21 536
23 167
6 913
7 793
0,95
1,21
102
110
113
1,13
0,82
2,49
2,38
7,54
3 163
476
471
3,86
-0,11
86
146
99
1,07
0,83
5,93
4,80
22 871
4 864
4 172
2,49
-1,52
143
128
86
3,31
3,82
4,11
3,49
37 858
41 903
59 574
7 033
8 709
4,64
2,16
111
157
124
2,24
2,24
3,79
3,47
Transport
51 569
66 334
87 321
2 930
2 715
5,41
-0,76
129
169
93
5,09
5,58
3,78
3,18
3 554
3 064
3 010
1 646
2 113
-1,65
2,53
86
85
128
1,42
1,02
3,04
2,61
TOTAL GDP
326 300
327 267
419 322
141 063
121 500
2,54
-1,48
100
129
86
3,90
3,53
7,09
5,67
Agriculture
180 186
163 453
188 710
214 112
167 114
0,46
-2,45
91
105
78
12,71
11,82
17,06
13,29
5 225
4 075
3 906
1 794
1 023
-2,87
-5,46
78
75
57
3,37
2,38
13,71
10,65
43 808
71 600
85 239
14 100
16 603
6,88
1,65
163
195
118
2,34
3,01
5,07
5,07
6 592
3 301
4 673
383
534
-3,38
3,38
50
71
139
3,26
1,22
4,77
5,44
29 844
42 354
42 114
10 121
10 826
3,50
0,68
142
141
107
5,51
7,03
8,55
9,05
Construction
208 470
221 970
304 233
11 658
14 061
3,85
1,89
106
146
121
12,36
11,43
6,29
5,60
Transport
75 292
97 787
130 104
5 035
4 548
5,62
-1,01
130
173
90
7,44
8,31
6,49
5,33
11 414
10 313
10 320
2 256
3 412
-1,00
4,22
90
90
151
4,57
3,49
4,16
4,22
TOTAL GDP
633 346
702 980
871 556
259 459
218 121
3,24
-1,72
111
138
84
7,58
7,34
13,04
10,18
Agriculture
478 280
371 304
390 435
371 984
320 099
-2,01
-1,49
78
82
86
33,74
24,46
29,65
25,45
308
3 222
381
375
504
2,15
3,00
1 046
124
134
0,20
0,23
2,87
5,25
135 602
138 861
182 217
34 366
32 530
3,00
-0,55
102
134
95
7,24
6,44
12,35
9,93
Energy
94 104
85 247
132 599
1 546
1 594
3,49
0,31
91
141
103
46,51
34,74
19,25
16,24
Construction
85 017
91 394
90 687
16 797
18 864
0,65
1,17
108
107
112
15,71
15,14
14,18
15,77
339 099
386 052
529 438
30 108
39 744
4,56
2,82
114
156
132
20,10
19,90
16,24
15,82
Transport
115 531
142 537
169 280
10 943
11 900
3,89
0,84
123
147
109
11,41
10,81
14,11
13,95
Manufacturing
Samsun
1995
GDP
1 855
Mining
25 246
22 884
21 408
6 251
8 441
-1,64
3,05
91
85
135
10,11
7,24
11,54
10,45
1 426 481
1 414 780
1 726 504
472 370
433 676
1,93
-0,85
99
121
92
17,07
14,53
23,74
20,25
144 987
159 448
226 514
252 615
253 286
4,56
0,03
110
156
100
10,23
14,19
20,13
20,14
2 532
745
4 215
127
409
5,23
12,41
29
166
322
1,63
2,57
0,97
4,26
158 912
206 563
225 254
21 539
15 555
3,55
-3,20
130
142
72
8,48
7,97
7,74
4,75
Energy
20 440
16 148
21 452
677
839
0,48
2,17
79
105
124
10,10
5,62
8,43
8,55
Construction
23 547
33 443
25 615
8 837
9 670
0,85
0,90
142
109
109
4,35
4,28
7,46
8,08
51 929
57 966
64 489
12 300
14 990
2,19
2,00
112
124
122
3,08
2,42
6,63
5,97
Transport
62 139
83 078
105 751
5 366
5 030
5,46
-0,64
134
170
94
6,14
6,76
6,92
5,90
7 126
6 023
5 965
2 591
3 531
-1,76
3,14
85
84
136
2,85
2,02
4,78
4,37
TOTAL GDP
564 579
674 748
809 183
304 052
303 310
3,67
-0,02
120
143
100
6,76
6,81
15,28
14,16
Agriculture
932 041
790 592
948 650
954 731
835 345
0,18
-1,33
85
102
87
65,74
59,43
76,09
66,42
12 240
11 007
11 166
3 477
2 617
-0,91
-2,80
90
91
75
7,90
6,80
26,58
27,25
Manufacturing
359 403
438 560
515 877
76 918
72 481
3,68
-0,59
122
144
94
19,19
18,24
27,65
22,12
Energy
123 302
106 551
161 887
3 082
3 438
2,76
1,10
86
131
112
60,95
42,41
38,37
35,03
Construction
156 298
192 823
181 287
40 619
43 532
1,49
0,70
123
116
107
28,88
30,26
34,30
36,39
637 356
707 891
957 734
61 099
77 504
4,16
2,41
111
150
127
37,78
35,99
32,95
30,84
Transport
304 531
389 736
492 456
24 274
24 193
4,92
-0,03
128
162
100
30,08
31,46
31,30
28,35
47 340
42 284
40 703
12 744
17 497
-1,50
3,22
89
86
137
18,97
13,76
23,52
21,65
2 950 706
3 119 775
3 826 565
1 176 944
1 076 607
2,63
-0,89
106
130
91
35,30
32,21
59,15
50,27
14 176 793
14 640 222
15 961 788
12 547 796
12 576 827
1,19
0,02
103
113
100
1000,00
1000,00
1000,00
1000,00
1 549 911
1 528 974
1 642 901
130 823
96 035
0,58
-3,04
99
106
73
1000,00
1000,00
1000,00
1000,00
18 729 069
23 321 117
28 277 751
2 781 717
3 276 173
4,21
1,65
125
151
118
1000,00
1000,00
1000,00
1000,00
Energy
2 023 154
2 915 778
3 817 244
80 324
98 152
6,55
2,02
144
189
122
1000,00
1000,00
1000,00
1000,00
Construction
5 411 439
5 857 476
5 991 254
1 184 242
1 196 246
1,02
0,10
108
111
101
1000,00
1000,00
1000,00
1000,00
16 868 280
20 586 656
26 607 547
1 854 306
2 512 777
4,66
3,09
122
158
136
1000,00
1000,00
1000,00
1000,00
Transport
10 123 335
12 510 986
15 655 071
775 427
853 255
4,46
0,96
124
155
110
1000,00
1000,00
1000,00
1000,00
2 496 156
2 424 170
2 958 024
541 742
808 126
1,71
4,08
97
119
149
1000,00
1000,00
1000,00
1000,00
83 578 464
97 887 800
118 789 113
19 896 377
21 417 591
3,58
0,74
117
142
108
1000,00
1000,00
1000,00
1000,00
TOTAL GDP
Agriculture
Mining
Manufacturing
Tokat
1990-2000
(Per mille)
Employment
25 632
Energy
Mining
TR83
1990-2000
Index (1990=100)
GDP
2 166
Manufacturing
TOTAL GDP
Agriculture
Mining
Manufacturing
Turkey
Employment
17 890
Mining
GDP
Construction
Energy
5-20
Growth Rate ( percent)
Employment
TOTAL GDP
DOLSAR
DOLSAR
1987
110 566
104 245
3 483
2 839
32 077
8 046
21 672
2 359
16 448
38 463
28 214
10 249
42 531
4 046
18 373
4 825
1 167
266 162
29 299
534
295 994
4 964
300 958
1987
168 899
158 748
10 024
127
55 241
9 658
39 262
6 321
31 613
190 147
183 716
6 431
61 401
11 694
35 963
6 952
8 597
553 313
29 008
1 405
583 726
3 260
586 986
ÇORUM
1 Agriculture
a Agriculture and livestock production
b Forestry
c Fishing
2 Industry
a Mining and quarrying
b Manufacturing
c Electricity, gas, water
3 Construction
4 Trade
a Wholesale and retail trade
b Hotel restaurant services
5 Transportation and communication
6 Financial institutions
7 Ownership of dwelling
8 Business and personal services
9 Imputed bank service charges
10 SECTORAL TOTAL
11 Government services
12 Private non-profit institutions
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1988
241 302
226 050
15 013
239
92 950
12 189
69 753
11 008
59 040
326 156
315 205
10 951
106 605
20 416
45 097
11 898
16 576
886 888
47 986
2 179
937 053
4 434
941 487
1988
183 207
173 451
5 390
4 366
66 479
14 286
46 988
5 205
34 599
66 283
48 657
17 626
72 595
8 268
23 729
8 908
4 259
459 809
49 362
880
510 051
7 132
517 183
1989
597 112
573 406
23 468
238
160 401
18 745
125 272
16 384
88 508
551 695
532 737
18 958
194 615
32 424
51 138
28 612
10 696
1 693 809
116 569
3 535
1 813 913
10 489
1 824 402
1989
391 839
380 786
7 797
3 256
131 386
21 147
100 923
9 316
55 007
114 988
82 615
32 373
129 553
16 518
43 932
22 892
4 194
901 921
120 878
1 517
1 024 316
10 538
1 034 854
1990
1 001 870
962 539
38 666
665
262 119
31 061
201 723
29 335
147 950
970 319
938 202
32 117
348 560
48 445
78 046
54 134
36 998
2 874 445
235 803
4 144
3 114 392
16 502
3 130 894
1990
697 809
679 872
11 954
5 983
172 115
23 879
137 368
10 868
87 467
201 224
146 092
55 132
242 839
29 051
73 363
43 718
16 739
1 530 847
243 726
1 889
1 776 462
17 083
1 793 546
1991
1 169 595
1 118 166
50 562
867
445 561
53 697
322 996
68 868
238 934
1 505 436
1 453 318
52 118
536 316
78 937
155 708
83 215
82 903
4 130 799
436 115
4 879
4 571 793
29 731
4 601 524
1991
851 334
831 159
16 249
3 926
277 447
34 148
221 644
21 655
149 144
320 405
227 141
93 264
392 458
43 239
130 871
69 217
41 032
2 193 083
452 933
2 358
2 648 374
32 297
2 680 672
1992
1 812 760
1 690 919
119 910
1 931
929 631
81 081
733 150
115 400
552 226
2 546 107
2 456 717
89 390
916 942
157 347
259 975
145 594
113 026
7 207 556
796 608
10 340
8 014 504
66 275
8 080 779
1992
1 375 617
1 336 789
35 186
3 642
363 142
56 715
255 994
50 433
275 188
552 102
385 249
166 853
675 924
104 707
229 560
113 162
65 560
3 623 842
829 578
3 900
4 457 321
54 871
4 512 192
1993
4 615 734
4 404 181
208 064
3 490
1 931 269
141 629
1 592 352
197 288
1 061 485
4 645 667
4 483 993
161 674
1 641 451
211 943
451 162
267 533
174 594
14 651 650
1 448 045
11 741
16 111 436
123 220
16 234 656
1993
2 682 042
2 609 270
66 071
6 701
913 313
71 810
751 139
90 364
510 515
1 005 151
703 156
301 995
1 166 222
173 743
315 196
217 027
125 463
6 857 746
1 483 424
4 885
8 346 055
140 393
8 486 448
1994
8 368 762
8 106 846
256 856
5 060
3 550 781
248 855
2 975 646
326 280
1 831 876
9 671 970
9 338 836
333 134
3 440 479
318 654
792 851
521 768
435 779
28 061 362
2 391 445
7 597
30 460 404
215 916
30 676 320
1994
5 251 512
5 174 236
69 352
7 924
1 608 737
134 008
1 292 587
182 142
971 051
2 074 570
1 464 467
610 103
2 457 414
217 853
521 795
426 751
512 759
13 016 924
2 517 905
2 860
15 537 689
228 711
15 766 400
1995
17 176 872
16 769 061
395 225
12 586
6 768 172
453 311
6 097 728
217 133
2 884 746
20 280 687
19 584 459
696 228
7 223 230
858 124
1 446 437
1 043 885
690 058
56 992 095
4 163 015
15 164
61 170 274
516 974
61 687 248
1995
10 674 477
10 509 185
141 363
23 929
3 064 712
244 107
2 699 537
121 068
1 705 417
4 345 664
3 071 131
1 274 533
5 037 632
633 321
837 695
844 929
721 543
26 422 304
4 249 775
4 107
30 676 186
556 584
31 232 770
1996
34 343 378
33 649 623
660 594
33 161
10 923 297
639 910
9 776 381
507 006
6 563 041
35 265 779
34 002 700
1 263 079
13 790 137
2 471 150
2 626 602
1 928 258
2 568 793
105 342 849
8 207 925
31 430
113 582 204
827 906
114 410 110
1996
18 930 337
18 633 320
248 866
48 151
5 213 330
348 870
4 503 964
360 496
3 765 162
7 706 765
5 332 123
2 374 642
9 618 508
1 371 586
1 560 158
1 544 039
1 192 110
48 517 775
8 430 106
7 803
56 955 685
920 373
57 876 058
1997
51 382 675
50 455 926
839 039
87 710
21 442 113
1 870 244
18 558 426
1 013 443
13 142 789
64 963 841
62 496 310
2 467 531
29 100 029
5 268 945
4 589 499
3 575 683
2 167 272
191 298 302
16 882 935
63 749
208 244 986
1 581 782
209 826 768
1997
41 612 104
41 199 774
307 980
104 350
10 403 825
949 049
8 793 421
661 355
7 324 002
14 650 824
9 800 341
4 850 483
20 186 471
2 798 846
2 905 784
2 946 151
1 494 651
101 333 356
17 445 735
16 697
118 795 788
1 819 300
120 615 088
1998
111 585 125
109 336 210
2 058 752
190 163
36 735 904
3 845 814
31 183 139
1 706 951
20 254 937
111 098 917
106 762 864
4 336 054
51 082 138
11 208 842
10 141 370
6 518 537
7 950 171
350 675 600
29 754 317
111 433
380 541 350
2 440 772
382 982 122
1998
92 677 645
91 530 404
835 958
311 283
18 413 342
1 661 645
15 550 765
1 200 932
14 557 008
25 387 042
16 741 987
8 645 054
35 909 250
5 480 273
7 108 266
5 318 800
3 750 449
201 101 177
30 188 310
24 322
231 313 808
2 954 123
234 267 931
1999
141 755 601
138 712 316
2 688 009
355 276
52 096 220
3 909 012
45 584 453
2 602 755
27 921 824
153 907 568
148 119 668
5 787 900
77 019 023
13 873 448
15 041 407
8 798 097
10 655 757
479 757 431
60 932 577
300 087
540 990 095
3 553 403
544 543 498
1999
113 020 652
111 690 402
952 981
377 268
29 625 665
5 949 526
21 473 082
2 203 057
16 850 532
35 129 116
23 227 342
11 901 774
55 569 634
6 567 291
9 890 649
7 002 219
4 866 890
268 788 868
60 323 548
65 498
329 177 914
3 974 854
333 152 768
2000
209 286 472
205 444 373
3 447 568
394 531
80 358 200
4 449 542
71 924 931
3 983 727
36 786 039
256 483 416
246 475 632
10 007 784
131 138 356
15 018 430
29 200 931
13 999 029
9 918 422
762 352 451
84 010 864
472 836
846 836 151
7 713 560
854 549 711
2001
236 770 712
231 480 401
4 869 374
420 937
125 750 012
11 196 568
106 748 899
7 804 546
58 386 222
373 226 635
357 847 332
15 379 304
206 088 457
19 293 122
40 968 205
19 893 780
24 640 818
1 055 736 328
125 512 535
1 059 751
1 182 308 614
8 367 733
1 190 676 347
(current prices million TL)
2000
2001
136 928 835
138 151 893
135 000 994
135 700 500
1 361 847
1 656 697
565 994
794 696
33 882 960
49 157 897
3 748 316
5 829 616
27 199 027
37 604 290
2 935 617
5 723 992
20 010 726
29 693 461
59 358 481
89 241 315
38 651 004
56 115 724
20 707 477
33 125 590
96 823 080
153 870 178
7 182 212
9 502 972
18 423 484
30 395 362
9 781 598
13 203 945
4 576 586
11 710 555
377 814 790
501 506 469
84 195 887
125 013 294
83 840
163 398
462 094 516
626 683 161
7 908 901
8 808 917
470 003 417
635 492 078
AMASYA
1 Agriculture
b Forestry
c Fishing
2 Industry
b Manufacturing
3 Construction
4 Trade
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
Annex Table 5.20 The Development of GDP in Terms of Sectors in Years - Provinces, TR83 Region and Turkey, 1987-2001 (1/3)
5-21
5-22
1987
360 027
338 134
14 220
7 672
197 496
363
132 382
64 751
95 194
295 583
285 424
10 159
100 335
24 264
47 434
21 258
18 785
1 122 806
72 010
831
1 195 647
19 960
1 215 607
1987
137 388
128 781
8 179
428
121 666
5 046
110 200
6 420
27 408
50 886
43 439
7 447
53 088
7 745
41 657
8 100
2 802
445 136
32 348
713
478 198
4 916
483 114
SAMSUN
1 Agriculture
b Forestry
c Fishing
2 Industry
b Manufacturing
3 Construction
4 Trade
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
TOKAT
1 Agriculture
b Forestry
c Fishing
2 Industry
b Manufacturing
3 Construction
4 Trade
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1988
231 558
217 541
13 317
700
310 327
10 384
282 212
17 731
53 251
85 153
72 633
12 520
88 366
14 825
56 261
14 510
7 098
847 153
53 589
1 294
902 037
8 446
910 483
1988
565 297
522 687
23 066
19 544
462 263
807
224 690
236 766
173 623
512 325
494 799
17 526
183 072
44 580
52 242
37 594
30 432
2 000 564
120 807
1 772
2 123 143
33 792
2 156 935
1989
481 478
461 997
18 659
823
676 644
15 859
613 341
47 444
76 514
142 279
119 897
22 382
159 324
26 933
70 010
38 394
5 654
1 665 922
133 722
2 455
1 802 099
14 817
1 816 917
1989
1 133 322
1 073 436
32 394
27 493
554 373
1 128
367 843
185 402
278 332
824 757
795 614
29 143
314 273
74 124
80 835
93 203
25 841
3 327 378
283 514
3 952
3 614 844
54 975
3 669 819
1990
730 716
699 431
29 517
1 768
920 781
11 768
831 647
77 366
120 402
243 960
206 622
37 338
290 856
41 989
117 205
68 335
21 215
2 513 029
275 454
3 367
2 791 850
36 300
2 828 150
1990
1 807 676
1 695 951
51 130
60 596
930 995
1 706
573 140
356 149
406 733
1 385 061
1 337 808
47 253
538 195
127 796
115 701
166 671
98 970
5 379 858
582 870
6 371
5 969 099
78 051
6 047 150
1991
1 194 272
1 152 234
39 685
2 353
2 620 513
12 634
2 486 641
121 238
171 353
375 476
313 730
61 746
470 317
58 195
234 665
106 828
45 193
5 186 426
507 634
4 583
5 698 644
96 664
5 795 307
1991
2 464 916
2 303 652
66 330
94 935
1 435 805
29 781
899 725
506 299
677 839
2 079 321
1 998 140
81 181
875 376
190 625
203 533
255 303
148 477
8 034 241
1 076 955
10 258
9 121 454
178 017
9 299 471
1992
1 730 762
1 636 366
89 477
4 919
4 167 904
7 414
3 925 860
234 630
295 916
627 629
520 611
107 018
809 302
137 273
367 910
174 136
71 400
8 239 432
936 099
8 642
9 184 173
201 350
9 385 523
1992
4 506 856
4 239 081
153 817
113 958
2 521 282
21 525
1 505 675
994 082
1 194 341
3 538 754
3 386 089
152 665
1 468 855
389 205
385 015
448 601
267 530
14 185 379
2 103 916
24 428
16 313 723
433 454
16 747 177
1993
4 216 191
4 049 030
161 228
5 934
6 118 207
27 270
5 546 730
544 207
531 706
1 140 113
950 218
189 895
1 427 339
214 639
682 818
297 697
139 387
14 489 322
1 683 520
9 729
16 182 571
310 436
16 493 007
1993
7 173 481
6 523 233
279 517
370 731
4 976 379
13 837
2 613 971
2 348 571
2 070 449
6 423 949
6 141 170
282 779
2 425 933
591 349
731 923
745 319
566 843
24 571 938
4 298 150
32 964
28 903 052
627 038
29 530 090
1994
6 818 930
6 625 718
182 300
10 912
12 825 567
33 927
11 879 015
912 625
1 131 794
2 368 179
1 979 023
389 156
3 102 351
289 235
1 149 107
587 993
439 670
27 833 486
2 921 808
5 127
30 760 421
612 756
31 373 177
1994
13 789 908
12 928 861
314 401
546 646
8 226 123
209 771
5 493 032
2 523 320
3 818 049
13 182 950
12 594 770
588 180
4 959 092
811 523
1 469 148
1 485 360
1 709 378
46 032 775
6 624 273
14 428
52 671 476
821 918
53 493 394
1995
14 758 546
14 401 834
328 013
28 699
18 410 363
61 801
17 421 591
926 971
2 404 202
4 957 867
4 150 207
807 660
6 233 876
814 906
1 980 998
1 218 808
654 654
50 124 912
5 065 026
7 795
55 197 733
1 120 066
56 317 799
1995
27 872 365
26 385 218
570 868
916 279
17 776 728
382 117
10 369 750
7 024 861
6 569 902
27 790 336
26 569 008
1 221 328
10 538 902
2 268 838
2 969 390
3 040 718
2 573 386
96 253 793
13 415 741
23 663
109 693 197
1 458 771
111 151 968
1996
26 307 189
25 134 243
1 115 449
57 497
33 393 791
122 166
30 840 390
2 431 235
6 191 263
8 704 847
7 205 624
1 499 223
11 921 372
1 845 689
3 442 941
2 233 296
1 750 911
92 289 477
10 082 071
14 810
102 386 358
1 961 872
104 348 230
1996
58 028 141
54 724 833
1 469 994
1 833 314
41 299 003
627 823
18 547 951
22 123 229
11 322 755
49 010 427
46 833 589
2 176 838
19 701 252
5 094 027
4 981 237
5 935 526
3 965 198
191 407 170
26 885 555
45 466
218 338 191
3 243 361
221 581 552
1997
48 395 171
46 981 629
1 275 004
138 538
78 350 301
123 817
75 370 248
2 856 236
7 300 515
16 261 799
13 243 798
3 018 001
25 040 252
3 709 099
5 329 713
4 302 016
1 780 650
186 908 216
20 936 642
28 134
207 872 992
3 729 643
211 602 635
1997
107 408 705
103 172 193
1 795 462
2 441 050
69 982 882
1 136 268
35 257 465
33 589 149
20 117 547
88 717 286
84 236 113
4 481 173
42 110 827
10 471 255
7 918 422
11 501 977
5 426 816
352 802 085
56 209 856
95 219
409 107 160
6 063 205
415 170 365
1998
129 134 606
126 146 431
2 736 943
251 232
135 226 819
327 897
130 225 020
4 673 901
13 726 491
27 996 016
22 624 468
5 371 548
43 592 618
7 330 586
10 278 257
8 430 010
5 617 860
370 097 543
42 397 379
49 178
412 544 100
6 832 237
419 376 337
1998
207 010 569
198 066 924
4 197 168
4 746 476
126 742 027
1 704 170
65 021 819
60 016 038
43 710 072
152 345 749
144 451 959
7 893 790
74 147 889
21 125 094
17 700 036
20 957 022
13 169 545
650 568 913
95 590 045
153 301
746 312 258
9 814 857
756 127 115
1999
163 572 819
159 834 736
3 422 956
315 128
187 062 101
2 808 423
175 148 518
9 105 160
16 458 431
38 779 837
31 388 524
7 391 313
67 851 026
8 714 603
17 702 236
11 322 238
7 232 094
504 231 198
75 168 518
143 472
579 543 188
10 713 683
590 256 871
1999
303 879 899
292 257 703
5 963 291
5 658 905
175 060 368
2 525 381
101 158 449
71 376 537
63 791 599
213 083 075
202 605 285
10 477 791
108 542 955
25 147 948
29 323 818
29 578 067
16 976 919
931 430 808
183 759 121
425 163
1 115 615 091
14 536 993
1 130 152 084
2000
221 312 499
216 585 868
4 180 921
545 711
309 069 928
1 084 579
286 919 074
21 066 275
24 646 305
65 013 080
52 231 459
12 781 622
116 997 207
9 504 224
32 979 204
17 820 600
6 781 898
790 561 149
103 572 219
244 989
894 378 357
22 478 235
916 856 593
2001
256 069 866
250 717 660
4 709 354
642 852
549 037 176
1 490 803
529 538 844
18 007 529
39 288 633
95 868 308
75 832 600
20 035 707
186 608 444
11 245 462
50 094 374
27 626 780
15 518 383
1 200 320 660
158 204 299
583 570
1 359 108 530
26 681 905
1 385 790 434
2000
2001
405 017 576
499 675 356
388 802 763
479 997 361
7 792 096
9 178 694
8 422 717
10 499 301
286 549 733
373 340 184
607 559
781 158
152 681 687
258 854 444
133 260 487
113 704 582
100 567 767
122 572 202
355 729 762
531 568 148
337 011 579
499 133 139
18 718 182
32 435 009
191 979 567
316 279 747
27 396 899
37 164 713
47 934 605
83 022 827
45 985 836
64 694 783
15 902 884
41 719 570
1 445 258 861
1 986 598 390
279 072 588
415 800 874
766 517
1 586 100
1 725 097 966
2 403 985 364
31 070 761
45 486 969
1 756 168 727
2 449 472 332
Annex Table 5.21 The Development of GDP in Terms of Sectors in Years, - Provinces, TR83 Region and Turkey, 1987-2001 (2/3)
DOLSAR
DOLSAR
227 324 008
1989
37 703 929
34 752 098
2 050 272
901 559
61 594 770
4 624 833
52 561 489
4 408 449
15 904 261
42 652 757
36 519 369
6 133 388
26 316 740
6 498 931
8 390 269
7 544 381
2 561 646
204 044 393
15 535 058
890 559
220 470 010
6 853 999
1989
2 603 751
2 489 625
82 318
31 810
1 522 804
56 879
1 207 379
258 546
498 361
1 633 719
1 530 863
102 856
797 765
149 999
245 915
183 101
46 385
7 589 030
654 683
11 459
8 255 172
90 819
8 345 992
DİE (1997), İller İtibariyle Gayri Safi Yurtiçi Hasıla 1987-1994.
DİE (1999-1), İllere Göre Gayri Safi Yurtiçi Hasıla, Turkey 1995-1996.
DİE (1999-2), İllere Göre Gayri Safi Yurtiçi Hasıla, Turkey 1997.
129 224 505
74 721 925
Source:
1988
22 302 811
20 278 365
1 369 738
654 708
34 850 425
2 356 870
29 664 280
2 829 275
9 998 302
25 699 037
22 065 845
3 633 192
15 244 876
4 282 232
5 854 559
3 197 550
3 348 660
118 081 132
6 363 074
534 744
124 978 950
4 245 555
1987
13 314 271
12 235 735
801 765
276 772
19 275 707
1 475 304
16 318 616
1 481 787
5 451 651
14 849 866
12 898 218
1 951 648
8 660 344
2 287 971
4 383 768
1 735 700
1 996 834
67 962 446
3 789 049
318 789
72 070 284
2 651 641
TURKEY
1 Agriculture
b Forestry
c Fishing
2 Industry
b Manufacturing
3 Construction
4 Trade
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1988
1 221 364
1 139 729
56 786
24 849
932 019
37 666
623 643
270 710
320 513
989 917
931 294
58 623
450 638
88 089
177 329
72 910
58 365
4 194 414
271 744
6 125
4 472 284
53 804
4 526 088
1987
776 880
729 908
35 906
11 066
406 480
23 113
303 516
79 851
170 663
575 079
540 793
34 286
257 355
47 749
143 427
41 135
31 351
2 387 417
162 665
3 483
2 553 565
33 100
2 586 665
393 060 171
1990
68 692 041
63 640 620
2 902 517
2 148 903
100 321 329
6 269 186
86 307 440
7 744 703
24 746 455
74 912 014
64 800 655
10 111 359
46 490 154
12 659 531
13 218 396
14 415 380
9 838 059
345 617 242
32 525 313
1 520 775
379 663 330
13 396 841
1990
4 238 071
4 037 793
131 267
69 012
2 286 010
68 414
1 743 878
473 718
762 552
2 800 564
2 628 724
171 840
1 420 450
247 281
384 315
332 858
173 922
12 298 179
1 337 853
15 771
13 651 803
147 936
13 799 740
1 093 368 045
1992
163 826 637
149 508 180
9 889 634
4 428 824
280 121 835
14 946 376
236 572 985
28 602 474
74 509 414
202 368 876
172 038 478
30 330 399
133 337 719
43 492 158
41 215 524
39 576 561
41 188 230
937 260 495
111 841 009
3 553 395
1 052 654 899
40 713 146
1992
9 425 995
8 903 155
398 390
124 450
7 981 959
166 735
6 420 679
1 394 545
2 317 671
7 264 592
6 748 666
515 926
3 871 023
788 532
1 242 460
881 493
517 516
33 256 209
4 666 201
47 310
37 969 721
755 950
38 725 671
1 981 867 096
1993
305 524 945
278 148 473
14 682 799
12 693 673
485 672 092
21 814 003
412 408 388
51 449 700
145 833 513
368 384 624
313 705 424
54 679 200
236 860 034
84 453 025
68 178 138
71 449 170
75 654 148
1 690 701 393
203 921 577
6 015 017
1 900 637 987
81 229 109
1993
18 687 448
17 585 714
714 880
386 856
13 939 168
254 546
10 504 192
3 180 430
4 174 155
13 214 880
12 278 537
936 343
6 660 945
1 191 674
2 181 099
1 527 576
1 006 287
60 570 656
8 913 139
59 319
69 543 114
1 201 087
70 744 201
3 868 429 189
1994
598 168 762
553 282 538
19 330 131
25 556 093
1 019 767 435
54 098 566
853 488 131
112 180 738
263 719 761
760 918 743
639 355 310
121 563 433
514 110 043
115 011 443
127 917 956
142 794 609
163 471 154
3 378 937 597
344 529 619
9 069 935
3 732 537 152
135 892 038
1994
34 229 112
32 835 661
822 909
570 542
26 211 208
626 561
21 640 280
3 944 367
7 752 770
27 297 669
25 377 096
1 920 573
13 959 336
1 637 265
3 932 901
3 021 872
3 097 586
114 944 547
14 455 431
30 012
129 429 990
1 879 301
131 309 291
1996
137 609 045
132 142 019
3 494 903
1 972 123
90 829 421
1 738 769
63 668 686
25 421 966
27 842 221
100 687 818
93 374 036
7 313 782
55 031 269
10 782 452
12 610 938
11 641 119
9 477 012
437 557 271
53 605 657
99 509
491 262 438
6 953 512
498 215 950
1997
248 798 655
241 809 522
4 217 485
2 771 648
180 179 121
4 079 378
137 979 560
38 120 183
47 884 853
184 593 750
169 776 562
14 817 188
116 437 579
22 248 145
20 743 418
22 325 827
10 869 389
832 341 959
111 475 168
203 799
944 020 926
13 193 930
957 214 856
1998
9 113 454 067
8 643 023 142
228 417 249
242 013 676
11 970 299 146
563 270 470
10 128 255 527
1 278 773 149
3 124 593 358
10 404 500 948
8 550 603 026
1 853 897 922
7 102 826 212
3 280 525 784
1 761 710 755
1 956 339 288
3 049 158 000
45 665 091 558
4 915 736 084
98 742 447
50 679 570 089
1 545 375 040
1998
540 407 945
525 079 969
9 828 821
5 499 154
317 118 092
7 539 526
241 980 743
67 597 822
92 248 508
316 827 724
290 581 278
26 246 446
204 731 895
45 144 795
45 227 929
41 224 369
30 488 025
1 572 443 233
197 930 051
338 234
1 770 711 516
22 041 989
1 792 753 505
178 412 438 499
2001
21 521 042 652
20 263 268 283
508 944 091
748 830 278
45 881 462 415
2 135 426 990
36 730 882 019
7 015 153 406
9 240 878 254
37 403 001 063
29 711 007 712
7 691 993 351
28 159 160 113
6 639 386 951
8 491 897 373
6 592 343 649
11 534 430 656
152 394 741 814
18 525 724 097
918 062 645
171 838 528 556
6 573 909 943
2000
2001
972 545 382
1 130 667 827
945 833 998
1 097 895 921
16 782 432
20 414 119
9 928 953
12 357 787
709 860 821
1 097 285 270
9 889 996
19 298 144
538 724 719
932 746 477
161 246 106
145 240 649
182 010 837
249 940 518
736 584 739
1 089 904 406
674 369 674
988 928 796
62 215 065
100 975 610
536 938 210
862 846 827
59 101 765
77 206 269
128 538 224
204 480 768
87 587 063
125 419 289
37 179 790
93 589 326
3 375 987 251
4 744 161 847
550 851 558
824 531 003
1 568 182
3 392 818
3 928 406 990
5 572 085 668
69 171 457
89 345 524
3 997 578 448
5 661 431 192
1999
2000
11 851 054 755 17 540 631 272
11 196 397 876 16 564 936 108
286 698 925
423 482 383
367 957 954
552 212 781
17 973 865 854 29 027 781 732
883 737 329 1 422 903 303
14 839 451 056 23 888 135 655
2 250 677 469 3 716 742 774
4 362 038 706 6 483 105 965
14 750 944 530 24 906 512 880
12 226 556 214 20 522 601 959
2 524 388 316 4 383 910 921
10 868 375 949 17 645 564 229
4 228 348 748 4 698 024 379
3 465 419 959 5 772 955 047
2 830 825 727 4 430 360 312
4 284 141 000 4 097 693 493
66 046 733 228 106 407 242 322
8 781 478 065 12 633 650 459
272 486 469
477 140 623
75 100 697 762 119 518 033 404
2 314 574 546 5 065 424 871
1999
722 228 971
702 495 157
13 027 237
6 706 577
443 844 354
15 192 342
343 364 502
85 287 509
125 022 386
440 899 596
405 340 819
35 558 778
308 982 638
54 303 290
71 958 110
56 700 621
39 731 660
2 184 208 305
380 183 764
934 220
2 565 326 288
32 778 933
2 598 105 221
7 762 456 071 14 772 110 189 28 835 883 135 52 224 945 129 77 415 272 308 124 583 458 276
1995
1996
1997
1 218 178 131 2 489 773 564 4 170 001 098
1 132 238 370 2 334 310 326 3 926 815 103
41 907 005
82 853 417
112 091 711
44 032 756
72 609 821
131 094 284
2 042 394 829 3 716 528 359 7 293 185 637
98 545 270
183 079 658
336 889 483
1 751 680 845 3 123 034 216 6 218 626 677
192 168 714
410 414 485
737 669 477
426 214 941
857 761 769 1 743 240 438
1 587 690 791 3 022 314 509 5 985 402 274
1 348 952 869 2 538 823 823 4 951 025 739
238 737 922
483 490 686 1 034 376 535
981 069 933 1 941 574 197 4 018 612 581
322 589 864
732 340 065 1 474 426 187
249 169 478
442 934 780
850 331 600
287 000 226
554 079 623 1 067 451 336
270 343 561
709 234 737 1 371 710 000
6 843 964 630 13 048 072 129 25 230 941 151
619 784 725 1 238 527 311 2 579 909 797
14 576 714
26 922 359
53 020 894
7 478 326 069 14 313 521 799 27 863 871 842
284 130 002
458 588 390
972 011 293
1995
70 482 260
68 065 298
1 435 469
981 493
46 019 975
1 141 336
36 588 606
8 290 033
13 564 267
57 374 554
53 374 805
3 999 749
29 033 640
4 575 189
7 234 520
6 148 340
4 639 641
229 793 104
26 893 557
50 729
256 737 390
3 652 395
260 389 785
DİE (2001), İllere Göre Gayri Safi Yurtiçi Hasıla 1998-1999.
DİE (2002), İllere Göre Gayri Safi Yurtiçi Hasıla 2000.
DİE (2004), İllere Göre Gayri Safi Yurtiçi Hasıla 2001 (unpublished).
630 116 961
1991
96 074 497
89 351 733
3 742 011
2 980 754
163 309 727
9 761 812
139 708 856
13 839 059
44 139 294
117 432 501
100 766 187
16 666 314
74 561 205
26 059 835
23 227 600
23 005 955
23 281 982
544 528 633
61 050 573
2 331 752
607 910 958
22 206 002
1991
5 680 117
5 405 211
172 826
102 081
4 779 326
130 260
3 931 006
718 060
1 237 270
4 280 638
3 992 329
288 309
2 274 467
370 996
724 777
514 563
317 605
19 544 549
2 473 637
22 078
22 040 265
336 709
22 376 974
TR83
1 Agriculture
b Forestry
c Fishing
2 Industry
b Manufacturing
3 Construction
4 Trade
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
Annex Table 5.22 The Development of GDP in Terms of Sectors in Years, - Provinces, TR83 Region and Turkey, 1987-2001 (3/3)
5-23
Annex Table 5.23 The Shares of Sectors in GDP in Terms of Years - Provinces, TR83 Region and
Turkey, (1/2)
(current prices, percent)
5-24
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
AMASYA
Agriculture
Agriculture and livestock production
Forestry
Fishing
Industry
Mining and quarrying
Manufacturing
Electricity, gas, water
Construction
Trade
Wholesale and retail trade
Hotel restaurant services
Transportation and communication
Ownership of dwelling
Business and personal services
Imputed bank service charges
SECTORAL TOTAL
Government services
Private non-profit institutions
SUB TOTAL (10+11+12)
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
36,7
35,4
37,9
38,9
31,8
30,5
31,6
33,3
34,2
32,7
34,5
39,6
33,9
29,1
34,6
33,5
36,8
37,9
31,0
29,6
30,7
32,8
33,6
32,2
34,2
39,1
33,5
28,7
1,2
1,0
0,8
0,7
0,6
0,8
0,8
0,4
0,5
0,4
0,3
0,4
0,3
0,3
0,9
0,8
0,3
0,3
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,1
10,7
12,9
12,7
9,6
10,3
8,0
10,8
10,2
9,8
9,0
8,6
7,9
8,9
7,2
2,7
2,8
2,0
1,3
1,3
1,3
0,8
0,8
0,8
0,6
0,8
0,7
1,8
0,8
7,2
9,1
9,8
7,7
8,3
5,7
8,9
8,2
8,6
7,8
7,3
6,6
6,4
5,8
0,8
1,0
0,9
0,6
0,8
1,1
1,1
1,2
0,4
0,6
0,5
0,5
0,7
0,6
5,5
6,7
5,3
4,9
5,6
6,1
6,0
6,2
5,5
6,5
6,1
6,2
5,1
4,3
12,8
12,8
11,1
11,2
12,0
12,2
11,8
13,2
13,9
13,3
12,1
10,8
10,5
12,6
9,4
9,4
8,0
8,1
8,5
8,5
8,3
9,3
9,8
9,2
8,1
7,1
7,0
8,2
3,4
3,4
3,1
3,1
3,5
3,7
3,6
3,9
4,1
4,1
4,0
3,7
3,6
4,4
14,1
14,0
12,5
13,5
14,6
15,0
13,7
15,6
16,1
16,6
16,7
15,3
16,7
20,6
1,3
1,6
1,6
1,6
1,6
2,3
2,0
1,4
2,0
2,4
2,3
2,3
2,0
1,5
6,1
4,6
4,2
4,1
4,9
5,1
3,7
3,3
2,7
2,7
2,4
3,0
3,0
3,9
1,6
1,7
2,2
2,4
2,6
2,5
2,6
2,7
2,7
2,7
2,4
2,3
2,1
2,1
0,4
0,8
0,4
0,9
1,5
1,5
1,5
3,3
2,3
2,1
1,2
1,6
1,5
1,0
88,4
88,9
87,2
85,4
81,8
80,3
80,8
82,6
84,6
83,8
84,0
85,8
80,7
80,4
9,7
9,5
11,7
13,6
16,9
18,4
17,5
16,0
13,6
14,6
14,5
12,9
18,1
17,9
0,2
0,2
0,1
0,1
0,1
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
98,4
98,6
99,0
99,0
98,8
98,8
98,3
98,5
98,2
98,4
98,5
98,7
98,8
98,3
1,6
1,4
1,0
1,0
1,2
1,2
1,7
1,5
1,8
1,6
1,5
1,3
1,2
1,7
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
21,7
21,4
0,3
0,1
7,7
0,9
5,9
0,9
4,7
14,0
8,8
5,2
24,2
1,5
4,8
2,1
1,8
78,9
19,7
0,0
98,6
1,4
100,0
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
ÇORUM
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
28,8
25,6
32,7
32,0
25,4
22,4
28,4
27,3
27,8
30,0
24,5
29,1
26,0
24,5
27,0
24,0
31,4
30,7
24,3
20,9
27,1
26,4
27,2
29,4
24,0
28,5
25,5
24,0
1,7
1,6
1,3
1,2
1,1
1,5
1,3
0,8
0,6
0,6
0,4
0,5
0,5
0,4
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,1
0,0
9,4
9,9
8,8
8,4
9,7
11,5
11,9
11,6
11,0
9,5
10,2
9,6
9,6
9,4
1,6
1,3
1,0
1,0
1,2
1,0
0,9
0,8
0,7
0,6
0,9
1,0
0,7
0,5
6,7
7,4
6,9
6,4
7,0
9,1
9,8
9,7
9,9
8,5
8,8
8,1
8,4
8,4
1,1
1,2
0,9
0,9
1,5
1,4
1,2
1,1
0,4
0,4
0,5
0,4
0,5
0,5
5,4
6,3
4,9
4,7
5,2
6,8
6,5
6,0
4,7
5,7
6,3
5,3
5,1
4,3
32,4
34,6
30,2
31,0
32,7
31,5
28,6
31,5
32,9
30,8
31,0
29,0
28,3
30,0
31,3
33,5
29,2
30,0
31,6
30,4
27,6
30,4
31,7
29,7
29,8
27,9
27,2
28,8
1,1
1,2
1,0
1,0
1,1
1,1
1,0
1,1
1,1
1,1
1,2
1,1
1,1
1,2
10,5
11,3
10,7
11,1
11,7
11,3
10,1
11,2
11,7
12,1
13,9
13,3
14,1
15,3
2,0
2,2
1,8
1,5
1,7
1,9
1,3
1,0
1,4
2,2
2,5
2,9
2,5
1,8
6,1
4,8
2,8
2,5
3,4
3,2
2,8
2,6
2,3
2,3
2,2
2,6
2,8
3,4
1,2
1,3
1,6
1,7
1,8
1,8
1,6
1,7
1,7
1,7
1,7
1,7
1,6
1,6
1,5
1,8
0,6
1,2
1,8
1,4
1,1
1,4
1,1
2,2
1,0
2,1
2,0
1,2
94,3
94,2
92,8
91,8
89,8
89,2
90,2
91,5
92,4
92,1
91,2
91,6
88,1
89,2
4,9
5,1
6,4
7,5
9,5
9,9
8,9
7,8
6,7
7,2
8,0
7,8
11,2
9,8
0,2
0,2
0,2
0,1
0,1
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,1
0,1
99,4
99,5
99,4
99,5
99,4
99,2
99,2
99,3
99,2
99,3
99,2
99,4
99,3
99,1
0,6
0,5
0,6
0,5
0,6
0,8
0,8
0,7
0,8
0,7
0,8
0,6
0,7
0,9
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
19,9
19,4
0,4
0,0
10,6
0,9
9,0
0,7
4,9
31,3
30,1
1,3
17,3
1,6
3,4
1,7
2,1
88,7
10,5
0,1
99,3
0,7
100,0
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
SAMSUN
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
29,6
26,2
30,9
29,9
26,5
26,9
24,3
25,8
25,1
26,2
25,9
27,4
26,9
27,8
24,2
29,3
28,0
24,8
25,3
22,1
24,2
23,7
24,7
24,9
26,2
25,9
1,2
1,1
0,9
0,8
0,7
0,9
0,9
0,6
0,5
0,7
0,4
0,6
0,5
0,6
0,9
0,7
1,0
1,0
0,7
1,3
1,0
0,8
0,8
0,6
0,6
0,5
16,2
21,4
15,1
15,4
15,4
15,1
16,9
15,4
16,0
18,6
16,9
16,8
15,5
0,0
0,0
0,0
0,0
0,3
0,1
0,0
0,4
0,3
0,3
0,3
0,2
0,2
10,9
10,4
10,0
9,5
9,7
9,0
8,9
10,3
9,3
8,4
8,5
8,6
9,0
5,3
11,0
5,1
5,9
5,4
5,9
8,0
4,7
6,3
10,0
8,1
7,9
6,3
7,8
8,0
7,6
6,7
7,3
7,1
7,0
7,1
5,9
5,1
4,8
5,8
5,6
24,3
23,8
22,5
22,9
22,4
21,1
21,8
24,6
25,0
22,1
21,4
20,1
18,9
23,5
22,9
21,7
22,1
21,5
20,2
20,8
23,5
23,9
21,1
20,3
19,1
17,9
0,8
0,8
0,8
0,8
0,9
0,9
1,0
1,1
1,1
1,0
1,1
1,0
0,9
8,3
8,5
8,6
8,9
9,4
8,8
8,2
9,3
9,5
8,9
10,1
9,8
9,6
2,0
2,1
2,0
2,1
2,0
2,3
2,0
1,5
2,0
2,3
2,5
2,8
2,2
3,9
2,4
2,2
1,9
2,2
2,3
2,5
2,7
2,7
2,2
1,9
2,3
2,6
1,7
1,7
2,5
2,8
2,7
2,7
2,5
2,8
2,7
2,7
2,8
2,8
2,6
1,5
1,4
0,7
1,6
1,6
1,6
1,9
3,2
2,3
1,8
1,3
1,7
1,5
92,4
92,8
90,7
89,0
86,4
84,7
83,2
86,1
86,6
86,4
85,0
86,0
82,4
5,9
5,6
7,7
9,6
11,6
12,6
14,6
12,4
12,1
12,1
13,5
12,6
16,3
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,0
98,4
98,4
98,5
98,7
98,1
97,4
97,9
98,5
98,7
98,5
98,5
98,7
98,7
1,6
1,6
1,5
1,3
1,9
2,6
2,1
1,5
1,3
1,5
1,5
1,3
1,3
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
20,4
19,6
0,4
0,4
15,2
0,0
10,6
4,6
5,0
21,7
20,4
1,3
12,9
1,5
3,4
2,6
1,7
81,1
17,0
0,1
98,1
1,9
100,0
Source:
2000
23,1
22,1
0,4
0,5
16,3
0,0
8,7
7,6
5,7
20,3
19,2
1,1
10,9
1,6
2,7
2,6
0,9
82,3
15,9
0,0
98,2
1,8
100,0
DOLSAR
(current prices, percent)
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
TOKAT
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
28,4
25,4
26,5
25,8
20,6
18,4
25,6
21,7
26,2
25,2
22,9
30,8
27,7
24,1
26,7
23,9
25,4
24,7
19,9
17,4
24,5
21,1
25,6
24,1
22,2
30,1
27,1
23,6
1,7
1,5
1,0
1,0
0,7
1,0
1,0
0,6
0,6
1,1
0,6
0,7
0,6
0,5
0,1
0,1
0,0
0,1
0,0
0,1
0,0
0,0
0,1
0,1
0,1
0,1
0,1
0,1
25,2
34,1
37,2
32,6
45,2
44,4
37,1
40,9
32,7
32,0
37,0
32,2
31,7
33,7
1,0
1,1
0,9
0,4
0,2
0,1
0,2
0,1
0,1
0,1
0,1
0,1
0,5
0,1
22,8
31,0
33,8
29,4
42,9
41,8
33,6
37,9
30,9
29,6
35,6
31,1
29,7
31,3
1,3
1,9
2,6
2,7
2,1
2,5
3,3
2,9
1,6
2,3
1,3
1,1
1,5
2,3
5,7
5,8
4,2
4,3
3,0
3,2
3,2
3,6
4,3
5,9
3,5
3,3
2,8
2,7
10,5
9,4
7,8
8,6
6,5
6,7
6,9
7,5
8,8
8,3
7,7
6,7
6,6
7,1
9,0
8,0
6,6
7,3
5,4
5,5
5,8
6,3
7,4
6,9
6,3
5,4
5,3
5,7
1,5
1,4
1,2
1,3
1,1
1,1
1,2
1,2
1,4
1,4
1,4
1,3
1,3
1,4
11,0
9,7
8,8
10,3
8,1
8,6
8,7
9,9
11,1
11,4
11,8
10,4
11,5
12,8
1,6
1,6
1,5
1,5
1,0
1,5
1,3
0,9
1,4
1,8
1,8
1,7
1,5
1,0
8,6
6,2
3,9
4,1
4,0
3,9
4,1
3,7
3,5
3,3
2,5
2,5
3,0
3,6
1,7
1,6
2,1
2,4
1,8
1,9
1,8
1,9
2,2
2,1
2,0
2,0
1,9
1,9
0,6
0,8
0,3
0,8
0,8
0,8
0,8
1,4
1,2
1,7
0,8
1,3
1,2
0,7
92,1
93,0
91,7
88,9
89,5
87,8
87,9
88,7
89,0
88,4
88,3
88,2
85,4
86,2
6,7
5,9
7,4
9,7
8,8
10,0
10,2
9,3
9,0
9,7
9,9
10,1
12,7
11,3
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
99,0
99,1
99,2
98,7
98,3
97,9
98,1
98,0
98,0
98,1
98,2
98,4
98,2
97,5
1,0
0,9
0,8
1,3
1,7
2,1
1,9
2,0
2,0
1,9
1,8
1,6
1,8
2,5
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
18,5
18,1
0,3
0,0
39,6
0,1
38,2
1,3
2,8
6,9
5,5
1,4
13,5
0,8
3,6
2,0
1,1
86,6
11,4
0,0
98,1
1,9
100,0
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
TR83
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
30,0
27,0
31,2
30,7
25,4
24,3
26,4
26,1
27,1
27,6
26,0
30,1
27,8
24,3
28,2
25,2
29,8
29,3
24,2
23,0
24,9
25,0
26,1
26,5
25,3
29,3
27,0
23,7
1,4
1,3
1,0
1,0
0,8
1,0
1,0
0,6
0,6
0,7
0,4
0,5
0,5
0,4
0,4
0,5
0,4
0,5
0,5
0,3
0,5
0,4
0,4
0,4
0,3
0,3
0,3
0,2
15,7
20,6
18,2
16,6
21,4
20,6
19,7
20,0
17,7
18,2
18,8
17,7
17,1
17,8
0,9
0,8
0,7
0,5
0,6
0,4
0,4
0,5
0,4
0,3
0,4
0,4
0,6
0,2
11,7
13,8
14,5
12,6
17,6
16,6
14,8
16,5
14,1
12,8
14,4
13,5
13,2
13,5
3,1
6,0
3,1
3,4
3,2
3,6
4,5
3,0
3,2
5,1
4,0
3,8
3,3
4,0
6,6
7,1
6,0
5,5
5,5
6,0
5,9
5,9
5,2
5,6
5,0
5,1
4,8
4,6
22,2
21,9
19,6
20,3
19,1
18,8
18,7
20,8
22,0
20,2
19,3
17,7
17,0
18,4
20,9
20,6
18,3
19,0
17,8
17,4
17,4
19,3
20,5
18,7
17,7
16,2
15,6
16,9
1,3
1,3
1,2
1,2
1,3
1,3
1,3
1,5
1,5
1,5
1,5
1,5
1,4
1,6
9,9
10,0
9,6
10,3
10,2
10,0
9,4
10,6
11,2
11,0
12,2
11,4
11,9
13,4
1,8
1,9
1,8
1,8
1,7
2,0
1,7
1,2
1,8
2,2
2,3
2,5
2,1
1,5
5,5
3,9
2,9
2,8
3,2
3,2
3,1
3,0
2,8
2,5
2,2
2,5
2,8
3,2
1,6
1,6
2,2
2,4
2,3
2,3
2,2
2,3
2,4
2,3
2,3
2,3
2,2
2,2
1,2
1,3
0,6
1,3
1,4
1,3
1,4
2,4
1,8
1,9
1,1
1,7
1,5
0,9
92,3
92,7
90,9
89,1
87,3
85,9
85,6
87,5
88,2
87,8
87,0
87,7
84,1
84,5
6,3
6,0
7,8
9,7
11,1
12,0
12,6
11,0
10,3
10,8
11,6
11,0
14,6
13,8
0,1
0,1
0,1
0,1
0,1
0,1
0,1
0,0
0,0
0,0
0,0
0,0
0,0
0,0
98,7
98,8
98,9
98,9
98,5
98,0
98,3
98,6
98,6
98,6
98,6
98,8
98,7
98,3
1,3
1,2
1,1
1,1
1,5
2,0
1,7
1,4
1,4
1,4
1,4
1,2
1,3
1,7
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
20,0
19,4
0,4
0,2
19,4
0,3
16,5
2,6
4,4
19,3
17,5
1,8
15,2
1,4
3,6
2,2
1,7
83,8
14,6
0,1
98,4
1,6
100,0
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
TURKEY
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Import duties
GDP
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
17,8
17,3
16,6
17,5
15,2
15,0
15,4
15,5
15,7
16,9
14,5
17,5
15,3
14,1
16,4
15,7
15,3
16,2
14,2
13,7
14,0
14,3
14,6
15,8
13,6
16,5
14,5
13,3
1,1
1,1
0,9
0,7
0,6
0,9
0,7
0,5
0,5
0,6
0,4
0,4
0,4
0,3
0,4
0,5
0,4
0,5
0,5
0,4
0,6
0,7
0,6
0,5
0,5
0,5
0,5
0,4
25,8
27,0
27,1
25,5
25,9
25,6
24,5
26,4
26,3
25,2
25,3
22,9
23,2
23,3
2,0
1,8
2,0
1,6
1,5
1,4
1,1
1,4
1,3
1,2
1,2
1,1
1,1
1,1
21,8
23,0
23,1
22,0
22,2
21,6
20,8
22,1
22,6
21,1
21,6
19,4
19,2
19,2
2,0
2,2
1,9
2,0
2,2
2,6
2,6
2,9
2,5
2,8
2,6
2,4
2,9
3,0
7,3
7,7
7,0
6,3
7,0
6,8
7,4
6,8
5,5
5,8
6,0
6,0
5,6
5,2
19,9
19,9
18,8
19,1
18,6
18,5
18,6
19,7
20,5
20,5
20,8
19,9
19,1
20,0
17,3
17,1
16,1
16,5
16,0
15,7
15,8
16,5
17,4
17,2
17,2
16,4
15,8
16,5
2,6
2,8
2,7
2,6
2,6
2,8
2,8
3,1
3,1
3,3
3,6
3,5
3,3
3,5
11,6
11,8
11,6
11,8
11,8
12,2
12,0
13,3
12,6
13,1
13,9
13,6
14,0
14,2
3,1
3,3
2,9
3,2
4,1
4,0
4,3
3,0
4,2
5,0
5,1
6,3
5,5
3,8
5,9
4,5
3,7
3,4
3,7
3,8
3,4
3,3
3,2
3,0
2,9
3,4
4,5
4,6
2,3
2,5
3,3
3,7
3,7
3,6
3,6
3,7
3,7
3,8
3,7
3,7
3,7
3,6
2,7
2,6
1,1
2,5
3,7
3,8
3,8
4,2
3,5
4,8
4,8
5,8
5,5
3,3
91,0
91,4
89,8
87,9
86,4
85,7
85,3
87,3
88,2
88,3
87,5
87,4
85,3
85,4
5,1
4,9
6,8
8,3
9,7
10,2
10,3
8,9
8,0
8,4
8,9
9,4
11,3
10,1
0,4
0,4
0,4
0,4
0,4
0,3
0,3
0,2
0,2
0,2
0,2
0,2
0,4
0,4
96,5
96,7
97,0
96,6
96,5
96,3
95,9
96,5
96,3
96,9
96,6
97,0
97,0
95,9
3,5
3,3
3,0
3,4
3,5
3,7
4,1
3,5
3,7
3,1
3,4
3,0
3,0
4,1
100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0
2001
12,1
11,4
0,3
0,4
25,7
1,2
20,6
3,9
5,2
21,0
16,7
4,3
15,8
3,7
4,8
3,7
6,5
85,4
10,4
0,5
96,3
3,7
100,0
Source:
DOLSAR
Annex Table 5.24 The Shares of Sectors in GDP in Terms of Years - Provinces, TR83 Region and
Turkey, (2/2)
5-25
Annex Table 5.25 The Shares of Sectors in the GDP of Turkey in Years - Provinces, TR83 Region
and Turkey (1/2)
1987
1,5
1 Agriculture
a
Agriculture and livestock production 1,4
b
Forestry
0,0
c
Fishing
0,0
2 Industry
0,4
a
0,1
b
Manufacturing
0,3
c
0,0
0,2
3 Construction
4 Trade
0,5
0,4
a
b
0,1
5 Transportation and communication 0,6
0,1
0,2
0,1
0,0
3,6
10 SECTORAL TOTAL
0,4
0,0
4,0
13 SUB TOTAL (10+11+12)
14 Import duties
0,1
GDP
4,0
1988
1,4
1,3
0,0
0,0
0,5
0,1
0,4
0,0
0,3
0,5
0,4
0,1
0,6
0,1
0,2
0,1
0,0
3,6
0,4
0,0
3,9
0,1
4,0
1989
1,7
1,7
0,0
0,0
0,6
0,1
0,4
0,0
0,2
0,5
0,4
0,1
0,6
0,1
0,2
0,1
0,0
4,0
0,5
0,0
4,5
0,0
4,6
1990
1,8
1,7
0,0
0,0
0,4
0,1
0,3
0,0
0,2
0,5
0,4
0,1
0,6
0,1
0,2
0,1
0,0
3,9
0,6
0,0
4,5
0,0
4,6
1991
1,4
1,3
0,0
0,0
0,4
0,1
0,4
0,0
0,2
0,5
0,4
0,1
0,6
0,1
0,2
0,1
0,1
3,5
0,7
0,0
4,2
0,1
4,3
1992
1,3
1,2
0,0
0,0
0,3
0,1
0,2
0,0
0,3
0,5
0,4
0,2
0,6
0,1
0,2
0,1
0,1
3,3
0,8
0,0
4,1
0,1
4,1
1993
1,4
1,3
0,0
0,0
0,5
0,0
0,4
0,0
0,3
0,5
0,4
0,2
0,6
0,1
0,2
0,1
0,1
3,5
0,7
0,0
4,2
0,1
4,3
1994
1,4
1,3
0,0
0,0
0,4
0,0
0,3
0,0
0,3
0,5
0,4
0,2
0,6
0,1
0,1
0,1
0,1
3,4
0,7
0,0
4,0
0,1
4,1
1995
1,4
1,4
0,0
0,0
0,4
0,0
0,3
0,0
0,2
0,6
0,4
0,2
0,6
0,1
0,1
0,1
0,1
3,4
0,5
0,0
4,0
0,1
4,0
1996
1,3
1,3
0,0
0,0
0,4
0,0
0,3
0,0
0,3
0,5
0,4
0,2
0,7
0,1
0,1
0,1
0,1
3,3
0,6
0,0
3,9
0,1
3,9
1997
1,4
1,4
0,0
0,0
0,4
0,0
0,3
0,0
0,3
0,5
0,3
0,2
0,7
0,1
0,1
0,1
0,1
3,5
0,6
0,0
4,1
0,1
4,2
1998
1,8
1,8
0,0
0,0
0,4
0,0
0,3
0,0
0,3
0,5
0,3
0,2
0,7
0,1
0,1
0,1
0,1
3,9
0,6
0,0
4,4
0,1
4,5
(current prices, per mille)
1999 2000 2001
1,5
1,1
0,8
1,4
1,1
0,8
0,0
0,0
0,0
0,0
0,0
0,0
0,4
0,3
0,3
0,1
0,0
0,0
0,3
0,2
0,2
0,0
0,0
0,0
0,2
0,2
0,2
0,5
0,5
0,5
0,3
0,3
0,3
0,2
0,2
0,2
0,7
0,8
0,9
0,1
0,1
0,1
0,1
0,1
0,2
0,1
0,1
0,1
0,1
0,0
0,1
3,5
3,0
2,8
0,8
0,7
0,7
0,0
0,0
0,0
4,3
3,7
3,5
0,1
0,1
0,0
4,3
3,8
3,6
ÇORUM
1987
1 Agriculture
2,3
a
b
Forestry
0,1
c
Fishing
0,0
0,7
2 Industry
a
0,1
b
Manufacturing
0,5
c
0,1
0,4
3 Construction
4 Trade
2,5
a
2,5
b
0,1
0,2
0,5
0,1
0,1
7,4
10 SECTORAL TOTAL
0,4
0,0
7,8
13 SUB TOTAL (10+11+12)
14 Import duties
0,0
GDP
7,9
1988
1,9
1,7
0,1
0,0
0,7
0,1
0,5
0,1
0,5
2,5
2,4
0,1
0,8
0,2
0,3
0,1
0,1
6,9
0,4
0,0
7,3
0,0
7,3
1989
2,6
2,5
0,1
0,0
0,7
0,1
0,6
0,1
0,4
2,4
2,3
0,1
0,9
0,1
0,2
0,1
0,0
7,5
0,5
0,0
8,0
0,0
8,0
1990
2,5
2,4
0,1
0,0
0,7
0,1
0,5
0,1
0,4
2,5
2,4
0,1
0,9
0,1
0,2
0,1
0,1
7,3
0,6
0,0
7,9
0,0
8,0
1991
1,9
1,8
0,1
0,0
0,7
0,1
0,5
0,1
0,4
2,4
2,3
0,1
0,9
0,1
0,2
0,1
0,1
6,6
0,7
0,0
7,3
0,0
7,3
1992
1,7
1,5
0,1
0,0
0,9
0,1
0,7
0,1
0,5
2,3
2,2
0,1
0,8
0,1
0,2
0,1
0,1
6,6
0,7
0,0
7,3
0,1
7,4
1993
2,3
2,2
0,1
0,0
1,0
0,1
0,8
0,1
0,5
2,3
2,3
0,1
0,8
0,1
0,2
0,1
0,1
7,4
0,7
0,0
8,1
0,1
8,2
1994
2,2
2,1
0,1
0,0
0,9
0,1
0,8
0,1
0,5
2,5
2,4
0,1
0,9
0,1
0,2
0,1
0,1
7,3
0,6
0,0
7,9
0,1
7,9
1995
2,2
2,2
0,1
0,0
0,9
0,1
0,8
0,0
0,4
2,6
2,5
0,1
0,9
0,1
0,2
0,1
0,1
7,3
0,5
0,0
7,9
0,1
7,9
1996
2,3
2,3
0,0
0,0
0,7
0,0
0,7
0,0
0,4
2,4
2,3
0,1
0,9
0,2
0,2
0,1
0,2
7,1
0,6
0,0
7,7
0,1
7,7
1997
1,8
1,7
0,0
0,0
0,7
0,1
0,6
0,0
0,5
2,3
2,2
0,1
1,0
0,2
0,2
0,1
0,1
6,6
0,6
0,0
7,2
0,1
7,3
1998
2,1
2,1
0,0
0,0
0,7
0,1
0,6
0,0
0,4
2,1
2,0
0,1
1,0
0,2
0,2
0,1
0,2
6,7
0,6
0,0
7,3
0,0
7,3
1999
1,8
1,8
0,0
0,0
0,7
0,1
0,6
0,0
0,4
2,0
1,9
0,1
1,0
0,2
0,2
0,1
0,1
6,2
0,8
0,0
7,0
0,0
7,0
2000
1,7
1,6
0,0
0,0
0,6
0,0
0,6
0,0
0,3
2,1
2,0
0,1
1,1
0,1
0,2
0,1
0,1
6,1
0,7
0,0
6,8
0,1
6,9
2001
1,3
1,3
0,0
0,0
0,7
0,1
0,6
0,0
0,3
2,1
2,0
0,1
1,2
0,1
0,2
0,1
0,1
5,9
0,7
0,0
6,6
0,0
6,7
SAMSUN
1 Agriculture
a
b
Forestry
c
Fishing
2 Industry
a
b
Manufacturing
c
3 Construction
4 Trade
a
b
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1988
4,4
4,0
0,2
0,2
3,6
0,0
1,7
1,8
1,3
4,0
3,8
0,1
1,4
0,3
0,4
0,3
0,2
15,5
0,9
0,0
16,4
0,3
16,7
1989
5,0
4,7
0,1
0,1
2,4
0,0
1,6
0,8
1,2
3,6
3,5
0,1
1,4
0,3
0,4
0,4
0,1
14,6
1,2
0,0
15,9
0,2
16,1
1990
4,6
4,3
0,1
0,2
2,4
0,0
1,5
0,9
1,0
3,5
3,4
0,1
1,4
0,3
0,3
0,4
0,3
13,7
1,5
0,0
15,2
0,2
15,4
1991
3,9
3,7
0,1
0,2
2,3
0,0
1,4
0,8
1,1
3,3
3,2
0,1
1,4
0,3
0,3
0,4
0,2
12,8
1,7
0,0
14,5
0,3
14,8
1992
4,1
3,9
0,1
0,1
2,3
0,0
1,4
0,9
1,1
3,2
3,1
0,1
1,3
0,4
0,4
0,4
0,2
13,0
1,9
0,0
14,9
0,4
15,3
1993
3,6
3,3
0,1
0,2
2,5
0,0
1,3
1,2
1,0
3,2
3,1
0,1
1,2
0,3
0,4
0,4
0,3
12,4
2,2
0,0
14,6
0,3
14,9
1994
3,6
3,3
0,1
0,1
2,1
0,1
1,4
0,7
1,0
3,4
3,3
0,2
1,3
0,2
0,4
0,4
0,4
11,9
1,7
0,0
13,6
0,2
13,8
1995
3,6
3,4
0,1
0,1
2,3
0,0
1,3
0,9
0,8
3,6
3,4
0,2
1,4
0,3
0,4
0,4
0,3
12,4
1,7
0,0
14,1
0,2
14,3
1996
3,9
3,7
0,1
0,1
2,8
0,0
1,3
1,5
0,8
3,3
3,2
0,1
1,3
0,3
0,3
0,4
0,3
13,0
1,8
0,0
14,8
0,2
15,0
1997
3,7
3,6
0,1
0,1
2,4
0,0
1,2
1,2
0,7
3,1
2,9
0,2
1,5
0,4
0,3
0,4
0,2
12,2
1,9
0,0
14,2
0,2
14,4
1998
4,0
3,8
0,1
0,1
2,4
0,0
1,2
1,1
0,8
2,9
2,8
0,2
1,4
0,4
0,3
0,4
0,3
12,5
1,8
0,0
14,3
0,2
14,5
1999
3,9
3,8
0,1
0,1
2,3
0,0
1,3
0,9
0,8
2,8
2,6
0,1
1,4
0,3
0,4
0,4
0,2
12,0
2,4
0,0
14,4
0,2
14,6
2000
3,3
3,1
0,1
0,1
2,3
0,0
1,2
1,1
0,8
2,9
2,7
0,2
1,5
0,2
0,4
0,4
0,1
11,6
2,2
0,0
13,8
0,2
14,1
2001
2,8
2,7
0,1
0,1
2,1
0,0
1,5
0,6
0,7
3,0
2,8
0,2
1,8
0,2
0,5
0,4
0,2
11,1
2,3
0,0
13,5
0,3
13,7
AMASYA
5-26
1987
4,8
4,5
0,2
0,1
2,6
0,0
1,8
0,9
1,3
4,0
3,8
0,1
1,3
0,3
0,6
0,3
0,3
15,0
1,0
0,0
16,0
0,3
16,3
DOLSAR
1987
1 Agriculture
1,8
a
b
Forestry
0,1
c
Fishing
0,0
2 Industry
1,6
a
0,1
Manufacturing
1,5
b
c
0,1
0,4
3 Construction
4 Trade
0,7
a
0,6
b
0,1
0,1
0,6
0,1
0,0
10 SECTORAL TOTAL
6,0
0,4
0,0
13 SUB TOTAL (10+11+12)
6,4
0,1
14 Import duties
GDP
6,5
1988
1,8
1,7
0,1
0,0
2,4
0,1
2,2
0,1
0,4
0,7
0,6
0,1
0,7
0,1
0,4
0,1
0,1
6,6
0,4
0,0
7,0
0,1
7,0
1989
2,1
2,0
0,1
0,0
3,0
0,1
2,7
0,2
0,3
0,6
0,5
0,1
0,7
0,1
0,3
0,2
0,0
7,3
0,6
0,0
7,9
0,1
8,0
1990
1,9
1,8
0,1
0,0
2,3
0,0
2,1
0,2
0,3
0,6
0,5
0,1
0,7
0,1
0,3
0,2
0,1
6,4
0,7
0,0
7,1
0,1
7,2
1991
1,9
1,8
0,1
0,0
4,2
0,0
3,9
0,2
0,3
0,6
0,5
0,1
0,7
0,1
0,4
0,2
0,1
8,2
0,8
0,0
9,0
0,2
9,2
1992
1,6
1,5
0,1
0,0
3,8
0,0
3,6
0,2
0,3
0,6
0,5
0,1
0,7
0,1
0,3
0,2
0,1
7,5
0,9
0,0
8,4
0,2
8,6
1993
2,1
2,0
0,1
0,0
3,1
0,0
2,8
0,3
0,3
0,6
0,5
0,1
0,7
0,1
0,3
0,2
0,1
7,3
0,8
0,0
8,2
0,2
8,3
1994
1,8
1,7
0,0
0,0
3,3
0,0
3,1
0,2
0,3
0,6
0,5
0,1
0,8
0,1
0,3
0,2
0,1
7,2
0,8
0,0
8,0
0,2
8,1
1995
1,9
1,9
0,0
0,0
2,4
0,0
2,2
0,1
0,3
0,6
0,5
0,1
0,8
0,1
0,3
0,2
0,1
6,5
0,7
0,0
7,1
0,1
7,3
1996
1,8
1,7
0,1
0,0
2,3
0,0
2,1
0,2
0,4
0,6
0,5
0,1
0,8
0,1
0,2
0,2
0,1
6,2
0,7
0,0
6,9
0,1
7,1
1997
1,7
1,6
0,0
0,0
2,7
0,0
2,6
0,1
0,3
0,6
0,5
0,1
0,9
0,1
0,2
0,1
0,1
6,5
0,7
0,0
7,2
0,1
7,3
1998
2,5
2,4
0,1
0,0
2,6
0,0
2,5
0,1
0,3
0,5
0,4
0,1
0,8
0,1
0,2
0,2
0,1
7,1
0,8
0,0
7,9
0,1
8,0
(current prices, per mille)
1999 2000 2001
2,1
1,8
1,4
2,1
1,7
1,4
0,0
0,0
0,0
0,0
0,0
0,0
2,4
2,5
3,1
0,0
0,0
0,0
2,3
2,3
3,0
0,1
0,2
0,1
0,2
0,2
0,2
0,5
0,5
0,5
0,4
0,4
0,4
0,1
0,1
0,1
0,9
0,9
1,0
0,1
0,1
0,1
0,2
0,3
0,3
0,1
0,1
0,2
0,1
0,1
0,1
6,5
6,3
6,7
1,0
0,8
0,9
0,0
0,0
0,0
7,5
7,2
7,6
0,1
0,2
0,1
7,6
7,4
7,8
TR83
1 Agriculture
a
b
Forestry
c
Fishing
2 Industry
a
b
Manufacturing
c
3 Construction
4 Trade
a
b
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1987
10,4
9,8
0,5
0,1
5,4
0,3
4,1
1,1
2,3
7,7
7,2
0,5
3,4
0,6
1,9
0,6
0,4
32,0
2,2
0,0
34,2
0,4
34,6
1988
9,5
8,8
0,4
0,2
7,2
0,3
4,8
2,1
2,5
7,7
7,2
0,5
3,5
0,7
1,4
0,6
0,5
32,5
2,1
0,0
34,6
0,4
35,0
1989
11,5
11,0
0,4
0,1
6,7
0,3
5,3
1,1
2,2
7,2
6,7
0,5
3,5
0,7
1,1
0,8
0,2
33,4
2,9
0,1
36,3
0,4
36,7
1990
10,8
10,3
0,3
0,2
5,8
0,2
4,4
1,2
1,9
7,1
6,7
0,4
3,6
0,6
1,0
0,8
0,4
31,3
3,4
0,0
34,7
0,4
35,1
1991
9,0
8,6
0,3
0,2
7,6
0,2
6,2
1,1
2,0
6,8
6,3
0,5
3,6
0,6
1,2
0,8
0,5
31,0
3,9
0,0
35,0
0,5
35,5
1992
8,6
8,1
0,4
0,1
7,3
0,2
5,9
1,3
2,1
6,6
6,2
0,5
3,5
0,7
1,1
0,8
0,5
30,4
4,3
0,0
34,7
0,7
35,4
1993
9,4
8,9
0,4
0,2
7,0
0,1
5,3
1,6
2,1
6,7
6,2
0,5
3,4
0,6
1,1
0,8
0,5
30,6
4,5
0,0
35,1
0,6
35,7
1994
8,8
8,5
0,2
0,1
6,8
0,2
5,6
1,0
2,0
7,1
6,6
0,5
3,6
0,4
1,0
0,8
0,8
29,7
3,7
0,0
33,5
0,5
33,9
1995
9,1
8,8
0,2
0,1
5,9
0,1
4,7
1,1
1,7
7,4
6,9
0,5
3,7
0,6
0,9
0,8
0,6
29,6
3,5
0,0
33,1
0,5
33,5
1996
9,3
8,9
0,2
0,1
6,1
0,1
4,3
1,7
1,9
6,8
6,3
0,5
3,7
0,7
0,9
0,8
0,6
29,6
3,6
0,0
33,3
0,5
33,7
1997
8,6
8,4
0,1
0,1
6,2
0,1
4,8
1,3
1,7
6,4
5,9
0,5
4,0
0,8
0,7
0,8
0,4
28,9
3,9
0,0
32,7
0,5
33,2
1998
10,3
10,1
0,2
0,1
6,1
0,1
4,6
1,3
1,8
6,1
5,6
0,5
3,9
0,9
0,9
0,8
0,6
30,1
3,8
0,0
33,9
0,4
34,3
1999
9,3
9,1
0,2
0,1
5,7
0,2
4,4
1,1
1,6
5,7
5,2
0,5
4,0
0,7
0,9
0,7
0,5
28,2
4,9
0,0
33,1
0,4
33,6
2000
7,8
7,6
0,1
0,1
5,7
0,1
4,3
1,3
1,5
5,9
5,4
0,5
4,3
0,5
1,0
0,7
0,3
27,1
4,4
0,0
31,5
0,6
32,1
2001
6,3
6,2
0,1
0,1
6,2
0,1
5,2
0,8
1,4
6,1
5,5
0,6
4,8
0,4
1,1
0,7
0,5
26,6
4,6
0,0
31,2
0,5
31,7
1987
1988
172,6
156,9
10,6
5,1
269,7
18,2
229,6
21,9
77,4
198,9
170,8
28,1
118,0
33,1
45,3
24,7
25,9
913,8
49,2
4,1
967,1
32,9
1989
165,9
152,9
9,0
4,0
271,0
20,3
231,2
19,4
70,0
187,6
160,6
27,0
115,8
28,6
36,9
33,2
11,3
897,6
68,3
3,9
969,8
30,2
1990
174,8
161,9
7,4
5,5
255,2
15,9
219,6
19,7
63,0
190,6
164,9
25,7
118,3
32,2
33,6
36,7
25,0
879,3
82,7
3,9
965,9
34,1
1991
152,5
141,8
5,9
4,7
259,2
15,5
221,7
22,0
70,0
186,4
159,9
26,4
118,3
41,4
36,9
36,5
36,9
864,2
96,9
3,7
964,8
35,2
1992
149,8
136,7
9,0
4,1
256,2
13,7
216,4
26,2
68,1
185,1
157,3
27,7
122,0
39,8
37,7
36,2
37,7
857,2
102,3
3,2
962,8
37,2
1993
154,2
140,3
7,4
6,4
245,1
11,0
208,1
26,0
73,6
185,9
158,3
27,6
119,5
42,6
34,4
36,1
38,2
853,1
102,9
3,0
959,0
41,0
1994
154,6
143,0
5,0
6,6
263,6
14,0
220,6
29,0
68,2
196,7
165,3
31,4
132,9
29,7
33,1
36,9
42,3
873,5
89,1
2,3
964,9
35,1
1995
156,9
145,9
5,4
5,7
263,1
12,7
225,7
24,8
54,9
204,5
173,8
30,8
126,4
41,6
32,1
37,0
34,8
881,7
79,8
1,9
963,4
36,6
1996
168,5
158,0
5,6
4,9
251,6
12,4
211,4
27,8
58,1
204,6
171,9
32,7
131,4
49,6
30,0
37,5
48,0
883,3
83,8
1,8
969,0
31,0
1997
144,6
136,2
3,9
4,5
252,9
11,7
215,7
25,6
60,5
207,6
171,7
35,9
139,4
51,1
29,5
37,0
47,6
875,0
89,5
1,8
966,3
33,7
1998
174,5
165,5
4,4
4,6
229,2
10,8
193,9
24,5
59,8
199,2
163,7
35,5
136,0
62,8
33,7
37,5
58,4
874,4
94,1
1,9
970,4
29,6
1999
153,1
144,6
3,7
4,8
232,2
11,4
191,7
29,1
56,3
190,5
157,9
32,6
140,4
54,6
44,8
36,6
55,3
853,1
113,4
3,5
970,1
29,9
2000
140,8
133,0
3,4
4,4
233,0
11,4
191,7
29,8
52,0
199,9
164,7
35,2
141,6
37,7
46,3
35,6
32,9
854,1
101,4
3,8
959,3
40,7
2001
120,6
113,6
2,9
4,2
257,2
12,0
205,9
39,3
51,8
209,6
166,5
43,1
157,8
37,2
47,6
37,0
64,7
854,2
103,8
5,1
963,2
36,8
TOKAT
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
TURKEY
Agriculture
178,2
Forestry
10,7
Fishing
3,7
Industry
258,0
19,7
Manufacturing
218,4
19,8
Construction
73,0
Trade
198,7
172,6
26,1
Transportation and communication 115,9
30,6
58,7
23,2
26,7
SECTORAL TOTAL
909,5
Government services
50,7
4,3
964,5
Import duties
35,5
GDP
Source:
Annex Table 5.26 The Shares of Sectors in the GDP of Turkey in Years - Provinces, TR83 Region
and Turkey (2/2)
1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0 1000,0
DOLSAR
5-27
5-28
1987
168 899
158 748
10 024
127
55 241
9 658
39 262
6 321
31 613
190 147
183 716
6 431
61 401
11 694
35 963
6 952
8 597
553 313
29 008
1 405
583 726
3 260
586 986
ÇORUM
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Source:
1988
151 428
141 792
9 477
159
52 668
6 803
39 065
6 800
29 595
193 663
187 140
6 523
63 390
11 688
36 111
7 033
8 526
537 050
28 835
1 413
567 298
2 392
569 690
1988
110 553
103 577
3 139
3 838
32 630
7 444
22 019
3 167
16 966
35 611
25 759
9 852
42 210
4 368
18 461
4 800
1 250
264 349
29 240
537
294 126
3 908
298 033
1989
177 242
167 583
9 532
127
52 331
4 835
41 078
6 418
29 988
174 324
168 160
6 164
67 376
11 785
37 584
6 746
8 533
548 843
28 634
1 438
578 916
3 456
582 371
1989
127 543
121 694
3 159
2 691
34 447
6 502
24 976
2 969
17 761
34 324
24 187
10 137
44 445
3 976
18 742
4 958
1 130
285 066
30 079
547
315 692
3 473
319 164
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1987
110 566
104 245
3 483
2 839
32 077
8 046
21 672
2 359
16 448
38 463
28 214
10 249
42 531
4 046
18 373
4 825
1 167
266 162
29 299
534
295 994
4 964
300 958
AMASYA
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
1990
180 186
170 536
9 529
122
55 625
5 225
43 808
6 592
29 844
208 470
201 045
7 425
75 292
11 414
38 720
7 574
8 262
598 863
28 813
1 530
629 205
4 140
633 346
1990
128 588
123 035
3 022
2 532
27 422
4 175
21 081
2 166
17 890
37 858
26 656
11 202
51 569
3 554
19 132
5 134
1 010
290 137
31 292
581
322 010
4 290
326 300
1991
159 106
149 880
9 115
112
62 564
4 971
46 883
10 710
29 740
214 512
207 224
7 288
75 021
11 168
40 245
7 752
8 055
592 053
31 405
1 614
625 071
4 697
629 769
1991
117 439
112 937
3 053
1 449
28 405
3 477
21 386
3 542
19 110
38 581
27 153
11 428
53 799
3 443
19 557
5 307
975
284 666
32 737
613
318 016
5 112
323 128
1992
135 482
125 880
9 482
121
78 719
4 471
63 799
10 449
41 909
216 639
209 084
7 555
81 129
11 498
41 240
8 473
8 291
606 798
31 868
755
639 422
6 393
645 815
1992
112 306
108 240
2 987
1 079
24 625
4 169
15 865
4 591
21 436
41 351
28 703
12 648
58 308
3 464
20 023
5 391
980
285 924
32 101
496
318 521
5 276
323 797
1994
152 891
144 572
8 169
150
82 466
4 376
68 287
9 803
44 741
209 868
202 211
7 657
88 552
10 273
44 945
9 115
7 373
635 478
32 876
763
669 117
5 359
674 475
1994
93 536
90 041
2 509
986
27 701
3 185
19 145
5 371
24 995
38 030
24 909
13 121
62 662
3 074
21 287
4 940
866
275 359
33 627
471
309 457
5 682
315 139
1995
163 453
154 847
8 443
163
78 976
4 075
71 600
3 301
42 354
221 970
214 023
7 947
97 787
10 313
45 662
9 360
7 342
662 533
32 699
795
696 027
6 953
702 980
1995
96 387
92 510
2 848
1 029
26 356
2 965
21 536
1 855
25 632
41 903
28 151
13 752
66 334
3 064
21 582
5 044
856
285 446
33 929
405
319 780
7 486
327 267
1996
165 559
159 853
5 525
181
82 823
3 311
75 228
4 284
56 689
245 825
237 169
8 656
104 915
9 855
47 424
10 019
6 882
716 227
32 375
897
749 499
8 371
757 870
1996
93 322
90 362
1 955
1 005
26 937
1 856
22 513
2 568
25 893
45 576
30 930
14 646
69 857
3 018
22 197
5 165
827
291 138
33 673
419
325 230
9 306
334 536
1997
170 425
165 021
5 130
274
87 719
4 852
77 888
4 979
46 182
284 971
275 451
9 520
114 224
9 565
49 071
10 480
6 510
766 127
32 643
951
799 721
8 928
808 649
1997
128 597
125 619
1 898
1 080
31 500
2 760
25 868
2 872
23 932
51 435
35 139
16 296
75 341
2 686
22 596
5 407
717
340 777
34 601
469
375 847
10 268
386 115
1993
190 260
181 587
8 503
170
96 140
5 637
79 803
10 700
48 918
226 532
218 461
8 071
91 488
10 446
42 944
9 724
7 490
708 962
32 713
850
742 526
7 933
750 459
1993
112 304
107 670
3 148
1 487
31 711
3 468
23 368
4 875
24 240
41 216
27 634
13 582
64 282
3 081
20 550
5 425
867
301 942
32 719
525
335 185
9 053
344 238
1998
186 009
179 492
6 130
386
95 793
6 379
84 228
5 187
43 893
291 559
282 016
9 544
122 630
10 311
50 051
10 979
6 928
804 296
34 759
900
839 955
8 575
848 530
1998
148 347
144 889
2 327
1 131
34 095
3 228
27 724
3 142
26 702
52 389
35 932
16 457
81 480
2 923
23 012
5 756
771
373 934
35 891
370
410 195
10 379
420 574
1999
170 558
164 279
5 770
510
88 466
5 036
77 913
5 516
37 485
266 274
258 181
8 094
120 511
11 040
50 569
10 132
7 370
747 666
35 105
905
783 676
7 860
791 535
1999
143 571
140 420
2 190
961
31 392
2 766
24 804
3 822
22 241
48 918
34 471
14 448
79 592
3 009
23 371
5 461
789
356 766
37 889
372
395 027
8 792
403 819
(current prices, million TL)
2000
2001
188 710
149 545
182 316
141 640
5 961
7 563
433
342
93 818
83 814
3 906
6 488
85 239
72 704
4 673
4 622
42 114
40 938
304 233
242 140
294 484
233 701
9 749
8 439
130 104
122 652
10 320
9 191
50 885
51 973
11 222
9 731
6 812
5 995
824 594
703 989
36 160
36 698
816
939
861 570
741 625
9 986
6 255
871 556
747 881
2000
2001
142 991
108 190
139 793
104 632
2 257
2 383
941
1 175
28 994
25 751
2 664
3 088
23 167
19 898
3 163
2 765
22 871
21 081
59 574
47 924
42 080
31 528
17 494
16 396
87 321
83 174
3 010
3 046
23 421
23 926
5 713
4 907
781
780
373 114
317 218
35 697
35 770
272
273
409 084
353 260
10 239
6 585
419 322
359 846
Annex Table 5.27 The Development of GDP in Years in Terms of Sectors - Provinces, TR83 Region and Turkey, 1987-2001 (1/3)
DOLSAR
DOLSAR
Source:
1989
142 929
135 001
7 567
361
206 773
4 162
183 239
19 372
24 514
44 182
37 178
7 004
54 595
7 323
43 115
8 015
2 763
528 683
33 011
721
562 415
4 923
567 338
1989
457 621
432 229
13 136
12 256
199 928
266
124 924
74 738
98 638
316 183
305 630
10 553
98 783
25 039
48 820
24 067
19 091
1 249 988
75 915
1 049
1 326 951
18 538
1 345 489
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1988
137 199
129 273
7 521
405
160 850
5 363
145 299
10 188
25 387
47 272
40 134
7 138
52 139
7 554
41 794
7 915
2 822
477 288
32 664
727
510 679
4 647
515 325
TOKAT
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
1987
137 388
128 781
8 179
428
121 666
5 046
110 200
6 420
27 408
50 886
43 439
7 447
53 088
7 745
41 657
8 100
2 802
445 136
32 348
713
478 198
4 916
483 114
1988
333 993
309 339
13 056
11 599
251 221
463
121 903
128 855
97 223
290 683
280 728
9 955
97 562
24 715
47 637
20 782
18 984
1 144 832
75 718
930
1 221 480
18 891
1 240 370
SAMSUN
1987
360 027
Agriculture
338 134
14 220
Forestry
7 672
Fishing
197 496
Industry
363
132 382
Manufacturing
64 751
95 194
Construction
295 583
Trade
285 424
10 159
100 335
24 264
47 434
21 258
18 785
1 122 806
SECTORAL TOTAL
72 010
Government services
831
1 195 646
19 960
Import duties
GDP
1 215 607
1990
144 987
137 294
7 377
316
181 884
2 532
158 912
20 440
23 547
51 929
43 867
8 062
62 139
7 126
44 197
8 378
2 793
521 394
33 149
808
555 351
9 228
564 579
1990
478 280
457 959
12 790
7 532
230 014
308
135 602
94 104
85 017
339 099
327 208
11 891
115 531
25 246
50 019
25 009
19 244
1 328 971
76 313
1 240
1 406 524
19 957
1 426 481
1991
154 847
147 245
7 281
321
261 807
2 011
240 135
19 661
22 178
44 870
37 254
7 616
64 381
7 086
45 254
8 496
2 784
606 135
35 019
765
641 919
15 498
657 417
1991
363 770
343 165
12 645
7 960
216 771
2 788
133 632
80 351
91 101
326 519
314 186
12 333
115 924
24 844
51 280
24 676
18 870
1 196 015
78 582
1 456
1 276 053
28 626
1 304 679
1992
156 554
148 890
7 314
350
263 415
989
241 957
20 469
22 185
46 611
38 564
8 047
69 496
6 522
46 302
8 585
2 739
616 931
36 910
618
654 459
19 628
674 087
1992
421 621
402 408
12 677
6 536
228 101
808
141 707
85 586
104 290
350 871
336 306
14 565
122 520
24 161
52 274
27 012
18 347
1 312 503
80 041
1 304
1 393 847
42 370
1 436 217
1994
150 694
144 112
6 213
370
249 243
800
224 653
23 790
27 092
51 367
42 509
8 858
77 702
6 086
49 153
8 780
2 641
617 476
38 468
528
656 473
15 392
671 865
1994
352 633
331 524
10 760
10 350
193 762
3 460
132 389
57 913
89 624
345 899
328 848
17 051
134 719
23 014
54 679
26 680
17 393
1 203 617
82 269
1 376
1 287 262
20 681
1 307 943
1995
159 448
152 269
6 771
408
223 456
745
206 563
16 148
33 443
57 966
48 780
9 186
83 078
6 023
50 037
9 327
2 646
620 132
39 070
481
659 683
15 065
674 748
1995
371 304
352 786
11 763
6 755
227 330
3 222
138 861
85 247
91 394
386 052
368 477
17 575
142 537
22 884
55 246
28 580
17 155
1 308 172
85 637
1 351
1 395 160
19 620
1 414 780
1996
162 167
153 091
8 734
342
249 080
1 141
228 488
19 451
33 770
61 950
52 266
9 684
88 509
5 794
51 641
9 541
2 497
659 955
38 704
497
699 156
19 837
718 993
1996
392 028
373 455
11 295
7 278
288 245
1 358
152 040
134 847
90 272
426 925
408 184
18 741
155 284
20 864
56 567
31 156
15 344
1 445 997
83 220
1 413
1 530 630
32 794
1 563 424
1997
172 877
164 435
7 980
462
256 267
551
239 221
16 495
27 241
63 303
52 953
10 350
92 854
5 473
52 437
9 905
2 299
678 058
38 940
494
717 492
21 050
738 542
1997
373 700
356 388
11 056
6 256
293 394
1 272
163 680
128 442
79 386
486 197
465 178
21 019
156 721
21 125
56 818
32 619
15 140
1 484 819
81 415
1 548
1 567 782
34 221
1 602 003
1993
175 832
168 277
7 203
352
261 085
2 690
229 680
28 715
24 512
51 590
42 694
8 896
78 120
6 015
47 653
8 704
2 716
650 795
37 823
589
689 207
20 139
709 346
1993
354 802
330 588
12 549
11 665
270 563
210
150 320
120 033
100 186
374 851
358 530
16 321
138 600
22 960
53 556
27 828
17 336
1 326 010
81 552
1 381
1 408 944
40 780
1 449 724
1998
234 666
225 441
8 686
539
294 321
743
277 294
16 284
25 821
66 901
56 268
10 633
99 145
5 510
53 006
10 248
2 285
787 335
41 146
468
828 949
24 005
852 953
1998
403 597
382 522
12 632
8 443
370 351
1 388
201 237
167 727
86 974
516 797
496 110
20 687
163 926
21 256
57 496
34 659
15 041
1 640 017
84 132
1 349
1 725 499
34 484
1 759 983
1999
216 180
207 394
8 319
467
241 178
4 017
222 589
14 573
20 425
58 828
49 680
9 148
98 065
5 792
53 114
9 484
2 387
700 680
40 787
510
741 977
23 697
765 674
1999
400 820
381 092
12 800
6 928
330 102
1 418
193 328
135 356
88 821
483 614
465 925
17 689
158 026
21 061
57 817
32 672
14 807
1 558 127
89 119
1 397
1 648 643
32 154
1 680 797
2000
2001
226 514
200 041
219 689
194 294
6 225
5 233
600
514
250 921
247 935
4 215
4 256
225 254
234 046
21 452
9 633
25 615
26 571
64 489
59 980
53 848
49 899
10 641
10 081
105 751
100 206
5 965
5 289
52 828
53 660
10 064
9 688
2 430
2 129
739 717
701 241
39 868
40 341
498
609
780 083
742 192
29 100
19 947
809 183
762 138
2000
2001
390 435
391 587
371 242
374 164
11 754
10 059
7 439
7 364
315 196
234 399
381
279
182 217
177 485
132 599
56 635
90 687
71 441
529 438
510 244
509 174
488 034
20 264
22 210
169 280
162 196
21 408
19 154
57 464
58 534
33 553
31 242
14 882
13 155
1 592 578
1 465 642
92 262
94 127
1 440
1 531
1 686 280
1 561 300
40 224
34 005
1 726 504
1 595 304
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13
14
5-29
5-30
1987
13 314 271
12 235 735
801 765
276 772
19 275 707
1 475 304
16 318 616
1 481 787
5 451 651
14 849 866
12 898 218
1 951 648
8 660 344
2 287 971
4 383 768
1 735 700
1 996 834
67 962 446
3 789 049
318 789
72 070 284
2 651 641
74 721 925
TURKEY
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
Source:
1988
14 356 432
13 209 419
798 151
348 863
19 618 156
1 407 145
16 575 319
1 635 693
5 159 019
15 375 607
13 139 437
2 236 170
8 760 873
2 388 696
4 387 138
1 775 976
2 078 995
69 742 903
3 859 320
324 823
73 927 046
2 379 246
76 306 292
1988
733 173
683 981
33 193
16 001
497 369
20 073
328 286
149 010
169 171
567 229
533 761
33 468
255 301
48 325
144 003
40 530
31 582
2 423 519
166 457
3 607
2 593 583
29 838
2 623 418
1989
13 272 220
12 166 289
790 838
315 093
20 528 550
1 589 773
17 075 980
1 862 796
5 471 835
15 017 390
12 738 994
2 278 396
9 044 749
2 446 934
4 504 214
1 781 155
2 121 852
69 945 195
3 905 583
330 535
74 181 313
2 316 998
76 498 311
1989
905 335
856 507
33 394
15 435
493 479
15 765
374 217
103 497
170 901
569 013
535 155
33 858
265 199
48 123
148 261
43 786
31 517
2 612 580
167 639
3 755
2 783 974
30 390
2 814 362
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1987
776 880
729 908
35 906
11 066
406 480
23 113
303 516
79 851
170 663
575 079
540 793
34 286
257 355
47 749
143 427
41 135
31 351
2 387 417
162 665
3 483
2 553 564
33 100
2 586 665
TR83
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
1990
14 176 793
13 136 987
774 157
265 648
22 302 134
1 549 911
18 729 069
2 023 154
5 411 439
16 868 280
14 421 262
2 447 018
10 123 335
2 496 156
4 615 994
1 926 241
2 161 225
75 759 147
4 018 923
364 650
80 142 720
3 435 744
83 578 464
1990
932 041
888 824
32 718
10 502
494 945
12 240
359 403
123 302
156 298
637 356
598 776
38 580
304 531
47 340
152 068
46 095
31 309
2 739 365
169 567
4 159
2 913 090
37 615
2 950 706
1991
14 048 843
13 051 789
730 279
266 775
22 908 693
1 619 573
19 174 886
2 114 234
5 472 680
16 747 853
14 484 337
2 263 516
10 085 119
2 515 369
4 725 187
1 944 393
2 166 012
76 282 125
4 117 262
377 381
80 776 768
3 576 062
84 352 830
1991
795 162
753 227
32 094
9 842
569 547
13 247
442 036
114 264
162 129
624 482
585 817
38 665
309 125
46 541
156 336
46 231
30 684
2 678 869
177 743
4 448
2 861 059
53 933
2 914 993
1992
14 651 066
13 488 634
900 139
262 293
24 268 324
1 623 788
20 281 149
2 363 387
5 814 372
17 902 262
15 369 668
2 532 595
10 898 944
2 463 100
4 841 139
2 050 892
2 115 621
80 774 478
4 258 577
385 815
85 418 869
3 981 876
89 400 745
1992
825 963
785 418
32 460
8 086
594 860
10 437
463 328
121 095
189 820
655 472
612 657
42 815
331 453
45 645
159 839
49 461
30 357
2 822 156
180 920
3 173
3 006 249
73 667
3 079 916
1994
14 358 229
13 265 809
751 866
340 554
24 774 978
1 641 971
20 472 575
2 660 433
6 144 351
18 455 150
15 473 879
2 981 271
11 835 117
2 416 832
5 116 659
2 098 380
2 066 074
83 133 621
4 370 870
387 663
87 892 154
3 428 569
91 320 722
1994
749 754
710 249
27 651
11 856
553 172
11 821
444 474
96 877
186 452
645 164
598 477
46 687
363 635
42 447
170 064
49 515
28 273
2 731 930
187 240
3 138
2 922 309
47 114
2 969 422
1995
14 640 222
13 490 393
831 701
318 128
27 765 868
1 528 974
23 321 117
2 915 778
5 857 476
20 586 656
17 557 881
3 028 775
12 510 986
2 424 170
5 224 247
2 251 878
2 059 486
89 202 019
4 481 489
382 774
94 066 281
3 821 518
97 887 800
1995
790 592
752 412
29 825
8 355
556 118
11 007
438 560
106 551
192 823
707 891
659 431
48 460
389 736
42 284
172 527
52 311
27 999
2 876 283
191 335
3 032
3 070 650
49 124
3 119 775
1996
15 284 401
14 175 826
792 098
316 477
29 743 452
1 564 768
24 979 764
3 198 919
6 200 057
22 412 929
19 073 435
3 339 495
13 458 089
2 476 302
5 351 909
2 398 720
2 072 612
95 253 247
4 468 738
386 340
100 108 325
4 636 825
104 745 151
1996
813 076
776 761
27 509
8 806
647 085
7 666
478 269
161 150
206 624
780 276
728 549
51 727
418 565
39 531
177 829
55 881
25 550
3 113 317
187 972
3 226
3 304 515
70 308
3 374 823
1997
14 927 152
13 883 628
729 636
313 888
32 835 383
1 638 928
27 838 819
3 357 636
6 511 043
25 024 396
21 108 885
3 915 511
14 485 052
2 572 915
5 474 616
2 564 436
2 112 809
102 282 184
4 472 887
390 055
107 145 126
5 486 077
112 631 203
1997
845 599
811 463
26 064
8 072
668 880
9 435
506 657
152 788
176 741
885 906
828 721
57 185
439 140
38 849
180 922
58 411
24 666
3 269 781
187 599
3 462
3 460 842
74 467
3 535 309
1993
14 462 970
13 391 418
732 763
338 789
26 259 849
1 520 675
22 166 459
2 572 714
6 271 778
19 974 731
17 208 515
2 766 216
12 080 563
2 453 373
4 975 528
2 192 474
2 103 140
86 568 125
4 336 172
397 477
91 301 774
5 288 596
96 590 370
1993
833 198
788 122
31 403
13 674
659 499
12 005
483 171
164 323
197 856
694 189
647 319
46 870
372 490
42 502
164 703
51 681
28 409
2 987 709
184 807
3 345
3 175 862
77 905
3 253 767
1998
16 176 447
15 079 664
724 935
371 848
33 493 886
1 792 039
28 165 622
3 536 225
6 559 757
25 365 248
21 522 524
3 842 724
15 198 324
2 751 469
5 590 485
2 652 903
2 239 619
105 548 900
4 738 573
396 576
110 684 049
5 429 560
116 113 609
1998
972 619
932 344
29 775
10 499
794 560
11 738
590 483
192 340
183 390
927 646
870 326
57 321
467 181
40 000
183 565
61 642
25 025
3 605 582
195 928
3 087
3 804 598
77 443
3 882 040
1999
15 369 020
14 306 127
694 708
368 185
31 813 930
1 661 769
26 568 662
3 583 499
5 739 001
23 756 046
20 413 190
3 342 856
14 833 956
2 931 338
5 650 767
2 533 464
2 376 305
100 251 217
4 868 439
406 682
105 526 339
5 119 544
110 645 883
1999
931 129
893 185
29 079
8 866
691 138
13 237
518 634
159 267
168 972
857 634
808 257
49 379
456 194
40 902
184 871
57 749
25 353
3 363 239
202 900
3 184
3 569 323
72 503
3 641 825
2000
2001
15 961 788
14 923 099
14 888 229
13 898 347
713 645
655 708
359 914
369 045
33 737 896
31 206 752
1 642 901
1 497 560
28 277 751
25 973 974
3 817 244
3 735 218
5 991 254
5 662 277
26 607 547
24 096 167
22 685 989
19 787 607
3 921 558
4 308 560
15 655 071
14 820 119
2 958 024
2 666 123
5 648 940
5 768 747
2 687 629
2 484 215
2 393 293
2 113 746
106 854 856
99 513 753
4 965 378
5 045 083
411 203
412 061
112 231 437 104 970 897
6 557 676
4 914 440
118 789 113 109 885 337
2000
2001
948 650
849 364
913 040
814 731
26 197
25 238
9 413
9 395
688 929
591 899
11 166
14 112
515 877
504 134
161 887
73 654
181 287
160 030
957 734
860 287
899 586
803 161
58 148
57 127
492 456
468 228
40 703
36 680
184 598
188 093
60 552
55 568
24 905
22 059
3 530 003
3 188 090
203 987
206 935
3 026
3 351
3 737 017
3 398 377
89 549
66 792
3 826 565
3 465 169
DOLSAR
(rate of development at 1987 fixed prices, percent)
AMASYA
1 Agriculture
a
Forestry
b
Fishing
c
2 Industry
a
Manufacturing
b
c
3 Construction
4 Trade
a
b
10 SECTORAL TOTAL
1987
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
ÇORUM
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
SAMSUN
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
DOLSAR
1989
15,37
17,49
0,64
-29,89
5,57
-12,65
13,43
-6,25
4,69
-3,61
-6,10
2,89
5,29
-8,97
1,52
3,29
-9,60
7,84
2,87
1,86
7,33
-11,13
7,09
1990
0,82
1,10
-4,34
-5,91
-20,39
-35,79
-15,59
-27,05
0,73
10,30
10,21
10,51
16,03
-10,61
2,08
3,55
-10,62
1,78
4,03
6,22
2,00
23,52
2,24
1991
-8,67
-8,21
1,03
-42,77
3,58
-16,72
1,45
63,53
6,82
1,91
1,86
2,02
4,32
-3,12
2,22
3,37
-3,47
-1,89
4,62
5,51
-1,24
19,16
-0,97
1992
-4,37
-4,16
-2,16
-25,53
-13,31
19,90
-25,82
29,62
12,17
7,18
5,71
10,68
8,38
0,61
2,38
1,58
0,51
0,44
-1,94
-19,09
0,16
3,21
0,21
1993
-0,00
-0,53
5,39
37,81
28,78
-16,81
47,29
6,19
13,08
-0,33
-3,72
7,38
10,25
-11,06
2,63
0,63
-11,53
5,60
1,93
5,85
5,23
71,59
6,31
1994
-16,71
-16,37
-20,30
-33,69
-12,65
-8,16
-18,07
10,17
3,11
-7,73
-9,86
-3,39
-2,52
-0,23
3,59
-8,94
-0,12
-8,80
2,78
-10,29
-7,68
-37,24
-8,45
1995
3,05
2,74
13,51
4,36
-4,86
-6,91
12,49
-65,46
2,55
10,18
13,02
4,81
5,86
-0,33
1,39
2,11
-1,15
3,66
0,90
-14,01
3,34
31,75
3,85
1996
-3,18
-2,32
-31,36
-2,33
2,20
-37,40
4,54
38,44
1,02
8,77
9,87
6,50
5,31
-1,50
2,85
2,40
-3,39
1,99
-0,75
3,46
1,70
24,31
2,22
1997
37,80
39,02
-2,92
7,46
16,94
48,71
14,90
11,84
-7,57
12,86
13,61
11,27
7,85
-11,00
1,80
4,69
-13,30
17,05
2,76
11,93
15,56
10,34
15,42
1998
15,36
15,34
22,60
4,72
8,24
16,96
7,17
9,40
11,57
1,85
2,26
0,99
8,15
8,82
1,84
6,45
7,53
9,73
3,73
-21,11
9,14
1,08
8,92
1999
-3,22
-3,08
-5,89
-15,03
-7,93
-14,31
-10,53
21,64
-16,71
-6,63
-4,07
-12,21
-2,32
2,94
1,56
-5,13
2,33
-4,59
5,57
0,54
-3,70
-15,29
-3,98
2000
-0,40
-0,45
3,06
-2,08
-7,64
-3,69
-6,60
-17,24
2,83
21,78
22,07
21,08
9,71
0,03
0,21
4,61
-1,01
4,58
-5,79
-26,88
3,56
16,46
3,84
2001
-24,34
-25,15
5,59
24,85
-11,19
15,91
-14,11
-12,58
-7,83
-19,56
-25,08
-6,28
-4,75
1,19
2,16
-14,10
-0,10
-14,98
0,20
0,24
-13,65
-35,68
-14,18
-
1988
-10,34
-10,68
-5,46
25,20
-4,66
-29,56
-0,50
7,58
-6,38
1,85
1,86
1,43
3,24
-0,05
0,41
1,17
-0,83
-2,94
-0,60
0,57
-2,81
-26,63
-2,95
1989
17,05
18,19
0,58
-20,13
-0,64
-28,93
5,15
-5,62
1,33
-9,99
-10,14
-5,50
6,29
0,83
4,08
-4,08
0,08
2,20
-0,70
1,77
2,05
44,48
2,23
1990
1,66
1,76
-0,03
-3,94
6,29
8,07
6,65
2,71
-0,48
19,59
19,56
20,46
11,75
-3,15
3,02
12,27
-3,18
9,11
0,63
6,40
8,69
19,79
8,75
1991
-11,70
-12,11
-4,34
-8,20
12,47
-4,86
7,02
62,47
-0,35
2,90
3,07
-1,85
-0,36
-2,16
3,94
2,35
-2,51
-1,14
9,00
5,49
-0,66
13,45
-0,56
1992
-14,85
-16,01
4,03
8,04
25,82
-10,06
36,08
-2,44
40,92
0,99
0,90
3,66
8,14
2,95
2,47
9,30
2,93
2,49
1,47
-53,22
2,30
36,11
2,55
1993
40,43
44,25
-10,32
40,50
22,13
26,08
25,09
2,40
16,72
4,57
4,48
6,83
12,77
-9,15
4,13
14,76
-9,66
16,84
2,65
12,58
16,12
24,09
16,20
1994
-19,64
-20,38
-3,93
-11,76
-14,22
-22,37
-14,43
-8,38
-8,54
-7,36
-7,44
-5,13
-3,21
-1,66
4,66
-6,26
-1,56
-10,37
0,50
-10,24
-9,89
-32,45
-10,13
1995
6,91
7,11
3,35
8,67
-4,23
-6,88
4,85
-66,33
-5,34
5,77
5,84
3,79
10,43
0,39
1,60
2,69
-0,42
4,26
-0,54
4,19
4,02
29,74
4,23
1996
1,29
3,23
-34,56
11,04
4,87
-18,75
5,07
29,78
33,85
10,75
10,81
8,92
7,29
-4,44
3,86
7,04
-6,27
8,10
-0,99
12,83
7,68
20,39
7,81
1997
2,94
3,23
-7,15
51,38
5,91
46,54
3,54
16,22
-18,53
15,92
16,14
9,98
8,87
-2,94
3,47
4,60
-5,41
6,97
0,83
6,02
6,70
6,65
6,70
1998
9,14
8,77
19,49
40,88
9,20
31,47
8,14
4,18
-4,96
2,31
2,38
0,25
7,36
7,80
2,00
4,76
6,42
4,98
6,48
-5,36
5,03
-3,95
4,93
1999
-8,31
-8,48
-5,87
32,12
-7,65
-21,05
-7,50
6,34
-14,60
-8,67
-8,45
-15,19
-1,73
7,07
1,03
-7,71
6,38
-7,04
1,00
0,56
-6,70
-8,34
-6,72
2000
10,64
10,98
3,31
-15,10
6,05
-22,44
9,40
-15,28
12,35
14,26
14,06
20,45
7,96
-6,52
0,62
10,76
-7,57
10,29
3,01
-9,83
9,94
27,05
10,11
2001
-20,75
-22,31
26,87
-21,06
-10,66
66,11
-14,71
-1,10
-2,79
-20,41
-20,64
-13,43
-5,73
-10,94
2,14
-13,29
-12,00
-14,63
1,49
15,05
-13,92
-37,36
-14,19
-
1988
-7,23
-8,52
-8,19
51,19
27,20
27,55
-7,92
99,00
2,13
-1,66
-1,65
-2,01
-2,76
1,86
0,43
-2,24
1,06
1,96
5,15
11,91
2,16
-5,36
2,04
1989
37,02
39,73
0,61
5,66
-20,42
-42,55
2,48
-42,00
1,46
8,77
8,87
6,01
1,25
1,31
2,48
15,81
0,56
9,19
0,26
12,80
8,63
-1,87
8,47
1990
4,51
5,95
-2,63
-38,54
15,05
15,79
8,55
25,91
-13,81
7,25
7,06
12,68
16,95
0,83
2,46
3,91
0,80
6,32
0,52
18,21
6,00
7,65
6,02
1991
-23,94
-25,07
-1,13
5,68
-5,76
805,19
-1,45
-14,61
7,16
-3,71
-3,98
3,72
0,34
-1,59
2,52
-1,33
-1,94
-10,00
2,97
17,42
-9,28
43,44
-8,54
1992
15,90
17,26
0,25
-17,89
5,23
-71,02
6,04
6,52
14,48
7,46
7,04
18,10
5,69
-2,75
1,94
9,47
-2,77
9,74
1,86
-10,44
9,23
48,01
10,08
1993
-15,85
-17,85
-1,01
78,47
18,62
-74,01
6,08
40,25
-3,94
6,83
6,61
12,06
13,12
-4,97
2,45
3,02
-5,51
1,03
1,89
5,90
1,08
-3,75
0,94
1994
-0,61
0,28
-14,26
-11,27
-28,39
1547,62
-11,93
-51,75
-10,54
-7,72
-8,28
4,47
-2,80
0,24
2,10
-4,13
0,33
-9,23
0,88
-0,36
-8,64
-49,29
-9,78
1995
5,29
6,41
9,32
-34,73
17,32
-6,88
4,89
47,20
1,97
11,61
12,05
3,07
5,80
-0,56
1,04
7,12
-1,37
8,69
4,09
-1,82
8,38
-5,13
8,17
1996
5,58
5,86
-3,98
7,74
26,80
-57,85
9,49
58,18
-1,23
10,59
10,78
6,63
8,94
-8,83
2,39
9,01
-10,56
10,54
-2,82
4,59
9,71
67,15
10,51
1997
-4,68
-4,57
-2,12
-14,04
1,79
-6,33
7,66
-4,75
-12,06
13,88
13,96
12,16
0,93
1,25
0,44
4,70
-1,33
2,68
-2,17
9,55
2,43
4,35
2,47
1998
8,00
7,33
14,25
34,96
26,23
9,12
22,95
30,59
9,56
6,29
6,65
-1,58
4,60
0,62
1,19
6,25
-0,65
10,45
3,34
-12,86
10,06
0,77
9,86
1999
-0,69
-0,37
1,33
-17,94
-10,87
2,16
-3,93
-19,30
2,12
-6,42
-6,08
-14,49
-3,60
-0,92
0,56
-5,73
-1,56
-4,99
5,93
3,56
-4,45
-6,76
-4,50
2000
-2,59
-2,58
-8,17
7,38
-4,52
-73,13
-5,75
-2,04
2,10
9,48
9,28
14,56
7,12
1,65
-0,61
2,70
0,51
2,21
3,53
3,08
2,28
25,10
2,72
2001
0,30
0,79
-14,42
-1,01
-25,63
-26,64
-2,60
-57,29
-21,22
-3,63
-4,15
9,60
-4,18
-10,53
1,86
-6,89
-11,60
-7,97
2,02
6,31
-7,41
-15,46
-7,60
1987
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
-
1988
-0,01
-0,64
-9,88
35,19
1,72
-7,48
1,60
34,25
3,15
-7,41
-8,70
-3,87
-0,75
7,96
0,48
-0,52
7,11
-0,68
-0,20
0,56
-0,63
-21,27
-0,97
1987
Annex Table 5.30 The Growth Rate of GDP in Years in Terms of Sectors - Provinces, TR83 Region
and Turkey 1987-2001 (1/2)
5-31
Annex Table 5.31 The Growth Rate of GDP in Years in Terms of Sectors - Provinces, TR83 Region
and Turkey 1987-2001 1987-2001 (2/2)
(rate of development at 1987 fixed prices, percent)
TOKAT
1 Agriculture
a
Forestry
b
Fishing
c
2 Industry
a
Manufacturing
b
c
3 Construction
4 Trade
a
b
10 SECTORAL TOTAL
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
TR83
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
5-32
1
a
b
c
2
a
b
c
3
4
a
b
5
6
7
8
9
10
11
12
TURKEY
Agriculture
Forestry
Fishing
Industry
Manufacturing
Construction
Trade
SECTORAL TOTAL
Government services
13 SUB TOTAL (10+11+12)
14 Import duties
GDP
Source:
1987
-
1988
-0,14
0,38
-8,04
-5,37
32,21
6,28
31,85
58,69
-7,37
-7,10
-7,61
-4,15
-1,79
-2,47
0,33
-2,28
0,71
7,22
0,98
1,96
6,79
-5,47
6,67
1989
4,18
4,43
0,61
-10,86
28,55
-22,39
26,11
90,15
-3,44
-6,54
-7,37
-1,88
4,71
-3,06
3,16
1,26
-2,09
10,77
1,06
-0,83
10,13
5,94
10,09
1990
1,44
1,70
-2,51
-12,47
-12,04
-39,16
-13,28
5,51
-3,94
17,53
17,99
15,11
13,82
-2,69
2,51
4,53
1,09
-1,38
0,42
12,07
-1,26
87,45
-0,49
1991
6,80
7,25
-1,30
1,58
43,94
-20,58
51,11
-3,81
-5,81
-13,59
-15,08
-5,53
3,61
-0,56
2,39
1,41
-0,32
16,25
5,64
-5,32
15,59
67,95
16,44
1992
1,10
1,12
0,45
9,03
0,61
-50,82
0,76
4,11
0,03
3,88
3,52
5,66
7,94
-7,96
2,32
1,05
-1,62
1,78
5,40
-19,22
1,95
26,65
2,54
1993
12,31
13,02
-1,52
0,57
-0,88
171,99
-5,07
40,29
10,49
10,68
10,71
10,55
12,41
-7,77
2,92
1,39
-0,84
5,49
2,47
-4,69
5,31
2,60
5,23
1994
-14,30
-14,36
-13,74
5,11
-4,54
-70,26
-2,19
-17,15
10,53
-0,43
-0,43
-0,43
-0,54
1,18
3,15
0,87
-2,76
-5,12
1,71
-10,36
-4,75
-23,57
-5,28
1995
5,81
5,66
8,98
10,27
-10,35
-6,88
-8,05
-32,12
23,44
12,85
14,75
3,70
6,92
-1,04
1,80
6,23
0,19
0,43
1,56
-8,90
0,49
-2,12
0,43
1996
1,71
0,54
28,99
-16,18
11,47
53,15
10,61
20,45
0,98
6,87
7,15
5,42
6,54
-3,80
3,21
2,29
-5,63
6,42
-0,94
3,33
5,98
31,68
6,56
1997
6,60
7,41
-8,63
35,09
2,89
-51,71
4,70
-15,20
-19,33
2,18
1,31
6,88
4,91
-5,54
1,54
3,82
-7,93
2,74
0,61
-0,60
2,62
6,11
2,72
1998
35,74
37,10
8,85
16,67
14,85
34,85
15,92
-1,28
-5,21
5,68
6,26
2,73
6,78
0,68
1,09
3,46
-0,61
16,12
5,67
-5,26
15,53
14,04
15,49
1999
-7,88
-8,01
-4,23
-13,36
-18,06
440,65
-19,73
-10,51
-20,90
-12,07
-11,71
-13,97
-1,09
5,12
0,20
-7,46
4,46
-11,01
-0,87
8,97
-10,49
-1,28
-10,23
2000
4,78
5,93
-25,17
28,48
4,04
4,93
1,20
47,20
25,41
9,62
8,39
16,32
7,84
2,99
-0,54
6,12
1,80
5,57
-2,25
-2,35
5,14
22,80
5,68
2001
-11,69
-11,56
-15,93
-14,33
-1,19
0,98
3,90
-55,10
3,73
-6,99
-7,33
-5,26
-5,24
-11,33
1,57
-3,74
-12,39
-5,20
1,19
22,31
-4,86
-31,46
-5,81
1987
-
1988
-5,63
-6,29
-7,56
44,60
22,36
-13,15
8,16
86,61
-0,87
-1,37
-1,30
-2,39
-0,80
1,21
0,40
-1,47
0,74
1,51
2,33
3,56
1,57
-9,85
1,42
1989
23,48
25,22
0,61
-3,54
-0,78
-21,46
13,99
-30,54
1,02
0,31
0,26
1,17
3,88
-0,42
2,96
8,03
-0,21
7,80
0,71
4,10
7,34
1,85
7,28
1990
2,95
3,77
-2,02
-31,96
0,30
-22,36
-3,96
19,14
-8,54
12,01
11,89
13,95
14,83
-1,63
2,57
5,27
-0,66
4,85
1,15
10,76
4,64
23,77
4,84
1991
-14,69
-15,26
-1,91
-6,28
15,07
8,23
22,99
-7,33
3,73
-2,02
-2,16
0,22
1,51
-1,69
2,81
0,30
-2,00
-2,21
4,82
6,95
-1,79
43,38
-1,21
1992
3,87
4,27
1,14
-17,84
4,44
-21,21
4,82
5,98
17,08
4,96
4,58
10,73
7,22
-1,93
2,24
6,99
-1,07
5,35
1,79
-28,66
5,07
36,59
5,66
1993
0,88
0,34
-3,26
69,11
10,87
15,02
4,28
35,70
4,23
5,91
5,66
9,47
12,38
-6,89
3,04
4,49
-6,42
5,87
2,15
5,42
5,64
5,75
5,64
1994
-10,01
-9,88
-11,95
-13,30
-16,12
-1,53
-8,01
-41,04
-5,76
-7,06
-7,55
-0,39
-2,38
-0,13
3,25
-4,19
-0,48
-8,56
1,32
-6,19
-7,98
-39,52
-8,74
1995
5,45
5,94
7,86
-29,53
0,53
-6,89
-1,33
9,99
3,42
9,72
10,18
3,80
7,18
-0,38
1,45
5,65
-0,97
5,28
2,19
-3,38
5,08
4,27
5,06
1996
2,84
3,24
-7,77
5,40
16,36
-30,35
9,05
51,24
7,16
10,23
10,48
6,74
7,40
-6,51
3,07
6,82
-8,75
8,24
-1,76
6,40
7,62
43,12
8,18
1997
4,00
4,47
-5,25
-8,34
3,37
23,08
5,94
-5,19
-14,46
13,54
13,75
10,55
4,92
-1,73
1,74
4,53
-3,46
5,03
-0,20
7,32
4,73
5,92
4,76
1998
15,02
14,90
14,24
30,07
18,79
24,41
16,54
25,89
3,76
4,71
5,02
0,24
6,39
2,96
1,46
5,53
1,46
10,27
4,44
-10,83
9,93
4,00
9,81
1999
-4,27
-4,20
-2,34
-15,55
-13,02
12,77
-12,17
-17,20
-7,86
-7,55
-7,13
-13,86
-2,35
2,26
0,71
-6,32
1,31
-6,72
3,56
3,14
-6,18
-6,38
-6,19
2000
1,88
2,22
-9,91
6,17
-0,32
-15,65
-0,53
1,65
7,29
11,67
11,30
17,76
7,95
-0,49
-0,15
4,85
-1,77
4,96
0,54
-4,96
4,70
23,51
5,07
2001
-10,47
-10,77
-3,66
-0,20
-14,08
26,38
-2,28
-54,50
-11,73
-10,17
-10,72
-1,76
-4,92
-9,88
1,89
-8,23
-11,43
-9,69
1,45
10,75
-9,06
-25,41
-9,44
1987
-
1988
7,83
7,96
-0,45
26,05
1,78
-4,62
1,57
10,39
-5,37
3,54
1,87
14,58
1,16
4,40
0,08
2,32
4,11
2,62
1,85
1,89
2,58
-10,27
2,12
1989
-7,55
-7,90
-0,92
-9,68
4,64
12,98
3,02
13,88
6,06
-2,33
-3,05
1,89
3,24
2,44
2,67
0,29
2,06
0,29
1,20
1,76
0,34
-2,62
0,25
1990
6,82
7,98
-2,11
-15,69
8,64
-2,51
9,68
8,61
-1,10
12,32
13,21
7,40
11,92
2,01
2,48
8,15
1,86
8,31
2,90
10,32
8,04
48,28
9,26
1991
-0,90
-0,65
-5,67
0,42
2,72
4,49
2,38
4,50
1,13
-0,71
0,44
-7,50
-0,38
0,77
2,37
0,94
0,22
0,69
2,45
3,49
0,79
4,08
0,93
1992
4,29
3,35
23,26
-1,68
5,94
0,26
5,77
11,78
6,24
6,89
6,11
11,89
8,07
-2,08
2,45
5,48
-2,33
5,89
3,43
2,23
5,75
11,35
5,98
1993
-1,28
-0,72
-18,59
29,16
8,21
-6,35
9,30
8,86
7,87
11,58
11,96
9,22
10,84
-0,39
2,78
6,90
-0,59
7,17
1,82
3,02
6,89
32,82
8,04
1994
-0,72
-0,94
2,61
0,52
-5,65
7,98
-7,64
3,41
-2,03
-7,61
-10,08
7,77
-2,03
-1,49
2,84
-4,29
-1,76
-3,97
0,80
-2,47
-3,73
-35,17
-5,46
1995
1,96
1,69
10,62
-6,59
12,07
-6,88
13,91
9,60
-4,67
11,55
13,47
1,59
5,71
0,30
2,10
7,32
-0,32
7,30
2,53
-1,26
7,02
11,46
7,19
1996
4,40
5,08
-4,76
-0,52
7,12
2,34
7,11
9,71
5,85
8,87
8,63
10,26
7,57
2,15
2,44
6,52
0,64
6,78
-0,28
0,93
6,42
21,33
7,01
1997
-2,34
-2,06
-7,89
-0,82
10,40
4,74
11,45
4,96
5,02
11,65
10,67
17,25
7,63
3,90
2,29
6,91
1,94
7,38
0,09
0,96
7,03
18,32
7,53
1998
8,37
8,61
-0,64
18,47
2,01
9,34
1,17
5,32
0,75
1,36
1,96
-1,86
4,92
6,94
2,12
3,45
6,00
3,19
5,94
1,67
3,30
-1,03
3,09
1999
-4,99
-5,13
-4,17
-0,99
-5,02
-7,27
-5,67
1,34
-12,51
-6,34
-5,15
-13,01
-2,40
6,54
1,08
-4,50
6,10
-5,02
2,74
2,55
-4,66
-5,71
-4,71
2000
3,86
4,07
2,73
-2,25
6,05
-1,14
6,43
6,52
4,40
12,00
11,13
17,31
5,54
0,91
-0,03
6,09
0,71
6,59
1,99
1,11
6,35
28,09
7,36
2001
-6,51
-6,65
-8,12
2,54
-7,50
-8,85
-8,15
-2,15
-5,49
-9,44
-12,78
9,87
-5,33
-9,87
2,12
-7,57
-11,68
-6,87
1,61
0,21
-6,47
-25,06
-7,50
DOLSAR
Province
District
The Distribution of Plantations in Districts in Terms of Product Line,
Cereals & Pulses Industry Crops Fodder Crops
Summer
Vegetables
Winter
Vegetables
Amasya Merkez
Çorum
Alaca
Çorum
Merkez
Çorum
Sungurlu
Tokat
Zile
Amasya Göynücek
Amasya Merzifon
Amasya Suluova
Amasya Taşova
Çorum
Bayat
Çorum
İskilip
Çorum
Kargı
Çorum
Mecitözü
Çorum
Osmancık
Çorum
Uğurludağ
Nuts
Stone Fruits
Pome Fruits
Grape Like
Fruits
Annex Table 5.32
2003
Samsun Alaçam
Samsun Bafra
Samsun Çarşamba
Samsun Havza
Samsun Kavak
Samsun Merkez
Samsun Tekkeköy
Samsun Terme
Samsun Vezirköprü
Tokat
Almus
Tokat
Erbaa
Tokat
Merkez
Tokat
Niksar
Tokat
Reşadiye
Tokat
Turhal
Amasya Gümüşhacıköy
Çorum
Boğazkale
Çorum
Dodurga
Çorum
Ortaköy
Samsun Ayvacık
Samsun Ladik
Samsun Ondokuzmayıs
Tokat
Artova
Tokat
Pazar
Tokat
Sulusaray
Tokat
Yeşilyurt
Amasya Hamamözü
Çorum
Laçin
Çorum
Oğuzlar
Samsun Asarcık
Samsun Salıpazarı
Samsun Yakakent
Tokat
Başçiftlik
Legend (ha) :
50000-99999
500-999
10000-49999
100-499
5000-9999
0-99
999-4999
Source:
Amasya Tarım İl Müdürlüğü (2004), 2003 Yılı Üretim ve Ekim Alanı Verileri, (Unpublished).
Çorum Tarım İl Müdürlüğü (2004), 2003 Yılı Üretim ve Ekim Alanı Verileri, (Unpublished).
Samsun Tarım İl Müdürlüğü (2004), 2003 Yılı Üretim ve Ekim Alanı Verileri, (Unpublished).
Tokat Tarım İl Müdürlüğü (2004), 2003 Yılı Üretim ve Ekim Alanı Verileri, (Unpublished).
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5-33
5-34
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6-1
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6 INSTITUTIONALIZATION
Institutionalization
6.1
CURRENT ORGANIZATION OF PUBLIC ADMINISTRATION
In Turkey legislative, executive and judicial bodies
are organized separately. The legislative body is
Turkish Grand National Assembly (TBMM). Judicial
body consists of independent courts and superior
courts of these. The organization of executive organ (managerial system) is arranged in the part of
‘Basic Organs of Republic’ of the Constitution. In
the 123rd clause of the Constitution, processing of
the administrative structures is described: “ The
establishment and the functions of administration
are based on central management and local administration.” This is defined as geographical division of labor in the “integrity of administration”.
6.1.1 CENTRAL ADMINISTRATION
6-2
Central administration is divided into two groups as
head organization and country organization. Central
organization has constituted country organization
to ensure that public services are executed in their
particular places in accordance with the criteria
such as the quality of service and geography of the
region. On the other hand, country organization
is organized as civilian administration or regional
institutions; country general administration is also
named as “province system”. This case is described
as “Turkey is divided into provinces, provinces into
districts, districts into subdistricts according to the
geographic states, economic conditions and the
requirements of public services in terms of central
administration institution” in the 1st clause of Law
No. 5442 on Provincial Administration. General
Country Administration, in fact, is constituted from
country extensions of the central government departments. Department units collectively function
under the administration of the governor of the
province in provinces, and under the governor of
the district in districts. The relationship between
country and central administration is executed
over governorship as a single point.
General Provincial Administration Organization is
described as “General provincial administration
organization is duly formed for the branches of
province, district and subdistrict.” in Law No. 5442
3rd clause on General Provincial Administration.
The administrator of Provincial Administration
is determined as “ the governor is the head and
authority of general provincial administration” in
the 4th clause of the same law. Sufficient number
of deputy governors will function on the jobs assigned and determined by the governor. Deputy
governors act as a substitute for the governor
when he/she is not available. They are also responsible for the organization and execution of
editing jobs.
Provinces are governed on the basis of the span
of authority.
Governor of the province is the representative, and
administrative and political executive organ of the
government, cabinet and each minister separately.
Governors of provinces are responsible for general
administration of provinces to each minister separately. Ministers give ex-officio orders and instructions and biddings to the governors of provinces
related to the jobs concerning their departments.
The governors of provinces and other government
officers who function in the administration of provinces are appointed by the central administration.
Annex Figure 6.1
Organization Chart
of General Provincial Administration
Organizations
* “Institutionalization” part has been reviewed and updated in the light of laws introduced in
accordance with the current state and the localisation after 2004 when the Report of Analyses has
been prepared.
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Governor of the province gathers governors of the
administrative branches to discuss and determine
preventive measures at least four times a year.
Governors of the districts, mayors, chairman of the
chamber of industry and commerce, governors of
the chamber of aggriculture and other officers and
the persons concerned can be invited to these
meetings.
According to the Regulation of Organization,
Assignment and Operation of Governorship and
District Governorate bureaus, there are directorates such as Directorate of Private Secretariat,
Directorate of Press and Public Relations,
Directorate of Provincial Administration Council,
Desk Editor, Directorate of Local Administrations
and Directorate of Planning and Coordination. The
regulations describes the functions of the directorates.
vices of local administration compatible with the
service standards which is determined by central
administration and principles and measures which
are determined by development plans and annual
execution programs; undertaking cooperative and
developing functions between local administrations and other public institutions in works which
they execute collectively; organization and execution of works and operations related to the use
of authority and tasks of monitoring, supervision
and guardianship by governorship on local administrations; and institutions, establishments,
Annex Figure 6.2
A
Sample
for
Organization Chart of the Associations
Organized As Regional Associations (DSİ
Organization Chart)
General provincial administration organizations
are units which function in the civil administration
branches of provinces and which take place in
the first step of the central administration which
functions under the governor of the province.
Government offices are organized as “directorates” on the basis of provincial. Institutions that
function under the governor of province are directorates of public works, public education, revenue,
national estate, health, agriculture, culture, environment and forestry, land register and cadastre,
birth registration, security department, directorate
of industry and trade, youth and sports.
Annex Figure 6.3 A Sample Organization
for Chart of Centrally Organized Institutions
(Ministry Public Works)
The tasks such as monitoring public investments,
helping local administrations in planning performances and preparing proposals, developing
economic enterprises, providing versatile support
for the people who establish their own businesses
to increase employment, presenting plans and
programs to public and similar tasks are described
for Directorate of Planning and Coordination.
Moreover, for the Directorate of Local
Administration, the tasks such as making the ser-
DOLSAR
6-3
agencies and associations established by local
administrations and similar tasks are described by
cooperating with the Directorate of Planning and
Coordination.
General District Administration are described as “
Governor of the district is the head and the authority
of the general district administration in 27th clause
of Law No. 5442 on Provincial Administration Law;
and subdistrict administration is described as
“Governor of the subdistrict is the most authoritative government officer, and the representative of
government” in the 42nd clause of the same law.
The organizational structure of districts is similar
to the organizational structure of provinces.
Districts are divided into subdistricts for administrative reasons. Moreover, subdistricts are composed of villages which are interrelated in terms of
geography, economy, security and local services.
As described above, country organization is organized as civil administrations and regional institutions.
6-4
Institutions like DSİ, KGM, KHGM, Telekom are
organized as “Regional Directorates” as they
have been established with special laws. Although
many directorates in the province are directly subordinate to the governor of the province, regional
directorates are associations which are not directly
subordinate to the governor of the province.
6.1.2 DEVELOPMENT AGENCIES
Development agencies were established by
Law No. 5449 which was enacted in early 2006.
Development agencies aim at improving cooperation between public sector, private sector and
non-governmental organizations (NGO), providing
the proper and effective usage of resources and
accelerating regional improvement by urging local
potential in accordance with principles and politics
in national development plan and programs , enabling its sustainability and reducing disparities in
terms of development between regions and interregions. State Planning Organisation is responsible
for coordination of agencies at national level. State
Planning Organization obliged to take precautions
to reduce development disparities between regions
and within regions; to act as a guide and counselor
for the agencies on the subjects of planning, programming and preparation of projects; to monitor
and assess the implementation of projects.
Agencies are established by Cabinet Decision
upon the proposal of Ministry to which the
Undersecretariat of State Planning Organization is
subordinate. Administrative functions and authorization of the agency is indicated in the 5th clause
of the law1 .
1
The Administrative functions and authorization of the
agency are;
1. To provide technical assistance for planning
activities of local administrations,
2. To provide assistance for the projects which provide
implementation of regional plans and programs and
at this scope to follow the implementation process of
the projects, to assess and to inform State Planning
Organization about its result.
3. To contribute to the improvement of regional
capacity related to the rural and local development
in accordance with the regional plans and programs;
and to give supports to the projects in this context.
4. To follow the other projects which are executed
in the region by public sector, private sector or nongovernmental organizations (NGO); and which are
considered to be important.
5. To improve the cooperation between public and
private sectors and non-governmental organizations
to reach the objects of regional development.
6. To use or to enable the usage of sources, which
are dedicated to the agency within the terms of
subclause (c) of second article of 4 th clause of
the law, in accordance with the regional plans and
programs.
7. To make or cause to be made reserhes to support
the researches made by others, in order to determine
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The Committee of Development is obliged to carry
out such tasks as to discuss, to evaluate annual
activities and the reports of interim audits, and to
make a proposal to the administrative board, to
make a proposal to the administrative board about
regional problems; the solutions of the problems,
presentation, potential, and priorities of the region;
to submit a report to State Planning Organization
Under-Secretariat about the result of the meeting
and to publish an communique about the result of
the meeting.
The Administrative board is composed of governors of provinces in regions which consist of
more than one province; or in provinces which are
not metropoles, it consists of provincial general
Mayors, provincial general chairmen of the assembly, and presidents of chambers of commerce
the resources and facilities of region, to accelerate
economic and social development, and to increase
the competitive capacity.
8. To introduce or to enable the introduction of the
investment and employmet oppurtunities of the region
at national and international level in cooperation with
the associations concerned.
9. To centrally follow and coordinate permission and
licence transactions, and other administrative works
and transactions in the provinces of the region, which
are covered in the extent of investors and public
institutions in the province of the region within the
time specified in regulations.
10. To support new entrepreneurs with small and
medium size enterprises by cooperating with the
institutions concerned in subjects like administration,
production, advertisement, marketing, technology,
financing, organization and training of manpower.
11. To introduce the activities related to the binary
and multilateral international programs, which Turkey
participates in to the region and to contribute to
the development of projects in the scope of these
programs.
12. To form a website in which the activities, financial
structure of the agency and other matters regarding
the agency can be published in an up-to-date manner.
In the issue of data gathering,
13. To ask required data from institutions and
establishments in the scope of their function.
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and industry on condition that there will be one
person from each province.
But, if chambers of commerce and industry are
established separately in regions which consist of
more than one province, the representative who
takes place in Administrative board is determined
by the administrative board of TheTurkish Union of
Chambers and Stock Exchanges. Tasks and authorizations of Administrative board and General
Secretariat is defined in the 11th clause2.
General Secretariat is the executive body of the
agency. General secretary is also the supervisor and the general secretary of the Investment
Incentive Offices.Functions and authorization of
the general secretary are defined in the 14th clause
of the law3.
The branches of the agency are described as General
Secretariat and Investment Incentive Office in 7th
clause of the law. The Commitee of Development
is composed of maximum 100 representatives of
public organizations, private and non-governmental
organizations and the number of representatives is
determined by the Cabinet Decision.
2
The functions and authorization of the administrative
board are:
1. To approve annual work program, and to
submit them to the approval of the State Planning
Organization.
2. To revise the budget according to the requirement
during the course of year.
3. To approve annual financial report and definitive
budget results.
4. To take decisions regarding the purchase, sale
and rent of chattel and real estate and service
procurements.
5. To deliver semiannual interim report and annual
policy statement to the State Planning Organization
Under-Secretariat.
6. To approve the budget of agency and to send it to
the State Planning Organization Under-Secretariat.
7. To approve the proposals of general secretariat
related to the support of the program, project and
activities; and to approve the assistances to be given
to the individuals and institutions.
8. To accept charitable contributions and donations to
the agency.
9. To decide the hiring and discharge of employees.
10. To approve the work units and the division
of tasks which are determined by the general
secretariat?
11. To determine general secretariat and present him/
her to State Planning Organization Under-Secretariat
for approval.
12. To determine general secretary’s limit of authority
on the subject of purchase, sale and rent of chattels
except vehicles, and on the subject of service
procurement.
13. When required, administrative board can hand
over a part of its above mentioned authorization to
General Secretariat, clearly defining the limits thereof.
3
are;
The functions and authorization of general secretariat
1. To enforce the judgement of the administrative
board.
6-5
Investment Incentive Offices are in charge of centrally monitoring and coordinating transactions for
issuing permissions and licences and other administrative works and activities which fall in the province of public institutions and associations in the
provinces of the region, within the time specified
in regulations; if not specified, centrally monitoring
and coordinating in the capacity of administrative
board in order to rapidly and primarily bring a conclusion; following investments, giving information
and guiding the investors in accordance with the
application terms and documents which are determined in the regulation.
Development agencies, as defined in the law, will
support activities and projects, which will ensure
the implementation of regional plans, in order to
accelerate regional development and to ensure its
sustainability. To take measures preventing intraregional and inter regional disparities in terms of
development, to serve as a guide counselor for
6-6
2. To prepare annual work program and the budget;
and to present these to the administrative board.
3. To collect the revenues of the agency and to
make expenditures in line with the procedures and
principles which are determined according to the
4th clause; the budget; and the decisions of the
administrative board.
4. To take decisions regarding the purchase, sale,
and rent of chattels except vehicles, as well as the
service procurement within the limits determined by
the administrative board.
5. To organize activities that may develop the capacity
of people, institutions and establishments in the
region in producing and implementing projects
6. To make a proposal to the administrative board to
provide financial support by evaluating the proposal
and activity proposals of private sector, nongovernmental organizations and local administration.
7. To monitor, evaluate, inspect the projects and
activities which are supported and to prepare a report
on the subject matter.
8. To cooperate with domestic and overseas agencies
and institutions related to the regional development
and to evolve common projects.
9. To provide technical support to the planning
activities of local administrations.
10. To determine performance measures for the
employees and to execute performance rating.
11. To propose hiring and discharge of the employees
to the administrative board.
12. To attend national and international meetings
related to the regional development by proxy of
general secretariat of the agency; and to make
overseas contacts.
13. To execute the works of secretariat of the agency
and to execute other works in his/her sphere of duty.
14. To use the authority which is handed over by the
administrative board.
Annex Figure 6.4
Organizational
Structure of the Development Agencies
the agencies on the issues of planning, programming and preparing projects are counted among the
functions of State Planning Organization. The functions of the bodies of agency are stated separately
in the law. These functions are defined, in order, as
preparing “annual working programs and the budget”, “ acceptance of annual working programs and
submitting them to the approval of State Planning
Organization”, “discussing and evaluating annual
activity reports” for general secretary, administrative board and the board of development. In other
words, the functions of the bodies of agency are
stated in the law as programming, acceptance, discussing and evaluation of annual activities.
6.1.3 LOCAL ADMINISTRATIONS
Local administrations are defined in the 127th clause
of the law as “ Public corporations, whose principle
of establishment and decision making bodies are
defined in the law and are constituted by cooption
by electorates in order to meet the requirements
of the people living in the province, municipality or
village.” The reason why local administrations are
defined as “public administrations” is that the decision making and executive bodies of local administrations are constituted not by the government,
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6.1.3.1 Special Provincial Administration
Special Provincial Administrations were established in 1913, in current words, with a decree law.
This structure which achieves the power of organization by itself when a province is established,
undergoes a variety of jurisprudential changes
during the history of Republic, and comprehensive
change is brought about with Law No. 3369 which
came into effect in 1987.
Later on, new arrangements were made with the
approach of invigorating local administrations with
Law No. 5302 on Special Provincial Administration
which was adopted in 2005. It is difficult to say that
these units, which serve for the rural areas of the
province outside the boundaries of the municipality, have an important place in the system of local
administration.
Annex Figure 6.5
Organization Chart of
the Special Provincial Administration
“Special Provincial Administrations” are institutions which are not directly subordinate to the
central government and which take place at local
level; but according to the law the head of special
provincial administration and the representative of
its incorporated body is the governor of the province. The coordination, ensuring the execution of
services among other local administrations and
public institutions in integrity and consistency, is
provided by the governor of that province. The
governor of the province is in charge of executing
special provincial administration in accordance
with the strategic plan and providing institutional
strategies. Special provincial administrations are
authorized and obliged to;
•
Provide services of education, agriculture,
industry and commerce, preparing of
landscaping plan, providing the services
related to public works and settlement,
protection of soil and preventing soil
erosion, social services and social contributions, granting micro credit to needy
people, supplying lands for orphanages,
primary and secondary schools, providing
the services of construction, maintanance
and repair of that buildings, and other services to meet the requirements,
•
Provide the services related to development, road, water, canalization, solid
waste, environment, emergency and rescue, culture, tourism, services related to
youth and sport, service of supporting
the forest villages, services related to
afforestation, establishment of parks and
gardens outside the boundaries of municipality, on the condition that these services
are locally common.
but directly by public through general elections.
The relationship between central administration
and local administrations is established by the
mechanism of “executive guardianship” according
to the principle of “integrity of administration”, and
it is executed by governorships of provinces and
districts. Local administrations are divided into 3
groups as;
•
Special Provincial Administrations,
•
Villages, and
•
Municipalities.
The bodies of special provincial administrations consist of the council (Provincial Council),
Executive Committee (Provincial Committee) and
the president (Governor of the province)
In special provincial administrations, decisions are
taken by members of the provincial council who
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6-7
are selected for a term of five years to represent
the districts in each province, and the provincial
committee; the implementation of the decision is
executed by the governor of the province, who
is also the head of special provincial administration. Membership of the Council differs according
to the number of districts and the population.
The committee which is established by election
and constitutes the “Town Councils” informs the
provincial authorities about the practices that the
special provincial administration will carry out
and opinions of the local agents. Discussing the
strategic plan and settling a decision are among
the functions of provincial council; and analysing
the strategic plan and delivering decision to the
provincial council are among the functions of town
council.
The services of special provincial administration
are provided at the nearest points to the citizens
and with the most proper method. The method
used when providing service is appropriate for the
handicapped, old and poor people, and people
having a low income.
The functions of provincial council and provincial
committe are defined in the law4.
6-8
4
Functions and authorizations of provincial council and
town council which are defined in the law, are summarized
below:
The functions and authorizations of provincial council
are described below in summary. (10th clause):
1. To discuss strategic plan, investment and
work plans, the activities of special provincial
administration, performance measures for employees,
and to take decisions.
2. To approve budget and final accounts, to make
transfers between units in which institutional coding
are made and the first level of functional classification,
3. To discuss provincial landscaping plan and
development plan of the areas which are beyond
the boundaries of municipality and to conclude such
plans.
4. To take decisions about taking on debt,
5. To decide to establish a partnership with budgetary
business enterprises subject to Turkish Commercial
Code, or to withdraw from that partnership, to
increase the capital and to decide to establish real
estate investment trust,
6. To take decisions regarding the purchase, sale,
exchange of a real estate; allocating real estate,
changing the way of allocation or turning an allocated
estate into a real estate; hiring a real estate for more
than three years, and establishing limited real right on
estates on condition that the duration of that rights be
General Secretary organizes and executes the
performances in accordance with the decisions
taken by the provincial council and town council;
with the aims and policies of special provincial
administration; with the strategic plan and annual
work programs.
Organizational structure consists of principal service units, consultation- control units, and auxiliary
units. In addition, dependent establishments, related establishments and companies, cooperatives
take part in this structure.The features of the institutional structure chart of special provincial administrations’ and the branches of this structure which
are open for participation, definitions set forth in
no longer than twenty five years,
7. To accept conditional donations,
8. To take decisions for according concessions
in the name of special provincial administrations;
about realizing the investments of special provincial
administration with the model of build-operate
or build-operate-transfer, about privatization of
companies, enterprises and sharings which belong to
special provincial administrations.
9. To select the members of the specialized
committee and the provincial committee.
10. To approve the regulations which are enacted by
the special provincial administration.
11. To take decisions for mutually cooperating with
domestic and overseas local administrations and local
administration associations.
12. To take decisions for establishing associations
with other local administrations, participating in
associations which are already established, or leaving
such associations.
The functions and authorization of the town council are
summarized below. (26th clause ):
1. To submit opinion to the provincial council after
analysing strategic plan, annual work plan and final
accounts.
2. To take decisions of expropriation related to the
works covered in the annual work program and to
execute this decision.
3. To determine where to use the appropriation
intended for contingencies.
4. To make transfers between second levels of
functional classification in the budget.
5. To impose penalties which are fixed by law.
6. To take decisions of amicable settlement of
conflicts up to the amount of five billion in Turkish
Liras except taxes, duties and fees,
7. To implement decisions about the sale, exchange
and allocation of a real estate, to take decisions
allowing the hiring of a real estate for three years,
8. To determine the opening and closing hours of
public places which are outside the boundaries of
municipality.
9. To deliver opinion in the issues which is transmitted
by the governor of the province.
10. To execute other duties which are determined by
the laws.
DOLSAR
Annex Table 6.1
The
Number
Convocators of TR83 Provincial Council
of
Number of members of the town concil
23
42
57
24
146
Amasya
Çorum
Samsun
Tokat
TR83
Financial resources of special provincial administrations are constituted from various sources
such as general budget, fees which are charged
to those operating stone quarries and sand and
Source: MİGM (2006), Mahalli İdareler Genel Müdürlüğü verileri (Unpublished).
Annex Table 6.2
According to the Law. No. 5302, provincial landscaping plan is made in cooperation with metropolitan municipalities in metropoles, provincial
municipality and special provincial administration
in other provinces. Provincial landscaping plan is
approved by the municipal council and provincial
council.
TR83 Region Specialized Committee of the Provincial Council
Amasya
Çorum
Samsun
Plan Budget
Tokat
1 Plan Budget
Plan Budget
2 Development and Resettlement
Development and Resettlement Development and Resettlement Development and Resettlement
3
Educational, Cultural and Social Educational, Cultural and Social
Services
Services
Education
Education
Plan Budget
4 Cultural and Social Services
Agriculture and Animal Breeding Services related to Villages
Cultural and Social Services
5 Environment and Health
Environment and Health
6 Agriculture
Various Services
Agriculture and Animal Breeding Services related to Villages
7 Civil Defence and Emergency Cases
Industry and Trade
8 Youth and Sport
Legal Services
Local Administration and Internal affairs
Industry and Trade
9 Local Administrations and Internal Affairs
RPC
10
Agriculture Livestock and Agricultural
Source:
MİGM (2006), Mahalli İdareler Genel Müdürlüğü verileri (Unpublished).
Annex Table 6.3
Administration
TR83 Region Year 2006 Budget Data of The Special Provincial
Çorum
Samsun
Year 2006 Total Budget
Amasya
9 033 000
18 717 000
37 000 000
14 000 000
Distribution Among Institutions
Special Administration
01
Tokat
7 882 555
12 505 000
26 781 981
6 110 193
140 000
40 000
1 400 000
3 942 020
02
Defence Services
04
Economic Affairs and Services (Agricultural
Services)
05
Environmental Protection Services
06
Resettlement and Public Welfare Services
45 026
07
Health Services
45 039
304 000
08
Sport Services
88 000
780 000
09
Cultural and Tourism Services
35 036,00
83 000
225 000
554 952
10
Educational Services
992 344
2 900 000
6 000 000
2 507 302
11
Social Security and Assistance Services
77 000
120 000
10 000
18 717 000
37 000 000
14 000 000
TOTAL
Source:
law related to the methods of implementations and
which can be functional in the implementation of
regional plan are briefly presented in Table 6.5.
33 000
2 760 000
9 033 000
200 000
349 001
103 000
378 500
1 250 019
108 032
MİGM (2006), Mahalli İdareler Genel Müdürlüğü verileri (Unpublished).
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6-9
gravel borrow areas, from hire charges collected
for the real estates of special provincial administration, participation fees and from donations.
There are 4 special provincial administrations in
TR83 region.
The number of convocators, which is determined
in proportion with the population and the number
of districts, are high in Samsun and Çorum; but
low in Amasya and Tokat. The number of convocators of special provincial administration is given
below:
Current commissions in TR83 Region provincial
councils are described below.
•
Tokat Provincial Council is the council
which executes the highest number of
commission works, although the council
has few convocators. Amasya follows
Tokat in terms of commission number.
6-10
In terms of budget size Samsun is the primary
province and Çorum is the secondary province.
When year 2006 annual budget of special provincial administration is analysed for TR83 Region,
some similarities among the provinces in terms of
their ways to use the budget are seen. In each
province, the biggest share of the budget is taken
by special administration services and usually it is
followed by educational services. The third biggest
budget share is usually taken by economic affairs
(agricultural services) (except Amasya). The expenditure of health services increases especially
in Samsun.
6.1.3.2 Villages
In cencuses, city is described as the population
living in the boundaries of districts and provinces;
and settlements outside these structures (regardless of whether it is a legal entity of municipality or
village) are classified as villages. In 1990, the ratio
of district and province centres in total population
was 59,21 percent; while the ratio of village popu-
lation in total population was 40,79 percent. In
1997, 22,34 percent of the whole population has
been living under the administration of village authorities. 77,66 percent of the population receives
service from the incorporated municipality.
In TR83 Region the ratio of the village population
is higher (38 percent), but the ratio of city population is lower (62 percent) as compared with the
average figures in Turkey. The bodies of village
legal entity are village association, village council
and Muhtar. While muhtar of the village is the executive organ; village council and village association are the organs of counselling and judgement.
Village assosiation is a structure which is constituted by all electors living in the village regardless
of their gender. With village association, direct
participation of villagers in village administration is
ensured. This sample is the first impementation of
direct democracy in local administrations.
Village Association consists of two types of
members like Municipal Council and town council. Some of these are “Selected members”, and
the others are members “as of right”. Selected
members are elected by village association for a
term of five years. The teacher and the imam in
the village are members of the village council as
of right. Village council sets affairs of the village
in order; takes the decision of imece -man power
cooperation- and salma –financial cooperation;
Annex Table 6.4
Population in 1997
Municipality and Village
Province Population Municipality Percent
Village
Percent
Amasya
344 048
219 649
64
124 399
36
Çorum
593 053
340166
57
252 887
43
1 168 574
685 625
59
482 949
41
Tokat
711 465
507 502
71
203 963
29
TR83
2 817 140
1 752 942
62
1 064 198
38
Turkey
62 810 111 48 777 071
78
14 033 040
22
Kaynak :
Yerel Net (2006), Yerel Net web site (www.yerelnet.org.tr).
Samsun
DOLSAR
The head of village administration is the muhtar;
and he/she is elected by the village association.
Muhtar represents the village’s legal entity. He/
She executes the village affairs in collaboration
with the village council. At the same time, muhtar,
in his functions as representative of general administration, announces the laws and government
orders to the public; keeps order in the village;
helps implementation of affairs related to the general administration in the village.
Services related to the village,
•
Services of health, cleaning, works related
to road, water and school are obligatory;
•
Services such as construction of baths,
public laundry, market place, bazaar are
arbitrary.
Most of the services related to the village is executed by the general administration either directly
or in collaboration with the village. Services related
to the village are public obligations and refusing to
fulfill these obligations is punished. But, to a large
extent, these obligations are not put into practice
anymore.
6.1.3.3 Municipalities
According to the law, municipality can be established in the settlement units whose population
exceed 5000. It is obligatory to establish municipalities in the centres of provinces and districts.
Municipalities are set to give or to cause to be
given, as long as these services are local and
common, as urban infrastructure like development, water and sewage system, transportation;
environment and environmental health, cleaning
and solid waste; municipal police, fire department, emergency service, rescue service and
ambulance; local traffic; funeral and cemetery;
forestation, parks and open-space area; housing,
culture and arts, tourism and advertising; youth
and sports; social services and assistances, matrimonial services, vocational and technical training;
development of economy and trade. Moreover,
services to open shelters for women and children
are added to the functions of the municipality in
metropolitan municipalities and in municipalities,
whose population exceed 50 000.
controls the expenditures of village authorities
(Muhtar); approves the budget of the village; tries
to resolve the disagreements among villagers by
reconciliation.
The most dominant type in the local administration
system is municipalities engaged in the administraton of rural settlements. The establishment of
metropolitan municipalities in some settlements
is arranged with special laws in order to ensure
the execution of services in effective, planned,
scheduled, efficient and consistent manner. The
4th clause of the Law. No. 5216 on Metropolitan
Annex Figure 6.6
District, First Level and Township
The establishment, bodies, administration, functions, authorizations, responsibilities and work
procedures and principles of the municipality are
arranged after 2005 (3.7.2005) with Municipality
Law. No. 5393.
The number of municipalities in Turkey is constantly increasing since 1950s. 3215 municipalities has stood in the election of April 18th, 1999
elections, and the ratio of the population living in
the boundaries of these municipalities has reached
77,66 percent in the total population.
DOLSAR
6-11
Municipality Law describes the settements which
can be transformed into metropolitan municipalities as “provincial municipalities whose settlement
units’, which is inside the boundaries of municipality and which has a maximum distance of 10 000
meter from these boundaries, total population
exceed 750 000 can be transformed into metropolitan municipalities by law, considering also their
physical settlement circumstances and economic
development levels. In this contex, it is possible
to divide municipalities as metropolitan municipalities, county municipalities, first level municipalities
and township municipalities.
Although the numbers were constantly changing,
at the end of 2006, there are 3225 municipalities
in Turkey, 195 municipalities in TR83 Region.
(Amasya: 29, Çorum: 38, Samsun: 51, Tokat: 77).
The municipality of Samsun functions as metropolitan municipality and has three lower level
municipalities.
6-12
As of 2000, municipalities have been administring
a public source which is at a valuation of 4 quadrillion TL. At the same year, the total of consolidated
budget revenues is 33 quadrillion TL. In respect
of this, revenues of the municipalities constitute
12 percent of the consolidated budget revenues.
Municipal council, Town Council and Mayor constitute the bodies of the municipality. In municipal
councils which functions as decision making body
have 34 241 elected members throughout Turkey,
and in main structure of the municipality approximately 300 000 staff are employed. Fundamental
services5 which are executed by the municipalities
5
Municipal services and tasks defined by law (except
financial services and functions) are summarized below:
1. To meet local and common needs of residents.
2. To provide drinking water, domestic and industrial
water; to ensure disposal of waste water and rain
water; to establish necessary facilities or cause to
be established, to run these facilities or cause to run
them, to process natural spring water or cause to
process it.
3. To make public transportation available; for this
purpose to establish all sorts of public transportation
systems such as autobuses, vehicles of sea and
water transportation, tunnels and railway systems or
cause to establish them; to run or cause to be run
such systems.
4. To execute all the services related to collecting,
are defined extensively in the law.
The revenues of the municipality are composed of
numerous items. These are can be summarized as:
•
The shares acquired from the General
Budget according to the population,
•
Hire charges acquired from the real estates belonging to the municipality.
•
Special assistances and the credits drawn
from the Bank of Provinces.
•
The proportions acquired from special services (Market hall commission, property
taxes, fees collected from business establishments, advertising revenues, building
permit fees, water rates, revenues from
bus companies, penalties, entertainment
taxes etc.)
•
Donations and project credits acquired
from abroad.
transporting, decomposing, recycling, removing and
storing of solid wastes, or cause these services to be
executed.
5. To establish or cause to be established; to run
or cause to run market halls for wholesale or retail
dealer, bus terminals, fairgrounds, butcheries; and
according to the related regulations marina and
wharfs; to allow material persons or legal entities to
open such places.
6. To license and control unhealthy institutions and
places of amusemnet and recreation which are open
to public.
7. In order to develop and fetter economy and trade,
inhibiting street peddlers who make sales without
permission from activity in town.
8. To standardize publicity signs and identifier signs.
9. To gather unhealthy institutions, public places and
other work places which have detrimental effects on
public health and environment in certain places of the
city; to determine waste disposal facilities in which
excavation dirts and detrituses are disposed; liquefied
petroleum gas (LPG) storage areas; storage areas in
which construction materials, wood, coal and waste
are stored and sold; and to take necessary measures
in order to prevent environmental pollution as a result
of transportation in these areas and places.
10. To determine, all sorts of services which are
performed on roads, seas, waters and railways, and
numbers of public transportation vehicles and cabs,
schedule of fares, schedules and routes; wayside
stations and parking areas on highways, roads,
avenues, streets, public squares etc, to run these
places, have somebody to run or hire; to perform
all services related to the traffic regulation which is
assigned to the municipalities by law.
11. To give permission and license related to the
activities of natural or legal entities which is specified
in the law.
DOLSAR
6.1.4 METROPOLITAN MUNICIPALITY
Metropolitan Municipality is a public corporation
which consists of at least three districts or first
step municipality; which enables coordination
among these municipalities; which fulfills duties
and responsibilities assigned by law; and whose
decision making body is constituted by electors.
The duties of the metropolitan municipality are
described in the law as they are related to the arrangements of urban functions which hold a larger
place6. The bodies of the metropolitan municipality
6
Duties, authorization and responsibilities of the
metropolitan municipality are described below in summary:
1. To prepare the stretegic plan, annual targets and
investment programs of the metropolitan municipality,
and according to these to prepare its budget
2. To prepare master development plan and
implement it within the boundaries of the
metropolitan municipality and contiguous area, in
every scales between 1/5 000 and 1/25 000; to
approve implementation development plan which is
prepared by the municipalities within the metropolitan
municipality in accordance with the master plan.
3. To perform all sorts of development
implementations which are assigned to the
metropolitan municipality by law.
4. To design metropolitan transportation master plan
or have it designed, and to implement it; to plan the
services of communication and public transportation
and provide coordination,
5. To counstruct public squares and main streets
which are within the province of the metropolitan
municipality, in accordance with the urban design
projects, and to lay the buildings, which has a range
with these streets, under obligations,
6. To establish geographic and city information
systems,
7. In accordance with the principle of sustainable
development, to ensure the protection of environment,
agricultural areas and water basins; to afforest, to
make metropolitan solid waste management plans;
to perform services related to the disposal of solid
wastes, perform the services related to the disposal of
industrial and medical wastes.
8. To license and control unhealthy institutions; to
establish and run laboratories in order to analyze
foods and beverages,
9. To perform the services of the municipal police,
10. To establish, to cause to be established and to run
passenger and freight terminals, covered and open
parking buildings,
11. To construct and run regional parks, zoos, animal
DOLSAR
are defined as metropolitan municipality council,
metropolitan municipality committee and metropolitan Mayor.
shelters, library, museum, sports grounds and
recreation areas which serve to the integrity of the
metropole.
12. If required, to construct buildings and facilities
for the services of health, education and culture, to
perform all maintenance and repair services of the
related buildings and facilities.
13. To ensure the protection of cultural and natural
heritage, historical fabric and places and functions
which have importance on the history of the city;
for this purpose to provide maintenance and repair
services for these places, to reconstruct the buildings
which cannot be protected in accordance with its
original.
14. To perform the services of metropolitan public
transportation and to establish and run necessary
facilities.
15. To perform the services of water and sewage
system, to establish and run required dams and other
facilities for this purpose; to make improvements on
streams; to market spring waters or waters acquired
after treatment process.
16. To establish, make somebody establish and run
all sorts of wholesale market halls and butcheries.
17. To make plannings related to the natural disasters
and other preparations on the scale of metropole in
accordance with the plans at provincial level.
18. To provide services such as health centers,
hospitals, traveling health units and all sorts of
social and cultural services related to the adults,
elderly, handicapped, women, youths and children,
to establish and run courses to give vocational and
technical training, to collaborate with universities,
colleges, engineering colleges, public institutions and
non-governmental institutions when performing these
services.
19. To establish, make somebody establish, run or
make somebody run central heating systems.
The instruments which can be used by municipalities, as institutional structures which take place in
the general frame of regional plan, when they are
performing their duties are summarized in Annex
Table 6.5.
Annex Figure 6.7
Metropolitan Municipality
6-13
6.1.5 LOCAL ADMINISTRATION
UNIONS
One of the ways to raise productivity in local administrations is to reach optimal service fields by
determining the boundaries of the service field according to the requirements of the service. But, it
is not easy to make arrangements to this end and
to reach this purpose within our local administration system. Local administration unions are institutions which enable overcoming this difficulty and
reaching the optimal size that the service required.
The cooperation between special provincial administrations, municipalities and villages in locally
common necessities can enable the execution of
service in a more efficient and productive way according to the characteristic of the problem. In the
127th clause of the constitution it is specified that
for the execution of services in economic, efficient
and productive way, local administrations “can
establish municipal unions by taking the case that
specified local administrations establish unions for
the execution of certain public services, as basis.”
Unions are public corporations. Local administration unions are public institutions and administrations from the place where service is given.
6-14
While 93 percent of the 906 unions, whose classification are made according to the subject, are
intended for rural and agriculture purpose, only 5
percent are for urban purpose, and 2 percent for
general purpose. In urban service-purpose unions,
the number of unions for which a relationship with
water services can be established, is about 10.
Unions which villages establish among themselves constitute 72 percent, and unions which
are established between villages and municipalities constitute about 20 percent (Sayın, 2006).
Local administration unions can be classified according to their functions as shown below:
•
Unions of rural services,
•
Irrigation unions,
•
General-purpose municipal unions,
•
Urban infrastrucrure unions.
The establishment of unions of rural services are
started under the leadership of civil administration
supervisors to achieve local people’s contribution
in subjects such as village roads, drinking and
irrigation waters of the village, with the establishment of ministry of rural affairs, and the number
of unions increase rapidly in following years. In
unions of rural services, generally governor of the
districts are assigned as chairman. In mid-1995,
approximately 700 local administration unions,
whose total number was over 1300, are unions of
rural services and governors of the districts were
in charge of these unions (Sayın, 2006). With the
Law No. 5355 on Local Administration Unions
which was enacted in 2005, the case that the chairmen of the union should be assistant governor or
the governor of the district who will be assigned
by the governor of the province, became a legal
provision (Md.18). Unions can be perceived as
activity organs of the civil administration grade.
Irrigation unions increased in numbers after 1990s
when the State Hydraulic Works (DSİ) gave up
building irrigation enterprises itself after it has
renounced the construction of agricultural irrigation facilities. In this situation, World Bank credits
which arised after 1993 were also effective.
While in 1992, the number of irrigation unions
which took over the operation of irrigation facilities was only 17, in 1998 this number rose to 250.
While 65 000 ha of land had been handed over
since 1993, in 1998 the size of the land which was
handed over for irrigation enterprises reached
1 280 000 ha of land (Sayın, 2006).
After 1978, an increase in the number of generalpurpose municipal unions has started to be seen.
In these years, 91 municipalities were members
of Marmara and Straits Municipal Union. Blacksea
Municipal Union was established with 88 member
municipalities, and Central Anotolia Municipal
Union was established with 32 members. The
number of member municipalities in Aegean
DOLSAR
In 1990s, the tendency of the municipalities, established in a province, to establish unions which
are not regional, but metropolitan in character was
effective in the formation of urban infrastructure
unions. New concepts which have been brought
by new union types can be summarized at the
points which are given below:
•
To combine local infrastructure services
(water, waste water, solid waste, pollution
etc.) with the concept of integrated environment management;
•
To establish companies and hand over the
authority taken over from local administrations to such companies;
•
For financing investment; to rely basically
on foreign credit;
•
To share service management with domestic and foreign private corporations;
would be service unions (DPT, 2003-2). But, this
duty was given to investment support offices of
the Development Agency with the Law No. 5449
which was introduced later on.
Municipal Union was 71. It can be said that, since
the end of 1998 there are 1322 local administration unions. (Sayın, 2006).
These public institutions, whose number exceeds
one thousand and which gradually have started
to manage larger scale public sources and public
services which have vital importance, gain importance in development and they are expected to
play more active roles in economic development.
(Sayın, 2006).
Before the law on Development Agencies was enacted, service unions at regional level, especially
special provincial administration unions were considered as units, which contained local accession
partnership in Level 2 subregions and to which the
responsibility to function as project execution unit
in the region could be assigned.
According to the draft, the unit, to be responsible
for the execution of the regional program, for the
achievement of coordination, for pre-selection
and introduction of projects which had local importance and for accepting the project proposals,
DOLSAR
6-15
6.2
AN OVERVIEW TO LAWS WHICH DETERMINE THE LOCAL
ADMINISTRATION ONCE MORE
Administrative structures which are defined in laws
in terms of organs generally consist of the council and decision making- executive body and the
executive branch. In this differentiation, councils
are generally considered as a consultation and
evaluation body. Town Councils and administrative board are not always chaired by an elected
person, occasionally somebody who is assigned
can be a president. This board performs the duties
of decision-making and monitoring. Governor of
the province, Mayor or general secretary perform
their duty as executive bodies.
In this way, a more pluralistic consultation-decision and monitoring/ evaluation structure is established. Actually, this structure which is constituted
by the council, the committee and the chairman,
is determined likewise in previous laws. However,
local administrations, which are strengthened due
to the general characteristics of the laws, have
possibility to become more effective with this administration structure.
6-16
In some local administrations, an establishment
like general secretariat is given a place in their organizational structures. In institutional structures
such as Metropolitan unions, special provincial
administration unions and local administration
unions, there is a general secretariat. But in development agency, general secretariat is directly
defined as the executive body of the agency. The
definition of general secretary does not hold a
place only in the law on municipality.
However, in the law on municipality, new institutional structures such as infrastructure coordination center and transportation coordination center
are provided; also a new function/structure is
defined for Development Agencies under the
name of investment support offices. In this way,
new mechanisms are defined in order that this
administrative units can do their duties in a more
rational way.
Defining the commissions as the authority to
help the operation of councils in new laws can
be considered as an affirmative development as
it makes decisions based on investigations and
discussions and it contributes to the adoption of
decisions in a more pluralistic way. It is envisaged
that municipal unions, metropolitan municipal
unions, special provincial administration unions
and local administration unions should carry out
their works by establishing the commissions which
are defined in the law. The definition of commission does not hold a place only in the organization
of Development Agencies.
New laws define some important instruments for
regional planning. The most important one among
the instruments provided for institutions is certainly
strategic plans. Municipalities are obliged to make
strategic plans, to make them final by discussing
them with several institutions and to implement
them. It is a legal provision that the strategic plan
of the municipality should be compatible with regional plan, if any. In the same way, metropolitan
municipalities and special provincial administrations are entrusted with the task of making their
own strategic plans. How to handle low scale plans
for the implementation of regional plans is defined
in the law. By detailing and localizing general anticipations on low scale plans, continuity and coherence in decisions of plans are provided. On the
other hand Development Agencies are charged to
give support to the activities and projects which
will enable the implementation of regional plan.
Except strategic plans, annual programs which will
be determined by local administration bodies and
duties to prepare budget may be considered as
other technical instruments which will enable the
implementation of regional plan and the stretegic
plan of local administration unit.
DOLSAR
Similarly, master city development plans and implementation plans for development, to be prepared
according to master plans, should be modelled
after the urban strategic plans which are prepared
in accordance with the regional plan. Plans of this
scale would thus fulfill spatial implementation of
regional plans in terms of urban decisions. Plan
hierarchy will be actualized in cities with the operation of all conditions in rational way, with the
order of regional plan- the strategic plans which
municipalities will make for the city- master plans
and implementation plans. As it is expected that
each plan should be handled with the renovations
and developments peculiar to the period in which
the plan has been made, an actualization of this
scale will be within the context of regional plan’s
general perspective and will not mean direct
implementation of previsions of the regional plan.
In summary, when hierarchical relationships between plans are considered, master plans and
implementation plans, which will be prepared in
accordance with provincial landscaping plans and
urban stretegic plan, can be thought as strong
implementation instruments which move decisions
of regional plan to their own scale by detailing
and localizing and sealing spatial designations.
DOLSAR
Therefore, all plans should determine the inputs
that they should take form higher scale plans,
should from the plan starting with these premises,
at the same time they should define clearly the duties of detailing and development which they will
transmit to lower scale plans in order to simplify
the process of hierarchical relationship. In this
way, plans which are made at different scales will
be able to form the decisions related to their scale
in scientific and rational way, without repeating the
same studies. This process will enable an increase
in efficiency in the implementation of the plan.
Laws also contribute to the implementation of
the plan by the definitions they brought in terms
of monitoring and evaluation systems. Although
there is not a considerable difference between
proposed systems and systems and mechanisms
which were provided in the previous laws; in new
laws monitoring system is defined in further detail,
and in some laws (like in the law on Development
Agency) the liability of transparency and to render
account are also stated.
Provincial landscaping plan, which holds a place
in the law on Special Provincial Administrations,
has special importance in terms of the definitions
of low scale plans which will enable the implementation of regional plans. These plans are defined
as instruments which have a scale of 1/100 000,
and which enable the execution of advanced local studies for the protection of environment in
accordance with decisions of regional plan and
improvement of important details. In this way,
spatial dimensions of provincial landscaping plans
and regional plans are developed for dealing with
environmental problems and for betterment by arrangement. Provincial landscaping plan provides
an important instrument for the implementation of
regional plan in environment by concluding spatial
decisions and determining coordinates.
New laws define participator mechanisms more
clearly and envisage an increase in participation
in the discussions before making a decision. The
law on municipality mentions the concept of citizen law, envisages that the city councils should be
established, and the president should determine
the strategic plan by taking advice from universities, trade associations and non-governmental organizations which are concerned with the subject.
Moreover; muhtars, trade associations which are
investment-like feature in the province, universities, labor unions and non-governmental organizations which are concerned with the subject
can attend to the municipal council’s specialized
committees and give advices. Municipality can develop common service projects with professional
institutions, non-profit associations, charitable
foundations, chamber of tradesmen and artisans
and trade associations in its relationships with
other institutions. The law envisages that voluntary
participation should be provided to the service of
6-17
DOLSAR
Bodies
Other Organizational Structures
Council
Town Council
Investment
Support Organizational Structure and President/ Chairman of
the Province
General Secretariat
Offices
Infrastructure
Coordination
Center
Transportation
Coordination Center
Committees
6-18
It consists of 5 members who
are elected and 5 members who
are appointed by the chairman.
(under the chairmanship of
Mayor)
(clause 16).
Metropolitan mayor who has
been elected (clause 17-19)
administers the municipality in
accordance with the strategic
plan. (clause 18b)
Town Council consists of 4
members who are elected under
the chairmanship of Mayor and 4
members who are appointed by
the president. (clause 33-36).
Mayor who has been elected
(Cause 37-46), administers the
municipality in accordance with
the strategic plan. (clause 38b)
Specialized Committees are
established i the council. (Clause
24)
It consists of elected members.
(clause 12 – 14)
It consists of elected members.
(clause 17 -32)
Law No. 5355 on Local Administration Unions (26.05.2005)
The governor of the province
who has been appointed
is the head of Special
Provincial Administration and
representative of the legal
personality of the administration.
(Clause 29-33). He/She
administers the province in
accordance with the strategic
plan. (clause 30b).
can hand his authority to
manage the committee over
to the general secretary of the
union. (clause 25). General
secretary arranges and
executes the services of special
provincial administration on
behalf of the governor of the
province in accordance with
the strategic plan and annual
working program. (Clause 35)
established i the council. (Clause
11).
Chairman of the union can
hand his authority to manage
the committee over to the
general secretary of the union
or to the director of the union.
(Clause.14m).
Union council elects the
president among its members.
(clause 12)
Local Administration Unions
Provincial council consists of
elected members. Member of the
union is elected among members
of the local administrations or
(clause 9-24)
among the persons who are
appropriate to be elected as
members of municipal council by
arranging elections. (governor
of the province, Mayor, muhtar
“members as of right” (clause
8 -11 )
It consists of 5 members who
It consists of the president of
are elected and 5 members who the union and members who are
are appointed by the governor of elected by the members of the
the province.
council provided that the number
(clause 25 -28).
should not exceed 7. (clause
12-13)
Law No.5302 on Special
Provincial Administrations
(04.03.2005)
Provincial council consists of
elected members.
This Center is established under
the chairmanship of Metropolitan
Mayor and with the participation
of representatives of public
institutions and associations and
private instutions which will be
determined in the regulations.
(Clause 8).
This Center is established
under the chairmanship of a
person who has been charged
by the Metropolitan Mayor
and with the participation
of representatives of public
institutions and associations and
private instutions which will be
determined in the regulations.
(Clause 9).
established i the council.
established in the council.
(Clause 15)
(Clause 16)
Metropolitan municipal
organization consists of
general secretariat, department
chairmanships and directorates.
The execution of services is
enabled by a general secretary
who is selected by metropolitan
mayor. (Clause 21).
Law No. 5216 on Metropolitan
Municipality (10.7.2004)
Law No. 5393 on Municipality
(03.07.2005)
The governor of the province or
assistant governor who will be
assigned by him is the governor
of districts. (clause 18).
It consists of 2 members of the
provincial council who will be
elected by the council under the
chairmanship of union president
and also 2 village muhtars.
(clause 18)
Rural Service Unions
It consists of muhtars of the
villages which are members
of the union and members of
the provincial council which
are elected by that district.
(clause 18)
Irrigation Unions
It consists of members who are
elected among the members “as
of right” and farmers who are
appropriate to be elected to be
a member of municipal council
at a number specified in the
regulation. (clause 19)
Law No. 5549 on Development Agencies
(25.01.2006)
Follow the businesses of the investors in
public instutions in a centralized way. (Clause
15-17)
General secretariat is the executive body
of the agency. General secretary who is
determined by the administrative board
and is approved by the State Planning
Organization is the top supervisor of the
investment support offices. (Clause 12-14).
Administrative board is a decision making
body of agencies (for more than one
proovince) It consists of governor of the
province (or governors), metropolitan/
provincial mayors, the presidents of
provincial councils, president of chambers
of commerce and industry (one person from
each province) (clause 10).
The governor of the province is the
president of the administrative board.
(If the region is composed of more than
one province, then presidency will be
alternately executed by the governors of
these provinces in alphabetical sequence.)
The president of the administrative board
represents the agency. (clause 10).
Among Development Agencies, public
institutions and associations in the
region, private sector, non-governmental
organizations in the region, universities and
local administration, an election is made
to determine maximum 100 people whose
name will be on organization enactment.
(clause 8 – 9)
Annex Table 6.5
Laws Which Was Enacted After 2005 In Accordance With The Localization and Their Potential Effects on The
Implementation of Regional Plans and The Way They are Used
Strategic Plan
1/5 000-1/ 25 000 Master
Provincial
City Development plan Landscaping plan Annual Program
Implementation Plan for
Development
Budget
DOLSAR
Provincial council approbates
the plan. (Clause 6)
Metropolitan municipality
approbates Provincial
Landscaping plan.
It is described in financial
provisions. (Clause 59-72).
prepares the budget by
taking advice from district
municipalities and first level
municipalities. (clause 7a).
The budget of the metropolitan
municipality is approbated in the
council. (Clause 25)
appropates implementation
plans for development which will
be prepared in accordance with
the master development plan,
and alterations, the plans of
parcellations and reorganization
development plans. (Clause 7b)
Metropolitan municipality makes
master development plan
prepared according to Provincial
landscaping plan, approbates
and then implements the plan.
(Clause 7b)
prepares investment and annual
working programs. (Clause 30b)
The duty of the metropolitan
municipality is to prepare
annual targets and investment
programs. (Clause 7a)
Commitee delivers opinion.
(Clause
(Clause 31)
Mayor prepares investment
program and annual working
program. (Clause 41)
Commitee delivers opinion.
(Clause 34st) council approbates
the strategic plan. (Clause 18a)
The duty of the metropolitan
municipality is to prepare
strategic plan by taking advice
from district municipalities
and first level municipalities.
(Clause 7a)
Mayor prepares the strategic plan.
(Clause 41)
(04.03.2005)
Governor of the province
prepares the strategic plan.
The Instruments which can be used in terms of regional plan
The president of the union
prepares the investment plan,
working program and the budget.
(Clause 14)
A transfer is made from the
budget of special provincial
administrations. (Clause 18)
Investment plan, annual working
program and implementation
projects are prepared. (Clause
18).
Irrigation Unions
Revenues and funds to be managed,
expenditures (Clause 19-20)
Budget (Clause 22-24),
General secretariat prepares annual
working program.(Clause 14b)
To support activities and projects which will
enable the implementation of regional plans
and programs. (Clause 5a)
(25.01.2006)
(03.07.2005)
6-19
Other characteristics which are open to public
6-20
System of audit (and Monitoring and evaluation
system)
Voluntary participation to the
services of special provincial
administrations is obtained.
(Clause 65).
5 or 10 consultants are charged
in proportion to the population.
(Clause 20)
Voluntary participation to
municipal service should be
obtained. (Clause 77).
And an application should be
made to consultants.
City Council (Clause 76)
In relations with other
institutions, common service
projects can be developed with
trade associations, non-profit
associations, charitable
foundations, chambers of
tradesmen and artisans. (Clause
64c)
In relations with other institutions,
common service projects can be
developed with trade associations,
non-profit associations, charitable
foundations, chambers of
tradesmen and artisans. (Clause
75c).
Specialized committees are
established. (Governors of the
districts, supervisors of the
public institutions which are
established in the province,
trade associations, universities,
labor unions, muhtars of villages
and quarters, non-governmental
organizations which are
concerned with the subject can
participate in committees and
deliver opinion.)(Clause 24).
determines the performance
measures for the employees.
(Clause 30a).
Internal and external
audits of Special Provincial
Administrations are defined.
(Clause.37-41).
(04.03.2005)
Parliamentary audit commission
(Clause 17), Parliamentary
information audit (Clause 18)
The governor of tha province
prepares the strategic plan by
taking advice from universities,
trade associations, and
concerned non-governmental
organizations, if they exist.
established. (Institution
representatives, trade
associations Which have
public institution-like feature, or
union of chambers, concerned
departments of the universities,
labor unions, or confederations,
specialized non-governmental
organizations, people who are
invited to the committees can
participate in committees and
deliver opinion.) (Clause 15).
Metropolitan Mayor audits
the institutions which are
subordinate to the municipality.
(Clause 18i)
Mayor prepares the strategic plan
by taking advice from universities,
trade associations and nongovernmental organizations who
are concerned with the subject.
established. (Muhtars, trade
associations, universities, labor
unions, non-governmental
organization which are concerned
with the subject and which have
public institution- like feature in
the province can participate in
commitees and deliver opinion)
(Clause 24).
(Clause 13)
Citizen Law
The Mayor determines the
performance measures for
employees.(Clause 18a)
Annual activity report is
prepared.(Clause 56).
Internal and external audits of
municipality (Clause 54-58)
Parliamentary audit commission
(Clause 25), Parliamentary
information audit (Clause 26)
(03.07.2005)
Irrigation Unions
The president of the union audits
the union. (Clause 14k)
Semiannual report and annual activity
report are prepared. (Clause 9b,
Clause11e, Clause14g)
Internal and external audits are made in the
agencies. (md. 25)
There are liabilities of transparency and
rendering account. (Clause 21)
(25.01.2006)
DOLSAR
Specialized committees which will be established
in councils are mentioned similarly in the law on
Metropolitan Municipality and in the law on Special
Provincial Administration. It is envisaged that
the governor of the province should take advice
from a defined group of participants like Mayor in
preparation of the strategic plan of special provincial administration. Likewise, it is envisaged that
special provincial administrations should prepare
projects with other institutions and provide voluntary participation.
the municipality. That kind of mechanisms provide
a process which is more participant and local compared to the old one.
Many predictions of the regional plan would not
be implemented directly as the level of details is
increased and relevant scale becomes smaller;
however such prediction of lower scale plans, will
provide guidance for preparing new plans and will
this be able to materialize. The participator groups
envisaged to be involved in bringing forth relevant
decisions will be in a position to consider the strategic predictions of the regional plan. Similarly,
application of the strategic plan prepared for the
region would be possible by means of the implementation of lower scale plans. The new laws defiance the relations between the plans and enhance
participation and transparency in the planning
process.
DOLSAR
6-21
6.3
LOCAL ADMINISTRATION UNIONS WHICH ARE CURRENT IN
THE REGION
6.3.1 UNION OF SAMSUN
MUNICIPALITIES
Samsun union of municipalities was established
in 1994. There are 43 municipalities which are
subordinate to the union. Municipalities’ year of
foundation and population growth are indicated in
Annex Table 6.6.
When we look at the population structure of the
municipalities which are the members of the union,
except municipalities which hold a place in the
union, one metropole (Samsun), three municipalities whose population is over or close to 50 000
(by order of Bafra, Çarşamba, Atakum according
to population size), three municipalities whose
population is between or close to 25 000-20 000
(by order of Terme, Vezirköprü and Havza according to population size), four municipalities whose
population is between or close to 15 000-10 000
(Tekkeköy, Alaçam, Ladik and 19 Mayıs according
to population size), all other municipalities are considerably small. The municipalities of Canik, Gazi
and İlkadım hold a place in Samsun Metropolitan
Municipality and they have considerably large
populations. The municipality of Kurupelit which
holds a place in the boundaries of metropolitan
municipality, have a small population.
When the distribution of member municipalities in
terms of their geographical position is examined, it
is seen that municipalities in coastal area form the
majority. Additionally, there are residential areas
like Havza, Kavak and Ladik which have strong
connection with Samsun and which have a place
on Samsun-Ankara axis. Union member municipalities, which are outside the near surroundings
of Samsun Province, belong to residential areas
in Vezirköprü and its near surroundings in west
and in east residential areas which are close to
Ayvacık and Salıpazarı.
When the structure of the union is interpreted
together with population sizes and geographical
positions, it can be said that Samsun Metropolitan
Municipality forms a convenient structure to coop-
Annex Figure 6.8
Population Size and Geographical Distribution of Municipalities
Which Are Members of Samsun Union of Municipalities
6-22
DOLSAR
Municipality
Ondokuzmayıs
Alaçam
Altınkum
Ambartepe
Asarcık
Aşağıçinik
Atakent
Atakum
Ayvacık
Bafra
Bekdiğin
Büyüklü
Canik
Çarşamba
Çatalçam
Çınarlık
Çetinkaya
Dikbıyık
Doğanca
Evci
Gazi
Gölyazı
Havza
Ilıca
İkizpınar
İlkadım
Kavak
Kolay
Kozluk
Kurupelit
Kutlukent
Ladik
Narlısaray
Salıpazarı
S. Büyükşehir
Taflan
Tekkeköy
Terme
Vezirköprü
Yakakent
Yeşilkent
Yörükler
Source:
Member Municipalities of Samsun Union of Municipalities and Population
District
Ondokuzmayıs
Alaçam
Merkez
Terme
Asarcık
Tekkeköy
Merkez
Merkez
Ayvacık
Bafra
Havza
Tekkeköy
Merkez
Çarşamba
Merkez
Çarşamba
Bafra
Çarşamba
Bafra
Terme
Merkez
Terme
Havza
Havza
Bafra
Merkez
Kavak
Bafra
Terme
Merkez
Tekkeköy
Ladik
Vezirköprü
Salıpazarı
Merkez
Merkez
Tekkeköy
Terme
Vezirköprü
Yakakent
Merkez
Ondokuzmayıs
Municipality’s
establishment
year
DİE (1983-1), 1980 Genel Nüfus Sayımı Amasya
DİE (1983-2), 1980 Genel Nüfus Sayımı Çorum
DİE (1983-3), 1980 Genel Nüfus Sayımı Samsun
DİE (1983-4), 1980 Genel Nüfus Sayımı Tokat
DİE (1983-5), 1980 Genel Nüfus Sayımı Turkey
DOLSAR
1970
1878
1992
1995
1989
1990
1994
1990
1980
3 453
11 402
2 054
2 286
711
2 191
2 020
1985
4 733
12 986
2 441
2 491
837
2 384
2 046
4 875
50 213
1 486
2 823
4 695
53 482
1 471
2 803
28 422
1 927
2 144
34 189
1 964
2 195
2 046
2 734
3 576
2 121
3 027
3 648
3 091
15 569
1 654
1 964
3 368
17 497
1 618
2 038
4 592
2 897
1 444
5 275
3 507
1 491
5 323
7 143
1 932
4 295
208 813
2 352
8 036
15 628
13 482
3 432
2 485
2 020
6 352
7 901
1 988
4 758
256 247
2 449
10 028
18 245
18 373
3 828
2 750
2 262
1994
1991
1989
1994
1970
1994
1999
1923
1979
1994
1934
1968
1991
1923
1973
1989
1956
1923
1963
1989
1990
6 212
12 097
4 100
1 488
3 451
2 794
19 885
5 375
65 600
2 017
2 940
41 922
38 863
2 445
2 279
2 532
2 223
3 091
3 810
136 532
3 182
17 962
1 721
2 154
103 815
5 745
2 166
1 875
4 099
6 753
8 061
2 137
5 504
305 171
2 940
11 351
20 381
20 633
3 914
3 222
2 689
1997*
9 000
13 069
3 913
2 375
2 649
3 094
3 890
36 460
6 577
77 020
1 425
2 895
46 166
46 159
2 786
2 388
2 712
2 135
3 388
3 882
139 962
1 913
18 629
1 154
1 762
110 129
7 204
1 717
2 489
4 435
7 848
8 806
2 467
6 200
407 384
3 301
14 036
23 877
23 507
5 056
4 314
2 975
* Yerel Net (2006), Yerel Net web site (www.yerelnet.org.tr)
2000
8 928
11 950
5 638
3 075
1 926
3 262
5 064
43 905
5 650
83 733
938
2 946
Annex Table 6.6
Growth
49 189
3 228
2 655
2 258
2 154
3 169
4 906
2 127
19 385
1 277
1 667
7 871
2 421
2 489
8 848
9 098
3 252
6 303
363 180
3 301
15 071
25 052
23 211
4 707
5 272
2 447
6-23
erate with all the municipalities between Bafra and
Çarşamba which have a large population and at
the same time this structure integrates with all the
municipalities which perform on southwest axis.
cultural and economic development of settlements
in the region; and to cooperate with relevant public
and private institutions and organizations for this
purpose.
It is observed that other southeastern small municipalities which are considerably in isolated positions
(Municipalities between Asarcık-Kozlu) and municipalities in Vezirköprü and in its near surroundings,
form cooperations with which they will benefit from
the union with different strategies. (Annex Figure
6.8). But Samsun Union of Municipalities has not
achieved an active operation as yet.
The center of the union is Amasya and its working
period is indeterminate. The chairman of the union
is the governor of Amasya Province. In 2004, pursuant to the modification of the regulations, the
name of the union was changed into “Yeşilırmak
Basin Development Union” and Yozgat left the
union in January, 2004.
6.3.2.1 The Goal Of the Union
Generally budget revenues of the union are obtained from the portipns collected from member
municipalities. But as the budget is considerably
limited, activities are limited to the activities of
education, seminary and conventions.
6.3.2 YEŞILIRMAK BASIN
DEVELOPMENT UNION
6-24
Another feature that the region has is the
Development Union of Yeşilırmak Basin which is
established by the special administrations of 4
provinces among themselves. This union ensures
that the region is considered as a whole in terms
of duty spheres of special provincial administrations. That the Development Union has its own
authorities and budget can be considered as an
important opportunity in terms of regional planning. In the following section, detailed information
about Development Union will be given. The union
is established under the name “Service Union of
Special Provincial Administrations for Yeşilırmak
Basin” with Cabinet decree no. 97/9991 “dated
September, 23rd 1997.” and with the participation
of 5 provinces (Amasya, Çorum, Samsun, Tokat
and Yozgat) in order to take necessary measures
for preventing pollution of Yeşilırmak and its tributaries and eliminating the causes of such pollution;
to carry out activities against erosion in the region;
to regulate the flow regime; to perform and cause
to be performed all types of activities for the social,
The goal of the union is to execute the services,
which are beyond the means of member local
administrations, one by one at regional scale and
which are listed below and defined by authorities
in detail, Briefly;
•
To take measures in order to prevent the
pollution of Yeşilırmak and its tributaries
and to eliminate the causes of such pollution.
•
To protect and improve historical and natural environment, water sources, forests
within the union’s sphere of duty.
•
To prevent air, water and soil pollution,
and remove the factors which cause pollution,
•
To take protective measures for other
natural resources and assets on the coast
of Yeşilırmak and in Yeşilırmak basin.
•
To prevent erosion and all types of soil
losses on Yeşilırmak and in its basin; to
make afforestation and meadow improvement for economic purposes,
•
To have all types of general and particular
projects prepared, to improve the conditions of economic growth, communication, transportation, education and housing, tourism, cultural circimstances on
the Yeşilırmak, in its basin and dams, to
implement the projects or to cause them
to be implemented.
DOLSAR
The union can establish and run unions, firms,
cooperations or cooperative firms with public institutions or firms which are established by public
institutions, and with other local administrations
and unions; can establish relations with foreign
institutions; can obtain chattels and real estate;
can use these properties collectively.,
6.3.2.3 The Bodies of the Union
The bodies of the union consist of the union
council, the union committee and president of
the union (Clause 8th). The union council consists
of the governors of the member provinces and
two members from each provincial councils of
member provinces, who are elected from among
provincial council’s own members, and two members which are sent by each legal entities which
are members of the union. The Undersecretariat
of State Planning Organization and Ministry
of Internal Affairs General Directorate of Local
Administrations are represented in the union
council with one consultant member from each.
Consultant members do not have qualification to
vote. Each province is represented in the council
with equal number of members. The duties and
authorities of the union council are defined in the
10th clause of the regulations7.
7
The duties and authorities of Union Council:
1. To approve the programs prepared by the union
committee,
2. To examine and adjudicate the previous year’s
work reports and income-expenditure accounts
prepared by the union committee,
3. To accept the budget of the union and final
accounts,
4. To determine the ratio or amount of contribution
rate which local administrations that are members of
the union will include in next year’s budget,
5. To determine the number of permanent staff of the
union and their salaries,
6. To decide on the participation of local
administration units which will be accepted to the
union later on depending on the affirmative opinion of
the State Planning Organization and on the approval
of the Ministry Of Internal Affairs,
7. To decide on borrowing and accepting donations
on behalf of the union,
8. To determine the authorities which will be
delegated to the president of the union and the
committee, in cases that the regulation does not
DOLSAR
The union committee consists of five members
which are elected by the president of the union
and union council among the members of the
council for a term of one year (Clause 11- 13) The
president of the union is also the president of the
union committee as of right.
When the president of the union are not available,
this duty will be executed by one of the members
of the committee who will be nominated by the
president of the union.
The duties and the authorities of the union committee are defined in the 14th clause of the regulation8.
6.3.2.2 Mode Of Operation
provide clarification,
9. To decide to make changes in the regulation and
to submit that decision to the approval of councils of
special provincial administration which are members
of the union,
10. To decide on the termination of the union and
to submit that decision to the approval of provincial
councils of special provincial administrations which
are members of the union,
11. To validate regulations and directives which will be
passed in accordance with the policy guidelines,
12. To submit a proposal to the Ministry of Internal
Affairs about establishing, changing or removal from
the list of staff relative to union employees,
13. To select the union committee and vice chairman,
14. To take necessary decisions on works and
operations to be carried out in national or international
institutions in accordance with the goals of the union
or to delegate authority to the committee on these
issues,
15. To take decisions regarding the purchase - sale,
exchange of real estate, accepting donations,
establishment of incorporeal rights on property or its
removal; or to delegate authority to the committee on
these issues,
16. To take decisions regarding other subjects which
are asked to be discussed by the president,
17. To determine the attendance fees, transportation
allowances and personal rights of the chairman, the
members of the union commitee and the council.
8
The Duties and Authorities of the Union Committee;
1. To examine the draft budget of the union,
2. To prepare annual work program of the union and
to submit it to the opinion of the council,
3. 2. To examine previous year’s work reports and
income-expenditure accounts of the union and to
submit them to the council,
4. To carry out the annual program of the union,
5. To make labour divisions among the members of
the union in order to follow the implementation of the
program,
6. To carry out transfer operations among the clauses
which are within a section of the budget,
7. To ensure that the money of the union is spent in
accordance with the budget and the purposes of the
union and to control the expenditures at intervals of
6-25
The president of the union is the governor of the
province in which the center of the union is established (Clause 16th). The duties and authorities of
the president of the union are defined in the 17th
clause of the regulation9.
The director of the union is appointed with the
proposal of the union president and with the decision of the committee. The director of the union
ensures that the administration of the union and
services relating to the union are carried out on
behalf of the president and with his/her instructions and under his supervision.
•
•
•
•
6.3.2.4 Incomes of the Union
The incomes of the union are as follows:
•
Annual contribution rates which will be
taken at the rate of previous year’s budget
three-months.
8. To appraise the penalties which are specifies in the
law,
9. To regulate and determine the activities such as
purchase ,sale, rent, borrowing and donations etc.
10. To examine and adjudicate monthly tables,
11. To submit its opinion to the union council after
examining final accounts,
12. To appoint the secretary of the union upon the
proposal of the union president,
13. When the council is not at the meeting, to discuss
and adjudicate the issues that are assigned by this
policy guidelines and by other laws to union council
for submission to the council at the first meeting,
6-26
9
The Duties and Authorities of The President Of The
Union
1. To preside over the union council and the union
committee,
2. To represent the union,
3. To ensure that the activities of the union are carried
out in a systematic way,
4. To protect and follow the benefits of the union,
5. To prepare the draft budget of the union, working
plan and program, final account tables, annual activity
reports; to submit them to the relevant authority and
to execute budgetary practices,
6. To serve as the authorizing officer for union budget;
if required, to delegate his/her authority as authorizing
officer to the general secretary of the union; and to
ensure that incomes and expenditures of the union
are followed,
7. To carry the judgements of the union council and
committee into execution,
8. To accept unconditional donations on behalf of the
union,
9. To appoint the employees of the union upon the
proposal of the general secretary,
10. To manage the union’s chattels and estates.
•
incomes on a percentage basis which is
determined at the union council annually,
Funds, aids and appropriations which will
be transferred by general, special and
annexed budget administrations and by
other public institutions,
Credits and aids which will be received
from international institutions and organizations of which the Government of the
Turkish Republic is a member,
Contribution rates for services which are
carried out for member special provincial
administrations,
All types of allowances in kind and money
and donations which will be provided from
national and international entities, organizations, institutions and funds,
Various incomes which will be collected
on behalf of the union in accordance with
the legislation.
6.3.2.5 Expenditures of The Union
The expenditures of the union;
•
Expenditures which are made in order to
perform duties and services which are assigned by law and rules,
•
Administrative and employment costs of
the union administration,
•
Transportation allowances and other expenditures of the union council, the union
committee, the president and the vice
chairman,
•
Expenditures and debts which are based on
special laws, decisions of the union council,
final court decisions and contracts,
•
Other expenditures which will be determined in the union council,
•
Contingencies,
•
Various expenditures.
DOLSAR
•
The budget of the union is prepared according to
the calendar year. The budget shows one year’s
incomes and expenditures and it enables to collect, expend and follow the incomes of the union.
The budget which is accepted by the union council, finalized with the approval of The Ministry of
Internal Affairs.
•
6.3.2.7 Activities To Build A Vision
The provinces, which are members of the union,
engaged in the activities of building a vision in accordance with their own priorities in meetings held
after 2002 and they determined some priorities and
project headings at the end of these activities.
6.3.2.7.1 Targets
•
•
•
•
•
•
•
•
•
•
•
•
To make arrangements to develop city life
and cultural level,
To determine proper settlement environments for population which will be urbanized,
To determine projects and programs
which will build visions for the cities in the
region,
To take decisions on choosing locations for
industrial, touristic and other complexes,
To take decisions related to the environmental and ecological problems,
To develop projects which will improve
transportation network,
To take decisions related to the Small and
Medium Size Enterprises,
To take decisions related to the social
services for cities,
To develop optimal solution proposals for
transportaton between house-office,
To take decisions on urban gradation,
To determine sectoral crisis and to develop solution proposals,
To take decisions on regional territory and
resource utilization,
DOLSAR
•
To develop proposals related to the forensic and institutional structure,
To develop projects which will increase
production and employment in the basin
and will prevent imigration,
To develop projects which will prevent
erosion and hazards related to erosion.
6.3.2.7.2 PRIORITIES OF THE
YEŞILIRMAK BASIN
The priorities, which are determined by the activities which have been carried out, are;
•
Developing human resources,
•
Supporting Small and Medium Size
Enterprises in industry and service sectors,
•
Supporting agricultural and rural development,
•
Improving the quality of life by protecting
and enhancing natural environment, historical and touristic values; and to support
tourism,
•
Developing regional coordination; supporting local administrations and voluntary
institutions,
6.3.2.6 The Budget of The Union
Subprojects for Yeşilırmak basin have been
prepared. Some of these projects have been
implemented, but a substantial portion of them are
awaiting financing.
6.3.2.7.3 Geographical Information System
(GIS) Infrastructure Project
The activities of Geographical Information
System were initiated through the medium of
TÜBİTAK-MAM (The Scientific and Technological
Research Council of Turkey) by establishing a
project Office in Amasya which is the center of
the union, and establishing work stations in each
member provinces. With this project, a database
(Yeşilırmak Basin Geographical Information
6-27
System Infrastructure- GIS), which can be used by
the relevant institutions assigned together to solve
the problems, was established. These problems
can be gathered under such main headings as
preventing erosion, determining water pollution,
improving pastures, determining and monitoring
forest areas, economic land utilization, monitoring
urbanization and industry, planned development
within the framework of monitoring and managing
natural resources in an up-to-date manner within
the ecological balance of the basin. By using the
satellite data, up-to date maps are formed at different scales.
6-28
DOLSAR
INSTITUTIONAL STRUCTURES WHICH ARE EFFECTIVE IN
REGIONAL DEVELOPMENT
The institutions and organizations, fuctionaing
for the prupose of regional development, are
summarized as shown below (State Planning
Organization, 2003-2):
•
•
The institutions, which directly conduct regional
development, are:
•
Prime Ministry State Planning Organization
(DPT)
•
Southeastern
Anatolia
Regional
Development Administration Department
•
Southeastern
Anatolia
ProjectEntrepreneur Support and Guidance
Center (GAP-GİDEM)
•
•
•
•
•
•
•
•
Commodity exchanges
Chamber of commerce and industry for
provinces and districts
Turkish Confederation of Chambers of
Tradesmen and Artisans (TESK)
Small Industrial Cooperatives
Tradesmen and Security Cooperatives
Social Security Organization for Artisans
and the Self-Employed (Bağ-Kur)
Social Security Organization (SSK)
Exporter Unions
Turkish
Technology
Development
Foundation (TTGV) and
Universities
6.4
Leading central administration institutions and
organizations which indirectly conduct regional
development, are:
•
Undersecretariat for Treasury
•
Undersecretariat of Foreign Trade
•
Ministry of Public Works and Settlement
•
General Directorate of Bank of Provinces
•
Turkish Statistical Institute (TÜİK)
•
Turkish Labor Institution (İŞKUR)
•
Turkish
Export
Promotion
Center
(İGEME)
•
Ministry of Industry and Commerce
•
General Directorate of Small Industries
and Industrial Regions and Estates
•
Small and Medium Size Industry
Development and Supporting Organization
Chairmanship (KOSGEB)
•
Turkish Halk Bank (THB)
•
Turkish Standards Institute (TSE)
•
National Productivity Center (MPM)
•
Development Bank of Turkey (TKB)
•
Industrial Development Bank of Turkey
(TSKB)
•
Eximbank
•
Turkish Union of Chambers and Stock
Exchanges (TOBB)
•
Maritime trade chambers
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6-29
6.5
THE PRELIMINARY PROPOSAL FOR INSTITUTIONALIZATION
Institutionalization proposals, which give priority to
a better governance, essentially fall within public
administration’s sphere of responsibility, as mentioned earlier. The actors, which should be closely
involved with determining the priorities of planning,
defining the implementation decisions and policies, evaluation and making necessary revisions,
are partially defined in the law. Institutional actors,
which are within the process, can be considered
as municipalities, special provincial administrations, governorates and county organizations
of the central government, local administration
units. Other active participant actors which can be
closely involved with the process, are institutions
of private factor, semipublic non-governmental organizations, associations, charitable foundations
and unorganized social activities.
6-30
Participant decision making mechanisms and
governance approach are expected to be eventuated in the councils of four provinces’ local
administration structures, and in their activities for
implementation/operation (starting from the level
of planning); in the organizational structures of
private sector and civil society; and in federative
structures which they will establish among themselves or collective working groups.
New legal improvements provide more opportunities and define participant mechanism in order that
the organizations and participants, that take place
in the participation, can be in active positions at the
stage of taking decisions on forming plans which
are at different scales and at the stage of forming
plans. A similar process can be carried out for the
activities of following and evaluating implementations, after the plan has been accepted. For each
group/ organization, primary working sphere and
the sector which is concerned with will be different.
Groups, which will be formed in terms of spheres
of interests and subsectors/sectors; and with the
togetherness of public sector, private sector and
civil society, can define determining policies and
strategies in the sectors which fall within their
spheres of interests, can evaluate developments
and implementations; can develop revisions and
projections in the framework of the plan.
A continuous coordination and monitoring structure
is needed, in order to accommodate to renewals in
the regional plan and current developments. From
this aspect, one of the possibilities is that a regional
planning coordination committee, which will work
continuously and take decisions, can be proposed
by the Development Agency. Coordination committee can be considered as a strategic committee
of the planning process.
The plan will be implemented firstly by public institutions, and then by private entrepreneurs, and
sometimes by non-governmental organizations.
Here, the problem is that in which way the decisions, taken in the groups, will be reflected to the
implementation. The oppurtunities; which enable
that local plans that will conduct implementations
(at different scales starting from the strategic plan),
can be handled with participatory approach; are
discussed in detail in the framework of new laws.
On the other hand, the rules that central administration and county organization should observe
when performing their duties, the mechanism that
they should form, approach of monitoring and
evaluation, and sometimes their measures are
defined in laws, which are related to the subject,
in regulations or prime ministry notices for various
activities.
In the stages of planning and implementing; the
process will be more systematic and consistent
if the county organization of the central administration takes the prescribed approaches about
regional plan into account.
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7-1
DOLSAR
7 SWOT ANALYSES
SWOT Analyses
7.1 INTRODUCTION
21st Century, which is named as information age,
started with a rapid development and globalization
which was accelerated by the internet technology.
Countries, throughout the world, have established
socio-economic unions by forming groups under
various names. It is expected that fluidity among
countries will be enabled by eliminating one by
one the barriers on capital and labor force in these
groups which will edge towards strong political
unions in the near future.
Beyond these developments, as several countries
signed World Trade and Tariff Agreement and
heavy duty applications were abolished; international trade was accelerated and all the people
throughout the world, who were carrying on the
same businesses, became competitors while only
the producers and sellers, which were in the same
town, had been competitor in the past.
7-2
Nowadays, together with various indicators,
“Competitive Powers” of the countries have been
used to express economic powers of the countries; and in recent years it has been accepted
that it is more important than other indicators. For
this reason, all the countries have been in the pursuit of settling strategies to create sectors which
handle economic, social, environmental and international dimensions as a whole, in the framework
of effective resource utilization, which have high
competitive powers, which are organized and
sustainable.
In Turkey, where these developments have been
followed closely, the model of planned development has been adopted since 1961. In addition to
the applications which spread all over the country
such as supporting under-developed regions; regional development projects such as Southeastern
Anatolia Project and Eastern Anatolia Project
were prepared and implemented before five-year
development plan, whose eighth version has been
still in force.
Although some targets which had been envisaged
were not achieved as a result of these projects,
which were implemented in a period exceeding
forty years, it is a fact that it was successful to
some extent and GDP was increased considerably as a result of these projects.
Additionally, in the phase of eighth five-year development plan, Yeşilırmak Basin Development
Plan (YBDP), which was also a regional plan, was
put into force. With Yeşilırmak Basin Development
Plan, “without disturbing the ecological balance to
ensure the appropriate and economic utilization of
the land, the up-to-date monitoring and managing
of the natural resources, to prevent the erosion at
this scope, to determine water pollution and to improve pastures, to determine and look after forest
areas, to monitor urbanization and industrialization
and to solve the problems in the way of planned
development in TR83 region” are aimed.
In other words, ultimate targets of the YBDP are
to ensure the efficient usage of the productive
factors especially human resources, to increase
productivity, to strenghten institutional capasity in
agricultural enterprises, to solve the problems in
the course of institutional services, to obtain efficiency and effective utilization in sectoral resource
allocation, to strengthen producers associations,
to increase the competitive powers of agricultural
enterprises and to increase the revenues of the
people engaged in agriculture by developing
markets in both national and international scales.
In paralel with these, another target of the YBDP
which is being developed in TR83 Region is to
accelerate an industrialization process which will
consider the relative advantages of the region,
especially agriculture-based industries.
As is known, as a process of constant change
DOLSAR
SWOT Analyses
With strategic administration and planning concept, risk analysis can also be executed. This is
a method which includes the determination of the
damages which will arise out of a possible accident
and taking measures which will eliminate risks or
reduce them to an acceptable level.
Strategic administration and planning is an approach which has a tendency to find strategies
which will create an advantage in competition
and which is based on change in implementation.
Strategic administration and planning is not to
believe that the future is predictable and to make
plans accordingly, but to adopt the ambiguity of
the future as a world view and to use that change
as an advantage.
If strategic planning has spatial dimension, it offers
an integration which has higher chance of success
between territorial units, and more efficient cooperation among economic, environmental, cultural
and social agendas. Therefore, it encourages local administrations to cooperate with the actors
which take place in several different positions of
civil society and economy. (Friedmann, 2004).
As is in classical planning approaches, strategic
planning has the problem of being consistent and
holistic. In strategic planning, internal and external
consistency is as important as other planning techniques which are predominated by other comprehensive and quantitative techniques. But, both the
concept of consistency and the approach to reach
that consistency have some differences. That the
plan can be sustainable, and that adaptations can
be made according to new circumstances and requirements depend mostly on the institutionalization of that approach. And the institutionalization
of such a planning concept can be achieved with
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a governance approach.
Poverty, housing and environmental problems,
urban transportation and public transportation,
unemployment and creation of new jobs, cultural
interaction and diversification, minimization of urban split can be considered as examples of such
strategic planning works.
Consequently, strategic administration and planning is to shape the future with the preferences
which are made today. In other words fundamental
problem of the strategic administration and planning is not to determine what will be done in the
future, but to determine what will be done today in
order to ensure that desirable circumstances will
be achieved in an unpredicted and incalculable
future.
is predicted in modern administration and planning concept, the method of future mapping is
implemented in order to predict the changes in the
future and to be prepared for undesirable circumstances.
In order to achieve these targets which are substantially mentioned above, strategic planning concept is adopted by State Planning Organization,
and it is demanded that a GZFT (SWOT: Strength,
Weaknesses, Opportunities, Threats) Analysis is
executed in Merzifon, Çarşamba, Niksar and Zile
Districts in order to put the case clearly for organization.
SWOT (GZFT) analysis is a technique which can
be used in transition phases of such studies in
order to determine the problems, to introduce several scenarios in finding and discussing the solutions, to determine the targets/ principles. It is also
used in Yeşilırmak Basin Development Project for
this purpose.
SWOT analysis is a stage of strategic administration and planning. SWOT analysis is a technique
of analysis which makes the evaluation of internal
and external environment of an organization possible.
- G (S - Strengths)
- Z (W-Weaknesses)
- F (O - Opportunities)
- T (T- Threats- Dangers)
7-3
SWOT Analyses
There are two aims of SWOT analysis whose
name is composed of the first letters of the words
which form itself and which is used in Turkish with
its original name. By executing SWOT analysis,
initially the current situation of the organization (enterprise) is displayed. At this scope, the
strenghts and weaknesses of the organization,
and the opportunities and threats awaiting for the
organization are tried to be determined. In this context, SWOT analysis is not only an analysis of the
current situation, but also an analysis technique
which is useful for predicting the future situation of
the organization.
SWOT anaysis is a technique which is used in determining strengths and weaknesses of any group,
institution, technique, process or situation which
are analized, and to determine the opportunities
and threats coming from external environment.
In SWOT analysis, the aim is to develop plans
and strategies in order to benefit from existing
strengths and opportunities at the highest level
and to minimize the effects of weaknesses and
threats by taking internal and external factors into
consideration.
7-4
Consequently, SWOT analysis aims at:
•
Harmonization of strengths and opportunities, in other words usage of the strenghts
in a way which makes the most of opportunities.
•
Developing strategies by converting
weaknesses into strengths.
•
Converting threats-dangers into opportunities by integrating them with strengths,
•
Developing defence strategies which aim
at minimizing the effects of weaknesses
and threats.
It is generally used:
•
In the stage of developing a strategic
plan,
•
In the stage of diagnosing the problem
and finding a solution,
•
In cases where quantitative data are
insufficient and factual data are in the
memories of the persons.
The most important output of the SWOT analysis
is forming SWOT/TOWS matrix which is known as
result matrix or strategy matrix.
The implementation of the SWOT analysis is
generally expressed under two main headings as
Internal Analysis and External Analysis.
S-O Strategies: Strengths are favourable for
opportunities, drawing maxsimum benefit from
strenghths is considered.
Internal Analysis (Strengths and Weaknesses):
It means determining the strengths and weaknesses by analizing the resources and capacities
of the institutions, system or organization, and it
is usually under control. In other words, internal
analyses are about today and reflect the current
situation.
W-O Strategies: In order to use opportunities, it is
necessary to improve the weaknesses.
External Analysis (Opportunities and Threats): It
means determining the opportunities and threats
by specifying external (external environment) factors and it is usually out of control. This analysis is
about future and reflects expectations.
S-T Strategies: By using strengths, the effects of
threats are minimized.
W-T Strategies: In order to minimize the effects of
threats, defence strategy, which can improve the
weaknesses, is developed.
Annex Table 7.1 SWOT/TOWS Matrix
S (Strengths)
W (Weaknesses)
O (Opportunities) S-O Strategies
W-O Strategies
S-T Strategies
W-T Strategies
T (Threats)
DOLSAR
SWOT Analyses
Meetings, which started at 10:00 a.m. in the morning, lasted 3,5 hours; and discussions and comments were kept on in lunch which was had after
the meeting. It was observed that views of the local
administrators and leaders of the social groups,
who attended to the Focused Group Mettings held
in five districts, on the problems, requirements and
expectations of the districts were overlapped to a
large extent. In the SWOT analysis report, which
was prepared; common views adopted by the
participators, the name of products, districts and
investments were protected fully and given place
in the report in this state.
In the framework of the targets of Yeşilırmak Basin
Development Project mentioned above, focused
group meetings with 18 participants determined by
district governorships (public-local administratorsprivate sector- non-governmental organizations
and cooperatives- representatives from unions,
and by giving utmost care to the criteria such as
men-women rate) were held between 14th June
2004 and 18th June 2004 in districts, by order of
Çarşamba, Niksar, Zile, Merzifon ve Osmancık.
The results deduced from these meetings, and the
informations aimed at introducing the region and
read shortly by the facilitator to the participants at
the beginning of the Focused Group Meetings are
given below by considering the alphabetical order
of the provinces.
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7-5
SWOT Analyses
7.2 MERZIFON DISTRICT
7.2.1
STRENGTHS
•
•
•
•
•
•
•
•
•
•
•
•
•
•
7-6
•
•
•
•
•
•
•
The rate of literacy is high,
Existence of industrial zone,
Existence of intermediate staff demanded
by the industry,
The current existence of 16 private sector
factories,
Production of elite (sugar beet seeds),
That the irrigation and agricultural development cooperatives are strong,
Existence of a factory which processes
the milk of the region.
Growing of fodder plants such as common
vetch, Hungarian vetch and corn silage.
Intensive usage of agricultural machinery
in agricultural production,
That the size of the agricultural establishments has the average size of 60 000
square meters.
That the pasture improvements were
started in two villages,
Existence of qualified intermediate staff,
Existence of a group of factories which
produce such products as kitchen cabinet,
hood fume and suction device.
That the industrial investments in different
sectors are resistant to crisis situation.
That Merzifon Military Airfield has been
opened to the civilian traffic.
Establishment of producers unions,
With the expansion of irrigation fields,
growing of rough fodder plants such as
corn silage are grown as secondary product,
That the local textile industry such as fitted
sheets and loincloths has been regenerating,
Growing interest in viniculture, the activity
of growing grape and cherry,
Investment costs are minimized, as the
new industrial zone, which was separated,
is suitable(flat),
That the projects of KOSGEB (Small and
Medium Sized Enterprises Development
Organization) attract the interests of domestic investors.
7.2.2
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
WEAKNESSES
That the individualism prevents collective
working,
That the land consolidation in some villages progresses very slowly,
That the cold chain does not exist in the
process milk collecting,
That the agricultural activities are carried out in fifty percentage of the field of
940 000 000 square metres.
Concentration of salt in agricultural fields
because of erosion and incorrect irrigation,
That first class agricultural fields are
opened up for development,
That the use of incorrect fertilizers and agricultural pesticides causes loss of product
and waste,
That the soil analyses which are made
free of charge arouse little interest on the
part of farmers,
That irrigation cooperatives and unions
are brought under different roofs,
That the agricultural releases and training
are insufficient and arouse little interest
on the part of farmers,
That the employment dimension of current industrial investments is limited,
Existence of capital flight out of the district,
That the failure of multi-partner investment
enterprises in the past prevents similar
new investments,
That ecological agriculture and contract
production do not exist,
Density of environmental pollution,
DOLSAR
SWOT Analyses
That rapid population growth causes
problems in municipal services,
That the infrastructure of irrigation has
been worn out and does not meet the
requirement,
That the increase of employment in industry causes manpower shortage in agricultural sector,
That the cost of living reaches to considerable levels,
The danger of erosion,
Lack of employment opportunities for
trained young people,
Butchering of breeding animals.
•
•
•
•
•
•
7.2.3
•
•
•
•
•
•
•
•
7.2.4
•
•
•
•
THREATS
That the irrigation facilities are limited in
agriculture,
That the province of Yozgat is in a competitive state about the capital flow to the
district within the context of Law No. 5084
on Incentives,
That there is a risk in agricultural production, because the district is in climate
twilight area,
That the temperature difference between
the day and night is big and it is not suitable for eggplant cultivation.
•
OPPORTUNITIES
That it is in a central position (close to big
markets),
That the Çekerek Dam, whose construction has been continuing, comes into usage and irrigation fields are expanded,
That the interest to Law. No. 5084 on
Incentives arouses much interest,
That the establishment of the university
whose infrastructure has been ready, accelerates the development of industry and
trade,
That the density of Chukar Partridge, rabbit and pig families will form the infrastructure for controlled mountain and hunting
tourism,
That the termal resources create a potential for tourism,
Because of Law No. 5084 on Incentives,
investors from Çorum make investments
in the district,
That the network of railways passes
through the district.
DOLSAR
7-7
SWOT Analyses
Annex Table 7.2 SWOT Matrix
S (STRENGTHS)
W (WEAKNESSES)
O (Opportunities)
● As there are factories available in the district which produce ● By benefiting from the projects of Small and Medium
kitchen cabinets, fittings and kitchen utensils; the district Sized Enterprises Development Organization (KOSGEB),
should wholly concentrate on kitchen production as Bursa has entrepreneurial spirit should be bestirred and maximum benefit
concentrated on automotive sector.
should be drawn from Law No. 5084 on Incentives.
● Culture breed dairy cattle raising should be developed by ● Efficiency in irrigation should be enabled by gathering irrigation
benefiting from the potential of rough fodder plants production, unions and irrigation cooperatives under same roof,
● The district should be turned into a center of attraction with ● Production should be increased by informing the producers about
the restoration of historical artifacts and by benefiting from the the incentives for rough fodder plant production and it should be
potentials of plateau and hunting tourism,
enabled that they are in advantageous position in the issue of
animal husbandary,
● Agricultural products whose added value and foreign market ● Agricultural production should be increased by accelerating the
demand are high should be cultivated and exported from land consolidation,
Samsun Port.
● Agricultural fields which are irrigated should be expanded by
immediately activating the Çekerek Dam and irrigation units.
T (Threats)
● It should be observed that industrial investments should be ● Unions and cooperatives should be activated and, releases and
environmentally-conscious and should have high employment training services which are provided for farmers through these
capacities,
unions and cooperatives should be increased,
● Salination, land exhaustion and erosion, which are caused by ● Erosion should be prevented and farmers should be trained about
constantly cultivating same plants, should be prevented ,
incorrect fertilizer usage and agricultural pesticide application,
● Current timeworn irrigation infrastructure should be renovated ● By establishing cold chain, dairy cattle raising should be
and expanded, in this way brought into the economy.
promoted,
● Local administrations should provide investors with maximum ● Jobs should be created by processing agricultural and animal
conveniences in order to prevent potential investors who will products in the district, which are produced in the district,
come to the district in the context of Law No. 5084 on Incentives,
from going neighbor provinces,
● Planned fishing should be carried out.
7-8
DOLSAR
SWOT Analyses
7.3.1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
STRENGTHS
That apiculture is widespread
That investment capital needed for industry is obtained from agriculture
That 70 percent of cattle population is
culture breed or half-breed.
That corn silage backing up animal husbandry is cultivated
That Brick-tile factories are operating
That soil industry sector is creating an
extensive area of employment.
That there are enterprises which purchase
the milks produced
That fruits and vegetables are cultivated
in a land of 16 000 000 square metres.
That there is a drive from rice cultivation
to garden cultivation
The cultivation of high yielding stick tomatoes is getting widespread
Intensive interest in culture breed and
half-breed animals in stock breeding.
That there is convenient environment for
stock breeding on condition of determining the right breed
That there is an intensive interest in organic agriculture
That stock farming fields are brought forth
in pastures
That marble quarries are open for enterprise
That historical works and interesting sightseeing places are creating a potential for
tourism
That historical Osmancık hosiery is
brought to the economy.
That the district has sufficient economic
power to invest in industry
That walnut trees are planted to high areas of the district
The increase in hemp plantation fields
Eco- agriculture initiation in a land of
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•
270 000 square metres which is led by the
mayor of Osmancık Municipality.
The construction of Obruk Dam
7.3.2 WEAKNESSES
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
The fact that animal husbandry is declining
That extensive use of pesticides and
incorrect fertilization methods are at the
edge of threatening human health
That agricultural production is tended to
meet family needs than market needs
That there is an efficiency decrease deriving from same persons’ being both farmers, merchants and artisans.
That fields are excessively fragmented
and land consolidation is proceeding very
slowly
That there is lack of knowledge in fruit
cultivation.
Low interest of farmers in soil analysis
which is done free of charge and insufficiency of laboratories providing services.
Farmers’ lack of interest in agricultural
publications and training
Nonexistence of a department related to
agriculture in vocational colleges
That direct income support is given to
land owner than active producers, and
consequently the support does not reach
its goal
That cattle breeding in pastures is insufficient,
That two brick-tile factories in the district
have been closed
Difficulties in finding qualified staff
That the success rate in the Turkish university exam (ÖSS) results is lower than
the success rates of the city and the country
That relations with KOSGEB is not suf-
7.3 OSMANCIK DISTRICT
7-9
SWOT Analyses
•
•
•
•
•
•
•
•
•
ficient
That there is no Office of Commerce in
the district
That the municipality is having difficulties
in providing services and there are problems in drainage system.
Lack of entrepreneurial spirit.
That unqualified work force is utilized in
surrounding cities and districts
That no result has been obtained from
land consolidation
Lack of new employment areas in the
district.
That agricultural workers are old.
Migration of the educated young population from the district
That the the soil continuously planted with
rice is exhausted as there has not been
an alternative product, and the fertility of
the soil is reduced.
•
•
•
•
7.3.4
•
•
•
•
•
7.3.3
OPPORTUNITIES
•
•
•
7-10
•
•
•
•
•
•
That there is suitable climate and environment for commercial cultivation of vegetables or fruits.
The studies in the context of The Alleviation
of Social Risks Project have just been
started.
That any agricultural product can be
cultivated in the district which has micro
climate.
That a few fruits to be determined such as
apple, peach and cherry can provide the
district with potentials.
That soil quality is advantageous for soil
industry.
That the construction of Durağan Dam is
being started.
The increase in pheasant, elk, deer, partridge varieties is providing a strong infrastructure for controlled hunting tourism.
That irrigation opportunities are various as there are many rivers, especially
Kızılırmak.
•
•
•
•
•
•
•
•
That there are 3 568 registered lands.
That the district is situated at a crossroad
which is used by 50 000 people for transit
pass.
That the district is advantageous in transportation and communication
Existence of rich businessmen, who are
from Osmancık, in big cities.
THREATS
Delays in construction of integrated irrigation canals in Obruk Dam.
Because of the use of low quality soil, the
decrease in tile- brick market share
The risk of population explosion in the city
because of the villages that will be submerged under dam waters
Delay in the construction of Durağan
Dam.
That the district is not a part of railroad
network.
That the fields that are suitable for agriculture is limited and only a land of 60 000 000
square metres can be irrigated out of a
land of 175 000 000 square metres.
That there is no pond needed for irrigation.
That only homebred fodder plant is planted and harvest is low in the periods of low
downfall.
The competition strength of the products
of the soil is decreasing, because the district is far from big markets.
That the extreme constriction of construction sector in the crisis period has influenced the district in a negative way.
That the current Special Administration
Law is restricting the activities of soil industry.
That drinking water is of poor quality.
That Mavi Akım (Blue Current) is not passing through the district
Lack of new agriculture lands which are to
be opened for plantation.
DOLSAR
SWOT Analyses
S (STRENGTHS)
W (WEAKNESSES)
● High value added apiculture and commercial cultivation should● Decreasing fertility in agriculture should be stopped by cultivating
be encouraged.
products such as high yielding stick tomatoes whose yield
capacity are high.
O (Opportunities)
● Registered lands, dead lands belonging to state should● By accelerating land consolidation these fields should be used in
be brought to the economy by being sold in the scope of fruit cultivation such as apple, peach and cherry
privatization.
● Farmers should be directed to eco agriculture and open animal● Lands that cannot be irrigated should be used for walnut and
husbandry.
hemp cultivation.
● By the facilities established on the roadsides intensive transit● Farmers should be directed to organic agriculture as much as
traffic should be benefited from and historical beauties of the possible by training them on soil analysis, agricultural use of
district should be introduced.
pesticides, and fertilization.
● In irrigated areas to be increased by the operation of Obruk● Local savings still valued in bank deposits should be used in
Dam, high value added agriculture crop cultivation should be investments
encouraged.
● Planned fishery should be put into action.
● Instead of fruit cultivation which is oriented to meet family needs,
one crop cultivation should be encouraged for commercial
goals.
● Industrialists’ competition power should be increased by● By accelerating land consolidation, it should be ensured that
providing high quality soil raw materials for the brick and tile farmers are encouraged for cultivating products whose added
factories in soil products sector.
value are high and have high market chance.
T (Threats)
● Pollution in rivers, especially in Kızılırmak, should be prevented● Difficulties deriving from not being in the scope of Law No.
and a more effective irrigation should be executed utilizing 5084 on Incentives should be tried to be eliminated to the most
these rivers
possible extent by the help of opportunities provided by local
administrations.
● Fertile agriculture lands exhaustion because of not planting● Migration of young population from the district should be
alternate crops should be prevented, farmers should be prevented by turning domestic capital into investments.
informed about this subject by the cooperation of Ministry
of Agriculture and Village Affairs, village affairs research
institutions, and universities
● There should be preparations for population explosion in the city,
which will be the result of villages submerging under the dam’s
waters
● Animal husbandry in pastures should be encouraged by
improving pastures and the decrease in animal husbandry in
recent years should be prevented
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7-11
SWOT Analyses
7.4 ÇARŞAMBA DISTRICT
7.4.1
•
•
•
•
•
•
•
•
•
7-12
•
•
•
•
STRENGTHS
That drainage problems of some villages
are solved by natural refining (refining
with plants),
That contract agriculture is carried out in
soy production,
That the products such as hazel nut and
fishery products, whose added value are
high, are exported,
Existence of important historical buildings
such as bedesten (vaulted and fireproof
part of bazaar, where valuable goods are
kept) and mosque with timber structure,
That farmers are interested in soil analysis,
That the agricultural releases and farmer
training are in good level,
Existence of current factories which create employment,
Adopting contract agriculture in some
products, especially in the production of
artichokes, “Karaka” plums and “gina”
beans,
Training young people by receiving employment support from KOSGEB (Small and
Medium Sized Enterprises Development
Organization); and increasing agricultural
development and efficiency,
Directing young people through KOSGEB’s
(Small and Medium Sized Enterprises
Development Organization) Business
Development Centers (İŞGEM),
Existence of producer and irrigation
unions,
That the climate is suitable for floriculture,
Existence of convenient environment for
animal husbandary.
7.4.2 WEAKNESSES
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Failure to get result from drainage studies, and that the current drainage system
is timeworn,
Lack of industry which is based on agriculture,
That the land consolidation cannot be
made because of settled facilities,
That the incorrect and unnecessary fertilizer and pesticide usage harm the environment and cause waste,
That most of the cooperatives are ineffective,
Existence of many types of the same
products in agricultural production which
creates problems in marketing,
That young people, for whom there is no
employment opportunity, move to the cities,
Lack of sufficient businesses and business
capital in respect of export and domestic
marketing,
That social life cannot meet the demands of
people, especially trained young people,
That the trade associations are ineffective
about organic farming, and do not encourage their members for it,
Insufficiency of cold storage houses,
That stock breeding does not become
widespread,
That the lands are excessively fragmented
and land consolidation cannot be carried
out,
That problems occur in agricultural
production at coastal areas because of
nearby ground waters,
That the closed textile and hazelnut processing factories set a bad example for
new investors,
Insufficiency of the practice of collective
entrepreneurial activity and producing
DOLSAR
SWOT Analyses
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7.4.3
7.4.4
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OPPORTUNITIES
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That the climate, irrigation facilities and
the quality of the soil enable the production of agricultural products whose added
value is high,
That the revenues of the people who are
dealing with agriculture can be increased
by determining the appropriate product
design,
Existence of rich forest areas and dam
lakes which are suitable for water sports,
That the district is situated on birds migration routes and the existence of important
historical structures form the infrastructure
for ecotourism,
That the vicinity to the airport and wide
highway connections form an advantage
in reaching domestic and foreign markets,
That the export capacity of Samsun Port
is increased,
That the climate and quality of the soil enable the cultivation of all types of agricultural products except banana and cotton,
That the water resources are abundant
and irrigation facilities are extensive,
That transportation and communication
problems do not exist,
Its vicinity to the province of Samsun,
Its vicinity to the airport,
That its rich forest areas are suitable for
hunting and sight seeing tourism,
That the Eastern Black Sea road connection passes through the district.
DOLSAR
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THREATS
The danger of reduction of hazelnut and
sugar beet plantations in the near future
(because of the law on hazelnut and
sugar),
That there is not a sufficient investment
allowance for expropriation and drainage,
Disorderliness of precipitation and frequency of encountering with flood hazard,
That the production season of the agricultural products do not create an advantage,
That the soil is clayey and heavy textured
in some regions,
That the water level decreases during the
summer months and it makes irrigation
more difficult,
Some agricultural products including
hazel nut are sold at a reduced price in
domestic market,
That the district is not in the scope of Law
No. 5084 on Incentives,
That commercial incomes of the Samsun
Province and the district are reduced in
the course of time, as trade becomes
prevalent throughout the country,
That programs of labor force training,
which are arranged by Turkish Labor
Force, cannot meet the demand.
conjointly,
That the employment areas cannot be
created for trained young people,
Increase of immigration from the district to
the outside,
That the women do not hold places in
economic life except for farming,
That incorrect usage of agricultural pesticides jeopardizes the natural life in rivers.
7-13
SWOT Analyses
S (STRENGTHS)
W (WEAKNESSES)
● For agricultural areas which are suitable for any type of● The textile and hazelnut processing factories in the region, which
agricultural products appropriate product design, whose added are currently in closed position, should be immediately opened
value is higher and foreign market opportunities are much up and employment areas should be increased in the district,
more, should be determined,
O (Opportunities)
● By drawing benefits from the district’s vicinity to the Samsun● The problems which are experienced because of the production
Province and to the airport, suitable environment should be of current ordinary agricultural products, should be solved by
prepared for the development of agriculture based industry,
edging towards products market chances of which are higher,
● Producers should be informed about the advantages of contract● Producers should be encouraged to deal with floriculture because
agriculture and should be encouraged in this way,
of the foreign market possibility caused by district’s vicinity to the
airport.
● Producers who comprehend the importance of soil analysis● Trained young population, who move to the big cities especially
and who are sensitive in the issue of agricultural training and because of the unemployment, should be convinced to stay
releases should be directed in the issue of eco-farming,
in the district by training them on business administration and
marketing and in this way efficient marketing of the products
which are produced should be enabled,
● Benefits should be drawn from Eastern Black Sea highway
connection which passes through the district by establishing
accommodations for travelers and tourists,
● The production of fishery products should be increased.
T (Threats)
● Irrigation infrastructure, the majority of which is about to● Difficulties deriving from not being in the scope of Law No.
complete its economic life span, should be immediately 5084 on Incentives should be tried to be eliminated to the most
renewed,
possible extent by the help of opportunities provided by local
administrations.
7-14
● Sufficient domestic capital for industrial investment should be● Salination in agricultural lands, which poses a serious threat
prevented from escaping outside the district,
especially in coastal area because of the vicinity of ground water,
should be prevented be renewing and expanding drainage
canals,
● By removing the marketing bottlenecks of products produced● Negative impacts of laws on sugar, hazelnut and tobacco and
by the current industrial complexes, investment spiritsshould limitations in plantations should be removed by the cultivation of
be bestirred,
products whose foreign market potential is higher,
● By preventing the disappearance of historical and biological● Decrease in agricultural productivity should be prevented by
wealth with the advertisement of natural beauties, opening of finding a solution to accelerate the land consolidation which
the district to the tourism should be enabled,
progresses very slowly.
● By preventing the pollution of dam lakes, small lakes and rivers,
the production of fishery products should ne enabled.
DOLSAR
SWOT Analyses
7.5.1
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STRENGTHS
That the province is a center of animal
husbandry, cattle breeding in pastures
and stockfarming.
That there are facilities processing agricultural and animal products of the districts
such as DİMES and AYTAÇ.
That university, village affairs research
institutions and Ministry of Agriculture and
Village Affairs provide farmers with effective and prevalent services.
That importance is attached to education
and the rate of success is very high in
ÖSS (Turkish University Exam)
Prevalence and quality of walnut production
The establishment of an industrial zone
in a land of 500 000 square metres and
existence of an intense demand for new
investment as a first step.
That women find employment opportunities by cracking walnut and; that walnut
shells are used as a fuel for heating in
winter months.
Prevalence of the cultivation of oil plants
especially soy, sun flower, canola, sweet
corn.
Existence of high literacy levels.
Existence of high value added agriculture
products.
That local savings valued in bank deposits
are used for investments.
The production of high value added productions that use walnut as production
good.
Producing chips and productions from
quality potatoes.
Production of vintage wine.
The extension of hemp plantation fields,
which brings high revenues.
Use of dead lands for rice production.
DOLSAR
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7.5.2
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The practice of one production in one village.
Industrial Zone practices.
Establishment of Stud Beef Pastoralists
Union (SBPU).
Transition from walnut production to almond production.
Suitable setting for the establishment of
meat and milk production integrated facilities
The existence of an industrial zone in a
land of 2 000 000 square metres.
That land consolidation is getting ahead.
That tourism within vocational colleges
(VAS) contributes in development .
Cheap housing projects commenced by
the municipality.
That famous Niksar- Ayvaz spring becomes an economical gain again.
Existence of suitable environment for olive
cultivation.
Kelkit Platform projects.
Prevalence of agricultural drip irrigation
Prevalence of commercial growing of
fruits and vegetables.
High potential of stock farming and small
cattle-raising
7.5 NİKSAR DISTRICT
WEAKNESSES
Closure of tire factories in 1970s
The prevention of local savings from investments because of unsuccessful past
entrepreneurs and disappointments
That oblivious use of fertilizers and agricultural applications results in harms
to crops and environment and waste of
sources.
Lack of corn dryers.
That Tokat Cultivators Union is not influential.
The inadequate contribution of women to
7-15
SWOT Analyses
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7.5.3
7-16
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financial activities.
Lack of entrepreneurship despite abundance of raw material and capital.
Over-migration to cities because of inadequate employment areas for young
people.
Ineffective cooperation between public
unions and producer unions.
That walnut trees are used as timber.
That agriculture workers are old.
Adaptation problem resulted from unsuitable scions in walnut cultivation.
Field illnesses resulted from lack of certificated seeds in potatoes cultivation.
That inadequacies in potatoes handling
and shipping prevents marketing of potatoes products.
That incorrect use of fertilizer and agricultural applications harm fields, river
springs, and life.
That irrigation leads salination in fields.
Decrease in walnut cultivation.
Increase in migration to other cities.
Lack of new employment areas for the
young.
Lack of entrepreneurship.
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7.5.4
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That the district is in the scope of Law No.
5084 on Incentives,
That there are many rich businessmen
in big cities and they invest in the district
with citizenship feelings
That development planning has been
made for the district before
Convenience of climate
There is no problem in communication
and transportation
THREATS
Decrease in sugar and tobacco production because of the prohibitory laws
That the district is lying on North Anatolia
Fault Line
That there is a decrease in walnut and
mahaleb cultivation because they are unable to compete with cheaper imported
goods
OPPORTUNITIES
That carpeting poses potentials because
of root color, design varieties, and qualityworkmanship.
Convenience of rivers and ponds to fishery.
Planning of Reşadiye, Erbaa, Başçiftlik,
Niksar solid waste project.
Kelkit Basin Project
Suitable environment for silkworm breeding
A strong tourism potential resulted from
historical sites, authentic arts and crafts
goods, thermal water, and natural beauties
Rehabilitation of Niksar-Ünye road
DOLSAR
SWOT Analyses
S (STRENGTHS)
W (WEAKNESSES)
● In order to process high potential animal and agriculture ● Local administrations should provide maximum conveniences to
products, Law No. 5084 on Incentives should be benefited from investors in order to prevent potential investors who will come
to a maximum extend
to the district in the context of Law No. 5084 on Incentives, from
going to neighbor provinces,
F(OPPORTUNITIES)
● “One-crop in one village” practice should be prevailed
● Declining practices of animal husbandry should be activated by
stock area practices
● People should be encouraged for facilities producing high ● Almond trees receiving higher domestic and foreign demands
value-added consumables
should be planted in the room of walnut trees cut because of
market problems
● Plantation areas of oil plants especially soy, sun flower, canola, ● By the control of inconscient use of fertilizers and agricultural
sweet corn that do not have market problem should become applications which harm the environment and lead source waste
widespread
savings will be created
● Through “Stud Beef Pastoralists Union” Niksar’s being an ● By turning Unions and cooperation groups which are not
animal husbandry center should be maintained
very influential into functional establishments, an increase in
agricultural and animal production should be possible
● There should be opportunities for fishery products production ● Tokat Union of Cultivators should be activated and reinforcements
in the rivers and ponds that are very suitable to fresh water should be benefited from more
fishery
● Market share of commonly cultivated and high-quality Niksar ● The loss of walnut cultivation should be avoided by meeting
walnut and mahaleb should be protected by decreasing input suitable scion need
costs and increasing fertility
T(Threats)
● Famous Niksar- Ayvaz spring should become an economical ● Producers who had serious money loss in previous years
gain again by eliminating rumors about it
because of potatoes price fluctuations should be prevented from
field illnesses by providing them with public certificated seed
● That decrease in walnut cultivation influences women ● Producers should be informed about field restrictions to be
participation in economical activities should be prevented
applied by sugar and tobacco laws and alternative and high
value added products for dead fields should be determined
● Lands that will be dead because of Tobacco Law should be ● By activating entrepreneurship via activities, the districts’ savings
valued by olive cultivation
should be turned into investments
● Milk produced in the district should be directed to factory to ● By creating new employment areas migration of young population
be established in the district (this will create both additional from the district should be prevented
employment and by marking up the prices producers will be
able to earn more)
● By the end of the improvements in Ünye-Niksar road as soon ● By analyzing problems few industrial facilities operating in the
as possible agricultural products of the district should be carried district should be saved from closure
to market easily
DOLSAR
7-17
SWOT Analyses
7.6 ZİLE DISTRICT
7.6.1
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7-18
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STRENGTHS
Success in the exams of Anatolian High
School, Teacher training high school and
Turkish university exams,
That the district is active in regional
trade,
That entrepreneurial spirit is widespread,
That the production of common vetch in
large areas supports stockbreeding,
Existence of
Çekerek, Tozanlı and Zile
streams in the district and the usage of
them in agricultural irrigation,
Existence of rich marble reservoirs,
Nonexistence of considerable water and
environment pollution,
Existence of world-famous Zile grape
juice,
Existence of cold chain in milk gathering,
Existence of sufficient domestic capital for
investments,
Existence of some industrial plants which
create employment areas,
That the added value of the products
which are produced is high,
Existence of impact market potential,
That the industrial zone is opened up,
That the savings in the district are sufficient for the investments,
Existence of much interest in producers
unions which are being established,
That artificial and natural insemination are
becoming widespread,
That the “Kızılcin” cheese becomes a
trademark and is marketed country-wide,
That there is strong infrastructure for tourism and the restoration of historical buildings is started,
That Maşathöyük forms tourism potential,
That cattle markets and slaughterhouses
are established,
7.6.2
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WEAKNESSES
That there has been a regression in industry in recent years,
That the loss of agricultural product is
high because farming is not executed with
agricultural consciousness,
That the incorrect usage of fertilizers and
pesticides causes wastage of resources,
That the old age population deals with
agriculture,
That agricultural enterprises are excessively fragmented and desirable results
cannot be obtained from the process of
land consolidation,
Incorrect usage of pastures and regression in animal breeding in pastures,
Use of agricultural areas for non-agricultural purposes,
That streams have not been ameliorated,
Insufficiency of the usage of certificated
seeds,
Insufficiency of the services of trainings and agricultural releases which are
provided by universities, rural services
research institute, Ministry of Agriculture
and Rural Affairs for farmers,
Existence of problems in the marketing of
tomato and beans,
That two vocational high schools in the
region are along way off finding solutions
to the problems of the district,
Existence of excessive unemployment in
the district, on the other hand existence of
qualified staff shortage,
That the insufficiency of becoming conscious in agriculture causes decreases in
production,
That mines and marble quarries are operated by foreigners,
That educated young people move to the
big cities because of the lack of employ-
DOLSAR
SWOT Analyses
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7.6.3
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7.6.4
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THREATS
That import causes a decrease in the
production of certain crops such as sugar
beet, lentil and chickpea,
The delay in the construction of integrated
irrigation canals in Süreyya Bey Dam,
That there are some ambiguities in Law.
No. 5084 on Incentives,
That Süreyya Bey Dam cannot be put in
services,
ment opportunities,
That the investment capital is wasted
because the houses constructed surpass
the demand,
That the roads between townships and
villages are in bad conditions,
That the artisans in Zile have lost an important part of their customers, who are
coming from near surroundings,
That 75 percentage of current cattle population is composed of domestic stock,
Decreasing interest in industrial investment in the district,
That release (wild) irrigation causes barrenness in agricultural fields,
That people are not interested in being
employed in agriculture,
That enterprises are many and fragmented,
Use of agricultural areas for non-agricultural purposes,
That incorrect usage of pastures causes
regression in animal breeding in pastures,
Continuance of intensive immigration to
the outside (generally young population)
Slow progression of land consolidation,
Existence of parking lot problem in city
centre,
Nonexistence of appropriate areas for
industrial zone.
OPPORTUNITIES
Increase in agricultural revenues with the
completion of Süreyya Bey Dam,
That the Ünye-Mersin highway route
passes through the district,
That there is an interest in the cultivation
of rough fodder plants, especially common
vetch, and that incentives are applied to
fodder cultivation,
That Samsun-Sivas railway improvement
works are being started,
That the district is in the scope of Law No.
5084 on Incentives,
DOLSAR
7-19
SWOT Analyses
S (STRENGTHS)
W (WEAKNESSES)
● Farming should be directed to the products whose added value ● Local administrations should provide maximum convenience to
are higher (instead of grain, leguminous seeds or industrial investors in order to prevent potential investors who will come
crops) in the district, ninety percent of whose agricultural fields to the district in the scope of Law No. 5084 on Incentives, from
is I-IV class,
going neighbor provinces,
O (Opportunities)
● In the scope of Law No. 5084 on Incentives, investors from ● It should be provided that current animal assets, especially
outside should be attracted to the city whose entrepreneurial in cattle breeding, are transformed into culture breed whose
spirit is bestirred,
productivity is higher,
● Appropriate products, whose added value are high, should be ● Works should be started in order to bring agricultural fields, which
selected for areas which will adapt irrigated agriculture after are still inactive, into the economy,
Süreyya Bey Dam, whose construction is continuing, has been
completed,
● New industrial zones should be opened up in the district,
● Employment opportunities should be increased by opening up
mines, especially marble quarries,
● Samsun-Sivas railway, whose improvement works are being ● Transportation of products and trade should be bestirred by
started, should be immediately completed,
improving the roads between villages and townships which are
still in bad conditions,
● The process of establishment of producers unions to which there ● It should be enabled that the district has its share in tourism
is an intensive interest, should be immediately completed,
by restoration of current historical buildings and arranging
Maşathöyük remnants,
● Animal husbandry potential of the district should be maintained ● Domestic savings which have still been spent on buying
by establishing slaughterhouses and cattle markets,
unnecessary houses, should be directed to investments,
● The export of Zile grape juice, which is famous country wide,
should be considered by supporting production increase,
● The construction of Süreyya Bey Dam and integrated irrigation ● Agricultural incomes should be increased in order to prevent the
canals which will make a great contribution to the agriculture of intensive decrease in village population,
the district, should not be held in delay,
7-20
T (Threats)
● The lack of interest to the new investments in the district, which ● Suitable areas should be found for new investments,
have begun recently, should be prevented,
● Maximum efforts should be used in order to take environmental ● Land consolidation which progresses very slowly should be
and water pollution, which has not reached a critical level yet, accelerated by persuading farmers,
under control and to prevent it from damaging agriculture of
the district,
● Farmers should be informed about the damages of release ● Lack of certified seed, which is faced in agricultural products,
irrigation,
should be removed,
● Current animal husbandry in pastures should be protected by ● Permanent solutions should be found for the issue of parking lot
improving pastures and preventing incorrect usages,
problem which reaches a serious level even today in city center,
● Immigration of young population to the outside should be
prevented by creating new employment areas,
● Departure from farming on the part of district people, which is
resulted from agricultural products whose added values are
low and in whose marketing problems are faced, should be
prevented.
DOLSAR
SWOT Analyses
7.7.1
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Active agriculture and animal husbandry
Strong existence of stock farming and
small animal husbandry
Existence of Industrial Zone
Existence of high literacy rate
Existence of universities and vocational
schools
Abundance of university educated work
force
That savings are adequate for accelerating investments
The potential of fodder plants cultivation
for animal husbandry
Abundance of agricultural products which
can be used in industry
Existence of convenient environment for
fishery products
Variety and richness in agricultural products
Drive to culture breed in stockbreeding
Abundance of lands which can be irrigated
That industrial infrastructure is ready
Existence of prevalent university and vocational school infrastructure
Opening of Merzifon Military Airport to
public use
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7.7.2
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STRENGTHS
WEAKNESSES
That there are restricted employment areas for educated young population
Receding animal husbandry
Water and environment pollution
That industrialization is very slow
That irrigation infrastructure is very old
and not sufficient
That fodder production is not adequate in
some provinces
Incorrect agricultural applications
DOLSAR
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7.7.3
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Incorrect and unnecessary use of fertilizers
That farmers are not interested in soil
analysis
That farmers are not interested in agricultural publications and training
That land is intensively fragmented
That bank deposits are not turned into
investments
Lack of entrepreneurial spirit
That collective movement and public cooperation is not enough
That unions and cooperation groups are
not influential
That there is not live stock market
That employment areas cannot be founded for qualified work force
That facilities in tourism sector are few
and they are not advertised enough
Danger of erosion
Migration of educated young population
from the province
That the lands are intensively fragmented
and land consolidation is proceeding very
slowly
Increase in environment and water pollution
Car park problem in the city centre
That agriculture lands are used out of
purpose
That agriculture workers are old
Increase in migration from villages to cities
Increase in flight of capital
7.7 TR83 REGION
OPPORTUNITIES
That dams and ponds to be in operation
exist
That the state is providing supports for development in animal husbandry and there
are suitable conditions for it
7-21
SWOT Analyses
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That two cities (Amasya, Tokat) are in the
scope of Law No. 5084 on Incentives
Strong potential for hunting, upland, and
mountain tourism
Microclimate features
Rich flora potential
Marble and lignite ores
Construction of Kırıkkale-Çorum-Amasya
railroad connections
That climate conditions are suitable for
cultivation of any agricultural product
That there are lands convenient for cultivation of second crop
That there are dams and ponds for irrigation
That there is no transportation and communication problem
Rich flora
Vast forests
Historical, cultural richness, natural beauties
7.7.4
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THREATS
That the province lies on North Anatolia
Fault Line
That two cities are not in the scope of Law
No. 5084 on Incentives
That adequate sources are not provided
to public investments
That investments by public waterworks
administrations (DSİ) are delayed or are
not protected
That sugar, hazelnut and tobacco laws
curtails cultivation fields
Importation curtails production of some
agricultural products
Inadequacy of railroad net
Being far from the big markets
S (Strengths)
W (Weaknesses)
7-22
● Cultivation of the products whose added value are high and ● Decrease in animal husbandry should be prevented by
which have high export potential should be encouraged encouraging the cultivation of fodder plants as a secondary
because climate conditions are suitable for this
products
O (Opportunities)
● Maximum convenience should be provided for investors in ● Maximum convenience should be provided for investors in order
order to prevent potential investors who will come to the to prevent potential investors who will come to the district in the
district in the context of Law No. 5084 on Incentives, from context of Law No. 5084 on Incentives, from going neighbor
going neighbor provinces,
provinces,
● Transition should be executed from strong stock farming and ● Savings valued as bank deposits should be directed to
sheep and goat existence to cultivated animal husbandry
investments by raising entrepreneurship
● Samsun port should be an important exportation gate
● By improving analysis laboratories and by informing farmers
about soil analysis, an increase in fertility should be achieved
● Rich industrial agriculture products should be produced in ● By accelerating the training of the farmers about modern
the facilities to be build
agriculture techniques and by the rise of earnings they should be
convinced to stay in their villages and cling on to their lands
● Production of high-value added fishery products should be ● By the restoration of historical works and better advertisement
reinforced in the rivers and ponds
of natural beauties tourism sectors should be activated in the
province
DOLSAR
SWOT Analyses
● Maximum convenience should be provided to Possible investors
coming to the two cities in the context of the Law No. 5084 on
Incentives in order to eliminate disadvantages resulting from
being out of the law
T (Threats)
● Eliminating problems in packing and marketing in agriculture ● Training about cultivation of high value-added products should
and animal husbandry, people’s earnings should be be given to the farmers who will lose money because of sugar,
improved , and they should be prevented from quitting tobacco and hazelnut law
animal husbandry
● Protecting wealths of forest , the people of district should be ● Migration of young population to other places should be prevented
benefited from forest products
by activating industry and service sectors
● Adequate local capital should be prevented from going other ● Environment and water pollution which will get worse in the future
provinces
should be averted
● By taking care of salination and erosion threats, fertile fields ● Product loss and waste resulted from wrong irrigation, oblivion
should be benefited from
fertilization and agricultural applications should be prevented
● Local administrations should be prepared for fast ● Land consolidation should be accelerated by the assistance of
urbanization
public unions
● Fertile fields particularly on the coasts should be prevented from
using out of purpose
DOLSAR
● Irrigation system should be improved as soon as possible
7-23
SWOT Analyses
7.8 OTHER SWOT ANALYSIS
SWOT analysis used, as mentioned above, is
one of the techniques used in strategic planning.
Analysis is a technique that has been created by
the experts via the materials they have developed
and is taking care of and evaluates interior and
exterior dynamics. Analysis is becoming important
answering the question of at which phase of the
planning, for what reason and with which technique the analysis will be used.
SWOT analysis can be accomplished with different objectives and approaches. Within planning
studies this analysis will be used in different forms.
SWOT analyses below have been created by the
experts using the materials they have developed.
SWOT analyses here are used in order to interpret
the material and to infer results by categorizing
them. This is why, by using the same technique
the material below should be interpreted as experts’ personal arguments in SWOT format rather
than a collective argument.
7.8.1
7-24
VEGETABLE CULTIVATION
ANALYSIS
Points determined as a result of the interviews
with local public institutions and utilities experts,
administers, private institution authorities and field
trips have been evaluated using the SWOT analysis technique below.
•
•
•
•
Weaknesses:
•
•
•
•
•
•
•
•
•
•
Strengths:
•
That climate and soil features are suitable
for cultivation of many products
•
That there are many products and varieties adapting to environment well
•
Maintaining continuity in the market by
early, mid and late season cultivation taking advantage of altitude differences and
micro climate regions
•
That farmers are experienced about vegetable and fruit cultivation
That human sources are adequate and
young population is adequate
That there are faculty of agriculture,
research institutions, and vocational colleges in the province
That public institutions are volunteer to
have some studies for public welfare
That businessmen and industrialists in the
province are in cooperation
•
•
•
•
That there are very serious marketing
problems
That there are not enough initiatives for
shares in foreign markets
That farmers’ educational level is very
low
That the young are not interested in agriculture
That there are not enough farmers organization and farmers are not interested in
organizational works
That agricultural institutions are intensively fragmented
That capital accumulation cannot be created in agriculture
That agricultural mechanization is weak
That industries which process agriculture
products is not adequate
That products are rich in variety and standard mass production is not applied
That contract agriculture is not widespread
in the province
That product patterns that will be put in
replace of the products of which cultivation fields are restricted such as tobacco,
sugar beet, and hemp are not well determined
Outgoes for the projects that haven’t economic substantiality
That agriculture publications are not
DOLSAR
SWOT Analyses
•
•
•
Opportunities:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
That irrigation areas can be increased in
the province
That there is exportation opportunities for
cabbage and other winter vegetables
That there are greenery opportunities that
can be executed by taking advantage of
thermal springs
Fruit growing are well developed in the
region and there are lands suitable for
improvement
That there are possible lands for rice production
That there are opportunities for vegetable
seed and potatoes seed cultivation
That there are opportunities for certificated
seed production
That there are clear lands for organic agriculture production in the province
That there are potentials for drug production and spice plants
Samsun has sea, land and air transportation facilities which help it to be able to
open to other markets
That it has the opportunity to open to
Europe by Tuna river transportation
That there is an opportunity of opening of
Merzifon Military Airport to public use
That there is enough stock for vegetable
and fruit processing industry
That there are opportunities for exporta-
DOLSAR
•
•
•
•
tion to northern countries
That there are opportunities for farmer
cooperation
That farmers in the province are volunteer
for contract agriculture model
That there are opportunities of benefiting
from EU and outer sources
The application of Anatolia Water Basin
Project
Threats:
•
•
•
•
•
•
•
•
•
•
•
•
•
Market-house commissioners, merchants,
and capital holders are strong and ruling
That capital savings are not sufficiently
created in agriculture
That bureaucracy and efficiency in the
public institutions are very low
Local conflicts and competition between
cities and districts
Long-lasting public investments and delays in Public Waterworks Administration
and KHGM irrigation investments
Land Consolidation and field improvement
projects are proceeding very slow
Irrigation maintenance teams do not fulfill
their works properly
That drainage problems are at very high
scale and, this threats herbal cultivation
That water pollution in Yeşilırmak and
Kızılırmak threats vegetable cultivation
and water quality is not convenient for
organic agriculture
That farmers do not trust in farmer and
irrigation unions
That agriculture workers are old and there
is decrease in population because of unemployment and migration, the young are
not interested in agriculture
Oblivion use of fertilizers and agricultural
applications
Soil loss and decrease in filed fertility because of erosion
•
enough and farmers cannot reach to information
That education and publication programs
targeting women and the young are not
adequate
That there is not efficient coordination
between institutions
That credit supports are not enough while
interests are still high
That farmers’ data base has not been
established yet
7-25
SWOT Analyses
7.8.2
IRRIGATION SWOT ANALYSIS
•
•
•
•
Strengths
•
•
•
•
•
•
That soil sources in the irrigation areas
and climate conditions are suitable for
vegetable cultivation
That there are strong irrigation institutions
like Public Waterworks Administration and
KHGM in the province
That there is younger and productive
population in the irrigation areas
That there are two agriculture faculties
and two research institutions in the province
That field plants, vegetables and fruits
are commonly cultivated in the irrigation
areas
That farmers are experienced about irrigated agriculture
Weaknesses
7-26
•
•
•
•
•
•
•
•
That farmers’ educational level about irrigation is very low
That there are lands which are not irrigated
though they are in the irrigable areas
That public institutions are not careful in
water management
That driblet and sprinkling irrigation systems are not enough
That there is not enough capital for hightech applications
That there is not enough agricultural irrigation publication
That there is not irrigation experts in office
of agriculture
That irrigation programs, which are based
on meteorological data, are not imple-
•
•
•
•
•
mented
Insufficient coordination of institutions
Weaknesses in agricultural mechanizations
Lack of irrigation union laws and abundance of legal vacancies
Budget verification of irrigation unions’
which are not experienced and knowledgeable about irrigation, though they are
the authority in budget transfusion and
inspection
That Public Waterworks Administration is
not qualified and organized about administrative, financial, and technical issues
That facilities’ investment prices payback
periods are very long and installments are
not adequate
That irrigation unions’ collection rate is
very low
That there is not enough relation between
unions’ incomes and outgoes
Irrigation water is flowing in vain at nights
Opportunities
•
•
•
•
•
That there are opportunities for increasing
irrigation lands
That lands that are not irrigated although
they are in irrigable lands can be opened
to irrigation with extra small investments
Opportunity for increasing production per
squares with high-tech applications
Opportunity for organic agriculture in the
lands which are not soil and water polluted
Decrease in erosion resulting from
Anatolia Water Basins Project application
Threats
•
•
•
That drainage problems are at very high
scale and, this threats herbal cultivation
Raise in water table and salination resulting from abundant water
That Public investments take very long
DOLSAR
SWOT Analyses
•
•
•
•
•
•
•
•
•
That strong people are in charge of irrigation unions
Imbalance in water distribution
Incorrect use of fertilizers and agricultural
pesticides
Soil loss and decrease in field fertility because of erosion
7.8.3 URBAN SETTLEMENTS SWOT
ANALYSIS
•
periods to be completed, and there are delays in Public Waterworks Administration
and KHGM irrigation investments
That land consolidation and field improvements are very slow because of deposit
inadequacy
Irrigation maintenance teams do not fulfill
their works properly
That it is very difficult to find budget to
restore the facilities when necessary
That pumping energy expenditures are
high, and they are generally exceeding
farmers’ purchasing power
High pollution in Kızılırmak and
Yeşilırmak
That farmers do not trust in farmer and
irrigation unions
Annex Table 7.8 City of Amasya SWOT Analysis
Strengths
Weaknesses
● That the city has the capacity of providing services to the cities and ● Low urban life (life setting) standards
countries as a center of 4th level,
● That there is a society endowed with urban consciousness, urban ● High rate of ruin buildings planned to demolished
institutions, uninterrupted and long past, and urban culture
● High urban and local culture consciousness
● Undeveloped industry
● That it is located on an important road
● Inadequate sewage and drinking water infrastructure
● That there is railroad connections
● Pollution of Yeşilırmak flowing through the city
● Lowest unemployment rate among the cities in the region
● Important faculties contributing to urbanization process
● That college graduates among literate population is above the
region average
Opportunities
Threats
● Its vicinity to Middle Anatolia Region and Black Sea Region
● That development of the city is dependent on exterior dynamics
than interior ones
● City’s protected historical setting
● That tourism is not or slowly improving in the province
● Historical-Touristic potentials
● Water level of the city is located in high lands
● Being in the scope of Law No.5084 on Incentives
● That the city is expanding towards weak areas
● Industrial zone with substructure
DOLSAR
7-27
SWOT Analyses
Annex Table 7.9 City of Merzifon SWOT Analysis
Strengths
Weaknesses
● That the province has high averages socio-economic development ● That there are areas with high and low Urban standards (life
among the provinces (city center Amasya has a higher development setting)
index than the central district)
● Being 4th level center
● That drinking water and sewage infrastructure is not sufficient
● That the province is a historical city, and there is strong urban
consciousness
● Merzifon’s people living in other provinces have a strong citizenship
and organization consciousness
● That the province is located on intersection merging important
roads
● That the province is at railroad connection
● The second lowest unemployment rate among the cities in the
region
● College graduates rate is above the regions average
Opportunities
Threats
● That there is a must for readiness to foreign market and
competition in order to develop industry
● That industry tend to develop /there are new investments
● Industrial Zone with substructure
Annex Table 7.10 City of Suluova SWOT Analysis
Strengths
● High urbanization rate
7-28
Weaknesses
● That social and technical infrastructure in the province is not
sufficient
● That there is industry based on agriculture and animal husbandry ● That the province is expanding toward high risk earthquake
zones
● Developed industry
● That agriculture and animal husbandry have a big role in the
economy of the province, the province still carries rural features
● That college graduate rate is very low
● High unemployment rate
● That the industry in the province is not varied and sugar factory
is determinant
● That waste of animal husbandry which has a big part in the
economy of the province threats the health of the province
Opportunities
Threats
● That there is a risk of interruption in the development by foreign
decisions because it is not prepared for foreign dynamics and
organizations
DOLSAR
SWOT Analyses
Strengths
Weaknesses
● That being a centre of 5 level the province holds various urban ● That the province has a very disordered and high-dense
features,
environment structure,
th
● That the province is close to big markets and city centers,
● That the province has not given importance to historical texture
and there is no initiatives to protect the historical texture,
● That the province is partially inserted in the world,
● That there is no alternative axes in the proximity transportation,
● That it is in the process of industrialization, and there is potential ● Existence of the urban poor and slams, and the risk of conflict
appeal for new investments and migration from the rural,
between these dual structures.
● Existence of industry based on local sources,
● Existence of faculties which has positive, influences on urbanization
and being an urban citizen processes,
● Sufficient drinking water and sewage infrastructure.
Opportunities
● That the city is situated on Ankara-Samsun high way,
Threats
Annex Table 7.11 City of Çorum SWOT Analysis
● Difficulties in fast imperative opening to foreign world markets
and being ready to competition.
● That it has cultural heritage like Hittite civilization,
● That it is in the scope of Law No. 5084 on Incentives.
Annex Table 7.12 City of Alaca SWOT Analysis
Strengths
Weaknesses
● That it is 3 level center which provide services to rural areas,
● That urban standards (life environment) is low,
● Existence of industry based on local sources.
● That agriculture has a big role in the economy which has rural
characteristics,
rd
● That industry is not developed,
● That rate of college graduates is quite lower than the averages of
the cities in the region,
● High unemployment rate,
● Insufficient drinking water infrastructure.
Opportunities
● That there are local sources for industrialization,
Threats
● That the province is expanding towards I. And II. Agriculture
fields.
DOLSAR
7-29
SWOT Analyses
Annex Table 7.13 City of Osmancık SWOT Analysis
Strengths
Weaknesses
● That in the region it is the province industry of which has biggest ● That agriculture has the biggest share in the economy,
share,
● Existence of industry which is based on local sources,
● Social and technical infrastructure deficits,
● That it is situated on the high way connecting important roads.
● That İstanbul-Samsun highway and Kızılırmak pieces the
province.
Opportunities
Threats
● Historical and cultural potentials,
● Vicinity to fault line,
● That there are local sources for industrialization,
● That the city is expanding on the lowland and Kızılırmak
watercourse filling increases the risk of catastrophe.
Annex Table 7.14 City of Sungurlu SWOT Analysis
Strengths
Weaknesses
● That it is situated on Ankara-Çorum highway,
● That agriculture has a big share,
● That there are new initiatives in industry.
● That industry has a small share,
● Illegal, disordered, uncontrollable structure.
Opportunities
Threats
● Agricultural production which can be used as raw material in
industry,
7-30
DOLSAR
SWOT Analyses
Strengths
Weaknesses
● That it holds the distinction of being a regional metropole as a ● That initiative of local-private sector is frozen or completely lost
center of 5th level and the center’s sphere of influence goes beyond because of exceedingly sticking to the refreshment which has
the boundaries of the district,
been brought by public investments,
● That it is in a position of the door of the region which opens to the ● Nonexistence of investments which creates employment areas,
outside world, because of the existence of the privatized service
units and administration centers,
● Existence of sea route, airway and railway facilities,
● That the rate of unemployment is high and the rate of 0-12 age
groups (who will reach working age in future years is high,
● Existence of a university which has made a contribution in the ● That the province could not protect its historical texture and lost it
process of urbanization and becoming urbanized,
to a large extent,
● That it is situated on the axle which connects Eastern Black Sea to ● That city dwellers who represents the local culture deserted the
Western Black Sea and Central Anatolia to the Black Sea,
city to a large extent and that the majority of the urban population
is composed of newly settled and immigrants,
● That the rate of upper school graduation is high,
● Excessive and shanty settlements,
Annex Table 7.15 City of Samsun SWOT Analysis
● That the province’s relationship with the sea is broke off,
Opportunities
Threats
● The potential of the province to open up to the Balkan States, ● That it starts to lose the distinction of being a regional metropole,
Caucasian Countries, Ukraine, Russia and to the whole world and that Samsun Port gets behind in its competition with Trabzon
more intensively and it is being one of the integration points of the Port,
region and the country with the world,
● That the program of Black Sea Economic Cooperation is getting
more and more functional in respect of economic and social
relations,
● That it is in the scope of Law No. 5084 on Incentives,
DOLSAR
7-31
SWOT Analyses
Annex Table 7.16 City of Bafra SWOT Analysis
Strengths
● That it is 4th intermediary level center,
Weaknesses
● Shanty and unsafe settlements,
● That it functions as a trade/ service center which controls the ● That the rate of unemployment is high,
productive agricultural fields of the city,
● That it is situated on the highway which connects Western Black ● That the historical texture cannot be protected,
Sea to Eastern Black Sea,
● Existence of raw materials for agriculture-based industry
● That adverse events in settlements reduce the quality of life,
Opportunities
Threats
● That international firms make investment in the district (especially ● That public investments come to an end, and privatizations are
tobacco and cigarette) and that the city getting more and more accelerated,
strong in world trade,
● That rural population in the back country is impoverished by
lifting tobacco monopoly and the supports provided for tobacco
producers,
Annex Table 7.17 City of Çarşamba SWOT Analysis
Strengths
Weaknesses
● That it is situated on the highway which provides the connection ● That it could not adequately accelerate agriculture- based or other
between the district and Eastern Black Sea,
types of industrialization,
● That it functions as service center for rural areas,
● Nonexistence of Industrial Zone,
● That the district controls the agricultural production around itself,
● That the number of educated and qualified young people is low
and young people leave the city,
● Its vicinity to the airport,
● That the level of air pollution is high,
● Existence of raw material for agriculture-based industry,
● Insufficiency of drainage infrastructure,
● That the district is situated on alluvium ground and it is among the
areas which bear high catastrophe risk,
7-32
Opportunities
Threats
● That Public Waterworks Administration has constructed the
drainage canals and firms are willing for organic agriculture,
Annex Table 7.18 City of Terme SWOT Analysis
Strengths
Weaknesses
● That service and trade functions are more developed when ● That the rate of urbanization is low,
compared to the services and functions in rural areas,
● That it is situated on Samsun – Ordu highway,
● That the district has rural features,
● That the district is established on a land which is risky in terms of
geology and valuable in terms of agriculture,
Opportunities
Threats
DOLSAR
SWOT Analyses
Strengths
Weaknesses
● That service and trade functions are more developed when ● That the rate of urbanization is low,
compared to the services and functions in rural areas,
● That it did not lose its historical texture,
● That the district has rural features,
Opportunities
Threats
Annex Table 7.20 City of Tokat SWOT Analysis
Strengths
Weaknesses
● That it functions as a service center in the region,
● That the development in middle scale industrialization is relatively
backward,
● Existence of a university in the province,
● That there is not a powerful industrialization motive/ entrepreneurial
initiative in the district,
Annex Table 7.19 City of Vezirköprü SWOT Analysis
● That it stands at the first ranks in terms of the indicators of ● That the Diaspora is powerful,
industrialization,
● That it is situated on an important highway connection,
● Existence of shanty settlements,
● That its historical monuments and texture has not been lost,
● That historical structure of the city has not been protected as a
texture.
● That it has an industrial zone,
Opportunities
● Its vicinity to the market of Eastern Anatolia,
Threats
● That the industry has been established with the investments of the
government and that it depends mostly on external dynamics,
● Existence of plains in which different agricultural products can ● That the city has been expanding towards risky grounds,
be cultivated, and that it forms a potential for the development of
agriculture-based industry,
Annex Table 7.21 City of Erbaa SWOT Analysis
Strengths
● That the industrial sector has a big share in the district,
Weaknesses
● That the rate of upper school graduation is law,
● That the city is situated on a fertile plain and it has raw materials ● That the rate of unemployment is high,
for agriculture-based industry,
● That it has an industrial zone,
Opportunities
● That the city has new investments in industrial sector,
● That the infrastructure of drinking water is insufficient,
Threats
● That the city has been structured in an unplanned way,
● That the city does not have raw material shortage for agriculture- ● That the city has started to expand towards risky grounds,
based industry,
DOLSAR
7-33
SWOT Analyses
Annex Table 7.22 City of Niksar SWOT Analysis
Strengths
Weaknesses
● That it functions as a center which gives service to the rural area ● That protection works are not executed on the historical texture
of the city,
as a 3th level center,
● That an industrial zone is being established,
● That the young people leave the city, and brain drain is experienced
in the city,
● That the city has its own urban historical texture which is highly ● Lack of entrepreneur,
protected,
● That the sector of construction is open to development,
● That the process of industrialization, which was started in 1970 in
a simple way, cannot be carried on at the same speed,
● That the rate of unemployment is high,
Opportunities
Threats
● That four neighboring municipalities work on the solid waste project ● Strength of the conception that the district is dependent on
in cooperation,
government support,
● That the city has been expanding towards risky grounds,
Annex Table 7.23 City of Turhal SWOT Analysis
Strengths
Weaknesses
● Existence of a developed industry,
● That the proportion of employment in the sector of agriculture is
higher in the total employment rates (9 percentage),
● Existence of an industrial infrastructure,
● Shanty and unsafe settlement,
● That it competes with the center of Tokat,
● Existence of an industrial zone,
Opportunities
7-34
Threats
● That the city is situated on a ground which has a tendency of
liquefy and the city is exposed to floods,
● That there is a risk of shrinking in public sector and a risk of being
affected from privatization programs in a bad way as the city has
been developed depending on the public investments,
● That there is a risk of being affected from transformations which
will come into existence in the city’s rural environment as a result
of narrowing the plantations of sugar beet.
DOLSAR
SWOT Analyses
Strengths
Weaknesses
● That it functions as a service center for the nearby rural areas with ● That the sector of agriculture has a big share in economic
the size of service sector
activities,
● That it has had a fair since 1937,
● Existence of unemployment,
● That it does not have a difficulty in terms of capital,
● That the city has expanded towards the agricultural lands which
bear geologic catastrophe risk,
● That it has a wide historical texture which is in a good position,
● That the city does not have protection programs for its historical
texture,
● That the level of education is high,
● That the educated young people leave the city, and there is
deterioration in social life,
● That the city has a developing urban culture,
● That the Diaspora in Zile is powerful,
● That the works of establishing an industrial zone has been started, ● While it was in a powerful position in terms of industry, the city
lost that power,
● That the city is unsuccessful in collective working,
Opportunities
Annex Table 7.24 City of Zile SWOT Analysis
Threats
● That the standard of Zile-Alaca–Sungurlu–Ankara highway is ● Insufficiency of incentives for industrial investments,
heightened and the city has gained an importance as it is situated
on a new transportation axle between Ankara and Black Sea,
DOLSAR
7-35
SWOT Analyses
7-36
DOLSAR
B-1
DOLSAR
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DOLSAR
B-3

YBDP Current Situation and Analysis Annexes

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