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Creation and Development of Market Institutions
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income support and has been applied through 2000 to 2007. Farmers registered with this
system qualify for direct income support programs (e.g. support for organic agriculture and
good farming practices).514 The development of the CKS system was supported by US$35
million through the World Bank’s Agricultural Reform Implementation Project, which was,
however, gradually reduced to US$20 million in 2005 and US$11 million in 2007.515 The
number of farmers registered with the CKS increased from 2.1 million at its inception in 2001
to 2.77 million 2003, though dropped again to 2.3 million in 2011. Despite these challenges,
the CKS may be a good point-of-departure in this context for other OIC Member Countries
looking to develop such a system.
6.2.2 Institutional Coordination & Human Capacity
Develop, implement, and synchronize agricultural and food market strategies at a
national level to ensure agreement on mission and goals and also to provide a means for
coordination between and among the various market institutions.
The need for institutional coordination may be coupled with the previous conclusion on
farmer registration as part of more wider administration and control systems. Indeed, all OIC
Member Countries have a multiplicity of agro-food market institutions, and there is often a
lack of coordination among them. As the country case study of Indonesia demonstrated,
conflict of interest may arise among Ministries as well as fragmented statistics and data
discrepancies (e.g. Ministry of Agriculture, providing data on supply, and Ministry of Trade,
providing data on demand). Turkey’s CKS registration system provides a good point-of-
departure as it adheres to improved institutional coordination on the basis of a farmers’
registration system.
Every country has a Ministry of Agriculture or equivalent and a Ministry of Trade and Industry,
or equivalent. Many Member Countries also have a Ministry of Investment or equivalent, and a
Ministry of Land Use Planning or equivalent, and a Ministry of Water Resources or equivalent.
Most have trade and investment promotion agencies, and all countries have tax and customs
services. Each Ministry has different directorates or departments, each exercising different
responsibilities. Each of these Ministries and their directorates or departments, and every one
of the many responsible agencies and services, may perform optimally, but there is often a
critical lack of coordination and communication. This is not unique to the agro-food sector: in
many Governments, communications within and, especially, between Ministries and agencies
are hampered by excessive hierarchy and formality. This makes timely communications
difficult, and it also impedes the development of informal contacts and communications, which
may be equally important.
As a result, people even within a single Ministry may not know what people in other
directorates do, much less what people in other agencies or Ministries do. A private business
person or farmer, or officials of associations that represent the business and agricultural
communities, may find it difficult to identify the appropriate Government officials to whom
they should address concerns, and may never receive a satisfactory response to
communications. Both private farmers and business people and Government officials thus
514 OECD (2016), Turkey: Estimates of Support to Agriculture, available a
Accessed July 2017].
515 Atasoy, Y. (2017), Commodification of Global Agrifood Systems and Agro-Ecology: Convergence, Divergence and Beyond in
Turkey, pp. 43-44, Abingdon: Routledge.