There are many factors influencing the productivity of honey bee colonies. Although some of these factors are environmental and beyond the control of the beekeeper, some of them can still be improved. Beekeepers can increase the productivity by controlling the productivity of the colony, individual productivity of the worker bees and synchronization of flight activity and honey flow.
In order to increase the productivity of honey bee colonies and enable the production of natural swarms and rearing the queens Professor Dr. Muhsin Dogaroglu from Turkey developed the innovative solution on the colony support management system.
The colony support management system is a method based on setting pair colonies which produce honey from each colony in every pair. Of this colony pair, one is called the supporter and the other is called the producer. Observations showed producer colonies able to produce honey more than any other usual colonies in all varying conditions and the system is able to increase total honey production of the apiary. By changing tasks during the next period of honey producing, supporting colony becomes the producing colony and the producing colony becomes the supporting colony. The system targets approximately 75.000 bees in the production colonies and 50.000 bees in support colonies at the beginning of main nectar flow and these numbers are reversed for the end of the season. The number of colonies in the system depends on the economic status of the beekeepers and it is optional.
The system is basically based on individual productivity enhancement. It aims to increase brood production in all colonies in the apiary 6 weeks before the main nectar flows. The brood produced in this period will increase the number of foragers that will work efficiently in honey production during main nectar flows. These eggs become adults after 3 weeks and the colonies are divided into two parts, supporters and producers. So that two groups work as a team, supporting each other alternately.
Brood transfers to the production colony should be started 3-4 weeks before the main honey flow, and it should be completed 1 week before the main nectar flow. Every week 1 or 2 frames with sealed broods of support colonies are transferred to production colonies. When the production hives begin to produce honey, the young broods are transferred to the supporter colony to reduce honey consumption. The supporter colonies can be fed to the required amount.
This method gives excellent results especially for 2 consecutive main nectar flows (each of which lasts for an average of 3 weeks) or longer main nectar flows. Traditionally, the brood production will be decreased after the first main nectar flow, the number of consumers increases in colonies that makes almost impossible for colonies to accumulate honey. In the new system, for the next honey flow, the support colonies are prepared as production colonies and this time the production colonies of the previous period support them by passing to the support position. Thus, for both nectar flows, support colonies will be able to survive and collect enough nectar and pollen for brood production.
As a result, for the honeydew honey producers, this system allows to increase the production 4 times more as well as provides warranted honey production from their colonies especially in autumn.
The method was tested successfully by a few hundred Turkish beekeepers. Colony support management systems applied by beekeepers have effective roles in maintaining the increase in colony size and productivity, given that it is applied in a correct way. Incorrect applications may cause decreases in crop production and lead to winter losses.
Solution budget: The system has no additional cost to normal production methods.
Professor Dr. Muhsin Dogaroglu
Telephone: +90 532 496 22 59
In Kenya, it is estimated that only a ⅓ of the population has access to safe drinking water close to their homes, at an affordable price. Therefore, school-going children have to walk long distances (at least 4km) so as to secure water for their families before/ after going to school causing absenteeism and resulting to school drop-outs.
In 2013 International Transformation Foundation members worked together on a countrywide research project about a sustainable clean drinking water system. One of the main insights gained is that all communities wish to improve their water system. Some communities do not have a working tap water system at all, prompting school-going children and women to walk very long distances to secure water from neighboring communities’ wells/ rivers. Other communities especially in per-urban areas have a small number of taps within and would like to increase this number.
The problem with current water projects in communities in Kenya are:
That is how A Water Kiosk at School was created as a (primary) school-based business, managed by the students, selling clean tap water to community residents. In this context, the organization works with community schools to set up on-site water kiosk with specially designed and sustainable products for children to transport tap water to their homes straight from school. A water kiosk at school is both an educational and profitable business teaching students business and entrepreneurial skills. It also generates much-needed income for schools.
It provides practical education bridging the gap between school and work and contributes to the development of a community with a school which is able to support itself without relying on subsidies and yet is able to afford the best facilities and the best teachers.
Since November 2014, ITF has built 10 Water Kiosks in 10 schools & communities in 4 counties (Nairobi, Bungoma, Siaya and Homabay) across Kenya.
Methodology Used: A Water Kiosk at School is set up in a school located in a generally poor and/ or rural community with no working tap water system. In a community, it set to be the main source of clean water for all households.
A water kiosk at school is characterized by the following environment-friendly products developed in partnership with Join the Pipe Foundation:
Within 24 months, the school earns enough money from selling water to community residents at an affordable price and are able to repay the setup cost which is then redeployed to an additional school/community. Below are activities that are carried out (chronologically) in setting up A Water Kiosk At School:
Day to day operations & records: A Water Kiosk at School is managed by two students per day with two roles. One receives money and does the book records. The other one is responsible for assisting customers at the tap. The bookkeeper records include time, buyer name, quantity purchased and paid the amount. The bookkeeper also records any expense if any. At the closing of any business day, both kiosk operators sign and submit the records book to the responsible teacher.
Weekly and Monthly report: The information is recorded every day in the records book is used to compile a weekly and monthly report prepared by students with the support of a teacher. The report is sent to ITF and essentially contains information such as the number of students and non-students that used the kiosk, the amount of water purchased and money spent, names and details of students that managed the kiosk, etc.
Monthly Kiosk Visit: The ITF project coordinator visits the school /kiosk to review the day to day book records.
User Survey: This is done every quarter to get user feedback.
Repayment: The school repays the setup cost on a monthly basis.
The multiple benefits associated with a water kiosk at school for students, school and community residents include:
Improved Sanitation And Health :
Education And Capacity Development :
Environmental added values:
Budget: Setting up A Water Kiosk At School model costs $10,000-12,000.
With a school and a community ready to adopt A Water Kiosk At School, stated below are the minimum resources needed to set up the kiosk:
Mr. Venuste Kubwimana- ITF Secretary General
Morocco, similar to other Arab countries, face Insufficient water supply for irrigation and seeks for shifting irrigation management towards maximizing the crop production per unit of water consumed, i.e the water productivity. To cope with scarce water supply, in 2011-2016, the National Institute for Agricultural Research (INRA) implemented deficit irrigation practices in different regions in Morocco.
The main long-term development goals of the project are to achieve sustainable and profitable agricultural production in the dry areas of West Asia North Africa (WANA) based upon the efficient and sustainable management of the scarce water resources. The main objective of deficit irrigation is to increase the water-use efficiency (WUE) of a crop by eliminating irrigations that have little impact on yield. The resulting yield reduction may be small compared with the benefits gained through diverting the saved water to irrigate other crops for which water would normally be insufficient under traditional irrigation practices.
The project approach is based on five principles – participation, integration, complementarities, multidisciplinary and multi-institutions, and socioeconomic analysis.
The project developed and tested, with community participation, water management options that increase water productivity and optimize water use, and which are economically viable, socially acceptable, and environmentally sound.
In the benchmark site of Morocco, studies of the response of wheat, maize, and pepper to different levels of supplemental irrigation were conducted and the information helped evaluate the tradeoff between yield and water productivity and also serve the water allocation modeling purpose. A positive response to the increase of water level was observed.
Partners: Regional Offices of Agricultural Development, National Agricultural Research Office, Regional Agricultural Directorate, International Center for Agricultural Research in Dry Zones
Budget: Around 2000 USD/ha
Av.la victoire Rabat Morocco
Dr Rachid Moussadek, Head of Environment and Natural Resources Department
Separation of a child from the family and his/her placement in residential or foster care is a traumatic and painful experience, since it often leads to weakening or severing the bonds with the people extremely close and significant to children. Therefore, work with families at risk of breakdown is an area which requires increased attention.
UNICEF Montenegro Office has partnered with UNICEF Serbia Office in order to introduce in Montenegro the family and parenting support service called Family Outreach Worker, which was initially launched in Serbia in 2013. The family outreach worker service is a form of home visiting that aims to:
The cooperation involved public institutions from both countries and more recently an NGO from Montenegro who delivers the service and enabled the exchange of know-how and experts as well as training of Montenegro’s professionals by professionals from Serbia. The service has been provided (intermittently) since 2014 in a quarter of Montenegrin municipalities. Initially, it was funded by UNICEF, then through the Ministry of Labour and Social Welfare. The Ministry has committed to the Strategy on the Prevention and Projection of Children from Violence that it will integrate the services into the system 2021.
The service has covered over 70 families with almost 180 children in the period 2016-2017, has thus far yielded very positive results. In line with Montenegro's commitment to deinstitutionalization, thus far, no child who was covered by the service has been separated from the biological or foster family.
Budget: The cost is about 90 euro per family per month.
Partners: UNICEF COs in Serbia and Montenegro, Ministry of Labour and Social Welfare of Montenegro, institutions in Serbia (Institute for Social Affairs, Home "Zvecanska"), NGO Family Centre Kotor
Organization UNICEF Montenegro
Contact person: Ms. Ida Ferdinandi
Address: Stanka Dragojevica bb, Podgorica
Phone Number: +38269303191
We are pleased to announce the winners of the first global Youth4South Solution Awareness Contest aimed to promote the South-South Youth Leadership Initiative in advancing Sustainable Development Agenda 2030.
Equal access to justice and protection of human rights for all its inhabitants, regardless of their socio-economic circumstances is a serious challenge for the Government of Montenegro. The costs of legal services remain unaffordable for the majority of people, especially those who lack employment, which is shown in the information provided by the Ministry of Justice. According to some estimation, the cost of filing a lawsuit is between 25-75 per cent of the average monthly salary, which means that effective access to justice remains not affordable for all citizens. In addition, such a situation especially affects women and persons with special needs.
Based on the Strategy and Action plan for the reform of judiciary for 2007-2012 and in follow-up actions to Law on Legal Aid adopted in 2011, the UNDP in cooperation with the Ministry of Justice and with support of the Governments of the Netherlands and Norway launched a project on Reform of the legal aid system to make legal counseling affordable and widely available.
The implementation of the Law started in January 2012, after opening of the legal aid offices in all 15 basic courts across the country.
The project’s impact is of a high significance for the country, given that, until its adoption, Montenegro was one of the few countries in Europe lacking a specific Law guaranteeing legal aid to its citizens. According to the most recent information, 787 legal aid applications were filed in 2016, out of which 510 applicants were women and 277 applicants were men. In 2015, 628 legal aid applications were filed, out of which 399 applicants were women and 229 applicants were men, while in 2014, 700 legal aid applications were filed, out of which 438 applicants were women and 262 applicants were men. Besides the benefit which the introduction of the legal aid system brought to Montenegrin inhabitants, it is to be emphasized that the reform of the legal aid system was a necessity in order to achieve legislative harmonization with the EU standards in this field, which was one of the conditions for further progression towards European integrations. The country, thus, fulfilled its obligations under international human rights laws and made one important step toward overcoming the problem of a fundamental inequality of citizens in terms of access to the justice system.
Budget: The resources for the implementation of this solution need to be allocated by the state government, since the emphasis is on the fact that the legal aid system needs to be state-funded and accessible to all.
Partners: Supreme Court of Montenegro, 15 Basic courts in Montenegro, Bar chamber, Other partners have included Montenegro’s Ministry of Justice, the Judiciary and the Bar Association of Montenegro, the Organization for Security and Cooperation in Europe, the Open Society Foundation and the Council of Europe, as well as several municipal governments and NGOs.
Stanka Dragojevica BB, Podgorica, Montenegro
Contact persons: Mr Tomica Paovic
Phone: +382 20 447 465
After June 30th 2013 revolution, Egypt started formulating new era of public policies that became more sustainable development oriented. Therefore, it became too much essential to have an evidence-based spatial information system to support the public policies formulation, investment potentials, entrepreneurship, and other development activities. CAPMAS, as any national statistical office, has the national responsibility to produce the system of official statistics, which was considered the core seed of start constructing the desired system based on the national statistical flow that is already running in an almost systematic way. Thence, CAPMAS carried the responsibilities of analyzing the various stakeholder’s needs, then, the execution and incubation of the first Egyptian geospatial information portal.
In 2015, CAPMAS approached WFP to receive the technical support in designing the desired system, and to overview the international experience as well as the best practices. Through exploring various possible technologies and solutions, they approved the use of ESRI technology, then the analyze and design phase was started to illustrate the main and detailed lines of the desired system, taking-into-consideration the both national and international development agendas, Egypt-2030 and SDGs. The first phase was launched November 2015, in a key-event under the auspices of H.E. Minister of Planning, and notable attendance from various society elites. One of the main believes that was applied since the first phase is the concept of open data, with an attention to the privacy according to the international data dissemination standards.
The Egy-GeoInfo is used to disseminate the various statistics and information, which are related to the national official statistical system, to all beneficiaries starting from the high-level decision makers and ending with the normal Egyptian citizens who are keen to know the most updated statistics. Therefore, Egy-GeoInfo (http://www.geoportal.capmas.gov.eg/) is typically the first Egyptian Geospatial gate to provide access to a huge set of multi-sectorial information based on geospatial techniques.
The conclusion that the ultimate goal of using the geospatial platform is to strengthen the capacity of the government of Egypt to monitor and respond to different types of risks, including food security and vulnerability risks, and to ensure that informed policy interventions are in place through providing a wide set of statistics, including key performance indicators for public services and facilities and macro-economic performance and social justice. Therefore, Egyptian government, NGOs, private sectors, parliaments …etc could use the published geo-analytics to monitor the national Egypt-2030 vision, as well as the global SDGs agenda.
In September 30th 2017, CAPMAS announced the results of the first e-census, which achieved in 2017 to survey the population, housings and establishments. In this event, CAPMAS announced that the second generation of Egy-GeoInfo, which will take-place early of 2018, will include the full census 2017 results.
As a result of collaborative efforts, Egy-GeoInfo is able to provide the following services:
The Egy-GeoInfo has received excellence awards and been presented in various international forums on open data approach and advanced information technology such as:
The Egy-GeoInfo has many aspects of success and excellence, as well as lessons learned to disseminate and replicate to benefit other countries, in particular:
WFP Egypt Country Office started a dialog to transfer this experience to the African countries and beyond the Africa. A high-level mission from the Ethiopian Statistical Office visited CAPMAS to learn more about the experience and to discuss the ways of collaboration.
Partners: Central Agency for Public Mobilization and Statistics (CAPMAS), United Nations, World Food Programme- Egypt CO, Esri Northeast Africa (Esri-Nea).
Budget: The phase I of the solution costs 172K$, while phase II costing 60K$. This cost includes, purchase of the software, capacity building and training workshops to CAPMAS permanent staff, maintenance fees for 2 years.
CAPMAS: Dr. Mohamed Ramadan
R&D Advisor to CAPMAS President
WFP: Dr.Menghestab Haile
Representative and Country Director
World Food Programme - Egypt Country Office
According to information from researchers in Egypt, the country has only 3.6% of its land area suitable for cultivation. These lands are located near the Nile River. The rest is generally a hyperarid zone, with maximum precipitation of 180 mm and in some places, precipitation record is zero. Apart from that, 35 % of arable land is affected by salts, in high concentrations, which makes still more problematic the existing crops. This situation is worse because the whole country has a population of 90 million inhabitants of which approximately 22 million live in the so-called Greater Cairo to which it is necessary to provide fresh and/or processed food. Data from local researchers (Ain Shams University) show that the country is deficient in wheat by - 55%, maize by - 45% and species for the production of oils by -80%.
A reasonable way to solve this situation is the replacement of traditional species, which require large amounts of water, by species adapted to areas of low rainfall, either as food for people or for animals to produce meat and milk. In this context, water and land are used in a more efficient way, since it is possible to utilize marginal land and water unsuitable for conventional crops.
In this sense, quinoa has shown as an advantage that it does not compete for space that today is employed by other species like citrus, banana, garlic, onions, grapes, palms, olive groves, rice, beans, and chickpeas. Quinoa also needs less water than the species mentioned and can grow in soils considered marginal: for instance may even use salt lands where currently nothing is grown.
Briefly, it has been possible to reach poverty alleviation in a specific target area by adapting a non-traditional crop to hard climate and soil conditions.
Partners: Argentine Fund for South-South and Triangular Cooperation (FO.AR), Miguel Lillo Foundation (Argentina) and Faculty of Agriculture, Ain Shams University (Egypt)
Esmeralda 1212, 12th floor, office 1204.
Raúl Ailán, Director for Bilateral Cooperation.
Tel: +54 11 4819 7555
Angolan IANORQ (Angolan Institute for Standardization and Quality) is the national entity in charge of coordinating quality standards all over the country. The work of that institution affects directly consumers’ interests, which may be not totally preserved. An opportunity to make some progress in that situation is improving legal metrology in Angola through capacities transference.
A solution to this challenge would be to strengthen capabilities, skills, competencies and technologies of Metrology Department of IANORQ. In order to reach that end, a complete assessment of more than 4,000 scales and fuel pumps took place in 18 provinces. As a result of that evaluation, the need for knowledge about the adjustment of the instruments was detected. Once the experts had that information, the elaboration of a technical regulation of scales was prepared taking as parameter the regulations in force in Argentina and Brazil.
Partners: Argentine Fund for South-South and Triangular Cooperation (FO.AR), National Institute of Industrial Technology (Argentina) and Angolan Institute for Standardization and Quality IANORQ (Angola)
Esmeralda 1212, 12th floor, office 1204.
Raúl Ailán, Director for Bilateral Cooperation.
Tel: +54 11 4819 7555
Southern Egypt stands to lose up to a minimum of 30 percent of its food production by 2050 as a result of climate change impact. In Southern Egypt a reduction of approximately USD580 and USD1380/acre would occur on annual farm revenue with temperature increases of 1.5oC and 3.6oC, respectively, if no adaptation efforts are undertaken. For a household that relies on agriculture for a living (55% of the region’s households), this reduction can represent up to 80% of its total income. As a result, livelihoods of the already economically- stressed smallholders of the region will be at stake.
Since March 2013 the Government of Egypt and the World Food Programme has been implementing the Building Resilient Food Security Systems Project, which aims to 1) improve the adaptive capacity of the Southern zone in the face of anticipated climate-induced reduction in food production and 2) build institutional capacity at all levels to enable sustainability and replication throughout the zone and the country. The project funded by the Adaptation Fund of the United Nations Fund on Climate Change is being implemented in the 5 Governorates of Southern Egypt, namely Aswan, Luxor, Qena, Sohag, Assuit.
The project enhances resilience through two complementary components as follows:
Component I. Adaptation to climate change through technology development and transfer. This component introduced a package of integrated adaptation techniques in crop and animal production, as well as enhancement of water and land use efficiency as follows:
These interventions are introduced through an array of complementary activities, including consolidation of land holdings, establishment of demonstration fields, extension services including farm-to-farm visits, extension services, demonstration farms and creation of enabling physical and financial assets.
Component II. Capacity building for climate knowledge and adaptation replication of all actors involved in the 1000 poorest village initiative in order to replicate them to reach around 1.7 million people. This component includes:
Achievements: The different agricultural activities have demonstrated very positive results in building the farmer’s resilience against climate change. These included 25-30% increases in crop productivity, coupled with 20-25% reduction in water usage. In cases of extreme weather events, farmers who followed the recommendations of the project’s early warning system recorded a 60% less loss in crops that those who did not.
The initiative can be replicated in other countries for the most vulnerable communities and regions with the similar climatic and socio-economic conditions.
Partners: The Ministry of Agriculture, Agriculture Research Center, Directorates of Agricultures, Vet, Irrigation, Social Solidarity and Education in the 5 Governorates, the Egyptian Environmental Affairs Agency, the Egyptian Metrology Authority, 14 local Community Development Associations, the University of South Valley, the Agricultural Secondary Schools in the project districts.
Budget: US$ 6.9 mln.
WFP-Egypt Country Office
Dr. Ithar Khalil – Head of Climate Change and Livelihoods
Tel: +202 25261992/93
Montenegro is prone to natural disasters, in particular, to floods. Flood mapping is a crucial element of flood risk management. Since 2013 under the framework of Climate Change Adaptation project supported by GIZ and aimed to improve adaptation to climate change in the Western Balkans (Albania, the Former Yugoslav Republic of Macedonia, Montenegro, Serbia and Kosovo), in particular, in the fields of flood and drought risk management Montenegro took steps for improving flood management system. More specifically, the country undertook a task of developing the plans for protection and rescue from floods and mapping vulnerable areas of flooding in 5 municipalities in Montenegro (Kotor, Herceg Novi, Budva, Pljevlja and Rožaje) in order to improve the flood risk disaster management system at local level.
GIS experts and other local and national experts have done flood risk maps for 5 municipalities in GIS using relevant data especially available historical data as well as have prepared municipal protection and rescue plans from floods.
GIS risk maps have been integral part of municipal plans for protection and rescue from floods and consists following:
As a result of the project municipal plans for protection and rescue from floods for 5 municipalities (Kotor, Budva, Herceg Novi, Pljevlja and Rožaje) were adopted, the National plan for protection and rescue from fires and floods was updated, and the capacity of representatives of protection and rescue services was strengthened through a training for using GIS tools, study visit to institutions responsible for early warning system and prevention, preparedness and response in case of floods in Germany, people in vulnerable area of Skadar Lake were informed about risks of floods in Montenegrin and Albanian language.
Partners: GIZ, the Ministry of Interior; municipal protection and rescue services, Ministry of Agriculture and Rural Development, Institute of Hydrometeorology and Seismology and Red Cross of Montenegro.
Montenegro, Podgorica, Ministry of Interior - Directorate for Emergency Management
Contact persons: Mr. Ljuban Tmušić and Ms.Zorica Marković
Phone: +38220481815; +38220481816
The Green Production Help Desk (GHD) was established at the Association of Lebanese Industrialists (ALI) in October 2012, in order to provide information and technical advisory services for Small and Medium Enterprises (SMEs) to comply with the objectives and principles of sustainable development.
The GHD contributes to strengthening capacities in Lebanon on Greening the Industrial Sector:
Through national and regional workshops, trainings, information campaigning and cooperation with ministries and organizations the GHD has ensured collection and dissemination of information on green business opportunities; national policies, programs, institutions and laws related to green economy; green benefit opportunities such as Environmental Loans provided by Banque Du Liban (BDL) and FREE Environmental Audits funded by GEF and supported by the Ministry of Environment; and regional and international support programs and best practices in green production, therefore, contributed to awareness raising of industry stakeholders on Green Industry and Green Economy.
To promote social development the GHD offers followings:
The GHD has contributed to a unique cooperation between Academia and Industry: the Lebanese paint industry is recycling the Xylene solvent waste generated at the American University of Beirut and reusing it in its production process.
Partners: Association of Lebanese Industrialists (ALI), UN-ESCWA
The Green Production Help Desk (GHD)
Association of Lebanese Industrialists (ALI)
Mrs. Rana Tabcharani Saliba
Head of the Environment & Energy Department
Project Manager of the GHD
Fax : +961-1-351167