On-Demand Support Facility: Egypt

Geographic focus: Arab and African countries are the primary geographical focus. However, technical services are provided to other partner countries around the globe.
Thematic focus areas/sectors/practices supported by the mechanism:
Technical services on:
     a) Post-harvest handling and processing of agricultural crops.
     b) Quality and food safety management systems. 
     c) Food Traceability.

Steps/stages in practical application of the 
     a) Agreement on scope of assistance.
     b) Provision of services.
     c) Assisted E-Learning : with assistance from national experts, e-learning courses for partner countries.
     d) On-site technical assistance; conduct technical missions to other countries in order to provide support in traceability, supply chain management and related matters.
     e) Study tours for delegations to Egypt; delegates from other developing countries can be exposed to Egyptian experience in the design, the establishment and operation of traceability systems at national, farm and food processor levels, as well as various aspects of agro-industrial development and  compliance to international quality and safety standard.

Results to Date:
     a) ETRACE provided technical assistance/advisory services to 14 countries on traceability and related issues. 
     b) Study tours to Egypt from the following countries: Tunisia, Algeria, Morocco, Lebanon, China, Moldova, Vietnam, South Africa, Philippines, Tanzania, Ghana.
     c) Technical Missions by ETRACE to the following countries: Tunisia, Algeria, Morocco, Lebanon, Ghana, India, Vietnam, Moldova, South Africa. Piloting GFSI Basic Level in Egypt and India with Metro Group.
     d) E-learning Portal developed and managed by ETRACE: Two e-courses on Traceability and Fundamentals of Quality and Food Safety. 
     e) ETRACE formalized as a Technology Centre affiliated to Ministry of Industry and Foreign Trade.

Most Recent Annual Budget (USD):100,000

Total Budget (USD):300,000

Focal Point and Contact:
Alaa Fahmy
UNIDO Cairo Regional Office
2 Latin America Street, Garden City, Cairo
Egypt
+201000397575
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Sunday, 29 January 2017 01:09

Egypt has a variety of developmental causes and initiatives that everyday citizens are not aware of, and thus lack funding and support from the society.

Bassita is an Egyptian web-based start-up that focuses on social and environmental causes, and aids in their development through the use of cause-marketing.

The Clickfunding Model was born in January 2014, in aftermath of january 25 revolution when the founders of Bassita recognized the lack of interaction between internet users and development causes and decided to tackle this gap by creating a short-cut for the traditional funding processes. Their aim was to provide a mechanism. The Bassita team developed the first Clickfunding model in the world, which aims to transform everyday web-users into web philanthropists through the click of a mouse. 

How it works?

  • Bassita’s website hosts short videos on specific and easy-to-fulfill causes, and each cause is connected to a sponsor.
  • When the video reaches the targeted amount of points (calculated based on views, likes, shares, tweets and comments) the sponsor fulfills the cause.
  • The Bassita Clickfunding model is unique and different from other funding models, as the internet user is not asked to fund a cause, but to watch and interact with a video on the internet.

In order to accomplish its mission, Bassita works in collaboration with four main categories of stakeholders.

  • The cause itself; (CSO, entrepreneur, social initiatives) with specific needs.
  • The sponsor who fulfills the cause when the video reaches the targeted amount of visibility.
  • Bassita’s team of community partners: they support the dissemination of the video on their platforms, internal newsletters, as well as their social media outlets.
  • The internet user, by sharing, commenting and liking he allows the cause to get fulfilled while creating visibility for the sponsor.

Achievements:

Bassita has carried out its first project in collaboration with Baraka Fashion to deliver eyeglasses to artisans in Khalta, a village in the governorate of Fayoum. The campaign was successful, as the video released by Bassita about the cause received 10,000 views and Baraka Fashion provided 1,000 eyeglasses to artisans in rural communities.Among many others success stories there is also for an example of : water life

A video showing the comedian Maged al-Kedawny, along with the Arabic hashtag "a click connects to water," was viewed on Facebook more than two million times in three days after the campaign`s launch in February and he collect 1,000 Water Connections in Upper Egypt.

Bassita won the Young Innovators Award which is under the umbrella of Nahdet El Mahrousa and is an innovation program.

In January, 2015, Thinkers and Doers; an international forum at the Arab World Institute in Paris recognized Bassita as one of the most impactful projects in the Middle East.

Replicability:
Bassita only relies on information technology, which can be easily accessed in most countries. The replication the solution is affordable.

Prizes:

  • Bassita crowdfunding was selected among ‘’La France S`Engage au Sud`s’’ 10 Best Social Innovations in a developing country. And also ClickFunding has been described by the French president as a model able to contribute to better societies, in the South [of the Mediterranean] but also in Europe.
  • The clickfunding has been won INJAZ Al-Arab competition in 2016.
  • Bassita won a 2015 Orange Prize for African social ventures.

Partners :  European Union , Mobinil

Contact:
Mailing Address: South-South Development Academy: 6th Ibn Maysser st., off Mahmoud Azmy st., Zamalek
Tel: (02) 2737 5086/7/8/9
Fax: (02) 27375084
E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it. – This email address is being protected from spambots. You need JavaScript enabled to view it.
YouTube: https://www.youtube.com/channel/UCw1l5nPlOlBE5B3zR5XzwWQ/featured

 

 

Monday, 13 February 2017 01:09

In Egypt, there is limited collaboration and support between parties such as NPOs, CSOs, corporate, social entrepreneurs and citizens to solve the development problems of Egypt.

To bridge the gap between the tens of thousands of different initiatives in Egypt those are working in social development, Bright Creations, a digital creative agency launched BECAUSE. BECAUSE is an online platform that connects the for-profit and non-profit sectors in the Middle East. It was launched in December 2013,  The platform includes  BECAUSE, an online magazine which provides information on the work of social innovators, CSR programs, CSOs and charities with the aim of facilitating cross-collaborations, by writing profiles on the interesting projects done by each organization.

BECAUSE reveals what the organizations can offer as well as their needs. BECAUSE, is an online platform that aims to shed light on all the different work done by any entity working in the development field in Egypt with the aim of bringing them all together under one platform so as to find out about one another, connect, interact, join forces and cross-collaborate. 

The platform is not just addressed to entities working in the field of development; the articles provide other interested parties with in-depth information on the work of those different players, as well as ways of contacting these entities. It also states how any individual can volunteer. This is topped up, by an easy-to-navigate menu that is linked to other platforms in the development field.

Furthermore, the inclusive atmosphere provided by the website ensures that no party feels left out. BECAUSE covers environmental work in and outside the country, which enriched its viewers to include readers in Saudi Arabia, the United Arab Emirates as well as other countries in the MENA region.

Within four years of implementation, the followings were achieved:

  • Over 200 articles written on more than 15 different causes.
  • Provides information on the work of over 60 companies, 70 NPOs and 50 social businesses.
  • Reached a peak of 2,000 unique visitors in a day.
  • A great deal of interest from different parties including Ashoka Arab World, Ice RIBH and other NGOs and private sector companies.
  • Have already built a growing BECAUSE network of NGOs, social business and companies.
  • Have readers in Saudi, UAE and other countries in addition to Egypt.

Partners: BECAUSE platform operates under the umbrella of Bridgegypt, a CSR and communications consultancy.

Contact details:  
Mailing Address: South-South Development Academy: 6th Ibn Maysser st., off Mahmoud Azmy st., Zamalek
Tel: (02) 2737 5086/7/8/9
Fax: (02) 27375084
E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it. – This email address is being protected from spambots. You need JavaScript enabled to view it.
YouTube: https://www.youtube.com/channel/UCw1l5nPlOlBE5B3zR5XzwWQ/featured
Website: http://www.ssdaegypt.org

Monday, 21 December 2015 01:06

Bademi Nursery Agricultural Development Cooperative was established in 1968 with a purpose to bring all local producers under one umbrella in order to  improve agricultural productivity of its members. The cooperative involves 313 members, including 194 fruit and ornamental sapling producers, 64 olive oil producers and 55 milk producers. It also provides jobs for 50 seasonal workers and 116 employees. 

The cooperative offers its support to the member starting from the capacity building as a primary and essential condition of membership  through trainings and study tours around Turkey and abroad till investment support by providing assurance of purchase and sale.

The cooperative provides support to its members in diversified activities:

  • Nursery Tree Production. Starting form 100-150 nursery trees by now  the amount has reached 9-10 millions. The first export n 1984, we made our first export to Syria with an amount of 2 millions of nursery tree. The nursery trees are being exported  Uzbekistan, Kazakhstan, Azerbaijan, Russia and Libya.
  • Plant Tissue Culture Laboratory (CLONE Rootstock Production). In order to conduct reclamation studies, the cooperative got the title of Agricultural Researcher Foundation
  • Production of ornamental plants
  • Production of olive oil with synolea method and cold extraction system. In 2002, the cooperative oil factory was renewed with the help of the Ministry of Food, Agriculture and Livestock of Turkey, as Modular System Olive Oil Process Facility with the capacity of 60 tons/days. Thus, olive oil produced by the cooperative collaborators fit to the world standards and to the market value. Produced olive oil is being supply on domestic and foreign market.
  • Production of milk and milk products. The cooperative has established a milk collection and processing center with capacity of producing 35 tons/day of diary products in hygienic conditions.
  • Classification - storing and packaging of fresh fruits: vast production of high quality of plum,cherry, chesnut, apricot, pomegranate, fig and pear. Organization of storing,packaging,classification and marketing was established so as to utilise the fresh fruit.
  • Promotion and marketing: of products produced by it members through international and national fair organisations. 

Partners: IFAD, Ministry of Food, Agriculture and Livestock of Turkey

Contacts:

Menemen / İzmir
International Agricultural Research and Training Center (IARTC) 
Telephone : +90 232 831 10 52 Fax: +90 232 831 10 51 
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Monday, 03 April 2017 23:34

In recent years in Tanzania, there has been an increasing number of conflicts between farmers and pastoralists, many turning violent. In Kiteto district alone between 2013 and 2015, more than 34 people were killed as a result of such conflicts. With increasing competition for land—in the absence of steps to secure the rights of those with entitlements to land and resources—the situation is likely to deteriorate. With insecure access to grazing lands, a lack of land use planning and continued encroachment of grazing areas by crop farmers and investors alike, pastoralists are often pushed from place to place with no real solution provided to their plight. 

In this context the Sustainable Rangeland Management Project (SRMP), led by the Ministry of Agriculture, Livestock and Fisheries and the National Land Use Planning Commission with financial support from IFAD, Irish Aid, the International Land Coalition (ILC), the International Livestock Research Institute (ILRI) and the Government of Tanzania aims to secure rangelands and the land rights of local rangeland users including pastoralists across the country through the implementation of village land use planning and land certification in collaboration with national and local authorities.. Launched in 2010 in Kiteto district, Manyara region the Project not only supports individual village land use planning, but more importantly joint village land use planning (JVLUP) in order to secure resources such as grazing areas shared across village boundaries. Facilitated by supporting policy and legislation the Project piloted JVLUP in three villages. The grazing areas shared by the three villages is called OLENGAPA to incorporate a part of each village’s name  

In the OLENGAPA area the SRMP supported the villagers to carry out a participatory mapping of the different resources in the villages and their distribution, an innovative approach in the village land use planning process. This was used to develop a basemap, including showing which resources are shared by the villages and where they are situated.

SRMP then facilitated village members to come to agreement over the individual village land use maps and plans, as well as the joint village land use map and plan, and the joint village land use agreement (JVLUA). These detailed and ultimately protected the shared grazing area, water points, livestock routes and other shared resources. Reaching agreement was a protracted negotiation process between the villages and within villages between different interest groups, involving many community meetings and much investment of resources. In the end each Village Assembly approved the JVLUA, which allocated 20,706.73 ha of land for shared grazing – that is, around 40 per cent of the total area of the three villages. By-laws for the management of the resources were developed and adopted. 

 Following on from the approval of the JVLUA, the OLENGAPA Village Councils established a Joint Grazing Land Committee made up of members from all three villages. This Committee is responsible for planning, management, enforcement of by-laws applicable to the OLENGAPA, and coordination of the implementation of the OLENGAPA land use agreements and joint land use plan. In addition a Livestock Keepers Association was established including 53 founding members with most households from the three villages being associate members. In January 2016 the Ministry of Lands approved and registered the village land boundary maps and deed plans for the three villages. The District Council has issued the village land certificates and the next step is for the Village Councils to begin issuing Certificates of Customary Rights of Occupancy (CCROs). The shared grazing area will require three group CCROs to be issued to the Livestock Keepers Association – one from each village for the part of the grazing area that falls under its jurisdiction. Signboards and beacons marking the boundary of the shared grazing area are being put in place. 

Result achieved: Between 2010 and 2015, the Sustainable Rangeland Management Project (SRMP) assisted nine villages to carry out VLUP, and successfully piloted the implementation of joint village planning across three of these, leading to the protection through certification of a shared grazing areaa and provision of group CCROs (certificates of customary rights of occupancy). The solution contributed to improving the management of the areas by the established Livestock Keepers Associations and resolving conflicts between land users.

Since 2016 SRMP has been focusing on the scaling-up of the joint VLUP approach in several new clusters of villages, as well as expanding the original ones.

Partners: IFAD, Irish Aid, The International Land Coalition (ILC), International Livestock Research Institute (ILRI), the Government of Tanzania and local CSOs.

Budget: US$546, 972

Contact Details:
Tanzania
Sustainable Rangeland Management Project
Ms.Fiona Flintan, Senior Scientist ILRI and Technical Adviser for the ILC Rangelands Initiative (global component)
E-mail:   This email address is being protected from spambots. You need JavaScript enabled to view it.
Phone: +251921777402

Countries: Mauritius, Singapore

The aim of the foresightXchange was to develop an outward-looking, future-oriented and value-based process and compass for innovation in the Civil Service in Mauritius, in response to shifting citizen needs and emerging opportunities for integration of new technologies in service delivery.

The speakers framed the context of the workshop as one in which Mauritius seeks to adapt to increasingly rapid (global) economic, technological and social transformation, and the need for the Civil Service to transform into a more strategic, anticipative and adaptive organisation to guide that shift. The use of foresight was highlighted.

The project was implemented in November 2015.

Achievements:

Applying approaches shared by the foresight experts Malaysia, Singapore and France, the participants in this ForesightXchange were able to, through two days of highly interactive and participatory sessions, propose four prototypes for innovating in public service delivery in Mauritius by 2025. These imaginative, but realistic proposals, which aim at improving service to Mauritius citizens, from the youth to the elderly, have been titled: “Educruise Card”, “Service Riders”, “Baz Travay” and “1.2.3.”

Replication: Facilitation of knowledge sharing and exchange to support public administration reforms

 

Thursday, 27 October 2016 23:19

Making Access Possible (MAP) is a diagnostic and programmatic framework to support expanding access to financial services for individuals and micro and small businesses. The MAP framework creates the space to convene a wide range of stakeholders around evidence-based country diagnostic and dialogue and leads to development of national financial inclusion roadmaps. The roadmap identifies key drivers of financial inclusion and includes specific actions that will contribute to greater financial inclusion. The framework has been developed by UNCDF in partnership with FinMark Trust and the Centre for Financial Regulation and Inclusion (Cenfri) and is intended to become a public good that can advance to global financial inclusion agenda.

The MAP programme hosted a global workshop for the Asia and African countries currently running the programme. 40 country coordinators, Government representatives, regional and technical advisors came together from January 26-29 in Johannesburg South Africa for a progress review session. Convened by UNCDF and MAP partners Finmark Trust and the Centre for Financial Regulation and Inclusion (Cenfri), the session brought together UNCDF staffers and Ministry of Finance/Central Bank counterparts from over 15 Association of Southeast Asian Nations (ASEAN) and Southern African Development Community (SADC) countries. 2 days were spent with the Asia team to discuss the key learnings and collaborate on the best ways to ensure that the roadmap is implemented.  The following 2-day session brought together the Asia and Africa team to collaborate, share learnings and enable implementation of the country roadmaps. MAP Global Programme Advisor, Kammy Naidoo challenged implementers to build bridges between financial inclusion with key issues health, education, and agriculture as well as ensuring that financial inclusion is linked with the real economy.

More information about the workshop is available here: http://www.uncdf.org/en/map-hosts-global-learning-and-sharing-workshop-government-and-country-teams

The global workshop was conducted in 26-29 January 2016 in Johannesburg, South Africa.

Achievements: Government capacity building in the implementation of the MAP process, through the exchange of best practices in other countries.

Delegates expressed that the MAP diagnostic data helps us understand the consumer decision journey of the populations we are trying to meaningfully serve. “MAP is before the real work starts”.

Contact details: 
Kameshnee Naidoo,
MAP Programme Advisor
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As the National Electoral Commission (NEC) moves towards the conduct of Special Elections for Senators in 2014 to be followed probably by referendum in 2015, the administration of NEC deemed it expedient to take a number of steps aimed at enhancing short, medium and long-term viability of the commission. As such, NEC has started capacity building and professional development programs by means of in-house trainings, external study tours and other professional training activities. It is from this backdrop that NEC, in collaboration with UNDP-Liberia organized a study tour to understand the electoral process of Rwanda in September 2013.

The overall objective of said trip was to continuously ensure the personnel and institutional capacities of NEC and House of Representatives/Senate are built. In a nutshell, the trip sought to achieve the following:

  • Sharing of experience;
  • Learning from sister institution, NEC Rwanda, on elections administration and management;
  • Acquiring more knowledge in legislative development; and
  • Improvement in the oversight functions of NEC by the Legislature.

The project funded by UNDP was implemented in September 2013.

The two-week study tour was guided by a curriculum that had been developed by UNDP Liberia and the Rwandan election administration to meet the specific needs of the delegation. It included professional presentations that ranged from the administrative structure of NEC Rwanda to the operational bureaucracies. The numerous professional presentations, meetings and visits to NEC Rwanda printing and local offices, provincial governors, national ID authority, gender monitoring office (GMO), National Women Council and election observation revealed to the team that the operational structure of NEC Rwanda is much more developed than that of NEC Liberia. The high level of professionalism and commitment of the core staff in NEC Rwanda makes the electoral process understandable to all stakeholders, including political parties.

Finally, the administrative structure of NEC Rwanda and election operations conducted by it is geared towards sustainability; that is, the Commission has small but highly trained, well-placed professional staff. Because of this, NEC Rwanda uses limited amount of materials during elections to achieve very excellent outcomes. This also is good for the long-term viability of Liberia’s election management body.

Outcome was the basis of an institutional reform, including adoption of modern business processes and procedures by NEC.

Contact details: 
National Electoral Commission
P.O. Box, 6449 Kigali – Rwanda
Phone: +250 252597800
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Friday, 31 March 2017 22:55

The demand for protection of natural resources has stimulated the development of environmental friendly aquaculture technologies. Freshwater pond fish farming is a unique segment of European aquaculture. Pond fish farms besides producing fish provide ecosystem services, contribute to achieve the goals of NATURA 2000, a network of nature protection areas in the territory of the European Union. Extensive fish ponds are usually surrounded by reed belts and natural vegetation, thus providing important habitats for flora and fauna. Many pond fish farms have been turned into multifunctional fish farms, where various other services are provided for recreation, maintenance of biodiversity and improved water management.

The technology on combined intensive-extensive pond systems for water-efficient fish production offers a solution for the treatment of nutrient-rich effluents of intensive pond aquaculture systems. The objective is to reduce pollution from intensive systems and utilize the waste organic content of the effluent water for additional fish meat production, thus increasing the production efficiency and reusing the water. First pilot system established in Hungary in 1998.

The principle of the method is to treat the effluent water enriched with organic and inorganic nutrient of intensive fishponds (high stocking density, intensive feeding) in an extensive pond (medium stocking density supplementary feeding). In the extensive pond, a part of the nutrients is utilised through various biological production processes and the other part is fixed in the pond sediment, and the water treated or purified is recycled to the intensive fishponds. Filtering and bottom-feeding herbivorous and omnivorous fish are reared in polyculture in the extensive pond. The nutrient retention capacity of the system allows for an efficient treatment of the water, after which it is returned to the intensive ponds, ensuring water-efficient fish production.

This solution reuses the waste nutrients, which would otherwise be lost, results in a 20-25% improvement in nutrient utilization. The combined fish production resulted in higher protein utilisation by 26%. The system proved itself efficient in reducing water pollution while obtaining additional fish yield in a water-efficient way.

By using the solution, both the water demand of fish production and the nutrients loading in the environment are decreased.

The system can be adapted to existing or newly built pond systems. Its efficiency is limited by the nutrient retention capacity of the extensive pond but, in case of using carp-based polyculture, 1 ha of pond area can efficiently treat the water from the intensive production of about 10 t fish in Hungarian conditions. Higher treatment efficiency may be expected in warmer climates.

The solution was thoroughly researched in order to better understand the nutrient flows in the system, thus allowing to fine-tune the system and enhance its efficiency. This scientific knowledge and know-how can be of use to other countries.

Budget: The investment and operating costs are about 2.5 and 1.25-2.25 EUR/kg fish yield, respectively. However, it depends on the local material and labour costs, as the system is based on ordinary fish ponds, the investment costs are basically the same as those of pond construction, i.e. they depend on the availability of water, the costs of labour etc. If the system is developed on the basis of an already existing pond system, it significantly reduces the investment need. The operating costs are also similar to the typical local operating costs of pond systems, although the system uses less water, feed and manure than comparable conventional systems while providing extra fish production.

National Agricultural Research and Innovation Center, Research Institute for Fisheries and Aquaculture (NARIC HAKI)
Contact person: Dr. Dénes Gál, Research Institute for Fisheries and Aquaculture (NARIC HAKI)
Phone: +36-66-515-300
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Wednesday, 17 May 2017 22:43

In Turkey, rainbow trout, sea bass and sea bream production grew rapidly from 1990 to 2000, but the following two years were accompanied with a slowdown in growth rate of the sector as a result of economic crisis in 2001. In 2003, the aquaculture production of 1314 farms was 78 thousand tons only.

To stimulate the economic development of the sector, in particular, increasing fish production, the Government of Turkey decided to build capacity of aquaculture sector and provide financial support to fish farmers.

The implementation of the support plan was carried out by the Ministry of Agriculture and Rural Affairs of Turkey. In this process, it has been reiterated that environmental measures should be strictly monitored according to the EU standards, and that no support should be given for antibiotics and other chemicals that adversely affect the ecosystem. The payment was released depending on the sales bill during the early period of the subsidisation but later on the amount of consumed fish feed.

During the early subsidisation period (2003-2013) fingerlings of fish species were supported with 0.05 TL/ind. Subsidisation amount for rainbow trout increased from 0.30 at the beginning to 0.65 TL/kg.  Sea bream and sea bass support amounts were 0.50-0.85 TL/kg that was ended in 2015.  Meanwhile, 1TL support for each kg of new species is given to diversifying Turkish aquaculture. Owing to the financial support, all farm productions and real capacity were able to be properly monitored and recorded.

This action gave its fruit and increased the production at a significant level. The growth rate of aquaculture production of Turkey was 300.6% during the subsidisation period. Total annual production increased from 79,943 to 240,334 ton. As a result of the subsidisations an extra employment has been created for the rural areas and people could increase their income at a meaningful rate. Also, aquaculture diversification has been performed in both marine and freshwater environments.

Several factors played significant roles in this successful program, including the determination of the government, entrepreneurs’ investments and taking risks and consciousness-raising by fisheries associations. 

Solutions can be easily replicated but it is suggested that the subsidization must be conducted fort a short term in order to allow the overgrowth in the sector compared the actual requirement.

Budget: In total the farmers` received support has been achieved 1.14 billion TL.

Partners:  General directorate of Fisheries and Aquaculture, Ministry of Food, Agriculture and Livestock of Turkey, Aquaculture Farmers Association

Contact information:
General Directorate of Fisheries and Aquaculture, Ministry of Agriculture, Food and Livestock of Turkey

Address: Eskişehir Yolu 9. Km Lodumlu / ANKARA
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Thursday, 23 February 2017 22:34

Turkey is included in the Guinness Book of World Records for the highest annual per capita consumption of bread with 199 kilos per person.  with nearly 1.8 billion loaves going to waste every year. Before 2013 Turkey wasted 5.9 percent of all bread production, amounting to 6 million loaves of bread every day with total nearly 1.8 billion loaves every year.  

With the aim of preventing bread waste and the loss it creates in economy and in order to create awareness and sensibility to generalize the use of whole wheat bread the "Campaign for Preventing Bread Waste" was launched by the Turkish Grain Board (TMO) and started on January 17th, 2013.

With the broad support of the government and civil society, the Turkish Grain Board (TMO) organized a campaign that blanketed 12 major cities. It targeted households and bakeries as well as cafeterias, restaurants and hotels.

The campaign`s goals included educating children on how to prevent bread from being wasted and informing the public on how to properly consume bread. This included tips on preserving loaves from going stale, discouraging the purchase of more loaves than needed, and overproduction by bakeries. It was explained that using bread in animal feeding was wasting it too. The campaign also focused on restaurants and other places where bread consumption is high, as well as its waste. It also encouraged the consumption of whole grain bread instead of traditional white bread as more resistant to mold.

The campaign also coordinated efforts for the recycling of stale bread, such as by promoting dishes made with stale bread. The Ankara Metropolitan Municipality spearheaded efforts with a municipal subsidiary that produces bread by launching the production of chips made entirely of processed bread as a healthy alternative to fried potato chips.

In addition to the hallmarks of traditional information campaigns such as conferences and exhibitions, orchestrated marches and aired public service announcements on television, radio, billboards and online the campaign for preventing bread waste also used creative strategies to connect with ordinary people on this important issue. To complement discussions about food and bread waste in the school curriculum and in mosques, the Grain Board organized art and poetry competitions engaging as many as 25 million children. It printed the campaign logo on national lottery tickets and even published a recipe book that celebrates stale bread as one of the most useful ingredients in the pantry.

According to a research conducted by TMO in the end of 2013 there was a positive change in society’s bread consumption habits since the campaign was launched., The daily bread consumption has decreased to 86 million loaves against 95 million before the campaign and the annual bread consumption decreased to 31 billion loaves in 2013 against 35 billion in 2012. Annual bread consumption per capita decreased to 104 kg against 116 kg in 2012, which is  equivalent of total bread consumption 26 billion TL in 2012 and 23,5 billion TL -– in 2013. There has been a 10% decrease in every aspect. The campaign also helped to spread awareness among the society about bread waste and different diet methods. The daily bread waste has been decreased from 5 million 950 thousand loaves in 2012 to 4 million 900 thousand loaves (18%) in 2013. Therefore, only one year 384 million bread saved from being wasted (1 million 50 thousand loaves saved per day). Bread waste has been reduced 40% in households, cafeterias in schools and workplaces, and 1% in businesses such as hotels, restaurants and bakeries and around 18% in general.

The Turkish Grain Board expects levels of bread waste to drop even further over time as new behavioral habit become the cultural norm. Of all the target groups, households reacted especially well to the campaign, reducing bread waste by an average of 40 percent.

Among many possible solutions; extended shelf life of bread by natural ingredients and food safety measures, increase in bake-off production, shift from artisanal to packaged bread and raising awareness and information to the consumers will be most importance in prevention of bread waste.

Reducing unnecessary waste and excess purchases saved consumers an estimated campaign saved 2,8 billion Turkish liras (US$ 1.2 billion) for the Turkish economy in 2013.

With one-third of global food production currently wasted or lost, the international community is homing in on Turkey’s success. The Grain Board has conducted international activities and shared its campaign model as a best practice. Turkey`s campaign was also referred as a model practice in waste reduction activities in March 2014 issue of monthly bulletin published and sent to member institutions all over the world by FAO – Save Food – Global Initiation of Food Loss and Waste Reduction.

Budget: Approximately 590 thousand TL (around 165,000 USD)

Partners: The Ministry of Food, Agriculture and Livestock, the central and provincial organizations of the Turkish Grain Board (TMO); governorates, municipalities, other establishments and foundations, non-governmental organizations, private sector and media.  

Contact information:
Turkey, General Directorate of Turkish Grain Board Ankara
Turkish Grain Board İzmir Branch Yeniliman Alsancak
Contact person: Expert Gökhan ŞEKER, Turkish Grain Board İzmir Branch
Telephone: 0542 677 94 69
E-mailThis email address is being protected from spambots. You need JavaScript enabled to view it.This email address is being protected from spambots. You need JavaScript enabled to view it.

Monday, 30 November 2015 22:18

AzRIP is a project established by the Government of Azerbaijan and implemented by the State Service on Management of Agricultural Projects and Credits under the Ministry of Agriculture of Azerbaijan Republic to invest in the rural development of six regions (Mughan-Salyan, Lower Shirvan, Nakhchivan, Karabagh, North and North West) of Azerbaijan, particularly targeting community-based infrastructure investments. The objective is for rural communities to identify their needs and then openly prioritize, plan, build, monitor and manage infrastructure projects for their social benefit and increase use of infrastructure services. 

AzRIP provides financial and technical assistance to communities who are willing to invest some of their own time, labor and funds to improve the social wellbeing of their communities. Projects may include such things as the rehabilitation or new construction of schools, health posts, hospitals, potable water facilities, irrigation systems, electrical and natural gas systems, roads, bridges, community centers, etc. 

Finances are provided through a loan from the World Bank to the Azerbaijan government. AzRIP targets rural communities with more than 1,000 and less than 10,000 people in areas that meet the criteria for high poverty incidence. These communities cover all regions of Azerbaijan. 

The project has three components: 

  • Infrastructure: includes the identification, design, construction, rehabilitation, operation and maintenance of rural infrastructure, based on the priority needs identified by communities. The average size of Community Projects is USD$90.000. Community Projects over US$ 120.000 will require prior review by the Working Group. 
  • Capacity Enhancement. Communities, NGOs/CBOs and support service providers have their capacities enhanced through trainings, conferences, lessons learned seminars, consultations. 

Project Management. This component finances the administrative and operational project implementation and management costs including the hiring of qualified personnel to undertake procurement, disbursement, financial management, as well as reporting, monitoring and evaluation. 

Some of the key highlights of the project are: 

  1. Communities are selected on the basis of infrastructure needs, community assessments and their ability to organize themselves and implement and maintain projects.
  2. AzRIP contributes up to 90% of the funds for projects. Communities must contribute at least 10%. At least 2% this must be in cash. The remaining 8% can be in their own labor or materials. 
  3. Communities selected to participate in a Community Mobilization process facilitated by Project Assistance Team (PAT). PAT assist the communities in an open and transparent process of identifying their needs, prioritizing and selecting projects as well as electing a Community Project Committee. 
  4. PAT train the Community Project Committees along with members of the Municipalities and community leaders in leadership, management, planning, accounting, procurement, project implementation, monitoring and proposal writing. 
  5. Once the Community Mobilization and trainings are completed, communities, with the help of engineers they choose and with the assistance of the engineers of the Service Providers, design and plan their own projects and send project proposals to AzRIP for approval.
  6. Approval of projects is based on proper design, appropriateness of project, transparency of community approval and AzRIP’s site appraisal. 
  7. For projects under $15,000, communities may procure materials and do their own construction. For projects over $15,000, a contractor must be hired through an open competitive bidding process. 

The community establishes a Maintenance Committee with community funds to maintain the project throughout its life. Community has to make sure that, there is an arrangement either municipality or CBOs to be a base for maintenance and sustainability as well as operation of CPs    

Solution’s impacts:
There are many successful stories within the framework of the project implementation. Most of them are based on communities’ mobilization and increased self-reliance of the inhabitants.

  1. An example of the transformative impact of AzRIP’s community investments is demonstrated by the current community action in Gaysa community, located in a remote area 25km from Balakan rayon centre. Communities that have successfully partnered with AzRIP for rural infrastructure community projects now have access to opportunities to apply for support to community-based livelihood projects. In Gaysa, there was not a single processing workshop or incubator in the locality. The community has embarked on a livelihoods incubator project and evidence suggests this was a relevant and strategic choice of investment. Every household has sufficient eggs for entry into the incubator, as well as corn seed for use as chicken feed. With the incubator operational, the majority of community members have the opportunity to deal directly with the production of chicken meat and eggs, using the breeder eggs and the corn seeds that they have in hand. Each household can provide 80-100 eggs for incubation and after 3 weeks they can recall 60 – 80 chickens. The income accruing to community residents enlarges due to the savings in reduced transportation costs to the market. The community has successfully transformed into a production and service delivery entity and community members have become entrepreneurs. Importantly, the incubator workshop is being managed by women entrepreneurs as a venture. The project in Gaysa resulted with the creation Limited Liability Company (LLC) with legal status that deals with private production and service delivery. It is fully functioning based on local human and natural resources. The most important thing for AzRIP is that members of the community earned such skills as participation in decision-making, making right project selection and management skills. 
  2. AzRIP conducted a mobilization workshop under a pilot program on livelihood projects in 2013 and the Kamalli Business Group consisting of five members was elected. The geographical position of Kamalli, the favorable conditions for poultry development and other factors were considered closely, and the implementation of its Chicken Incubator Development project was approved. Today, 3,195 people from neighboring Naharli, Hajigasimli and Mazrali communities are also benefiting from this project. Consequently, its implementation addresses the needs for chicken in both the Saatli rayon and the overall Aran economic region. Buying eggs from the Kamalli community will continue to improve the welfare of the population and create new jobs. The people of Saatli will remember the success of this project and what it has provided them for many years to come. 

The poor condition of roads has negatively affected the socioeconomic development of the Galabadin village and integration with neighboring communities. It has also caused serious difficulties in transporting community agricultural products. In a very short time, the community of Galabadin was mobilized around the problem. They succeeded in the rehabilitation of a 5,900 meter gravel road with AzRIP support. 

Solution budget: 
Up to 90 000-120 000 USD from the State Service on Management of Agricultural Projects and Credits under the Ministry of Agriculture of Azerbaijan Republic Azerbaijan (funded with support from the World Bank) 10% of total cost is to be provided by community member (2% in cash and 8% in-kind) 

Partner: 
State Service on Management of Agricultural Projects and Credits under the Ministry of Agriculture of Azerbaijan Republic
Azerbaijan Rural Investment Project

Contact information:   
Subhan Asgerov, Director, Second Azerbaijan Rural Development Project AzRIP 
Gulbaniz Ganbarova, Deputy Director and Community Development Manager
+99412 493 48 13, 493 66 07 
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