The United Nations Convention to Combat Desertification was issued in response to the international community to coordinate efforts to combat desertification and rehabilitation of degraded lands and to mitigate the negative effects of desertification on natural resources and human societies. The agreement focused on work at different levels through national action plans (NAPs) and regional / supra-regional programs (RAPs - PAS) to promote cooperation between countries in the region or under the same region through coordination of work in the region. field of monitoring and control of desertification and exchange of information and experiences in this area.
As a result, the preparation and implementation of the program was undertaken to combat desertification in West Asia in cooperation between the United Nations Environment Program / Regional Office for Western Asia UNEP / ROWA and the Arab Center for Studies on Arid Zones and ACSAD Drylands and the International Program for Agricultural Research in Dry Areas ICARDA
Objectives of the Program:
The program focused on two main themes: water and vegetation, so the program was implemented through two networks: sustainable water management (TN1) and sustainable management of plant cover (TN2) for the following objectives: a. Support the countries of the region to implement strategies for the sustainable management of water resources and vegetation. B. The development of innovative activities to improve water resources and vegetation management. T. Contribute to the development and implementation of programs to combat desertification and build partnership among all parties. W. Support the implementation of the United Nations Convention to Combat Desertification at national, regional and sub-national level. C. Facilitate the exchange of information and experiences among the countries of the region.
The project was implemented between 2003-2006. In addition to the positive results obtained in terms of mitigation and rehabilitation of degraded lands and improved vegetation and increased productivity of land degradation, the project achieved the following successes:
It turns out that it may be re-rehabilitation of pastoral lands that the percentage of vegetation covers more than 32% could raise that percentage to 80% after rehabilitation.
Owner: International Center for Agricultural Research in Dry Areas ICARDA Program
00963-11-2266250 / 2266251
Geographic focus: Brazil, China, India, South Korea
Thematic focus areas supported by the mechanism:
MDG 8 on Global Partnerships for Development; As in the whole Arab region, youth empowerment is a growing challenge in Saudi Arabia, with about 60% of the population under 30 years of age. While local efforts are under way to improve education systems and expand the non-oil employment-generating industry, another need is to empower Saudi youth to emerge as globally connected citizens by sharing development experiences and lessons with partners across the emerging South .
In support of the government's push for greater intercultural dialogue, UNDP has partnered with a South-South youth exchange project through which young Saudis and women visited counterparts in Brazil, China, India and South Korea in 2012 to explore role models youth employment, urban development, green economy, ICT for development and generation of knowledge economy.
Stages / stages in the practical application of the mechanism:
The South-South youth exchange mechanism is based on a process of identification of thematic priorities to empower young Saudis and relevant exchange countries for specific themes, identification of young men and women from regions of the country, developing an agenda rigorous training for exchange visits and undertaking evaluation and follow-up to capture the lessons learned and ways to integrate these lessons into local youth empowerment activities in Saudi Arabia. It also involved a process to continue involving young people across the South as alumni of the initiative. The exchange is overseen by a Project Council with various government and private sector partners that provide guidance, quality assurance and funding.
Results to date:
The facility has been a hit with positive ratings from Saudi institutions and host partners in Brazil, China, India and South Korea.
Young Saudis benefited greatly from exposure to development models in other emerging economies and began to apply the lessons learned in their work in the Kingdom. It served as the basis for new potential South-South cooperation on specific issues of bilateral interest between countries. For example, in the Saudi-India Youth Exchange process, which focused on the role of ICT for development, was presented an innovative idea for the web-based platform for contributions of citizens to global development for development as an initiative diverted now under review by UNDP and the Government.
Most Recent Annual Budget (USD): 500,000
Total budget (USD): 1,000,000
Focal Point and Contact:
Haifa Al Mogrin
UNDP Saudi Arabia
UN sites, diplomatic quarter, Riyadh 11614
Tel: + 966-1-4885301
Several districts around the Tanzanian shores of Lake Victoria severely suffer from overfishing and deteriorating ecosystems in the lake. Local Government Authorities are piloting fish culture techniques and integrate them into district development plans and fisheries investment plans to address this challenge. Supported by UNDP, the programme also includes prior studies to assess the feasibility of planned interventions, the establishment of demonstration sites and the formation of fish farming groups. Learning visits to neighbouring countries, trainings and cost benefit analysis for advocacy purposes allow to further scale up the interventions.
Lake Victoria, the largest lake on the African continent lies between Tanzania, Uganda, and Kenya. About 35 million people depend on its waters for their livelihood. Initially known as a resource rich home to endemic fish, overfishing in the second half of the 20th century, combined with pollution and the introduction of non-native species has led to a rapid deterioration of its ecosystems.
Based on recommendations from a 2014 UNDP-UN Environment Poverty-Environment Initiative (PEI) study identifying institutional, legal and financial bottlenecks for the implementation of pro-poor environmental sustainability, Bunda District has in 2015 included measures to enhance sustainable fish farming in its district development plan. The District also developed an investment plan outlining how to finance the implementation of the district development plan. This is further informed and buttressed by a recent (2016) PEI commissioned study on the costs benefit analysis (CBA) of the nature-based enterprises that confirmed fish farming as a highly environmentally, socially and economically viable enterprise.
As part of the implementation of the plan, the District has identified local champions such as progressive farmers and the National Service and facilitated the formation of 14 fish farming groups (312 members in total out of which 40% are women) with the aim of strengthening local capacities and enhancing productivity and financing options. Two of the groups have in 2015 applied and received loans of $6,200 combined from Twiga Bancorp to initiate cage fish farming which is a more sustainable fishing option than the current practices.
In March and December 2014, different learning missions took place between institutions from Tanzania and Uganda/Kenya. These knowledge exchanges allowed to study management and technology for fish farming with a specific focus on fish culture techniques between key stakeholders involved in fish farming from Tanzania, Uganda, and Kenya. This includes district officials as well as local champions and research institutions.
Following these exchanges, the identification of local champions and the formation of the fish farming groups, farmers have been trained on how to operate fish-ponds and use fish rearing techniques. In addition, a demonstration site was established at the National Service, where on-site training is conducted for local fish farmers, women’s groups, and Beach Management Units. The National Service also constructed a hatchery for production of fingerlings, which has reduced the cost and improved the quality and constant supply of fingerlings.
Following the piloting of the sustainable fish farming practices, the government and private sector have taken steps to scale-up cage fish farming in Tanzania. So far, 9 private companies have been licensed to undertake fish cage farming in Lake Victoria and the revised version of the national fisheries policy of 2015 aims to promote a conducive and enabling environment for the fish sector.
Implementation Timeframe: 2014-2016
Provider Countries: Kenya and Uganda
Supported by: UNDP
Implemented by Bunda District Council in collaboration with National Service, private sector, the Economic and Social Research Foundation and the Ministry for Livestock and Fishery
Mr. Ambrose Mugisha
Ms. Kristina Weibel
To address challenges of unsustainable harvesting of natural resources and water-source encroachment, UNDP Tanzania supported the establishment of demonstration sites on aquaponics and hydroponics, a learning visit to Kenya for key stakeholders and training of champion farmers with the aim of introducing the technology in Tanzania. Based on the shared Lake Victoria ecosystems, the advanced experience in Kenya provided rich lessons and insights to the prospecting fish farmers in Tanzania.
Tanzania's fast-growing population of 50 million (including 1.3 million living on Zanzibar) is highly dependent on the environment and natural resources for its livelihood. Especially in rural areas alarming levels of food insecurity persist. Unsustainable harvesting of natural resources, water-source encroachment and unchecked cultivation, coupled with the increasing impact of climate change, pose challenges to maintaining previous achievements and for reaching the SDGs.
Especially in Lake Victoria, decades of overfishing and illegal fishing activities have left the previously extremely rich fish population depleted, degraded fish breeding habitats and diminished the complex biodiversity of the lake, therefore threatening livelihoods of millions of families who depend on the lake for their living. In addition, fish farming has traditionally been a male dominated occupation and women are often excluded from the fishing value chains.
As part of a poverty-environment-gender mainstreaming initiative, UNDP Tanzania facilitated a study tour in 2015 to Kenya, a pioneer in aquaponics and hydroponics technology across East Africa.
10 key stakeholders (2 women and 8 men), including farmers, district officials, and representatives from the National Service, the private sector, and research institutions participated in the tour in order to learn from Kenyan farmers and livestock keepers about the hydroponic fodder technology with the aim of introducing the technology in Tanzania.
Upon their return, 31 additional farmers (10 women and 21 men) in the Lake Zone were trained on aquaponics and three demonstration sites were established in the Coast Region as well as Bunda and Bukoba Rural districts around the technology of aquaponics. These demonstration sites are used for on-site learning as other farmers in the districts come to learn about the new technologies, which will allow the production of fish and fodder in a circular system that uses 90% less water than conventional agriculture.
The technology has been localized to suit the local situation. For example, the locally adapted systems are not automated and do not depend on electricity and the temperature and humidity inside the hydroponic fodder system are controlled using only a hydro-net and a hydro-cloth, to ensure higher growth and the best nutritional value possible.
The private sector has also shown interest to adopt the technology. Milkcom Farms, the producer of Dar Fresh products has installed the hydroponic fodder system at their factory at Kigamboni in Dar es Salaam.
Provider country: Kenya
Supported by: UNDP
National Service and local champion farmers with support from Economic and Social Research Foundation
Smart Farming: Living Labs
Mr. Ambrose Mugisha
Ms. Kristina Weibel
The Gambia, which encompasses the smallest countries in West Africa, face severe challenges of high poverty rates (48.6%), food insecurity, youth unemployment and vulnerability to climate change. In order to fully explore the potential of the agricultural sector for economic expansion, employment, and food production, the Government of the Gambia is working with the Benin Songhai Centre to develop a functional agricultural water farming and young-entrepreneurs training system. This allows for increased agricultural productivity, raised incomes and to address food insecurity and youth unemployment.
The Gambia is a youthful nation with over 60% of its population under the age of 30 years. However, unemployment among the youth is highest (38.6% of youth are poor) and remains a major challenge. The agricultural sector, the most critical sector for the countries' economic expansion, food production and poverty reduction, only employs 20% of the employed youth.
Inspired by the Songhai model, a highly successful agro-industrial, organic and self-sufficient farming model launched in Benin in 1985, the Gambia is developing both a functional agricultural water farming system and a young-entrepreneurs training system. In line with Vision 2016 adopted by the President, the project puts a particular emphasis on youth employment and agricultural transformation through value addition and sustainable practices.
The project was developed following a knowledge exchange visit of the Gambia's Ministries of Youth and Agriculture into the Songhai Regional Centre Benin in 2014, allowing officials to study the center's integrated sustainable agricultural development strategy for employment creation and poverty reduction. Following cabinet’s approval of the mission report and recommendations for a replication of the development strategy commenced in 2015. 29 Gambian youth graduated successfully from a 6-month training in Benin and returned to Gambia to transfer their skills.
The establishment of a mother farm in Chamen/The Gambia was overseen by five technicians from Benin. Since August 2015, the center is operational and has trained 137 youth and currently enrolled 40 trainees (25 female &15 Male) as the fifth batch for the third year in 2017. Farming at the Gambia Songhai Initiative is fully organic and continues to be managed by foreign instructors and the youth instructors trained in Benin. A local team of instructors are prepared by the technical team from Benin for eventual takeover.
The center now operates diverse agricultural related activities such as market gardening, agroforestry, control poultry, free-range poultry, livestock (sheep, goats, and cattle), a feed mill and is currently working on the fish ponds which are almost reaching self-sufficiency. The center has commenced generating substantial funds for the above activities which are lodged in a bank for use once external support should cease.
For the past two years, the government of The Gambia has contributed substantial amounts in its national budget as counterpart contribution to the project/ initiative and has reaffirmed its strong commitment to further develop the initiative.
Songhai Regional Centre - Benin
The Government of the Gambia, the United Nations Development Programme joined by the Food and Agricultural Organization and the Youth Employment Project implemented by the International Trade Centre funded by the European Union.
Ministry of Youth and Sports in collaboration with the Ministry of Agriculture
Amel Association International (Amel) is a non-governmental organization NGO) founded by Dr.Kamel Mohanna in 1979 in Lebanon. Active in emergency response as well as in long-term development programs, Amel aims to support the most vulnerable population, whether they are local or hosted, by implementing accessible activities in health and psychology, education, rural development, livelihood, food security, child protection, gender equality and human rights. Amel provides the services through its 24 centers, 2 mobile educational units, 1 protection mobile unit and 6 mobile clinics spread in the most deprived areas of Lebanon.
Currently, AMEL is working in some of the closest areas to conflicts, next to the Syrian border. Historically, AMEL has always worked in sensitive areas, for example, during the Israeli occupation and the Lebanese Civil War, the association worked in territories that were being disputed by rival political and sectarian militias. AMEL has always been independent, placing the human being above all. Through its experience, AMEL has proven that a non-sectarian approach is the most effective way to acquire durable peace and appeasement. Such an approach should be part of a global response to the current challenges faced by the Arab world.
Why is Amel an Excellence Center? A long-established institute, Amel serves as a center of excellence for basic service delivery for and capacity development of the most vulnerable population, including refugees, on a national and a regional scale. After more than 38 years of continuous efforts and dedication, AMEL still works through a field-based approach and has shown how local and national NGOs can make a difference and can contribute to alleviate hardship of destitute communities and empower individuals without discrimination. The work of AMEL is extremely valuable for Lebanon, which is not only a country that has suffered a very long and violent conflict between 1975 and 1990, but also a country suffering chronically from external instability of its neighbors and where the role of the State is weak and public services deficient. Amel, as a Center of Excellence, implements initiatives, particularly in relation with research, innovation and learning. Amel’s high standards of conduct, based on the humanitarian principles and particularly humanity, solidarity and dignity, guide its field intervention. In the sector of research, Amel’s action inform key publications related to international humanitarian law, right to health, right to education, among other topics. Amel is also contributing to various studies, through its field offices, particularly in the sector of health. As for innovation, Amel has a wide range of actions which are reshaping traditional humanitarian and development initiatives including mobile educational, protection and medical units. The learning stream is disseminated in all Amel’s activities through regular capacity building, monitoring, evaluation and capitalization processes, conducted in partnership with external consultants and universities.
International Cooperation. AMEL promotes the strengthening of the South-North cooperation through its partnership with Médecins du Monde over the 3 decades, but also the regional cooperation, such as the project in partnership with Youth of the Middle-East setting up a training course about communication and conflict management, coupled with a cultural exchange in Lebanon between young Lebanese, Syrians and Palestinians. AMEL is a member in the UN Economic and Social Council (ECOSOC), the International Council of Voluntary Associations and in the Humanitarian Accountability Partnership, an extensive network of NGOs favoring better coordination of humanitarian action worldwide. In 2017, Amel has been recognized as an observer at the International Organization for Migration (IOM) and as a member of the Geneva Global Health Hub.
The organization has offices in Switzerland, USA and France to replicate its approach with the vulnerable populations in Europe. Moreover, AMEL was one of the most active NGO participating in the dialogue related to “reshaping humanitarian action” as part of the preparatory process of the World Humanitarian Summit held in 2016. Thereby, AMEL essentially aims to promote a fairer balance between international and local NGOs working in Lebanon or other parts of the world.
Dr Kamel Mohanna, President
Telephone: + 961 3 202 270
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