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Access to finance for forest and farm producer organisations (FFPOs)












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    Non-wood forest products and income generation 1999
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    The range of efforts required to develop the full potential of NWFPs is wide indeed. Land-use and forest policies need to be evaluated and where necessary adapted to ensure that potential impacts on non-wood forest resources and products are taken into consideration. Increased research on the abundance, distribution, biology and ecology of non-wood forest resources is essential. Of particular importance are investigations into ways to improve the employment- and income-generating potential of NW FPs through better harvesting, storage, transport, processing, manufacturing and marketing. The articles in this issue of Unasylva explore various facets of the challenge of generating income through the sustainable management of NWFPs.
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    FFF in Action: Impact and achievements 2016
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    Getting organized puts smallholders in charge. Through farmers groups, cooperatives and networks, forest and farm producers can help each other not only through marketing advantages and access to finance, but also through the exchange of knowledge and experiences, increased bargaining power, and a stronger voice in national decision-making. The Forest and Farm Facility (FFF) works at national level to strengthen producer organizations for smallholders, women, communities and indigenous peoples i n order to improve business, livelihoods and policy engagement. At regional and global level, the FFF works to help forest and farm producer organizations play a more strategic role by linking local voices and learning to global processes.
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    Belén de Umbría Blackberry Producers' Association
    Learning note
    2024
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    This document reviews the growth and development of the Belén de Umbría Blackberry Producers Association (ASMOBEL) in Colombia, emphasizing its adaptation to the challenges faced by small-scale farmers. Initially supported by public and private sector partnerships, ASMOBEL developed a robust model for blackberry production, overcoming dependency on coffee cultivation and establishing stability through diversified income sources. The association's collaboration with entities like Postobón secured reliable, long-term sales agreements for its members, providing stability and fair pricing.ASMOBEL has strengthened its internal management by implementing accounting systems and forming steering committees for fund management, supported by rural development programs. This progress allowed the association to handle projects and finances more efficiently, enhancing transparency and member confidence in the organization’s leadership. Consistent technical assistance and capacity-building efforts have been essential to sustaining these management improvements.The association’s success highlights the importance of external support and continuous training. ASMOBEL’s partnership with organizations such as the National Coffee Growers Federation, SENA, and ASOHOFRUCOL has enabled it to build resilience and drive economic opportunities for local producers. ASMOBEL now stands as a model for small agricultural organizations, showing how structured support and effective management can open new market opportunities for rural communities.

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