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Brochure, flyer, fact-sheetFactsheetForest and Farm Facility. Country factsheet
Myanmar
2018Also available in:
No results found.This factsheet gives a summary of the impact of FFF support in Myanmar. Forest and Farm Producer Organizations (FFPOs) business capabilities built from bottom up with Forest and Farm Facility (FFF) support. • Business-oriented, first-tier FFPOs called Community Forest Product Producers Associations (CFPPAs) established at village level in the Chin, Shan and Rakhine states of the Ayeyarwady region by eight local NGOs supported by FFF. Before FFF began work in 2013, very few community forest businesses existed in Myanmar. • FFPOs built tier by tier, raising incomes for producers of tea, coffee, palm leaves, honey, rattan, and other goods. • Business plan development triggered by training in FFF’s Market Analysis and Development approach and through NGO mentoring and peer-to-peer exchanges with more developed community forest businesses. • Major policy changes catalysed at regional and national level by engaging regional level producer associations. Changes included: national Community Forestry Instructions (CFI) revised; new Community Forestry Unit created with Myanmar’s Forest Department staff assigned to the new unit; transfer of tenure of some 200 000 hectares to communities; community forestry user groups extended to 3 000 members from 740. -
Brochure, flyer, fact-sheetFactsheetForest and Farm Facility. Country factsheet
The Gambia
2018Also available in:
No results found.This factsheet gives a summary of FFF impact in The Gambia. Community forest tenure reform process unlocked with Forest and Farm Facility (FFF) in vital role; follows decade of stagnation. • Incomes of members of Forest and Farm Producer Organizations (FFPOs) raised 35 to 50 percent on average after FFPOs strengthened for business. • Value added to products from at least half of supported FFPOs (eight of 16 groups) via new technologies to increase yields, reduce waste, diversify through processing, reported since FFF activities began in 2013. • Basket of products produced in forest and farm landscapes significantly increased by effective integration of community forest management committees (CFMCs) and FFPOs. -
Brochure, flyer, fact-sheetFactsheetForest and Farm Facility. Country factsheet
Kenya
2018Also available in:
No results found.This facsheets gives some highlights of the impact of FFF support in Kenya, as well as some achievements by the numbers, and some lessons learnt. Summary of the impact in Kenya: • 46 percent to 65 percent jump in average incomes for hundreds of thousands of forest and farm producers through strengthened Forest and Farm Producer Organizations (FFPOs), due to support from Forest and Farm Facility (FFF). • Scaled up organization of, and support for, FFPO businesses has been strong. Strengthening six product-based associations allowed organizations to reach more producers and grow membership by 800 percent, indirectly benefiting about 20 000 people (3 492 households). The Farm Forestry Smallholders Association of Kenya (FF-SPAK) became member of the Kenya National Farmers Federation (KENAFF) which counts 2.2 million members.
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Book (stand-alone)High-profileFAO Migration Framework – Migration as a choice and an opportunity for rural development 2019The FAO Migration Framework guides the Organization in carrying out its work on migration at global, regional and country levels. It aims to ensure greater coordination between technical units and decentralized offices, and strengthen coherence and synergies across the Organization. It presents FAO definition, vision and mission on migration and spells out the rational for FAO engagement in this area. It presents what FAO does on migration, identifying the four main thematic areas of work along the migration cycle. Finally, it describes how FAO works on migration along its core functions.
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Book (stand-alone)Technical bookFAO Strategy for Partnerships with Civil Society Organizations 2013FAO has been working for many years with hundreds of civil society organizations (NGOs, community-based organizations, professional associations, networks, etc.) in technical work, emergency field operations, training and capacity building, and advocacy of best agricultural practices. Over the past years, civil society organizations (CSOs) have evolved in terms of coordination, structure, outreach, mobilization and advocacy capacity. In this period, FAO has also undergone changes i n management, revised its Strategic Framework and given a new impetus to decentralization. Therefore, a review of the existing 1999 FAO Policy and Strategy for Cooperation with Non-Governmental and Civil Society Organizations was needed. The FAO Strategy for Partnerships with Civil Society considers civil society as those non-state actors that work in the areas related to FAO’s mandate. It does not address partnerships with academia, research institutions or philanthropic found ations, as they will be treated in other FAO documents. Food producers’ organizations, given their specific nature and relevance in relation to FAO’s mandate, will be considered separately. In principle, as they usually are for-profit, they will fall under the FAO Strategy for Partnerships with the Private Sector, unless these organizations state otherwise and comply with the criteria for CSOs. These cases will be addressed individually. The Strategy identifies six areas of colla boration and two levels of interaction with different rationales and modus operandi: global-headquarters and decentralized (regional, national, local). The main focus of this Strategy is in working with civil society at th e decentralized level. In its Reviewed Strategic Framework, FAO has defined five Strategic Objectives to eradicate poverty and food insecurity. To achieve this, the Organization is seeking to expand its collaboration with CSOs committed to these objectives.
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Book (stand-alone)GuidelineVoluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security 2012The guidelines are the first comprehensive, global instrument on tenure and its administration to be prepared through intergovernmental negotiations. The guidelines set out principles and internationally accepted standards of responsible practices for the use and control of land, fisheries and forests. They provide guidance for improving the policy, legal and organizational frameworks that regulate tenure rights; for enhancing the transparency and administration of tenure systems; and for strengthening the capacities and operations of public bodies, private sector enterprises, civil society organizations and people concerned with tenure and its governance. The guidelines place the governance of tenure within the context of national food security, and are intended to contribute to the progressive realization of the right to adequate food, poverty eradication, environmental protection and sustainable social and economic development.