Systematization of experiences

The aim of this document is to describe and analyse the development of an organization of small family farmers in the Dominican Republic that was formed 26 years ago and which shows positive results in economic, social and environmental terms for the member families. Such successful experiences may serve as a reference point for designing public policy proposals, and act as a stimulus for producers in other regions, demonstrating that “it is possible to get ahead with one's own effort” and belief in one's peers, obtaining support from public and international entities that can provide advice in important fields for the organization’s performance, and continuously improving bargaining capacities with clients. In the region known as the Northwest Line, in the Dominican Republic, specifically in the zone comprising the provinces of Valverde and Montecristi, close to the Haitian border, Asociación Bananos Ecológicos de la Línea Noroeste (Northwest Line Ecological Bananas Association) – BANELINO – began operating in 1996. The association comprises small producers of the Cavendish banana variety; it has positioned itself as one of the main organic banana suppliers in the fair trade market, with Fairtrade Labelling Organizations International (FLO International ).

Learning note

The aim of this document is to describe and analyse the development of an organization of small family farmers in the Dominican Republic that was formed 26 years ago and which shows positive results in economic, social and environmental terms for the member families. Such successful experiences may serve as a reference point for designing public policy proposals, and act as a stimulus for producers in other regions, demonstrating that “it is possible to get ahead with one's own effort” and belief in one's peers, obtaining support from public and international entities that can provide advice in important fields for the organization’s performance, and continuously improving bargaining capacities with clients.In the region known as the Northwest Line, in the Dominican Republic, specifically in the zone comprising the provinces of Valverde and Montecristi, close to the Haitian border, Asociación Bananos Ecológicos de la Línea Noroeste (Northwest Line Ecological Bananas Association) – BANELINO – began operating in 1996. The association comprises small producers of the Cavendish banana variety; it has positioned itself as one of the main organic banana suppliers in the fair trade market, with Fairtrade Labelling Organizations International (FLO International ).

Monte Plata Pineapple Producers Association

Systematization of experiences

The present document is a systematization of the business experience of an association of small farmers in the Dominican Republic; it aims to learn of and identify, in the entity’s organizational and management model, best practices that contributed to its growth. Sharing this kind of successful experience may serve as a reference point for designing public policy proposals, and be a stimulating factor for producers in other regions, demonstrating that it is possible to get ahead with one's own effort, belief in one's peers, obtaining support from public entities that can provide advice in important fields for the organization’s performance, and continuously improving bargaining capacities with clients. Monte Plata Pineapple Producers Association – ASOPROPIMOPLA – a non-profit organization, has been operating in the Municipality of Monte Plata since 2016. The main activity of the association is the production and sale of fresh pineapples, of the MD-2 variety, which began in 2017 and established its first sales agreements in the local and national markets at the end of 2018. The association has its own centre for collection, packaging and quality certification of products for distribution in national markets (supermarkets) and for export (to Europe, Israel and the United States of America), and has established sales agreements with the NicoFrutta and BSD Trópica buyers. In 2021, annual sales reached USD 830 000.

Learning note

This document outlines the journey of the Monte Plata Pineapple Producers Association (ASOPROPIMOPLA) in the Dominican Republic, highlighting its achievements in pineapple production and export. Initially supported by external funding from institutions like the IFAD and FEDA, ASOPROPIMOPLA has expanded its production capacity, obtained certifications for international markets, and established a packaging plant meeting Global GAP standards, allowing it to successfully enter the export market.The association’s production model, inspired by successful practices in Costa Rica and Dole, emphasizes quality and consistency through weekly planting schedules, rigorous training in agricultural best practices, and gradual mechanization. With the introduction of an ERP system, ASOPROPIMOPLA has streamlined administrative operations, enabling efficient financial and logistical oversight crucial for sustainable growth.ASOPROPIMOPLA’s governance structure now includes specialized administrative and operational units, supporting around 58 employees, mostly members. By prioritizing member welfare and sustainable practices, the association has positioned itself as a competitive player in the international pineapple market while generating economic benefits and employment opportunities for the local community.

Systematization of experiences

The aim of this document is to describe and analyze the development of an organization of small family farmers of the Dominican Republic that has been in existence for seven years and can show positive results in economic, social and environmental terms for the families that make it up. It is understood that showing this kind of successful experiences may serve as a reference point for designing public policy proposals, and be a stimulating factor for producers of other regions, demonstrating that “it is possible to get ahead with own effort”, belief in peers, obtaining support from public and international entities that can provide advice in important fields for the organization’s performance, and continuously improving bargaining capacities with clients.Savings, Credit and Multiple Services Cooperative for Bamboo in Bonao (Cooperativa de Ahorro, Crédito y Servicios Múltiples Bonao en Bambú in Spanish),COOPBAMBU, is located in the Monseñor Nouel Province, in the Municipality of San Isidro, Municipal District of Sonador, at the community of San Isidro, Juma, a territory in which independent workers are the main workforce, particularly men (61.4 percent) in relation to women (34.5 percent). COOPBAMBU is an artisan’s cooperative dedicated to the production, transformation and sale of bamboo, grouping together 96 members, of which 22 are women and 31 are youth (under 35), organized into two business units: i) multiple services related to bamboo production and transformation; and ii) financial services for members and the community.

Learning note

Founded to promote bamboo-based business ventures, COOPBAMBU exemplifies the importance of cooperative organization and member engagement. Legal formalization and operational statutes have enabled its growth, focusing on manufacturing and selling bamboo furniture while fostering community investment. Members contribute to and benefit from collective resources, ensuring sustainability. Strategic sales operations, including profit-sharing and transparent management, have strengthened its market position, paving the way for innovative financial services and improved administration.COOPBAMBU has achieved milestones in professionalizing its business operations, including financial management, human resources, and record-keeping. Training programs for youth in bamboo craftsmanship have encouraged skill development, while targeted initiatives for women have expanded access to microcredit, bolstering local entrepreneurship. These efforts not only diversify income but also integrate underrepresented groups into the economic framework. Support from international partners has further solidified COOPBAMBU’s capacity to implement marketing strategies, improve infrastructure, and create diversified production lines.The cooperative has adapted to challenges like the COVID-19 pandemic by introducing diversified revenue streams, including transportation, tool sales, and edible bamboo production. Its sustainable approach to community-led development positions it as a model for integrating traditional craftsmanship with modern cooperative strategies. COOPBAMBU’s experiences underscore the transformative potential of well-structured cooperatives in empowering rural economies and fostering inclusive growth.

Systematization of experiences

Asociación Nacional Agropecuaria de Productores de Plátano de Belén de Umbría (National Agricultural Association of Banana Producers of Belén de Umbria) – an association of small banana producers of the Dominico Hartón variety – has been operating in the Municipality of Belén de Umbría since 1999. The association has positioned itself as one of the main suppliers of raw material for the Pepsico agro-industrial company. The particularity worth mentioning is that it became established with a small group of seven villagers, grew to reach over 100 members in some periods, and has diversified its provision of products through the transformation of raw material. While in the year 2000, when the organization became legally established, its sevenpartners produced approximately 240 000 kilograms of bananas annually, which were sold fresh for about USD 30 000, since 2010 the association has a commercial agreement signed with Pepsico, to which it sells peeled bananas. This presently (2021) translates into annual sales of USD 650 394. One of the keys to the organization’s development has been to have established this commercial relationship, as it enabled constant demand and a relatively stable and known price.

Learning note

This document highlights the journey of the National Agricultural Association of Banana Producers of Belén de Umbría (ASPLABEL) in Colombia, emphasizing its evolution in banana production and value chain integration. Initially supported by national programs such as Rural Opportunities (OR, or Oportunidades Rurales) and Productive Alliances (AP, Alianzas Productivas), ASPLABEL transitioned from individual farming to a structured association model. This shift enabled its members to meet the quality and volume requirements of industrial buyers such as Pepsico, bringing economic stability and recognition to the association.ASPLABEL’s success is rooted in its ability to adapt to market demands by diversifying its operations. The establishment of a banana peeling plant and adherence to strict quality standards have allowed it to meet Pepsico's requirements consistently. Partnerships with the National Learning Service (SENA, or Servicio Nacional de Aprendizaje), the Horticultural Association of Colombia (ASOHOFRUCOL or Asociación Hortifrutícola de Colombia), and the Municipal Agricultural-livestock Breeding Technical Assistance Unit (UMATA or Unidad Municipal de Asistencia Técnica Agropecuaria) have provided essential technical assistance and training, strengthening the association’s operational capabilities.By prioritizing product quality, market integration, and professional management, ASPLABEL serves as a model for small agricultural organizations seeking to overcome market uncertainties. Its experience demonstrates the importance of strategic partnerships, technical training, and collective organization in achieving sustainable growth and economic resilience for rural farmers.

Systematization of experiences

Asociación de Moreros de Alta Campana (Blackberry Growers Association of Alta Campana – ASOMORALCA) has been operating in the Municipality of Apía since 2008. It is an association of small farmer blackberry producers initially founded by 12 villagers who did not own land and who with much difficulty were able to sell approximately 15 000 kg of fruit for USD 6 700 yearly. At present (2022), with 25 members and a 3.7-hectare farm belonging to the association, they are able to sell 190 000 kg per year, which translates into income of over USD 120 000. An element that was key to the association’s development is that in 2013 they established a commercial relationship with the Postobón agribusiness company, which until 2019 purchased from them 100 percent of their fruit (then only 80 percent, when the association found another buyer offering better prices, to which they deliver 20 percent of production). Postobón has not only been ASOMORALCA’s main buyer, but it has also provided donations, financing for example barrels, and a cold room, and providing year-end gifts, and technical assistance, among others.

Learning note

The Blackberry Growers Association of Alta Campana (ASOMORALCA) has successfully entered national and international blackberry markets, achieving significant growth through a structured approach to production and sales. Members produce independently but adhere to strict buyer guidelines and benefit from support institutions like the Ministry of Agriculture and Rural Development. These collaborations have provided resources for capital formation, training, and technical assistance. Additionally, agreements with large companies, such as Postobón, have mitigated market volatility by securing consistent demand and stable prices for their products.Education and technical assistance have been central to ASOMORALCA’s success. With support from organizations like the Horticultural Association of Colombia (ASOHOFRUCOL) and the local government, the association has strengthened members’ associative and productive capacities. Formal agreements with major buyers have replaced exploitative commercial practices, ensuring fair prices and predictable revenue streams. These advancements have prompted improvements in internal management, transitioning from manual processes to professional systems, enhancing financial transparency and operational efficiency.ASOMORALCA also prioritizes member welfare through services like mandatory and voluntary savings, an input store, and cash loans. These benefits foster member loyalty and improve quality of life, reflecting the association’s holistic approach to community empowerment. By integrating technical knowledge, institutional support, and ethical practices, ASOMORALCA offers a model for sustainable agricultural development and rural economic stability.

Systematization of experiences

Belén de Umbría Lulo Producers' Association (ASLUBEL) has been operating in the Municipality of Belén de Umbría since 2007. It is a small lulo producer association that has become one of the main companies producing this product in the Department of Risaralda. The present document describes and analyses the emergence, trajectory and expanded development of an economic organization of small producer families of Colombia that has been active for 15 years, since its creation, and shows positive results both in economic terms and in relation to its management and governance, as well as cohesion of the group that makes it up. The understanding is that presenting this type of successful experiences may serve as a reference for the design of public policy proposals, as well as for stimulating the producers themselves of other regions by showing that it is possible to get ahead with own effort, believing in peers, obtaining support from public entities that can provide advice in areas of great importance for the performance of the organizations, and continuously improving the capacities for negotiating with their clients.

Learning Note

Based on the information collected and the analysis done, ASLUBEL’s experience allows reflecting on certain important characteristics of the company’s trajectory. Besides explainingits achievements, the information provides learning and relevant lessons for various actors that in different ways cooperate in benefit of sustainable participation of small rural companies in numerous value chains, particularly for leaders of producer organizations, and teams responsible for the cycles of design, implementation and evaluation of public policies, as well as private sector actors.

Systematization of experiences

Belén de Umbría Blackberry Producers' Association has been operating in the Municipality of Belén de Umbría since 2006. It is an association of small blackberry farmers who from the outset – with 20 members who did not own land – sold approximately 38 400 kg of fruit per year for USD 18 100. Presently (2021) the association is made up of 40 producers (six of them women) and has increased its sales to 161 323 kg per year, which translates into income from sales of over USD 90 340. This is to say that in 15 years, they have quadrupled sales. One of the keys to their development has been the establishment of a commercial relationship with an agribusiness company, Postobón, since 2009. This has provided them with a certain degree of certainty as to sales, given that demand has been constant, prices have been agreed on, and the terms are complied with through payments in the established timeframes. Worth noting in this brief description is the fact that ASMOBEL has a sound associative and business trajectory. Thanks to its important role in the municipality, the association has received support from various entities, such as the financing of a cold room, and ultra-freeze machines, and is presently in the process of purchasing a 168-hectare farm for the association.

Learning note

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.

Systematization of experiences

Apía's Avocado Producers Association Aguacates de la Villa has been operating in the Municipality of Apía, Colombia, since 2013. It is a non-profit organization made up of small avocado producers. While at the outset 30 partners produced 74 000 kg yearly for the internal market, presently (in 2021), there are approximately 90 members, and annual production is more than 650 000 kg, sold in the local, national and export markets for an amount of over USD 627 000 per year. Growth in the amount sold has multiplied by eight in seven years. Among the main competitors are the Cartama-Avofruit SAS and FLP exporting companies. Besides providing a platform of services for its partners (savings, access to a self-managed fund and technical accompaniment, among others), the members of Aguacates de la Villa have demonstrated being continuously concerned with the way in which their productive activities are developed, implementing environmentally friendly practices and committing to producing crops with standards of quality.

Learning note

This document outlines the journey of Apía’s Avocado Producers Association (Aguacates de la Villa) in Colombia, emphasizing its achievements in entering the international market for Hass avocados. Through a combination of collective management, individual farming, and strategic partnerships, the association has achieved certifications such as GLOBAL G.A.P. and Rainforest Alliance, enabling its members to meet export standards. Supported by government programs and private organizations, the association has effectively integrated quality production into a complex institutional framework.Apía’s Avocado Producers Association has built its success on a robust governance model that balances individual contributions with collective benefits. It provides a range of services to its members, including loans for harvesting, assistance with certification processes, and mandatory training sessions. These efforts ensure high-quality production and create sustainable economic opportunities for small-scale farmers in the region.By prioritizing education, certification, and strategic agreements with exporters, the association has reduced market uncertainty and improved income stability for its members. This experience demonstrates how small agricultural organizations can achieve sustainable growth and international market access through strong partnerships and continuous capacity building.

Systematization of experiences

Apía Association of Banana Farmers – ASOPLAPÍA has been operating in the Municipality of Apía, Colombia, since 1998. It is an association of small banana producers that has become one of the main suppliers of this product in the municipality (40 percent of Apía’s banana production comes from this association). When it was founded in 1998, its 20 members sold approximately 380 000 kilograms for USD 22 800, yearly, and in 2021, the sales of 106 members reached 1 073 100 kg, which translates into income of over USD 184 000 yearly. This is to say that in 24 years the association quadrupled the amount of fruit they sell. The members have participated in different types of markets, be it selling fresh fruit directly to consumers, to wholesalers, to agribusiness companies, and to supermarkets. They were then able to consolidate sales to stable and secure buyers, with whom they have been working for over five years. It is worth noting in this brief description that ASOPLAPÍA has a sound associative and business-like trajectory. In time, the association has achieved proper financial management under the responsibility of an accountant, and it has a considerable level of women’s participation (21 percent). Women also actively participate in decision-making spheres of the organization. Presently, ASOPLAPÍA offers a broad range of services for its members, such as picking up production at the farms for transportation (collection), a self-managed fund, education, savings, and technical assistance.

Learning note

This document details the experience of the Apía Association of Banana Farmers (ASOPLAPÍA) in Colombia, emphasizing its achievements and growth in banana production and commercialization. ASOPLAPÍA has developed a successful model that leverages family farming within a complex institutional framework, allowing small producers to enter both local and export markets through collective organization and certification processes. With over a decade of secure commercial agreements, the association’s collaboration with governmental institutions has provided essential support for training, capital formation, and technical assistance.The report highlights the internal organizational improvements of ASOPLAPÍA, which transitioned from centralized management to a more structured distribution of responsibilities, enhancing its administrative and financial operations. The association also offers a range of services to its members, including transportation, technical assistance, and a solidarity fund, promoting both productivity and the quality of life for its members. Additionally, it provides access to education funds and a funeral benefits scheme, reflecting ASOPLAPÍA’s commitment to member welfare.ASOPLAPÍA serves as a model for sustainable small-scale farming, showing how structured support and collective management can lead to resilience and growth in rural agricultural enterprises. The association’s approach demonstrates the benefits of solidarity and strategic partnerships, positioning it as a key player in the banana value chain in Colombia.

United Nations Decade of Family Farming 2019-2028 global action plan

Farmers' Organizations for Africa, Caribbean and Pacific - FO4ACP

The overall objective of the FO4ACP programme is to increase income and to improve livelihoods, food and nutrition security and safety of organized smallholder and family farmers in Africa, Caribbean and Pacific (ACP) countries.

The FO4ACP community is open to all members of farmers’ organizations and of other organizations supporting rural development. Anyone interested to follow the discussions is welcome to join. The community was created to support knowledge generation, sharing and dissemination across the three regions, and to create a space where farmers' organizations can discuss opportunities and challenges and offer peer-to-peer support.

Empowering farmers and their organizations through the creation of social capital

Social capital is a key factor that concerns the ability of people to cooperate for common goals. What we have learned over the past decades, from organizational experiences in developing countries and countries in transition, is that physical and human capital accumulation by itself is not sufficient to induce development. Investments in physical capital (infrastructure and equipment) and human capital (skills development) are necessary conditions, but they are far from sufficient; they need to be complemented with the development of social capital (Stiglitz, 1998). This Learning Guide for Trainers focuses on “Empowering farmers through the creation of social capital,” recognizing the fundamental role that social capital plays for healthy and sustainable organizations. Encouraging farmers and their groups to form associations or federations enhances their capacities to learn from each other, exchange reliable information about what works and what does not work, and monitor the accountability of their members.