 I'm very excited about day four, because this is new material and it's based on a book, a short book which I hope you can get hold of and read called diversification for climate resilience. And we've also produced an infographic, which describes 30 options for for building resilience. Today, we're going to start this part of the training with a module on defining and understanding climate resilience. And then we will, we will have a second module that looks at social ways, organizational ways of building resilience. And finally, in the last module, we'll look at ecological and technological options for building resilience. And then at the end of the day we'll give you some homework to list things that you're already doing to build your climate resilience and maybe selecting an additional one or two ideas that you found useful from the presentation of options during the day. Let me start then with module 10 which is defining and understanding climate resilience. Now resilience is a concept, a little bit like incubation and risk assessment management that is really to do with loving and helping one another. And so in the FFF, we're really encouraging group groups who are building businesses and who are doing it together, who are working to help one another. And resilience is not something you should think of as as an individual resilience is something that you have as a group and this has been particularly clear in the coven years that we've gone through. We're going to appreciate how much being with other people and solving problems together really matters to all of us. So I hope that will jump out at you as we do this training. Now how do I. I'm going to start by looking at climate change and and defining climate resilience. And the first thing to note is that climate risks are very much real. We're having increasing temperature extremes both high and sometimes low. We're seeing more variable rainfall patterns with extreme events like drought and and floods and so on. We've, we've, we've got fires in some countries within the FFF, particularly in Latin America in Bolivia we've seen some terrible fires in recent years. We've got an escalation of the power of storms floods, lots of outbreaks of pests and diseases as crops get stressed by these more variable patterns, and then things like landslides and a little bit of sea level rise in some places and so on. The human impact of this is very real so we're expecting to see an additional 250,000 deaths per year by 2050 from temperature alone, and then an additional 529,000 deaths a year from food shortages, and about 720 million people pushed into extreme poverty. These are really frightening facts and we need to think seriously about climate resilience, if we're to help people on the margins to survive in these very difficult times. This is not just us experts making up these, these figures. When we interviewed two years ago 41 farmer and forest organizations and six countries. We were quite surprised in the area of natural resources that climate resilience information was their number one knowledge need. How do they diversify into climate smart agroforestry. How do they develop soil fertility techniques. How do they domesticate trees on farm and so on. So small holder farmers are feeling the climate changes and they're worried about them and they want to know how to cope. So cleaning over the next couple of days will give you I hope some options to help them cope as we go forward. So just to start with some definitions resilience, it really means the ability to bounce back or return quickly to a previous condition. It's just an individual thing as I mentioned at the start. It's a group thing we help one another to bounce back in the face of of of shocks. Sometimes we use the word resilience in a very general way to mean the capacity of a system to persist or adapt or transform in response to a shock. And sometimes we use resilience more specifically to mean the resilience of a particular crop to a particular type of disturbance. So it's important just to remember that resilience can be used very broadly or it can refer to a specific thing. When we talk about climate resilience. What we're really talking about is the ability to anticipate and prepare for and then to persist or adapt or transform in the face of a hazardous event related to climate change. We've listed in the previous slide some of the things that people are facing temperature extremes droughts floods variable weather, and we need to anticipate those as much as we're able to, and then try and find ways of persisting adapting and transforming in the face of that will link to climate change. I hope that those definitions just set the scene so that we all know what we're talking about. Now, there are general principles when we looked at all the people had written on climate resilience. And general things that they said that built that were to do with resilience. And the first is that if you want to be resilient, you have to embrace complexity. So if all of your eggs are in one basket, and that basket is threatened by climate change. You can lose everything. But if you have a more complicated farming and business and organizational setup that helps you and forest and farm producer organizations are used to managing complex rural landscapes with multiple crops and so on. So they're quite good at embracing complexity. You need to recognize that there is going to be constant change. So don't expect things to stay the same over time plan in advance for for change. Again, forest and farm producer organizations are quite used to, to all these, these threats and helping their members to cope. You've not only got challenges to do with climate. As we've seen over the last few days you've got challenges in the market challenges with laws and policies challenges with pests, COVID, all of these things. Another way to build resilience is to broaden decision making make decision making more inclusive and that's because often a particular people have found a solution to a problem, and that can then be used to spread and help the whole group. And so think about broadening the decision making forest and farm producer organizations are often very good at this you often have democratic decision making where you've got meetings you can listen to the solutions people are finding for their crop systems for their business systems and so on. And then another way of building resilience is to enhance connectivity. If somebody has got a good idea of a new product that they think is more resistant to climate change. Then make sure that they can share that idea they can connect with other people and spread the findings. Thinking in an experimental and learning way promoting experimental learning is a good general principle for resilience. And here, you might be a little bit more risk taking. So you might encourage people to try out in a small way growing new things selling new things so that you can learn whether that will help you in the future. And finally, there's this thing called protein promoting multi centric innovation. So, if, if your farmer organization is doing certain things, try and link to other for farmer organizations who might be trying different approaches. So it's this is especially important for apex level organizations. Try and learn from a climate resilient strategies that particular groups are using. So there's multiple centers of experimentation and then spread findings to to one another. It's not very general, isn't it, it's not very practical or specific, but I think it helps just think of background ideas that we should, we should be trying to put in place. So climate resilience is really made up of two parts. Firstly, there's the ability to assess what climate risks are coming our way, what weather changes are happening, what is the pattern of drought, what are the predictions for the future. And secondly is how can we put in place a resilience response. And usually in when people write about resilience they, they talk about persisting. And that's often to do with an individual trying to do the same thing. So if you've got a nursery that is selling seedlings. How can you persist in selling seedlings. Maybe there's a water shortage so to persist you might put in a borehole to enable people to persist. A second way of doing resilience is to adapt. And that might mean that if you've got one particular type of crop. Maybe you'd be advised to work with a research institution to find a more climate resistant, a more drought resistant type of crop, and the group can work together to adapt what is being planted and grown and sold to be to be resilient. And finally there's this issue of transformation. And that means you might try and you might think, well in the face of all of these climate threats we really have to do something completely different. So rather than selling agricultural crops, which are very susceptible to drought, maybe we should turn our farming system into a conservation area for ecotourism or maybe we should grow trees and turn our system into something different completely. So that would be to transform the system. So I hope that gives you the basics of what climate resilience is. And just as an example, I've tried to draw on some of the climate resilience case studies that we've been using to develop this training course one of them was in Tanzania with the TT gal. And in Tanzania TT gal was really set up as a tree growers association mostly to do with timber trees like pine you can see those examples. But more recently they've been broadening the basket of products that their members grow and sell so for example they've introduced avocado and home gardening. And they've tried to diversify from producing the timber into also transporting and taking on the the dealer role for timber. So these are ways of diversifying what is happening in the face of changing climate to be more resilient for the future. So the notion that climate resilience is really about two parts it's about anticipating the changes as best you can, and then it's about putting in place resilience responses. And in the resilience responses. I think it's very useful to break those down into four different sorts of resilience response for different dimensions if you like. Firstly, there are social things that you can do social cultural things. And that really is to do with how individual producers work in group organizations to change the political and organizational system. You can see that they're there are social things that an individual can do. There's things that a group can do. And then there are things that we might need to change in the whole legal and policy area. The second dimension is to do with the ecology of what you grow on farm or what you grow in the forest. And that's ecological resilience. And that's to do with individual crops, changing the way individual crops are getting more resistant varieties, or changing the whole crop population that you're, you're planting, or maybe changing the whole farm ecosystem the balance of how the farm is run diverse diversifying into agroforestry or something like that. So the dynamic dimension of resilience. We can think of ways of making individual products more resilient. So you can think of packaging and and and marketing a product differently, but you can also think in terms of the group business, diversifying the whole market to sell sales. And finally, you can maybe even change the whole market system, so that your, your focus of of who you're trying to sell and where is changed at the level finally that the physical and technological dimension of resilience. You know this might be an individual homestead, or it might be a group processing facility, or it might be public infrastructure at different levels. So you can change the physical layout, or the technology you're using to become resilient. I won't stay much more on this but it's just useful that resilience isn't just about what happens on farm. It can also be to do with what happens in your organization, what happens in your business, or what happens with your technology. Okay. And there are several things that we need to just bear in mind when we're thinking about resilience is that resilience for men and women is is often different. It's because men and women often have different access to natural resources, different rules governing who owns what. And they also have different access to education and training. And that's important to bear in mind. And then they also have different responsibilities at the level of the family. So often women have a higher burden of childcare, which affects the time when they can be involved in training and business and so on. So we need to have a strategy for resilience that that takes into account the differences between men and women. And we need to remember that when we're talking about those four dimensions of resilience, they're all they're all interlinked. So if your farm, if your crop fails. Your business will also suffer. And your organization may lose members. So, all of these things are interconnected so we do need to think not just about individual bits of resilience but about the whole picture. Similarly, if, if we're thinking about resilience we have to recognize that. When a shock comes when a drought happens, the recovery from that shock actually has has a timeframe to it. So that what we want to be put in place is to make sure that we're not overly dependent on one thing so that when a shock comes, we take a long time to recover we want when a shock happens we want to have many different systems and crops and products to sell. So that we can keep going, and we don't suffer this big loss at any one point. Finally, it's just to say that I've said there are four dimensions of resilience you could say there were five or there were three. It's, it's, it doesn't really matter. The main thing is to remember that resilience has, there are various different sorts of things you can do to become more resilient. And I've tried to break it into four things to force you to think about not just the farm in the resilience but but broader broader things you can put in place. And so here is an example of a forest and farm producer organization. It's actually the lake element tied to three nursery self help group. So it's a group of nursery producers who are working together, and, and they faced climate change and they faced water shortages, and they faced drought which affected what people want to buy. And so, if you look at the ecological things that they did, they started to sell a broader range of things. So that people would want to put who were just maybe having trouble with certain crops or certain plants would would still buy seedlings because they were offering more, more types of trees in their nursery. Secondly, they tried to get better quality seed that was a bit more drought resistant for the for the farmers they were selling seed to. And then they also started to offer training in agroforestry to be so that the farmers who are buying their seed could become sort of more diversified in what they produce less less resist less susceptible to climate change. In the economic front, they decided that maybe it wasn't good to be completely dependent on selling seeds. So they started to sell chickens and fruit and beans as well. And they not only produced seedlings just grown from seed but they started to get to know how to do grafting and grading so that the quality of their seedlings was improved. So they set up a economically they set up a village savings and loans association, so they could loan monies to particular nursery growers who would then pay it back over time. At the physical and technological level, they had this problem of water shortage. So they looked into how to do rainwater harvesting off the roofs. There was a supply of water in the nurseries that would mean that they could keep watering, even during droughts. And they, they started to use shading and mulching to reduce the transpiration of water from the seedlings so that they could be kept longer in the nurseries. And finally, in terms of their social organization, they consolidated their group, and they joined a slightly not larger tree nursery growers Association of Kenya that could help them with advice and contacts and partnerships. That helped them to build partnerships with the Kenyan Forest Research Institute, the Kenyan Forestry Service, and a whole other load of other NGO partners. So they did things organizationally to build their resilience. And that just gives you a beginning a flavor of the way in which you can do. You can think of resilience in different dimensions and come up with solutions that help build your overall integrated resilience. At this point, I think I'd like to stop to take some questions. Is there anything about the general definitions of resilience, or the dimensions of resilience, or, you know, how do you mix sort of assessment of climate risk with resilience responses. Anybody who wants to ask any questions at this stage, or make any comments. Duncan, there are a couple of comments from Mark and from Alima in the chat. Mark was saying that he really liked the idea of thinking of resilience as something that is achieved in a collective. That involves devising solutions as a collective versus individual efforts. And he also says that thinking of resilience in terms of expanded ecosystem services is perhaps a good approach. Yes, I like both of those points. I mean, I think resilience is very much something that we think of collectively. So if I'm a farmer and one of my crops is suffering from a pest or a disease or having a problem with production this year, it's both comforting to know, to share that other farmers are suffering similar problem. But it's also really important that people talk together about, well, okay, has anybody got any ideas about how to overcome this problem. And maybe one or two farmers in the group will have thought of something innovative to do. And so it builds a sense of security, thinking of resilience as a collective, and not just something we think of as individuals. And then, and then yes this point of thinking of resilience in terms of ecosystem services. We have to be resilient when we're in rural areas. We have to have a system, an ecological sort of social and ecological system that is diverse enough that not all of it fails. You see what I mean. So we have to create an ecosystem and that gives us services that gives us economic opportunities, even when one bit of it may be really struggling. And this is of course how nature works. Nature is very much built around complicated multi-species forests. And if one element is struggling, then other elements perhaps are finding, you know, are expanding in that system, so that the whole system still stays intact. And we need to learn from nature and make sure that our systems are also diverse and therefore resilient in the face of changing climate. And then there was a comment from Alima just reiterating how important it is to look at different capacities and take consideration of women's additional responsibilities and their ability to engage and to be trained at different times and different settings. Yeah, that's very much the case. And I mean, I know that within the forest and farm facility we have quite a strong emphasis on ensuring that there is some sort of gender equality and that we're emphasizing more balanced membership both at the level of the members of a forest and farm organization but also in the leadership. And we've got some focus as well on working with specific work with women only groups, but in that broader context it's very important that women can voice the particular challenges they face within an organization. And because often it's women who will suffer most from, from climate that affects household budgets and childcare and so on. So we need to make sure that their voice is included in our organizations and that we have specific ways of making training and capacity building available to them. Yeah. Does anybody else have a have a hello. Yes, please. Yes. The presentation has been very interesting. I'm still a student of resilience. I think that when we, we stop at back at your previous situation before the shock. Okay. We will be experiencing the same shocks over and over again and then we always come back to that level. And then it will appear as if we are not incorporating the lessons learned into what we do. We should admit that if ff PO's were not resilient, they wouldn't even have been around for us to be holding these conversations. So what we are doing is, can we strengthen the way the, the, the adapt to or transform systems to keep afloat. And we, I mean, like, broaden the scope of resilience to, to actually include being able to be in a better position after responding to the shock, so that the same shock doesn't have the same effects. When it really occurs. Yes, otherwise, I mean school who does they are resilient will say they are resilient. But is there something better than just being resilient. Yes. I think this is absolutely crucial. Thank you. Thank you. Thank you, Nyadja. That's, that's really helpful. I mean, I agree with you. I think any forest and farm producer organization that is functioning will have already overcome many shocks and not just climate related shocks but also a range of other challenges that they will have survived through. The challenge is not just to stay static so the next time that shock happens, they have to go through the same process, but actually to think through some options that allow you to be in a better position to face the shock when it happens next time round. I think that's, that's what we're going to try and explore today are options to effectively get ahead, advance so that the next time a climate shock of a certain sort happens. We're in a better position to maintain our businesses and and livelihoods in the face of that shock than we were the first time round so thank you for that really useful set of points Nyadja. Anybody else who would like to comment at this point. Yes, Mark. Yes, Duncan, thank you. I just wanted to also look at it also in terms of the existing policy environment I think you alluded to it. For instance, however, those can mobilize themselves and to an active voice to be able to influence policy, because I think that also has an overarching effect on how resilience is built, especially in the national context. For instance, one of our key areas is wood full, and how well can be done for sustainably. So the question of charcoal and its effects on deforestation is quite a tricky area, especially for most countries across Africa. Some countries are even advocate in outright banks but we also see the livelihood shocks that can also okay as a result of same. So, what can you expand further in terms of the policy or legal environment that can support this process of building resilience. Thank you. Thank you Mark and that's a really, especially since this is primarily an African training. I mean wood fuel and charcoal is such an important energy source, you couldn't do without it. And it's often been painted as a negative thing because of the damage that is done to forests and tree resources. But actually, because trees grow, as long as you harvest your fuel, wood and charcoal in a sustainable way. It should be a never ending source of relatively low carbon energy. Every every bit of charcoal that's burned and releases carbon is matched by a tree that is growing and taking carbon out of the atmosphere. So I guess the role of ffpo's has to be to develop the systems of charcoal production that are sustainable that can be shown to be sustainable and not damaging the forest resource, and then to work with the policy and legal sort of world in their country to try and endorse and recognize and support those sustainable businesses rather than banning them. And often bans have a completely counteractive effect because they don't stop the charcoal production, because people need the charcoal and the fuel word for energy. What they do is criminalize or impoverish the people who are trying to, to produce that fuel. So in Kenya, last year, the FFF team did a survey of vulnerability for particular groups of people particular producer organizations, and they found that the population around charcoal in Kenya, coupled with the COVID crisis, had meant that populations of people who used to be charcoal producers were among the most vulnerable in the country, and they made the case to the social protection department of the government of Kenya, who actually then listed those organizations and the people in those areas as recipients of social protection payments in a way that they hadn't done before. And yet succeeded in persuading the government of Kenya to have a slightly more nuanced approach where people who are doing sustainable production of charcoal should be allowed to continue and encouraged. Whereas those who are who are continuing to do it without thought to sustainability are slowly eliminated from the supply chain. So that's very important work for apex level FFPS I think, and thank you for doing that because the resilience of the people who depend on charcoal production and the landscapes where the trees are growing for charcoal production depends on a good policy environment. Thank you. Well let me move now on to the first of the sessions where we begin to look at some of these options. And I think I have to go there. So in this next module, we're going to start to introduce these 30 options for climate resilience. And we're going to start with social options that means sort of organizational options that can help you build resilience. And that's because we're talking primarily to an audience that is trying to strengthen forest and farm producer organizations. So let's start with what can we do within an organization to build resilience. And I'll just revisit this. We've got these two bits of resilience there's the assessment bit. You're talking about can we predict the hazard. Do we know how vulnerable people are to it and how much exposure, they're going to have. So then we have these resilience responses and I've said there are four ways to respond. And the first of those ways is to think about other changes we can make to our social organizations that will make us more resilient in the face of climate change. You can look at this diagram. It's in the, it's in the handout at the end of the day. In the same way that there are four broad ways we've clustered these 30 options for climate resilience into these four headings. So you'll see that there are eight options that we've put into the social and organizational responses category and I'll try and go through these in in more detail. Just a step back for a moment. Why is social organization important. Why does it matter. And when we we think of people living in a in a landscape in a in a rural area. Of course they have many challenges to develop. And when we look at the sustainable development goals we want we want to stop poverty reduce hunger. We want to make sure that we have good health and education gender equality clean water and so on. When you think practically who who will reduce poverty who will feed people who will, you know, make sure of health care. It's often social organizations that do this in practice. So it's the farmer groups that educate each other on how to plant different crops and so on. And so, in general humans organize themselves to solve problems that's why a human beings are such an unusual animal if you like, we share information we share skills, and that helps us to survive. That helps us to build our resilience and humans organize also to do things more efficiently. So, not everybody produces a crop processes that crop transports that crop and sells that crop as an individual, you, you can organize so that some people are doing the growing. And different people are doing the processing the transporting and the selling, and that can make it much more efficient you can share the cost of doing that. And so you can, you can make your livelihoods improved, because you're you're reducing your costs, and you're, you're selling still the same thing. So we humans organization organize themselves for power. So, we know how politics work we know that politicians often don't listen to individuals, but if you have a big protest, or a large group of people, saying they need to see change, then politicians have to listen because they're elected in most ways. And we can also think of the ways in which you can have strength in numbers to get a better deal in the marketplace. So you have more power in the marketplace, the buyer knows that if they don't buy from you. You represent most of the producers so they they need to give you a fair price, or they're going to struggle to get the product they need. And that organization matters. And in the forest and farm facility we we we are investing in social options we have this slogan organized to thrive. And you can see in a in a country like Guatemala how this works. So you've got local producer groups who are producing timber cocoa coffee, cardamom and so on. And they're organized into 11 regional associations that also do business they they do processing business. They provide their members with business incubation services, they provide their member with finance and they do projects. By organizing those many many local producer groups into an association, the association helps them with their business. And similarly those 11 regional associations are grouped into a national alliance. The National Federation, and that federation has been very successful in lobbying the the government for support to smallholder farmers and forest producers. So 1% of the national GDP in Guatemala now goes directly to support smallholder forest and farm producers. They don't even stop there that organization at the national level is one of a number of organizations that belongs to a regional Allianza an alliance called Allianza Mesoamericana de pueblos e bosques, the alliance of Mesoamerican forests and forests. And it's that alliance that was visible in the climate change negotiations, trying to say we need more money to getting down to forest and farm producers and we want to have a finance mechanism that is specifically going to reach forest and farm producers. So organization, organized to thrive is a really good vision to have in any country. We see it here in the example of honey producers in Bolivia. So, many people produced honey at a very local level. But through social organization this one local group of women called at mill, who were producing honey, they joined a dapper cruise which is a regional level association of honey producers. The association worked with the government to, to introduce new policies for honey producers because they recognize that honey producers protected the forest, and that having people in the forest was very important to stop fire outbreaks, which were increasing because of climate change. And so by belonging to this local organization and linking it to a regional organization, they managed to change a policy so that they could both protect themselves from fire and also improve their rights to the land and forest resources. When we think of diversification, socially for climate resilience. What do we mean. Well, there are eight different things that we can do. And you'll see this infographic, you could, you could take this infographic and print it, it's a, it's a high resolution graphic file that you could print. Sorry, oops. You could print and put up on the wall of your forest and farm producer organizations as a reminder of different things you can do to become more resilient. So you can, you can develop your organization and its systems so that people trust it more so that the group runs more smoothly. You can develop services training and understand the needs of your members and try and help them more effectively. You can use your organization to represent you politically to get policies that support your resilience. You can use your group to build up the technical knowledge of your members in sustainable forest and farm management that's more resilient to climate change. And you can do put in place quality assurance things that will mean you can sell them for better prices, and that additional money will help you become more resilient. You can incubate businesses in ways that diversify what is produced and sold, and so you're less reliant on a single thing, and that can make you more resilient. You can save money, have a joint savings and an investment fund, and that can make you more resilient when a shock happens you can people can loan money to reestablish their farms or they can invest in new things. And finally, you can use your organization to link to other organizations of a similar type and have strength that way. So let's look at these, each of these things in a little bit more detail. Firstly, organizational systems ensuring that your group runs smoothly. How do you do this well you, you can improve the systems that regularize your membership so that members know their rights and response responsibilities. You can clarify the leadership and decision making rules of your organization, you can improve your finance and record keeping. And you can develop the skills of different people within your organization and, and, and their capacity to produce more quality, you can improve gender equality in each of these different areas. And I already mentioned this example of Lake element tighter tree nursery self help group in Kenya. And one of the first things they did was to, to do a governance self assessment. How is our self help group organized and functioning how is it led. Does everyone know what the rules of membership are are we happy with the membership fees. How do we sell individually or do we sell as a group, and they did that self assessment of their organizational systems, and then identified some gaps they wanted to build up their collective marketing processes, so that they could meet larger orders. And they had to establish a joint savings and loan scheme for it would serve the needs of their members. So, investing in the organizational systems is one way of becoming more climate resilient and we shouldn't underestimate it, even though it's quite a general thing that you can do those things do make your, your organization more resilient they build trust. They make members happier to belong. And so they encourage people to work together more creatively and effectively. The second of these options is to think about how can we offer services to our members. And that's partly about knowing what your members need. And, and particularly the members who might be most vulnerable. So that you keep on board members who would otherwise fall away, because they don't see benefit from belonging. And, and you can, you can see in many of the forest and farm producer organizations they have special programs to help vulnerable groups or women groups or youth groups. The National Producers Association in called Calari in Ecuador and looked at their membership and some of the challenges their members faced, and they found that women were particularly disadvantaged in, in making in commercial opportunities in selling things and in opportunities to work in the association. And that was because of a, a kind of cultural ancestral patriarchy system in, in their landscape, they have a sort of their indigenous people and they have a strong link with their landscape a chakra production system which is very diverse agroforestry, but it's mostly dominated by men. And so they challenge that they said well we as an organization Calari want to do this differently. We want to allow more women to participate in the, in the association and we want more of them to be in leadership, and we want more of them to be involved in income generation. So they starts to offer those inclusion services to women particularly. And you can see that on some of the packaging. Can you see that they're, they're promoting women's opportunities in this case in vanilla or vanilla production in their association. And here's another example. This is chocolate, and it's being branded as a happy couple, rather than just men. And a third option for what you can do with your organization is you can increase its political representation. You can make the case that we are the people, a large number of people in rural landscapes and you have to listen to us. And that's all about building relationships that shape government decisions so you, you take people who are particularly articulate in your group, and you try and find ways of linking them to authorities who control land, agricultural, forestry, transport rules and finance terms of finance, and making sure that women and men are both represented to in those in those representational duties. And so an example of this is the Bolivia, Bolivian Federation of agro ecological producers and collectors of cocoa in Latin America they love these long titles. And they helped to establish a national cocoa federation copper sound. And copper sound went to the government and they said well we're your largest export crop, and we represent the producers, all the thousands of producers of your largest export crop, and we need to have a cocoa support program. We don't provide us with any support. And so the government listened because there were so many voters represented by copper sound, and so they established a $21 million cocoa support program over five years. That's a way in which your social organization can build resilience. Here's some information. Oh, sorry. A fourth option is in the area of technical extension some of your farmers will have particular gifts at production. Some farmers will produce agro forestry systems with many, many different types of planting some will have received training in ag agronomy or or agriculture at a university perhaps. So the trick is in a in a forest and farm producer organization to make sure that those people are given the role of providing and sharing good information. Now, you can not only do this with what crop varieties what seed sources and so on you can use. But also you can try and use your organization to link into weather forecasting and climate predicting sources of information so that your organization equips people, not only predicting what might be the changes in the future, but also on the soil and seed sources, where to get them from the planting arrangements and making sure that those trainings, the technical strength extension trainings work for both men and women. And again this this Bolivian Fed Prasau. What it did was it formed youth squads, and which were called as quadrios, and they went to the agricultural research center and learned how to do grafting of cocoa, so that they could graft in more climate resistant cocoa varieties. And then there was Big Mill, which was another producer organization in Bolivia. That was a woman's honey production group group, and they sent some of their members to get trained in beehive modern beehive production, honey processing what equipment you need. And those women then passed on their training to all the members of the group. So technical extension can be a really important way of building resilience. This might seem like a strange one, because it seems a little bit odd to have quality assurance. How does that link to climate resilience. Well, if you can set and certify high standards of quality and sustainability for your products. If you gain access to markets and get better prices for your products, that will increase the amount of money in your group and allow them then to invest that money in further diversifying and enhancing your, your basket of products that you sell to the market. In the Vietnam cinnamon and star anise cooperative. They were originally a group of four groups of cinnamon tree growers, and they decided to establish a cooperative, because they knew that they needed lots and lots of members to have enough to afford to invest in a processing facility. And they got money from a buyer and they went to the bank, and they built a factory, but they also started to think about the quality of their products. So they turned 500 hectares of their cinnamon plantation into organic cinnamon that didn't use any pesticides or, or chemical fertilizers. And they divided their products into 12 different types of cinnamon product, so that the quality the organic label can then be sold to various different markets, not just people who want cinnamon powder, but also all sorts of different products like cinnamon sticks and cinnamon chips and cinnamon oil and so on. And, and the quality of their production meant that the buyer was willing to invest his money into the building of a factory and he helped them negotiate alone with the, with the bank to do that because he, the buyer wanted to have this guarantee of quality coming into his company. And so he was willing to, to invest in it. So quality assurance can often build your resilience in the long term. We talked on the first day about business incubation, but I'll just revisit it here. Business incubation is one way to become more resilient. If you have a unit within your organization that accompanies people over a long period of time and helps them develop their business helps them with all the links they need to make with customers with authorities with exporters with people who can provide advice. Then you will nurture those businesses and, and that will give you resilience in the long term, especially if they're very diverse businesses, and especially if you are also making sure that there are women's groups with women's businesses to support their husbands and so on, so that you have two sources of income within the household. They grew as herbal women's group in Nepal. They, they started a business producing aromatic oils in their fields they grew aromatic herb plants, and they bought a cylinder for distilling those oils into oil products that could be sold in the supermarket. They developed those business skills, they have a financial accounting and so on. Then they're able to establish other businesses. So then they were, were diversifying into fish farming and tourism, and they have a renewable energy unit in their businesses, and the more businesses they're running. The less likely it is that any one of them will fail because of changes in the climate. So the climate change might have affected the aromatic oil production it might reduce the yield of aromatic oils, but it won't affect the tourism. Because that's not so dependent on on the temperature or the rainfall. It's going to become more resilient through business incubation. We also talked a little bit in earlier days about some of the things you can do in an organization as an organization to provide finance. And that was one of the options was to develop a savings fund, a savings and loan fund. And here is a group of women in Zambia called the Tuberlechi Women's Club. And they, they were built around the Village Savings and Loans Association that would loan money to each member for buying seed or doing whatever they needed to do on the farm. They were paying the loan at the end of the year. But because they developed good financial accounting systems. They then also managed to have a deal with the Zanaco, which is a bank, which offers mobile banking services at community level. And some of the women became agents of loans from the bank. So not only can they have loans from their own savings and loans association, but they can now also get access to loans from a commercial bank. And then mobilizing your finance, building your financing track record, having somebody a treasurer who's really skilled in managing finances can often lead you to access more money from outside the community. And that can build your resilience. That means you've got money to invest and diversify your crops and your, your farming practices. And finally, this final thing you can do socially is to think about belonging to a larger association or federation or cooperative union. Like-minded linking with like-minded people who can share information and costs and boost your, your power with policymakers. And that, that can be a really powerful way of, of, of supporting the, the representation bit that I talked about a little bit earlier. So can Ba'aku in Ghana, sorry about the pronunciation, they've been involved with the FF team in helping to set up the Ghana Federation of Forest and Farm producers, GAFAP, and GAFAP runs a series of dialogues on different types of policies to try and help their member producer organizations. And it already represents, I'm told, a million plus producers. So it's very powerful as an organization in representing and we'll see what the impacts of that are as we go forward into the future. So joining with others. It can also be that by belonging to GAFAP, GAFAP has a business incubation unit within it. And so you can get advice and support for your businesses, cooperative union can really help you as you go forward. I think I must stop there and now take a few questions on these eight areas, these eight social options for becoming more resilient. I hope, I hope that's been helpful and gives you some practical ideas of things you might want to invest in in your forest and farm producer organization socially. Does anybody have any questions. Thank you so much Duncan. Just a consent on option number two on the social options where you talked about membership services. What I've discovered the time that I've been with the association is members do pay membership with an intention to get some services. And now the challenge is where you have more members, for example, maybe you have 3000 plus 4000 plus of which you cannot meet each and every member needs and wants. Maybe you can just meet 70% 80% maybe 90% but still 10% want to want to receive your, your, your, your services. Then you'll find that it's annual membership renew where every year they're supposed to pay membership. You would discover that the following year the 10% want to do the renew because they did not receive any service from you, your association, your cooperative. I've seen this being a challenge. I don't know how that can be addressed. But that's, that's, that's what is happening. None of the rest you would again on other side you'd see that the 90% will also bring another maybe 5% because there's I know we benefited. Yes. It's maintaining the actual 100% it's really becoming a difficult at least you lose a certain percentage of membership because they did not receive the services from your association. Yes. This is a, it's a constant battle for organization does belonging to an organization is it and paying the membership fees. Is that worth my while is that is a totally reasonable question that any farmer would ask. And so any organization has to think how can we, you know, improve the services that we offer to our members. Now there are several things I want to say here. Firstly, when an organization is starting. Often, the farmers within who've joined the group will, they'll sell together but they'll sell as individuals. So the group will maybe negotiate a deal with a buyer, but everyone brings their product and sells to the buyer separately. And that's because the organization doesn't have enough money to pay the farmers for their product store it centrally, and then sell it on to the buyer. So, when those people pay their membership fees, then they're not getting any benefit of of in terms of price from from the deal. So they're expecting sort of advisory services or information as the main reward for their membership. They're expecting information about who to sell to information about what crops to plant and so on. So, in many of the more advanced cooperative organization, you, you see this evolution, where the organization gradually builds up a cash flow fund. And by pay farmers directly for their product and then sell the product on. And usually by by working as a group, you get better prices because the buyer you attract bigger buyers buyers who are offering to pay a better price for your product. And when you get to that position, the members are often happier because if they sell their product to the cooperative rather than the traders. They get a better price for their product because the cooperative is getting a better price for selling more as sort of products into the market. So, that's the evolution and then and then you don't need to pay membership fees, you just deduct a small percentage of the sales price, and that's how that money from selling the product to the buyer is used to sustain the organization. I'm not very clear there, but you need to slowly get to a situation where most of the money for running the organization comes from the business operations that that organization does, and not the services it provides to its members. I feel the question of, am I happy as a farmer with the services I'm getting for my membership fees. And, and one of the strategies for that is to use a sort of a farmer field school type approach, where instead of trying to deliver training or advisory services to everyone because there's so many members. What you do is you group your members and then have a representative and train those representatives in a trainer of trainer approaches, so that you reach as many members as possible with useful services. I don't know if that, if that helps, but it is a it is a genuine challenge of, you know, providing services to your members. Often, one of the things we found is that if an organization has provide services to particularly vulnerable groups, single mothers or handicap people or youth that actually people are happier to contribute their membership fee. Because even if they don't receive all the services they were expecting, they understand that the producer organization is itself providing useful services to more vulnerable people in their community. So there are various ways of, of handling that. And I'd be interested to hear other examples of from other groups of how you handle that problem. Yes, Mark. Yes, Duncan, this is not related just to what you just spoke about, but it's another dimension I just wanted us to look at, and that's to do with land, especially to do with the social dimension and the social mobilization as you've mentioned. Land and land use often remains a very critical aspect of our various social arrangements. And tied to that is the role of local authorities and traditional authorities. So when you look at the issues around how we utilize land and the competing land uses, and then of course, other natural assets like a forest resources, there's often an opportunity. If we're closely with the local level structures, i.e. the chiefs and other people with authority at the grassroots level. One entry point for FFPS is to using the social mobilization as you have already very well explained to be able to come to get an entry point for more opportunities around how they can support land use management, sustainable management of land use in consultation with these local authorities and the chiefs, for instance, play a very significant role in this direction. Thank you. Thank you, Mark. And yes, that's a really good point of being able to talk about those land use issues at that more local level. I think in Zambia, they've had quite a lot of success last year with mobilized groups of producers, including some women's groups, talking with the local chiefs to have land made available for women's production groups in a way that wouldn't have been possible if they hadn't been organized in a group. So yeah, absolutely. Any other point? Okay. Let me turn to the last module of the day, and that's to do with not the social options, which we've covered, but the ecological and the economic options that might be available to you. And so there's quite a lot of information here. So I'll try and go through this quite quickly. But you can see the green and the blue, the ecological things we can do, and then the economic things we can do to become more resilient. And there are, I think, seven ecological options, and I think seven economic options. So let me see if I can get this to work. So invest in your ecological options, enrich your nature. And this is really thinking about moving away from single cropping production systems to more diverse agroforestry systems that will withstand the climate change a little bit more robustly. And in Calari, in Ecuador, I've already mentioned that their primary product is cocoa. You can see the lady on the right who's picking the cocoa pods to make chocolate. But over time, they've realized that their system, their production system works better if it has a wide diversity of crops and plants within it. And so they've enriched their agroforestry systems over hundreds of years as an indigenous people with all sorts of different fruit, nut trees, spices, gums, we saw their vanilla pod production from orchids as well. And those agroforestry systems really provide the basis for their resilience in the face of climate change. So what are the things that you can, you can do ecologically? Well, there are many words people use for this. They call this nowadays a nature based solutions or ecosystem based adaptation or integrated natural resource management. But when you look behind those terms, usually they all talking about really these seven things. You can make sure that your whatever it is you're planting is well adapted to the changing climate. So if it's getting drier, then you're planting things that are able to cope. The second thing you can do is you can enhance the number of things you're planting. You can, you can enhance the number of crops, which reduces the risk that any one crop will fail either from weather related thing or from pests and diseases. Similarly, you can be a little bit more strategic about how you lay things out on the land. So you might, if you're on a very steep slope want to have a rose that go along the contours to protect the erosion, protect the soil from slipping off. And you have those trees fruit trees or fodder trees interspersed with your crops in some new way. The next one, which is soil erosion control. What we don't want ecologically is to lose the fertile organic matter. So there are various ways of reducing erosion. And I've mentioned the planting of hedges. You could also do sort of grass strips, you can terrace the land and various other ways you can do minimum tillage. Oh, sorry. Pest management is is a thing that is important ecologically. And so you can use an integrated approach that maybe rotates where you plant crops that breaks up crops into different blocks, so that pests and diseases that do break out, don't spread, or they aren't retained in the soil. And there are ways of more diverse systems generally suffer less from from pests and diseases. You can enrich we said we said you don't want your soil to a road, but you can also actively enrich your soil. You can plant nitrogen fixing trees you can use organic matter waste material from from cattle and and livestock to enrich your soil, which retains moisture and makes it more resilient to to drought and to water and then you can diversify away from just planting crops into tree based productivity systems that use maybe some of these trees are legumes and they can fix nitrogen which is important for soil fertility, or maybe it provides protein rich fodder for your cattle. When I was a younger man I used to collect trees of agroforestry species, and we introduced Calliandra calythosis into the highlands of Tanzania and Kenya, and it greatly increases yields of milk. When you feed cattle with both grass and a nitrogen rich tree fodder. Those are basically the ways that you can diversify ecologically and I'll look at those in a little bit more detail now. Climate adapted stock. So you have to find and plant things that are hardware in terms of species and varieties, or change from depending solely on crops to moving into trees or livestock varieties. This organization can link to botanic gardens or seed centers, government research agencies, and you can often work with farmer assisted natural regeneration in dry land parts of Africa. A lot of the success in the green belt movement in the drier areas of Africa is through farmer assisted natural regeneration. You can, if you're a farmer organization and the people are having trouble with getting access to seeds, you can get access to these more drought resistant varieties and then set up a seed stand yourself to provide seed for your farmers. And you can develop nurseries and so on that supply your farmers with a more diverse range of possible crops. So, again, in Ghana can baoku has introduced more drought resistant resistant varieties of the main crops such as militant sorghum. And it's planting drought resistant trees such as parkia or Balanites, so that you can use those fruits to to generate income and not depend just on your militant sorghum. In terms of biodiversity enhancing, you can grow more diverse plants, which reduces the risk of total crop failure. So, you can protect natural forest areas alongside enriching the number of trees and crops and livestock species that you you grow. And again, bear in mind that men and women might have different access to land so you need to think both about homesteads and home gardens and conventional fields and agricultural areas. And, and the Lalligurus herbal women's group in Nepal, and they were depending originally on just one aromatic oil species. So if if that one if the climate changed in such a way as to make that one difficult to grow, they would have been in trouble whereas now they've got about I think seven eight different species of different aromatic oils. And that reduces the risk of failure in any one of their things and make sure that their aromatic oil business will be resilient. Then there's this question of, well how do we optimize the spatial arrangements of, of our plants, increasing productivity with clever arrangements of trees and crops. And if you're lucky enough to have been to, to, to agricultural college. There was an example in Kenya of an agronomist who had this hyper diverse system where it was planting macadamia nuts and palm trees and cocoa and coffee and regular crops and, and timber trees and, you know, we had nitrogen fixing trees mixed in there, and, and arranging the crops and trees and livestock elements to maximize productivity is often a bit of a skill that develops over time. And finding somebody who's got those skills and gradually training up your members is is really good. You can use sequential planting often so you can if farmers need short term income but they also want to grow trees. You can also mix crops into tree planting areas in the early years, and then they can sell the timber and stuff later on, and, and thinking of agroforestry in general is a good way. To Calari that I mentioned they've, they decided to expand the planting of traditional fruits and they gave training to their members on what are the light requirements for those fruit trees which ones can you plant under shade which ones need to be more in the sun. So they, they did an agroecological training to maximize the productivity within the cocoa agroforestry systems, and this also allowed them to use those native fruits as flavors for their chocolate, which because they were indigenous fruits and local locally grown coffee cocoa for cop for chocolate. That's obviously a marketing dream of indigenous people are producing chocolate with multiple flavors from traditional fruits. So they've, as you'll see I'll take it back but they've got new buyers in Europe, because of this strategy and it's all built on spatially optimizing what they can grow in their fields. We talked a little bit about soil erosion control, stopping the soil from washing away. And, and this is really about reducing the runoff of water on on fields especially steep fields, you can use minimum tillage site techniques where you don't completely weed and plow everything. You can plant on contours, you can have fellow cycles in what is sometimes called sort of traditionally calls slash and burn agriculture and I always feel that's very unfortunate, because natural fellows can enrich and maintain soil fertility. And you can have multi story arrangements of crops and trees where erosion is much reduced because the infiltration of water into the soil is improved. And again, can Baoku in Ghana has been training members in zero tillage cultivation techniques to avoid soil erosion control pest management. In Vietnam when we went the last time really I traveled because of COVID, and there were outbreaks of pests and diseases on a number of the trees. So we need to be thinking about how do we, as the climate stresses plants, they become more susceptible to pest and disease outbreaks. It really helps to have much more varied things on your farm that separate out the crops and make it harder for the pest or the diseases to spread. Rotating your crops and so on to avoid a buildup of soil borne or surface pests and diseases. And you can do things like this group in Bolivia did where they were grafting using pest resistant cocoa varieties that had been developed in the research station. And then they came in and they began to graft them into the rootstocks of their existing cocoa groves. And that's helping them to to to get away with more pest resistance. And then enrichment. And we all know about this you can collect household waste and farm waste. You can put it in, in tubs, or you can collect animal slurry. You can plant nitrogen fixing trees which you then as hedges which you can then harvest and use that as compost. These are natural ways of enriching soil fertility which don't require farmers to buy expensive chemicals. And they also enable you to produce things organically, which can increase your market, sort of your your marketing and get better prices for your products. So, no Viva in Togo was encouraging its members towards slightly more mixed agroforestry systems using livestock goats and so on as a source of manure and composting sites to support cassava production, which was their main product. Improving their, their climate resilience. And then you the same group, you can use tree based productivity. So, legume trees have a in their roots, a rhizobium, which fixes nitrogen from the atmosphere that's that's in the soil, and, and then turns it into rich and rich proteins. And you can integrate those trees we all know them Lucina lucasephalus can be terribly weedy, glyricidia, CPM, caliandro calythosis and so on. So those sorts of trees if you grow them on farms in places where they're not going to interfere with your, with your crop, you can harvest the green manure, and then dig that in as a fertilizer into into subsequent years. And that can greatly increase your, your productivity again without needing to pay for expensive external fertilizers. It does have quite a lot of labor constraints so you need to think about it and plan it carefully. So those are some of the ecological things that you can do. Actually, you know that's quite a short list. So I think any forest and farm producer organization should be able to do all of those seven things. And there's not really much else you can do ecologically to become more resilient in the face of climate change. So let's talk about some economic options now the blue economic options. Oh, before I do that before I talk about economic options let me just give you an example of one of the economic options for being more resilient in the face of the COVID pandemic. That's the other day so I've just included a slide on it here. So what you see on the left is a website of a producer organization in Ecuador, called intact productiva which set up an online store and delivery service. They had a van, and they have those boxes those crates, and the farmer organization is producing a wide variety of vegetables and fruit in their in their farming systems. And so people could order what they want online and then the ladies in the picture will put that into crate for you and deliver it to your house, so that you don't have to go to a busy marketplace to do your shopping. So they also sell coffee and meat and and artisanal products, which the producer organization produces so it's quite a diverse it's like a supermarket on wheels, which they've developed, and they did that alongside having a market, a physical service that was specially set up to allow the social distancing in line with government regulations, so that they can sell their products. So we're going to look at some of these economic options for resilience. I talked a little bit about the COVID but we're talking here about climate resilience. So how do you diversify economically, how do you become economically more resilient. You can diversify your membership, you can, you can increase the scale of your organization, and the more product you have available, and it can be not just product of one thing, but many different types of product. The more your organization will have resilience and sustainability. An area to invest in is is in stock information. It's an effort to calculate what stock you have from your members, preferably in some kind of aggregation yard or store, so that buyers can quickly know whether you can meet their order. And the FFF has been running these trainings for timber producers on calculating through inventory, some of the timber production, so that we that the producer organization knows how much timber it can actually sell. And that gets you away from the horrible situation where you agree a contract with a buyer and then find that you can't meet the order because you don't have enough stock. That can make you much more resilient by keeping your buyers and and improving your sales information. Then you can, you can do much with the the the products you already have so you can process and package. If you refine your product packaging and marketing, then you can often reach new buyers. So we talked about this with honey putting the honey in smaller smaller bottles, but you can, you can use a product and often process it in different ways and sell it in a different packaging to different sorts of buyers with flowers and and grain products. And we've all seen some of the examples of cosmetic products over the last few days where the packaging is all important, because people want to feel it's a beautiful product. You can try and diversify the number of distribution channels the number of people you're selling your product to. You're really trying working hard to find new buyers for your products so that you're not so dependent on a single buyer and therefore you've got economic profits, even if some climate related catastrophe, stop some buyers from buying your product. So of course diversify the number of things yourself selling horizontal this diversification so growing and making new things. And that's that's we've we've seen that in several of the examples that I've just showed so the cocoa producers now doing fruit production. The aromatic oil producers in Nepal now doing fish farming and tourism. You can diversify that and that can make you resilient in the face of climate change. You can work on your marketing you can say catchy things about your product so people, people are more likely to buy it. And if there's difficulty in supplying things to a certain market because of things like co vid or, or so on then you can, you've got other options for marketing your product in other ways. And you can do vertical integration horizontal integration is when you're producing more different types of thing vertical integration is when for a particular value chain, you control more of the steps so you control the transport, you control the, the, the sales and distribution. And that's a way of diversifying economically, and all of these things will help you become more resilient to climate change. So let's look at that sort of increasing the scale of production. And we heard in our homework session this morning of a single lady I think or maybe two ladies in Liberia working on avocado production. And if you can expand the membership of these groups, get more people planting a thing, then it's much more likely that you'll attract interest from buyers. And that will, in turn, make it more likely that you'll sell your product, which will make you more resilient, if avocados is one of the things that you want to develop production of. Yeah, selling bigger volumes means that you can get bigger customers sometimes you pay better prices. So this tree nursery. Again, coming back to this tree nursery in Kenya. It developed collective marketing for the nursery so rather than a buyer having to go to a single nursery. They offered the opportunity for buyers to who wants to buy a lot of a particular species. They'll work as a group to meet those orders. And so some of the bigger clients were like the cooperative bank of Kenya, and the green belt movement, and they're asking for 100,000 ceilings, and no single nursery can meet that order. But if you can meet that order by working as a group, then obviously that's going to make you more money and all of the individual groups will be better off. And so that's that's worth thinking about improving your stock information, both keeping track of what product volumes you have and differentiating your product into different quality grades or into different product types. So for example if you're a timber producer, and you're just producing large scale trees for the saw milling market, you might be able to sell some of your trees but there are many trees that are a bit crooked, or smaller dimension. So you separate those two things so you have the best quality trees to going to the sawmill, but the smaller, more crooked trees they can go into things like fencing, or charcoal and fuel would production, and so on. And that's more money because instead of saying well we can't sell half of our trees, you find that you can sell all of them, and that can increase your, your profits and make more money. And that's what the Vietnam start cinnamon and star anise cooperative did. They realized there was a limited market for for cinnamon powder, but people were also wanting cinnamon products to put in large stews, larger bits of cinnamon water to use in as a sort of as a scent through oils. They diversified what they made out of cinnamon, and so they've got many different markets and if any one market fails, they've still got many products they can sell to other buyers. All of this keeps your revenues flowing and and and when there are challenges to that it keeps you more resilient. So there's a processing and packaging you can do. This is a no Viva in Togo, they're developing high quality packaging and labeling for four main cassava products. So tapioca, Gary, starch powder, and cassava bread flower. That's for each of those products and by making the packaging really nice and by diversifying their product, they're becoming more resilient as a business, and you've seen already some of the other ways in which they're producing resilience on the farm. So this is refining and packing products that last. If your product lasts and can store, then you can sell it in the off season when other people can't sell their product. And that gives you an advantage and makes you more likely to survive when other people can't sell their product. This is distribution channels. So try to find and diversify the outlets that sell your products. So this is coming back to this Calari chocolate and you can see all of the different varieties of chocolate that they're now selling. And because of that a Swiss chocolate manufacturer entered into a deal with them because they're selling chocolate that nobody else in Switzerland is selling. And it's from a community organization. So anybody who buys that chocolate knows that they're both helping to support sustainable agroforestry production systems. They're also benefiting indigenous people who who produce these craft that you can see in the photo. And then you can use one product to help you sell other products, if the quality is good, and you're selling to to many different sorts of markets. And then producing new things so growing and making new things. And Jeff Campbell was very much pushing the idea of a basket of products. And that was that, you know, we do want producer organizations to be resilient so we don't want a failure in one thing to mean that the whole producer organization collapses. And this group Calari in in Ecuador, as well as producing chocolate now produce other products like the vanilla you see in the photo here, and fruit and the juice and other things they sell. Yes, that's another thing they sell is this guayusa tea. We don't have that in much in Europe or Africa but it's a it's effectively just a different type of tea. And they, they can plant that in the understory of their agroforestry systems. So it's additional way of making money and better marketing. So, putting labels on that that that are attractive, having a very professional bottle or product or jar or package. So you can use visual imagery so you can develop a strong brand like this treasure and songs brand that this Madagascar company Manarivo AB is producing. So use pictures and videos that tell the story of your producers so that supermarkets can have a, you know, can have maybe some packaging where people get to learn about how buying this product will be helping poor people in rural areas. So, all of these things work to mean that your product will be the one that people buy, and the resilience of your group will continue in the face of, of changing climates and changing markets and changing politics and changing diseases. So, you see, there's this option for vertical integration. And that's to take on more stages in the value chain so instead of just making money from growing the timber. You also capture the value from transporting it, or even processing it into sawn timber and TT Gao in Tanzania has been helping local tree growers associations to take on the agro dealer role of collecting and delivering timber as a way of improving their profitability. If they're more profitable, they're more likely to be able to continue into the future. I hope that's enough. I've got to number 21 out of 30. I hope that you will download that infographic. So as a reminder of things that an organization, a producer organization like yours could do to be more climate resilient but do we have any questions so far on the, the, the information I've been putting across just now. Are there any comments in, in the chat. There was a comment on. I'm partnering with different organizations to address clarity and risk and to see I was mentioning a number of acronyms which we might not all be familiar with. Hosea is it. Yes. Our association has partnered with other climate change actors like CFU Comaco that's a company I think. Zambia Zilla Zilla fit that's a World Bank program on climate I think to fight this climate change. And I think that's absolutely super. Hosea. Yes, I think one of the ways of coping with climate change is to partner is for an organization, a producer organization to, to use its institutional structure to be a project partner. We often projects and funding climate finance both for adapting to climate change and to help mitigate climate change. And we'll talk a little bit more about that tomorrow. And one of the end points of this training will be to think, how can we use all of this climate resilience understanding to help us get climate finance flowing to producer organizations. And starting to develop those partnerships are being an implementing partner for some of these projects is a really good way to build that any other questions. I know it's a lot of information to take in. And you'll see that some of the options are things you think well we're doing that anyway because of economic reasons. It's perfectly okay. I think climate resilience, being resilient to climate change is partly about your ecological do your crop survive in a changing weather, but it's also things to do with is our organization set up to develop a diverse farming system to do our businesses are they set up to market multiple products. And, you know, do we have the technology and infrastructure to do all of that which we'll cover tomorrow. So, that's fine. We've had and I haven't had many comments from women in this group. Do any of the women farmers leaders is all of this making sense to you. They are making a lot of sense for the approach that we are using now is the best way. Every strategy or every option is being very sensitive to women's needs and making sure that we are looking at them from the eye of the fact that we can always be homogeneous in looking at the issues because the main issues and women issues are always and will never always be the same. So for me, it makes a lot of sense that you have been very, as facilitator, you have been very cautious of all these differences and you don't lose it. You don't regret mentioning them. We are so proud when you are mentioning them. And for us, I think as women leader, that's something we need to learn and know that we have the responsibility to always ensure that we are raising the issues for better understanding. And we are doing that with the men on board. Yes. And the men are beginning to understand that, look, we can move forward, especially when it comes to climate, when it comes to resilience, when it comes to risk issues, when it comes to family sustainability, come to social reproduction, there is no way and know how you can do this thing. Ignoring the other group, which is the woman, because the care is from them. The happiness of home is from them. The peace we are all looking for is from them. The economic sustainability is from them. The environmental sustainability is from them. The social sustainability is from them. So inclusiveness, diversity of opinion. Social cohesion is the only way out. And for me, this training has been very much open to that. And we should never do anything without looking at the differences in terms of who takes more of the effects and who takes more of the benefits and how would balancing the two give all of us a very sustainable environment that we are all looking for. And therefore, improve income for women, improve income for men, improve income for families, and I don't know if everybody is laughing. That's so kind of you to say those words and so much truth in them, Alima, and thank you for putting that view. I'm glad in part it's always, it's quite hard for a man presented to try and cover these issues because I've got my own perspective, but I'm glad at least we're making the case that you do have to have this consideration of women and their role and what they can do in every element of resilience. It's important. And partly as well because, you know, some of these issues are big for us, but for our children, issues of climate resilience are going to be much more important. So there's no doubt about that the data I see on the the impacts of changing climate will really affect our children so and women play such an important role in in educating and and spreading awareness of these facts so so thank you. Now, I think I've just got a two minutes left. So let's just turn quickly if we can to the homework for today. This is your last piece of homework so I hope you'll all put in some effort to it. Let me share my screen. Right down to the end. So the homework for today is for you to think about which of the options those 21 options that I presented. Are you already using in your organization. I think you might find that maybe you're doing many of these things already, but maybe then add a few one or two. Let's say one from each category, one new thing that you might think about doing that you've learned about today and would like to explore further. So first three, the orange, the green and the blue options and think which of these are we already doing and you could maybe describe in your homework. One or two things that you're already doing, but then add in well here's we learned about one new thing in the orange one new thing in the green one new thing in the blue that we might like to do a bit more of in the future. Okay. So here for everyone. And I'll ask Ali if he can just share that slide in the chat. So that anybody who who struggles to get access can just get access to that. And, and then tomorrow morning we'll, we'll start and we'll hear from hopefully some of you about examples of how you're working to become more climate resilient in your forest and farmer organizations already, and a few new ideas that this training is going to make you think about. Then I'll cover the last. I couldn't cover all the four sections today so we've got a few more options to do with physical and technological ideas that you might make you more resilient. And then I'm going to step back and talk a little bit about how do we finance all of this. I think that will will provide you with an interesting final day. Thank you for everyone who's joined today and taken part so actively. It's been a great pleasure again to be with you. And with that I'll close this training session, the fourth day of training, and we just got one more tomorrow. Thank you very much for staring at a screen for so long.