People are trained in organic production, management skills, nutrition, food processing and marketing. AGRUPAR provides producers with seeds, seedlings, poultry, guinea pigs, bees, inputs and equipment. It supports community gardens, family gardens and gardens in schools and other institutions, as well as small livestock production units. It also promotes vertical farming. Community gardens are established on communal land, or on land that the municipality rents out for a minimal price to growers, and receive an organic certification by AGRUPAR, whilst family gardens are established on individually owned land. It should be noted that that AGRUPAR does not provide official land titles. In 2018, AGRUPAR  had plans to open an additional 200 gardens.

When Mayor Rommel C. Arnado was elected in May 2010, Kauswagan was still heavily affected by the Moro conflict. The first initiative that the administration made was to understand the causes at the root of the conflict in its community. A multisector technical working group was established and sent out to the remotest areas of the municipality to discuss directly with civilian and fighters. Additionally, several peace workshops were organized in conflict-affected areas. Arnado and his staff came to the conclusion that to achieve peace and stability it was necessary to address food security, poverty, hunger and inequalities. Through this bottom-up approach, a comprehensive community driven plan for peace and development called Sustainable Integrated Kauswagen Development and Peace Agenda (SIKAD-PA) was initiated, of which the From Arms to Farms Programme is a subcomponent.

Rooted in the Danish political ambition to design policies that enable the private and public sector to become more innovative and competitive, the Minister of Agriculture put in place clear procedures for involving relevant stakeholders in order to ensure that the plan could meet the needs of the sector. Involvement was secured at the beginning of the plan development process based on a year-long consultation process and collaboration with the organic sector.

The history of governmental support to organic farming in Denmark starts in 1987, when the Danish Parliament adopted the Organic Farming Act, which laid down the basic structure of Danish organic farming policy, which still remains today. Permanent subsidies for organic farming were introduced in 1994. Early Organic Action Plans (OAPs) were established from 1995 to 1999.

The current OAP ‘Working together for more organics’ covers the period 2011 to 2020. It was revised and expanded in 2015, following a change of Government. The plan aims at doubling the land area of organic production by 2020 (against a baseline of 2007), and earmarks specific budgets over the period 2015 to 2018 to a set of different action-points. This plan was initiated by the Ministry for Agriculture and developed with the assistance of an external consultant.

Between 2003 and 2010, several pilot programmes supporting organic farming were launched, including the implementation of bio-villages where farmers were trained in organic farming practices and the production of organic inputs such as composting, organic fertilizers and organic pesticide using with local plants and cow urine. During this period, the government also invested substantially in the construction of vermicomposting pits. By 2009, more than 100 villages had benefited from these programmes, reaching 10,000 farmers in all four districts of the state.

Under the Sikkim Organic Mission, launched in 2010, a number of additional actions to support organic agriculture were implemented, including capacity building, organic seed and planting material production, setting up a seed and soil testing laboratory, operation of Sikkim Organic retail outlet at New Delhi, the inclusion of organic farming in school curricula, the conversion of the two state government farms at Nazitam and Mellidara, which became Organic Centres of Excellence for conducting organic farming demonstrations and trials, and the launch of three livelihood schools as training centres for unemployed youth.

Once demonstration sites are selected, local ASM groups receive training and are contracted to implement FRM through six steps:

1. Preparation & Planning: degradation, boundary, hydrological & equipment assessments; labor, volume estimates; waste management; OHS standards
2. Technical Rehabilitation: infill, regrading and reprofiling; use of limited mechanisation
3. Topsoils: identification, conservation and re-distribution across sites
4. Biological Rehabilitation: topsoil enrichment ; natural regeneration assessments; identification of native and key vegetation communities; seed collection; seeds and natural fertilizers distribution into topsoils; tree, shrub and grass plantings
5. Mitigation Hierarchy: integrating rehabilitation planning into active ASM design and operations so as to reduce primary environmental impacts and unnecessary rehabilitation efforts
6. Handover of completed rehabilitation site to relevant government administrations for approval/sign-off

Acknowledging and identifying conflicts between ministries and sectoral stakeholders is important. It is important at the early stages of an initiative to recognise these problems and to establish and work through a consultative platform to make the case for a methodology that is of value to all stakeholders, that is inclusive of artisanal miners and the stakeholders impacted by such mining as well as government ministries. It is only through such collaboration that a methodology can be developed that addresses environmental concerns, meets artisanal miners needs for performance-based incentives and access to land, and can be valued by government in formalising condition-based permitting for mining. It is within the context and platform of engagement that the FRM can be demonstrated to be of value to all stakeholders, and deliver outcomes at the local as well as national level.

The farmers together with the technical advice by the agricultural extension service by the cooperative "Agra va Iqlim" get the opportunity to purchase directly the appropriate packages of seeds, fertilizer, pesticides and other agrochemicals. As these purchases are needed at the begin of the growth season, when financial means are scarce, they are partly provided on loan basis under affordable conditions (interest rate below normal market rates).

Irrigation water can be used from different sources. In the region, where the solution is implemented these are:

- the Syrdarya river, from where it is pumped through large pipelines;

- irrigation canals;

- wells;

- small springs, which are captured by simple means;

- rainwater collection from the roofs of houses.

The different water sources are related to a diversity of governance systems. The regional government owns and maintains large pipelines and canals, medium irrigation canals are in the responsibility of district water management authorities and smaller structures are cared for by the communities or by individual farmers.

Depending on the amounts of irrigation water available and the associated costs there are increasingly new and water efficient technologies applied for irrigation of the lands.

Working together with other stakeholders for synergy helps in ensuring success.

Pooling human, technical and financial resources helps in achieving more for less time and money, and also helps curb replication of solutions.

All partners and the community are actively involved in the entire process thus each party takes ownership resulting to success.