Two decades of community forestry in Nepal: What have we learned?

Two decades of community forestry in Nepal: What have we learned?
Some NGOs have interpreted and criticised this new funding modality as an
undermining of their role and source of funding by the project, claiming that they
have been “raised” by the project and then left to fend for themselves “before
they can walk”. They have particular doubts about the creation of a new cadre of
currently project-hired individuals. They also doubt that CFUGs will ever be able to
afford all the services that NGOs can provide.
“NSCFP has prepared high level technicians in the forestry sector whose services are too
high for CFUGs to afford…NSCFP should provide middle level technicians/facilitators and
coordinate with local agencies and CFUGs to mobilise them.”
Bhola Khatiwada, COFSUN
“NSCFP has not made NGOs self sustained by optimising the capacity of local human
resources. So NGOs are still dependent on donors and projects.”
Ramesh Sunam, Forest Action
From the project perspective, an undermining of local NGOs was neither an explicit
intention nor an inevitable result; the undesirability of relying on a single project
for work was always made clear. Direct funding allows the CFUGs to choose
which services they require, and which NGO they would like to perform them. In
practice, it is diffi cult to draw any conclusion on the results of the new fund fl ow
mechanism, as there has not been enough time for a full evaluation. First
experiences are discussed in Chhetry (2010). Proponents point to the skills and
confi dence that lead CFUGs have gained, especially in fi nancial management.
On the more negative side, the selection of one CFUG in a VDC may have
favoured certain groups over others, re-igniting old village animosities or power
struggles. This is likely to be very context-specifi c - but it is certain that such selective
processes carry an inherent danger of inequity, however carefully made.
Box 2: A Lead CFUG in practice
Dikidabre Setobhir CFUG of Rasnalu VDC in Ramechhap has been managing services
in Rasnalu VDC since 2009. Formed in 2004, this CFUG has a forest area of 149.25
hectares and 303 member households. Dikidabre was selected as one of the lead CFUGs for
its good governance practices such as leadership by a strong female chairperson, a socially
inclusive management committee, democratic manner of decision making, regular and
timely general assemblies, well kept records (both meeting minutes and accounts), sound
fi nancial management system, demonstrated commitment towards sustainable forest
management, and active pro-poor support through the commercialisation of forest
products.
Once the lead CFUG started to function, the CFF Ram K. Shresth observed an
improvement in coordination among the VDC stakeholders which has resulted in
increased synergies, and reduced duplication of efforts and transaction costs amongst the
CFUG members. Moreover, this approach has promoted a decentralised system of fund
disbursement and has helped to build CFUGs’ capacity as a fund and staff manager. The
result is an increased sense of ownership over, and responsibility for, the project funding.
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