Two decades of community forestry in Nepal: What have we learned?
Two decades of community forestry in Nepal: What have we learned?
Two decades of community forestry in Nepal: What have we learned?
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<strong>Two</strong> <strong>decades</strong> <strong>of</strong> <strong>community</strong> <strong>forestry</strong> <strong>in</strong> <strong>Nepal</strong>: <strong>What</strong> <strong>have</strong> <strong>we</strong> <strong>learned</strong>?<br />
Analysis <strong>of</strong> the harvest<strong>in</strong>g regime <strong>of</strong> 178 cluster CFUGs <strong>in</strong>dicate that there is an<br />
<strong>in</strong>creased trend <strong>of</strong> the harvested timber both <strong>in</strong> terms <strong>of</strong> the number <strong>of</strong> groups<br />
and the volume <strong>of</strong> timber In 2006, 120 CFUGs harvested 85,758 cubic feet (some<br />
2,428 m³), whereas <strong>in</strong> 2010 the number reached 150 CFUGs, which collectively<br />
harvested 174,337 cubic feet (some 4,936 m³) timber. Nevertheless, harvest<strong>in</strong>g<br />
rates still fall <strong>we</strong>ll below prescribed allowable cuts, <strong>in</strong>dicat<strong>in</strong>g that CFUGs are more<br />
conservative than the Department <strong>of</strong> Forests.<br />
In conclusion, much experience and many lessons <strong>have</strong> been generated from<br />
NSCFP’s support for forest-based enterprises. The challenges <strong>in</strong> each value cha<strong>in</strong><br />
are different, although there are common threads. One is the diffi culty <strong>of</strong> break<strong>in</strong>g<br />
<strong>in</strong>to markets that are already <strong>we</strong>ll controlled by exist<strong>in</strong>g companies. A more<br />
fundamental and critical one is the <strong>of</strong>fer <strong>of</strong> local wage labour opportunities - always<br />
seen as an important aspect <strong>of</strong> be<strong>in</strong>g pro-poor, with the disadvantaged hav<strong>in</strong>g<br />
priority. Figures <strong>in</strong>dicate that DAGs took up nearly 20,000 days <strong>of</strong> employment<br />
<strong>in</strong> NSCFP-supported forest-based enterprises <strong>in</strong> the fi scal year 2009-2010. Yet<br />
for three districts, this is small amount. Rather than simply generat<strong>in</strong>g paid labour<br />
opportunities, the real challenge has proven to be the generation <strong>of</strong> jobs that pay<br />
<strong>we</strong>ll, regularly and reliably, and thus allow those concerned to work with dignity.<br />
Given that alternative options exist (especially out-migration), until forest-based<br />
enterprises can <strong>of</strong>fer good employment conditions they will tend to struggle <strong>in</strong><br />
meet<strong>in</strong>g their labour needs. F<strong>in</strong>ally, there are many policy issues – evidenced by<br />
obstructive rules and regulations – that effectively <strong>in</strong>hibit opportunities for CFUGs<br />
to establish viable commercial enterprises. General forest policy issues are<br />
discussed n the fi nal section.<br />
Key issues for the future<br />
• Whilst the tripartite arrangement <strong>of</strong> enterprises <strong>in</strong> which shares are held by the<br />
identifi ed poor, CFUGs, and private <strong>in</strong>vestors did not prove highly successful <strong>in</strong><br />
all cases, the concept <strong>of</strong> promot<strong>in</strong>g equitable enterprises rema<strong>in</strong>s valid. Future<br />
efforts should focus on promot<strong>in</strong>g bus<strong>in</strong>ess partnerships bet<strong>we</strong>en CFUGs<br />
and private concerns, with a pr<strong>of</strong>essional manager employed to take daily<br />
management decisions, and strategic decisions taken by a representative<br />
board <strong>of</strong> directors. The directors should also be aware that the payment <strong>of</strong><br />
dividends to CFUG members as soon as possible after establishment is a<br />
crucial factor <strong>in</strong> establish<strong>in</strong>g a sense <strong>of</strong> ownership <strong>in</strong> the enterprise.<br />
• Focus<strong>in</strong>g on specifi c value cha<strong>in</strong>s is essential to understand the <strong>in</strong>tricacies <strong>of</strong><br />
supply and demand. Through this understand<strong>in</strong>g, decisions can be taken on<br />
which <strong>in</strong>terventions where along the cha<strong>in</strong> hold greatest potential to <strong>in</strong>crease<br />
pr<strong>of</strong>i ts for the CFUGs. Us<strong>in</strong>g this lens, particularly opportunities for the poor<br />
and disadvantaged can also be identifi ed.<br />
• The maximisation <strong>of</strong> commercial opportunities for CFUGs should be a<br />
clear policy priority. With this, there should be a thorough assessment and<br />
re-writ<strong>in</strong>g <strong>of</strong> the numerous rules, regulations and other obstacles currently<br />
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