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Estudio de Caso

Small and Medium Enterprise

Development for Poverty Reduction

Opportunities and Challenges in Globalizing Markets

Desarrollo de Pequeas y Medianas Empresas

Forestales para la Reduccin de la PobrezaOportunidades y Desafos en Mercados Globalizantes

Conference proceedingsMemorias de conferencia

Tropical Agricultural Research and Higher Education Center (CATIE)Centro Agronmico Tropical de Investigacin y Enseanza (CATIE)

Turrialba, Costa Rica, 2007

Technical Series. Technical Meetings no. 12Serie tcnica. Reuniones tcnicas no. 12


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The Trpical Agricultural Research and Higher Educatin Center (CATIE) is a reginal center dedicated t researchand graduate educatin in agriculture and the management, cnservatin and sustainable use f natural resurces. Itsregular members include the Inter-American Institute fr Cperatin n Agriculture (IICA), Belize, Blivia, Clmbia,Csta Rica, the Dminican Republic, El Salvadr, Guatemala, Hnduras, Mexic, Nicaragua, Panama, Paraguay and

Venezuela. CATIEs cre budget is strengthened by generus annual cntributins frm these members.

El Centr Agrnmic Trpical de Investigacin y Enseanza (CATIE) es un centr reginal dedicad a la investigaciny la enseanza de psgrad en agricultura, manej, cnservacin y us sstenible de ls recurss naturales. Sus miem-brs regulares sn el Institut Interamerican de Cperacin para la Agricultura (IICA), Belice, Blivia, Clmbia,Csta Rica, El Salvadr, Guatemala, Hnduras, Mxic, Nicaragua, Panam, Paraguay, Repblica Dminicana yVenezuela. El presupuest bsic del CATIE se nutre de genersas aprtacines anuales de ests miembrs.

Trpical Agricultural Research and Higher Educatin Center, CATIE, 2007. Centr Agrnmic Trpical de Investigacin y Enseanza, CATIE, 2007.

ISBN 978-9977-57-450-9

Credits/Crditos

Editr/EdicinRee Sheck

Translatin/TraduccinRsa Irene SchielzethLucinda Taft

Design/DiseSilvia Francis

DiagramacinRc Jimnez

Printed by/Impres enCoNLITH


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Una Conferencia Internacional sobre

Desarrollo de Empresas Forestales

en CATIE, Costa RicaJason Donovan 6

Aspectos Crticos para la Forestera

Comercial en Pequea Escala

David Kaimowitz 10

Organizacin de Empresas Basadas

en PFNM para la Reduccin de la Pobreza:

lecciones del Sahel Africano Occidental

Yacouba Ouedraogo,

Ludovic Conditamde y Tony Hill 14

Desarrollo Empresarial para la

Comercializacin de Madera

en el Bosque Comunitario en Camern

Leonard Sprik, Rolf Schinkel

y Maurice Schill 28

Empresas Comunitarias

Ecotursticas para la Reduccin

de la Pobreza:l

ecciones de GambiaKanimang Camara 42

Un Paradigma del Desarrollo de la Empresa

Forestal en Nepal: Creando un Centro

de Poder para Reducir la Pobreza Rural

y Promover la Conservacin

Surya Binayee y Sushil Gyawali 54

Organizacin de Empresas Comunitarias

de Biocomercio: Lecciones de la

Implementacin de la MetodologaAyDM en Colombia

Paola Andrea Lozada Perdomo

y Jos Antonio Gmez Daz 74

Contenido Table of contents

An International Conference

on Forest Enterprise Development

at CATIE, Costa RicaJason Donovan 7

Critical Issues for Small-Scale

Commercial Forestry

David Kaimowitz 11

Organization of Community-Based

NTFP Enterprises for Poverty Reduction:

lessons from the West African Sahel

Yacouba Ouedraogo,

Ludovic Conditamde and Tony Hill 15

Business Development Support

in Cameroon for Commercialization

of Community Forest Timber

Leonard Sprik, Rolf Schinkel

and Maurice Schill 29

Community Ecotourism Enterprises

for Poverty Reduction:

lessons from The GambiaKanimang Camara 43

A Paradigm of Forestry Enterprise

Development in Nepal: Creating a

Powerhouse to Reduce Rural Poverty

and Promote Conservation

Surya Binayee and Sushil Gyawali 55

Organization of CommunityBased

Biocommerce Enterprises: Lessons

in the Implementation of theMA&D Methodology in Colombia

Paola Andrea Lozada Perdomo

and Jos Antonio Gmez Daz 75


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De Proyecto a Organizacin Independiente:

la Prestacin de Servicios Forestales

para el Manejo del Bosque en el

Centro-Sur de la Amazona EcuatorianaMarco Romero R. 88

Desarrollo de Empresas Forestales

Comunitarias en Guatemala: un Estudio

de Caso de la Cooperativa Carmelita R.L.

Dietmar Stoian, Aldo Rodas

y Jason Donovan 98

La Empacadora y Comercializadora

de Hongos Silvestres en Los Pueblos

Mancomunados de Oaxaca, MxicoFabrice Edouard 114

Promocin de Cadenas de Valor de

Productos Forestales en la Amazona

Peruana: el Caso de Camu Camu

Rafael Meza Castro, Marly Cristina Lpez

Rengifo de Sarmiento y John Belt 128

Hacia un Ambiente Favorable

para el Desarrollo de Pequeas

y Medianas Empresas ForestalesJason Donovan, Dietmar Stoian,

Sophie Grouwels, Duncan Macqueen,

Arthur van Leeuwen, Gemma Boetekees

y Ken Nicholson 140

From Project to Independent

Organization: Providing Forest

Management Services

in the South-Central Ecuadorian AmazonMarco Romero R. 89

Community Forest Enterprise

Development in Guatemala: a Case Study

of Cooperativa Carmelita R.L.

Dietmar Stoian, Aldo Rodas

and Jason Donovan 99

Wild Mushroom Processing and Trading

by Indigenous Community-Based

Forest Enterprises in Oaxaca, MexicoFabrice Edouard 115

Promoting Forestry-Product Value Chains

in the Peruvian Amazon:

the Case of Camu Camu

Rafael Meza Castro, Marly Cristina Lpez

Rengifo de Sarmiento and John Belt 129

Toward an Enabling Environment

for Small and Medium

Forest Enterprise DevelopmentJason Donovan, Dietmar Stoian,

Sophie Grouwels, Duncan Macqueen,

Arthur van Leeuwen, Gemma Boetekees

and Ken Nicholson 141


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7

Introduction

In May 2006, nearly 200 participants representing fr-

est cmmunities, businesses, develpment agencies,

gvernmental rganizatins and research centers in

35 cuntries gathered in Turrialba, Csta Rica, t

discuss critical issues facing the develpment f small

and medium frest enterprises (SMFEs) in the trp-

ics and hw t best vercme them. The cnference,

titled Develpment f Small and Medium Frest

Enterprises fr Pverty Reductin: opprtunities

and Challenges in Glbalizing Markets, held atCATIE (Trpical Agricultural Research and Higher

Educatin Center), addressed three main themes:

1) prmtin f enabling plitical and institutinal

framewrks, 2) integratin f SMFEs int value

chains, and 3) enhancement f external supprt ser-

vices fr SMFE grwth and develpment.

The cnference prvided a frum fr presenting criti-

cal thinking and practical experiences n sme f the

mst imprtant issues facing SMFE develpment,

especially the recnciliatin f pverty reductin and

sustainable resurce management gals. The fllw-

ing key questins guided ur discussins:

What is the actual and ptential rle f SMFEs in

pverty reductin strategies and sustainable frest

management?

What have we learned abut prmting SMFE

develpment in Asia, Africa and Latin America

and their successful integratin int value chains

f frest prducts?

Hw can plitical, legal and institutinal frame-

wrks be adjusted fr mre successful SMFE

develpment and increased pverty reductin?

In the cnference keynte address, David Kaimwitz,

prgram fcer fr Envirnment and Develpment

at the Frd Fundatin, pinted ut several favrable

market trends fr SMFE ver the cming decades. Fr

example, urban dmestic markets fr furniture, cn-

structin wd, medicinal plants, charcal and ther

frest prducts are grwing rapidly in many develp-

ing cuntries. Cultural and ecturism generates new

markets fr frest services and stimulates demand

fr cmplementary prducts, such as handicrafts.

Certicatin and fair trade have pened new pprtu-

nities in internatinal markets. on the technical side,

relatively minr investments in drying, string, grading,

prcessing, packaging, branding and negtiating can

greatly imprve prtability. In additin, the plitical

legal framewrk fr SMFE develpment in severaltrpical cuntries has imprved in recent decades.

Glbal mvement tward greater demcracy and the

dismantling f parastatal agencies and mnplies

has pened new spaces fr small-scale, cmmercial,

frest-based activities. Lcal, prvincial, natinal and

reginal assciatins f small-scale frestry prducers

have emerged in varius cuntries. Develpment agen-

cies fcus n the Millennium Develpment Gals has

encuraged cnservatin rganizatins t pay mre

attentin t pverty in frested areas.

The cnference included 46 invited presentatins,1 f

which 12 fcused n macr-level analysis by research-

ers and industry experts and 34 fcused n specic

experiences in the develpment f SMFEs, prm-

tin f enabling framewrks, r design and delivery

f technical, business and nancial services, delivered

by representatives frm SMFEs, gvernment agen-

cies and nngvernmental rganizatins (NGos).

These presentatins highlighted that signicant chal-

lenges remain fr the develpment f viable SMFEs

and that gvernment and nngvernmental agencies,

as well as SMFEs and their business partners, have

imprtant rles t play. Gvernments are urged t

play a mre prductive rle in strengthening SMFEs,

including the granting and enfrcing f legal access

t frest resurces, curbing illegal lgging and unsus-

tainable harvesting f nntimber frest prducts

(NTFPs) t reduce unfair cmpetitin, and simplify-

ing bureaucratic prcedures fr SMFE registratin.

An International Conference

on Forest Enterprise Development at CATIE, Costa Rica

1 These presentations are available on the conference Web site. See www.catie.ac.cr/econegociosforestales/conference.


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Introduction

Financial incentives, including tax breaks fr start-up

SMFEs and lcal and/r green purchasing plicies

represent psitive steps in this directin. Discussins

emphasized the need fr SMFEs t imprve their

wn cmpetitiveness by upgrading their technical,

business and nancial capacities and establishinglinkages with ther SMFEs and service prviders.

Fr sme SMFEs, their rganizatin int secnd-level

assciatins is cnsidered effective fr facilitating the

upgrading prcess. Regarding the external-service

envirnment, increased emphasis must be placed

n training a critical mass f prviders f techni-

cal, business develpment and nancial services.

Incentive-based mechanisms fr service design and

delivery are essential t ensure increased impact and

sustainability f these services. Specic credit lines

and related services need t be develped accrding

t the unique needs f SMFEs. Increased quality andcverage f technical and business develpment ser-

vices are required fr SMFEs t increase value adding

t their timber and NTFPs thrugh quality, prcess-

ing, certicatin if indicated, and imprved marketing

skills. This stresses the need fr clear labr divisin

amng NGos, develpment agencies and cmmer-

cial business develpment service prviders, as well

as greater linkages between service prviders and

plicy-makers thrugh infrmatin services and/r

supprt netwrks. NGos, industry and scial rga-

nizatins, and develpment agencies can accelerate

the SMFE develpment prcess by facilitating multi-

stakehlder negtiatins fr better plicies, imprved

business envirnments and cnict management t

address cntext-specic challenges.

Amng the 34 case studies presented at the cnfer-

ence, we selected 10 fr inclusin in these prceedings.

our selectin aimed t capture as much variatin as

pssible in terms f lcatin (Asia, Africa and Latin

America), prduct/service (timber, NTFPs, turism)

and perspective (gvernment, SMFE and service

prvider). Tgether, the selected case studies pr-

vide the state f the art with regard t the practices

and the limitatins and pprtunities fr SMFE

develpment. We begin with the keynte address

by David Kaimwitz utlining the critical issues fac-

ing the develpment f SMFEs in the trpical wrld.

This is fllwed by the 10 selected case studies. We

cnclude with a plicy brief that translates the maincnclusins f the cnference int plicy recmmen-

datins fr SMFEs, gvernment agencies, NGos and

dnrs.

The planning and rganizatin f this cnference was

a jint effrt. our special thanks g t FAos Frest

Plicy and Institutins Service, with whm we cn-

ceived the idea fr this cnference and wh played

a critical rle in its rganizatin and in securing

nancial supprt. The Inter-American Develpment

Bank (IDB), thrugh its Multilateral Investment

Fund (MIF); the CATIE prject Strengthening theCmpetitiveness and Envirnmental Perfrmance

f Small and Medium Frest Enterprise in Central

America; and the Interchurch organisatin fr

Develpment C-peratin (ICCo) cntributed sig-

nicantly t nancing the cnference. The Netherlands

Develpment organisatin (SNV)Latin America,

the Center fr Internatinal Frest Research (CIFoR)

and Rainfrest Alliance prvided valuable lgistic

supprt and facilitated the participatin f varius

persns. Special thanks are due t Stacy Sesnie, whse

excellent rganizatinal skills kept the cnference n

track ver many mnths. We wuld be remiss with-

ut thanking CATIE supprt staff, t many t name

here, wh played a critical rle in managing nan-

cial accunts, transprting and ldging participants,

and securing freign travel visas, amng ther tasks.

Finally, we thank the CATIE Cmmunicatins Unit

fr putting these prceedings tgether.

on behalf f the cnference rganizing cmmittee,

Jasn Dnvan

CATIE

Turrialba, Csta Rica


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11

Keynote Address

1 Former director general of the Center for International Forestry Research (CIFOR), currently program ofcer, Environment and Development, FordFoundation, Mexico City.

Critical Issues for Small-Scale Commercial Forestry

David Kaimowitz1

It has been nearly 30 years since the Eighth Wrld

Frestry Cngress in Jakarta, Indnesia, which gave

birth t mdern cmmunity frestry. Fr mst f

that perid, glbal cmmunity frestry effrts have

fcused largely n subsistence-type activities and

imprving the frests cnditin. Peple have nly

recently begun t see small-scale cmmercial frest-

based activities as a ptentially imprtant surce f

ecnmic dynamism and reginal develpment. Thatis partly because new pprtunities have pened

up fr this type f activity that simply didnt exist

befre.

Small farmers, indigenus peple and peple in

ther cmmunities have greatly increased the share

f develping cuntry frests that they wn r ver

which they have lng-term rights. These grups cur-

rently cntrl at least a quarter f thse frests, which

is a majr asset they culd ptentially use t btain

incme. In Latin America this largely takes the frm

f indigenus territries, ejidos, cmmunity frestry

cncessins, extractive reserves and small-scale agr-

frests. Suth Asia has village schemes designed t

rehabilitate degraded frests. China has distributed

large areas t individual small farmers. Africa and

Indnesia have slwly recgnized cmmunities tra-

ditinal rights.

Sme market trends favr small-scale frest-based

enterprises. Urban dmestic markets fr furni-

ture, cnstructin wd, medicinal plants, charcal

and ther frest prducts are grwing rapidly in

many develping cuntries. In Brazil, China, India,

Indnesia, Suth Africa and Thailand, large cm-

panies want t buy mre pulpwd frm small

farmers. Turism generates new markets fr handi-

crafts. Certicatin and fair trade may als pen

pprtunities.

Small imprvements in drying, string, grading, pr-

cessing, packaging, branding and negtiating can

greatly imprve prtability. often it will be better

fr small farmers and cmmunities t partner with

peple with experience in these areas rather than tak-

ing them n themselves.

Glbal mvement tward greater demcracy and the

dismantling f gvernment parastatals and mnp-lies has pened new spaces fr small-scale cmmercial

frest-based activities. Lcal, prvincial, natinal and

reginal assciatins f small-scale frestry prduc-

ers have emerged in varius cuntries. Develpment

agencies fcus n the United Natins Millennium

Develpment Gals has encuraged cnservatin

rganizatins t pay mre attentin t pverty.

Despite all these psitive trends, hwever, signicant

cnstraints t small-scale frestry enterprises remain.

Despite substantial prgress with regards t frest

tenure, much remains t be dne. Gvernment regula-

try, nancial, trade and scal plicies all tend t favr

wealthier grups. There are signicant ecnmies

f scale in many frestry activities, and lw-incme

husehlds ften lack the necessary skills, resurces

and infrmatin t cmpete.

Small-scale enterprises need a level playing eld.

Gvernment regulatins ften discriminate against

small-scale enterprises. Regulatins require paper-

wrk that these smaller businesses cannt affrd,

favr prducts and practices mre suited t larger

peratins, and insist prducers hire prfessinal fr-

esters. This frces many small enterprises t perate

illegally, even when they manage their frests better

than larger legal peratins. Small prducers have

less mney t pay fr bribes than big cmpanies d

and the bribes they d pay cut int their prts.


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13

Gvernment trade and scal plicies als frequently

supprt larger prducers. opening the Chinese and

Indian markets t pulp imprts is a majr threat t

small-scale plantatin grwers, as is the pening f

Mexics markets t the United States and Chile.

Many gvernments have explicit incentives fr large-scale plantatin develpment and indirectly subsidize

large prducers thrugh varius mechanisms, which

make it harder fr small prducers t cmpete.

Few nancial services, surces f technical and market

infrmatin, and training pprtunities are avail-

able fr small-scale frest-based enterprises. Mst

prgrams and prjects designed t supprt micr-

enterprises have little experience with r interest in

these activities.

The technical assistance and training prgrams that

d exist tend t take a tp-dwn and techncratic

apprach. It is imprtant t nd ways t help prvide

small farmers, indigenus peples and cmmunities

with the skills and infrmatin they need withut

being paternalistic and detracting frm their cntrlver the prcess.

T build a dynamic cmpetitive sectr f small-

scaled frest-based enterprises requires majr plicy

refrms as well as better public and private supprt

services. Research and exchanges f infrmatin and

experiences can help identify the bttlenecks, make

the case fr plicy refrms and prvide small-scale

cmmercial prducers with infrmatin they need t

succeed.

Keynote Address


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15

1 NTFP-basedenterprises

inBurkinaFasoandMali

Burkina Fas and Mali are amng the prest cun-

tries in the wrld. Mre than 85% f the ppulatin

survives n an incme f less than $2 a day. The majr-

ity f the ppulatin lives in rural areas and is heavily

dependent n agriculture and highly vulnerable t

seasnal fd shrtages and crp failure due t anincreasingly erratic climate, with few pprtunities t

diversify the rural ecnmy. Rural cmmunities suffer

frm their gegraphical islatin frm markets and

pr transprt and cmmunicatins infrastructure,

and as a result, market chains are prly crdinated

and prducers are nt well-rganized t negtiate a

better deal in the marketplace.

Thugh there are still signicant frest resurces in

Burkina Fas and Mali, they are under pressure frm

unsustainable land uses that threaten envirnmental

security. With ppulatin increases and agricultural

intensicatin, frest resurces are becming increas-

ingly depleted. T reverse this trend, rural cmmunities

need clear incentives t invest in sustainable frest

management. They als need t establish the right t

manage the frest resurces upn which they depend.

Rural husehlds tend t be inexperienced in busi-

ness management and have limited access t market

infrmatin. Lw educatin ften mean a lack f

business planning skills and rganizatin amng the

prducers, plus very limited access t nancial capi-

tal. only ne in 20 villagers in the prject wrking

area has received a lan t supprt marketing f nn-

timber frest prducts (NTFPs). In additin there

are shrtcmings in the legal, plicy and institutinal

framewrk, including the prvisin f technical, busi-

ness and nancial services. Rural cmmunities ften

lack bth the technical capacity and basic materials t

invest in NTFP enterprises and the management f

frest resurces upn which these depend. They needsupprt t identify and develp viable enterprises,

build entrepreneurial cmpetency, facilitate strategic

alliances and frward market linkages.

T address these issues TREE AID2 jined frces with

varius gvernment departments and lcal NGos

tgether with the United Natins Fd and Agricultural

organizatin (FAo) t launch a pilt fr prmtin f

cmmunity micrenterprises based n NTFPs. This pilt

prject adpted a Market Analysis and Develpment

(MA&D) apprach fr rganizing small prducers

int enterprises that extract and prcess NTFPs. The

MA&D apprach,3 especially develped fr applica-

tin in areas with high illiteracy and limited access t

markets, enables pr rural husehlds t assess pten-

tial returns and risks assciated with different strategies

fr the develpment f NTFP-based enterprises. The

MA&D apprach is the underlying strategy fr the

Village Tree Enterprise (VTE) prject.

2 ImplementationofMA&D

inBurkinaFasoandMali

Launched in January 2005, the 18-mnth pilt prj-

ect aims t strengthen capacities in Burkina Fas and

Organization of Community-Based NTFP Enterprises

for Poverty Reduction: Lessons from the West African SahelYacouba Ouedraogo, Ludovic Conditamde and Tony Hill1

1 Respectively, program coordinator, projects ofcer and program support director for Tree Aid West Africa. Contact: [email protected].

2 TREE AID is a UK-based NGO focused on empowering poor families, and especially women, to unlock the potential from trees to meet their basicneeds and generate income and by raising awareness of the power of trees improve forest-based livelihoods, www.treeaid.org.uk.

The approach comprises three phases: Phase 1: Assessing the Existing Situationinventories existing resources and products, identies thosealready providing income for local people, determines their nancial objectives and eliminates nonviable products. Phase 2: Identifying Products,Markets and Means of Marketingstudies the feasibility of developing the most promising products, identies potential markets and discussesmeans of marketing. Phase 3: Planning Enterprises for Sustainable Developmentchoice of products for development is further rened; enter-prise strategies and business plans are prepared; future entrepreneurs are guided through a pilot phase and training, learning to monitor progressand to adapt when change is needed.

Case Study


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17

Mali, bth at natinal and lcal levels, n the devel-

pment f small-scale, cmmunity-based tree and

frest prducts enterprises using the MA&D apprach

develped by FAo. VTE expands the scpe in f the

MA&D methdlgy in terms f cverage, partner-

ship, prducer rganizatinal develpment and NTFPplicy develpment. The prject is supprted by

United Kingdm (UK) charitable dnatins, ntably

thrugh the Big Lttery Fund. The MA&D pilt is

nw integral t the VTE initiative, which is a subpr-

gram f the Tree Aid 15-year Cmmunity Frestry

and Livelihd Prgramme.

The VTE bjective is t enable pr rural huse-

hlds t derive reliable incme frm cmmunity

enterprises based n frest prducts and services.

Expected results ver the ve-year implementatin

are 1) husehlds are able t plan, crdinate andnance small enterprises based n frests and NTFPs;

2) rural cmmunities develp the skills, knwledge

and incentives t sustainably manage their frest and

tree resurces t supprt frest-based enterprises; 3)

gvernment actin is taken t create the right envi-

rnment s that cmmunity-based frest enterprises

have the greatest chance f success; 4) capacity is

enhanced in bth public and nngvernmental rga-

nizatin (NGo) sectrs t supprt incme generatin

frm tree- and frest-based enterprises.

Strategies fr facilitatin at village levels included

theretical training, fllwed immediately by eld

applicatin in pilt sites. Staff frm gvernment

departments wrked alngside NGo staff. Village

entrepreneurs carried ut lcal market surveys, while

cnsultants did natinal market surveys t ll infr-

matin gaps. Husehld surveys were cnducted t

establish prject baselines.

Lcal partners are respnsible fr all eld activities.

TREE AID maintains regular cntact with ur part-

ners t prvide supprt in the eld. FAo expertise

is cntributing t the mnitring and evaluatin pr-

cess, which invlves six mnthly activity mnitrings

by lcal partners with supprt and versight by TREE

AID; self-evaluatin thrugh annual reviews at the

village level; annual prgress reviews led by lcal

partners with participatin f TREE AID staff; and

baseline husehld surveys with repeat sampling f

key indicatrs. Full fllw-up surveys are planned fr

years three and ve, with partial surveys fr selected

indicatrs in years tw and fur, with a mid-term prj-

ect review (lking at evidence f brader impacts f

the prject n livelihds, disaggregating these by

gender; examining links between results t date and

bth specic and verall prject bjectives; reevaluat-

ing the prject design; and rening and refrmulatingplans accrdingly fr years fur and ve).

Selectin f beneciary grups thrugh the MA&D

methdlgy invlved participatry and iterative

prcesses and tls t ensure equal pprtunities fr

the participatin f all sectins f the prject target

grup. Target grup identicatin started at a wider

scale (village level) with the participatin f all vil-

lagers interested in NTFP enterprise develpment.

Phase 1 f the MA&D apprach invlved 2,452 par-

ticipants in 23 prject villages in the rst rund. With

the supprt f the prject facilitatrs, ptential entre-preneurs carried ut further analysis thrugh MA&D

during Phase 2, including an assessment f their wn

interest, capacity and skills fr NTFP business devel-

pment. Frm this, prcess 230 ptential interest

grups f entrepreneurs ttaling 1,032 members in

the 23 villages have been frmed at Phase 3.

The prject baseline was acquired thrugh a huse-

hld survey undertaken in March 2006. The survey

was undertaken within the framewrk f the mnitr-

ing and evaluatin (M&E) system f the VTE prject

t prvide TREE AID and prject partners with data

t permit the evaluatin and dcumentatin f change

experienced by prject participants ver the duratin

f the prject. The survey cvered participants frm

19 villages at fur different prject sites in Burkina

Fas. The MA&D prcess started in these villages

in February 2005, with cmpletin set fr July 2006.

In ttal 200 participants were interviewed, 50 at each

prject site. The sample was stratied by prduct inter-

est grup and within each stratum participants were

selected at randm. The questinnaire was designed

t cllect infrmatin n each f the indicatrs cited

in the outcmes Tracking Frm and t gather back-

grund sciecnmic data. The questinnaire was

administered by partner NGos.

3 LocalresourcesforNTFP-based

enterprisedevelopment

The majrity f prject participants have sme prir

experience f marketing NTFPs, and in abut ne-

third f cases this experience spanned mre than

Lessons from Burkina Faso and Mali


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1

ve years. Mst respndents perceived an increas-

ing demand fr NTFPs: rapidly increasing, 16.5%;

increasing, 58%; decreasing, 11%; rapidly decreasing,

0.5%; n respnse, 14%.

Key factrs cited as creating pprtunities relative tmarketing f NTFPs at the lcal level included:

strng demand fr specic prducts

availability f specic prducts

skills in prductin

pssibility f bulk prductin

lng shelf life f specic prduct

lcal manufacturer f equipment

imprved rganizatin f small prducers and

cmmunities

Factrs at the prvincial, reginal and natinal levels

included: strng demand, knwn buyer

supprt by NGos with cmmunicatin and cr-

dinatin with small prducers and cmmunities

imprved rad and cmmunicatin cnnectins t

natinal markets

At the internatinal level, factrs were

strng demand

visiting buyers fr specic prducts

References t psitive expectatins (regarding

demand, price, develpment f market systems, levels

f investment and returns) heavily utweighed thse

t negative expectatins (cmpetitin and resurce

availability). Strategies suggested by respndents fr

a better psitining f their prducts in the market

included mre efcient prductin and strage (10

references), imprving prduct quality (8), rganiza-

tin f prducers (6), market research (5), prduct

prmtin (3), and better management f natural

resurces (2).

The MA&D prcess is beginning t sensitize villagers

t issues abut market structure and the ptential fr

prducers/vendrs t rganize themselves t reach

new markets and mre successfully negtiate with

buyers. Mst baseline survey respndents perceived

an increasing demand fr NTFPs. This suggests grw-

ing pprtunities fr increased incme, but rst,

village prducers must vercme varius cnstraints:

lack f nancial capital, limiting investment, nta-

bly in imprving prduct quality (43%)

declining tree and frest resurces, leading t

declining supplies f NTFPs (42%)

a shrtage f utlets and whlesale buyers (30%)

prblems in string prducts, resulting in gluts n

the market, depressing prices (16%)

lack f skills in prcessing (9%) large price uctuatins, with limited access t use-

ful market infrmatin (7%)

transprt prblems, as much frm the place f

harvest t the village as fr transprt frm village

t majr markets (6%)

limited experience in enterprise rganizatin

amng small prducers and cmmunity members

(2%)

Lcal resurce surveys were carried ut thrugh

MA&D eld implementatin. Infrmatin cllected

includes data n access t resurces and the legal andcultural cnstraints affecting this, thugh fr the time

being estimatins f quantity f resurce are limited

and d nt allw fr assessment f pssible extrac-

tin rates. In Mali, market surveys were cnducted by

a team f ptential village entrepreneurs, assisted by

the NGo facilitatrs, cvering markets in the district

and reginal centers in the vicinity f the prject site.

A preliminary natinal market survey was carried

ut in Burkina Fas t analyze the market fr NTFPs

preselected in the prject sites at the end f MA&D

Phase I t help in selectin f prducts fr which cm-

munity enterprises are t be develped (Table 1). In

January 2006, lcal cnsultants prduced a reprt f

their initial survey and this study has prvided useful

data, including details n NTFP supply chains.

Data gathered thrugh the baseline survey indicated

the majrity f prducers and cmmunity members

participating in the prject cnsider their links with

service prviders t be limited t TREE AIDs NGo

partner, thrugh which this prject is being imple-

mented, and t the gvernments Frestry Service. In

many cases these relatinships predate this prject, as

bth NGos and the Frest Service have been engaged

in raising awareness in these cmmunities. Despite

the expressed intentins f the gvernment, n struc-

tured apprach exists fr delivering supprt at the

grass-rts level, and gvernment plicy n NTFP

develpment needs a means f expressin. There is

lack f crdinatin between agencies respnsible fr

supprting NTFP develpment and between different



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21

actrs in prduct chains. There is a vid in natinal

frest plicy n NTFP (and small and medium

enterprise) develpment and ineffective regulatry

framewrks fr NTFP trade. Technical issues include

lack f access t apprpriate labr-saving technlgy,

ineffective disseminatin f utput frm bilgi-cal research t imprve prductivity f relevant tree

species, limited capacity fr testing prduct quality,

prblems in string prducts, lack f skills in prduct

prcessing, and transprt prblems.

TREE AID des nt implement prjects. Its rle is

t facilitate effective service delivery t rural NTFP-

based enterprises thrugh building capacity f ur

lcal partners, strategic alliances and netwrking with

lcal service prviders bth frm private and gvern-

ment sectrs. FAo plays a key rle in crdinating

internatinal netwrking, dcumentatin f bestpractices and supprt t mnitring and evaluatin

prcesses.

over the next ve years, services t be delivered via

the VTE prject will include supprt fr crdinatin

and nancing small frest enterprises and ther ser-

vices that will be delivered, including the develpment

f frest management capacity, plicy develpment t

address issues f access t resurces and markets, and

capacity building fr public and NGo sectrs t sup-

prt incme generatin frm tree- and frest-based

enterprises. Skills and capacity f pr husehlds

will be strengthened thrugh selective supprt fr

business plan implementatin, establishment f link-

ages with public and private services supprting small

business develpment and facilitatin f cperatin

and infrmatin exchange. TREE AID will prvide

selective seed funding t mst prmising enterprises

with n cst recvery and, where apprpriate, will

facilitate access t micrcredit frm established ser-

vice prviders at affrdable terms.

4 ImpactsofMA&Dimplementation

Gender and diversity: The MA&D apprach incrp-

rates participatry prcesses and tls in selecting the

target grup t ensure equal pprtunities fr par-

ticipatin f all sectins f the prject target grup.

At the beginning f Phase 3, 65% f prject par-

ticipants were female. This prprtin is expected

t rise as the prject prgresses. Prject facilitatrs

have been trained t supprt the develpment f an

envirnment in which bth male and female prject

participants have a vice in decisins with prduct

interest grups.

Participation: The nature f the MA&D apprach

ensures that the prject participants themselves

are shaping the prcess f enterprise develpment.

Village-level prduct interest grups are emerging as

the key structure fr lcal management; facilitatrs

rganize and manage activities in the eld.

Local-level capacity building: Skills and knwledge f

1,032 ptential entrepreneurs frm 23 villages have been

strengthened thrugh their participatin in MA&D

Phases 1, 2 and 3. In particular, ptential entrepre-

neurs have becme practiced in keeping an inventry

f existing resurces and prducts; identifying pten-

tial enterprises; screening, ranking and shrtlisting

these; determining nancial bjectives fr their future

Table 1. Tree and forest resources and selected NTFPs in Burkina Faso

Tree and forest resources Products selected for marketing

Vitellaria paradoxa (Karit) Shea nuts, shea butter

Parkia biglobosa (Nr) Pods, processed pods

Tamarindus indica (Tamarin) Fruits, leaves

Adansonia digitata (Baobab) Pulp, dried leaves

Flowersbees Honey, processed honey (drinks)

Acacia macrostachya (Zaman) Pods

Saba senegalensis Dried fruits

Ziziphus Mauritania (Jujube) Dried fruits

Acacia senegal (gomme arabique) Gum

Balanites aegyptiaca Nuts, soap



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23

enterprises; analysis f market chains; and analysis

f prblems and pprtunities fr NTFP enterprise

develpment and business plan develpment.

Capacity building for service providers: Training f

17 gvernment and 11 NGo eld staff in all threephases f the MA&D apprach facilitates using

this apprach in the eld t prmte NTFP enter-

prise develpment fr the benet f disadvantaged

families. Three MA&D c-facilitatrs, including

tw TREE AID prject fcers and ne senir

staff member frm the Burkina Frest Service, have

been trained in facilitating a training sessin n the

MA&D apprach. With the supprt f the cnsultant

trainer, they successfully carried ut MA&D Phase

I and Phase 2 training fr the secnd intake f nine

prject facilitatrs.

Alliances, collaboration and networking: MA&D

implementatin is fstering cperatin and infrma-

tin exchange within cmmunities as well as within

grup members. Bringing Frest Service staff int the

MA&D training and eldwrk alngside partner staff

is imprving the quality f eld implementatin. At

the internatinal level, FAo has prvided cntacts

and pprtunities t share experiences f the MA&D

apprach. Lessns frm the prject t date were pre-

sented and discussed at natinal and internatinal

cnferences n NTFPs.

Inuencing opinion at local level: Marginalized

wmen and men have been brught int dialgue with

lcal frest department staff facilitating the MA&D

prcess alngside the partner NGo. This prcess has

created regular pprtunities fr cntact between

staff and villagers. outside such cntact there is, at

present, generally n framewrk fr frmal exchange

between the ptential entrepreneurs and gvernment

services. The MA&D prcess is beginning t make

villagers aware f market structure and the pten-

tial fr prducers/vendrs t rganize themselves treach new markets and negtiate mre successfully

with buyers.

Inuencing opinion at the national level: Participatin

f gvernment agencies in prject implementatin is

building wrking relatinships between these agencies

and prducer grups that can inuence lcal deci-

sins. Sme prject participants are nw interested

in trying t vercme restrictive access t nntim-

ber frest prducts in natinal frest reserves/parks

by negtiating mdicatins t frest plicy that will

allw them t secure access t frest prducts thrugh

frmal cntracts.

Community-based NTFPs business plans: At the end

f the pilt prject, 186 business plans invlving 1,800

village entrepreneurs frm 180 NTFP interest grups

were develped. Sixteen prducts frm 10 tree and

frest resurces were selected by villages fr incme

generatin. Ttal value fr ptential incme f the

16 prducts amunts t a sum f abut 800,000.

Hwever sme f the businesses required further

renement, with strng input frm the prject super-

visrs, facilitatrs and c-facilitatrs.

5 Limitationsoftheproject

An external evaluatin f the MA&D pilt was car-

ried ut in July 2006, with the fllwing results:

Initially it prved difcult fr ur NGo partners

t recruit prject facilitatrs with bth the right

level f baseline skills and extensive experience

in eldwrk in the prject area. Thugh many f



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25

the rst eld facilitatrs had substantial experience

in wrking with rural cmmunities, they were less

well-equipped with the baseline skills necessary

t easily absrb the new cncepts and tls f the

MA&D apprach. As a result, business plans devel-

ped by village entrepreneurs with the supprt fprject facilitatrs required further renement.

on the technical side, main cnstraints were dif-

culties faced by partner NGos and villagers in

assessing the harvesting rates fr NTFPs that culd

be sustained withut degrading the resurce base,

and prject participants tended t assume that

prject supprt fr enterprise develpment wuld

translate t material r nancial assistance frm

dnrs, as had been the case in previus prjects

in their area. Participants have had t adjust their

expectatins accrdingly.

In many instances, prject participants tended tcnsider the scial value f NTFPs as an element

f enterprise develpment, whereas the emphasis

f the MA&D apprach is n enterprise viability

as a basis fr enterprise develpment. As a result,

the initial selectin f NTFPs in sme prject areas

had t be revisited and further analysis cnducted.

There was difculty in targeting prest huse-

hlds and maintaining a higher percentage f

wmen participants, and insecure land tenure

was fund t be a challenge fr wmen wishing t

invest in tree management.

on the rganizatinal side, the failure t estab-

lish a frmal prject management cmmittee was

a key shrtfall. As a result, cmmunicatin and

infrmatin w between prject stakehldershas smetimes been limited and subject t misin-

terpretatin.

6 Towardenhancedservices

forforestSMEs

Local level: Villagers have screened and identied

NTFPs with the greatest ptential fr sustainable

business develpment. Detailed infrmatin has

been cllected n market chains and prices fr a

range f lcally traded NTFPs. Marginalized wmen

and men have been brught int dialgue with lcal

frestry department staff, and villagers participatingin the pilt have started seeing frestry department

staff as ptential key agents f change with regard t

NTFP develpment and sustainable natural resurce

management. A village-level NTFP interest grup

emerged that fcuses n pprtunities fr individual

business develpment. The participatin f gvern-

ment agencies is building relatinships between them

and prducer grups thrugh which lcal decisins n

service prvisin can be inuenced.



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27

National level: New avenues have pened up thrugh

which TREE AID and its partner NGos can engage

at a high level with gvernment service prviders and

plicymakers and advcate n behalf f small pr-

ducers. The pilt prject is prviding a fundatin fr

natinal and subreginal netwrking n NTFPs, andlessns and experience frm this prject are directly

infrming gvernment decisin making.

NGOgovernment collaboration: Bringing gv-

ernment agencies int the prcess has been a big

investment in time and effrt fr TREE AID but is

essential fr lng-term sustainability. The gvern-

ment has the pwer t reinfrce r undermine effrts

f small rural prducers, but with n external stimulus

there is a tendency t prcrastinate. Als gvernment

services ften face challenges in establishing effec-

tive tw-way cmmunicatin with rural peple. TheMA&D pilt/VTE prject is prving a useful frum

fr shared learning and a practical fcus fr natinal

and internatinal netwrking.

Importance of process issues: We have seen the

imprtance f putting the right facilitatrs in the eld

t deliver the MA&D apprach, thse with apprpri-

ate baseline skills and eld training and supprt.

Baseline studies: Establishing the status qu f the

prject in the early stages f the prcess is imprtant.

Baseline studies permit the evaluatin and dcumen-

tatin f change experienced by village entrepreneurs

and husehlds ver the duratin f the prject.

7 Conclusions

Pst business-plan-develpment supprt will be key

in the success f many enterprises. Hwever, critical

issues will be hw t prvide the right level f incen-

tives and supprt withut encuraging dependence.

What type/what level f supprt is apprpriate t

entrepreneurs faced with nancial capital cnstraints?

What is the mst effective way t facilitate effec-

tive cmmunicatin within and between prducergrups and netwrks? Hw can cnicting dmestic

interests be reslved? Allcatin f labr and ther

resurces within husehlds t supprt grwing

NTFP enterprises and gender-related issues need t

be addressed.

In terms f the pverty reductin ptential f small

and medium frest enterprise develpment thrugh

imprved services, amng critical issues is hw t

wrk within traditinal scial structures that have a

strngly established hierarchy while fstering repre-

sentative prducer grups and ensuring that elites dnt capture all benets. Anther key element is seeing

that an apprpriate prtin f returns is reinvested in

frest resurce management t ensure sustainabil-

ity. Als, supprt t rural prducers in advcating at

the natinal plicy level fr develpment f NTFPs

is essential t maximize benets t pr rural huse-

hlds rather than simply maximizing exprt earnings.

Impressive barriers exist t NTFP develpment in

the cntext f the West African Sahel. MA&Ds

participatry and iterative nature is particularly

relevant t supprt villagers in addressing these bar-

riers. Implementatin f the prject is prviding new

avenues fr small and medium frest enterprise devel-

pment fr bth pverty reductin in rural areas and

sustainable frest resurce management. Villagers are

seeing the ptential fr increasing the impact f cm-

munity enterprise develpment n rural livelihds.



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29

Business Development Support in Cameroon

for Commercialization of Community Forest TimberLeonard Sprik, Rolf Schinkel and Maurice Schill1

1 Introduction

The develpment f small and medium enterprises

(SMEs) is becming an increasingly imprtant strat-

egy in the ght against pverty in Camern. The

Netherlands Develpment Cperatin in Camern/

Demcratic Republic f the Cng (SNV Camern/

DRC) supprts clients wh prmte private sectr

activities that bst ecnmic develpment such asprviding access t market infrmatin, capital and

business supprt services.2 SNV Camern/DRCs

wrk in this eld is mainly dne in capacity-building

areas such as supply chain develpment, business

develpment, enabling envirnments and access t

nance. In East Camern, mst clients wh wrk in

business develpment act n mes and macr levels.

Fig. 1 presents the relatinships between these actrs/

entities such as lcal NGos, micrnance institutes

(MFI), lcal business service prviders (BSP), cp-

eratives (and assciatins) and gvernment agencies.

2 Activitieswithclients

inEastCameroon

Cnditins fr access by an rganizatin (client) t

SNV services are based n the fllwing:

efciency f the rganizatin cherence with ther clients in SNVs prtfli in

the gegraphical regin cncerned

capacity f absrbing the advice given by SNV

attitude f the leadership tward change

ptential effects f the values prpagated by SNV

(gender, gd gvernance, sustainable use f nat-

ural resurces)

indicatin f ptential cntributin tward impact

and the ght against pverty

1 Advisors for SNV in Cameroon/DRC. Contract author is Leonard Sprik, [email protected] SNV is a Netherlands-based international development organization that provides advisory services to nearly 1,800 local organizations in 33

developing countries to support their ght against poverty. SNV provides advisory services (usually not funds) to local intermediary organiza-tionsgovernmental and nongovernmentalto strengthen their capacity to act as effective agents of change. This enables organizations to reachgrass-roots groups and contribute in a lasting manner to improved governance and wealth creation. In Cameroon, 41 advisors in ve teams areworking in three areas: access to basic services (water, health and education), natural resources and market access.

Fig. 1. Constellation of clients in the region of Lomie, Cameroon

Case Study


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Lessons from Cameroon

31

If these requirements are met by the ptential clients,

a capacity-building prgram with the lcal rganiza-

tin is develped, based n needs. SNV distinguishes

fur s-called delivery channels thrugh which each

rganizatin receives assistance.

Table 1 gives a brief verview f activities related t

clients invlved in this case study.

3 Demandforservices

SNV Camern/DRC has been frmally invlved

in cmmunity frestry since 1996, when it started

the implementatin f the Cmmunity Frestry

Develpment Prject in Lmie, Camern, called

Prjet Sutien au Dvelppement Durable dansla rgin Lmie/Dja (SDDL). The SDDL prject

(Fig. 2), funded by the Directrate General fr

Table 1. Client description and related SNV services

CLIENT

Description of the

organizations

activities

SNV services

1. Advisory

services (60%)

2. Knowledge

brokering

(15%)

3. Local

capacity

development

funds (15%)

4. Advocacy

(10%)

GECEC A micronance institutebased in Lomie, in EastCameroon, provides

simple bankingactivities in the region.It gives businesssupport to communityforests and SMEs.

Organizationaladvice, businessdevelopment

Marketstudies,technical

advice

Approachingdonors andco-investors for

credit funds

Local NGOs NGOs work to supportcommunity forests inthe region with theircommercial activitiesfor timber and NTFPs.

Strengtheningorganizationaland institutionalcapacities

Access toinformationand marketstudies

FGF,*approachingdonors

Advocacytoward localgovernment

Cooperatives

(and

associations

Community forests**work together toenhance their scale ofeconomies. We identifytwo cooperatives:

CAFT and LomieMessok-Mindourou.

Organizationalcapacitybuilding,businessdevelopment

Market study Approachingdonors

Advocacyactionstoward localgovernment

SCNIC This is a businessservice provider (BSP)to be based in Lomieto assist communityforests with theircommercial ambitionsand develop newbusiness and productsfor timber and NTFPs.

Businessdevelopment,organizationalstrengthening

Specicbusinessexpertise,marketresearch

Approachingdonors, co-investors forfunds

Ministry of

Flora & Fauna

(MINFOF)*

Cameroon ministryand eld ofces arevery important in this

process because theydetermine the rules ofengagement.

Organizationalcapacitybuilding

Research FGF

* Cooperation with and from the local government (MINFOF) is very important to attack overregulation and improve existing rules. The recentlyinitiated Forest Governance Facility (FGF) helps reinforce lobbying actions and forestry regulations. This SNV capacity-building activity exceedsthe East Cameroon regional level. The purpose of the program is to build up the public domain related to the Cameroon Forest and EnvironmentSector Policy (FESP) and to facilitate engagement and participation by nonstate actors with policy development and implementation. The FGFgoal is an enhanced environment for good governance and equitable, sustainable management practices in the Cameroon forest and environmentsector, with a specic objective to develop an autonomous and neutral facility to serve as a mechanism to build up and serve the FESP publicdomain.

** Community forests form part of the nonpermanent forest estate, which is covered by a management agreement between a village communityand the Forestry Administration. Management of such forestswhich should not exceed 5,000 hectaresis the responsibility of the village com-munity with help or technical assistance from the Forestry Administration.


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33

Internatinal Cperatin (DGIS) f the Netherlands

Ministry f Freign Affairs, sught t capitalize n

the pprtunities created by the new and innvative

1994 frest law f Camern that, amng ther

things, created the legal framewrk t establish

cmmunity frests. The SDDL prject, which endedin 2003, invested in the creatin f ve cmmunity

frests and clsely accmpanied the prcess f

cmmunal rganizatin arund the management f

these frests. In the meantime, SNV in 2002 started,

tgether with the UK Department fr Internatinal

Develpment (DFID), the Capacity Building

Prgramme (CBP) t supprt civil sciety interested

in cntributing t sustainable frest management

(Bx 1). This prgram, which ended in 2005, became

ne f the drivers behind the large-scale prmtin

f cmmunity-based frestry activities in Camern.

Tday, SNV cntinues t prvide advisry services tselected CBP beneciaries, either thrugh cntract-

based capacity-building activities r as a partner.

4 SNVanditspartners:

whoisinthedriversseat?

As prject manager f SDDL, SNV had a large say

in the rganizatin f bth the participating cm-

munities and management f the frests. This led t

situatins f cnfusin and cnicts between SNV

and sme cmmunities, especially internal cmmu-

nity cnicts when SNV had t take a stand t ensure

cntinuatin f SDDL prject activities. During the

past three years f the prject, SNV distanced itself

mre frm decisins t be taken by the cmmunities.

Box 1. Capacity building for NGOs in sustainableforest management

The Capacity Building Programme (CBP) 20022005,co-nanced by DFID and SNV, aimed at involvingcivil organizations in the sustainable management offorests in order to ght poverty in Cameroon.

Its objectives were 1) to strengthen the technical andprofessional capacities of civil organizations throughthe nancing of microprojects, 2) to build theirorganizational capacities and promote institutionallinks between them, and 3) to make data relating tothe forestry sector accessible to these organizations(information center specialized in forestry).

Fifty-six NGOs embarked on the process of promotingthe co-management of forests and operatedmicroprojects worth US$1.6 million. They workedwith 221 communities in ve provinces of Cameroon,

resulting in the establishment of 82 community forests.

Fig. 2. Geographic positioning of community forests in the region around Lomie

* Community forests

RegionofLomie


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35

The participatin f lcal NGos was intensied s

that they culd develp as lcal service prviders, and

SDDL culd mve tward being a partner with lcal

rganizatins. Als, thrugh the lcal NGos, a larger

number f villages culd be accmpanied in cmmu-

nity frestry activities. Hwever access t cmmunityfrestry was restricted mainly t cmmunities that had

access t supprt frm SDDL and similar prjects. The

CBP prgram was a lgic cntinuatin f this prcess

f keeping a distance and leaving the drivers seat

t lcal rganizatins. CBP ffered a secnd delivery

channel fr SNV services: alng with advisry ser-

vices, funding was ffered t lcal rganizatins that

develped initiatives t prmte cmmunity frestry

activities. Nw SNV advises its clients n techni-

cal and rganizatinal issues and in their search fr

funding with external partners, like the Interchurch

organisatin fr Develpment C-peratin (ICCo),which can lead t triparty r multiparty cntracts.

5Communities:technicalskills

versusmanagementcapacities

While assisting frest cmmunities, much fcus is put

n technical aspects f frest management: invent-

ries, sciecnmic surveys, management plans and

tree felling. It is clear that much has been dne, bth

by SNV and the lcal NGos, in training and instruct-

ing cmmunity members in these skills. Hwever, the

real limitatin is nt weak technical skills r lack f

knwledge but the way cmmunities rganize them-

selves and make decisins, and, abve all, identifying

hw t help them imprve their capacities thugh

increased cperatin and crdinatin.

once they assume respnsibility fr the management

f the frests, cmmunities are als held respnsible

fr their explitatin and the reinvestment f revenues

in the cmmunity. T achieve the transparency neces-

sary in management prcesses, these respnsibilities

(related t sustainable management versus cmmer-

cial activities) shuld be separate. Cmmunity frest

management shuld be aimed at stable revenues that

serve lasting sciecnmic develpment in the cm-

munity. on the ther hand, the peratr expliting

the cmmunity frest seeks maximum prt at mini-

mum investment. These tw bjectives can cme in

cnict, s when the manager and the peratr are

ne and the same, either the sustainable management

bjective r the explitatin bjective may cme

under pressure, r bth.

SNV did nt fully recgnized this ptential fr cn-

ict at the beginning f the prject. Mrever, in

many villages the demand fr transparency was (and

is) nt always that strng. once a cmmunity started

t explit its frest and mney started t w in, ps-

sible rganizatinal weaknesses became bvius, jepardizing the develpment bjectives f cmmu-

nity frestry itself. Mrever, the cmmercial results

f cmmunity frests were nt as gd as culd be

expected frm the market. It appeared that cmmu-

nities received prices fr their prducts far belw real

value. It can be cncluded that the main fcus in pr-

viding services t cmmunity frestry shuld be n

cmmunity rganizatin and secndly n the aspect

f cmmercializatin.

6 Chainthinking:newfocus

inofferingservices

As we cncluded, the main fcus in cmmunity fr-

estry was n creatin f frests and the prductin

f timber, supprted by transferring the skills neces-

sary t manage and explit them. But nt enugh

thught was given as t hw the cmmunities shuld

deal with the different respnsibilities (frest man-

agement, explitatin, cmmercializatin and

investment f revenues) and the cnsequences fr

internal rganizatin, relating t third parties and

access t markets. Especially lacking was attentin

t the rle and interactin f frest cmmunities

with the market. This chain thinking, r supply

chain develpment, was nt yet cmmn within

SNV. Well-thught-ut mdels that tk the whle


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37

prcess int cnsideratin had nt yet been devel-

ped, either by SNV r any f its develpment

partners invlved elsewhere in Camern r in cm-

munity frestry.

A rst step in that directin was made early in 2003;SNV, tgether with ICCo and the Camernian MFI

GECEC, frm Lmie, develped the rst initiative t

better structure the explitatin f cmmunity frests

in the Lmie regin and the cmmercializatin f its

timber. The bjective was t create a lcal structure

that shuld cntain all elements fr transparent and

sustainable cmmunity frest explitatin. only ne

village in the Lmie regin was sincerely interested,

pssibly because the initiative was still t tp-dwn.

The cnclusin was that SNV and its partner rgani-

zatins were nt well-equipped t develp prperly

wrking chains and that expertise in that eld shuldbe develped and hired. Fr Camern this was the

start f the develpment f a market-access practice

area with a special fcus n small and cmmunal

frestry enterprises. In 2005 a value chain study pre-

sented by GECEC cncluded that the internatinal

timber market puts up s many barriers t frest

cmmunities that they will have great difculties in

successfully entering this market.

These experiences led t the fllwing lessns:

SNV left its rle as prject manager t avid cn-

ict f interest and t hand ver wnership t lcal

cmmunities; lcal NGos btained a larger rle in

lcal develpment.

SNV tk its rle as an advisr and shifted its tar-

get grup frm a micr t a mes level t increase

its impact.

Sustainable frest management is a different issue

frm expliting frests; separating respnsibilities

and rganizatins are necessary.

Value chain apprach highlights the divisin f

respnsibilities alng the chain.

Cmmunities suffer frm weak business and neg-

tiatin skills in cmmercializatin.

7 Innovationsinthevaluechain:

twobusinessapproaches

Frm the lessns learned and specic denitins f

the barriers, SNV and its partners are currently in the

prcess f identifying and supprting different busi-

ness appraches that exist in the Lmie regin fr

further experimentatin. These business appraches

are best described by hw the cmmercial activities

f the cmmunities are rganized. The differences

in the tw appraches are 1) the cmmunity runs

its business directly and sells its prducts straight t

the marketNGos supprt the cmmunity with its

business activity r 2) the cmmunity wrks tgetherwith an intermediary rganizatin t sell its prducts;

anther actr is added t the supply chain t imprve

revenues fr thse n the bttm f the chain. The

rst apprach is based n real experience; the secnd

apprach is in an experimental phase.

Approach 1: full community ownership

ofbusinesses

In this apprach the cmmunity alne manages the

explitatin f the cmmunity frest: it cntracts

several timber cmpanies t lg and market timber:

the prductin methd is mainly thrugh artisanand light-industrial explitatin. Extractin f lgs is

nt allwed. The rst transfrmatin is dne at the

felling site with simple chainsaws r prtable saw-

ing machines like the Gruminette r the Lucas Mill.

The cmmunity fully manages the sales f its wn

timber. Lcal NGos, supprted by SNV, prvide ser-

vices t the cmmunity frests t assist them with the

cmmercializatin.

one practical case invlving the cmmunity called

Kng, in East Camern, shws sme experiences

(Bx 2). Research indicated that the prices the cm-

munity btained fr the timber were lw related t

the market value (based n prices FoB/Duala).

Als, private cmpanies r private lcal businesses

prted frm the weak business capacities f the

cmmunity-frest representatives. The manage-

ment f the revenues was prit was unclear

where the revenues went and hw they were used

fr develpment.

Approach 2: business services

for forest communities

This apprach is based n the analysis f market bar-

riers that make it difcult fr the cmmunity frests

t successfully enter the timber market. out f this

research came the idea t install a business service

prvider (BSP) that culd assist the frest cmmunity

with the explitatin f its timber n a cmmercial

basis, recgnizing that the timber market is cmplex

and that the business and prductin skills f the fr-

est cmmunities are limited.


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3

A BSP in the regin will assist the cmmunity fr-

ests with the cmmercializatin f its timber. The

BSP wuld wrk n at least a cst-recvery base fr

itself and wrk with peple frm the cmmunities t

enhance their well-being. Tgether with NGos, the

BSP will rganize training t imprve cmmunity

business skills. The BSP has t start as an interme-

diary rganizatin and eventually phase ut t hand

ver activities t the cmmunities themselves, thugh

it can cntinue t prvide its services t actrs in fr-

est chains based n a cst-recvery fee.

Enhancing approach 1: cooperatives

SNV rganized a series f wrkshps in May 2006 t

lk at these tw business appraches. All the actrs

invlved were cnsulted: the frest cmmunities, lcal

gvernments, internatinal develpment rganiza-

tins and lcal NGos. The wrkshps asked: What

wuld be a practical and feasible apprach t sup-

prt cmmunity frests in rder t cmmercialize and

explit the timber in a sustainable way? An imprtant

step taken by the cmmunity frests was t jin frces:

a certain ecnmy f scale is necessary t becme an

interesting player in the market. Als, tgether they

can exert mre frce n (lcal) gvernments. The

cperative rganizatin ensures cmmunity wner-

ship f the cmmercial activities. The wrkshps led

t the develpment f tw cperatives, bth f which,

due t their lack f cmmercial experience, indicated

the need fr supprt frm an external surce t assist

them in setting up their business.

Enhancing approach 2: business service

providers

The BSP, which shuld be independent in its activi-

ties, has tw clear advantages: it can be peratinal

at shrt ntice, and it has a very gd knwledge f

lcal business and culture. Each cmmunity can makean individual cntract with the BSP, which functins

as an intermediary between buyers and cmmunities.

Internatinal cmpanies in particular d nt wish t

wrk directly with cmmunities because it is t time

cnsuming and they may lack essential knwledge

abut the lcal culture.

Hwever, there are als cnstraints. Since the BSP is

an independent rganizatin nt directly part f the

cmmunities, cnicts f interest can arise. Als, hw

can cmmunities ensure that part f the mney w-

ing in gets back t them? one avenue t ensure thatthe BSP is based n a system that takes int accunt

bth the interests f the cmmunities and sustain-

able frest management is FSC grup certicatin.

The required regular audits ensure transparency and

the csts f this certicatin are exible enugh t

make it affrdable fr cmmunities.

8 Conclusions

SNV heavily invested in the prcess f develp-

ing cmmunity frestry in the past 10 years, and

cntinuing t d s is in line with its bjectives.

Hwever, the rad is lng and many challenges

remain. Findings are integrated in the current

capacity-strengthening strategy f SNV Camern/

DRC fr 20062007.

We see the fllwing main strategic directins in this

apprach:

1. Supprt the develpment f lcally wned busi-

ness structures t supprt the cmmercializatin

f cmmunity frests (cperatives/assciatins).

2. Supprt and imprve the develpment f

business develpment services that can assist

cmmunity frests in develping their cmmer-

cial activities.

3. Lbby fr better rules and attack verregulatin:

bureaucracy and crruptin are perhaps key bt-

tlenecks t mving cmmunities ut f pverty.

Since gvernment sets the rules, it shuld be mre

integrated int this prcess. Strengthening civil

scietys supprt is critical.

Box 2. Practical experiences in Cameroon

In the past ve years Kongo exploited about1,000 m of timber. Revenues from the timberaveraged CFA31,500/m (based on exploitation

of seven types of timber), generating a totalrevenue of CFA31.5 million. What happenedwith the revenues is not clear because of badnancial management. What did appear in thevillage were improvements in individual housing,an oil press, a grain mill and individual nancialassistance.

Calculations based on the prices FOB/Doualashow the value at the port of Douala is an averageof about CFA132,000/m FOB for unsawn timber;with the added value of sawn wood, the price inDouala averages of CFA222,000/m.


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41

Thrugh the tw appraches described, SNV expects

t reach a synergism that will imprve the supply

chain fr cmmunity frest timber. Effects expected

frm the rst apprach are an increased perfrmance

f cperatives in prducing and cmmercializing

frest prducts, better prices btained fr prducts,mre funds available fr cmmunity develpment

and imprved cmmunity business skills. As fr the

secnd apprach, results shuld include an equal bal-

ance between scial and ecnmic perfrmance f

the BSP in rendering its services in the value chain

fr frest prducts, cntributin t increased incme

fr cmmunities, and creatin f emplyment, lead-

ing t imprved living cnditins and mre resurcesfr imprved cmmunity develpment, especially in

basic areas such as access t water and health care.


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43

1 Director, National Consultancy on Extension Services and Training (NACO), a private organization that supports the Forestry Department of TheGambia with extension and training on participatory forestry, [email protected].

Community Ecotourism Enterprises for Poverty Reduction:

Lessons from The GambiaKanimang Camara1

1 Ecotourism:analternative

forcommunityenterprise

development

In 2000, the frest cmmunity f Tumani Tenda in the

Republic f Gambia btained tree and land tenure

ver its frest resurces, which allws the cmmunity

t cmmercialize the frest resurce base prductin

services. Subsistence farming is the main prductiveactivity in Tumani Tenda, which has a ppulatin f

abut 450 peple. Men tend t cncentrate n the pr-

ductin f grundnuts (cash crp) and cereals such as

maize, millet and srghum (fr dmestic use), while

wmen are mre invlved in the prductin f rice

and hrticulture, bth fr dmestic use and t gener-

ate incme. overall literacy level is lw due t cultural

nrms and the great distance t the nearest schl.

In recent years, cmmunity-based frest enterprises

have been develped fr such prducts as hney, re-

wd, lgs, handicrafts, salt cllectin and cllectin

f fruits and nuts. Hwever, these enterprises have had

limited success in adding value t primary prductin,

largely due t their limited technical skills fr prcess-

ing and fr business administratin and marketing.

The cmpilatin f the ve-year management and

business develpment plan certied by the Frestry

Department (FD) enables the cmmunity t use the

frest resurces fr cmmercial purpses based n

the management plan, which was develped thrugh

participatry prcesses with the supprt f the FD

and partners. It was subjected t a series f reviews

by the entire cmmunity befre being frwarded t

the FD fr apprval and implementatin.

In early 2000, Market Analysis and Develpment, r

MA&D, a FAo methdlgy fr cmmunity-based

frest enterprise develpment, was intrduced t this

cmmunity fr the planning prcess. Field facilita-

trs f FD and the Natinal Cnsultancy n Frestry

Extensin Services and Training (NACo) guided the

cmmunity thrugh the methdlgys three cn-

secutive phases. The bjective was fr cmmunity

members t identify viable pprtunities fr business

develpment based n lcal resurces and capacities.Training sessins fcused n enterprise rganizatin

and planning, access t market infrmatin and frg-

ing links with supply chains. Thrugh the applicatin

f MA&D, cmmunity representatives identied

ecnmically, scially, technically and envirnmen-

tally viable pprtunities fr adding increased value

t their frest-based prducts and services (Bx 1).

Ecturism was assessed t be the mst prmising

pprtunity fr cmmunity enterprise develpment

in Tumani Tenda.

Prir t the intrductin f MA&D in Tumani Tenda,

the cmmunity was in the prcess f establishing a

cmmunity-based ecturism camp, but ideas and

strategies fr a pssible ecturism enterprise were

inadequate. Since MA&D builds n what exists, the

prcess began by addressing the main challenges fr

the prject: inadequate ideas n the prduct (ec-

turism), identifying pssibilities f establishing

enterprises based n natural resurces lcated ut-

side the frest (sectr and sectr-related prducts)

and linking incme generatin and cnservatin f

the cmmunity frest.

2Communityecotourism

enterpriseTumaniTenda

Cnstructin n the cmmunity ecturism enter-

prise in Tumani Tenda started in 1999 after winning

US$2,333 in a natinal cmpetitin rganized by

Case Study


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Lessons from The Gambia

45

Gambias Natinal Envirnmental Agency fr gd

envirnmental prtectin practices and cmmunity

rganizatin. (The cmmunity had been invlved in

the prtectin f its frest fr eight years befre being

cntacted by the FD abut jining the participa-

try frestry prgram.) The award was based n thecmmunitys capabilities, cmpetency and interest in

sustainable cmmunity frestry: the cmmunity had

demnstrated its capacity t sustainably manage its

frest resurces, which cntain an abundance f bird

and tree species.

By establishing an enterprise named Tumani Tenda

Ecturism Camp (TTEC) within the reserve, cm-

munity members hpe t prvide an additinal surce

f incme and emplyment fr yung peple in the

cmmunity and as well as t reduce pressure n frest

resurces. Currently, the enterprise emplys 16 stafffrm the cmmunity (eight men and eight wmen).

The bjectives f the camp are t prmte cmmu-

nity develpment, imprve cmmunicatin within

and utside the cmmunity and reduce rural-urban

migratin.

The administratin f TTEC is entrusted t a certied

Village Develpment Cmmittee (VDC), selected by

general cnsensus. In additin t verseeing business

peratins, members serve as the main administra-

tive bdy respnsible fr cmmunity develpment

activities in accrdance with the lcal gvernment

decentralizatin prcesses. The VDC is respnsible fr

verall planning and implementatin f the cmmuni-

tys enterprise develpment plan. The administratin

f TTEC is under a subcmmittee referred t as the

Camp Management Cmmittee. This cmmittee is

respnsible fr daily peratin f the enterprise and

prvides regular feedback t the VDC. The cmmit-

tee is registered as a legal entity with the FD thrugh

the attrney generals chambers. It is als registered

with the Gambia Turism Authrity (GTA) thrugh

the Assciatin f Small-Scale Enterprises in Turism

(ASSET) as a cmmunity-based turism initiative.

TTEC emplyees are entirely respnsible fr car-

rying ut the services, which include cnference

hsting, ldging and catering, birdwatching and cul-

tural entertainment. Accrding t data cllected by

the cmmunity ver the past three years, the number

f registered guests per year has increased nearly 20%,

frm 312 in 2003 t 380 in 2005. Ttal annual revenue

grew frm US$6,666 in 2003 t US$7,407 in 2005. The

16 permanent emplyees, wh receive a mnthly sal-

ary, include rm bys, cks, barkeepers and a camp

manager. other incme-generating activities include

the sales f handicrafts, hney and services prvided

by individuals within the cmmunity.

Lcated abut 50 kilmeters frm the turism

develpment area (TDA) where mst f the gvern-

ment rganizatins, nngvernmental rganizatins

(NGos) and cnsultancy cmpanies are lcated, the

ecturism site is frequently visited by these entities

and individual turists, internatinal rganizatins,

Box 1. The MA&D methodology for organizationof community-based forest enterprises

The methodology Market Analysis and Demand(MA&D) is carried out in three phases:

Phase 1: Assess the existing situation

This phase identies potential enterprises, inventoriesexisting resources and products, identies productsthat are already providing for local people andprioritizes viable products or services. Outcome:short list of products or services; identication oflocal people interested in developing enterprises;understanding of the social, environmental, technicaland institutional contexts of a range of products orservices; formation of an interest group to undertakethe next phase.

Phase 2: Identify products/ services, markets

and means of marketing

This phase includes selecting promising products/services, identifying potential markets and discussingthe means of marketing. Outcome: list of possibleproducts/services based on detailed feasibilitystudies; data collected to design a business plan;formation of interest groups around promisingproducts/services; formation of a team to undertakethe nal phase.

Phase 3: Plan enterprise for enterprise

development

The enterprise strategy and business plans areprepared. Entrepreneurs are guided through apilot phase and training, learn to monitor progress

and to adapt when change is needed. Outcome:an enterprise strategy comprising the selectedproducts/services; marketing and managementplans; action plan to ensure proper implementation;nancing obtained as specied in the capital needsstatement.


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47

researchers and peple frm ther villages in the cm-

munity frestry prgram. The rise in verall demand

fr ecturism services in The Gambia makes TTEC

prtable and prvides fr future grwth pprtu-

nities. Accrding t natinal gures, rughly 80,000

visitrs were registered during the 20042005 turistseasn; 90,000, in the 20052006 seasn. The pr-

jectin fr 20062007 is abut 110,000 visitrs. of

these, abut 80% participate in ecturism-related

activities.

3GrowthanddevelopmentofTTEC

In the initial phase f peratin, pit latrines, lcally

surced shwers and mattresses, thatched kitchens,

carved wden spns and kersene lamps were

used. With time, the camp bard, in cnsultatin with

the cmmunity, managed t imprve the facilities t

add value t the services and better satisfy clients.Infrmatin disseminatin frm the partners in the

htel industry was ging thrugh a secnd party, wh

travels in a bush taxi t deliver messages t the camp

bard. Investments by the cmmunity have included

the cnstructin f infrastructure, and it success-

fully rganized labr fr the prtectin f the frest

reserve against re, including establishing rebreaks

and prtectin against illegal activities, cntinu-

usly patrlling the frest area. It als mbilized

lcal resurces fr clearing the ftpaths t prvide

easy accessibility fr birdwatchers and ther visitrs.

During cnstructin f the camp, skilled labr fr car-

pentry, masnry wrk, painting and cleaning f the

site were required; these services were prvided by

the cmmunity as its cntributin tward the estab-

lishment f the camp.

Thrugh regular mnitring and training cupled

with the grwing experience f the management

cmmittee, the services ffered have imprved sig-

nicantly. The number f visitrs has als increased

as the turism authrities and camp management

cmmittee embarked n a vigrus prmtinal cam-

paign, including preparatin f brchures, leaets and

psters and the cnstructin f billbards and a Web

site (www.tumanitenda.c.uk/index.html). In 2004,

TTEC representatives were amng delegates wh

represented the cuntry in the Internatinal Turism

Fair in Berlin, Germany, which resulted in an increase

in the annual revenue generated by TTEC: during the

peak seasn US$4,600 t $6,000 was realized, with an

annual increment f 10%.

T further increase sales, TTEC has cnsulted mre

experienced turism businesses and rganizatins,

including grund tur peratrs, the Gambia Htel

Assciatin, the West African Bird Study Assciatin

and the Department fr Arts and Culture. This has

played an imprtant rle in increasing the number fvisitrs, in additin t develping links with sme f

the key players in the turism industry.

Given the greater number f visitrs, in 2004 TTEC

management identied an pprtunity t increase

the value added in their turism services thrugh

intrductin f cultural activities that shwcase the

traditinal and cultural richness f the ethnic grup

fund in the Tumani Tenda cmmunity. Activities

such as drumming and dancing entertain the resident

guests n a weekly basis.

The reinvestment f earnings is critical fr TTEC

grwth and develpment. Currently, the manage-

ment, in cnsultatin with the VDC, has the plicy

f reinvesting at least 40% f the revenue fr frest

develpment since it is a sectr-related enterprise.

The remaining 60% ges fr camp maintenance and

funding village develpment activities in accrdance

with the management plan certied by the FD. Sme

f the activities funded s far include prvisin f


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4

standpipes, electricatin f the camp and msque,

payment f schl fees fr needy children and pay-

ment f cmpund rates and taxes fr the entire

cmmunity.

Reserve land exists fr expanding the camp, whichwuld allw additinal structures fr ldging and

cnference services. Fishing and bat trips can be

expanded by prcurement f a bigger bat with an

installatin f an utbard engine, which is safer and

can g fr a lnger distance. Salt and batik making are

limited t dmestic use, but there is a great ptential

fr increasing the prductivity in rder t generate

mre incme. Birdwatching is anther attractin

fr visitrs, hwever the pr quality and bslete

nature f the equipment used needs t be imprved.

Althugh, there is an existing brehle, the quality f

water prduced has deterirated due t salt intrusin,affecting sme f the tilet facilities.

T determine the type f services needed, thrugh

stakehlder identicatin and analysis was cnducted,

fllwed by an intensive market survey that cllected

helpful infrmatin used in analysis. Based n the

results btained n types f clients, quantity and

quality f service seemed t be in accrdance with the

price charged. Peridic market surveys are cnducted

fr all the mst prmising prducts and services iden-

tied by cmmunity frest managers. Participatry

reviews are cnducted n ndings frm the survey,

and the nal results are used in the develpment f

the enterprise develpment plans. objective guest

questinnaires administered at the end f every guest

visit are evaluated weekly t identify needed imprve-

ments in services and prducts. Cnstant mnitring

is dne by the Gambia Turism Authrity t ensure

that standards are maintained accrding t the 2002

Turism Act.

4 TTECsrelationswith

otherbusinesses

As a member f the Gambia Turism Authrity,

TTEC is in regular cmmunicatin with all registered

members, facilitating cperatin. Within the cm-

munity, there are enterprises ranging frm a bakeryt a pultry business, cmmercial transprtatin

and a grcery stre. Fr each f these enterprises,

there als exists a subgrup represented n the camp

bard, facilitating crdinatin withut frictin and

creating a strng bnd f intracmmunity business

cperatin.

A high level f trust exists between TTEC and sme

f the abve-mentined rganizatins. The rles and

respnsibilities f the tur peratrs include, amng

thers, marketing and prmtin, grund handling

f camp visitrs and cllectin and sharing f infr-matin amng partners. Gvernment rganizatins,

NGos and individual private clients prvide links and

prmtin between the camp management and ther

sectrs as well as prviding patrnage t the varius

services rendered by the camp.

Hwever, there is sme degree f mistrust between

sme f grund tur peratrs and the cmmunity

(Table 1). The camp bard always sticks t the terms

f agreement regarding 10% per visitr fr grund

tur peratrs, but upn arrival, the peratrs nr-

mally ask fr a 50% share. These tur peratrs lse

credibility by nt fullling cmmitments made with

the camp bard, ften failing t bring the number f

guests prmised.

5 TTECsdemandfortechnical,

businessandnancialservices

Generally the rganizatins that are partners with

TTEC have rendered services ranging frm techni-

cal t business and nancial services. Sme f these

Table 1. Opportunities and limitations for community ecotourism in The Gambia

Opportunities Limitations

Community ownership of the land and resources Natural and cultural experiences offered by locals Increasing international and local demand for

experiencing nature and culture in its origin Community self-reliance High demand for ecotourism facilities

Poor marketing strategies as hotel owners stillencourages all-inclusive tourism

High cost of services offered by some touroperat

memorias conf forestal 2007 jd ing

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