memorias conf forestal 2007 jd ing
TRANSCRIPT
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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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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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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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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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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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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
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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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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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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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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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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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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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Lessons from Cameroon
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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Lessons from Cameroon
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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Lessons from Cameroon
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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Lessons from Cameroon
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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Lessons from Cameroon
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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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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Lessons from The Gambia
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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Lessons from The Gambia
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