The World Bank/WBI’s CBNRM Initiative

Case Received : February 3, 1998

Author : Razafimiaramitsinjo Blaise, CERES

Tel : +261 26014 ext. 308

Madagascar has an estimated population of 20 million and ranks as one of the poorest countries of the world, with a low literacy rate of only about 37%. Efforts to alleviate poverty and underdevelopment are inescapably linked to the need for literacy education. The government must make substantial efforts in the new field of study known as "functional literacy."

Madagascar possesses a vast rural labor force, approximately 87% of the population. Employment research has not yet been conducted at the national level (local and regional) on the basis of specific geographic and climatic conditions, which are quite varied.

In addition, the country possesses enormous natural resources: watersheds, forests, soils, waters, fish stock and biological diversity. Equitable distribution of natural resources is a key obligation of the government in stemming the poverty of Malagasy households.

Based on the experience of many countries around the world, literacy education is truly an enterprise of complete training for producers. It requires a political commitment on the part of the government.

As a Malagasy citizen who is a specialist in the wood subsector and wholesale training for village management in several local regions, the author's study is focused on community management of the natural resources of the forest. Madagascar possesses many forest species found nowhere else in the world that are at great and immediate risk.

Following independence, there was no forest policy in Madagascar until 1980. Government policy stresses food self-sufficiency and improving the balance of payments. The forest policy is reflected in the slogan, "protect and produce, develop without destroying."

Adoption of the Malagasy strategy for conservation and sustainable development in 1984 and the Environmental Charter in 1990 helped to define a national environmental policy, followed by a new rural development policy in 1994.

The birth of the Third Republic led to profound policy changes at the national level in keeping with a strategy of liberalization and separation of powers, leading to redefinition of the forest policy as a key priority in Madagascar.

As the marketplace becomes more and more worldwide, Malagasy policy must not neglect future generations. It is of critical importance to protect and manage natural resources, which may well represent the island's greatest source of wealth in the future.

Tourism: the island's environment draws foreign visitors who provide significant financial input.

Quality: all precious woods existing on earth are still found in Madagascar (rosewood, palissander, Mpanjakabenitany, etc.).

Quantity: even though degradation of the forest continues at the present time, it is probable that forest resources will be sufficient to meet local demand for industrialization if policy implementation is viable and reliable.

Social dimensions: a wonderful environment, support for service delivery, transfer of knowledge and skills.

From an early age, the author was exposed to forest environments (secondary reforestation on non-arable land).

He then chose to specialize in the wood subsector (processing).

As a villager, technician, trainer and wholesale trainer, the author feels a responsibility to contribute to protecting natural resources.

Worldwide democratization requires a new vision of a sustainable and viable national forest policy based on community management of renewable natural resources.

Degradation of these resources continues to subside [sic] and the purpose of this study is to help the government take measures in support of a new policy for Madagascar based on community management of natural resources.

A change in mentality: identification of adapted techniques based on technological developments.

Participatory management at the national, regional and local levels (social issues, economy, environment): illegal deforestation, inappropriate techniques, failure to study the cost and protect the environment (loss of forest).

Generally speaking, the problem began with the accelerated population growth presently occurring in Madagascar.

Efforts to alleviate poverty, which continues to subside [sic].

In general, all inhabitants understand that if the phenomenon of forest degradation continues unabated, then future generations will find themselves in a deep hole.

• The future generations of Madagascar

• The future generations of the world (instability in the balance of payments)

• Loss of employment (decreased activity)

• Non-viable environment

The underlying principle is to ensure consistency between national policy and the policy of the Directorate of Cooperation in Development and Humanitarian Assistance (DDA).

• In general, national experts cannot guarantee the relevance of activities to be carried out.

• International experts should be called upon to train technical advisors (study and development of training) in collaboration with members of the local team for institutional restructuring in the future (national and regional levels).

• Support for NGOs and civil society, along with local groups, in connection with activities to develop previously cleared land and protect the forest.

• Support for private initiative in the informal sector concerning the development community (national, regional and local levels).

• Cooperation with NGOs and civil society (introduction of adapted methods for tapping forest resources).

• Adjacent farmers and villagers must collaborate together and truly benefit from proper management of natural resources in order to protect the forest effectively. Farmers must be actual beneficiaries of logging operations if they are to cooperate.

• Research/action for both farmers and government, introduction of the notion of public service and a contractual relationship that entails responsibilities for both parties.

• Making tools available to enable communities to become self-reliant is a key element of the on-going process of internalization and an instrument for the participatory management of the forest.
• Making progress toward institutional change requires a political commitment on the part of the government.
  a) Review land policies with donors and develop advocacy and lobbying strategies in this area.

  b) Reforestation strategy (to be increased and in relation to research/action).

  c) Enforcement strategy: stop illegal cutting, increase funding, motivate agents.

  d) Strategy for participatory management of the forest:

  • Protecting spaces and ensuring rational development
  • Three-party agreement among the National District (Circonscription Nationale), adjacent villagers and farmers

  e) The monitoring and evaluation strategy should be discussed with donors and rapidly implemented as it is both useful and urgent.

Certain institutional changes have been adopted by civil society and NGOs in collaboration with the government.

1.     Support for the delivery of social, economic and/or organizational services

2.     Development of the capacities needed to ensure program sustainability

3.     Empowerment of target groups (transfer of knowledge and skills)

The second operational strategy has been adopted: development of the capacities needed to ensure the sustainability of activities

The third strategy is planned: empowerment of rural communities to prepare them to meet their own needs and, in particular, exercise their right to become a true partner in the development of the region

The result depends on both planning and execution.

1.     The credit component is successful.

2.     The farmer and community forestry (FPC) component and the participatory forest management (GPF) component are not linked to the credit component and, at the present time, have a virtually nonexistent economic impact.

• The program should strengthen and systematize public awareness of the protection of natural resources. Development of the FPC and GPF components should be done in a way that allows local communities to make a profit by protecting the forest. As for cash crops, their viability depends on soil fertility, diversification of production and well-functioning subsectors.

• The level of institutional viability of program members is variable.

1.     West Coast Forest Protection and Development (SAF-CO) wishes to cooperate with a local organization (public or private).

2.     The Forest Development Training Center (CFPF): it is desirable to focus on training, technical advice and the development of strategies for using and protecting the forest (with the participation of village communities and implementation of pilot projects).

3.     The Water and Forests District (CIREF), a governmental organization, has improved its performance in spite of insufficient human and financial resources.

4.     The MENABE program support unit (CAP) is generally effective but not sustainable.

• Donor support is requested, and human resources must be expanded.

• Identification of user rights, official banking system (between producers and collectivities). Institutional development at all levels (farmers, government, NGOs) translates into effective management in the long run.

The lessons that authors have drawn from their studies should be the same worldwide. Everyone is responsible for man's future.

In the author's view, the lessons can be applied to other universal situations (waters, forests, watersheds, pastures, soils, fish stock and biological diversity).

The author welcomes the workshop organized by the World Bank at its headquarters because, since childhood, he has aspired to become an expert on wood issues in order to better inform and better train.

The author extends his gratitude to all the World Bank teams and the International Development Research Center (Canada) as organizers of the seminar for which he is an applicant.