B December 2008 National Strategy for the Development of Non-wood Forest Products in Bhutan 2008-2018 Social Social Social Social Forestry Division, Ministry of Agriculture Forestry Division, Ministry of Agriculture Forestry Division, Ministry of Agriculture Forestry Division, Ministry of Agriculture, Royal Government of Bhutan Royal Government of Bhutan Royal Government of Bhutan Royal Government of Bhutan December 2008
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National Strategy for the Development of Non-wood Forest Products in Bhutan - 2008-2018
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Foreword
From the Honorable Minister
The Royal Government of Bhutan has identified the development of NWFPs as a
major activity for reducing poverty and as a means of achieving economic growth for
the country.
The NWFP resource of Bhutan is rich and NWFPs are an important element in the
daily household activity in Bhutan. The development and marketing of NWFPs has
the potential to make a significant contribution to the livelihoods of local
communities.
The process of Bhutan’s accession to World Trade Organization (WTO) and the recent
opening up of the country to foreign direct investment (FDI) have led to initiatives
for the exploration of high value, low-volume commodities in which the country has a
comparative advantage.
To meet the targets set out in the Millennium Development Goals (MDG) and to meet
the economic hopes of the people will need every resource available. One of the
important resources is the NWFPs which have an intricate link with rural economics.
I am proud that the Social Forestry Division has come up with such an effort to
develop the National Strategy for NWFP development in Bhutan which gives direction
to all stakeholders for promoting NWFP use in the country, and also targets poverty
reduction, while ensuring the sustainable management of the resource base.
The Ministry of Agriculture would like to thank the different organizations for
contributing to the development of the National Strategy for NWFP development in
Bhutan and also the supporting organization (SNV/WWF) for the technical and
financial support in developing the National Strategy document.
Tashi Delek!
(Dr. Pema Gyamtsho)
Honorable Minister
Ministry of Agriculture
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Acknowledgements
Non-wood Forest Product (NWFP) development is a crosscutting issue of different
fields, including policy and legal frameworks, NWFP resource management,
marketing and trade, research and capacity building/training. Therefore this National
Strategy for the Development of NWFPs in Bhutan draws on the contributions of
many stakeholders from different backgrounds.
Foremostly, our sincere thanks and gratitude go to His Excellency, Lyonpo Dr. Pema
Gyamtsho, who strongly encouraged the development of this strategy. Our thanks
also go to Mr. Karma Dukpa, Director of the Department of Forests and the NWFP
working group (consisting of: Prabhat Kumar Mukhia, SFD; Sonam Peldon, SFD;
Wangchuk, ITMS; Hans Beukeboom, Helvetas; and Marianne Meijboom, SNV) and
chaired first by Dr. D. B. Dhital, CFO Forest Resources Development Division and
later by Chado Tshering, CFO Social Forestry Division, for the overall coordination and guidance in drafting the strategy.
The preparation of this strategy started at the end of 2007 when the national
mandate for NWFP development was still under the Forest Resources Development Division; this mandate shifted in July 2008 to the Social Forestry Division.
A first draft of the strategy was developed by Mr. Sonam Tobgay, a national
consultant with financial support from SNV, the Netherlands Development
Organization. This draft was presented and discussed in a workshop in which about thirty-one people participated.
The draft was further developed and discussed in several smaller meetings with
major contributions from Dr. Sangay Wangchuk, Director-SAARC Forestry Centre;
Mr. Sangay Chewang, Chief Marketing Officer, Agricultural Marketing Section; Dr.D.B
Dhital, Chief Forestry Officer, Forest Resources Development Division; Gopal Mahat,
Chief Forestry Officer, Forest Protection and Utilization Division; Dr. Sonam Wangyal
(Phyllantus emblica), and Wintergreen oil (Gaultheria sp.) (Bio-Bhutan, 2008).
Other private players include those resulting from recent government initiatives
towards the formation of farmers groups such as the lemon grass association in the
east and the bamboo and cane growers in central Bhutan operating through
community forestry initiatives.
NRDCL and ITMS have forthcoming plans to further privatize and become feasible
enterprises. ITMS has developed a number of commercial products including
Tsheringma tea and Cordyplus.
2.2.4 NGOs, donors and foundations
There are a number of NGOs, donors and foundations supporting Bhutan in NWFP
development. Bilateral and multilateral development partners continue to provide
both financial and technical support through projects and technical assistance.
For example, the Netherlands Development Organization (SNV) provides Technical
Assistance in NWFP development along the entire value chain.
The Food and Agriculture Organization (FAO) supported the commodity chain
analysis of high value mushrooms in Bhutan.
Helvetas/SDC provides technical and financial assistance through the participatory
forest management project.
The International Development Research Centre (IDRC) in collaboration with SNV is
supporting CBNRM activities, including action research on community-based
management of a number of priority NWFPs.
The Rural Enterprise Development Project (REDP) of the United Nations Development
Program (UNDP) has amongst others supported the establishment of the lemon
grass association, and the bamboo and cane product development.
The European Union (EU) supported the Medicinal and Aromatic Plant project (MAP).
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The Tarayana foundation recently started utilizing nettle plants (Girardinia diversifolia) for the production of authentic hand woven fabric fetching attractive prices for the local producers. Candle making is another activity using local materials
like natural dyes to colour the candles.
Apart from the above mentioned there are other donors and NGOs such as: the
Worldwide Fund for Nature (WWF), the Global Environment Facility (GEF’s small
grants program) and the International Food and Agriculture Development (IFAD),
which are involved in promoting and developing NWFPs in Bhutan through programs
and projects.
In the wider region, the Asian Network for Sustainable Agriculture and Bioresources
(ANSAB) and the International Centre for Integrated Mountain Development
(ICIMOD) both based in Nepal, and the Regional Community Forestry Training Center
for Asia and Pacific (RECOFTC) based in Thailand are other regional NGOs which
have expertise in NWFP development and could provide support in further NWFP
development through e.g. technical backstopping, short-term training programs,
workshops and study tours.
2.2.5 Challenges faced in the organizational and institutional set-up
One of the major institutional and organizational challenges for the development of
NWFPs is the lack of effective cooperation and coordination among and between
different organizations in terms of duties and mandates. There are many
organizations involved in NWFP management and utilization. The mandates and roles
of these organizations need to be clearly defined. Coordination between collectors,
traders/exporters, governmental and non-governmental organizations continues to
be weak. Cross-departmental and cross-ministerial coordination is crucial in order to
share information, to avoid duplication of efforts and to witness a well-developed
NWFP sub-sector in the country.
The establishment of the NWFP Working Group has been a first step in improving
information sharing and coordination but necessitates further strengthening and
institutionalizing. The group currently consists of DoF, AMS, NRDCL, RNR-RC and
ITMS but could be widened and further include exporters and businesses to ensure
that all relevant stakeholders in NWFP management, marketing, processing and
trading are engaged.
Another major challenge is the need for building human resource capacity for NWFP
development and management. Training of foresters should be expanded to provide
greater emphasis on NWFPs and their management, production, utilization and
marketing. Currently the Langmegonpa Forestry Institute works on the inclusion of
NWFPs in its curriculum. Practical training should be provided for local growers,
collectors and processors of NWFPs to ensure sustainable and efficient use of the
resources and to increase local income levels. If NWFPs are to be managed sustainably among farmers as an effort towards income
security, it is important that over time adequate human resources are available to
oversee these initiatives. It is therefore necessary to start training people and
building a team composed of well-qualified professionals. Training may be required
at all professional levels, right from management to technical expertise to extension
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staff at the geog and community levels. The training curriculum should not only
include technical aspects related to NWFP development but also include simple
modules on gender concepts and tools for gender analysis to help teams work more
gender sensitively, as well as including rural participatory methods such as
participatory technology development.
Furthermore, the private sector needs strengthening and further development in
order to enhance the management, marketing, trade and product development of
NWFPs.
2.3 NWFP Resource Management in Bhutan
2.3.1 Priority NWFP species
In order to focus NWFP development activities, a priority NWFP list was prepared
during a stakeholder meeting (held on November 16, 2007). This list is based on a
number of criteria:
1. Economic criteria: export market value and local demand, income generation,
bio-prospecting
2. Social criteria: job creation, poverty alleviation especially for people living in
rural areas, income and food security
3. Environment criteria: positive impact on biodiversity conservation and
protection of natural forest, risks of over exploitation, geographical
abundance
4. Technological criteria: Difficulties or easiness in terms of technology and
techniques for propagation, cultivation, processing, marketing and investment
Based on the above criteria, the prioritized NWFPs have been identified as follows:
This list is based on current information and should be considered as a dynamic list.
New species can be added and/or species can be removed. For the distribution of the
priority species please refer to Appendix 1; for a list of species cultivated by ITMS
see Appendix 2 and for a list of species with export potential see Appendix 3. All lists
are based on available data as of May 2008.
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2.3.2 Management of wild NWFP Resources
In Bhutan there are two legal systems in place for the management of NWFP
resources in the wild: a system of permits that requires obtaining written approval
from authorities to collect NWFPs, and one through the establishment of CFs focused
on the management of NWFPs. Both systems are described in detail in the Forest
and Nature Conservation Rules (2006).
The Social Forestry Division (SFD) has established more than 100 approved CFs with
the 100th CF celebrated on 6 October 2008. Thirteen CFs focus on NWFP
management including the following species: lemon grass, Illicium griffithii, Chirata (Swertia chirayita), Pipla (Piper pedicellatum), Cane (Calamus acanthospathus, C. latifolius), Daphne spp., Yula (Neomicrocalamus andropogonifolius), Borinda grossa (an endemic bamboo species to Bhutan) and some other bamboo species.
A number of other CFs for NWFP management is still in the pipeline. The number of
Community Forests focused on NWFP management is expected to increase rapidly
over the coming years.
A resource assessment is needed to gauge the availability of the NWFP concerned
and is a mandatory part of the CF management plan. Forest (timber) inventories are
not suitable for the assessment of NWFP resources because of the nature of NWFPs
(different life forms, different parts of plants, sometimes difficult to detect,
seasonality, and different distribution patterns). Therefore inventory methodologies
for NWFP resource assessments have to be developed per NWFP species, separately
in most cases (Wong, Thornber and Baker, 2001). For these reasons SFD is working
on the development of guidelines for resource assessment and management of
NWFPs. To date, guidelines for 6 species5 have been published while guidelines for a
number of other priority species are in the pipeline which outline step by step the
way to carry out a resource assessment. Furthermore, the guidelines give
management and harvesting prescriptions. The guidelines are developed in
collaboration with local people based on field experiences and are discussed in detail
in the NWFP Working Group meetings. Apart from SFD, all other interested
stakeholders can develop guidelines and present them in the NWFP Working Group
for consensus and finalization.
2.3.3 Cultivation of NWFPs
Several agencies are engaged in NWFP cultivation. For instance, the Natural
Resource Development Corporation Ltd. (NRDCL), formerly Forest Development
Corporation Limited (FDCL), concentrates on large scale bamboo plantations. In
1996-1997 a total of 86 acres (35 hectares) of bamboo plantations were established
mainly in the Dzongkhags of Samtse6, Zhemgang, and Samdrupjongkar (Interview
with G.S Chhetri, NRDCL, 2008).
5 Borinda grossa, Illicium griffithii, lemon grass, Chirata, Pipla and Yula 6 Includes 10 acres of plantation that has been carried out in Phuentsoling clubbed under the Samtse activity of NRDCL.
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Other ongoing cultivation schemes have been undertaken by ITMS and RNR-RC
Yusipang and include domestication of amongst others: Dracocephalum tanguiticum, Carum carvi, Inula sp. Aconitum orochryseum, Dactylorhiza hatagirea, Podophyllum hexandrum, Angelica glauca, Valeriana jatamansi, Lycium barbarum, Carthamus tinctorius, and Saussurea lappa7. The two institutions are cooperating in the cultivation of medicinal plants and the training of farmers on proper collection
practices to ensure sustainable production of medicinal plants and resources. The
Institute has also started developing information management systems with a
database on medicinal and aromatic plants and plant products.
In addition, RNR-RC Yusipang has developed cultivation sites for medicinal and
aromatic plants spread over ten Dzongkhags. In 2007 alone, six metric tons of ruta
(Saussurea lappa) was cultivated in three Dzongkhags constituting Bumthang, Haa
and Gasa, while three metric tons of Curcuma longa been successfully cultivated in Zhemgang.
Furthermore, some Agarwood (Aquilaria malaccensis) plantations were established in order to try out artificial agarwood inducement techniques. There seems to be scope
to promote plantations of agarwood and to artificially induce agarwood production
(Chhetri, Dhendup and Gyeltshen, 2004).
NMC provides technical assistance through establishment and training of mushroom
nurseries for farmers and the supplying of mushroom billets and related equipment.
Mushrooms that are cultivated include Oyster mushroom (Pleurotus spp.) and Shiitake (Lentinus edodes).
Cultivation can help to strengthen the production of a certain commodity and ensure
its sustainable supply while reducing the pressure on the wild NWFP resources.
However some farmed products may also be qualitatively inferior when compared to
wild gathered products as is the case with some medicinal plant products (Russo et
al, 2001). A general overview of cultivation versus wild collection is given by
Schipmann et al (2002).
2.3.4 Challenges faced in the management of wild NWFP resources
Successful and sustainable management and optimal utilization of NWFP resources
require adequate resources and efficient and effective management. The major
issues regarding resource use and management are presented as follows:
• Assessment of NWFP resource base and annual harvesting limits
• Studies on harvesting regimes and their effect on regeneration
• Guidelines for resource assessment and management
• Clear regulations which differentiate between NWFPs derived from the wild
and cultivated NWFPs
• Research on ecological characteristics starting with the prioritized NWFPs
• Research on domestication and propagation; DoF should be clearly informed
about results of Research Centres on NWFP cultivation
• Cultivation of NWFPs with greater socio-economic benefits
• Development of NWFP management plans
• Mainstreaming NWFP development in forest planning and management
7 Full lists of cultivated plants are provided in the Appendix 2.
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• Standardization and classification of NWFPs
• Training in resource assessments, cultivation, harvesting and management of
NWFPs
• Need to develop a good database system which provides adequate
information about NWFP species
• Coordination amongst agencies involved in NWFP management, trade, etc.
• Lack of a gender perspective and a limited understanding about roles,
responsibilities, knowledge, aspirations and contributions women make to
NWFP management
2.4 Marketing and trade
NWFP marketing is an important source of income for rural households. A variety of
NWFPs are sold in the weekend markets in different Dzongkhags. Over 100 different NWFPs are sold in the weekend market in Thimphu, e.g. cane shoots, fern heads,
several species of mushrooms, incense and many others (Chandrasekharan, 2006).
The market and trade channels for most of the NWFPs follow a general pattern of
forest and meadow to village to road-head8, then on to larger trade centres.
Middlemen buy the product and then move it to the next stage in the marketing
channel. Although there are a number of examples where middlemen lure farmers
into exploitive debt-bondage relationships, in general middlemen play a crucial role
in the income generation of rural farmers. Middlemen or village traders throughout
the country provide important services to the collector, such as: advancing money
during periods of food shortage, arranging for transportation, providing post-harvest
services, packaging and temporary storage. It is through providing these services
that the village trader is able to attract collectors and to obtain (if he speculates
accurately) a fairly high return on his expenditure.
Four different types of trade are prevalent in the country: a) among community
members and in the local markets for onward trade, b) among middle men and
exporters, traders and national institutions, c) informal trade across the political
boundaries of Tibet to China and d) formal exports to other countries, which include
both raw materials and finished products.
2.4.1 Export of NWFPs
The most commercially important NWFPs exported are high value mushrooms, lemon
grass9 extract, Cordyceps sinensis and incense. Attractive markets for Matsutake
mushrooms are in Japan, Singapore, Thailand and United Kingdom. Bhutanese
essential oils have been well received in the European markets with growing
demands from United Kingdom and Canada. Incense sticks are exported to
Singapore, Taiwan, United States of America, United Kingdom and Hong Kong.
Cordyceps is in huge demand from Hong Kong, Singapore, China and in the state of
8 Refers to nearest road accessible by a vehicle. 9 Eastern Bhutan has the capacity to sustainably produce 50 MT lemongrass oil a year. If this could be realized it would capture about 10 per cent of the world market (Dhungyel, D 2002)
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California in the USA (please refer to Table 1 for the quantities and values of
In 1988 the export of medicinal plants was banned (Subba, undated). However, the
government has recently approved the export of Swertia chirayita, Pipla (Piper spp.) and Rubia cordifolia or tsoe (Kuensel, January 13, 2008).
2.4.2 Farmer groups and associations
In order to reach economies of scales, the formation of groups and/or associations
can help to access markets and to bargain for better prices. For example, with the
recent formation of a CF management group, CF members in Bjoka have united to
sell cane and yula products through the group. This is currently pressing buyers to
accept prices as determined by the farmers. The total annual average income of the
group is Nu 3,475,000, which means an average annual income earning of Nu
26,320 for each household (Meijboom, Rai, and aus der Beek, 2008).
Towards the latter half of 2007, a lemon grass cooperative has also been formed
comprising farmers in the eastern region.
2.4.3 Marketing Information Services
The Agriculture Marketing Services (AMS) is responsible for providing market
information on RNR products through collection, compilation, analysis and
dissemination of information on a regular basis. AMS also identifies, promotes and
facilitates intra-regional trade through price and demand broadcasts over the
national radio. Market information on inputs and markets is collected from relevant
agencies, such as: Food Corporation of Bhutan (FCB), Dzongkhags, Department of
Revenue and Customs, BAFRA, National Plant Protection Centre (NPPC), Druk Seed
Corporation, NRDCL, and extension agents. In recent years, AMS has started
compiling requests for NWFP auction data and market prices.
FCB compiles auction data in terms of the total exports going through the auctions.
Bhutan Trade Statistics Reports are also compiled by the government on the
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country’s total imports and exports. Likewise, BAFRA closely monitors the quantity of
all exports through export certification including NWFPs. Forest Information
Management Systems (FIMS) is another unit within the Forest Resource
Development Division (FRDD) that attempts to manage information related to
forestry products including NWFPs.
2.4.4 Processing and value addition
A small percentage of NWFPs collected are processed in Bhutan by a few enterprises
such as ITMS, incense producers, traditional hand-made paper factories, the natural
dyes and weaving centres in Khaling, the Essential Oils Development Program
(EODP) and the weaving of nettle plant (Girardinia diversifolia) cloth and other fibres. The weaving of bamboo baskets, mats and other goods for daily, seasonal,
and ceremonial use is also common. Other small-scale cottage industries include
herbal dye making, honey production, incense making and lemon grass oil
production.
Bio-Bhutan has launched the first ever air spray made in Bhutan with organic
certified lemon grass. It can be used as an air freshener and even as an insect
repellent. Tarayana Foundation started candle making as an activity using local
materials such as natural dyes to colour the candles. Similarly, licensed incense
manufacturers have undertaken small and cottage scale processing activities using
high land aromatic plants as their main ingredients. There are also other licensed
incense processing units producing incense of various qualities for both the domestic
and export markets.
ITMS has developed Tseringma herbal teas using most of its ingredients (saffron,
cinnamom, and Himalayan gooseberry) from India, Cordyplus capsules are another
product being launched in recent years using Cordyceps sinensis as the major
ingredient. Other products include a range of bath elixirs including salts that cure
joint aches and rheumatism. Small scale basic processing equipment has also been
developed by ITMS, with drying units in Lingshi for the higher altitude plants and one
in Langthel, Trongsa for the lower altitude medicinal and aromatic plants. The EODP
under the Department of Industries continues to promote lemon grass distilleries in
Dungsum, Yalang and Toetso in Trashiyantse. The canning of matsutake (Tricholoma matsutake), Ngala shamong (Lyophyllum shimeji), and Golay shamong
(Catathelasma sp.) has been carried out in Ura (Bumthang Dzongkhag) by NMC in
2006 and 2007 in collaboration with a farmers’ group and a mushroom exporter.
However the basic processing, production and packaging technology currently in use
need further upgrading to enhance product quality, presentation and other
attributes.
2.4.5 Transport
Bhutan is landlocked with huge mountains and deep gorges and therefore faces
unique transport challenges. While the creation and maintenance of physical
infrastructure is critical in pursuing poverty reduction goals through NWFP utilization,
the country’s small and dispersed population and rough topography make it difficult
to achieve economies of scale in service delivery, and it is costly to build and
maintain vital infrastructure, including motor roads and transport networks.
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The country continues to face poor access in rural areas with 21% of the Bhutanese
rural households located within one to four hours from the nearest all-season road,
and another 21% have to spend more than half a day getting to a roadhead
according to the Population and Housing Census (RGOB, 2005). To improve rural
accessibility, the RGOB plans to make roads accessible within half a day’s walk for 75% of the rural population by 2012.
Roads in Bhutan are the only means of surface transport for goods and passengers.
Road corridors follow the rivers, which serve as an axis for population settlements
and transport and provide access to the most fertile wetlands, found in valley floors
especially in Paro Dzongkhag. Certain roads become difficult to drive on during
winter months on mountain passes and during the rainy season (June, July, August
and early September). Landslides are common during the monsoons, further
hindering access. For example, the Phuentsholing–Thimphu highway, the main
lifeline for supplies coming from India, often gets blocked for several days during
monsoons. Similarly, the highways connecting Wangdue, Trongsa, Mongar and
Trashigang are often closed due to snowfall and landslides.
Druk Air the national flight carrier is the only means of air transport to the outside
world markets and is rather expensive, but this situation should not undermine
marketing potential, assuming Bhutanese entrepreneurs tap the right market with
the right product.
2.4.6 Intellectual Property Rights (IPR)
Intellectual property protection is a new area in Bhutan and the fundamental laws,
including the Copy Right Act and the Industrial Property Act (including designs,
patents and trademarks), were only enacted in 2001. However, with the growing
interest in research, market value and commercialization in NWFPs, policy-makers
like the Intellectual Property Division within the Ministry of Economic Affairs and
other stakeholders are beginning to recognize the need for intellectual property
rights regarding the appropriation and use of indigenous/traditional knowledge
especially on craftsmanship, ethno-botanical knowledge, geographical indicators,
copyrights and bio-security.
However, a greater understanding and documentation of indigenous knowledge and
access benefit sharing is imperative if any system of rights (based upon that
knowledge) is to protect and compensate the rural population. For example, the nga dosem10 is a traditional right of communities in Ada geog in Wangdue. This perhaps
is one of the most interesting cases for investigating the interface between property
rights and conservation in the context of food security and poverty alleviation.
Traditional communities must be able not only to manage their resources optimally
but also to improve their production systems and technologies, offering products at
competitive prices and deriving comparative advantages.
10 Fish baked between two hot stone plates is traditional practice by the people in Ada geog for generations and is an important source of livelihood to households.
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2.4.7 Entrepreneurship and Business Skills
One of the main agencies promoting small and medium enterprises is the
Entrepreneurship Promotion Centre (EPC) attached to the Ministry of Economic
Affairs. Such initiatives have supported micro, small and medium-scale enterprise
development through training, development of business plans and in some cases
conducting feasibility studies. For instance, the Nado incense, formerly a cottage
industry has now made good business progress with products being exported to
Europe, USA, and to the Chinese markets of Southeast Asia.
There are various agencies involved in training entrepreneurs with respect to
different commodities. Some of the main ones are provided below in table 2.
Table 2: Government agencies involved in enterprise development and
business skills training
Ministry Government Agencies supporting enterprise development
and business skils
Economic
Affairs
Entrepreneurship Promotion Centre
Essential Oil Division
Trade Division
Regional Trade and Industry Office
Agriculture Social Forestry Division
National Mushroom Centre
Agriculture Marketing Services
Medicinal and Aromatic Plants Project and the Integrated
Horticulture Development Project.
Health Institute of Traditional Medicine and Services
Corporation Natural Resource Development Corporation Ltd.
Bhutan Chamber of Commerce and Industries
2.4.8 Challenges faced in the marketing & trade of NWFPs
Marketing and trade of NWFPs is beset with major impediments including: the
irregularity of supply and the large number of low volume products involved;
cumbersome export regulations and procedures; inadequate quality control and product information to consumers; inadequate market information services to
collectors and poor infrastructure for rapid transportation of products between
production zones and the nearest markets.
Due to the small amounts of forest products available to the individual collector, very
few forest products are sold directly from the collector to the wholesaler or
processor. The small quantity from each collector depresses the price received from
the middleman or the final buyer and prevents the collector from receiving a larger
portion of the total income generated from NWFPs. This is caused by the small and
scattered supply of NWFPs in different pocket areas in the country. Group formation
and the formation of associations are needed to reach the economies of scale.
Rural communities have inadequate access to sufficient information regarding market
demand and price. As a result, farmers cannot respond adequately to current market
trends. The lack of market information keeps local collectors of NWFPs in weaker
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positions as compared to traders and other middlemen. A more transparent
marketing chain in the form of readily available prices and demand for the product,
numbers of intermediaries in the industry, transport companies and their addresses
and export market destinations would all enable the local collectors to be aware of
market information and price structure. This would give local producers a stronger
bargaining power with traders.
For export markets, bottlenecks are the lack of regulations on the export and import
of these products or when they exist, cumbersome administrative customs
procedures and lack of harmonization of NWFP export regulations. These regulations
need to be simplified and facilitative for the marketing of NWFPs, and particularly
relevant to encourage women to be more active in the commercial aspects. Low
levels of literacy among women discourage them to participate effectively, especially
coupled with the complex bureaucratic procedures in marketing.
The competitiveness of Bhutan’s marketing system is further reduced by the high
transportation costs within the country and unbalanced trade flows. This is reflected
by a shortage of truck loads for the return journey because of lack of business in that
direction. Bhutan’s international trade is solely reliant on the Kolkata port in India,
using the transit corridor on the Indo-Bhutan border at Phuentsholing. The
development of the soft side of trade-related transport logistics, such as
harmonization of documents and procedures, needs greater attention.
Furthermore, the present marketing system exhibits a general lack of market
information, incomplete market studies, and inadequate transportation and storage
facilities. Currently, there are no systematic national level comprehensive studies on
trade related issues of NWFPs in Bhutan except for few isolated case studies
(Interview with Chief Marketing Officer, AMS). There are no comprehensive data
about the volume of trade in the country except for the country trade statistics.
Therefore it is needed to develop a mechanism wherein trade in NWFPs for domestic
and export markets is properly documented. Information on domestic and export
markets, including: price, minimum quantities, quality specifications, etc. must be
regularly updated. This information would help sellers, buyers and exporters.
Lastly there is a need to work on bio-prospecting and IPR in order to ensure that the
knowledge of companies and communities is safeguarded.
2.5 Research and development
Forest research programs have been taken up as national programs under the
management leadership of CORRB. Research programs on forest products (timber
and NWFPs) are coordinated nationally by RNR-RC Yusipang and implemented in
regions through RNR-RCs located at Bajo, Wengkhar and Jakar. One important
program is the National Forestry Research Program (NFRP) engaged in conducting
research and providing a foundation and springboard for achieving the overarching
goals of sustainable NWFP conservation and utilization. The program has eight sub-
programs, out of which NWFPs form an important component.
2.5.1 Biological research
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RNR-RC Yusipang has the national mandate on forestry research, including NWFPs.
Some of the past research activities carried out includes bamboo and cane studies in
Bjoka geog in Zhemgang, sustainable agarwood production through artificial
inducement, and studying the impact of matsutake collection on local economies.
Some of the ongoing research initiatives include studying the life cycle and biology of
Cordyceps sinensis, sustainable propagation and harvesting methods of important
bamboo species (Borinda grossa) and the development of a fern arboretum.
Similarly, RNR-RC Bajo focuses on CBNRM action research in collaboration with DoF
and the Dzongkhag Forestry Sector. RNR-RC Bajo through CBNRM supports action
research activities in Bjoka geog in Zhemgang on bamboo and cane management,
lemon grass extraction in Dremitse (Mongar Dzongkhag), sustainable harvesting of
pipla (Piper pedicellatum) in Nanglam, (Pemagatshel Dzongkhag), pasture
management in Dhur, (Bumthang Dzongkhag), Swertia chirayita management in
Singkhar lauri, (Samdrupjongkar Dzongkhag), Borinda grossa in Bomdeling,
(Trashiyantse Dzongkhag) and matsutake in Genekha, and Cordyceps sinensis in Soe under Lingshi (both in Thimphu Dzongkhag). The effect of controlled forest fire on
the production of lemon grass oil is currently underway in RNR-RC Wengkhar.
ITMS is focusing on medicinal and aromatic plants using them as active ingredients
for manufacturing herbal remedies and cures. Under the MAP project, research has
been carried out on a number of medicinal plants. Research priorities of these
institutions vary and encompass (a) important NWFPs, (b) selected crops of high
economic importance (cordyceps, matsutake, lemon grass oil,) or (c) specific groups
of products (e.g. medicinal and aromatic plants).
Private sector involvement in NWFP research is almost non-existent in Bhutan unlike
in China, India, Nepal and other countries where indigenous knowledge of traditional
medicine is a core competence and harnessed by entrepreneurs.
2.5.2 Marketing research
Marketing research is conducted by AMS, ITMS, NRDCL and the MEA. The office of
the AMS continues to conduct market research studies for pipla (Piper spp.), Swertia chirayita, Rubia cordifolia and Illicium griffithii in the Indian markets of Delhi and
Kolkata. Market research in Singapore and Thailand has been explored for Sassurea lappa, Aconitum sp., Shilajit, Picrorhiza kurroa, and pipla. Recently the supply order opportunities for Aconitum sp. from Singapore could not be fulfilled due to
inadequate inventory data as a result of not being able to estimate the required
supply of quantities and quality (interview with Chief Marketing Officer, AMS, 2008).
Market research has been conducted for matsutake mushrooms in Japan, Cordyceps sinensis in Singapore and Hong Kong, turmeric and Carum carvi in the world markets
and a compendium of medicinal herbs.
In addition, the marketing section within the Pharmaceutical Research Unit (PRU) of
ITMS performs related market surveys, audits and selling of products from the sale
counter located within the establishment complex. Market research for product
development has also been carried out in Singapore and Hong Kong. Past records
showed PRU sales recording Nu. 4 million in 2005 with top of the line products
including Tseringma herbal tea, cordyplus capsules, incense sticks and powder, and herbal bath elixirs. SFD has plans to establish market linkages to support
community-based groups to market their NWFPs. Similarly, MEA in partnership with
23
the private sector continues to develop markets for lemon grass extracts, incense,
mushrooms, handicrafts and traditional textiles.
Furthermore, RNR-RC Wengkhar has developed a number of herbal home-remedy
products based on Aryuvedic principles. Further research is needed for the marketing
of these products.
2.5.3 Challenges faced in NWFP related research
At present the Research Centres have limited capacity in both technical and human
resources to cover all research topics on NWFP-forest related concerns. Research
activities are currently thinly spread over a variety of products. Due to the lack of
focused research in the NWFP sector, institutions are unable to address the issue of
technology related to different aspects, from sustainable production/ collection to the
final sale.
At the operational level, the traditional separation between research, training and
extension hampers regular interaction between researchers and local communities.
Furthermore, NWFP-related research at present does not recognize local knowledge
and technical know-how sufficiently and needs better to address practical research
questions from the field.
24
Part III Strategic plan for 2008-2018
SFD has the national mandate for NWFP development in the country and therefore
SFD will be the lead agency and driving force in coordinating the implementation of this strategy.
The strategic plan follows the three guiding principles as agreed during the National
NWFP workshop held in 2006 (DoF, 2006):
1. Policy, legal and regulatory frameworks should form the basis for further
development of NWFP program.
2. NWFP harvesting should be based on the principle of sustainability (resource
availability and sustainable management principles).
3. Resource utilization should be community-based.
The last principle means that local communities are given the priority in collection
and management of NWFP resources. However, this principle should not hamper
private sector development and individual entrepreneurs if local communities are not
interested in NWFP collection and management.
The strategic plan for NWFP development describes the overall short-term and long-
term objectives followed by a more in-depth description of the strategic plan per
theme, including: Legal framework (3.1), Organizations and institutions (3.2)
Capacity building (3.3) NWFP resource management (3.4), Marketing and trade
(3.5), and Research (3.6).
3.1 Strategic plan: legal framework
Objectives:
a) To develop policies and legal frameworks supportive of NWFP development
Strategic plan:
3.1.1) Creation of an enabling legal and policy environment to support the
sustainable utilization and management of NWFPs. There is a need to review the
National Forest Policy of 1974, the Forest and Nature Conservation Act of 1995 and
the Forest and Nature Conservation Rules of 2006. New sections or a separate
chapter on NWFP should be incorporated in the Policy, Act and Rules that support
NWFP development. The definition of NWFPs should be revised. Also the royalty rates
should be revised based on market prices. The existing royalty rates on many
NWFPs are extremely high. Also there is a need for further harmonization with
international regulations and conventions such as CITES. SFD/NWFP program in
collaboration with DoF and PPD will take the lead in the creation of enabling policy
and legal environment for NWFP development.
3.1.2) Promotion of domestic and international trade in NWFPs through simplication
of trade procedures. SFD/NWFP program will coordinate with MEA and PPD to ensure
that trade and export procedures for NWFPs are looked into and will be simplified.
3.1.3) Clear policy arrangements should be established at the geog, Dzongkhag and
national levels for the sustainable management and commercial development of
NWFPs. SFD/NWFP program in collaboration with PPD will coordinate with the GNH
commission to support decentralization of NWFP management in line with the overall
25
decentralization policies. Management and development of NWFP species included in
Schedule I will remain under the jurisdiction of DoF at the national level.
3.2 Strategic plan: Organizations and institutions
Objectives:
a) To streamline responsibilities, strengthen collaboration and information sharing
among NWFP related organizations, institutions and stakeholders involved in
NWFP use, management and trade.
b) To enhance the institutional set-up and increase the efficiency and effectiveness in NWFP development
c) To enhance the agenda and priority given to NWFP development among the
different organizations
Strategic plan:
3.2.1) NWFP development is a cross-cutting issue and involves many different
organizations and stakeholders particularly as users. SFD/NWFP program will liase
and closely collaborate with all the relevant stakeholders including agencies involved
in marketing, research, product development, private sector, educational institutions
and community collection groups. A clear mandate and terms of reference for the
NWFP program will be developed. NWFP Program/ SFD will draft clear mandates and
functions for approval from DoF. See figure 1 for the proposed organizational
arrangements.
3.2.2) In order to strengthen the national agenda for NWFP development, a National
NWFP Coordination Committee will be established to be chaired by the Secretary of
the Ministry of Agriculture. This committee will ensure that NWFP development gets
the attention it deserves and will make decisions regarding proposed changes to the
legal framework. The members of this NWFP Coordination Committee will be decided
based on a stakeholder analysis. A specific ToR will be developed for the members of
the NWFP Coordination Committee by the NWFP Program /SFD (see figure 1).
3.2.3) The functions of the various government agencies currently engaged in NWFP
management, use, development and trade will be reviewed in order to streamline
agency functions and responsibilities and improve linkages. This will help to further
increase the effectiveness and efficiency of organizations to develop NWFPs in all its
aspects. A leadership and change of management program can further enhance the
Milestones relating to the legal framework
� Importance of NWFP emphasized in the revised National Forest Policy (by
2009)
� A separate chapter on NWFP management and development written in the
Revised Forest and Nature Conservation Rules; including a revision of the
definition of NWFPs, revision of Royalty Rates, harmonization with
international regulations, simplified trade and export procedures, and
modalities for collection and management of NWFPs by community-based
groups (by 2010)
� Decentralization of NWFP management and development to the Dzongkhags
(by 2018); apart from the species as mentioned in Schedule I
26
quality of institutional development. The National NWFP Coordination Committee will
lead this process.
Figure 1 Proposed organizational structure for the NWFP Program
National NWFP
Coordination Committee
(MoEA, NEC, BAFRA, PPD,
DoF, SFD, AMS, CoRRB;
Headed by Secretary of MoA)
Main tasks:
o Steering NWFP
development in the country o NWFP policy issues
MoA
DoF
SFD
AMS
NWFP
Program
FMU PA CF PF Other areas
National NWFP
working group
(SFD, FRDD, NCD, AMS,
RNR-RC, NRDCL, ITMS, EODP; headed by SFD)
UWEFI/
CNR
Main tasks:
o Coordination and
information sharing o Looking at technical issues
Dzongkhags
Ensure that NWFP development is incorporated into Dzongkhag and Geog development plans in an
integrated manner
CoRRB
Private
Sector
DFO PM DzFS
NWFP activities according to CF management plan or NWFP collection
framework
27
3.2.4) The existing NWFP working group will act under the guidance of the National
NWFP Coordination Committee. The Working Group will focus on the technical issues
related to NWFP management and use. The existing Terms of Reference will be
revisited and will include communicating needs from the private sector to the
relevant government institutions. The formation of the National NWFP Coordination
Committee and the NWFP Working Group will enhance coordination and information
sharing among the stakeholders. NWFP Program /SFD will review the ToR for the
NWFP working group (see figure 1).
3.2.5) NWFP development needs to be incorporated in the 5-year Dzongkhag and
Geog plans as well as in PA plans and FMU plans to the extent possible. NWFP
Program / SFD will coordinate and provide technical backstopping to Territorial
divisions, Dzongkhag Forestry Officers, and PMs to ensure that NWFP development is
well integrated into these plans (see figure 1). Furthermore special consultations will
be held with women to ensure that their concerns and needs in NWFP development
are reflected in the plans.
3.2.6) Strengthening regional and international collaboration and networking for
NWFP development. Donor funding support will be pursued to support the
implementation of this strategy, including technical assistance. NWFP Program/ SFD
in collaboration with DoF and PPD will look into the possibilities of attracting donor
support.
3.3 Strategic plan: Capacity building
Objectives:
a) To establish NWFP training and extension programs for different management
levels within the government as well as for local communities in order to
enhance the capacity in NWFP development, including resource management,
marketing, processing, enterprise and business skills development
3.3.1) A curriculum for NWFPs including policies, management, marketing etc. has
been developed and will be implemented at CNR or at the Ugyen Wangchuck
Environment and Forestry Institute (UWEFI) in Bumthang. The NWFP Curriculum will
help to train the Forest Officers and Rangers from Bhutan in relevant issues related
to NWFP (including gender issues). The curriculum is dynamic and will expand when
new information (for example through research) becomes available. The curriculum
will include the guidelines for NWFP resource assessment and management as
described under 3.4.1. The CNR or UWEFI will take the lead in developing and
teaching the NWFP curriculum.
Milestones relating to the organizational structure
� Prepare a clear mandate and functions for the NWFP Program by 2009
� Set up the National NWFP Steering Committee by 2009
� Set up the NWFP Program according to the organizational structure as
presented in Figure 1 by 2009
28
3.3.2) Workshops, meetings, forums, study tours, etc. on NWFP-related issues will
be organized for relevant stakeholders in order to update their knowledge with the
latest developments. Knowledge of NWFPs is further enhanced through providing
opportunities of long-term training with relevant institutions and universities, and
participation in international conferences and seminars. All NWFP-related
organizations are responsible for sharing their information and looking for relevant
opportunities to attend NWFP-related events.
3.3.3) NWFP materials will be developed for training and extension purposes for
different aspects of NWFP development, species, etc. Training materials will be
developed for different target groups, such as Forest Officers, Extension Officers and
Farmers. Furthermore lessons learnt from NWFP development will be documented
and distributed among relevant organizations. NWFP Program/ SFD will take the lead
in developing materials related to NWFP resource management. Also the NWFP
Program will coordinate and collaborate with other organizations to develop NWFP
materials related to e.g. NWFP business and enterprise development. In general all
relevant organizations are responsible for documenting and sharing their lessons
learnt related to NWFP development.
3.3.4) Region-wise, a number of sites where NWFPs are collected, processed and
marketed, based on an approved management plan, will be selected and used as
demonstration sites for proper NWFP development. One such site could be where
women and/or women’s groups play the key role. These sites will be utilized as
“Centres of excellence” for further learning and can be used as such by interested
agencies such as CoRRB, Forestry Institute in Bumthang, CNR and DoF.
3.3.5) All the Forestry Officers at national, district and geog level will be trained in
general issues related to NWFP management, marketing, enterprise development
and policies. Most of this training will be conducted by UWEFI and/or CNR. The NWFP
Program will backstop the provision of NWFP-related training.
3.3.6) The capacity of farmers in managing, marketing and enterprise developments
will be built by relevant stakeholders e.g. Forestry Officers, Marketing Officers in
collaboration with the Entreprenuership Promotion Centre (MoEA).
3.4 Strategic plan: management of NWFP Resources
Objectives:
a) To ensure the sustainable management of NWFP resources
b) To establish a database with relevant information on the NWFP resources
Strategic plan:
3.4.1) The development of guidelines for resource assessment and NWFP
management will be continued for priority species. These guidelines (if properly
applied) will help local communities in preparing CF management plans and can
Milestones relating to capacity building
� NWFP Curriculum taught at CNR/ UWEFI by 2009
� All forest officers have a good understanding of NWFP management,
marketing, enterprise development and policies by 2018
29
ensure that the resource base is managed in a sustainable manner. The guidelines
will combine local and technical knowledge and will be practical and easy for
application in the field. Guidelines will be developed by the NWFP Program but can
also be prepared by different agencies. Drafts of the guidelines will be presented and
discussed at the NWFP working group, which acts as a clearing house. After the
consent of the working group the guidelines will be submitted to DoF for further
approval and dissemination.
3.4.2) Continue to develop NWFP management plans based on the Community
Forest Management Framework. Areas for NWFP management can also be located in
FMUs, Protected Areas and other Reserved Forests. NWFP Program/ SFD will
continue supporting Dzongkhag Forestry Officers and Geog Extension Officers in the
preparation and implementation of Community Forest Management Plans focused on
NWFPs in close participation with local communities, including women.
3.4.3) Preparation of a framework for community-based NWFP collection and
management of NWFPs. The NWFP framework should describe the conditions for
collection and marketing of NWFPs and will be a simplified version of a management
plan. The framework should outline the procedures for the collection/harvesting of
NWFPs from Government Reserved Forests and from Private Registered Land and
should describe the clear roles and responsibilities of NWFP collectors / harvesters,
traders and exporters, DoF, field forestry offices, and AMS. The framework for
collection of NWFPs is an interim measure and a CF Management Plan for the
collection/harvesting of NWFPs will be prepared simultaneously, wherever feasible.
NWFP Program /SFD will prepare a draft of this framework and submit it to DoF for
further approval and dissemination.
3.4.4) NWFP species that have high potential for cultivation on private lands will be
identified for domestication. Cultivation will be encouraged if the demand is high and
cultivation has no adverse impacts on the wild population. Cultivation of NWFPs will
further be enhanced by the Research Centres in collaboration with the Horticulture
Division and in collaboration with interested agencies such as ITMS in the case of
medicinal and aromatic plants. Also other parties can take up cultivation of NWFPs if
interested.
3.4.5) NWFP specimens need to be included in the National Herbarium. The National
Herbarium is quite incomplete and should be upgraded and include at least all the
prioritized species as included in Appendix 1. The NBC is responsible to update the
Herbarium with NWFP species.
3.4.6) The classification of NWFPs needs to be standardized. At present several
NWFPs are known by different names and there are different ways of categorization.
Standardization would help in the set up of a uniform database. NWFP Program /SFD
will coordinate with both national and international botanists and agencies in order to
develop a comprehensive classification system.
3.4.7) A data base will be established which contains information about the NWFP
resource base, including information about the uses, the parts of the plants that are
used, the distribution area, ecological characteristics, information about the
regeneration, traditional management etc. The data base is of importance to ensure
that information about NWFP resources falls under the property rights of Bhutan.
Therefore the existing information management unit will be upgraded with adequate
resources including both hardware and software components providing a
30
computerized database for effective decision-making. NWFP Program/ SFD will
coordinate with FIMS to develop a database and with relevant organizations to obtain
the needed information. FIMS will be responsible for the data entry and regular
updates of the database.
3.4.8) NWFP development needs to be mainstreamed in forest planning and
management. Forest planning and management still focuses on timber management
without giving proper attention to NWFPs. NWFP Program /SFD will bring this issue
for further follow-up to the NWFP Coordination Committee and work with relevant
stakeholders to include NWFPs in FMU and Protected Area plans.
3.4.9) Adequate monitoring and evaluation methods need to be developed and put in
place in order to monitor the impacts of NWFP utilization on the resource base.
Monitoring and evaluation systems will be established in close participation with local
people who collect NWFPs and extension agents. NWFP Program /SFD will develop
adequate monitoring and evaluation systems in collaboration with DoF. Monitoring in
the field will be coordinated through Dzongkhag Forestry Officers, Park Managers and
Territorial Divisions depending on the location of the NWFP collection sites. The
actual monitoring will be carried out by local communities, supported by Geog
Extension Officers.
3.5 Strategic plan: Marketing and Trade of NWFPs
Objectives:
a) Increase NWFP contribution to the national economy:
I. Identify NWFPs that have export potential
II. Carry out value chain analysis of these species and identify activities for the
further development of the marketing chain
III. Encourage processing and product development of selected NWFPs for value
addition
Milestones relating to NWFP resource management
� Interim framework for the collection and management prepared and
operational by the end of 2008
� Guidelines for resource assessment and management of priority NWFPs
developed and published (describing 30 species by 2013)
� CF’s focused on the management of NWFPs established (30 by 2013; 50 by
2018)
� Community-based groups formed for the collection and marketing of NWFPs
(70 groups by 2013; 100 by 2018)
� 20 prioritized NWFP successfully cultivated by 2013; 30 NWFP species by
2018
� NWFP management and development is incorporated in all land use plans
(FMU, PA, Dzongkhag and Geog 5 year plans) by 2018
� Database established for NWFPs providing information relevant to sustainable
management, marketing & trade (database established by 2012; updating of
information will be continuously)
� Standardization of classification of NWFPs by end 2012
� Herbarium inclusive of priority NWFP species by 2018
31
IV. Promote the private sector and support small and medium enterprises in
rural areas with well established markets and trade linkages
V. Support the establishment of associations and cooperatives.
VI. Certify selected NWFPs with adequate brands and trademarks (including
organic certification)
b) Develop market information services on NWFPs
c) Limit illegal trade of NWFPs across the northern borders
Strategic plan:
3.5.1) Identification of NWFPs with export potential. AMS will be in constant search and
contact with the international markets in order to get the latest information about
the export marketing potential for NWFPs (including data about quantity, quality,
parts of plant needed, etc.). Based on the acquired information, species will be
prioritized according to their export potential as well as for potential revenue for
farmers; preference will be given to species for which value can be added in Bhutan.
Selected species should be those in which Bhutan has a comparative advantage.
3.5.2) Value Chain Analysis (VCA) consists of studying the entire value chain of
NWFPs from their resource base to their final sale. This approach is helpful to identify
the major bottlenecks and opportunities which can occur in the legal framework,
resource base, marketing and trade and can also help to identify major research
needs of certain species. Based on the outcomes, value chain development programs
can effectively target and overcome the main shortcomings and build on the
opportunities in the value chain. In general activities that are foreseen are: providing
marketing information and services, increasing market access, establishment of
processing and storage facilities, training of entrepreneurs, formation of co-
operatives, etc. The NWFP program/ SFD will coordinate value chain analysis
activities for prioritized species with relevant actors in the chain.
3.5.3) If the value chain is non-existent at the moment and concerns a new product
or opportunity, a feasibility study will be carried out prior to starting the
development and launching the product. This will help to avoid major failures. NWFP
program /SFD and AMS will coordinate and provide feedback for such feasibility
studies.
3.5.4.) Through processing, value can be added to the raw materials which can
increase the benefits for the farmers substantially. Possibilities for processing,
developing appropriate processing technologies and further product development and
design will be sought, ensuring benefits to women and poorest groups. Possibilities
to improve packaging will also be looked into to attract consumers. NWFP Program/
SFD will coordinate with AMS, MEA and BAFRA in order to add value to raw products
and enhance income for local producers.
3.5.5) Strengthening the private sector through supporting the establishment of
small and medium enterprises. This support will be in the form of training on e.g.
record keeping, developing of business plans as well as support in accessing credit
facilities. NWFP Program/ SFD will coordinate with AMS, BCCI and MEA (RTIOs) and
support the private sector in developing NWFP commodities, with a focus on helping
women’s enterprises that can get special support – financial and technical.
3.5.6) Formation of associations and cooperatives that are officially recognized.
Because of the general scattered distribution of NWFPs in different pockets of the
32
country, quantities are often low. In order to get the economies of scale marketing
groups, associations and/or cooperatives will be set up to ensure market access and
increase economic returns to both farmers and traders. Furthermore established
associations and cooperatives need to be legally recognized. NWFP Program/ SFD will
coordinate with AMS and MEA to support the organization of farmers into official
associations in order to reduce costs and reach these economies of scale.
3.5.7) Product branding: NWFPs originating from the wild are organic products and
can be certified as such. Established certification schemes are very expensive and
might not provide the required added value. Therefore branding possibilities will be
explored to provide selected NWFPs with a unique Bhutan brand name. NWFP
Program/ SFD will coordinate with MoA and BAFRA to explore possibilities and
establish brand names for natural NWFP commodities.
3.5.8) Provision of marketing information services to farmer groups, including
information about the specific requirements for marketing quality, minimum market
quantities, prices, demands, market channels etc. Other services provided will be the
establishment of marketing linkages, organization of fairs, access to credits and
organization of relevant training. Each Dzongkhag should have its own Market
Information Service Centre. AMS will take the lead in providing marketing
information services to the public.
3.5.9) For some species the illegal trade over the borders is of special concern (as
for example the illegal trade of Cordyceps over the northern borders into Tibet). Policy measures will be prepared by the NWFP Coordination Committee for specific
species to deal with these problems in order to limit and control illegal trade in
NWFPs.
3.5.10) Institutions such as ITMS and NRDCL will further be stimulated to diversify
their business lines. ITMS will develop its own line of herbal home remedies for the
national and export market. NRDCL will also develop and market products and raw
materials mainly from their plantations, such as for example bamboo products.
3.6 Strategic plan: Research of NWFPs
Objectives:
a) Improve technical capacity for NWFP research and establish research networks
with international research institutions
Milestones relating to marketing and trade of NWFPs
� 10% increase in export value of NWFPs by 2013; 25% increase by 2018
� Increase in income from NWFPs for 2,000 households by 2013; and increase
in income from NWFPs for 5,000 households by 2018
� Associations or cooperatives formed to enhance the marketing of NWFP
products (3 associations formed by 2013 and 10 associations formed by
2018)
� Branding of NWFP commodities that are collected and managed in a
sustainable manner with a Bhutan trade name (by 2015)
� Provision of marketing information services to all Dzongkhags (6 Dzongkhags
by 2013; all Dzongkhags by 2018)
33
b) Implement research to backstop local communities and government institutions
as well as the private sector in resource management, marketing, product
development, etc.; and respond to immediate research questions related to
resource assessments, ecological characteristics of NWFPs, product development,
marketing and other requests
c) Ensure the timely dissemination of research information to interested
stakeholders
Strategic plan:
3.6.1) At present the technical capacity of the research institutions needs further
improvement to study all aspects relating to NWFP development. This will be
achieved by establishing linkages with renowned international research institutes,
while present collaboration, as for example with IDRC and the Darwin Institute, will
be further enhanced. CoRRB will coordinate with DoF and MoA to set up an
international research network.
3.6.2) Focus research better on requests from stakeholders. At the moment there is
a number of research questions related to the ecological characteristics of NWFPs,
resource management and marketing which need immediate action, such as
ecological questions (regeneration & seed production), harvesting regimes and
questions related to market values. Gender issues or roles of women in NWFP
management could be another topic for research. Research questions from the
private sector (for example related to bio prospecting and IPR) as well as from other
stakeholders will be communicated to the Research Centres through the NWFP
Working Group during the annual RNR workshop. Research in the field will take place
in close cooperation with local stakeholders (communities, including both women and
men) by using Participatory Technology Development methods.
3.6.3) The timely dissemination of research results to relevant stakeholders will be
enhanced by the NWFP working group of which the research centres are part. The
research centres should ensure that the research results are widely disseminated to
stakeholders and extension agents.
3.6.4) In order to better address research needs and disseminate research results,
the separation between research, training and extension should disappear in the long
run in order to facilitate regular interaction between researchers and local
communities. CoRRB and RNR-RC Yusipang in collaboration with the NWFP
Coordination Committee will lead this process (see also point 3.2.3).
3.6.5) The research centres will carry out research on domestication and cultivation
of selected NWFPs. Only those NWFPs will be cultivated for which there is a high
demand and of which the cultivation does not harm the wild population.
Milestones relating to NWFP research
� Collaboration with at least 5 renowned international research
institutions/universities on NWFPs by 2018
� Research focused and better streamlined with needs from the field
� Research carried out in participation with local people in trials and through
participatory technology development
� Research on domestication, cultivation and propagation of at least 20
prioritized NWFPs by 2018
� Research on ecology, threats and resource assessments of at least 20
prioritized species by 2013 and 30 by 2018
� Research results documented and distributed; at least 10 publications on NWFP research results by 2013 and 25 by 2018.