Final Added Vol 15-2.pmd 43 C ommunity f orestr y, a community baseddevelopment strategy, has been implemented for more than past two decades in Nepal. This concept is primarily based on par ticipator y mode of development in which local users themselves define and set their objectives and implement planned activities according to their needs and priorities. Master Plan for the forestr y sector 1988 has recognized local users as the owners of the resources. As per the legal provisions, forest users are allowed to use and manage all types of forest resources, including NTFPs in sustainable basis (HMG/N, 1988). With the fulfillment of subsistence needs of fodder, forage, litter and timber of forest users in the mid hills to a large extent, these FUGs are moving towards a more commercial use of NTFPs in an organized way. This new found interest in NTFPs has been triggered by the potential impact of these hitherto neglected and under studied resources in rural poverty reduction and growing market demands. According to a study, this sector contributes 5% country’s Gross Domestic Products (GDP), and NTFPs worth US$ 26.8 million has been harvested in Nepal annually (ANSAB, 1995; ANSAB, 1999). However, the NTFP trade is highly fragmented with low level of supply chain consolidations that results in high transaction cost and deprive indigenous collectors from the fair share of the trade. Community Based Forest Enterprise (CBFE) is a new evolution in community forestry practices to make sustainable use of NTFPs for the economic betterment of FUG members in general and poor and disadvantaged groups (DAGs) in particular. The concept can be defined as “those enterprises being operated at rural areas, usually near the resource base, that supplies the raw materials, which are planned and operated by local community who are also the primary beneficiaries of the enterprises” (ANSAB, 2001). The widespread belief is that the significance of the enterprise is directly linked to the local community and the major shares of the benefits go to the local people. Such local initiative or micro enterprise is an organized activity for strengthening their economic conditions, better networking of their stakeholders and creating employment opportunities through value addition. In case of forest-based enterprise, it may include collection of the forest products, grading and sorting, labeling, processing, trading, transporting, and manufacturing undertaken either formally or informally. In this context, a study of three community based forest enterprises was undertaken to identify the impact of these enterprises to household economy, changes and management practices of resources, and assess different socio-economic impacts on the community, especially, equity in terms of decision- making, benefit sharing and gender. The enterprises selected for the study are Bhitteri Ban Paidawar Prosodhan Pvt. Ltd (BBPL)1, Kamala Pandit Ban Socio-economic impacts of community based forest enterprises in mid hills of Nepal-Case Study from Dolakha district R. P. Acharya* This paper endeavors to assess the socio-economic impact of FUG members affiliated with three Community Based Forest Enterprises (CBFEs) in Dolakha district. Important socio-economic variables, especially household income, gender and equity, decision making process, benefit sharing and resource management were analyzed. The study concludes that the CBFEs have created a positive impact on the socio-economic aspects of rural populace. Key words: Community based forest enterprises, Gender and equity, Benefit sharing, Decision making, Resource management, * Program Officer, ANSAB, Email:ramachary@ansab.org 1 BBPL is owned by Bhitteri FUG Boch VDC of Dolakha district. The FUG covers an area of 378 ha with 243 HH members. The company process Argeli white-skin that is sold to paper exporter in Kathamndu. 44 Paidawar Prosodhan Pvt, Ltd (KBPL) 2, and Deudhunga Multipurpose Co-operative Ltd (DMCL)3- which are located in Dolkha district of the country. Methodology The study was undertaken from January to March 2002. The selection of the enterprises was done purposefully. Different Participatory Rural Appraisal (PRA) tools such as wealth ranking, focus group discussion, social and resource mapping and sample households survey. Participatory observations were used for primary data collection. Similarly, secondary information were collected through the review of documents from CFUGs, and governmental and non- governmental organizations. Results & discussions Household income The majority of the poor lives in the mountains or in the Himalayan region of the country, the search for sustainable increases in income lies in diversification of economic activities from subsistence agriculture to off-farm activities (ICIMOD, 1996 and 1999). Prior to the establishment of the CBFEs, agriculture and off farm activities such as wage labor, small trade, low-profile job and pension constituted the household income (DDC, 1995; DDC, 2001). The community based enterprises contributed to an average of 11% increment in the income at household level (HH). In the case of FUG members associated with DMCL, 17% of their income was augmented from the enterprise (TABLE 1). Gender and equity The concept of gender acknowledges that women and men have different needs and power relationships and that these differences must be identified and addressed, if possible in such a manner that the imbalance between the sexes is rectified These small three enterprises created a total of 6312 Man Days (MDs) for r ural households in 2001 (Table 2). Compared to the alarming situation through out Nepal for women employment (HRDC, 2005), the employment opportunities offered through enterprise was impressive. Female workers constituted majority of the work force in BBPL (72 %) and DMCL (64%); whereas PBPL had the lowest percentages (20%) of women in its workforce amongst the sampled enterprises. The employment created in these enterprises can be categorized into three different activities viz. raw materials collection, fuel wood collection and value Prosodhan Pvt. Ltd (BBPL) 1 , Kamala Pandit Ban Paidawar Prosodhan Pvt, Ltd (KBPL) 2 , and Deudhunga Multipurpose Co-operative Ltd (DMCL) 3 - which are located in Dolkha district of the country. Methodology The study was undertaken from January to March 2002. The selection of the enterprises was done purposefully. Different Participatory Rural Appraisal (PRA) tools such as wealth ranking, focus group discussion, social and resource mapping, sample households survey participatory observations were used for primary data collection. Similarly, secondary information were collected through the review of documents from CFUGs, and government and non-government organizations. RESULTS & DISCUSSIONS Household income The majority of the poor lives in the mountains or in the Himalayan region of the country, the search for sustainable increases in income lies in diversification of economic activities from subsistence agriculture to off-farm activities (ICIMOD, 1996 and 1999). Prior to the establishment of the CBFEs, agriculture and off farm activities such as wage labor, small trade, low-profile job and pension constituted the household income (DDC, 1995; DDC, 2001). The community based enterprises contributed to an average of 11% increment in the income at household level (HH). In the case of FUG members associated with DMCL, 17% of their income was augmented from the enterprise (TABLE 1). Table 1: Average annual household income from different sources Household income from enterprise (Rs.) Name of enterprise Raw Materials Fuel wood FUG Royalty Employment Dividends Total Other incomes (Rs.) Ratio Enterprise vs. Other sources BBPL 565 166 - 793 - 1524 20997 0.07:1 PBPL 100 50 10 150 34 344 8159 0.05:1 DMCL 1373 1369 274 533 74 3623 20997 0.17:1 Total 2038 1585 284 1476 108 5491 50153 0.11:1 (Source: Field Survey, 2001) Gender and Equity The concept of gender acknowledges that women and men have different needs and power relationships and that these differences must be identified and addressed, if possible in such a manner that the imbalance between the sexes is rectified These small three enterprises created a total of 6312 Man Days (MDs) for rural households in 2001 (Table 2). Compared to the alarming situation through out Nepal for women employment (HRDC, 2005), the employment opportunities offered through enterprise was impressive. Female workers constituted majority of the work force in BBPL (72 %) and DMCL (64%); whereas PBPL had the lowest percentages (20%) of women in its workforce amongst the sampled enterprises. The employment created in these enterprises can be categorized into three different activities viz. raw materials collection, fuel wood collection and value addition/processing. It was noted that male highly participated in raw materials and fuel wood collection; female in processing and value addition. The processing and value addition was simple in nature i.e. drying, grading, sorting, labeling, quality control. 1 BBPL is owned by Bhitteri FUG Boch VDC of Dolakha district. The FUG covers an area of 378 ha with 243 HH members. The company process Argeli white-skin that is sold to paper exporter in Kathamndu. 2 PBPL is owned by two FUGs-Bhatekhola Kamalamai and Pandit community forests users groups –of Jhyanku VDC in Dolakha district. These two FUGs cover an area of 1254.5 ha with 550 HH members. The company produces Lokta sheet paper that is sold to exporter in Kathmandu. 3 DMCL is owned by 25 individuals and Napke Yanmara FUG and located in Lakuridanda VDC of Dolkha district. The FUG covers an area of 160 ha with 135 HH members. The company distills essential oil from Machhino leaves. In cleaning process, women were found more efficient i.e. women can clean 7 to 8 kg of the Argeli white skin per day but man can only clean 5-6 kg. There is, however, a wide spread discrimination in the wage structure-female workers received much less than their male counterparts despite their higher productivity. Female workers earned around 65% of the total income in BBPL and DMCL. Due to the low percentage of women in PBPL work force, their share of total income is as low as 18%. Table 2: Annual employment opportunities in 2001 Enterprises Employee (Sex) Employment by raw material collection(MD) Employment by fuel wood collection (MD) Employment in processing/ value addition (MD) Total (MDs) Total (Rs) (%) by income Male 150 40 240 430 43000 32 BBPL Female 30 16 1080 1126 90080 68 Male 250 30 540 820 82000 82 PBPL Female 60 6 150 216 17280 18 Male 197 420 720 1337 133700 35 DMCL Female 1576 807 0 2383 238300 65 Total 2263 1319 2730 6312 604360 NA (Source: Field Survey, 2001) Benefit Sharing Community based enterprises subscribe to the notion that economic benefits, whether cash or subsistence, accruing to local people as a result of sustainable forest management, should be equitably shared among community members in a manner they consider to be fair. Of particular importance is the issue of equitable access within communities to resources and opportunities for obtaining the greatest benefit in the collection, processing and marketing stages. Table 3 shows the distribution of enterprise income to different wealth class. Overall, 194 HHs are getting benefits from the enterprise activities. Among them, 54% are extra poor, 36% poor, 8% medium and 2% are from rich category. These groups befitted from the sales of raw materials to the enterprises and the labor intensive employment opportunities. The table also indicates that benefits to rich households were very limited (2%), as the job opportunities in forest enterprises did not suit to their standard because of labor intensive in nature. Moreover, the return compared to time investment to the rich households was insignificant. TABLE 3: Distribution of enterprise benefits over wealth classes Benefited households subclass from enterprises Enterprises Rich Medium Poor Extra Poor BBPL - 3 5 16 PBPL - 3 45 72 DMCL 3 7 20 20 Total 3 13 70 108 Percentage 2 8 36 54 (Source: Field Survey, 2001) Decision-making Decision-making is the key component that determines the benefit sharing among FUCG members of different social and caste hierarchy and the executive committee responsible for the enterprise operations. Even though most of the enterprises were found practicing inclusive decision making process (such as inclusion of the voice of the poor, and women through user group meeting, general assembles etc), in some cases the concern of these groups were not accommodated in the decision making. The representation of caste and women in the decision making process was not found proportionate to the caste and gender. For example, the ethnic group of BBPL that comprised 36% of the total of the CFUG members occupied slightly over 50% of the enterprise management committee. In the case of 2 PBPL is owned by two FUGs-Bhatekhola Kamalamai and Pandit community forests users groups –of Jhyanku VDC in Dolakha district. These two FUGs cover an area of 1254.5 ha with 550 HH members. The company produces Lokta sheet paper that is sold to exporter in Kathmandu. 3 DMCL is owned by 25 individuals and Napke Yanmara FUG and located in Lakuridanda VDC of Dolkha district. The FUG covers an area of 160 ha with 135 HH members. The company distills essential oil from Machhino leaves. Banko Janakari, Vol. 15, No. 2 Acharya 45 addition/processing. It was noted that male highly participated in raw materials and fuel wood collection; female in processing and value addition. The processing and value addition was simple in nature i.e. drying, grading, sorting, labeling, quality control. In cleaning process, women were found more efficient i.e. women can clean 7 to 8 kg of the Argeli white skin per day but man can only clean 5-6 kg. There is, however, a widespread discrimination in the wage structure-female workers received much less than their male counter par ts despite their higher productivity. Female workers earned around 65% of the total income in BBPL and DMCL. Due to the low percentage of women in PBPL work force, their share of total income is as low as 18%. Benefit sharing Community based enterprises subscribe to the notion that economic benefits, whether cash or subsistence, accruing to local people as a result of sustainable forest management, should be equitably shared among community members in a manner they consider to be fair. Of particular importance is the issue of equitable access within communities to resources and opportunities for obtaining the greatest benefit in the collection, processing and marketing stages. Table 3 shows the distribution of enterprise income to different wealth class. Overall, 194 HHs are getting benefits from the enterprise activities. Among them, 54% are extra poor, 36% poor, 8% medium and 2% are from rich category. These groups benefitted from the sales of raw materials to the enterprises and the labor intensive employment opportunities. The table also indicates that benefits to rich households were very limited (2%), as the job opportunities in forest enterprises was and did not suit to their standard. Moreover, the return compared to time investment to the rich households was insignificant. Decision-making Decision-making is the key component that deter mines the benefit sharing among FUCG members of different social and caste hierarchy and the executive committee responsible for the enterprise operations. Even though most of the enterprises were found practicing inclusive decision making process (such as inclusion of the voice of the poor, and women through user group meeting, general assembles etc), in some cases the concern of these groups were not accommodated in the decision making. The representation of caste and women in the decision making process was not found proportionate to the caste and gender. For example, the ethnic group of BBPL that comprised 36% of the total of the CFUG members occupied slightly over 50% of the enterprise management committee. In the case of DMCL and PBPL, their representation in the enterprise management committee was 40% and 15% respectively (Table 4). In the case of gender, women’s role in decision making was found passive, and they In cleaning process, women were found more efficient i.e. women can clean 7 to 8 kg of the Argeli white skin per day but man can only clean 5-6 kg. There is, however, a wide spread discrimination in the wage structure-female workers received much less than their male counterparts despite their higher productivity. Female workers earned around 65% of the total income in BBPL and DMCL. Due to the low percentage of women in PBPL work force, their share of total income is as low as 18%. Table 2: Annual employment opportunities in 2001 Enterprises Employee (Sex) Employment by raw material collection(MD) Employment by fuel wood collection (MD) Employment in processing/ addition (MD) Total (MDs) Total (Rs) (%) by income Male 150 40 240 430 43000 32 BBPL Female 30 16 1080 1126 90080 68 Male 250 30 540 820 82000 82 PBPL Female 60 6 150 216 17280 18 Male 197 420 720 1337 133700 35 DMCL Female 1576 807 0 2383 238300 65 Total 2263 1319 2730 6312 604360 NA (Source: Field Survey, 2001) Benefit Sharing Community based enterprises subscribe to the notion that economic benefits, whether cash or subsistence, accruing to local people as a result of sustainable forest management, should be equitably shared among community members in a manner they consider to be fair. Of particular importance is the issue of equitable access within communities to resources and opportunities for obtaining the greatest benefit in the collection, processing and marketing stages. Table 3 shows the distribution of enterprise income to different wealth class. Overall, 194 HHs are getting benefits from the enterprise activities. Among them, 54% are extra poor, 36% poor, 8% medium and 2% are from rich category. These groups befitted from the sales of raw materials to the enterprises and the labor intensive employment opportunities. The table also indicates that benefits to rich households were very limited (2%), as the job opportunities in forest enterprises did not suit to their standard because of labor intensive in nature. Moreover, the return compared to time investment to the rich households was insignificant. Table 3: Distribution of enterprise benefits over wealth classes Benefited households subclass from enterprises Enterprises Rich Medium Poor Extra Poor BBPL - 3 5 16 PBPL - 3 45 72 DMCL 3 7 20 20 Total 3 13 70 108 Percentage 2 8 36 54 (Source: Field Survey, 2001) Decision-making Decision-making is the key component that determines the benefit sharing among FUCG members of different social and caste hierarchy and the executive committee responsible for the enterprise operations. Even though most of the enterprises were found practicing inclusive decision making process (such as inclusion of the voice of the poor, and women through user group meeting, general assembles etc), in some cases the concern of these groups were not accommodated in the decision making. The representation of caste and women in the decision making process was not found proportionate to the caste and gender. For example, the ethnic group of BBPL that comprised 36% of the total of the CFUG members occupied slightly over 50% of the enterprise management committee. In the case of DMCL and PBPL, their representation in the enterprise management committee was 40% and 15% respectively (Table 4). In the case of gender, women’s role in decision making was found passive, and they limited themselves in observing the meetings and rarely put forwarded their opinions. In all cases, women participation was low though they had received more opportunities in the decision making and more access to employment opportunities in study enterprises (Table 5). Compared to the national scenario, women in the study enterprises has had more opportunity to participate in the decision making process as Nepali women discrimination through the denial of access to resources; having no control over resources or no benefits from resources; restricted mobility, and low representation in decision- making positions in all sectors (Action Aid, 2005). Table 4: Role in decision making by caste in FUG and Enterprise management Enterprise Caste in FUG members No. in FUG members (%) Caste in FUG executive members No. in executive members (%) Caste in Enterprise executive members No. in Enterprise executive members (%) Ethnic 88 (36) Ethnic 6 (53) Ethnic 1(50) BBPL BCN ♣ 155 (64) BCN 7 (47) BCN 1 (50) Ethnic 160 (60) Ethnic 6 (40) Ethnic 2 (40) DMCL BCN 90 (40) BCN 9 (60) BCN 3 (60) Ethnic 23(17) Ethnic 2 (15) Ethnic 4 (15) PBPL BCN 112 (83) BCN 11 (85) BCN 22 (85) (Source: Field Survey, 2001) (Figures in parenthesis give the percentages of the figures) Table 5: Sex ratio in decision-making process of FUG and enterprises Enterprise name Sex No. in FUG (%) Sex in FUG executive members No. in executive members (%) Enterprise executive members No. in Enterprise executive members (%) % of Employment Male 127 (70) Male 11 (84) Male 2 (100) 32 BBPL Female 53 (30) Female 2 (16) Female 0 (0) 68 Male 201(80) Male 12 (80) Male 5 (100) 82 PBPL Female 49 (20) Female 3 (20) Female 0 (0) 18 Male 103 (84) Male 8 (61) Male 23 (88) 35 DMCL Female 19 (16) Female 5 (39) Female 3 (12) 65 (Source: Field Survey, 2001) Resource sustainability In the case of enterprises oriented CFUGs, resource sustainability ensures regular income to household level, employment opportunities and regular supply of raw materials. Forest inventory was found to be the most commonly used tool to assess the forest products. For example in Bhitteri FUG, resource inventory of Argeli was done and management plan was prepared accordingly. This community forest covers 378.5 ha with ten management blocks; however, Lokta is available in three blocks only (effective area 21.5 hectares). The preliminary survey revealed that 41 kg to 187 kg (Anon, 2001) of dry finished bark of Argeli could be harvested annually. The availability was low compared to the enterprise target of 1000 kg dry Argeli per year (BDP, 2000). As a result, Argeli plantation in public and private land was encouraged and around 60,000 cuttings were planted in the forest and private area (Anon, 2001). Similarly, community based enterprises were found effective in checking premature harvesting of economically important spices. In Bhatekhola (746 ha) outlined Lokta management plan and provision to seriously dealt with pre mature harvesting to sustain the PBPL. In some cases, the enterprises provided opportunity make commercial use of NTFPs hitherto unexploited. For example, commercial harvesting of Machhino got momentum in Napke FUG, after the establishment of DMCL. In order to check over exploitation of the resources, a management plan was drafted and implemented jointly by the CFUG and DMCL. ♣ BCN-Bahun, Chhetri and Newar ♣ BCN-Bahun, Chhetri and Newar Banko Janakari, Vol. 15, No. 2Acharya 46 limited themselves in observing the meetings and rarely put forwarded their opinions. In all cases, women participation was low though they had received more opportunities in the decision making and more access to employment opportunities in study enterprises (Table 5). Compared to the national scenario, women in the study enterprises has had more opportunity to participate in the decision making process as Nepali women discrimination through the denial of access to resources; having no control over resources or no benefits from resources; restricted mobility, and low representation in decision- making positions in all sectors (Action Aid, 2005). Resource sustainability In the case of enterprises oriented CFUGs, resource sustainability ensures regular income to household level, employment opportunities and regular supply of raw materials. Forest inventory was found to be the most commonly used tool to assess the forest products. For example in Bhitteri FUG, resource inventory of Argeli was done and management plan was prepared accordingly. This community forest covers 378.5 ha with ten management blocks; however, Lokta is available in three blocks only (effective area 21.5 hectares). The preliminary survey revealed that 41 kg to 187 kg (Anon, 2001) of dry finished bark of Argeli could be harvested annually. The availability was low compared to the enterprise target of 1000 kg dry Argeli per year (BDP, 2000). As a result, Argeli plantation in public and private land was encouraged and around 60,000 cuttings were planted in the forest and private area (Anon, 2001). Similarly, community based enterprises were found effective in checking premature har vesting of economically important spices. In Bhatekhola (746 ha) outlined Lokta management plan and provision to seriously dealt with pre mature harvesting to sustain the PBPL. In some cases, the enterprises provided opportunity make commercial use of NTFPs hitherto unexploited. For example, commercial harvesting of Machhino got momentum in Napke FUG, after the establishment of DMCL. In order to check over exploitation of the resources, a management plan was drafted and implemented jointly by the CFUG and DMCL. Conclusion The study showed that CBFEs could play an important role in socio-economic empowerment of the FUG members in the mid-hills. The studied CBFs were providing a much needed opportunity for off- farm employment at the local level, and augmented household income. Moreover, the poor, disadvantage groups and women were found to be the major beneficiary from CBFEs, as the employment was labor intensive that suit their low skill profile. Despite increasing representation of poor, women and ethnic groups in the enterprise’s executive committee, they were mute spectator to the decision making process. The study also revealed that women g ot an opportunity to engage in productive actives outside the house; however, discrimination in wage structure was still prevalent –in spite of their productivity. Economic incentives that enterprises generated has had a positive impact on resource conservation by better management of existing resources; cultivating economically important species in forest and private land; and utilization of the species hitherto neglected. respectively (Table 4). In the case of gender, women’s role in decision making was found passive, and they limited themselves in observing the meetings and rarely put forwarded their opinions. In all cases, women participation was low though they had received more opportunities in the decision making and more access to employment opportunities in study enterprises (Table 5). Compared to the national scenario, women in the study enterprises has had more opportunity to participate in the decision making process as Nepali women discrimination through the denial of access to resources; having no control over resources or no benefits from resources; restricted mobility, and low representation in decision- making positions in all sectors (Action Aid, 2005). Table 4: Role in decision making by caste in FUG and Enterprise management Enterprise Caste in FUG members No. in FUG members (%) Caste in FUG executive members No. in executive members (%) Caste in Enterprise executive members No. in Enterprise executive members (%) Ethnic 88 (36) Ethnic 6 (53) Ethnic 1(50) BBPL BCN ♣ 155 (64) BCN 7 (47) BCN 1 (50) Ethnic 160 (60) Ethnic 6 (40) Ethnic 2 (40) DMCL BCN 90 (40) BCN 9 (60) BCN 3 (60) Ethnic 23(17) Ethnic 2 (15) Ethnic 4 (15) PBPL BCN 112 (83) BCN 11 (85) BCN 22 (85) (Source: Field Survey, 2001) (Figures in parenthesis give the percentages of the figures) Table 5: Sex ratio in decision-making process of FUG and enterprises Enterprise name Sex No. in FUG (%) Sex in FUG executive members No. in executive members (%) Enterprise executive members No. in Enterprise executive members (%) % of Employment Male 127 (70) Male 11 (84) Male 2 (100) 32 BBPL Female 53 (30) Female 2 (16) Female 0 (0) 68 Male 201(80) Male 12 (80) Male 5 (100) 82 PBPL Female 49 (20) Female 3 (20) Female 0 (0) 18 Male 103 (84) Male 8 (61) Male 23 (88) 35 DMCL Female 19 (16) Female 5 (39) Female 3 (12) 65 (Source: Field Survey, 2001) Resource sustainability In the case of enterprises oriented CFUGs, resource sustainability ensures regular income to household level, employment opportunities and regular supply of raw materials. Forest inventory was found to be the most commonly used tool to assess the forest products. For example in Bhitteri FUG, resource inventory of Argeli was done and management plan was prepared accordingly. This community forest covers 378.5 ha with ten management blocks; however, Lokta is available in three blocks only (effective area 21.5 hectares). The preliminary survey revealed that 41 kg to 187 kg (Anon, 2001) of dry finished bark of Argeli could be harvested annually. The availability was low compared to the enterprise target of 1000 kg dry Argeli per year (BDP, 2000). As a result, Argeli plantation in public and private land was encouraged and around 60,000 cuttings were planted in the forest and private area (Anon, 2001). Similarly, community based enterprises were found effective in checking premature harvesting of economically important spices. In Bhatekhola (746 ha) outlined Lokta management plan and provision to seriously dealt with pre mature harvesting to sustain the PBPL. In some cases, the enterprises provided opportunity make commercial use of NTFPs hitherto unexploited. For example, commercial harvesting of Machhino got momentum in Napke FUG, after the establishment of DMCL. In order to check over exploitation of the resources, a management plan was drafted and implemented jointly by the CFUG and DMCL. ♣ BCN-Bahun, Chhetri and Newar Banko Janakari, Vol. 15, No. 2 Acharya 47 References Action Aid. 2005. Available at http:// www.actionaid.org/nepal/gender Anon. 2001. Operational Plan of Bhitteri community Forest user Group, Boch 1-3, Dolakha. ANSAB.1995. For est Pr oducts Mar ket/ Enterprise Study Report. Asia Network for Sustainable Ag riculture Bioresources, Min Bhawan Kathmandu, Nepal. Subedi, B. P., Binayee, S. B., Ojha, H. R., and Nicholson, K. 2001. An Assessment of Community Based Forestry Enterprises In Nepal: Case Studies, Lessons And Implications For New Programs. Asia Network for Sustainable and Ag riculture Bioresources and Netherlands Development Organization (SNV). BDP, 2000. Business Development Plan of Bhitteri Forest Products Processing Pvt. Ltd., Boch, Dolakha DDC.1995. District Profile of Dolakha. Vol. 1. District Development Committee, Charikot, Dolakha. DDC.2001. District Profile of Dolakha. Vol. 2. District Development Committee, Charikot, Dolakha. HMG/N. 1988. Master Plan for the Forestry Sector, Ministry of Forest and Soil Conservation, Singha Durbar, Kathmandu. HRDC. 2005. Available at http://www.hrdc.net/ sahrdc/hrfeatures/HRF43.htm ICIMOD.1996. Districts of Nepal in Indicators of Development, International center for Integrated Maintain Development Kathmandu, Nepal. Banko Janakari, Vol. 15, No. 2Acharya