PERFORMANCE OF FOREST MANAGEMENT COMMITTEES IN THE MANAGEMENT OF FOREST WOOD TREES IN CROSS RIVER STATE

PERFORMANCE OF FOREST MANAGEMENT COMMITTEES IN THE MANAGEMENT OF FOREST WOOD TREES IN CROSS RIVER STATE, NIGERIA

Abstract

This study investigated the performance of Forest Management Committees (FMCs) in the management of forest wood trees in Cross River State, Nigeria. The specific objectives were to describe the socio-economic characteristics of FMC members; examine the organizational structure and operational modalities of the committees; assess the level of participation of FMC members in forest management activities; determine the performance of the FMCs in terms of key management indicators (tree planting, protection, and enforcement); identify the factors influencing the performance of the committees; and identify the constraints faced by the FMCs in their management efforts. A multi-stage sampling technique was used to select 180 members from 24 Forest Management Committees across the three senatorial districts of the state. Primary data were collected using a structured questionnaire and key informant interviews, while secondary data were obtained from the State Forestry Commission and the committees’ records. The data were analyzed using descriptive statistics, a Participation Index, a Performance Index, and a multiple regression model. The findings revealed that the majority of the FMC members were male, middle-aged, and had a moderate level of formal education. The organizational structure of the committees was generally functional, with elected executives and regular meetings. The participation index showed a moderate level of member participation in committee activities. The performance index indicated that the FMCs were performing well in some areas, such as awareness creation and protection of forests from fire, but poorly in others, such as tree planting and the enforcement of forest regulations. The regression analysis revealed that access to funding, level of training received, community support, and the quality of leadership were significant determinants of FMC performance. The major constraints identified were inadequate funding, lack of modern equipment, poor support from government agencies, and conflicts over land tenure. The study concluded that while FMCs have great potential as a tool for community-based forest management, their performance in Cross River State is being hampered by a lack of resources and institutional support. It was recommended that the government and its development partners should strengthen the capacity of FMCs through sustained funding, technical training, and the provision of necessary equipment, and should also clarify land tenure arrangements to reduce conflicts.

Chapter One – Introduction

1.1 Background of the Study

Forests are among the world’s most vital natural resources, playing a crucial role in the regulation of the global climate, the conservation of biodiversity, the protection of watersheds, and the provision of livelihoods for millions of people. They are complex ecosystems that provide a wide range of goods and services, including timber, fuelwood, food, medicine, and clean water. The sustainable management of forest resources is therefore a fundamental prerequisite for achieving environmentalsustainability and for mitigating the adverse effects of climate change. (Food and Agriculture Organization [FAO], 2020).

Nigeria’s forest estate, once vast and rich in biodiversity, has been under severe and sustained pressure for decades. Deforestation, driven by agricultural expansion, unsustainable logging, fuelwood collection, urbanization, and infrastructuredevelopment, has reduced the country’s forest cover to a fraction of its original extent. The rate of deforestation in Nigeria is among the highest globally, with significantconsequences for the environment, including soil erosion, desertification, loss of biodiversity, and changes in local climate patterns. (Federal Ministry of Environment [FMEnv], 2021).

Cross River State, located in the South-South geopolitical zone of Nigeria, is home to some of the last remaining large expanses of tropical rainforest in the country. The state is a globally recognized biodiversity hotspot, containing the Cross River National Park, the Afi Mountain Wildlife Sanctuary, and numerous community and government forest reserves. These forests are home to a vast array of plant and animal species, including endangered primates like the Cross River gorilla. The conservation of these forests is of national and global importance. (Cross River State Forestry Commission [CRSFC], 2020).

Historically, the management of forests in Nigeria, including Cross River State, was characterized by a top-down, centralized approach. The state, through its forestry departments, held exclusive authority over forest resources, often excluding local communities from both access and management. This “fortress conservation” model was based on the assumption that local communities were the primary threat to the forest and that their exclusion was necessary for its protection. However, this approach often proved ineffective, leading to conflict, illegal logging, and continued degradation. (Agrawal & Gibson, 2019).

The failures of centralized forest management led to a global paradigm shift towards community-based natural resource management (CBNRM). This approach recognizes that local communities are not just stakeholders but are the primary custodians of the forest resources upon which they depend. CBNRM seeks to devolve management authority to local communities, empowering them to manage and benefit from their natural resources sustainably. The underlying logic is that when communities have secure rights and a direct stake in the health of the forest, they are more likely to protect and manage it responsibly. (Ostrom, 2015).

A key institutional mechanism for implementing CBNRM is the Forest Management Committee (FMC). An FMC is a community-based organizationestablished to represent the interests of the local community in the management of a specific forest area. Typically, an FMC is composed of elected representatives from the community, including men, women, and youth, and is tasked with a range of responsibilities, including patrolling the forest to prevent illegal activities, raising awareness about conservation, participating in reforestation efforts, and resolving conflicts over resource use. (FAO, 2020).

The evolution of forestry policy in Cross River State reflects this global shift towards community participation. The state government, recognizing the limitations of the centralized model, has actively promoted the establishment of FMCs in communities bordering forest reserves. The state’s Forestry Commission, often in collaboration with NGOs and international development partners, has facilitated the formation of these committees and provided them with training and some initial support. The objective is to transform local communities from adversaries of the forest to its protectors. (CRSFC, 2020).

The performance of an organization, in a broad sense, refers to the extent to which it is achieving its stated goals and objectives. For an FMC, performance is a multi-dimensional concept. It can be measured in terms of its effectiveness in achieving tangible conservation outcomes, such as a reduction in illegal logging, an increase in tree cover, or a decrease in the incidence of forest fires. Performance can also be measured in terms of the internal functioning of the committee itself, such as its level of organization, the frequency of its meetings, and the participation of its members. (Agrawal & Gibson, 2019).

The theoretical underpinning for the effectiveness of community-based forest management, and thus the performance of FMCs, is rooted in the work of scholars like Elinor Ostrom. Ostrom’s research identified a set of design principles that are characteristic of successful community-based institutions for managing common-pool resources. These principles include clearly defined boundaries, congruence between rules and local conditions, collective-choice arrangements that allow for participation in decision-making, effective monitoring, graduated sanctions for rule violations, and conflict resolution mechanisms. The extent to which an FMC embodies these principles is a key determinant of its likely performance. (Ostrom, 2015).

The performance of FMCs in Nigeria has been a subject of considerable research, with mixed findings. Some studies have reported positive outcomes, showing that the presence of an FMC is associated with reduced deforestation and improved forest condition. These studies highlight the benefits of local participation and the effectiveness of community-based monitoring. Other studies, however, have been more critical, finding that many FMCs are weak, ineffective, and exist in name only. These studies point to problems such as inadequate funding, lack of technical capacity, and elite capture. (Ezebilo & Mattsson, 2018).

A key challenge for FMC performance is the issue of elite capture. In many communities, the leadership positions within the FMC may be dominated by local elites who use the position for personal gain, capturing the benefits of the forest resources for themselves and their allies, rather than for the community as a whole. This can undermine the legitimacy of the committee in the eyes of the community, leading to apathy and non-cooperation. The performance of the FMC is therefore not just a technical issue but also a social and political one. (Agrawal & Gibson, 2019).

Another significant factor influencing performance is the relationship between the FMC and the formal state forestry institutions. For an FMC to be effective, there must be a clear and supportive legal framework that grants it the necessary authority to act. The problem in many cases is that the devolution of power to the community is incomplete or ambiguous. The state forestry agency may still retain significant control, undermining the autonomy and initiative of the FMC. A lack of trust and collaboration between the community and the state can be a major obstacle. (FAO, 2020).

The issue of livelihoods is central to the performance of FMCs. The communities living around forests in Cross River State are often among the poorest, and they depend heavily on the forest for their basic needs, particularly fuelwood, timber, and non-timber forest products (NTFPs). The problem is that if the activities of the FMC are seen as a threat to these livelihoods, by restricting access to resources without providing viable alternatives, the community is unlikely to cooperate. The performance of the FMC is therefore linked to its ability to balance conservation goals with the socio-economic needs of the community. (Ezebilo & Mattsson, 2018).

The specific focus of this study is on the management of forest wood trees, which refers to the timber-producing species within the forest. These trees are a valuable economic resource, and their sustainable management is a key objective of forestry policy. This includes activities such as regulating the harvesting of mature trees, planting new trees (reforestation), protecting young trees from damage, and preventing illegal felling. The effectiveness of an FMC in carrying out these specific tasks is a critical measure of its overall performance. (CRSFC, 2020).

This study is therefore designed to provide a rigorous, empirical analysis of the performance of Forest Management Committees in the management of forest wood trees in Cross River State. It will move beyond anecdotal evidence and provide a data-driven assessment of the committees’ strengths and weaknesses. By identifying the key factors that influence performance, the study will contribute valuable evidence for policymakers, forestry officials, and development practitioners seeking to strengthen community-based forest management. (World Bank, 2022).

The findings of this study are expected to be of significant value to several stakeholders. For the FMCs themselves and their host communities, the study will provide a platform for self-assessment and learning. For the Cross River State Forestry Commission and the Federal Ministry of Environment, the study will provide evidence to inform policy and resource allocation. For NGOs and international partners involved in conservation in Cross River State, the study will provide insights for designing more effective support programs. Ultimately, the study aims to contribute to the sustainable management of Cross River State’s precious forest resources for the benefit of present and future generations. (Ostrom, 2015).

1.2 Statement of the Problem

Cross River State possesses one of the last remaining large tracts of tropical rainforest in Nigeria, a resource of immense national and global significance. The core problem is that despite the best efforts of government agencies and the presence of numerous community-based organizations, deforestation and forest degradation continue to threaten this invaluable resource. The establishment of Forest Management Committees was intended to be a key solution, but their effectiveness in reversing this trend remains in question. (FMEnv, 2021).

A fundamental problem is the apparent gap between the intended purpose of the Forest Management Committees and their actual performance on the ground. While the concept of community-based forest management is theoretically sound, the practical reality is that many FMCs are not functioning as effectively as they should. The problem is that there is a lack of rigorous, empirical evidence to determine the true level of their performance in managing forest wood trees. Without this evidence, it is difficult to know whether the investment in FMCs is yielding the desired results. (Ezebilo & Mattsson, 2018).

The problem of inadequate financial resources is a critical constraint that undermines the performance of many FMCs. Patrolling a vast forest area requires resources for transportation, communication, and the payment of allowances to community members who volunteer their time. The problem is that most FMCs in Cross River State operate with minimal or no regular funding, relying on the goodwill of their members and occasional support from donors. This lack of financial sustainability severely limits their ability to carry out their core management functions. (Agrawal & Gibson, 2019).

There is a significant problem with the lack of technical capacity and training among FMC members. Effective forest management requires specific skills, including the ability to identify different tree species, understand the principles of sustainable harvesting, conduct basic forest surveys, and use modern equipment like GPS devices. The problem is that the training provided to FMC members is often inadequate, one-off, and not followed up with ongoing support. This skills gap means that the committees may be willing but not able to perform their duties effectively. (FAO, 2020).

The problem of unclear and insecure land tenure is a major structural barrier. In many communities in Cross River State, there are unresolved disputes over the ownership and boundaries of forest land. The problem is that when the tenure situation is unclear, it creates uncertainty and conflict, making it difficult for the FMC to assert its authority and to implement management plans. The committee’s legitimacy is undermined, and its efforts to regulate the use of forest resources are often challenged. (Ostrom, 2015).

The issue of elite capture and a lack of internal democracy is a significant governance problem. In some cases, the benefits from FMC activities, such as income from the sale of confiscated timber or payments for environmental services, are captured by a few powerful individuals within the committee or the community. The problem is that this corruption and lack of transparency erodes trust in the committee, discourages the participation of ordinary members, and diverts resources away from the intended purpose of forest management. (Agrawal & Gibson, 2019).

There is a problem with the lack of support and collaboration from formal government forestry agencies. The relationship between the FMC and the State Forestry Commission is often characterized by suspicion and a lack of clear communication. The problem is that the government agency may view the FMC as a threat to its authority, rather than as a partner. This can manifest in a lack of information sharing, a failure to provide technical backup, and a general reluctance to devolve meaningful power to the community. This undermines the effectiveness of the co-management arrangement. (CRSFC, 2020).

The problem of providing viable alternative livelihoods is a crucial socio-economic challenge. Forest-dependent communities often have few options for earning a living other than exploiting forest resources. The problem is that if the FMC, by enforcing conservation rules, restricts the community’s access to these resources without providing alternative sources of income, it is likely to face resistance and non-compliance. The performance of the FMC is therefore intrinsically linked to broader rural development efforts. (Ezebilo & Mattsson, 2018).

The issue of climate change is exacerbating the challenges of forest management. Changes in rainfall patterns, increased temperatures, and a higher frequency of extreme weather events like droughts and floods are adding to the stress on forest ecosystems. The problem is that these climate-induced stresses make the job of the FMC more difficult, increasing the risk of forest fires and pest outbreaks, and making reforestation efforts less likely to succeed. The FMCs are therefore facing an uphill battle against forces that are largely outside their control. (World Bank, 2022).

There is a significant problem with the lack of reliable and up-to-date data on the performance of FMCs. The State Forestry Commission does not have a robust system for monitoring and evaluating the activities of the many committees under its purview. The problem is that this data gap makes it impossible to track progress, identify underperforming committees, and allocate resources based on need. It also makes it difficult to learn from successes and failures and to adapt management strategies accordingly. (FAO, 2020).

The problem of conflicting objectives between different stakeholders is a perennial challenge. The state may prioritize biodiversity conservation, the community may prioritize livelihoods, and private timber companies may prioritize profit. The FMC is at the center of these conflicting interests. The problem is that navigating these complex and often competing demands requires strong leadership, negotiation skills, and a clear legal framework, all of which are often lacking. The resulting conflicts can paralyze the FMC and prevent it from achieving any of its objectives. (Ostrom, 2015).

This study is designed to address these problems by providing a comprehensive, empirical analysis of the performance of Forest Management Committees in the management of forest wood trees in Cross River State. It seeks to move beyond anecdote and provide a rigorous, data-driven assessment of what is working and what is not. The core problem this research aims to solve is the lack of credible evidence, which this study will provide to inform better policy-making and to strengthen community-based forest management in the state. (World Bank, 2022).

1.3 Aim of the Study

The aim of this study is to analyze the performance of Forest Management Committees in the management of forest wood trees in Cross River State, Nigeria.

1.4 Objectives of the Study

The specific objectives of this study are to:

1. Describe the socio-economic characteristics of the members of Forest Management Committees in Cross River State.
2. Examine the organizational structure and operational modalities of the committees.
3. Assess the level of participation of FMC members in forest management activities.
4. Determine the performance of the Forest Management Committees in the management of forest wood trees.
5. Identify the factors influencing the performance of the Forest Management Committees.

1.5 Research Questions

The following research questions were formulated to guide this study:

1. What are the socio-economic characteristics of the members of Forest Management Committees in Cross River State?
2. What are the organizational structures and operational modalities of the committees?
3. What is the level of participation of FMC members in forest management activities?
4. What is the performance level of the Forest Management Committees in the management of forest wood trees?
5. What factors significantly influence the performance of the Forest Management Committees?

1.6 Research Hypotheses

The following null (H₀) and alternative (H₁) hypotheses were tested in this study:

1. H₀: Access to funding does not have a significant influence on the performance of Forest Management Committees.
   H₁: Access to funding has a significant influence on the performance of Forest Management Committees.
2. H₀: The level of training received by members does not have a significant influence on the performance of Forest Management Committees.
   H₁: The level of training received by members has a significant influence on the performance of Forest Management Committees.
3. H₀: The quality of leadership of the committee does not have a significant influence on its performance.
   H₁: The quality of leadership of the committee has a significant influence on its performance.
4. H₀: The level of community support for the FMC does not have a significant influence on its performance.
   H₁: The level of community support for the FMC has a significant influence on its performance.
5. H₀: The socio-economic characteristics of the members (age, education) do not have a significant influence on the performance of the FMC.
   H₁: The socio-economic characteristics of the members (age, education) have a significant influence on the performance of the FMC.

1.7 Significance of the Study

This study holds significant value for a range of stakeholders. For the Forest Management Committees themselves and their host communities, the study will provide a valuable mirror for self-assessment. The detailed analysis of performance across various management functions will help the committees to identify their own strengths and weaknesses. The findings on the determinants of performance will provide them with a clearer understanding of what they need to do to be more effective. This can empower them to advocate for the resources and support they need from the government and other partners.

For the Cross River State Forestry Commission and the Federal Ministry of Environment, this study will provide crucial evidence for formulating and implementing forestry policy. The findings on the constraints faced by FMCs will highlight the specific areas where government intervention is needed most, such as providing adequate funding, clarifying land tenure, or offering technical training. The study will also provide an objective assessment of the effectiveness of the community-based approach, which can inform the design of future co-management agreements and the allocation of public resources.

For non-governmental organizations (NGOs) and international development partners involved in conservation efforts in Cross River State, this study will be an invaluable resource. The evidence on the factors influencing FMC performance will help them to design more effective support programs. Instead of applying a one-size-fits-all approach, they can use the study’s findings to target their interventions at the specific needs of different committees. The study can also serve as a baseline for monitoring and evaluating the impact of their conservation projects.

For researchers and academics, this study will make a significant contribution to the literature on community-based natural resource management. It will provide a robust empirical case study from a critically important biodiversity hotspot. The use of a composite Performance Index and a regression model to analyze the determinants of performance will serve as a methodological example for future studies. The findings will also contribute to the theoretical debate on the conditions under which community-based institutions can effectively manage common-pool resources, as articulated by scholars like Elinor Ostrom.

1.8 Scope of the Study

This study is focused on the performance of Forest Management Committees in the management of forest wood trees in Cross River State, Nigeria. The geographical scope covers the three senatorial districts of the state (North, Central, and South). The study involves registered and functioning FMCs that are formally recognized by the State Forestry Commission. The analysis focuses on the period from 2021 to 2023. The study assesses performance in relation to the management of wood trees (timber species), including activities such as protection, planting, and enforcement of regulations. It does not cover the management of non-timber forest products or wildlife.

1.9 Limitation of the Study

This study is subject to certain limitations. The primary limitation is the reliance on self-reported data from FMC members, which can be subject to biases, including the tendency to overstate one’s own performance. The cross-sectional design of the study provides a snapshot of performance at a single point in time and may not capture the dynamic changes that occur over longer periods. The study is limited to the perspectives of the FMC members and does not include an independent biophysical assessment of forest condition, which would provide a more objective measure of conservation outcomes. Furthermore, the study’s focus on a single state means that the findings may not be generalizable to other contexts with different socio-economic and institutional environments.

1.10 Definition of Terms

For the purpose of clarity, the following terms are defined as they are used in this study:

1. Forest Management Committee (FMC): A community-based organization established to represent the interests of a local community in the co-management of a specific forest area, typically in partnership with the state forestry agency.
2. Community-Based Natural Resource Management (CBNRM): An approach to natural resource management that devolves authority and responsibility for management to local communities, based on the premise that they are the most effective stewards of the resources on which they depend.
3. Forest Wood Trees: Tree species within a forest that are valued for their timber, also known as timber species.
4. Performance: The extent to which a Forest Management Committee is successfully achieving its stated objectives related to the management of forest wood trees, measured through a composite index of management activities.
5. Participation: The active involvement of FMC members in the activities of the committee, such as attending meetings, participating in patrols, and contributing to decision-making.
6. Deforestation: The permanent removal of forest cover and its conversion to other land uses, such as agriculture or urban development.
7. Forest Degradation: The reduction in the quality and health of a forest, including the loss of biodiversity and a decline in its capacity to provide goods and services, without a complete change in land use.
8. Co-management: A partnership arrangement in which the management responsibility and authority for a natural resource are shared between the government and local communities.
9. Elite Capture: A situation where the benefits of a program or institution, such as an FMC, are monopolized by a small, powerful group within the community, rather than being distributed equitably.
10. Land Tenure: The set of rules and institutions that govern access to, control over, and use of land and its associated resources, including the rights of individuals and communities.