4th Workshop Oaxaca
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Identification of Strategic Lines for UZACHI 20082018 Compiled by: Estudios Rurales y Asesoría / Francisco Chapela October 2008
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All Rights Reserved 2008 by the Union of Forestry and Agricultural and Fishing Communities, ZapotecoChinanteca. All Rights Reserved 2008 by Estudios Rurales y Asesoría Campesina under a license of NonCommercial Acknowledgement of Author under Licence 3.0 of Creative Commons. You are free to copy, distribute and publicly communicate or produce works derived from it, under the following conditions: Attribution. You must acknowledge the authorship of the work in the terms specified by the author or person awarding the license. Non commercial. You may not use this work for commercial purposes. Reciprocal Licensing. If you alter, transform or create a work on the basis of this work, you may only distribute the resulting work under a license identical to this one. * If the work is reused or distributed, the terms of the license of this work must be quite clear. * Some of these conditions may not apply if permission is obtained from the owner of the copyright. * Nothing in this license damages or restricts the author's moral rights. The rights derived from the legitimate uses or other limitations recognized by law will not be affected by this. for nonprofit uses
Quote: Francisco Chapela (compiler): “Identification of Strategic Lines of UZACHI 20082018.” Oaxaca, Mexico, Estudios Rurales y Asesoría Campesina, A.C. and Unión de Comunidades Productoras Forestales y Agropecuarias Zapoteco Chinanteca, 2008.
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Identification of Strategic Lines for UZACHI 20082018 Compiled by: Estudios Rurales y Asesoría / Francisco Chapela October 2008
Contents 1. Background.........................................................................................................................6 2. List of attendees..................................................................................................................7 3. The National Forestry Sector as a Context for the Development of UZACHI.....................9 4. Main Threats and Opportunities.......................................................................................13 Threats..............................................................................................................................13 Opportunities and Strengths.............................................................................................13 5. Problem Tree.....................................................................................................................14 Lack of Training ................................................................................................................16 Lack of Control of STF by the Administration ..................................................................17 Low Level of Community Participation and Lack of Community Action...........................18 Little collective action on the part of communities .......................................................18 Delegates have little influence on decisionmaking ....................................................18 Difficulties in exploiting forest's productive potential.........................................................18 6. Logical Framework............................................................................................................19 General Objective.............................................................................................................19 Specific Objective.............................................................................................................20 Strategic Results Expected in 10 Years............................................................................20 Activities, Logic of Intervention, Sources of Verification and Assumptions......................22
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1. Background Nineteen years after it was founded, the Union of ZapotecChinanatec Communities needs to be updated to enable it to cope better with the challenges of the new economic, social and environmental situation in which it operates. It must therefore conduct a retrospective review of the successes and problems it has experienced, analyze its perspectives using a strategic vision and use this to redesign its structure and modus operandi. This will enable it to be more effective in helping member communities to enter markets and make better use of their material resources without compromising their future productive possibilities. In this context, an analysis of the future perspectives of the Union was carried out with a strategic vision to strengthen UZACHI’s human capital through a selfevaluation and strategic planning exercise, to increase its efficiency in terms of fulfilling the goals set when it was established as an organization. The analysis also determined whether the organization's goals were the same as they had been in the beginning. In particular, the review suggested that:
The Union’s Delegates and technicians should be able to analyze the future perspectives of the Union with a strategic vision.
2. List of attendees
3. The National Forestry Sector as a Context for the Development of UZACHI Prior to the Workshop to Identify the Strategic Lines of UZACHI 20082018, a brief seminar was held on the General Outlook for the Forestry Sector in Mexico, coordinated by Sergio Madrid of CCMSS. The main aspects dealt with included:
The latest studies on land use show that Mexico is a forest country, since nearly 80% of its land has wooded vegetation or vegetation in arid or semiarid zones.
Forest areas in Mexico contain enormous biodiversity. Of the 139 million hectares of forest (both wooded and with nonarboreal vegetation) 65 million comprise woods and forests.
Mexico has the 14th largest forest area out of a list of 214 countries, with the following coverage: Woods 33,507,918 ha Forests 32,110,203 ha Hydrophilous Vegetation 2,585,109 ha Other types of vegetation 491,956 ha Xerophilous scrubland (with arid and semiarid zones) 58,086,760 ha Pastureland 12,379,553 ha Total. 139, 693,000 ha
Ownership of these territories is largely social but it is only recently, thanks to the efforts of the communities demanding the forest management be returned to them, that policies have considered supporting forest communities: Laws in 1948 and 1960 granted forestry concessions to large companies. Forestry management was concentrated in just 20 large parastate and private companies. The woods and forests were degraded and “skimmed.” Under the 1984 Forestry Law, forest exploitation permits were only granted to the owners of forest land. 2,400 ejido and community permits were granted. Over 700 community firms were created. Over 700,000 ha were certified. The 2003 Forestry Law (LGDFS) ratified the principle of promoting forestry and the exploitation of forestry resources, particularly that of forest owners and settlers. Compulsory forestry policy criteria include the effective incorporation of forestry owners and their organizations into the forestry, production, industry and trade of forestry products. It also includes the maintenance and increase of the production and productivity of forestry ecosystems by expanding and increasing the share of forestry production in national economic growth.
However, although the Law stipulates extensive support for the social sector, the
mechanisms used to date have failed to achieve better performance. Recent evaluations of the sector indicate that: There is a DOWNWARD trend in timberyielding production. Productivity is DECLINING Imports are INCREASING The incorporation of producers into forestry management is DECLINING The area under management is DECREASING Growth of the value of Forestry Production is DECLINING Sources: Presidencia de la República, Conafor, Semarnat, INEGI, FAO.
The social and economic difficulties that prevent "Forest Development" from being achieved include: Rural migration, low prices of imported goods, outdated technology, lack of banking credits, limited access to market information, low competitiveness and the greater profitability of certain farming activities that have direct and indirect subsidies.
But there are also limitations within the forestry sector itself that prevent the development of the productive potential of woods and forests. They include the fact that the number of forestry exploitation authorizations is limited and those that are granted take a long time to be issued. Forestry information is limited and National Forestry Registration is not updated. Priority is not given to reforestation or nursery gardens which do not have a significant impact on forestry development or deforestation while the ProArbol programs have a largely welfarebased approach.
It would be possible to help government implement the "Forestry Development" policy established by law through actions designed to: Promote approaches to encourage community institutional and productive skills, without welfare approaches, monitor performance indicators and policy impact, improve the surveillance and environmental (forestry) justice system in a participatory fashion and develop an effective system of certification of "legal origin." This could also be achieved through incentives for collective management and community planning; specific efforts for the incorporation of hectares into Sustainable Forestry Management and intensive, quality technical assistance and the reinforcement of autonomous local and regional organization. Other methods include community and regional planning as a framework for public and community investment and action, boosting the competitiveness of the various phases of the productive and marketing process and the improvement of the management systems for and the restoration of natural capital.
Actions such as these could significantly increase Mexico's forestry productivity and therefore its international competitiveness. Nowadays, Mexico is a large forestry producer in America, requiring the most hectares to produce a cubic meter of uncut wood, since an average of 7 ha is required. This productivity could be increased tenfold, since a Latin American country smaller than Mexico such as Chile requires just over half a hectare to produce a cubic meter of uncut wood per year:
Superficie, en producción millones de de madera hectáreas en rollo
Pais Brazil Estados Unidos Mexico Chile
543 226 55 15.5
Productividad del sector Has para producir un m3 m3/ha/año 102.6 0.19 5.29 404.7 1.79 0.56 7.4 0.13 7.43 25.6 1.65 0.61
4. Main Threats and Opportunities Considering UZACHI's development over the past 20 years, the current status of the communities comprising it and the outlook for the context of the forestry sector nationwide, the delegates and commune inhabitants that participated in the workshop identified the main threats and opportunities as follows:
Threats
Market preference for imported wood
Depressed market
Excessive regulation
Interests of foreign ecologists
Focus of sector’s expenditure on plantations and reforestation
Opportunities and Strengths
Good Certified Forestry Management
Highquality wood
Promote better commercialization through UZACHI
Financing available for forestry promotion activities.
Industrialization/Add value.
5. Problem Tree
On the basis of the discussions derived from the retrospective reviews of UZACHI's development and the retrospective review of the current status of the communities comprising the union, the main problems were identified and arranged hierarchically, forming the following problem tree:
UZACHI's current problems can be summarized as follows: There is a need to update training at the level of the Technical Department, community personnel and regional education institutions. At present, there is very little control over STF administration, and there has been a decline in the communities’ level of participation in the union and their collective action with other communities and external institutions. All this makes it more difficult to take advantage of the productive potential of the forests. All these aspects of the problem can be seen as symptoms of the "erosion" of internal agreements that have enabled the communities to be organized within UZACHI. There has also been a reduction in UZACHI's collaboration agreements with external government and nongovernment entities. A list of the observations and reflections of the delegates and commune residents that participated in the workshop is given below:
Lack of Training There is a lack of organization among communities for transforming planks and obtaining better prices for certified wood. Obtaining progress in the various work areas requires company directors to be properly trained. Young people are unaware of and do not sufficiently value forest cultivations. Members of the Technical Department need to upgrade their knowledge and be acknowledged by the authorities The administrators of communal units need more administrative and accounting skills Community technicians must also face new demands such as producing environmental services Sawmill and carpentry operators fail to make full use of the certificate of good management. Recommendations: UZACHI’s intervention in educational plans More training
Lack of Control of STF by the Administration Solving administrative problems in order to be able to deal with other areas Organization within Board of Directors Reorganization of Board of Directors Technical Department disorganized in 2005, 2006 and 2007 Unclear distribution of roles and responsibilities Poor administration of Geographical Information System Lack of DTF reports to Assembly of Delegates and Communities to plan annual costs. The problem is the administration to enable the engineers to provide the necessary attention for our communities, in the area of forestry. Information given to communities is limited and untimely Lack of effectiveness of Technical Services Inefficiency of STF in recent years Technical service needs to be more efficient STF lacks proper planning STF’s links with communities neglected and lack of equity in service. Technical services should be more aware of community needs Equity in technical services Reports submitted to corresponding offices late
Recommendations: We need to reorganize in order to advance. Without proper organization, we will be unable to advance. Reinforce Technical Department (TD) Restructure operating personnel to improve services to communities UZACHI must draw up an annual work plan The TD must be more closely involved with its services, which have been extremely limited.
Low Level of Community Participation and Lack of Community Action Little collective action on the part of communities Little coordinated work between communities Recommendations: UZACHI leaders must promote Delegates’ assemblies in each community Delegates have little influence on decisionmaking Recommendations: Delegates must participate in meetings to solve possible problems
Difficulties in exploiting forest's productive potential Combat blight with more effective participation by UZACHI Problems in woodland areas regarding blight management: reforest or provide treatment Blight control Need to improve access roads to communities Young people have little interest in working in the forest Low participation of women in forest work Attention should be paid to alternative, non timberyielding projects
6. Logical Framework
General Objective UZACHI defines the reason for its existence in its history and development, and cites its general objective in its charter as: Planning and implementing, in a unified, organized and orderly fashion, the production, commercialization and agroindustrial activities required according to evaluation and planning assemblies. Promote the sustainable use of renewable and nonrenewable resources of agrarian nuclei belonging to the organization. Make a moral, economic and material contribution to generating and promoting the region's development. Promote the incorporation of other communities interested in the integral exploitation of forestry resources. During its first 19 years, UZACHI advanced towards this objective. It consolidated its capacity for selfmanagement for the sustainable management of the forests of the communities comprising it. It has trained enough technical teams. It has built most of the road network. It has achieved significant progress in forest regularization and made a moral, economic and material contribution to regional development. However, it now faces new challenges indicated in the problem tree requiring new initiatives from UZACHI.
Specific Objective The strategic planning process calls for a new phase in the development of the Union. During the period from 2008 to 2018, it hopes to achieve the following: Recover the “social impetus" of UZACHI through internal organization, greater participation by its members and greater attention to its members' needs and proposals to achieve better training in the cultivation and exploitation of the forest. It seeks to exploit the timber yielding and nontimber yielding potential of the forest in a sustainable fashion and promote the productive diversification and reinforcement of the economy of the communities comprising it and in the Sierra region.
Strategic Results Expected in 10 Years In 2018, UZACHI is expected to have achieved the following: Maintain its vision:
UZACHI will continue promoting the economy of the Sierra and the social development of the communities comprising it and in the rest of the region. The Union will consist of 6 or more communities. The Union will operate as a “Committee to promote a sustainable economy”
Internal Reinforcement:
UZACHI will operate as the organization that implements the forestry and social development strategy of the communities comprising it in a fluid, transparent fashion.
Training:
UZACHI will promote contents related to sustainable forest management, with the sustainable development of the community in the region's education institutions.
UZACHI will encourage the communities to have men and women with a certified capacity for administration, accounting, clear felling, chopping, transporting and other operations involved in the use, protection and development of forests.
UZACHI will promote the technical training of Technical Department personnel and Delegates in basic forest issues involving the use, protection and development of forests and emerging issues such as carbon capture, global warming and environmental services, etc.
Participation of More Sectors:
Sufficient basic grains will be produced to cover 100% of the need for basic grains, without reducing the land's productive capacity.
Encourage the program to support agricultural and livestock projects to deal with projects run by women
Forest development:
Make full use of forest resources. Reduce timber waste to less than 15% Maintain certificate of good management.
Take direct advantage of Environmental Service Markets. Make the Environmental Services (ES) area economically selfsufficient. Make the ES area contribute net incomes to the communities.
Help communities market their tourist services more efficiently
Bring the effects of forest blights below the economic threshold.
Promote added value production through carpentries and certified wood product workshops.
Promote production of ornamental forest plants. Give preference to projects run by women.
Promote profitable non timberyielding production, including, among other things, pine resin, edible and wild mushrooms. Give preference to projects run by women.
Help communities market their products and services more efficiently
Support communities’ forestry development through financing schemes.
Activities, Logic of Intervention, Sources of Verification and Assumptions The activities, logic of intervention, sources of verification and assumptions for achieving projected results are shown in the following charts: Results
Activities
Forestry development/protection: Bring the effects of forest blights below the economic threshold.
UZACHI must promote the creation of a committee of self regulation and regional health. The health committee must identify and evaluate new techniques for combating blight. Establishment of Forestry development/add value: integrative firm with carpentries Promote added value and certified wood production through carpentries and certified product wood product workshops. workshops. Forestry development/ Establishment of integrative firm of diversify: Promote production of ornamental ornamental plants forest plants. Give preference to projects run by women.
Intervention Logic
Verification Sources
Assumptions/hypotheses/ external factors
Blights are spreading reagionally. Concerted action is required for effective control.
CONAFOR reports.
Collective regional action is possible for blight control and prevention.
Monthly reports on communal sawmill sales of tourism.
Oaxaca is still an attractive destination. The ecological tourism segment is maintained or increasing.
Annual sales reports by communal ornamental plant units
It is possible to reach agreements to coordinate various communal production units' access to the market.
Although the infrastructure already exists, product lines with greater market penetration have not been integrated.
Results
Activities
Intervention Logic
Verification Sources
Assumptions/hypotheses/ external factors
Forestry development/ diversify: Promote profitable non timber yielding production, including pine resin, edible and wild mushrooms among other lines. Give preference to projects run by women.
Establish an incubating firm of non timberyielding productive units.
There is both interest and capacity in the communities for nontimber yielding production, but a lack of technical support and development of business plans.
Number of established communal firms. State of results of constituted firms.
It is possible to maintain the necessary technical and financial support. Market penetration is achieved.
Forestry development/ marketing Help communities market their products and services more efficiently
Establish an observatory of forest product markets that will include the market of environmental and tourist services.
Market intelligence Market permits better observatory production reports. planning.
Forestry development/ financing: Support communities’ forestry development through financing schemes.
Promote a savings bank to support families' economies. Identify preferential financing mechanisms for productive communal products. Establish a savings and retirement fund for UZACHI workers.
One objective of the Forestry and Community Development is that there should be more solid, sustainable family, communal and regional economies.
There are timely, reliable market information sources. There are collaboration agreements to create their own information.
Annual Access to credit institutions. evaluations of savings banks. Reports on financing mechanisms. Annual evaluations of savings and retirement fund for UZACHI workers.
Resultados
Actividades
Lógica de la intervención Desarrollo Establecer un programa El aumento en la forestal/Eficiencia: para optimizar los eficiencia operativa Aprovechar sistemas de reduce costos y mejora integralmente los abastecimiento forestal. la viabilidad de las recursos forestales. Establecer un programa empresas comunales Reducir los desperdicios para optimizar la forestales. de madera a menos del operación de las 15%. Mantener el buen industrias forestales y manejo certificado. aprovechamiento de sub productos. Desarrollo Establecer un programa forestal/servicios propio de prestación y ambientales: venta de Servicios aprovechar directamente Ambientales. los mercados de Servicios Ambientales. Hacer al área de Servicios Ambientales autosuficiente económicamente. Hacer que el área de SA genere ingresos netos a las comunidades. Desarrollo forestal/servicios: apoyar a las comunidades para el mejor mercadeo de sus servicios de turismo
Fuentes de verificación Supuestos/ hipótesis/ factores externos Reportes de Los esquemas de inspecciones de certificación siguen seguimiento a la operando. Hay acción certificación. colectiva efectiva entre Evaluación comunidades, Unión y independiente de los entidades externas. coeficientes de aprovechamiento.
Los programas Contratos de prestación “genéricos” de servicios de Servicios ambientales, passan por Ambientales. alto muchas oportunidades y condicionantes locales, que los hacen poco efectivos.
Formación de una Aunque existe ya empresa integradora de infrestructura de servicios de turismo turismo, no se han ecológico. integrado paquetes y no se está penetrando suficientemente en los mercados.
Se desarrollan con eficiencia los mercados de SA. Se consolidan los mecanismos de prestación y pago directo de estos servicios.
Reportes mensuales de Oaxaca sigue siendo un ocupación de las destino atractivo. El empresas comunales de segmento de turismo turismo ecológico se mantiene o crece.
Resultados
Actividades
Lógica de la Fuentes de verificación Supuestos/ hipótesis/ intervención factores externos Registros de abasto del Hay interés de las Participación/Apoyo a Que UZACHI promueva Lograr una economía la agricultura de más sólida. Se debe almacén regional a las comunidades por la productos básicos: conservación, evitar el impacto tiendas CONASUPO o autosuficiencia de Producir suficientes proporcionando ambiental y conservar la su equivalente. Sistema alimentos. granos básicos, para capacitación, asistencia capacidad productiva. de minitoreo de la cubrir el 100% de las capacidad productiva del necesidades de granos técnica y financiamiento Actualmente no hay recursos financieros suelo independiente del básicos, sin reducir la suficientes. Consejo de Admón. capacidad productiva del suelo. Participación/Apoyo a Que al menos el 30% de Muchas actividades Registros contables de Las mujeres tienen productos básicos: los apoyos de la hortícolas, frutícolas y la UZACHI. Informes acceso a la tierra y otros Promover que el UZACHI a la producción de productos pecuarios anuales de actividades. recursos para la programa de apoyo a agropecuaria se proiducción agropecuaria de valor agregado proyectos agrícolas y destinen a proyectos pueden ser pecuarios atienda manejados por mujeres desarrolladas con éxito proyectos manejados por mujeres y ayudan a por mujeres fortalecer la economía familiar y comunal
Resultados
Actividades
Lógica de la Fuentes de verificación Supuestos/ hipótesis/ intervención factores externos Capacitación: Que la Acordar con las El sistema sociao Monitoreo independiente Los contenidos actuales UZACHI promueva amebiental de manejo en los centros de educación son autoridades de las contenidos relacionados instituciones de los recursos educativos de la región limitados en su con el manejo forestal educativoas de la región naturales, requiere de la tratamiento de los temas sostenible y con el relacionados con el un programa de apoyo incorporación activa y desarrollo sostenible de didáctico a los decidida de las nuevas Desarrollo Forestal y la comunidad en las con el Desarrollo programas de estudios. generaciones. instituciones educativas Producir materiales Sostenible de la de la región. comunidad educativos de apoyo. Programar de manera regular eventos educativos. Capacitación: Que la Actividades Establecer un programa Lógica de la Es necesario asegurar Fuentes de verificación Certificados expedidos Supuestos/ hipótesis/ Existe interés en Resultados UZACHI promueva que contínuo de formación intervención que existe el capital por la autoridades consolidar y fortalecer factores externos las comunidades tengan de cuadros técnicos. humano necesario para competentes. los conocimientos para Mantener la visión: Que la UZACHI: (1) Hay que atender el Actas del Comité. Las agencias hombres y mujeres con Vincular el programa con que el sistema sociao el manejo sostenible de Que la UZACHI sea una promueva la desarrollo económico y Monitoreo independiente promotoras del capacidad certificada incorporación de nuevas instituciones que puedan ambiental de manejo del sistema de los recursos naturales. impulsora del social de las desarrollo que existen para administración, acreditar la competencia siga operando. Existen espacios fortalecimiento de la comunidades; (2) actúe comunidades, no solo indicadores del en la actualidad, no son contabilidad, derribo, laboral o conocimientos institucionales para economía de la Sierra y como “Comité promotor los aspectos de la desarrollo socio suficientes para lograr el troceo, arrime y las de los participantes. dicho reconocimiento. del desarrollo social de de una economía producción forestal. ambiental. desarrollo social y demás operaciones de las comunidades que la sostenible”, que incluya Hay que asegurarase de económico sostenible. aprovechamiento, integran y de la región. un mecanismo de que el desarrollo protección y fomento financiamiento a las Que la Unión esté económico y social no forestal. formada por 6 o más familias (caja de ahorro, afecte negativamente a comunidades. Que la fondo de financiamiento, los recursos naturales. Capacitación: Que la etc.); (3) establezca un Mantener un programa Es necesario mantener Certificados expedidos Hay interés en mantener Unión funcione como un UZACHI promueva la contínuo de formación actualizado al personal por la autoridades la capacitación del “Comité promotor de una sistema de indicadores formación técnica del del desarrollo socio técnica, con metas de la UZACHI. Los competentes. Memorias personal. Hay intereś economía sostenible” personal de la Dirección ambiental, para evaluar definidas en cada cambios intensos que de las sesiones del en la reflexión y análisis Técnica y de los programa anual. se dan en el entorno Seminario. sobre temas los avances del “Comité” Delegados en los temas Establecer un seminario social, económico y Publicaciones. emergentes. Existen forestales básicos de permanente sobre temas político, requiere de un espacios institucionales aprovechamiento, emergentes. Vincular esfuerzo contínuo de para el reconocimiento protección y fomento Desarrollo y el programa con reflexión y análisis, que Actas de Asambleas de la competencia o Fortalecimiento La UZACHI necesita Se mantiene un sentido forestal y en temas instituciones que puedan permita entender dichos Comunitarias. Actas de de pertenencia de ls conocimiento del interno: Que la UZACHI cumplimiento de un recuperar sus vínculos emergentes, como acreditar la competencia cambios, para tomar personal. funcione como el órgano reglamento interno. con las comunidades, y Asambleas de comunidades a la captura de carbono, laboral o conocimientos mejores decisiones. ejecutor de la estrategia Acordar el programa reflejar de una manera Delegados. UZACHI como calentamiento global, anual de actividades y el de los participantes. de desarrollo forestal y transparente las organización regional. servicios ambientales, presupuesto de la Unión demandas de ellas. Los social de las etc.. comunidades que la en una asamblea anual proyectos que promueva integran, de una manera de Balance y la UZACHI deben fluída y transparente. Programación, basada corresponder a la lógica en las Asambleas del desarrollo de las correspondientes de las comunidades que la comunidades que la integran. integran. Que el Consejo de Adminstración lleve el control general del Programa anual, proponga a la Asamblea la forma de organización y ridna cuentas de la ejecución del Programa anual.
7. Implementation In order to implement the strategy described, the delegates and communal residents that participated in the strategic planning process proposed the following: 1. An administrative review must immediately be carried out of the current state of UZACHI’s projects, commitments, assets so that the community delegates and assemblies will have precise, up to date information and be able to plan the following steps: The report on the state of UZACHI's information should be submitted to the presidents of the commissaries and submitted to the "Annual Evaluation and Planning Assembly." 2. The Board of Directors should suggest to the Delegates' Assembly that it readjust available human and material resources to implement the activities included in the strategic plan as effectively as possible. The Board of Directors may decide to suspend operations of an area that is currently not viable. 3. The Board of Directors, with the support of the Technical Director, must promote all possible agreements, so that government and nongovernment organizations will contribute to the implementation of the strategic plan. 4. The Technical Director must draw up an initial budgetprogram for 2009, specifying the advances predicted for that year as regards achieving the strategic plan, considering the coordinated actions regarded as being feasible and estimating the direct monthly costs that must be covered through community quotas. 5. The Board of Directors must submit the 2009 budgetprogram to the Annual Evaluation and Planning Assembly for approval. 6. The Board of Directors must develop internal regulations to control the use and destination of UZACHI's funds within a period of not more than four months. 7. In the years after 2008, a similar procedure to that described in steps 2 to 5 will be carried out.
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All Rights Reserved 2008 by the Union of Forestry and Agricultural and Fishing Communities, ZapotecoChinanteca. All Rights Reserved 2008 by Estudios Rurales y Asesoría Campesina under a license of NonCommercial Acknowledgement of Author under Licence 3.0 of Creative Commons. You are free to copy, distribute and publicly communicate or produce works derived from it, under the following conditions: Attribution. You must acknowledge the authorship of the work in the terms specified by the author or person awarding the license. Non commercial. You may not use this work for commercial purposes. Reciprocal Licensing. If you alter, transform or create a work on the basis of this work, you may only distribute the resulting work under a license identical to this one. * If the work is reused or distributed, the terms of the license of this work must be quite clear. * Some of these conditions may not apply if permission is obtained from the owner of the copyright. * Nothing in this license damages or restricts the author's moral rights. The rights derived from the legitimate uses or other limitations recognized by law will not be affected by this. for nonprofit uses
Quote: Francisco Chapela (compiler): “Identification of Strategic Lines of UZACHI 20082018.” Oaxaca, Mexico, Estudios Rurales y Asesoría Campesina, A.C. and Unión de Comunidades Productoras Forestales y Agropecuarias Zapoteco Chinanteca, 2008.
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Identification of Strategic Lines for UZACHI 20082018 Compiled by: Estudios Rurales y Asesoría / Francisco Chapela October 2008
Contents 1. Background.........................................................................................................................6 2. List of attendees..................................................................................................................7 3. The National Forestry Sector as a Context for the Development of UZACHI.....................9 4. Main Threats and Opportunities.......................................................................................13 Threats..............................................................................................................................13 Opportunities and Strengths.............................................................................................13 5. Problem Tree.....................................................................................................................14 Lack of Training ................................................................................................................16 Lack of Control of STF by the Administration ..................................................................17 Low Level of Community Participation and Lack of Community Action...........................18 Little collective action on the part of communities .......................................................18 Delegates have little influence on decisionmaking ....................................................18 Difficulties in exploiting forest's productive potential.........................................................18 6. Logical Framework............................................................................................................19 General Objective.............................................................................................................19 Specific Objective.............................................................................................................20 Strategic Results Expected in 10 Years............................................................................20 Activities, Logic of Intervention, Sources of Verification and Assumptions......................22
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1. Background Nineteen years after it was founded, the Union of ZapotecChinanatec Communities needs to be updated to enable it to cope better with the challenges of the new economic, social and environmental situation in which it operates. It must therefore conduct a retrospective review of the successes and problems it has experienced, analyze its perspectives using a strategic vision and use this to redesign its structure and modus operandi. This will enable it to be more effective in helping member communities to enter markets and make better use of their material resources without compromising their future productive possibilities. In this context, an analysis of the future perspectives of the Union was carried out with a strategic vision to strengthen UZACHI’s human capital through a selfevaluation and strategic planning exercise, to increase its efficiency in terms of fulfilling the goals set when it was established as an organization. The analysis also determined whether the organization's goals were the same as they had been in the beginning. In particular, the review suggested that:
The Union’s Delegates and technicians should be able to analyze the future perspectives of the Union with a strategic vision.
2. List of attendees
3. The National Forestry Sector as a Context for the Development of UZACHI Prior to the Workshop to Identify the Strategic Lines of UZACHI 20082018, a brief seminar was held on the General Outlook for the Forestry Sector in Mexico, coordinated by Sergio Madrid of CCMSS. The main aspects dealt with included:
The latest studies on land use show that Mexico is a forest country, since nearly 80% of its land has wooded vegetation or vegetation in arid or semiarid zones.
Forest areas in Mexico contain enormous biodiversity. Of the 139 million hectares of forest (both wooded and with nonarboreal vegetation) 65 million comprise woods and forests.
Mexico has the 14th largest forest area out of a list of 214 countries, with the following coverage: Woods 33,507,918 ha Forests 32,110,203 ha Hydrophilous Vegetation 2,585,109 ha Other types of vegetation 491,956 ha Xerophilous scrubland (with arid and semiarid zones) 58,086,760 ha Pastureland 12,379,553 ha Total. 139, 693,000 ha
Ownership of these territories is largely social but it is only recently, thanks to the efforts of the communities demanding the forest management be returned to them, that policies have considered supporting forest communities: Laws in 1948 and 1960 granted forestry concessions to large companies. Forestry management was concentrated in just 20 large parastate and private companies. The woods and forests were degraded and “skimmed.” Under the 1984 Forestry Law, forest exploitation permits were only granted to the owners of forest land. 2,400 ejido and community permits were granted. Over 700 community firms were created. Over 700,000 ha were certified. The 2003 Forestry Law (LGDFS) ratified the principle of promoting forestry and the exploitation of forestry resources, particularly that of forest owners and settlers. Compulsory forestry policy criteria include the effective incorporation of forestry owners and their organizations into the forestry, production, industry and trade of forestry products. It also includes the maintenance and increase of the production and productivity of forestry ecosystems by expanding and increasing the share of forestry production in national economic growth.
However, although the Law stipulates extensive support for the social sector, the
mechanisms used to date have failed to achieve better performance. Recent evaluations of the sector indicate that: There is a DOWNWARD trend in timberyielding production. Productivity is DECLINING Imports are INCREASING The incorporation of producers into forestry management is DECLINING The area under management is DECREASING Growth of the value of Forestry Production is DECLINING Sources: Presidencia de la República, Conafor, Semarnat, INEGI, FAO.
The social and economic difficulties that prevent "Forest Development" from being achieved include: Rural migration, low prices of imported goods, outdated technology, lack of banking credits, limited access to market information, low competitiveness and the greater profitability of certain farming activities that have direct and indirect subsidies.
But there are also limitations within the forestry sector itself that prevent the development of the productive potential of woods and forests. They include the fact that the number of forestry exploitation authorizations is limited and those that are granted take a long time to be issued. Forestry information is limited and National Forestry Registration is not updated. Priority is not given to reforestation or nursery gardens which do not have a significant impact on forestry development or deforestation while the ProArbol programs have a largely welfarebased approach.
It would be possible to help government implement the "Forestry Development" policy established by law through actions designed to: Promote approaches to encourage community institutional and productive skills, without welfare approaches, monitor performance indicators and policy impact, improve the surveillance and environmental (forestry) justice system in a participatory fashion and develop an effective system of certification of "legal origin." This could also be achieved through incentives for collective management and community planning; specific efforts for the incorporation of hectares into Sustainable Forestry Management and intensive, quality technical assistance and the reinforcement of autonomous local and regional organization. Other methods include community and regional planning as a framework for public and community investment and action, boosting the competitiveness of the various phases of the productive and marketing process and the improvement of the management systems for and the restoration of natural capital.
Actions such as these could significantly increase Mexico's forestry productivity and therefore its international competitiveness. Nowadays, Mexico is a large forestry producer in America, requiring the most hectares to produce a cubic meter of uncut wood, since an average of 7 ha is required. This productivity could be increased tenfold, since a Latin American country smaller than Mexico such as Chile requires just over half a hectare to produce a cubic meter of uncut wood per year:
Superficie, en producción millones de de madera hectáreas en rollo
Pais Brazil Estados Unidos Mexico Chile
543 226 55 15.5
Productividad del sector Has para producir un m3 m3/ha/año 102.6 0.19 5.29 404.7 1.79 0.56 7.4 0.13 7.43 25.6 1.65 0.61
4. Main Threats and Opportunities Considering UZACHI's development over the past 20 years, the current status of the communities comprising it and the outlook for the context of the forestry sector nationwide, the delegates and commune inhabitants that participated in the workshop identified the main threats and opportunities as follows:
Threats
Market preference for imported wood
Depressed market
Excessive regulation
Interests of foreign ecologists
Focus of sector’s expenditure on plantations and reforestation
Opportunities and Strengths
Good Certified Forestry Management
Highquality wood
Promote better commercialization through UZACHI
Financing available for forestry promotion activities.
Industrialization/Add value.
5. Problem Tree
On the basis of the discussions derived from the retrospective reviews of UZACHI's development and the retrospective review of the current status of the communities comprising the union, the main problems were identified and arranged hierarchically, forming the following problem tree:
UZACHI's current problems can be summarized as follows: There is a need to update training at the level of the Technical Department, community personnel and regional education institutions. At present, there is very little control over STF administration, and there has been a decline in the communities’ level of participation in the union and their collective action with other communities and external institutions. All this makes it more difficult to take advantage of the productive potential of the forests. All these aspects of the problem can be seen as symptoms of the "erosion" of internal agreements that have enabled the communities to be organized within UZACHI. There has also been a reduction in UZACHI's collaboration agreements with external government and nongovernment entities. A list of the observations and reflections of the delegates and commune residents that participated in the workshop is given below:
Lack of Training There is a lack of organization among communities for transforming planks and obtaining better prices for certified wood. Obtaining progress in the various work areas requires company directors to be properly trained. Young people are unaware of and do not sufficiently value forest cultivations. Members of the Technical Department need to upgrade their knowledge and be acknowledged by the authorities The administrators of communal units need more administrative and accounting skills Community technicians must also face new demands such as producing environmental services Sawmill and carpentry operators fail to make full use of the certificate of good management. Recommendations: UZACHI’s intervention in educational plans More training
Lack of Control of STF by the Administration Solving administrative problems in order to be able to deal with other areas Organization within Board of Directors Reorganization of Board of Directors Technical Department disorganized in 2005, 2006 and 2007 Unclear distribution of roles and responsibilities Poor administration of Geographical Information System Lack of DTF reports to Assembly of Delegates and Communities to plan annual costs. The problem is the administration to enable the engineers to provide the necessary attention for our communities, in the area of forestry. Information given to communities is limited and untimely Lack of effectiveness of Technical Services Inefficiency of STF in recent years Technical service needs to be more efficient STF lacks proper planning STF’s links with communities neglected and lack of equity in service. Technical services should be more aware of community needs Equity in technical services Reports submitted to corresponding offices late
Recommendations: We need to reorganize in order to advance. Without proper organization, we will be unable to advance. Reinforce Technical Department (TD) Restructure operating personnel to improve services to communities UZACHI must draw up an annual work plan The TD must be more closely involved with its services, which have been extremely limited.
Low Level of Community Participation and Lack of Community Action Little collective action on the part of communities Little coordinated work between communities Recommendations: UZACHI leaders must promote Delegates’ assemblies in each community Delegates have little influence on decisionmaking Recommendations: Delegates must participate in meetings to solve possible problems
Difficulties in exploiting forest's productive potential Combat blight with more effective participation by UZACHI Problems in woodland areas regarding blight management: reforest or provide treatment Blight control Need to improve access roads to communities Young people have little interest in working in the forest Low participation of women in forest work Attention should be paid to alternative, non timberyielding projects
6. Logical Framework
General Objective UZACHI defines the reason for its existence in its history and development, and cites its general objective in its charter as: Planning and implementing, in a unified, organized and orderly fashion, the production, commercialization and agroindustrial activities required according to evaluation and planning assemblies. Promote the sustainable use of renewable and nonrenewable resources of agrarian nuclei belonging to the organization. Make a moral, economic and material contribution to generating and promoting the region's development. Promote the incorporation of other communities interested in the integral exploitation of forestry resources. During its first 19 years, UZACHI advanced towards this objective. It consolidated its capacity for selfmanagement for the sustainable management of the forests of the communities comprising it. It has trained enough technical teams. It has built most of the road network. It has achieved significant progress in forest regularization and made a moral, economic and material contribution to regional development. However, it now faces new challenges indicated in the problem tree requiring new initiatives from UZACHI.
Specific Objective The strategic planning process calls for a new phase in the development of the Union. During the period from 2008 to 2018, it hopes to achieve the following: Recover the “social impetus" of UZACHI through internal organization, greater participation by its members and greater attention to its members' needs and proposals to achieve better training in the cultivation and exploitation of the forest. It seeks to exploit the timber yielding and nontimber yielding potential of the forest in a sustainable fashion and promote the productive diversification and reinforcement of the economy of the communities comprising it and in the Sierra region.
Strategic Results Expected in 10 Years In 2018, UZACHI is expected to have achieved the following: Maintain its vision:
UZACHI will continue promoting the economy of the Sierra and the social development of the communities comprising it and in the rest of the region. The Union will consist of 6 or more communities. The Union will operate as a “Committee to promote a sustainable economy”
Internal Reinforcement:
UZACHI will operate as the organization that implements the forestry and social development strategy of the communities comprising it in a fluid, transparent fashion.
Training:
UZACHI will promote contents related to sustainable forest management, with the sustainable development of the community in the region's education institutions.
UZACHI will encourage the communities to have men and women with a certified capacity for administration, accounting, clear felling, chopping, transporting and other operations involved in the use, protection and development of forests.
UZACHI will promote the technical training of Technical Department personnel and Delegates in basic forest issues involving the use, protection and development of forests and emerging issues such as carbon capture, global warming and environmental services, etc.
Participation of More Sectors:
Sufficient basic grains will be produced to cover 100% of the need for basic grains, without reducing the land's productive capacity.
Encourage the program to support agricultural and livestock projects to deal with projects run by women
Forest development:
Make full use of forest resources. Reduce timber waste to less than 15% Maintain certificate of good management.
Take direct advantage of Environmental Service Markets. Make the Environmental Services (ES) area economically selfsufficient. Make the ES area contribute net incomes to the communities.
Help communities market their tourist services more efficiently
Bring the effects of forest blights below the economic threshold.
Promote added value production through carpentries and certified wood product workshops.
Promote production of ornamental forest plants. Give preference to projects run by women.
Promote profitable non timberyielding production, including, among other things, pine resin, edible and wild mushrooms. Give preference to projects run by women.
Help communities market their products and services more efficiently
Support communities’ forestry development through financing schemes.
Activities, Logic of Intervention, Sources of Verification and Assumptions The activities, logic of intervention, sources of verification and assumptions for achieving projected results are shown in the following charts: Results
Activities
Forestry development/protection: Bring the effects of forest blights below the economic threshold.
UZACHI must promote the creation of a committee of self regulation and regional health. The health committee must identify and evaluate new techniques for combating blight. Establishment of Forestry development/add value: integrative firm with carpentries Promote added value and certified wood production through carpentries and certified product wood product workshops. workshops. Forestry development/ Establishment of integrative firm of diversify: Promote production of ornamental ornamental plants forest plants. Give preference to projects run by women.
Intervention Logic
Verification Sources
Assumptions/hypotheses/ external factors
Blights are spreading reagionally. Concerted action is required for effective control.
CONAFOR reports.
Collective regional action is possible for blight control and prevention.
Monthly reports on communal sawmill sales of tourism.
Oaxaca is still an attractive destination. The ecological tourism segment is maintained or increasing.
Annual sales reports by communal ornamental plant units
It is possible to reach agreements to coordinate various communal production units' access to the market.
Although the infrastructure already exists, product lines with greater market penetration have not been integrated.
Results
Activities
Intervention Logic
Verification Sources
Assumptions/hypotheses/ external factors
Forestry development/ diversify: Promote profitable non timber yielding production, including pine resin, edible and wild mushrooms among other lines. Give preference to projects run by women.
Establish an incubating firm of non timberyielding productive units.
There is both interest and capacity in the communities for nontimber yielding production, but a lack of technical support and development of business plans.
Number of established communal firms. State of results of constituted firms.
It is possible to maintain the necessary technical and financial support. Market penetration is achieved.
Forestry development/ marketing Help communities market their products and services more efficiently
Establish an observatory of forest product markets that will include the market of environmental and tourist services.
Market intelligence Market permits better observatory production reports. planning.
Forestry development/ financing: Support communities’ forestry development through financing schemes.
Promote a savings bank to support families' economies. Identify preferential financing mechanisms for productive communal products. Establish a savings and retirement fund for UZACHI workers.
One objective of the Forestry and Community Development is that there should be more solid, sustainable family, communal and regional economies.
There are timely, reliable market information sources. There are collaboration agreements to create their own information.
Annual Access to credit institutions. evaluations of savings banks. Reports on financing mechanisms. Annual evaluations of savings and retirement fund for UZACHI workers.
Resultados
Actividades
Lógica de la intervención Desarrollo Establecer un programa El aumento en la forestal/Eficiencia: para optimizar los eficiencia operativa Aprovechar sistemas de reduce costos y mejora integralmente los abastecimiento forestal. la viabilidad de las recursos forestales. Establecer un programa empresas comunales Reducir los desperdicios para optimizar la forestales. de madera a menos del operación de las 15%. Mantener el buen industrias forestales y manejo certificado. aprovechamiento de sub productos. Desarrollo Establecer un programa forestal/servicios propio de prestación y ambientales: venta de Servicios aprovechar directamente Ambientales. los mercados de Servicios Ambientales. Hacer al área de Servicios Ambientales autosuficiente económicamente. Hacer que el área de SA genere ingresos netos a las comunidades. Desarrollo forestal/servicios: apoyar a las comunidades para el mejor mercadeo de sus servicios de turismo
Fuentes de verificación Supuestos/ hipótesis/ factores externos Reportes de Los esquemas de inspecciones de certificación siguen seguimiento a la operando. Hay acción certificación. colectiva efectiva entre Evaluación comunidades, Unión y independiente de los entidades externas. coeficientes de aprovechamiento.
Los programas Contratos de prestación “genéricos” de servicios de Servicios ambientales, passan por Ambientales. alto muchas oportunidades y condicionantes locales, que los hacen poco efectivos.
Formación de una Aunque existe ya empresa integradora de infrestructura de servicios de turismo turismo, no se han ecológico. integrado paquetes y no se está penetrando suficientemente en los mercados.
Se desarrollan con eficiencia los mercados de SA. Se consolidan los mecanismos de prestación y pago directo de estos servicios.
Reportes mensuales de Oaxaca sigue siendo un ocupación de las destino atractivo. El empresas comunales de segmento de turismo turismo ecológico se mantiene o crece.
Resultados
Actividades
Lógica de la Fuentes de verificación Supuestos/ hipótesis/ intervención factores externos Registros de abasto del Hay interés de las Participación/Apoyo a Que UZACHI promueva Lograr una economía la agricultura de más sólida. Se debe almacén regional a las comunidades por la productos básicos: conservación, evitar el impacto tiendas CONASUPO o autosuficiencia de Producir suficientes proporcionando ambiental y conservar la su equivalente. Sistema alimentos. granos básicos, para capacitación, asistencia capacidad productiva. de minitoreo de la cubrir el 100% de las capacidad productiva del necesidades de granos técnica y financiamiento Actualmente no hay recursos financieros suelo independiente del básicos, sin reducir la suficientes. Consejo de Admón. capacidad productiva del suelo. Participación/Apoyo a Que al menos el 30% de Muchas actividades Registros contables de Las mujeres tienen productos básicos: los apoyos de la hortícolas, frutícolas y la UZACHI. Informes acceso a la tierra y otros Promover que el UZACHI a la producción de productos pecuarios anuales de actividades. recursos para la programa de apoyo a agropecuaria se proiducción agropecuaria de valor agregado proyectos agrícolas y destinen a proyectos pueden ser pecuarios atienda manejados por mujeres desarrolladas con éxito proyectos manejados por mujeres y ayudan a por mujeres fortalecer la economía familiar y comunal
Resultados
Actividades
Lógica de la Fuentes de verificación Supuestos/ hipótesis/ intervención factores externos Capacitación: Que la Acordar con las El sistema sociao Monitoreo independiente Los contenidos actuales UZACHI promueva amebiental de manejo en los centros de educación son autoridades de las contenidos relacionados instituciones de los recursos educativos de la región limitados en su con el manejo forestal educativoas de la región naturales, requiere de la tratamiento de los temas sostenible y con el relacionados con el un programa de apoyo incorporación activa y desarrollo sostenible de didáctico a los decidida de las nuevas Desarrollo Forestal y la comunidad en las con el Desarrollo programas de estudios. generaciones. instituciones educativas Producir materiales Sostenible de la de la región. comunidad educativos de apoyo. Programar de manera regular eventos educativos. Capacitación: Que la Actividades Establecer un programa Lógica de la Es necesario asegurar Fuentes de verificación Certificados expedidos Supuestos/ hipótesis/ Existe interés en Resultados UZACHI promueva que contínuo de formación intervención que existe el capital por la autoridades consolidar y fortalecer factores externos las comunidades tengan de cuadros técnicos. humano necesario para competentes. los conocimientos para Mantener la visión: Que la UZACHI: (1) Hay que atender el Actas del Comité. Las agencias hombres y mujeres con Vincular el programa con que el sistema sociao el manejo sostenible de Que la UZACHI sea una promueva la desarrollo económico y Monitoreo independiente promotoras del capacidad certificada incorporación de nuevas instituciones que puedan ambiental de manejo del sistema de los recursos naturales. impulsora del social de las desarrollo que existen para administración, acreditar la competencia siga operando. Existen espacios fortalecimiento de la comunidades; (2) actúe comunidades, no solo indicadores del en la actualidad, no son contabilidad, derribo, laboral o conocimientos institucionales para economía de la Sierra y como “Comité promotor los aspectos de la desarrollo socio suficientes para lograr el troceo, arrime y las de los participantes. dicho reconocimiento. del desarrollo social de de una economía producción forestal. ambiental. desarrollo social y demás operaciones de las comunidades que la sostenible”, que incluya Hay que asegurarase de económico sostenible. aprovechamiento, integran y de la región. un mecanismo de que el desarrollo protección y fomento financiamiento a las Que la Unión esté económico y social no forestal. formada por 6 o más familias (caja de ahorro, afecte negativamente a comunidades. Que la fondo de financiamiento, los recursos naturales. Capacitación: Que la etc.); (3) establezca un Mantener un programa Es necesario mantener Certificados expedidos Hay interés en mantener Unión funcione como un UZACHI promueva la contínuo de formación actualizado al personal por la autoridades la capacitación del “Comité promotor de una sistema de indicadores formación técnica del del desarrollo socio técnica, con metas de la UZACHI. Los competentes. Memorias personal. Hay intereś economía sostenible” personal de la Dirección ambiental, para evaluar definidas en cada cambios intensos que de las sesiones del en la reflexión y análisis Técnica y de los programa anual. se dan en el entorno Seminario. sobre temas los avances del “Comité” Delegados en los temas Establecer un seminario social, económico y Publicaciones. emergentes. Existen forestales básicos de permanente sobre temas político, requiere de un espacios institucionales aprovechamiento, emergentes. Vincular esfuerzo contínuo de para el reconocimiento protección y fomento Desarrollo y el programa con reflexión y análisis, que Actas de Asambleas de la competencia o Fortalecimiento La UZACHI necesita Se mantiene un sentido forestal y en temas instituciones que puedan permita entender dichos Comunitarias. Actas de de pertenencia de ls conocimiento del interno: Que la UZACHI cumplimiento de un recuperar sus vínculos emergentes, como acreditar la competencia cambios, para tomar personal. funcione como el órgano reglamento interno. con las comunidades, y Asambleas de comunidades a la captura de carbono, laboral o conocimientos mejores decisiones. ejecutor de la estrategia Acordar el programa reflejar de una manera Delegados. UZACHI como calentamiento global, anual de actividades y el de los participantes. de desarrollo forestal y transparente las organización regional. servicios ambientales, presupuesto de la Unión demandas de ellas. Los social de las etc.. comunidades que la en una asamblea anual proyectos que promueva integran, de una manera de Balance y la UZACHI deben fluída y transparente. Programación, basada corresponder a la lógica en las Asambleas del desarrollo de las correspondientes de las comunidades que la comunidades que la integran. integran. Que el Consejo de Adminstración lleve el control general del Programa anual, proponga a la Asamblea la forma de organización y ridna cuentas de la ejecución del Programa anual.
7. Implementation In order to implement the strategy described, the delegates and communal residents that participated in the strategic planning process proposed the following: 1. An administrative review must immediately be carried out of the current state of UZACHI’s projects, commitments, assets so that the community delegates and assemblies will have precise, up to date information and be able to plan the following steps: The report on the state of UZACHI's information should be submitted to the presidents of the commissaries and submitted to the "Annual Evaluation and Planning Assembly." 2. The Board of Directors should suggest to the Delegates' Assembly that it readjust available human and material resources to implement the activities included in the strategic plan as effectively as possible. The Board of Directors may decide to suspend operations of an area that is currently not viable. 3. The Board of Directors, with the support of the Technical Director, must promote all possible agreements, so that government and nongovernment organizations will contribute to the implementation of the strategic plan. 4. The Technical Director must draw up an initial budgetprogram for 2009, specifying the advances predicted for that year as regards achieving the strategic plan, considering the coordinated actions regarded as being feasible and estimating the direct monthly costs that must be covered through community quotas. 5. The Board of Directors must submit the 2009 budgetprogram to the Annual Evaluation and Planning Assembly for approval. 6. The Board of Directors must develop internal regulations to control the use and destination of UZACHI's funds within a period of not more than four months. 7. In the years after 2008, a similar procedure to that described in steps 2 to 5 will be carried out.
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