In a candid chat with Kashmir Magazine Correspondent Suhail Rather, the Divisional Forest Officer (DFO) of Bandipora, Waseem Farooq Mir, opens up on the implementation of Biodiversity Management Committees (BMCs). He details how a once-exploitative system for harvesting medicinal herbs has been transformed into a community-owned, conservation-focused model that is now generating crores in revenue for local villagers and is being hailed as one of the most successful in the country.
Excerpts
KM: Bandipora is renowned for its art and literature, but it’s also a district blessed with vast forest wealth. There’s a buzz that a silent revolution is happening here regarding forest rights and revenue, particularly after the establishment of BMCs. Can you walk us through the genesis of this initiative?
WFM: Thank you for having me. Indeed, the change we are witnessing is profound. The legal foundation for this was laid with the extension of the national Biodiversity Act to Jammu and Kashmir after 2019. For the first time, we had a robust framework to bring conservation and community benefit to the ground in a structured way. Our initial, and most critical, task was documentation, creating the People’s Biodiversity Register for every district and panchayat.
But the real heart of the Act lies in the formation of Biodiversity Management Committees in every panchayat. These are not forest department committees; they are people’s committees with the same quorum as a panchayat, including representation from Scheduled Tribes and women, and chaired by the Panchayat Chairperson. Our role was that of a facilitator and guide to raise awareness and show how this legal instrument could be used for both conservation and livelihood generation.
KM: The term “livelihood generation” is key here. For decades, the collection of Minor Forest Produce (MFP) like medicinal herbs was often seen as illegal or was controlled by a handful of contractors. How has the BMC model changed this dynamic on the ground?
WFM: You’ve hit the nail on the head. The old system was broken. A contractor would win a tender, and he would have a monopoly over the collection of valuable herbs like Morel (Guchhi) or a plant like Shilajit (Shidkhar). The local villager, the actual collector who braved the forests, was at the mercy of this contractor and received a pittance. The department’s role was often punitive, viewing collection as ‘theft’. We have fundamentally flipped that narrative.
Today, thanks to the BMC model and the supporting NTFP (Non-Timber Forest Produce) policy, the local collector is not a trespasser; he is a legitimate, recognized stakeholder. He is free to collect specified herbs. He then brings his harvest to the local BMC, which now acts as a transparent marketplace. The BMC, with support from the forest department, connects him directly to registered traders we call DPUs (Designated Procurement Units).
KM: So, how does this new marketplace ensure a fair deal for the collector?
WFM: The mechanism is beautifully simple and transparent. The BMC, which includes the collector’s own neighbours and elected representatives, collectively decides a fair market price based on current demand and quality. For instance, Shidkhar can fluctuate between Rs 8,000 to Rs 16,000 per kilogram. The BMC ensures the collector gets a price reflective of that day’s market, not a price fixed by a monopolist.
Once the DPU buyer pays, the money is distributed in a game-changing ratio: 97% goes directly to the collector’s pocket. The remaining 3% is deposited into the BMC’s own Biodiversity Conservation Fund. This 3% is not a tax that disappears; it remains in the village to be used for future conservation efforts, skill development programs, or other community initiatives. We have turned an unregulated, exploitative practice into a regulated, equitable, and circular economy.
KM: Those numbers are staggering. Can you quantify the success? How much revenue are we talking about?
WFM: The results have been beyond our expectations. From the three pilot BMCs we initially established in Kanzalwan, Bankote, and Arin areas rich in medicinal and aromatic plants, the BMC conservation fund itself has accumulated approximately Rs 40 lakhs from the 3% levy. This is money that will be reinvested into the community by the community.
More significantly, if you look at the larger picture, in the last year alone, an estimated Rs 20 crore was paid directly to the collectors of Bandipora district for their produce. This is wealth that previously would have been intercepted by middlemen. It is now flowing directly into the hands of the people who do the hard work, uplifting the economic condition of our backward and tribal communities.
KM: This model is now being hailed as one of the best in the country. What’s the next step? Where does the BMC journey go from here?
WFM: The first phase was about establishing the structure and ensuring fair pricing. The next phase, which we are intensely focused on, is value addition and skill enhancement. Currently, most of the produce is sold in a crude, sun-dried form. We are now training these communities in modern post-harvest technologies using controlled dryers and proper packaging techniques to enhance the shelf life and market value of their products. We want them to move up the value chain, so they earn even more from the same amount of raw material.
We have sent detailed proposals to the government to utilize the accumulated BMC funds for this very purpose. We are involving unemployed youth, women’s groups, and the BMC members themselves in these skill-development programs. Our goal is to see Bandipora’s herbs not just as raw commodities, but as branded, value-added products.
KM: You mentioned the revival of the Wular Lake conservation authority. How does the BMC model fit into the conservation of a vital ecosystem like Wular?
WFM: This is a very exciting extension of the model. The revival of the Wular Conservation and Management Authority (WUCMA) for Nadru (lotus stem) collection is a landmark moment. We plan to replicate the BMC mechanism here. The fishermen and boatmen who harvest Nadru will be organized into BMCs. The old, restrictive license system will be replaced. The collector will receive 97% of the sale value, and the 3% fund will be utilized specifically for the conservation of Wular Lake, cleaning, de-weeding, and biodiversity preservation. It’s a win-win: livelihoods are secured, and the lake itself benefits.
KM: Finally, what is your message to the people of Bandipora and other districts who are looking at this model with great hope?
WFM: My message is one of collaboration and invitation. This is not the forest department’s model; it is the people’s model. We are here as facilitators. I urge every panchayat, every potential collector, to engage with us. Come to our office, understand the process. If our communities join hands with us, this can be scaled up into a major, sustainable industry that truly honours the spirit of our forests and the people who depend on them. The Deputy Commissioner Bandipora been immensely supportive, and together, we are committed to make Bandipora a national exemplar of participatory forest governance.
