**3.3.4 Characteristics of and evaluation of the new activities**

In this case, the final results of the cooperative's initiative will not be realized until the future, but this case study illustrates several new ways to manage a forest producer cooperative.

First, linking the cooperative to ecotourism is a thought-provoking concept. Ecotourism is related to forest resources and many national forests managed by the Forestry Agency, such as Yakushima Island, Iriomoteshima Island, the Shirakami Mountain Range, and Shiretoko, are famous in Japan35. In these cases, the forests have been classified as Forest Ecosystem

Recent Problems and New Directions

remaining time is strictly limited.

**4. Discussion** 

for Forest Producer Cooperatives Established in Common Forests in Japan 175

of the community will be completely lost. Furthermore, while it is possible to repair the old traditional Japanese houses damaged by heavy snow, it will become more difficult in time. Some previous residents, who are mostly elderly, are still living in surrounding communities, and when the generation changes, a major part of history will disappear. The

Three case studies were introduced in this study to illustrate new trends in the management of forest producer cooperatives. The cooperative in Case 1 reestablished timber production and increased their income by trading carbon credits; that in Case 2 developed a novel relationship between the cooperative and forestry-related organizations; and that in Case 3 has started a number of initiatives aimed at regenerating the community, increasing the population, and embracing ecotourism activities and principles. In all cases, the cooperatives introduced a new social and economic system. Importantly, a small number of cooperatives throughout Japan have begun to apply similar ideas to their cooperatives. As the management of forest producer cooperatives becomes increasingly difficult and timber prices continue to drop, fewer cooperatives are being formed, and those that were founded long ago are increasingly being dissolved. Yet, these three cooperatives have found new ways to manage their lands in ways that are completely different than previous management styles. The three cooperatives have some common characteristics, which may

First, each has embraced outside organizations that have no connection to forestry, from the private companies purchasing CO2 credits in Case 1 to the automobile enterprise involved in Case 2 and the college involved in Case 3. Concern about global environmental problems has been gradually increasing in Japan, and the first commitment period for the Kyoto Protocol started in 2008. Environmentally related activities of private companies or organizations have been increasing, and, at the same time, the content has been changing. Thus, in some cases, a forest producer cooperative can open up their lands for such environmental activities. The cooperatives and other forestry-related organizations should

Second, each made substantial administration changes, particularly in Cases 1 and 2. Forestry policy programs have traditionally been run mostly by the national and prefectural government, and in a different manner39. However, in Case 1, the carbon credit program is mainly operated by the Hyogo Prefectural Federation of the Forest Owners' Cooperative Association. In addition, the carbon credits produced from the forest are held by the prefectural association. The carbon offset provider is also closely related to the prefectural association. Similarly, in Case 2, many initiatives are sponsored by private companies, but prepared and managed by the prefectural government (a major reason why the companies feel safe supporting the activities). For example, a company paid for thinning and tree planting via the Mie Prefectural Federation of the Forest Owners' Cooperative Association,

Third, each cooperative has found new ways to be funded. In many ways, this is natural consequence of the two previous points. For example, a change in administration means a change in subsidy, and providing benefits to outside organizations can lead to earnings from those outside sources. For instance, in Case 2, the forest producer cooperative received

help inform more effective management of other cooperatives in the future.

explain their difficulties regarding sustainable forest management to the public.

which is an extra-departmental body of the prefectural government.

rent from non-forest land every year.

Protected Areas and almost all forest-related activities are prohibited within them. In contrast, this cooperative owns the forestland, which is non-national forest36, and thus can open it up for ecotourism.

The second is the basic policy that the existing facilities are important. For example, the renovation of traditional houses, which were damaged by extraordinarily heavy snowfall, is in progress. The first projects are in cooperation with volunteers, and the next project will be developed to effectively utilize the houses. Such a basic idea of utilizing existing facilities is actually related to funding problems. In the past, public work projects for tourism in forested areas required building new facilities, which were paid for by subsidies from the national or prefectural governments. However, in the case of this cooperative, the costs are covered or mitigated using volunteers and sponsors and involving the private sector in planning and finance.

Third is the fact that the ecoprojects were conducted directly by forest producer cooperative that own the forestland used for the ecoprojects, with the cooperation of individuals and organizations that have had no previous relationship with forestry. In contrast, the involvement of the forest owners' cooperative, prefectural federation of forest owners' cooperative association, and logging companies, which played an important role in the new activities of the forest producer cooperative in Cases 1 and 2, seems to be small in Case 3. There are many tourism-related sites and various activities in the national forest, but the Forestry Agency and its regional offices are not involved directly in tourism management. Their role is only that of being the owner of the forestland. The fact that the forest producer cooperative participate directly in the ecoprojects as the forest owner seems to be a new direction in forest resource management.

Fourth is that this cooperative's initiative could lead to substantial earnings. The community is located at the entrance to Hakusan National Park. The cooperative pointed out that the environment, history, and culture of the community are being lost due to depopulation and the increase in the number of climbers in the national park37. Particularly for the latter reason, a cooperation fund for protecting the local environment, which is a toll fare system38, was introduced in 2007, and toll gates were constructed at the entrance to the forest road. Although the income from toll fare is limited, the cooperative is expecting more income from the other activities it has planned.

In Japan, the national park system is based on a zoning system, and the government does not generally own the land within a national park. Thus, the role of private land is important in regions where privately owned land is dominant. However, the Ministry of the Environment, which is responsible for managing the national parks, has done almost nothing to protect and maintain the natural environment in privately owned forests, except to regulate cutting activities. Simultaneously, residents living within park areas do not understand the characteristics of the region in general. Under these circumstances, the new projects of the cooperative have great significance for the national park system, because there are many national parks in which the percentage of privately owned forest is high. The cooperative is contributing to the maintenance of the natural environment around the national park.

Finally, this cooperative has shelved timber production and forest practices, the major objectives of all cooperatives at their founding, in favor of preserving the community's history, culture, and lifestyle. There are other cooperatives and communities in similar situations throughout Japan, particularly in mountainous areas. Still, many challenges remain. If, for example, the remaining two residents leave the community, the long history of the community will be completely lost. Furthermore, while it is possible to repair the old traditional Japanese houses damaged by heavy snow, it will become more difficult in time. Some previous residents, who are mostly elderly, are still living in surrounding communities, and when the generation changes, a major part of history will disappear. The remaining time is strictly limited.
