Maoists Call Off Violent Tactics
Hopes Rise For Resolving Problem

THE simmering Maoist problem that has yet to find a long lasting solution is in the minds of everyone. Whether it be the government, security personnel or the people in general there is much concern over the loss of life and property since the Maoists initiated their movement almost six years back. What started as the presentation of a 40 point demand in 2052 B.S., the indifference to which by the then government saw the Maoists starting their covert activities from the remote jungles of Rolpa.

Realisation

It is a fact that a small spark is enough to start a big blaze. The same is applicable to the Maoist problem. The Maoist influence in some of the districts has to be reckoned with. There should be a sense of realisation on the part of everyone that every problem that surfaces must be tackled with in the beginning itself. Being over-confident can sometimes lead to grievous results. The same can be said of the Maoist movement.

The killings of the police personnel in various police posts in different districts points to the gravity of the situation. Yet, the retaliation on the part of the government forces is still inadequate. The abduction of around 70 policemen in Rolpa highlighted how serious the problem was. Even the army was mobilised but confrontation with the Maoists was avoided considering the fact that the hostages would be in danger and other logistics.

In the wake of such tragic incidents the appointment of Sher Bahadur Deuba to the highest executive post have kindled hopes of an amicable solution. Premier Deuba, soon after his appointment, had appealed to the Maoists to stop their violent activities in view of the complex situation of the country. Deuba also had said that necessary instruction had been given to the personnel to refrain from any action from the side of the government. This set the tone for building an atmosphere of trust with the Maoists.

This was responded well by the Communist Party of Nepal (Maoist) leader Prachanda asking all the guerrilla fighters to stop all offensive activities. The stress on dialogue is a positive gesture. What had not been achieved so far may see light at the end of the tunnel in the near future. It is not only stress on dialogue aspect that is important but together with it the necessary modalities have to be worked out to build an atmosphere of trust. This is, of course, not an easy task seeing the complexity of the problem.

It is necessary to go into the root to find out the possible causes and then an attempt must be made to find the solution. Analysis from the office room will not help in resolving the problem. Sincerity and commitment with adequate knowledge of the problem is very essential in finding a solution. Lip service or rhetoric alone is not going to be enough. The Maoists know this very well. This might be the reason why all initiatives in the past did not bring any results. Even Deuba was entrusted with the task of looking into the problem during the tenure of former Prime Minister Krishna Prasad Bhattarai. But, circumstances were such that nothing concrete could materialise despite the sincere efforts of Deuba.

It is unfortunate that in the past one year or so the number of security personnel killed has been large. Direct contacts with the Maoists, in spite of the destruction of numerous police posts and deaths of policemen, proved elusive for the previous government. The picture now looks encouraging.

Right from the start, which is with his appointment as the Prime Minister, Deuba has given special emphasis on resolving the Maoist problem. Judging from the positive response from the Maoists, optimism prevails. When two sides have a common platform then it is possible to discuss any problem. The consensus to discuss the problem is there but the only thing is that both the sides must be sincere in what they have vocally expressed. This needs not only caution on the part of the government but serious homework must be done before the talks with the Maoists take place.

The very fact that some ground has been prepared to get things moving in the right direction thereby hopes have been raised as to the resolution of the spate of violence that has led to a great loss of life and property. Violence for the sake of violence does not pay. This is what has been observed in the past years. The two sides are not fighting any foreign enemy but our own citizens are being killed in the form of security personnel, Maoists or the common people. It is, indeed, quite tragic.

Hope

The bleak picture painted only a few days back has suddenly brightened up with Prime Minister Deuba ordering the security personnel to put an and to attacks and in response the Maoist cadres have been told to suspend all scheduled offensive militia activities. This must be taken as an achievement. It is sincere efforts on the part of all that counts. Now the bright lining has emerged and it is the duty of the concerned to take the country out of the mire that it is in at present. After all, it is our country.

Agricultural Marketing in Kathmandu Valley

Shyam K. Upadhyaya

ONE of the conspicious changes in the Kathmandu valley has been its rapid population growth in the past few decades. However, the infrastructure growth in the valley has lagged far behind. Particularly neglected has been the infrastructure for the marketing of agricultural produce. Endowed with highly fertile soil, Kathmandu valley was once self-sufficient for vegetables. However, the valley now depends on the supplies from other parts of Nepal and India for its requirements of fruits, vegetables, and meat.

An efficient agricultural produce marketing system is essential for maintaining healthy and productive population in the valley and also for encouraging the commercialisation of agriculture in Nepal as envisaged by the Agriculture Perspective Plan.

Agricultural products pass through different channels in reaching to the consumers’ table from farmers’ fields. Till the 1970s, farmers-to-consumers was the most important channel of marketing in Kathmandu valley. However, the current system of agricultural produce marketing in the valley involves different intermediaries such as the collection agents, wholesalers, co-operatives, and retailers.

Organized fruits and vegetables wholesale market was lacking in the valley till the establishment of Kalimati Fruits and Vegetables Wholesale Market (KFVWM) at Kalimati in September 1986. The KFVWM was initially managed by the Department of Food and Agricultural Marketing and later by the Marketing Development Division of the Department of Agriculture. In February 1995, the Kalimati Fruits and Vegetables Wholesale Market Development Board was established under the Development Board Act of 1957 for the management of this market. The United Nations Capital Development Fund provided financial support for building necessary facilities and the Food and Agriculture Organization of the United Nations (FAO) provided technical assistance for the strengthening of the KFVWM. The KFVWM has made an immense impact in the fresh agricultural produce marketing system of the valley.

In addition to the KFVWM, there are also a few other partially organized wholesale and semi-wholesale markets.

The retail marketing system includes fixed retail shops (often multipurpose stores), roofed-sheds, enclosed/lockable sheds, open street markets, and hawkers. There are also more than 2,000 itinerant bicycle vendors selling fruits and vegetables.

There is much scope for improving fresh produce marketing system in the valley. There is a need for additional wholesale marketing facilities. Despite some innovative arrangements, the organization of the retail marketing system leaves much to be desired. The poor market information system and lack of transparency indicate some imperfection in the produce markets. Consequently, consumers may be paying prices higher than the competitive price.

In addition, the lack of quality assurance mechanism is frightening. A survey of 153 traders in the valley by this scribe found that none of the quality inspection agencies have ever visited and inspected their produce. On the other hand, valley consumers seem to be getting quality conscious. In another survey, consumers were asked to rank five most important considerations in their decisions to purchase products. Consumers ranked quality, health safety, price level, locational convenience, and transparency in price as the first, second, third, fourth, and fifth respectively.

Legislative and policy environments are also not very conducive for the effective functioning of the market. In some cases, the existing laws are inadequate to cover different aspects of marketing that need to be regulated; while in other cases, there are unnecessary laws and regulations. Worse yet, the enforcement of laws is very poor. The law enforcement officials are not properly trained in the enforcement of laws and regulations.

There is also a need to encourage production in the valley. Doing so would reduce the transportation costs and possibly lower the prices of agricultural produce to valley consumers. District Agricultural Development Offices data show that the percentage of total crop area devoted to vegetables, fruits, and potato in Bhaktapur, Kathmandu, and Lalitpur districts are 28, 15, and 9 per cent respectively. Hence, there is much scope for increasing the production of these products in and around the valley.

Lack of irrigation, poor quality of seed and other inputs, shortage of fertilizers, and lack of access to market are among some of the constraints identified by the farmers hindering the growth of the production of fruits and vegetables in the valley and its vicinity.

Due to poor market information system and lack of sound production planning, and lack of cold storage facilities, farmers are also facing seasonal gluts occasionally.

Any plan for the improvement of the produce marketing system should ensure that different functionaries of the market system (farmers, wholesalers, retailers, transporters, consumers, etc.) receive fair shares of the benefits. It should also consider the needs of women farmers, women traders, women consumers, and the needs of other disadvantaged group. It should also make sure that the marketing system does not lead to environmental pollution.

Recently, the HMG/N and donor agencies are beginning to realize the need for improving agricultural produce marketing system. A Master Plan for Agricultural Marketing in Kathmandu valley has been prepared with the technical assistance of the FAO. The Plan recommends the construction of a new wholesale market outside the ringroad, construction of a farmers’/growers’ market, provision of local retail market centres and shops, and conservation of production areas in the valley. The Plan also makes suggestions for improving livestock and Fish Marketing. If implemented properly, this Plan would lead to a much improved and efficient marketing system in the valley. Hopefully, the HMG/N and donors will take interest and initiative for implementing this Plan.