CAMBODIA – Transforming PTP-CPA through collective agribusiness plan: From forest resource harvesting to the success of collective ginger agribusiness plans 

Background 

The Prey Thom Popel Community-Protected Area (PTPCPA) is located in Popel village, Khnorng Phnom commune, Svay Leu district, Siem Reap province, Cambodia. Established to conserve natural resources, the community has traditionally depended on harvesting forest by-products as its main livelihood. 

With 490 members, including 143 women and 45 youth, the community faces increasing challenges from forest degradation, climate change impacts, and limited income sources. 

Before the introduction of the collective agribusiness approach, PTP-CPA members focused primarily on: 

• Harvesting non-timber forest products such as resin, honey, and medicinal plants 
• Occasional subsistence farming with limited market orientation 
• Individual selling of forest products to intermediaries at low prices 
• Conservation actvities to protect their forest resources 

This traditional approach provided minimal and inconsistent income, leaving many households vulnerable to economic shocks and seasonal fluctuations. Additionally, over-reliance on forest products placed increased pressure on natural resources. 

The Transition Challenge 

Initially, the community showed little interest in organized agricultural production. Key barriers included: 

• Strong cultural attachment to traditional forest-based livelihoods 
• Limited knowledge of market-oriented agricultural practices 
• Scepticism about collective business approaches 
• Lack of agricultural infrastructure and market connections 
• Limited access to financial resources for investment 

The community’s hesitation to explore alternative livelihood strategies reflected both practical concerns and deeply rooted cultural values connected to forest-based activities. 

The Collective Agribusiness Intervention 

The transition began with a participatory assessment conducted by FAEC Cambodia to identify viable agricultural opportunities that could complement the community’s conservatioon efforts. Ginger production emerged as an ideal option due to its compatibility with the local climate, market potential, and ability to be integrated into agroforestry systems that support conservation goals. 

Key Intervention Components: 

1. Participatory Business Planning. Rather than imposing an external business model, the process began with participatory planning sessions where community members collectively identified their priorities, resources, and expectations. This approach ensured ownership of the initiative from the start. 
2. Technical Training and Capacity Building. A comprehensive training program focused on sustainable ginger production techniques, quality control, post-harvest handling, and business management. Trainings were designed to be accessible to all community members, with special attention to the participation of women and youth. 
3. Market Linkage Development. The project facilitated connections with reliable buyers in Siem Reap and Phnom Penh, establishing formal purchasing agreements that provided price stability and predictable market access. 
4. Quality Standards Implementation. The community began implementing CamGAP (Cambodian Good Agricultural Practices) standards, enhancing product quality and market value while ensuring environmental sustainability. 
5. Collective Infrastructure Development. Basic collection and processing facilities were established to facilitate the aggregation, quality control, and bulk sale of ginger.  

Results and Impacts 

Economic Impacts 

Indicator	Before Collective Agribusiness	After Implementation (2024-2025)
Average household income from ginger	Minimal (estimated $120- 150/year)	Significant increase (estimated $600- 700/year)
Market access	Individual sales to middlemen	Two formal purchasing agreements with reliable buyers
Price stability	Highly variable, dependent on middlemen	More stable, averaging $3.50/kg for ginger
Households engaged in cash crop production	Few (less than 10)	47 households actively participating

Black Ginger Cultivation Techniques 

Black ginger requires 50% shade and can be successfully cultivated in the middle of mango or coconut plantations. The optimal soil for planting is red, and high-elevation areas, such as mountainous regions, are also suitable. 

This crop can only be planted once a year, as it takes approximately eight months to mature and reach harvest. 

The ideal planting period is between April and June; planting outside this timeframe may result in poor-quality tubers. 

For soil preparation, the planting area must be well-prepared, and cow manure should be added. 

Ginger tubers should be planted with a spacing of about 1.5 x 2 cm between each bush. 

When it comes to yield, approximately 1 kilogram of ginger can be harvested per square metre, although some may yield only half a kilogram if affected by rot caused by rust. Additionally, if the crop is not adequately cared for, it may lose its fragrance, resembling that of perfume or soap. 

Therefore, when tending to the plants and weeding, it is vital to avoid damaging the quality of the ginger. 

Farmers living in high-altitude regions can benefit from cultivating black ginger, as it offers numerous health benefits and attracts processing companies to the market. 

In terms of planting, farmers use tubers by taking small cuttings and burying them directly in the soil, eliminating the need for watering. The ginger tubers will begin to grow once the rainy season arrives. Farmers can then start weeding and adding fertilizer to encourage healthy growth. The black ginger is usually ready for harvest in January. 

For a farmer planting 1 kilogram of black ginger seeds, the expected yield is between 6 and 7 kilograms of dried ginger during the harvest season, which lasts eight months, from April to June. Typically, the ginger can be harvested staring in January each year. The wholesale price is approximately 14,000 riels (around $3.50) per kilogram, while the retail price can reach 20,000 riels (roughly $5.00) per kilogram for dried ginger. 

Social Impacts 

• Strengthened community cohesion through collective business activities 
• Enhanced women’s participation in economic activities (29% of leadership positions) 
• Improved technical knowledge and skills among community members 
• Development of transferable business and negotiation skills 
• Increased community confidence in managing collective enterprises 

Environmental Impacts 

• Reduced pressure on forest resources through income diversification 
• Implementation of sustainable agricultural practices aligned with CamGAP standards (70% compliant) 
• Integration of ginger production within agroforestry systems that support biodiversity 
• Enhanced community appreciation for sustainable land management 

Member Perspectives 

“Before, I only collected resin and sometimes couldn’t feed my family properly when forest products were scarce. With black ginger farming, I now know when I can expect an income and how much it will be. This year I bought a new motorcycle for my family from black ginger sales.” – Chhun Lab, community member, 45 

“I never thought I could be part of a business. Now I assist with quality checking at the collection center and earn the respect of others. My children can stay in school longer because we have a more stable income.” – Ms. Sun Chou, community member, 38 

“As a young person, I was planning to leave for Thailand. Now I see an opportunity here. I use my phone to help track our ginger sales and have learned skills I never expected.” – Ri Chhat, community member, 22 

Success Factors 

What Made This Transition Work? 

1. Integration with Existing Values.  The ginger agribusiness model was presented and implemented as a complementary approach to the community’s conservation mission, rather than a replacement—this alignment with existing values reduced resistance to change. 
2. Visible Early Results. Initial success by early adopters (35 households) created tangible examples that convinced others to join, resulting in a growth of participation to 47 households within one production cycle. 
3. Collective Risk Management. The collective approach distributed risk and allowed members to pool resources, making participation more accessible to vulnerable households. 
4. Market-First Approach. Securing reliable buyers before scaling production ensured that community members could see a clear path from production to income. 
5. Inclusive Governance. While still in development, efforts to include women and youth in decision-making processes created broader community buy-in and diverse perspectives. 

Challenges and Ongoing Improvements 

Despite significant progress, several challenges remain: 

• Quality consistency across production batches affects pricing and buyer confidence 
• Limited technical knowledge among some producers regarding pest management 
• Insufficient collection center facilities cause bottlenecks during peak harvest periods 
• Youth engagement in decision-making remains limited (only 40% effectiveness rating) 
• Financial management systems require strengthening for long-term sustainability 

The community has developed a time-bound action plan to address these challenges, which includes the development of a quality control system, youth engagement initiatives, and financial management training. 

Lessons Learned 

Key Insights for Similar Communities: 

• Start with strengths: Building on the community’s existing organisational structure for forest protection provided a foundatoon for collective business activities. 
• Blend tradition with innovation: Respecting traditional knowledge while introducing new techniques created a balanced approach that community members could embrace. 
• Secure markets first: Establishing buyer relationships before scaling production provided confidence and reduced market risk. 
• Value chain approach: Addressing multiple points in the value chain (production, processing, and marketing) resulted in comprehensive improvements. 
• Gradual transition: Allowing for a phased approach where community members can observe success before joining, thereby reducing resistance. 

Future Directions 

Building on their initial success, the PTP-CPA community is now exploring: 

• Product diversification opportunities based on market analysis 
• Value-addition possibilities such as processing ginger for higher returns 
• Digital marketing strategies leveraging the youth members’ skills 
• Strengthening partnerships with technical service providers 
• Achieving full CamGAP certification to access premium markets 

Conclusion 

The transformation of the Prey Thom Popel Community-Protected Area (PTP-CPA) from a forest-dependent community to one successfully managing a collective ginger enterprise demonstrates how appropriate agricultural initiatives can complement conservation efforts while improving livelihoods. With production spanning 22.5 hectares, yielding 112.5-225 tons of dried ginger, and a significant increase in household income, the community has proven the viability of this approach. 

The high level of member satisfaction with market access benefits (85%) highlights the value that collective agribusiness brings to previously forest-dependent communities. As the PTP-CPA continues to strengthen its production systems, governance, and market connections, it offers a compelling model for other forest-adjacent communities seeking sustainable livelihood diversificaton. 

This case study demonstrates that with proper planning, inclusive approaches, and market-oriented strategies, communites can successfully transition from exclusive dependence on forest resources to sustainable agricultural enterprises while maintaining their commitment to conservation.