Traditional male dominance in the realm of forestry limits the degree to which forest departments around the developing world are motivated and capable of initiating and implementing gender equality agendas. The experience of one project in Nepal demonstrates a successful strategy for changing the attitudes of forestry professionals while simultaneously creating conditions under which rural women can demand respect and inclusion by building synergies at various levels, inside and outside the forest department. Key elements of this approach are provided here, based on narratives of women and men engaged with the project. Crucial to the process is a team of committed and skilled women and men who act as change agents within their communities and agencies, based on an assumption that women are key to the project?s success. Yet despite this experience and the cadre of people who are committed to its continuity and expansion, its recommendation as a best practice is possible only due to the process of its gradual institutionalization into the government structures responsible for forest development.
