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WILDLIFE CONSERVATION AND

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Title: CBNRM in BOTSWANA Author: Wildlife Last modified by: Wildlife Created Date: 6/4/2003 12:34:13 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: WILDLIFE CONSERVATION AND


1
  • WILDLIFE CONSERVATION AND
  • MANAGEMENT PROGRAMME
  • DWNP
  • Botswana

2
PROGRAMME OVERVIEW STATUS
  • DWNP Programme
  • EDF Grant GoB Funded
  • Ngamiland Ghanzi Districts
  • Parts of Central Kweneng
  • Start-Up Phase
  • Life of 4 years (2002 2006)

3
RESULTS EXPECTED FROM PROGRAMME
  • Result 1 Management of three PAs strengthened
    (CKGR, Moremi Makgadikgadi)
  • Result 2 Stakeholder co-operation increased
  • Result 3 Benefits to communities increased
  • Result 4 Decisions better informed by research
    and monitoring
  • Result 5 DWNP strengthened

4
Result 3
  • Benefits to communities increased
  • Community development grant from EDF
  • I million Euros available

5
CBNRM in BOTSWANA
  • Characterized more by failures than successes
  • Challenge is to learn from the past face
    reality
  • Have the courage to breakaway from past failed
    approaches
  • Experiment wisely with fresh approaches from
    Community Projects Workshop

6
Reasons for Failures
  • The Concept of Community Managed Enterprise
    Projects Questionable
  • Capacity Building Support Underestimated
  • Project Implementation in some Cases Lacked
    Support
  • Business Advisory Services Inadequate
  • Project Identification and Formulation Support
    Inadequate

7
Reasons for Failures (cont)
  • Programme Scope and Coverage Over Ambitious
  • Synergy Between CDF CCF Insufficient
  • Management Structure for CDF Over-Centralized
  • Roles and Task Division Among Implementing
    Partners Lacks Clarity
  • Local Government Structures Ignored/Bypassed

8
Cornerstone Strategy
Ensure viability of business related projects by
shifting emphasis
  • Away from approach that CBOs should become
    entrepreneurs
  • Towards approach where CBOs create an environment
    that encourages entrepreneurs to invest with
    confidence
  • By providing infrastructure, security of tenure
    and a regulatory framework.

9
Implication of Emphasis Shift for Programme
Support
  • Emphasis on capacity building to
  • Form sustain representative and accountable
    CBOs
  • Administer manage CBO affairs
  • Negotiate with pvt. sector and Govt.
  • Develop infrastructure
  • Regulate tax entrepreneurial activities

10
Despite a strategic shift in emphasis the end
objective of CBNRM viz the upliftment and
empowerment of the communities remains as the
central focus of the Program
11
This central focus of the Program is to be
achieved by ensuring that
  • All entrepreneurial initiatives meaningfully
    benefit the community
  • Relationships with entrepreneurs is contracted
    with clearly defined responsibilities, monitoring
    and sanctioning mechanisms
  • CBOs retain full control and responsibility of
    funding provided by the EDF
  • Thus CBOs are the intermediary with the Programme

12
Transparency and Equal Opportunity
  • All communities in geographic scope will be made
    fully aware of
  • The opportunity to apply for EDF funding
  • The procedures for
  • making application for such funding
  • requesting support for drafting their proposals
  • selecting the support of a service provider (e.g.
    an NGO )
  • The policies and criteria by which their
    proposals will be evaluated
  • The reasons why their proposals were unsuccessful

13
Building Blocks Planning
  • Review work that has already been done
  • Conduct needs analyses of communities expressing
    interest
  • Land capability analyses
  • Wildlife management tourism development plans
  • Business plans and action plans for administering
    managing CBOs

14
BuildingBlocks Governance
  • Legal, representative and accountable CBOs
  • Capacity of committees and the electorate to
    execute democratic governance including
  • the democratic appointment and replacement of
    committee members
  • the capacity and confidence to hold committee
    members accountable (watch dog)

15
Building Blocks Administration Management
  • Administer and manage CBOs according to the
    constitution (esp financial regulations and
    procedures)
  • Procure and manage donor funding
  • Procure and manage technical assistance
  • Formulate policies, procedures guidelines
  • Fairly, wisely and transparently effect benefit
    distribution policies procedures.

16
Building Blocks Negotiation Skills
  • To Confidently, Competently and Responsibly
    negotiate with
  • GoB for the rights to manage and utilise wildlife
    resources
  • Private sector to
  • Procure entrepreneurial expertise and investment
    in viable projects
  • Establish viable and equitable joint venture
    lease
  • Renegotiate existing leases with joint venture
    partners

17
Building Blocks Management
  • Regulate the activities of joint venture
    partners as per agreements
  • Monitoring and managing wildlife resources by
    actioning plans
  • Monitoring and managing CBO business plans

18
Support to Emerging Entrepreneurs
  • Provide assistance in
  • Creating an awareness of business and funding
    opportunities
  • Identifying wildlife related business
    opportunities
  • Supporting the formulation of financing proposals
  • Transferring business skills
  • Providing funds and providing ongoing follow-up
    support

19
Socio-economic Research Monitoring
  • Review and consolidate all the existing
    socio-economic
  • Where necessary by conduct baseline studies
  • Monitor socio-economic changes by conducting
    repeat surveys

20
Planned Actions
  • Review all past present CBNRM projects in
    target areas
  • Develop an action plan for disseminating
    information to communities
  • Develop tool kit for communicating criteria,
    guidelines, formats, application forms,
    procedures, reporting formats, available support
    etc.
  • Disseminate the information to local government
    target communities

21
Planned Actions (Cont)
  • Prepare presentations, brochures posters
  • Presentations at Kgotla meetings during July
  • Hold annual workshops with stakeholders to learn
    lessons from successes failures
  • Meet regularly with TAC to road map the way ahead
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