wildlife conservation and management programme dwnp botswana

WILDLIFE CONSERVATION AND

MANAGEMENT PROGRAMME

DWNP

Botswana

PROGRAMMEOVERVIEW & STATUS

• DWNP Programme

• EDF Grant & GoB Funded

• Ngamiland & Ghanzi Districts

• Parts of Central & Kweneng

• Start-Up Phase

• Life of 4 years (2002 – 2006)

RESULTS EXPECTEDFROM PROGRAMME

• Result 1: Management of three PA’s 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

Result 3

• Benefits to communities increased

• Community development grant from EDF

• I million Euros available

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

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

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

Cornerstone Strategy

• 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.

Ensure viability of business related projects by shifting emphasis:

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

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

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

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

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

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)

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.

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

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

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

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

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

Planned Actions(Cont)

• Prepare presentations, brochures posters

• Presentations at Kgotla meetings during July

• Hold annual workshops with stakeholders to learn lesson’s from successes & failures

• Meet regularly with TAC to road map the way ahead