Capturing BEST

PRACTICES in CBNRM:

the way forwardChris Brown

Capturing BEST

PRACTICES in CBNRM:

the way forwardChris Brown

Revisiting the

PRINCIPLES

of CBNRM

Looking at BEST PRACTICES across the region in CBNRM

Natural ResourceManagem

ent

Institutions,

Governance &

Capacity

Policies & National Setting

Enterprises & Economic Empowerm

ent

NEXT GENERATION: opportunities &

challenges

REGIONALISING CBNRM

   

  1.        

3.   

4.  

 

2.

The structure of the CBNRM Conference

CBNRM Works – indeed, it works very well …

… but only at a fraction of its potential.

We could achieve so much more with fewer inputs if the policy environment was better

Springbok, Oryx & Mountain Zebra in north-west Namibia

0

20000

40000

60000

80000

100000

120000

1982 1986 1990 1998 2000 2001 2002

Po

pu

lati

on

Tre

nd

.

Springbok

Oryx

Mnt Zebra

At the heart of CBNRM- the areas of policy that are vital for successful, low-cost and sustainable CBNRM -

Incentives Devolution

Target

Proprietorship+ Information + Capacity

Exotic species systems

Indigenous species systems

Rainfall (land productivity)

Ben

efit

s

Higher financial returns from

indigenous species management in lower

rainfall areas

Higher financial returns from

indigenous species management in lower

rainfall areas

Higher financial returns from exotic

species management in areas of high rainfall & soil

fertility

Higher financial returns from exotic

species management in areas of high rainfall & soil

fertility

Why CBNRM is such an appropriate approach in lower rainfall areas because:

the main input is getting the policy environment right

Policy failures drive down value of indigenous

species

Subsidies (e.g. in agriculture) drive up value of exotic species management

Where we want to be, …. where we are T

Resource limitations Capacity constraints

Policy failures, that set limits to achieving optimal CBNRM potential

X

Trajectory shift

needed

T X

O

p

t

i

m

i

s

i

n

g

C

B

N

R

M

1990 YEARS 2003

We need to actively promote a trajectory shift From limited devolution and proprietorship (tenure) to full devolution, authority, rights and responsibility over resources; From conservation to production systems; From regulation-based bureaucratic control to incentive-based systems; These shifts will promote both livelihood and conservation objectives From uncoordinated and inefficient enterprises to a holistically planned business approach

--- all of the above clearly linked to national development objectives ---

We need to also consider whether wildlife departments and other “protection” agencies are the correct institutional homes for CBNRM. Would rural development agencies not be more appropriate?

For Production, people need:

In countries that are still developing their CBNRM policy framework – Need to spring over existing programmes in neighbouring countries and move to the cutting edge of CBNRM – devolve and give secure tenure rights to community members based on incentives.

Real security over the resources Rights and authority

In countries with existing (entrenched) CBNRM programmes - Need to establish, at a minimum, some pilot initiatives with full devolution & proprietorship

Some key issues for NEXT Generation CBNRM Real bottom up development – building from the village level, devolved rights and authority, “demand” driven and make allowances for mistakes

CBO CBNRM institutions – should be oriented more as business companies, with business mentality and working on sound business principles, e.g.:

- focus on core business, outsource other work- “shareholders” (= CBNRM members) should not be involved in day-to-day decisions, only big picture planning. Need an Executive person/small team for implementation- need to be re-investing in their resource base, management

systems, local capacity, social benefits (including household dividends).

More key issues for NEXT generation CBNRM

A National “forum” of support agencies is necessary for national coordination, advocacy and facilitation of the national CBNRM programme- BUT must be mean, lean and totally service oriented

A Regional “forum” for regional collaboration and sharing of experiences would be really useful

- BUT must be mean, lean and TOTALLY service oriented. This means it must NOT be donor driven, which implies careful selection of donor partners

Still more key issues for NEXT generation CBNRM Need to be sharing BEST PRACTICES on CBNRM on a much more

frequent and interactive basis- Regional “FORUM”- Website with principles, best practices, lessons- Thematic meetings- Twinning links for transfer of systems and skills

Examples of Best Practices taking place in different countries• Quota setting & hunting e.g. Zimbabwe• Restocking & translocations South Africa, Namibia• Training materials Botswana & Zimbabwe• NR monitoring & GIS Namibia• Village bottom-up development Zambia• Documenting programme results Botswana• Joint venture partnerships South Africa, Botswana, Namibia

Yet still more key issues for NEXT generation CBNRM

Devise/adapt processes (perhaps mindset) to support the integrated resource management that is practiced in rural areas

- not top down – just need very light-touch enabling and supportive environment that reinforces fully devolution

- support coordination of SOs (Gvmnt, NGOs private sector) by CBOs in demand-driven fashion.

Why and how to enhance regional approaches and collaboration in CBNRM

Regional approaches can add significant value to local and national CBNRM initiatives. However, not ALL aspects of CBNRM benefit from

regionalisation. If costs/disadvantages outweigh benefits/advantaged, then regional initiatives are clearly not appropriate.

It is useful to assess the potential for regional initiatives in three categories: ecological benefits, financial & economic benefits, and social benefits. If one of more of these benefits add real value to the intervention, then adding a regional context or component to the initiative should be

explored.

Regional efforts are only as good as the local and national projects and programmes that underpin them and on which they build. Thus,

regional approaches cannot substitute for local and national initiatives, but where appropriate, they can add significant value.

Aspects to consider for regionalisation: 1

Establish service oriented Regional “Forum” to promote information sharing, dissemination of “best practices”, twinning, thematic technical meetings and appropriate levels of collaboration

Promote “Policy compatibility” between countries by identifying areas most needing policy harmonization to optimise livelihood

improvements and sustainable rural development & natural resource management through CBNRM approaches

Develop a series of “Best Practices” updates and interactive publications, using both the web and published materials, drawing from the different experiences of SADC and other countries

Aspects to consider for regionalisation: 2 Focus on shared ecosystems and high-value and/or important shared

resources, such as:- shared waters, including wetlands, wetland-linked NRs & fisheries- high value mammals, such as elephants, buffalo, roan & sable antelope- high conservation priority species and indicator species,through such mechanisms as developing collaborative

management plans, joint land-use plans, information-sharing mechanisms, joint monitoring and technical support

Establish institutional links between relevant organisations in different countries, to help facilitate:

- focused, strategic technical exchange visits- community exchange visits- twinning exercises for fast-tracking skills & practice transfers- smart partnerships for economic development & other aspects- harmonisation of policies where necessary- standardization of methodologies, e.g. monitoring.

Aspects to consider for regionalisation: 3

Critically and analytically assess ways in which the CBNRM approach is contributing to national, regional (SADC) and continent-wide

(NEPAD) development objectives (including combating HIV/AIDS), and identify key areas in which these could be enhanced and optimized.

Carry out cost-benefit analyses to determine areas in which transboundary and regional approaches would return (a) greatest benefits, (b) quick and tangible benefits, (c) benefits requiring modest investments, (d) benefits requiring no or minimal policy reforms, (e) benefits from

interventions that are generally accepted practice and would not require decision-makers embracing uncomfortable paradigm shifts – and identify who would gain (and who might possibly lose).

Based on above, develop programmes of support to appropriate regional bodies (SADC) and institutions (e.g. regional tourism, hunting,

marketing, etc. associations)

Aspects to consider for regionalisation: 4

Assess how CBNRM could optimise and promote areas of globalcomparative and competitive advantage within SADC countries and across the region, and develop specific guidelines to help operationalise the recommendations.

Explore ways to effectively institutionalise CBNRM as national and regional (SADC) development tools.

Keep the focus on local institutions for natural resource management

and rural development. The accountability, democracy, capacity and governance of these institutions are the primary objectives in developing good building blocks upon which CBNRM rests. This is as valid at the regional level as it is at the national and local levels.

To further promote the trajectory shift:

We need to update the Principles of CBNRM

- to capture the “production” and business approach- to strengthen bottom-up demand-driven approaches- to facilitate support to integrated approaches- to embrace appropriate regional collaboration- to use easier languageEND………………………………………………………………………………………………………………………………………………………………………………END

Acknowledgements: this presentation is based on focal issues raised in keynote papers given during this Conference, on Panel and Plenary discussions and on the outputs of the Working Group sessions. These in turn have been drawn from some two decades of CBNRM experience in southern Africa, learning from each other and from those that have gone before us. I give full recognition to this richness of shared experiences and debate. I would also thank the following for their inputs to this presentation: Chris Weaver (WWF/LIFE project), Carol Culler (USAID Windhoek) and Morse Nancengwa (RCSA – USAID Gaborone)

Implementation – by NACSO partners: 8 points

Tenure, devolution & authority: FULL rights to a number (start with 2) conservancies on an experimental basis, as a pilot initiative.

Integrated enterprise development: DEVELOP OPTIONS for a number of conservancies (2-3) for full set of development options

Governance and democracy at conservancy level – strengthen membership – committee accountability, transparency and efficiency – Institutional WG

Look at a “company” approach to conservancy development – CEO and shareholders – pilot in one or two conservancies.

Implement integrated approach to conservancy management – where are we heading ???? – see next page …

Implementation – by NACSO partners cont.

Suggest “Best practices” manual for planning & implementing INRM & SRD

Regional, transboundary initiatives – take control, build on local needs and experiences – and relevance.

Mainstream CBNRM into National Development: review CBNRM/conservancies in NDP2 & V2030 – and their potential.

Communications: Interactive website, NACSO RD series, Best Practices, e.g. NRM, CBNRM tools, joint ventures, etc. End

Wildlife & tourism Integrated Sustainable rural NRM Development