NACSO: The Namibian experience in establishing and maintaining CBNRM Support Networks

Zambia CBNRM Support Network Planning Workshop: 18-19 August 2003

Presentation Outline

• Background and motivation • Founding philosophy and principles • NACSO structure and operations • Experience and lessons learned thus far • Recommendations for the future

Background and motivation

• LIFE SC played “coordination role”, since 1993 • More Support Organisations since after 1996 • Overlapping roles leading to competition and territoriality • “Life after LIFE” discussions and need for national level coordination since 1997 • Two options considered for institutional set-up: CARMS; CAN (NACSO)

Founding philosophy and principles

• Voluntary Association of organisations with a CBNRM track record • To harness wide range of skills available into synergetic nation-wide supportive CBNRM movement • Acknowledge that no single institution houses all of the skills, resources and capacity to provide the required multi-faceted assistance to community organisations • Intention not to establish new implementing organisation but to improve national level coordination and sharing of information • Small, lean and mean Secretariat

Founding principles (cont.)

• Implementation roles and functions spread out amongst members, and Secretariat working through member organisations • Regular review of services provided • Decision-making by consensus • Differentiate between NACSO as a support structure and the National CBNRM Programme • Differentiate between NACSO Secretariat and NACSO as an association

Aim

The aim of NACSO is to promote, support and further the development of community-based approaches to the wise and sustainable management of natural resources, thereby striving to advance rural development and livelihoods, to promote biodiversity conservation and to empower communities through capacity building and good governance, to determine their own long-term destinies.

Member roles and functions

RF – MET

(NNF, Nacobta, LAC, UNAM, RCs, Sardep)

IRDNC – MET

(NNF, RF, Nacobta, LAC, UNAM)

IRDNC – MET

(NNF, RF, Nacobta, LAC, UNAM)

RISE – MET

(NNF, RF, Nacobta, LAC, UNAM)

……… – MET

(NNF, RF, Nacobta, LAC, UNAM)

NDT – MET

(NNF, RF, Nacobta, LAC, UNAM, Sardep, MAWRD) Current Members

NNDF – MET

(NNF, RF, Nacobta, LAC, UNAM, MBEC, HU, MWARD)

Structure

Annual General Meeting Management Committee Quarterly Members’ Meetings NACSO Grant Approval Board Institutional Dev. W/G

IRDNC

Legal W/G

LAC Training W/G RF

Strategic W/G

NNF Secretariate

Grants Mgt. & M&E

NNF

NRM W/G

DEA

BED W/G

Nacobta

Research

& Evaluation Unam Field based implementation is coordinated by a partnership between Local MET offices and Regional based NGO’s.

Refer to map of NACSO partners to show the institutional arrangements in each geographical area

Strategy

CBNRM Program Conservancy Association/s

NNF IRDNC RF NANGOF UNAM

NACSO Secretariat

MET RISE NNDF NACOBTA LAC NDT Omusati Kunene Erongo Hardap Kavango Omaheke Caprivi Otjozondjupa

Democratic Governance

Experiences and lessons (achievements)

• Cohesion / unity & common purpose • Motivational support / sense of belonging • Shared leadership and interdependency • Mechanisms for sharing information • Coordination results e.g NACOBTA / IRDNC; RF / NNF; Secretariat Coordinator / Working Group Chairpersons • Strengthen regional coordination (Southern Core group; Caprivi Support group) • Easier accessibility to funds than individual NGOs and CBOs

Experience and lessons (challenges)

• Institutional capacity differences • Racial tensions • NGO / GRN relations • Donor / recipient relations • Capacity concerns • Public profile concerns

Recommendations

• Absolute clarity / no ambiguity about structure and functions – linked to role and purpose • Always be guided by role and purpose when confronted with tough decisions and pressures re. Capacity / Profile etc. both from within and outside of NACSO • Respect for individual member institution authority and mandate (accountability issues)

Recommendations (contin.)

• Acknowledge voluntary nature of the Association and create incentives through freedom, independence etc. and avoid resistance / apathy through “force” , domination etc.

• Revisit NACSO founding principles and relate to CBNRM principles