Transcript No Slide Title

Capturing BEST
PRACTICES in CBNRM:
the way forward
Chris Brown
The structure of the CBNRM Conference
Revisiting the
1.
PRINCIPLES
of CBNRM
Looking at
2.
3.
Natural
Resource
Managemen
t
BEST PRACTICES
the region in CBNRM
Institutions,
Governance
& Capacity
Policies &
National
Setting
NEXT
GENERATION:
opportunities &
challenges
4.
REGIONALISIN
G CBNRM
across
Enterprises
& Economic
Empowerment
Number of People
CBNRM Works – indeed, it works very well …
70000
60000
50000
40000
30000
20000
10000
0
Springbok, Oryx & Mountain Zebra
in north-west Namibia
120000
100000
1997
1998
1999
2000
2001
2002
Population Trend.
Year
60000
50000
40000
2
Km 30000
20000
10000
0
1997
Area under Conservancies
1998
1999
2000
2001
2002
Springbok
2003
Oryx
80000
Mnt Zebra
60000
40000
2003
20000
Years
Namibian National CBNRM Programme 2002 - Benefits (N$)
12,000,000
0
1982
10,000,000
8,000,000
1990
1998
2000
2001
2002
… but only at a fraction of its
potential.
6,000,000
4,000,000
2,000,000
0
1994
1986
1995
1996
1997
1998
1999
2000
Conservancy Non-Financial Benefits
NR-based Household/Wage Income
Conservancy / Enterprise Committee Income
2001
2002
We could achieve so much more
with fewer inputs if the policy
environment was better
At the heart of CBNRM
- the areas of policy that are vital for successful, low-cost and sustainable CBNRM -
Devolution
Incentives
Target
+ Information
Proprietorship
+ Capacity
Why CBNRM is such an appropriate approach in
lower rainfall areas because:
the main input is getting the policy environment right
Higher financial
returns from
indigenous species
management in lower
rainfall areas
Policy failures drive down value
of indigenous
species
Higher financial
returns from exotic
species management
in areas of high
rainfall & soil
fertility
Subsidies (e.g. in agriculture) drive
up value of exotic species management
Rainfall (land productivity)
Where we want to be,
T
…. where we are
X
T
O
p
t
i
m
i
s
i
n
g
Trajectory
shift
needed
Resource
limitations
Capacity
X constraints
Policy failures,
that set limits to
achieving optimal
CBNRM potential
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:
 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
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.
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.
• Restocking & translocations
• Training materials
• NR monitoring & GIS
• Village bottom-up development
• Documenting programme results
• Joint venture partnerships
Zimbabwe
South Africa, Namibia
Botswana & Zimbabwe
Namibia
Zambia
Botswana
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 global
comparative 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 language
END………………………………………………………………………………………………………………………………………………………………………………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.
Wildlife & tourism
Integrated
NRM
Sustainable rural
Development
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