WILDLIFE CONSERVATION AND

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• WILDLIFE CONSERVATION AND
• MANAGEMENT PROGRAMME
• DWNP
• Botswana

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PROGRAMMEOVERVIEW STATUS

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

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RESULTS EXPECTEDFROM 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

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Result 3

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

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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

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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

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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

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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.

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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

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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
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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

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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

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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

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BuildingBlocksGovernance

• 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)

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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.

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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

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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

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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

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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

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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

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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