1. WILDLIFE CONSERVATION AND MANAGEMENT PROGRAMME DWNP Botswana

2. PROGRAMME OVERVIEW & STATUS DWNP Programme EDF Grant & GoB Funded Ngamiland & Ghanzi Districts Parts of Central & Kweneng Start-Up Phase Life of 4 years (2002 – 2006)

3. RESULTS EXPECTED FROM 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

4. Result 3 Benefits to communities increased Community development grant from EDF I million Euros available

5. 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

6. 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

7. 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

8. 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:

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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)

15. 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.

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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