The botswana cbnrm policy a challenging opportunity
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The Botswana CBNRM Policy: A Challenging Opportunity. Why and How?. CBNRM POLICY. 1996 - Drafting Commenced 1999 - Savingram from PS, Local Government and Lands proposing that CBNRM revenues should go to the District Councils not CBOs 2002 - Wildlife vs Diamonds arguments

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Cbnrm policy
CBNRM POLICY

  • 1996 - Drafting Commenced

  • 1999 - Savingram from PS, Local Government and Lands proposing that CBNRM revenues should go to the District Councils not CBOs

  • 2002 - Wildlife vs Diamonds arguments

  • 4 th Draft of the Policy – inclusive and balanced (2003)

  • 2003 - Second Proposal on money going to District Councils

  • 5 th draft of the CBNRM Policy – reaction to the Mismanagement of funds in CBOs (2005) – biased towards wildlife resources

  • 2006 – CBNRM campaign using a theater group – play performed in all the wildlife based CBOs, MEWT conferences and CBNRM workshops

  • 2006 CBNRM play – turning point in the Botswana CBNRM history

  • APPROVAL DATES: CABINET; 26 /07/ 2006 & Parliament; 26/ 07/ 2007


Challenges
Challenges

  • Resource utilisation royalty will be paid to the Ministry of Environment, Wildlife and Tourism not District Councils as before.

  • CBOs shall collect socio-economic data to support sound CBNRM practices.

  • Government will set resource harvesting quotas.


Objectives opportunities
OBJECTIVES – (opportunities)

  • Create a foundation for conservation-based development

  • Specify land tenure and natural resources user rights, which may be devolved to communities;

  • Protect the intellectual property rights of communities with regard to NRM

  • Encourage communities to participate meaningfully in CBNRM monitoring.

  • Facilitate capacity building within communities to engage in natural resources-based tourism

  • Establish an institutional support framework for the implementation of CBNRM

  • Promote communication, education and public awareness on CBNRM.


Challenges1
Challenges

  • The involvement of the private sector in tourism concessions must continue but local communities will be encouraged to buy shares in such ventures.

  • The decision to award the tender to a particular joint venture partner will however rest with the TAC. The tender award decision will be subject to written approval by the Land Authority.

  • Institutional capacities of NGOs will be strengthened to meet specific needs of communities.


Challenges2
Challenges

  • proceeds of the sale of natural resource concessions and hunting quotas

  • 35% may be retained by the CBO.

  • 65% shall be deposited in the National Environment Fund.

  • The Minister may however, vary these percentages depending on the circumstances and needs of a particular CBO.


National environmental fund
National Environmental Fund

  • 65% of funds derived from the sale of natural resource concessions and hunting quotas shall be deposited into NEF.

  • To finance the community based environmental management and eco-tourism projects throughout the country. *******

  • The Fund will be managed by a Committee appointed by the MEWT.

  • The DEA will provide a Secretariat for the Fund.


Recommendations
Recommendations

  • Development of the Policy Implementation Plan

  • Pre-Policy Implementation analysis

  • Development of the constitution guidelines

  • Review of the existing CBOs’ constitutions and aligning them with the policy.

  • National CBNRM baseline survey

  • Establishment of an integrated CBNRM performance database

  • Development of institutional annual action plans: example; CAPs

  • Continuous M&E

  • Initiatives for adding value to CBNRM


Objectives of cbnrm policy pip
Objectives of CBNRM Policy - PIP

  • To facilitate the effective participatory implementation of the policy

  • To enhance communication between stakeholders

  • To ensure that stakeholders understand their roles

  • To identify opportunities, challenges and gaps

  • To determine institutional capacity and strengthening needs

  • To identify and strengthen linkages between CBNRM and other development initiatives


Expected outputs of the pip
EXPECTED OUTPUTS OF THE PIP

  • Broad CBNRM Policy Implementation Plan and annual work plans ( 4 year plan and annual plans)

  • Setswana version of the CBNRM Policy

  • CBNRM policy publicity materials

  • CBNRM performance data

  • Regular policy briefs for decision makers and stakeholders

  • Harmonization of the CBNRM institutional structures

  • Broader understanding of the CBNRM Policy by stakeholders

    • Clear definition of roles for different stakeholders


Adding value to cbnrm
Adding Value to CBNRM

  • To expand opportunities and alternatives for sustainable rural livelihoods

  • To promote conservation and build stocks

  • To enhance sustainability of CBNRM

    How?

  • Diversifying CBNRM activities

  • Designing suitable implementation models


Objectives of the agric based initiatives
Objectives of the Agric Based Initiatives

  • To promote food production and security.

  • To assist in poverty alleviation.

  • To create employment opportunities.

  • To promote the spirit of self-reliance in the communities.


Linking cbnrm with other livelihoods sources agriculture
Linking CBNRM with other livelihoods sources - Agriculture

WHY Agric-Based Initiatives for Conservation?

  • Divert the socio-economic dependency from the natural resources

  • Reduce commercialization of NR

  • Reduce unsustainable harvesting of NR

  • Create awareness on how a healthy natural ecosystem support agriculture.

  • Ownership and control


How will the project be carried out
How will the project be carried out?

  • Interest groups will form the production units (10 – 15 members)

  • Membership will be on a share-holding basis.

  • CBO will own a certain percentage of shares and the members of the production unit will share the remaining percentage equally.

  • The Production Units will start with ownership of around 40% and as time goes by and their managerial skills and abilities improve, they earn more shares.

  • The ‘checks and balances’ for auditing the performance of the production units will be put in place

  • The highest shares that a Production Unit could own could be 60% or 75% and the rest remain with the Trust.

  • The Trust will use the profits to fund new Production Units or maintain old ones when necessary.


‘’It’s not the policy itself that matters, it is its implementation arangements that moves mountains!!!!’’


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