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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The Botswana CBNRM Policy: A Challenging Opportunity

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The botswana cbnrm policy a challenging opportunity

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

  • 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



  • 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.



  • 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.



  • 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.



  • 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


  • 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


  • 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.

The botswana cbnrm policy a challenging opportunity

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

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