NACSO: The Namibian experience in establishing and maintaining CBNRM Support Networks Zambia CBNRM...
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Transcript of NACSO: The Namibian experience in establishing and maintaining CBNRM Support Networks Zambia CBNRM...
NACSO: The Namibian experience in establishing and maintaining CBNRM
Support Networks
Zambia CBNRM Support Network Planning Workshop: 18-19 August
2003
Presentation Outline
• Background and motivation
• Founding philosophy and principles
• NACSO structure and operations
• Experience and lessons learned thus far
• Recommendations for the future
Background and motivation
• LIFE SC played “coordination role”, since 1993• More Support Organisations since after 1996 • Overlapping roles leading to competition and
territoriality• “Life after LIFE” discussions and need for
national level coordination since 1997• Two options considered for institutional set-up:
CARMS; CAN (NACSO)
Founding philosophy and principles• Voluntary Association of organisations with a
CBNRM track record • To harness wide range of skills available into
synergetic nation-wide supportive CBNRM movement
• Acknowledge that no single institution houses all of the skills, resources and capacity to provide the required multi-faceted assistance to community organisations
• Intention not to establish new implementing organisation but to improve national level coordination and sharing of information
• Small, lean and mean Secretariat
Founding principles (cont.)• Implementation roles and functions spread out
amongst members, and Secretariat working through member organisations
• Regular review of services provided• Decision-making by consensus• Differentiate between NACSO as a support
structure and the National CBNRM Programme• Differentiate between NACSO Secretariat and
NACSO as an association
The aim of NACSO is to promote, support and further the development of community-based approaches to the wise and sustainable management of natural resources, thereby striving to advance rural development and livelihoods, to promote biodiversity conservation and to empower communities through capacity building and good governance, to determine their own long-term destinies.
Aim
Member roles and functions
NDT – MET
(NNF, RF, Nacobta, LAC, UNAM, Sardep, MAWRD)
IRDNC – MET
(NNF, RF, Nacobta, LAC, UNAM)
RF – MET
(NNF, Nacobta, LAC, UNAM, RCs, Sardep)
NNDF – MET
(NNF, RF, Nacobta, LAC, UNAM, MBEC, HU, MWARD)
IRDNC – MET
(NNF, RF, Nacobta, LAC, UNAM)
RISE – MET
(NNF, RF, Nacobta, LAC, UNAM)
……… – MET
(NNF, RF, Nacobta, LAC, UNAM)
Current Members
Structure
Institutional Dev. W/G
IRDNC
Legal W/GLAC
Research&
EvaluationUnam
BEDW/G
Nacobta
NRMW/GDEA
GrantsMgt. & M&ENNF
SecretariateStrategic
W/GNNF
Training W/GRF
Field based implementation is coordinated by a partnership between Local MET offices and Regional based NGO’s.
Refer to map of NACSO partners to show the institutional arrangements in each geographical area
Annual General Meeting
Management Committee
Quarterly Members’ Meetings
NACSO Grant Approval Board
Integrated Resource
Managem
ent
Conservancy Association/s
Democratic Governance
Improved
Natural
Resources
Enterprises & Joint Ventures
Advocacy
Polic
y &
Legi
slatio
n Ref
orm
Applie
d Res
earc
h
Bus
ines
s & In
com
e
Gen
erat
ion
Legal & Conflict
Resolution
Kunene
Erongo
OmusatiCaprivi
Kavango
Hardap Omaheke
Comm
unications &
Public RelationsTrai
ning
&
Educa
tion
HIV/AIDS
IRDNC
NNF
MET
RF
NDT
LAC
NACOBTA NNDF
NACSO SecretariatUNAM
CBNRM Program
RISE
NANGOF
Otjozondjupa
Strategy
Experiences and lessons (achievements)
• Cohesion / unity & common purpose• Motivational support / sense of belonging• Shared leadership and interdependency• Mechanisms for sharing information• Coordination results e.g NACOBTA / IRDNC; RF /
NNF; Secretariat Coordinator / Working Group Chairpersons
• Strengthen regional coordination (Southern Core group; Caprivi Support group)
• Easier accessibility to funds than individual NGOs and CBOs
Experience and lessons (challenges)
• Institutional capacity differences
• Racial tensions
• NGO / GRN relations
• Donor / recipient relations
• Capacity concerns
• Public profile concerns
Recommendations
• Absolute clarity / no ambiguity about structure and functions – linked to role and purpose
• Always be guided by role and purpose when confronted with tough decisions and pressures re. Capacity / Profile etc. both from within and outside of NACSO
• Respect for individual member institution authority and mandate (accountability issues)
Recommendations (contin.)
• Acknowledge voluntary nature of the Association and create incentives through freedom, independence etc. and avoid resistance / apathy through “force” , domination etc.
• Revisit NACSO founding principles and relate to CBNRM principles