CHAPTER 5: DISCUSSION AND MODEL GENERATION
5.3 Model Generation
5.3.1 II Ngwesi Partnership Process Diagram:
Combining the partnership evolution and analysis section with a discussion of benefits and partnership characteristics, a rough guide to the successful implementation of the community conservation partnership at II Ngwesi emerges in the form of a diagram. Note that this displays in graphic form the specific process at II Ngwesi. The diagram is chronological or dynamic in that it shows how the partnership started and how it progressed over time. The (future) partners are portrayed separately, what they both had to offer is highlighted, and the common goal of both partners is shown. The diagram shows graphically the environmental partnership life cycle of the II Ngwesi/Lewa project to date, with the shaded boxes showing the opportunities for the success of the partnership.
During the seed phase the circumstances of the separate participants are shown in the large circles. An essential ingredient was the element of trust between the partners from the beginning. As the project progressed into the initiation phase, the common goal of both participants emerged more clearly. In the case of II Ngwesi and Lewa it was security, environmental sustainability and community development. Each partner was stressing different factors. This led to the partnership proper, but with the addition of the vital ingredients of donor funding from USAID, COBRA etc., and strong leadership in the form of Ian Craig and Simon Ole Kinyaga. The execution phase was the culmination of all the planning, agenda setting, fund gathering and especially the enthusiasm from the partners.
With the addition of the essential principles of ecotourism the protected area was established and the II Ngwesi Lodge built.
Once the Lodge had been established the direct and indirect benefits feeding into the (closure)/renewal stage were the security now provided for migrating animals, a robust buffer
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zone for Lewa and the wider ecosystem management. In addition the attitude of the community regarding the wildlife has changed, as development is seen in the form of security, livelihood improvements, GR institution empowerment and strengthening, and general GR development. Other feedback is witnessed in the form of better resource management on the GR. The arrows indicate that the trust and commitment shown and the benefits coming from the Lodge and CB feed back to the community and Lewa, strengthening capacity and balancing power issues toward a more equitable partnership.
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Fig 5.1: II Ngwesi Environmental Partnership Diagram:
Seed Phase Initiation Phase - circumstances - d e f i n e opportunity
- individual agendas and • identify who should participate motivations - formulate agenda
Execution Phase - finance effectively
- manage against time tables
Lewa:
- Conservancy Protected borders Lack of genetic mixing - Wider ecosystem management
Degree of Trust Within and between II Ngwesi and Lewa.
Donor Funding - USAID COBRA - Liz Claiborne - Art Ortsnburg Foundation
- Security - Environmental Sustainability - Community Development
II Ngwesi - Pastoralism
Bad security
Ecological degradation Loss of wildlife
- Development options
Leadership - Simon Ole >
Kinysga Ngwesi Elders
Ecotourism
1. Wildtife/nature destination 2. Small
lodge/minimise s impact.
3. Provide direct financial benefits for conservation 4. Provide financial benefits and empowerment for local people 5. Respects local
culture
Closure/Renewal Phase
- evaluation: how the process of partnership went; environmental and conservation goals achieved?;
Indirect benefits?
Conservation (benefit) - Wider ecosystem
- Protected migrating wildlife, especially elephant
- Buffer zone for security
II Ngwesi Lodge and Protected area
Attitude change (benefit)
i
New regard for the value of wildlife.
Development (benefit) Security, cattle dips, schools, livelihood improvements, scholarships.
Conservation (benefit) Of pasture {vital in drought years), Wildlife numbers grow.
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5.3.3 Community Conservation Partnership Model:
From the II Ngwesi experience, a more general or abstract model for partnership-based community conservation initiatives can be derived. The model presented here provides a graphic illustration of the essential ingredients needed for a sound community conservation environmental partnership, whose goal is to achieve wildlife and conservation of biodiversity while providing community development. The more powerful partner should ideally demonstrate a proven commitment to the development of the partnership which is environmentally sustainable and will create sustainable community benefits. In addition this partner should: have access to capital investment (identify donors and development institutions), provide tourism management and development expertise, contribute to credibility, provide in situ training, provide access to tourism marketing expertise and access to technical support.
The community must have a structure which represents the interests of all members of the community. While the project staff will be directly drawn from the community, some locally based experts may be required to set up the operation initially. The functions of the community partner are to: provide land, manage community interests, disperse funds generated by tourism enterprise to development projects, recruit community input into the development, and utilize expert knowledge of the area and animals.
The key concept of the model is the incorporation of the community at the top of the management and development structures and not simply as a token partner or limited beneficiary. With these features, the two participants may now form the partnership. It must be noted that partnerships always manifest their own sets of characteristics based on those involved, their history, their power relationship, etc. An essential ingredient however is the factor of trust within and between partners.
The essential ingredients of leadership and donor funding are vital. Leadership will bring credibility, commitment and the ability to inspire enthusiasm. Donor funding will cover the costs of the building of Lodges, infrastructure and training. The next stage is the execution phase where, with the principles of ecotourism firmly in place, a protected area can be established and Lodges built.
The closure/renewal stage will involve a review of the process and an assessment of what the direct and indirect benefits were. If the partnership is successful, the benefits will include conservation achievements, extending the buffer zone, providing security to wildlife and
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achieving wider ecosystem management. Other benefits, made possible by the new opportunities for ecotourism will include, community development and poverty alleviation with infrastructure improvements, health and education, rangeland management and security of livestock. The effect of these benefits will be an attitude and behaviour change in the community. They will see the potential of conservation and act accordingly. This phase will determine whether the partnership will end or take on a different form.
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Fig 5.2: Community Conservation Partnerships Model:
Seed Phase - circumstances
- individual agendas and motivations
Initiation Phase - define opportunity
- identify who should participate - formulate agenda
Execution Phase - finance effectively
- manage against time tables
Powerful Partner
- Access to capital investment (identify donors and development institutions) - Provision of tourism management and - development expertise
- Contribute to credibility - Provision of in situ training
- Provide access to tourism marketing expertise
and access to technical support
Leadership
- Some source of expertise
- Credibility within organization and within sphere of activity
- The ability to learn and listen
i
- Commitment to the process
- A willingness to move toward unconventional solutions.
Trust/ Power k
- Within and ~ between partners - Institution building - Agenda setting
COMMON GOAL
- Conservation of biodiversity - Community development
Community Partner - Provide land
- The management of community interests - Disperse funds generated by tourism enterprise to development projects - Recruitment of community input into the development
- Utilize expert knowledge of area and animals
Donor Funding
- Community capacity building programs - Training programs
- Tourism lodge development costs - Lodge infrastructure costs
Ecotourism 1.
PARTNERSHIP
Leadership (see above)
Involved travel to natural destinations:
Minimises impact.
Build environmental awareness Provide direct financial benefits for conservation Provide financial benefits and empowerment for local people Respects local culture To support human rights and
democratic
Closure/Renewal Phase
Evaluation: how the process of partnership went; environmental and conservation goals achieved;
Indirect benefits?
Conservation (benefit) - Extended buffer zone - Extra security
- Wider ecosystem (parks build parks)
LODGE/
Protected area
Attitude Change and Behaviour (benefit)
- Realise potential value of natural resources
Behavioural change toward conservation
J
Community Development and Poverty alleviation (benefit) - Rangeland management - Security of livestock - Infrastructure - Health and education
Conservation (benefit) - Bursaries
-Developmentfunds, improved security
The model has provided a clear and concise description of key ingredients essential for a successful Community Conservation Partnership. Bearing in mind the place specific peculiarities, care should be taken to address these key issues.
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