decentralization outcomes in the context of political ... · z campfire z low levels of poaching...
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Decentralization outcomes in the context of Political Uncertainty in Zimbabwe: Co-
management and CAMPFIREg
Everisto Mapedza Researcher: IWMI Addis Ababa, Ethiopia
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Organization of the PresentationOrganization of the Presentation
I t d tiIntroductionRecent Political History of ZimbabweCBNRM: Co-management and CAMPFIRECBNRM: Co-management and CAMPFIREAssessment of social, institutional and ecological effects of political uncertaintyPolicy Implications/Conclusion
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" Forestry (CAMPFIRE) is not about trees (animals), it is about people. And it is about trees (animals) only as far ( ) y
as trees (animals) can serve the needs of people” Hobley 2005: 1 citingneeds of people Hobley 2005: 1 citing
Westoby 1967.
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IntroductionIntroduction
D ti D t li ti tiDemocratic Decentralization – seen as promoting sustainable resource managementCo-management and CAMPFIRE viewed within that Co a age e t a d C e ed t t atlensIn Line with ‘subsidiarity’ principleBottom – up approach
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IntroductionIntroduction
EquityEquityEfficiencyEnvironmental SustainabilityyPositive contribution towards livelihoods – poverty reductionStakeholder participation increased representationStakeholder participation – increased representationIncreased accountability and transparencyMore ‘real’ Powers (executive, legislative, judiciary) ( g j y)devolved – democratic decentralization
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NenyungaNenyunga
y g
North
Figure 3: Location of the Co-management and Campfire case study sites in Zimbabwea) CAMPFIRE study site (b) Co-management site
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Recent Political and Economic History of Zimbabwe
1980 became independent1980 – became independentLong struggle with land as the key motivation Early 1980s – economic growth and delivery of social y g yservices to the previously disadvantaged black peopleEconomic liberalization – economic hardshipsEconomic liberalization economic hardshipsDRC war, War veterans challengeFeb Constitutional 2000 referendumFast track land reform – 2000 onwardsGatekeeper state – predatory rather than custodian
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National Government
Figure 1: A simplified institutional organogram of co-management and CAMPFIRE
Provincial Government
Rural District Council(Councilors)
Ward development Committee(CAMPFIRE)
Village
Resource ManagementCommittees (RMCs)
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Resource Managementg
Pre 2000 (co Post 2000 (co management)Pre-2000 (co-management)More forestry coverRMCs fairly active
Post-2000 (co-management)Less forestry cover – forest ‘invasion’RMC l l i iRMCs fairly active
Campfire
RMCs largely inactive
CampfireCampfireBetter institutions for managing natural resources
Weaker institutions-councillor (jambanja/immigrants)
Better human-wildlife conflict management
Reduction of human-wildlife conflict control mechanisms (ammunition)
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Integrity of the Protected Areag y
Pre-2000: (co- Post-2000: (co-Pre-2000: (co-management)Forestry fires controlled –contested ‘science’1980 198 l
Post-2000: (co-management)Forest fire incidences increased – lack of resources and fuel1980, 1985 settlers were
evicted
Campfire
resources and fuel New fields and settlements
CampfireGokwe has always been a frontier area – new settlers from parts of ZimbabweI t it f id
CampfireIncreased grazing in the wildlife game corridor
Integrity of game corridor – though contested by livestock owners
Game corridor fence destroyed
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Non-quota Use(Illegal Resource use)
Pre-2000 (co- Post-2000 (co-management)Pre-2000 (co-management)Dead wood collection monitored by Forestry Protection Unit and RMCs
Post-2000 (co-management)Difficult to monitor illegal collection of forest resources due to settlements in the forest reserveProtection Unit and RMCs
Poaching for the ‘pot’ not rampant
forest reserve Poaching increased – some former RMC members are involved
CampfireLow levels of poaching –not threat to hunting quotas (900)
CampfirePoaching increased (800). grazing in the wildlife gamequotas (900)
Carcass ratio 3.9% (1999)grazing in the wildlife game corridorCarcass ratio 5.8% (2001)
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Financial Management a c a Ma age e t and Benefits
Table 1: RMC Permit Revenue from Batanai and Chemwiro-Masawi RMCsRMCs
Year Batanai RMC Chemwiro-Masawi RMC
Z$ US$ Z$ US$
1996 3,059 306,
1997 3,693 295 9,711 777
1998 6,543 263 3,531 142
1999 12,912 340 7,094 187
2000 4,000 89 6,641 149
2001 7,210 131 10,848 197
2002 8 776 159 3 430 9712002 8,776 159 3,430 971
2003 54,765 10 74,890 13
2004 356,000 57
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Table 1: Nominal (Z$) and real (US$) revenue received by Nenyunga WMC from Gokwe North RDC between 1991 and 2004 (source WWF Database).
Year Revenue (Z$) Revenue (US$) based on the parallel market rates
1991 Z$31, 365 US$8,360
1992 Z$31, 000 US$8,908
1993 Z$45, 536 US$13,064
1994 Z$85 000 US$10 1671994 Z$85,000 US$10,167
1995 Z$78, 850 US$8,910
1996 Z$205, 010 US$19,488
1997 Z$166,000 US$6,640
1998 Z$44, 688 US$1,902
1999 Z$176, 627 US$4,612
2000 Z$148, 907 US$2,127
2001 Z$92, 000 US$271,
2002 Z$571 000 US$381
2003 Z$700 000 US$117
2004 Z$10,651,000 US$1,238
allel exchange rates from John Robertson Economists (www.economic.co.zw) and The Independent Newspaper (www.theindependent.co.zw)
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Financial Accountability
Pre-2000 (co-management) Post-2000 (co-management)Pre 2000 (co management)Financial accounatbility a major issue even before 2000 – audits every OctoberBasic accounting courses and
Post 2000 (co management)Informal ‘loan’ system – limited or no auditingHigh inflation levels
Basic accounting courses and naming and shaming (Lord Nolan’ Standards in Public Life)
CAMPFIRESupport from CCGFinancial statements on walls of h i t
CAMPFIRELimited oversight from CCGFinancial statements no longer made publicshopping centre
Less political manipulations
made publicIncreased ‘Politics’ (force committee militias) - councillor
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ConclusionConclusion
Increase the direct incentives from sustainable resourceIncrease the direct incentives from sustainable resource management to local communities – link costs and benefitsGive local communities greater powers (not burdens or symbolic gestures) to deal with problem animals and related local issueslocal issuesRe-assess the balance between livestock (crop farming) and wildlife Create mechanisms to add value to both wildlife and forestry yresources (global commons – think globally act locally, CC, fugitive power?)Increase donor support to the areas of local community representation and accountability within existing institutionsrepresentation and accountability within existing institutions
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ConclusionConclusion
“When we are hungry, the elephant is food. When we are full, the elephant is beautiful”
Amasignare; Siyabonga, Merci, Thank Youg y g