State of Conservancy update booklet 2006

Namibia's communal conservancies: a review of progress in 2006

Chapter 3

Governance and Ownership

The conservancy legislation requires the formation of local management institutions that are composed of local memberships, a committee that represents this membership, and a constitution that sets out the means by which the institution will be governed. Governance in conservancies, i.e. how decisions are taken, who takes them and who is accountable to whom is a critical issue. Committees need to be properly accountable to conservancy members to ensure good management of the conservancy on behalf of the members and good participation of members in decision making and other activities. Both committees and staff need to be given the mandate to act within the interests of the members to achieve the purpose of the conservancy. Good governance is the mechanism through which better resource management and improved quality of life of members is achieved.

During 2006 a further six conservancies were gazetted bringing the total number of registered conservancies to 50. Of these, 32 conservancies earned a cash income, whilst 26 conservancies contributed to their own operational costs (13 contributed 100%; four contributed between 50 - 99% and nine contributed between 1 - 49%). Financial management is one of the most important management aspects of conservancies. During 2006 focus was placed on building skills for managing finances and formal systems are now in place in most conservancies for the management of their own funds. Benefits to members rose markedly during 2006 with more conservancies identifying what is important to their members.

Conservancy management provided a range of jobs as Field Officers, Community Game Guards or Rangers, Community Resource Monitors, administrators, managers and office staff such as receptionists. A total of 198 full time and 12 part time jobs were held in 2006, of which 111 full time and 12 part time were entirely funded by the conservancy.

Staff and finances represent just two of the elements that conservancies need to manage. Chapter 2 outlined the challenge and importance of managing wildlife and in a number of conservancies other resources are now managed directly or linked to the conservancy management structures. Conservancies are also faced with the challenge of good communication and effective and participatory decision making. During 2006 a number of conservancies made adjustments to their structure and constitutions to improve representationand communication with their members. Women made up an average of 31% of conservancy management committees and an increasing number of women are being tasked with the day to day management of conservancy finances.

Peer learning and support has been strengthened through the establishment of conservancy associations at regional level. Both the Otjozondjupa and Kunene regions have established formal associations whilst the Caprivi region has a less formal structure yet the member conservancies meet regularly.

Holding successful AGMs continued to be a key challenge for conservancies yet as members become more aware of their rights and responsibilities and representation and communication improve, AGMs have become more effective and meaningful. By the end of 2006, 35 conservancies had established management plans and 24 conservancies had passed these on to their Regional Land Boards. Local level monitoring and compliance, as with each of the management aspects mentioned above require ongoing support from MET and NGOs other local partners.

An increasing number of conservancies are putting HIV & AIDS policies and plans into action recognising the mounting threat that the pandemic is posing to conservancy management directly and conservancy achievements more broadly.

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