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Explore the case study on contract governance in the Bwabwata Kwandu Hunting Concession, focusing on transparency, community empowerment, and the challenges faced in the tender process.
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BWABWATA KWANDU HUNTING CONCESSION: A Case Study on Contract Governance
Bwabwata Kwandu Hunting Concession Case Study By: Chris Weaver, Richard Diggle, & Theunis Petersen Organizations: WWF and IRDNC, NNF and MET Region: Caprivi Date: June, 2006
Introduction & Background • Community: Kyramacan Association, represents close to 7,000 residents of Bwabwata NP; • Members Association registered to serve as co-manager Bwabwata NP; struggled to acquire recognition since independence; • In 2006, finally recognized and granted the rights to benefit from Park resources; • Context: new community body tasked with effectively tendering and negotiating the two hunting concessions in transparent and optimal manner
Problem Identification • Tendering and contracting a new experience for the Association; • Some safari companies were attempting to influence key committee members by offering special “deals”; • Would the concessions be transparently awarded to the benefit of the broader membership or to the gain of individuals?
Importance of Case Study To Good Governance: • The transparent tendering and negotiation of hunting (or lodge) contracts is critical to the credibility of the CBNRM Programme – • Ensures integrity to the process; • Optimizes returns to communities; and • Leads to true community empowerment
The Tender Process • Quota approved by MET; • Association advertised concessions through NAPHA via letter; • Tender document sent to interested big game hunters; • 8 Tenders received; • Tenders reviewed and top offers chosen for interviews
Interview Process: • Interviewed the top three offers
Final Results of Tender Process • Highest offer was turned down, even though it was much more than second-next offer; • Community experience with Safari Company offering the highest amount had been very bad in the past; • Committee opted for second highest offer, as the operator was deemed to be the best combination of partner and income; and • The interests of individual committee members were overcome by the wishes of the broader committee
Intervention Description: • Offers were publicly opened in a transparent manner; • Offers were compared by the entire committee; • Trade-offs (pros and cons) were openly discussed by the entire committee; • Tender process was guided by a diverse mix of unbiased stakeholders (i.e., committee, MET, NGO, and private sector); • Strong facilitation was required to ensure all committee members had a say in the selection process
Final Results: • Community was empowered with not only right to benefit, but also with right of choice; • Some safari operators have continued to attempt to influence the committee and individuals on the committee, but failed; • Excellent results have been achieved, but it has not been without challenges
Lessons Learned: • The greater the transparency in a tender process, the better the process is; • Involving the entire committee increases the chances that decisions with integrity will be made; • A good tender process requires considerable knowledge and skills transfer, and confidence building; • Knowledgeable facilitators are a essential to creating a level playing field for communities to negotiate with private sector
Conclusion True empowerment is not only about the rights to benefits, but about the right of knowledgeable choice The Beginning …