Conservation of biodiverse resource areas (COBRA) project : Kenya (1992-1998) -- summary report

The KWS has evolved from being a paramilitary organization dedicated to preventing game poaching in protected areas to an agency with the structure and capacity to maintain and develop a viable conservation area system, ensure that a representative sample of biodiversity is protected, build partnerships to conserve biodiversity and ensure that custodians benefit, and take the lead in developing sustainable nature tourism. Through changes in the mission and mandate of KWS, the concept and practice of one of COBRA"s key objectives -- community-based natural resource management (CBNRM) -- has been institutionalized. COBRA"s overall success is evidenced by the central role that the Partnership Department plays within KWS and the acknowledged importance of community-based management of wildlife in Kenya. The concept of "parks beyond parks", which encapsulates the need to conserve wildlife throughout ecological landscapes far broader than the designated protected areas, is a central theme of COBRA. Accomplishments in the project"s five components were as follows: (1) Under the development of KWS management support for the community wildlife program: a KWS Partnership Department has been created; the Conflict Resolution Unit now resolves up to 40% of animal control issues through dialogue; support for the Wildlife Utilization Unit has helped change the community reception of wildlife in rural communities; the Enterprise Development Unit has supported successful community enterprise initiatives; and the Mobilization and Education Unit has supported the Naivasha Training Institute, thereby building sustainability. (2) In the area of human resource development, COBRA trained community game scouts, regional officers of KWS, and game rangers, and also helped give the Partnership Department the capacity to define and address training needs. (3) Under the Wildlife for Development Fund (WDF), additional funds have been leveraged from other donors and from the Government of Kenya; an effective model for revenue sharing and enterprise development that fully involves local groups was developed and implemented; activities have been extended nationwide from pilot areas; and hundreds of community development programs were initiated. (4) Efforts under the research and policy analysis component included reports on critical issues such as wildlife research, conservation game counts, and consumptive policy use of wildlife; analyses and draft revisions of wildlife law; and support to KWS in key aspects of wildlife policy reform. (5) Under monitoring and evaluation, key databases have been created and their use institutionalized, including: the WDF database; the mobilization and education workshops database; the conflict resolution occurrence register; and the knowledge, attitude, and practices survey database. Key lessons are as follows: (1) A truly participatory approach to biodiversity conservation control requires not just community mobilization, but also a community development strategy. KWS does not have the resources to undertake this effort alone, but must rely on partners such as other government agencies, other donor-funded projects, NGOs, and, most importantly, the private sector. (2) In order to ensure full participation in CBNRM, stakeholders must be empowered to design as well as implement activities. By placing the highest levels of responsibility and control in the participants" hands, the highest levels of potential sustainability can be attained. However, if such an empowerment strategy is to be developed in Kenya, fundamental changes in land and natural resource tenure and in wildlife utilization will be essential. COBRA has helped launch a series of analyses of possible policy changes and these have generated considerable discussion. The future direction of CBNRM in Kenya hinges on changes in current policy. (3) Future funding for Partnership activities will require fundamental changes in the way the current WDF operates. The private commercial sector, particularly tour operators and ranchers, will have to become much more involved in community planning if enterprise development projects are to succeed. Component-specific lessons are included. (Author abstract, modified)