Collaborative governance and benefit sharing in Liuwa Plain National Park, western Zambia

Nyirenda, Vincent R.; Nkhata, Bimo Abraham

doi:10.2305/iucn.ch.2013.parks-19-1.vrn.en

Cited by 12 publications

(5 citation statements)

References 27 publications

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“…Rebuilding trust is thought to be aided by sharing rights and benefits (Mengist, 2020; Nyirenda & Nkhata, 2013; Oldekop et al, 2016). The level of trust is influenced by a number of factors, including government reputation (Ford et al, 2020; Rasch & McCaffrey, 2019), perceived benefits (Li & Han, 2023; Nunkoo, 2015; Nunkoo et al, 2012; Nunkoo & Smith, 2013), economic failure or success (Yandle et al, 2011), government performance (Nunkoo, 2015; Nunkoo & Gursoy, 2017), acquired rights and power (Borrini-Feyerabend, Kothari, & Oviedo, 2004; Borrini-Feyerabend, Pimbert et al, 2004; Pretty, 2003), information availability (Borrini-Feyerabend, Kothari, & Oviedo, 2004; Borrini-Feyerabend, Pimbert et al, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

Street Vendor Governance in the Dimensions of Democracy, Collaboration, and Trust

Kurniadi,

Ibrahim

2023

Sage Open

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The City of Bandung has become a trading center, where one of its trades is Street Vendors. The complex problem regarding Street Vendors requires a comprehensive and integrated solution that is carried out democratically, collaboratively, and also mutually trusted by every stakeholder as the New Public Service offers. This research used a mixed-method approach. The determination of the respondents was carried out through purposive sampling. As an analysis unit in this study, the Street Vendors Task Force, Street Vendors organizations, and the street vendors themselves. The research data source consisted of secondary data and primary data. Secondary data was obtained from legal product reviews, planning documents, and budgeting. Meanwhile, primary data was carried out by using two methods, which were qualitative and quantitative methods related to democracy, collaboration, and mutual trust. From the research results, it could be concluded that the governance of street vendors has not yet run ideally. From the democratic aspect, it was shown a process of professional policy shift dynamics. Moreover, it affected the change in attitudes and work ethics of the Special Task Force, which was more humane and oriented toward the public interest. Likewise, law enforcement and policy legitimacy had been carried out more objectively and proportionally, as well as it adjusted to the dynamics within the field. The collaboration aspect was already underway by involving every stakeholder in the Street Vendors’ governance. Meanwhile, from the mutual trust aspect, the facts in the field have not yet been realized, and rigid regulations and behavior still bind each party based on the act of business as usual.

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Section: Literature Reviewmentioning

confidence: 99%

Street Vendor Governance in the Dimensions of Democracy, Collaboration, and Trust

Kurniadi,

Ibrahim

2023

Sage Open

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“…Consequently, their involvement in tourism development can support positive perception towards the park (Snyman, 2012). Other innovations such as contractual parks (Reid, 2001), managed by non-state actors could be considered to increase park management effectiveness, with suitable collaborative governance and adequate benefit sharing between contracting parties (Nyirenda & Nkhata, 2013).…”

Section: Monitoring Of Wildlife Populations For Conservation and Tourismmentioning

confidence: 99%

Management Effectiveness and Potential for Tourism of Peri-Urban Lusaka National Park, Zambia: A Preliminary Assessment

Nyirenda¹,

Siamudaala²,

Milimo³

2014

ENRR

Self Cite

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Management effectiveness of a park is multi-faceted subject with implications on various aspects of its existence. Determination of the management effectiveness of a protected area is often linked to monitoring processes. Wildlife monitoring is a critical component of wildlife management and integral part of a research programme for Lusaka National Park (49.76 km 2 ). A preliminary study was undertaken to determine the protected area management effectiveness, initially by ascertaining the status and distribution of mega-fauna resources. This was followed by evaluating whether the park management was effective by using status of wildlife populations as surrogate in comparison to initial wildlife stocks. Helicopter and ground line transects, historical data and field patrol data were used for analyses of park's management effectiveness and potential for ecotourism. Though the study has locally relevant findings, insights on persistence factors such as selection of translocated wildlife, resource ecology and management can benefit park ecologists, managers and other stakeholders especially those responsible for smaller parks of less than 100 km 2 . However, further research is recommended on wider management effectiveness elements to understand factors affecting the park's management effectiveness.

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“…The establishment of collaborative management partnerships (CMPs) between state wildlife authorities and non-profit organisations (hereafter 'non-profits') have potential to address several of these challenges. Though CMPs have existed for many decades, in recent years their number has increased in parts of Africa (Hatchwell, 2014;Nyirenda and Nkhata, 2013). This proliferation mirrors a global trend towards reduced reliance on state funding and management for PAs, increased participation by stakeholders in PA management and associated changes in legislation (Alcorn et al, 2005;Dearden et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Models for the collaborative management of Africa's protected areas

Baghai

Miller

Blanken

et al. 2018

Biological Conservation

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Africa's protected areas (PAs) are under severe and growing anthropogenic pressure. Resources for PA management are a small fraction of what is necessary in most countries, and many PAs are failing to fulfil their ecological, economic or social potential as a result. Collaborative management partnerships (CMPs), where non-profit organisations partner with state wildlife authorities, have the ability to improve PA management by facilitating longterm financial and technical support. While many have demonstrated success, there are barriers to setting up CMPs, including concern among some states that some partnerships may undermine sovereignty or appear an admission of failure. We interviewed 69 experts from state and non-profit partners about 43 PAs covering 473,861 km 2 in 16 African countries and analysed responses with principle component analysis to identify how partnerships differ, particularly in how they allocate governance and management responsibility. We identified three main CMP organisational structures: 1) delegated management, where a non-profit shares governance responsibility with the state and is delegated full management authority; 2) co-management, where a non-profit shares governance and management responsibility with the state; and 3) financial and technical support (advisory or implementary), where a non-profit assists the state with aspects of management without formal decision-making authority. Delegated models were associated with higher funding than co-management and financial-technical support partnerships, but models did not differ in PA land area size. Our study identifies the strengths and weaknesses of each model and offers recommendations for implementing successful CMPs, many of which are already playing a significant, positive role in conservation.

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Collaborative governance and benefit sharing in Liuwa Plain National Park, western Zambia

Cited by 12 publications

References 27 publications

Street Vendor Governance in the Dimensions of Democracy, Collaboration, and Trust

Street Vendor Governance in the Dimensions of Democracy, Collaboration, and Trust

Management Effectiveness and Potential for Tourism of Peri-Urban Lusaka National Park, Zambia: A Preliminary Assessment

Models for the collaborative management of Africa's protected areas

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