case studies undp: n≠a jaqna conservancy, namibia

7/27/2019 Case Studies UNDP: NA JAQNA CONSERVANCY, Namibia

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Equator Initiative Case StudiesLocal sustainable development solutions for people, nature, and resilient communities

NamibiaNA JAQNA CONSERVANCY

Empowered live

Resilient nation

Empowered live

Resilient nation


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UNDP EQUATOR INITIATIVE CASE STUDY SERIES

Local and indigenous communities across the world are advancing innovative sustainable development solutions that woor people and or nature. Few publications or case studies tell the ull story o how such initiatives evolve, the breadth

their impacts, or how they change over time. Fewer still have undertaken to tell these stories with community practitionthemselves guiding the narrative.

To mark its 10-year anniversary, the Equator Initiative aims to ll this gap. The ollowing case study is one in a growing ser

that details the work o Equator Prize winners vetted and peer-reviewed best practices in community-based environmenconservation and sustainable livelihoods. These cases are intended to inspire the policy dialogue needed to take local succto scale, to improve the global knowledge base on local environment and development solutions, and to serve as models

replication. Case studies are best viewed and understood with reerence to The Power o Local Action: Lessons rom 10 Yearsthe Equator Prize, a compendium o lessons learned and policy guidance that draws rom the case material.

Click on the map to visit the Equator Initiatives searchable case study database.

EditorsEditor-in-Chie: Joseph CorcoranManaging Editor: Oliver HughesContributing Editors: Dearbhla Keegan, Matthew Konsa, Erin Lewis, Whitney Wilding

Contributing WritersEdayatu Abieodun Lamptey, Erin Atwell, Toni Blackman, Jonathan Clay, Joseph Corcoran, Larissa Currado, Sarah Gordon, Oliver HugheWen-Juan Jiang, Sonal Kanabar, Dearbhla Keegan, Matthew Konsa, Rachael Lader, Patrick Lee, Erin Lewis, Jona Liebl, Mengning Ma,

Mary McGraw, Gabriele Orlandi, Juliana Quaresma, Peter Schecter, Martin Sommerschuh, Whitney Wilding, Luna Wu

DesignOliver Hughes, Dearbhla Keegan, Matthew Konsa, Amy Korngiebel, Kimberly Koserowski, Erin Lewis, John Mulqueen, Lorena de la ParBrandon Payne, Mariajos Satizbal G.

AcknowledgementsThe Equator Initiative acknowledges with gratitude Na Jaqna Conservancy, as well as the guidance and inputs o Ben Begbie-Clen

Namibia Support Unit Manager at the Working Group o Indigenous Minorities in Southern Arica (WIMSA). All photo credits courtesyNa Jaqna Conservancy. Maps courtesy o CIA World Factbook and Wikipedia.

Suggested CitationUnited Nations Development Programme. 2012. Na Jaqna Conservancy, Namibia. Equator Initiative Case Study Series. New York, NY.
http://www.equatorinitiative.org/images/stories/Power_of_Local_Action_Final_2013.pdfhttp://www.equatorinitiative.org/images/stories/Power_of_Local_Action_Final_2013.pdfhttp://equatorinitiative.org/index.php?option=com_winners&view=casestudysearch&Itemid=858http://www.equatorinitiative.org/images/stories/Power_of_Local_Action_Final_2013.pdfhttp://www.equatorinitiative.org/images/stories/Power_of_Local_Action_Final_2013.pdf


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PROJECT SUMMARYWith 912,000 ha o communal land, Na Jaqna Conservancycombines the sustainable management o endemic wildlie

and natural resources with the empowerment o Namibias!Kung San people. (Symbols and ! represent distinctclick sounds unique to Khoisan languages.) Established

as a conservancy in 2003, the organization trains local!Kung San as wildlie managers, committee members andgame guards. Objectives include ret-establishing gamepopulations and sustainable orest management through

sound planning, management and monitoring.

The governance structure or the conservancy, is prescribedby Namibian law as part o its successul Community Based

Natural Resource Management Programme. In addition, theNa Jaqna Conservancy has evolved a highly consultativegovernance model that matches the unique leadershipsystem o the !Kung San people.

KEY FACTS

EQUATOR PRIZE WINNER: 2008

FOUNDED: 2003

LOCATION: Otjozondjup, northeastern Namibia

BENEFICIARIES: Over 2,650 community members

BIODIVERSITY: 9,120 sq. km. community conservancy

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NA JAQNA CONSERVANCYNamibia

TABLE OF CONTENTS

Background and Context 4

Key Activities and Innovations 5

Biodiversity Impacts 7

Socioeconomic Impacts 8

Policy Impacts 9

Sustainability 10

Replication 10

Partners 11


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Namibian land policy allows or the creation o conservancieswithin existing communal areas in which traditional leaders enter

nto collaborative land management agreements with the state.he conservancy management structure gives members o theonservancy shared rights to that land, while the government holds

he land in trust or the people, who have a say in how the land ismanaged and how it is used. No others can enter or occupy the

and without permission rom the local traditional authority and theonservancy.

CBNRM legislation and the history o the Na Jaqna

he Na Jaqna Conservancy in the north-east region o

Otjozondjupa, one o only two San-governed Conservancies inNamibia, was gazetted in December o 2003 under the Ministry o

nvironment and Tourisms Community-based Natural Resource

Management (CBNRM) Programme as a result o peoples lack oand rights and ear o lack o ownership. Because o this, the !Kungan people have since been granted management and utilization

ghts to the natural resources within the Conservancy and exclusiveghts to benet rom the development o tourism in the area. While

he conservancy was gazetted in 2003, the process began mucharlier in 1998 when 1,850 members o the largely San community

rst applied to the government or conservancy rights. Many o thean living in the area had been relocated during the conict in theountry, some as ar as Angola. While this increased the number o

an in the area (largely those o the same language group) it did notring any benets in terms o land security or investment.

he Conservancy provides the !Kung San people with a degree o

and security; it is a way or people to earn income rom the landy utilizing natural resources in a sustainable manner. They canngage in trophy hunting i game is plentiul, small-scale agriculture,

nd other activities with minimal impact on the environment. Thisrrangement oers an equitable option or people to apply or

ormal rights to the land a process not oten available to localommunities.

Creating a community management plan

Though the Conservancy is a government program, all deci rom measuring and designating boundaries to the allocatioresponsibility within the Conservancy require the support o

entire community (estimates range rom 2,000 to 5,000 peomany o whom are illiterate or minimally educated. The oun

o the conservancy required the vast majority o the people to avor o the management plan, and though it took nearly ve y

the necessary support was eventually procured.

Na Jaqna is currently the largest registered conservancy in Nam

to date, with an area o more than 9,120km2. Kalahari sands c

a at landscape o broadlea and acacia woodland which recea paltry 400-450mm o rainall in an average year. The vast majo Conservancy inhabitants rely on the land and resources o

environment or bush oods, medicines, grass and wood or builduel in the orm o rewood, as well as grazing and croppingConservancy is host to a vast amount o biodiversity as well as h

value game species and commercially viable plants utilized or medicinal value. The large size o the area provides ample a

well suited to wildlie habitat. The large size also means that mvillages are isolated and the costs o operating the Conservanc

higher than in other conservancies due to the scattered natusettlement and resources.

For the purposes o management, the Conservancy has bdivided into our districts. A comprehensive participatory plan

exercise in all the settlements o the Conservancy has resuin a resource-zoning scheme that has been agreed to by

Conservancy membership, the local !Kung Traditional Authoas well as governmental and non-governmental stakeholders.zoning plan is reected in the Constitution o the Conservancy

the ofcial Management and Utilization Plan. Business and toudevelopment strategies are now in place and are being impleme

in concert with these guiding community-based management p

Background and Context


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Key Activities and Innovations

he management and utilization plan o the conservancy, agreed

o by the inhabitants o the area, provide or the ollowing centralobjectives: to re-establish optimum game populations in theConservancy through sound management and careul, responsibleplanning; to ensure that the benets derived by membership

hrough the utilization o wildlie are sustainable and that thesebenets are delivered to all members o the Conservancy; to prevent

onict between segments o the Conservancy membershipnd between the Conservancy membership and wildlie; and to

mprove the livelihoods o all members o the Conservancy throughhe distribution o benets rom viable tourism operations in the

Conservancy.

Due to poaching and the over-harvesting o local ora within the

urrounding areas, plant and wildlie populations had declined inhe years leading up to the conservancys creation. Concerned by

he decline in biodiversity, the conservancy, with the help o donors,as been able to reverse this trend to some degree, through the

mixed use o careul conservation and sustainable tourism pract

One o the main activities has been the introduction o more wiinto the area through partner support.

Over 2,650 community members currently belong to

conservancy and hold decision-making power on how their is developed and managed. Tourism, gaming contracts and

sustainable collection o indigenous plant species (such asDevils Claw, or Harpagophytum procumbens) are sources o inc

or the otherwise economically marginalized !Kung San peConservation is bolstered by indigenous knowledge and traditland management practices. In addition to a Community Fo

Programme, the group is engaged in tour guide and game gtraining, has supported two successul community-run tou

initiatives, and actively pursues partnerships with commercialcompanies and private hunting contractors.

Sustainable wildlie management

Once game animals were brought to the area, the conservancyable to orm an anti-poaching unitgame guardswho run pa

under the employ o the Conservancy. Working not only to sethe saety o the animals, but also to help enhance the health o

ecosystem, the game guards engage in practices such as digout water holes to increase the volume o water available to the animals and the human inhabitants.

The increased abundance o game animals has given rise to a

successul tourism practice as well. The Na Jaqna Conservancya contract with a trophy hunting agency that in turn imports g

animals each year. The acceptable quota or trophy hunters is qspecic in order to only take what can be easily recovered wthe population o animals in the area, and the rules governing

quota are strict: or instance, during breeding periods it is orbidto shoot near water holes, while pregnant animals may not be k

Tourists pay high prices to hunt in the area and a good portiothat money goes back into the conservancy, enabling it to su


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tsel in terms o managing the water supply and uture generations game animals. When trophy hunters make a kill, they are notllowed to take the whole animal; the hunter is allowed to remove

he head or another small part o the animal (designated by law), buthe main part o the animal goes to the conservancy as meat. The

eople receive not only money, but ood rom this arrangement aswell, and it is also a way o reducing poaching. The !Kung San lack a

reat deal o ood security, so the provision o a regular meat source

one that also provides monetary income helps to stigmatize andhus reduce instances o poaching.

Use o indigenous plants and traditional knowledge

Another important activity to monitor is plant use. Historically, the

onservancy enjoys a substantial income rom harvesting DevilsClaw, a plant used or treating arthritis and rheumatism. When the

market or Devils Claw rst emerged, there was a drive to harvest

as much o the plant as possible and sell it at the highest possprice, potentially limiting or even eliminating a resource necesto the economy o the area. Devils Claw takes approximately

years to grow to maturity, and so the conservancy was motivatebecome extremely proactive in the management o harvesting

harvesting o Devils Claw is now careully monitored: the numo harvesters certied by the Ministry o Environment and Tou

is limited and the season available or people to harvest has b

reduced substantially. Additionally, the Conservancys crop o DClaw has been certied organic on a South Arican regional level

the area is regularly surveyed to ensure appropriate re-growthabundance. I the levels o Devils Claw are insufcient, the org

certication can be revoked. Having the organic certication raises the price o the produce, giving the people o the conserv

about 15% more in prots than they would otherwise receive.

Fig. 1: Na Jaqna Conservancy

ource: NACSO. 2010. Namibias communal conservancies: a review o progress and challenges in 2009. NACSO, Windhoek. p. 112.

Kilometres


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Impacts

BIODIVERSITY IMPACTSThrough the contract with the trophy hunting agency, around250 new game animals are introduced into the conservancy each

year. In addition, there is evidence that the animals currently livingwithin the conservancy are reproducing in good numbers, based oneports rom the game guards. This demonstrates the Conservancys

lear net gain in terms o wildlie population.

ncreases in key wildlie species

The conservancy has seen resurgences in elephant, girae, wilddog and roan antelope populations. Commonly spotted speciesnclude eland, caracal, blackback, jackal, kudu, duiker, steenbok,

warthog, porcupine, shrub hare, bat-eared ox, brown hyena (listeds vulnerable) and spotted hyena.

Due to the remote location and lack o inrastructure, ew large scale

eviews have been done. However, the number o game introducedbetween 2006 and 2009 totaled 399 animals, including bluewildebeest, eland, girae, oryx and kudu, as well as a ew ostrich.

There have also been camera trap placements at one water hole

which shows a very active population, including leopards, wild dogsisted as endangered), brown hyena and elephants.

Na Jaqna recently had their community game guards, whoarry out anti-poaching patrols over the Conservancys vast area,

ated as one o the best such groups in Namibia by the Ministryo Environment and Tourism (who rewarded them with horses to

ncrease the guards ranges). Alongside this approach is a ocus oneducing human-wildlie conict or instance by investigating and

promoting rangeland management techniques which allow cattle-grazing and wildlie to co-exist.

Sustainable harvesting o Devils Claw

As or the Devils Claw harvest, much has been done to maand sustain this critical component o the areas indigenous ge

diversity. Conservancy leaders go to each village and train individwithin the conservancy on how to harvest the Devils Claw. training, a limited number o certied harvesters are registere

the our-month harvest period. During the harvest, the registindividuals continue to be monitored. I conservancy leaders

that they are not practising sustainable harvesting techniqtheir permit is cancelled and they are no longer able to harvest

practice is supported by the Ministry o Environment and Touwhich issues the permit.

Throughout Namibia, there is a clear set o best practices oDevils Claw harvest, and Na Jaqna conservancy has adapted t

best practices to t the practices o individual and amily-bharvesting groups. For example, there are specic measurem

in terms o the size o the plants and tubers that people are taand as long as harvesters keep the main taproot intact, the will regenerate on its own. By adhering to these guidelines, it is

which plants are damaged and which ones will regenerate, andconservancy, by controlling the purchase and shipment o D

Claw within and outside o the area, has been able to greatly incrthe amount o economic and social benets that the harve

receive as well.

Participatory land use planning and monitoring

In terms o human interaction with biodiversity, the conserv

engaged in a scheme o participatory resource zoning in each o19 villages in the conservancy. The villages were surveyed in ord

learn which areas have higher concentrations o various oods (ora and auna) and medicines that people are utilizing the endbeing to protect those areas where biodiversity exists and whe

could potentially ourish. The conservancy has set apart areahuman settlement, or mixed arming, cropping, cattle keeping


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mall stock rearing, as well as or undisturbed wildlie. In this way,he !Kung San have made eorts to keep these at times conictingand uses separate so that the biowealth o the conservancy may

continue to exist and expand.

The Conservancys policies have limited destruction o the ragileecosystem o Na Jaqna, much o which is still untouched wilderness.

Specic risks which the Conservancy deals with include overgrazing

by the ew armers within the area (and a much bigger risk o armersrom the surrounding area), associated bush clearance, illegal

deorestation (especially the cutting and selling o protected hardwood trees), over harvesting and illegal trade in Devils Claw, and

poaching. The projects and policies o the Conservancy, and themonitoring provided by community game guards counteract these

isks.

Certain plant and animal species are monitored by the Ministryo Environment and Tourism, and community game guards keepevent books which log sightings and activities. Over time it will be

possible to build up an assessment o impacts rom these records,but in the nine years the Conservancy has been operating this has

not yet been collated.

nstead, impacts are measured rom eedback by community gameguards and the local population. Whilst this might be presumed tobe unscientic, the vast experience o most Conservancy members

n bush and wildlie knowledge most o them having lived theirves in wildlie rich areas with very close interactions with the

urrounding environment, not to mention the traditional knowledgepassed down in San culture has ensured the collation o a rich body

o knowledge on ecosystem management.

SOCIOECONOMIC IMPACTS

The target beneciaries are the residents o Na Jaqna Conservancy,

he majority o whom (~85%) are indigenous San people, and nearlyall o whom are poor rural dwellers with low education, surviving

on subsistence arming, wild ood collection and drought relieupplies.

Economic benefts rom sustainable harvesting

Ater 2007, when the monitored Devils Claw harvest began in Naaqna under the auspices o the conservancy, the membership o

he conservancy received approximately N$1.2 million in directeconomic benet rom the harvest. Devils Claw harvest generated

over N$200,000 in revenue or the community in 2007, with thisamount increasing to N$950,000 in 2009. This increase was due notonly to a larger harvest, but also rom increased prices rom organic

certication, increased quality and improved negotiations with theupplier.

The conservancy as an institution is also generating some incomeor people who are members but are not directly involved with the

harvesting, thanks to an additional premium rom the buyer to theconservancy on each kilo o Devils Claw harvested. The conservancy

s a major worldwide player in the Devils Claw market, particularly

in the organically certied market; in 2008, Na Jaqna was the s

largest Namibian producer o organically certied Devils Claw

money generated rom the Devils Claw harvest is substantialaccording to the Conservancys benet distribution plan, thepriority or its investment is pre-schools.

Improved incomes, ood security, and gender equality

There are other sources o jobs and income rom the touarrangement with the trophy hunting organization, and the resu

meat brings additional ood security. In addition, there are ujob opportunities in terms o game guards, conservancy sta

people involved in various projects that the conservancy runs.

Though there is not much in the way o inrastructure in

conservancy area, there have been economic indicators thatjobs and additional income are having a positive eect; or exam

there is an increase in cattle ownership which requires consideinvestment on the part o the individual. Trophy hunting part

provide between 20 and 30 carcasses per year rom their armeat distributed to the community, which is an important addin an area with low ood security.

Though there continues to be an educational disparity betw

men and women in the conservancy, many o the projects inJaqna ocus especially on gender inclusion. Women are in ch

o the Devils Claw harvest and the training o new harvesters. village has a emale team leader or the harvest who is respon

or making sure that the harvest is conducted in a sustainmanner, maintaining a position o authority over all harvesters.

Overall, the role o women in the conservancy is very strNa Jaqnas constitution guarantees 50/50 representation in

Conservancys village leadership committee structuregenea man and a woman rom each village. In some cases, there

be two women rom one village and two men rom anotherthe leadership structure is held equal overall. In the managemcommittee, which is comprised o 4 people, there are two wo

and two men.

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Enterprise development, education, and health

Very ew people had access to cash income or employment beorehe Conservancy was established. The Conservancy now employs

2 local people ull time, and members enjoy cash incomes romhe sale o Devils Claw, various wood products, crat and increased

ourism revenue. A number o conservancy-run projects also providevelihood opportunities including: chicken and melon growing

rojects in two villages; vegetable gardens in nine villages; twoourism sites; and a pilot ostrich arm to provide egg shell to crat

makers (San jewelry is traditionally made rom ostrich eggshell).

he Annual General Meeting decided in 2010 to invest a portion

prots into education, specically early childhood development

n the region. The increased requency o transport due to theConservancy activities means that their vehicle requently serves as

n ambulance in the area, providing much needed access to the onlyperational health clinic.

POLICY IMPACTS

here are now quite a ew wildlie conservancies in Namibia, but Na

aqna is one o the most well-known and well-respected, particularlywith the Ministry o Environment and Tourism. Ater winninghe Equator Prize in 2008, Na Jaqnas success lent credibility to

he entire conservancy scheme, and promoted environmentalwareness within Namibia as a whole. It has also served to strengthen

ommunity-based natural resource management; in terms o landecurity and in terms o the conservancy, members o the !Kung San

ave earned income, causing both policymakers and the generalublic to see them as more productive members o Namibian

ociety, which in turn makes it very difcult or them to challengehe legitimacy o the conservancy both in terms o its land area ands a legal body.

Historically, the !Kung San are a very non-combative people, and

ave generally moved rom the area when challenged. Because ohis lack o condence in their land rights, over the last 1,000 years,

they have ended up with occupying some o the worst areas o

in Southern Arica. Owning a project and managing the land in wthis project operates and wanting to continue to operateproject is part o the process o interacting with the state, w

requires a condence and a political voice that had traditioescaped the !Kung San.

Highly democratic governance processes

The people o Na Jaqna are also extremely engaged inmanagement o their conservancy. Though the area is still airly

in terms o inrastructure, conservancy leaders actually drive village to village to have the management plans discussed with

endorsed by the entire membership o several thousand. In thisthere is a true democracy o management.

Because the !Kung San do not have a hierarchically-structleadership system, their leaders are really more akin to chair

who oversee debate between the villagers. Each member oveage o 18 is given his or her voice in making conservancy decisi

Strengthening local rights to land

In some areas o practice, Na Jaqna has become a role mode

other conservancies, and exchange visits have resulted. How

in terms o national policy there has been much less inuencesome o this should be put down the Sans marginalized social s

within the country and region, which inhibits state interactionexception is the deense o land rights in Na Jaqna where plan

small scale arms which would dispossess the San o land destroy environmentally sensitive areas have been opposed thro

Na Jaqna Conservancy by the community. Whilst this is not pchange, it has promoted adherence to national law and a respecdemocratic processes which was not previously the case. This ac

vastly strengthened the communitys knowledge o their rightsability to interact with the state.

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Conservancy leaders literally travel villag

by village to gain the endorsement of the

conservancys membership. They either

round everybody up into one place, or wor

with three or four villages in a day: having

one meeting, driving three or four hours,

having another meeting. They just carry on

sleeping in the villages and going through t

conservancy until theyre done with the ful

consultation.

Ben Begbie-Clench, Namibia Support Unit Manager a

the Working Group of Indigenous Minorities in SoutherAfrica (WIMSA)


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Sustainability and Replication

SUSTAINABILITYhe sustainability o the Na Jaqna Conservancy depends on theeople seeing the benets o the project and wanting to be a part o

t, and the highly democratic nature o its governance is a huge actorn its desirability. This degree o participation is perhaps not the mostost-eective (so much travel requires uel and vehicle upkeep), but

n the end, sacricing the high level o democracy would prove areater barrier to sustainability than the increased monetary costs.

n addition, the Conservancys management has worked hard touild lasting relationships with their partners. As an example, the

Conservancy does not increase their contract price annually or open

yearly bid or partnership with other trophy hunting companies;hough in the short run, this may result in less o a prot or the

Kung San, the mutually benecial agreement will, over the next tenears, provide a greater and more reliable prot in the long run.

here are certainly challenges to the Conservancys sustainability,

owever. Though Na Jaqna is becoming more nanciallyndependent through its trophy hunting contract and the sale o

Devils Claw, true independence rom current donors would bring a

evel o nancial responsibility as yet unseen. The !Kung San, however,re in a unique position or success, owing to the desirability o the

ristine quality o their beautiul and remote area as a destinationor eco-tourism.

hreats to sustainability will only increase as time goes on; the needor armland and grazing area only increases with Namibias growing

opulation, and changes in behavior and migration routes o gamenimals could occur under the inuence o global climate change

major threat in such an arid region. Luckily, the !Kung San o Naaqna are strongly committed to success, or they understand the

onsequences o damaging their ragile ecosystem; they understandhat there will likely be no second chance. Community participationnd private partnerships have been the key components to Na

aqnas ongoing success, combining a democratic approach with

economic benets. Another contributing actor is the knowledthe land and environment held by the participants, which has

adapted to new ends.

REPLICATION

There has already been replication and knowledge exch

between Na Jaqna and other communities and conservanthroughout Namibia, sharing best practices in tourism activ

and land management techniques. Na Jaqna is one o the successul and well-known conservancies in Namibia, lending we

to the conservancy approach. Additionally, there is a great de

knowledge exchange with not only other communities, but Namibian society as a whole. Learning about and understan

the needs o tourists and visitors to the Conservancy has enathe !Kung San o Na Jaqna to adapt their methods in ways

are both benecial to their community and appealing to visiturther encouraging the sustainability o the project. In excha

when tourists and non-community members visit the conservathey are exposed to an oten unseen land o largely undistuecosystem lled with native plants and animal species, rather

cattle or larger-scale agriculture. This exposure urther underthe importance and eectiveness o community land managem

encouraging the growth and acceptance o the conservancy schon a wider level.

There have been a number o exchange partners, inclumutual exchanges with Nyae Nyae Conservancy, other Nam

Conservancies and a San group rom Botswana. Na Jaqna sta visited a number o Conservancies in northern Namibia, and

San groups in Angola.

There are barriers to knowledge exchange, primarily in the ro educational level and the steep learning curve associated successul conservancy management. However, the !Kung

community members who have a greater degree o educa


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ave been indispensible in the process o adapting and training

he community as a whole. They have become essential leaderswho possess a cultural and traditional knowledge base lackingn outsiders and the know-how to instruct and manage the

onservancy successully.

PARTNERS

he Na Jaqna Conservancy is a unique partnership between theamibian government, the World Bank, international NGOs, and

rivate business. This diverse partnership arrangement is critical orhe continued success o the project, bringing stakeholders together

rom many dierent sectors around the world. In this way, globalxpertise melds with local on-the-ground knowledge to create a

ustainable and replicable initiative.

Most critical in this partnership is the support o the Namibian

overnment, the UNDP GEF-Small Grants Program, internationalGOs, and Eden Trophy Hunting (a privately-owned business). Other

artners include:

Working Group o Indigenous Minorities in Southern Arica(WIMSA)Ministry o Environment and Tourism

World Wildlie FundDED (German Development Service; now GIZ)

Namibian Association o Norway (NAMAS)


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Equator Initiative

Environment and Energy GroupUnited Nations Development Programme (UNDP)304 East 45th Street, 6th Floor

New York, NY 10017Tel: +1 646 781 4023www.equatorinitiative.org

The United Nations Development Programme (UNDP) is the UNs global development network, advocating or change onnecting countries to knowledge, experience and resources to help people build a better lie.

The Equator Initiative brings together the United Nations, governments, civil society, businesses and grassroots organizati

o recognize and advance local sustainable development solutions or people, nature and resilient communities.

2012 by Equator Initiative

All rights reserved

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FURTHER REFERENCE

NACSO. 2010. Namibias communal conservancies: a review o progress and challenges in 2009. NACSO, Windhoek.http://www.nacso

na/SOC_2009/index.php

Suzman, J. 2001. An Assessment o the Status o the San in Namibia. Legal Assistance Center. http://www.equatorinitiative.org/ima

stories/2008winners/NA_Jaqna_Conservancy/sannami_na_jaqna.pd
http://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.nacso.org.na/SOC_2009/index.phphttp://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348163702.pdfhttp://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348261012.pdfhttp://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348151517.pdf

case studies undp: n≠a jaqna conservancy, namibia

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