Growing the Wealth of the Poor - World Resources Institute

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W O R L D R E S O U R C E S 2 0 0 8160THIS CHAPTERIn this chapter, we build on the basis of the case studies in Chapter 3,first deriving cross-cutting lessons from the cases, and then lookingbeyond the community level to examine several national-level actionsnecessary to create an enabling environment for scaling up naturebasedenterprises. The chapter:■ Derives seven cross-cutting lessons from the case studies in Chapter 3.■ Looks at the need to make rural markets more amenable to smallnature-based enterprises by confronting elite capture, encouragingcompetition, and rectifying tax and regulatory regimes that discriminateagainst these enterprises.■ Examines the rationale for providing technical, research, and marketingassistance to rural enterprises.■ Argues that representation of rural concerns in national legislaturesmust improve markedly if the current marginalization of rural producersin national policy is to change.■ Argues that government line agencies must reorient their missions toemphasize service and to embrace community participation inresource management decisions.■ Presents the case for a different approach to rural infrastructuredevelopment—a community-driven approach specifically attuned tolocal needs.■ Examines current trends in rural finance and the government’s role inmaking sure adequate financing and insurance are available forsmall and medium-size enterprises.Extracting Insights from the CasesThe cases in Chapter 3 give a tangible expression to the powerof giving communities a stake in managing their ecosystemassets, of providing for long-term and comprehensive capacitydevelopment of ecosystem enterprises, and of creating politicallinkages and commercial networks to nurture theseenterprises. The cases also contain a number of more nuancedinsights into the success of nature-based enterprises and thefactors that allow them to scale up.1. Resource Tenure Need Not Be Perfect to be UsefulOne of the biggest catalysts for new and scalable ecosystementerprises is a change in the resource tenure situation. Theprospect of gaining new or more secure resource rights is oftenmore important than the precise form that tenure takes. Thatsaid, the details of the tenure situation do affect the ultimatesustainability of an ecosystem enterprise. In addition, theability to initiate a change in tenure can be a powerful act ofcommunity empowerment.Access to resources is the bedrock of nature-based enterprises,and tenure enshrines this access in law and practice. The casestudies make it clear that a variety of different tenure modescan underpin scaling up, though each mode has strengths andweaknesses. In Namibia, for example, conservancies did notoffer an unlimited set of resource rights, yet the rights they didoffer connected well with opportunities for viable enterprisesand with traditional livelihoods. But the more important factorwas that conservancies offered a ready vehicle for indigenouscommunities to use their new tenure rights to their advantage—somethingthey had never had a chance to do before.They offered a new and powerful set of incentives for land useand enterprise.Likewise, in Bangladesh the chief building block of theManagement of Aquatic Ecosystems through CommunityHusbandry (MACH) program was the opportunity it gavecommunities to gain new resource rights in the form of 10-yearleases—leases they had formerly been shut out of because ofcost. In Guatemala, the 25-year forest concessions offered theonly real possibility for forest communities to gain enforceablerights to what was until then a de facto open access forest. InFiji, communities that adopted the locally managed marinearea (LMMA) model were essentially voting to adopt a traditionaltenure regime that offered a social compact restrictingopen fishing access.In all these cases, communities had to understand and actupon the opportunity for a change in tenure made possible bya change in government policy. In Namibia, for instance,communities had to self-organize and formally apply tobecome a conservancy. The opportunity for tenure change thenbecame an organizing principle and catalyst for action.One lesson is that if communities themselves can takeadvantage of a new tenure opportunity, scaling up may bemore likely. That is because favorable tenure is the root of localdemand, and the opportunity to change tenure is rare.Communities know this. In the case of state-owned resourceslike common pool forests or fisheries, this implies that governmentsshould establish clear guidelines for how communitiesmay enter into substantive co-management arrangements thatdevolve real resource authority to them. Then governmentsmust make it clear that communities themselves have thechoice to adopt this new regime—a choice that was unavailablebefore and that rewards community initiative.
D R I V I N G T H E S C A L I N G P R O C E S SAt the same time, although many forms of tenure can beacceptable as a basis for ecosystem enterprises, the precise formthat tenure takes does have implications for the future. Not alltenure regimes embody the same level of resource rights or thesame tenure security. For example, there is no guarantee that the10-year leases the fishing communities in Bangladesh now holdwill be renewed when they expire. In Niger, the government stillholds primary ownership of many tree species, and there is noguarantee that government forest policy will not change theincentives once again for forest management. In Fiji, the governmenthas been very supportive of LMMAs but has not grantedcommunities undisputed control of their nearshore waters. Inother words, the precise form that local resource tenure takesdoes matter, insofar as it affects tenure security and benefitssharing arrangements. The details of tenure will therefore be aprincipal factor in the eventual sustainability of communityecosystem enterprises. Ultimately there is no substitute forstrong, formal tenure arrangements with resource rights welldefined in duration and geographic extent.2. High-Profile Demonstrationsand Communication Help Scale Up DemandAs a catalyst for local demand and commitment and as away of generating government and donor support, the powerof a high-profile pilot project or demonstration that showsobvious and quantifiable benefits cannot be overestimated.Scaling up will not occur without good communication ofsuccess stories.One of the clearest roles that central governments and donorscan play in the scaling up process is creating channels to spreadthe successes of local enterprises and intermediary supportorganizations (ISOs). Time and again, demonstration has beenshown to be crucial to both quantitative and political scaling up.Exchange visits that allow residents of outside villages to inspectsuccessful community-led ecosystem enterprises are one of themost effective ways to inspire demand. Seeing results on theground and meeting the people behind these results helps potentialadopters to orient themselves and relate their own situationsto the social and geographic situation of the demonstrationproject. This allows them to build a vision of their own, toaddress pertinent questions, and to argue convincingly to othersback in their home villages.161
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BOX 1.2 WHAT IS SCALING UP?10In gen
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Scaling up environmental enterprise
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OWNERSHIPW O R L D R E S O U R C E
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OWNERSHIP66give marginalized groups
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CAPACITYW O R L D R E S O U R C E S
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CAPACITY80W O R L D R E S O U R C E
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BOX 2.5LOCAL EMPOWERMENT, UPWARD IN
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CAPACITY86W O R L D R E S O U R C E
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CONNECTION96W O R L D R E S O U R C
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BOX 2.6CURING POVERTY?TAKING ADVANT
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BOX 2.7 ETHIOPIAN COFFEE COOPERATIV
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BOX 2.7 ETHIOPIAN COFFEE COOPERATIV
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CONNECTIONW O R L D R E S O U R C E
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CONNECTION106W O R L D R E S O U R
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Nations Children’s Fund (UNICEF)
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DATA RELIABILITY AND CAUTIONARY NOT
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and Environmental Management; Austr
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R E F E R E N C E Shttp://www.water
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R E F E R E N C E S■■■■■
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R E F E R E N C E S■ Subedi, B.,
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R E F E R E N C E S■■CARE Inter
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R E F E R E N C E SChapter 3Banglad
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R E F E R E N C E SIn Mission (SIM)
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R E F E R E N C E S■■■■■
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Box 4.2■■■Larson, A., and J.
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IndexItalic page numbers refer to f
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I N D E Xcross-cutting lessons from
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I N D E XDemandconservancies as dem
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I N D E XGThe Gambiacommunity fores
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I N D E XInterAmerican Development
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I N D E XMaya Biosphere Carbon Proj
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I N D E XOrganizational scaling up,
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I N D E XScaling up, 3-45, 189-201c
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I N D E XUnited Nations Development
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UNITED NATIONS DEVELOPMENT PROGRAMM
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Growing the Wealth of the Poor - World Resources Institute

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