CANARI Technical Report No. 396

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Consorcio Ambiental Dominicano (CAD)

A decade of networking and developing strategic partnerships

to promote the conservation and participatory management of

natural resources in the Dominican Republic

Technical Report

396No.Caribbean Natural Resources Institute

Civil Society

& Governance


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Consorcio Ambiental Dominicano (CAD)A decade of networking and developing strategic partnerships to

promote the conservation and participatory management of

natural resources in the Dominican Republic

Acknowledgements:

This document was prepared by the Caribbean Natural Resources Institute (CANARI) under the Going from

strength to strength: Building capacity for equitable, effective and sustained participation in biodiversity

conservation in Caribbean islands funded by the John D. and Catherine T. MacArthur Foundation and the

Building civil society capacity for conservation in the Caribbean UK Overseas Territories project funded by

the Darwin Initiative of the UK Department for Environment, Food and Rural Affairs funded project.

The report was researched and written in Spanish by Leida Buglass and translated into English by David

Buglass. Final editing was done by Roberto Perez Rivero and Sarah McIntosh.

We are extremely grateful for the valuable input provided by members of Consorcio Ambiental Dominicano

(CAD), and particularly Sesar Rodriguez, its Executive Director, for their openness and support in describing

and analysing the development of and challenges faced by the CAD network.

Special thanks are also due to people from the organisations that partner with and support CAD for sharing

their opinions and suggestions.

Caribbean Natural Resources Institute (CANARI)Technical Report No. 396

September 2011

Citation: Buglass 2011. Consorcio Ambiental Dominicano (CAD): A decade of networking and developing strategicpartnerships to promote the conservation and participatory management of natural resources in the Dominican Republic.CANARI Technical Report No. 396. Laventille, Trinidad.

ISBN 1-890792-17-9


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Acronyms and abbreviations 4

1. Introduction -- Why this case study and why the

Consorcio Ambiental Dominicano? 5

2. Methodology 6

3. What is CAD and where did it come from? 7

4. How CAD works 9

4.1. CADs mission, vision and values 9

4.2. CADs governance structure 114.3. Membership structure and criteria 11

4.4. Areas of strategic focus 12

4.5. CADs methodology and approach 13

4.6. Coordination of the National Forum on Protected Areas 13

4.7. Financial sustainability 14

5. What has worked well - reflections from CAD members

and partners 16

6. What could work better - reflections and recommendations 19

7. Has CAD made a difference? an evaluation of the results

of its work 20

8. In conclusion 24

9. References 26

APPENDIX 1: QUESTIONNAIRE [translated from Spanish] 27

APPENDIX 2: List of interviewees and organisations who were sent

and returned questionnaires 28

Table of Contents


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ARLG Action Research and Learning Group

CAD Consorcio Ambiental Dominicano

CANARI Caribbean Natural Resources Institute

CASTA Centro de Agricultura Sostenible con Tecnologa Apropiada (Centre for

Sustainable Agriculture and Appropriate Technology)

CEBSE Centro para la Conservacin y el Ecodesarrollo de la Baha de Saman y su

Entorno Inc. (Centre for the Conservation and Eco-development of the Bay of

Samana and its Environment Inc.)COSUDE Agencia Suiza para el Desarrollo y la Cooperacin (Swiss Agency for

Development and Cooperation)

CSO Civil society organisation

DED Deutscher Entwicklungsdienst (German Development Service)

DIRENA Direccin de Inventario de Recursos Naturales (Natural Resource Inventory

Department)

EP Environmental Programme (Programma Ambiental)

GTZ Deutsche Gesellschaft fr Technische Zusammenarbeit (German Technical

Cooperation Agency)

HELVETAS Swiss Association for International Cooperation

IDEAC Instituto de Desarrollo de la Economa Asociativa (Institute of Development

Economics)

NGO Non-governmental organisation

NSPA National System of Protected Areas

PA Protected Area

PO Participating organisation

RIOD Red Internacional de Organizaciones sobre Desertificacin y Sequa

(International NGO Network on Desertification and Drought)

SDC Swiss Agency for Development and Cooperation

SEA Secretara de Estado de Agricultura (Secretariat of State for Agriculture)

UNDP United Nations Development Programme

UKOT United Kingdom Overseas Territory

Acronyms and Abbreviations

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The importance of networking and

strategic alliances in strengthening the

role of civil society in natural resource

management and biodiversity

conservation

At a time when the economic and environmentalchallenges facing the Caribbean seem more daunting thanever, civil society organisations (CSOs) are particularlyinterested in how effective networking and strategic

alliances can strengthen the voice and capacity of civilsociety and make more effective use of limited human andfinancial resources. Networking has been an importantfocus of discussion in the Action Research and LearningGroups (ARLGs) for the projects under which this casestudy is being produced.1 The experiences of ARLGparticipants in national and regional networks have beenmixed. While some have been active over a long period,many others have had long periods of inactivity or havecompletely shut down. Challenges include difficulties inestablishing an equitable governance and leadership

structure; finding effective processes of dialogue andexchange between members with different organisationalcultures; developing consensus on a common vision andon the approach to specific issues; and membersperception that securing funding for the network reduceswhat is available to their individual organisations.

Consequently, ARLG members have been particularlykeen to interact with and examine the structures ofnetworks that are functioning effectively at a national orregional level. ARLG members under the Going fromStrength to Strength project had the opportunity toparticipate in panel discussions with both Consorcio

Ambiental Dominicano and the newly-formed HaitianCSO network, Rezo Ekolo (see CANARI 2009). ARLGmembers expressed a particular interest in a case study ofCAD since they felt its history, governance structure andoperating procedures could all provide rich lessons thatcould be adopted or adapted to their own contexts.

ARLG member organisations in the Building civil societycapacity for conservation in the Caribbean UKOTs

project participated in a study tour to Bonaire where theywere exposed to the Dutch Caribbean Nature Alliance, aregional network of CSOs in the Dutch Caribbean (seeCANARI 2011a), which will also be documented in a case

study (Cooper and McIntosh 2011, in press). They alsointeracted with and had a presentation from the leader ofthe Caribbean Network of Fisherfolk Organisations(CANARI 2011b).

The unique nature of the Consorcio

Ambiental Dominicano

Within this context, the Consorcio AmbientalDominicano (CAD) stands out, not only because it hasbeen operating consistently for over ten years but alsobecause it networks both CSOs and their main

government partners, while providing a space for strategicalliances with the private sector. The fact that CAD hassystematically documented and disseminated itsachievements and procedures has not only facilitated thedrafting of this case study but again provides a usefulmodel in a region where achievements and valuablelessons are often overlooked because there is no lasting oraccessible record of them.

1. Introduction Why this case study and why

Consorcio Ambiental Dominicano?

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1 For more information on the projects in question and the Action Research and Learning Groups see http://www.canari.org/civil.asp

ARLG members meet with staff and stakeholders atReservaCientifica Ebano Verde, managed by CAD member Progressio


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This case study was developed through a mix of primary

and desk research, notably: review and analysis of a CD from CAD entitled

Sistematizacin de Exper iencia del ConsorcioAmbiental, which contains documents and other mate-rials related to the creation of CAD and its subsequentdevelopment;

review of questionnaires completed by CAD memberorganisations and some of CADs partners and benefi-ciaries (see Appendix 1 for questionnaire andAppendix 2 for full list of those who returned the ques-tionnaire and/or were interviewed);

phone and Skype interviews to clarify points that werenot clear from the questionnaires;

opportunistic discussions with CAD members at eventsat the ARLG meeting held in the Dominican Republicunder the Going from Strength to Strength project;and

review and analysis of presentations made by represen-tatives of CAD at ARLG meetings.

2. Methodology

CAD members working on a group exercise at the first CANARIARLG meeting

CAD members work on a communication strategy during an ARLG meeting


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CAD was legally incorporated as a non-profitorganisation in February 19992. However, its origins dateback to a programme started in the early 1990s by theSwiss Agency for Development and Cooperation (SDC) tosupport environmental initiatives around the world. In1991, SDC funding stimulated the development of theEnvironmental Programme (Programa Ambiental), whichwas designed to seek solutions to the problems affectingnatural resources and biodiversity in the DominicanRepublic. The EP sought to promote conservationstrategies and sustainable use of natural resources, whiletaking into account the economic realities, rights andlivelihoods of local people.

The EP was underpinned by a cooperation agreementbetween the following entities, which were called theParticipating Organisations:

International cooperation sector

Swiss Association for International Cooperation(Helvetas); and

German Development Service (DED3).

Government agencies

Natural Resource Inventory Department (Direccinde Inventario de Recursos Naturales [DIRENA] ofthe Secretariat of State for Agriculture (Secretara deEstado de Agricultura [SEA]);

Wildlife Department (Direccin de Vida Silvestre ofSEA); and

Dr Rafael Ma. Moscoso National Botanical Garden.

Non-governmental organisations

Fundacin para el Mejoramiento Humano (oftenknown as Fundacin Progressio);

Fundacin Loma Quita Espuela;

Grupo Jaragua Inc.;

Centro para la Conservacin y Ecodesarrollo de laBaha de Saman y su Entorno Inc. (CEBSE); and

Centro de Agricultura Sostenible con Tecnologa

Apropiada (CASTA).

Helvetas provided funding from Agencia Suiza para elDesarrollo y la Cooperacin (COSUDE) resources andtechnical expertise. DED provided technical support inthe form of experts, who worked in government agenciesor non-governmental organisations (NGOs) to helpexecute environmental projects and deliver specificproducts, which contributed to enhancing the capacity ofEP members and the EP as a whole.

By working together on a consistent basis under theumbrella of the EP, the government agencies and CSOs

became used to collaborating on environmental issues anda certain degree of mutual trust and respect was built.Also, through implementing EP projects together, theParticipating Organisations were able to identify anddocument what worked best in terms of inter-institutionalcooperation to maximise project impacts and efficient useof the pooled capacities and financial resources.

Toward the end of the final phase of the EP in 1998, aninternal and external review and evaluation wereconducted. The aim was to use this as a basis forinstitutionalising and Dominicanising the programme

in order to assure its long-term sustainability. During thereview process the idea emerged of creating anenvironmental consortium that could continue toimprove the project management skills, promote greaterunity in the environmental sector and more effective inter-institutional collaboration as well as reducing dependenceon international agencies (CAD-Helvetas 2006).

3. What is CAD and where did it come from?

2 Under Executive Decree 49-99 and governed by the provisions of Act No. 520 of 26 June 1920 and its amendments.

3 Now incorporated into Gesellschaft fr Internationale Zusammenarbeit (GIZ)


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The membership of CAD differed slightly from thefounding organisations because several of the governmentagencies had been merged into a new Ministry of theEnvironment and Natural Resources; the internationalcooperation agencies were no longer formal members; andtwo new CSOs were added. The current membership ofCAD is shown in Box 1.

Under CADs constitution, international cooperationagencies that wish to associate themselves with CAD canbecome solidarity partners, with a voice at meetings butno vote. In the early stages, Helvetas and DED remainedinvolved but neither organisation now operates in theDominican Republic.

Box 1: Current members of CAD

Government agencies

Ministry of the Environment and Natural Resources4

Dr Rafael Ma. Moscoso National Botanical Garden.

Non-governmental organisations

Fundacin para el Mejoramiento Humano (Fundacin Progressio);

Fundacin Loma Quita Espuela;

Grupo Jaragua Inc.;

Centro para la Conservacin y Ecodesarrollo de la Baha de Saman y su Entorno Inc. (CEBSE);

Centro de Agricultura Sostenible con Tecnologa Apropiada (CASTA);

Instituto de Desarrollo de la Economa Asociativa (IDEAC); and

Programa Ecomar.

4 DIRENA and Wildlife Department were integrated into the Ministry of the Environment.

A delegation from Helvetas-Haiti visiting a CAD project. Promoting ecotourism activities in the Biosphere ReserveJaragua-Baharuco-Enriquillo


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4.1. CADs mission, vision and values

CADs mission is to promote and implement environmental

solutions on the basis of the experience and expertise of its

members and partners, with a view to improving the quality

of the environment and livelihoods of the community (CAD

2003a). CADs activities may therefore be initiated and

supported not just by its members but also by strategic

partners. Indeed, CAD sees itself as a partnership of

organisations from the government, civil society and private

enterprise working to conserve the environment and natural

resources in the Dominican Republic (CAD PowerPoint

presentation in CANARI 2008).

4. How CAD works

Figure 1: CAD Organisational Structure

Technical Development

Programmes

Progressio Casta CEBSE Ideac Loma Quita Espuela Grupo Jaragua Ecomar Jardn Botnico Ministerio de MedioAmb. Rec. Naturales

International

Organisations

Advisors

Project

Steering Committees

General Assembly of Members

Executive Director

Board of Directors

Marketing, Sales and

coordination of services

Financial

Management

Administration

and Finances

Technical

Documentation Centre

Environmental Education

Natural Resource Management

Env. mgt. & natural resources

Sustainable Agriculture

Ecotourism

Sustainable Natural Resource Mgt.

Biodiversity and protected areas

Environmental Mgt.

Research

Environmental PolicyExecutive Members

Community Development


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Governancecomponent

General Assembly of members

(Asamblea General de Socios)

Board of Directors

Consejo Directivo

Project steering committees

Executive Director

Advisors (asesorias)

Elect the Board (Consejo

Directivo)

Approve and/or modify by-laws

and organisational structure

Define organisational mission and

policy

Address issues brought to it by

the Board of Directors

Supervision of the Executive

Director

Helping the Executive Director tosecure funding

Promoting CADs good image

Approving the annual reports,

Authorising the hiring of auditors

Commissioning external

evaluations

Project coordination

Project monitoring and evaluation

Responsible for inter-institutional coordination

(between members and with

strategic partners)

overseeing all administrative and

financial functions

fundraising

coordinating training activities and

events

monitoring and evaluating

projects, plans and other activities

public relations and advocacy

coordinating work undertaken by

advisers and consultants

any other tasks assigned by the

Board or the President.

(Adapted from CAD 2003b)

Provide expert advice as needed

All executive members5 are

automatically part of the General

Assembly.

Comprises President, Vice-President,

Treasurer, Secretary and three

ordinary members who are elected bymembers of the General Assembly for

2-year renewable terms.

Appointed by the Board.

Comprises members and external

experts, as needed.

Appointed by the Board.

Reports to Board and specifically to

the President.

CAD secretariat/head office currently

located in Santo Domingo but

statutes make provision for it to be

situated elsewhere.

Function Comments

5 Executive members are those that pay membership dues and are bound by the duties and obligations laid out in CADs statutes and the resolutions of the

General Assembly. They are the only members entitled to vote on policy issues. They are also sometimes referred to as active members (socios activos).

Table 1: CAD governance components and functions


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CADs statues state that it: operates as a non-profit organisation; creates and facilitates strategies and solutions in the

environmental sector oriented towards supporting itsmember organisations;

is not affiliated with any political party or religiousagenda;

works with institutions and not with individuals; and does not execute projects directly, but rather through

its members and strategic partners.(summarised from CAD 2003b).

4.2. CADs governance structure

CADs governance structure is described in Table 1 andFigure 1.

4.3. Membership structure and

criteria

CADs membership is made up of the following categories:

founding members (see Section 3); executive (voting) members (see footnote 5). Founding

members also fall into this category; solidarity (non-voting) partners: individuals, institu-

tions and legal entities (companies), also sometimesreferred to as strategic partners, who have no right tovote; and

honorary members (non-voting): individuals, institu-tions and legal entities (companies) appointed becauseCAD members hold them in high esteem or believethey will add value to the organisation. They have the

right to speak but not to vote.

The criteria for becoming an executive member are set outin CADs statutes and include: sharing CADs mission, vision and goals; being a legally constituted organisation; having professional and administrative credibility; and having proven expertise and capacity to manage proj-

ects.(CAD 2003b)

Governancecomponent

Operational Administration

and Support

Operational - Programmes

Marketing, sales, coordinating

environmental services

Running the Technology

Documentation Centre

Administration and finance:

- bookkeeping and budgeting

- managing archives and

correspondence

- general services

Technical development

(environmental education,sustainable agriculture,

ecotourism and natural resource

management)

Environmental management

(sustainable management of

natural resources, biodiversity and

protected areas)

Research

Community development

Dissemination of environmental

policy

2010 staffing (in addition to Executive

Director) was:

accountant,

administrative assistant,

specialist for moderating the

National Forum on Protected

Areas (see Section 4.6).

Programmes developed and

implemented by CAD members andstrategic partners.

Function Comments

Table 1 (continued): CAD governance components and functions


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Applicants for executive membership are evaluated by theBoard, which then decides whether to admit the applicant.The registration and membership fees are set by the Boardand approved by the General Assembly. Oncemembership has been approved, the new executivemember must pay a one-time registration fee of the

equivalent of USD 2500 to CADs Fondo Patrimonial(Endowment Fund, see Section 4.7) (CAD 2003b)

4.4. Areas of strategic focus

CADs main focus at present is the sustainablemanagement of natural resources, with an emphasis onecosystem-based management, throughout theDominican Republic but with special attention to theborder zone with Haiti.

CADs activities focus mainly on protected areas, bufferzones and surrounding communities. It also works in the

places and regions where its members and partners work6,in order to: promote tried and tested sustainable environmental

management practices and strategies; and implement activities that promote ecologically sustain-

able development while respecting socio-cultural tradi-tions;

mobilise participation from communities and privateenterprise in environmental management;

promote greater collaboration between environmentalorganisations to achieve synergies in protecting theenvironment;

contribute to increased awareness and application of

the national policy framework for sustainable manage-ment of natural resources;

contribute to strengthening the management andoperational capacities of its members; and

contribute to environmental conservation and sustain-able management of natural resources and the envi-ronment.

(extracted from CANARI 2008)

CAD describes its activities as taking place at the micro,meso and macro levels (see Figure 2 below). CADsCurrculum Institucional (CAD 2008) states that IfCADs activities take place at the meso level, it means theyimpact both at the micro and macro level. At the macrolevel, we are involved with government agencies and theprivate sector. At the meso level, we work with otherrelevant organisations. And at the micro level, we areaddressing the majority of the target population orbeneficiaries of the activities. At the micro level, weoperate through our members and other implementing

Figure 2: Operating at the macro, meso and micro levels (extracted from CANARI 2010)

6 Jarabacoa, Constanza, Villa Altagracia, Ban, Saman, Nagua, San Francisco de Macors, San Jos de Ocoa, Oviedo, Sierra de Neyba and Sierra de

Barohuco.

Strategic partners

International organisationsGovernment ministries Environment/ Education

Parliament

Universities

Members are all environment/conservation

oriented

ALIANZAS(alliances/partners)

SOCIOS

(members)

CAD

Secretariat

MACRO

MESO

MICRO


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organisations. From the meso level, the consortium has amultiplier effect, working through existing structures.

CADs strategic partners play an important role incontributing to the achievement of CADs goals. In its

operating procedures, strategic partners are described asinstitutions or individuals with relevant capacity andexperience who can positively facilitate or enhance theimplementation of activities, projects, consultancy servicesand achievement of CADs goals (CAD 2003a). They arenot members and therefore not governed by the statutes.They are not entitled to the benefits or subject to theresponsibilities of membership. They can be identifiedand/or recommended by CAD members or by otherstrategic partners. They can also approach CAD directly.However, any joint activities with CAD must be approvedby the Board. CAD mainly targets the following for

strategic partnerships:

environmental organisations, both public and private,national and international; and

private companies with an environmental remit.

An example is CADs partnership with The NatureConservancy to implement projects on biodiversityconservation, including improving the conservation ofbirds and their habitats (with an emphasis on migratorybirds); management of invasive species, establishment ofplantations and forest nurseries in the Las Neblinas forest(CAD 2008).

4.5. CADs methodology and

approach

CADs approach and methodology to implementing itsareas of strategic focus are described in its CurrculumInstitucional as: developing a proactive organisation that networks

environmental institutions capable of sustaining them-selves over the long term;

networking and strengthening partnerships betweengovernmental and non-governmental agencies and

international cooperation agencies with an environ-mental remit;

developing strategic partnerships that support CADsvision and mission;

strengthening a coordinated system for planning,implementation, monitoring and evaluation;

acting as network coordinator between key stakehold-ers, such as government agencies, municipal authori-

ties, NGOs, private institutions and communities (inthe case of co-management) and

adopting a regional approach to benefit from opportu-nities to develop activities on the management andconservation of the environment in collaboration withHaiti and other neighbouring Caribbean countries.(CAD 2008).

4.6. Coordination of the National

Forum on Protected Areas

CADs coordination of the National Forum on ProtectedAreas (NFPA) exemplifies many of these approaches andthe NFPA is another example of effective collaborationbetween governmental, non-governmental and otherorganisations.

The NFPA was established in 2005 as part of the processof developing a National System of Protected Areas(NSPA). It was recognised that existing protected arealegislation (Protected Areas Act 202-04 passed in 2004)contained so many serious errors and technical and legalinaccuracies that it was hindering the development of theNSPA. The NFPA was therefore created to providesupport for formulating NSPA policy and a public spacefor discussion and analysis of, and consultation on, issuesrelating to the management of protected areas.

The aim of the NFPA is to promote a closer relationship

between the government and civil society with regard tothe management of protected areas. It also has otherobjectives, such as: ensuring that there is a participatory and transparent

mechanism for planning for and monitoring and eval-uation of the NSPA;

promoting a public mechanism for monitoring, evalu-ation and validation of policies relating to protectedareas; and

keeping everyone who is interested, informed aboutNSPA (CAD-GTZ 2007).

The NFPA website7 describes the Forum as a permanentspace for discussion enabling civil society organisationsand key stakeholders at a national level to contribute to theconsolidation and management of the NSPA. It offers anunprecedented opportunity in the country in that its userssee it as a platform for advocacy, consultation androundtable discussion on matters of fundamental publicinterest, grounded in principles of openness, diversity andtransparency. The NFPA facilitates discussion in which

7 (http://www.foroap.net.do/)


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the public can take part virtually, by signing upelectronically, and in person by taking part in meetingsand activities in different parts of in the country. In 2007,

the FNAP webpage was accessed on average eight timesper day, or an average of 240 times a month and 2880times per year. And the number of members had grownfrom 80 at the outset to 277. (CAD-GTZ 2007).

The NFPA was established with financial and technicalsupport from the German Gesellschaft fr TechnischeZusammenarbeit (GTZ). The Instituto Tecnolgico deSanto Domingo (Technological Institute of SantoDomingo) provides logistical support for face to facemeetings, while the El Centro para el DesarrolloAgropecuario y Forestal (Centre for Agricultural andForest Development) hosts the website and providesrelated technical support. The Ministry of theEnvironment, through the Department of ProtectedAreas, also provides technical assistance.

Figure 3 outlines the structure of the NFPA.

4.7. Financial sustainability

CAD has established two funds (fondos) that directlysupport the long-term financial stability of the

organisation and is involved in two others, which aremechanisms that provide long-term support to itsconservation and sustainable livelihoods objectives:

Fondo patrimonial

The fondo patrimonial operates like an endowment ortrust fund which was funded initially by the membershipfee of DR pesos 100,000 (USD 2700 at current rates) thateach member must pay to join CAD. In the early years,CAD also put the surplus from projects and consultingservices into this fund. The capital was used to buycertificados de inversin (bonds) to generate interest tocover operating costs. However, neither the capital northe interest was touched for several years, allowing the

principal to increase in value significantly over 3-4 years.Subsequently money from thefondo patrimonial was usedto purchase CADs current off ice. This has alsoappreciated considerably in value and is now estimated tobe worth USD 200,000, with the cash value of the fundcurrently at around USD 130.000. As operating costs arenow much lower as a result of not paying rent, and withinterest rates in the Dominican Republic comparativelyhigh, the interest on the fondo patrimonial, which istransferred to the Operating Fund (see below), has been

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Figure 3: Structure of the NFPA

Key:Ayuntamiento: City Council

DGII: Directorate General of Internal Revenue

SEA: Ministry of Agriculture

SECTUR: Ministry of Tourism

SEMARN: Ministry of Environment and Natural

Resources

National Forum on Protected Areas

Coordinating

CommissionSteering Committee

Forum

Electronic

List

Ad-hoc commissions

Thematic Commitees

Register

Directory

Cyber library

Agenda

Etc.

Moderating

Organising activities

Coordinating

Ayuntamiento, DGII,

SEA, SECTUR,

SEMARN


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able to cover up to 40% of the core operational costs thatare not covered under projects.

The Board acts as trustee for the fund and decides how themoney is invested and used. The decision has to beapproved by the General Assembly, which has the lastword on how to maintain the real value of the endowmentfund.

Fondo de Operacin (Operating fund)

The money in the operating fund is used to cover day-to-day operational expenses. It comprises the interest fromthefondo patrimonial (40%) and the sums budgeted underprojects and consultancies (60%) for the CAD Secretariatsadministrative and operational expenses and, in somecases, a portion of the Executive Directors salary. If aconsultancy makes a surplus, it is now retained in theoperating fund. The interest from thefondo patriomonialis also used to finance the NFPA (see Section 4.6).

Fondo social

Thefondo social (social fund) is a revolving fund for micro-credit loans, which currently has capital of about DRpesos1 million (USD 26,200). It was created as anoutcome of a project called Sustainable Management of

Natural Resources in Sierra de Bahoruco executedbetween 2003 and 2006. The project involved grants tosupport initiatives that would benefit local communitiesand a micro-credit scheme for micro-enterprises focusingon agriculture and food production. The legacy of thelatter was the fondo social, which is managed by CADmember, IDEAC. The loans made under this fund arerevolving and are intended to strengthen community

initiatives in Sierra de Bahoruco. Recipients include pigfarmers and small associations or enterprises producingcoffee, honey and yoghurt.

Fondo Zorzal

CAD is also in the process of co-establishing the FondoZorzal (Thrush Fund), which it describes as a fondo dehermandad (brotherhood fund), with the help of the U.S.Fish and Wildlife Service for the Two Worlds One BirdCarbon Project8 to conserve the Bicknell's thrush (catharusbicknelli), a rare, threatened songbird that breeds in highelevation areas of eastern Canada and the U.S. andwinters in the mountainous forests of the Dominican

Republic, Haiti, Jamaica, Puerto Rico, and Cuba(http://www.bsc-eoc.org/organization/newsarchive/11-19-10.html).

The objective of this fund is to finance research on andmonitoring of the Bicknells thrush in the DominicanRepublic. The fund received seed capital of USD2,500from the Vermont Center for Ecostudies. This is beingsupplemented by an innovative scheme operated by the icecream company, Helados Bon. In November 2010,Helados Bon created a special conservation ice-cream,Choco-Maple, directly inspired by the Bicknells Thrush.

The flavour captures elements from the thrushs breeding(maple) and wintering (chocolate) ranges, and thechocolate is organic (http://www.bsc-eoc.org/organization/newsarchive/11-19-10.html). A contribution of 20% of theprice of the ice cream is transferred to the Fondo Zorzal.Helados Bon also issues special choco-maple bonds(bonos choco maple), which can be purchased bycustomers, with each one providing a direct contributionof about USD 4 to the fund.

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8 See http://www.dominicanaonline.org/DiccionarioMedioAmbiente/es/documentos/pago_Proyecto_Zorzal_Republica_Dominicana.pdf).

Coffee produced by a women-led micro-enterprise (Cafe Baharuco) Community-managed nursery for endemic plants, Sierra de Baharuco


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In the interviews and questionnaires, a number ofcommon themes and catchphrases emerged to describeCADs main areas of success; these are used below todescribe what has worked well.

Unity in diversity - developing and

internalising a shared and unifyingidentity

As part of the transition from the externally-funded andadministered EP to a nationally-owned, Dominicanisednetwork, members had to develop consensus on: the new structure of the network; a mission and unifying vision compatible with the

strategic focus of each of the members; how to foster transparent inter-agency cooperation;

and how to coordinate the networking and collaboration

between members and make best use of their respec-tive areas of expertise, skills and capacity.

This process - and the decisions taken - acted as animportant unifying mechanism, which underpins much ofhow CAD operates today. Members see CAD as a unifiedorganisation, yet one in which member organisations canretain their different cultures and at times disagree onspecific issues, without this derailing the core commonpurpose to which they are all committed.

Tolerance and valuing differences a

culture of mutual respect

CAD has successfully overcome the challenge of havingmember organisations with different priorities and areasof strategic focus based on diverse philosophies, missionsand visions. It has done so by promoting a culture oftolerance and mutual respect, which recognises that thereis value in having diversity within the network. When youpractice tolerance within CAD, this is not seen as aconcession, condescension or indulgence but rather as aform of respect, acceptance and appreciation of the rich

diversity that makes up the organisation (CAD member2010, pers.comm). CAD members have also come torecognise that accepting constructive criticism can lead topositive change that benefits everyone.

At the second Going from Strength to Strength meeting in2009, another CAD member noted that respecting the

individuality of each of the member organisations hasbeen and will remain the key to CADs existence. Itsabout an attitude that gives due consideration to ourdifferences, that is willing to accept ways of being andworking that differ from ones own, that acceptsplurality..It is not a matter of allowing something badbut rather considering different and legitimate points ofview, changing your mind in a legitimate conflict ofinterest..And as conflict is inherent in theenvironmental sector, tolerance is a very valuable attributewhich has to be fostered in CAD (CAD member, pers.comm. 2010).

Another key contributor to effective relationships ismembers flexibility and willingness to work together inteams. Depending on the circumstances, a team may actboth as an operational team (coordinating work andimplementing activities) and as a mediating team(resolving problems and identifying and mediatinginternal and external conflicts).

Straightforward rules preserve

friendship transparency in actions

and between members

CAD has recognised that the commitment to unity andmutual respect needs to be underpinned by clear policiesand procedures both for individuals and memberorganisations. Consequently, members drafted theReglamento de Funcionamiento del CAD (operatingprocedures) in 2003, which remain in force today.

In the words of one of its partners, this has enabled CADto manage a very complex space that admits actors withconflicting opinions on the same issue and f ind a way to be

5. What has worked well - reflections from CADmembers and partners


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the point of equilibrium and generate respect for othersopinions (member of partner organisation, pers. comm.2010). The structure of CAD has also led to the openingof a space for inter-sectoral dialogue on the issue ofenvironmental management (member of a partnerorganisation, pers. comm. 2010).

Not losing sight of its strategic

objectives CAD has remained true to

its mission and principles

From the outset, CAD clearly defined not only strategicobjectives but also some cross-cutting approaches andprinciples that should underpin all its programmes andprojects. These include co-management, participation,gender sensitivity and inter-institutional cooperation.CAD also incorporated its key strategies into theorganisations formal rules and operating procedures anddeveloped mechanisms to regularly monitor theirimplementation. This has helped CAD and the individualmember organisations to stay focused on activities thatsupport CADs mission. It also resulted in CADdeveloping and maintaining a clear and consistent publicimage.

Recognising that the whole is greater

than the sum of its parts- the value of

exploiting synergies

CADs active promotion of inter-agency cooperationbrings together organisations with complementary skillsand approaches to collaborate on achieving commonobjectives. This pooling of capacities and resources isdesigned to achieve more effective project implementationand results. Or, as one interviewee put it, [CAD is] aspace for synergy, where the results achieved by theconsortium are greater than what could have beenachieved through the individual efforts of each of themembers (CAD member, pers. comm. 2010). Promotingcooperation between agencies and sectors has also

contributed to raising CADs profile. A similar philosophyis reflected in the promotion of internal collaborationbetween members where CAD also seeks to exploitmutually beneficial synergies.

Creating strategic alliances that

support CADs mission and promote

significant change in the environmental

sector

CAD has established important alliances with the privatesector. Before establishing this type of strategicpartnership, CAD tries to ensure that the relationship willsupport its mission and result in both CAD and thepartner organisation enhancing their roles as effectivechange agents and advocates for the environment. Thesealliances have resulted in additional capital for investmentin environmental conservation. There has also been aspin-off benefit to CAD in terms of access toentrepreneurial expertise in areas such as businessplanning and effective administrative procedures, some ofwhich are still gaps in theMenu Tecnolgico (see below).

A good example of such an alliance is the partnership withthe ice cream company, Helados Bon (Eco-Bon),facilitated by CADs president, who is also the President ofthis company. Helados Bon organised an exhibition inMarch 2009 to raise awareness of the importance ofconserving the environment and natural resources and torecognise the contribution of certain participants(including CAD and the Ministry of the Environment) incontributing to the conservation ofLoma Quita Espuela,an important montane cloud forest reserve.

CAD is also involved with a range of partners through itsmembership of commissions and working groups in theenvironmental sector, such as: National Steering Committee for the United Nations

Development Programme (UNDP) GlobalEnvironment Facilitys Small Grants Programme;

Inter-agency Expert Group to Combat Desertificationand Drought;

Network of Non-Governmental OrganisationsCombating Desertification and Drought (where CADacts as alternate focal point);

Coordinating Committee for the Forest Dialogue

Forum; National Dominican Commission for United NationsEducation, Scientific and Cultural Organisation(UNESCO), Sub-Commission of Life Sciences;

National Committee of the International Union for theConservation of Nature;

Climate Change Group; Dominican Republic Coalition for Principle 10; and Important Bird Area Committee.

9 For more detailed information on the Menu Tecnolgico, see CAD-Helvetas 2006, which describes the origin, planning and documentation of the tools and

methods.


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Developing, testing and sharing tools

and methods the Menu Tecnolgico

The Menu Tecnolgico9 is a set of tools and methods,based on tried and tested sustainable practices in areas

such as ecotourism, sustainable agriculture, capacitybuilding in community-based management of naturalresources and environmental education. Many of thesetools and methods have been enshrined in handbooks andguidelines, which are then used by CAD members andtheir partners in their training and consultancies. TheMenu Tecnolgico draws on the specialist expertise ofCAD members, partners and other organisations andtheir practical experience, particularly that derived fromthe EP. For example, CEBSE shared its expertise incommunity-based ecotourism and Progressio itsexperience of protected area and natural resource

management.

The purpose of the Menu Tecnolgico is to facilitate thesharing and transfer of the tools and methods to others. Tosupport the initial stage of the process, CAD created atransfer fund to cover training costs and provide smallgrants to support activities at the community level.

The round table approach where

everyone has an equal voice

CAD has instituted a round table approach to discussions

among members or at Board level, so-called because thelegendary knights who sat at the roundtable were allequal. There was no leader, unlike at other mediaevaltables. There is no privileged position at a roundtable, andfor this reason no one individual or organisationdominates the others. (CAD member, pers. comm. 2010).

CAD has found that this strategy promotes active listeningand continuous dialogue and helps create understandingacross organisational barriers and cultures. It disarmsopposition to new approaches, reduces scepticism andmistrust and, above all, reduces the normal powerimbalances between government agencies and NGOs.

Members have become less concerned about issues such asloss of control or having to admit their mistakes in a publicforum, resulting in greater focus on the common goals andtrying to negotiate areas of difference. And the round tableapproach helps to keep communication flowing betweenmembers even when they disagree.

Being visible raises CADs profile the

value of documenting and

disseminating CADs experiences

CAD has systematically documented its experiences andprocesses at each stage of its development, and continuesto do so. As well as learning from these internally, it hasdisseminated the lessons learned and its tried and testedtools and methods, for example, through its CD on theSistematizacin de Experiencia del Consorcio Ambiental,and the Menu Tecnolgico. This strategy has resulted inCAD having a high profile both in the DominicanRepublic and the wider Caribbean.

CADs private sector partnerships

bringing an entrepreneurial approach

to conservation

CAD has benefitted from having a businessman as itsPresident, who has played a key role in creating strategicalliances and partnerships and developing innovativeprojects in support of CADs objectives. He is elected inhis capacity as President of the Fundacin Loma QuitaEspuela (CAD founder/executive member) but he is alsothe President of the La Loma company, which sells

macadamia nuts produced by farmers in the buffer zone ofthe Loma Quita Espuela protected area as part of anorganic agro-forestry initiative. He is also the President ofthe Empresas BON group, where he has applied hisentrepreneurial skills to the development of innovativeinitiatives such as theEco-Bon (Eco-Bond) and the choco-maple ice creams sold in support of the Fondo Zorzal (seeSection 4.7).

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Panel discussion with CAD members at the second CANARIARLG meeting


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CAD needs to strengthen its fundraisingcapacity and clarify the respective

fundraising roles of the executive and the

individual members

CADs financial sustainability emerged as an area ofconcern in the interviews and surveys. While continuousstrategic fundraising is clearly essential to CADs long-termfinancial sustainability, an interviewee noted that "One ofCADs weaknesses is the lack of member participation in theprocess of developing CAD into a self-sustainingorganisation (CAD member, pers. comm. 2010). Thepriority accorded to fundraising was also perceived to be low

in comparison with other strategies, such as developingstrategic alliances, leading one interviewee to complain thatCAD appears to dedicate itself more to the outside worldthan to its members (CAD member, pers. comm. 2010).

This situation is compounded by the sense that members arederiving fewer tangible financial benefits than in the dayswhen funding came to them directly from the EP. It seemsthat the members expect CAD to work like the EP, forgettingthat CAD is its members, said one representative of amember organisation (CAD member, pers. comm. 2010)while another noted, I think it is not so much a case ofwhat can CAD do for us, but rather what we can do for

CAD. It is not a separate entity, it is the union of all of us andwe ought to use this platform with intelligence (CADmember, pers. comm. 2010).

Greater clarity is therefore needed on what is best done bythe network as a whole and what by individual organisations;how funds will be raised for the network (e.g. is it the role ofthe Executive Director alone or also the Board as indicatedin organisational documents; is there a need for aprofessional fundraiser or new skills to be built); and howfunds will be allocated when they are received (for example,the proportion retained for central administrative functionsversus the amounts disbursed to members/projects). It would

also be useful to review CADs fundraising strategy to ensureit is adequately diversified and not overly dependent on anyone donor or sector as well as its financial managementsystems.

CAD needs to review its strategic focus in

light of changes in the external

environment

One member commented, CAD has played an importantrole in the environmental sector of the Dominican Republic

because it influenced and continues to influenceenvironmental national policy and legislation as well asconservation strategies. However, it is necessary to re-evaluate the institution, to define and re-orient activities witha greater impact both with respect to the areas of activities ofthe members as well as in others of national interest. CADneeds to be redesigned to ensure its relevance in the face ofthe dynamic changes occurring in the environmental sector(CAD member, pers. comm. 2010).

Another characterised this as a need for a comprehensivereview of CADs focus, We have to meet, review and reviseCADs plans and programmes, analyse where we are and

where we want to go, whether we all want to stay, analyseapplications to join. We need to do this under the leadershipof someone with the vision and energy to ensure success, aswell as ensure greater participation of CAD members indecision making and the benefits generated and the aim isto ensure that all members collaborate in an equitablemanner to make CAD stronger and that CAD can reallyhelp strengthen its members (CAD member, pers. comm.2010).

The development of a five-year strategic plan could bothaddress these points and provide a more coherent andaccessible summary, for both internal and externalaudiences, of CADs strategic focus, operational strategiesand programmes, which now have to be inferred from anumber of diverse and sometimes relatively inaccessibledocuments.

CAD should review its governance and

staffing structure

The responses to the questionnaires raised a number ofpoints in this area, all of which could again be reviewedwithin the context of a strategic planning process. Specificpoints included: the need to strengthen the executive structure, because

it could provide more support to members and worktowards sustainable financial independence and lessrestrictive funding, strategic planning and developingalternatives to attain institutional sustainability" (CADmember, pers. comm. 2010).

the need to strengthen programme and project monitor-ing and evaluation, for example CAD should have morestaff to be able to follow-up the various activities it carriesout with different members. (CAD member, pers.comm. 2010).

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6. What could work better - reflections and

recommendations


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CAD is recognised nationally and

internationally as an innovative,

influential environmental network, from

which others can learn.

Both nationally and regionally, CAD is recognised as agroundbreaking environmental network of multi-sectoralinterests. It is known as a network that successfullypromotes and establishes strategic alliances and facilitatesparticipation of and coordination between all stakeholders(governmental agencies, grassroots and communityorganisations, NGOs, academia, private sector,international cooperation agencies and the wider public)that have enhanced the conservation and management ofnatural resources in the Dominican Republic.

CAD was described by an interviewee as an importantexample of government-civil society linkages, boththrough its actions as a network as well as in thedevelopment of environmental policy and practices(member of a partner organisation, pers. comm. 2010). Itwas also suggested that the CAD model is worthy ofreplication at the regional and international level(member of a partner organisation, pers. comm. 2010).This sentiment was endorsed by the ARLG membersunder the Going from Strength to Strength project during

their meeting in the Dominican Republic, whereparticipants were particularly struck by the fact that CADcontinues to function effectively even when memberscannot reach consensus on everything whereas this hasbeen a stumbling block for many other environmentalnetworks.

A Helvetas consultant, who provided technical assistanceto CAD, also noted that while co-management iscontinuing to evolve in the Dominican Republic, CADsstrategic focus on co-management has served as a goodexample in other areas of [Helvetas] work, particularly inGuatemala in the Pro Bosque project (former Helvetasconsultant and CAD advisor, pers. comm. 2010).

CAD has contributed to civil society

organisations having greater influence

on and involvement in the governance

of natural resources and the

management of protected areas.

The collective voice of CADs civil society members andpartners has played an important role in lobbying for thecreation of an independent Ministry of the Environmentand in formulating the Act (64-00) that enabled this.CADs NGO members also helped to formulate theProtected Areas Act (enacted) and the Biodiversity Act andForest Act (currently being reviewed by the Cmara delSenado (Senate). It is a measure of the high regard inwhich CAD members are held that the Senate has alsoinvited them to be part of the team now reviewing theseActs and others relating to water, coastal and marineresources, and biosafety. The NFPA is another forumthrough which CSOs can gain a better understanding ofenvironmental policy issues and therefore a moreinformed contribution to the decision-making process.

The work of CAD members directly with communitygroups has helped to strengthen the capacity ofcommunity members to participate in decision-makingand management of natural resources. Also, by providingconsultancy services and professional training based ontheMenu Tecnolgico, and project management services

7. Has CAD made a difference? an evaluation of theresults of its work

CAD-coordinated presentation to Congress advocating theinclusion of environmental considerations in the revised

Constitution of the Dominican Republic.


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role in strengthening the technical capacities of CADsmembers. The process enabled CAD members tostrengthen their organisational management, technicaland facilitation skills while building the capacity of thetarget organisations.

A survey in 2003 found that the Menu Tecnolgico wasnot only highly rated by both CAD members and thetarget audience but that there had been tangible benefits,for example, in terms of increased income generation. Thesurvey also found that CAD members were committed tocontinuing and expanding the process of sharing anddissemination (CAD-Helvetas 2006).

In their survey responses, CAD members and partnerorganisations also identified the following benefits of theirinvolvement in the development and dissemination of theMenu Tecnolgico in terms of increased organisational

capacity: acquisition of new tools and methods and validation of

existing ones; improved ability to access funds for conservation and

development; and capacity to train community members where valuable

species grow in improved management practices andsustainable harvesting.

CAD has contributed to strengthening

the capacity of partner organisations to

play an effective role in biodiversity

conservation and natural resource

management

As noted above, the project in the Sierra de Bahorucowhich CAD implemented between 2003 and 2006, had astrong impact on building the capacity of communitybased organisations. In addition to the work byProgressiocited above, Grupo Jaragua promoted public educationand awareness of environmental issues as well as creatingand strengthening the local government environmentalunits.

Similarly, CEBSE used its practical experience of

ecotourism to conduct a survey with interested localcommunity groups of natural attractions in the area.IDEAC was responsible for administering thefondo socialfor the project, and became a member of CAD during theproject implementation phase.

Interviewees from community-based organisations thatCAD has worked with identified the following as areas inwhich their capacities had been built through CAD: ecotourism policy development; natural resource management ;

administrative skills; planning, and specifically development of business

plans for the sustainable use of natural resources;

Other areas where survey respondents (members and

partner organisations) identified a CAD contribution tobuilding partners capacity were: institutional strengthening of the Inter-agency Task

Force to Combat Desertification and Drought; facilitating increased technical capacity in the National

Steering Committee of the UNDP GEF Small GrantsProgramme;

creating the roundtable for dialogue on forests as a keypart of its role on the Board and CoordinatingCommittee for this process.

the technical support provided during the design of areengineered NSPA to ensure the financial sustainabil-

ity of the protected areas in the Dominican Republic. the creation of Environmental Management Unitsunder a 2003 CAD project, which has improved envi-ronmental planning, monitoring and feedback in threemunicipalities in the south of the country; and

improved capacity of grassroots organisations to par-ticipate in interventions on the sustainable use of aridzones, through CADs dissemination of informationand capacity building in the context of Network ofNon-Governmental Organisations CombatingDesertification and Drought.

CAD has contributed to promoting andtesting effective and equitable

strategies for co-management of

natural resources

Because NGO members of CAD have almost 20 yearsexperience, notably under the EP, of participatory naturalresource management, CAD has contributed significantlyto the promotion of and capacity building for co-management. In particular, it has encouraged theparticipation of all stakeholders, and especially grassrootsorganisations, in the management of natural resources.

One of the tangible results has been the inclusion of co-management in the policies relating to the NSPA(SEMARN 2007). The 2000 Act 64-00 on theEnvironment and Natural Resources created the legalbasis for civil society co-management of protected areas,with community participation enshrined as one of thefundamental principles of policies developed under thislegislation (CAD-GTZ 2007). A subsequent report foundthat there was a high degree of civil society participationin the management of 11 protected areas, under varying


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types of management regime (SEMARN-GTZ 2008).

A 2007 report found that, from a local perspective, theimplementation of co-management mechanisms hadclearly improved the management of some of the

protected areas and the involvement of various regionaland local, public and private interests in the planning forthe protected area had resulted in decentralisedadministration of conservation management units (CAD-GTZ 2007).

SEMARN-GTZ 2008 also identified the following impactsof co-management (also sometimes referred to as sharedmanagement [gestin compartida]): improved mutual trust through the integration and

participation of communities; friendlier communications between civil society and

government agencies through the creation of spaces to

present arguments for and against the managementarrangements;

identification of better ways of integrating conserva-tion with sustainable use of resources; and

more productive projects developed and managedlocally, resulting in a reduction in conflicts in the pro-tected areas and buffer zones.

(SEMARN-GTZ 2008).

In a panel discussion and evaluation conducted under theNFPA on co-management and community participation itwas found that There are successful cases, like thescientific reservesbano Verde , Loma Quita Espuela and

Loma Guaconejo, as well as the natural monuments ofSalto el Limn and Salto de la Damajagua. Obviously,each case has strengths and weaknesses, but thanks to co-management we can see high levels of compliance with theobjectives established when the co-managementagreements were made and some empowerment of thelocal organisations who derive benefits (some more thanothers) from the co-managed protected areas. (CAD-GTZ 2007, Vega 2007)

CAD has contributed to shaping

environmental policy and legislation in

the Dominican Republic and to

mainstreaming environmental

considerations into other policies

One of the areas in which CAD has been particularlyinfluential is in shaping national environmental policy,both directly by serving on relevant committees andproviding formal input to policy processes, and indirectly

by strengthening the capacity of partner organisations todo the same. Examples cited by interviewees or on CADswebsite include CADs contributions to:

developing national strategies for the conservation of

biodiversity; developing the National Programme of Action toCombat Desertification and Drought;

the process of creating and structuring the NationalProgramme for Payment of Environmental Services;

improving policies and practice relating to manage-ment of river catchments and land use planningthrough participation in local development projectsand networking;

re-engineering the National System of Protected Areasto ensure its long-term financial viability in theDominican Republic;

shaping environmental laws, especially those relatingto protected areas, forests and water;

discussions about revising the Constitution of theDominican Republic resulting in the incorporation ofa series of collective and individual environmentalrights of considerable scope;

drafting Act 64-00 on the Environment and NaturalResources (Ley General sobre Medio Ambiente yRecursos Naturales), Act 67 on Protected Areas (Ley dereas Protegidas) and the Sectorial Act on ProtectedAreas (Ley Sectorial de reas Protegidas).

CAD also contributed to developing the successful

proposal to declare two protected areas (Parque del Esteand Biosfera Enriquillo-Jaragua) as UNESCO WorldHeritage Sites. CAD government member, the Secretariatof State for Environment and Natural ResourceManagement (now a Ministry), in its capacity asadministrator of the Biosphere Reserve, also participatedin the development of the management plan for theNational Park of theSierra de Bahoruco. This meant thatit could hold regional meetings for the promotion of thebiosphere reserve under the project.

11 Managed by CAD member Fundacin Progressio

12 Co-managed by CAD member, Fundacin Quita Espuela


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There are many lessons, recommendations andconclusions that could be drawn from CADs ten years ofoperation, many of which validate the findings of earlierCANARI case studies, including the one on CANARI

itself13

. However, the two that are highlighted here areparticularly clear findings from the CAD experience andare included with the hope that they can help tostrengthen other organisations, institutions and networksin the Caribbean and shape a new relationship betweenthem and their development partners.

Strategic investments by international

cooperation agencies can support the

building of effective local institutions

One of the main reasons that CAD has been able to

implement its strategic objectives consistently over the pastten years has been the support of its internationalcooperation partners and the manner in which this hasbeen provided. COSUDE, Helvetas and DED financedand coordinated the Environmental Programme, whichcreated the initial space for exchange, dialogue andcollaboration between diverse interests and organisationsin the Dominican Republic and beyond. However, theprocess of creating CAD arose out of the growing sense of

local ownership, which the international agenciesdeliberately fostered so that the programmes wouldremain sustainable once they withdrew their investment.The planned withdrawal of the original agencies alsopaved the way for the United Nations EnvironmentProgramme and GTZ to enter the arena as partners, sothat the stream of funding and technical supportcontinued. GTZ then acted as the catalyst for thedevelopment of the NFPA but without seeking to dictatethe exact format or processes. Finally, the CADmechanism for retaining cooperation agencies as solidaritypartners has proved a successful way of facilitating acontinuing exchange of ideas and access to expertise on aninformal basis.

Effective networking needs to be based

on a common vision and processes that

facilitate equitable dialogue but

consensus may not always be possible

CADs round table approach has reduced the normalpower imbalances that exist in discussions between CSOsand government agencies. However, this does not meanthat civil society and government members will alwayshave the same perspective on issues. While reachingagreement between members is the most desirableoutcome, it has not always been possible for CADmembers to reach consensus. However, this is not seen asan insurmountable obstacle, provided there is continuedfocus on the common vision and commitment to

continuing the dialogue. Or as the President of CADexpressed it, The most important thing that our membershave learned is to accept disagreement and continue thediscussions at the roundtable . Reaching consensus isnot the objective in itself, because sometimes it is simplynot possible. But what the members do is keep workingtogether and trying to understand each other .just like acouple that fights all day but makes up again at night"(CANARI 2009).

8. In conclusion

13 CANARI 2009. Thirty years in support of participatory natural resource management: the experience of the Caribbean Natural Resources Institute (CANARI)

The President of CAD talking to farmers about possiblealternative crops, such as macadamia nuts.


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Equitable dialogue and systematic

mediation and negotiation help to

manage natural resource conflicts

Conflicts are an inherent part of natural resourcemanagement and particularly management that issensitive to local livelihoods. CAD has managed theseeffectively, notably through the round table process, by: identifying and acknowledging environmental prob-

lems and the conflicts they may generate; analysing the different aspects of and interests underly-

ing the environmental conflict; acknowledging and accepting the diverse views that

exist on the same issue; fostering communication based on open exchange of

different viewpoints; identifying innovative solutions to mitigate socio-envi-

ronmental conflicts; and remaining committed to the search for common goals;

and taking into account the interests of all sectors and

users, especially those in the community, so that theyhave an opportunity to play a role in management.

Women coffee producers in the Sierra de Barahuco A delegation from Helvetas-Haiti examines the products of amicro-enterprise in the Sierra de Baharuco


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CAD 2003a.Reglamento de Funcionamiento del CAD. CAD internal document.

CAD 2003b.Estatutos de CAD, (revision 2003). CAD internal document.

CAD 2007. Informe de la Fase V del Programa Ambiental - Periodo 2003-2006, CAD internal document.

CAD 2008. CAD Currculum Institucional del Consorcio Ambiental Dominicano. CAD internal document.

CAD-GTZ 2007.Informe - Sntesis de los aportes de los usuarios, miembros y colaboradores del Foro/AP sobre losnueve (9) temas tcnicos propuestos para anlisis y discusin durante el ao 2007. Santo Domingo: CAD-GTZ.

CAD-Helvetas 2006. Sistematizacin de Experiencia del Consorcio Ambiental. CAD CD, Santo Domingo,Dominican Republic.

CANARI 2008. Report on First Action Research and Learning Group meeting under the Going from Strength to

Strength project. Laventille: CANARI. Available athttp://www.canari.org/docs/ARLG1%20report%20with%20appendices.pdf.

CANARI 2009. Report on Second Action Research and Learning Group meeting under the Going from Strength toStrength project. Laventille: CANARI. Available athttp://www.canari.org/docs/ARLG%202%20report%20with%20appendices.pdf.

CANARI 2011a. Report on the Study Tour of Bonaire: The Dutch Caribbean Nature Alliance and Stichting NationaleParken Bonaire. Laventille: CANARI. Available at http://www.canari.org/documents/StudytourREPORTFINAL.pdf.

CANARI 2011b. Report on Second Action Research and Learning Group meeting under the Building Civil SocietyCapacity for Conservation in the UK Overseas Territories. Laventille: CANARI. Available athttp://www.canari.org/documents/ARLG2reportforYear2report.pdf.

Cooper, G. 2011. Half a century of civil society participation in biodiversity conservation and protected areasmanagement: A case study of Bonaire. CANARI Technical Report 397. Laventille: CANARI.

NFPF n.d. Foro Nacional de reas Protegidas.Available at http://www.foroap.net.do/.

SEMARN 2007.Polticas para la Gestin Efectiva del Sistema Nacional de reas Protegidas de la RepblicaDominicana. Secretara de Estado de Medio Ambiente y Recursos Naturales (SEMARN) Subsecretara de reasProtegidas y Biodiversidad. Santo Domingo: SEMARN.

SEMARN-GTZ 2008.La Gestin Compartida de reas Protegidas en la Repblica Dominicana. Secretara de Estado

de Medio Ambiente y Recursos Naturales. SEMARN unpublished document.

Vega, A. 2007. Tema del mes de Marzo: Co-manejo y participacion comunitaria. Ayuda Memoria. Santo Domingo:NFPA.

References


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Appendix 1: Questionnaire [translated from Spanish]

Dear colleagues

The questionnaire below forms part of the research we are doing for a case study of CAD. We would be grateful if youcould provide answers to the questions below as well as comment and suggestions.

1. How has CAD influenced your work/the work of your organisation? Please provide examples.

2. Have you observed CAD influencing others (at the local, national, regional or international level)? Please pro-vide examples.

3. Based on your experience of working with CAD, what do you think has been CADs most important contribu-tion the the countrys environmental sector? Please provide examples.

4. In general, what would you say have been CADs greatest successes and challenges as an environmental net-work?

5. How could CAD improve its work (mission, vision, goals, activities) to provide more effective support to theenvironmental sector in the Dominican Republic and contribute effectively and strategically to the conserva-tion of biodiversity and natural resources? Please be specific.

6. Any other relevant comments, opinions or observations?

Many thanks for your collaboration and support


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Appendix 2: List of interviewees and organisations who were sent and returnedquestionnaires

1. Organisations that were sent a questionnaire

Agencia de Cooperacin Alemana GTZ/GTI - PROGEREN

Centro de Agricultura Sostenible con Tecnologa Apropiada (CASTA)

Centro de Informacin AmbientalCentro para la Conservacin y Ecodesarrollo de la Baha de Saman y su Entorno Inc. (CEBSE)

El Jardn Botnico Dr. Rafael Ma. Moscoso

Fundacin Loma Quita Espuela

Fundacin para el Mejoramiento Humano (Fundacin Progressio)

Grupo Jaragua Inc.

Grupo Tcnico Interinstitucional

Instituto de Desarrollo de la Economa Asociativa (IDEAC)

Ministerio de Medio Ambiente y Recursos Naturales

Programa de las Naciones Unidas para el Desarrollo (PNUD)

Programa Ecomar

Senado de la Repblica Dominicana

The Nature Conservancy

2. Organisations that returned a questionnaire

Centro de Informacin Ambiental

Centro para la Conservacin y Ecodesarrollo de la Baha de Saman y su Entorno Inc. (CEBSE)

El Jardn Botnico Dr. Rafael Ma. Moscoso

Fundacin Loma Quita Espuela

Fundacin para el Mejoramiento Humano (Fundacin Progressio)

Grupo Jaragua Inc.

Grupo Tcnico InterinstitucionalMinisterio de Medio Ambiente y Recursos Naturales

Programa de las Naciones Unidas para el Desarrollo (PNUD)

3. Persons interviewed (by Skype, telephone or face-to-face):

Sr. Jos ngeles, Administration Manager,Fundacin Progressio

Lic. Yvonne Arias, Executive Director, Grupo Jaragua

Sr. Reinhard Bader, former Helvetas advisor and consultant (also responded to questionnaire)

Lic. Aleyda Capella,Ministerio de Medio Ambiente y Recursos Naturales

Sr. Ramn Castillo, Manager,Ebano Verde Reserve, Fundacin Progressio

Sr. Ramn Daz, Coordinador Tcnico, Recursos Forestales, Mesa de Dialogo de Bosques, Ministerio del Ambiente yRecursos Naturales

Sr. Pedro Garca Brito, Officer,Ministerio de Medio Ambiente y Recursos Naturales

Sr. Ricardo Garcia,Jardin Botanico Nacional

Lic. Patricia Lamelas, Executive Director, CEBSE

Lic. Mara Eugenia Morales, Encargada de Recursos Naturales, UNDP

Lic. Priscilia Pea, Protected Areas Dept, Ministerio del Ambiente y Recursos Naturales

Sr. Jess Moreno Portalatn, President of CAD and Managing Director,Helados Bon y La Loma

Sr. Sesar Rodriguez, Executive Director, CAD

Lic. Marianna Szabo, Technical Coordinator, Centro de Informacin Ambiental


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Caribbean Natural Resources Institute

The Caribbean Natural Resources Institute (CANARI) is

a regional technical non-profit organisation, which hasbeen working in the islands of the Caribbean for over 20

years.

Our mission is to promote equitable participation and

effective collaboration in managing the natural resources

critical to development.

Our programmes focus on research, sharing and

dissemination of lessons learned, capacity building and

fostering regional partnerships.

For more information please contact:Caribbean Natural Resources Institute (CANARI)

Building 7, Unit 8

Fernandes Industrial Centre,

Eastern Main Road, Lavantille, Trinidad, W.I.

Tel (868) 626-6062 Fax (868) 626 1788

Email: [email protected] Website: www.canari.org

This Technical Report was prepared by the Caribbean Natural Resources Institute

(CANARI) as an output of the Going from strength to strength: Building capacity

for equitable, effective and sustained participation in biodiversity conservation in

Caribbean islands funded by the John D. and Catherine T. MacArthur Foundation

and the Building civil society capacity for conservation in the Caribbean UK

Overseas Territories project funded by the Darwin Initiative of the UK Department

for Environment, Food and Rural Affairs funded project.

Citation: Buglass 2011. Consorcio Ambiental Dominicano (CAD): A decade of networking and developing strategic partnershipsh i d i i f l i h D i i R bli CANARI T h i l

Documents

CANARI Technical Report No. 396