Introduction - Natural Resources Management & Development ... … · Web viewNdirande Briquette Marketing Promotion Project 6. Ndirande Mountain Rehabilitation Project 8. Matindi

COMPASS GRANTEEPERFORMANCE REPORT:

2000

DOCUMENT 27MARCH 2001

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CommunityPartnerships forSustainable Resource Management inMalawi

COMPASS Grantee Performance Report:

2000

Prepared by:

Anax Umphawi (COMPASS)

Development Alternatives, Inc. COMPASS7250 Woodmont Ave., Suite 200 Phekani HouseBethesda, MD 20814 Glyn Jones RoadUSA Private Bag 263

BlantyreTel: 301-718-8699 MalawiFax: 301-718-7968e-mail: [email protected] Telephone & Fax: 622-800

Internet: http://www.COMPASS-Malawi.comIn association with:

Development Management Associates USAID Contract: 690-C-00-99-00116-00Lilongwe Activity: 612-0248

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mailto:[email protected]

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Table of Contents

Acronyms ii

Executive Summary iii

Preamble 1

COMPASS Support 1

Factors Affecting Program Implementation 3

Project-Specific Performance and Impact 5Ndirande Briquette Marketing Promotion Project 6Ndirande Mountain Rehabilitation Project 8Matindi Tree Nursery 11Chigumula Fish Promotion Project 13Bwanje Rural Development Project 15Sani Hill Rehabilitation Project 18Manchewe Tree Nursery Program 20Integrating Indigenous Knowledge in Community-Based Natural Resource

Management in Malawi 22Chisasila Beekeeping Project 23Construction of Training Block 24Integrated Environmental Rehabilitation Project 26Liwonde National Park Natural Resources Committees Development Project 28Linthipe Riverine Afforestation Project 30Cane Rat (Thryonomous spp.) Farming in Salima District 32Mpalasa Afforestation Project 34Nsipe Afforestation Project 35Eastern Boundary Fence at Nyafulu – Liwonde National Park 37Guinea Fowl Management, Beekeeping and Efficient Clay Stoves Project 38Songani Sawdust Briquette Making 40

Advocacy, Environmental Education and Communication Program (AEECP) 42Community Herbal Gardens Establishment Project 44Advisory on Sustainable Use and Management of Forest Reserves

(ASUFORE) 46Participatory Fish Farming Project (Kalino Dam) 48Lake Chilwa and Mpoto Lagoon Boat Co-management Project 50

Annex 1: Summary of Grants 52

Annex 2: COMPASS Publications 54

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ACRONYMS

AEECP Advocacy, Environmental Education and Communication ProgrammeASUFORE Advisory on Sustainable Use and Management of Forest ReservesBERDO Bwanje Rural Development OrganizationBVC Beach Village CommitteeCABUNGO Capacity Building Unit for Non-Governmental OrganizationsCBNRM Community-based Natural Resource ManagementCBO Community-based OrganizationCOMPASS Community Partnerships for Sustainable Resource ManagementCURE Coordination Unit for Rehabilitation of the EnvironmentDAI Development Alternatives, IncorporatedDEMATT Development for Malawian Traders TrustDMA Development Management AssociatesEDO Environmental District OfficerGTZ Gesellschaft fur Technische ZusammenarbeitIGA Income Generating ActivityIKS Indigenous Knowledge SystemsLNP Liwonde National ParkLOMADEF Lipangwe Organic Manure Demonstration FarmMASAF Malawi Social Action FundNAC National Aquaculture CentreNGO Non-Governmental OrganizationNICE National Initiative for Civic EducationNRMC Natural Resources Management CommitteePAC Public Affairs CommitteePROSCARP Promotion of Soil Conservation and Rural ProductionRUFA Rural Foundation for AfforestationSTTA Short-term Technical AssistanceTA Traditional Authority / Technical AssistantTAMIS Technical and Administrative Management Information SystemUSAID United States Agency for International DevelopmentUSC United Scientific Church of CanadaVNRMC Village Natural Resources Management CommitteeWICO Wood Industries Corporation LimitedWSM Wildlife Society of Malawi

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EXECUTIVE SUMMARY

The main objective of the COMPASS small grants activity is to promote the sustainable use of natural resources in Malawi. It’s major goal is to provide assistance to viable natural resource management proposals that can become replicable models for promoting sustainable community-based natural resources management.

The COMPASS small grants activity is unique in the way its success is measured. Instead of gauging its performance solely in terms of the grantees’ achievement, COMPASS strives to draw lessons from the grantees’ performance and capture this information for wider dissemination. COMPASS effectiveness at achieving this is a critical indicator of its own success.

For the COMPASS small grants activity to be successful, the COMPASS technical team has provided the following support:

Small grant manuals in three different languages (English, ChiNyanja and ChiTumbuka); Sensitization workshops for technical service providers; Evaluation of grant applications by a panel of reviewers; Orientation of successful grant applicants; Training of grantees; and Technical assistance to grantees.

Difficulties and challenges that were experienced during the implementation of the COMPASS small grant activity were related to:

Allowance syndrome - technical service providers have claimed allowances for any involvement in the project even where allowances cannot be justified;

Conflicting approaches to community-based natural resources management - certain organizations are rewarding their project participants for their services with cash remuneration, as a result numbers of participants in some COMPASS small grant activity groups have gradually declined as participating members realize that COMPASS does not provide cash incentives;

Lack of skills in community mobilization - most of grass-root staff members, who have been involved in the COMPASS small grant activity have limited skills in community mobilization. In many cases they are acquiring the skills together with the communities they are expected to serve;

Dilution effect - reaching community-based organizations through another organization dilutes the flow of funds because a significant proportion of the funds is spent on the organization’s overhead costs instead of directing the resources to the community-based organization;

Inadequate technical support from professional service providers - in several cases, technical services provided to grantees by government agencies and others have been grossly inadequate causing implementation problems and financial difficulties in meeting project goals; and

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Inadequate orientation – neither the grantees’ technical advisors nor the community members have received adequate orientation to ensure that they understand the objectives of the COMPASS small grants activity and their roles in achieving the objectives. As a result, the various parties are working at their own pace with no real urge to put in place a monitoring plan and stick to it.

By December 2000, 24 grants had been awarded since January 2000 with total obligated amount of $262,704.00 (MK13,565,685.00). By December $170,462.00 (MK10,066,561.00) had been disbursed so far, representing 65% (US$) and 74% (MK) respectively. Differences in percentage disbursed result from exchange rate variations owing to the progressive devaluation of the Malawi Kwacha. Out of these 24 grants, 18 were awarded to community based organizations, 4 to non-governmental organizations, 1 to a Government agency and another one to a private developer. By districts, 4 grantees are in Blantyre, 3 each in Ntcheu and Zomba and 2 each in Machinga and Salima, and one in each of the following districts: Nkhota-kota, Rumphi, Nkhata Bay, Mangochi, Balaka, Chiradzulu, Chikwawa and Dedza. Two grants are nationwide activities.

Most notable lessons captured so far are:

Working with community-based groups is a lot more challenging than working with a sophisticated non-governmental organization…but it is more rewarding because the impact is direct and tangible; and

Opportunities for community-based natural resource management do exist among all communities…but most groups are oblivious to them or too conditional to depending on outsiders to grasp the possibilities.

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1.0 Preamble

This report presents details of the COMPASS Activity's implementation of its small grants program describing factors that have affected program implementation and information on performance of each grantee.

Regarding grantee performance, the report provides details of achievements in relation to the objectives of the grant from the start of each initiative to December 2000. It further presents the weaknesses that were observed by COMPASS, lessons that have been drawn from each activity and options for future changes in direction.

1.1 COMPASS Support

Small Grant Manuals

To clarify the specific aims of the small grants program and how it is designed to operate, a standard manual (COMPASS Document 2) was produced and copies made available to as many organizations implementing community-based natural resources management (CBNRM) as we could reach. Even some interested individuals requested copies of the manual to guide them in making grant applications to COMPASS.

Realizing that the English version of the manual is to some extent, inaccessible to certain organizations such as a majority of the community based organizations (CBOs) and many individual farmers, the manual has been translated into Chi-Nyanja (COMPASS Document 12) and Chi-Tumbuka (COMPASS Document 24).

Sensitization Workshops

In October 1999, the COMPASS Team organized three regional workshops for District Chief Executives, Environmental District Officers and District Directors of Planning. The purpose of these workshops was to provide the participants with information to pass-on to communities with promising ideas that will help them develop basic skills in preparing grant applications and better understand COMPASS grant application and management procedures.

Small Grants Application Reviews

Once an adequate number of proposals (10 - 15 proposals) were submitted to COMPASS, copies of the proposals were distributed to at least five specialists who formed a Review Panel that also included two or more COMPASS staff. They were given at least three weeks to review them before presenting their comments at a meeting by COMPASS.

COMPASS is very flexible on selection criteria. When reviewing a proposal, however, reviewers assessed to what extent the applicant has demonstrated the following in the grant application:

1. Proposed activity represents a potentially replicable model for promoting sustainable CBNRM initiatives;

2. Innovative nature of the activity is clearly articulated and distinguished from current practice;

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3. Proposed activity will deliver services in an equitable manner within the targeted community and incorporates gender concerns;

4. Proposed activity responds to a demonstrated community need;

5. Applicant is an organization that promotes CBNRM or a community organization directly engaged in natural resource management;

6. Applicant has the technical capacity required to implement the proposed activity (or has identified additional technical assistance that it requires);

7. Applicant has a participatory monitoring and evaluation plan;

8. Activity is not eligible for other sources of funding;

9. Proposed activity is cost-effective; and

10. Proposed activity incorporates cost-recovery or cost-sharing strategies if feasible.

Training of Grantees

This type of training targets grant recipients. Training in different forms of technical assistance aims to strengthen the successful applicants’ abilities to carry out their grant-related activities and sustain their program activities.

COMPASS emphasizes the establishment of a participatory monitoring and evaluation plan for individual grants. This enables COMPASS to determine which initiatives represent successful and replicable models.

Dr. Dian Svendsen, a short term technical assistant (STTA) was engaged in November 1999 and July 2000 to provide training to COMPASS small-grant recipients and their service providers in the design and implementation of participatory monitoring systems. Each training session lasted just over a week. Supporting documents (COMPASS Documents 6, 13 and 16) for the training sessions were produced and copies were widely distributed.

The language barrier compromised the effectiveness of Svendsen's training. A large number of the grantees that were invited to the courses had difficulty in following the tuition in English. This is seen from the observation that very little of what was taught during the training sessions has been adopted.

Technical Assistance to Grantees

Successful grant applicants have been targeted for other forms of technical assistance to strengthen their abilities in carrying out their grant-related activities and ensure sustainability of their program activities.

Considerable effort has been put into assisting grantees develop an appropriate monitoring and evaluation program and to comply with USAID requirements for financial management. The form of this assistance has been project on-site training sessions by the COMPASS

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Team. The sessions are conducted in Chi-Nyanja. The grantees are also taught how to complete simplified worksheets (forms). The results of these sessions are very encouraging, but the grantees still need some support to acquaint themselves with the procedures.

Periodically, COMPASS has organized special training courses for the grantees. Subject matter specialists from appropriate organizations, such as the Forestry Department, Department of National Parks and Wildlife and the United States Peace Corp have conducted some of these courses. The topics covered have mainly been on implementation of different CBNRM activities.

1.2 Factors Affecting Program Implementation

Allowances Syndrome

Several service providers, who are the pillars of the grants program, have treated the donor-funded small grants program as an opportunity for extra income to supplement their salaries. Allowances have been claimed for any involvement in the program, even where allowances cannot be justified. If their expectations are not met, their commitment to work with the community groups is reduced.

Conflicting Approaches to CBNRM

In areas where the community has been involved in a social action fund activity that rewards project participants for their services with cash remuneration, membership in CBNRM groups gradually declines as participating members realize that COMPASS does not provide cash incentives.

Lack of Skills in Community Mobilization

Most grass-root staff members have limited skills in community mobilization. In many cases they are acquiring these skills together with the communities they are expected to serve.

Dilution Effect

Reaching community-based organizations through another organization has a dilution effect because a significant proportion of the funds is spent on the organization’s overhead costs instead of directing the funds to the community-based organization. However, working with communities directly is a lot more challenging than working with more sophisticated organizations but it is often more rewarding because impact is direct and tangible.

Inadequate Orientation

Neither the grantees’ technical advisors nor the community members have received adequate orientation to ensure that they understand the objectives of the grants program and their roles in achieving the objectives. As a result, the various parties are working at their own pace with no real urge to put in place a participatory monitoring plan and stick to it.

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Inability to Record Data Correctly on Standardized Formats

Many project-funding organizations have used extractive approaches to project planning, monitoring and reporting. Such approaches have not involved the project participants in participatory strategies that also imbue the participants with skills to document what they value as essential project information. They have no opportunity for adaptive project management because they have always relied on the financiers or service providers for their project management decisions.

The lack of previous exposure to documenting essential project information makes the community group members scared to use worksheets that are intended to assist them in monitoring their work. It takes considerable effort, skill, time and money to help community members become accustomed to documenting project information accurately. COMPASS grantees have achieved satisfactory levels in capturing information and exercising adaptive project management because of the flexibility COMPASS allows its grantees to make management decisions

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2.0 Project-Specific Performance and Impact

By 31st December 2000, COMPASS had received 100 expressions of interest and 130 project proposals. Out of these applications, 24 were approved and awarded grants. The total amount of money obligated for grants is US$262,704.00 (MK13,565,685.00). This represents 47.76% of the provision for small grants. The amount of money that has been disbursed so far is US$130,267.00 (MK7,040,440.00), representing 49.59% of the amount obligated.

Five out of the twenty-four grants were completed by the end of year 2000. Generally, memberships in the projects comprise of 57% female members and almost 70% of the grants are achieving their targets. Annex 1 provides a summary of all grants that have been awarded in the year 2000. Sixty per cent (60%) of the grants are demonstrating positive environmental and socio-economic impact but at this time only 50% of the grants are demonstrating acceptable grant management skills.

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2.1 Ndirande Briquettes Marketing Promotion Project

Total Grant : US$16,500.00, MK 769,000.00

Amount Disbursed : US$14,005.00, MK 804,250.00

Project Period : 07/01/2000 – 30/06/2001

Participants : 270

Percentage Females : 100

2.1.1 Project Profile: Goal - To enable the residents in the townships of the city of Blantyre adopt the use of briquettes as an alternative fuel source.

Objectives: To create public awareness in Ndirande, Mbayani, Chilomoni and Bangwe townships,

over a period of one year, on the existence on briquettes as an alternative fuel source; To stimulate demand for briquettes in the public and the private sector; To set up market/selling points for briquettes in Ndirande, Mbayani, Chilomoni and

Bangwe townships; To enhance the capacity of 270 women briquette producers in Ndirande, to generate

income from sales of briquettes; To encourage, over a period of one year, the food vendors, artisans and some industries in

the city of Blantyre, to use briquettes as an alternative fuel source to their use of fuel wood.

Outputs: 10000 leaflets, 3000 posters and 10 banners advertising the briquettes; 7 open-air briquette fairs; 12 radio and newspaper advertisements on briquettes; 7 stalls; Briquettes available on the market; Increased effective demand for briquettes.

2.1.2 Strengths: Generally, it has been noted that the marketing of briquettes poses numerous problems whose root-causes are not easy to establish. After two years of working under technical guidance from Nkhomano Center for Development, the Ndirande women were experiencing very low sales despite the product being somewhat cheaper than the conventional sources of heat for domestic use.

Through the COMPASS small grants program, the women were empowered to manage their grant funds so that funding for the project activities was no longer channeled to them through Nkhomano Center for Development to avoid leakage of funds in the transmission process. In addition, COMPASS organized a five-day product-marketing course for all the project members and two other shorter courses on participatory project monitoring and on project financial record keeping for some members of the group.

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The women have benefited greatly from the COMPASS small grants program. Now sales of briquettes, though still trailing behind charcoal and firewood sales, have increased from 19,000 briquettes per month to 70,000 briquettes per month. The sales per month are from increasing as the women continue implementing product-marketing strategies that they learned during the five-day product-marketing course. Furthermore, the women have opened a savings account from the proceeds of the project. The balance of money in the bank account was around MK 70,000.00 by the end of December 2000. Members of the project steering committee agree that the management of their income generating activity has improved through participation in the COMPASS small grants program.

2.1.3 Weaknesses: The project area covers the whole area of Ndirande Township, which is too extensive for project coverage. The 270 members of the project are from the entire Township that has been divided into three sections (Matope, Makata and Gamulani). There are ten production units in each section managed by 5 – 7 women per production unit. Each section has a project committee of ten members. Activities in all the three sections are coordinated by a ten-member project steering committee elected from the section committees.

Face to face interaction between committee members is excellent, but not satisfactory between ordinary project members from the three sections and the project steering committee members. This has created a spirit in some project members of participating in the project under protest. There is suspicion that project steering committee members are sharing grant funds for their personal use. This is due to lack of mutual trust on the part of the women.

2.1.4 Opportunities: The rapid rate of deforestation occurring in Malawi is inducing frequent increases in firewood and charcoal prices in the local market. If the women can maintain the low briquette production cost so that the market price is lower than that of firewood or charcoal, briquettes will become more attractive as a source of domestic energy. One requires 5 to 7 briquettes for preparation of a normal family meal that takes 20 to 30 minutes to prepare. The costs are MK7.50 to MK10.50 as compared to roughly MK15.00 to MK20.00 when firewood or charcoal are used.

2.1.5 Lesson Learned: The ranking of people’s preference for three products for heating is charcoal first, firewood second and lastly briquettes. Briquettes are the most environmentally friendly products for heating. However, the reasons for the people’s negative attitudes to use of briquettes for heating are not clear. It is assumed that familiarity with the other products and perceptions of the relative merits are difficult to change or overcome.

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2.2 Ndirande Mountain Rehabilitation Project.

Total Grant : US$12,920.00 MK594,320.00

Amount Disbursed : US$11,753.00 MK562,710.00

Project Period : 14/01/2000 - 31/12/2001

Participants : 2,500


2.2.1 Project Profile: Goal - To rehabilitate Ndirande Mountain.

Objectives: To plant 41 ha with 50,000 assorted tree species; To manage coppices so that they grow into trees; To restore rivers emerging from this mountain; To increase ground cover that will reduce siltation in rivers such as the Shire and dams

below.

Outputs: Fifty thousand assorted tree species planted on 41 hectares; Increased availability of fuelwood and timber; Improved habitat for wildlife; Established reliable source of generating household income; Improved mountain tree cover; Reduced soil and water runoff.

2.2.2 Strengths: The Ndirande Mountain Forest area is 1,700 hectares. Since its establishment, the forest has been under Government control that prohibited everybody, except Forestry personnel from accessing the forest resources. Without due respect for the forestry laws that were in place, some hostile people around the mountain completely vandalized the forest reserve.

Following a new Forestry Act, which enables communities to acquire the right to manage their forests, the Forestry Department empowered the communities around Ndirande Mountain to manage the then degraded forest reserve. Initially, nine Village Natural Resources Committees catering for 12,973 farm families were formed to coordinate and monitor all the activities of rehabilitating the forest reserve by planting trees. The Ndirande Mountain Rehabilitation Committee was formed in 1998 to oversee the activities of the VNRCs. It is this body that is managing the COMPASS-funded project.

Realizing that group management rarely produces desired outcomes, the Forestry Department demarcated plots of roughly one acre (0.4 ha), which were allocated to individuals by the Ndirande Mountain Rehabilitation Committee. It is the responsibility of the individuals allocated each plot to ensure that the planting of tree species recommended by the committee occurs and rehabilitates the degraded plot. Anyone violating this order would loose the plot to someone who is able to comply with the requirements of the committee. As a result of this

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arrangement 83,000 indigenous tree seedlings purchased from Wildlife Society of Malawi have been planted (1,200 seedlings per hectare) with an estimated 80% survival rate.

2.2.3 Weaknesses: At project appraisal it was not apparent that two of the key members of the project committee were not the people local leaders felt were the right persons to have the posts they were holding. These are the Chairman and the Secretary. It is alleged that the two were not transparent in use of project funds. The two are very close friends who, on several occasions, have conspired to withdraw project funds for personal use. This has transpired through an apparent lack of meaningful consultation with community members for appropriate decision-making and an absence of an operational participatory monitoring system for adaptive management.

All along, the participation of traditional leaders in the project area has been less than inclusive because they have been sidelined on several project activities. This is an issue that angered an invited minister from the area on 28th January 2000, the day of launching tree planting in the project area. The Minister categorically blamed the project Chairman for having not invited traditional leaders to the function. The three traditional leaders from the area came to attend the occasion without an invitation from the project committee. Similarly, on 19th December 2000, the wife of Village Headman Matope, who had been delegated by her husband stuck a knife into the project chairman in the presence of Mr. Steve Machira (USAID/Malawi Cognizant Technical Officer) and Mr. Anax Umphawi (COMPASS Deputy Chief of Party). The two officers were on a field trip on that day to COMPASS small grant project sites. She accused the Chairman of not revealing the truth on the implementation status of the project, which was in chaos, before requesting the donors to give out another tranche of money. Furthermore, she pointed out that the two gentlemen were failing their duties by not giving a full account of project finances to the traditional leaders and project members. She also told the two visitors that the two gentlemen (project Chairman and Secretary) are part of a group that is implicated in embezzling funds that were meant for establishing herbal tree nurseries for herbalists in Ndirande.

With all these revelations, the commitment to project work by the people of Ndirande has gradually faded. Only a few individuals, who have been promised a gratification for being on nursery sites at the times COMPASS staff are visiting the nurseries, pretend to be doing normal nursery activities. The condition of two nurseries that have been visited by COMPASS and USAID teams is pathetic; they are overgrown by weeds and are not protected against wind, trespassers and pests (no fence). It is unbelievable that with the first tranche, the project committee had procured nursery equipment, tools and seeds enough for ten communal tree nurseries. Seeds in the two nurseries were sown directly on the ground and a few in Chibuku packets that were first used last season rather than in the polythene pots that were purchased. It is a problem to establish whether the materials that are claimed to have been procured have really been procured or not.

Ndirande Mountain Rehabilitation Project is the only COMPASS grant, so far, that despite an exciting start has gradually developed into significantly flawed initiative.

2.2.4 Opportunities: Ndirande Mountain Forest is a catchment area for Mudi Dam that supplies water to Blantyre City residents through Blantyre Water Board. It is also a catchment area for two major rivers that drain into the Shire River. The Shire River is the main source of hydroelectric power in Malawi. The scenic view of the mountain is an

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attraction to tourists and residents of Blantyre City. Based on this information, the area has drawn interest of donors that can contribute to rehabilitation of the Ndirande mountain forest.

2.2.5 Lessons Learned: When an open-access resource is apportioned so that parts of it are allocated to individuals as personal property, the value of that resource is greatly enhanced and facilitates management of that resource. Nevertheless, communal involvement in the management of the whole resource or an area still requires strong, selfless and dedicated leadership with a commitment to transparency and full participation.

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2.3 Matindi Tree Nursery

Total Grant : US$2,525.00 (MK116,161.00)

Amount Disbursed : US$2,525.00 (MK 124,393.00)

Project Period : 14/01/2000 – 14/09/2000

Participants : 23


2.3.1 Project Profile: Goal - To combat problems of environmental degradation that can lead to desertification

Objectives: To encourage the community to plant of fruit trees and other types of trees; To ensure more involvement of communities in planting of indigenous trees and fruit

trees; To increase the community participation in environmental conservation and

rehabilitation; To involve the youth in planting of indigenous trees and fruit trees.

Outputs: Sensitized community on environmental degradation; Ten trained youths as nursery attendants; One tree nursery established; Thirty thousand tree seedlings raised and planted; One demonstration woodlot established.

2.3.2 Strengths: Matindi Youth Organization has excellent relationships with a number of national and a few international NGOs working on CBNRM. Through the relationships the organization has established with various NGOs, it has benefited a lot in the form of pen pals, training, material assistance and markets for its tree nursery products.

With funding from COMPASS, members of this organization have been trained on two occasions by a professional horticulturist from Blantyre Agricultural Development Division on tree nursery establishment and management. During the course on fruit tree propagation, they also learnt skills in grafting and budding. COMPASS also made it possible for two members of this group to attend an organizational development awareness workshop in Mangochi organized by CABUNGO in August 2000. Two other members of this organization were sponsored by COMPASS to attend a ten-day certificate course in Woodlot Establishment and Management in September 2000 at the Malawi College of Forestry organized by the Forestry Department.

With the small grant they received from COMPASS, the youth managed to put up a magnificent fruit tree nursery at Namwiri Dam in Matindi. All those who have been to the nursery including the media and have also visited other tree nurseries in the region have described it as the best in the south. From a target of 40,000 fruit tree and indigenous tree seedlings to be raised, the group raised 21,000 fruit trees seedlings and 10,000 indigenous

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tree seedlings. Sales of grafted and ungrafted fruit-tree seedlings had reached US $1,064.00 (MK85, 000.00) by the end of year 2000.

The project is targeting communities from 30 villages in Senior Chief Kapeni area in Blantyre District. The group has conducted awareness campaigns to sensitize the communities on the need and importance of raising and planting fruit-tree seedlings for commercial purposes and food security.

With the dedication of its members and a cost-recovery mechanism in place,, sustainability of this project is guaranteed. From its excellent performance during implementation of the project, the organization is being considered for funding of a second phase conditional on submission of a grant application that builds on the earlier successes and lessons learned.

2.3.3 Weaknesses: At the time of preparing the grant application, members of the group had limited knowledge of tree nursery establishment and management, especially skills and knowledge of fruit tree propagation. Consequently, the budget and duration of the project were grossly underestimated.

2.3.4 Opportunities: A number of individuals and organizations that have come to know Matindi Youth Organization from its participation in the COMPASS Small Grants Program have expressed readiness to procure fruit tree seedlings in quantities that the youth organization can manage to supply.

2.3.5 Lessons Learned: Youth, if nurtured properly and funded sufficiently quickly become effective innovators in promoting CBNRM activities.

With satisfactory economies of scale considerations, small grants are more cost-effective than large ones. Large CBNRM grants (exceeding US $10,000.00) encourage luxuries in the budget and increase chances of wastage.

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2.4 Chigumula Fish Promotion Project

Total Grant : US$13,040.00 (MK600,00.00)

Amount Disbursed : US$12,270.00 (MK600,000.00)

Project Period : 14/1/2000 – 31/12/2000

Participants : 3


2.4.1 Project Profile:Goal - To popularize fish as a source of protein in human diet.

Objectives: To increase the supply of fish on a sustainable basis; To create awareness among the people around the project area that fish farming can

benefit the community in several ways; To provide training and employment to a community previously not accustomed to fish

farming; To reduce pressure on the available natural resources that have been intensively harvested

as a source of income and supplementary foods.

Outputs: Four technically recommended fish-ponds constructed; Fresh fish availability locally to communities around the site; Employment opportunities for the community around the site; Established source of household income.

2.4.2 Strengths: Chigumula Fish Promotion Center comprises five fishponds of various lengths and widths, which were on 29th and 31st March, 2000 stocked with 15,975 fingerings (12,960 Tilapia and 3,018 Catfish), procured from the National Aquaculture Center (NAC) at Domasi in Zomba District. A labor force from a nearby village was hired to construct the dams.

After stocking the dams with fingerings an immediate problem was wild birds that preyed upon the little fish. Personnel had to be engaged to scare away the birds. As the fish grew up in size, human beings became the next problem, as they wanted to fish for their own sustenance. Water levels in the dams – particularly in two of them - was also another headache. This was only overcome with acquisition of a water pump and ancillary pipes. Feed was readily available both from established feed manufacturers and the local villages.

Four months after the fish had been introduced into the dams, Technical Advisors (TAs) from the NAC came to cast their nets to ascertain whether the fish were growing well or not. It was realized that the growth rate, particularly of the tilapia, was very slow. The TAs attributed this to the cold weather at that time of the year and advised that the feed for the fish be doubled. They anticipated that during the warm weather, the growth rate would accelerate.

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However, eight months down the line when the fish were expected to have attained “table size”, it was noted that they had not grown beyond three inches. Although the TAs wanted to attribute the stunted growth to poor feeding regime, it was pointed out to them that the feed ration had been doubled, but that the species sold to the project were not the Lake Malawi Tilapia but the naturally smaller Lake Chilwa Tilapia. The TAs finally admitted this fact.

To date only three ponds have been harvested, yielding 53 kg of fish that fetched US$60.00 (MK4,770.00). This far below what had been expected had the right species of fish been introduced into the dams.

2.4.3 Weaknesses: Miscommunication between the TAs and the Grantee led to critical technical requirements not being fulfilled. For example, the original plan regarding layout of the ponds was that they be constructed in series that would direct water diverted from a stream to fill all the ponds one after the other by gravity. This was not possible with the hired labor force that failed to remove rocks, which blocked their way.

Some specifications regarding enforcement of the banks to prevent soil sliding into the ponds were also not taken into account. There are several spots along the banks of the ponds where loose soil has slid into ponds. This is not happening where creeping grass has been sown.

Regarding the adequacy of the feeding regime, the matter is very controversial. The Grantee does not accept that one of the factors that led to stunted growth of the fingerings was an inadequate feeding regime. The supply of feed was not at all a problem and feed quantities (one Chibuku packet full per pond per day) were given as advised. The TAs still feel this quantity was inadequate because one could easily tell from the quality of the pond water, which was very clear without any food particles remaining.

The last minute shock that the Grantee got after realizing that the fingerlings had not grown to a desired size could have been avoided had the Grantee thought of the fingerlings growth rate as one of the indicators he should have been frequently monitoring. Notwithstanding the COMPASS training course on setting up a monitoring system that the Grantee attended and the advice provided during COMPASS field trips, the Grantee never implemented his own monitoring system. He relied on the TAs for all the monitoring of the project. The TAs visits to the fishponds were not timely enough to allow for an early detection of the mistake that was made in issuing the incorrect species of fingerlings.

2.4.4 Opportunities: The Center is located in an area where fresh fish are scarce. This offers a reliable market for fresh fish if only the right species are reared.

2.4.5 Lessons Learned: Whatever advice can be given to a Grantee, the issue of a participatory monitoring system should be strongly emphasized. Service providers need to ensure that the Grantees they are working with have an operational participatory monitoring system to avoid finger-pointing when things do not go as anticipated.

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2.5 Bwanje Rural Development Project

Total Grant : US$12,925.00 (MK565,459.00)


Project Period : 14/01/2000 - 14/09/2003

Participants : 10,045

Percentage Females : 50 (5,023 women, 5,022 men)

2.5.1 Project Profile: Goal - To improve the biodiversity of the natural resource base and the quality of life of the poor rural people particularly those who directly depend on natural resources and to encourage and promote the sustainable use of the available natural resources.

Objectives: To develop and maintain a balanced natural environment for sustainable development; To minimize degradation in Bwanje Valley; To support communities self-help activities in afforestation, agroforestry, forest

conservation and protection; To promote public awareness about the importance of the natural resources and need to

conserve them through sustainable use, protecting and replacing by planting; To encourage participatory indigenous forestry management; To promote no or low cost indigenous technology in communities; To assist the community through the direct transfer of knowledge and skills in technical

areas and community capacity building; To promote the role of the community in environmental rehabilitation; To achieve people's participation by developed partnerships between NGOs, service

providers and the local CBO; To reclaim land through planting trees, management and preservation of indigenous flora; To achieve self-sufficiency in food, wood and wood products for energy and other uses; To practice agroforestry activities for soil improvement in agricultural fields and conduct

soil and water conservation on bare hills, catchment areas and along riverbanks.

Outputs: Community will understand the project's goal, aim and objectives; Community will understand the project's financial management obligations; VNRMCs will acquire skills in leadership to facilitate community participation; More local seed will be collected by the communities; Dependency on bought seed will be reduced; Nurseries will be skillfully established by the communities; Communities will foster ownership and control over natural resources; Illegal and wanton procurement of natural resources will stop; Deforestation will be reduced as a result of communities embarking on alternative IGAs; Dependency on expensive fertilizers will be reduced as a result of adopting organic

farming; Dependency on purchased seed will be reduced as a result of embarking on local seed

collection;

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Raised seedlings and good condition of seedlings; Increased open land covered with forest; Proper management of indigenous forests; Improved soil and water retention, soil fertility, food production, water supply, dietary

nutrition and supply of firewood and timber.

2.5.2 Strengths: The COMPASS funded project, Bwanje Participatory Natural Resources Management and Capacity Building Activities, is one of several functions of Bwanje Rural Development Organization (BERDO). The organization has several objectives and the success of its activities is based largely on the devotion the people have for community-based activities. The greatest achievement various donors have made in the area is to cultivate into the minds of the people a spirit of readiness to participate in self-help development activities when support is guaranteed.

With the funding from COMPASS the project has achieved the following:

Procured adequate nursery materials and equipment plus 11 bicycles to mobilize a monitoring team;

Ten village forest areas have been established and 10 natural resource management committees formed;

Ten communal tree nurseries have been established and 300,000 seedlings raised;

Promoted public awareness on importance of natural resources that has led to identification of 18 village natural forest areas and creation of 121 village natural resources management committees;

Encouraged indigenous forestry management in 10 areas;

Promoted the role of communities in environmental rehabilitation and managed to achieve 75% of men, women, girls and boys actively participating in forestry activities;

Conducted 10 training sessions on capacity building for 10 village natural resources management committees and 400 households;

Conducted 9 days of field activities to encourage 10 village natural resources management committees and 400 households to actively participate in community-based natural resources management activities.

2.5.3 Weaknesses: The community has great enthusiasm for new projects and if not seriously cautioned, the group may overlook certain very important management requirements. An unauthorized purchase of ten bicycles for the monitoring team is a typical example, which was resolved after a lengthy debate on the matter.

2.5.4 Opportunities: A service provider (Forestry Assistant) who works with selfless devotion to his clients is the pillar behind the success of the community.

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2.5.5 Lessons Learned: Leading communities in community-based natural resource management activities with selfless devotion is a quality many service providers lack. It is also one that they cannot manage to acquire easily.

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2.6 Sani Hill Rehabilitation Project

Total Grant : US$3,250.00 (MK150,000.00)


Project Period : 1/3/2000 - 28/02/20001

Participants : 35


2.6.1 Project Profile: Goal - To rehabilitate Sani Hill.

Objectives: To transfer natural forest management responsibilities from the Forestry Department to

local communities; To reduce soil and water run-off; To increase the availability of firewood and timber.

Output: Communally-managed natural forest reserve; Reduced soil and water run-off; Increased firewood and timber supply.

2.6.2 Strengths: This is a relatively small project. Funding from COMPASS was used to:

Purchase of nursery tools and equipment including: wheelbarrows, picks, hoes, slashers, watering cans, rakes, shovels, a measuring tape, polythene tubes, panga knives and assorted tree seeds;

Raise 11,500 assorted tree seedlings against a target of 10,000 tree seedlings; Conduct a 3-day capacity building workshop for 26 participants; Conduct a field visit to Bwanje Rural Development Organization (BERDO) to learn their

community mobilization strategies and also view the impact of catchment area afforestation program.

A report from the COMPASS Community Mobilization Specialist, who has been responsible for organizing these sessions, indicates that through the exposure they have had during these sessions participants have acquired new knowledge and skills that will assist them in managing their project. What remains is to see them put into practice what they have learnt.

This youth organization can be commended for excellent utilization of project funds. Project members have to give their assent to all proposed expenditures after verifying that the proposed expenditure is within the project scope. The president of the group and the group’s process encourage the expression of different points of view based on expertise and functional background.

2.6.3 Weaknesses: The support that Government Officers are rendering to the organization is inadequate. The enthusiasm for the project that the District Forestry Officers had during the

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project review stage has completely evaporated and they are claiming to have no knowledge of the existence of this project in their area. All this is because the District Forestry Officers anticipated that they would be in full control of the project funds and therefore benefit from the funding in anyway it pleased them.

2.6.4 Opportunities: The president of the group, who had an opportunity of attending a project monitoring course organized by COMPASS, is an implementer. As a leader, he turns general concepts and plans into a practical working brief.

2.6.5 Lessons Learned: If service providers and their District Officers are not fully oriented on objectives of a project and their roles in achieving the objectives, their major expectations from the project are financial benefits for themselves. If these expectations are not met, their participation in the project is less than inclusive and they can even be actively disruptive.

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2.7 Manchewe Tree Nursery Program

Total Grant : US$6,501.00(MK300,000.00)


Project Period : 01/03/2000 - 30/06/2001

Participants : 254


2.7.1 Project Profile:Goal - To improve and support livelihood of rural/local community in the Livingstonia catchment area through sustainable management of natural resources that will lead to increased water supply and food production.

Objectives: To reduce rate of deforestation and environmental degradation in the Livingstonia

catchment area; To build capacity for local people in the Livingstonia area to manage their environment; To increase sources of income in the Livingstonia area.

Outputs: Reduced siltation of rivers; Availability of good drinking water; Poverty alleviation through income generating activities; Growing of other cash crops e.g. fruits by smallholder farmers.

2.7.2 Strengths: With funding from the American Ambassador prior to that from COMPASS, the project coordinator has put up a 5 m2 office building and purchased a typewriter, a filing cabinet and a few pieces of wooden furniture. The inside wall surfaces are almost covered with posters carrying basic statistics on the project. Essential information are kept in flat files that are safely secured in the filing cabinet.

Situated in the hilly areas of Livingstonia, accessed using a dirt road with 22 hairpin bends that climbs the escarpment, the project office coordinates communal natural resources management activities in Livingstonia, Phoka, Lura and Chitimba in Rumphi District. With funding from COMPASS the following has been achieved:

4 communal nurseries have been established and provided with adequate tools and equipment;

200,000 tree seedlings planted in fragile areas and around homesteads; 500 marginalized households have each planted 100 fruit tree seedlings at their

homestead; 4 seed stands established and more than 50 trees (exotic and indigenous) identified for

local seed collection; 10 village forest areas have been established in categorized areas such as hill slopes,

water catchment areas and areas of cultural significance;

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75 village natural resources management committees have been formed and are operational;

75 village headmen and 15 councilors have been trained on project management and leadership skills;

75 village natural resources management committees have been trained in local collection of seeds, processing, storage and nursery establishment and management;

500 farm families have been trained in soil and water conservation and are practicing it together with agroforestry technologies;

Income generating activities for local communities have been introduced.

Mr. Msiska is the only monitoring course participant who has written COMPASS expressing his appreciation of the materials he covered during the course. Judging from his documentation and the reports he has submitted to COMPASS, Mr. Msiska is an excellent organizer of information and very competent in giving timely feedback.

2.7.3 Weaknesses: Mr. Msiska is the organization’s main tower of strength. There is a top-down approach to project implementation rather than a participatory approach. This renders the sustainability of the project without Mr. Msiska very doubtful.

2.7.4 Opportunities: The project area borders Nyika National Park along its western boundary. With the change in Government policy in favor of co-managing protected with local communities, there are opportunities for communities from the project area close to the Park to benefit from revenue-sharing arrangements that can be worked out with the Park authorities. Eco-tourism holds considerable promise and already the regional office of DNPW is working with communities in the area to explore this potential

2.7.5 Lessons Learnt: The training that the project offered to 75 village headmen and 15 councilors in project management and leadership skills was a prerequisite for the participation of traditional and local leaders in the project area to be fully inclusive.

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2.8 Integrating Indigenous Knowledge in Community-Based Natural Resource Management in Malawi.

Total Grant : US$29,000.00 (MK 1,338,350.00)


Project Period : 1/3/2000 - 28/2/2002

Participants : Not applicable

Percentage Females : Not applicable

2.8.1 Project Profile: Goal - To integrate indigenous knowledge systems (IKS) in community-based natural resource management initiatives, notably in soil and water conservation, forestry and wildlife programs.

Objectives: To promote use of indigenous knowledge systems in CBNRM in 10 institutions in 6

selected areas of Mzimba, Rumphi, Lilongwe, Dowa, Ntcheu and Chikwawa; To collate and catalogue indigenous practices; traditional ways; local wisdom on people-

environment relationships that would lead to sustainable use of natural resources and conservation of biodiversity;

To illustrate ways that indigenous knowledge and traditional practices may be integrated into environmental management;

To encourage both extension workers and local people to gain enhanced respect for local culture, its wisdom and its environmental ethics.

Output Indigenous knowledge systems in soil and water conservation, forestry and wildlife

management from 6 zones surveyed, researched and documented.

2.8.2 Strengths: To date, after 10 months of implementation, CURE has undertaken an IKS sensitization exercise and conducted a planning workshop. CURE has also undertaken a literature search on methodologies in documenting IKS Finally, institutions and individuals to participate in the IKS project have been identified.

2.8.3 Weaknesses: The grant application was made without due consideration of CURE’s capacity to carryout the exercise. Comparing the achievements made with the amount of money and time spent, this project is not cost effective.

2.8.4 Opportunities: There are no binding conditions to prevent CURE from discontinuing with the exercise before more financial resources are committed. A proposed plan to contract the exercise to the University and some individuals will be a contravention of DAI and USAID contractual agreement.

2.8.5 Lessons Learned: It is very unlikely that a project that is recommended for funding based more on reviewers' opinion than on the available facts about the project can be successful.

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2.9 Chisasila Beekeeping Project

Total Grant : US$12.711.00 (MK586,600.00)


Project Period : 1/6/2000 - 31/5/2001

Participants : 35 (17 women and 18 men)


2.9.1 Project Profile:Goal – To control deforestation.

Objectives: To preserve, conserve and improve Chisasila forest. Improve the availability of other

natural resources found in the forest; To provide the resource-poor farmers surrounding Chisasila forest with an alternative

way of using the forest rather than selling wood and charcoal; To influence other neighboring villages to join in the conservation of Chisasila forest. It

is hoped that after the people from Mbamba village start benefiting through beekeeping, other villages will follow suit and start preserving their communal forests through beekeeping;

To raise some funds from IGAs for the sustainability of the organization and the project itself.

Outputs: Conserved Chisasila forest; Revenue from sales of honey.

2.9.2 Strengths: The main aim of the project is to protect and conserve Chisasila forest by enabling rural communities surrounding the forest sustainably utilize the forest. The project is working towards achieving this aim by assisting the community in their efforts to develop apiculture in the forest. The target is to place 250 hives in the forest. So far 160 hives have been constructed and 73 installed. Some hives are now colonized (only one colonized hive was visited during the last field trip to the project area), but the actual number has not yet been established because of the extent of the forest.

2.9.3 Weaknesses: Materials chosen for construction of the hives are relatively expensive and not readily available in the area. This makes the project not a replicable model to other resource poor communities without financial support from a donor.

2.9.4 Opportunities: Tambala Food Products have offered to purchase all the honey that is harvested from the project beehives. This is a ready market for a project output.

2.9.5 Lessons Learned: You can easily promote sustainable use of a fragile natural resource by merely attaching indisputable value to it.

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2.10 Construction of Training Block

Total Grant : US$7,000.00 (MK315,000.00)


Project Period :17/4/2000 - 16/10/2000

Participants : 812 (444 women and 368 men)


2.10.1 Project Profile:Goal – To enhance agricultural productivity amongst resource poor farmers in order to improve household food security and to promote the use of organic manure as opposed to chemical fertilizer.

Objectives: To reduce dependency of resource-poor farmers on expensive farm inputs such as

chemical fertilizers; To improve long term soil fertility through promotion of organic farming; To initiate self-reliance amongst farmers through sharing of experiences and working

together; To train and encourage resource-poor farmers to adopt sustainable agricultural practices

to become agents of change in the community; To improve crop diversification in order to minimize the risk of food insecurity amongst

smallholder farmers.

Outputs: Reduced dependency on chemical fertilizers; Improved soil fertility through organic farming; Farmers becoming more self reliant through working together in clubs and sharing of

experiences; More farmers will be trained to adopt sustainable agricultural practices and will act as

village change agents.

2.10.2 Strengths: The implementing agency for this project was Lipangwe Organic Manure Demonstration Farm (LOMADEF). This initiative, started in 1993 and born out of the innovative ideas of Mr. J. J. Kanjanga who was the organization’s founding Director. Starting with only one club, the activities of LOMADEF received appreciation from many organizations and individuals. By January 2000, the number of clubs had reached 36 in a total of 4 Districts. In 1998, LOMADEF was transformed into a local NGO with an elected Executive Committee taking over overall responsibility of the organization from the Founding Director. The Executive Committee was responsible for formulating and supervising the LOMADEF’s development policy.

Following its commendable performance some organizations have offered training to members of the Executive Committee, especially to the Founding Director. In addition, the organization has been supported through several donor-funded programs, notably that of OXFAM, USC Canada and COMPASS. With the funding from COMPASS, the organization

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purchased building materials and hardware. The total cost of these materials was MK154,799.00, leaving a balance of MK160,201.00 from the grant.

Under the OXFAM support, a VSO was assigned to the organization as a Technical Advisor. During the time of a Technical Advisor’s engagement, significant organizational changes were put into effect that culminated in serious internal disputes and the eventual dissolution of the organization.

2.10.3 Weaknesses: The organization disbanded following suspension of funding from donors. It is alleged that the conduct of the Founding Director was not transparent and that he was misusing donor funds. The Executive Committee failed to find a workable solution to the internal problems in the project caused by the Founding Director’s actions. The Executive Committee was weak and acted on the recommendations of the Technical Advisor. Its constitution was perhaps too sophisticated with concepts that were inappropriate for a rural organization like LOMADEF. The constitution was not adapted to suit the circumstances that surrounded the organization. The change in control of the organization was not reflected in the new set up. The Founding Director still had supreme powers in administering the organization. It required the local people to work out a local solution to the problems that were being experienced with the Director.

2.10.4 Opportunities: The donors are willing to resume support to the organization or a similar one after the diverse organizational problems are sorted out. 2.10.5 Lessons Learned: Only the local people with support from the local leaders can work out a lasting solution to a local problem. Advisors are outsiders who may not have full knowledge of the community and how best to address internal issues.

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2.11 Integrated Environmental Rehabilitation Project

Total Grant : US$12,797.00 (MK575,883.00)


Project Period : 15/5/2000 - 14/4/2001

Participants : 144

Percentage Females : 92 (133 women and 11 men)

2.11.1 Project Profile:Goal – To improve social-economic status of the Chimwala community through integrated sustainable management, protection and utilization of their natural resources.

Objectives: To rehabilitate the environmentally fragile degraded areas; To build capacity level on integrated management, protection and sustainable utilization

of the environment and natural resources; To increase food production per unit area through improvement in soil fertility and

conservation; To reduce over-dependence on fish and wood resources as a source of income; To reduce over-dependence on wood as a sole source of energy; To reduce incidence of diseases in the project catchment area.

Outputs: Community members trained in integrated environmental rehabilitation; Raised tree seedlings; Established planted trees; Income from guinea fowl rearing; Income from beekeeping.

2.11.2 Strengths: The project idea came from a community in Village Headman Ntenje’s area. The community wrote a seven-page proposal in Chichewa and presented it to Mangochi District Commissioner for assistance in soliciting donor funding. The Environmental District Officer (EDO), who was aware of COMPASS, forwarded the proposal in its original form with a covering letter from the District Commissioner. COMPASS was impressed with the application for a grant and after discussing the project idea with the EDO and the Mangochi Director of Planning, it was agreed that the EDO should assist the community in refining the application. The final proposal brought in two other communities (Mpwanye and Ukalanga) and also included two other sectors (agriculture and wildlife).

The project members have been trained in nursery establishment and management, woodlot establishment and management and guinea fowl management. All budgeted nursery equipment and other materials have been procured, three tree nurseries have been established and are in a perfect status. From a target of 40,000, 25,000 and 40,000 for Ukalanga, Mpwanye and Ntenje respectively, each community has raised only 30,274, 15,120 and 5,220 tree seedlings of various species.

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Fourteen project members have been issued with a pair of guinea fowl and six project-members with six eggs each for hatching. The twenty project members will be the source of parent guinea fowl for the rest of the project members after the original stock has multiplied to sufficient numbers. Seventeen project members are scheduled to participate in a Beekeeping tour in Changoima (Chikwawa District) to learn from the experience of the successful beekeepers in that area.

2.11.3 Weaknesses: The general level of literacy among the project members is very low. The District Forestry staff took advantage of this illiteracy to control use of the first tranche of money through conducting two workshops, which lasted three and five days respectively, when only one three-day workshop was budgeted for in the plan. The rates of allowances paid to the District Forestry Staff, Forestry Office Support staff and the project members were not justifiable. Consequently, an over-expenditure occurred that forced one sector (agriculture) to be removed from the plan. COMPASS could not give the project additional funds to cover the over-expenditure.

This organization scores very low marks n beneficiaries’ consultation for decision-making. Much of their meeting time is spent arguing, accusing and cursing just because the majority of the members who participated on an earlier MASAF project in the area, were being given money for taking part in the project activities. In the case of the COMPASS, where such payments are not entertained, the people allege that it is the committee members who are encouraging the donor not to pay them money because the committee members are sharing part of the project money for their personal use. This is more pronounced in Ntenje, where project performance is also poorest, than any other community.

2.11.4 Opportunities: The area is endowed with numerous opportunities for CBNRM. Most notable is its proximity to Lake Malombe to the east and a range of hills to the west. The area between the lake and the hills is flat strip of land with very high potential for agricultural production. Tourism activities in many parts of the District offer considerable opportunity to develop eco-tourism.

2.11.5 Lessons Learned: Working with organizations composed largely of illiterate individuals requires a lot of supplementary support that can be costly in terms of COMPASS time and travel expenses. At times, the lack of progress can be frustrating.

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2.12 Liwonde National Park Natural Resources Committees Development Project

Total Grant : US$13,999.00 (MK647,782.00)


Project Period : 1/6/2000 - 31/5/2002

Participants : 50 – 60 villages

Percentage Females : Unspecified

2.12.1 Project Profile:Goal – To facilitate the development of community organizations that can work with park officials to create a system of sustainable use of natural resources in the park and start these organizations implementing CBNRM practices outside the park.

Objectives: Committees to be formed in each village that will be addressing their natural resources

issues; Training the committees on CBNRM, conservation, management skills, departmental policy, constitution forming and resource utilization program; To reduce poaching.

Outputs: Reduced poaching; Sustainable utilization of resources; Improved relationships of the surrounding villages.

2.12.2 Strengths: The project has two major components, extension mobilization and VNRC development. The former component involves rehabilitation of a broken-down Frankfurt Zoo Land Rover to be used by a Peace Corps Volunteer for extension activities. The latter component is a series of training sessions for VNRMCs around Liwonde National Park (LNP) with an aim of sensitizing them on the importance of the Park and preparing them for a revenue-sharing arrangement and establishment of income generating activities that use raw materials from the Park. It is hoped that this will finally facilitate prevention of poaching in the Park.

The repair of a broken-down Land Rover has been replaced by purchase of a second-hand Land Rover from PROSCARP. This decision was taken after realizing that there will be some cost saving by purchasing a used vehicle instead of repairing the broken-down vehicle.

Regarding the VNRMCs training, one course has been conducted and six more are to be conducted in the remaining project period. Nineteen committees have been set up since the beginning of the project.

With the funding from COMPASS, the project has also procured items that were desperately required at the Youth Hostel. The items include utensils and bedding worth MK2,500.00.

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2.12.3 Weaknesses: During one of the project field trips by COMPASS staff, it became apparent that the project proposal was written by the Peace Corps Volunteer without close consultation with National Park personnel and the target groups. Being the only person who knew precisely what the project was all about, the Peace Corps Volunteer has been the person making day to day decisions on project implementation and also controlling project funds unilaterally. The VNRCs have allegedly pointed out that the Peace Corps Volunteer is just using them as bait to make money for use on her other priorities and not theirs.

Communication between COMPASS and the main project management team has been very poor. Several times the project management team has decided to make changes to the budget and itemized list of materials and services without respect to the Grant Agreement that stipulates that a prior written authority from COMPASS has to be obtained before changes are made. The project management team has been very slow in utilizing project funds and has not provided feedback in a timely manner.

2.12.4 Opportunities: The new National Parks policy that provides for revenue sharing with communities co-managing parks with Government personnel offers a strong incentive for communities around national parks to join hands in policing parks against poaching.

2.12.5 Lesson Learned: In a situation where an outsider assumes a leading role in project planning and implementation, meaningful beneficiary consultation for decision making is never felt essential. As a result top down processes take root to the detriment of project success and sustainability.

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2.13 Linthipe Riverine Afforestation Project

Total Grant : US$6,484.00 (MK 299,950.00)


Grant Period : 1/5/2000 - 30/4/2001

Participants : 78


2.13.1 Project Profile:Goal – To rehabilitate and stabilize the banks of Linthipe River.

Objectives: To plant indigenous species of trees on the banks of the Linthipe River; To reduce soil erosion and siltation; Minimize the damage of agricultural crops due to erosion; Stabilize the breeding areas for mpasa (lake salmon);

Outputs: Stabilized crop yields and homesteads; Increased fish catch and hence increased income and food for the people; Stabilized water flow for the river; Availability of firewood and poles for construction.

2.13.2 Strengths: Four areas close to hot spots along the Linthipe River were identified and a tree nursery established in each area. The four hot areas were in Traditional Authorities Kalonga, Maganga, Pemba and Kambwiri. Laborers were employed to raised tree seedlings to be issued at no cost to owners of gardens that were being eroded by the river.

Out of 240,000 Kaya anthotheca seedlings that the project had planned to raise, only 44,070 seedlings (18.36%) were achieved. COMPASS did recommend to the project committee some species to be included in the project such as bamboo and elephant grass that are fast growing and quickly stabilize eroding areas. The committee received the suggestion but never bought the planting materials, claiming that people in the community were not as keen as COMPASS staff when it came to using these species.

Three factors contributed to the low achievement. Kaya anthotheca seeds that were purchased from FRIM were of very low viability; laborers were at times negligent in caring for the seedlings; and, lastly, pests and diseases attacked the seedlings.

Distribution of the tree seedlings was in favor of women who got 30,320 seedlings (68.80%) compared to the men who got 15,750 seedlings. A commendable action the group also did during the early days of the project was to organize a forum of Traditional Authorities, Village Headmen, Project Committee members and District Forest Office staff to come up with a concrete solution to an internal problem they had. One of the Traditional Authorities had an unfavorable opinion of members of the project committee, especially two people that were nominated from his area. He claimed that he did not know how the two (Chairman and

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Treasurer) from his area were nominated to the committee, because he had other people in mind that could have better represented his area. He issued threats that he was going to do everything possible to remove these two people from the committee and replace them with people of his choice. During the forum the traditional leaders counseled the uncooperative Traditional Authority and he had to accept that his stance was inappropriate. He assured everyone present at the meeting his full support and active participation in the project.

2.13.3 Weakness: The choice to engage laborers to manage tree nurseries without involvement of the community that will transplant the tree seedlings into their gardens was poor. It reduces the community’s commitment and ownership of the project.

There was an apparent dominance by the Chairman in decision making. This reduced the extent of participatory project management. Following the death of the Chairman, it was very difficult to identify his replacement because the late Chairman was dominating project committee members.

2.13.4 Opportunities: Community mobilization has been facilitated by full participation of local leaders for whom the community has high respect.

2.13.5 Lessons Learned: A solution to a local problem that has come from the community’s own initiative, spearheaded by its high ranking local leadership is permanent and has broad support.

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2.14 Cane Rat (Thryonomous spp.) Farming in Salima District.

Total Grant : US$6,306.00 (MK 291,000.00)


Project Period : 29/6/2000 - 28/5/2001

Participants : 20


2.14.1 Project Profile:Goals – To introduce cane rat farming in selected areas of Salima District and provide sustainable ways of utilizing the species by the communities.

Objectives: To provide skills of raising cane rats as a source of protein within homesteads of the

people of Salima District; To promote cane rat farming among the people of Saopampeni village; To establish cane rat demonstration kholas within the village; To introduce an income generating activity to people of Salima through domestication of

wildlife.

Outputs: Up to 20 men and women from the village trained in cane rat raising; Demonstration cane rat khola established the village; 30 men and women to have an educational visit to Lilongwe Nature Sanctuary; Income of the local communities improved.

2.14.2 Strengths: Notwithstanding the very low education level of the group implementing this project, the group has put up an impressive brick and iron-roofed building with technically designed cane rat pens. The building is conveniently located by the roadside in the village. The group is making final touches to the building before stocking the pens with cane rats.

2.14.3 Weaknesses: The relationship between the group and its Technical Advisors from the Department of National Parks and Wildlife is not conducive to speedy implementation of the project. Each side blames the other side for delays and for not striving to ensure the success of the project.

Documentation of project information is something the group is unable to do without continuous support. It is for this reason that records for this project are poor and scant.

2.14.4 Opportunities: Cane rats are a species of rodents that few people have ever seen alive. By constructing the cane rat pens by the roadside in the village advertises their presence and should attract people to pay for viewing the domesticated animals.

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2.14.5 Lessons Learned: Among community based organizations, even the least educated groups can produce wonders, but it requires careful facilitation and some close supervision as a constant reminder of what needs to be done.

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2.15 Mpalasa Afforestation Project

Total Grant : US$7,687.00 (MK354,750.00)


Project Period : 1/6/2000 - 31/ 5/2001

Participants : 40


2.15.1 Project Profile:Goal – To build capacity in both Forestry Department staff and VNRMCs in natural resource management and improve the relationship between these two groups.

Objectives: To train VNRMCs; To create public awareness on the new Forestry Policy and Act; To build capacity of the communities.

Outputs: 1 member of staff trained; 40 members of 4 VNRMCs trained; Natural forests on customary land identified by VNRMCs; Annual plan of action on management of natural forests and woodlands developed; By-laws to safeguard natural resources in the district formulated.

2.15.2 Strengths: Four committees (one from each village) oversee implementation of the project in each respective village. There is an overall project committee that coordinates all activities.

Forty members from the four VNRMCs have been trained in nursery and woodlot establishment and management. Out of a target of 40,000 tree seedlings to be raised, only 18,046 tree seedlings have been raised, representing a 45% achievement. Low viability of seeds has contributed to this low success rate.

2.15.3 Weaknesses: The project committee is passive. It exercises laissez faire approaches in its project management. The Forestry Assistant, who is the group’s technical advisor has lost interest in the project because of small amounts of money the committee compensates him for the incremental costs he incurs when serving the project.

2.15.4 Opportunities: Sources of affordable tree seedlings are at a considerable distance from the project area. Establishing a source of affordable fruit and woodlot tree seedlings within easy reach in the area would be a good start for a viable enterprise.

2.15.5 Lessons Learned: The project is a typical turnkey type of a project. The participants just wanted to produce seedlings that would enable them to establish their own semi-commercial woodlots. Sustainability of such projects is never assured.

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2.16 Nsipe Afforestation Project

Total Grant : US$13,500.00 (MK 754,560.00)


Project Period : 20/6/2000 - 19/6/2001

Participants : 100


2.16.1 Project Profile:Goal – To develop and maintain a balanced natural environment for sustainable development.

Objectives: To achieve VNRMC participation in forestry activities; To reclaim the degraded areas through planting, protecting, managing and preserving

indigenous flora.

Outputs: Reduced wanton cutting down of trees; Established big woodlots; Reduced soil erosion.

2.16.2 Strengths: The most important thing the project has achieved through COMPASS funding is improved mobility for the Forestry Assistant and Forest Patrolmen, who are involved in monitoring the project and supervising the communities in implementation of the project. Eight bicycles have been purchased for this purpose. In addition to the eight bicycles, materials and assorted tree seeds for ten tree nurseries were procured with grant funds.

From a plan to raise 254,000 tree seedlings, only 113,593 assorted tree seedlings were raised, representing a 47.72% achievement.

Following training in group dynamics and principles of forestry that was organized for six members from each of the ten committees, many of the participants have gained more knowledge and interest in environmental issues than before. This has greatly facilitated progress in project implementation. Meetings to discuss implementation progress and to map out strategies for corrective action wherever necessary are held twice every month.

2.16.3 Weaknesses: Some members within the ten committees were expecting cash payments for being involved in the project as is the cases with MASAF projects. These people are discouraging other members from actively participating in the project by attending project meetings only irregularly.

The service provider has made promises that the funding organization will provide all the resources that would otherwise require the members contributing money to procure them. Standard meals during project meetings and during days spent at work are some of the promised incentives. However, participation of project members is very poor whenever the project cannot provide the promised meals owing to exhaustion of funds.

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The project is covering quite an extensive area, the whole of Nsipe Agricultural Extension Planning Area. Due to the vastness of the project area, effective supervision of the project by the service providers is the very difficult. A suggestion made by COMPASS to reduce the project coverage has never been implemented for fear of disappointing those who were to be left out.

2.16.4 Opportunities: The project area is among areas with high potential for horticultural production. Specialized production of commercial fruit-tree seedlings could be a viable enterprise in the area.

2.16.5 Lessons Learned: Relief culture is deeply rooted in the minds of many Malawians. Project service providers should avoid perpetuating this relief culture when considering incentives to be included in the project.

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2.17 Eastern Boundary Fence at Nyafulu – Liwonde National Park.

Total Grant : US$9,973.00 (MK 558,500.00)


Project Period : 21/8/2000 - 31/12/2000

Participants : Not applicable

Percentage Females : Not applicable

2.17.1 Project Profile: Goal - To contain the animals of Liwonde National Park, particularly elephant and hippo, within the Park's boundary and, thereby, prevent crop raiding by these animals.

Objectives: To assist the Park's authorities in preventing illegal access into the Park; To encourage a suitable environment in which village natural resource committees will

be able to function effectively; To provide increased protection to newly translocated Nyassa Wildebeest and Black

Rhinoceros and other endangered species

Output: Ten kilometers of elephant-proof fence along the eastern boundary of Liwonde National

Park.

2.17.2 Strengths: The construction of boundary fence went according to plan. It took 40 days to erect 10km of suitably electrified boundary fence. The following tasks were completed by 15th December 2000:

Selection and training of new Fence Attendants Provision of uniforms and equipment to the new Fence Attendants Erection of a 10 km of electrified boundary fence Construction of an entrance gate Construction of strong room to house expensive electronic equipment Construction of four staff houses Construction of an office and the foundation of a social center

2.17.3 Weaknesses: One of the scouts houses constructed with COMPASS funding has not been plastered as planned. This is a disappointment and must be seen as a shortcoming of the project.

2.17.4 Opportunities: The goodwill generated by the erection of the fence has created a suitable environment in which Village Natural Resources Committees will be able to function effectively.

2.17.5 Lessons Learned: The success of this project is attributed largely to untiring effort of the Project Officer, Mr. Mike C. Labuschagne. By reducing incidents of crop raiding, tension between villagers and Park authorities has been reduced.

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2.18 Guinea Fowl Management, Beekeeping and Efficient Clay Stoves Project

Total Grant : US$3,000.00 (MK 168,000.00)


Project Period : 1/9/2000 - 30/8/2001

Participants : 315


2.18.1 Project Profiles: Goal - To raise community awareness on the interdependence of the community and environment.

Objective: To equip the participating community members with appropriate knowledge and skills in

construction and use of fuelwood stoves, guinea fowl production and bee keeping.

Output: Fuelwood efficient stoves; Domesticated guinea fowls; Natural honey; Improved community understanding of the environment.

2.18.2 Strengths: This is a group that, at the time of project appraisal, appeared not to know exactly what it was intending to do. After conducting the project committee members, three ordinary members and a traditional leader on a tour of Mwanza East, where communities are successfully engaged in a number of CBNRM activities including guinea fowl rearing and bee keeping, the tour participants learnt a lot from their peers.

With the knowledge gained from the tour and the previous exposure of the organization’s secretary to the three major activities of the project, the project committee, with support from local leaders, has made tremendous achievements. Ten clubs of 150 members have been formed to manage three birds (2 females and 1 male) per club’s khola. To date, the fowls have laid 290 eggs and hatched 50 chicks. The guinea fowls are caged in newly constructed raised kholas using locally available poles, bamboo, grass and plastic sheets to ensure that the kholas do not leak when it rains. Five other clubs with 75 members have also been formed who are engaged in beekeeping. So far, only 15 hives have been constructed. The target is 25 hives. One hundred women are involved in clay-stove making. The target is to produce 1,500 stoves for sale. These stoves require a third of usual firewood requirement for cooking.

2.18.3 Weaknesses: The project is very likely going to have several types of product for sale. At the moment marketing strategies for these products have not been established. The group is not aware of what sort of competition it is likely to face. In addition, the project area is located in a remote hilly area of Chikwawa West. Accessibility to the area is a major problem and this is likely to impede marketing of the project’s products.

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2.18.4 Opportunities: Project participants are very cooperative and dedicated to the project. They have respect for the youth, who are spearheading the project. Local leaders, too, are in full support of the project. This will increase the chances of the project’s sustainability.

2.18.5 Lessons Learned: Knowledge gained from peer groups is easier to apply than that gained from word of service providers and other outsiders.

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2.19 Songani Sawdust Briquette Making

Total Grant : US$2,400.00 (MK 134,000.00)


Project Period : 1/9/2000 - 31/8/2001

Participants : 25


2.19.1 Project Profile: Goal - To promote self-sufficiency amongst the guardians of orphan through sawdust and paper briquette making.

Objectives: To establish a briquette-making group from among guardians of AIDS orphans; To procure equipment and materials to make and sell briquettes and to establish a

functioning briquette-making operation; To test the technology within Zomba and to demonstrate to potential interest groups; To develop and supply a briquette market in Zomba and to successfully market the

briquettes; To reduce dependency on firewood and raise the awareness of alternative fuels; To develop skills in organization, leadership, marketing and financial management which

will help the group to tackle projects and to handle IGAs.

Outputs: Social status of the group will be improved through the money that will be realized from

the sales; Deforestation will be reduced since people will be using briquettes instead of firewood

2.19.1 Strengths: The women involved in this project are looking after orphan children. They are making briquettes as an income generating activity to assist them care for the orphans.

Materials for making briquettes are collected locally at no cost. They are made into briquettes by hand without using a press. A press that was lent to the group by Ms Janet Lowore is broken down and requires repair. A lot of briquettes have been produced, but only 900 have been sold at MK2.00 each. The main market for the briquettes is WICO is who are using them for demonstrations of fuel-efficient stoves manufactured by the company. Ms Janet Lowore is assisting the women in the marketing the briquettes.

2.19.3 Weaknesses: The head of the orphanage, Bishop Kenneth Mpoya, is managing all the activities of the project. The women are never involved in decision-making processes. The choice of briquette making as an income generating activity was poor because the market for briquettes is unknown.

2.19.4 Opportunities: Orphan care is now becoming an important issue for Government and donors. It is, therefore, likely that funding for the activities of these women to care for the orphans can be secured with minimal difficulty.

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2.19.5 Lessons Learned: Unless something is done to improve the marketing of briquettes, briquette making is not a viable income generating activity in this area.

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2.20 Advocacy, Environmental Education and Communication Program (AEECP)

Total Grant : US $ 17,500.00 (MK 1,086,250.00)

Amount Disbursed : US $ 5,772.00 (MK 450,000.00)Grant Period :1/10/2000 - 30/9/2001

Participants : National

Percentage Females : Not Applicable

2.20.1 Project Profile: Goal - To promote full participation of the youth and local communities in natural resources and environmental management in Malawi.

Objective: Raise awareness and promote action for conservation and environmental issues by

producing and disseminating information.

Outputs: Increased number of youth and local communities participating in wildlife club activities

in Malawi with over 2000 affiliated school wildlife clubs and a total enrolment of 80,000 pupils as members;

Twelve regional workshops for Wildlife patrons successfully organized; Three issues of Nantchengwa environmental magazines and other publications printed; At least 10 District-based performances and wildlife club rallies throughout the country; One radio and one television program on environmental issues successfully operating.

2.20.2 Strengths: The following activities have been undertaken:

Awareness - 30 schools in the Northern Region having on average 50 pupils (1,500 in total) have been addressed on wildlife conservation;

Workshops – Two workshops for 90 schools in the Southern Region (3rd – 7th Dec. 2000) and the Northern Region (10th – 15th Dec. 2000) were jointly conducted with Department of National Parks and Wildlife to equip the youth of the country with appropriate skills on management of the environment and natural resources;

Publications – 6,000 copies against a target of 12,000 copies of the 31st issue of Nantchengwa magazine were produced and sent to the Society’s branches for distribution. Production was below target owing to cost escalations;

Leaflets – WSM leaflets have been produced. These contain information on the Society, background of WSM, its mission statement and objectives, and describes activities carried out by WSM;

Calendar – 6,000 copies were produced and sent together with Nantchengwa to the Society’s branches for distribution to schools. The calendar depicts important world days declared by the United Nations, so that the students can develop plans to celebrate these events.

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2.20.3 Weaknesses: The Society is not putting enough emphasis on cost recovery that would ensure sustainability of the project activities.

2.20.4 Opportunities: For a long time, schools in the Northern Region have been thinking that NGOs in Malawi concentrate their efforts in the Southern and Central region, neglecting the North. The goodwill that WSM has cultivated in the Northern Region creates opportunities for more wildlife clubs to be formed in the North.

2.20.5 Lessons Learned: Cost-recovery arrangements are one way of ensuring sustainability of an activity but there is a danger that the number people using the service will be limited to those who can afford to pay for the service.

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2.21 Community Herbal Gardens Establishment Project

Total Grant : US$15,000.00 (MK 690,000.00)


Project Period : 1/6/2000 – 31/5/2002

Participants : 340


2.21.1 Project Profile: Goal – To alleviate the suffering of many people caused by various diseases (AIDS inclusive), in order to raise the quality of life through provision of herbal and traditional medicines to supplement medication provided through the formal health services.

Objectives: Establishing herbal gardens in 32 villages; Imparting knowledge to local communities on home nursing, care and support, and

herbal drug administration; To raise household income through sale of herbal treatment.

Outputs: 32 herbal gardens established; About 96,000 people having access to herbal medicines; More than 500 villagers being able to administer herbal treatments.

2.21.2 Strengths: HOPE Humana are operating in 34 villages in Chiradzulu District establishing community herbal gardens. Each community has a 10-person committee, which is responsible for tending the nursery and organizing the outplanting to the gardens. It is estimated that 3,000 people will become beneficiaries once the gardens are producing traditional medicines.

At the moment, 34 communal gardens have been established. An estimated 54 different species of plants will be raised in these gardens. Only 28 species have so far been transplanted. A response assessment meeting with traditional chiefs was conducted to set the stage for further support for the project. A meeting to develop monitoring tools was also conducted to facilitate adaptive project management. One of the monitoring tools is regular monthly meetings to review progress.

2.21.3 Weaknesses: There are some issues that might impinge on project achievements.

In areas of Likoswe and Kadzombe, the poor germination of seeds was due to use of salty water for irrigating the nursery seedbeds. If fresh water cannot be found to water the nurseries and transplanted seedlings, herbal gardens establishment in these areas will be a failure.

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Ownership of the land on which these community herbal gardens are to be established is not clearly defined. Chiefs and Committee members are both claiming ownership of the same land. This may discourage the community’s full participation in the project.

Community mobilization in certain areas, especially in matrilineal societies, has not been fully successful in motivating the men to participate in project activities in the same way the women are doing.

2.21.4 Opportunities: The HIV/AIDS pandemic has severely compromised Malawi's ability to maintain an effective healthcare system. People are seeking whatever medicines they can find and afford to relieve the suffering of AIDS patients. Guardians of home-based AIDS patients are anxiously looking forward to the day they will begin to source traditional medicines from the herbal gardens.

2.21.5 Lessons Learned: Ownership of project property and the rights to use natural resources are major factors that determine people’s commitment to a project.

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2.22 Advisory on Sustainable Use and Management of Forest Reserves (ASUFORE)

Total Grant : US$15,000.00 (MK1,020,000.00)


Grant Period : 1/10/2000 – 30/9/2001

Participants : 869


2.22.1 Project Profile: Goal - To promote sustainable use of natural resources in both customary and public land.

Objectives: To create village forest areas; To reclaim gullies; To conserve land and plant trees on bare land; To produce fuel-efficient stoves and encourage households to use them; To establish village woodlots; To under-sow or systematically interplant with Tephrosia.

Outputs: Reclaimed gullies; Established woodlots; Fuel-efficient stoves in use; Conserved natural resources on customary and public land; Reforested hills conserved; Policing services offered by VNRMCs; Co-management of forest reserves; Village action plans formed and implemented; Village forest reserves planted and created.

2.22.2 Strengths: The project is managed by a GTZ funded organization – PAC NICE (Public Affairs Committee – National Initiative for Civic Education). COMPASS is funding community-based natural resources management activities in Salima, Dedza and Ntcheu Districts. A District Civic Education Officer, based in Dedza, is coordinating the project activities in the three districts.

Under the project, 37 nurseries (Salima 6, Ntcheu 4 and Dedza 27) have been established and 335,091 assorted tree seedlings (Salima 56,200, Ntcheu 35,880 and Dedza 243,011) have been raised. There are 119 households (Salima 56 and Dedza 63) using mud stoves and to date, 313 stoves (Salima 104, Ntcheu 3 and Dedza 206) have been produced. There are 56 farmers (Ntcheu 10 and Dedza 46) who have adopted agroforestry practices.

Six villages have just started establishing woodlots, so far 78 woodlots and 11 village forest areas have been created. In three villages, farmers have started conserving bare hills and 0.5 ha have already been conserved. There is a great demand for water and soil conservation structures, 4 ha have been conserved but more will be done after this year's harvest.

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2.22.3 Weaknesses: Coordinating these activities in three districts is too much for one person. Attention to some areas, especially those in Salima, is minimal. There is need for concentrating efforts into one District for greater impact.

2.22.4 Opportunities: Through other NICE programs, in some areas, the spirit of self-help has been instilled in the minds of project participants. The communities are now contributing some items they can afford including food to consume during project workdays without being fully dependent on project funding.

2.22.5 Lesson Learned: Joint funding of project activities by donors creates synergy that enables a lot to be achieved that would otherwise not be accomplished by one donor. It also promotes collaboration that reduces duplication of effort.

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2.23 Participatory Fish Farming Project (Kalino Dam)

Total Grant : US$9,360.00 (MK 584,000.00)


Project Period : 20/9/2000 – 19/9/2001

Participants : 25


2.23.1 Project Profile: Goal – To reduce pressure on natural resources for people's livelihood by introducing fish farming as an alternative source of household income and to popularize fish in people's diet.

Objectives: To popularize fish farming among the communities within the project area; To provide a training facility in fish farming for the interested community members

within the project area; To establish an alternative source of income for the organization.

Outputs: Members of the organization trained in fish farming; Technically well-constructed fish pond; People trained in fish farming from within the project area; Local source of fresh fish established for the community within the project area.

2.23.2 Strengths: The youth organization is mobilizing communities from 10 villages around Thondwe area to engage them in fishpond construction and rearing fish in the ponds. Ten people (3 women and 7 men) from the 10 villages are actively involved in the project. These people are expected to raise the interest of other people in their respective communities.

About 1,300 fingerings of Tilapia spp. were stocked in early February 2001in the completed fish pond. Construction of an office block and a smaller pond to stock cat fish is to be completed in the near future.

The youth organization is also involved in community mobilization through drama, dances, poetry, and choirs. It is the intention of the organization to assist any interested persons who want to initiate fish-farming enterprises.

2.23.3 Weakness: The youth organization lacks maturity in managing financial resources. A lot of money is spent paying themselves in compensation for the time on the project.

Community mobilization has failed to win over some people who are still reluctant to take part in the project activities because they feel the project is affiliated to a political party. Furthermore, there are certain individuals who, realizing that a donor is funding the project, demand payment for their labor on the project. A number of people from outside Kalino village, where the fishponds are located, are understandably reluctant to work on a project that is not in their village.

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2.23.4 Opportunities: Fresh fish are a rare commodity in the markets in the area. There are marshes along Kalino River that have water almost all year round. These areas are ideal for fishpond construction.

2.23.5 Lessons Learned: The request for a grant to finance fish farming in Thondwe area by the youth organization was not done in good faith. The fish-farming project has been used to source money for the youth organization members’ themselves.

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2.24 Lake Chilwa and Mpoto Lagoon Boat Co-management Project

Total Grant : US$13,326.00 (MK1,066,100.00)


Project Period :30/11/2000 - 31/12/2001

Participants : 11 BVCs (110 members)

Percentage Females : Nil

2.24.1 Project Profile: Goals - To conserve, manage and protect the natural resources of fish in Lake Chilwa and Mpoto Lagoon.

Objectives: To have a reliable and efficient transport facility; To assist the BVCs to undertake their duties smoothly and efficiently; To visit and advise fishers regularly on recommended and required fishing methods; To apprehend fishers who do not comply with the BVCs' bylaws.

Outputs: Fishers will be able to get more money from fishing; Fishing will be sustainable; BVCs will have efficient and reliable transport to carry out their duties; Fishers will be advised on good fishing practices.

2.24.2 Strengths: After submitting their Chichewa project proposal, the 11 Beach Village Committees (BVCs) involved elected a 10-person boat committee to handle all matters concerning procurement of three boats, three engines and accessories. The Boat Committee is composed of BVC members from Zomba District BVCs for easy interaction among committee members and ease of communication between the committee, Zomba Fisheries office and COMPASS.

The Minister of Natural Resources and Environmental Affairs witnessed the issuing of the first check on 7th November 2000. The committee solicited a number of price quotations and has since then procured one trial boat to be tested by Zomba BVCs before the other two boats are procured. The boat was officially launched on 16th January 2001. From the 10th to 31st January 2001 the committee made 4 patrols and confiscated 7 nets. It has collected MK4,500.00 in fines and MK 3,500.00 from boat hire for transport. On 28th January 2001, Swangóma BVC used the boat in Phalombe District. It confiscated 5 nets and collected MK 18,000.00 in fines.

Apart from these activities, the boat committee received visitors from Lower Shire on 27th January 2001. The visitors included the Chikwawa Chief Executive, 2 local leaders and 19 committee members. Another activity was training in business management conducted from 11th to 12th January 2001 by experts from DEMATT.

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2.24.3 Weaknesses: The Boat Committee has not done enough homework to find out what size boat and engine would be most appropriate to meet BVCs needs. The trial boat and engine that have been procured is larger and more expensive than required.

2.24.4 Opportunities: In addition to patrolling the fisheries in Lake Chilwa and Mpoto Lagoon, the boats will also be used for ferrying people across the lake thereby generating additional funds for operating the boats.

There is an umbrella association that is very strong and powerful. It is greatly respected by the BVC members and fishers on Lake Chilwa and Mpoto Lagoon. The Association is an advisory body that ensures that the constitution, which they have just re-formulated, is respected.

2.24.5 Lessons Learnt: The efforts by the Lake Chilwa and Mpoto Lagoon BVCs to control unscrupulous fishing on the lake and lagoon are being challenged by the conduct of certain chiefs who are entertaining bribes from people to fish in contravention of the regulations.

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Annex 1: Summary of Grants

Number Project Title Project Focus Total Grant Implementing Agency Area District2.1 Briquettes Promotion Campaign Alternative

energyMK 769,000US$ 16,500

Ndirande Women Briquette Group Ndirande Blantyre

2.2 Ndirande Mountain Rehabilitation Project

Reafforestation MK 594,000US$ 12,920

Ndirande Mountain Rehabilitation Community

Ndirande Blantyre

2.3 Tree Nursery Reafforestation MK 116,161US$ 2,525

Matindi Youth Organization Matindi Blantyre

2.4 Chigumula Fish Promotion Project Aquaculture MK 600,000US$ 13,040

Fish Promotion Center Chigumula Blantyre

2.5 Participatory Natural Resources Management and Capacity Building on CBNRM Activities


Bwanje Valley Rural Development Organization

Bwanje Ntcheu

2.6 Sani Hill Rehabilitation Project Reafforestation MK 150,000US$ 3,250

Chisoti Youth Organization Chisoti Nkhota-kota

2.7 Livingstonia Environmental Rehabilitation and Conservation Project


Rural Foundation for Afforestation Rumphi

2.8 Integrating Indigenous Knowledge in Community-Based Natural Resource Management in Malawi

Capacity Building

MK 1,338,350US$ 29,000

Coordination Unit for Rehabilitation of Environment (CURE)

Nationwide Nationwide

2.9 Chisasila Beekeeping Project Reafforestation MK 586,600US$ 12,711

Mbamba Environmental Conservation Club

Mbamba Nkhatabay

2.10 Construction of a Training Block Sustainable Agriculture

MK 315,000US$ 7,000

Lipangwe Organic Manure Demonstration Farm (LOMADEF)

Ntonda Ntcheu

2.11 Integrated Environmental Rehabilitation


Mtenje Natural Resource Management Committee

Chimwala Mangochi

2.12 Liwonde National Park VNRC Development

Wildlife Extension

MK 647,782US$ 13,999

Department of National Parks and Wildlife

Liwonde National Park

Machinga and Balaka

2.13 Linthipe Riverine Afforestation Project


Kamapeka Environmental Group Kalonga, Maganga, Pemba and Kambwiri

Salima

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2.14 Cane-rat Farming in Salima District Wildlife Domestication

MK 291,000US$ 6,306

Saopampeni Cane-rat Farming Organization

Saopampeni(Kamuona)

Salima

2.15 Mpalasa Afforestation Project Reafforestation MK 354,750US$ 7,687

Mpalasa Afforestation Organization Mpalasa Balaka

2.16 Establishment of Community Herbal Gardens

Health MK 690,000US$ 15,000

HOPE Humana People to People Mwanje, Mokolongwe and Jacket

Chiradzulu

2.17 Nsipe Afforestation Project Reafforestation MK 754,560US$ 13,500

Chipusule Village Natural Resource Management Committee

Nsipe EPA Ntcheu

2.18 Eastern Boundary Fence at Nyafulu Wildlife MK 558,500US$ 9,973

Liwonde National Park Liwonde National Park

Machinga

2.19 Guinea Fowl Management, Bee-keeping and Efficiency Stove Making Project

Wildlife Domestication and Alternative energy

MK 168,000US$ 3,000

Tsogolo la Ana Changoima Chikwawa

2.20 Sawdust Briquette Making Alternative energy

MK 134,020US$ 2,400

Songani Community Care Group Songani Zomba

2.21 Advocacy, Environmental Education and Communication Program (AEECP)

Public Awareness

MK 1,086,250US$ 17,500

Wildlife Society of Malawi Nationwide Nationwide

2.22 Advocacy on Sustainable Use and Management of Forest Reserves

Forestry MK 1,020,000US$ 15,000

National Initiative for Civic Education (NICE)

Dedza, Ntcheu and Salima

Dedza, Ntcheu and Salima

2.23 Participatory Fish Farming Aquaculture MK 584000US$ 9,360

Voice of the Voiceless Youth Organization

Kalino Village (Thondwe)

Zomba

2.24 Community Policing of Lake Chilwa Fisheries

Wildlife Extension

MK 1,066,100US$ 13,326

Mwaiwathu Fisheries Management Committee

Lake Chilwa and Mpoto Lagoon

Zomba

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Annex 2: COMPASS Publications

Document Number

Title Author(s) Date

Document 1 COMPASS Year 1 Work Plan COMPASS Jul-99Document 2 COMPASS Small Grants Management Manual Umphawi, A., Clausen, R., Watson, A. Sep-99Document 3 Year 2 Annual Work Plan COMPASS Dec-99Document 4 July 1-September 30, 1999: Quarterly Report COMPASS Oct-99Document 5 Training Needs Assessment: Responsive Modules & Training

ApproachMwakanema, G. Nov-99

Document 6 Guidelines and Tools for Community-Based Monitoring Svendsen, D. Nov-99Document 7 Policy Framework for CBNRM in Malawi: A Review of

Laws, Policies and PracticesTrick, P. Dec-99

Document 8 Performance Monitoring for COMPASS and for CBNRM in Malawi

Zador, M. Feb-00

Document 9 October 1 - December 31, 1999: Quarterly Report COMPASS Jan-00Document 10 Workshop on Principles and Approaches for CBNRM in

Malawi: An assessment of needs for effective implementation of CBNRM

Watson, A. Mar-00

Document 11 January 1 - March 31, 2000: Quarterly Report COMPASS Apr-00Document 12 Thandizo la Ndalama za Kasamalidwe ka Zachilengedwe

(Small Grants Manual in Chichewa)Mphaka, P. Apr-00

Document 13 Njira Zomwe Gulu Lingatsate Powunikira Limodzi Momwe Ntchito Ikuyendera (Guidelines and Tools for Community-based Monitoring in Chichewa)

Svendsen, D. - Translated by Mphaka, P. and Umphawi, A.

May-00

Document 14 Grass-roots Advocacy for Policy Reform: The Institutional Mechanisms, Sectoral Issues and Key Agenda Items

Lowore, J. and Wilson, J. Jun-00

Document 15 A Strategic Framework for CBNRM Media Campaigns in Malawi

Sneed, T. Jul-00

Document 16 Training Activities for Community-based Monitoring Svendsen, D. Jul-00Document 17 April 1 - June 30, 2000: Quarterly Report COMPASS Jul-00Document 18 Crocodile and Hippopotamus Management in the Lower Shire Kalowekamo, F. Sep-00

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Document 19 Cost-Sharing Principles and Guidelines for CBNRM Activities Moyo, N. Sep-00

Document 20 Workplan: 2001 COMPASS Nov-00Document 21 July 1 - September 30, 2000: Quarterly Report COMPASS Oct-00Document 22 Opportunities for Sustainable Financing of CBNRM in

Malawi: A DiscussionWatson, A. Nov-00

Document 23 Framework for Strategic Planning for CBNRM in Malawi Simons, G. Nov-00Document 24 Kabuku Kakwandula Ndondomeko ya Thumba Lapadera la

Wupu wa COMPASS (chiTumbuka version of the COMPASS Small-grant Manual)

Umphawi, A., Clausen, R. & Watson, A. Translated by Chirwa, T.H. & Kapila, M.

Dec-00

Document 25 COMPASS Performance and Impact: 1999/2000 COMPASS Nov-00Document 26 October 1 - December 31, 2000: Quarterly Report COMPASS Jan-01Internal Report 1 Building GIS Capabilities for the COMPASS Information

SystemCraven, D. Nov-99

Internal Report 2 Reference Catalogue COMPASS Feb-00Internal Report 3 Workshop on Strategic Planning for the Wildlife Society of

MalawiQuinlan, K. Apr-00

Internal Report 4 Directory of CBNRM Organizations COMPASS Jan-01Internal Report 5 Proceedings of Water Hyacinth Workshop for Mthunzi wa

MalawiKapila, M. (editor) Jun-00

Internal Report 6 COMPASS Grantee Performance Report Umphawi, A. Jun-00Internal Report 7 Examples of CBNRM Best-Practices in Malawi Moyo, N. and Epulani, F. Jul-00Internal Report 8 Software Application Training for COMPASS Di Lorenzo, N.A. Sep-00Internal Report 9 Directory of COMPASS ListServ Members Watson, A. Jan-01Internal Report 10 Introductory Training in Applications of Geographic

Information Systems & Remote SensingKapila, M. Feb-01

Internal Report 11 COMPASS TAMIS Grants Manual Exo, S. Mar-01

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