Participation and Social Capital in Participation and Social Capital in Sustainable Land Management: Sustainable Land Management: Lessons Learned from International Lessons Learned from International Landcare Landcare Landcare Landcare Julian Prior Julian Prior University of New England University of New England Armidale, Australia Armidale , Australia 1 Presentation Objectives Presentation Objectives 1. To highlight the importance of participation and social capital in SLM participation and social capital in SLM 2. To briefly describe the history and characteristics of Australian Landcare 3. To select key Lessons Learned from Landcare in Australia, the Philippines, & South Africa South Africa 4. Highlight the relevance of the lessons learned for APEC economies 2 1
My Proposition Well Designed & Effective Participatory SLM (PSLM) Strategies Targeted at farmer groups and designed to build social capital High Social Capital Farmer Groups Farmer to Farmer Learning, Positive Behavioural Norms Innovation and Testing of New Technologies Landscape-Level SLM 3 Defining ‘Participation’ Defining ‘Participation’ 1. T he process, and objective, of involving natural resource users in sustainable land management decision-making, where users’ knowledge, needs, interests and concerns are actively sought, and have some degree of influence on decision making. have some degree of influence on decision-making. 2. The extent to which participatory processes influence decision- making is explicit, and is communicated clearly to participants. 3. Participatory strategies are carefully selected and skillfully employed, so that those individuals or groups that have difficulty in participating are explicitly targeted. 4. Participation activities are also designed to achieve capacity building, and attitudinal and behavioural change among the participants, including those, such as government officials, who are convening participation processes. 4 2
What is social capital? What is social capital? Social Capital refers to the (behavioural) norms and networks that enable collective action. It encompasses institutions, relationships, and customs that shape the quality and quantity of a society's social interactions. Increasing evidence shows that social capital is critical for societies to prosper economically, and for development to be sustainable. Social capital, when enhanced in a positive manner, can improve project effectiveness and sustainability by building the community’s capacity to work together to address their common needs, fostering greater inclusion and cohesion, and increasing transparency and accountability. (World Bank 2011) 5 Why is social capital important for SLM ? Why is social capital important for SLM ? Farmer Groups with High Social Capital: • Identify problems early, and attempt to solve them • Develop and test new technologies and innovate Develop and test new technologies and innovate • Pass new technologies and innovations between their members; act as extension agents • Actively seek out new information from extension officers or researchers • Adapt and evolve in order to remain effective and survive survive • Understand and satisfy the high priority needs of their members; look after their members • Undertake sustainable agricultural development & SLM 6 3
“Landcare” “Landcare” • Very successful example of an extensive SLM participatory farmer network that began in Australia in the late 1980s • Involves developing social capital in farmer groups (and urban and school groups) for SLM • In 1990, the Australian Government announced th “D the “Decade of Landcare” and allocated d f L d ” d ll t d substantial funding to SLM activities • Landcare has now spread to many countries 7 Why were Why were Aust. Aust. Landcare Landcare Groups Groups (farmer groups) Important (farmer groups) Important for SLM? for SLM? • Around 35% of farmers belong to Landcare ou d 35% o a e s be o g to a dca e groups • By far the largest farmer network in Australia • Over 4, 500 groups of farmers • Around 75% of farmers get a significant amount of their technical information from Landcare group-initiated extension activities. i i i d i i i i • Landcare groups are groups of self-directed adult learners on SLM issues 8 4
What are What are Landcare Landcare Groups doing? Groups doing? Roles: • SLM problem identifiers and problem solvers SLM problem identifiers and problem solvers • Research and investigation agents • Extension agents, publicists, and communicators (‘farmer to farmer’ extension and training) • Networking agents • Local resource mobilisers • Natural resource managers • Policy implementers 9 National Landcare Network Level 5 Representing 8 States and Territories NSW State Landcare Council Level 4 Representing 13 Regional Landcare Networks New England & North West Landcare Network Chairs Level 3 7 networks, 120 groups, 2,400 members Southern New England Landcare Network g Level 2 Level 2 29 groups, 875 members Armidale Landcare Group Level 1 30 members 10 5
11 Lessons Learnt from Lessons Learnt from Australian Landcare Experience Australian Landcare Experience 1 1. Clear vision about community participation in Clear vision about community participation in natural resources management 2. ‘Champions’ are essential 3. Landcare can only be part of broader NRM strategy 4. Decade of Landcare Plan was key govt. policy y g p y commitment 5. Cultural change in government was necessary at multiple levels 12 6
Lessons Learnt from Lessons Learnt from Australian Landcare Experience cont’d Australian Landcare Experience cont’d 6. Government policy support and funding suppo t a d u d g critical 7. A community-facilitators network was essential 8. Capacity building necessary for communities, govt, NGOs 9. Positive media coverage escalated awareness and scaling out 13 International International Landcare Landcare • Landcare-type approaches and institutions can now be found in over 15 countries • Landcare farmer groups (and urban and school groups) are examples of high social capital SLM groups • Landcare groups use participatory techniques • Groups are supported by Landcare • Groups are supported by Landcare Facilitators • The Philippines and South Africa among the most advanced 14 7
Lessons Learnt from Philippines Landcare Lessons Learnt from Philippines Landcare • Where possible, use existing community institutions and build institutions and build capacities, undertake targeted training • Engage government at the ‘local’ service delivery level • Utilise simple, low cost ‘Landcare’ technologies with clear advantages 15 Cumulative and Annual Adoption of Soil and Water Conservation (NVS and Agroforestry) in Lantapan, Philippines (Source Landcare Philippines) 1000 900 862 801 800 No. of SWC Adopters 700 684 600 500 500 u 400 Landcare Started 300 266 200 195 135 100 annual 47 40 30 22 25 26 cumulat 0 90 91 92 93 94 95 96 97 98 99 2K O1 Jan-02 Year 16 8
A Farmer’s View of Landcare from the Philippines “In the Landcare groups, there is a strong partnership among the people and there is a spirit of unity, which we call bayanihan. This means people work together more. For example, it might take one person a week to plough a field, l it i ht t k k t l h fi ld whereas when other farmers are invited to help it can be done in a day. The groups work together to construct nurseries or meeting places or to beautify a sitio . People work voluntarily, as there is joy and happiness within the group. There are now 6000 farming households involved in Landcare in Claveria. Marcelino Patindol, in Landcare in Claveria ” Marcelino Patindol Farmer, Northern Mindanao, Philippines (from Metcalfe 2004) 17 Lessons Learnt from Lessons Learnt from South African South African LandCare LandCare Approach Approach 1. The identification of the 8 LandCare Good Practice Model Projects (1 in each Province) Practice Model Projects (1 in each Province) 2. Identification of the 6 LandCare Principles 3. Capacity building training programs for govt. staff, NGOs and communities 4. Real Partnerships between Govt., NGOs and communities are critical i i i i l 18 9
South South Africa: Africa: 6 6 LandCare LandCare Principles Principles 1. Integrated Sustainable Natural Resource Management addressing primary causes of natural resource decline 2. Community based and led natural resource management within a participatory framework 3. The development of sustainable livelihoods for individuals, groups and communities utilising empowerment strategies 19 6 LandCare 6 LandCare Principles Principles 4. Government, community and individual capacity building through targeted training, education, and support mechanisms , pp 5. The development of active and true partnerships between governments, LandCare groups and communities, non-government organisations, and industry. 6. The blending together of appropriate upper level policy processes with bottom up feedback ith b tt li f db k mechanisms 20 10
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