An Evaluation of Functionality of the Co-management Organization of the Ratargul Special Biodiversity Protected Area in Sylhet, Bangladesh
Kundu, Sunil Kumar (2023)
Kundu, Sunil Kumar
2023
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https://urn.fi/URN:NBN:fi:amk-2023121737926
https://urn.fi/URN:NBN:fi:amk-2023121737926
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Abstract
Co-management in biodiverse forests and wetlands was introduced in Bangladesh through four successive USAID-funded initiatives. The impacts of this innovative community-based management approach on natural resources and livelihoods reveal positive influences on biodiversity conservation in the Protected Areas (PAs). ‘‘The Protected Area Management Rules, 2017’’ was promulgated as the legal instrument for co-management of forest PAs. This report summarizes the findings of the organizational assessment of the functionality of the Co-management Organization (CMO) of the Ratargul Special Biodiversity Conservation Area (RSBCA) towards its sustenance. It also represents the analysis and feedback gained from a review of internal and external stakeholder survey responses, focus groups, and interviews. Results from these studies may provide insight into assisting in embarking on a culture of operational excellence, data-driven decision-making, innovation, and stakeholder-centric focus. Six broad areas such as 5 (Five) tires of CMO and its budget and fund management activities were analyzed to evaluate the present status. The levels of functionality were observed as Co-management General Council (CMGC) = 24.70%; Co-management Executive Committee (CMEC) = 79.09%; People’s Forum (PF) = 70%; Village Conservation Forum (VCF) = 52.50%; Community Patrol Group (CPG) = 0.00%; Budget and fund management = 40.90%. The overall functionality of the studied CMO was examined as moderately functional (56.35%). The results suggested that the CMO of the RSBCA was functional having some disparities and challenges in the office administration and coordination across all tiers. Stakeholder workshops and pieces of training on PA management issues such as Annual Development Plan (ADP) preparation, revenue sharing, conflict management, gender, and social inclusion could be conducive to overcoming these limitations. Although the present CMO appeared moderately functional nevertheless, it did not achieve the expected level of functionality. Therefore, early intervention on the issues needs to be adopted to ensure its viability and long-term sustainability.
Co-management in biodiverse forests and wetlands was introduced in Bangladesh through four successive USAID-funded initiatives. The impacts of this innovative community-based management approach on natural resources and livelihoods reveal positive influences on biodiversity conservation in the Protected Areas (PAs). ‘‘The Protected Area Management Rules, 2017’’ was promulgated as the legal instrument for co-management of forest PAs. This report summarizes the findings of the organizational assessment of the functionality of the Co-management Organization (CMO) of the Ratargul Special Biodiversity Conservation Area (RSBCA) towards its sustenance. It also represents the analysis and feedback gained from a review of internal and external stakeholder survey responses, focus groups, and interviews. Results from these studies may provide insight into assisting in embarking on a culture of operational excellence, data-driven decision-making, innovation, and stakeholder-centric focus. Six broad areas such as 5 (Five) tires of CMO and its budget and fund management activities were analyzed to evaluate the present status. The levels of functionality were observed as Co-management General Council (CMGC) = 24.70%; Co-management Executive Committee (CMEC) = 79.09%; People’s Forum (PF) = 70%; Village Conservation Forum (VCF) = 52.50%; Community Patrol Group (CPG) = 0.00%; Budget and fund management = 40.90%. The overall functionality of the studied CMO was examined as moderately functional (56.35%). The results suggested that the CMO of the RSBCA was functional having some disparities and challenges in the office administration and coordination across all tiers. Stakeholder workshops and pieces of training on PA management issues such as Annual Development Plan (ADP) preparation, revenue sharing, conflict management, gender, and social inclusion could be conducive to overcoming these limitations. Although the present CMO appeared moderately functional nevertheless, it did not achieve the expected level of functionality. Therefore, early intervention on the issues needs to be adopted to ensure its viability and long-term sustainability.