The Greater Cape Town Water Fund
East and South Africa
Matthew
Koehorst
Capacity building on financial management

Committee members were trained on book-keeping, basic audit process, budget planning and selection of tenders for constructions. Using partners such as the National Bank of Kenya (NBK) to train new committee members and regularly provide refresher courses for existing members has been essential to enable the Bank to grow more independently, save cost, and retain modern banking operations. Youth, especially local students, were involved to assist in drafting proposal writing and record keeping, applying what they learn at school.

 

The Association members were trained on writing and submitting applications for World Bank funding through HMP, which is critical for future funding or to obtain development loans. They also learned to develop their Strategic Plan 2018-2022. This strategic planning has enabled the Association to have clear focus of where they want to go. Although., there is need to start developing a new Strategic Plan for the next cycle, where partners including Base Titanium, relevant County Government department and NGOs operating in the area can be mobilised to assist in the process.

  • Capacity building and infrastructure support has been provided by partners.
  • The need to have a local bank nearby in order to reduce the cost of travelling long distance for banking.
  • Opportunity is being created for local students and youth to appreciate banking as a profession and to consider it as a career in the future.
  • Obtaining loans no longer require a laborious process with long distance travel to a major town such as Kwale or Mombasa.
  • The County Government can now channel funds more effectively and fast to the local Community Cased Organizations via KKCSA.
  • Training of Trainers - Use locally built capacity to train others and replicate projects in the neighbouring communities.
  • When trainers emerge from among the community following effective capacity building campaigns, they are appreciated locally and emulated easily.
  • Knowledge learnt in various aspects of financial management and banking opens up new career possibilities for the young, which were previously obscure such as book keeping, of foreign such as Information Communication Technology (ICT).
  • Locally nurtured capacity through training of trainers is more effective because the lessons can also be conducted in the local language.
Mobilizing Community Members through Local Leaders

Kinondo community recognised the need and importance of coalescing around a common vision in order to attain self reliance and improve their livelihood. They realised that while it is important to retain a strong leadership in the top management of the Bank, it is necessary to rotate members of the Committee regularly to enable members to introduce new ideas.  The opportunity is available for any capable individual to join the leadership committee. This is done democratically by holding regular elections. In order for the bank to thrive, Committee members are encouraged to create awareness and to encourage local people and those from the wider Msambweni Ward to join KKCSA to save and obtain loans and related services.

  • Community share common values in culture, faith and tradition, and they are also affected by similar challenges.
  • Goodwill from the community living in Msambweni Ward and its neighbourhood.
  • Community engagement and empowerment.
  • Bank covers multiple needs for all categories of the local people.
  • Limited inclusion and involvement of political sentiments.
  • Knowledge of the local languages, culture and tradition is crucial for implementing processes.
  • Delay in approval processes is caused by limited number of experts from relevant departments in the County and National government.
  • Inclusion of the community project in the annual County Integrated Development Plans (CIPD) contributes substantially in ensuring project sustainability.
melckzedeck osore
Mobilizing Community Members through Local Leaders
Capacity building on financial management
Partnership strengthens stakeholder linkages for Sustainable Growth
melckzedeck osore
Mobilizing Community Members through Local Leaders
Capacity building on financial management
Partnership strengthens stakeholder linkages for Sustainable Growth
Historic Environment Scotland
Heart of Neolithic Orkney World Heritage Site Steering Group
Partnership for the enhancement of visitor experience for tourists and the benefit of local people
Ranger Service
Community and local stakeholder consultation for the Management Plan of the Heart of Neolithic Orkney
Sustainable annual financing scheme

The implementation protocol of the Programme Agreement stipulates that the annual financial costs of the UNESCO Site Office and the Technical Secretary is to be supported by all institutional stakeholders signatory of the Agreement in measures that are proportionate to their financial capacities. This allows for a sustainable financial strategy based on shared contributions for the running and upkeep of two key elements of the governance and management structure of the site: the UNESCO Site Office and the Technical Secretary. The annual budget – foreseen to be around € 66.000,00/year – is covered via the contribution of eleven institutions (Liguria Region, Cinque Terre National Park, Regional Natural Park of Porto Venere, Municipalities of Porto Venere, Levanto (voluntarily withdrawn in 2019), Monterosso al Mare, Pignone, Riomaggiore, La Spezia, Vernazza, Beverino, Riccò del Golfo). The Ministry of Cultural Heritage and Activities and Tourism does not directly contribute to the annual budget but it offers further technical support via its technical and scientific experts.

The implementation protocol (2018) of the Programme Agreement (2016) constitutes the legal basis and a guidance for the definition of annual contributions by all the involved institutional stakeholders (region, parks and municipalities).

This structured and shared financial set up has allowed for the establishment of a more sustainable financial strategy. With minimal costs there is now the chance to implement a great deal of activities and complete relevant tasks and work that are necessary for the effective management and conservation of the site as well as in supporting the interaction with communities, visitors and relevant stakeholders operating at the national and international levels. Despite the decision of Levanto’s municipality to withdraw in 2019 from the participation to the UNESCO site office structure the partners reacted positively and decided together to reallocate their budget to respect the provisional commitments. The awareness of being part of a long-term project of conservation and enhancement increased.

Shared governance structure

The governance structure has been officially established through the signature of a Programme Agreement by all the institutional stakeholders that operate in various capacities for the management and conservation of the site and its buffer zone: the Liguria Region, the Italian Ministry of Cultural Heritage and Activities and Tourism, the Cinque Terre National Park, the Municipality of Porto Venere - Regional Natural Park of Porto Venere, and the Municipalities of Levanto (withdrawn in 2019 from the UNESCO office), Monterosso al Mare, Pignone, Riomaggiore, La Spezia, Vernazza, Beverino, Riccò del Golfo.

The Agreement defines the role of stakeholders and establishes the following structure (BB4):

  • Coordination Committee ensuring that effective management is in place
  • Community of buffer zone Municipalities coordinating objectives, problems, and activities relating to the buffer zone
  • Technical-administrative work group responsible for implementing the Management Plan
  • Technical Secretary supporting committees and working groups
  • Consulting Committee (advisory role)
  • UNESCO site office, which acts as site manager for the site and carries out joint site promotion activities and ensures the smooth running of the technical-administrative board.

The establishment of a shared governance structure has been a long journey supported by Regional government and the technical support of the local office of MiBACT. It was possible to achieve this goal by the financial support put in place through the Law 77 of 20 February 2006 as well as the signature of a shared protocol that has allowed for the establishment of means for inclusive and comprehensive conversation between key natural and cultural institutional stakeholders at the national, regional and local level.

The establishment of a shared governance structure with a coordinated management strategy is the result of a complex 20-year experience with irregular developments and commitments. An adequate governance structure requires extensive dialogue, mutual understanding and trust to achieve a wide agreement from all involved institutional stakeholder and the commitment to bring these agreements beyond the timeframe of signatory political administrations.

As Municipalities play a large role in the governance of the site, one of the key challenges for the establishment of a shared strategy has been the changes in political leaderships during regional and municipal elections and the annual alternation of the site manager role between the president of the Cinque Terre National Park and the mayor of the Municipality of Porto Venere. This is to ensure socio-political balance in the governance of the site but the annual change of site management is a limitation for the implementation of long-term strategies and actions.