Embarking on the task of turning societal norms into written regulations is no small feat. It involves delving into the intricate layers of a community's traditional lifestyle to truly grasp the context and essence of their dynamics. This journey requires not only transcribing the subtleties of people's behaviour but also identifying and engaging with key individuals who serve as custodians of these norms.

My eye-opening lesson in this endeavour unfolded during my involvement with the Sustainable Wildlife Management (SWM) Programme, an initiative spanning 15 countries. The Programme, funded by the European Union, aims to improve wildlife conservation and food security through a collaborative consortium led by FAO and integrated by the Centre for International Forestry Research (CIFOR), the French Agricultural Research Centre for International Development (CIRAD) and the Wildlife Conservation Society (WCS).

Being responsible for the coordination of the work on the legal and institutional frameworks across the countries where the SWM Programme was operating, I was first struck by the legal framework in place in one of these countries in particular. Indeed, it allowed for natural resources management agreements for communities within protected areas and for transferring management contracts to those outside protected areas concerning the natural resources crucial to their livelihoods. Moreover, the law provided for the recognition and integration of traditional norms and practices for both these instruments.

However, despite the supportive legal framework, illegal and unsustainable hunting activities were still regularly observed in both the protected areas and the surrounding greenbelt. This prompted us to conduct field-based surveys as part of an in-depth legal assessment, which revealed a significant governance issue. 

Our discovery highlighted a gap in the wording of these instruments, which did not adequately reflect local customary norms and practices. One of the key mistakes is that nobody had really taken the time to explain their rights to them. In fact, although the law provides for the presence of mediators to sensitize them about what was at stake, these were never really appointed or in sufficient numbers.

To bridge this divide, we engaged with representatives of local communities, organizing training on their rights with legal experts who are external and independent of the protected areas management but also dedicating more time to understanding and earning their trust. Education became pivotal, focusing on teaching them to identify and describe their own customary norms and practices but also their needs and livelihoods, also building their capacity to comprehend their rights and obligations.

Through our support, we helped the communities renew these instruments that were coming to an end, this time ensuring a more inclusive wording to better reflect their customary norms and practices. While this result is only recent, we witnessed a renewed interest in management agreements and contracts by local communities, with greater participation observed during renewal processes.

The focus on governance was essential, allowing us to comprehend how communities managed natural resources and how their livelihoods were intertwined. Spending time on the ground enabled a profound understanding of dynamics and internal conflicts, while engaging in conversations made the community feel integral to decision-making and vested in shaping their future.

This experience makes me reflect on the significance of trust in supporting diverse communities on the path to ownership. To build trust, you need to spend time with people, understanding their needs and interests. You need to have a genuine attitude. You need to really act in their interest. Trying to understand what people need is the key to success. People can notice if you are sincere in your intention, regardless of the language they speak, the culture they belong to, or their level of education.

Identifying local conflict resolution mechanisms played a crucial role, reflecting the community's values and supporting their vision, recognizing the complexity of the situation to avoid simplistic solutions. I can clearly see how our presence on the ground played a vital role in understanding and addressing these multifaceted issues.
If we want communities to play an active role in the negotiation of management of local affairs, we must make sure that they are sufficiently informed and capable of taking action. We hold the responsibility to promote education, allowing stakeholders to engage in decision-making processes, steering clear of top-down approaches that disregard matters crucial to their own livelihoods.

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About the author:

Eugenio Sartoretto is a Legal Officer at FAO. He leads the legal component of FAO’s Sustainable Wildlife Management (SWM) Programme.

The views and opinions expressed in this piece are the sole responsibility of the author(s) and do not necessarily reflect the views or positions of FAO. FAO does not accept responsibility for, or endorse the views of the author(s).

Learn more:

• Webpage: Sustainable Wildlife Management (SWM) Programme
• Webpage: SWM Legal Hub
• Webpage: Sustainable Wildlife Management – Policy Support and Governance Gateway