Case Study: The Colombian Network of Associated Natural Reserves of the Civil Society

1. The Institutional Self Assessment: A Catalytic Tool for the Strengthening of Conservation Organizations Case Study: The Colombian Network of Associated Natural Reserves of the Civil Society

2. Introduction • Established in 1991. • Leading autonomous, solid and flexible conservation organization. • Members include private non-profit organizations (NGOs), landowners, and rural community-based conservation projects. • Members from different generations and with diverse cultural background. • 195 partner natural reserves. • 40,000 hectares under protection. • Network of 11 nodes in 21 departments. • 37 local “Herederos” groups.

3. Where are in Colombia

4. All Over Colombia ! Associated Natural Reserve

5. Our Mission Support civil society initiatives for consolidating private natural reserves, and establish alternative life and development models, with ethnic and gender equality criteria in Colombia. • Colombia has a social structure which enables conservation processes, sustainable use of biodiversity, environmental services and sustainable production. • The Network’s active interaction with local communities facilitates a permanent environmental debate at local and national level. Our Vision

6. We Support Biodiversity Conservation • Establishing biological corridors. • Watershed conservation. • Environmental education and recreation. • Promoting legislation and participatory environmental policy. • Management plan development for natural reserves and monitoring.

7. The Worst Case Scenario • First five year plan (1992) with very limited follow-up. • Unplanned growth in number of associates, service demands and direct costs. • Lack of income diversification (up to 2001), 80% of income depended on one donor-partner.

8. Immediate Actions • Coordination with donors secured temporary financial solutions. • Development of an emergency financial / strategic plan. • Support for a Board Assessment Workshop was secured and completed in 2001. • The General Assembly renewed the Board members and the Executive Director in 2002. • New leadership strengthened the dialogue with donors on the need for a strengthening plan • Internal and external (donors) commitment to solve crisis. • A in-depth institutional assessment was envisioned.

9. Our Institutional Assessment Cycle Institutional Strengthening Plan Discussion workshops about the findings and conclusions Application of TNC Self-Assessment Tool Institutional agreement and terms for the IA Interviews with organizations that collaborate with the Network Revision of work documents Interviews with Board members, associates and staff

10. Coverage of the Institutional Assessment & Strengthening Plan

11. ISA Initial Impact: • Developed internal consensus and motivated staff to take action on institutional change at different organizational levels • Promoted institutional transparency and strengthened inter-institutional dialogue. • Facilitated access to funding by reassuring donors of an institutional commitment to development and improvement.

12. Challenges to the Strengthening Plan • Decrease staff resistance to change. • Decrease members demands for services not related to our mission and vision. • Increase permanence of Board members. • Increase understanding of organizational and administrative matters of technical team and Board members. • Secure resources for institutional strengthening. • Overcome the restraining conditions generated by the internal armed conflict affecting the entire Colombia

13. Changes Resulting from the Institutional Assessment • A new “Network Organization Model.” • New statutes approved. • Medium-term financial plan. • Revised and updated strategic plan, medium-term mission and vision. • Growth policy, management and impact indicators. • Internal and external communication strategies. • Updated operational manual. • Systematized financial management. • Management skills development • New initiatives (projects).

14. Expected Impact from Changes • Provide few priority-based services focusing on biodiversity conservation and alternative income generation. • Qualitative, quantitative, dynamic and cost-effective approach to member selection and admission. • Projects aligned with the mission and vision, result oriented and tangible impact. • Diversified income from multiple donors and defined agreed upon direct costs. • Stronger leadership: Board with clearer responsibilities, frequent follow-up and improved profile of the Executive Director. • Model network in Colombia.

15. Contact Address: Red de Reservas Naturales Calle 21 Norte # 8N-18 Cali - Valle, Colombia Tel. 6534538 or 6534539 Fax 6606133 resnatur@resnatur.org.co www.resnatur.org.co