Environmental Engineering Reference
In-Depth Information
●
Because all conservation involves many viewpoints, which rarely fully coincide,
projects tend to need
fudged objectives
rather than clear ones, and to concentrate
on low conflict outcomes rather than addressing the difficult issues.
●
The truth about success and failure is rarely
openly reported
. There is no incen-
tive to report failure.
So the question then is how to make the best of the circumstances in which a
conservation project is embedded, to maximise the chance that you can make a
useful contribution. Some suggestions are:
●
There is no point in being rigid about your project implementation plans. You
need to work within the system and be
flexible
and open-minded, without
compromising your fundamental principles.
●
Take advice
, read the literature, and learn from others' mistakes.
●
Be
reflective
about your own assumptions and behaviour, rather than passing
judgement on others.
●
Tread the
fine line
between speaking out strongly about what you believe in
order to engender action (which can alienate people and potentially put the
cause of conservation back several years), and compromising too readily
(which can allow people to ignore the issues and not take the urgent action
which is required).
●
It is vital to identify and
fully involve
all stakeholders from the start. It is very
dangerous to have interest groups or individuals around who feel disenfran-
chised, because they can work against the project.
●
Support
to the fullest people who you find to be honest and dedicated. Go out
of your way to help them.
●
Be aware that everyone has
hidden motives
.
●
Never get involved in
corruption
or any other activities you feel uncomfortable
with ethically.
●
Insist on the importance of spending time reflecting and
analysing the problem
before management starts, rather than jumping in with management that
people are pushing for. If a project starts off in the wrong direction it can be
impossible to turn it around.
●
Check that all activities are actually
cost-effective
and contribute to outcomes,
and that all risks are properly considered in advance.
●
Ensure that
long-term targets
are included from the start, for example, by set-
ting up a simple, practicable monitoring system and by working to attract
continuation funding from the start, to ensure continuing project viability at
the end of the initial intervention.
●
Build
local capacity
and be ready to take a back seat as soon as possible during
the project period, so that when you withdraw, there is already confidence and
experience available for project continuation.
●
Bear in mind, however, that
long-term commitment
of funding and capacity is
still likely to be required (i.e. 10 years or more), to ensure that the project does
not disintegrate as soon as outside support is removed.
