OMSLAG 5.indd - IUCN

The department establishes forest plantations and replants some of the
degraded sections of the forest. It also cooperates with local communities,
conservationists and NGOs. This is how the organization Volunteers for
Africa (VFA) got involved. One of their projects is to crate a small tourism
resort in the forest. The resort is to consist of an information centre and
five banda’s in which tourists can stay, and it is to be built and run by local
people. Their activities were delayed by the complex structure of ownership
and control of the forest. After a great deal of back-and-forth consultation
between the County Council, VFA, local authorities and the community,
the project got underway. The upside of these lengthy discussions was an
improved cohesion within the community. The community members are
now very eager to get started.
In Uganda, tour operator Adrift is working on getting a protected
conservation status for the area around the source of the Nile, where
Islands in the
source of the
Nile: the future
Wildwaters
reserve
48 49
they organize rafting trips. They have obtained a 99-year lease on this
future Wildwaters Reserve from the Ugandan government. The area is
a river basin consisting of a multitude of waterways finding their way
between ninety-one islands. It is a unique ecosystem and an important
habitat for birds, otters, bats and several varieties of monkeys. One threat
to the ecosystem is that local squatters fell trees on the islands to make
charcoal and to clear the land for farming. Adrift is purchasing land
from the squatters and offers inhabitants of the area alternative means of
employment. Purchasing land to remove squatters is usually a complex
issue, but in this case the plan seems to be working. Adrift offers the
squatters a good price, the right to harvest what has already been planted,
and another plot of land elsewhere. On one of the islands, Adrift is
developing an eco-lodge and a chimpanzee sanctuary. This will encourage
tourists to stay in the area for a longer period of time, instead of just
passing through the area on their rafts. The tour operator is one of the
largest employers in the area; many local people work for the company and
most of them are familiar with it. Their way of working has earned Adrift a
lot of goodwill and many people are willing to co-operate with their plans.
In each of these cases, the management of the area is in the hands
of another type of organization. Even though you cannot make
generalizations based on three examples, it is nevertheless interesting to
compare the management methods.
Compared to the way NGOs and CBOs implement project activities, the
effectiveness of commercial operator Adrift is immediately striking. Not
only do they turn a profit, which is partly reinvested in conservation, but
their managers, both foreign and local, have good entrepreneurial skills.
These skills are also used when it comes to conservation efforts. To put
it bluntly: a powerful commercial party like Adrift does not have to put
lots of time and effort into participation processes before they act. They
strive for local communities to profit from their activities, but community
members do not have decision power. The downside of this model is the
fact that conservation in the area is entirely in the hands of one company.
The intentions may be very good, but when this company stops investing
in conservation for whatever reason, activities will stop.
NGOs and CBOs often are less efficient because of the high level of
participation. Committee hearings often create delays, decisions are turned
around, or stakeholders change their minds. But when they do finally come
round to implementing a plan, it is supported by the entire community and
other stakeholders involved.