Serengeti General Management Plan

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Serengeti National Park General Management Plan scription of the relevant management issues and opportunities, which provide the specific context and justification for the management actions. Table G.4 in Section G contains the 3- Year Action Plan for the Community Outreach Programme for the period 2006-2008, which lists the activities, responsibilities, timeframe and input requirements necessary for the completion of the management actions. Figure E.1 below shows the logical framework for the Community Outreach Programme. Objective 1: Neighbouring community and local government support for conservation strengthened The desired future state of SENAPA is one where the neighbouring communities and local government are fully aware and supportive of the aims and objectives of SENAPA. The three management targets to achieve this desired state involve enhancing park-community communication mechanisms, redressing the imbalance between conservation costs and benefits for neighbouring communities, and improving the educational programme. Figure E.1: Community Outreach Programme Logical Framework 82 Parkcommunity cooperation mechanisms enhanced COMMUNITY OUTREACH PROGRAMME PURPOSE The support and collaboration of the communities surrounding SENAPA elicited in safeguarding the integrity of SENAPA's resource values Neighbouring community and local government support for conservation strengthened Community benefits from SENAPA enhanced and costs reduced OBJECTIVES TARGETS Conservation education programme improved and expanded Threats to SENAPA resource values reduced through improved community natural resource management in buffer areas SENAPA collaboration in CBNRM initiatives strengthened Target 1.1: Park-community cooperation, communication and conflict resolution mechanisms enhanced The SENAPA Outreach Department is responsible for liaising with the 84 villages surrounding SENAPA, as well as with the 23 wards and seven districts. At present the department is understaffed with only four community conservation assistants in the department and the
E. Community Outreach Programme Warden in charge, who is working on an acting basis. In previous years there was an additional department member in charge of community education, who took a more strategic role and provided materials and ideas for the zonal conservation assistants. However, despite these restrictions, there is much scope for the department to play a strategic role in the coordination and cooperation of the stakeholders in the ecosystem. The department already carries out many activities that involve coordinating the outreach programme with local government, villagers, women’s groups, village game scouts, as well as NGOs and private stakeholders around the Park. Many of these activities are informal and at present there is no official forum to coordinate stakeholders involved in community outreach and CBNRM activities. As the representative of the key player in the ecosystem, the Outreach Department will take the leading role in the coordination of all these stakeholders, as outlined in the following management actions: Action 1.1.1: Enhance the two-way flow of information between park and communities In order to build trust, respect and support for SENAPA, it is vitally important that regular communication with stakeholders in local communities occurs both formally and informally. Indeed, good communication is the basis on which all good relationships are built; simply listening often goes a long way to mitigating problems. If communication channels are open and the Park is perceived to be open to complaints, discussion, suggestions and concerns of the communities; conflict between the Park and communities will be reduced. This management action will involve the Outreach Department participating in district development coordination meetings as well as instigating a series of regular meetings; including an annual stakeholder meeting hosted by SENAPA to discuss community-related issues between Outreach staff and local communities. SENAPA will also take a lead in coordinating all the private and NGO stakeholders carrying out outreach activities in the Tanzanian component of the ecosystem. To complement these coordination activities, the SENAPA Outreach Department will disseminate departmental reports and newsletters to local stakeholders as widely as possible so as to improve surrounding stakeholders’ understanding of Outreach Department objectives and to provide a more realistic assessment of the resources that are available. Action 1.1.2: Evaluate the effectiveness of SENAPA outreach activities in collaboration with community and district representatives After more than a decade of outreach activities, there is a clear need to assess what impact these activities are having, for a number of reasons. Firstly, with a limited budget, benefit sharing is best targeted to communities where it has the most beneficial effect on improving relations and creating positive conservation outcomes. Secondly, with fears that benefit sharing may actually attract people to the Park edge, there is an urgent need to confirm or allay these fears. Knowledge, attitudes and practices surveys were carried out in the 1990’s and will serve as good baselines for assessing outreach activities. In areas where outreach activities have not yet reached, baseline surveys will be necessary. Action 1.1.3: Carry out training on communication and conflict resolution to improve community liaison skills of rangers and wardens It is recognised that all rangers and wardens are ambassadors for SENAPA and that all interactions with local communities (and indeed other stakeholders such as tourists) contribute to good park-community relations. However, current training of rangers and wardens concen- 83
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Serengeti National Park General Man
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ii This General Management Plan has
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Executive Summary This 10-year (200
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1. Ecosystem Management Programme T
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Another priority for this Programme
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Target 1.5: Restoration of viable p
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Figures Figure A.1 : GMP structure
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Acronyms ADM Administrative Manager
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B. PARK VALUES AND PURPOSE 9
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B. Park Values & Purpose Figure B.1
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Habitat mosaic B. Park Values & Pur
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Large predator - prey population an
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Cultural National and World Heritag
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SENAPA Zoning Scheme B. Park Values
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Low Use Zone This zone covers 42 pe
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Management Targets 1.2 Community be
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Management Targets 1.3 Conservation
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Management Targets Management Actio
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Management Targets 2.2 Performance
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Management Targets 3.3 Environmenta
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I. ANNEXES 161
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I. Annexes The United Republic of T
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Annex 3: Overnight accommodation de
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Name Position/ Organisation Les Car
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