IUCN / SSC Cat Specialist Group - Digital Cat Library |
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| Bauer, H. | |
| Co-management in Africa, the case of Waza National Park, Cameroon | |
| 1999 Conference Proceeding | |
This paper discusses the changes in the management of natural resources in Cameroon, and in the Waza National Park in particular, over the last decade. Special reference is made to the three main principles of the CAMPFIRE program in Zimbabwe. Cameroon has been greatly influenced by the modern view on biodiversity conservation and embraced co-management as its strategy. After careful study, however, one can still find inconsistencies, adverse rules and lack of clarity. Institutional reform is underway but the process is slow and difficult. This conclusion is supported by the reviewed case of Waza National Park, a biosphere reserve of 160,000 ha. The government clearly expressed its support for a participatory approach to the management of the park but at the same time it maintains obstacles. Legal, institutional and traditional limits to comanagement were identified. Nevertheless, a lot has been done with respect to attitudes and cooperation. A forum for discussion was created which allows true participation by the population, both male and female, in information and, to a certain extent, decision making. The principle of community empowerment is respected, however, to keep the people interested, economic incentives have to start trickling down soon to turn this momentum into results for conservation and development. On this point, little has been achieved, and prospects are a bit bleak. Exploitation of the park's resources will probably remain completely illegal for some time. No income is generated by hunting schemes and no share of the entrance fees paid by tourist is distributed or invested locally. The principle of wildlife utilization is not respected. To a certain extent this is acceptable for the park itself, which is a preservation area, but for the peripheral zone the principle that wildlife can be used should be given due consideration by all parties. A local IUCN-funded conservation and development project started income-generating activities but revenues are marginal compared to what is common practice in southern Africa. The project started many development activities. Some of these activities have become self-financing but others are not likely to continue without external funds and the technical assistance of the project. It is questionable if the benefits of the development activities are sufficient to offset all damage and opportunity costs incurred by the creation and the presence of the park. In the end, it is precisely this balance which will have to convince people that the park is in their interest, and it remains to be seen if conservation can win the support of the population over the next five years. |
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