Feasibility Study of Proposed Tourism Dev in Shewula, NE ...

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Chapter 4 - Socio-Cultural Findings and Analysis management is necessary, and how it can be done, need to be clearly communicated. The community therefore needs to be exposed to alternatives to the traditional exclusionary conservationist approach and isolationist game reserve model. The people need to have awareness that the reserve's management does not necessarily have to mean antagonism between those responsible for the reserve and rest of the community; and that it is, in fact, possible for the community itself to be responsible for natural resources. The community needs to be aware of models of communitybased natural resource management and understand the possibilities of integrating 'community' with 'resource utilisation 1 so as to achieve a sense of community ownership of the reserve. The link between conservation of environmental resources (broadly defined) must be clear to the people of Shewula if the diversity of these resources is to be maintained, and hence contribute significantly to the community's wellbeing. In other words, it is essential that the community members are aware of the objectives of conservation and community-based tourism, and especially the ultimate benefits which achieving these could have for them. The reasons for the reserve and the project therefore need to be made clear. The land-use patterns that will characterise the land designated as 'Shewula Reserve' must be established and/or made clear to the community. Options include the protection of cattle and grazing for cattle, conservation of existing natural resources and reintroduction of lost species, tourism (including cultural, ecological and/or eco-cultural tourism), or a combination of these. 4.10.3. Capacity-building requirements with respect to business management in Shewula In order for Shewula community to optimise the economic opportunities of tourism development in the Shewula area, the community needs an understanding of business principles and practice. Those responsible for contractual agreements must have the necessary capacity to participate in negotiations and enter into contractual agreements. For example, they would need to understand the legalities of their actions and know the importance of reading documents properly before signing them. The community needs to know about and understand the importance of marketing. All members who might have interactions with tourists in Shewula would need to understand the importance of projecting an image of Shewula to the outside world that will attract tourists and investment. 4.11. RECOMMENDATIONS 4.11.1. General recommendations • Information: Information needs to be made available and explanations need to be provided in order to dispel confusion and clarify misunderstandings. Answers to each of the questions listed in section 4.3 need to be furnished. • Communication: The contents and implications of decisions that have been or will be made regarding the reserve and tourism development must be communicated to everyone. 110
Chapter 4 ■ Socio-Cultural Findings and Analysis • Participation: The general community needs to be involved in (or at least consulted during) the decision-making processes around conservation and the tourism development. • Knowledge: In order to participate effectively in the proposed developments, the members of the Shewula community need to know more about tourism, natural resource management and business. 4.11.2. Specific recommendations These recommendations include requirements for immediate action as well as more long-term, future activities. 1. Keep the community informed and clarify issues. Examples of specific issues that need to be addressed in order to avoid confusion and allay fears include: • The identity of those who started the initiatives of both the Shewula Reserve and the Shewula tourism development. • The process that led to the funding being granted by British Council, and who was responsible for or involved in submitting the project proposal, as well as where the project implementation stands at present. • The difference between the UCA and Mbuluzi Game Reserve as an organisation. • The boundaries of the reserve. • The relationship between the land of the Shewula people and the other properties involved in setting up the Conservancy, and especially the rights of ownership and use that are maintained by each of the signatories to the Conservancy." • The relationship between the Trust and other parties, such as the Lubombo Conservancy Executive Committee, the Bush Camp Steering Committee, the private operator and other initiatives, e.g. LSDI. • Who the members of the Trust are and how to bring matters to their attention. • How the Trust will be constituted and other matters relating to the constitution of the Trust, such as what the tasks of the Trust are, and how they undertake to fulfil their responsibilities. • The criteria and procedures for site selection and/or reasons why a site was chosen 2. Ensure that the Trust has the necessary capacity to properly undertake its responsibilities. The following list provides recommendations on how each of the problems highlighted by the community, with respect to the Trust, should be addressed: • Authority: The trust should have the necessary authority, or recourse to authority, that will assist it in the carrying out of its duties. • Corruption: Checks and balances need to be in place to ensure that the trustees are accountable for the decisions made, and activities undertaken, by the trust. • Conflict of interests: Trustees should not be eligible for employment by the trust or by other parties which are directly associated with the trust, or with which the trust does business (such as a private professional operator at the lodge). Trusteeship and employment as a result of the trust (its decisions, activities.-or This is especially important with respect to Sisa Ranch. 111
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A Feasibility Study of the Proposed
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ACKNOWLEDGEMENTS The authors would
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2.3. Biophysical Context ..........
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6.1.4. Conclusions ................
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Box 9.1 Figure 6.1. Consideration o
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LIST OF ABBREVIATIONS AND ACRONYMS
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Executive Summary INTRODUCTION The
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Executive Summary The findings of t
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Executive Summary Positive aspects:
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Executive Summary • Tourism input
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Chapter 1 - Introduction This chapt
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Chapter 1 - Introduction 1.1.2. Des
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Chapter 1 - Introduction Objective
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Chapter 1 - Introduction It has bec
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Chapter 1 - Introduction • Local
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Chapter 1 - Introduction Sustainabl
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Chapter 1 - Introduction 1.4.2.2. G
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Chapter 1 - Introduction A particip
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Chapter 1 - Introduction 1.5.2.3. I
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inevitably lost. In some instances,
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the translation that occurred durin
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2.1. INTRODUCTION This chapter prov
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Chapter 2 • Situational Assessmen
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Although the reserve is relatively
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Chapter 2 ■ Situational Assessmen
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parks and reserves. As SNTC oversee
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2.4.3.4. British Council The Britis
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2.4.4.3. Economic support structure
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One of the transfrontier initiative
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The iNcwala or 'first fruits' cerem
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These political changes have eroded
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Chapter 2 - Situational Assessment
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Chapter 7 - Conclusions and well-be
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Chapter 8 • Recommendations shoul
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Chapter 8 - Recommendations 8.2.4.
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Chapter 9 - The Way Forward proposa
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Chapter 9 - The Way Forward Notes o
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Chapter 9 - The Way Forward communi
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References Obua, J. 1997: The Poten
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The four questions that the study t
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3. Requirements The resources that
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Outreach programme at Mlawula could
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If the tourism development site wer
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Feasibility Study of Proposed Tourism Dev in Shewula, NE ...

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