Biodiversity Conservation Network
15. Scientific and Eco-Tourism in the Rain Forests of Crater Mountain
Location: Crater Mountain Wildlife Management Area, PNG Partners: Research and Conservation Foundation of PNG (RCF)
Wildlife Conservation Society (WCS)Project Title: Crater Mountain Wildlife Management Area: A Model for Testing the Linkage of Community-Based Enterprises with Conservation of Biodiversity BCN Funding: $498,107 Partner Contribution: $76,950 Grant Period: August 1, 1995 - July 31, 1998
Project Overview
The enormous Crater Mountain Wildlife Management Area (CMWMA) covers 2600 square kilometers, an area about the size of the state of Rhode Island. The site spans a wide range of elevations (150 - 2100 meters) that contains a full range of the biotic diversity of PNG. Primary forest blankets the lower elevations, while alpine scrub and grasslands are found at higher ones. The site contains over 220 bird species, 49 of which are endemic, and 84 mammal species, 15 of which are endemic to PNG. Although the CMWMA currently has a low population density, a number of threats are looming in the near future including industrial logging, mining, and oil drilling.To counter these threats, the project is establishing locally-owned and operated research and ecotourism enterprises in the CMWMA. These innovative community owned and operated enterprises are establishing support structures for natural and social scientists interested in studying the natural ecosystems and cultural diversity in the CMWMA. These enterprises provide lodging and guide services to domestic and international visitors interested in experiencing the natural wonders of the CMWMA.
The project team members are working with community members to develop biological and socioeconomic monitoring systems. The team is also working with landowners to develop a land-use management plan which provides for biodiversity conservation and enterprise sustainability. Finally, they hope to demonstrate to government officials and other land-owners in PNG that community managed lands can generate profits in a sustainable fashion.
1996 Accomplishments
Within the boundaries of the CMWMA, the project's community and business development staff in the field continue to work with members of 21 landowning clans on ecoenterprise development. Over the last year, approximately 300 visitors including scientists, students and natural history travelers visited the research station, guesthouse and bushhouses which the communities in the WMA offer.Community leaders have participated in tourism planning workshops, national study tours and ongoing village extension courses to build local capacity in small business development. Because literacy levels are extremely low, support classes are offered in English, literacy and basic math. With field staff assistance, communities have discussed and tested business management structures, worked with an architect to design traditional facilities and trail systems to better accommodate the scientific traveler, determined rates and produced marketing brochures for their products. A market study was conducted to assist them in product planning. A successful model for international and domestic sale of traditional handicrafts developed in one WMA village has been transferred to the others to eventually be marketed under the Crater Mountain label.
Management committees with elected leaders from each clan meet monthly in each village to act on issues related to management of the multiple-use Wildlife Management Area. With management staff assistance, they review the WMA rules, act on violations and impose fines related to use of natural resources as associated with the eco-enterprises in place. The committees also review requests for tourism and research activity in the WMA and review the development of these enterprises to assess compatibility with proposed biodiversity protection. Once a year, representatives from all 21 clans meet in the Annual WMA Meeting to discuss eco-enterprises development and to standardize rules and procedures for the entire conservation area.
Success Stories
In a traditional culture where tribal rivalries and fighting have been in place for centuries, the Crater Mountain WMA has had unprecedented success in bringing together representatives from 21 clans representing two language groups to discuss and draft legislation to manage the second largest WMA in PNG. In 1996, the WMA annual meeting gained national attention with representatives from the Department of Environment & Conservation, the Tourism Promotion Authority and the University of PNG addressing the convention of clan delegates. This has boosted the pride and appreciation of Crater Mountain communities in the unique natural resources and associated enterprises they possess. Although yet in a very early state of development, this fledgling structure has provided valuable lessons for viable management structures in privately-owned protected areas in PNG.An associated landmark in national leadership has been the increased involvement and capacity of the national project staff who work as trainers with the Crater Mountain communities, and who have taken a lead in this extremely challenging conservation initiative. Based on their innovations in the project, the Senior Project Officer, John Ericho, and his staff including Business Development Coordinator, Stanley Kundal and Field Research Coordinator, Robert Bino are recognized as important leaders in integration of conservation and development in PNG.
Challenges
Our greatest challenge in the development of the Crater Mountain Wildlife Management Area continues to be the community's low level of literacy and experience with the modern cash economy as well as the historical presence of inter-clan conflict and suspicion of one another. The average level of formal education is grade one, most residents have never traveled beyond the boundaries of the WMA and have only recently begun to personally manage small sums of cash. Fear of traditional sorcery and loyalty to clan affiliations underlies social behavior. Resident field extension staff with excellent communication skills have been essential to meet this challenge. They provide slow-paced, ongoing training conducive to traditional village lifestyles. Their constant presence provides the communities with an invaluable source of information to answer queries to dispel misconceptions about the outside world and the cash economy beyond the WMA boundaries, and they may serve as an unrelated third party to very carefully mediate clan conflict or misunderstanding.
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