A Community Business: Elerai Ranch and Conservation Area ... and... · A Community Business: Elerai...

AWF Working Papers

July 2005

A Community Business: Elerai Ranch andConservation Area, Kenya

James Kiyiapi, Paul Ole Ntiati, Ben Mwongela, RichardHatfield and David Williams

©B

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The African Wildlife Foundation,

together with the people of Africa,

works to ensure the wildlife and

wild lands of Africa will

endure forever.

www.awf.org

Arusha Center (Tanzania)African Wildlife FoundationPlot 27, Old Moshi RoadP.O. Box 2658ARUSHA, TANZANIATel: +255 27 2509616Fax: +255 27 2544453email: [email protected]

Nairobi Center (Kenya)African Wildlife FoundationBritak CentreMara Ragati RoadP.O. Box 48177, 00100NAIROBI, KENYATel: +254 20 2710367Fax: +254 20 2710372email: [email protected]

Kampala Center (Uganda)African Wildlife FoundationRuth Towers15A Clement Hill RoadP.O. Box 28217KAMPALA, UGANDATel: +256 41 344 510Fax: +256 41 235 824email: [email protected]

Washington D.C. Center (U.S.A.)African Wildlife Foundation1400 Sixteenth Street, N.W.Suite 120WASHINGTON, D.C. 20036, U.S.A.Tel: +1 202 939 3333Fax: +1 202 939 3332email: [email protected]

White River Center (South Africa)African Wildlife FoundationP.O. Box 2977WHITE RIVER 1240,SOUTH AFRICATel: +27 13 751 2483Fax: +27 13 751 3258email: [email protected]

Zambezi Center (Zambia)African Wildlife Foundation50 Independence AvenueP.O. Box 50844RidgewayLUSAKA, ZAMBIATel: + 260 1 257074Fax: + 260 1 257098email: [email protected]

About this paper series

The AWF Working Paper Series has been designed to disseminate to partners and the conservation community,aspects of AWF current work from its flagship African Heartlands Program. This series aims to share currentwork in order not only to share work experiences but also to provoke discussions on whats working or not andhow best conservation action can be undertaken to ensure that Africas wildlife and wildlands are conservedforever.

About the Authors: James Kiyiapi, Ph.D., is Program Director, Kenya; Paul Ole Ntiati is Heartland Coordinator,Kilimanjaro Heartland; Ben Mwongela is Senior Enterprise Officer, CORE Program; Richard Hatfield is ProgramDevelopment Officer, Kenya; David Williams is Landscape Officer, GIS.

This paper was edited by an editorial team comprising of Dr. Helen Gichohi, Dr. Philip Muruthi, Prof. JamesKiyiapi, Dr. Patrick Bergin, Joanna Elliott and Daudi Sumba. Additional technical writing and editing wasprovided by Dr. Keith Sones.

Copyright: This publication is copyrighted to AWF. It may be produced in whole or part and in any form foreducation and non-profit purposes without any special permission from the copyright holder provided that thesource is appropriately acknowledged. This publication should not be used for resale or commecial purposeswithout prior written permission of AWF. The views expressed in this publication are the authors and they donot necessarily reflect those of AWF or the sponsor of this publication.

For more information, contact the Coordinating editor - Daudi Sumba at - email [email protected] photo: Planning session with the Elerai community - credit: Ben Mwongela

AWF Working PapersJuly 2005

AWF Working Papers - July 2005

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Table of Contents

1. Introduction

2. Land Tenure Systems

3. Elerai Ranch

3.1 The Ecolodge

4. Application of a Participatory Approach to Natural Resource Management

4.1 Land Use Zoning

4.2 Income Projections

4.3 Outstanding Issues

5. Lessons Learnt from the Planning Process

References

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A Community Business: Elerai Ranch and Conservation Area, Kenya

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SummaryCan small group ranches where individuals have strong family ties be the way forward for sustainable livelihoods andconservation in the aftermath of group ranch sub-division in the Amboseli area of Kenya? Sub-division of communalgroup ranches and consequent conversion of land to uses incompatible with conservation is threatening both rurallivelihoods and critical conservation areas in the Amboseli system. The African Wildlife Foundation has been workingwith a group of eight closely related landowners in an area of great strategic importance to wildlife in the shadow ofKilimanjaro, Kenya to develop and implement natural resource management plans that when implemented shouldresult in: enhanced and diversified livelihoods that are compatible with traditional Maasai lifestyles; development andadoption of environmentally sound land management practices and; securing of critical habitat for wildlife to supportcontinuing ecological integrity of Amboseli and Kilimanjaro National Parks.

1. Introduction

As the northeast slopes of Mount Kilimanjaro dropdown across the Kenya border the landscape getsprogressively drier. Fifty kilometres to the east is theboundary of the Tsavo National Park, Kenya’s largestprotected area. The same distance northeast, the rolling,wooded, Chyulu Hills rise above the plains, and abouttwenty kilometres north is Amboseli National Park, afavourite on the Kenyan safari circuit, famous for itselephants and views of the mountain. The land betweenthese features is critical wildlife habitat, serving as aseasonally important dispersal area and forming acorridor that links the two world famous parks.Although Tsavo National Park is very large, Amboseli istiny by African standards, less than 400 kilometressquare. Too small to be a viable ecological entity on itsown, it is dependent on land beyond the park’sboundary. Without this land it cannot support itscharacteristically high seasonal density and diversity ofwildlife.That land beyond the park’s boundary (and formerlythe land within the boundary) has for centuries alsobeen home to Maasai pastoralists. The arid and semi-arid rangeland is well suited to traditional pastoralism -the system of extensive livestock management thatdepends on the ability to move herds of cattle and flocksof sheep and goats in response to patchy local rainfall,to take advantage of the resultant surface water andpasture. As the human population has steadily increasedin the area, and land formerly used by the Maasai forlivestock has been allocated to other land uses, conflictbetween people and wildlife – and sometimespastoralists and non-pastoralists - has inevitably increasedtoo.

2. Land Tenure Systems

The land tenure system operating in the area has changedseveral times since independence. First, in the late 1960s,Kenyan Government’s policy was to promote theformation of group ranches. For the first time this gavegroups of pastoralist people joint freehold title to large

parcels of land. The intention was that it would becollectively managed for the benefit of all the group ranchmembers, although livestock holdings remained private.The local Maasai communities eagerly embraced thegroup ranch approach, seeing it as a means of preventingfurther encroachment on their traditional land.Acquiring legal title also meant they had a tangible assetagainst which they could borrow to raise funds toimprove the ranch infrastructure, such as drilling boreholes or building cattle dips. However, the group ranchsystem also brought with it real problems as themembers struggled to address the thorny, apparentlyintractable, issue of equitable benefit sharing. All toooften powerful elites emerged within the group rancheswho came to dominate decision making and grabbedthe benefits for themselves. There followed an increasingdemand to subdivide the group ranches and allocateindividuals with title to the resulting relatively smallparcels of land. Initially the intention in the Amboseli/Tsavo area was to confine sub-division to the wetterparts, such as those higher up the slope, that were bestsuited to settled farming, but eventually sub-divisionwas extended to include the entire group ranch,including the dry rangeland.

Subdivision of group ranches has major consequencesfor natural resource management and indeed the viabilityof the pastoralist lifestyle. On the one hand, enlightenedindividuals could choose to exercise strict control overtheir own land to ensure only sustainable,environmentally sound land-use practices wereemployed. Alternatively they may practice, or at leastnot prevent, detrimental activities delivering short-termgains, such as uncontrolled charcoal burning, clearingof marginal land for cultivation or poaching of wildlifefor the bush meat trade. They may even sell land tooutsiders whose land-uses may be environmentallydamaging and/or wholly incompatible with wildlifeconservation.

Meanwhile, an intriguing alternative emerged. Perhapslandowners could adopt new, pro-wildlife land-usepractices, which would be compatible with extensivelivestock rearing. This would allow Maasai landowners



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Figure 1: Map of Elerai in Kilimanjaro Heartland

to continue to practice their traditional pastoralistlifestyles whilst at the same time deriving tangiblebenefits from wildlife. Previously the impacts of wildlifehad been entirely negative, with the Maasai incurringlosses from crop raiding, competition for water andgrazing, risk of diseases spreading from wildlife tolivestock, predation of livestock and even occasional lossof human life, all with little or no compensation. Butto be viable, both extensive livestock rearing and wildlifemanagement require large parcels of land; larger thanthe individual plots that had resulted from the sub-division of the group ranches.

Fortunately, in 1992, another significant change in thesystems of land tenure and use in the area took place,paving the way for wildlife to become an alternative landuse. A group of eight brothers and their families, withadjoining landholdings totalling a little over 4,200hectares, came together with a view to managing mostof their land communally. The land comprised an areaof relatively well watered foothills, suitable forcultivation, as well as more extensive, lower lying aridand semi-arid rangelands suited to livestock. The eightfamilies formed the Entonet-Elerai Individual RanchesAssociation, known as Elerai Ranch for short, andregistered with the Department of Social Services as acommunity based organisation. This offered theopportunity to develop and test a new model, one thatjust might represent an elusive win-win-win solution:enhanced and diversified livelihoods that are compatiblewith traditional Maasai lifestyles; development andadoption of environmentally sound land managementpractices; and securing critical habitat for wildlife tosupport the continuingecological integrity ofAmboseli National Park.

This report describes theprocess which startedin1998 when thelandowners who jointlyown Elerai Ranch inviteda conservation NGO, theAfrican WildlifeFoundation (AWF), tohelp them develop aprogramme ofinterventions to enhancetheir livelihoods. Thisresulted in AWF securinggrants totalling $332,000to enable the ranch toestablish the EleraiConservation Area anddiversify its economicactivity by creating anecotourism lodge.Initially, AWF alsobrokered an agreement

with a private sector company to build and manage thelodge. However the private sector partner pulled outand AWF is currently seeking another private sectorpartner to manage the lodge. The introduction of thelodge meant that it was necessary to plan carefully howthe ranch should be managed so as to avoid potentialconf licts between competing land uses and ensureapproaches adopted were both sustainable andeconomically viable. AWF therefore worked with theranch members on a participatory natural resourcemanagement and planning process. The report describesthe planning process and its outputs before going on toconsider the broader lessons learned from the processand how the Elerai model might be scaled-up.

3. Elerai Ranch

Elerai Ranch is situated close to the Tanzanian border,in Loitokitok division of Kajiado district, Kenya. Atthe start of the collaboration with AWF, the families’livelihoods were derived from three main sources:livestock rearing and trading, production of crops andleasing of arable land. Over the past decade or so therehas been a steady decline in the livestock populationon the ranch. Six of the eight families have seen theirlivestock holdings decrease, in some cases by as much as70%, and overall the livestock population has fallen byover 30% during this period. This is probably associatedwith an apparent long-term trend of decreasing rainfallin the area, although it might simply be a downturn inan on-going natural cyclical process. Currently there areabout one thousand cattle and 2,500 sheep and goaton Elerai.



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The land used for crop production is in two parts. Alleight families have an allocation of land on the foothills,which has been cultivated for the past twenty years. Twofamilies also cultivate a lower lying area on the edge ofthe rangeland. Whether the lower portion shouldremain in cultivation is an issue currently being carefullyconsidered.

About three-quarters of the land suitable for croppingis leased to tenants from either Tanzania or Kenya,former share-croppers who now pay for the land theylease in cash. The remainder is cultivated by the familiesthemselves. The main crops are rain-fed maize and beans,with smaller amounts of potatoes, peas, wheat andtomatoes. Potential returns from cultivation are muchhigher than leasing, but the former involves more risk,higher investment and requires more labour. Whilst aminority of the families have increased the area of landthey cultivate themselves, overall the proportion of landleased has been more or less constant over recent years.

The majority of the ranch is a mosaic of mixed openshrub land, interspersed with areas of wooded grasslandand flood plains. The main shrub and tree species areacacias, with one species of tree, Acacia seyal, beingespecially common. As a result the area takes the localMaasai name for this species, elerai. The ranch carriesboth resident and seasonally migrant animals. Residentspecies include lion, leopard, gazelle, zebra, giraffe, eland,warthogs, baboons and vervet and Sykes monkeys.During the long rains the ranch is visited by elephant,buffalo and wildebeest. The ranch is also home to awide range of birds, reptiles and lesser animals.

3.1 The Eco-lodge

Capitalising on its close proximity to Amboseli NationalPark, superb views of Kilimanjaro and the Chyulu Hills,and the rich biodiversity found on the ranch, an eco-lodge is being constructed in the extreme north-westcorner of the ranch, the closest point to Amboseli. Thefacility is a 12 bed luxury lodge uniquely designed forthe top end market in Kenya which has facilities such asElsa’s Kopje, Kilalinda, Desert Rose, Loisaba, Borana,Ol donyo Wuas, Kampi ya Kanzi and Rusinga. Therewill be 6 luxury suites for double accommodation, withexplicit local lava and wood effect and these will befurnished with specially made linen, safari chairs,colonial trunks and shelves. The interiors will be markedwith large bathrooms, full elegant shower, basin andflush toilet and brass plumbing fixtures.AWF helped the ranch secure grants totalling US$332,000 (US$146,000 from USAID and US$186,000from the EU) to finance this development whilst theranch members contributed US$5,000 in cash, materialsand labour. AWF is currently seeking a private

management company that can enter agreement withthe ranch to lease and run the lodge for 10 years.

A projected profit and loss account has been used togauge the short term profitability of the ecolodge.Financial targets and performance indicators show thatthe venture is viable. It is projected that in year one,2006, the lodge will not return any profits but thatprofits totalling US$26,972 could be realized in year2, rising to about US$55,700 by year three. With aprojected occupancy of 25% and growing by 10% inthe second and third years and a three-year average allinclusive rate of US$262, it is also projected that directcommunity benefits1 from bed night fees will rise toabout US$ 75,600 in year 3. The lodge operations willpay the land owners an annual rent of US$ 5000 everyyear as direct compensation for foregoing the use of theconservancy for other uses. Every bed night will generate25 US dollars to be applied to direct conservationinitiatives like game patrols and improving physicalinfrastructure such as access and game drive circuits andwater pans in the conservancy. This is expected to reachor exceed US$94,500 by end of 2008. Conservationincome will guarantee the integrity of the area and ensurethat wildlife is protected.

During the construction period, the community areproviding labor. It is projected that the communityincome out of negotiated local labor will be US$57,692.In addition, once the lodge is operational, localemployment opportunities will be created for more than20 people (60 to 80% of the total workforce) who willjointly earn over US$30,000 a year.

Completed chalet a the Elerai lodge

©Ben Mwongela



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4. Application of a Participatory Approach toNatural Resource Management

The participatory planning process took place betweenApril and June 2004. To facilitate the process andprovide the key competencies needed, AWF put togethera multidisciplinary team of experts drawn from boththe public and private sectors. The experts workedclosely with the ranch committee and other ranchrepresentatives in carrying out a rapid resourceassessment, mapping and participatory business optionplanning process. The role of team of experts was tomake the options clear in terms of resource potentialsand constraints but any decisions needed to be madeby the ranch members themselves. Appropriate expertswere teamed up with ranch members to work on a rangeof topics including: water; agriculture; livestock; wildlifeand tourism; business enterprises; vegetation changes;soil erosion; and socio-economic factors.

The process began with a series of meetings to introducethe team members to each other, clarify the objectivesand assign the roles and responsibilities of each member.Three reasons were identified for why the planningprocess was being carried out at Elerai at this time.Firstly, the ownership of the land by just eight closelyrelated families presented a relatively simple land tenuresituation. Secondly, since the ranch was located at theinterface between national parks and agricultural land,there were many potential conflicts in relation to naturalresource management which needed to be resolved.Thirdly, due to the success of AWF in attracting fundingfor an eco-lodge, a management plan needed to bedeveloped to ensure the success of the enterprise andmitigate any conflicts with alternative land uses, suchas livestock and crop-based agriculture. The objectivesof the planning process were also identified. These were:to design a land use zoning plan for the ranch; toidentify land use practices for each zone; and to buildthe capacity of the Elerai Ranch members in relation tonatural resource management. The component parts ofthe planning process are shown in Annex I.

Community members were an integral role in theplanning process which was also used to train them onnatural resource management. They providedinformation on their aspirations for the managementof their area. They also provided useful information forbaseline surveys, resource mapping, rapid resourceassessment and business options which was thencomplemented by information from experts to facilitatezoning using Geographic Information Systems (GIS) andlater the development of a natural resource managementwork-plan.

Initially it proved difficult to ensure that women andyoung people were represented during the planning

process. This was due to conflicting demands on theirtime, for example the need to collect water or work onthe eco-lodge construction site. After an AWF teammember emphasised the desirability of having all sectorsof the ranch community involved in the participatoryplanning process, and moving the meeting venue to amore convenient location on the ranch rather thanoutside, participation by women improved dramaticallyand in some later gatherings they accounted for morethan half of the participants.

4.1 Land Use Zoning

The planning process resulted in the production of aproposed land use zoning map (see figure 2) for the ranchconsisting of three key parts: an agricultural zone (513hectares, 12% of the total ranch area), a livestock/wildlife zone (2015 hectares, 47%) and a conservationzone (1757 hectares, 41%). For each zone, land useobjectives were drawn up together with guidelines fortheir effective management.The objective of the agricultural zone is to promotesound agricultural practices and increase both crop yieldsand income. Guidelines identified for the managementof this zone included:

• Reduce level of leasing to tenants and increaseland owners’ participation

• Promote diversification and intensification ofcrops to increase yield per unit area of land

• Identify interventions to mitigate human-wildlifeconflicts

• Zone of settlement to be planned so as tominimize area taken up by infrastructure

• Promote mixed agro-forestry and soil and waterconservation practices

• Promote low input farming techniques such asorganic farming

• Explore alternative sources of energy to reducereliance on natural vegetation.

The objectives in the livestock/wildlife zone is to provideadequate quantity and quality of grazing for livestock,primarily for the land owners benefit but also to alimited extent for use by free-ranging wildlife, and alsoto improve livestock quality and minimizeenvironmental degradation. Guidelines identified for theeffective management of this zone were:

• To ensure livestock numbers are kept within thecarrying capacity of the land

• Control grazing by use of rotations or organizedspatial movement of livestock

• Improve quality and productivity of livestockthrough introduction of better breeds and diseasecontrol

• Range rehabilitation through soil erosion controlmeasures, reseeding of quality grass species andcontrol cutting of trees/natural vegetation



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Figure 2: Elerai Land use zoning map

• Institute fire control measures by developing andapplying a fire management/control plan

• Diversify into other income generating venturesthat are compatible with livestock keeping, e.g.bee-keeping.

• Develop control measures against predation oflivestock by wildlife.

The objective in the conservation zone is to promotebest practices for wildlife conservation and reap benefitsfrom eco-tourism.

Guidelines for the effective management of this zonewere:

• Mitigate against negative effects of infrastructuredevelopment

• Limit, to the extent possible, use of the area forlivestock grazing and other human activities

• Ensure effective system of security for tourists andprotect wildlife from poachers

• Devise and implement an environmentalmanagement and monitoring system

• Develop a viable, conservation based businessventure, i.e. the eco-lodge, to enhance thelivelihoods of the families who own the ranch andthe experience of visitors

• Provide conditions to encourage wildlife to usethe area, e.g. provision of year-round water andartificial salt licks.

4.2 Income Projections

Application of a participatory business option tool,previously developed by AWF, as a component of theoverall planning process enabled estimates to be madeof the anticipated annual income from the differententerprises on the ranch. This shows that wildlife based

tourism, centred on the eco-lodge, isanticipated to become the largest sourceof income, eventually contributing 35%of total ranch income. Other sources ofanticipated income were, in order ofvalue: livestock trading, representing 31%of total income; women’s’ and youthenterprises (26%); and crop-basedagriculture, including land leasing (8%;).The projected total income for the ranchis more than US$ 42,000 per annum.There are 248 adult members of the eightfamilies who own the ranch, whichequates to an annual income per adultof US$165. This figure is about half theaverage per capita income in Kenya.

When the total income of the ranch asprojected by the community from themulti land use options using theparticipatory approach is compared tothe projected lodge income alone, weconclude that the communityexpectations are lower than what hasbeen projected by the projected profitand loss account. This may be due to thelack of expertise and skills among the

community that are required for business planning.

4.3 Outstanding Issues

At the end of the planning process a number of keyissues remained that need to be urgently addressed toensure the success of the overall plan. These were:

• The need for adoption of a zoning plan whichincludes setting aside sufficient land forconservation purposes

• The possible need to limit livestock numbers inview of the reduced area available for grazing

• The need to reach agreement with neighbourswhose livestock currently graze on Elerai Ranch

• Reducing the proportion of agricultural land leasedand increasing the proportion farmed by thefamilies to increase returns from agriculture

• A decision on whether cultivation by two familiesof the additional land on the lower slopes shouldcontinue

• The establishment of a clear, equitable system forsharing the benefits accrued from the eco-lodge.



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5. Lessons Learned from the Planning Process

The experience at Elerai has demonstrated that a rapid,participatory, natural resource planning process couldbe undertaken in a relatively short period of time. Aprocess taking less than two months yielded a great dealof valuable information which was used to inform landuse zoning and the drawing up of managementguidelines. Involvement of women in the process wasfacilitated by holding the planning meetings at aconvenient location on the ranch rather than at a moredistant location.

Although the planning process resulted in thedevelopment of a proposed zoning map for the ranchand associated management guidelines, some issuesproved difficult to resolve. These included an agreementon how large the conservation zone should be, whetherit was appropriate to continue cultivation of land onthe edge of the rangeland and whether livestock numbersshould be limited. The challenge now is to resolve thesethorny issues and go on to implement therecommendations made during the planning process.In this regard the fact that Elerai Ranch is owned byjust eight closely related families should be a greatadvantage.

Income projections suggest that the eco-lodge is a viablebusiness venture. In time, income from wildlife tourismis projected to become the largest earner for the ranch,complementing revenue from livestock trading,agriculture and other enterprises. This confirms the viewheld by most development practitioners that communitybased tourism should not be seen as a panacea for ruraldevelopment problems but that it should be seen as acomplementary source of income or livelihood to otherexisting livelihood sources.

To have real impact the model developed at Elerai willneed to be replicated elsewhere. Whether this occurswill depend on the interest of landowners, availabilityof funding, the capacity of the environment toaccommodate more eco-lodges and continuing demandfrom high-end tourists for such facilities. But theparticipatory planning process utilised at Elerai hasproved to be a useful approach to guide the planning ofsuch enterprises and there integration into otherlivelihood options in pastoralist areas. And working withsmaller groups of neighbouring landowners, all fromclosely related families, appears to be a promisingapproach to reversing the damaging fragmentation ofpastoralist land that occurred when the group rancheswere sub-divided.

References

African Wildlife Foundation (2003), HeartlandPlanning Process: A framework for effective conservationin African Heartlands, August 2003.

CORE (2001), Elerai Conservation Project: A proposalsubmitted to the CORE Enterprise Development Fundand the European Union Biodiversity ConservationProgram.

Kiyiapi, J, Ntiati, P, Mwongela, B., and Hatfield, R.(2004), Elerai Conservation Area: AWF supportedCommunity Resource Assessment, Project Report, June2004.

Endnotes

1 The model used is designed for improving livelihoodsand advancing conservation objectives by charging directbed night fees and conservation fees per every bed nightas direct expense items in the profit and loss statement.



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Activity Category Participatory NRM Process Resource People

Baseline Survey A1. Conduct reconnaissance surveys Community specialist,Ecologist, NaturalResource Economist

Community Mobilization B1. Stakeholders analysis and involvement Community specialist, Natural Resource Economist B2. Formulation and constitution of a community

NRM core team

Resource Mapping C1. Participatory resource mapping Community specialistEcologistNatural Resource Economist C2. Current resource use, potential use and

management practices C3. Participatory livelihood mapping

Rapid Resource Assessment& Business options D1. Determine potential for sustainable resource EcologistNatural Resource Economist management (economic & ecological)

- Agriculture - Livestock - Tourism - Other resources(bee-keeping, gum arabic, aloe production etc) - Participatory Business Option Planning

Zoning Process E1. Natural resource management zoning process: Community specialist, Ecologist, Natural - Resource identification, Resource Economist, GIS - management requirement - objectives & Actions - benefit - threats, sources of threats, mitigation, cost of mitigation, - funding base E2. GIS mapping

Natural ResourceManagement Work Plan F1.Community based NRM plan & approval by Community specialist, Ecologist, Natural stakeholders Resource Economist, GIS

F2. NRM implementation plan and schedule F3. Evaluation & monitoring indicators, plan and

exit strategy developed

This Pub-licationis fundedby theNether-landsMinistryof For-eign Af-fairs/Di-rectorateGeneralfor Inter-nationalCoopera-tion(DGIS).

This Pub-licationis fundedby theNether-landsMinistryof For-eign Af-fairs/Di-rectorateGeneralfor Inter-nationalCoopera-tion(DGIS).

This Publication is funded by the NetherlandsMinistry of Foreign Affairs/Directorate Generalfor International Cooperation (DGIS).

www.awf.org

© 2005 African Wildlife Foundation

This document was produced by AWF’s Program teamFor more information, please contact [email protected]

The work in Elerai was supported by

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