Kabarole District in Uganda Tourism Development Business plan

Kabarole District Tourism Development Plan

Uganda

Kabarole District Tourism Development Plan 1

Kabarole District Tourism Development Plan

Uganda

PREPARED FOR Ministry of Tourism, Trade and Industry

WITH SUPPORT FROM World Bank PAMSU Project

PREPARED BY EDSA

Robert Wild International Gorilla Conservation Program

April 10, 2006

Front cover: Locally made basket – photo by Hitesh Mehta


FORWARD Kabarole District plays a distinctive role in the geography and history of Uganda. Located at the foot of the Rwenzori Mountains, and at the crossroads of routes leading from the Kampala to the east and the vastness of Central Africa to the west, and north and south along the Great Rift Valley, Kabarole has seen numerous movements of people over long periods of time. It was the vanguard of, what was actually a brief period of colonisation, and now in the context of a modern state there is a renewal in cultural pride and sense of identity that predates that period. With improved communications, better security and increasing optimism, Kabarole is prepared once more to see movements of people this time domestic and international visitors, coming to sample what Kabarole has to offer. With forests, mountains, savannahs and lakes, Kabarole can showcase some unique wilderness areas, and wildlife experiences, as well as the sparkling gems of our unique and cultural significant Crater Lakes. Our livestock are impressive and our agriculture delivers wide variety of produce, so visitors have much to sample. With the rehabilitation of our estates, not least of these is a satisfying cup of tea! Although sometimes difficult to see and experience, our culture runs deep and we can offer a truly African cultural experience that ranges from the rural to the royal! This District Tourism Development Plan, is an important step towards realising our goal of Kabarole District as a quality tourist destination. There is no doubt there are significant challenges to face and many of our people face harsh economic realities, we need to maintain our sense of culture and we need to improve our level of environmental stewardship. In all these we intend for tourism and this plan will play a meaningful part. We look forwarding to collaborating and supporting our local communities that are energetically developing community tourism products, our local entrepreneurs that are building up an impressive array of accommodation and tours, our local basket makers and crafts people that produce high quality work, our neighbouring districts that share part of the tourism circuits, as well as the tour companies from Kampala, Nairobi and beyond facilitating the arrival of guests. We will be making all efforts to make this plan work and Kabarole an enjoyable and rewarding place to visit. Augustine B Kayonga LC5, Kabarole District


“What is life? It is the flash of a firefly in the night. It is the breath of a buffalo. It is the little shadow which runs across the grass and loses itself in the Sunset”.

Crowfoot , TOUCH THE EARTH


ACKNOWLEDGEMENTS The Consultancy Team would like to thank all the people who were involved in the development of this Sustainable Tourism Development Plan for Kabarole District, especially the community members who endured long discussions with complete openness and objectiveness. The Team would also like to thank the staff of non-governmental conservation organisations, academic and cultural institutions, tour and hotel operators who supplied information and/or participated in the tourism workshop and design charettes, without whose input and enthusiasm, this plan would not have been complete. The Team deeply appreciates the support and guidance of the guides, rangers and chimpanzee trackers during the many excursions in the field. It is with deep respect that we acknowledge their information that was provided under sometimes difficult situations. The following organizations were also instrumental in the production of this Sustainable Tourism Development Plan:

Ministry of Trade, Tourism and Industry World Bank African Wildlife Foundation


TABLE OF CONTENTS TABLE OF CONTENTS ..................................................................................................5 1 EXECUTIVE SUMMARY.................................................................................................7 2 METHODOLOGY & PROCESS ......................................................................................9 3 EXISTING CONDITIONS ............................................................................................11

3.1 Location ..............................................................................................................................11 3.2 Demographics and Livelihoods ..........................................................................................11 3.3 Land Use .............................................................................................................................18 3.4 Infrastructure.......................................................................................................................19 3.5 Policy Context.....................................................................................................................23 3.6 Planning Context.................................................................................................................28 3.7 Tourism Market Demands and Accommodation Facilities ................................................30

4 TOURISM DEVELOPMENT PLAN ...............................................................................36 4.1 Physical Analysis ................................................................................................................36 4.2 Opportunities and Constraints Analysis..............................................................................38 4.3 Overall Tourism Development Plan ...................................................................................41

5 ZONING PLAN ...........................................................................................................47 5.1 Zoning ................................................................................................................................47

6 TOURISM CIRCUIT PLAN ..........................................................................................50 6.1 District Tourism within the Regional Context…………………………………...……… 59 7 FIRST PHASE TOURISM DEVELOPMENT PROJECTS ..................................................61

7.1 Crater Lakes Interpretation Center......................................................................................61 7.2 Karambi Tombs Rehabilitation...........................................................................................63 7.3 Community Issues...............................................................................................................64

8 PLANNING AND MANAGEMENT ACTIONS..............................................................73 8.1 Code of Conduct .................................................................................................................73 8.2 Actions ................................................................................................................................74 8.3 National Level Authorities..................................................................................................74 8.4 District Level Authorities....................................................................................................75 8.5 Uganda Wildlife Authority .................................................................................................77 8.6 Private Sector Tourist Industry ...........................................................................................77 8.6 Community Based Tourism Sector…………………………………...…………………..78 8.8 Non Government Sector .....................................................................................................79 8.9 Community Based Tourism Enterprises .............................................................................82

9 RECOMMENDATIONS ...............................................................................................84 10 REFERENCES ...............................................................................................................86

APPENDICES………………………………………………………………………….……...90 Figures

Figure 1: Map of Kabarole District....................................................................................................11

Tables

Table 1: National Tourism Policy Strategies ...................................................................................25 Table 2: Visitor statistics for National Parks for RMNP and KFNP (2000-2004) ..........................30 Table 3: Existing Accommodation in Kabarole District..................................................................31 Table 4: Physical attractions in Kabarole District ...........................................................................32 Table 5: Existing reported tourism products and services Kabarole District* ................................34


Table 6: English renderings of Kabarole Crater Lakes....................................................................35 Table 7: Constraints to tourism in Kabarole and actions to address them......................................38 Table 8: Potential negative impacts of tourism................................................................................40 Table 9: Options for the poor to becomeinvolved in tourism..........................................................69 Table 10: Options for community involvement in tourism................................................................82 Boxes Box 1. Education Data .....................................................................................................................22 Box 2: Reported existing tourism activities in Kabarole District .....................................................31 Box 3: Building and Development Trends and Aspirations ............................................................65 Box 4. Pigments and Pigsbooze - Basketry in Kabarole District.....................................................67 Box 5: Tooro Kingdoms Social Programmes ..................................................................................72 Box 6: Sources of best practice information on tourism development ............................................81 Box 7: Steps for the establishment of community based tourism...................................................82 List of Acronyms ARO

African Regional Office

BCE Before Common Era (BC) CE Common Era (AD) CPI Community Protected Area Institute CVK Crater Valley Beach Resort DRC Democratic Republic of Congo EDSA Edward Stone Associates EIA Environmental Impact Assessment IGCP International Gorilla Conservation Programme KFNP Kibale Forest National Park LC 1- 5 Local Councils 1- 5 MoLG Ministry of Local Government MTTI Ministry of Tourism Trade and Industry NGO Non Government Organisation PA Protected Area PAMSU Protected Area Management and Sustainable Use PEAP Poverty Eradication Action Plan QENP Queen Elizabeth National Park RMNP Rwenzori Mountains National Park TPC Technical Planning Committee TSWR Toro-Semliki Wildlife Reserve UCOTA Uganda Community Tourism Association UNESCO United Nations Education and Science Organisation UWA Uganda Wildlife Authority UWEC Uganda Wildlife Education Centre (Entebbe Zoo) WCU Wildlife Clubs of Uganda WTO World Tourism Organisation WWF World Wide Fund for Nature


1 EXECUTIVE SUMMARY One of the key recommendations in the new national Tourism Policy for Uganda is the decentralization of tourism function, which calls for a bottom-up planning approach in tourism development. The Ministry of Tourism, Trade and Industry (MTTI) through the PAMSU1 Project is supporting priority districts in preparing District Tourism Development Plans to ensure that tourism development is integrated into the overall district development plans The International Gorilla Conservation Programme (IGCP) (a coalition of the African Wildlife Foundation, Fauna and Flora International and WWF) is supporting the development of these District Tourism Development Plans. The IGCP has been involved in the development of gorilla tourism in South West Uganda since its inception and contributed to both national and regional tourism processes. It is now playing a role in producing the Western Ugandan plans. In January 2004, EDSA was commissioned by IGCP to develop District Tourism Development Plans for the Kisoro and Kanungu Districts in South West Uganda. These two districts were selected as pilot sites for the development of tourism plans, due to the potential in Kisoro and Kanungu Districts to develop flagship sustainable destinations that would benefit the stakeholders without compromising the environment. In June of 2005, EDSA and IGCP were again commissioned to prepare District Tourism Development Plans for Kasese and Kabarole Districts in Western Uganda. Sustainable tourism can heighten local awareness of the importance of conservation, provide new incentives for governments and the local communities to preserve protected areas and generate revenue for local and regional economies.

This report outlines Tourism Development for Kabarole District. In line with the requirement of the national Tourism Policy for Uganda, this plan aims to provide the

1 The development objective of the Protected Area Management for Sustainable Use Project (PAMSU) is the sustainable and cost-effective management of Uganda’s wildlife and cultural resources. Through PAMSU, sustainability is promoted through a combination of delivering funds to improve Uganda’s ability to attract tourists to its wildlife and cultural heritage while encouraging cost-effective management strategies to reduce overall operating costs of the institutions managing these resources. PAMSU is designed to encourage continued development of tourism opportunities, policy and infrastructure as a necessary condition for growth with the return of tourism (ARO, 2002).


framework for tourism development that allows for controlled development, which does not generate any serious environmental or socio-cultural problems and which will be used as a means for environmental and cultural conservation. This plan also ensures that tourism development is tailored to the specific characteristics and needs of each area of the District with maximum participation of community residents in the development process and tourism benefits occurring, to the greatest extent possible, to the local communities. Tourism development in Kabarole District is comparatively well developed, but with significant potential and improvements possible. The opportunities offered by recent infrastructure improvements, especially the improved road connection to Kampala, will bring increased market access. The district has some key tourist attractions, both natural and cultural and offers some of the best Chimpanzee tracking in the country. The private sector is enthusiastic, organised and has developed accommodations at all levels. The District level authorities have not thus far really engaged in tourism, and through this plan will proactively improve their active engagement in the industry in support of the private sector, community and NGO efforts. The cultural leadership, especially the Kingdom of Tooro, has a key role to play, and will also step up their efforts to develop tourism. Community groups are very active in cultural and development efforts, and there are developing academic institutions that will bring sound research analysis, training and facilities to the sustainable tourism development effort. Fort Portal is a key tourism hub on routes to Murchison Falls in the North, Queen Elizabeth, Rwenzori and the Gorilla Forests to the south, with up graded links to Kampala and with Kibale Forest at its doorstep. The highland climate tea estates and the unique and very attractive crater lakes, means there is a very high potential for tourism in Kabarole. This plan identifies numerous tourism circuits many of which will benefit local communities, and two first phase projects – the Crater Lake Interpretive Center and the Karambi Tombs Rehabilitation. The plan makes a number of recommendations including the protection of the threatened traditional and cultural landscapes, especially biodiverse grazing and grasslands around the crater lakes. It also identifies the need for more social and ecological research into the crater lakes and increased support for community tourism efforts. To achieve this there will need to be a significant improvement in the tourism development capacity within the District Government, which currently has no staff or budget for tourism development.


2 METHODOLOGY & PROCESS METHODOLOGY Five approaches were used to prepare this document:

1. Research into the history, culture, flora and fauna of Kabarole District.

Documentation that was reviewed included policies and plans produced by government, consultants, and NGOs. A full list of references cited can be found in Section 10.

2. Interviews with a representative section of the various stakeholders including

private sector tour operators and lodge owners. 3. Stakeholder meetings and open discussion with a wide cross-section of

residents. The project began with a kick-off meeting with MTTI, consultants and representatives of the Association of Tour Operators.

4. On-site visits to numerous existing facilities (hotels, restaurants, houses,

government offices, natural areas etc). Over the course of two days, District Planners and the consultancy team visited a range of existing and potential tourism attractions across Kabarole. These included Kibale Forest National Park, Tea Estates, Crater Lakes, Rwagimba Hotsprings and Ft. Portal.

5. Participatory Planning Workshop and Design Charettes that were held in

Kabarole and attended by a wide cross-section of the residents of Kabarole District. The District Council had compiled lists of relevant stakeholders from local government, the private sector, NGOs, marginalized groups, and religious organisations who were then invited to participate in the participatory planning workshop and design charettes2. The composition of the 32 strong participants included the range of key stakehoders identified in the tourism policy. A full list of workshop participants can be found in Appendix 2.

PROCESS The process of developing this Kabarole District Tourism Development Plan included the following stages:

1. Compilation and analysis of background documentation 2. Stakeholder meeting in Kampala

2 Participatory Planning Workshop and Design Charettes The Planning and Design process was initiated via the use of a planning workshop and design charette. The workshop and design charettes accelerated the planning process by creating an interactive environment with all major stakeholders working together without the normal interruptions that delay communications. It also provided an opportunity to achieve consensus on the most worthy approach to the tourism development plan. This planning process assists in reviewing program issues, environmental constraints and provide insight into the physical and market potential of the various products. The participatory workshop oriented design process is a most effective and efficient means of providing stakeholders with a specific work product quickly and comprehensively. This inclusive workshop format can provide an early feasibility review of the overall districts with minimal investment of both time and money.


3. Field visits in Kabarole District with the district planners and local residents 4. Participatory planning workshop and design charette in Ft. Portal. 5. Presentation to stakeholders in Kampala 6. Preparation of the draft plan 7. Review of Draft Plan by stakeholders 8. Revisions to Draft Plan 9. Submission of Final Plan to MTTI

The purpose of undertaking a participatory planning approach to tourism development in the District was to ensure that locally relevant issues were incorporated, and that people living within the district developed ownership over the plan.


3 EXISTING CONDITIONS 3.1 LOCATION

The district is located in the western part of Uganda, and the main city of Ft. Portal is 320 km west of Kampala. Kabarole District borders the districts of Bundibugyo in the west and north, Kasese and Kamwenge in the south and Kyenjojo in the east. Kabarole has a total area of 1,844.25 km2 of which 137, 802 hectares is covered by forest.

Figure 1

3.2 DEMOGRAPHICS AND LIVELIHOODS

3.2.1 History

The forests of the Great Lakes area have a long history of human occupation that probably dates to c.32,000-47,000 years ago (Cunningham, 1996). The Rwenzori mountains, their peaks and as a source of the River Nile, were known to Egyptian and Greek scholars as early as the 7th Century BCE, and the name “Mountains of the Moon” is recorded as early as 5th Century BCE. The “Mons Lune” were included in a late medieval European map, based on a lost original of Claudius Ptolemy (c.CE 90-168) (Stacey, 2003). Forest clearance for agriculture is thought to have begun about 2,200 years ago (Taylor, 1990) and Bantu speaking peoples arrived at about the same time with iron smelting technology, and were most likely responsible for this clearance. The iron technology, which still survives today as the local blacksmith tradition, is one of the distinguishing features of the Bantu migration which is considered to have started in West Africa about 1000 BCE. The bringing of agriculture was another key feature, the previous societies being hunter-gatherers. In more recent centuries migrations of pastoralists from the north are thought to have formed ruling clans amongst a


number of the ethnic groups in the Great Lakes Region including the Baganda, Bunyoro, Batooro, Banyankole and Banyarwanda, although this migration pattern is challenged by some authorities (Chrétian 2003).

From the late fifteen Century the Bunyoro Kingdom, centred on what is now Hoima District was the dominant force in the Region. In the 1840’s a Bunyoro Prince, Kaboyo, seceded and formed the Tooro Kingdom. Conflict between the two kingdoms especially under the powerful King Cwa II Kabalega (1869-1898), who also strongly resisted British colonisation, led to 18 years of Bunyoro occupation and to the near extinction of the Tooro lineage, but in 1888 the infant Tooro Prince, Kasagama, assisted by a Bakonzo Chief, was rescued and sent to Ankole. Kasagama later played a significant role in the modernisation of the Kingdom.

Rukirabasaija Omukama Wa Tooro Oyo Nyimba Babamba Iguru Rukidi IV

The first encounter of the region with Europeans was in the following year, 1889, during H.M Stanley’s limp southward, after a very arduous trip across the continent from the west, and up the River Congo. The objective of this expedition, assisted by the famous Zanzibari slave trader Tippu Tip, was the rescue of Emin Pasha, who governed “Equatoria” a large area what is now northern Uganda, Southern Sudan and Eastern Congo, on behalf of the Khedive of Egypt. Emin Pasha of German-Jewish origin was a convert to Islam, and was in the reluctant company of Stanley (Stacey 2003).

The British established colonial rule over the region following the defeat of the Bunyoro King, Kabalega in 1899. This area played a key role with the construction of a number of forts. The Tooro Kingdom, who had allied


themselves with the British, became a client Kingdom and subsequently administered the Tooro District, centred on Fort Portal. A federal system based on the Kingdoms was established in 1962, at Uganda’s independence. But after the monarchies were abolished in 1967, Toro was declared a large district. In 1974, Toro district was subdivided into three districts that included Semliki, Rwenzori and Toro, and in 1980 the latter became Kabarole district while the other two became Bundibugyo and Kasese Districts. In 1993 the traditional Kingdoms were re-established as cultural entities, which has led to a cultural revival.

3.2.2 Demographics

The district has a population of 356,914 people of which 178,560 are females and 178,354 are males. Ethnic groups in the district are predominantly the Batooro, with the Bakonzo and Baamba in the foothills of the Ruwenzori Mountains. Bakiga communities are scattered across the district, stemming through migration and resettlement schemes from the highly populated Kigezi Region. The first organised resettlements were in 1955, and the Bakiga also provided a labour force for the tea industry. Small refuge settlements of Banyarawnda, established in the late 1950’s are becoming increasingly integrated (Rwagweri, 2003). Urbanisation is low at 11% but increasing.

Only 11% of the District’s population live in urban areas like Ft. Portal.

3.2.3 Livelihoods Agriculture is the dominant activity in the District, with main food crops such as plantain, banana, maize, sweet potato, cassava, and a variety of beans.


Plantain and Banana are one of the main cash crops.

Cash crops include coffee and tea. Eucalyptus is increasingly grown as a source of fuel and building material. The predominance of subsistence cultivation was not always the case, as the Batooro were principally pastoralists up until the African rinderpest pandemic of 1920. Virtually the whole of the district’s cattle population was wiped out. This led to major disruption in the lives of the people and a rapid, if disruptive transformation, to a subsistence agricultural society which left its long term marks on society. (Rwagweri, 2003). The Batooro, for example, were long reluctant to enter the tea industry labour force, leading to the importing of Bakiga from Kigezi. Other traditional activities are carried out as part of the agricultural life including craftwork, basketry and blacksmithing. Trading and urban activities are focused on Fort Portal.

3.2.4 Health

There are Two Private Hospitals, One Referral Hospital, Two Health Centre IV’s, 11 Health Centre III’s and 34 Health Centre II’s.

3.2.5 People and Parks There are three Protected Areas (PA’s) in Kabarole District managed by Uganda Wildlife Authority. (see map on following page):-Toro-Semiliki Wildlife Reserve, Kibale Forest National Park and Rwenzori Mountains National Park. The fourth protected area is Itwara Central Forest Reserve, managed by the Forest Department Part of Toro-Semiliki Wildlife Reserve (TSWR) is found in Kabarole District. TSWR was established in 1929 as a game reserve and covers an area of


542 km². It comprises of the Wasa River that flows from the Rwenzori Mountains to the Lake Albert, forming a traversing riverine system that supports unique forest tree species as well as providing habitat for a variety of wild animals. TSWR is one of the reserves in Uganda with high concentrations of large ungulates including the Uganda Kob, elephants, buffaloes, bushbucks and warthogs. Primates including chimpanzees, baboons, red tailed monkeys, while notable birds such as the shoebill and the saddle billed stocks can also be observed. The TSWR is especially unique as an area of transition for three of Africa’s bio-geographical regions (Sudano-sahelian, Guinea-Congolian and Zambezean). Diverse habitats occur in the valley floor of the reserve supporting a variety of vegetation types such as grasslands, riverine forests, scrub woodland, swamp forests, papyrus swamps and savannah woodland mosaic. (Toro-Semiliki Wildlife Reserve, Short Term Operations Plan, 2003-2005) Rwenzori Mountains National Park (RMNP) is approximately 995 km² and is located across three districts - Kabarole, Kasese and Bundibugyo. In 1994 RMNP was designated a World Heritage Site, indicating the international environmental importance placed on this national park. The Rwenzori mountain ecosystem is one of the largest and most significant water catchment ecosystems in Uganda and constitutes a major source of the White Nile through the Semiliki River, which flows into Lake Albert (Rwenzori Mountain National Park Management Plan 2004-2014).

Black and white Colobus in Rwenzori Mountain National Park.


Kibale Forest National Park (KFNP) was gazetted in 1993 and covers an area of approximately 795 km². KFNP has a variety of conservation values. It is the third largest forested National Park in Uganda and supports nine endangered mammal species, including chimpanzees and red colobus, considered to be globally threatened or nearly so (Kibale Forest National Park, General Management Plan 2003-2013). The main tourism activities conducted in Kibale Forest National Park are accessed from Kabarole and include chimp tracking, forest walks and birdwatching.

Kibale Forest NP has some of the largest trees in Kabarole District. Conflicts between the protected area and the local communities stem from wildlife leaving the park and raiding crops in the neighbouring fields. Around the Rwenzori’s, primates (e.g blue monkey, vervets, red tailed monkey and baboons) and bushpigs are the main culprits. In response to this the PA has initiated the planting of a natural barrier – Mauritius thorn as well as scaring and chasing of the wildlife back into the protected areas. An innovative concept that has been introduced in Uganda to ease the People versus Parks tension is that of “Community-protected area institutions” (CPI). Community-protected area institutions (CPI) aim to involve communities in park decision making. The CPIs support and provide advice during negotiations for benefit sharing and resource use, to screen community proposals for funding under the revenue sharing programme, and to address community-protected area problems (e.g. including wildlife crop raiding, problem animal control, and illegal activities in PA’s) (Mapesa and Makombo, 2002).


A revenue sharing arrangement distributes 20% of gate fees collected by UWA to the sub-county local government, which then uses it within its budget. Through the CPIs, local people write project proposals that are approved and endorsed through the local government. A preference is given to environmentally sensitive, self-sustaining initiatives that benefit the parish as a whole. (Mapesa and Makombo, 2002). The Wildlife statute stipulates that collaborative management is a recommended approach to protected area and wildlife management. This can be with local communities, the private sector, NGO’s, local governments and other government agencies. UWA has developed a Community Conservation Policy that supports their collaborative work with local communities and has developed several programs and a range of strategies to achieve them. The programs developed are as follows:-

• Institutional framework for community conservation • Revenue sharing • Collaborative management • Problem animal management • Wildlife user rights • Trade in wildlife and wildlife products • Conservation education and awareness programmes (Uganda Wildlife

Authority, Community Conservation Policy, June 2004).

A village at the edge of Rwenzori Mountain National Park


Itwara Central Forest Reserve is a large natural forest with significant biodiversity values. The Forest Authority (formerly known as the Forest Department) has recently emerged from several years of institutional development. It has a programme of forest tourism.

3.3 LAND USE

The district has a rich endowment of vegetation types and agro-ecological zones, from the mountains to the lowlands. The Afro-alpine heaths, montane bamboo and montane forests are some of the rarest types on the continent. Lowland forests are also significant with the total forest area of the district at almost 22% of which 3.6 is degraded. Grassland covers 12% of the district, and there are significant lakes and wetlands, but agriculture, at 53%, is the single largest land use.

The major economic activity, therefore, in Kabarole is agriculture. The crops grown are mostly food crops like sweet potatoes, maize, cassava, soya beans, groundnuts, sunflower, yams, millet and bananas. The land is very fertile and the foot hill of the Rwenzori Mountains provide favourable conditions for farming. Coffee is grown for cash. The district is also among the few districts in Uganda which grow high quality tea, although only 3% of the district is under this land use. Most of the tea produced is sold for cash with the majority of the tea plantations peripheral to the Itwara and Kibale forests.

Cultivation covers most hilltops and little of the original forest outside the parks still remains. The land is highly fragmented due to traditional practices of inheritance and high population density. Land is held in customary private ownership although there are few relatively well off farmers with leasehold titles. Grazing lands are communally owned and land fragmentation, as mentioned, is a common feature. The concept of ‘land use planning’ is still new and is only practiced to a limited extend in the


townships, where specific areas are assigned for industries, commercial building, residential, road networks and institutional sites. Substantial parts of the district lie in protected areas. 18% of the district is Tropical High forest (included in Kibale Forest National Park, Rwenzori Mountain National Park (RMNP) World Heritage Site, Itwara Central Forest Reserve and Toro Semiliki Wildlife Reserve (TSWR).

Cultivation covers most hilltops and, little of the original forest outside the parks still remains. Small fragments of grassland remain (albeit threatened) within the agricultural area, with indications of high biodiversity values. Given the historic, cultural and biological diversity of these grassland areas attention to their conservation is warranted. Land shortage, coupled with intensive use for subsistence agriculture, has led to soil degradation, poor yields and ultimately poverty. All this leads to high dependence on some park resources (UWA, 2000). Some small-scale artisan fishing takes place within inland water bodies; the crater lakes, wetlands and rivers. These can be significant income/nutrition sources at the local level.

3.4 INFRASTRUCTURE

3.4.1 Roads

The main arterial road from Kampala to Ft. Portal has recently been upgraded to tarmac. This continues on through the district to Kasese Town. Although there is a need for the district to extend the road network particularly to productive rural areas, it already has substantial road coverage. The road network currently spans 718 km of both feeder and access roads.

4-wheel vehicles are required for some of the roads in the rainy season.


3.4.2 Air Transport

There is currently only one airstrip in Kabarole near Lake Saaka. However, this airstrip is disused and not operational. Therefore, there is no air connection with Kampala. The Makwano Tea Estate is currently planning on adding an airstrip and this will help access tremendously to Ft. Portal and the district.

3.4.3 Electricity

Although hydroelectric power is limited to major urban centres, there are high hopes that the government through the Rural Electrification Program will extend electricity to the productive rural areas.

Hydroelectric power is limited to urban centres like Ft. Portal.

There is use of solar energy and gas for lighting and drying of foodstuffs for export. But the most common source of fuel especially in the remote areas is firewood, which poses a serious danger to the environment.

3.4.4 Water

Due to the heavy rainfall in the Rwenzoris, there is abundant water available in Kabarole District. There are several large rivers that flow through the district (Mpanga, Mahoma, Rwimi and Nsonbe) and Kabarole has one of the highest densities of crater lakes in the world. However, it is only in Ft. Portal where there is municipality piped water to buildings.


3.4.5 Communication The district has two post offices - in Fort Portal Municipality and Rwimi Town Council - with modern telecommunication exchanges. The district is also adequately connected to the major telephone companies like MTN and Uganda telecom (Mango) services.

Mango is a popular cell phone service. As regards TV and radio, the District also has access to Uganda Television network and a number of FM radio stations including Voice of Toro and Radio Uganda.

3.4.6 Housing

There are four types of houses in Kabarole district and this has a direct relation to demographic changes especially population increase. These are (DoE, 2001): • traditional non-upgradable, constructed with mud, wattle and grass

thatch (sorghum stalks, papyrus );

• upgradable traditional houses commonly made of mud mixed with cement or sun dried bricks with poles and iron sheets. These are common in trading centres and in the outskirts/suburbs of Ft. Portal Town;

• semi permanent houses made of sun-dried bricks/stones, walls with

rough cast and iron sheet roof with ordinary foundation; and • permanent houses – made of brick walls, stones, cemented floor, iron

sheet or tiled roofs. This is common in trading centres, Ft. Portal Town Council and few well-to-do families in rural areas.


An example of a traditional non-upgradable house

3.4.7 Education Kabarole District has 127 primary schools and 31 secondary schools. It has a typical education infrastructure. However, compared to other districts the girl participation in secondary school is much better and there is a good pupil to teacher ratio. One of the bigger achievements in this District is the formation of the Mountains of the Moon University which has already begun providing a few courses and currently based in Ft. Portal. The University has purchased property on the shores of Lake Saaka and is in the process of planning a new campus.

Box 1. Education Data Primary Schools – 127 (113 government, 9 private, 5 community) Secondary Schools – 31, (14 government, 5 private, 12 Community) Teachers training colleges – 3 National Technical Institute – 1 Primary pupils 98,892 (50% female) Secondary pupils – 10,216 (48% female) Primary teachers 1,704 (50% female). Secondary teachers – 540 (20% female) Teacher pupil ratio: Primary 1:58, Secondary 1:19 Source: Uganda District Information Handbook


3.5 POLICY CONTEXT

3.5.1 Poverty Eradication Action Plan Government's strategy for economic transformation is spelled out in the Poverty Eradication Action Plan (PEAP) 2000. Three conditions are envisaged as pre-requisite for economic growth to eradicate poverty (ARO, 2002): • structural transformation (agricultural modernization, industrialization,

institutional reforms and capacity development); • participation by the poor in economic growth by expanding smallholder

agriculture, employment, the services sectors and rural non-farm enterprises; and

• sustainable economic growth with judicious management of land, forests, wetlands, rangelands, rivers, lakes and the environment.

This Kabarole District Tourism Development Plan is aligned with the PEAP, and in particular addresses participation by the poor in tourism planning, development and operation. The sustainable development of the tourism industry is promoted, with responsible use of natural resources and biodiversity conservation.

3.5.2 Tourism policy A core objective of the Tourism Policy for Uganda is to stimulate the industry in Uganda, and ultimately to increase the present level of tourist arrivals from about 200,000 to about 500,000 over the next decade. Although Uganda was the primary tourism destination in East Africa during the 1960s, political and social turmoil during the 1970s and 80s led to the destruction of tourism infrastructure, and widespread hunting of wildlife: virtually to extinction in many protected areas. The policy aims to ensure that tourism is used as a vehicle for poverty reduction, within the resource base and market limitations. The policy denotes that tourism development should provide a mechanism for conservation, by generating revenue to develop National Parks and protected areas, but that it should also be socially and culturally acceptable (MTTI, 2003). A number of key institutional, economic, environmental and cultural objectives are highlighted within the policy. Those that are most directly relevant to this Kabarole District Tourism Development Plan have been paraphrased below (MTTI, 2003).

• Economic objectives: Derive greater revenues from an increasing

number of pleasure tourist arrivals and promote longer lengths of stay and higher daily expenditure. Distribute revenue earnings widely, with the large-scale participation of communities and districts in tourism.

• Environmental objectives: Channel tourism revenue towards the conservation of natural resources, and use protected area entry fees to generate interest in environmental protection and generate revenue for local government and communities.


• Cultural objectives: Emphasize tourism development based on Uganda's rich culture and history, and on the diverse traditions and hospitality of its people (e.g. museums, performance art, monuments) to encourage a Ugandan identity and cultural pride.

The objectives have been used to develop a range of strategies that address product development linked to environmental and cultural resources, and communities. Those relevant to the Kabarole District Tourism Development Plan have been summarised in Table 1.

The Engabu za Tooro theatre and dance troupe is very unique to Kabarole.


Table 1: National Tourism Policy Strategies Theme Strategies Product development, marketing, market segments

• Local entrepreneurs at the community or district level shall be encouraged to develop tourism products within the guidelines provided by MTTI.

• Public sector infrastructure such as roads and up-country airfields shall provide improved accessibility to key tourism products and shall provide the possibility to make tourist circuits.

• Uganda shall develop a diversified market segmentation strategy aiming at (1) international niche markets, (2) mainstream tourists including mainstream tourists to Tanzania and Kenya, (3) regional markets including South Africa and (4) domestic markets. Category 3 and 4 are considered more robust in case of safety problems.

• The diversified strategy is aiming at linking tourism products with market segments, tapping upper, middle, and lower-ends of the markets.

• “Backpackers and overlanders” are often the tourism pioneers to new areas and Uganda shall not discourage this market segment, in particular as “backpackers” constitute a strong source of income for white-water rafting, gorilla tracking and community tourism.

Tourism and natural resources

• Eco-tourism aiming at enhancing sustainable use of natural resources shall be promoted.

• Environmental impact assessment (EIA) procedures shall be enhanced in respect of all developments in sensitive tourism areas within and outside protected areas.

• Support shall be provided to the districts by Government, donors and NGOs to enhance the capabilities on the local level of protecting and developing valuable natural and cultural resources for sustainable use.

• Enhancing the activities of the Uganda Wildlife Education Centre (UWEC), the Wildlife Clubs of Uganda (WCU), the Uganda Wildlife Society and other civil society institutions in respect of promoting and creating awareness of wildlife conservation.

Tourism and cultural resources

• Marketing and product development of tourism. Cultural events, performances and festivals at the district level will be developed and incorporated into tourism products. Tourism development will be conducted with due sensitivity to local cultures and traditions.

• Tour operators will be linked to community tourism projects to ensure that culture is featured in tour operator programmes. At the same time, local communities will forge fair commercial arrangements with the national and international tourism agencies.

Communities and ecotourism

• Grass-root developments and sustainable use of resources shall have a strong focus. To this effect NGOs shall be encouraged to work closely with communities to develop new projects according to the market development.

• Through district planning, communities shall be sensitised to develop district tourism associations and communities shall be encouraged to appreciate the value of natural and cultural resources for tourism development.

• Developers and investors shall be sensitised to respect the rights and traditions of local communities and local communities shall be directly involved in district tourism developments.

• The private tourism sector shall thus be encouraged to undertake joint venture operations with communities.

• UWA and Forest Department shall actively support communities in adjoining areas to national parks and forest reserves to develop eco-tourism projects.

• Eco-tourism and community tourism shall in the first stage focus on the domestic market but shall, when the quality level is acceptable, be incorporated in the tourism products marketed internationally.

• Community and eco-tourism projects shall be encouraged to enhance cultural aspects including promotion of development of handicrafts.

Source: MTTI, 2003 It should be noted that MTTI has devised a marketing strategy in collaboration with the European Union.


3.5.3 Local government All communities in Uganda are organised in the five-tier local government system that starts at the village (LC 1) to the district level (LC 5). There are councils comprising of elected community representatives. Many functions of government (income tax collection, service provision and aspects of environment management) have been decentralised to the district (LC 5) and sub-county (LC 3) according to the Local Government Act (1997). Of the revenue collected by sub-counties, 65% is retained at that level and 35% remitted to the districts. The 65%, at the sub-county is shared amongst the county (LC 4), sub-county (LC 3), parish (LC2) and village (LC 1) at the ratio of 1:6:1:5 respectively for local development and service provision (UWA, 2000). The local government system has both administrative and legislative functions and a hierarchy of employed officials, whose roles are outlined in Appendix 6.

Local Government officials were very actively involved in the preparation of the plan.

3.5.4 Supplements to the policies for the purposes of this plan The Tourism Policy of Uganda promotes the development of various forms of tourism, including domestic, foreign, ecotourism and cultural tourism. For the purposes of this plan, standard definitions from international non-governmental organisations have been used:


• Tourism: The activities of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes (WTO, 2002: 101).

• Tourist: A visitor who stays at least one night in collective or private accommodation in the place visited (WTO, 2002: 101).

• Ecotourism: “Responsible travel to natural areas that conserves the environment and improves the well-being of local people." (The International Ecotourism Society, 1992). This means that those who implement and participate in ecotourism activities should follow the following principles:

• Minimize impact • Build environmental and cultural awareness and respect • Provide positive experiences for both visitors and hosts • Provide direct financial benefits for conservation • Develop environmentally and socially friendly facilities • Provide financial benefits and empowerment for local people • Raise sensitivity to host countries' political, environmental, and

social climate • Support international human rights and labour agreements

Local Communities were key role players in the preparation of this plan. Although communities are mentioned within the tourism policy as participants in the tourism industry, they were not highlighted as key role players. Given the emphasis on this district tourism development plan on poverty alleviation, the promotion of cultural tourism, and domestic tourism, they have been prioritised as tourism stakeholders.


3.6 PLANNING CONTEXT

3.6.1 Three-Year Kabarole District Development Plan

Kabarole District Local Council prepared a 3-yr medium term development plan in line with national policy as outlined in the Poverty Eradication Action Plan and complimentary policies. The planning process was comprehensive and included consultations with many stakeholders. This plan covers three financial years, 2004/2005, 2005/2006 and 2006/2007 and addresses key development concerns and aims at improving the quality of life of the people of Kabarole. This plan is in two parts. Part one analyses the current poverty situation and sets outs goals, objectives and strategies in six district directorates. Part two is the Public Investment Programme, which comprises project profiles of the projects to be implemented in the plan period 2003-2006. It should be noted that tourism does not fall under any directorate and there is very little mention of tourist related development or activities in this plan. The district does acknowledge the importance of RMNP and KFNP and the potential for private sector involvement (Kabarole District Development Plan). Additionally, there is no tourism project slated for development in the next three years. Most of the projects are for construction of roads, protection of springs, supply of water and electricity, construction of health centres, soil and water conservation, wetland management, new schools etc.

3.6.2 Uganda Wildlife Authority Management Plans The mission of UWA is “to conserve and sustainably manage the wildlife and protected areas of Uganda in partnership with the neighbouring communities and other stakeholders for the benefit of the people of Uganda and the global community” (Mapesa and Makombo, 2002). It is important that there is harmonisation between the District level tourism efforts and national park tourism activities of UWA. The national parks contain the main nature and wildlife attractions that are drawing international tourists, while Districts are overall responsible for the anchor zones, second tier attractions and communities. The Districts are aiming to encourage visitors that are visiting the parks to spend more time and money in the districts. Community tourism projects acknowledge the support that they received from UWA staff in developing their project, including in kind contributions of transport and cross-visits to other community tourism projects. This Plan provides the opportunity to further harmonise Park and District level plans, UWA’s Strategic Plan for 2002-2007 states the following strategic objectives that are related to this plan (UWA, 2002): • tourism and self-generated revenue: Optimise and stabilize tourism-

based revenue within safe limits of the resource base and encourage the appreciation of wildlife and protected areas by Uganda’s citizens;


promote and provide technical services and support to local investors in the ecotourism initiatives; ensure development of accommodation facilities for all visitor grades;

• community conservation and benefits: Optimise protected areas contribution to the welfare of neighbouring communities, and improve relations with local communities; and

• wildlife management outside PA’s: Ensure UWA meets its obligations regarding problem animal control and safeguard wildlife outside PAs.

Baboons are the major problem animals in KFNP surrounding areas Kibale Forest National Park deserves a special mention as has the reputation as the “independent travellers dream. (Briggs, 1998). Specifically the Kibale Forest Management Plan Zones the national park into 6 zones. There are two tourism zones the Kanyanchu Site and the newly developed Sebetoli zone alongside the Fort Portal – Kampala Road (UWA, 2003). The tourism zones contain, tourism infrastructure, a network of visitor trails and limited staff accommodation. There is a 4-day hiking trail linking the two zones through the parks wilderness zone. UWA has a specific tourism plan for Kibale and its revision will be carried out in close collaboration with District staff. The park plan envisages greater promotion of Kibale Forest at international level but also integrated with nearby attractions. The plan identifies the importance of providing up to date information to the publishers of travel guidebooks, as well as revising entrance fees and upgrading infrastructure. Community groups already provide services to tourist within the park, although the reduction in tourist numbers in recent years led to declining motivation and standards. Kibale has some of the best trained and experienced wildlife guides, making it a potential site for regional tourism


training. Integrated resource use zones provide the potential for additional community tourism e.g. herbalist tours. The District will make efforts to improve the facilities for independent travellers who make up a significant sector and yet are not particularly well catered for.

3.7 TOURISM MARKET DEMANDS AND ACCOMMODATION FACILITIES The main tourism attractions in Kabarole are Kibale Forest National Park (KFNP), the UNESCO World Heritage Site of Rwenzori Mountains and Toro Semiliki Wildilfe Reserve, although for the latter, the main tourism activities are accessed from Bundibudyo district. Table 2 shows the visitor statistics for KFNP and RMNP over a five-year period. Very scant statistics are available for Toro Semiliki Wildlife Reserve over this period.

Rwenzori Mountain National Park is a UNESCO World Heritage Site.

Table 2: Visitor statistics for National Parks for RMNP and KFNP (2000-2004)

National Park 2000 2001 2002 2003 2004 Rwenzori Mountain National Park

closed 117 250 435 592

Kibale Forest National Park

1149 1849 4899 5998 5463

Source: Uganda Wildlife Authority booking office Note that not all of these visitors would have entered the parks through entry points within Kabarole and are ‘whole park’ figures


Stakeholders present during the planning workshops identified a wide range of additional tourism attractions, activities and facilities within the district. Table 3 presents the existing accommodation facilities reported in Kabarole. This information should be used as a general guide until it can be verified with in situ evaluations of pertinent issues including current visitation levels/occupancies, quality and standards, numbers of beds/capacity, and facilities.

Table 3: Existing Accommodation in Kabarole District. Name of accommodation establishment

No. of rooms Rates (UG Shs)

St Joseph’s Inn 33 15,000 Tooro Resort 8 50,000 Ataco Country Resort 8 60,000 Rwenzori View Guesthouse

7 50,000

Rwenzori Travelers Inn N/A 25-35,000 CVK 20 cottages, 18 rooms 30-50,000 Nkumba 5 25,000 Mountains of the Moon 100 Under renovation Semiliki Safari Lodge 8 200,000 Ndali Lodge 8 200,000 Palace Motel 25,000 Kiko Guest House 25,000 Tree house (Kibale FNP) 40,000 Njare Guest House 2 40,000 Dage Guest House 5 50,000 Kasunga Training Centre 30 10-25,000 Rujuna Hill Top Guest House

7 45-50,000

Amabere Ganyima Mwima Guest House

2 N/A

Riveria 5 N/A Chimpanzee Guest House N/A N/A Kenneth Inn N/A N/A

The range of existing tourism activities reported by workshop participants is indicated in Box 2.

Box 2: Reported existing tourism activities in Kabarole District • Bird watching • Education and research • Fishing in rivers • Forest walks, to see waterfalls, trees and wildlife • Game viewing (i.e. Itware, KFNP) ) • Photography and filming • Scenic viewing • Traditional music • Village walks (including visits to see beer brewing, blacksmith, and various

cultural attractions)


A variety of natural and cultural attractions in Kabarole were listed by workshop participants. Given that it was not possible to visit all of the attractions during the time period allocated for district field visits, an indicative appreciation of current use levels by foreign and domestic tourists was sought from participants who were also asked to indicate the attractions that were, in their opinion, the most attractive.

Table 4: Physical attractions in Kabarole District 1. Caves

Amabere ganyina Mwiru located at Nyakasura – Bukuuku sub county

2. Hot springs Rwagimba located in Kibiito sub-county

3. Water falls

• Amabere ganyima Mwiru • Mahoma • Yerya falls (proposed for Hydro electric power generation) located in Kisomoro

sub-county

4. Crater lakes • Saaka located in Kichwanba sub-county • Nyabikere located in Ruteete sub-county • Nkuruba located in Ruteete sub-county • Mwegenya located in Buheesi sub-county • Ntanda located in Buheesi sub-county • Kigere/Balaamu • Wabikere • Hamugoma • Kifurukwa (abandoned) • Bwabya/Bukoni – Busoro S/County • Nyinambuga – Ruteete S/County • Lyantonde – Ruteete S/County • Abdallah – Ruteete S/C • Nyamiirima – Ruteete S/C • Nyinabulitwa – Ruteete S/C

5. Tea estates • Rweeitera – Ruteete sub-county • Buzirasgama – Busora sub-county • Rwenzori tea Hotel – to be renovated • Kiamara – Busoro sub-county • Mpanga Estate – Busoro Sub-County • Kijura – Hakiabaale sub-county • (Toro-Kahuma) • Kiko tea estate – Ruteete sub-county

6. Toro Kingdom

• Palace • Karambi tombs


• Palace of the 1st king of Toro • Palace in Kibiito sub-county • Kagoma village and tomb

7. Historical sites

• Fort Gerald Portal • Kichuwamba mass grave site • Malibo/Kasoro monuments - Nyakaseke – Fort Portal Municipality • Fort Lugard ruins • Sir Samuel Baker Palace (Ndaiga) • Fort Wavertree ruins • Kateebwa War Memorial Mounument – Kisomoro sub-county

8. Landscapes

• Toro Botanical Gardens • Kamutebi swamp, Bukuuku • Grazing Landscape • Katokoma Swamp • Mugunu Swamp

9. Protected areas

• Highest number of primate species in the world • Chimpanzee viewing • Organic/wild coffee • Birds • Forest walks • Primates, bush pigs, elephants • Mountain Trails • Caves

10. Scenic view points

• Lake Saaka hills • Kabarole Hill • Kyatwa Hill – Kibiito Sub-county • Rwenzori Mountain ranges • Oruha forest reserve Hill • Nyamirima hill – overlooking lake Nyamirima

There were also a range of existing products and services that participants reported were currently sold to tourists. These are outlined in Table 5.


Table 5: Existing reported tourism products and services - Kabarole District*. Assets and Attraction

Name of attraction

Accommodation & Facilities

Programme Community Benefits Bio-cultural Conservation

efforts Nyabikere Crater Lake -Crater rim forests -

Crater Valley Beach Resort – CVK (Private Sector Operated)

Traditional Houses 11twin bed units = 22beds Campsite, 10 pitches Public Telephone Water supply - Hydro

Nature walks, Swimming, Bird watching, Handicraft sale, Canoeing, Campfire story telling

Water supply (600 people) Community Guides, Training & capacity building Conference Hall

- NGO Workshops - Weddings

Support Handicraft group to export level

- Group start up, training, quality control, marketing

Public Telephone (before cell phones) Provide Income generating opportunities – reduce begging.

Lake conservation, Local stories

Lake Nkuruba Crater Lake: -Crater rim forests -5 primate species -210 bird spp.

Lake Nkuruba Nature Reserve – Church Owned, Leased to Kabarole Tours (Private Sector Operated)

4 Basic Bandas + Lakeside House = Total 12beds

Nature walks, Bird-watching, swimming etc, Starting point for a Long Distance Crater Lake Trail 4days, 3 nights, camping – linking other sites (started 12/04, so far 3groups total 8 people

Pre-School Class, Support to Women’s tree nursery economic activity, employment, training and capacity building, food supply, Access to 40 acres farmland (rental basis), P

Lake conservation, Forest conservation, Dance and drama

Kitojo Fellowship Home – Private home run as a family homestay Accommodation

Home rooms (4people) and Self contained quality banda

Employment, guiding and story telling Kitologe ground harp

Crater Lake Ndali Lodge Privately owned upmarket lodge

Forest restoration

Employment Support to School (building classroom) Proposed extension of water supply to village from hydro

Rwigo Campsite

Privately owned Campsite with bandas

Lake Lyantonde Community campsite

Village walks Mahoma waterfall Caves Vent crater

Other slides. Contact the person.

Views of crater lakes and Kibale F NP, view of tea fields, occasional views of chimps

Chimpanzee Guest House

1 unit with 3 rooms Large Campsite Very old library

Nature trails and birdwatching

employment


At Nkuruba Bandas, food is cooked in the traditional way. Crater Lakes – Stories and Myths The major attraction of Kabarole District outside the parks are the crater lakes. These are not only geologically and ecologically interesting but have many cultural associations. They are linked with the original mythic ancestors of the Kings - the Bacwezi who are deified in various forms. At the workshop, participant Mrs. P.K. Ruyooka, of the Crater Valley Beach Resort (CVK) translated almost half the names into English, Table 6. This is the first step towards creating visitor interpretation centred around the rich culture of the crater lakes, and warrants further research with community authorities. The full list of lakes can be found in the Annex 6.

Table 6: English renderings of Kabarole Crater Lakes Name English Translation Hitory, Stories and comments 2. Kasindikwa Shaman’s Lake 4. Wabikere Frog’s Lakes Large frog population 5. Hamugoma On the Edge Lake 6. Saaka 7. Mwegenywa 9. Nyinabulitwa Mother Lake 10. Nyamirima Lake of Darkness The water dark and known for suicides 11.Nyabikere Lake of Toads and Frogs 14.Njarayabaana Lake of Hungry Children 15.Mubiro 17.Kaisamukoma Causes King’s Death Lake Where the King disposed of troublesome people. 18.Nyamugasani Kings Graves Lake 27.Rwenjubu Lake for Forest Hogs 32.Nyinambuga 33.Kifurukwa Abandoned Lake 36.Lyantonde 38.Kanyanswiga African Spinach Lake 40.Rukwanzi Lake of Beads 43.Kasenda Lake of Slopes 47.Kamiramacumu Spear Swallowing Lake 48.Kiribwato Lake of Canoes

Source: Fisheries Department, Kabarole English Names translated by Mrs. P.K. Ruyook


4 TOURISM DEVELOPMENT PLAN

4.1 PHYSICAL ANALYSIS 4.1.1 Topography

The district's uniqueness cannot be over-emphasised from the exceptional diversity of contrasting physical features which range from low-lying swamps, to flat lowlands through undulating tea-covered hills to steep mountains (the Rwenzoris), spiced with the spectacular flora and fauna.

4.1.2 Soils Varying climatic conditions ranging from temperature, tropical, to semi-arid planes and a bi-modal rainfall pattern have rendered the soils so fertile that this can support almost any agricultural activity.

4.1.3 Hydrology

The district is endowed with many water sources that include crater lakes, rivers and streams. Rwenzori Mountains are the major source of water to the various water bodies. Rivers include Mpanga which flows through Ft. Portal, Mahoma, Nsonbe and Rwimi which borders with Kasese District.. Generally, the district is served by many safe water sources that include boreholes, protected wells and springs and piped water mostly in Ft. Portal.

Lake Nkuruba is the only Crater Lake that is remaining unspoilt by deforestation.

4.1.4 Climate

4.1.4.1 Rainfall


The district receives fairly well distributed rainfall throughout the year with an average rainfall ranging between 900-1600mm annually and two rain seasons that come between March to May and August to November. There are heavy downpours during the rainy season.

4.1.4.2 Temperature

The annual Temperatures normally range between 25ºC and 28.0ºC. During the summer season it does get hot in the lower areas of the district although in parts of Bunyangabu, Burahya and Fort Portal, the temperatures do occasionally fall well below 20 degrees Celsius.

4.1.5 Vegetation

The vegetation in Kabarole District varies according to altitude. Lower elevations have varied habitats including thick bush, forest, swamps and crater lakes while higher elevations have montane forests and moorland. Decreasing temperatures with increasing altitude have resulted in a remarkable zoning of vegetation. The most striking plants can be found above 3,000 m, where areas of giant tree heathers support unique aerial epiphytic gardens. The alpine zone includes the giant lobelias and groundsels, hallmarks of the Rwenzori.

The Kamutebi swamp is the largest such vegetation ecosystem in Kabarole District.


4.2 OPPORTUNITIES AND CONSTRAINTS ANALYSIS During the ‘Opportunities’ phase of the SWOT analysis, workshop participants identified a number of potential new tourism attractions and activities that could be developed in the district. These had the potential to diversify the industry and spread visitors around Kabarole. In addition, participants recognized that some existing attractions and activities could be developed further for different types of tourists, or greater numbers of visitors. The range of opportunities suggested is shown in Table 6.

Planning workshop participants brainstormed on the current weaknesses and constraints to the tourism industry, and also a range of practical actions that could be taken to address some of these. The results of these discussions are summarised below in Table 7.

Table 7: Tourism constraints and solutions, Kabarole

Weakness/constraint Proposed actions to address weakness/constraints 1. Lack of awareness of tourism opportunities

Awareness creation through: • Training • Sensitization on tourism opportunities through workshops,

meetings • Dissemination of information through radio, exhibitions,

publications, Internet, exchange visits, papers on potential of tourism

2. Low prioritization and focus of tourism by district administration

• District council to pass ordnance to recruit district tourism officer

• Recruit tourism officer • Allocate funding for tourism development

3. Lack of approved district tourism plan

• District Council to approve plan

4. Absence of organised tourism development or promotion organization

• Support development of a district tourism association

5. Inadequate skills in development, marketing and management of tourism products, goods and services including safety.

• Lobby for development of standard curriculum in tourism • Implement training programs to address specific needs/gaps • Encourage partnerships with private sector that ensure

transfer of skills in managing tourism facilities • In existing training facilities, needs assessment to identify

gaps should be implemented to address poor training • Lobby and advocate for the establishment of a regional

tourism training school • Establish linkages with relevant volunteer organizations to

support skills development in tourism management • Establish linkages with institutions in the district to provide

training e.g. wildlife training institute- Katwe 6. Inadequate/poor quality of infrastructure facilities and existing tourism attractions.

• Identify gaps in quality and lack of infrastructure with input from relevant technical expertise (MTTI, consultants)

• Where relevant district administration improves facilities and tourism attractions

• Where relevant district administration supports communities to improve facilities and tourism attractions

• Develop by-laws that set standards for tourism 6. Insufficient capital to kick-start tourism and improve facilities/products

• Disseminate information on possible funding bodies e.g. GEF small grants, STABEX, DFCU Development fund, Bank of Uganda fund, microfinance institutions

• Allocate funds for a strategy fund to support tourism


• Encourage partnerships with private sector partners that bring investment resources

• Lobby donors to allocate resources for tourism development 7. Negative community attitudes towards protected areas

• Create awareness about the positive values of the protected areas and tourism

• Develop benefit sharing schemes for the local communities • Encourage community participation in the management and

planning of Pas 8. Insufficient competitive edge compared to the rest of East Africa

• Encourage development of a district tourism Marketing strategy

• Ensure regular collection of information on tourism products for dissemination to the tourism industry

• Provide incentives for investors to tourism development in Kasese

9. Lack of planning /development guidelines related to tourism infrastructure

• Engage relevant expertise to support development of planning/development guidelines related to tourism infrastructure and product

• Develop bylaws to ensure guidelines are implemented 10. Absence of approved tourism training institution in the region

See point 5.

11. Gender mainstreaming • Encourage participation of women in tourism activities • Sensitize local communities on the importance of gender

equity Threats Proposed actions to address threats 1. Existing armed conflicts in neighbouring DRC

• Establish cross border collaboration/communication • Develop public relations programme

2. Conflicts between local communities and protected areas/conservation

• Encourage benefit sharing • Develop problem animal control programs and support

implementation of plan 3. Poaching • Strengthen law enforcement operations

• Encourage benefit sharing • Sensitization/education on the importance of conservation • Review and update penalties for poaching • Support development of alternative sources of income to

combat poverty • Support development of alternative resource use

4.Insufficient land for agriculture owing to rapid population growth

• Develop culturally/religiously sensitive family planning programs

5. Poor land use leading to encroachment on protected areas

• Engage relevant agencies to improve land use practices • Develop and implement a land use strategy

6. Poverty

• Support implementation of poverty alleviation strategies • Support tourism projects that encourage benefit sharing

with the poor 7. Diseases • Support health sensitization programs

• Develop bylaws to improve basic health hygiene e.g. pit latrines, boiling water etc etc

• Encourage linkages across wildlife, livestock and human health that improve communication and collaboration

• Sensitize communities on the negative health impacts of eating game meat

8. Begging syndrome • Sensitize the local communities and tourists on the negative impact of ‘begging’ on culture and status of the communities

• Develop information leaflets for tourists to channel donations through established reputable


organizations/schools 9. Pollution (littering, mining, municipal waste)

• Sensitization on the negative environmental impacts of littering

• Develop and implement municipal waste management plans

• Implement environmental audits for existing mining activities

• Ensure comprehensive Environmental Impact Assessment conducted for proposed mining activities

10. Increased risks of terrorism attacks

• Strengthen collaboration with security agencies and service providers

• Sensitize service providers on the risks of terrorism and possible mitigating activities e.g. barriers

11. Presence of landmines in southern RMNP

• Support implementation of landmine removal program with security agencies

Table 8: Potential negative impacts of tourism

Negative impact of tourism

Proposed actions to mitigate negative impacts of tourism

1. HIV/AIDS • Raise awareness on the dangers/transmission of

HIV to both local communities and tourists • Disseminate information on the ABC concept • Ensure availability of condoms

2. Prostitution • Sensitize local communities on the negative impacts of prostitution

• Implement programs that encourage the girl/boy-child to stay in schools

• Encourage development of alternative sources of income

3.Erosion of cultural values and practices

• Strengthen cultural institutions • Support development of cultural groups • Implement change in curriculum to teach local

languages and cultural values • Sensitize and inform tourists to respect the

cultural norms of the local people 4. Illegal acquisition of cultural and natural assets by some tourists

• Sensitize tourists on the value of the assets in their natural environment and cultural home

5. Pollution – littering • Sensitize both tourists and tourist providers on the dangers/negative environmental impacts of improper waste disposal

• Encourage use and sale of biodegradable products

• Ensure adequate waste disposal and removal facilities available through out the district

6.Environmental/product degradation

• Support studies to establish the levels of acceptable use by tourists to both cultural and natural areas

• Develop and enforce regulations to maintain established numbers of tourist


7. Benefits from tourism leak out of the area

• Encourage partnerships that share profits/benefits with the local communities

• Support projects that produce supplies for the tourism industry locally

Additional weaknesses that were discussed, but that there was insufficient time to explore actions included communication problems, security, marketing and advertising, reliance on a limited range of tourism products, a lack of investment, inflation, lack of tourists, low levels of revenue shared from parks with communities that is not shared with affected people, and that local culture was being diluted by foreign culture.

4.3 OVERALL TOURISM DEVELOPMENT PLAN

4.3.1 Planning Philosophy

The Kabarole District Tourism Development Plan creatively merges the opportunities that the district offers with economics and planning that will lead to a successful low impact tourism destination and hopefully engage the people of Kabarole District prosperity for years to come. The Overall Tourism Development Plan addresses the quadruple bottom line of sustainable development: economic, environmental, social and spiritual sustainability. The main philosophy of the Kabarole District Tourism Development Plan is to diversify the tourism product (facility and activities) and be able to offer tourists a wide range of experiences and accommodation. The main concept is to develop tourism attractions outside the protected areas of Rwenzori and Kibale. The Kabarole District Tourism Development Plan will help encourage private sector and local communities to develop ‘out-of-park’ tourism enterprises such as mountain biking, crater lake trekking, hiking on the hills, visits to cultural and spiritual sites, cultural performances, community walks and tours, local markets and handicraft demonstrations etc.

Trekking the scenic crater lakes will be encouraged in the new plan.


Based on the several community workshops that were held in the District, it is apparent that Kabarole’s citizens are receptive to the prospect of appropriate tourism development. Those who participated were enthusiastic and endorsed the Kabarole District Tourism Development Plan concept. The Kabarole District Tourism Development Plan achieves the following aims:

1. Promotion of the district as a unique tourism destination of Western

Uganda. 2. Recognition that all tourism development has costs, and that the benefits

to local communities must out weigh the costs. 3. Sustainable use of the natural resources.

One of the main aims of the plan is that it benefits local communities. The Kabarole District Tourism Development Plan promotes the cultivation and application of innovative development solutions for the long-term economic benefit and participation of the local population. It will also attract quality tourism development while concurrently fostering protection of the culture and heritage of the residents of Kabarole. With the implementation of scalable development, it is expected that other economic opportunities will follow for local participation and ownership to the benefit of district residents e.g. transportation, food service, crafts, laundry, waste collection and recycling, fishing tours, recreational services, music, security, landscaping, catering etc. The Kabarole District Tourism Development Plan is also based on the simple premise that the Local District Council desires an increase in quality sustainable tourism with its related employment opportunities for Kabarole.


The Council recognizes the need to create infrastructure in the district to facilitate those opportunities.

Some of the existing roads will re re-habilitated to facilitate tourism traffic.

4.3.2 Guiding principles

The need for development that is compatible with environment has driven the various criteria for tourism development in Kabarole. Some of the key principles of the Kabarole District Tourism Development Plan are:

1. The establishment of an overall sustainable tourism development style

related to the high environmental and social values of the area. 2. The establishment of appropriate planning guidelines related to all

aspects of tourism development. 3. To strengthen and show case the unique cultures of the district 4. To protect biodiversity and the forests. 5. To protect and further enhance sensitive ecological areas. 6. The establishment of appropriate buffer and support zones to tourism

areas.

Specific Guiding Principles used incorporated into the Kabarole District Tourism Development Plan include:

• Balance economic, social and environmental issues to achieve

ongoing benefit to residents, visitors, and future generations; • No tourism development on ridgelines; • No tourism development on slopes over 30%; • No tourism development within critical view corridors; and • No tourism development in the conservation areas that could degrade

the physical and visual aesthetics of the area. • Presentation of culture in a self-affirming and dignified manner that

does not undermine specific cultural practices or services.


Kabarole District has great potential developing into a flagship sustainable tourism destination that would benefit the stakeholders without compromising the environment. Sustainable tourism can heighten local awareness of the importance of conservation, provide new incentives for governments and the local communities to preserve protected areas and generate revenue for local and regional economies.

4.3.3 Key elements of the Plan

Key elements of the plan are:

Plan Duration District Zoning Plan Model Projects Objectives, strategic directions, actions Circuits

The District Zoning Plan develops the broad zoning within the district. This provides broad guidance as to WHERE tourism development should occur. The Pilot Model Projects guide WHAT kinds of tourism developments can occur within the district, and help build the capacity within the district to deliver high quality sustainable tourism. The Overall objectives, strategic directions and actions are the strategic elements of the plans and link in with national and international policies and give guidance to HOW tourism should be implemented within the ten years of the plan. The CIRCUITS link the different attractions, accommodations and transport systems together into potential flows for tour operators. Duration of the Plan: The plan shall be for ten years. Implementation of the plan, at least from the Local Government shall be tied in with the annual rolling District Development Plan. A review shall be held after five years to follow progress and make any amendments as necessary.

4.3.4 Pilot Projects

The Pilot/Model projects are NOT intended to be the only projects that are taken forward within the life of the plan, but models and pilots that, when successfully implemented, will significantly improve the tourism product within the district and can stimulate other similar projects. Within the plan some further projects are identified that can also be taken forward. The models therefore: • Provide examples for a range of products that can be developed to

enhance district tourism products • Act a pilots where the private, public and community sectors can gain

further experience in developing a product • Kick start a project by providing a worked project concept • Provide a focus for public, private and community investments.

The pilot model projects provide models across the districts. Each district can refer to the other district plans to understand these templates. Eight model projects have thus been developed across four districts where plans have been developed. The model projects are:


1. Canopy Walk: Kisoro District – Bwindi Forest 2. Board Walk and Trail: Kisoro District – Echuya Forest Trail 3. Holocaust Museum: Kanungu District –Kanungu Town 4. Ecolodge: Kanungu District – Bwindi Forest 5. Cultural Centre: Kabarole District – Karambi Tombs 6. Visitor Centre: Kabarole District – Crater Lakes 7. Mid-Range Lodge – Kasese District – Bwenda Lodge 8. Ecotour Operator – Kasese District – Kasese Town

4.3.5. Goals and Purpose of Kabarole Tourism Development Plan

Long Term Goal: The economic, social and environmental benefits from tourism are increased in real terms on a sustained, long-term basis and equitably distributed within the district, while the potential costs of tourism are minimised. Purpose of the 10 year Tourism Plan: The purpose is to improve tourism infrastructure, human resources, enabling environment and resource base within the District and that it is better known on the international market place. Tourism development in the district will therefore aim to: • Increase the total flow of cash income within the district of Kabarole. • Support and effectively interface and benefit from the parks based tourist

products. • Strengthen and support communities materially and culturally • Promote improved management and productivity of natural resources (in

terms of flow of materials, support to both biodiversity and of the environment, and ecosystem services)

• Increase the number of responsible tourists visiting the district. Strategic Directions The following strategic directions are identified to achieve these goals and objectives.

1. Increase the capacity of individuals and institutions to manage a superior quality and equitable tourism product. (Capacity Building, investment, governance)

a. Training – on job, short courses, seminars, hospitality (Jinja & in time Mountains of the Moon University)

2. Develop an attractive and appropriate well laid out, tourism infrastructure within the District which minimises negative impacts (marketing, impact assessment)

a. Improve attractions, accommodations, transports systems, b. Impact assessment and monitoring c. Planning controls

3. Develop and maintain an enabling environment within the district a. Peace and security, basic services etc (security) b. Well-managed and equitable park system well integrated with

local communities. (governance, environment, participation)


c. Community led sustainable natural resource land management (environment and natural resources)

4. Expanded International and National Marketing:

Existing resorts will need to be upgraded to meet the new market demands.


5 ZONING PLAN 5.1 ZONING

In keeping with recommendations of the Tourism Policy for Uganda, the 3-Yr Kabarole District Development Plan, the KFNP Management Plan and the Rwenzori Mountain National Park (RMNP) General Management Plan, the primary objectives of the Kabarole District Tourism Development Plan are to support viability/development of the district as a tourism pole, and to encourage sustainable livelihoods. The Plan establishes zoning categories (see below), which are based on an underlying philosophy of creating a balance between tourism development objectives and reasonable utilization of the land and its carrying capacity.

Recognizing the importance of future tourism development and growth of Kabarole and its inhabitants, the location of the various tourism elements takes precedence as a planning criterion in the development of the Kabarole District Tourism Development Plan. The Strategy for the Kabarole District Tourism Development Plan suggests the demarcation of four main zones:

• Tourism Anchor Zones • Secondary Tourism Zones • Conservation Zones • Residential and Agricultural Zones

5.1.1 Tourism Anchor Zones

The component of the land uses which requires special consideration will be the Tourism Anchor Zones because of their need to interface with all kinds of tourists and desire to capitalize on amenity exposure. These are the zones that may already have a high traffic of tourism flow. There will be two tourism anchor zones– Ft. Portal Town, and Rwimi. The later zone is created to act as a base to go to Rwimi River, Crater Lakes, Southern Part of Kibale Forest National Park etc.

Ft. Portal will be the main Tourism Anchor Zone.


5.1.2 Secondary Tourism Zones

The Secondary Tourism Zones are spread out throughout the district and include the swamps, crater lakes, waterfalls etc. Planning and regulations in these areas would not be as stringent as in the anchor areas.

The Amabere Cave and Waterfalls will be a Secondary Tourism Zone.

5.1.3 Conservation Zones

The third and probably the most important land use component in Kabarole are the Conservation areas. These areas will encompass forests and swamps, and will form the backbone of the Kabarole District Tourism Development Plan. Activities in the conservation zones of Rwenzori and KFNP will mainly include tracking, nature walks, and scenic viewing and other related tourism activities. No major infrastructure development will be allowed. Minimum infrastructure to be allowed in this zone will be for interpretive purposes and aimed at facilitating visitor access to the area with as little impact on the natural resources as possible. This will include trails, shelters for resting and protection from adverse weather conditions, boardwalks, canopy viewing platforms and a few interpretive panels for orientation and interpretation. Whether or not to allow resource harvesting by communities in this zone will depend on the results of the planned review of the multiple use programme (UWA, 2002).


5.1.4 Residential and Agricultural Zones

All those areas that are not in the Tourism or Conservation zones will be designated Residential and Agricultural Zones. As one would expect, this zone will cover the largest area (Approx. 65%).

A typical household in the Residential and Agricultural Zone.

Interspersed among these four strategic zones will be the support services such as commercial, educational, medical, industrial, utility services, sports etc.

Support services include schools.


6 TOURISM CIRCUIT PLAN In order to create varied experiences and at the same time diversify the tourism product, several circuits have been identified. Local knowledge and wisdom was helpful in creating these circuits, which have been identified in map on following page. These circuits are:

1. Cave, Waterfall and Swamp Tour – ½ day

Leave after breakfast from Ft. Portal, travel by road to Kamutebi Swamp for birdwatching – travel by road to Amabere Caves and Waterfalls–- picnic lunch at the top of the nearby crater rim - back to Ft. Portal by 1 p.m.

Woman’s Breasts “Amabere” Cave

2. Crater Lakes Tour – ½ day

This is the tour that begins at 8.00 a.m. from Ft. Portal – travel to the proposed Crater Lakes Interpretation Center located on the edge of the crater rim of Lake Saka– after guided tour of the facility, hike south-west towards Lake Nyabikere and Lake Kigere- view Amabere Caves and waterfalls - picnic lunch at the top of the nearby crater rim – back to Ft. Portal by 1 p.m.


Hiking the Crater Lakes is a unique experience.

3. Heritage Tour – ½ day

Tour begins at 8.00 a.m. from hotel in Ft. Portal - first stop will be Ft. Jerry– travel north to Ft. Wavertree Ruins - picnic lunch at the ruins– back to Ft. Portal by 1 p.m.

Ft. Jerry trench.


4. Royalty Tour – ½ day

Tour begins at 8.00 a.m. from hotel in Ft. Portal - first stop will be the King’s new palace in Ft. Portal – drive south to the rehabilitated Karambi Tombs Visitor Center– travel south to Kagoma Palace. - picnic lunch at the palace– back to Ft. Portal by 1 p.m.

Karambi Tombs will be the second stop in the Royalty Tour.

5. Tea Estate Tour – ½ day

Tour begins after breakfast from hotel in Ft. Portal – travel on the Ft. Portal-Kampala road to Mukwano Tea Estate– take a tour of the tea estate and return back to the factory for morning tea and biscuits– take a guided tour of the tea processing and become a tea taster for five minutes -– back to Ft. Portal by 12 p.m.

Mukwano Tea Estate with Rwenzoris in the background.


6. Kibale Forest – 1 day

Tour begins after breakfast from hotel in Ft. Portal – travel to Kibale Forest National Park– attend an orientation talk on the park and ecosystems- take a guided walk to the treehouse and elephant wallow – lunch at the Kanyanchu Tourist Site– take a guided afternoon chimpanzee trek -– back to Ft. Portal by 6 p.m.

Male chimpanzee in Kibale Forest National Park.

7. Rwenzori Hiking 2 days

This is a two day trip which begins from Ft. Portal and goes east to the base of the Rwenzoris – hike for five hours and camp on the slopes – return to Ft. Portal following day by lunch

Rwenzori foothills


8. Itwara Forest Reserve, Kijura Escarpment & Semliki Wildlife Reserve - 2 days

This is a two day trip which begins from Ft. Portal and goes north to Itwara Forest reserve for a game drive to view Elephants, Primates and forest hogs – lunch in the park – travel to scenic point at Kijura Escarpment for afternoon tea – camp overnight at the edge of the escarpment – morning forest walk in Semliki Wildlife reserve – return to Ft. Portal following day by lunch.

Kijura Escarpment and Semliki Wildlife Reserve.

9. Rwagimba Hotspring – 2 days

This 2 day wellness tour begins in Rwimi Town – drive on the Nyakigumba Road and then left to Rwimi River – hike to the Hotsprings - spend overnight at a hotel close to the hotsprings – following morning at the Hotsprings and return to Rwimi by evening.

Rwagimba Sulphur Hotsprings are popular with the local people.


10. Rwimi River - ½ day

The river bird-watching walk begins in Rwimi Town after breakfast and goes east along the river– picnic morning tea by the river – return to Rwimi by lunch.

The Rwimi River walk will include crossing the river

11. South Kibale Forest – 1 day

This circuit begins in Rwimi Town after breakfast and goes east along to an area of Kibale Forest that has never before been opened to tourism – view primates and large trees and a guided talk of forest ecosystems - picnic lunch in the forest – return to Rwimi by evening.

Typical Kibale Forest tree canopy.


12. Crater Lakes and Waterfall - 2 days

Begin tour after breakfast from Rwimi Town and travel north to Bunyuruguru Crater Lakes – first stop will be the Mwitampungu Explosion crater followed by Lake Ntanda – camp overnight at edge of the crater rim of L. Ntanda – following morning trek to Lake Mwege Nywa and Mahoma Falls – travel back to Rwimi by evening.

Lake Nyinambuga is one of the more beautiful lakes in the Bunyuruguru Crater Lake system REGIONAL CIRCUITS

13. Semliki Safari Lodge – 3 days

This circuit connects with Bundibugyo District - trip begins in Ft. Portal – Day one : Travel to Semliki Lodge – lunch and night game drive - Day two :– early morning and evening game drive – Day three : leisure time – return to Ft. Portal by evening.

A male leopard as seen on a night game drive in Semliki Safari Lodge.


14. Semliki National Park – 4 days

This circuit connects with Bundibugyo District - trip begins in Ft. Portal – Day one : Travel to Semliki National Park Headquarters – visit the Bambuti Village and go on a guided forest tour by the Bambuti to Sempaya Hotsprings and the forest- night one camping at the Park Hqs. - Day two :– leave early morning for a long trek through the park to Semliki River and Ituri Forest-night camping in the forest along the river – Day three - return to Park Hqs.- overnight at Hqs. – Day four: leisure time – return to Ft. Portal by evening.

Explore the Semliki Forest National Park with the original inhabitants, the Bambuti.

15. Bigodi Wetland Sanctuary and Magombe Swamp – 2 days This tour begins after breakfast in Ft. Portal – travel to Bigodi Wetland Sanctuary and Magombe Swamp which is located in Kamwenge District and is located just east of Kibale Forest National Park – lunch at the KAFRED (Kibale Association for Rural Development) Hqs. – late afternoon guided walk into the swamp to see red Colobus, black and white Colobus, red tailed monkey, great blue turaco, butterflies etc. – night at the local bandas – early morning bird (138 species) and primate walk to the swamp – return for lunch in Ft. Portal.


Tour orientation and lunch will be at the KAFRED (Kibale Association for Rural Development) Hqs. 16. Rwenzori Climb – 8 days

This tour starts from Ft. Portal – go east by road to the base of the Ruwenzoris – begin climbing the north route all the way upto Guy Yeoman Hut (in Kasese Distrcit) and then return back via Nyabitaba and Nyakalengija – return to Ft. Portal or continue to Kampala from Kasese Town.

Rwenzori Mountain National Park


It should be noted that there are numerous other opportunities for circuits and these should be explored once there is critical mass and market demand. Regional circuits are extremely important if we are to ensure sustainable tourism. The linkages with neighbouring districts and countries provide varied experiences and give an added advantage to the tourism product. 6.1 DISTRICT TOURISM WITHIN THE REGIONAL CONTEXT

The District of Kabarole is found within the Albertine Rift or western arm of the Great Rift Valley. Mainly compromised of medium to high altitude forest (ranging from 800m to over 4000m and afro-alphine vegetation, intersected by numerous rivers, lakes and swamps, the diversity of wildlife in this region is ranked amongst the highest in Africa, and one of the greatest priorities globally. All these aspects make the Albertine Rift an attractive tourism destination with key unique attractions such as the mountain gorillas, rift valley lakes, Ruwenzori’s and rivers. The District of Kabarole borders the Democratic Republic of Congo (DRC) to the west and the districts of Bundibugyo to the north, Mubende to the east and Kasese to the South. The District of Kabarole borders the Parc National des Virunga in DRC which encompasses protected areas that border both Queen Elizabeth National Park and Ruwenzori National Park. The opportunities to develop unique tourism circuits across the neighbouring districts and international boundary with DRC are large and would be unique in the world.

The following advantages to developing regional tourism have been identified:-

• Increasing foreign revenue • Encourage investors in the region with job creation • Free exchange with local communities • Regional collaboration can help regional marketing of products rather than

individual attempts Improved protection of resources • Develop cultural tourism for cultural harmony • Contribute to strengthening regional security • Increase the number of tourists in the region • Improve the livelihoods and well being of local people • Longer stay by tourists resulting in higher returns • Creation of peace and understanding • Benchmarking: best practices to enhance our impact • Wider range of products • Wider market • Encourage better co-ordination of tourism agencies in the region • Enhanced communication between the three countries at the field level • Harmonised planning e.g. development of a master tourism plan across

shared resources The district of Kabarole is ideally situated to contribute to the development of regional tourism not only between neighbouring districts but also with DRC. Tourism development within Kabarole should therefore consider opportunities beyond the district boundaries, resulting in increasing revenue across the region as a result of longer stays by tourists in the region.


The following regional tourism products were identified that link Kabarole district to neighbouring districts and DRC:

• Sempaya Hotsprings • Semliki River • Batwa/Bambuti culture • Birds (660 species can be found – approx. 30 species are rare worldwide) • Semliki natural forest • Forest elephant, giant forest hog, shoebills, night game drives • Forest savannah chimps • Upmarket bush lodge • Bigodi swamp • Mpanga Waterfall • Katoosa martyrs shrine

The following actions are recommended to districts to enhance regional tourism:-

a. Integrate district tourism plans with regional tourism circuits b. Local government officials to participate in discussions about regional

tourism c. Local government to promote regional tourism initiatives by developing

relevant bye-laws d. Provide information on regional tourism products at key locations throughout

the districts e. Encourage communication between tour operators across the region f. Encourage linkages between different enterprises across the region e.g.

transport, lodges


7 FIRST PHASE TOURISM DEVELOPMENT PROJECTS

Taking into consideration the current demand for low-impact destinations, it is crucial that the design, development and operations of Kabarole District, place the social, ecological and spiritual integrity of the region as a top priority. Any facility or other infrastructure should be developed in a responsible manner, at a scale that is appropriate to the local ecological and cultural situation.

By consensus, stakeholders selected two projects for implementation for Phase One of the Kabarole District Tourism Development Plan. These projects would be developed first so as to jumpstart tourism in Kabarole District. The two projects are: 1. Crater Lakes Interpretation Center 2. Karambi Tombs Rehabilitation

7.1 CRATER LAKE INTERPRETATION CENTER

7.1.1 Location The Crater Lakes Interpretation Center is located in one of the most scenic points in Kabarole District – at the edge of the rim of beautiful rater Lake Saka and facing the Rwenzori mountains. It is less than 10 Km west from Ft. Portal and easily accessible by road which will need to be rehabilitated. The Center will be part of the new property acquired by the Mountains of the moon University.

Views from the deck of the Crater Lake Interpretation Center


7.1.2 Concept and Programme

There is currently insufficient knowledge of the crater lakes including the geology, ecosystems, culture and legends. Apart from providing tourist information, The Crater Lake Interpretation Center would also be an active centre for research. The Centre will therefore:

• Collect Information about crater lakes, carry out research, and advise on management of ecosystems

• Provide and train first class guides • Develop high quality educational displays to demonstrate

interconnection of the lakes and people (natural and social scientific aspects)

• To provide a high quality visitor experience who will learn about the lakes through guides and attractive displays, lectures and demonstrating research.

• To develop a trail network to link in with other lakes and attractions including a trail over to Amebere Caves.

The Center will be a collaborating institution with the Mountains of the Moon University and will share some of the scientists and research students.

Part of the grounds of the Mountains of the Moon University The programme for the development is:

• Entry Drive and Parking

• Visitor Arrival and Drop-off


• Reception and Ticket office

• Crater Lakes Exhibition Space

• Café Deck and Viewing Area

• Research Rooms andSmall Auditorium

• Service Parking Area

• Kitchen and store

• Trails to various Crater Lakes.

7.2 KARAMBI TOMBS REHABILITATION

7.2.1 Location The existing Karambi Tombs are located on the Ft. Portal – Kasese Town Road and just outside Ft. Portal. The existing tombs and grounds are in terrible condition and this site needs extensive rehabilitation. Three of the previous Tooro Kings have been buried here as well as relatives and children.

The existing tombs and grounds are dilapidated and need to be rehabilitated. Problems Facing the Royal Tombs

A number of challenges were identified facing the Karambi Tombs: 1. Present structures do not reflect Batooro Culture 2. Deterioration of the existing structures 3. Inadequate Information about the Tombs 4. The site security is inadequate 5. Encroachment of the royal Tomb site by other users 6. Theft and deterioration of Regalia 7. Inappropriate use of the site e.g. soccer field, grazing, footpaths

7.2.2 Concept and Programme The main concept is to provide a memorable experience to visitors right from the time that they arrive into the gates of the property. Much thought has


been placed on the arrival experience and a Visitor Center has been introduced to provide an interpretive experience to visitors. All visitors will pass through the Visitor Center before moving to the tombs. Local guides will then walk the visitors through the various elements of the tombs. The programme for the Karambi Tombs Rehabilitation is:

• Entry Drive and Car/BusParking

• Visitor Center

• Reception and Ticket office

• Royal Tombs

• Children’s tombs

• Sacred Grove

• Relatives Tombs

• Ceremonial Building

The interiors of the tombs will be refurbished.

7.3 COMMUNITY ISSUES

Workshop participants considered how people of the district, and especially the poorest inhabitants, could directly and indirectly benefit from the development of the Crater Lake Interpretation Center and Karambi Tombs Rehabilitation. Two groups considered the different attractions separately, with regard to the hypothetical development of a community based tourism enterprise or a joint venture. They were also asked to consider educational and infrastructure requirements that would


facilitate improve local living standards while also improving the quality of experience for tourists. 7.3.1 Overarching community issues in Kabarole

Kabarole District is an attractive district that has taken significant steps in developing a tourism product that promises to deliver benefits at the community level. It contains a number of nationally important and globally significant nature-based tourism attractions, which are supported by similar attractions within neighbouring districts and countries. It also has an interesting history and culture, although this is not obvious to most visitors. The district along with others in Western Uganda produces craftwork of international standing. Private sector tourism is relatively well developed and has been the driving force behind the Kabarole District Tourism Association, which as achieved much in promoting tourism within the district. Investment in tourism has been high mainly from the community and district level investors but less from the national and international level investors. There is a danger that as the district becomes more attractive to outside investment the social and environmental linkages, which characterise many of the current tourist enterprises, will be lost. Efforts will be made to maintain the links between tourism enterprise and development community as a part of this plan. Parts of the District have only recently emerged from a period of instability and rebel activity, and key protected areas have been open for only for a short period (3yrs). There are signs of recovery in tourism but maintaining security is a critical task to building a sustained tourism product for the district. The Crater Lakes area has a number of sympathetic modest scale private sector enterprises that support community development. Few have purely community run and the most successful of these has been, albeit sympathetically, taken over by a local private operator in the recent past. Community projects have, however, as much potential to divide communities as to unite and benefit them. Appropriate governance at the community level is as important as at any other to ensure benefits are shared equitably. The tourism “pot” is small yet the needs are great.

Box 3: Building and Development Trends and Aspirations

A challenge at the community level in developing tourism products is that the tastes and aspirations of community members are often opposite to that of tourists. Tourists from developed, often urban areas are seeking to ‘reconnect’ with nature and looking to experience communities “in harmony” with nature. There is also a movement in the developed world which has been called “new traditional” which attempts to bring communities in the North towards sustainability by returning to more “village” and “walkable” scale developments, and a return to traditional building techniques. Ugandan communities in efforts to achieve development and modernity are moving in the opposite direction including using modern materials for building, and it is easy for them to think that their aspirations are the same as the tourist wants but this is not actually the fact. In designing development tourism products in a very competitive market, it is critical, but achievable, to strike a balance between these different trends and meet differing aspirations. Uganda already has examples where inappropriate (and often very expensive) developments have actually deteriorated the quality of tourist experience and the value of the attraction, while scarce community level investment monies have been wasted. This is an important role of District Planning control authorities as well as national level support organizations, to provide, guidance, technical capacity and appropriate controls.


Tourism development needs to be carefully planned and developed incrementally, and the expectations of the tourism sector to make major inroads into poverty of itself should not be overstated. However, it undoubtedly could have a positive impact in reducing poverty levels, with sound careful and implementation, and with integration of other sectors. Organic agriculture is one such synergy. International demand for organic agriculture is increasing. With high population densities soil fertility management will be critical. The district produces craftwork of international quality, especially basketry, and with planning, could be exported in significant quantities. Craftwork at the household level can be critical for household needs and provide essential cash for women to fund, for example, their children’s education. Craftwork is reasonably well marketed in the town itself. Indications of international demand are positive. The major gap is the collection and marketing of the baskets preferably though fair trade channels.

7.3.2 National level support A number of national level intuitions are well placed to support the community level tourism development, these include;

NDERE. Ndere is made up of Ndere Troupe, Ndere Foundation and the Uganda Development Theatre Association. The Ndere Troupe is the national ballet, performing at international level with a focus on the national dances. The troop members themselves often come from disadvantaged backgrounds. Ndere Foundation provides financial sustainability, while the Uganda Development Theatre Association promotes the use of theatre and dance as a development tool. It currently works with 1,300 dance and drama groups throughout the country and several in Kabarole District. Ndere is developing an ecotourism arm, which blends visits to natural assets with cultural experiences for visitors. Ndere could provide significant inputs into cultural tourism development in the district

UCOTA. Uganda Community Tourism Association. UCOTA is an

umbrella organization that was founded in 1998 with the purpose of promoting community-base tourism in Uganda. It supports communities with capacity building, marketing, networking, advocacy and enterprise development. Many of the community groups the team met appreciated past UCOTA support. The organisation operates a website to market community projects and products. UCOTA. Like community dance groups which cannot support themselves from income from performances, only 1% UCTOA’s income comes from its membership. A further 9% comes from sales of craftwork and the remainder (90%) from donor support. The reliance on donor funding makes the organisation vulnerable to resource troughs, which it is now experiencing. If UCOTA can take a sufficiently business like approach (fair but efficient) it would be ideally placed to develop (relatively) high volume international craft exporting, this could increase their own non-donor income and also increase number of households benefiting from craftwork sales in the region.


Box 4: Pigments and Pigsbooze - Basketry in Kabarole District.

Kabarole District produces high quality basketry of an international standard. There has been very successful promotion of basketry through women’s groups, primary schools, and marketing through

the Kabarole Tourism Association. Production: Basketry is traditionally a women’s occupation, and is a valuable source of house hold cash income for women. Some women devote three hours a day to this activity and can earn up to Ush.50,000/- per month. This money is used for school fees, clothes, salt and other critical family expenditures. It is a reliable source of income and can therefore have an impact on house hold poverty levels. Materials: Baskets are made from coils of split Phragmites reeds sustainably harvested from local wetlands, and sown

together with fibre from the leaves of raffia palms (Raffia farinifera) Although raffia palms grow in the district in wet forest areas, there is insufficient supplies and the fibre is imported from Jinja. Dyes: Attractive earth pigments are homemade from locally sourced plants. Amarwagempunu (pigsbooze) produces reds, yellows and browns, while Mufoka

gives green and black, Akaramate produces light orange and maroon. Pigsbooze is collected locally, ground in a pestle, boiled with the raffia and allowed to cool down. For darker tones ash is added and boiled again. Basketry Groups: Many of the basket makers are organised into women’s groups. They often meet weekly to work together and to help each other improve on quality. Marketing: Some groups have roadside stalls as well a group buildings, while there are a number of outlets in Fort Portal, including local tour operators and Mary’s Craft Shop. The craft shop is a project of a local church institution and purchases crafts from local suppliers. Current income just about covers rent, license fees and staff costs, therefore covering its costs as well as providing valuable market outlet for craft makers. Challenges and Opportunities: Some craft makers reported that it was getting harder to sell products, as the numbers of basket makers increases. There may therefore be a danger of oversupply of the market. Some groups reported being prevented

harvesting from wetlands. To add values it would be possible to develop basket making tours based around the women’s groups,

including demons trations and participation in dye production, as well as visitors trying their hand a basket making. The tour would include meeting the group and sharing a lunch prepared and hosted by the group or at an individual’s home. Given that the baskets are of international standard and once a secure and stable international market chain was established more women would enter the activity. Export marketing has a high potential for a non-tourism based export activity supporting women’s livelihoods.

Traditional millet baskets make high quality and attractive tourist souvenirs.

Rose Mbabazi, a women’s group leader in Rubingo S/C spends several hours a day devoted to

basketry.

Amarwagempunu (pigsbooze) root used for dying raffia in to natural reds,

yellows and browns.

CraftworkersTeopista Kemugisa & Margaret Kobusinge attend Mary’s Craft shop, operated by the Holy Cross Sisters.

Rurama Women’s Handicraft Society is supported by a tourist lodge, and has built a group building. They are also starting export of

products.

Road side marketing on the way to Road

Roadside marketing on the way to Kibale Forest National Park


7.3.3 Strategic Directions for Community Based Tourism

Strategic directions for the District Tourism Plan related to community based tourism. The District will.

• Maintain a high level of security throughout the district, and work with appropriate agencies to achieve this.

• Build upon historical and cultural assets, by preserving and show casing them

• Implement careful planning control to avoid eroding attractions by poor development (see information box)

• Provide training for Planning Department members in planning controls

• Build upon and support existing tourism products • Supplement tourism development with export of craft sales and

development of organic agriculture. • Promote “development” tourism. Many tourists want to know that

some of the money they are spending on travel benefit local communities. The districts can support efforts to promote tourism projects that do this.

• Work with private sector and opinion and community leadership to encourage communities to increase their profitable involvement in tourism in appropriate ways (see table 9)

• Increase the capacity for tourism promotion and development by a number of actions including:

• Developing a Tourism Development Taskforce made up of appropriate district officers, community leaders and private sector operators.

• Develop a Tourism Workplan as part of the Annual District Development Plan on a rolling basis.

• Appoint a District Tourism Officer. This person will have skills in community development and work with communities over community based tourism.

• Improve accessible information on the project through the district website and other media channels.

Work with communities over Community Based Ecotourism.


Zoning specifications should be included within District Plans to ensure that uncontrolled and inappropriate development would not take place in the vicinity of the two sites. Such development might jeopardise the sustainability and commercial viability of the proposals, and therefore the realisation of local benefits (e.g. some agricultural production may not be compatible with tourism development zones). The location of suggested attractions and complementary products should be controlled (e.g. craft stalls, restaurants, bars). Tourism stakeholders proposing to operate in the vicinity should be organised to responsibly coordinate commercial activities. Issues to address would include linking rights to responsibilities, quality standards (i.e. on products, services, accommodation etc.), rotation of guides, training, price standardisation, dealing with hawkers and beggars, and avoiding the ‘honey pot’ syndrome (where people flood into an area from outside to take advantage of new opportunities).

The participants identified specific ways in which different groups of poor people could become involved in tourism. These included those outlined in Table 9. Table 9: Options for the poor to become involved in tourism Group Options for involvement in tourism Orphans • Training to be self reliant People with disabilities

• Mobilise them for craft making and business • They can be role models • Storytelling, music, dance and drama • Literature writing

Women/ widows

• Producing for the tourism industry, selling of, herbs etc • Mobilise women groups for quality craft production and opening centres for

tourists • Storytelling, folklore, music, dance and drama • Mobilised to run homestays for tourists • Improve the quality of local beverages (obshera, omuramba) • Trainers of trainees

Youth • Formation of youth cultural groups • Involvement in craft making • Involvement in tour guiding • Security operatives in PAs/ Tourism sites • Selling labour in hotels, camps, restaurants and transport sectors • Participation in tourism planning process • Start their own business • Participation in maintenance of tourist footpaths

Detailed feasibility studies should be implemented for both of the sites to predict the commercial viability of the sites. Local visitors (especially children from schools), domestic tourists (including business travellers and those visiting friends and relatives) and foreign tourists should be considered within these studies. Initial observation indicate that both the Crater Lake


Centre and the Karambi Tombs Visitor Centre could act to both diversify the range of attractions for tourists in the district, and also distribute visitors more widely across Kabarole.

7.3.4 Crater Lake Interpretation Centre – Lake Saka Purpose of Center

The centre will have the following objectives: 1. To support and spread benefits of the centre to the local community (see

below) 2. Host local and educational tourism to allow Ugandans to learn and

experience their own attractions and assets, and promote national and international cultural exchange.

3. Generate revenue for the University with a formal revenue sharing fund to assist local communities

Institutional Arrangements Institutionally the Visitor Centre will be part of the Mountains Of The Moon University collaborating with other institutions. Institutions in the immediate location include primary and secondary schools, the Holy Cross Brothers Centre, the army barracks, the prison, the teachers training technical College, as well as villages in the Kamutebi Swamp Tourism Zone. The University will develop a structure that will allow the active participation of appropriate groups possibly through a representative committee structure.

Community involvement and benefits

1. Use of Traditional Ecological Knowledge, Culture and Folk Law.

The local people especially long established communities with local knowledge on, the lakes and use, names, ecosystems, history, folklore, legends, will form part of research teams to understand the lakes both scientifically but also traditional knowledge and experience.

2. Outlet and Development Centre for Community Products The centre shop will provide and outlet for community products. It will engage in support to communities in product development, marketing and quality control,

3. Market for Agricultural Produce The centre will be a market for agricultural produce. Currently the community produces

a. Mild products, poultry, eggs, beef, goats, b. Crops (bananas, millet, cassava) and Horticulture Products

4. A Source of Information and Learning Centre for the Community The centre will be a source of information for the centre and an opportunity for extra-mural community based education programmes, including tourism management and hospitality training.

5. Employment The centre will provide employment opportunities, both as guides and research assistants but also in servicing the centre.

6. Improved infrastructure


Communities will have improved access to infrastructure, roads, electricity, water, health services, that will come the university development .

7. Resource and Repository for local Culture The centre will collect local information and make it available for current and future generations.

8. Equitable development In an effort to promote equitable benefits and revenue sharing the University will • Provide fair reward for knowledge and skills • Develop a revenue sharing mechanism following the community trust

model (e.g. National Parks) • Research into and assist with the management of the negative

aspects of Tourism

7.3.5 Rehabilitation of the Karambi Royal Tombs Objectives of the project The following objectives were identified 1. The preservation and promotion of Tooro culture for current and future

generations 2. To research, identify and secure Karambi and later other royal tombs in

Tooro kingdom3 3. Provide an opportunity for income generation for the Tooro kingdom and

local community.

Current activities at the sites

The current activities at the site include the following: • Burial rituals • Spiritual and cultural management • Care of regalia (by Queen of the tombs) • Care of sacred animals (the royal bull and heifer) • Care of the sacred tree • Physical management of the site

Physical Management Programme

Physical management of the site will include the following: • construction and maintenance of the cultural houses (traditional houses) • security, maintenance and presentation of royal tomb regalia • documentation of royal tomb regalia • traditional fencing of the royal tomb site • training of local guides • develop interpretation materials (literature)

3 Tooro Royal Tombs include: Karambi, Kagoma and Burongo


Management and Marketing Maintaining Primary Function of the Tombs (Preservation of Cultural heritage) Tourism is Carefully Managed Appropriate Marketing developed

Community participation and

benefits

1. Communities mobilised and sensitised about cultural values

2. Extend employment opportunities to the immediate neighbouring community members

3. Recruitment and training as tour guides 4. Consulting the nearby communities and working with them on how to best

secure and manage the tomb 5. Participating in the Kingdom social programmes 6. Share a percentage of the revenue from the Tombs 7. Sale appropriate handicrafts and other products

Local communities must be consulted.

Box 5: Tooro Kingdoms Social Programmes

Health Immunisation Campaign Sensitisation on Adolescent Sexual Reproductive Health HIV/AIDS Campaign

Education King’s Birthday Party (where education given some importance) Vocational Training Centre, by Tooro Kingdom Women Association (TOKIWA), including computer training

Institutional Structuring Reviving Clan Structures


8 PLANNING AND MANAGEMENT ACTIONS Sustainable tourism development is defined as, “ . . .tourism which is developed and maintained in an area (community environment) in such a manner and at such a scale that it remains viable over an indefinite period and does not degrade or alter the environment (human and physical) in which it exists to such a degree that it prohibits the successful development and well being of other activities and processes” (Butler, 1993). However, rather than determining whether tourism is, or is not sustainable, it has been suggested that stakeholders should instead address the process of how tourism can develop and operate sustainably (Clarke, 1997). The SWOT analysis undertaken during the Kabarole workshop identified a range of issues pertinent to locally appropriate tourism development, given the prevailing socio-economic conditions. These issues have been supplemented with international best practice to derive code of conduct and a series of planning, economic, social and environmental actions that will promote responsible tourism development and poverty alleviation. The Tourism Policy for Uganda provides a basis for this approach given its support for the principles of Agenda 21 for the Travel and Tourism Industry (MTTI, 2003). The code of conduct and actions will form the basis of stakeholder planning during the annual work planning process. POLICY GUIDELINES FOR KABAROLE DISTRICT Tourism in Kabarole district should: (in line with national local policies and laws)

• Support environmental protection e.g. Reforestation etc • Support community development • Respect culture of local people • Contribute to poverty reduction • Establish a code of conduct for tourism in the district • Control tourism development • Quality, planning control • Good planning and licensing to avoid congestion and over production

CODE OF CONDUCT FOR TOURISM ENTERPRISES TOWARDS COMMUNITY

• Orientate Visitors to local Social Norms to promote mutual respect • Carryout Social and Cultural Assessment • Respect Cultural Sites • Avoid Displacing Communities • Or Sustainable Livelihoods • Follow best practice in terms of the participation and benefit to local Communities

8.1 CODE OF CONDUCT

Over the period of the plan the district authorities, with support from other stakeholders will develop a Code of Conduct for tourism in the district. This will use participatory processes, and if appropriate may develop separate codes of conduct for each of the stakeholder groups involved in the industry. This will aim to reduce negative behaviours from residents in the district (begging, pestering to promote sales), or conversely in appropriate behaviour or exploitative practices that take advantage of communities.


1. Take personal responsibility for participating in the tourism industry, planning processes.

2. Value the respect and dignity of people in the development, marketing and promotion of tourism.

3. Encourage mutually respectful, friendly and beneficial relationships between residents of Kabarole, tourists and visitors: especially with regard to the rights of privacy.

4. Combat any exploitation in any form of tourists or residents in Kabarole, especially with regard to the sexual or financial exploitation of women, youth, and marginalized groups

5. Promote gender equality in all sectors of tourism planning and development, and opportunities for people with disabilities to engage.

6. Promote a culture of mentoring: where the skilled and experienced within the district pass on their knowledge to others.

7. Buy locally produced food, drink, furnishings and crafts that reduce transportation costs, and discourage products those that exploit rare or endangered species, or have adverse negative social consequences.

8. Charge fair prices for products and services.

8.2 ACTIONS

Critical actions were identified during the planning process to promote tourism. These have been divided into 10 major subject areas and divided amongst 6 key stakeholder groups. These actions should be validated during the participatory annual development plan process. Subject areas:

Security and disaster management

1. Planning and integration: (including coordination, design, evaluation, monitoring, data collection)

2. Participation 3. Capacity building 4. Marketing, product development and promotion 5. Investment and financial 6. Governance and accountability 7. Social responsibility 8. Impact assessment 9. Environment and resource management.

8.3 NATIONAL LEVEL AUTHORITIES

National level tourism institutions, in support of the Kabarole District Tourism Development Plan, shall to the fullest extent possible:


1. Security: Maintain the high levels of security needed for sustained tourism development, the appropriate central government agencies shall liase with local government to maintain regional security.

2. Planning: Ensure that district plans are integrated with existing and proposed attractions in other district and with regional (international) tourism circuits.

3. Planning: Integrate district tourism plans with broader national- and district-level planning processes, including the National Tourism Policy.

4. Planning: Support spatial plans, which zone areas for different types of development (including tourism), by appropriate legislation to facilitate their effective implementation.

5. Capacity Building: Introduce information about tourism into school curriculum of relevant districts, including information about the positive and negative economic, environmental and social impacts of tourism.

8.4 DISTRICT LEVEL AUTHORITIES The Local Government Authorities (District Council), to the fullest extent possible, shall:

1. Security: Develop and implement a disaster preparedness plan in case of a

political, security, natural, or health crisis. The plan will include how to minimise the risk of different scenarios occurring and strategies to address incidents and the media subsequently. Sensitise relevant stakeholders regarding the plan and provide training and facilities as required.

2. Planning: Ensure holistic and co-ordinated planning of tourism at all levels within the district to avoid disjointed planning, duplication of activities and contradictory approaches (MoLG, 2003a).

3. Planning: Use existing institutional financial structures within local government to channel funds for community based tourism development, but apply careful gap-stopping measures as a management tool to enhance functional capacities in planning, financial management, public procurement, monitoring and evaluation (MoLG, 2003a).

4. Planning: Collect monitoring data and undertake market research analyses, and provide data to stakeholders for planning and marketing. Provide indicators of ‘tourist satisfaction’ to improve and maintain quality. Develop appropriate indicators to report on both positive and negative social impacts of tourism (e.g. crime rates).

5. Planning: Promote a phased approach to the introduction and development of new tourism infrastructure and services. In the short-term, prioritise initiatives that have a high probability of commercial success, community benefits, and low environmental impact, but which require little financial or capacity support. [criteria for support and selection]

6. Planning: Develop infrastructure and services that stimulates a healthy and attractive environment for both tourists and residents (e.g. public health centres, sewerage, HIV/AIDS & malaria awareness, organised waste disposal and recycling areas).


7. Participation: Use the ‘Harmonised participatory planning guidelines for parishes/wards’ (MoLG, 2003b), and involve all stakeholders during all stages of the planning process.4

8. Participation: In recognition of their opportunity costs and to stimulate the participation of poor people and vulnerable groups, incentives such as the reimbursement of travel costs, subsistence and provision of meals during meetings will be considered [consistent with budgetary constraints} (MoLG, 2003a).

9. Capacity Building: Promote opportunities for community based tourism enterprises and joint ventures between the private sector and community organisations, where community members have negotiated contracts that include provisions for equitable rights, responsibilities, risks and opportunities.

10. Capacity Building: Develop criteria for planning permission to investors and developers regarding the promotion of equity, employment and training for local people (especially the poor, women, people with disabilities and youth), and procurement from local product and service providers.

11. Capacity Building: Train farmers to minimise erosion by planting trees, terracing, and undertaking selective harvesting, and avoid overgrazing, to improve the productivity of their land and also minimise the potential for landslides onto access roads.

12. Capacity Building: Support extension programmes that promote sustainable agricultural techniques to local farmers, to enhance self-sufficiency and productivity, build capacity, and reduce reliance on natural resources.

13. Investment: Create policies and strategies that evoke an enabling environment, and reduce barriers and provide access for the poor and marginalized to markets for their products and services5

14. Investment: Use the funding options (including conditional, unconditional, equalization grants, Graduated Tax, donors, private sector) to help finance community based tourism projects (MoLG, 2003a).

15. Investment: Where returns from user fees are attractive, provide institutional support for the private sector investment under the Build Operate and Own (BOO) arrangement (MoLG, 2003a)

16. Governance: Promote opportunities for local people to have a measure of ownership and control over tourism enterprise development. Use the opportunities to build capacity among local people in business, financial management, environmental management and hospitality.

17. Governance: Ensure accountability and transparency throughout the Council’s tourism planning process. Where NGOs or other independent agencies transfer funds to local governments to finance CBT, ensure that there is transparency, control and accountability and appropriate levels of financial management skills (MoLG, 2003a).

18. Impact assessment: Undertake Environmental and Social Impact Assessments prior to approval of tourism projects and infrastructure, in line

4 Critical stakeholders include the private sector, public sector (e.g. UWA), NGOs/CBOs, service providers, traditional institutions (clans/elders), parish councils, and representatives of marginalized groups, livelihood groups and the poor (MoLG, 2003a&b). 5 Products (e.g. local food and drink, crafts, honey) and Services (e.g. traditional dancing, storytelling).


with national and district policy. Assess the life-cycle of a development; planning, construction, operation and decommissioning, and invoke the precautionary principle where appropriate.

19. Impact assessment: Ensure that mitigation recommendations are undertaken for approved projects.

20. Impact assessment: Plan and develop tourism infrastructure so that it not only promotes tourism, but also uplifts the standards of living for the residents of Kabarole (e.g. road quality and safety, recreational facilities, information centres etc).

21. Environment: Coordinate, plan and develop waste disposal and public health systems both to the benefit of the community and to enhance the attractiveness of Kabarole to visitors.

8.5 UGANDA WILDLIFE AUTHORITY

Uganda Wildlife Authority is a critical arm of government, while some community members commented that they received little support from district authorities in developing their tourism enterprises, the exception was UWA. As UWA by and large manages the key attractions it has a special role to play. As manager of the UWA tourist concession system is can also advocate for the enhancement of community involvement by the private sector. UWA will to the fullest extent possible:

1. Participation: With stakeholders take action to protect and enhance the

districts natural resources for the benefit of tourism and future generations6. 2. Planning: Work with partners to develop mutually beneficial conservation

programmes, sustainable utilisation initiatives, and environmental education 3. Impact assessment: With partner organisation improve problem animal

control programmes.

8.6 PRIVATE SECTOR TOURIST INDUSTRY

The Private Sector Tourist Industry7 to the fullest extent possible, shall:

1. Planning: Use national and international best practice in the design of infrastructure, appropriate to local conditions, regarding environmental and social impacts.

2. Capacity Building: Promote cooperation, communication and local networks and local business within the tourism industry, e.g. by developing a local Tourism Association.

3. Capacity Building. Extend the length of stay and increase the range of tourist activities with in the district, by working with local groups to improve the quality and variety of attractions and by informing clients of the opportunities presented.

6 E.g. to remove litter, or restore eroded areas, and set up a community conservation programmes. 7 Hoteliers, Tour operators & Guides


4. Social responsibility. Demonstrate an ethic of corporate social responsibility (CSR) and fair trade and quantify support for communities (e.g. number and value of bursaries for students; value of donations channelled to community projects and community infrastructure).

5. Social responsibility: Practice preferential local purchasing and employment, monitor and report on activities that stimulate the local economy, gender equity, employment of marginalized people. CoC

6. Environment: Landscape gardens and surrounding areas with indigenous plants and non-invasive species to promote conservation and education among staff and guests.

7. Environment: Use renewable, non-polluting sources of energy whenever possible (e.g. solar, wind, and micro-hydroelectric). Set realistic targets to reduce energy consumption.

8. Environment: Use sewage treatment systems that return harmless effluent back to the environment and require little energy or chemicals. Consider installing compost toilets for small developments, or reed bed systems for larger developments. Avoid the use of environmentally damaging chemicals, and promote the use of biodegradable and organic pest control, detergents and treatment agents.

9. Environment: Promote the ethic of reduce, reuse and recycle among enterprise staff, local people and tourists. Work with suppliers to reduce the volume of packaging, or to return packaging to suppliers for re-use

8.7 COMMUNITY BASED TOURIST SECTOR

With the support of local leaders the community based tourism sector to the fullest extent possible, shall:

1. Planning: Consider which existing resources may be realistically and

sensitively developed for tourism, with little financial investment or additional training.

2. Planning: Consider the opportunity costs of tourism in household livelihoods. Tourism is a fragile business, and easily affected by security, disease outbreaks and currency fluctuations. Tourism is best promoted as a complementary revenue generating activity.

3. Planning: Market and financial feasibility assessments should be undertaken prior to implementing tourism development proposals, before exposing local entrepreneurs to risk and unrealistic expectations.

4. Investment: Contribute towards co-financing, especially where they are involved in the decision-making and identification of resources (MoLG, 2003a). Community members may have various options for contributions, including local materials and unskilled labour, or cash.

5. Marketing: Encourage the people of Kabarole to be “domestic tourists”, especially youth: Encourage people to visit the natural and cultural attractions in their district, and participate in recreational activities, and consider discounts for local people and marginalized groups.


6. Marketing. Tourists want to ‘meet the people’ of Kabarole. Design opportunities for interactions between visitors and hosts for cultural exchange and provide opportunities for visitors to learn more about the natural and cultural heritage8.

7. Marketing: Consider ways in which the cultural heritage and craft skills within Kabarole can be further adapted to provide attractive tourist products and attractions, while not devaluing important traditions.

8. Capacity Building: Train local guides who can offer tours of the outstanding natural features of Kabarole, and who can educate visitors about the local environment. In addition to existing forms of tourism in protected areas (e.g. gorilla trekking), also consider agrotourism, fishing, hiking or craft making as options for visitors.

9. Capacity Building: Sensitise residents regarding the potential needs and expectations of different types of tourists. For example by using radio, workshops and schools to explain how tourism is everyone’s responsibility.

10. Capacity Building: Use the interest from tourists in local culture to stimulate education and pride among the residents of Kabarole of their heritage, and pass on stories, dances, songs and traditional skills to the youth.

11. Impact Assessment. Stimulate opportunities for marginalized members of society to actively participate in the tourism industry (e.g. women, orphans, youth, people with disabilities, the landless).

12. Impact Assessment. Consider how tourism can be developed so that does not negatively affect the way of life and people’s livelihoods (e.g. avoiding conflicts over resources, not interfering with children’s schooling). Tourism should not compromise respect for social and cultural and religious rights, or the essential human rights of people to food, a safe and clean environment, work, health, and education.

8.8 NON GOVERNMENT SECTOR

Supporting NGO’s to the fullest extent possible, shall:

1. Planning: Measure and report on the contribution of tourism to poverty alleviation in the district, and consider tourism’s impact on employment, revenue-generating activities, supporting existing livelihoods, and dependent family members.

2. Planning: Consider developing guidelines for pricing and bargaining that benefit both tourists and businesses. Be aware that demand from tourism may inflate higher prices for products for local people.

3. Capacity Building: Facilitate access by local people, especially the poor, to micro-credit and soft loans to initiate commercially viable tourism ventures.

8 Through for example: guided tours of local villages, meals with traditional food and drink, demonstrations of craft making skills, cultural dances, storytelling, games, traditional music and song, local festivals, local guiding and agrotourism. Develop educational and interpretation material in support of these activities.


Provide information about donors who may support community-based tourism, capacity building, and conservation initiatives.

4. Capacity Building: Provide skills in financial management, procurement and accountability in cases where community members are in control of funds (MoLG, 2003a).

5. Capacity Building: Ensure that realistic plans for tourism development are developed, which are implementable with available resources and budgets. Empower stakeholders with information regarding potential or available resources for tourism development, to ensure that expectations are realistic (MoLG, 2003a).

6. Capacity Building: Facilitate and support the development and operation of locally owned and run SMMEs that are both directly related to tourism (e.g. accommodation, guiding) and also those which support the tourism industry (e.g. transportation, internet, laundry services, micro-finance).

7. Capacity Building: Assist new and emerging businesses in addressing gaps in the market rather than overcapitalising on existing strengths, to promote commercially viable development across the district.

8. Capacity Building: Provide training to build local capacity by developing a pool of district and local facilitators who understand tourism development, to enhance community acceptance and ownership of the training and planning. This ensures that once the external experts withdraw, local expertise remains within the district. (MoLG, 2003a).9

9. Capacity Building: Consider establishing a local association accessible by all interested members of the community, and especially marginalized members of society, to provide a mechanism for information about tourism to be reviewed and for local concerns to be addressed (e.g. quality, access, marketing, social impacts etc.).

10. Capacity Building: Provide visitors and staff with information that helps them to reduce their impact on the environment: consider their activities in hotels and transportation in addition to natural and protected areas, environmentally sensitive souvenirs, and perhaps design and distribute a pamphlet for their reference.

11. Marketing: Develop organised tours and ‘menu’s of attractions on routes on which tourists can be guided by their hosts, meet local people, learn about local culture and natural heritage, and buy fairly traded local produce.

12. Marketing: Expand the use the internet to cooperatively market Kabarole’s tourism attractions.

13. Impact assessment: Obtain information regarding options for economic participation in the tourism industry that creates the best deal for the people of Kabarole: consider joint ventures with the private sector, community based tourism enterprises, and privately owned businesses with equitable contracts that are independently negotiated.

9 Training needs may include; project planning and management; leadership training skills, gender and empowerment, business/tourism/crafts skills, community and resource mobilisation, financial management, procurement and accountability, documentation/communication, and lobbying, networking and advocacy.


14. Environment: Consider offering indigenous tree-replanting schemes in locally de-forested areas as mechanisms for tourists to absorb the carbon dioxide emissions produced during their flights and vehicle travel.

Box 6 lists a number of reports/books by international agencies that provide best practice information on sustainable tourism development.

Box 6: Sources of best practice information on tourism development A. Books and reports

Ashley, C., Roe, D. and Goodwin, H. (2001) Pro-poor tourism strategies: Making tourism work for the poor: A review of experience, Pro-poor tourism report No. 1, ODI/IIED/CRT, April 2001

Basche, C. (1999) Being green is your business: An easy guide to environmental action for tour operators, travel agents and tour wholesalers, Tourism Council Australia and Commonwealth of Australia

CSIR (2000) Guidelines for human settlement planning and design, CSIR Building and Construction Technology, Pretoria

Global Reporting Initiative (2002) Sustainability reporting guidelines, Global Reporting Initiative Häusler, N. and Strasdus, W. (2003) Training manual for community-based tourism, InWent, Addendum to

‘The ecotourism training manual for protected area managers’ DSE-ZEL Zschortau, DSE DOKU 1956 Mehta, H, Baez,A and O’Loughlin P. (2002) International Ecolodge Guidelines, The International Ecotourism

Society, Washington DC Murray, R. (2002) The Zero Waste Plan, Greenpeace Environmental Trust. Pam Wight & Associates (1999) Catalogue of Exemplary Practices in Adventure Travel and Ecotourism,

Canadian Tourism Commission Spenceley, A., Relly, P., Keyser, H., Warmeant, P., McKenzie, M., Mataboge, A., Norton, P., Mahlangu, S.,

and Seif, J. (2002) Responsible Tourism Manual for South Africa, Department for Environmental Affairs and Tourism, July 2002

Strasdas, W. (2002) The ecotourism training manual for protected area managers, DSE-ZEL Zschortau, DSE DOKU 1956

Sweeting, J. E. N. and Sweeting, A. R. (2003) A practical guide to good practice: Managing Environmental and Social issues in the accommodation sector, The Centre for Environmental Leadership in Business, Tour Operators Initiative for Sustainable Tourism Development

Sweeting, J. E. N., Bruner, A. G. and Rosenfeld, A. B. (1999) The Green Host Effect: A integrated approach to sustainable tourism and resort development, Conservation International

Talacko, J. and Andrews, G. (1998) Being green keeps you out of the red: An easy guide to environmental action for accommodation providers and tourist attractions, Tourism Council Australia and CRC Tourism

Tourism Queensland (1999) Grow your ecotourism business: a support kit for operators. B. Websites

Canada Tourism Commission www.canadatourism.com Conservation International www.conservation.org CSIR www.csir.co.za Global Reporting Initiative www.globalreporting.org Ecolodges www.eco-mon.com International Ecotourism Society www.ecotourism.org Pro-poor tourism www.pro-poortourism.org.uk Responsible tourism www.icrtourism.org.uk; www.nri.org/NRET/nret.htm Rocky Mountain Institute www.rmi.org Tourism Council Australia www.tourism.org.au Vehicle Certification Agency www.vca.gov.uk/fcb.htm


8.9 COMMUNITY BASED TOURISM ENTERPRISES

Community based tourism is a form of tourism where a significant number of local people have substantial control over and involvement in its development and management, and the majority of the benefits remain in the local economy. CBT should not replace traditional economic activities, but can provide a useful additional income (Häusler and Strasdas, 2003). There are a variety of options open to community members as ‘participants’ in tourism enterprises. Some of these options that were discussed during the planning workshops are outlined in Table 10.

Table 10: Options for community involvement in tourism Type of enterprise/institution

Nature of local involvement Examples

Private business run by outsiders

• Employment • Supply of goods and services

• Kitchen staff in a lodge • Sale of food, building materials, etc.

Enterprise or informal sector operation run by local individuals

• Enterprise ownership • Self-employment • Supply of goods and services

• Craft sales, food kiosk, campsite, home stays

• Guiding services • Hawking, sale of fuel wood, food

Community enterprise • Collective ownership • Collective or individual

management • Supply of goods and services • Employment or contributed

labour

• Community campsite • Craft centre • Cultural centre • Guesthouse

Joint venture between community and private operator

• Contractual commitments or shared ownership

• Share in revenue • Lease/investment of resources • Participation in decision-

making

• Revenue-sharing from lodge and/or tour operation to local community on agreed terms

• Community leases land/resources/concession to lodge/tour operation

• Community holds equity in lodge/tour operation

Source: Häusler and Strasdas, 2003 Within a ‘Training manual for community-based tourism’ developed by the German development agency, InWent, a series of steps are suggested that communities, groups and individuals could use to help establish CBT enterprises. These are outlined in Box 7.

Box 7: Steps for the establishment of community based tourism

a. Set up a community meeting to launch the idea of community-based tourism in your area b. Identify current involvement of the community and region in tourism and compare it with

other existing economic sectors c. Present the potential positive and negative changes in the community due to tourism. d. If the community is still interested in CBT, go to the next step e. Initiate a community structure to participate in the tourism venture f. Identify person(s) in structure to “drive” the process (formal and informal key stakeholders

and groups, e.g. youth group, women’s group, handicraft group) g. Identify what support is required for your tourism venture h. Identify appropriate support agencies/individuals


i. Assess your local attractions; incorporate what the community holds important (beliefs, values, sense of place, tourism resources, etc.)

j. Prioritise your attractions and your capacities by performing a SWOT (strengths, weaknesses, opportunities, threats) analysis

k. Decide on the type of tourism you feel will suit your area l. Conduct a market analysis (current and potential tourist demand, activities desired) m. Conduct a competitor analysis (identify competing destinations, assess their strengths and

weaknesses, market shares, identify competitive advantages for your destination) n. "Basic decision”: Does CBT appear to be feasible and desirable in your area? Should it be

pursued? If so, go to the next step o. Prepare a draft work plan for tourism development (including a map and seasonal calendar) p. Check that the draft plan meets legal, environmental and other requirements q. Obtain broad community support for the draft plan r. Prepare a detailed business plan for tourism development – including detailed plans for each

of the elements of the plan partners. s. Conclude agreements with any outside parties – government and regulatory bodies and

possible joint venture partners t. Conduct several training sessions with interested members of the community:

• Service: Homestay (accommodation, toilet facilities), food supply, transportation • Handling visitors, customer care and hospitality skills • Product development issues, including nature and cultural programme • Income distribution and rotation system • Handicrafts • First aid • Management skills, legal issues and financial control • Marketing and communication (in cooperation with tourist boards and/or tourism

companies) • Basic language training • Special training sessions for local guides

u. Election of a community tourism committee v. Launch a marketing campaign in cooperation with tourism enterprises and/or tourism board w. Run 2-3 pilot tours with associated friends and relatives of stakeholders including an

evaluation of pilot tours and, if necessary, changes in the program or goal x. Arrival of first tourists groups y. Carry out regular monitoring and evaluation of CBT z. If successfully implemented, phase-out of outside consultants and supporters, like NGOs and

donor organisations Source: Häusler and Strasdas, 2003


9 RECOMMENDATIONS Training strategies:

• Tourism training should be market led with private sector ownership, regulated by public institutions. Training for specific activities and programmes should be self-financing. General support should be obtained from the private sector through a proposed tourism and training levy.

• Institutional training should focus on training needs. Proper curricula and close links with the tourism sector should be developed.

• Tailor-made training courses should be provided for tour guides, tourism community staff, specialised guides and local district staff to work with tourism.

• Training should focus on the need for manpower required for development of niche markets.

• In-house training and train-the-trainer programmes should be provided to improve the level of staff capabilities.

• Stricter licensing of training institutions should be introduced to ensure the training quality level.

• The Hotel and Tourism Training Institute in Jinja should be operated closely linked to the private sector in order to improve the Institute’s financial status.

• The quality of the training should be improved through introduction of a certification, diploma and accreditation system

Domestic Tourism Strategies:

• Domestic tourism has formed the financial basis for the operation of the lodges and facilities during difficult periods. Strategically, the domestic market (Ugandan nationals as well as foreign nationals living in Uganda) should be further developed to ensure a domestic market to form the backbone of the demand for tourism facilities and services.

• Government initiated campaigns should be introduced for Ugandan nationals to learn about their own culture and nature through having holidays in Uganda. There should be joint efforts between UWA and civil societies such as UWEC and WCU to promote visits to nature and cultural areas.

Raising Awareness Strategies:

• Tourism should be incorporated into the National Curriculum (part of Human Geography) and schools should use the Tourism Day for special activities related to tourism. Schools should undertake excursions to national parks, UWEC and cultural sites.

• UWEC, UWA, WCU and any other relevant organisation should be provided with support to interlink wildlife education with tourism issues.

• A series of focus-group seminars should be conducted at the national and local level to provide awareness about tourism and the new tourism policy.

Other recommendations included:


• The press should be provided with information about tourism and media (newspapers, radio and television) should be provided with information to establish a wide public coverage on the national as well as the local level of tourism.

• Exchange visits for district tourism officials. • Training in tourism planning (e.g. controlling development). • Information on insurance/liabilities. • Fire safety information. • Linkages and concession agreements through with UWA to promote community

involvement (e.g. concessions at Bwindi). • Planning guidelines for reviewing submissions: local employment/ procurement/

employment for public and private sector, and NGOs. • Coordination of informal sector: avoid hawkers. • How to deal with security problems when they occur: quickly, media etc, resolve

rapidly and restore confidence. • Tourism information Centre should be widely provided at major accommodation

facilities as well as at strategic entry and tourist points e.g. Entebbe airport, UTB etc.


10 REFERENCES Africa Regional Office (ARO) (2002) Protected Areas Management and Sustainable Use Project, Project Appraisal Document, Africa Regional Office, AFTES Atukunda, A. and Nuwe, J. B. (2002) Queen Elizabeth Protected Area, Uganda, pp 89-96 in Carabias, J., de la Maza, J., and Cadenda, R. (eds) Capacity needs to manage protected areas: Africa, The Nature Conservancy, USA BCA 2004. Bakonzo Cultural Association – Concept Paper. BCA. Beltran, J. (ed) (2000) Indigenous and Traditional Peoples and PAs: Principles, guidelines and case studies, WCPA and IUCN, Gland, p7-8, cited in Drumm, A., and Moore, A. (2002) Ecotourism development: A manual for conservation planners and managers, Volume 1: An introduction to ecotourism planning, @Nature conservancy, Arlingon, Virginia, USA Blomley, T., Franks, P., and Kabugenda, A. (2000) Biodiversity Conservation within the Context of Decentralised Governance: Towards “Institutional Landscapes? The case of Bwindi Impenetrable National Park, Uganda, cited in UWA (2000?) op. cit. Briggs, P. 2003. Uganda – The Bradt Travel Guide. Butler, R. W. 1993. Tourism – an evolutionary perspective, In Nelson, J. G., Butler, R., and Wall G. (eds.) Tourism and sustainable development: piloting, planning, managing, Department of Geography Publication Series No. 37, University of Waterloo, Waterloo, Ontario, 27-43. Bunyoro-Kitara Kingdom Website http://www.bunyoro-kitara.com/empire.htm Carnegie, J., Abbot, J., and Goldman, I. (2001) Manual for parish development planning, Draft 1, September, Khanya Clarke, J. 1997. A framework of approaches to sustainable tourism, Journal of Sustainable Tourism, 5 (3), 224-233. CPPP (2002) Community Public Private Partnership Tourism Strategic Document Cunningham, A.B. 1996. People Plants and Plant Use: Recommendations for Multiple-use Zones around and Development Alternatives around Bwindi Impenetrable National Park. People and Plants Working paper 4, UNESCO, Paris. Dalal-Clayton, B. and Bass, S. (2002) Sustainable Development Strategies: A resource book, Earthscan Publications Ltd, London Daxbacher, L. (2004). The Poverty and Social Impact Analysis (PSIA) Pilot Study in Uganda. A report for DFID. Department of Environment (DoE) (1991) Kasese District Environmental Action Plan, 2002-2004, Kasese District Local Government Elkington, J. 1997. Cannibals with Forks: The Triple Bottom Line of 21st Century Business, Oxford: Capstone Publishing Ltd. Frangialli, F. 2001. World Tourism organization perspectives on the International Year of Ecotourism,

Industry and environment, UNEP, 24 (3-4), July-December, 4


Goodwin, H. and Francis, J. 2003. Ethical and responsible tourism: Consumer trends in the UK, Journal of Vacation Marketing, 9 (3), 271–284. Häusler, N. and Strasdus, W. (2003) Training manual for community-based tourism, InWent, Addendum to ‘The ecotourism training manual for protected area managers’ DSE-ZEL Zschortau, DSE DOKU 1956 Kamugisha, J.R., Ogutu, Z.A., and Stahl, M. (1997) Parks and People - Conservation and Livelihoods at Crossroads: Four Case Histories, Regional Soil Conservation Unit (RSCU), Swedish International Development Co-operation Agency (SIDA) Nairobi, Kenya, cited in UWA (2000?) op. cit Kasese District Local Government (KDLG) (2002) Kasese District Environmental Action Plan (2002-2005), The Republic of Uganda Kanongo, M. (1990) Draft Report of baseline data, report for CARE-Development Through Conservation (DTC) Project. Phase 1, Dec. 1989-Feb. 1990”. DTC Project, Ikumba, Uganda, cited in UWA (2000?) op. cit. Kibale National Park General Management Plan, 2003-2013, Uganda Wildlife Authority, July 2003 Mapesa, M. and Makombo, J. (2002) Bwindi Impenetrable National Park, Uganda, pp 77–87 in Carabias, J., de la Maza, J., and Cadenda, R. (eds) Capacity needs to manage protected areas: Africa, The Nature Conservancy, USA Mehta, H, Baez, A and O’Loughlin P. (2002) International Ecolodge Guidelines, The International Ecotourism Society, Washington DC Mentor Consult (2001) Synthesis report on community based planning projects in Uganda, MoLG-LGDP, Ministry of Agriculture Animal Industries and Fisheries – PMA, CARE International Ministry of Tourism, Trade and Industry (MTTI) (2003) Tourism policy for Uganda, The Republic of Uganda Ministry of Local Government (MoLG) (2002) Guide to participatory planning for lower local councils, Republic of Uganda Ministry of Local Government (MoLG) (2003a) Community based planning in Uganda: Final report of the community based planning project, The Republic of Uganda Ministry of Local Government (MoLG) (2003b) Harmonised participatory planning guide for parishes/wards, Republic of Uganda Moyini, Y. and Uwimbabazi, B. (2000) Analysis of the Economic Significance of Gorilla Tourism in Uganda, Final Draft, Environmental Monitoring Associates (EMA) Ltd report to IGCP, June 2000 MTTI. 2004. Uganda Tourism Bill, 2004. Ministry of Tourism Trade and Industry. MTWA. 1997. Final Report of the Ministrial Appointed Concessions Review Committee. Submitted to the Ministry of Tourism, Wildlife and Antiquities, Kampala, Uganda. MWTA. 1997. Recommended Actions for Individual Concessions: Report of the Ministerial Appointed Concessions Review Committee, December. Submitted to the Ministry of Tourism, Wildlife and Antiquities, Kampala, Uganda.


Piron, H. and Norton, A. (2004). Politics and the PRSP: A Ugandan Case Study. Overseas Development Institute, London. Queen Elizabeth National Park, Kyambura Wildlife Reserve, Kigezi Wildlife Reserve General Management Plan, Uganda Wildlife Authority September 2000 Rwagweri A. 2003. Tooro and Her Poples: Past, Present and Future Rwenzori Mountains National Park, World Heritage Site, General Management Plan, 2004-2014. Uganda Wildlife Authority Spenceley, A. (2003) Tourism, Local Livelihoods and the Private Sector in South Africa: Case studies on the growing role of the private sector in natural resources management, Sustainable Livelihoods in South Africa Research Paper 8, Sustainable Livelihoods Southern Africa project, Institute of Development Studies, Brighton UK, Available at www.ids.ac.uk/env/slsa/index.html Spenceley, A. (2003b) Managing sustainable nature-based tourism in savannah Africa: a practical assessment tool, Unpublished doctoral thesis, University for Greenwich, UK, November 2003 Stacey, T. (2003) Tribe. Stacey International Strasdas, W. (2002) The ecotourism training manual for protected area managers, DSE-ZEL Zschortau, DSE DOKU 1956 Taylor, D. 1990. Late quaternary pollen diagrams from two Ugandan mires: evidence for environmental change in the Rukiga highlands of south west Uganda. Paleogeography, paleoclimatology, paleoecology, 80 pp 283-300. The Story of Africa. http://www.bbc.co.uk/worldservice/africa/features/storyofafrica/2generic1.shtml Toro Kingdom Website 2005. http://www.torokingdom.org Toro-Semiliki Wildlife Reserve, Short Term Operations Plan, 2003-2005 Uganda Wildlife Authority (UWA) (2000) Bwindi / Mgahinga Conservation Area General Management Plan, 2001-2011 Uganda Wildlife Authority (UWA) (2003) Kibale National Park General Management Plan, 2003-2013 Uganda Wildlife Authority (UWA) (2005) Semiliki National Park General Management Plan, 2005-2015 – Draft for Discussion. Uganda Wildlife Authority, Community Conservation Policy, June 2004 Uganda Wildlife Authority (UWA) (2002) Strategic Plan, 2002-2007 USTDP. (2005) Feasibility study reports for proposed tourism projects in Kisoro District. Kigezi Private Sector Promotion Centre Limited. Uganda Sustainable Tourism Development Programme (USTDP). Vantage Communications (2001) Tourism profile World Tourism Organisation (WTO) (2002) Tourism and Poverty Alleviation, World Tourism Organization


World Travel and Tourism Council (WTTC) (2003) Country League Tables: The 2003 Travel & Tourism Economic Research, WTTC Young, E. B. (2000) Queen Elizabeth National Park, Khambura Wildlife Reserve, Kigezi Wildlife Reserve, General Management Plan, Uganda Wildlife Authority, September 2000 Zaninka, P. (2001) The impact of (forest) nature conservation on indigenous peoples: the Batwa of south-western Uganda, in Nelson, J., and Hossack, L. (eds) (2003) Indigenous peoples and protected areas in Africa: From principles to practice, Forest Peoples Programme, UK.


Appendices APPENDIX 1: TERMS OF REFERENCE DRAFT TERMS OF REFERENCE KABAROLE DISTRICT TOURISM DEVELOPMENT PLAN 1.0 SCOPE OF WORK One of the key recommendations in the New National Tourism Policy is the decentralization of tourism functions. This calls for a bottom-up planning approach in tourism development. The Ministry of Tourism, Trade and Industry (MTTI) through the PAMSU Project will support priority districts in preparing district tourism plans to ensure that tourism development is integrated into the overall district development plans. In line with the requirement of the National Tourism Policy, the plan should provide the framework for tourism development which allows for controlled development so that it does not generate any serious environmental or socio-cultural problems and should be used as a means of environmental and cultural conservation, in addition it should ensure that tourism development is tailored to the specific characteristics and needs of each area of the District with maximum participation of community residents in the development process and tourism benefits occurring, to the greatest extent possible, to the local communities. The plan should identify tourism product development opportunities and get a framework within which the development would be undertaken. A national marketing strategy and plan are being developed by the Ministry of Tourism, Trade and Industry (MTTI), these will identify demand factors and will assist in marketing Uganda as a tourist destination. The objective of the study is to develop a Sustainable District Tourism Plan for the District through stakeholder participatory approach based on the guiding principles outlined above. 2.0 EXPECTED GENERAL OUTPUTS OF THE ASSIGNMENT: Identification of tourism circuits within the district based on the existing and potential attractions;

• Identification of tourism circuits within the district based on the existing and potential attractions;

• Identification of tourism circuits that will feed into regional tourism development (namely with DR Congo)

• Product (Facility and activities) development for tourism in the district to enhance tourist experience, diversification and product connectivity;

• Identify Stakeholders that maximize benefits to the district through a proposed tourism development plan;

• Develop a work schedule for implementing agreed activities including specification of the staging of development of identified tourism sites taking into


consideration the need for integrated development of tourist attractions, activities, services, transportation and other infrastructural development within each area.

• Establish guidelines that will promote the development of community enterprises related to tourism;

• Establish planning and management guidelines for environmental, business and socio-cultural management and involvement;

• Establish guidelines for the type of facilities and services needed, taking into account carrying capacity, protection of the environment and planned infrastructural development.

• Identify and recommend policy issues for the district especially in relation to zoning for tourism development;

3.0 DESCRIPTION OF TASKS

3.1 PHASE 1: PREPARATION

3.1.1 Contextual Analysis Policy contextual review: Evaluate the government objectives, policies and plans for the country and regional rural development levels for tourism development in the District. Due to the regional nature of some of the protected areas that have major tourism attractions (e.g. mountain gorillas, volcanoes), the team is expected to incorporate regional issues in the development of the plan and to this end the regional context should also be analysed. Macro and Micro-environmental survey for tourism in the District: Undertake an analysis of the environmental, historical, economic, social, political, resource and land-use characteristics. 3.1.2 Document Review: The Planning Team will review all documents relevant to the District tourism including,

• The New Tourism Policy; • District Development Plan; • Integrated Tourism Master Plan for Uganda; • Uganda Sustainable Tourism Programme Documents; • Any other relevant documents.

3.1.3 Methodology

• Document Review; • Consultation with stakeholders;

3.1.4 Specific Outputs


• Statement of policy context of district tourism development planning;

PHASE 2: FIELD SURVEY

This phase will be initiated by introducing the Planning Team to District Officials and Stakeholders. 3.2.1 Tourism Assets Audit for the District

• Inventory of current and potential tourist attractions and activities; • Inventory of existing and planned tourist accommodation; • Inventory of the transport and communication infrastructure for tourism

development; • Human Resource requirements.

3.2.3 Methodology

• Field Trip • Consultation with stakeholders • Consultation with UGSTDP • Stakeholders Workshop at the end of the trip • Key informant/Focal group interviews • Presentations

3.2.4 Specific Outputs

• List of tourism attractions, resources in the District; • Inventory of tourism infrastructure in the District; • List of tourism products (activities, facilities and services); • Institutional profiles of key stakeholders for tourism development in the

District.

Preliminary plan development: products, circuits, strategies etc.

PHASE 3: FINALISATION OF DEVELOPMENT PLAN

3.3.1 Development plan finalization

• Draft tourism development plan: collate the findings of the field survey preparation phase and the consultant’s suggestions into a draft tourism development plan;

• Review of the development plan: Stakeholders consultations to review draft tourism development plan (2 day workshop);

• Presentation of final plan. 3.3.2 Methodology

• Report writing;


• Workshop (2 day with stakeholders); • Distributed for comment; • Presentations to key stakeholders including: District and local

community representatives.

3.3.3 Specific Output Final Tourism Development Plan for the District.

4.1 Proposal Prior to the commencement of the study the Planning Team will submit a proposal detailing:

• Methodology; • Sample constitution and size; • Survey structure; • Time frame; • Resources required;

4.2 Expertise required The planning team will consist of the following skill mix:

• Tourism Development Planner; • Eco-tourism Specialist; • Community Tourism Specialist; • Infrastructure Planner; • District Planner • Transboundary protected area management

4.3 Consultation: The Planning Team will meet with key stakeholders Individuals and agencies to contact include but are not limited to the following;

• Ministry of Tourism, Trade and Industry; • Uganda Sustainable Tourism Development Programme(EU-Tourism Project); • Uganda Wildlife Authority: Tourism and Community Conservation program

head, Bwindi National Park); • Hoteliers; • Tourism Promotion Services: Uganda Tourist Board; • Tour Operators; • Private Sector groups; • Donors: World Bank (PAMSU), EC-BCP, USAID; • NGOs; • District, local communities, local government; • Security agencies.


APPENDIX 2: LIST OF PARTICIPANTS NAME ORGANISATION 1 Ejalu Ernest James Finlays (U) Ltd. 2 Pelusi Ruyooka Crater Valley Resort 3 Mark Vibbert Semliki Safari Lodge 4 Baguma Cuthbert Balinda Min of Tourism, Trade & Industry 5 David Abura PAMSU Project, Min of Tourism 6 J.W. Kitandwe PAMSU Project, Min of Tourism 7 Anne Teddy Awori UGSTDP/MTTI 8 Kasukaali N. M. SATNET 9 Kasangaki S. Kabarole 10 Robert Bataringaya Kabarole District 11 Ruyooka Anthony Engabo za Tooro 12 Sabiiti G.U. Fisheries Dept Kabarole 13 Kakunguru Shamillah Kabarole District Local Govt 14 Basaliza Richard Kabarole Tourism Ass. 15 Prof. Rugumayo Tooro Botanical Gardens 16 John Mwengi Amooti Kabarole Research Centre 17 Richard Tooro Kabarole – (KTA) 18 Mugume K.J. KDLG 19 Owek Silver Byaruhanga Tooro Kingdom 20 Twinomugabe Forest Dept 21 Manyindo J. Kabarole Local Govt 22 Rubaihayo Kabarole Local Govt 23 Abdalla Kabarole Local Govt 24 Balisanga N. Tadeo KDA 25 Nsemeriirwe T. Kabarole District 26 Itorot A. 27 Kasende Paul Private Sector consulting 28 Mamu J. Bono KTA 29 Rubaijaniza J. KDLG 30 Helga Rainer IGCP and AWF 31 Rob Wild Consultant 32 Hitesh Mehta EDSA


APPENDIX 3: OVERVIEW OF PARTICIPATORY PLANNING (MoLG, 2003b) a) What is participatory planning? Participatory planning refers to planning where all stakeholders –beneficiaries, technical staff, donors and policy makers - come together to discuss and agree on an action or strategy. Together they: Carry out an analysis of existing situations Determine a desired future situation Decide on Appropriate action and implementation strategies Discuss and agree on roles and responsibilities Agree on appropriate time schedules and milestones. b) Why Participatory Planning? All stakeholders are called upon to participate in the planning process in order to promote: active and collective involvement in decision making effective utilisation of locally available resources development of consensus on their destiny consideration of the interests of different groups ownership and sustainability of the process and investments c) Principles of Participatory Planning Participatory planning is based on the principles of: Transparency and accountability amongst stakeholders Commitment of all stakeholders to the process and the decisions made (Councils, Donors, Beneficiaries) Collaboration and co-operation between Local Council Levels Clarity of roles and responsibilities Building on and strengthening the capacity of Local Councils to deliver services more effectively, i.e. Council Plans being the main plan within which other actors intervene People Focus and empowerment Willingness to share resources among partners Inclusiveness and openness


APPENDIX 4: EXCERPTS OF RELEVANT CODES FOR REFERENCE TO INDIGENOUS PEOPLES ETC. IUCN/WCPA/WWF, Principles and guidelines on protected areas and indigenous /traditional peoples (Beltran, 2000) Guidelines on protected areas and indigenous/traditional peoples 2.1 Agreements between representatives of the respective communities and conservation agencies for the establishment and management of protected areas (PA) should contribute to securing indigenous and other traditional peoples’ rights, including the right to the full and effective protection of their areas, resources and communities. At the same time, such agreements should define the responsibilities of both parties to conserve and sustainably manage the resources of those communities, and which protected areas are intended to safeguard; 2.2 As part of the development of such agreements, the following indigenous and other traditional communities’ rights should be respected in relation to the lands, territories, waters, coastal seas and other resources which they traditionally own or otherwise occupy or use, and which fall within PAs: a) rights with regard to sustainable, traditional use of their lands, territories, waters, coastal seas and other resources that fall within PAs, b) rights to participate in controlling and managing their lands, territories, waters, coastal seas and other resources, in compliance with the agreed management regulations and plans, c) rights to participate in deciding on issues, such as technologies and management systems,

affecting their lands, territories, waters, coastal seas and other resources, subject to agreed management regulations and plans,

d) rights to participate in determining priorities and strategies for the development or use of their lands, territories, waters, coastal seas and other resources, in the context of agreed management regulations and plans,

e) rights to use their own traditional institutions and authorities to co-manage their terrestrial, coastal/marine and freshwater areas, as well as to defend them from external threats, subject to agreements with the agencies in charge of national PA systems,

f) rights to require that States obtain the free and informed consent of the respective communities, prior to the approval of any project affecting their lands, territories, waters, coastal seas or other resources,

g) rights to improve the quality of their lives, and to benefit directly and equitably from the conservation and ecologically sustainable use of natural resources contained in their terrestrial, coastal/marine and freshwater areas,

h) collective rights to maintain and enjoy their cultural and intellectual heritage, particularly the cultural patrimony contained in PAs, and the knowledge related to biodiversity and natural resource management,

i) rights not to be removed from the zones they have traditionally occupied within PAs. Where their relocation is considered necessary as an exceptional measure, it should take place only with the free and prior, informed consent of the indigenous and other traditional peoples affected, and with appropriate compensation.


APPENDIX 5: LOCAL GOVERNMENT STRUCTURES AND THEIR ROLES (MoLG, 2003a) The following structures existing within the local government system at the different levels play various roles in the planning process. It should also be noted that there are a number of other parallel structures created by other practitioners especially NGOs which are playing similar roles with the ones discussed below. Worth noting is that the indicative roles presented below represent an ideal situation but this varies across the country. A. Village level structures Structure Indicative Roles Village Council (All community members in the village, including the marginalised)

• Attend community meetings to discuss/identify problems/needs of the area and available resources

• Contribute locally available materials and labour towards the community projects

• Provide basic operation and maintenance costs Village Executive • Mobilise community members for planning meetings

• Oversee implementation of village council decisions • Monitor project implementation (site monitoring) and report to village

council Project Management Committee (eg Water Source Committee. They are supposed to be composed of representatives of users, LC Executives, disadvantaged groups, and women.

• Providing site security • On the spot monitoring of project implementation • Verifying contractors works before payment by sub-county • Mobilising community contribution for project implementation • Organising community operation, management and maintenance • Collection of user fees

B. Implementation Structures at the Parish level Structure Indicative Roles Parish Council (Composed of all village executives)

• Makes final decision about priorities of the parish through some basic appraisal process;10

• Submits parish priorities to the sub-county Parish Development Committee (composed of 5 members selected by LC II, 2 representatives from each village. Parish Chief and chairperson LC II are ex-officio members)

• Identification of problems/needs of the community • Prioritise investments within the limits of available funds • Initiate development ideas and profiles for the parish • Monitor development activities • Keep records and submit reports to parish council • Oversee and ensure completion of the projects.

Parish Chief

• Work closely with Parish Council to mobilise people to participate and contribute resources towards the projects11

10 Under the LGDP modality, the Parishes are supposed to receive Indicative Planning Figures to guide their prioritization process. They are also encouraged to plan for investments they will implement using local resources. 11 It should be noted that whereas the Parish Chiefs have the responsibility and potential to perform broader functions in regard to planning, project implementation, monitoring and management, till to-date they have not been oriented and equipped with the skills to perform this function and are still focusing on their conventional function of Graduated Tax collection which is even in a number of cases not forthcoming.


C. Implementation structures in Lower Local Governments The Lower Local Governments include Sub-counties/Divisions and Town Councils. Key Actor Programme Implementation Roles and Responsibilities Sub-county/Division and Town Council

• Planning authority in the sub-county. Its major role is approval of investment projects, plans and budgets

• Discuss and approve three year development plan • Collect actual planning ideas from the parishes and ensure incorporation of

lower councils’ priorities in the investment plans. • Forward plans to district for integration

Sub-county Executive Committee

• Oversee the implementation of council decisions • Monitor and supervise projects and other activities undertaken in the local

government, NGOs and other development players Sectoral Committees (The sectoral committee work closely with the TPCs and report to council through the Executive Committee)

• Prepare sector plans (like health, education and water) and submit to council for consideration

• Appraise proposed projects and act as the initial clearing house before the executive

• Foster co-ordination and collaboration in implementation of sector activities in the sub-county by the different stakeholders

• Monitor and assess the progress of implementation of sector activities in the sub-county

• Submit routine and periodic reports to council through the Executive Technical Planning Committee (TPCs are composed of the Sub-county chief/Town Clerk, Sub-accountant/Town Treasurer and all extension staff in the Sub-county/Town Council)

• Advise council regarding preparation of plans and budgets through the provision of data/information, advising on resource allocation, endowment and deprivation.

• Appraises individual investment projects before presentation to sectoral committee

• Certifies investment projects (minor building and water works) • Monitor implementation of parish infrastructure projects and use of funds • Oversee the performance of the PDCs (where available) • Resolve conflicts between PDCs and communities

Investment Committee12

• Prioritise investments • Prepare preliminary design/costing of sub-county and community projects • Monitor implementation of projects • Verify the certification of contractors works to Sub-county for payment

12 The IC is a sub-committee of council but with co-opted membership of varying and relevant expertise. Ideally the IC consists of the following representation. Council representatives, Relevant retired civil servants, Representatives of disadvantaged groups (e.g. women, youth, the disabled), Community representatives, Personnel from relevant technical departments in the sub-county and district


D. Implementation structures at District Level Structure Indicative Roles District Council

• Planning authority in the district. • Its major role is soliciting of actual planning ideas and feeding them to the

Planning Unit and approval of investment projects, plans and budgets • Formulate three year development plan for the district • Incorporate plans of lower LGs • Forward plans to Ministry of Local Government

District Executive Committee

• Oversee the implementation of council decisions • Monitor and supervise projects and other activities undertaken in the local

government, NGOs and other development players Sectoral Committees

• Prepare sector plans (like health, education and water etc.) and submit to council for consideration

• Foster co-ordination and collaboration in implementation of sector activities in the district (including the activities of NGOs and CBOs)

• Monitor and assess the progress of implementation of sector activities in the district• Submit routine and periodic reports to council

District Technical Planning Committee

• Advise council regarding preparation of plans and budgets • Appraises individual investment projects before presentation to council • Co-ordinate implementation of the district projects on behalf of council • Certifies investment projects • Mentor Lower LGs

District Local Government tender Board

• Authorise procurement of council’s requirements • Award contracts for works, goods and services • Maintain a pre-qualified list of contractors and suppliers • Maintain a list of contracts awarded and a blacklist of poor contract performers • Advise accounting officers on tendering procedures • Ratifies below-the-threshold procurements


APPENDIX 6. INVENTORY OF KABAROLE CRATER LAKES

Source: Fisheries Department, Kabarole English Names translated by Mrs. P.K. Ruyooka

Name English Name Hitory,

Stories and comments

Location Size

1. Kigere/Balama Mubuhara zone, Bwanika parish, Kichwamba sub county

250,000m²

2. Kasindikwa Shaman’s Lake As above, near Muhoti barracks

40,000m²

3. Kaitabarogo Do (behind Muhoti Barracks)

Not established

4. Wabikere Frog’s Lakes As in one above 200,000m² 5. Hamugoma On the Edge Lake Kichwamba s/c 500,000m² 6. Saaka Kicwamba s/c, Bwanika

parish 800,000m²

7. Mwegenywa Buheesi s/c, Nyamiseke parish, Nyamiseke zone

250,000m²

8. Ntanda As above 300,000m² 9. Nyinabulitwa Mother Lake Ruteete s/c 300,000m² 10. Nyamirima Lake of Darkness water dark and

suicides Do (Nyamirima zone) 150,000m²

11.Nyabikere Lake of Toads and Frogs

Do 400,000m²

12.Kanyamukale

Rwimi s/c, Kaina parish, Kaina zone

150,000m²

13.Kitere Rwimi s/c, Kadindimo parish, Kajumiro A zone

200,000m²

14.Njarayabaana Lake of Hungry Children

Rwimi s/c Kaina parish, Kaina zone

100,000m²

15.Mubiro (Bacwezi name?) As above 100,000m² 16.Nyamugoro

Kibito s/c, Mujunju parish, Nyamugoro zone

100,000m²

17.Kaisamukoma Causes King’s Death Lake

Where the King dispose of troublesome people. (correct?)

Do 50,000m²

18.Nyamugasani Kings Graves Lake

Rwimi s/c, Kaina parish, Kaina zone

200,000m²

19.Nyamiteza

Kibiito s/c, Mujunju parish, Kyatwa zone

100,000m²

20.Ntambi Rwimi s/c, Kaina parish, Kagoro zone

10,000m²

21.Kyanga As above but Kaina zone 200,000m² 22.Rwankenzi

Ruteete s/c, Kasenda parish, Nsongya zone

200,000m²

23.Rwandakarra

Ruteete s/c, Nyabweya parish, Kibuga zone

100,000m²

24.Nzigamire As above but Kibwera zone

100,000m²

25.Marusi Do 150,000m² 26.Budallah

Ruteete s/c, Nyabweya parish, Nyabweya zone

150,000m²


27.Rwenjubu Lake for Forest Hogs

Ruteete s/c, Kasenda parish, Kikeeri zone

000m²

28.Ndikya Do 160,000m² 29.Kanyango Do 60,000m² 30.Mwamba

Ruteete s/c, Mukimya zone, Kasenda parish

100,000m²

31.Rugembe Do but Rugembe zone 180,000m² 32.Nyinambuga Bacwezi name Ruteete s/c, Kasenda

parish, 250,000m²

33.Kifurukwa Abandoned Lake Do 150,000m² 34.Bwabya Busoro S/c 100,000m² 35.Bukoni Do 80,000m² 36.Lyantonde Bacwezi name Ruteete 150,000m² 37.Nyahirya Do 120,000m² 38.Kanyanswiga African Spinach

Lake

Do 100,000m²

39.Nkuruba Do 100,000m² 40.Rukwanzi Lake of Beads Do 130,000m² 41.Mbajo Do 100,000m² 42.Mahuhura Do 150,000m² 43.Kasenda Lake of Slopes Do 150,000m² 44.Kyerere Do 80,000m² 45.Kanyamasirra Do 120,000m² 46.Kesibenda Do 90,000m² 47.Kamiramacumu

Spear Swallowing Lake

Do 150,000m²

48.Kiribwato Lake of Canoes Do 160,000m² 49.Aballah Do

Addresses for correspondence: Hitesh Mehta c/o EDSA 1512 E. Broward Blvd. Suite 110 Ft. Lauderdale, FL 33301 USA Tel: +1 954 524 3330 Fax: +1 954 524 0177

Rob Wild P.O. Box. 872, Providenciales, Turks and Caicos Islands British West Indies Tel/Fax: +1-649-941-4641

Kabarole District in Uganda Tourism Development Business plan

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