The initial steps of the project were to analyse the community leadership structures and to help set up a suitable system to represent each village. In partnership with an experienced local NGO - UCA (Uniao da Camponesas e Associacoes de Lichinga - Union of Local Associations), each of the 16 villages involved in the Manda Wilderness Community Conservation Area were trained in the roles of Committees and the need for Natural Resource Management. Following this, a committee was elected,in each participating village, consisting of 10 to 12 people with a minimum representtion of 30% women.
These Committees monitor and control the use of natural resources within the community's area, prevent hunting, and monitor usage and development projects within their community or village. Each committee received many training sessions and advice from UCA on how to achieve the best for their own community.
How Manda Wilderness Community Trust helps the communities:
The first task of the committees is to create a list of their needs and then to decide which were the most urgent. Discussion followed, during which a specific project is selected and a contract is drawn up between the Village committee and MWCT, stating clearly who will contribute what. During this process, community contribution is heavily emphasised. For example; if a village decides to build a school, in the contract, they are expected to make all the bricks, collect sand and water sufficient to build a primary school.
MWCT will only help with materials that are beyond the communities' reach as well as help covering part of the cost of using skilled builders and carpenters. In the contract, MWL agrees to raise funds and to purchase items such as cement, roofing irons and skilled labour.
Future development projects are dictated by the needs and wishes of the communities and villagers themselves. On the whole, most villages are now asking for clean water wells (almost all source water from rivers or the lake), health posts and micro-loans to start up small businesses.
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