V. Conclusion and Recommendations

This work has traced existing formal hunting legislation and policies to the pre-colonial era. It has been observed that most local hunting communities of Tanzania during this epoch practiced hunting in a manner that did not endanger the survival of wild animal species. Most hunting communities observed taboos, rituals and rites that in many aspects sought to maintain the status quo by ensuring tranquility in the human-wild animal relations.

It has been shown that it is the emergence of foreign influences, first with the arrival of Arabs on the eastern coast, followed by the Germans and later the British that had a tremendous impact on the development of the industry. It has been argued that the traditional hunting features that were practiced by local community members’ were relegated to the periphery with the arrival of foreign influences. Also, some historical accounts and records have failed to acknowledge the roles played by local community members in shaping Tanzania’s hunting industry.

Most of the laws regulating the hunting industry were promulgated during the British colonial era. The independence government adopted most of these laws wholesale. Despite considerable amendments and reforms, much of these generally remain rooted in the colonial legacy.

It has been pointed out that to some extent, the government of Tanzania has made progress in trying to harmonize its hunting laws with contemporary hunting practices and norms that have been developed at the international plane. A little more ought to be done in this endeavor by overhauling the colonial laws to reflect new emerging trends.

The demise of the policy of Ujamaa and Self- Reliance, it has been argued, gradually witnessed the advent of the policy on trade and economic liberalization in the late 1980’s. These developments gave rise to the emergence of private sector involvement in the hunting industry. With the invasion of private sector investment in the industry, cases of corruption and abuse of discretion amongst those charged with the regulation of the industry began to surface. Some of the hunting companies on their part have consistently been involved in activities that violate ethics and professional norms in the race to make super profits at the expense of the industry and the survival of wild animal species.

The examination of the provisions of the wildlife law governing the hunting industry reveals that authorities charged with the control of the industry have been vested with tremendous unchecked powers. It has been noted that courts of law have decried this and recommendations to trim down these powers in order to avoid arbitrary abuse and misuse of the power for self- interests have been suggested. Examples from legislative provisions of other jurisdictions that have successfully managed to place mechanisms to check possible abuse of power by wildlife authorities in the operations of the hunting industry have been elucidated. We hasten to caution here that processes to incorporate similar provisions in the legislative framework of Tanzania should take into account and reflect existing social, economic and cultural contexts. Copying models without taking these factors into account often proves disastrous.

The discussions held with local community members in the field are examples of insights of what is happening possibly in all areas where hunting activities are conducted in the country. The weaknesses in fostering involvement of local people do not hinge on laws, policies and regulations alone, but on the ability of the concerned authorities in the hunting industry to interpret the rules, regulations, laws and policies properly and in the process guide local people accordingly.

It has been reiterated that the process that is almost underway to overhaul the Wildlife Conservation Act should make every effort to reflect the policy aspirations that seek to foster improved private sector investment in the hunting industry. In doing this, the process should endeavor to ensure that local community members are taken on board. This may appear to be a difficult task to achieve at the outset. However, the task could be made simpler if there is guaranteed effective and genuine participation by all stakeholders.