The Sustainability of Subsistence Hunting by Matsigenka Native Communities in Manu National Park, Peru

Abstract:  The presence of indigenous people in tropical parks has fueled a debate over whether people in parks are conservation allies or direct threats to biodiversity. A well-known example is the Matsigenka (or Machiguenga) population residing in Manu National Park in Peruvian Amazonia. Because the exploitation of wild meat (or bushmeat), especially large vertebrates, represents the most significant internal threat to biodiversity in Manu, we analyzed 1 year of participatory monitoring of game offtake in two Matsigenka native communities within Manu Park (102,397 consumer days and 2,089 prey items). We used the Robinson and Redford (1991) index to identify five prey species hunted at or above maximum sustainable yield within the ∼150-km² core hunting zones of the two communities: woolly monkey (Lagothrix lagotricha), spider monkey (Ateles chamek), white-lipped peccary (Tayassu pecari), Razor-billed Currasow (Mitu tuberosa), and Spix's Guan (Penelope jacquacu). There was little or no evidence that any of these five species has become depleted, other than locally, despite a near doubling of the human population since 1988. Hunter–prey profiles have not changed since 1988, and there has been little change in per capita consumption rates or mean prey weights. The current offtake by the Matsigenka appears to be sustainable, apparently due to source–sink dynamics. Source–sink dynamics imply that even with continued human population growth within a settlement, offtake for each hunted species will eventually reach an asymptote. Thus, stabilizing the Matsigenka population around existing settlements should be a primary policy goal for Manu Park.     

Coping with Change: The Small Experiment as a Strategic Approach to Environmental Sustainability

The patterns of living, planning, and resource utilization as practiced in Western countries for decades are not sustainable; change of some sort is essential. But what changes are appropriate, and, perhaps more important, will people accept them? The small experiment framework provides a strategy for meeting the challenge of change. By encouraging participation, limiting the scale of initial change, and incorporating some aspects of the familiar, many of the difficulties that make change so problematic can be mitigated or even eliminated. An exploration, from a psychological perspective, of the characteristic difficulties surrounding potential change provides the context for a discussion of the components of the small experiment and an analysis of how these elements address these characteristic challenges. A comparison to adaptive management is drawn, and several concrete examples illustrate how the strategy has been used successfully to address a variety of environmental problems.