The sustainable conservation of Kibira National Park (PNK) requires the involvement of all stakeholders, including park managers, local authorities, shoreline communities and others involved in conservation and sustainable development. Its effective and efficient conservation cannot therefore be successful without involving all these stakeholders in the conservation and socio-economic development activities of neighbouring populations. The latter are already experiencing problems related to the cramped size of land, rapid population growth, overexploitation and land degradation.

Various offenses committed to the PNK by local populations are regularly identified by park managers. Their reduction is on the one hand the responsibility of the local populations themselves who agree to abandon and/or limit unauthorized entries into the park. On the other hand, park managers must involve them in conservation activities by prioritizing the equitable sharing of the benefits arising from the use of the biological resources of the park, on the other hand.

Thus, in this strategy document, income-generating activities are proposed that would bring benefits to local populations while reducing or limiting pressures on the biological resources of the park. As a result, agroforestry activities, raising small livestock for rapid production of meat, organic manure and income, the promotion of agricultural techniques adapted to curb soil erosion, and the use of family compost for the production of organic manure are proposed to local populations in order to preserve the park and their socio-economic development.

Other alternative income-generating activities are also proposed: these include beekeeping, mushroom cultivation, the domestication of indigenous and exotic species, the exploitation of community afforestations, the cultivation of fruits and vegetables, the multiplication and distribution of bamboo stumps in households, the multiplication and distribution of bamboo stumps in households as well as the involvement of communities in tourism activities and the manufacture of objects of art, basketry, etc.

To implement this strategy, an action plan has been drawn up for a period of five years, at the end of which an evaluation will be carried out in order to better understand the major challenges encountered in order to identify solutions for the years to come. In this plan, eight priority areas have been identified as well as their specific objectives. The evaluation and control of these axes is also proposed in order to achieve the results expected in this document.