Bale Mountains National Park - Zoologische Gesellschaft Frankfurt
Bale Mountains National Park - Zoologische Gesellschaft Frankfurt
Bale Mountains National Park - Zoologische Gesellschaft Frankfurt
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<strong>Bale</strong> <strong>Mountains</strong><br />
<strong>National</strong> <strong>Park</strong><br />
General<br />
Management Plan<br />
2007 – 2017
Compiled and edited by <strong>Frankfurt</strong> Zoological Society. Financial support provided by<br />
<strong>Frankfurt</strong> Zoological Society and the Conservation and Sustainable Use of Medicinal<br />
Plants Project through the Institute of Biodiversity and the Oromia Bureau of<br />
Agriculture & Rural Development.<br />
Photo acknowledgements: Martin Harvey, Delphin Ruché, Vincent Munier, Ian<br />
Rushworth and Alastair Nelson (front cover), Delphin Ruché (p. 1), Vincent Munier<br />
(p. 11, 31, 103), Ian Rushworth (p. 51) and Alastair Nelson (p. 67, 83)<br />
ii
Foreword<br />
It is with great pleasure that I write to introduce the new <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> General<br />
Management Plan and put it in the context of developments in Oromia, our country and<br />
internationally. In Ethiopia, the political climate has been changing and now environmental<br />
concerns have a seat at the political table. This is in recognition of our ultimate dependence on the<br />
environment and of the urgent need to implement conservation strategies to mitigate human<br />
impacts. Ethiopia is a signatory to a number of international conventions such as the Conservation<br />
of Biodiversity, the Ramsar Declaration and the Convention on International Trade of International<br />
Endangered Species. As such Ethiopia must be a leader amongst nations and fulfil these<br />
commitments to protect our <strong>National</strong> Heritage and biodiversity.<br />
<strong>National</strong> <strong>Park</strong>s are one tool to fulfill such commitments. Sovereign nations declare <strong>National</strong> <strong>Park</strong>s<br />
to preserve their Natural Heritage, to conserve representative portions of ecosystems or critical<br />
populations of endangered species and to protect ecosystems that provide vital environmental<br />
services to their nation. The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> is known by all Ethiopians, but its<br />
international significance is possibly less well understood. It is undoubtedly one of the most unique<br />
areas on Earth, with the largest piece of Afroalpine habitat that exists on our planet. It contains the<br />
second largest moist tropical forest and the only cloud forest in Ethiopia. With an altitudinal range<br />
from 4400 to 1500 metres, it harbours an enormous diversity of habitats. All of this has resulted in<br />
a unique ecosystem that contains such a high degree of endemism that it is the envy of<br />
international <strong>National</strong> <strong>Park</strong>s. It is estimated that if we were to lose the <strong>Bale</strong> <strong>Mountains</strong> more<br />
endemic mammals would go extinct than any similar sized area on our planet. Two of our most<br />
recognised species, the Ethiopian wolf and the mountain nyala, are safeguarded by the <strong>Bale</strong><br />
<strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>, with more than 50% of the total populations of both these endangered<br />
species occurring within its boundaries. This park is safeguarding our Ethiopian Natural Heritage.<br />
However, the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> has so much more than just unique, rare and endemic<br />
species. It provides the majority of the water to more than 10 million people in the lowlands. In the<br />
dry season this is their lifeblood. Its value does not stop there – the Harenna Forest in the south of<br />
the park contains genetic stocks of wild coffee and 40% of Ethiopia’s medicinal plants. A recent<br />
study estimated the value of our medicinal plants industry to be approximately 2 billion Ethiopian<br />
Birr annually, some 8% of our 2005 Federal budget. We must protect these genetic and economic<br />
resources. In addition, the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> contains sites such as horas, mountains<br />
and caves that are of cultural and spiritual significance to the people who have lived there for<br />
millennia. The Godantu pastoralist system is still practised by some inhabitants of the <strong>Bale</strong><br />
<strong>Mountains</strong> who can trace their use of this area down the generations.<br />
Thus we can see that the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> more than fulfils all of the criteria required<br />
for the designation of a <strong>National</strong> <strong>Park</strong>. It is undoubtedly the most important conservation area in<br />
Ethiopia – made all the more significant by its importance within the recently declared Afromontane<br />
conservation hotspot. We are thankful to those who 36 years ago had the foresight to<br />
declare this <strong>National</strong> <strong>Park</strong> to protect our Natural Heritage, and have thus helped to secure the<br />
livelihoods of millions of people.<br />
The <strong>Bale</strong> <strong>Mountains</strong> also undoubtedly fulfills the criteria for World Heritage Site listing. However,<br />
before achieving this status a ratified management plan that lays out the management vision and<br />
actions is required. Further, the government must commit itself to implementing this plan to secure<br />
the park in perpetuity. This opportunity is now in our hands.<br />
Unfortunately, the current reality on the ground is not so encouraging and the <strong>Park</strong> is under serious<br />
threat. Increasing human pressures have resulted in unsustainable and unmanaged use of natural<br />
resources. The park management has lacked the capacity to tackle these threats, and there was<br />
no logical approach or co-ordination to <strong>Park</strong> management. Our Bureau of Agriculture and Rural<br />
Foreword iii
Development therefore engaged with the <strong>Frankfurt</strong> Zoological Society and the Conservation and<br />
Sustainable Use of Medicinal Plants Project to develop a General Management Plan for the <strong>Park</strong>.<br />
A GMP is an essential tool that identifies management needs, sets priorities and organises longterm<br />
management strategies. When faced with limited resources a GMP allows managers to<br />
prioritise needs and allocate resources appropriately. In addition, a GMP provides continuity in<br />
management policy and practice, particularly when staff members are transferred. Possibly most<br />
importantly in this context, a GMP is an important fund-raising tool, especially as we work to secure<br />
long-term sustainable financing for the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>.<br />
I would like to thank everyone who has been involved in developing this GMP. They have used a<br />
logical and participative process that has been based on best practice developed internationally.<br />
The plan recognises the realities and pressures that face our <strong>Park</strong> today but includes realistic<br />
approaches and practical actions that are founded on partnerships, to address these problems and<br />
issues. Zonation and voluntary resettlement tackle the reality of people who have a historical right<br />
to land within the park. But it does not shirk our responsibility to safeguard our heritage and this<br />
ecosystem. There are conservation zones with the strictest protection. However, the approach<br />
embraces community participation, by joining with rightful users in Conservation and Natural<br />
Resource Management Zones to bring the current unmanaged use of resources under control;<br />
whilst simultaneously looking to adapt livelihoods to conservation friendly practices. In all zones<br />
cultural access to important sites is agreed. The ultimate goal of this park is to protect the<br />
ecosystem, and this will never change. This is a dynamic GMP that will achieve this goal whilst<br />
working within the bounds of realism and current conservation best practice.<br />
It is now our duty to implement this plan and we are determined that this GMP will not sit on a shelf<br />
as so many others do throughout the world. We have a 10 year opportunity to build partnerships to<br />
conserve the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> for the long-term. We therefore call on current and<br />
future partners to work with us to secure one of the most important conservation areas on earth.<br />
Abadula Gemeda<br />
President of Oromia Regional Government<br />
Foreword iv
Approval page<br />
The Oromia Regional Government has approved this General Management Plan<br />
for implementation in the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>.<br />
Approval page v
Executive Summary<br />
This General Management Plan (GMP) for the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> (BMNP) lays out a<br />
vision for the development and management of the park over the next 10 years, and outlines<br />
specific actions required to fulfil this vision over the next 3 years. This GMP was developed using a<br />
participatory process, building on previously summarised background information and a problems<br />
and issues analysis carried out by park staff, a stakeholder workshop and community<br />
consultations. Overall the planning process aimed to ensure that the park’s stakeholders were<br />
given an appropriate opportunity to contribute to the issues and problems addressed in the GMP<br />
and to suggest solutions to these issues. It is hoped that improved ownership and commitment to<br />
implementation will result. The planning process adopted involved a variety of approaches to<br />
participation. The Core Planning Team (CPT) directed the planning process and made key<br />
decisions whereas consultation took place through key informant interviews in communities in and<br />
around BMNP, through stakeholder planning workshops and direct discussions with individuals in<br />
private companies, NGOs, Government at all levels, researchers, tourists and international<br />
experts. Technical working groups directly devised the main components and details of each<br />
management programme.<br />
The GMP is organised into five management programmes, using a logical framework approach,<br />
which groups together common topics that align with park management responsibilities wherever<br />
possible. Each programme consists of a long term strategy with guiding principles and objectives<br />
that provide the vision for the programme as well as specific objectives and general actions that<br />
outline the route and milestones by which the programme purpose will be achieved.<br />
A practical, management-orientated 3-year action plan accompanies each management<br />
programme and provides the detailed actions and activities by which the strategy will be achieved<br />
over the next 3 years. This action plan is designed to be regularly rolled forward every 3 years<br />
throughout the implementation of the GMP, so that actions and activities are assessed and<br />
refreshed in the light of achievements and developments during the GMP implementation. The<br />
GMP is designed to be dynamic, flexible and adaptive to changing management needs and<br />
priorities, as well as the local socio-political context. BMNP annual operations plans should be<br />
developed through close consultation with the GMP and these 3-year action plans.<br />
<strong>Park</strong> Purpose, Significance and Values<br />
The <strong>Bale</strong> <strong>Mountains</strong> of Ethiopia, within the <strong>National</strong> Regional State of Oromia in south-eastern<br />
Ethiopia, are the most important conservation area in the Ethiopian highlands and are of<br />
international significance. The <strong>Bale</strong> <strong>Mountains</strong> are part of one of 34 International Conservation<br />
International Biodiversity Hotspots and qualify for World Heritage Site and Biosphere Reserve<br />
Listing. The c. 2,200 km 2 BMNP at the core of the <strong>Bale</strong> <strong>Mountains</strong> is of critical biodiversity,<br />
ecological, cultural and economic importance.<br />
The Purpose of BMNP is:<br />
To conserve the ecological and hydrological systems of the <strong>Bale</strong> mountains,<br />
including the Afroalpine and montane forest habitats with their rare, diverse and<br />
endemic species while contributing to the social and economic wellbeing of the<br />
present and future generations of people locally in Ethiopia and in the wider region.<br />
The most important Exceptional Resource Values (ERVs), which together give the park its global<br />
significance, are the rare, endemic and endangered species which are found across all taxa and<br />
habitat types, and the hydrological system which provides water and thus economic benefits to 12<br />
million downstream users. Other areas, notably (i) the Afroalpine plateau, the largest area of this<br />
Executive Summary vii
habitat type on earth, (ii) the Harenna forest, the second largest moist tropical forest in Ethiopia<br />
and (iii) the distinct altitudinal zones of BMNP with stands of giant Erica and bamboo along with<br />
different forest types, were considered to be of particular significance locally, nationally and<br />
internationally. The park also provides substantial socio-economic and cultural benefits to local<br />
communities and others at national and international level, through the use of natural resources<br />
such as coffee, timber, grazing and non-timber forest products, as well as limited tourism.<br />
Principles of the GMP<br />
The following principles guide the implementation of this GMP and are fundamental to<br />
management of BMNP.<br />
• Conservation of the ERVs takes precedence in all actions<br />
• Partnerships with stakeholders, particularly park-associated communities are a key component<br />
of GMP implementation<br />
• Environmental and socio-cultural impact of developments and park users will be minimised<br />
• Management systems will be responsive and adaptive to changing circumstances and<br />
knowledge<br />
Zonation Scheme<br />
A management zoning scheme has been introduced for the BMNP GMP that provides a framework<br />
for securing the protection of the park by achieving and reconciling the need to both protect the<br />
natural resources of BMNP while allowing the use of the these resources by communities and<br />
tourists. Whilst the conservation of biodiversity and ecosystem process is the primary management<br />
objective throughout BMNP, irrespective of zone, the zoning scheme has been introduced as a tool<br />
to deal with the current realities in BMNP and thus secure the BMNP’s ERVs. Two zones with<br />
associated prescriptions have been designated: (i) a Conservation Zone and (ii) a Conservation<br />
and Sustainable Natural Resource Management Zone. Proposed zone boundaries are depicted in<br />
this GMP, but these will be finalised as part of implementation.<br />
The Conservation Zone (CZ) - just over 50% of BMNP comprises areas with relatively little<br />
permanent settlement that are high in biodiversity and important for the conservation of the<br />
ecosystem’s Principal Ecosystem Components (under the Ecological Management Programme),<br />
such as wetlands, forests or important habitat for Ethiopian wolves and mountain nyala. In this<br />
Conservation Zone, no consumptive or damaging use is permitted, no settlement is allowed, and<br />
any developments must meet very strict environmental impact guidelines set by management.<br />
Access by tourists and local people will be allowed to sites of natural, scenic, economic or cultural<br />
significance.<br />
In the Conservation and Sustainable Natural Resource Management (C&SNRM) Zone,<br />
sustainable use of natural resources will be allowed zone under negotiated management<br />
agreements between rightful users and BMNP management (under the Sustainable Natural<br />
Resource Management Programme). Settlement, infrastructure development and cultivation are<br />
only allowed within these SNRM agreements between Resource Management Groups and BMNP<br />
and must meet environmental impact prescriptions.<br />
Implementation of the zoning scheme involves voluntary resettlement of current residents of the<br />
Conservation Zone. Actions to determine those with tenure rights and implement zonation are<br />
outlined in the Sustainable Natural Resource Management Programme.<br />
Executive Summary viii
Management Programmes<br />
Five management programmes, addressing logically grouped issues were developed:<br />
1. Ecological Management Programme<br />
2. Sustainable Natural Resource Management Programme<br />
3. Tourism Provision and Management Programme<br />
4. <strong>Park</strong> Operations Programme<br />
5. Outreach Programme<br />
Ecological Management Programme<br />
This programme is based on an adapted ecological management and monitoring approach that is<br />
based on the latest international conservation planning methods and best practices. Eight Principal<br />
Ecosystem Components (PECs) have been identified by technical experts and which together<br />
capture the unique biodiversity of BMNP. If all these PECs are conserved, then the long-term<br />
health of the park’s ecosystem will remain intact.<br />
Principal Ecosystem Components Level of Ecological Organisation<br />
1. Hydrological System System<br />
2. Harenna Forest<br />
3. Erica forest and shrub<br />
4. Gaysay grasslands<br />
5. Hagenia/Juniper woodland<br />
6. Afroalpine<br />
7. Mountain nyala<br />
8. Ethiopian wolf<br />
Community<br />
Species<br />
The Ecological Management programme has identified and prioritised the threats to these PECs<br />
and has devised strategies for their reduction or mitigation. The major cross-cutting threats arising<br />
from human population expansion in BMNP have been addressed specifically in the Sustainable<br />
Natural Resource Management (SNRM) Programme. Other prioritised threats are addressed in<br />
this EM Programme. These include actions to reduce the threat of fire, particularly in forest areas<br />
and the Erica shrub. Specific threats to populations of endangered species, particularly the<br />
Ethiopian wolf and mountain nyala, are addressed through better control of domestic dogs in the<br />
park, improved disease management. A number of research and monitoring priorities have also<br />
been identified to assess the severity of threats that were identified as lower priority or for which<br />
there was insufficient information with which to assess the level of threat.<br />
This programme also provides the framework for management orientated monitoring and research<br />
of the PECs, their key ecological attributes and threats - a crucial stage in adaptive management.<br />
Information on the status of the PECs and their threats will be fed back to enable the design and<br />
implementation of appropriate future management actions in this and other programmes. The<br />
ecosystem monitoring plan is included in Appendix 1 of the GMP. This monitoring plan also<br />
identifies ecological indicators for monitoring the achievement of the park purpose, which is a key<br />
component of the overall monitoring and evaluation of GMP implementation<br />
A suite of actions also address the paucity of data and understanding of ecosystem processes in<br />
BMNP, for example the factors affecting tree and shrub regeneration and the collection of baseline<br />
data on the extent of potential threats. A list of prioritised research has been drawn up and will be<br />
Executive Summary ix
maintained and revised over time. Projects to address these prioritised research subjects will be<br />
facilitated by park management and promoted within the wider research community, both nationally<br />
and internationally. In addition, thresholds of potential concern (TPC), which will trigger<br />
management action to maintain the desired state of each PEC, will be developed during the course<br />
of the 3-year action plan for PEC and threat monitoring.<br />
Sustainable Natural Resource Management Programme<br />
The Sustainable Natural Resource Management (SNRM) Programme provides a framework for the<br />
development and implementation of sustainable natural resource management in BMNP. The<br />
programme aims to convert currently unsustainable natural resource use in BMNP to sustainable<br />
levels of resource use through a participatory process where communities enter into joint natural<br />
resource management agreements with park management. The core framework of this programme<br />
involves setting up natural resource management agreements with community management<br />
groups (CMG) in designated Conservation & SNRM Zones. The actions in this programme are<br />
based upon those used in Participatory Forest Management by GTZ in the Adaba-Dodola Area<br />
and by Farm Africa/SOS Sahel in <strong>Bale</strong> and elsewhere in southern Ethiopia.<br />
Sustainable Natural Resource Management Agreements (SNRMA), facilitated and negotiated<br />
between park management and community resource management groups, will specify the type<br />
and amount of resources that can be used, by whom, and will lay out the methods, roles and<br />
responsibilities for community monitoring, regulation and resource protection. These agreements<br />
and their management and oversight are designed to be flexible and responsive to changing<br />
situations and needs.<br />
A key component of this programme is to build the capacity of both communities and park<br />
management to manage, regulate and monitor these agreements through training, experience<br />
sharing visits and a ‘learning by doing’ approach. Furthermore the institutional and legal framework<br />
will be strengthened in order to support this approach.<br />
Human settlement and cultivation inside BMNP has been increasing since the park was<br />
established in the 1970s and has now reached unsustainable levels, with coincident rapid resource<br />
degradation. As part of this GMP, human settlement and cultivation will be reduced and restricted<br />
to the C&SNRM Zone, using voluntary resettlement, particularly of those with land rights<br />
elsewhere, and implementation of the Zonation scheme. Negative impacts on the ecosystem of<br />
remaining settlement and agriculture will be mitigated using restoration where necessary and<br />
pollution control in partnership with the EM Programme. Similarly, land use will be planned and<br />
coordinated both inside and outside the park to minimise the extent and environmental impact of<br />
different land use regimes on ecosystem health and function.<br />
Tourism Provision and Management Programme<br />
The Tourism Provision and Management (TPM) Programme aims to develop and manage tourism<br />
in BMNP in a culturally and environmentally friendly manner so that revenue generated contributes<br />
both to conservation management and diversifying the livelihood opportunities of park-associated<br />
communities in the area. Tourism is a growth area internationally and nationally and BMNP<br />
management will work with local communities and private sector tourism partners to provide a<br />
diverse visitor experience that takes advantage of the uniqueness of the <strong>Bale</strong> <strong>Mountains</strong>. Tourism<br />
provision is a cornerstone of this programme but needs detailed and comprehensive planning, with<br />
technical expertise that is outwith the scope of this GMP. However, the GMP lays out a roadmap to<br />
ensure that such a plan is produced. Improved marketing is crucial to tourism development and will<br />
be planned and carried out in collaboration with other actors with similar interests. Efforts to create<br />
a tourist friendly environment will be made through training and discussions with park staff, tourism<br />
partners and local communities. In addition, visually stunning and high quality interpretative centres<br />
will be planned and built.<br />
Executive Summary x
The primary role of BMNP in tourism management is to develop policy, guidelines, monitoring and<br />
enforcement of tourism activities, while the tourism services will be provided by the private sector<br />
or community groups, under agreement with BMNP management. Prototype concession<br />
agreements and leasing procedures will be developed and implemented so that private investors<br />
can be partners in tourism provision, where benefits accrue equitably to both the park and parkassociated<br />
communities. BMNP’s capacity to manage and deliver an enriching tourism experience<br />
will be strengthened and tourism management systems will be devised. These will include<br />
strategies have been devised to enable communities to participate and share benefits from BMNP<br />
tourism, whilst becoming central partners in BMNP tourism provision and management. This<br />
involves implementing activities that will improve the level of understanding of tourists and the<br />
tourism industry in communities prioritised for community tourism development so that they have<br />
the ability to participate in an informed and proactive manner. Enabling communities to put in place<br />
governance, tourism management and benefit-sharing structures is another initiative to be<br />
undertaken as part of this GMP. This will be done in target communities by forming and building<br />
capacity within Community Tourism Development Committees (CTDC). These CTDCs will be able<br />
to adopt and implement realistic community tourism developments and attempt to obtain funding<br />
for their construction. BMNP will work with other actors in the ecosystem who have the technical<br />
knowledge to assist with such capacity building and developments.<br />
<strong>Park</strong> Operations<br />
The <strong>Park</strong> Operations Programme lays out a vision for a secure and efficiently run <strong>National</strong> <strong>Park</strong>,<br />
using an adaptive management system that is a working model for protected area management<br />
throughout Africa and elsewhere. Resource protection is a key feature of this programme and this<br />
requires a number of initiatives. <strong>Park</strong> and zone boundaries will be agreed with local communities<br />
and demarcated on the ground, after which procedures for park gazettement can be implemented.<br />
Infrastructure development and the purchase of sufficient equipment is required for effective<br />
management, particularly as staff numbers increase. An efficient patrolling and scout deployment<br />
system will be designed and implemented, which will be in line with infrastructure development and<br />
staff number increases, to expand the sphere of management influence beyond its current sphere<br />
in the northern corner of BMNP.<br />
As a priority BMNP will put in place administration and human resource management systems that<br />
are efficient and effective and that will lead to a motivated, appropriately trained and professional<br />
staff team. <strong>Park</strong> administration and financial systems will be modernised and streamlined, with<br />
actions designed to implement an adaptive planning system that will monitor GMP implementation<br />
and the changing context and thus will adapt accordingly. Finally, inadequate financing is a key<br />
obstacle for BMNP management and actions have been drawn up that will improve understanding<br />
of the economic and financial flows in the ecosystem and investigate innovative internal and<br />
external funding mechanisms so that a comprehensive business plan for BMNP can be formulated.<br />
Outreach Programme<br />
The Outreach Programme is built on a strategy of effective partnerships that enhance dialogue and<br />
participatory management, strengthen the global image of BMNP and facilitate livelihood<br />
development. The programme is designed to increase dialogue and the mutual flow of information<br />
between the park and relevant stakeholders by creating structures for dialogue at differing levels.<br />
These include the formation of a Management Board, to oversee policy and BMNP management,<br />
(including GMP implementation) and a Regional Steering Committee, which will include community<br />
representatives, to have input regionally and coordinate with other governmental and nongovernmental<br />
actors in the area. These groups will create a sense of involvement and ownership in<br />
BMNP operations. Beyond this, the Outreach Programme will use other opportunities to engage<br />
local, national and international stakeholders. These will include listing BMNP as a World Heritage<br />
Site, using diverse media to increase awareness as well as strengthening and coordinating current<br />
environmental education programmes.<br />
Executive Summary xi
The Outreach Programme aims to generate a positive flow of benefits from BMNP – including<br />
information, ideas, education opportunities, the facilitation of development initiatives and, where<br />
possible, revenue. A key feature of this programme is facilitating livelihood development through<br />
partnerships, whilst reducing costs for park-resident and park-adjacent communities. This tackles<br />
one of the main issues raised during all stakeholder consultations.<br />
General Management Plan Monitoring and Evaluation<br />
A GMP monitoring plan makes up the final section of the GMP and, in addition to assessing<br />
whether the GMP has been successfully implemented, is a key component of adaptive<br />
management. A multi-tiered framework of indicators has been developed to enable monitoring and<br />
evaluation to be carried out at several different levels: from park purpose (ecological monitoring<br />
plan), through threats and programme purposes and objectives (impact monitoring), to actions and<br />
activities (implementation monitoring). This draws on best practice elsewhere and is integrated with<br />
the GEF Protected Area Systems Project that is commencing in Ethiopia in 2007, by using a<br />
WB/WWF Management Effectiveness Tracking Tool.<br />
Executive Summary xii
Table of Contents<br />
Foreword........................................................................................................................................... iii<br />
Approval page....................................................................................................................................v<br />
Executive Summary ......................................................................................................................... vii<br />
Table of Contents............................................................................................................................ xiii<br />
Acronyms .........................................................................................................................................xv<br />
Plan Introduction ............................................................................................................................... 1<br />
Background Context..............................................................................................................3<br />
Function of the GMP .............................................................................................................3<br />
Principles underlying this GMP ............................................................................................. 4<br />
GMP Structure ...................................................................................................................... 4<br />
The Planning Process ........................................................................................................... 7<br />
<strong>Park</strong> Purpose, Significance and Values.......................................................................................... 11<br />
<strong>Park</strong> Purpose ...................................................................................................................... 13<br />
<strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> Significance ........................................................................ 14<br />
Exceptional Resource Values of BMNP.............................................................................. 15<br />
BMNP in the International Context...................................................................................... 23<br />
IUCN Protected Area Category........................................................................................... 24<br />
BMNP Zonation Scheme..................................................................................................... 25<br />
Ecological Management Programme.............................................................................................. 31<br />
Ecological Management Programme Strategy.................................................................... 33<br />
Ecological Management Programme 10-Year Objectives .................................................. 39<br />
Objective 1: Human associated threats to BMNP Principal Ecosystem Components and<br />
Key Ecological Attributes mitigated through active management ....................................... 40<br />
Objective 2. Management-orientated monitoring and research of Principal Ecosystem<br />
Components and Key Ecological Attributes carried out ...................................................... 46<br />
Sustainable Natural Resource Management Programme .............................................................. 51<br />
Sustainable Natural Resource Management Programme Strategy .................................... 53<br />
Sustainable Natural Resource Management Programme 10-Year Objectives ................... 54<br />
Objective 1: Human, institutional and legal capacities established for the operation of<br />
sustainable natural resource management systems in BMNP............................................ 56<br />
Objective 2: The potential for sustainable utilisation of natural resources in BMNP realised<br />
and equitable sharing of benefits ensured .......................................................................... 57<br />
Objective 3: Human settlement, cultivation and land use in BMNP planned, controlled and<br />
reduced ............................................................................................................................... 61<br />
Tourism Provision and Management Programme .......................................................................... 67<br />
Tourism Provision and Management Programme Strategy ................................................ 69<br />
Tourism Provision and Management Programme 10-Year Objectives ............................... 71<br />
Objective 1: Diverse ecologically and culturally sensitive tourism opportunities provided in<br />
BMNP in partnership with local communities, the private sector and government.............. 72<br />
Objective 2: Efficient, effective and adaptive tourism management systems that provide an<br />
enhanced visitor experience, devised and maintained ....................................................... 76<br />
Objective 3: Community participation and benefit sharing opportunities in BMNP tourism<br />
developed and established as core part of BMNP tourism provision and management ..... 80<br />
Table of Contents xiii
<strong>Park</strong> Operations Programme .......................................................................................................... 83<br />
<strong>Park</strong> Operations Programme Strategy ................................................................................ 85<br />
<strong>Park</strong> Operations Programme 10-Year Objectives............................................................... 86<br />
Objective 1: Resource protection system established ........................................................ 86<br />
Objective 2: Sustainable financial plan for BMNP operational ............................................ 93<br />
Objective 3: Modern, efficient and adaptive management and administration of BMNP<br />
established .......................................................................................................................... 96<br />
Outreach Programme ................................................................................................................... 103<br />
Outreach Programme Strategy ......................................................................................... 105<br />
Outreach Programme 10-Year Objectives ........................................................................ 106<br />
Objective 1: BMNP integrated locally and managed with the collaboration and support of<br />
relevant local stakeholders................................................................................................ 107<br />
Objective 2: Wider awareness of BMNP and a sense of ownership and responsibility<br />
established ........................................................................................................................ 109<br />
Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated<br />
communities ...................................................................................................................... 112<br />
3-year Action Plans....................................................................................................................... 117<br />
Appendix 1: Monitoring and Evaluation ........................................................................................ 171<br />
Objectives of Monitoring and Evaluation........................................................................... 171<br />
i. <strong>Park</strong> Purpose Monitoring................................................................................................ 172<br />
ii. Management Effectiveness Monitoring ......................................................................... 176<br />
iii. GMP Impact Monitoring and Evaluation ....................................................................... 184<br />
iv. Monitoring GMP Action Completion ............................................................................. 199<br />
Appendix 2: BMNP Boundary Description .................................................................................... 200<br />
Appendix 3: Summary of Policy and Legislation........................................................................... 203<br />
Appendix 4: BMNP GMP Planning Team ..................................................................................... 208<br />
Appendix 5: Community Consultations ......................................................................................... 213<br />
Appendix 6: BMNP Research Priorities ........................................................................................ 218<br />
Appendix 7: Bibliography .............................................................................................................. 220<br />
Table of Contents xiv
Acronyms<br />
AAU Addis Ababa University<br />
AOP Annual Operations Plan<br />
BESMP <strong>Bale</strong> Ecoregion Sustainable Management Programme<br />
BMNP <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
BMNP-ZSC BMNP Zonal Steering Committee<br />
BZA <strong>Bale</strong> Zone Administration<br />
BZTO <strong>Bale</strong> Zone Tourism Office<br />
CBD Convention on Biological Diversity<br />
CBM Community-based Monitoring<br />
CBNRM Community-based Natural Resource Management<br />
CBO Community-based Organisation<br />
CDF Community Development Fund<br />
CI Conservation International<br />
CITES Convention on International Trade in Endangered Species of Wild Fauna & Flora<br />
CR Community Representatives<br />
CPT Core Planning Team<br />
CSMPP Conservation and Sustainable Use of Medicinal Plants Project<br />
Darwin Darwin Initiative – Harenna Project (University of Aberdeen)<br />
DHP Darwin Harenna Project<br />
EFAP Ethiopian Forestry Action Plan<br />
EIA Environmental Impact Assessment<br />
EM Ecological Management<br />
EPA Environmental Protection Authority<br />
ERV Exceptional Resource Value<br />
ETB Ethiopian birr<br />
EC European Commission<br />
EWCO Ethiopian Wildlife Conservation Organisation<br />
EWCP Ethiopian Wolf Conservation Programme<br />
EWNHS Ethiopian Wildlife and Natural History Society<br />
FDRE Federal Democratic Republic of Ethiopia<br />
FPA Forest Priority Area<br />
FZS <strong>Frankfurt</strong> Zoological Society<br />
FZS-BMCP <strong>Frankfurt</strong> Zoological Society’s <strong>Bale</strong> <strong>Mountains</strong> Conservation Project<br />
GDP Gross Domestic Product<br />
GEF Global Environment Facility<br />
GIS Geographic Information System<br />
GMP General Management Plan<br />
GoE Government of Ethiopia<br />
GTZ-IS Deutsche <strong>Gesellschaft</strong> für Technische Zusammenarbeit – International Services<br />
HQ Headquarters<br />
HWC Human-wildlife Conflict<br />
IBC Institute of Biodiversity Conservation<br />
IEM Integrated Environmental Management<br />
IUCN World Conservation Union<br />
KEA Key Ecological Attribute<br />
LFA Logical Framework Approach<br />
MB Management Board<br />
MDG Millennium Development Goals<br />
Melca Melca Mahiber- Indigenous NGO for Nature Conservation and the Revival of TEK<br />
METT Management Effectiveness Tracking Tool<br />
MoARD Ministry of Agriculture and Rural Development<br />
MoCT Ministry of Culture and Tourism<br />
Acronyms xv
MoFED Ministry of Finance and Economic Development<br />
NBSAP <strong>National</strong> Biodiversity Strategy and Action Plan<br />
NGO Non-Governmental Organisation<br />
NFPA <strong>National</strong> Forest Priority Area<br />
NRM Natural Resource Management<br />
NRMA Natural Resource Management Agreements<br />
OARDB Oromia Agriculture and Rural Development Bureau<br />
OCTB Oromia Culture and Tourism Bureau<br />
OR Outreach<br />
PA Protected Area<br />
PASP Protected Area System Plan<br />
PFM Participatory Forest Management<br />
PNRM Participatory Natural Resources Management<br />
PO <strong>Park</strong> Operations<br />
PW <strong>Park</strong> Warden<br />
PEC Principal Ecosystem Component<br />
RAC Regional Advisory Committee<br />
RBI Resource Based Inventory<br />
RBM Ranger-based Monitoring<br />
RMG Resource Management Group<br />
RP Resource Protection<br />
SLZ Saint Louis Zoo<br />
SNRM Sustainable Natural Resource Management<br />
SNRMA Sustainable Natural Resource Management Agreement<br />
TANAPA Tanzania <strong>National</strong> <strong>Park</strong>s Authority<br />
TESFA Tourism in Ethiopia for Sustainable Future Alternatives<br />
TEK Traditional Ecological Knowledge<br />
TNC The Nature Conservancy<br />
TPC Thresholds of Potential Concern<br />
TPM Tourism Provision and Management<br />
UNDP United Nations Development Program<br />
UNESCO United Nations Educational, Scientific and Cultural Organisation<br />
WAJIB The GTZ community-based PFM project in Adaba-Dodola<br />
WAZA West Arsi Zone Administration<br />
WB World Bank<br />
WCD Wildlife Conservation Department (MoARD)<br />
WCPA World Commission on Protected Areas<br />
WCS Wildlife Conservation Society (International Conservation NGO)<br />
WHS World Heritage Site<br />
WGCF Wondo Genet College of Forestry<br />
WWF Worldwide Fund for Nature<br />
Acronyms xvi
Plan Introduction<br />
Section A – Plan Introduction 1
Background Context<br />
Plan Introduction<br />
The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> (BMNP) in the southeast of Ethiopia encompasses<br />
approximately 2,200 km 2 of mountains and forest. It was first proposed in the late 1960s to protect<br />
Afroalpine habitat and populations of the rare and endemic species of the mountain nyala<br />
(Tragelaphus buxtoni) and the Ethiopian wolf (Canis simensis). It was established by the Ethiopian<br />
Wildlife Conservation Organisation (EWCO) in 1971 with the primary objective of conserving the<br />
wildlife and other valuable natural resources in the area. The importance of the hydrological<br />
services that the area provides to south-eastern Ethiopia and parts of Somalia and Kenya have<br />
gradually been recognised over subsequent years and their conservation is now a primary purpose<br />
of the park. BMNP has, however, never been fully gazetted by proclamation in parliament (see<br />
<strong>Park</strong> Operations Programme). For the purposes of this GMP, BMNP boundary will be that originally<br />
described by EWCO (1974) although a process has been outlined for re-delineating the park<br />
boundary in agreement with stakeholders (see Appendix 2 for original boundary description).<br />
The northern part of the park around Dinsho town was actively managed up until 1991 and a<br />
General Management Plan (GMP) was produced in 1986. This GMP contained a thorough review<br />
of the knowledge of the area to that date and some guidelines on how management objectives<br />
should be met. Unfortunately this plan was never implemented. Since 1991, the effectiveness of<br />
protection and management in the area has declined dramatically, whether under the management<br />
of EWCO (until 1997) or the Oromia Region (1997-present). As a result, BMNP has become an<br />
open access resource and rapid human population growth and immigration have led to an influx of<br />
inhabitants and unsustainable use of BMNP natural resources. As a result, the unique ecological<br />
and hydrological resources of BMNP are now seriously imperilled.<br />
Lack of human and financial resources, political interest and technical knowledge have all<br />
contributed to the decline in management effectiveness and the consequent degradation of BMNP.<br />
Although a number of donor projects have attempted to intervene to halt the degradation, many<br />
projects have left no legacy, initiatives have ceased as project funding ran out and the situation on<br />
the ground has continued to deteriorate. In response, both management authorities and donors<br />
deemed the formulation of a General Management Plan to be a priority to enable the long-term<br />
coordinated and planned management of BMNP.<br />
Function of the GMP<br />
The primary purpose of this GMP is to lay out the vision and philosophy for the 10-year<br />
development and management of BMNP. In addition to its primary purpose, this GMP has other<br />
functions.<br />
Primary purpose:<br />
• To lay out the vision and philosophy for the 10-year development and management of BMNP<br />
Secondary purposes:<br />
• To outline strategies by which the vision can be achieved<br />
• To lay out the roles and responsibilities for implementers<br />
Section A – Plan Introduction 3
• To function as a public relations document by providing a written description of BMNP’s<br />
management philosophy<br />
• To solicit donor funding by clearly laying out the management framework, priorities and input<br />
requirements<br />
• To provide continuity in management as managers, policy makers or partner projects change<br />
• To provide a framework for the participation of and coordination among all stakeholders,<br />
including local communities, government, projects and donors<br />
Principles underlying this GMP<br />
The following principles guide the implementation of this GMP and are fundamental to<br />
management of BMNP.<br />
• Conservation of the ERVs takes precedence in all actions<br />
• Partnerships with stakeholders, particularly park-associated communities, are a key component<br />
of GMP implementation<br />
• Environmental and socio-cultural impacts of developments and park users will be minimised<br />
• Management systems will be responsive and adaptive to changing circumstances and<br />
knowledge<br />
GMP Structure<br />
10-year strategy and 3-year action plan<br />
This GMP has adopted the “Logical Framework Approach”, which has proven to be the most<br />
effective approach for development and conservation project planning. This approach ensures<br />
explicit and logical linkages are established between all components of the GMP. This provides an<br />
efficient, accountable and logical rationale for planning and facilitates GMP implementation,<br />
monitoring and evaluation. Until recently, general management plans typically adopted 10-year<br />
planning horizons. However, lessons learnt from implementing this approach suggest that 10-year<br />
actions may become redundant as the ecological, political and socio-economic contexts change.<br />
This GMP incorporates both 10-year strategic objectives and 3-year action planning to ensure that<br />
the GMP retains a long-term strategic vision while providing the required flexibility and<br />
responsiveness to changing needs and situations. The 3-year action plan also lays out roles and<br />
responsibilities, identifies external support required and potential partners, and prioritises actions<br />
for implementation. Each management action also includes specific activities to guide day-to-day<br />
implementation. Ultimately, there should be a strong link between the actions and activities<br />
prescribed by this GMP and the Annual Operations Plans (AOPs) and associated budgets<br />
developed by park management.<br />
The GMP is structured by management programmes that break down overall park management<br />
into coherent themes (adapted from best practice elsewhere in East Africa region). Management<br />
departments within BMNP will mirror this management programme structure and thus primary<br />
responsibility for implementing each programme will fall to the Experts of a given department. This<br />
allocation of responsibility helps to build a sense of ownership and accountability for GMP<br />
implementation and success among all park staff. Each management programme follows the<br />
Logical Framework Approach adopted throughout the GMP.<br />
Section A – Plan Introduction 4
The five management programmes for BMNP are:<br />
• Ecological Management<br />
• Sustainable Natural Resource Management<br />
• Tourism Provision and Management<br />
• <strong>Park</strong> Operations<br />
• Outreach<br />
Figure A1. BMNP GMP Structure<br />
Section A<br />
Plan<br />
Introduction<br />
Context<br />
Function and<br />
Structure<br />
Participation and<br />
Process<br />
Section B<br />
<strong>Park</strong> Purpose<br />
and Values<br />
Exceptional<br />
Resource<br />
Values<br />
<strong>Park</strong> Purpose<br />
Statement<br />
Zoning Scheme<br />
Section C - G<br />
Management<br />
Programmes<br />
Management<br />
Strategy &<br />
Objectives<br />
Sub-objectives<br />
and Issues<br />
Management<br />
Actions<br />
5 Programmes<br />
- Ecological Management<br />
-Sustainable Natural Resource<br />
Management<br />
-Tourism Provision and<br />
Management<br />
-<strong>Park</strong> Operations<br />
-Outreach<br />
Section H<br />
3-Year Action<br />
Plan<br />
Activities<br />
Input<br />
Requirements<br />
Degree of<br />
External Support<br />
Required<br />
Priority<br />
Responsibilily/<br />
Partners<br />
Timeframe<br />
Appendix 1<br />
Plan<br />
Monitoring<br />
<strong>Park</strong> Purpose:<br />
PEC Monitoring<br />
Management<br />
Effectiveness<br />
Implementation<br />
Impact: Threats<br />
and Objectives<br />
indicators<br />
Activity<br />
Completion<br />
Section A – Plan Introduction 5
Ecological Management<br />
The diversity of ecological processes and<br />
species across the altitudinal range of the<br />
<strong>Bale</strong> <strong>Mountains</strong> better understood and<br />
maintained using best practice monitoring<br />
and research techniques that feed back into<br />
adaptive management.<br />
Human associated threats to<br />
BMNP Principal Ecosystem<br />
Components and Key<br />
Ecological Attributes<br />
mitigated through active<br />
management<br />
Management-orientated<br />
monitoring and research of<br />
Principal Ecosystem<br />
Components and Key<br />
Ecological Attributes carried<br />
out<br />
Sustainable Natural Resource<br />
Management<br />
Collaborative and adaptive<br />
management strategies<br />
implemented that ensure the<br />
sustainable use of natural<br />
resources in Conservation &<br />
SNRM Zones of the <strong>Bale</strong><br />
<strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Human, institutional and legal<br />
capacities established for the<br />
operation of sustainable<br />
natural resource management<br />
systems in BMNP<br />
The potential for sustainable<br />
utilisation of natural<br />
resources in BMNP realised<br />
and equitable sharing of<br />
benefits ensured<br />
Human settlement,<br />
cultivation and land use in<br />
BMNP planned, controlled<br />
and reduced<br />
Figure A2. Structure of BMNP General Management Plan<br />
<strong>Park</strong> Purpose<br />
To conserve the ecological and hydrological systems of the <strong>Bale</strong> mountains,<br />
including the afroalpine and montane forest habitats with their rare,<br />
diverse and endemic species while contributing to the social and<br />
economic wellbeing of the present and future generations of people<br />
locally in Ethiopia and in the wider region<br />
Programme Purposes<br />
Tourism Development and Provision<br />
Tourism in the <strong>Bale</strong> <strong>Mountains</strong> developed<br />
and managed to improve the conservation<br />
of BMNP's exceptional resource values, to<br />
create livelihood opportunities for parkassociated<br />
communities and to benefit the<br />
country as a whole whilst creating greater<br />
understanding and support locally,<br />
nationally and internationally<br />
Programme Objectives<br />
Diverse ecologically and<br />
culturally sensitive tourism<br />
opportunities provided in<br />
BMNP in partnership with<br />
local communities, the<br />
private sector and<br />
government<br />
Efficient, effective and<br />
adaptive tourism<br />
management systems, that<br />
enhance visitor experience,<br />
devised and maintained.<br />
Community participation and<br />
benefit sharing opportunities<br />
in BMNP tourism developed<br />
and established as core to<br />
BMNP tourism provision and<br />
management<br />
<strong>Park</strong> Operations<br />
BMNP exceptional resource values<br />
secured using efficient, modern,<br />
effective and adaptive protection,<br />
financing and management<br />
systems that are considered to be<br />
a working model nationally and<br />
internationally<br />
Resource protection system<br />
established<br />
Sustainable financial plan<br />
operational for BMNP<br />
Modern, efficient and<br />
adaptive management and<br />
administration of BMNP<br />
established<br />
Outreach<br />
BMNP secured through collaborative<br />
management partnerships with<br />
stakeholders that are based on an<br />
integrated conservation and development<br />
philosophy, innovative communication<br />
and education strategies and livelihood<br />
strengthening, including diversification<br />
BMNP integrated locally and<br />
managed with the<br />
collaboration and support of<br />
relevant stakeholders<br />
Wider awareness of BMNP<br />
and a sense of ownership<br />
and responsibility<br />
established, through<br />
publicity, communications<br />
and education programmes<br />
Equitable benefit-sharing and<br />
cost reduction facilitated in<br />
park-associated<br />
communities.<br />
Section A – Plan Introduction 6
The Planning Process<br />
A General Management Plan (Hillman 1986) for BMNP was first developed in 1986, providing a<br />
summary of the knowledge and problems and issues facing BMNP at that time. A new GMP<br />
planning process was started under the DGIS-WWF <strong>Bale</strong> Harenna Project, and although a draft<br />
plan was compiled by a group of local technical experts, this was neither sufficiently participatory,<br />
nor detailed and was never completed. The CSMPP commissioned a “Review of Studies made on<br />
BMNP”, that has provided the core of the background Information for planning. A new initiative,<br />
driven by OARDB in partnership with FZS and the CSMPP, to compile this GMP, commenced in<br />
December 2005 with a GMP Stakeholder Planning Workshop (see Appendix 4 for participants).<br />
This workshop identified the park’s purpose and exceptional resource values. They also identified,<br />
prioritised and grouped the main problems and issues facing BMNP and its management. The<br />
stakeholders at this workshop then agreed the planning process to be adopted and appointed the<br />
Core Planning Team (CPT) chaired by OARDB, comprised of BMNP management and the<br />
concerned federal, regional and partner projects.<br />
Core Planning Team<br />
• Oromia Agriculture and Rural Development Bureau (Chair)<br />
• <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
• Wildlife Conservation Department (MoARD)<br />
• Conservation and Sustainable Use of Medicinal Plants Project (Institute of Biodiversity<br />
Conservation)<br />
• <strong>Frankfurt</strong> Zoological Society-<strong>Bale</strong> <strong>Mountains</strong> Conservation Project<br />
• <strong>Bale</strong> Eco-Region Sustainable Management Programme (Farm Africa/SOS Sahel)<br />
The CPT (see also Appendix 4), was tasked with directing the planning process, making key<br />
decisions on the process adopted, planning the GMP structure, and guiding the participation of<br />
other stakeholders. After ratification of this process by OARDB, the CPT appointed the Technical<br />
Working Groups and a planning facilitator to develop each of the five management programmes<br />
with the help of a facilitator. The outputs of the working groups were review numerous stakeholders<br />
(see below) the CPT and OARDB before being presented to the full GMP planning team at BMNP<br />
GMP Stakeholders Presentation Workshop in December 2006. A task force on zonation and<br />
resettlement met in January 2007 and their resolutions were incorporated into the GMP. Finally the<br />
CPT reviewed the GMP in light of comments from the stakeholder workshop, task force and other<br />
stakeholders in March 2007, before submission to the Oromia Government for ratification.<br />
Section A – Plan Introduction 7
Figure A3. Conceptual model of the direct and indirect (sources) causes of Exceptional Resource Values degradation (pink) in BMNP, with arrows<br />
implying causal relationships. Causes are defined by shape and colour, with colour denoting a common theme or allocation to management programme.<br />
Causes assigned white are those that are outwith the full mandate of BMNP management and where BMNP plays a facilitatory role in mitigation.<br />
Rounded boxes are some of the ultimate causes of resource degradation.<br />
Little ecological<br />
monitoring<br />
Lack of Ecological<br />
Knowledge<br />
Ad hoc research<br />
projects<br />
Climate change<br />
Little park management<br />
capacity / resource<br />
protection<br />
Alien spp<br />
introduction<br />
Environmental<br />
impact of<br />
infrastructure<br />
Inadequate policy and legislation<br />
framework including gazettment<br />
Exceptional resource<br />
valeus degradation<br />
Poor technical capacity<br />
for park management<br />
Poor infrastructure<br />
Unsustainable natural<br />
resource use<br />
<strong>Park</strong> users alienated (no voice or<br />
perception of resource ownership<br />
Uncontrolled fire<br />
Little benefit sharing or<br />
cost reductino<br />
Few livelihood options<br />
Poor international<br />
support<br />
Population increase in<br />
park<br />
Low community<br />
capacity and<br />
empowerment<br />
Poor staff morale,<br />
salaries,<br />
committment<br />
Lack of finance<br />
Open access resource<br />
Previous poor<br />
governance structure<br />
and decision making<br />
Previous poor political<br />
support<br />
Settlement<br />
Little contribution<br />
from tourism<br />
Poverty HIV<br />
Unplanned<br />
tourism<br />
Poor standard of<br />
tourism provision<br />
Little private<br />
investor<br />
involvement<br />
No marketing<br />
Lack of awareness of<br />
importance of BMNP:<br />
locally, nationally,<br />
internationally<br />
Immigration to area<br />
(refugees)<br />
Intrinsic growth<br />
rate of population<br />
Section A – Plan Introduction 8
Figure A4: Planning Events and Process Timeframe<br />
Timeline<br />
2005<br />
Nov<br />
Dec<br />
2006<br />
March<br />
April<br />
June<br />
July<br />
Sept<br />
Oct-Dec<br />
Dec<br />
March<br />
Events and Process Documents<br />
Stakeholder Workshop<br />
Core Planning Team Meeting<br />
Technical Working<br />
Groups<br />
Core Planning Team Meeting<br />
Technical Working<br />
Groups<br />
Core Planning Team Meeting<br />
Stakeholder<br />
consultations<br />
Dec Core Planning Team Meeting<br />
Stakeholder Workshop<br />
Core Planning Team Meeting<br />
WWF Draft Plan<br />
Gap Analysis<br />
GMP Action Plan<br />
Management<br />
Programmes<br />
Policy and Legislation<br />
Review<br />
Draft GMP<br />
Final GMP<br />
Participation in Planning<br />
The planning process involved a variety of participatory approaches to encourage a broad range of<br />
stakeholders to engage in the GMP planning process, feel ownership over the framework and<br />
strategies developed, and, ultimately, to commit to GMP implementation. A stakeholder analysis<br />
was carried out at an initial workshop as a preliminary framework for determining the planning<br />
process’s initial participation strategy (Appendix 4), although this was later refined by the CPT and<br />
working groups. Throughout the planning process, stakeholders were given the opportunity to<br />
discuss, debate, and eventually agree on the issues and problems faced by BMNP and solutions to<br />
these issues as outlined in the GMP. Consultations also took place through key informant<br />
interviews in communities in and around BMNP (Appendix 5), through stakeholder planning<br />
workshops (December 2005, July 2006 (Zonal Tourism), September 2006 (Internal Oromia),<br />
December 2006) and direct discussions with individuals in private companies, NGOs, Government<br />
at all levels, researchers and tourists (Appendix 4).<br />
Section A – Plan Introduction 9
Information for planning<br />
Resource Information<br />
Information used in planning for this GMP came from a wide variety of sources, as listed in the<br />
bibliography (Appendix 7). In particular, the GMP builds on previously summarised background<br />
information (CSMPP, 2005), and a problems and issues analysis conducted by park staff and a<br />
stakeholder workshop. A conceptual model of this analysis is depicted in Figure A3 and linked to<br />
the interventions outlined in the management programmes. In addition, new collations of fauna and<br />
flora inventories have been drawn up, available GIS data has been collated, themed maps<br />
produced, and further published research collated for inclusion in this GMP.<br />
<strong>National</strong> Policies and Legislation<br />
A range of policy and legislation at international, federal and regional levels are relevant to the<br />
management of BMNP as laid out in this GMP. These are outlined in detail in Appendix 3.<br />
Internationally, Ethiopia is a signatory to a number of articles and conventions such as the Convention<br />
on Biological Diversity, CITES, the Convention on Migratory Species and Ramsar which commits<br />
Ethiopia to put in place comprehensive and integrated guidelines for the selection, establishment and<br />
management of protected areas. As a country rich in natural resources, but poor in financial<br />
resources, considerable support is required for Ethiopia to fulfil these obligations.<br />
<strong>National</strong>ly, wildlife-related legislation dates from the 1901 Game Act but, despite the recent growth in<br />
policy and legislation to deal with the problem of environmental degradation, Ethiopia does not have a<br />
comprehensive and up-to-date legal framework for the conservation and development of wildlife<br />
resources. The wildlife laws currently in force were enacted many years ago when the country was<br />
a unitary state and, currently, the mandates and responsibilities of the federal and regional<br />
institutions (including the internal division of powers among the different levels of hierarchy in each<br />
institution) that relate to wildlife protected areas are not clearly defined.<br />
Key points of policy and legislation that need to be addressed are:<br />
o Harmonise legislation, including regulations, to be in line with policy, particularly of wildlife law<br />
o Harmonise regional and federal law and clarify linkages and relationships between federal and<br />
regional institutions<br />
o Define and regulate selection, ranking, establishment and administration of wildlife<br />
conservation areas<br />
o Clarify process for boundary definition and gazettement<br />
o Clarify process for joint natural resource management in protected areas<br />
Most of these issues need to be addressed at a central rather than park level. A forthcoming<br />
Protected Area Systems Project (PASP), funded by GEF/UNDP will encourage a review of the<br />
relevant legislation and policy and devise strategies to overcome the existing challenges. BMNP<br />
management should ensure that lessons learnt and relevant issues contribute to the forthcoming<br />
project and other legislative developments in Ethiopia<br />
Section A – Plan Introduction 10
<strong>Park</strong> Purpose, Significance and<br />
Values<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 11
<strong>Park</strong> Purpose<br />
<strong>Park</strong> Purpose, Significance and<br />
Values<br />
The park purpose statement is formulated from the Exceptional Resource Values of the <strong>Park</strong> (see<br />
below), historical considerations and federal and regional policies.<br />
BMNP Purpose is:<br />
To conserve the ecological and hydrological systems of the <strong>Bale</strong> mountains,<br />
including the afroalpine and montane forest habitats with their rare, diverse and<br />
endemic species, while contributing to the social and economic wellbeing of the<br />
present and future generations of people locally in Ethiopia and in the wider region.<br />
Supplementary and complementary purposes of BMNP are:<br />
• To become a showpiece for protected area management in Ethiopia, thus forging strong political<br />
commitment and institutions from grassroots to Federal level,<br />
• To work in partnership with the local communities to support both traditional and innovative<br />
resource-use practices of legitimate users to ensure the sustainable use of natural resources<br />
such as water, grass, honey and non-timber forest products and livelihood security,<br />
• To promote ecologically and culturally sensitive tourism so that tourism becomes a key driving<br />
force of the local and national economy and provides equitable and sustainable benefits,<br />
• To encourage and support ecological and sociological scientific research,<br />
• To conserve both current and future commercially important wild genetic diversity, such as<br />
medicinal plants or arabica coffee,<br />
• To provide a link for people with their natural heritage as an environmental educational resource,<br />
• To conserve all sites of cultural and historical significance and stimulate the conservation of<br />
traditional ecological knowledge and cultural heritage.<br />
Figure B1. Location of <strong>Bale</strong><br />
<strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> and<br />
Mena Angetu NFPA in relation to<br />
West Arsi and <strong>Bale</strong> zones. Inset<br />
shows location within Ethiopia.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 13
<strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> Significance<br />
<strong>Park</strong> Description<br />
The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> is located 400 km southeast of Addis Ababa in Oromia <strong>National</strong><br />
Regional State in south-eastern Ethiopia. It belongs to the <strong>Bale</strong>-Arsi massif, which forms the<br />
western section of the south-eastern Ethiopian highlands.<br />
The local boundary of BMNP lies within five woredas: Adaba (west), Dinsho (north), Goba<br />
(northeast), Mana-Angetu (south) and Berbere (east). The park area is encompassed within<br />
geographical coordinates of 6º29' – 7º10'N and 39º28' – 39º57'E and covers the largest area above<br />
3000m asl. in Africa. Tullu Dimtuu, altitude 4377m asl., is the highest peak in the <strong>Park</strong> and the<br />
second highest peak in Ethiopia. The park includes an Afroalpine plateau over 3500m asl and a<br />
major section of moist tropical forest, the second largest in Ethiopia..<br />
39°20'<br />
7°00' 7°00'<br />
6°40' 6°40'<br />
6°20' 6°20'<br />
39°20'<br />
39°40'<br />
39°40'<br />
40°00'<br />
40°00'<br />
Figure B2. Digital elevation model of BMNP and Mena Angetu NFPA<br />
Digital Terrain Model:<br />
Elevation<br />
Protected Areas<br />
Elevation (m)<br />
750 - 999<br />
1000 - 1249<br />
1250 - 1499<br />
1500 - 1749<br />
1750 - 1999<br />
2000 - 2249<br />
2250 - 2499<br />
2500 - 2749<br />
2750 - 2999<br />
3000 - 3249<br />
3250 - 3499<br />
3500 - 3749<br />
3750 - 3999<br />
4000 - 4249<br />
0 5 10 Kilometers<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 14<br />
N<br />
Source: Ethio-GIS<br />
Arranged by L A Tallents<br />
Oct 2004<br />
BMNP is comprised of three major zones:<br />
I. The landscape of the northern Gaysay section extends from one mountain range to another,<br />
with a central broad flat valley and an altitude range of 3000 and 3550m asl. The southern<br />
ridge of the Gaysay area, which is relatively dry, is mainly covered with Juniperus procera,<br />
while the relatively wet northern ridge is largely occupied by Hagenia abyssinica and<br />
Hypericum revolutum. The flat valleys of Gaysay are dominated by species of the genera<br />
Artemisia, Helichrysum, Ferula and Kniphofia.
II. The central park of the park, an Afroalpine plateau, lies between about 2800m asl to the<br />
north and 4377m asl. The northern escarpment of the Sanetti Plateau, which lies between<br />
2800 and 3350 m asl., is dominated by Juniperus spp. followed by Hagenia-Hypericum<br />
stands between 3350-3500 m. The area between 3550 and 4000m asl. is covered by Erica<br />
shrub on ridges and Helichrysum moorland in the valleys. The flat mountaintop is covered by<br />
Helichrysum moorland dotted with Lobelia spp. Much of the Sanetti plateau lies over 4000m<br />
asl. and there are several peaks ranging from 4050m (Worgona and Wasema) to Tullu<br />
Dimtuu at 4377m.<br />
III. The southern escarpment is covered by one of the most extensive and largely natural forests<br />
remaining in Ethiopia, the Harenna Forest extending between 39º-40º E and 6º-7º N. The<br />
slope of the southern escarpment falls rapidly in altitude from the tree line at 3200 to 2000m<br />
within a distance of only 8 km.<br />
The Exceptional Resource Values of BMNP are outlined below.<br />
Exceptional Resource Values of BMNP<br />
Exceptional Resource Values (ERVs) are the biophysical features of an area that are considered to<br />
be particularly important in maintaining the unique ecological character and functions of an area<br />
and that provide outstanding benefits (social, economic, aesthetic) to local, national and<br />
international stakeholders. The identification of BMNP’s ERVs provides a foundation for the park’s<br />
purpose, identifying the park’s management issues and opportunities and generating management<br />
objectives and targets.<br />
The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> is the most important conservation area in Ethiopia (FDRE,<br />
2005). It is the world’s largest Afroalpine area and encompasses the second largest moist tropical<br />
forest in Ethiopia. The <strong>Bale</strong> <strong>Mountains</strong> are a centre of endemism, and are the most important area<br />
for a number of threatened Ethiopian endemics in all taxa.<br />
The <strong>Bale</strong> <strong>Mountains</strong> are also a “Water tower”, being the origin of major rivers of regional<br />
importance and has dry season water-holding capacity in its swamps and lakes. This hydrological<br />
system is of critical importance to some 12 million downstream users. <strong>Bale</strong> is also very important<br />
from other social and cultural aspects, with local communities partially or totally dependant on<br />
many of its natural resources such as grass, non-timber forest products and fuelwood. With its<br />
scenery, biological and cultural attractions, the <strong>Bale</strong> <strong>Mountains</strong> have great potential for tourism<br />
although this is currently largely untapped.<br />
The area is thus of critical biodiversity, ecological, cultural and economic importance. The table<br />
below shows the top 18 ERVs prioritised by BMNP GMP Planning Team, grouped into four main<br />
categories: natural, scenic, social and cultural.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 15
Table B1. Exceptional Resource Values of the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Category Exceptional Resource Value Rank<br />
Natural<br />
Scenic<br />
Social<br />
Cultural<br />
Natural Values<br />
Endemic, endangered and flagship species e.g. Mountain<br />
nyala, Ethiopian wolf, Giant lobelia, African wild dog<br />
Afroalpine habitat 3<br />
Hydrological system of wetlands and rivers 4<br />
Harenna Forest 5=<br />
Distinct altitudinal vegetational zones e.g. Afroalpine,<br />
bamboo, Erica<br />
Rodent community 7<br />
Migratory and endemic birds 10=<br />
Gaysay grasslands and antelope 10=<br />
Coffee and medicinal plants 15=<br />
Mountain peaks, plateau and lava flows: Chorchora, Rafu 8=<br />
Alpine lakes and mountain streams 17=<br />
Harenna escarpment, including Gujerale 17=<br />
Water catchment (economic value) 2<br />
Environmental goods and services such as NTFP, grass etc. 8=<br />
Coffee 15=<br />
Traditional pastoral transhumance system (Godantu) 10=<br />
Cultural sites (e.g. Abel Kassim, Gassuray, Alija) 10=<br />
Traditional ecological knowledge 14<br />
Endemic and flagship species<br />
The <strong>Bale</strong> <strong>Mountains</strong> are a centre of endemism, and a critically important area for a number of<br />
threatened Ethiopian endemics. The Afroalpine area is home to over half the global population of<br />
Ethiopian wolves (Canis simensis), the rarest canid in the world, and listed as Endangered by the<br />
World Conservation Union (IUCN), whereas the northern Juniper-Hagenia woodlands, harbour the<br />
largest population of the endemic and similarly endangered Mountain nyala (Tragelaphus buxtoni),<br />
estimated to be approximately two-thirds of the global population.<br />
Less obviously, 26% of Ethiopia’s endemic species (1 primate (<strong>Bale</strong> Monkey), 1 bovid, 1 hare and<br />
8 species of rodent) are found in the area, including the entire global population of the giant<br />
molerat (Trachyoryctes macrocephalus). Of the area’s recorded birds, 6% are Ethiopian endemics.<br />
In addition there are several rare and endemic amphibian species found only in <strong>Bale</strong> as well as<br />
1321 species of flowering plants with 163 endemic (23 to <strong>Bale</strong> alone) to Ethiopia.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 16<br />
1<br />
5=
Figure B3. Mountain nyala<br />
distribution and density in<br />
the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong><br />
<strong>Park</strong><br />
Figure B4. Ethiopian wolf<br />
habitat in relation to<br />
rodent distribution and<br />
density in BMNP<br />
Hydrological System<br />
The <strong>Bale</strong> massif plays a crucial role in climate control in the region, attracting large amounts of<br />
orographic rainfall. Rainfall can occur in any month of the year, although peak rainfall occurs<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 17
etween March and October, peaking in August and March. Some 600-1000mm falls annually in<br />
the lower altitude areas, and 1000-1400mm in the higher areas. The watershed of the plateau is<br />
characterised by flat, swampy areas and many small shallow lakes that are crucial for flow<br />
regulation. Overall a total of c. 40 rivers rise in BMNP area, contributing to five major rivers: the<br />
Web, Wabe Shebelle, Welmel, Dumal and Ganale. Some rivers were stocked with brown and<br />
rainbow trout in the 1960s and 70s and good fishing under licence is still available in some areas.<br />
Figure B5. Major rivers and watersheds supplied by the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Table B2. Major rivers and their tributaries in BMNP (adapted from Hillman 1986)<br />
Major rivers Tributaries<br />
Wabe Shebele Abasa, Arba, Baaranda, Boko, Furunna, Gondadoh, Layleeso, and<br />
Solay<br />
Web<br />
Albabo, Dalacha, Danka, Dimbeeba, Garano, Gaysay, Kabasha,<br />
Kaficho, Keyrensa, Lolla, Micha, Shaiya, Shaiya-Gugesa, Tayanta,<br />
Togona, Toroshama, Walla, Wasama, Web and Zetegne Melka<br />
Dumal Deyu and 5 un-named tributaries<br />
Welmel Garemba, Rira, Shawe, Shisha and Yadot<br />
Ganale Welmel and 2 other large tributaries<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 18
Figure B6. Local rivers and watersheds (Wabe Shebelle, Web, Welmel, and Dumal) in and around the<br />
<strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> (adapted from Hillman 1986)<br />
Harenna Forest<br />
The Harenna forest and adjacent Mena Angetu NFPA form the second largest stand of moist<br />
tropical forest remaining in Ethiopia. Approximately half of the park falls in this forest which ranges<br />
from 3500m to 1,500m asl at the southern park boundary. This forest is home to high levels of<br />
biodiversity and endemism, including many threatened species such as Prunus africanus. Lions<br />
and endangered African wild dogs are still found in this forest, as are giant forest hogs. However its<br />
floral and faunal composition is still poorly documented.<br />
Afroalpine habitat<br />
The highland plateau and slopes of the <strong>Bale</strong> <strong>Mountains</strong>, areas over 3,500 m asl, encompass the<br />
largest area of Afroalpine habitat (c. 1,000 km 2 and 17% of the total) on the continent. Many of the<br />
<strong>Bale</strong> and Ethiopian endemic species are found in this habitat type, whether plant (Lobelia spp.) or<br />
mammals, such as the Ethiopian wolf, or the giant molerat (see above). Overall, due to the<br />
extreme climate, plant diversity is low, but the grasses and herbs support an extraordinary high<br />
density and diversity of rodents. The soil is constantly turned over by cryoturbation and rodent<br />
activity. Swamps and lakes are another key feature of this highland area.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 19
Figure B7. Vegetation map of the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Distinctive altitudinal vegetation zones, including Erica and bamboo<br />
A spectacular feature of the southern part of the park is the progression through distinctive<br />
altitudinal vegetation zones as the altitude falls from the Afroalpine plateau at 4000 m to the park<br />
boundary at 1500 m, with just 60 km separating the Combretum/Terminalia dry wooded grasslands<br />
and the Afroalpine highlands (Tadese and Garedew 2001). At the higher altitudes, giant heather<br />
stands of Erica form a unique habitat, whereas bamboo provides an important resource across<br />
large areas. Hagenia trees are common on the upper slope, although Juniperus is absent. Below<br />
2,200 m larger tree species such as Podocarpus falcatus appear, many over 30 m in height.<br />
Rodent community<br />
The rodent community, particularly of the Afroalpine plateau are a keystone ecological species in<br />
BMNP (see Fig. B3). 32% of the 47 BMNP mammal species are rodents and they are the main<br />
natural grazers of the Afroalpine areas. The impressive giant molerat is apparently endemic to the<br />
<strong>Bale</strong> <strong>Mountains</strong> and lives underground, coming up only to harvest vegetation around the burrow<br />
holes in its 200 m 2 territory. Endemic rodents are found throughout BMNP; for example 2 endemic<br />
shrews have been identified in the Harenna forest and at least 8 endemic species in the whole<br />
park.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 20
Migratory and endemic birds<br />
Over 170 species have been recorded in BMNP to date, some 20% of the species recorded for<br />
Ethiopia. 57% of Ethiopia’s endemic birds are found in the <strong>Bale</strong> <strong>Mountains</strong>, such as Rouget’s rail,<br />
spot-breasted plover, blue-winged goose, the black headed siskin and white-backed black tit. The<br />
area, with it abundant rodent community, is also very important for many internationally rare large<br />
eagles, vultures and other raptors. <strong>Bale</strong> is also the only know breeding site for a number of<br />
Eurasian species, such as the golden eagle, the ruddy shellduck and choughs. The park also has<br />
breeding populations of another species, the wattled crane, the only known site out with southern<br />
Africa. In addition, it is an important over-wintering ground or passage station for migrants from<br />
Eurasia, particularly passerines and waterfowl.<br />
Gaysay grasslands and antelopes<br />
This small but important zone at the north of the park comprises almost flat land, with swampy<br />
areas. The area is particularly important for mountain nyala, although good populations of other<br />
antelope such as Menelik’s bushbuck, reedbuck, and grey duiker are found in large numbers on<br />
these grasslands, particularly in areas where human disturbance is slight, or at night. Grazing<br />
pressure is high in this area, and invasive unpalatable plant species are a potential increasing<br />
problem.<br />
Genetic stocks of wild plants<br />
The forests and grasslands of the <strong>Bale</strong> <strong>Mountains</strong> have important stocks of valuable wild genetic<br />
material, including wild coffee (Coffea arabica) and medicinal plants. The area is regarded as the<br />
most important for genetic stocks of wild coffee and medicinal plants in Ethiopia. Three medicinal<br />
plant hotspots have been identified: two in the Gaysay area and one in the Angesu area, spanning<br />
the park boundary.<br />
Scenic Values<br />
Mountain peaks, plateau and lava flows<br />
From the Sanetti plateau rise the highest peaks of the mountains, Tullu Dimtuu, along with Batu,<br />
Worgona, Wasema, Archaah and Adola, which together make up the Central Peaks area. Although<br />
not as high, the peaks in the western park of the park, such as Garamba Deema offer a<br />
spectacular site on the approach by road.<br />
The Sanetti Plateau, over 4,000 m asl shows evidence of glaciation, as recently as 2000 years<br />
ago. Generally, the Afroalpine area offers spectacular vistas in a somewhat hostile climate and is a<br />
key attraction for visitors. West of the Sanetti plateau lies the lava flows area, a broken, rocky area<br />
of relatively recent lava outpourings originating from a peak or peaks on the Sanetti Plateau. The<br />
lava flows are clearly visible from satellite photos and on the ground stunning rock formations are<br />
visible, for example in the Rafu area.<br />
Alpine lakes and mountain streams<br />
The alpine lakes and mountain streams are a key feature of BMNP and, as well as providing vital<br />
habitat and ecosystem services, are an attractive scenic feature in their own right. Access is good<br />
to small lakes on the Sanetti Plateau and these draw birdwatchers and other tourists. In the<br />
Harenna Forest and Gaysay area, walkers along river banks can be rewarded with stunning<br />
waterfalls and attractive water flows and scenery.<br />
Harenna escarpment<br />
The Harenna escarpment falls away rapidly from the southern edge of the mountains and Sanetti<br />
plateau, from 3,500 m eventually to 2,000 m asl, over a distance of just 8km. When not cloaked in<br />
mist or cloud, the cliffs of the escarpment offer impressive views to the south.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 21
Social Values<br />
Water catchment<br />
BMNP is the source of water for five major rivers (the Wabe-Shebelle, Web, Welmel, Ganale, and<br />
Dumal) on which an estimated 12 million people depend. The Afroalpine wetlands and the<br />
Harenna forest hold the water, releasing it year round to the arid and semi-arid areas of southeastern<br />
and southern Ethiopia, including the Ogaden and Somali agricultural belt. The livelihoods<br />
and food security of the people in these lowland areas are highly dependent on good<br />
environmental management in the highland areas. Water flow is regulated and stabilised in the dry<br />
and rainy season through the water retention properties of the highland wetland areas and dry<br />
season rainfall in the mountains is crucial to maintain river flow. Overuse of this system would<br />
make the water flow seasonal, increase flooding and decrease dry season water availability. In turn<br />
this would rapidly increase degradation of rangelands surrounding the few areas with permanent<br />
water and increase food aid dependency, a scenario that has already developed in northern<br />
Kenya.<br />
Environmental goods and services<br />
BMNP and surrounding area provide a range of goods and services both locally and nationally, in<br />
addition to water provision. Indeed most park-associated communities are partially or almost<br />
entirely dependant on natural resources. For example, BMNP provides grazing ground for livestock<br />
herds, and a variety of non-timber forest products (NTFP) such as honey and coffee. Unfortunately<br />
the natural resources of the area are being treated as open access resources and use is<br />
increasing, with concomitant negative impacts such as forest destruction.<br />
In addition, two of the rivers flowing from BMNP have hydroelectric schemes: the Melka Wakana<br />
scheme on the Wabe Shebelle and the Yato mini-scheme on the Yadot river. The produced hydroelectricity<br />
supplies the towns of Dodola, Adaba, Dinsho, Robe, Agarfa, Ali, and Goba, and Dola<br />
Mena respectively.<br />
The area is also an important climate change reference area. With global warming increasing,<br />
climate records of the <strong>Bale</strong> <strong>Mountains</strong> will be vital in determining how climate change will affect the<br />
Afroalpine areas over the forthcoming decades.<br />
Coffee<br />
Coffee plays a vital social and economic role in Ethiopia and is part of the national identity. It is<br />
also extremely important economically, being a major foreign currency earner. A considerable<br />
amount of wild coffee is harvested in the <strong>Bale</strong> <strong>Mountains</strong>, including BMNP and this provides a<br />
significant income source for many local communities. However increasing forest and semi-forest<br />
coffee management needs to be managed to ensure that biodiversity in the forest is not adversely<br />
affected.<br />
Cultural Values<br />
Traditional transhumance system (Godantu)<br />
The transhumance system of Oromo pastoralists is know as the Godantu system and is a key<br />
feature of traditional human use of the <strong>Bale</strong> <strong>Mountains</strong>. In this system, livestock, particularly cattle<br />
are sent to higher grazing grounds during the months when crops are growing in lower altitude<br />
areas, or into the forest for shade during the dry season. However this should not be confused with<br />
the cattle movements that are a consequence of the loss of grazing land outside of the park, thus<br />
forcing cattle into the park to graze.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 22
Cultural sites<br />
A number of cultural sites are situated within BMNP Abel Kassim, Alija and Gassuray. Some of<br />
these areas are still used by local communities for religious reasons although the important areas<br />
are not well documented.<br />
BMNP in the International Context<br />
Biodiversity Hotspot<br />
BMNP is the most important component of the Ethiopian Highlands Conservation International (CI)<br />
Hotspot, within the Eastern Afromontane Hotspot (PASP, 2005). Listing as a hotspot does,<br />
however, arise from two criteria. First it acknowledges the outstanding global importance of the<br />
biodiversity in the area, but it also acknowledges its threatened status. With some 97% of the<br />
natural vegetation of Ethiopian Highlands estimated to have been already lost, the importance of<br />
BMNP in conserving the remnants of this unique biodiversity is clear.<br />
BMNP as a World Heritage Site<br />
World Heritage Site designation is given to places on earth that are of outstanding universal value<br />
to humanity and as such, have been inscribed on the UNESCO World Heritage List to be protected<br />
for future generations to appreciate and enjoy. The <strong>Bale</strong> <strong>Mountains</strong> clearly fulfils the criteria<br />
required for World Heritage Sites (WHS) of outstanding natural heritage, as WHS should:<br />
i. be an outstanding example of natural heritage representing significant on-going ecological<br />
and biological processes in the evolution and development of terrestrial, fresh water,<br />
coastal and marine ecosystems and communities of plants and animals; or<br />
ii. contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic<br />
importance; or<br />
iii. contain the most important and significant natural habitats for in-situ conservation of<br />
biological diversity, including those containing threatened species of outstanding universal<br />
value from the point of view of science or conservation;<br />
World Heritage Site Listing would assist BMNP by:<br />
• Reinforcing its importance globally, regionally and nationally<br />
• Raising the profile of the area internationally, thus obtaining support for biodiversity conservation<br />
and associated poverty alleviation<br />
• Assisting in fundraising for effective park management support and development, both directly<br />
from UNESCO and the UN Foundation and improved leverage from other donors<br />
• Providing a valuable marketing tool by raising the tourism profile of the area<br />
Application for WHS Listing by the nominated office in Ethiopia can be submitted once this GMP is<br />
ratified and once BMNP legal status is clarified (both conditions of listing). Actions to assist in WHS<br />
listing are laid out in the Outreach Programme.<br />
Biosphere Reserve<br />
Biosphere reserves are sites recognized under UNESCO's Man and the Biosphere Programme<br />
which innovate and demonstrate approaches to conservation and sustainable development.<br />
Biosphere reserves have three inter-connected functions: biodiversity conservation, economic and<br />
human development and logistic support for research, monitoring, environmental education and<br />
training. These reserves should also generate knowledge and experience which can be used more<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 23
widely and are seen as tools to help countries implement the Convention on Biological Diversity<br />
and its Ecosystem Approach.<br />
Biosphere reserves are organized into 3 interrelated zones: core, buffer and transition areas. Only<br />
the core area requires legal protection and hence can correspond to an existing protected area<br />
such as nature reserve or a national park. This zonation scheme is applied in many different ways<br />
in the real world to accommodate geographical conditions, socio-cultural settings, available legal<br />
protection measures and local constraints. This flexibility can be used creatively and is one of the<br />
strongest points of the biosphere reserve concept, facilitating the integration of protected areas into<br />
the wider landscape.<br />
The Greater <strong>Bale</strong> Ecosystem, encompassing the <strong>National</strong> <strong>Park</strong>, with surrounding areas of <strong>National</strong><br />
Priority Forest Area (NFPA), undesignated forest, pasture and farmland could qualify for listing as<br />
a biosphere reserve.<br />
Biosphere Reserve Listing would assist BMNP by:<br />
• Providing a framework to guide and reinforce projects to enhance people’s livelihoods and<br />
ensure environmental sustainability.<br />
• Raising awareness locally and nationally of both citizens and government<br />
• Assisting in fundraising from different sources<br />
• Serving as a pilot site to explore the Ecosystem Management Approach for sustainable<br />
conservation and development<br />
Listing the <strong>Bale</strong> <strong>Mountains</strong> as a Biosphere Reserve will be explored in conjunction with the Institute<br />
for Biodiversity Conservation (IBC) and the <strong>Bale</strong> Ecoregion Sustainable Management Project<br />
(BESMP), under actions in the Outreach Programme.<br />
IUCN Protected Area Category<br />
IUCN defines a protected area as: “An area of land and/or sea especially dedicated to the<br />
protection of biological diversity and of natural and associated cultural resources and managed<br />
through legal or other effective means” (IUCN 1994). Protected areas are categorised by IUCN into<br />
six categories, according to their management objectives, rather than the current state of the area.<br />
Whilst assignment of a protected area to a category was traditionally left to national governments,<br />
in many cases this did not happen and the decision was left to UNEP-WCMC. However, the World<br />
Commission on Protected Area (WCPA) has now set up a task force to clarify this situation, and<br />
criteria for category assignment and have a produced a draft toolkit (Dudley & Borrini-Feyerabend,<br />
2005) to help the selection of the appropriate IUCN categories and governance types for protected<br />
areas (Table B3).<br />
Table B3. IUCN Categories of Protected Areas<br />
Category Ia Protection area managed mainly for science or wilderness protection<br />
Category Ib Protected area managed mainly for wilderness protection<br />
Category II Protected area managed mainly for ecosystem protection and recreation<br />
Category III Protected area managed mainly for conservation of specific natural<br />
features<br />
Category IV Protected area managed mainly for habitat and species conservation<br />
often through management intervention<br />
Category V Protected area managed mainly for landscape/seascape conservation or<br />
recreation<br />
Category VI Protected area managed mainly for the sustainable use of natural<br />
resources<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 24
Currently, BMNP is assigned on the UNEP-WCMC database as Category II a “Protected area<br />
managed mainly for ecosystem protection and recreation (<strong>National</strong> <strong>Park</strong>): natural area of land<br />
and/or sea, designated to (a) protect the ecological integrity of one or more ecosystems for present<br />
and future generations, (b) exclude exploitation or occupation inimical to the purposes of<br />
designation of the area and (c) provide a foundation for spiritual, scientific, educational,<br />
recreational and visitor opportunities, all of which must be environmentally and culturally<br />
compatible”.<br />
Using the WCPA draft toolkit, this categorisation was revisited, with analysis suggesting that IUCN<br />
Category II was indeed the best fit for BMNP and noting that in general<br />
• The basis of categorisation is by primary management objective, not effectiveness of<br />
management .<br />
• Categories represent grading of human intervention, with I-III representing areas where there<br />
has been limited and little modification of the environment and IV-VI significantly greater<br />
intervention and environmental modification<br />
• Category II areas can include sustainable use is by indigenous people as long as does not<br />
affect primary management objectives,<br />
• Zoning is commonplace in Cat II Areas/<strong>National</strong> <strong>Park</strong>s to allow for completely protected<br />
areas, visitor use and use by indigenous people,<br />
And that for BMNP,<br />
• BMNP park purpose is hydrological and ecosystem protection<br />
• The park and programme purposes state that protection is for future generations,<br />
• Guiding principles explicitly state that conservation of Exceptional Resource Values take<br />
precedence over natural resource or any other type of use and that any negative impacts<br />
should be mitigated and monitored<br />
• Zoning allows completely protected areas and resource use by indigenous people in<br />
controlled use areas.<br />
The WCPA task force would like to develop a series of case studies, working with partners, to<br />
refine and test this toolkit, and the protected areas of Ethiopia, including BMNP, could potentially<br />
be involved in this process.<br />
BMNP Zonation Scheme<br />
Zonation is being used in BMNP to provide a framework for securing the protection of the park by<br />
reconciling the primary management aim of protecting the natural resource values whilst allowing<br />
limited use of the these resources – whether by communities or tourists. The conservation of<br />
biodiversity and ecosystem processes is the primary management objective throughout BMNP,<br />
irrespective of zone; the zoning scheme has been introduced to deal with the current realities in<br />
BMNP: open access resource use unrestricted settlements and human and financial capacity<br />
constraints. The zonation scheme is a management tool to change from open access to a BMNP<br />
with a functioning resource protection system where the conservation of the Exceptional Resource<br />
Values are secured and conserved for future generations.<br />
The following underlying principles for the zonation of the park were drawn from policy, legislation,<br />
and the overall principles of the GMP and its management programmes:<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 25
Underlying Principles of Zonation<br />
• Conservation of biodiversity and ecosystem processes is the primary management objective in<br />
all zones<br />
• Zone fragmentation will be avoided<br />
• Boundaries of zones will be based on current understanding of the conservation requirements of<br />
BMNP’s Principal Ecosystem Components, the location of biodiversity rich areas and patterns of<br />
settlement<br />
• As knowledge increases and zonation is implemented, zones boundaries may change<br />
• Discourse, discussion and understanding of long term gains underpins all management actions<br />
and interactions with residents or other stakeholders<br />
• Any resettlement of residents will be voluntary and carried out according to Ethiopian law and<br />
international guidelines on resettlement and human rights<br />
• When resettlement takes place, households will only move from inside to outside of the park i.e.<br />
households will not be moved between conservation zones<br />
• Land allocation and certification processes will be used as an incentive for resettlement outside<br />
of the park<br />
Two types of zones have been identified, the Conservation Zone (CZ) and a Conservation &<br />
Sustainable Natural Resource Management Zone (C&SNRMZ), within which similar types and<br />
levels of use and management emphases are applied.<br />
Approximate locations of proposed zone boundaries are depicted in Figure B8, with just over 50%<br />
of the park falling within the Conservation Zone. It is anticipated that over the course of<br />
implementing this GMP and as better understanding of the exceptional resource values and<br />
Principal Ecosystem Components is obtained, alterations of these proposed boundaries might<br />
occur. Successes in implementing conservation actions as well as unforeseen hurdles are also<br />
likely to cause boundary alterations. Further, over the lifetime of this GMP the possibility exists that<br />
the CZ might be expanded as it is secured and if significant emigration from the C&SNRMZ occurs.<br />
The Conservation Zone has been named by geographical location, as it is anticipated that this will<br />
assist administration and management during park operations. In addition, whilst implementing<br />
zonation, different challenges may be encountered in different areas and these areas may be<br />
secured at different rates. Prescriptions for use and infrastructure development are in Table B4<br />
below.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 26
Figure B8. Proposed zonation scheme for the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>, with internal sections of<br />
the Conservation Zone named by geographical location<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 27
Table B4. Prescriptions for use and infrastructure development in Conservation Zone and<br />
Conservation & SNRM Zones in BMNP<br />
Conservation & Sustainable<br />
Prescriptions Conservation Zone Natural Resource Management<br />
Zones<br />
Use<br />
prescriptions<br />
Infrastructure<br />
prescriptions<br />
Only non-damaging use<br />
allowed as part of a<br />
management prescription<br />
Access allowed along<br />
agreed routes to horas,<br />
cultural sites and markets<br />
No settlement<br />
No cultivation<br />
Very limited Infrastructure<br />
development under permit<br />
from BMNP technical<br />
planning committee and<br />
which meets with BMNP’s<br />
sustainable environmental<br />
impact prescriptions for<br />
energy and material use,<br />
aesthetics and waste<br />
disposal<br />
Grazing allowed under SNRMAs, but<br />
only outside wetland areas<br />
Traditional natural resource use at<br />
sustainable levels permitted under<br />
SNRMA for NTFP e.g. coffee,<br />
medicinal plant, grass, bamboo, herb,<br />
spices and mushroom harvesting<br />
Fallen fuelwood extraction only<br />
allowed under SNRMA<br />
Hora use permitted and managed<br />
under Sustainable Natural Resource<br />
Management Agreements (SNRMA)<br />
Livestock watering allowed at<br />
designated points, with written<br />
permission from BMNP<br />
Water extraction for commercial<br />
purposes such as bottling only<br />
allowed under licence and strict EIA<br />
Fishing allowed under licence<br />
Settlement only allowed under special<br />
permit granted by BMNP technical<br />
planning committee<br />
Limited and managed cultivation only<br />
allowed with written permission from<br />
BMNP<br />
Hydroelectric schemes only<br />
developed under strict EIA<br />
Social infrastructure development<br />
only allowed under special permit<br />
granted by BMNP technical planning<br />
committee<br />
No irrigation schemes allowed<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 28
Figure B9. Permanent and seasonal households in relation to BMNP proposed zonation scheme<br />
Implementation of Zonation<br />
Implementation of the zonation plan will require the voluntary resettlement of permanent settlers in<br />
the Conservation Zone. The actions to encourage and incentivise voluntary resettlement will be<br />
carried out in close collaboration with local government, particularly the Zonal Authorities and<br />
relevant woredas and kebeles. A task force, chaired by the Zonal Administration will establish<br />
stakeholder roles and outline the process to be followed. Actions to implement zonation are<br />
detailed under SNRM Programme. Length of tenure in the park will determine whether families and<br />
their descendants have legal residency rights; permanent settlers pre-declaration in 1971 are<br />
considered to have legal tenure and those using it seasonally pre-1971 have seasonal grazing<br />
rights. Entitlement to resettlement packages will also be determined by length of residency. A<br />
variety of methods, particularly the allocation of unused land outside of BMNP under the current<br />
land registration process, will be used to encourage park residents to move out of the park.<br />
Section B – <strong>Park</strong> Purpose, Significance and Values 29
Ecological Management<br />
Programme<br />
Section C – Ecological Management Programme 31
Ecological Management<br />
Programme<br />
Programme Purpose: The diversity of ecological processes and species across the<br />
altitudinal range of the <strong>Bale</strong> <strong>Mountains</strong> better understood and maintained using best<br />
practice monitoring and research techniques that feed back into adaptive<br />
management.<br />
Ecological Management Programme Strategy<br />
The exceptional resource values of the <strong>Bale</strong> Mountain’s <strong>National</strong> <strong>Park</strong> are the key features that<br />
characterise the area and make it of international significance. Ecological monitoring and<br />
management of these values and mitigation of threats, is the core work of overall BMNP<br />
management. Thus, this Ecological Management Programme is a key aspect of this Management<br />
GMP. Ecological monitoring of the state of these exceptional resources is also a key aspect of<br />
monitoring and evaluation of the implementation of this GMP. In particular, ecological monitoring<br />
and evaluation will determine whether the park purpose is being met.<br />
This ecological management strategy provides a general statement of principles and policy that will<br />
guide the ecological management of the natural resources within BMNP over the 10-year period<br />
covered by the GMP. Achievement of all components of the programme will ensure that all<br />
components of the ecosystem are maintained in their desired state. Actions to reduce threats will<br />
be necessary in some situations, however, while appropriate management action will eliminate or<br />
reduce threats, other threats may emerge as our understanding of BMNP ecosystem increases<br />
and external factors change. As such, adaptive management is a critical component of the<br />
Ecological Management strategy and ensure that the actions under this programme are modified to<br />
deal with changes in threats and management needs. This will conserve BMNP’s ERVs and build<br />
best practice in monitoring and ecological management within the park.<br />
This strategy is aligned with the federal and regional legislation and policies, although many<br />
relevant documents are currently in draft or being revised, with the <strong>National</strong> Biodiversity<br />
Conservation and Research Policy (1998) and Strategy and Action Plan (2005), the Environmental<br />
Impact Assessment Proclamation (No. 300/2002) and the Wildlife Development, Conservation and<br />
Utilization Policy (2005) being particularly relevant (see section A).<br />
Guiding Principles<br />
• BMNP management will work to maintain all components and processes of the naturally<br />
evolving and dynamic park ecosystem in which change can be a natural process.<br />
• Active management may be appropriate when past or present human activities have disrupted<br />
ecological components or processes so as to cause, for example, a reduction in flora and faunal<br />
species diversity, a threat to rare and threatened species, or disruption in ecosystem functioning.<br />
• Active management and restoration may also be appropriate in (i) areas that are now too small<br />
for natural processes to be maintained, such as the park headquarters area or (ii) where habitat<br />
or species have been disturbed by management or development activities.<br />
• Research and monitoring that is directly relevant for BMNP planning, development and<br />
management will be prioritised so as to provide a basis for decision-making and adaptive<br />
management.<br />
Section C – Ecological Management Programme 33
BMNP Principal Ecosystem Components<br />
Ecological systems, communities and species in BMNP are inherently complex therefore, given the<br />
limited resources available, it is impossible for BMNP management to monitor, research, and<br />
manage all individual components of the ecosystem. Thus, an adapted planning process1 has<br />
been used to identify those ecological components, termed here “Principal Ecosystem<br />
Components” (PECs) that together represent the whole ecosystem and its functions. It is intended<br />
that together these PECs represent the unique biodiversity and ecological processes of the <strong>Bale</strong><br />
<strong>Mountains</strong> and identify the components that will be the focus of management action. A number of<br />
secondary ecosystem components that co-occur with each PEC are also identified. Assuming that<br />
the PECs are truly representative, concentrating on their monitoring and management will ensure<br />
that all ecosystem components within BMNP, including all co-occurring ecosystem components,<br />
are conserved and, thus, an overall healthy ecosystem will be maintained.<br />
Table C1: Principal Ecosystem Components and Co-occurring Ecosystem Components<br />
PEC Co-occurring Ecosystem Components<br />
Hydrological System<br />
Harenna Forest<br />
Erica forest and shrub<br />
Wetlands<br />
Horas<br />
Alpine lakes<br />
Rivers<br />
• Endemic and threatened tree spp.<br />
o Warburgia ugandensis<br />
o Filicium decipiens<br />
o Prunus africana<br />
o Hagenia abyssinica<br />
o Afrocarpus falcatus<br />
• Medicinal plants<br />
• Forest coffee (Coffea arabica)<br />
• Endemic rodent spp.<br />
o <strong>Bale</strong> shrew (Crocidura baileyi)<br />
• Bat spp.<br />
• Endemic amphibians and reptiles<br />
• Endemic, near endemic, and threatened bird spp.<br />
o White-backed tit (Parus leuconotus)<br />
o Abyssinian catbird (Parophasma galinieri)<br />
o Black-winged lovebird (Agapornis taranta)<br />
• Large mammal, including primate spp.<br />
o <strong>Bale</strong> monkey (Cercopithecus djamdjamensis)<br />
o Guereza colobus monkey (Colobus guereza guereza)<br />
o African wild dog (Lycaon pictus)<br />
o Lion (Panthera leo)<br />
o Giant forest hog (Hylochoerus meinertzhageni)<br />
o Mountain nyala (Tragelaphus buxtoni)<br />
• Erica arborea and E. trimera<br />
• Epiphytes<br />
• Endemic amphibians and reptiles<br />
• Endemic rodent spp.<br />
o Megadendromus nikolausi<br />
1 Based on The Nature Conservancy’s (TNC) Conservation Action Planning (CAP) process, adapted by Conservation<br />
Development Centre (Nairobi) and Tanzania <strong>National</strong> <strong>Park</strong>s<br />
Section C – Ecological Management Programme 34
PEC Co-occurring Ecosystem Components<br />
Gaysay grasslands<br />
Hagenia / Juniper<br />
woodlands<br />
Afroalpine<br />
• Endemic and near endemic bird spp.<br />
o Rouget’s rail (Rougetti rougetti)<br />
o <strong>Bale</strong> parisome (Parisoma greaventris)<br />
• Large mammal including antelope spp.<br />
o Mountain nyala<br />
o Menelik’s bushbuck (Tragelaphus scriptus meneliki)<br />
o Bohor reedbuck (Redunca redunca bohor)<br />
o Serval (Felis serval)<br />
o Hyaenas (Crocuta crocuta)<br />
o Golden jackal (Canis aureus)<br />
• Endemic rodents<br />
o White-footed rat (Praomys albipes)<br />
o Giant molerat (Tachyoryctes macrocephalus)<br />
• Endemic, near endemic, and threatened bird spp.<br />
o Abyssinian long-claw (Macronyx flavicollis)<br />
o Black-headed siskin (Serinus nigriceps)<br />
o White-collared pigeon (Columba albitorques)<br />
• Medicinal plants<br />
• Threatened tree spp.<br />
o Hagenia abyssinica<br />
o Juniperus procera<br />
• Antelope and primate spp.<br />
o Mountain nyala<br />
o Menelik’s bushbuck<br />
o Grey duiker<br />
o Guereza colobus monkey<br />
o Olive baboon (Papio anubis)<br />
• Threatened, endemic, and near-endemic bird spp.<br />
o <strong>Bale</strong> parisome (Parisoma griseaventris)<br />
o Abyssinian woodpecker (Dendropicos abyssinicus)<br />
• Endemic rodents<br />
o White-footed rat (Praomys albipes)<br />
• Endemic and near endemic bird spp.<br />
o Spot-breasted plover (Vanellus melanocephallus)<br />
o Blue-winged goose (Cyanochen cyanoptera)<br />
• Eurasian bird spp. breeding sites<br />
o Red-billed chough (Pyrrhocorax pyrrhocorax)<br />
o Golden eagle (Aquila chrysaetos)<br />
o Ruddy shellduck (Tadorna ferruginea)<br />
• Raptor spp.<br />
o Bearded vulture (Gypaetus barbatus)<br />
o Steppe eagle (Aquila nipalensis)<br />
o Tawny eagle (Aquila rapax)<br />
o Verreaux’s (black) eagle (Aquila verreauxii)<br />
• Other bird spp.<br />
o Wattled crane (Grus carunculatus)<br />
• Endemic rodent spp.<br />
o Giant molerat (Tachyoryctes macrocephalus)<br />
Section C – Ecological Management Programme 35
PEC Co-occurring Ecosystem Components<br />
Afroalpine (cont.) o Blick’s grass rat (Arvicanthis blicki)<br />
o Harsh-furred rat (Lophuromys melanonyx)<br />
• Endemic mammals spp.<br />
o Ethiopian wolf<br />
o Starck’s hare (Lepus starcki)<br />
• Afroalpine plant spp.<br />
o Lobelia rynchopetalum<br />
o Helichrysum spp.<br />
o Grasses and shrubs<br />
Mountain nyala<br />
(Tragelaphus buxtoni)<br />
Ethiopian wolf<br />
(Canis simensis)<br />
The PECs for BMNP cover various spatial scales and levels of biological organisation of a<br />
functioning ecosystem, from processes operating at the landscape and ecosystem level, to<br />
components representing the community level and, finally, species themselves (Table C2). For<br />
each PEC, a number of defining Key Ecological Attributes (KEAs, Table C2) have been identified<br />
for each. KEAs are the ecological features that most clearly define or characterise the PEC, limit its<br />
distribution, or determine its long-term viability. These KEAs are generally attributes of biological<br />
composition, spatial structure, abiotic or biotic processes, or ecological connectivity. The KEAs<br />
also provide a basis for developing a monitoring plan to improve our understanding of the PECs,<br />
their ecological functioning, and any threats to their integrity and long-term viability. Thresholds of<br />
Potential Concern (TPCs) will be developed for each KEA so as to identify when management<br />
actions are required to restore a PEC/KEA to its desired state. For example, TPCs for BMNP might<br />
identify the maximum sediment load for the hydrological system or minimum population sizes for<br />
Ethiopian wolves and mountain nyala. If such thresholds are reached management interventions<br />
will be triggered.<br />
Table C2: Principal Ecosystem Components in <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Principal Ecosystem Level of Ecological Key Ecological Attributes<br />
Component<br />
Organisation<br />
o Water flow<br />
o Water retention of vegetation<br />
1. Hydrological System System<br />
and soil<br />
o Water quality<br />
o Wetland extent and dynamics<br />
o Forest cover<br />
o Forest structure<br />
2. Harenna Forest<br />
o Forest fragmentation<br />
o Indicator species diversity,<br />
distribution and abundance<br />
o Erica structure and distribution<br />
3. Erica forest and shrub<br />
Community<br />
o Indicator species (amphibian<br />
and bird) diversity, distribution<br />
and abundance<br />
o Indicator species diversity,<br />
distribution and abundance<br />
4. Gaysay grasslands<br />
o Wetland quality and dynamics<br />
o Plant composition and<br />
distribution<br />
Section C – Ecological Management Programme 36
Principal Ecosystem<br />
Component<br />
5. Hagenia / Juniper woodlands<br />
6. Afroalpine<br />
7. Mountain nyala<br />
8. Ethiopian wolf<br />
Ecosystem Threats<br />
Level of Ecological<br />
Organisation<br />
Community<br />
Species<br />
Key Ecological Attributes<br />
o Woodland area, extent and<br />
fragmentation<br />
o Tree composition and structure<br />
o Indicator species diversity,<br />
distribution and abundance<br />
o Rodent and bird diversity and<br />
abundance<br />
o Indicator species diversity,<br />
distribution and abundance<br />
o Wetlands quality and dynamics<br />
o Plant composition and<br />
distribution<br />
o Population size, structure and<br />
distribution<br />
o Habitat availability<br />
o Genetic diversity<br />
o Population size, structure and<br />
distribution<br />
o Prey abundance and distribution<br />
o Genetic diversity<br />
A threat, for the purposes of this GMP, is defined as any factor, resulting either directly or indirectly<br />
from human activities (legal or illegal), that has the potential to destroy, degrade, or impair a PEC<br />
or its KEAs in the next 10 years. Threats were assessed according to their severity (level of<br />
damage), permanence (potential for permanent damage/loss) and geographic extent, with an<br />
overall threat ranking then given by the working group (Table C3).<br />
During the threat analysis, several threats were identified as affecting more than one PEC. A threat<br />
matrix was developed to shows which threats are cross-cutting and to depict their overall threat<br />
rank for each PEC (Table C3). Pressure from agricultural expansion, livestock overstocking, over<br />
harvesting of natural resources and settlement are high level threats that are affecting a number of<br />
PECs and requires immediate management action to mitigate their negative impacts on ecosystem<br />
health. These are dealt with in the SNRM Programme. Some threats (e.g. disease, dogs,<br />
disturbance, insularity) also spanned both mountain nyala and Ethiopian wolves, the two BMNP<br />
species identified as Principal ecosystem components. Management actions developed to address<br />
these threats would improve the long-term viability of both species.<br />
Prioritisation of these threats, based on their overall threat rank, guides the 3-year action plan for<br />
this programme, the ecological monitoring plan for BMNP. It also guides the SNRM Programme<br />
which addresses the human-associated activities that are posing the greatest threat to ecosystem<br />
health and function and creating a strategic framework for dealing with those threats.<br />
Section C – Ecological Management Programme 37
Table C3: Threats to BMNP Principal Ecosystem Components<br />
Agriculture expansion<br />
Livestock overstocking<br />
Wood extraction<br />
Fire<br />
Settlement<br />
Unsustainable harvesting of<br />
non-timber NR, e.g. bamboo,<br />
grass, coffee, sport-hunting<br />
Poaching, persecution, and/or<br />
human disturbance<br />
Disease<br />
Trampling of vegetation and<br />
track formation by livestock<br />
and/or vehicles<br />
Negative environmental<br />
impacts of infrastructure<br />
development, e.g. quarrying,<br />
building, road kill, litter<br />
Alien and invasive spp., e.g.<br />
dogs, plants, others<br />
Small populations and<br />
insularity, e.g. loss of genetic<br />
diversity, demographic and<br />
environmental stochasticity<br />
Hydrological<br />
system<br />
Harenna<br />
forest<br />
Erica forest<br />
and shrub<br />
Gaysay<br />
grasslands<br />
Hagenia/Juniper<br />
woodland<br />
Afroalpine<br />
Mountain<br />
nyala<br />
Threat Level Key<br />
Threat level Severe = 4 High = 3 Moderate = 2 Low = 1<br />
Ethiopian<br />
wolf<br />
a. Severity and permanence of<br />
Destroying or Seriously degrading the Moderately degrading the Slightly impairing the PEC<br />
degradation<br />
eliminating the PEC<br />
PEC<br />
PEC<br />
b. Geographic extent Very widespread Widespread Localised Very localised<br />
Overall threat level (a + b) Severe (7 – 8) High (5 – 6) Moderate (3 – 4) Low (1-2)<br />
Hashed lines indicate that the status of the threat is unknown - research to understand and assess the severity of the threat should be undertaken.<br />
Section C – Ecological Management Programme 38
Ecological Management Programme 10-Year Objectives<br />
Threats due to<br />
unsustainable<br />
natural resource<br />
use reduced<br />
mitigated in<br />
association with<br />
the SNRMP<br />
Fire extent,<br />
frequency and<br />
intensity<br />
managed<br />
Objective 1<br />
Human associated threats to BMNP<br />
Priority Ecosystem Components<br />
and their Key Ecological Attributes<br />
mitigated through active<br />
management<br />
Healthy wildlife<br />
populations<br />
maintained and<br />
threats<br />
to population<br />
viability<br />
mitigated<br />
Programme Purpose:<br />
The diversity of ecological processes and<br />
species across the altitudinal range of the <strong>Bale</strong><br />
<strong>Mountains</strong> better understood and maintained<br />
using best practice monitoring and research<br />
techniques that feedback into adaptive<br />
management<br />
Alien and<br />
invasive species<br />
managed to<br />
mitigate<br />
negative impacts<br />
on ecosystem<br />
health<br />
Ecosystem<br />
health reestablished<br />
through<br />
restoration<br />
where necessary<br />
Objective 2<br />
Management-orientated<br />
monitoring and research of<br />
Priority Ecosystem Components<br />
and Key Ecological Attributes<br />
carried out<br />
Ecosystem health<br />
monitored and<br />
feedback<br />
provided into<br />
management<br />
action<br />
Understanding<br />
of the BMNP<br />
ecosystem<br />
strengthened<br />
Figure C1: Logical framework for the Ecological Management Programme, including the programme<br />
purpose, objectives, and specific objectives.<br />
The following two objectives provide the framework for achieving the programme purpose:<br />
1. Human associated threats to BMNP Principal Ecosystem Components and their Key<br />
Ecological Attributes mitigated through active management<br />
2. Management-orientated monitoring and research of Principal Ecosystem Components<br />
and Key Ecological Attributes carried out<br />
A series of 10–year management specific objectives and associated actions have been formulated<br />
for these management objectives, which are described below. In addition, a brief description of the<br />
relevant management issues or challenges is included, providing justification for the actions.<br />
A feedback loop (Fig. C2) between the two objectives, dealing with management action and<br />
monitoring/research, forms the basis for adaptive management of the BMNP ecosystem to achieve<br />
both the EM/SNRM Programmes and the park purpose. The 3-year action plan for the Ecological<br />
Management Programme, which lists the activities, input requirements, priorities, responsibilities<br />
and timeframe for carrying out the actions, is included in Section H.<br />
Section C – Ecological Management Programme 39
Priority Ecosystem<br />
Components<br />
Key Ecological<br />
Attributes<br />
restoration<br />
biodiversity health<br />
Objective 1<br />
Management actions<br />
to mitigate threats<br />
adaptive management<br />
Objective 2<br />
Monitoring /research:<br />
Basis for adaptive<br />
management<br />
Figure C2: Adaptive Management Framework<br />
Threats<br />
Direct/ indirect results<br />
of human activities<br />
threat reduction<br />
threat status<br />
Objective 1: Human associated threats to BMNP Principal<br />
Ecosystem Components and Key Ecological Attributes<br />
mitigated through active management<br />
The first objective deals with the ecological management necessary to mitigate human associated<br />
impacts on the BMNP exceptional resource values, through active management that should<br />
maintain (or restore) the desired state of the PECs and KEAs. Some of these threats, (e.g.<br />
agriculture, unsustainable resource use, settlement) are dealt with specifically in the Sustainable<br />
Natural Resource Management Programme (SNRM). However, other specific objectives with<br />
actions are outlined that deal with other priority threats that require immediate mitigation as well as<br />
PEC/KEA restoration once threats are reduced. The importance of carrying out each action,<br />
according to the threat level, is reflected in the priority rankings assigned to each action in the 3year<br />
action plan (Section H). Actions to mitigate threats given a low or even medium ranking are<br />
unlikely to be completed in the first 3 years.<br />
Specific objective 1.1: Threats due to unsustainable natural resource use<br />
reduced in partnership with other programmes<br />
Human settlement, livestock overstocking, agricultural expansion and wood extraction resulting<br />
from immigration and population growth are those that are currently considered the most severe<br />
and widespread and, hence, the most destructive to ecosystem health in BMNP. The Sustainable<br />
Natural Resource Management Programme (SNRMP) has been specifically developed to address,<br />
in partnership with resource users, these particular human impacts on ecosystem health in BMNP.<br />
Building partnerships for the management of resource use and the capacity to manage such<br />
partnerships are also outlined in the <strong>Park</strong> Operations and Outreach Programmes. The actions in<br />
the EM Programme ensure that ecological input is provided for the management actions that are<br />
developed and implemented. In particular, natural resource management agreements between<br />
communities and BMNP must consider relevant ecological issues and the desired state of the<br />
PECs/KEAs and fit within the ecological prescriptions for park zonation.<br />
Section C – Ecological Management Programme 40
Action 1.1.1: Ensure park zonation scheme considers ecological prescriptions<br />
Action 1.1.2: Provide ecological input to support actions other programmes that will<br />
reduce threats to PECS and KEAs<br />
Specific objective 1.2: Fire extent, frequency and intensity managed<br />
Historically, fire in the <strong>Bale</strong> <strong>Mountains</strong> is likely to have been a natural feature of the Erica forest<br />
and Hagenia/Juniper woodland and may be a requisite for Hagenia woodland regeneration. In<br />
addition, Erica shrub fires have probably been set by people for over 5000 years, in the belief that<br />
fire stimulates the growth of new grass for cattle feeding (Miehe and Miehe, 1994). Keeping Erica<br />
height low also improves access, visibility and security for pastoralists and reduces predation risk<br />
for livestock. However, the natural fire system is no longer functioning in the ecosystem due to<br />
human population growth and consequent habitat fragmentation, loss, and degradation. As a<br />
result, uncontrolled fire now represents a serious threat to the Erica forest and shrub. For example,<br />
frequent and unmanaged fire is now a key factor affecting Erica growth, with increased grazing<br />
pressure limiting regeneration after fire. Forest fires are also a potential high risk to the Harenna<br />
forest, for example, when started in association with honey harvesting or slash and burn<br />
cultivation, as these fires frequently get out of control (Brown 1966). Such uncontrolled fires could<br />
potentially affect the whole forest with devastating impact.<br />
A number of actions have been formulated in order to ensure that the extent, frequency and<br />
intensity of fire are appropriately managed within BMNP, while acknowledging that fire has a role in<br />
ecosystem function.<br />
Action 1.2.1: Develop and implement fire management plan<br />
A fire management plan will be developed that outlines the desired and acceptable frequency of<br />
fire and mechanisms to combat the threat from fire where necessary. Where fire may be a natural<br />
and necessary part of the ecosystem functioning, managed burning may need to undertaken by<br />
the park in order to achieve the desired state of certain PECs or KEAs. For instance, managed<br />
burning may be necessary in the Hagenia/Juniper woodlands where fire is probably necessary for<br />
tree regeneration. In other areas, fire may need to be controlled to prevent severe habitat<br />
destruction. A deeper understanding of the role and impact of fire on the ecosystem is necessary<br />
to establish an appropriate fire management plan, and this will be achieved under Objective 2.<br />
Action 1.2.2: Strengthen infrastructure, services, and human capacity for fire<br />
monitoring and control<br />
The infrastructure, services, and human capacity for fire monitoring and response will be outlined<br />
in the fire management plan to be developed under Action 1.2.1 and over the course of this GMP,<br />
a strong capacity for monitoring and controlling fire will be built. However, the development and<br />
implementation of a comprehensive fire plan is unlikely to be achieved within the first 3-year action<br />
plan and some immediate activities should be undertaken to strengthen the park’s ability to monitor<br />
and respond to fire outbreaks. Local fire monitoring, prevention and control committees were<br />
formed in kebeles in the forest area with the support of WWF-DGIS, but it is not clear if these are<br />
still operational. This will be clarified and, if feasible, incorporated into a fire monitoring system for<br />
BMNP. Several global datasets on fire activity are also available from remote sensing data that<br />
offer other options for fire mapping and monitoring in conjunction with ground surveys. Databases<br />
should be developed to enable analyses of the seasonality, timing, and inter-annual variation in fire<br />
incidence and biomass burned in BMNP over the long-term. BMNP can also work with honey<br />
gatherers and farmers to minimise the use of fire in Harenna forest. Other options for fire<br />
monitoring need to be explored that include options using remote sensing, community-based<br />
monitoring, ranger based monitoring, and other fire surveillance strategies.<br />
Section C – Ecological Management Programme 41
Specific objective 1.3: Healthy wildlife populations maintained and threats to<br />
population viability mitigated<br />
Ensuring viable plant and animal populations is a critical part of maintaining ecosystem health.<br />
Throughout the world, active management is often necessary to maintain viable wildlife<br />
populations, when reduced by human-induced pressures (e.g. disease, disturbance, habitat<br />
fragmentation, etc.) and prevent them entering extinction vortices. Less often, active management<br />
is used to prevent populations reaching high numbers that strain ecosystem balance (e.g.<br />
maintaining corridors for dispersal, removing invasive species) and restoring populations after<br />
large perturbations to the ecosystem.<br />
A number of endangered species occur in BMNP and two (Ethiopian wolves and mountain nyala),<br />
with current knowledge, have been identified as PECs because they are subject to specific threats<br />
that will not be mitigated by the conservation of their resource base and other PECs. Such threats<br />
include dogs, diseases and over-hunting. Specific management actions have been drawn up to<br />
mitigate these threats, as outlined below.<br />
Action 1.3.1: Develop and implement dog control policy, management procedures<br />
and action plan<br />
Direct predation and attacks by dogs pose a threat to a number of wildlife populations, including<br />
rodents, mountain nyala, Menelik’s bushbuck and other antelope species (especially young calves)<br />
in the Gaysay grasslands and Hagenia/Juniper woodlands. Infectious diseases (e.g. rabies and<br />
canine distemper) transmitted from dogs are also the greatest immediate threat to Ethiopian wolf<br />
survival (see below) and will be dealt through this action and Action 1.3.2. that deals specifically<br />
with wildlife disease management. Dogs also pose a threat to Ethiopian wolves though competition<br />
as rodent predators and hybridization.<br />
Ethiopian legislation dictates that domestic dogs should not be allowed to freely wander away from<br />
homesteads, although such legislation is rarely enforced. The BMNP dog control, backed up by<br />
park rules and regulations that concern dogs, will be conveyed to all park staff and the capacity<br />
and equipment to implement and enforce them will be put in place. An understanding of the BMNP<br />
dog control policy and associated rules among park users is also critical and will be built in<br />
partnership with the Ethiopian Wolf Conservation Programme (EWCP), and CO and SNRM<br />
Programmes.<br />
A BMNP policy for dog control in the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>.<br />
WHEREAS, BMNP hosts the largest remaining viable populations (>50% of their global individuals) of the<br />
endemic and endangered Ethiopian wolf and mountain nyala, and these species of global conservation<br />
concern are facing direct and indirect threats caused by domestic dogs.<br />
WHEREAS, domestic dogs present within and immediately around the Ethiopian wolves’ range pose three<br />
main threats to the wolves: transmission of canid diseases (rabies & canid distemper), hybridisation of male<br />
dogs with female wolves and competition for food; where repeated epidemics have caused up to 75% of<br />
mortality in sub-populations of wolves, including the years 1990, 1991, 2003 and 2005.<br />
WHEREAS, domestic dogs are a direct threat to mountain nyalas through the killing of their young; it is<br />
estimated that over 10 mountain nyala calves and also calves of other ungulates are killed by domestic dogs<br />
from in and around Dinsho town.<br />
WHERE AS, the ever-increasing human and domestic dog populations in and around the core ranges of<br />
these threatened wildlife species mean that the detrimental impact of domestic dogs is equivalently<br />
increasing. Apart from impacting on the population dynamics of these wild species and thus increasing their<br />
extinction risk, dogs, as the reservoir for rabies, are also responsible for economic losses from livestock<br />
mortality from rabies and are of public health concern due to rabies and other diseases.<br />
Section C – Ecological Management Programme 42
WHERE AS, linked to the rabies outbreak among the Ethiopian wolves in 2003, the then Oromia Rural Land<br />
and Natural Resources Administration Authority authorized the park office to destroy any roaming dogs<br />
found with in Ethiopian wolf range, in order to minimise the risk of further rabies transmission. However, it<br />
was not clearly stated whether the policy applied thereafter.<br />
WHERE AS, understanding the seriousness of the impact of domestic dogs in BMNP at present and its<br />
potential in the future, BMNP urgently needed to clearly define its dog control policy in order to protect both<br />
wildlife and local communities and obtain appropriate approval.<br />
The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> Dog Control Policy is hereby formulated as follows:<br />
Part one<br />
General<br />
Short title<br />
This local policy may be cited as “Local policy to provide for the dog control in and around the <strong>Bale</strong><br />
<strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> Policy<br />
Definition<br />
Unless the context otherwise requires, in this policy:<br />
‘Bureau’ means the Agriculture and Rural Development Bureau of Oromia.<br />
‘<strong>National</strong> <strong>Park</strong>’ means the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
'Zones administrators' means the <strong>Bale</strong> zone and West Arsi zone administration<br />
‘Woreda’ means any relevant woreda found encircling BMNP<br />
‘Kebeles’ means any smaller unit of woredas<br />
‘Dog’ means any owned, semi-feral and feral dogs found in BMNP<br />
‘Person’ means any natural person<br />
‘Dog owner’ means any person who possesses dog/s<br />
‘Dog control’ means reducing the number of owned, semi- feral and feral dogs either through vaccination,<br />
education or humanely destroying in order to reduce their threats.<br />
‘Local institution’ means any government or non-governmental institutions, such as police, judiciary, woreda<br />
administration and kebele administration offices, as well as schools, mosques and churches.<br />
‘Conservation partners' means any governmental or non-governmental organizations working together with<br />
the <strong>National</strong> <strong>Park</strong> office to secure the future betterment of the park resources<br />
Part Two<br />
Ownership and controlling of domestic dogs in and around the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Ownership<br />
Without prejudice to the overall provision of the Regional Bureau BMNP, or conservation partners thereof,<br />
BMNP may provide technical assistance to the dog owners towards the husbandry of healthy and harmless<br />
dogs.<br />
Dog owners shall have the duty to:<br />
Notify the <strong>National</strong> <strong>Park</strong>, or conservation partners thereof, of the incidence of dog diseases and wildlife killed<br />
by dogs.<br />
Take necessary measures to ensure that his/her dog/s is /are free of diseases<br />
Take necessary measures to ensure their dogs are restricted to their homesteads<br />
Implement the overall directives issued by the <strong>National</strong> <strong>Park</strong>, or conservation partners thereof, pertaining to<br />
dog population control and prevention of canid diseases as well as issues of problem dogs<br />
4. Dog control<br />
The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> office, or conservation partners thereof, when deemed necessary:<br />
A. May vaccinate, castrate male or destroy domestic dogs in BMNP, with the objective of<br />
Minimising the potential for canid disease spread between domestic dogs or from domestic dogs to Ethiopian<br />
wolves<br />
Minimise the genetic erosion of the Ethiopian wolf due to the hybridisation between male dogs and female<br />
wolves.<br />
Reduce the competition for food existing between domestic dogs and the Ethiopian wolf<br />
Reduce mortality of ungulate calves, particularly those of mountain nyala<br />
Section C – Ecological Management Programme 43
Minimise the socio-economic costs to local communities (loss of human life and their associated livestock)<br />
from rabies and other canid diseases<br />
C. Shall issue vaccination certificate for dog owners<br />
D. Shall conduct education campaigns to encourage responsible dog ownership and improved dog and<br />
human health<br />
E. Shall facilitate any scientific studies on any aspects of domestic dogs<br />
Part Three<br />
5. Miscellaneous provisions<br />
Dogs are only allowed in the Conservation and Sustainable Natural Resource Management Zone<br />
(C&SNRMZ) with written permission from BMNP under Natural Resource Management Agreements.<br />
Only female dogs or castrated male dogs may be owned in the C&SNRMZ<br />
No more than two dogs can be owned per house hold in the C&SNRMZ additional dogs must be removed<br />
from the park or destroyed.<br />
Dogs in the C&SNRMZ must be restricted to the homestead.<br />
Any dogs, whether owned or feral, more than 100m from settlements will be destroyed.<br />
Every dog in the C&SNRMZ must be registered and vaccinated and dog owners must produce a vaccination<br />
certificate on request and maintain effective vaccination status.<br />
6. Prohibited activities<br />
1. Dogs are not allowed in the Conservation Zone.<br />
2. Dog owners in the C&SNRMZ shall not<br />
Possess more than the officially specified number of dogs<br />
Allow their dogs to stray more than 200m from their homestead<br />
3. Be permitted to keep unvaccinated dogs unless they are puppies below the age of 3 months<br />
4. Any contact between wildlife and domestic dogs must be prevented.<br />
7. Duty of Cooperation<br />
Any person has a duty of cooperation with the <strong>National</strong> <strong>Park</strong>, or the appropriate conservation partners<br />
thereof, or the appropriate local body, in the implementation of this policy, regulations and directives issued<br />
in accordance with this policy.<br />
8. Penalty<br />
Violators of article (6) of this policy will be punished with imprisonment not exceeding 3 years or with fine not<br />
exceeding ETB 7500 or both.<br />
9. Effective Date<br />
This policy shall enter in to force on the date of endorsement and approval by the OARDB in the BMNP GMP<br />
and other relevant stakeholders.<br />
Action 1.3.2: Develop and implement wildlife disease management policy and action<br />
plan<br />
Diseases pose a significant threat to a number of species in BMNP including Ethiopian wolves,<br />
mountains nyala and amphibians. Disease surveillance and management currently undertaken by<br />
the EWCP confirm that at least two, possibly three, outbreaks of rabies and one, possibly two,<br />
outbreaks of canine distemper have occurred in the <strong>Bale</strong> Ethiopian wolf population in the last 15<br />
years (Sillero-Zubiri et al. 1996, Laurenson et al. 1998, Randall et al. 2004, EWCP 2006). These<br />
outbreaks have each caused devastating 50-76% mortality in affected subpopulations and result in<br />
population bottlenecks that reduce genetic diversity (Randall 2006). Population viability analyses<br />
also suggest that outbreaks of this severity and frequency substantially increase the probability of<br />
extinction among Ethiopian wolves (Haydon et al. 2002, 2006).<br />
Currently BMNP management has no expertise to monitor disease incidence in/around BMNP or to<br />
detect or respond to disease outbreaks among wildlife and it is unlikely that human or financial<br />
resources will be available within park management to significantly develop this capacity in the<br />
near future by, for example, setting up a veterinary unit within BMNP. However, there is still scope<br />
to strengthen some existing disease surveillance and management systems and to develop others.<br />
The EWCP has been attempting to control the spread of diseases from dogs to Ethiopian wolves<br />
Section C – Ecological Management Programme 44
for some time on behalf of BMNP, yet this has not been fully integrated with BMNP staff and<br />
management plans. A comprehensive dog disease management policy and action plan will be<br />
formulated and agreed to by all stakeholders so that they work together to monitor disease<br />
incidence in and around BMNP and mitigate current disease threats. BMNP will also facilitate<br />
feasibility studies and liaise with external experts to assess other disease management options,<br />
particularly those using oral vaccines for dogs and Ethiopian wolves. Outside local, zonal, federal<br />
and perhaps international expertise should be used to draw up simple systems and procedures for<br />
BMNP to detect, monitor and manage disease. Severe outbreaks of livestock disease are also<br />
regularly reported on regional radio, and these should serve as a trigger for increasing wildlife<br />
surveillance. Relevant procedures for disease surveillance (including post-mortem analysis and<br />
sample handling) should be implemented to ensure compliance with BMNP Health and Safety<br />
Regulations.<br />
Action 1.3.3: Promote sustainable mountain nyala sport hunting around BMNP<br />
There are three mountain nyala hunting blocks around BMNP for which annual hunting quotas are<br />
set by the federal Wildlife Conservation Department and the Oromia Regional Government.<br />
However little is known about movement and dispersal patterns between BMNP and hunting<br />
blocks and this research is a priority deal with under Objective 2. Furthermore the history of<br />
mountain nyala population declines in other hunting blocks in Ethiopia (Malcolm and Evangelista,<br />
2005) it is critical that sport hunting does not have a detrimental impact on mountain nyala<br />
population viability within BMNP, which is a likely source population for hunted populations<br />
adjacent to the park. Currently, BMNP has minimal input into activities that lead to the<br />
determination of quota levels and policies for sustainable sport hunting. Activities to strengthen<br />
BMNP role as an active stakeholder in mountain nyala sport hunting will be undertaken, including<br />
improving the park’s link with WCD, Oromia, agencies, companies, and projects involved with sport<br />
hunting. This action is considered a priority for mountain nyala conservation within BMNP and<br />
nationally.<br />
Specific objective 1.4: Alien and invasive species managed to mitigate<br />
negative impacts on ecosystem health and proper ecosystem function<br />
Alien and invasive species can seriously degrade communities and ecosystems as they can outcompete<br />
native species and permanently alter community composition and structure. Alien species<br />
are known to occur in BMNP (e.g. along the main road in Harenna forest, I. Rushworth, pers.<br />
comm.), although little is know about their distribution and impact and thus the degree of threat is<br />
typically perceived to be low. Other alien species, such as dogs and cats, also threaten wildlife<br />
populations through intensive predation of native species, particularly birds and small mammals,<br />
although dogs are also known to prey on young antelope calves (see Action 1.3.1). An<br />
understanding of which alien and invasive species are of greatest concern will be a research<br />
priority under Objective 2, and will feed back into the actions in this section.<br />
Action 1.4.1: Train all park staff and partners in identification of alien species<br />
As a first step to managing alien species, park and monitoring staff should be readily able to<br />
recognize and identify alien and invasive species. Priority alien and invasive species lists with<br />
appropriate pictures and descriptions, identified under research in Objective 2, will be provided to<br />
all park staff, and will be regularly updated with new any information. Systems and databases for<br />
regular reporting of sighting locations of alien species will be developed and integrated into park<br />
monitoring, community-based monitoring (under the SNRM Programme), and ranger-based<br />
monitoring.<br />
Action 1.4.2: Develop and implement strategy for alien species control in BMNP<br />
A strategy will be developed to control the extent of alien and invasive species in BMNP and<br />
mitigate any potential negative impacts of alien and invasive species. In some cases, alien and<br />
invasive species will need to be completely removed from the park while others may be relatively<br />
benign, causing little or no impact on ecosystem health.<br />
Section C – Ecological Management Programme 45
Specific objective 1.5: Ecosystem health re-established through restoration<br />
where necessary<br />
Given the extent of human pressures currently impacting on the BMNP ecosystem, some habitats<br />
are severely degraded and will require restoration to achieve the desired state of some PECs and<br />
KEAs. The SNRM Programme has the responsibility to establish sustainable resource use in<br />
partnership with communities. Those actions will almost certainly precede any restoration efforts<br />
under the EM Programme and, in some cases, the actions will need to be undertaken in<br />
partnership with communities themselves.<br />
Action 1.5.1: Develop and implement management actions for erosion control and<br />
watershed restoration where necessary<br />
Habitat degradation and erosion caused by livestock overstocking and other factors pose a<br />
particular risk to the BMNP watershed. Dense vegetation in marshy areas retains and releases<br />
rainfall water slowly, providing a natural flow regulation system. Grazing in these marshy areas,<br />
which are particularly high in the dry season, increases soil compaction, habitat degradation, and<br />
erosion. This impedes the proper functioning of the hydrological system of the <strong>Bale</strong> <strong>Mountains</strong> and<br />
potentially leads to increased flooding in the wet season and decreased dry season river flow. This<br />
will have disastrous consequences BMNP, local communities, and downstream users. The SNRM<br />
will deal specifically with reducing the impact of grazing on ecosystem health, but in some cases<br />
restoration may be required to remediate degradation when it is unlikely to occur naturally.<br />
Action 1.5.2: Undertake habitat restoration where necessary<br />
Some areas of the Harenna forest have undergone vast habitat alteration and degradation due to<br />
settlement and cultivation. The SNRM Programme will deal specifically with reducing threats<br />
associated with human settlement, agriculture and unsustainable resource use. Restoration will<br />
need to be undertaken in areas where the forest is unlikely to return to its desired state, even after<br />
these threats are removed. This Action will be coordinated with the SNRM Programme, which has<br />
the responsibility to facilitate natural resource management systems that will remove these humanassociated<br />
threats and enable habitat restoration in some areas.<br />
Objective 2. Management-orientated monitoring and research<br />
of Principal Ecosystem Components and Key Ecological<br />
Attributes carried out<br />
Ideally, the functioning of the <strong>Bale</strong> ecosystem should be fully understood, the status of the PECs<br />
and their KEAs should be known and the threat levels should be comprehensively identified and<br />
monitored. This knowledge can be used to make informed management decisions in order to meet<br />
the park’s objectives and thus a fully adaptive management system would be operational. Although<br />
this knowledge is not currently available in BMNP, a framework has been drawn up in this GMP to<br />
assess the severity of potential threats where these are unknown, to monitor the ecosystem’s<br />
health, and to ensure that the most important applied research that will inform management<br />
decisions and increase the park’s knowledge base will be carried out.<br />
Specific objective 2.1: Ecosystem health monitored and feedback into<br />
management action provided<br />
A plan has been developed for monitoring the health of the <strong>Bale</strong> <strong>Mountains</strong> ecosystem within the<br />
<strong>National</strong> <strong>Park</strong>, based on developing protocols for monitoring the desired state of the KEAs for each<br />
PEC. Threats will also be monitored under the same plan, since these are an integral facet of<br />
ecosystem health and can impede any management actions for maintaining ecosystem health.<br />
Section C – Ecological Management Programme 46
Given the limited human and financial resources available to BMNP, monitoring of threats<br />
classified as severe or high are prioritised. The actions under this specific objective are design to<br />
ensure the development and implementation of a comprehensive and scientifically robust<br />
monitoring programme in BMNP that will monitor ecosystem health and feedback into adaptive<br />
management and the actions outlined in Objective 1 of this programme.<br />
Action 2.1.1: Develop and implement protocols for collecting data on PECs, KEAs<br />
and threats as per monitoring plan and priority setting<br />
Formulation of the GMP revealed that there were few detailed data on the PECs and KEAs,<br />
despite the substantial and growing recognition of the exceptional biodiversity and important<br />
ecosystem processes of BMNP. Furthermore, there are few, if any, systematic processes in place<br />
to document and evaluate the severity of many of the threats identified in this programme.<br />
Developing and implementing the necessary protocols to gather systematic baseline data on<br />
PECs, KEAs, and threats is a priority to meet this sub-objective, as well as carrying out ongoing<br />
monitoring. From these data, trends can be assessed, management effectiveness can be<br />
evaluated and adaptive management can be put into practice.<br />
Current BMNP resources prohibit the full monitoring plan (Appendix 1) from being implemented<br />
immediately or in the very near future. Therefore, an annual prioritisation process, particularly as<br />
management actions reduce threat levels, is required for the annual implementation of the<br />
monitoring activities in BMNP, to enable this to feed into prioritisation of BMNP management<br />
action. For example, monitoring of factors affecting Erica regeneration and regeneration in the<br />
Hagenia/Juniper woodlands and Harenna forest were identified by the working group as priorities.<br />
Where threats are poorly understood, activities to collect further data are included to enable<br />
identification and prioritisation of any management action required. Therefore, annual monitoring<br />
activities should fill knowledge gaps on PECs, KEAs, Thresholds of Potential Concern (TPCs – see<br />
Action 2.1.2 under Specific Objective 2.2 below), and threats. Furthermore, new tools and<br />
techniques will need to be incorporated into the monitoring plan and protocols as knowledge and<br />
expertise are acquired.<br />
Action 2.1.2: Assess and prioritise threats to PECs and KEAs annually based on<br />
monitoring data and research findings and inform management actions in this and<br />
other programmes<br />
The park ecologist should be up to date with research and monitoring outputs from BMNP, or other<br />
similar ecosystems, and thus be determining the priorities for management action in this<br />
programme (Action 2.1.4 and management actions under Objective 1) and other programmes<br />
(SNRM, PO, and OR) With data on ecosystem health accruing from the implementation of the<br />
BMNP monitoring plan, regular reviews and assessments of these data will be required, as part of<br />
the adaptive management process depicted in Figure C2.<br />
Action 2.1.3: Implement ranger based monitoring (RBM)<br />
Ranger based monitoring can be an effective means of collecting data from all parts of the park on<br />
an ad hoc basis while scouts are on patrol. This model has been used in other parks (e.g. North<br />
Luangwa <strong>National</strong> <strong>Park</strong>, Zambia) and thus BMNP can review potential models and data collection<br />
protocols. In brief, simple but valuable data will be collected by scouts on incidents such as animal<br />
carcasses, tree cutting, fire, wildlife sightings, etc. Scout will be trained in basic data collection<br />
skills and field techniques, including the use of GPS and binoculars, and provided with data sheets<br />
during patrols. Data collection will be checked regularly to ensure the data are reliable and<br />
accurately recorded for ease of analysis. A database system will also be set up for data entry,<br />
storage and analysis.<br />
Specific objective 2.2: Understanding of the BMNP ecosystem strengthened<br />
Currently, the state of knowledge of the BMNP ecological processes, species and threats is low<br />
and most management decisions have to be made with preliminary rather than detailed or expert<br />
Section C – Ecological Management Programme 47
knowledge. For example, knowledge of the relationship between livestock grazing, rodents and<br />
Ethiopian wolves and other predators is crucial in determining what livestock carrying capacities<br />
are sustainable in the Afroalpine, yet this information is not currently available. Similarly, the impact<br />
of wildlife grazing and browsing on tree regeneration is unknown. Furthermore, work to assess the<br />
suitability of the chosen PECs and Thresholds of Potential Concern (TPCs, see below) is important<br />
to assess whether these components do achieve the desired aim of monitoring and maintaining an<br />
intact and functioning ecosystem where all components are in their desired state.<br />
Action 2.2.1: Assess suitability of Principal Ecosystem Components as basis for<br />
the Ecological Management Programme<br />
The PECs identified in the Ecological Management Programme were selected by a working group<br />
of experts familiar with and knowledgeable about the BMNP ecosystem and the park’s exceptional<br />
resource values. Nevertheless, new knowledge and data will be acquired as part of the EM<br />
programme that will enable the PECs to be continuously evaluated as to whether the represent the<br />
whole ecosystem. This process feeds readily into adaptive management, a key component and<br />
guiding principle of the Ecological Management Strategy. A systematic review process will be<br />
undertaken as new information is accrued to assess whether the PECs/KEAs effectively and<br />
exhaustively represent the BMNP ecosystem, including its biodiversity and ecosystem processes.<br />
Action 2.2.2: Improve understanding of the desired state of all PECs and KEAs to<br />
identify Thresholds of Potential Concern (TPCs) for monitoring and management<br />
The underlying objective of the monitoring plan is to identify changes in the desired state of<br />
ecosystem components and identify the causes of those changes, be they natural or humaninduced.<br />
For this, it is necessary to improve our understanding of ecosystem function, ecosystem<br />
processes, and ecosystem dynamics in order to identify “Thresholds of Potential Concern” (TPC)<br />
for each PEC and its associated KEAs. Whilst it is not anticipated that such thresholds can be fully<br />
developed within the first 3-year action plan, progress towards identifying TPCs for each KEA will<br />
be achieved through knowledge and data collected as part of the research and monitoring actions<br />
outlined under this objective. A prioritised research list will be maintained (Action 2.3.2) and<br />
research by external institutions will be promoted in BMNP to assist this process. A prioritised list<br />
of research topics (Appendix 6), was drawn up both by researchers and BMNP management<br />
during the GMP planning process. However, this list is a dynamic document and will be updated<br />
regularly as different priorities emerge, new knowledge is obtained, and research is completed.<br />
Action 2.2.3: Promote and facilitate research by other national and international<br />
institutions and persons<br />
Given the current resource limitations, BMNP recognizes that it will have to rely on partners to a<br />
great extent to fulfil the purpose and objectives of the Ecological Management Programme.<br />
Research and monitoring carried out by other national and international institutions/persons will be<br />
promoted and supported within BMNP, particularly the priority research and monitoring topics<br />
maintained under this Action. The list of priority applied research topics will be circulated to<br />
external academic, conservation and research institutions by a variety of methods and research<br />
will be facilitated by BMNP management by assisting with permissions, providing facilities, support<br />
for overall logistics and/or funding applications, and other aspects where possible. This will foster<br />
strong partnerships, improve BMNP capacity for research and monitoring through knowledge and<br />
experience-sharing, and provide critical information and data to guide this programme and the<br />
SRNM Programme. A set of rules and regulations have been drawn up outlining operational<br />
guidelines for undertaking research in BMNP, ensuring exchange of information between external<br />
researchers and BMNP management (e.g. reporting and data sharing), and promoting capacitybuilding<br />
for research within BMNP wherever possible (e.g. park-researcher collaboration).<br />
Section C – Ecological Management Programme 48
Research Regulations in the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
• Researchers should report to the park office upon arrival and present both<br />
letters of permission from the relevant authorities and a copy of their<br />
research proposal. Researchers may only undertake the work for which<br />
they received letters of permission.<br />
• It is strictly forbidden to collect samples or specimens of any plant or<br />
animals without explicit letters of permission from the relevant authorities.<br />
• Researchers should also receive a letter of support from the park prior to<br />
beginning their work.<br />
• Researchers will be assigned a park liaison person with whom they will<br />
discuss their work plan and timeline before commencing the work.<br />
• Researchers should ensure that their park liaison person is kept regularly<br />
up-to-date on progress of the project and report any changes in their work<br />
plan as necessary.<br />
• Researchers should also submit written quarterly reports to their park<br />
liaison person for review and comment.<br />
• Researchers should provide BMNP with copies of any publications, theses,<br />
or other materials produced.<br />
• The <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> and any park collaborators should be<br />
acknowledged in any publications or other materials produced and offered<br />
authorship where it is considered appropriate.<br />
• Researchers must abide by all park regulations<br />
• Researchers should promote local employment and training wherever<br />
possible<br />
Section C – Ecological Management Programme 49
Sustainable Natural Resource<br />
Management Programme<br />
Section D – Sustainable Natural Resource Management Programme 51
Sustainable Natural Resource<br />
Management Programme<br />
Programme Purpose: Collaborative and adaptive management strategies<br />
implemented that ensure the sustainable use of natural resources in Conservation &<br />
SNRM Zones of the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Sustainable Natural Resource Management Programme<br />
Strategy<br />
The biodiversity and ecological processes of BMNP are being severely impacted by the expansion<br />
of human activities in and around the park and, in particular, the unsustainable use of natural<br />
resources. In order to secure the long-term future of BMNP, it is critical that a balance is struck<br />
between human needs, natural resource use, and the conservation of the exceptional resource<br />
values of BMNP. The reality of BMNP in the 21st Century is that of a multiple land use area, where<br />
the complete removal of human influence is not achievable or realistic, although the effects of<br />
recent rapid immigration are not sustainable. In the future, a desired state of affairs in BMNP is that<br />
where negative human impacts are minimal, the use of natural resources by communities is<br />
sustainable and occurring only in designated Conservation & SNRM Zones, and where settlement<br />
and land use are planned and coordinated within and outside the park.<br />
Figure D1: Permanent and seasonal households in BMNP<br />
Section D – Sustainable Natural Resource Management Programme 53
The Sustainable Natural Resource Management (SRNM) strategy provides a general statement of<br />
the policy and principles that will guide the management of natural resources in BMNP over the 10<br />
year period covered by this GMP. Much of the relevant federal and regional policy and legislation is<br />
under revision (see Appendix 3), but both current and draft documents embrace the concepts of<br />
benefit-sharing with local communities and some degree of joint involvement in management.<br />
Under current wildlife legislation governing protected areas, (Wildlife Conservation Regulations,<br />
1972) community natural resource use in parks is allowed when “such activities are used for the<br />
development and management of the park” [Article 5(2)], provided such use is “in accordance with<br />
the approved <strong>National</strong> <strong>Park</strong> management objectives” [Article 5(2)] or when “written permission for<br />
such use has been granted by the Authority [Article 22(1) of Forest and Wildlife Conservation and<br />
Development Proclamation No. 192, 1980]. Under this legislation, a ratified General Management<br />
Plan of BMNP that specifies natural resource use, combined with formal natural resource use<br />
agreements that are drawn up and signed between BMNP management and local communities,<br />
provides the legal basis for natural resource use in the park. Whilst participatory NRM has been<br />
recognised and fully legally supported in Government forest areas in Ethiopia, formal NRM<br />
systems have not yet been implemented yet within Ethiopian <strong>National</strong> <strong>Park</strong>s, thus implementing a<br />
similar system in BMNP will be ground-breaking and may present some particular challenges.<br />
A series of principles, drawn from national policy and legislation and SNRM systems elsewhere<br />
were drawn up to guide the design and implementation of the SNRM Programme.<br />
Guiding Principles<br />
• BMNP-associated communities are recognised as natural resource management partners with<br />
shared responsibility.<br />
• Natural resource use in BMNP will be negotiated, agreed and formalised under natural resource<br />
management plans and agreements.<br />
• Conservation of key biodiversity and ecological processes is the ultimate priority for BMNP<br />
management under the park purpose, thus natural resource use in BMNP must be sustainable.<br />
• Community members deemed to have natural resource management rights will have equal<br />
opportunities to access natural resources in BMNP.<br />
• Adaptive management and ‘learning by doing’ are key aspect of implementing natural resource<br />
management systems in BMNP.<br />
Sustainable Natural Resource Management Programme 10-<br />
Year Objectives<br />
The Sustainable Natural Resource Management Programme provides a framework for the<br />
development and implementation of sustainable natural resource management in BMNP. The core<br />
framework of this programme involves setting up natural resource management agreements with<br />
community management groups in designated Conservation & SNRM Zones (see <strong>Park</strong> Zoning<br />
Scheme). The actions in this programme are based upon those used in Participatory Forest<br />
Management by GTZ in the Adaba-Dodola Area and by Farm Africa/SOS Sahel elsewhere in<br />
southern Ethiopia. The models they use break down the establishment of participatory natural<br />
resource management systems into three key stages: investigation, negotiation and<br />
implementation (Farm Africa/SOS Sahel, 2007). The investigation stage involves carrying out a<br />
stakeholder analysis, assessing and mapping the natural resources and their use through<br />
participatory methods, and establishing community institutions that will manage the resources. The<br />
negotiation stage involves planning which resources can be used, how much, by whom, and how<br />
use will be managed. Subsequently, resource management plans and agreements are negotiated<br />
carefully with the concerned communities, which lay out the responsibilities of both community<br />
resource management groups and BMNP management. The agreements are based on some<br />
Section D – Sustainable Natural Resource Management Programme 54
understanding of acceptable and sustainable levels of use for particular resource types. The<br />
implementation phase then includes the development of roles/responsibilities and training, so that<br />
representatives of the resource management groups have the required skills for agreement<br />
implementation. Development and implementation of participatory monitoring, evaluation, and<br />
protection systems are also key to the overall functioning of the system, so that agreements can be<br />
reviewed and revised and, thus, adaptively managed. The details of the appropriate model for<br />
BMNP will be evaluated and determined with the support of other SNRM actors operating in the<br />
buffer zone of the <strong>Bale</strong> <strong>Mountains</strong> biosphere, such as the <strong>Bale</strong> Ecoregion Sustainable<br />
Management Project (BESMP).<br />
Objective 1<br />
Human, institutional and legal<br />
capacities established for the<br />
operation of sustainable natural<br />
resource use management<br />
systems in BMNP<br />
Programme Purpose: Collaborative and adaptive<br />
management strategies implemented that ensure the<br />
sustainable use of natural resources in Conservation<br />
& SNRM Zones of the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
Objective 2<br />
The potential for sustainable<br />
utilisation of natural resources<br />
in BMNP realised and<br />
equitable sharing of benefits<br />
ensured<br />
Objective 3<br />
Human settlement, cultivation<br />
and land use in BMNP planned,<br />
controlled and reduced<br />
Figure D2: Logical framework for the Sustainable Natural Resource Management Programme,<br />
including the programme purpose, objectives, and specific objectives.<br />
In order to achieve the programme purpose, the following three 10-year objectives have been<br />
drawn up, based on the guiding principles of BMNP sustainable natural resource management<br />
strategy, along with the issues and opportunities analysis:<br />
1. Human, institutional and legal capacities established for the operation of sustainable<br />
natural resource management systems in BMNP.<br />
2. The potential for sustainable utilisation of natural resources in BMNP realised and<br />
equitable sharing of benefits ensured.<br />
3. Human settlement, cultivation and land use in BMNP planned, controlled and<br />
reduced.<br />
A series of associated actions have been formulated for these management objectives, and are<br />
described below. In addition, a brief description of the relevant management issue or challenge is<br />
included, providing the justification for the actions. The 3-year action plan for the Sustainable<br />
Natural Resource Management Programme, which lists the activities, input requirements, priorities,<br />
responsibilities and timeframe for carrying out the actions, is included in Section H.<br />
Section D – Sustainable Natural Resource Management Programme 55
Objective 1: Human, institutional and legal capacities<br />
established for the operation of sustainable natural resource<br />
management systems in BMNP<br />
There are a number of capacity gaps that need to be filled before sustainable natural resource<br />
management in the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> is operational and effective. Neither BMNP<br />
management nor the local communities have the capacity to implement or monitor the natural<br />
resource management agreements that will be drawn up under objectives 2-3. Thus, capacity<br />
building needs to be undertaken as a prerequisite for achieving the purpose of this programme.<br />
Furthermore, the institutional and legal framework to manage natural resource use needs to be<br />
amended, strengthened, and incorporated into NRM plans and agreements, particularly since one<br />
of the natural resource management partners in BMNP is the <strong>National</strong> <strong>Park</strong> Authority, a precedent<br />
in Ethiopia.<br />
Action 1.1.1: Strengthen the knowledge base and skill set of key stakeholders for<br />
participatory SNRM in BMNP<br />
With only a park warden, three experts and 18 scouts at the time of writing and no experience in<br />
developing or operating SNRM agreements, BMNP management has little manpower, training or<br />
financial capacity to negotiate with local communities, facilitate and draw up resource management<br />
agreements, or manage the agreements themselves. Moreover, traditional protected area<br />
management roles in Ethiopia and elsewhere, whilst generally still relevant, need to be expanded<br />
to incorporate the support, promotion and implementation of participatory SNRM in BMNP. BMNP<br />
also needs to conduct a stakeholder and institutional analysis of potential NRM partners in BMNP,<br />
in order to know who they should work with and to assess relevant stakeholder capacity needs.<br />
The identification of community representatives that represent all gender and socio-economic<br />
groups is a key part of this action. Subsequently, a capacity assessment of all key stakeholders for<br />
participatory SNRM (park staff, local government, and communities representatives) is required<br />
that will lay out in detail the capacity gaps and training needs. Experience-sharing visits to other<br />
community-based natural resource management areas are encouraged as a means of<br />
strengthening capacity for joint SNRM in BMNP. Finally, the “Learning by Doing” approach will be a<br />
key part of capacity development, so that adaptive and appropriate skills are developed as new<br />
needs are identified. BMNP will work closely with both BESMP and the Robe Skills Training Centre<br />
to plan and carry out training needs identified by the capacity assessment.<br />
Action 1.1.2: Develop and implement methods to legalise natural resource<br />
management agreements between resource management groups and park<br />
management<br />
In participatory NRM initiatives elsewhere in Ethiopia, including the Adaba-Dodola forest<br />
management project in <strong>Bale</strong>, an appropriate institutional and legal framework was developed to<br />
enforce the management agreements. Under current legislation, such a legal framework involves<br />
bye-law formulation and ratification at the appropriate level, considered to be either the woreda or<br />
Oromia Regional Parliament level in most instances. However, it is currently not entirely clear what<br />
process should be followed in BMNP, due to its national park status, as no precedent has been<br />
set. However, as a first step in this process for BMNP, bye-laws will be drawn up between resource<br />
management groups (RMGs) and BMNP management that will outline resource use in designated<br />
areas and management plans. These will be ratified by both parties and incorporated into natural<br />
resource management agreements between the park management and resource management<br />
groups. BMNP and partners will facilitate community level decision-making for determining these<br />
bye-laws. It is also crucial that the judiciary, police and local government understand and give<br />
guidance on the legal status, development, implementation, and enforcement of such bye-laws.<br />
Section D – Sustainable Natural Resource Management Programme 56
Action 1.1.3: Promote empowerment and legal recognition of community-based<br />
NRM institutions with regional and national authorities and institutions<br />
The local communities are neither empowered by government nor, in most cases, have the internal<br />
governance structures or legal recognition to negotiate and enforce resource management<br />
agreements without external support for such activities. A working group will be formed to establish<br />
an appropriate legal framework for joint NRM in BMNP and promote the wider legal recognition of<br />
community-based NRM institutions (hereafter termed resource management groups), once they<br />
are identified. On a broader scale, plans for the revision and implementation of new wildlife policies<br />
and legislation are also being initiated under a Protected Area Systems Planning Project with the<br />
Federal Wildlife Authority. It is vital that policies and practices developed in BMNP feed back into<br />
that process to ensure that efforts are reciprocally supportive and mutually compliant.<br />
Action 1.1.4: Synchronize BMNP SNRM activities within the park and coordinate<br />
with other SNRM initiatives in <strong>Bale</strong> and elsewhere<br />
While the actions outlined under the different objectives are divided according to specific themes<br />
dealing with natural resource use, settlement, and agriculture, the action plans and agreements<br />
should be developed and implemented in a concerted and coordinated fashion to ensure minimal<br />
duplication and mutual goals and policies. Furthermore, there are a number of other organisations<br />
in <strong>Bale</strong> and elsewhere in Ethiopia promoting and facilitating participatory NRM with communities<br />
The SNRM plans and systems developed and implemented in BMNP should be coordinated with<br />
these other initiatives, especially those among communities adjacent to the <strong>National</strong> <strong>Park</strong> under<br />
the BESMP and other initiatives affecting resource management groups within the park in any way.<br />
Objective 2: The potential for sustainable utilisation of natural<br />
resources in BMNP realised and equitable sharing of benefits<br />
ensured<br />
Current resource use in BMNP is essentially ad hoc and needs to be coordinated and managed to<br />
ensure it occurs in a sustainable manner. The key aspect of this programme is the development of<br />
specific site-based plans and natural resource management agreements with communities. These<br />
plans and agreements will legitimise the sustainable use and management of natural resources<br />
within prescribed areas of the Conservation & SNRM Zones of BMNP. Resource management<br />
plans and agreements will be negotiated with individual kebeles and/or community based resource<br />
management groups as appropriate. These plans and agreements will outline what BMNP and<br />
local communities negotiate and agree is acceptable in terms of sustainable management of<br />
natural resources. This will include which resources may be used (e.g. honey, coffee, grass), who<br />
may use them, to what degree, and in what manner. Community-based methods for monitoring<br />
and enforcing resource use will also be developed between BMNP and the community-based<br />
resource management groups. These will be linked to park monitoring and enforcement as a<br />
mechanism for verification and cross-checking data reliability and agreement implementation.<br />
The following management actions have been formulated to investigate, negotiate, implement,<br />
monitor and evaluate participatory natural resource management in BMNP:<br />
Action 2.1.1: Assess and prioritise action plan for participatory NRM using best<br />
available knowledge on levels of resource use and associated threats<br />
Given limited resources, a prioritisation process is required annually to determine those areas in<br />
which joint NRM will be undertaken initially and at subsequent stages of the GMP implementation.<br />
This process will use all available data and knowledge on the level and extent of resource use<br />
within BMNP and the degree of threat imposed to the KEAs and PECs as a result of unsustainable<br />
resource use in different areas of the park. Participatory NRM action plans will then target those<br />
communities where the level and extent of resource use imposes the greatest and most immediate<br />
threat to the ecosystem. This prioritisation process should be developed and implemented in close<br />
Section D – Sustainable Natural Resource Management Programme 57
collaboration with the EM programme, whose role it is to monitor the state of all KEAs and PECs<br />
and threats to the ecosystem.<br />
Action 2.1.2: Investigate and improve knowledge of natural resources, their rightful<br />
users, current use levels and sustainable limits, with resource management groups<br />
Documenting and mapping resource use and extent will be undertaken as a first step in determine<br />
sustainable levels of resource use for the development of resource management agreements.<br />
Participatory methods will be used to identify and define resource types used in BMNP, their socioeconomic<br />
and cultural importance and, in concert with the park monitoring plan, map and quantify<br />
resource availability and use throughout the park. Where information is lacking or data are not<br />
available to determine sustainable levels of use, literature from similar areas/situation will be<br />
sought for guidance and research must be promoted by BMNP as a priority, so that resource<br />
management can be adapted appropriately to ensure sustainability. This is an ongoing feedback<br />
process in which knowledge acquisition and monitoring will be used for NRM implementation<br />
through adaptive management. Trends in resource use will also be assessed using historical,<br />
current, and future data collected in this fashion.<br />
The highest level threats (see also Ecological Management Programme) are those related to<br />
human use of the park, including livestock grazing, wood extraction, agricultural expansion and<br />
settlement. Grazing is an increasing and unmanaged pressure in BMNP and considered an<br />
immediate priority in the SNRM Programme. Whereas reports from the 1950s and 1960s suggest<br />
that only brief visits by livestock occurred to the mineral horas in Afroalpine areas, permanent and<br />
seasonal livestock grazing in BMNP is now extensive in all areas of the park (Fig D.3). Thus<br />
although the traditional Godantu system of seasonal cattle movements may have been operational<br />
at that point, more recent cattle immigration is a direct results of poor land planning outside the<br />
park, where grazing land has been ploughed up, forcing livestock into the park to graze. The<br />
number of livestock in BMNP has therefore risen dramatically since its establishment (Hillman<br />
1986, Marino et al., 2006) and by 2004 some 168,300 livestock were estimated to be using the<br />
park (BMNP 2004). Under the Godantu system, peak livestock numbers occur in the Afroalpine in<br />
the wetter months, from April to August, when livestock are moved from lower pastures where<br />
agricultural crops are being grown. In the Harenna forest, influxes of pastoralists from the<br />
surrounding lowland areas are reported for 3-4 months (December-March) in the dry season.<br />
Livestock also infiltrate BMNP to access the natural mineral springs, or horas, that are found in<br />
various areas of the park and have high levels of sodium, potassium, calcium, manganese and<br />
zinc (Hillman 1986).<br />
Section D – Sustainable Natural Resource Management Programme 58
39°40'<br />
#<br />
#<br />
Amicho<br />
#<br />
# #<br />
#<br />
# $<br />
$<br />
#<br />
# ÊÚ $<br />
#<br />
#<br />
# $<br />
#<br />
#<br />
# #<br />
# $ $ #<br />
#<br />
$<br />
$ $<br />
# $ #<br />
#<br />
$<br />
ÊÚ<br />
# Horgoba #<br />
Ketena<br />
Mulamo<br />
Tarbo<br />
Sodota<br />
Doda<br />
Cheleleka-3<br />
# # Genale<br />
Wala<br />
ÊÚ<br />
Gata<br />
Tullu Lencha<br />
Mararo<br />
# #<br />
Cheleleka-2 Goda-sanga<br />
#<br />
Chunfo<br />
Katara<br />
#<br />
#<br />
#<br />
Morebawe<br />
#ÊÚ<br />
ÊÚ #<br />
Huke-Tiko 2<br />
Waofa<br />
ÊÚ<br />
Rafu<br />
Shifario Waltai Azira<br />
Ayida<br />
Gamataja<br />
Ture<br />
Hora<br />
Worgona<br />
Agora-sanna<br />
Batu-Guracha<br />
Livestock Numbers<br />
# 0 - 300<br />
# 301 - 600<br />
# 601 - 1100<br />
$ 1101 - 1600<br />
$ 1601 - 2500<br />
$<br />
BMNP<br />
2501 - 5000<br />
7°00' 7°00'<br />
ÊÚ No Data<br />
39°40'<br />
Checha/Shuruu/Lencha<br />
Figure D3: Number of livestock in settlements in BMNP afroalpine area<br />
$<br />
Section D – Sustainable Natural Resource Management Programme 59<br />
#<br />
40°00'<br />
40°00'<br />
N<br />
0 2.5 5 Kilometers<br />
Source: BMNP<br />
Arranged by L A Tallents<br />
Oct 2004<br />
Wood extraction is widespread and increasing in the Hagenia/Juniper woodlands, Erica forest and<br />
Harenna forest, causing extensive deforestation and habitat degradation. Wood is primarily used<br />
for household and commercial fuelwood provisioning but also for building and, of less concern, for<br />
beehives, household and agricultural implements and for ceremonial and fumigation purposes.<br />
Charcoal is also produced in the <strong>Bale</strong> <strong>Mountains</strong>, apparently at increasing rates.<br />
The 3-year activities set out under this action specifically highlight the need to understand the level<br />
and extent of grazing pressure, wood extraction, and associated negative impacts on the PECs<br />
and KEAs to determine where interventions for SNRM are best targeted initially and over the<br />
course of the GMP implementation. Collection and mapping of baseline data on settlement and<br />
agriculture will be undertaken under Objective 3 of this programme. Discussions with potential<br />
NRM groups will also be held to explore mechanisms for determining and negotiating sustainable<br />
limits of use.<br />
In <strong>Bale</strong> itself, particularly the Harenna forest, traditional NRM systems are reported to exist.<br />
Discussions will be held with communities to identify whether these or other traditional NRM<br />
institutions exist that can be used or revived for SNRM. Alternatively, joint forest management has<br />
been introduced in the Adaba-Dodola <strong>National</strong> Forestry Priority areas (NFPA) near BMNP that may<br />
also be suitable for BMNP and farmer-to-farmer training. Elsewhere in Ethiopia, NRM systems are<br />
also operating in forestry areas in Borana, Chilimo, Bonga and the Guassa Area of Menz. BMNP<br />
needs to explore and consider the suitability of other models for implementation in BMNP context<br />
and, in collaboration with potential community-based NRM groups, embark on deciding on and<br />
setting up an appropriate model in the park. A more detailed stakeholder analysis with potential<br />
NRM groups needs to be facilitated to assist the communities in identifying current primary,<br />
secondary, and marginalised resource users, and thus user rights. Once the options and user<br />
groups are explored and decided, resource management groups will be established within selected<br />
communities and representatives will be chosen.
Action 2.1.3: Negotiate and develop resource management groups and action plans<br />
and agreements that ensure sustainable natural resource use and equitable access,<br />
as per priority setting<br />
Based on the prioritisation process in Action 2.1 and available resources, NRM plans and<br />
agreements will be negotiated and developed with selected communities in BMNP. Drawing up<br />
participatory NRM plans and agreements is a complex and substantial task. A number of issues<br />
need to be discussed, understood and agreed before they can be incorporated into agreements<br />
between BMNP and resource management groups (RMG) in communities. Among other things,<br />
the principle of shared responsibility, the particular rights and responsibilities of partners, the<br />
objectives of resource management, allowed activities, and management and benefit sharing<br />
arrangements need to be considered and agreed. Inequitable sharing of benefits within and<br />
between communities has often undermined community-based programmes, including natural<br />
resource management schemes. Members of communities are not equal and never will be, but<br />
equality of opportunity must be part of the institutional framework of the SNRM Programme, so that<br />
disadvantaged groups, including the poor, the poorly educated, women and youth are supported to<br />
ensure they are considered and benefit from resource management in the park.<br />
The final stage of this action for each RMG, will be to negotiate and draw up agreements that lay<br />
out the responsibilities of all partners, determines what resources can be used, how much, by<br />
whom and how use will be managed.<br />
Action 2.1.4: Design and implement a joint community and BMNP natural resource<br />
management monitoring and evaluation system<br />
A key component of joint natural resource management is monitoring and evaluation, in order that<br />
an adaptive management system can be adopted by building on new knowledge and experiences<br />
over time, thus embracing the “learning by doing” approach. Whilst scientific input is required to<br />
design such a system and provide capacity building for community monitors, it is crucial that<br />
resource management groups are empowered to also collect and evaluate information on the state<br />
of the resources they are using and managing. Simple monitoring and evaluation systems need to<br />
be developed and incorporated into NRM agreements and adapted if further complexity and<br />
capacity is deemed feasible. An audit and cross-checking system that includes parallel scientific<br />
procedures implemented by BMNP is a requisite component of such a system to ensure data<br />
reliability and verification of results and also build trust. This will establish a key component of the<br />
feedback loop for adaptive management that reviews, evaluates and adjusts the management of<br />
resources and sustainable levels of use at regular intervals.<br />
Action 2.1.5: Develop and implement a joint community and BMNP natural resource<br />
control and protection system<br />
A system that ensures resource use control, resource protection and enforcement of agreements<br />
by resource management groups is another key component of SNRM. Discussions need to take<br />
place with resource management groups to facilitate the development of such systems and identify<br />
a management group subcommittee that will be responsible for control and protection activities.<br />
This process will be included in the development of NRM agreements. Other activities will need to<br />
be developed and tested, such as reporting and recording systems, linkages with monitoring<br />
systems, and procedures for reporting back to the resource management group. As for monitoring<br />
systems, linkages need to be made with enforcement activities of the <strong>National</strong> <strong>Park</strong> staff, police<br />
and judiciary to ensure cross-checking mechanisms, mutual understanding of enforcement<br />
procedures, and compliant conduct of enforcement activities.<br />
Action 2.1.6: Identify and develop methods that improve natural resource status for<br />
harvesting and/or production in an environmentally sustainable way<br />
The full potential for the sustainable use of non-timber forest products (NTFP, e.g. coffee, bamboo,<br />
grass) and some other resources such as fish and cutting-grass may not currently be realised in<br />
BMNP. Harvesting and management of natural resources should occur in such a way as to<br />
Section D – Sustainable Natural Resource Management Programme 60
enhance and foster replenishment of the resource. Furthermore, the use of resources in BMNP is<br />
currently taking place at only a local level as there is little or no access to more distant markets or<br />
any associated economic benefits or “added value”. However, in other parts of Ethiopia and other<br />
countries, products such as forest coffee or honey are receiving considerable attention among<br />
consumer markets and, in some cases, are being sold internationally. If done sustainable, it may<br />
be possible to increase the harvesting of certain NTFP in BMNP for commercial sale. With<br />
appropriate product promotion and branding, this could substantially increase the benefits accrued<br />
by communities relying on the park for their livelihoods. BMNP needs to coordinate and collaborate<br />
with initiatives by other actors, such as BESMP in the wider ecosystem and learn from external<br />
models for alternative livelihood schemes.<br />
Best management practices need to be identified for all types of resource use and written into<br />
resource management agreements for implementation by resource management groups in BMNP.<br />
The identification and rehabilitation of degraded areas should be undertaken in collaboration with<br />
the Ecological Management Programme to improve ecosystem health and increase the potential<br />
for sustainable resource use in relevant areas.<br />
Objective 3: Human settlement, cultivation and land use in<br />
BMNP planned, controlled and reduced<br />
Human settlement and cultivation inside BMNP has been increasing since the park was<br />
established in the 1970s. Some people lived or used the park before its establishment, but by 1986<br />
the estimated population was just 2500 (Hillman 1986). At that time, three main areas were settled,<br />
principally by pastoralists: the Upper Web Valley, the western boundary, and the Harenna<br />
escarpment. All reports suggest that settlement has increased markedly in the last 15 years, since<br />
the overthrow of the Dergue Government in 1991, as a result of the management vacuum in the<br />
area. In 2003, the number of inhabitants was estimated at over 40,000, representing a 16-fold<br />
increase in 20 years (BMNP 2004). Settlement appears to have increased in all areas of the park,<br />
including remote and inhospitable areas of the Afroalpine and Harenna forest. In 2003, 71<br />
permanent and seasonal settlements were recorded in the park in six main areas, namely Gojera,<br />
Rira, Wege, Harenna, Ayida, Gama Taja, and Meskel-Haricho (BMNP 2004). Settlements in the<br />
Afroalpine areas of Web Valley, the Central Peaks and Sanetti are mainly used as bases for cattle<br />
husbandry by seasonal agro-pastoralists. In the Harenna forest, Gojera and other areas on the<br />
park boundary, land has been cleared for agriculture, principally barley and garlic production and<br />
recent data suggest that clearing rates are increasing rapidly in the Harenna forest.<br />
Table D1: Total households in BMNP according to the kebele in which the household is registered<br />
(BMNP 2007, unpublished data)<br />
No.<br />
No. No. No.<br />
Kebele<br />
households permanent seasonal unknown<br />
Shedem 55 43 (78%) 12 (22%) 0 (0%)<br />
Gojera 133 43 (32%) 90 (68%) 0 (0%)<br />
Gora 863 318 (37%) 185 (21%) 360 (42%)<br />
Meskel Darkena 131 53 (40%) 74 (56%) 4 (3%)<br />
Hawo 1020 996 (98%) 19 (2%) 5 (0%)<br />
Geremba Dima 299 105 (35%) 154 (52%) 40 (13%)<br />
Lachkona 19 0 (0%) 19 (100%) 0 (0%)<br />
Ayida 127 17 (13%) 60 (47%) 50 (39%)<br />
Rira 423 338 (80%) 85 (20%) 0 (0%)<br />
Wabero 4 0 (0%) 4 (100%) 0 (0%)<br />
Bucha Raya 14 7 (50%) 0 (0%) 7 (50%)<br />
TOTAL 3088 1920 (62%) 702 (23%) 466 (15%)<br />
Section D – Sustainable Natural Resource Management Programme 61
Figure D4: Human settlements in BMNP showing (a) the proportion of permanent and seasonal<br />
residents, and (b) and kebele in which heads of households are registered.<br />
Section D – Sustainable Natural Resource Management Programme 62
Cultivation and associated land clearance poses significant pressure on the ecosystem in BMNP,<br />
particularly in the Harenna forest and the north of the park (B & M Development Consultants,<br />
2003). Aside from the obvious problems caused by habitat loss, unplanned and unmanaged<br />
expansion of cultivation often leads to habitat fragmentation and increased human wildlife conflict,<br />
such as crop raiding by mountain nyala, bush pigs or baboons. Erosion, pollution and increased<br />
runoff also occur when permanent vegetation is moved, leading to a change in hydrology.<br />
In association with settlement and agricultural expansion, demand for timber and wood increases<br />
both locally and commercially for building and fuel as does overgrazing. Burning of Erica forest and<br />
shrub in BMNP has become recurrent and ecologically damaging, diminishing regeneration and<br />
altering the vegetation structure and composition of this ecologically important area. The increase<br />
in dogs associated with settlement and livestock has direct effects on wildlife through competition,<br />
predation, and the risk of disease transmission such as rabies and other canine diseases to<br />
Ethiopian wolves (see Ecological Management Programme).<br />
As part of this GMP, where people are still permanently resident in BMNP, human settlement and<br />
cultivation will be reduced overall, contained, planned, and managed such that they are compatible<br />
with conservation objectives and do not impose negative environmental impacts on the ecosystem.<br />
The Zonation Plan will be implemented so that settlement and cultivation, for example at Rira, will<br />
be restricted to designated Conservation and Sustainable Natural Resource Management Zones.<br />
Local land use planning that separates wildlife and agriculture areas as far as possible is also<br />
essential to minimise the effects of wildlife on agriculture and vice versa and thus reduced humanwildlife<br />
conflict. Moreover, cohesive planning must be achieved on a number of levels, including<br />
within BMNP and with land use and development plans outside the park.<br />
The following management actions have been developed to achieve this objective.<br />
Action 3.1: Develop a detailed resettlement plan for park resident communities<br />
The first step in tackling the issue of park resident communities is to define the status of all park<br />
residents. Differences in status are based on being a permanent or seasonal park resident,<br />
whether families have second houses or plots outside the park, and their length of stay in the park.<br />
Families and their descendants who were resident prior to the park declaration in 1971 have tenure<br />
rights in BMNP. Those who have moved in more recently or who have land elsewhere outside the<br />
park do not have rights of tenure.<br />
A task force to determine the rights of park resident communities and oversee the implementation<br />
of voluntary resettlement, will be coordinated by the <strong>Bale</strong> Zone administration. This task force will<br />
develop an action plan for resettlement that follows current legislation and practice in Ethiopia and<br />
international guidelines. The action plan will incorporate the following points:<br />
• How the current land certification process will be incorporated to ensure that people with<br />
land outside the park remain permanently outside the park<br />
• How the current land certification process will be used to obtain land outside the park for<br />
the people who have moved into the park post-1971, but do not have land rights elsewhere<br />
and ensure that they move out of the park in exchange for secure land tenure<br />
• Finding and offering urban plots (in local towns) to any current park residents who wish to<br />
move to towns<br />
• Establish the entitlement of park residents to resettlement packages and the appropriate<br />
level of package<br />
• Investigate what voluntary resettlement packages can be offered to those people who have<br />
pre-1971 park tenure rights in order to incentivise their movement from the park<br />
• A prioritisation of park residents for resettlement based on the zonation plan and the level<br />
of threat to biodiversity and ecosystem integrity that they pose.<br />
Section D – Sustainable Natural Resource Management Programme 63
This action plan will then be ratified and implemented by all relevant regional and local authorities<br />
and partners.<br />
Action 3.2: Develop and implement a zonation plan to secure both the Conservation<br />
Zone (CZ) and Conservation & SNRM Zones (C&SNRMZ)<br />
This action deals with the implementation of the zonation plan outlined in GMP Section B through<br />
coordinated resettlement. Zonation is a vital management tool that will be used to bring the current<br />
unsustainable utilisation of resources under control and thus reconcile the twin objectives of<br />
biodiversity and ecosystem process conservation and sustainable use, including tourism, of BMNP.<br />
The goal of zonation, within this GMP is to secure BMNP’s Exceptional Resource Values (ERVs) –<br />
whether they be in Conservation or Conservation and Sustainable Natural Resource Management<br />
Zones; the whole of BMNP.<br />
An action plan to implement zonation will be developed. Initially the proposed zone boundaries will<br />
be compared with the realities on the ground and then proceed to the revision of the proposed<br />
zone boundaries as appropriate, before up a full zone boundary description. A key initial stage of<br />
the zonation action plan will be an outreach and awareness-raising campaign to ensure that all<br />
park users, including residents, staff and tourists are understand the principles and justification<br />
behind zonation and the location of the zone boundaries.<br />
Areas will then be prioritised for initial implementation, based on degree of threat to critical<br />
biodiversity or ecosystem processes, level of human occupation and the resources available. This<br />
process will use all available data and knowledge on the level and extent of resource use within<br />
BMNP and the degree of threat imposed to the KEAs and PECs as a result of human settlement in<br />
different areas of the park. This prioritisation process should be developed and implemented in<br />
close collaboration with the EM Programme, whose role it is to monitor the state of all KEAs and<br />
PECs and threats to the ecosystem and run in concert with the prioritisation process undertaken<br />
for the development of action plans and agreements for NRM (see Objective 2 of this programme),<br />
thus these Natural Resource Management Agreements should policies, guidelines, and<br />
rules/regulations to limit growth and negative environmental impacts. The zonation action plan will<br />
be implemented in conjunction with the resettlement plan developed in Action 3.1 by the relevant<br />
regional and local partners. It will be mainstreamed into this GMP’s 3-yr action plan and thus into<br />
BMNP’s annual operation plans.<br />
Action 3.3: Halt growth, control cultivation and mitigate negative environmental<br />
impacts of settlements in the Conservation and Natural Resource Management Zone<br />
Facilitating an overall reduction of settlement size and growth is a priority for settlement policies<br />
and practices in the <strong>Bale</strong> <strong>Mountains</strong> area. Negotiating and agreeing on settlement boundaries to<br />
prevent further encroachment, habitat fragmentation, and habitat loss is a one step in achieving<br />
this objective, especially for the larger settlements such as Rira, Wege, and Hawo.<br />
Environmental Impact Assessments (EIAs) will be undertaken to asses the impact of settlements<br />
on ecosystem health and establish mitigation measures. In some areas, particularly in northern<br />
BMNP, settlements are causing habitat fragmentation, particularly for herbivores such as mountain<br />
nyala, and corridors between woodland habitat patches have been partially or completely blocked<br />
(e.g. across Gojera). Where animals transit and come into contact with settlements (and their<br />
agriculture), this is a source of human-wildlife conflict as herbivores graze on crops from<br />
agricultural land. Thus, consolidation of settlements within the C & SNRM Zone will be undertaken<br />
if feasible.<br />
In a number of areas in the Harenna Forest in particular, the larger settlements noted above have<br />
also developed substantial permanent infrastructure and established social services such as<br />
schools and clinics. A full audit of such settlements, including EIAs, is vital as a basis for planning<br />
and discussing measures to mitigate the effects of settlements. Settlement plans, incorporating<br />
prescriptions and guidelines on permitted activities and infrastructure and delineating a boundary<br />
Section D – Sustainable Natural Resource Management Programme 64
and buffer zone, need to be discussed and agreed with local kebeles and settlement residents in<br />
these larger settlements, before agreements are legalised with BMNP. The settlement plan for<br />
each zone, including prescriptions and guidelines on permitted activities and infrastructure, needs<br />
to be incorporated into and implemented in concert with the Natural Resource Management<br />
Agreements developed under Objective 2.<br />
A prioritisation process is required annually to determine those areas in which interventions will be<br />
undertaken to control cultivation in BMNP and mitigate any associated negative environmental<br />
impacts. In particular, the extent of cultivation in BMNP needs to be documented and mapped<br />
through remote imaging, ground-truthing and participatory methods. The observed land use pattern<br />
will be assessed with regard to BMNP zonation scheme, and threats to the ecosystem will be<br />
evaluated, before priority areas for intervention will be decided. More detailed research on the<br />
environmental impact of agriculture and whether particularly detrimental farming practices are<br />
occurring will also be undertaken.<br />
Discussion with communities and local administration as to the problems and issues surrounding<br />
cultivation of BMNP needs to be facilitated so that options can be explored to manage and<br />
consolidate the extent of agriculture and type of practice. Agreements concerning the location and<br />
extent of agriculture should be incorporated into NRM agreements developed under Objective 2<br />
and monitored/enforced accordingly.<br />
Section D – Sustainable Natural Resource Management Programme 65
Tourism Provision and<br />
Management Programme<br />
Section E – Tourism Provision and Management Programme 67
Tourism Provision and<br />
Management Programme<br />
Programme Purpose: Tourism in the <strong>Bale</strong> <strong>Mountains</strong> developed and managed to<br />
improve the conservation of BMNP’s exceptional resource values, to create<br />
livelihood opportunities for park-associated communities and to benefit the country<br />
as a whole whilst creating greater understanding and support locally, nationally and<br />
internationally<br />
Tourism Provision and Management Programme Strategy<br />
Worldwide, tourism is making a significant contribution to development, combating poverty and the<br />
management of natural resources. In one-third of developing countries, tourism is the largest<br />
industry and in 49 of the least developed countries tourism accounts for more than 50% of the<br />
GDP. Even in Ethiopia, a country with the third lowest gross national income (GNI) in the world and<br />
where tourism is relatively undeveloped, tourism contributed ETB 1.77 billion and 17% of export<br />
revenues in 2005, With 227,398, this was an 18% growth over 2004.<br />
The majority of current tourism to Ethiopia is primarily cultural and historical. As recognised within<br />
the <strong>National</strong> Biodiversity Strategy and Action Plan (NBSAP, 2004), environmental and wildlife<br />
tourism has enormous potential to contribute to ongoing tourism growth for Ethiopia (Ethiopian<br />
Tourism Commission, 2002; Muramira and Wood, 2003). A major challenge is to recognise this<br />
tourism potential whilst structuring and managing tourism development to best benefit Ethiopia and<br />
its people for the long-term. In such a volatile industry diversification of markets to avoid overdependence<br />
on any one sector is crucial. Other challenges to overcome are the preservation of<br />
important sites, the lack of community-participation and benefit-sharing, infrastructure deficiencies,<br />
the lack of tourism facilities (hotels, lodges, etc), skilled human resources and management<br />
capacity, a negative image of the country and the lack of a marketing strategy.<br />
There are many positive opportunities that exist for tourism development in Ethiopia – besides its<br />
having 8 World Heritage Sites. The government has recently declared tourism a priority growth<br />
sector and created a new Ministry. Ethiopian Airlines connects Africa with the world, whilst on the<br />
ground there is new and better infrastructure (e.g. airports, roads, telecommunications and<br />
electricity). For the last 16 years Ethiopia has been largely politically stable with extremely low<br />
crime rates and it boasts the political capital of Africa. On top of all this, the wildlife tourism sector<br />
is just starting to develop its potential – assisted by partner projects in some of the major <strong>National</strong><br />
<strong>Park</strong>s.<br />
The <strong>Bale</strong> <strong>Mountains</strong>, with BMNP at its heart, are a unique natural heritage with outstanding beauty,<br />
diverse attractions and great tourism potential. Despite its wildlife, trekking, scenic, and other<br />
attractions, lack of tourism infrastructure, planning and marketing currently inhibit BMNP from<br />
fulfilling its tourism potential. A poignant example is that the <strong>Bale</strong> <strong>Mountains</strong> remains unlisted on<br />
the World Heritage List despite meeting the criteria. Currently there is little to encourage tourists to<br />
make the 8 hour trip from Addis: over 16 years, the park registered just 2,277 local and 10,896<br />
foreign visitors and generated ETB 730,777 of income from park fees (Figure E1). Recent figures<br />
indicate an increase to just over 1000 foreigners and 170 Ethiopians visiting the park in the 12<br />
months to July 2005. In contrast, the Simien <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> has 5000 paying tourists a<br />
year and already potentially generates enough income to cover its basic management costs.<br />
Section E – Tourism Provision and Management Programme 69
Figure E1: Fee-paying visitor numbers and revenue earned from 1983-2005 (European calendar, or<br />
1975-1997 in Ethiopian calendar) in <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>.<br />
A SLOT (Strengths, Limitation, Opportunities, and Threats) analysis for tourism development was<br />
carried (Table E1) to provide input for this programme.<br />
Table E1. ‘SLOT’ analysis for tourism development in BMNP<br />
Strengths Limitations<br />
Diversity of environments<br />
Beauty and vastness of environment and vistas<br />
‘Unspoilt’ landscapes<br />
Wilderness experience opportunity<br />
Diversity of birds and wildlife<br />
Well defined potential markets<br />
Create image<br />
Manage development<br />
Range of appropriate tourism segments<br />
Clean air and unpolluted environment<br />
Friendly people and little crime<br />
Range of appropriate tourism activities<br />
Opportunities Threats<br />
New destination<br />
Planned development<br />
Private sector interest<br />
Potential growth in services and facilities<br />
Re-opening of Robe airport and new road<br />
Proactive development of relations with the travel<br />
trade<br />
Regional university – tourism and language skills<br />
Private sector investment<br />
Local community tourism awareness<br />
Existing capacity to meet opportunities<br />
Training facilities<br />
Funding<br />
Lack of management control of budget and<br />
incentive to increase income<br />
Current international perceptions of Ethiopia<br />
Transport options<br />
Food availability and preparation<br />
Accommodation stock<br />
Shopping opportunities<br />
Spoken English and other languages within the<br />
local communities<br />
Weather - rain<br />
Bad international press – border conflicts;<br />
government activity<br />
Escalation of tensions<br />
Natural disasters –droughts and floods<br />
Communities reject tourism potential<br />
Private sector work outside the park’s parameters<br />
Government push for income at any cost<br />
Cultural impacts<br />
Section E – Tourism Provision and Management Programme 70
Tourism can and must become a conservation tool that proactively assists BMNP management in<br />
achieving its aims. The strategy of BMNP Tourism Provision and Management (TPM) Programme<br />
is to achieve this whilst aligning the long-term development of tourism in the <strong>Bale</strong> <strong>Mountains</strong> with<br />
the programme purpose described above and with national and regional policies and action plans.<br />
It also aims to ensure that tourism provision and management is coordinated with the efforts of<br />
other actors in the area, so that an integrated and synergistic approach is ensured.<br />
Given the very recent creation of the Ethiopian Ministry of Culture and Tourism (MoCT) there are<br />
currently no finalised tourism policies. The Federal Ministry has a draft policy that is nearing<br />
completion. On ratification the Oromia Culture and Tourism Bureau (OCTB) will issue a policy in<br />
line with this federal one. To overcome this challenge the planning team included representatives<br />
from MoCT and OCTB who are involved in their respective policy drafting.<br />
Guiding Principles<br />
• Local communities are stakeholders, partners and beneficiaries in park tourism and its<br />
development<br />
• Tourism in BMNP will take advantage of the diverse recreational opportunities in the area<br />
• Visitors should have a learning and enriching experience in order to appreciate the unique<br />
natural and cultural aspects of the area<br />
• Tourism provision and management will strive to minimise negative socio-cultural impacts and to<br />
increase the participation of disadvantaged groups in tourism management and benefit sharing<br />
• Tourism provision and management will have minimal ecological impact, infrastructural<br />
developments will adhere to the scale and character of the local landscape whilst also<br />
minimising their environmental (including carbon) footprint.<br />
Tourism Provision and Management Programme 10-Year<br />
Objectives<br />
Figure E2: Logical framework for the Tourism Provision and Management Programme, including<br />
programme purpose, objectives and specific objectives<br />
Section E – Tourism Provision and Management Programme 71
The following three 10-year objectives provide the strategy for achieving the programme purpose:<br />
1. Diverse ecologically and culturally sensitive tourism opportunities provided in BMNP<br />
in partnership with local communities, the private sector and government<br />
2. Efficient, effective and adaptive tourism management systems, that enhance visitor<br />
experience, devised and maintained.<br />
3. Community participation and benefit sharing opportunities in BMNP tourism<br />
developed and established as core to BMNP tourism provision and management.<br />
A series of 10–year management specific objectives and associated actions have been formulated<br />
for these management objectives, and are described below and in Figure E2. In addition, a brief<br />
description of the relevant management issue or challenge is included, providing the justification<br />
for the actions. The 3-year action plan for the TPM Programme, which lists the activities, input<br />
requirements, priority, responsibilities and timeframe for carrying out the actions is included in<br />
Section H.<br />
Objective 1: Diverse ecologically and culturally sensitive<br />
tourism opportunities provided in BMNP in partnership with<br />
local communities, the private sector and government<br />
To fulfil its potential, tourism provision in BMNP requires careful planning and marketing. This must<br />
be coordinated with all stakeholders and so that visitor expectations and demand correspond with<br />
the ability of BMNP to provide an exceptional tourist experience in appropriate facilities. If<br />
enhanced marketing increases demand and expectation before BMNP infrastructure and<br />
management can deliver, then the image of BMNP tourism will be further damaged. A series of<br />
specific objectives have been formulated to ensure that BMNP tourism development is planned<br />
and integrated.<br />
Specific objective 1.1: A BMNP marketing plan that creates a strong image for<br />
Ethiopia and the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong> on the global tourism market<br />
developed and implemented<br />
Ethiopia and <strong>Bale</strong> in particular is relatively unknown and does not have a place on the world<br />
tourism map. Marketing is a key component of tourism development for Ethiopia, but it is in its<br />
infancy here. Tourism marketing is generally the responsibility of government authorities, where<br />
the technical expertise is placed and indeed strategic development planning is currently underway<br />
at the MoCT. The ability of BMNP management to direct and develop marketing is limited, however<br />
liaison, information sharing and the development of innovative publicity materials targeting<br />
appropriate markets are key.<br />
Initially the ‘target market’ (i.e. the likely tourists that will be attracted to BMNP and within that the<br />
type of tourists that BMNP wishes to attract) must be identified and understand. Then promotion,<br />
marketing, infrastructure and systems can be developed appropriately and safeguards to protect<br />
the conservation of BMNP’s ecological, social and cultural ideals designed for every stage of<br />
development. This will ensure that the ‘right’ kind of tourist with appropriate values and<br />
expectations is attracted to BMNP. Following on from this, tourism marketing for BMNP will be able<br />
to place it strategically within the tourism market and then determine the market segmentation.<br />
Action 1.1.1: Define the primary target markets for BMNP tourism<br />
The unique features of BMNP must be determined to position it effectively within the tourism<br />
market. Then the potential tourism markets need to be investigated to establish their needs and<br />
develop a planned visitor profile. Types of accommodation required, seasonality and supply<br />
Section E – Tourism Provision and Management Programme 72
channels must all be identified for each tourism market. Once potential markets have been<br />
explored, market segmentation must be determined and thus the primary target market that<br />
provides the best balance between with the conservation needs of BMNP and the economic needs<br />
of management, local communities and private sector investors, must be chosen.<br />
Action 1.1.2: Create and use BMNP’s corporate image and tourism message<br />
A corporate and marketing image for BMNP must be created and once defined, must be used<br />
consistently in all forms of communication, such as uniforms, signs, literature and the website<br />
(www.balemountains.org). Activities under this action must therefore be carried out in conjunction<br />
with activities under the park operations and other programmes.<br />
Action 1.1.3: Develop and implement a realistic 5-year marketing plan to work with<br />
private sector operators, Government, partners, donors, tourism agents and other<br />
actors<br />
This marketing plan must focus on developing a tourist market that is compatible with the purpose<br />
and ethos of BMNP. Implementing the marketing plan must be coordinated with tourism<br />
development activities so that the levels and segments of tourists arriving match the provision of<br />
services. This will also require close cooperation with tour operators, travel agents, guide books,<br />
travel magazines, airlines and other appropriate tourism sites as well as with other commercial and<br />
government marketing organisations. Appropriate literature and promotional materials must be<br />
developed; BMNP website (www.balemountains.org) must be created and regularly updated to<br />
incorporate marketing materials and links to other websites and other efficient distribution channels<br />
must be identified and developed. BMNP may also need to produce material for tourism and trade<br />
fairs, as part of broader tourism promotional activities being undertaken by the MoCT. Booking<br />
systems may need developed, with other stakeholder, to assist community-run initiatives to<br />
operate.<br />
Specific objective 1.2: A strategic tourism provision plan for BMNP<br />
developed, implemented and regularly updated<br />
The tourism provision plan should review the challenges and opportunities facing tourism<br />
development in BMNP, identify potential tourism products and finally the infrastructure types of<br />
investments needed to develop and sustain them. The plan should also draw up guidelines for<br />
tourism best practice in the <strong>National</strong> <strong>Park</strong>. This plan must be integrated with tourism development<br />
in the wider zone and region, particularly with strategies and actions of the OCTB, the <strong>Bale</strong> Zone<br />
tourism office and BESMP.<br />
Detailed planning for tourism provision requires professional expertise and is beyond the scope of<br />
this GMP. However, some of the planning steps and information that is required for planning are<br />
laid out in the following actions.<br />
Action 1.2.1: Develop and implement a strategic and action plan for the provision of<br />
tourism facilities, services and activities<br />
Professional expertise must be sought to help develop a tourism provision plan that includes<br />
specific actions for developing appropriate tourism facilities, services and activities. Key<br />
stakeholders, including OCTB, MoCT, Adaba-Dodola Trekking guides, local communities, potential<br />
private sector investors and donors, BESMP, tourism agents and other relevant government offices<br />
must be consulted and included where necessary. Identifying challenges and opportunities is the<br />
first key step in any planning process, thus these actors and stakeholders will review in detail the<br />
‘SLOT’ analysis (Table E1).The developed plan will lay out guidelines and regulations laying out<br />
permitted tourism activities and types of accommodation according to the <strong>Park</strong> Zoning Scheme,<br />
thus specifying the desired carrying capacity of the area, with timeframes for the development and<br />
commencement of operations. The type and quantity of tourism that can be sustained in the park,<br />
without negative social-cultural and environmental impact, must be reviewed and estimated as part<br />
Section E – Tourism Provision and Management Programme 73
of the plan. This assessment should strive to find an optimal balance between benefits flowing from<br />
tourism to the park, communities and other stakeholders, and ensuring that tourists experience a<br />
quality visit to the area.<br />
It will not be possible initially and probably also in the long term, for all communities living in and<br />
immediately adjacent to the park to participate equally in tourism development. This may arise, for<br />
example, due to differences in community location and thus suitability for tourism, differences in<br />
community composition and interest. In addition, plans will take some time to implement, thus<br />
prioritisation of interested communities must be undertaken. A community stakeholder analysis for<br />
tourism must be incorporated to identify well placed and interested communities, beneficiary<br />
groups and potential partners, so that priority areas for community tourism development can be<br />
identified within the plan.<br />
Figure E3: Trekking map of the <strong>Bale</strong> <strong>Mountains</strong><br />
Action 1.2.2: Develop trout fishing related tourism opportunities<br />
In 1967 five hundred fingerlings each of Rainbow and Brown Trout were introduced in the Danka<br />
and Web rivers respectively (Blower 1971). In 1969 it was shown that the fish had begun to breed<br />
successfully which stimulated the formation of the <strong>Bale</strong> Fly Fishing Club. The rainbows did so well<br />
that stock was taken from the Danka and introduced into seven other streams. The large size and<br />
quality of the fish attracted many people to join, and by 1973 the Club had established an<br />
international reputation with many overseas members. Between 1970 and 1975, when the Club<br />
was disbanded, it is estimated that over 10,000 fish were caught by sport fishermen who spent<br />
significant sums of money. Since then there has been no formal management of the fishery, which<br />
is exploited mainly by villagers. Nevertheless the trout continue to breed and tourist fishermen are<br />
still successful, particularly in the Web, Danka and Shaiya rivers.<br />
Trout fishing has enormous potential to provide revenue for the park and associated communities.<br />
This requires liaison with other stakeholders in the area to develop trout-fishing regulations, to set<br />
Section E – Tourism Provision and Management Programme 74
quotas, to establish a fee system and to identify potential beneficiaries. In particular the tourism<br />
development plan should incorporate all of the potential services associated with trout fishing.<br />
Specific objective 1.3: A tourism-friendly environment in and around the <strong>Bale</strong><br />
<strong>Mountains</strong> developed and maintained<br />
Ethiopia has a reputation for low standards of tourist provision and ambivalent attitudes of tourism<br />
providers to international tourists. Tourists complain about adequate infrastructure and hygiene<br />
levels, as well as the attitude, unhelpfulness and inadequate knowledge of service staff.<br />
Interactions with the general public are often marred by begging and insensitive pointing, staring<br />
and shouting that would be otherwise locally unacceptable. Most guide books to Ethiopia include<br />
comments to this effect. . However, in areas where responsible tour operators have been active, a<br />
marked change in attitude and practices is evident. The creation of a tourism and tourist-friendly<br />
environment in the <strong>Bale</strong> <strong>Mountains</strong> must be a cornerstone of tourism development in the area.<br />
Action 1.3.1: Provide tourism awareness training and publicity campaigns for the<br />
local communities in and around park<br />
A ‘Tourism Awareness’ programme for the communities in and around BMNP will be instigated in<br />
partnership with OCTB, MoCT and others. The attitude of children to tourists is a key focus of this<br />
action. BMNP must work with local teachers to develop tourism friendly behaviour in children in the<br />
area, their approach must change from begging and shouting to one where they greet visitors<br />
politely and do not crowd and stare when tourists are in public places. Working with community<br />
leaders, youth and women’s groups will help to reinstate traditional values and attitudes. In<br />
addition, publicity should cover topics to increase understanding of the lives and origins of tourists<br />
and how to deal with cultural differences. This will ensure that tourists are seen as people with<br />
shared rights rather than just financial opportunities.<br />
Action 1.3.2: Train tourism providers to attain the standards required for<br />
international tourism, including hygiene levels<br />
Standards of general hygiene and toilets in particular, are a common problem for tourism provision<br />
in Ethiopia, even in most upmarket establishments. Older tourists may be unused to squat toilets,<br />
and may not have the leg strength to use them, thus operations dealing with this type of visitor<br />
must be able to provide seated environmentally sensitive toilets. Good hygiene can also be a<br />
problem and many visitors suffer from stomach complaints after eating in local food outlets. BMNP<br />
must work with health services and tourism providers and other stakeholder to raise hygiene<br />
standards.<br />
Action 1.3.3: Work with other stakeholders to improve tourism access to the <strong>Bale</strong><br />
<strong>Mountains</strong><br />
A key issue for tour operators is that access to BMNP is relatively poor, with bad roads and no<br />
internal air flights from Addis Ababa. In addition, tourists may have to return the way they arrived,<br />
reducing the diversity of experience. Whilst work has just started to surface the main access road<br />
with asphalt, BMNP can work with other actors and stakeholders in the short term to form a lobby<br />
group to attempt to get the air service to Robe/Goba resumed. Further work might involve<br />
encouraging the development of further tourist destinations and routes in the area.<br />
Action 1.3.4: Integrate visitor interpretation into park infrastructure development<br />
A major education/interpretation/resource centre is being planned for near BMNP HQ. This falls<br />
under the Outreach Programme. Within the lifetime of this GMP interpretation points should be<br />
planned for development in other areas. For example, an interpretation point in the Harenna forest<br />
could help increase visitors to this area and increase their time spent in the park. Welcome points<br />
where visitors pay park fees, such as the one recently constructed near the park gate in Dinsho<br />
need to be created in other areas. These would be the ideal site for a range of information on<br />
organising treks, local transport, fishing, park regulations, local culture, accommodation and food<br />
Section E – Tourism Provision and Management Programme 75
available in the particular area. It could also potentially house a shop that sold or made available<br />
both park publications such as guidebooks, maps and postcards and perhaps local artefacts and<br />
products.<br />
Action 1.3.5: Assess, plan and produce interpretation materials<br />
Currently, there is little high quality information readily available for visitors to the <strong>Bale</strong> <strong>Mountains</strong>,<br />
whether internationally, within country, or within the park. The internet is now the first port of call for<br />
many international visitors contemplating a visit to the area. The official park website<br />
(www.balemountains.org) will be launched in the first year of this GMP, whilst further information<br />
can be gleaned from private operators’ sites and the Adaba/Dodola Community Tourism website,<br />
www.baletrek.org. Links between www.balemountains.org and other relevant websites, e.g.<br />
OCTB, MoCT and community tourism providers must be incorporated and maintained.<br />
A relatively comprehensive guidebook was produced by Chris Hillman in the 1980s and was<br />
reprinted in 2001 by the Ethiopian Tourism Commission. This guidebook is still available in Addis<br />
Ababa, but not locally in <strong>Bale</strong> and is out of date in some respects. Another guidebook and trekking<br />
map Now out of print) was produced by EWCP and GTZ in 2002, but they are not readily<br />
accessible. They both contain park regulations. Flyers with visitor information on the park were<br />
produced by FZS in 2005. However, all these publications are in English and thus inaccessible to<br />
most local visitors.<br />
Information and promotional material on cultural sites outside of the park, which are additional<br />
destinations for visitors, could also be improved. For example, whilst recent guidebooks mention<br />
both Sof Omar caves and the Wabe Shebelle Gorge, there is little information available on the<br />
Sheik Hussein religious site further north. Application for inclusion of both Sof Omar and Sheik<br />
Hussein as World Heritage Sites are being prepared and could be BMNP’s application (see<br />
Outreach Programme).<br />
Action 1.3.6: Ensure park-managed tourism centres and facilities meet the highest<br />
quality standards<br />
Some tourism facilities will be managed by BMNP, such as the interpretive centres, toilets and<br />
possibly some campsites. Maintenance of hygiene and service standards is a recurring problem in<br />
many parks in developing countries, and steps must be taken by BMNP to improve on its current<br />
standards. The Tourism Code of Conduct must be distributed to all visitors and tourism operators.<br />
Objective 2: Efficient, effective and adaptive tourism<br />
management systems that provide an enhanced visitor<br />
experience, devised and maintained<br />
Specific objective 2.1: BMNP tourism department has the capacity to deliver<br />
and manage an exceptional tourism experience<br />
In all countries with successful tourism industries, the private sector is a key component and<br />
driving force for the provision of tourism opportunities and services. For example, in Kenya and<br />
Tanzania, the <strong>National</strong> <strong>Park</strong>s Authorities do not provide tours or run hotels and outsource all such<br />
activities on a lease basis. In South Africa, the <strong>National</strong> <strong>Park</strong>s Authority has taken this approach<br />
and is now outsourcing tourism provision. <strong>National</strong> Governments, whilst critically important in<br />
promoting their national treasures and regulating tourism industries, are typically very poor at<br />
providing profitable and high quality tourism services.<br />
The primary role of BMNP management will be to develop policy, guidelines, monitoring and<br />
enforcement of tourism activities. The tourism services will be provided by the private sector or<br />
community groups, under agreement with BMNP management. Within the development plan, there<br />
could potentially be some mountain huts or campsites where BMNP have some management role.<br />
Section E – Tourism Provision and Management Programme 76
Action 2.1.1: Ensure all staff undertake and regularly update training on tourism<br />
awareness and customer care<br />
BMNP staff, from cleaners to warden, have a clear, self-identified capacity gap of understanding<br />
tourists, the tourism industry and tourism management. Training courses for all staff, not just<br />
frontline staff, need to be developed and carried out urgently. Staff should also be fully updated on<br />
the TPM Programme, policies and developments in BMNP.<br />
Action 2.1.2: Develop and implement lease concession procedures, standards and<br />
agreements for private and community stakeholders<br />
Currently, there is no transparent procedure for deciding locations and type of tourism concessions<br />
in BMNP, or for how to apply for them. Standard procedures to develop tourism concessions,<br />
whether for communities or private investors, need to be developed with the relevant<br />
environmental, socio-cultural and business communities. Prototype agreements with guidelines<br />
and a checklist of issues that need consideration and inclusion will be drawn up. In addition,<br />
development standards that ensure minimal environmental impact will be finalised and integrated<br />
environmental management implemented.<br />
Specific objective 2.2: Tourism provision monitored, evaluated and<br />
appropriate actions to mitigate negative impacts or enhance provision<br />
adopted<br />
Action 2.2.1: Develop and implement tourism administration and information<br />
systems<br />
As tourist numbers increase, tourism administration systems need to be developed that support<br />
and inform BMNP tourism management actions. Computerised revenue collection, tourist<br />
management, visitor evaluation and satisfaction surveys, regulation enforcement systems and<br />
tourist movement monitoring will be developed as a basis for efficient and adaptive tourism<br />
management. This information will be collated and bi-annual reports disseminated to relevant<br />
stakeholders.<br />
Action 2.2.2: Design and establish systems for monitoring and mitigating the<br />
environmental and cultural impacts of tourism facilities and activities<br />
Whilst tourism can clearly bring enormous economic benefits to individuals, communities and<br />
nations, as well as for the conservation and management of natural resources, there are often<br />
drawbacks associated with an influx of relatively wealthy visitors to an area. Most frequently, a high<br />
level of visitor use can have a direct impact on the quality of the environment they have come to<br />
enjoy. For example, tourism overuse can degrade roads and tourist sites, produce waste and litter<br />
and can use water that is essential for natural hydrological processes. Moreover, exposure and<br />
contact with people from other countries, whilst beneficial in many ways in introducing and<br />
widening the horizons and knowledge of local communities, can have a detrimental impact on the<br />
culture and social wellbeing of communities. Begging children and the erosion of core community<br />
values are clearly undesirable side-effects of tourism.<br />
With globalisation increasing rapidly, tourism development must be sensitively managed with due<br />
forethought to such negative impacts. The development of tourism in BMNP must be carefully<br />
planned and regulated, with mitigation measures designed and implemented to reduce adverse<br />
impacts on both the exceptional resources and surrounding communities. Thus an auditing system<br />
to review the environmental, social and cultural effects of all proposed objectives and actions will<br />
be developed and embedded in BMNP tourism management.<br />
Section E – Tourism Provision and Management Programme 77
A Visitors Code of Conduct has been drawn up to minimise both environmental and socio-cultural<br />
impacts of the tourism:<br />
Golden Rules of Tourism in the <strong>Bale</strong> <strong>Mountains</strong><br />
Welcome to the <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong>. We hope you enjoy your stay and can contribute to<br />
the conservation of this unique and living natural heritage.<br />
You can help park management and the environment, animals and habitats you will see by<br />
observing a few simple rules. These Golden Rules are designed to manage your impact on the<br />
park and communities and also enhance your safety and enjoyment.<br />
Remember that everyone in the park, including you, has a responsibility to adhere and enforce<br />
these Golden Rules. Don’t be afraid to gently remind other park users!<br />
• Be safe!<br />
Do not take risks with your personal safety in the park by climbing or walking in dangerous areas.<br />
Please follow the advice of your guide at all times and stay in designated areas.<br />
• Respect other park users<br />
Other people have a right to use BMNP, whether scientists, local inhabitants or other visitors.<br />
Please ensure that your interactions with other people are respectful of their work and culture. Do<br />
not encourage begging behaviour from anyone, especially children. Giving anything, from money<br />
to unwanted water bottles is prohibited in the park. But please do greet everyone you see with a<br />
smile and a wave!<br />
• Don’t forget to pay your park fees!<br />
Remember these help park management conserve this unique place. Make sure you pay only at<br />
officially designated sites and provide all required information to help with record keeping and in<br />
the interests of your safety. Accept only officially stamped and numbered receipts.<br />
• Drive carefully in the park<br />
If viewing wildlife from a vehicle, please keep to tracks, drive slowly and do not drive when the<br />
ground is very wet. Do not use mobile phones outside of accommodation facilities. Wild animals<br />
always have right of way.<br />
• Do not bring any domestic or exotic animals or plants into the park<br />
Please ensure that you do not unknowingly bring any exotic plants or their seeds into the park.<br />
Exotic plants are a major threat to the environment.<br />
• Do not consume wildlife or purchase wildlife products when in the park or in parkassociated<br />
communities<br />
• Make sure your environmental impact is minimal<br />
Do not damage any vegetation or animals in the park and do not collect any native plants or<br />
animals. Remember to:<br />
Take out all litter that you produce<br />
Litter can both harm animals and people and is also extremely unsightly. This is especially true of<br />
cigarette butts which often kill birds that mistake them for food. Please dispose of rubbish at your<br />
accommodation or at designated BMNP collection points.<br />
Camp only in designated areas<br />
Take care with fire<br />
Section E – Tourism Provision and Management Programme 78
Please be very careful with cigarettes or matches, or when lighting fires. Accidentally started fires<br />
are a major threat to much of the <strong>Bale</strong> <strong>Mountains</strong> vegetation. Campfires are only permitted at<br />
authorised campsites. Fuelwood must be brought into the park and be from a sustainable source.<br />
Allow animals to behave naturally without disturbance<br />
Many wild animals become distressed when approached too closely by people or vehicles. Keep<br />
noise to a minimum and never try to attract animals’ attention.<br />
Do not use non-biodegradable soaps or detergents in the natural water bodies<br />
Use toilets where provided or bury waste at least 50m from water<br />
• Enjoy your visit or interaction with local communities<br />
Dress modestly, especially when bathing<br />
Bathe and toilet only in community designated areas<br />
Avoid open displays of affection in villages – this is not customary in rural Ethiopia.<br />
Enjoy any food or drink offered,<br />
Try to make sure that the hosts have sufficient for themselves, and please avoid becoming drunk<br />
and loud. This could be both offensive and frightening to your hosts.<br />
Do not try to push your religious beliefs on other people.<br />
Men should be respectful of local women at all times.<br />
Do not hand out expensive gifts or money to individuals<br />
This will encourage begging and may cause local conflict. If you wish to donate money to the<br />
community, please ask the advice of guides, or village elders or contribute to BMNP Community<br />
Development Fund<br />
Do not hand out unwanted water bottles or other items to individuals,<br />
This will also encourage begging and negative interactions with future visitors<br />
Please follow set prices for services such as horse hire<br />
Negotiation will create uncertainty and unpleasant relations. Guidelines can be obtained from the<br />
park office.<br />
Ask permission before you take photographs.<br />
Please do not pay for photographs as this encourages begging and creates unpleasantness<br />
between visitors and the community.<br />
Only buy everyday handicrafts such as baskets, mats, spoons,<br />
Do not buy family heirlooms as these are an important part of the cultural heritage.<br />
Action 2.2.3: Establish adaptive management system to link visitor experience to<br />
management action<br />
Visitor surveys and feedback collected as part of tourism provision and infrastructure monitoring<br />
must be taken into account in order to improve the quality of the BMNP tourism experience.<br />
Informal feedback forms should be available in every tourism facility and submitted to the Tourism<br />
Department and then considered at regular Tourism department meetings and at quarterly and<br />
annual planning meetings.<br />
Section E – Tourism Provision and Management Programme 79
Objective 3: Community participation and benefit sharing<br />
opportunities in BMNP tourism developed and established as<br />
core part of BMNP tourism provision and management<br />
Involving communities directly and indirectly in tourism, in a culturally and socially acceptable<br />
manner, is a key tenet of tourism development in BMNP. It is important to ensure that communities<br />
are taken into consideration in any partnerships between BMNP and private investors, for example<br />
by ensuring local staffing, the purchasing of local produce and services, and benefit sharing.<br />
Additionally, community tourism development is a growing area and there are a number of such<br />
initiatives within Ethiopia and the wider region. For example, TESFA, an Ethiopian NGO, have<br />
developed visits to communities around Lalibela in northern Ethiopia and GTZ have been involved<br />
in developing community horse-trekking in the Adaba-Dodola and Wenchi areas.<br />
For local communities to become central partners in BMNP tourism provision and management,<br />
the following actions have been devised. Lessons learnt from other initiatives illustrate that<br />
considerable capacity building within communities needs to be carried out in order for them to<br />
participate in an equitable and sustainable way. Steps to ensure that local communities have the<br />
knowledge and skills to become proactive and equal stakeholders and partners are laid out below.<br />
Action 3.1: Provide and facilitate training, guidance and support to enable<br />
communities prioritised for tourism development to fully understand opportunities<br />
and make considered and viable decisions on tourism provision<br />
The ‘Tourism Awareness’ campaign from Action 1.3.1 will be further developed in prioritised<br />
communities to ensure that they are fully aware of the positives and negatives of tourism<br />
development. Expectations of the potential benefits of tourism development will be managed by<br />
explaining predicted incomes and impacts. Discussion on tourism options and opportunities and<br />
the types of tourists that can be expected will be held. Where necessary, specific training and site<br />
visits will be held.<br />
Training should include the use of concession agreements to benefit all parties. Examples of other<br />
agreements must be reviewed for suitability and to ensure that a fair deal is obtained for all both<br />
communities and BMNP. A prototype agreement, compatible with NRM agreements, the legal<br />
framework, BMNP and local government must be drawn up together with these relevant<br />
communities. This will be a valuable training and trust building exercise and it can then be used in<br />
the pilot areas.<br />
Action 3.2: Assist communities in setting up and implementing tourism<br />
management, governance and benefit-sharing structures i.e. Community Tourism<br />
Development Committees, in partnership with BMNP management<br />
Currently, there are no structures or bodies within communities to develop and manage tourism<br />
and which can interact with other stakeholders, particularly BMNP management to represent<br />
community interests. Prioritised and Interested communities will be facilitated to set up Community<br />
Tourism Development Committees (CTDCs) with the capacity to govern and manage tourism<br />
concessions and benefit sharing mechanisms.<br />
Action 3.3: Work with CTDCs to develop tourism opportunities including<br />
concessions where possible<br />
The first step will be to review community tourism models in Ethiopia and the wider region to<br />
investigate what realistic development options might be appropriate for BMNP. These reviews<br />
must be discussed with the relevant communities for suitability and feasibility. Possible<br />
concessions must meet the needs of the tourists and the community to have a chance of success<br />
and they must have accessible and transparent structures and booking systems.<br />
Section E – Tourism Provision and Management Programme 80
Specific concession agreements for proposed tourism developments must then be drafted. These<br />
will detail quality standards and have implementation and monitoring systems for achieving and<br />
maintaining quality. These should be tied to NRM agreements where appropriate. The next stage<br />
will be to support the CTDCs to elicit funding for developing the identified tourism concessions.<br />
Potential donors will be identified and technical advice and help with application procedures given.<br />
Action 3.4: Facilitate tourism-relevant training and skills development for<br />
community members in prioritised communities<br />
A range of training and skills development will be required from basic financial management,<br />
interaction with tourists, hygiene maintenance, food provision etc. Experience sharing visits to and<br />
from other community enterprises such as Adaba-Dodola and TESFA initiatives will be valuable. In<br />
addition, links and opportunities provided by initiatives of other actors in the ecosystem, particularly<br />
OCTB, <strong>Bale</strong> Zone tourism office and BESMP need to be closely coordinated,<br />
Action 3.5: Work with local communities to explore and exploit the potential for<br />
marketing local artefacts<br />
Wherever possible local communities must take additional advantage of economic tourism<br />
opportunities through marketing local artefacts. Communities that can or will come into contact with<br />
tourists must be identified. Similarly artefacts that could also be sold must be identified. These<br />
currently include inter alia basketware, cow horn spoons and decorations, and wooden food<br />
storage containers. Opportunities for tourists to buy these artefacts in a mutually respectful way<br />
must be identified.<br />
Section E – Tourism Provision and Management Programme 81
<strong>Park</strong> Operations Programme<br />
Section F– <strong>Park</strong> Operations Programme 83
<strong>Park</strong> Operations Programme<br />
Programme Purpose: BMNP exceptional resource values secured using efficient,<br />
modern, effective and adaptive protection, financing and management systems that<br />
are considered to be a working model nationally and internationally<br />
<strong>Park</strong> Operations Programme Strategy<br />
The park operations strategy aligns the management and development of BMNP, its infrastructure,<br />
services and operations with the above programme purpose and with regional and national<br />
policies.<br />
The principal national policy-level instruments relevant to the <strong>Park</strong> Operations Programme strategy<br />
and implementation are those relating to BMNP boundary agreement, demarcation and<br />
gazettement. However, as summarised in Appendix 3, current legislation is insufficiently detailed to<br />
give clear guidance on gazettement mechanisms. The best laid understood process for<br />
gazettement is laid out below in Objective 1 below. In addition Federal and Regional Environmental<br />
Policy, which include environmental impact assessment guidelines and Regional and Federal<br />
financial and employment policy is also relevant.<br />
The PO Strategy incorporates a set of principles designed to achieve the programme purpose and<br />
to ensure alignment with national policies and strategies, as described below:<br />
Guiding Principles<br />
• Conservation of the Exceptional Resource Values takes precedence in all management actions<br />
and decisions<br />
• All park operations, developments and activities, including water and fuel use, will be designed<br />
and conducted so as to have minimal environmental impact<br />
• Staff will set the example of best practice as park users<br />
• Best quality and high standards will be the benchmark for infrastructure and equipment<br />
procurement, construction and maintenance<br />
• <strong>Park</strong> management recognise that they are providing a service to park users as well as managing<br />
resources<br />
Section F– <strong>Park</strong> Operations Programme 85
<strong>Park</strong> Operations Programme 10-Year Objectives<br />
<strong>Park</strong> boundary<br />
defined and<br />
demarcated<br />
and BMNP<br />
gazetted<br />
Objective 1<br />
Resource protection system<br />
established<br />
Resettlement<br />
and zonation<br />
plans<br />
developed<br />
and<br />
implemented<br />
<strong>Park</strong><br />
infrastructure<br />
developed<br />
and<br />
equipment<br />
procured<br />
Adaptive<br />
resource<br />
protection<br />
plan<br />
operational<br />
BMNP exceptional resource<br />
values secured using<br />
efficient, modern, effective<br />
and adaptive protection,<br />
financing and management<br />
systems<br />
Integrated<br />
Environmental<br />
Management<br />
implemented<br />
Objective 2<br />
Sustainable financial plan for<br />
BMNP operational<br />
Economic and<br />
financial flows<br />
of the <strong>Bale</strong><br />
<strong>Mountains</strong><br />
Ecosystem<br />
understood<br />
Business plan<br />
for BMNP<br />
operational<br />
Objective 3<br />
Modern, efficient and adaptive<br />
management and administration of<br />
BMNP established<br />
Transparent<br />
and effective<br />
management<br />
structures,<br />
systems and<br />
capacity<br />
estabished<br />
Effective and<br />
secure<br />
administrative<br />
system<br />
operational<br />
Synergistic,<br />
collaborative<br />
and adaptive<br />
planning and<br />
review system<br />
operational<br />
Figure F1: Logical framework for the <strong>Park</strong> Operations Programme, including the programme<br />
purpose, objectives, and specific objectives.<br />
The <strong>Park</strong> Operations Programme 10-year objectives have been designed to address the relevant<br />
issues and challenges facing BMNP management, as identified by the park stakeholders. The<br />
objectives take into account the guiding principles for this management programme. The three<br />
objectives are:<br />
1. Resource protection system established<br />
2. Sustainable financial plan operational for BMNP<br />
3. Modern, efficient and adaptive management and administration of BMNP established<br />
A series of 10–year specific objectives and associated actions have been formulated to achieve<br />
these management objectives and are described below. In addition, a brief description of the<br />
relevant management issue or challenge is included, providing the justification for the actions. The<br />
3-year action plan for the PO Programme, which lists activities, input requirements, priority,<br />
responsibilities and timeframe for carrying out the actions is included in Section H.<br />
Objective 1: Resource protection system established<br />
Currently, BMNP management cannot protect the resources of BMNP for a number of reasons.<br />
Firstly, BMNP has never been gazetted by the government and its unclear legal status weakens its<br />
authority. Secondly, it does not have the infrastructure, equipment or human resources for effective<br />
management and patrolling systems. In the future, BMNP management should have the tools to<br />
efficiently and professionally manage and secure the park’s resources. Four specific objectives<br />
have been developed to achieve this.<br />
Section F– <strong>Park</strong> Operations Programme 86
Specific objective 1.1: <strong>Park</strong> boundaries defined and demarcated and BMNP<br />
gazetted<br />
A key challenge for the conservation of BMNP is the unclear legal status of the park. The Ethiopian<br />
Wildlife Conservation Organisation (EWCO) was formed in 1965 and in 1970 gained autonomous<br />
status. This gave it the responsibility to “establish, develop and administer national parks for<br />
wildlife, game reserves and other conservation areas designed to provide for the better protection<br />
of the fauna and flora, and for purposes of education and scientific research” [Article 3(1) of Wildlife<br />
Conservation Order, 1970]. Under this mandate BMNP was declared a <strong>National</strong> <strong>Park</strong> in 1970 by<br />
EWCO (Buer 1969, 1970). BMNP was never formally gazetted by parliament, but the boundary<br />
was later described (EWCO 1974) and it was thereafter treated as a <strong>National</strong> <strong>Park</strong>. This lack of<br />
clarity in legal status raises questions concerning the authority of park management and weakens<br />
enforcement activities. This contributes to the increasingly unsustainable natural resource use in<br />
BMNP.<br />
In addition, local communities were never involved in the creation of BMNP, although some<br />
interaction took place when boundaries were revised in the 1980s. Thus there is considerable<br />
confusion and disagreement over the current boundary, particularly as demarcation has never<br />
been carried out or maintained in the long term. That said, many older community members in the<br />
north of the park, can quite clearly point out the line of the boundary. However, even where the<br />
boundary is recognised, there is little control or respect for it. In the northern sector where some<br />
patrolling by park staff is carried out, the communities continue to dispute the boundary, claiming<br />
that they do not know its exact location and/or ignoring the boundary to use the land for grazing.<br />
In summary, there is a clear need to formalise the legal situation of the park and obtain boundary<br />
agreements with local communities, as a first step towards legal gazettement. The starting point for<br />
this process will be the boundary described by EWCO in 1974 (EWCO, 1974, Appendix 2), rather<br />
than the revised boundary in the 1986 GMP (Hillman 1986), where a small northern extension was<br />
included that was never accepted by local communities.<br />
BMNP Gazettement Process<br />
Current and draft legislation does not clearly articulate the gazettement process, but does state<br />
that local communities should be consulted during the process of boundary delineation. Legal<br />
advice obtained for this GMP, has however, given the following guidance on the process to be<br />
adopted.<br />
According to the existing legislative practice, the process of gazetting BMNP involves three stages;<br />
i. Preparation of draft legislative documents<br />
ii. Stakeholder discussion on the draft legislative documents (consensus building)<br />
iii. Adoption of the legislation.<br />
(i) Preparation<br />
The preparatory process includes the drafting of the legislation to proclaim BMNP as a park and<br />
the preparation of supporting documents. The legislation should be developed by the relevant<br />
experts, based on the existing policy and legal framework and taking into account realities on the<br />
ground and trends of development. The draft legislation shall specify, among other things;<br />
i. the boundary of the park with maximum precision<br />
ii. the administration of the park (i.e. specify the institution that shall administer the park and the<br />
specific powers and duties it shall have, that a GMP will be the guiding management document)<br />
iii. the utilisation of the park (i.e. how the natural resource of the park shall be used)<br />
iv. the activities that constitute offences (including activities associated with damaging the<br />
boundary, natural resource use, causing damage to the integrity of the park and obstruction of the<br />
implementation of the legislation)<br />
v. the institution that shall have the power to issue regulations on matters relating to the<br />
administration and utilisation of the park.<br />
Section F– <strong>Park</strong> Operations Programme 87
The draft legislation needs to be supported by a short description (an introduction to the draft<br />
legislation and justification for its enactment), the cadastral map of the park, and documents (e.g.<br />
meeting minutes) evidencing the consent / consultation of the local communities and the relevant<br />
state institutions from local to regional levels to the park boundary.<br />
(ii) Consultation<br />
The draft legislation needs to be discussed and enriched by the stakeholders. The relevant federal<br />
and regional institution, NGOs, CBOs and community representatives should participate in the<br />
discussion. The final draft of the legislation shall be prepared accommodating the input obtained<br />
from stakeholders’ discussion.<br />
(iii) Adoption<br />
Once the legislation is formulated, it shall be presented to the cabinet through the concerned<br />
institution member to the cabinet (OARDB in the case of legislation at regional level, and MoARD<br />
in the case of legislation at federal level). If the draft legislation is accepted by the cabinet then it<br />
shall be presented to the parliament for enactment. A regulation does not go to the parliament<br />
unless it had been adopted by the council of ministers. The parliament shall organise a public<br />
meeting to obtain public opinion on the draft legislation. The legislation shall be published in the<br />
official legal gazette upon approval by the parliament.<br />
The following actions have been formulated define the boundaries of BMNP and then to gazette<br />
the park. They will be carried out with the SNRM Programme.<br />
Action 1.1.1: Develop and implement process for park boundary determination<br />
Stakeholder awareness-raising and consultations with communities adjoining the park, and federal,<br />
regional, zonal, woreda and kebele authorities will be undertaken to agree on a process for<br />
boundary definition. This will lead to an agreed action plan and guide the formation of a task force<br />
to determine a legal and agreed boundary. Maps of current boundaries and land-use will be<br />
produced to use as a basis for discussion and decision-making. Areas of dense settlement and<br />
agriculture, such as the Gojera area, Goro or Hawo areas will be considered for exclusion but<br />
additional high biodiversity or wilderness areas, such as the Medicinal Plant hotspot in eastern<br />
Angesu, or parts of the Mena-Angetu NFPA or eastern Harenna forest, will be considered for<br />
inclusion.<br />
It is anticipated that all relevant stakeholders (community, kebele, woreda and zonal) will be<br />
involved in boundary determination on a kebele by kebele basis, through meetings and discussion<br />
leading to agreement of the kebele/BMNP boundary for that kebele. That section of the boundary<br />
will then be geo-referenced together with the stakeholders, a formal written boundary description<br />
drawn up for that section that is signed by representatives of all stakeholders as a temporary byelaw.<br />
That section of boundary can then be immediately demarcated and adopted for management<br />
purposes, whilst the rest of the gazettement process is carried out.<br />
Action 1.1.2: Prepare and adopt legislation for <strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong> <strong>Park</strong><br />
gazettement<br />
Once boundaries are agreed and signed with all stakeholders, they will be demarcated and<br />
formally described. This formal description forms the basis for BMNP gazettement and is the key<br />
document required for government approval. The full process for gazettement will be clarified with<br />
the Regional and Federal Governments before being undertaken, but will follow the process<br />
described above (i.e. drafting the legislation, consultation and then adoption). Expert legal advice<br />
in wildlife relevant legislation will be required to draw up legal documents, from a combination of<br />
Federal and Regional Authorities and perhaps an expert legal consultancy.<br />
Section F– <strong>Park</strong> Operations Programme 88
Specific objective 1.2: <strong>Park</strong> infrastructure developed and equipment procured<br />
Professional and effective protected area management requires quality, well designed and well<br />
located infrastructure to enhance management activities. Protected area headquarters need to<br />
provide accommodation for senior staff and scouts, storage and garage facilities, be a hub of both<br />
internal and external communications, and have sufficient office space and ancillary services.<br />
Effective Protected Area (PA) management requires regular patrolling throughout the PA and thus<br />
outposts must be strategically located to maximise patrol coverage, communication and comfort.<br />
Currently BMNP has permanent infrastructure in five areas and temporary infrastructure in two<br />
other areas. The Dinsho Headquarters, Web and Gaysay permanent camps are operational (Table<br />
F1), as well as the Gofingera and Berak temporary camps. There are thus three operational scout<br />
outposts in the Gaysay area, which is extremely inefficient. Two additional permanent scout<br />
outposts exist but are not operational, at Rira, and at Angesu on the Goba-Sanetti road in the<br />
north-east of the park. Thus there is only management in the very north of the park (approximately<br />
5% of the park). The rest of the park is visited rarely or not at all. This management vacuum is<br />
contributing to resource degradation.<br />
A park infrastructure development plan, based on Table F1 is outlined in the following actions and<br />
in the 3-year action plan. Outpost development plans will be aligned with increases in staff<br />
numbers and with administrative zone boundaries.<br />
Figure F2: BMNP park<br />
infrastructure<br />
Section F– <strong>Park</strong> Operations Programme 89
Table F1: <strong>Park</strong> infrastructure and requirements<br />
HQ<br />
Area Existing Required<br />
Web Horse Camp<br />
Gaysay<br />
Rira Sub HQ<br />
Angesu<br />
Berak<br />
Gofingera<br />
New outposts<br />
(Potentially Shisha,<br />
Hawo, Kotera,<br />
Sanetti, Ayida and<br />
Morebawa)<br />
New offices<br />
Old offices<br />
Tourist reception centre<br />
Warden accommodation<br />
Poor expert accommodation<br />
Poor mid-level staff<br />
accommodation<br />
Inadequate stores<br />
Basic campsite<br />
Stables for 25 animals<br />
2 Accommodation sets<br />
Horse guard room<br />
4 Accommodation sets<br />
Kitchen<br />
Toilet<br />
4 Accommodation sets<br />
1 toilet<br />
4 Accommodation sets<br />
1 toilet<br />
2 temporary accommodation sets<br />
Kitchen<br />
2 temporary accommodation sets<br />
Kitchen<br />
Senior staff housing and power (some under<br />
construction)<br />
Mid-level staff housing as agreed<br />
More office space with a meeting room<br />
Store (under construction)<br />
Garage (under construction)<br />
Office waste disposal<br />
Office ablution block<br />
Communications (VSAT, radio room)<br />
Tourist ablution block at reception centre<br />
Basic toilet at campsite<br />
Toilet<br />
Waste disposal<br />
Upgraded toilet and waste disposal<br />
Horse stabling<br />
Power and radio room<br />
Office<br />
Kitchen<br />
Power and water<br />
Senior staff accommodation<br />
Small office + bunkroom visitors/researchers<br />
Security fence<br />
Livestock holding pen<br />
Store<br />
Waste disposal system<br />
Horse stabling<br />
Radio room<br />
Control point/checkpoint<br />
Horse stables<br />
Kitchen<br />
Power and water<br />
Security fence<br />
Livestock holding pen<br />
Store<br />
Waste disposal system<br />
If retained: as below for outposts<br />
If retained: as below for outposts<br />
Accommodation for 4-6 scouts<br />
Kitchen, ablutions, store, security fence<br />
Waste disposal system<br />
Power and water<br />
Control point (Shisha)<br />
Action 1.3.1: Build <strong>Park</strong> infrastructure<br />
A building plan supported by FZS is already underway and new offices that have been empty for<br />
ten years are now occupied and functioning. Additional accommodation for senior staff will be<br />
completed in 2007. Subsequent building plans for the Rira sub-headquarters and further outposts<br />
in the south of the park are outlined in the action plan but will need revision as staff levels increase.<br />
Section F– <strong>Park</strong> Operations Programme 90
<strong>Park</strong> infrastructure development plans must also be aligned with the implementation of the park<br />
zonation and park boundary agreements.<br />
Action 1.3.2: Maintain, plan and construct management track network<br />
A track network will allow access for management, research, monitoring and tourism, as well as<br />
enhancing the safety of park users. In addition to the public all-weather road across the Sanetti<br />
plateau, there are some tracks for game viewing in the Gaysay area and a 4WD track into Kotera<br />
in the Web Valley from HQ. This track is maintained by EWCP, but under constant use and<br />
damage by livestock. Seasonal access to western Harenna may be possible along an old loggers’<br />
track, whereas the tracks built by Food for Work programmes in the 1980s from Kotera to<br />
Morebawa and the Sanetti Plateau have been rarely used and are impassable except by<br />
motorbike. Management and tourism requirements will be assessed and a road and track network<br />
planned, built and maintained accordingly.<br />
Action 1.3.3: Improve and maintain signposting<br />
Signposting in BMNP is inadequate: most existing signs are old, of poor quality or badly positioned,<br />
and in many areas (e.g. all the south of the park), there are no signs. A corporate identity for<br />
BMNP will be designed (c.f. Tourism Provision and Management Programme) to be used on<br />
signposts. Professional and high quality signs will be placed wherever the park boundary crosses<br />
roads and in other relevant sites. Signposting at HQ will be upgraded and park regulations<br />
strategically posted. Appropriate and innovative signposting will be used to improve marketing and<br />
interpretation within the park.<br />
Action 1.3.4: Procure and maintain sufficient field and office equipment, vehicles<br />
and communications systems<br />
Scouts have little functioning field equipment for mobile patrols. They require adequate camping<br />
equipment, uniforms, cold weather clothing and technical equipment (binoculars, GPS, compass,<br />
first aid kits), which will need to be replaced throughout the life-time of the GMP. The firearm<br />
complement needs to be regularly assessed, repaired and refurbished and non-functioning<br />
weapons decommissioned. The requirement for other equipment to apprehend those contravening<br />
park regulations will be assessed.<br />
Although some new computer hardware has been recently purchased by projects working in the<br />
park, further computers and office equipment, such as software, a photocopier, a scanner and<br />
digital cameras are required at HQ and, to some extent, at Rira sub-HQ.<br />
BMNP currently has three 4WD vehicles but inadequate budget for running costs and<br />
maintenance. The Rira sub-HQ will require one of these vehicles. Motorbikes or quad-bikes could<br />
be used supervisory staff (e.g. Chief Scouts) to check outposts and patrols. FZS have recently<br />
purchased horses and associated equipment for patrolling, but future purchases and replacement<br />
will be necessary as staff numbers increase. A tractor should be purchased for general park<br />
maintenance, particularly of tracks.<br />
Improved communication systems are a priority for BMNP. Phone and fax systems are essential<br />
for HQ and, with expansion of the internet, a satellite internet connection is required for efficient<br />
communication and information searches. The park also requires a HF radio system for HQ to<br />
communicate with distant outposts and the sub-HQ, and a VHF radio system for outposts to<br />
communicate with patrols. This requires experienced network design to ensure good coverage,<br />
licences and rental of frequencies from the federal governments, and equipment purchase and<br />
installation. Once the cellular phone network is functioning, mobile phones could be provided as a<br />
back-up to each outpost where reception is available.<br />
Section F– <strong>Park</strong> Operations Programme 91
Specific objective 1.4: Adaptive resource protection plan operational<br />
There is no current resource protection, staff deployment plan or patrolling plan for BMNP. A<br />
comprehensive patrolling system that takes into account increasing scout numbers and<br />
encompasses the whole park must be developed.<br />
Action 1.4.1: Develop and implement operational patrolling system, taking into<br />
account scout numbers and community based resource protection systems<br />
A patrolling system must maximise efficient deployment of staff whilst covering as much of the park<br />
as possible, as frequently as possible. Given the severe constraints of scout numbers in BMNP, a<br />
prioritisation assessment taking into account ERVs, threat types and levels and thus level of<br />
protection required, will be undertaken. The resource protection system will incorporate a feedback<br />
system for incident reporting, a ranger based resource monitoring system and administrative<br />
zoning. Law enforcement procedures will be developed in consultation with local police and<br />
judiciary. Scouts will then be trained to understand the powers and protocols they have at their<br />
disposal in the field.<br />
Action 1.4.2: Obtain support from local administration, communities, police and<br />
judiciary for resource protection<br />
Local stakeholders in each woreda, including administration, communities, police and judiciary are<br />
essential partners in a resource protection system. They must therefore be fully aware of all<br />
resource protection operations, modes of activity, legal and technical issues and there must be full<br />
agreement and understanding of the prosecution system and procedures. Focal point of contacts<br />
for discussion of resource protection issues between BMNP management and these stakeholders<br />
must be established for efficient communication and cooperation, followed by ongoing discussions<br />
and appropriate training. Furthermore a database for following up the results of actions and<br />
prosecutions must be constructed and used in monitoring the outcomes of infringements<br />
Action 1.4.3: Stop small scale commercial timber and charcoal extraction and larger<br />
scale extraction by commercial sawmills<br />
Wood extraction is occurring at an alarming rate in BMNP. Wood is mainly used for household and<br />
commercial firewood provision in rural and urban areas, for fencing, for building and, of less<br />
concern, for beehives, household and agricultural implements and for ceremonial and fumigation<br />
purposes. In the Harenna Forest, ancient Giant Erica stands, that will take centuries to recover, are<br />
being cut daily for stock fences. Charcoal is also produced in the <strong>Bale</strong> <strong>Mountains</strong>, apparently at<br />
increasing rates, although the scale of this activity is unknown.<br />
Further information is required on the extent and location of small scale timber and charcoal<br />
extraction, for example in Shaiya, Harenna, Gaysay, Adele and Angesu areas of BMNP. Further<br />
information is required on the location of any commercial timber extraction from BMNP, particularly<br />
whether the government sawmill in the Dolo Mena is involved. Once data on commercial extraction<br />
is collected and mapped, the resource protection and patrolling plans of BMNP and communities<br />
can cover these areas and activities. In the interim, liaison with communities, local administration,<br />
police and judiciary concerning laws regarding pit saws, chainsaws and timber extraction, the park<br />
boundary, park regulations and increased enforcement is required.<br />
Action 1.4.4: Monitor and control illegal wildlife hunting and fishing<br />
Some illegal hunting of wildlife for bushmeat occurs in BMNP, particularly in the forest areas.<br />
Mountain nyala are sometimes killed for crop raiding and there are also anecdotal reports that<br />
some wildlife products are used in the <strong>Bale</strong> <strong>Mountains</strong>, although best knowledge suggests this is<br />
not currently a major issue. With wildlife extraction currently low, the implementation of good record<br />
keeping is a priority so that effective systems exist to promptly identify any possible future<br />
increase. Additionally, liaison with government agencies such as judiciary, police and local<br />
government offices can be improved to assist with monitoring and control.<br />
Section F– <strong>Park</strong> Operations Programme 92
Specific objective 1.5: Integrated Environmental Management of park<br />
developments and activities implemented<br />
Integrated Environmental Management (IEM) refers to a functioning and adaptive system for<br />
mitigating the negative environmental effects of development activities. The typically begins with an<br />
Environmental Impact Assessment (EIA) but then includes an adaptive system for that<br />
development site that implements the mitigation measures recommended and monitors their<br />
implementation and effectiveness.<br />
Action 1.5.1: Develop and implement Integrated Environmental Management (IEM)<br />
policy, guidelines and operational procedures for BMNP<br />
Although federal and regional environmental policy and legislation include sections on<br />
environmental impacts these have not been implemented at park level. The first step to minimise<br />
the environmental impacts of park management and thus fulfil the PO guiding principles is to<br />
develop guidelines for IEM that draw on federal and regional policy and regulations, and examples<br />
from other similar organisations. Overall BMNP IEM policy and guidelines will need to be<br />
integrated fully into park planning and management, including zonation prescriptions. All future<br />
management operations and park developments will adhere to this policy.<br />
Action 1.5.2: Assess and retroactively mitigate the environmental impact of existing<br />
park development, including quarries, building and roads<br />
Existing BMNP infrastructure and other developments were not assessed for their environmental<br />
impacts. Thus these developments must be retroactively assessed and mitigation measures<br />
suggested. Over time these must be implemented and the changes in the environmental impacts<br />
of the developments regularly assessed. Special attention may be required for Ethiopian Road<br />
Authorities quarries and roads inside BMNP, particularly the new road across Gaysay.<br />
Objective 2: Sustainable financial plan for BMNP operational<br />
There is no doubt that financial resources provided for the management and development of<br />
BMNP are inadequate. Prior to 2004, the park received an annual operating budget of less than<br />
100,000 ETB from the federal and regional treasury in order to run all patrolling, monitoring,<br />
environmental education, community outreach, park development, maintenance, lodge<br />
management, tourist development and other park operations and administrative activities. Larger<br />
budgets are repeatedly requested, but even in 2006, when the park operational budget was<br />
166,374 ETB, excluding salary costs, this was just 40% of that requested.<br />
A global survey of protected area budgets and staffing level, carried out by the World Conservation<br />
Monitoring Centre in 1996, revealed that worldwide mean budgets for protected areas were<br />
$893/km 2 , with a mean of $257/km 2 in the eastern Africa Region. The report suggested that<br />
$526/km 2 were required in developing countries for effective management, although in 1988<br />
another study put this figure at $200-230/km 2 . Figures for Ethiopia were estimated at just $5/km 2 in<br />
1996, the third lowest for any country in the world.<br />
In 2006, the total budget for BMNP had been increased to some 303,000 Ethiopian Birr (34,500<br />
USD), including salaries. Backtracking, and assuming 5% annual increase since 1996, this would<br />
represent a value of around 186,000 ETB ($21,189) in 1996. This figure is just 2% of that<br />
estimated to be required for effective management and, at $9.6/km 2 , is also dramatically below the<br />
average both for developing countries and eastern Africa.<br />
Securing sustainable financing for protected area management is now a key objective in the<br />
international conservation sector. In order to organise the many ideas and sources of funding,<br />
Section F– <strong>Park</strong> Operations Programme 93
BMNP must be well organised and focused. One of the key methods to achieve this is business<br />
planning. The concept of business planning for conservation in Africa is now well entrenched<br />
through the Conservation Finance Program of the Wildlife Conservation Society (WCS) and the<br />
World Conservation Union (IUCN). Conservation business plans have been developed for the<br />
wildlife sectors of Madagascar and Rwanda, and the forest sectors in Uganda and Rwanda (GoU,<br />
2003; Moyini, 2005). Protected Area business planning is an objective of the current GEF-PASP<br />
for Ethiopia (FDRE, 2005).<br />
The following specific objectives have been devised to fulfil this objective.<br />
Specific objective 2.1: Economics and financial flows of the <strong>Bale</strong> <strong>Mountains</strong><br />
ecosystem understood<br />
BMNP and its greater ecosystem provide a host of benefits on local, national and international<br />
levels. However, little is known about the true value of these services that the ecosystem provides<br />
to different stakeholders – although the value of the water services alone are expected to be<br />
considerable. The costs and benefits of ecosystem services are often misaligned: those who bear<br />
the short-term costs of preserving the ecosystem do not receive an appropriate share of the<br />
benefits and therefore have little incentive to preserve it, while those that benefit from the<br />
ecosystems often pay little or none of the costs. This misalignment of costs and benefits leads to<br />
natural resource degradation.<br />
Action 2.1.1: Quantify the value of ecosystem goods and services and identify the<br />
relevant beneficiaries<br />
A first step in generating financing systems for BMNP, which could potentially finance the<br />
realignment of costs and services, is to estimate the value of the ecosystem, its biodiversity and<br />
the services that it provides. Ecosystem goods (e.g. forest products, grazing, water supply, and<br />
recreation) and ecosystem services (e.g. water provision, flood prevention, climate stabilisation,<br />
and biodiversity maintenance) obtained from BMNP can be assessed using livelihood assessment<br />
and economic valuation methods. The beneficiaries and the total values of the goods and services<br />
that they receive must also be identified. This will provide the foundation for subsequent activities<br />
that might secure appropriate payment.<br />
Action 2.1.2: Increase capacity of BMNP management to understand and promote<br />
<strong>Bale</strong> <strong>Mountains</strong> ecosystem services and related conservation economics<br />
It is vital that BMNP staff have the knowledge and understanding to explain and promote BMNP’s<br />
value through the goods and services that it provides. Typically government bodies are measured<br />
by financial returns. In the case of BMNP its value will only be properly understood once a total<br />
economic valuation of goods and services has been completed. In the meantime BMNP staff must<br />
be able to justify its importance based on this model. They must also communicate these values to<br />
local stakeholders.<br />
Specific objective 2.2: Business Plan for BMNP operational<br />
Efforts to increase revenue generation will be internal, external or through innovative sustainable<br />
financing initiatives. Internally efforts will be made to increase government budget allocation by<br />
justifying the increased commitment to safeguard the total ecosystem value. Other internal<br />
mechanisms will include better use of funds and improved financial management systems.<br />
Nevertheless it is still extremely likely that core budget will be insufficient. Thus additional funding<br />
must be sought from a variety of sources and capacity increased to identify, secure and manage<br />
these funds.<br />
Section F– <strong>Park</strong> Operations Programme 94
The following actions have been devised to pull together these potential initiatives to coordinate<br />
them through a business plan for BMNP, and to investigate certain already identified potential<br />
options in more detail.<br />
Action 2.2.1: Develop and implement business plan for BMNP<br />
The key elements of a protected area business plan includes articulation of the sustainable<br />
funding options for the sector with detailed elaboration of the funding situation, gaps and options;<br />
and a strategic framework for ensuring cost effectiveness through enhancing revenue generation<br />
and the cutting of costs. Formulation of a business plan for BMNP will therefore pull together the<br />
information and actions detailed elsewhere in this financing objective, and build these into a<br />
comprehensive road map to sustainable financing. Business plans are management, strategic<br />
planning and communication tools which inform key stakeholders including government agencies,<br />
local communities, the private sector, investors and donors of the vast potentials in the sector.<br />
They are also effective marketing instruments that should be widely utilized (Moyini, 2005).<br />
Action 2.2.2: Assess and capitalise on potential for revenue retention<br />
Revenue retention is possible under current Oromia regional structures and is practised in many<br />
Forest Management Areas. There is potential for revenue retention from even the current low<br />
levels of tourism, such as concession fees (where Central Government could get business tax on<br />
profits) and from other park users such as from Community Natural Resource Management<br />
Agreements. In the Dodola forestry area, communities pay an annual rent to the Forest Area for<br />
the use of the resources in the area, whether for grazing or wood collection. The potential for such<br />
mechanisms needs to be assessed through review of current and potential systems, development<br />
of economic models for optimal revenue systems and then the compatibility of potential schemes<br />
with government systems assessed, before any schemes can be implemented.<br />
Action 2.2.3: Improve capacity of BMNP to identify, apply for and report funding<br />
opportunities<br />
Although additional funds could be raised externally by BMNP from a suite of potential donors, staff<br />
currently have no capacity to carry out such fundraising activities and thus have to rely on donors<br />
who are driven by their own objectives. Thus a key action in this GMP should be to increase the<br />
fund raising capacity of BMNP management.<br />
Action 2.2.4: Investigate and capitalise on opportunities for national commercial<br />
sponsorship<br />
With the uniqueness and high endemicity of species of the <strong>Bale</strong> <strong>Mountains</strong>, there is a strong<br />
potential brand image. Indeed a number of companies already use <strong>Bale</strong>-associated names, such<br />
as Nyala, there is potential to obtain sponsorship in kind or in cash to support activities and<br />
infrastructure within BMNP. Exploring opportunities will require direct lobbying and investigation by<br />
BMNP staff.<br />
Action 2.2.5: Establish mechanisms for private donations to BMNP<br />
Many protected areas gather support from interested individuals, past visitors, and local or<br />
international philanthropists. However, such support is stronger when a donor organisation is set<br />
up, as it provides a mechanism and accountability for payments both nationally and internationally.<br />
Some local businessman have already expressed a desire to use their positions to support <strong>Bale</strong>,<br />
thus there may be an opportunity to set up a “Friends of <strong>Bale</strong>” type of organisation. Individuals<br />
need to be identified and targeted, request lists drawn up and the legal mechanism for such<br />
payments explored. It is possible over the lifetime of the GMP that further initiatives might grow out<br />
of such actions, such as the establishment of a Trust Fund for the area.<br />
Section F– <strong>Park</strong> Operations Programme 95
Action 2.2.6: Explore and capitalise on methods of acquiring payment for BMNP<br />
ecosystem services<br />
Although sustainable financing mechanisms for protected areas and payment for ecosystem<br />
services are beginning to be developed at the international level, these funding mechanisms have<br />
yet to be explored in Ethiopia. Potential funding opportunities might include payments for BMNP<br />
ecosystem services such as carbon sequestration, watershed protection and biodiversity/genetic<br />
conservation. For example, the Harenna Forest is responsible for considerable carbon<br />
sequestration, and since payments for carbon sequestration are now online following the operation<br />
of the Kyoto Protocol and the establishment of the European Emissions Trading System (ETS),<br />
there may be potential for obtaining payments. Furthermore, considerable work has gone into<br />
developing watershed based negotiations for fundraising tie-ins for hydro-electricity, clean water<br />
supplies, beverages and beer sales in a number of countries including Tanzania, Indonesia and<br />
the Philippines. These need to be explored for the <strong>Bale</strong> <strong>Mountains</strong>. It is clear that additional<br />
external technical expertise and funding will be required to complete this action. BESMP is<br />
examining methods of soliciting sustainable financing for the ecosystem, so BMNP should closely<br />
integrate with its initiatives.<br />
Objective 3: Modern, efficient and adaptive management and<br />
administration of BMNP established<br />
Current management and administration structures and systems in BMNP are insufficient to<br />
manage a protected area the size and the complexity of BMNP, particularly to follow the work plan<br />
laid out by this GMP. There is insufficient staff with appropriate capacity and working conditions,<br />
staff morale and professionalism are poor.<br />
Specific objective 3.1: Transparent and effective management structures,<br />
systems and capacity established<br />
Responsibility for meeting many of the desired objectives within this GMP (e.g. implementing<br />
sustainable natural resource management agreements, public relations, tourism development and<br />
marketing), are difficult to assign logically with current management structures. For example, the<br />
roles of three current posts, ‘<strong>Park</strong> Biologist’, ‘<strong>Park</strong> Ecologist’ and ‘Wildlife Monitoring Expert’ are not<br />
well described or distinct. With no post responsible for outreach activities, or sustainable natural<br />
resource management, but three posts apparently allocated to research and monitoring, there is a<br />
clear mismatch between park management needs and staffing structures and job descriptions.<br />
Furthermore, there is a striking gap in the human capacity available, both in terms of numbers and<br />
level of expertise required to implement this GMP. Staff lack training in a range of crucial areas<br />
such as working with communities, human resources management, Protected Area management,<br />
ranger based monitoring, database handling systems or tourism management. With only 21<br />
operational scouts, even if they were young and working at full capacity, only perhaps 25% of the<br />
park could be controlled. Few scouts are literate and thus ranger based monitoring is impossible.<br />
Scouts clearly need policing and conflict management training and community liaison skills. Most<br />
administrative staff do not have the skills to do their jobs.<br />
BMNP also recognises that a well-motivated staff force is likely to be more committed and<br />
accountable in carrying out its obligations to a high standard. Currently, park staff feel marginalized<br />
from management and decision making processes and, for a variety of reasons, not just<br />
employment conditions, some staff exhibit a low level of commitment and poor morale. A number<br />
of actions can be carried out in order to improve staff motivation and professionalism.<br />
Section F– <strong>Park</strong> Operations Programme 96
Finance and budget*<br />
General<br />
maintenance<br />
Drivers*<br />
Purchaser<br />
Cashier<br />
OARDB<br />
DRLANR*<br />
<strong>Park</strong> Warden*<br />
Secretary* Legal expert<br />
Administration and<br />
Finance Head<br />
Store<br />
keeper*<br />
Fee collector<br />
Record worker<br />
Office Cleaner (Sanitary)*<br />
Office Assistant<br />
<strong>Park</strong> Development and<br />
Protection Section Head<br />
Biologist*<br />
Sociologist*<br />
Ecologist*<br />
Tourism expert<br />
Wildlife development and<br />
conservation expert<br />
Chief Scout*<br />
Scouts<br />
Wildlife Monitoring Expert<br />
Figure F3: Current park management structure (* Indicates posts currently filled).<br />
Section F– <strong>Park</strong> Operations Programme 97
Administration &<br />
Finance<br />
Department<br />
Head<br />
Human Resources<br />
& Administration<br />
Finance<br />
Figure F4: Proposed BMNP Structure<br />
Tourism<br />
Department<br />
Expert<br />
<strong>Park</strong> Warden*<br />
SNRM & Outreach<br />
Department<br />
Expert*<br />
Ecological<br />
Management<br />
Expert*<br />
Deputy Warden &<br />
<strong>Park</strong> Operations<br />
Department<br />
Team Leader<br />
South Section<br />
Head &<br />
Chief Scout<br />
North Section<br />
Head &<br />
Chief Scout<br />
Maintenance and<br />
Infrastructure<br />
The park management will have five main departments with associated Experts under the <strong>Park</strong><br />
Warden. The five Experts will serve as an internal BMNP management committee and will be<br />
responsible for designing and implementing the Annual Operations Plans and annual budgeting.<br />
As part of preparation for management plan implementation, a detailed Terms of Reference (ToR)<br />
for each Expert will be prepared by the <strong>Park</strong> Warden, with appropriate technical advice and using<br />
best practice from other protected areas in Ethiopia and more widely in Africa.<br />
Action 3.1.1 in the <strong>Park</strong> Operations Programme is designed to reconcile the current park structure<br />
with the one proposed in this GMP.<br />
Action 3.1.1: Review and revise park management systems and departmental and<br />
staffing structure, in light of GMP implementation<br />
A thorough review of the current park management structure and the allocation of humans and<br />
financial resources is required to improve efficiency and ensure that all responsibilities of BMNP<br />
management can be met. Figure F4 depicts the structure proposed that will be appropriate for<br />
GMP implementation and is modelled on protected area authorities elsewhere in Africa.<br />
Under this revised management structure, responsibilities and job descriptions of park staff will<br />
need to examined and revised appropriately. With revised job descriptions, the payment level for<br />
Section F– <strong>Park</strong> Operations Programme 98
many posts must be also be reassessed, particularly because park staff currently receive very low<br />
salaries compared to civil service rates in other offices, with a similar education level,<br />
responsibilities and volume of work. For example, scouts are paid at the level of a guard, rather<br />
than an employee who is expected to work independently in sometimes basic and adverse<br />
conditions, carry out negotiations with community members, collect information and make reports.<br />
This is the first step in trying to ensure that staff salaries match job descriptions and responsibilities<br />
under the revised management structure.<br />
Action 3.1.2: Assess and develop strategy to fill gaps between current situation and<br />
capacity required to implement GMP<br />
A capacity needs assessment is required before a strategy can be developed to meet these needs.<br />
A variety to strategies can be pursued to meeting capacity needs. For example, BMNP can<br />
approach partners for specific requests for training opportunities, or even staff needs. The potential<br />
of obtaining funding from outside sources and donors both within country and internationally can<br />
also be explored.<br />
Action 3.1.3: Increase and maintain staffing levels as required<br />
Staffing levels clearly need to be increased in order to implement the GMP. Once posts are<br />
outlined and included in proposed staff structure, job descriptions for new posts can be drawn up<br />
and requests for new posts submitted to the appropriate authority.<br />
Action 3.1.4: Improve and maintain good employment benefits such as housing,<br />
uniforms and medical insurance provision<br />
Good employment conditions lead to effective and motivated staff. Currently employment benefits<br />
in BMNP are poor, with few additional incentives for living or working in remote areas. Incentives<br />
can be provided in a number of ways, not just by direct financial means. Provision of good quality<br />
equipment, uniform, housing, training, social benefits (e.g. medical, life insurance or education<br />
support) recognition of effort, overtime rate, and international recognition will all contribute to job<br />
satisfaction and improved employment conditions. Good uniforms and appropriate equipment for<br />
work are important in ensuring staff are able to carry out their jobs efficiently, in comfort and with<br />
pride. Some uniforms have been recently provided to scouts and management, but annual<br />
requirements for all staff need to be assessed and procurement made. No medical insurance is<br />
currently provided for park staff and treatments have to be paid from salary. An emergency medical<br />
fund should be set up that could cover large expenses, would be of benefit to all staff and remove<br />
anxiety. In addition, insurance companies, particularly those who use <strong>Bale</strong> for marketing must be<br />
approached for sponsorship. Staff housing is currently inadequate, and although construction is<br />
being carried out, overall guidelines need to be drawn up on the standard and provision of housing<br />
for different levels of staff. With such guidelines in place, current housing availability can be<br />
assessed and a plan for improvement made.<br />
Action 3.1.5: Introduce strategies to strengthen staff morale including internal<br />
competitive reward system for good service<br />
Staff morale is identified as being poor in BMNP and a number of strategies should be adopted to<br />
improve this situations. A competitive reward system can be a very effective motivating factor for<br />
many staff. Those receiving awards, aside from any financial or material benefit, experience pride<br />
and a rise in self-esteem, which improves job satisfaction. One of the tasks of the reinvigorated<br />
management committee (see below) should be to design and implement a competition and award<br />
system. Moreover, a Staff Association is already in place that pulls in all levels of staff and aims to<br />
improve the activities and morale of staff members. The Association carries out a number of<br />
activities, some of which could be facilitated by BMNP itself. Provision of tea or cafeteria facilities<br />
at the new office buildings would be a beneficial first step.<br />
Section F– <strong>Park</strong> Operations Programme 99
Action 3.1.6: Implement transparent and effective human resource management<br />
systems<br />
BMNP recognises that offering incentives to improve staff effectiveness is only one side of the<br />
equation. To complement this there is a need for an established and enforceable system that<br />
clearly set out the required standards and regulations that must be adhered to by staff and their<br />
dependants in BMNP.<br />
The conduct of all staff is important for creating a good example to other park users, whether<br />
tourists, researchers or community members. A BMNP code of conduct for all park staff has been<br />
drawn up (Table F2). These are complimentary and compatible with the government civil service<br />
policy, regulations, disciplinary procedures and codes of conducts. Most BMNP staff are not aware<br />
of these and thus are not aware of either their rights or responsibilities. The adoption of this code<br />
by staff members will require further integration and awareness-raising for it to be successfully<br />
incorporated into working practices.<br />
BMNP Staff Code of Conduct<br />
• Staff should be well presented with clean and neat uniforms when on duty<br />
• BMNP equipment should be kept clean and in good condition<br />
• Staff should be polite and respectful when interacting with park users<br />
• Staff should have good timekeeping and attendance to duty<br />
• Staff must respect the Exceptional Resource Values of BMNP<br />
• Regular reporting and incident reporting must be timely<br />
• Staff must respect park regulations e.g. not permit their livestock to graze in the park<br />
• Staff must be sober at all times during work hours<br />
• Staff must be respectful of work colleagues<br />
• Staff must carryout instructions and duties as requested in an efficient manner<br />
• Staff must be honest at all times<br />
• Staff must not leave their work post without permission from line manager, particularly on<br />
market days, except in emergency situations<br />
• Staff will work towards self-improvement<br />
• Horses and all animals must be treated humanely<br />
• Staff must use electricity and other power sources responsibly and appropriately<br />
• All waste must be disposed in designated sites and in an environmentally appropriate<br />
manner<br />
Action 3.1.7: Implement government health and safety standards<br />
Health and safety at work is an increasing concern across the world, but little attention has been<br />
paid to ensuring safe working practices within BMNP. With an increase in activities, particularly for<br />
scouts carrying firearms, regulations and procedures must be set up to ensure staff safety and<br />
health. As a first step, current government standards must be investigated, before BMNP<br />
procedures for working, fire prevention, first aid, and accident reporting can be drawn up. Finally,<br />
staff must be made aware of policy, regulations and procedures and trained where appropriate.<br />
Specific objective 3.2: Effective and secure administrative systems<br />
operational<br />
Action 3.2.1: Ensure park regulations and policies are up-to-date, understood by<br />
park users and functional<br />
A variety of regulations and policy relating to BMNP use are either in force or in draft. For example,<br />
Table F3 details the park regulations, but does not detail the punishments that might be accorded<br />
to their violation. Inclusion of such detail and confirmation of other items, such as the draft policy<br />
Section F– <strong>Park</strong> Operations Programme 100
on domestic dogs and for research projects, need to be finalised and all such documents regularly<br />
reviewed and updated.<br />
BMNP Regulations<br />
• No domestic animals, including livestock and domestic dogs, allowed in the park except<br />
with explicit written permission from BMNP warden with detailed conditions<br />
• No litter must be dropped in the park<br />
• Alien species must not be brought into the park<br />
• No hunting, killing or collection of animals, animal products or plants except with explicit<br />
written permission from BMNP warden with detailed conditions<br />
• No deadwood collection or cutting of trees or shrubs allowed except with explicit written<br />
permission from BMNP warden with detailed conditions<br />
• Environmental disturbance is forbidden e.g. excessive noise, harassment of animals,<br />
damage to trees or plants<br />
• Camping is only permitted in designated areas<br />
• No off-road driving in motorised vehicles, except with explicit written permission from BMNP<br />
warden with detailed conditions<br />
• No fires allowed except at designated sites<br />
• No construction of permanent shelters, or general infrastructures except with explicit written<br />
permission from BMNP warden with detailed conditions<br />
• Water must not be contaminated in any way<br />
• Water must be used economically<br />
• Use of power must be appropriate and responsible<br />
• All waste, especially that created when trekking or patrolling, must be disposed of at<br />
designated sites<br />
• <strong>Park</strong> property must not be damaged<br />
Action 3.2.2: Design, implement and maintain a simple, effective store system that is<br />
compatible with both paper and computer systems<br />
Storage systems and facilities are currently poor: the store has no hard floor and thus is damp,<br />
whilst equipment lists are not easy to access. Old and broken equipment are not decommissioned<br />
and removed from stores. In addition, store inventories are not regularly checked by management.<br />
The current system needs to be reviewed and revised appropriately, with expert help. The human<br />
capacity to manage the new computerised system will be improved.<br />
Action 3.2.3: Improve equipment care and maintenance<br />
Even current poor equipment is not well maintained by both staff users and storekeepers. As new<br />
and better quality (and thus more expensive) equipment becomes available care protocols must be<br />
drawn up and established in working practices. Specific accountability for maintenance must also<br />
be assigned. This will ensure cost-effective.<br />
Action 3.2.4: Improve and maintain efficient electronic and paper filing system<br />
The administrative system is not very efficient with filing systems, reports and record archiving<br />
poor. This means that letters and reports cannot easily be retrieved for reference and collective<br />
knowledge is lost. In addition, records are not computerised and capacity to operate systems is<br />
low. To improve the system, a review and redesign by experts is required and then identified<br />
capacity needs addressed.<br />
Action 3.2.5: Improve and maintain financial management system<br />
A number of factors have combined that have resulted in current poor financial management with<br />
poor financial planning and reporting with inefficient use of the already low budget allocated.<br />
Capacity levels of park staff are poor, recording and reporting systems inadequate and park staff at<br />
management level unaware of how government financial systems operate, and thus how to<br />
Section F– <strong>Park</strong> Operations Programme 101
optimise their use. The system can be improved by a thorough overhaul, and improving staff<br />
capacity and responsibilities.<br />
Action 3.2.6: Establish regular quarterly and ad hoc management committee<br />
meetings<br />
In order to include staff in management, a management committee, which is not currently<br />
functioning, can be re-established and reformulated. This will include the objectives and terms of<br />
reference of the committee and the identification of members through election or co-option.<br />
Specific objective 3.3: Synergistic, collaborative and adaptive planning and<br />
review system operational<br />
Planning at all levels is a crucial activity for any organisation from both strategic and operational<br />
perspectives and for aligning financial and human resources. It is required within Ethiopian<br />
government systems for requesting budgets. However, within BMNP, improvements of current<br />
systems are required for efficient operations and as staff levels change. Moreover, it is vital that the<br />
3-year action plan in this GMP is embedded into annual planning and is revised and extended for<br />
the next 3-year cycle. The GMP must become an adaptive and reactive document. The following<br />
actions have been developed to achieve this:<br />
Action 3.3.1: Review and implement GMP Monitoring and Evaluation Plan<br />
Annual review meetings should be held to monitor and evaluate the implementation of the GMP,<br />
management effectiveness and the impact that the GMP is having, as outlined in the Monitoring<br />
and Evaluation Section of this GMP. A backward look (review) is as important as a forward plan,<br />
but is a component of the plan-implement-review cycle that is often poorly carried out or<br />
documented. This action will therefore not only provide a key “review” component of the planning<br />
and management cycle, but be the basis for an adaptive management system review that is<br />
flexible and responsive to changes in context. Baseline assessments need to be undertaken, for<br />
example of the METT, once the plan is approved and regular monitoring systems need to be<br />
integrated into work plans and annual operational planning and reporting A report should be<br />
produced of results achieved and why actions were not carried out or require adaptation<br />
Action 3.3.2 Improve BMNP reporting systems<br />
Reporting systems for both BMNP as a whole and for each management programme (or<br />
management department) need to be improved in light of the monitoring and evaluation of GMP<br />
implementation. For example, when management decisions are made, justification for that decision<br />
should be included as part of monitoring.<br />
Action 3.3.3: Improve as annual and quarterly operational planning and budgeting<br />
This action will ensure that the whole management team is involved in regular planning and that<br />
budgeting is aligned with activities. Annual planning and determination of realistic outputs and<br />
timelines should take into account the human and technical capacity available, budget availability,<br />
including obtaining partner project budget allocations, for rationalisation of BMNP budgets and then<br />
reprioritisation and appropriateness of actions and activities in line with changing circumstances<br />
and new knowledge. Part of the planning process requires the clear allocation of responsibilities to<br />
staff members so that implementation will take place. The 3-year action plan within the 10-year<br />
strategic framework of the GMP will be the basis for annual work plans and used in all planning<br />
activities.<br />
Action 3.3.4: Develop next 3-year Action Plan for 10-year GMP<br />
In order to ensure that subsequent rolling 3-year action plans are produced in a timely fashion it is<br />
important that protected area planning is built into management structures and the next cycle of<br />
planning takes place in 3 years time.<br />
Section F– <strong>Park</strong> Operations Programme 102
Outreach Programme<br />
Section G – Outreach Programme 103
Outreach Programme<br />
Programme Purpose: BMNP secured through collaborative management<br />
partnerships with stakeholders that are based on an integrated conservation and<br />
development philosophy, innovative communication and education strategies and<br />
livelihood strengthening, including diversification<br />
Outreach Programme Strategy<br />
The Outreach Programme aims to ensure that BMNP is an outward-looking organisation, that<br />
operates collaboratively with its neighbours and other stakeholders and that it is integrated and<br />
acting synergistically with development and other initiatives outside its boundaries. The Outreach<br />
strategy provides a general statement of policy and principles that will guide the outreach activities<br />
of BMNP within this GMP. Adoption of this strategy is intended to provide additional support for the<br />
conservation of BMNP and its exceptional resources as well as facilitating a positive flow of<br />
benefits out of BMNP – including information, ideas, education opportunities, development<br />
initiatives and, where possible, revenue. Effective partnerships will increase understanding,<br />
dialogue and participatory management among local, national and international stakeholders.<br />
Partnerships must be built on mutual trust, communication and understanding, which requires new<br />
systems of communication and education, improved information sharing and opportunities for<br />
discussion, debate and negotiation. Simultaneously BMNP will play its role to facilitate livelihood<br />
development, mitigate the costs of living in or near the park, and use best practice to ensure the<br />
equitable sharing of benefits, thus ensuring that BMNP is at the heart of a <strong>Bale</strong>-wide, integrated<br />
conservation and development management system.<br />
This strategy is aligned with federal and regional legislation and policies, including the <strong>National</strong><br />
Environmental Policy (1997), the <strong>National</strong> Conservation Strategy (1997), the <strong>National</strong> Rural<br />
Development Policy (2002), the <strong>National</strong> Biodiversity Conservation and Research Policy (1998)<br />
and Action Plan (2005) and Access to Genetic Resources and Community Knowledge and<br />
Community Rights Proclamation (2006) and Regulations (2007).<br />
The following guiding principles for programme implementation were formulated from policy,<br />
legislation and best field practice elsewhere.<br />
Guiding Principles<br />
• Mutual respect underpins the relationships between BMNP and all park users and partners<br />
• Communication and dialogue are central to all BMNP relationships and partnerships<br />
• Communities are positive partners in BMNP management<br />
• Potentially disadvantaged and marginalised community groups (e.g. youth and women) are<br />
recognised as partners for inclusion<br />
• All partnerships and relationships are adaptive and dynamic and therefore expectations and<br />
behaviour must be similarly adaptive<br />
• BMNP should be recognised as a development catalyst rather than a development implementer<br />
and therefore its role is primarily related to facilitation<br />
Section G – Outreach Programme 105
Outreach Programme 10-Year Objectives<br />
<strong>Park</strong>-community<br />
dialogue<br />
mechanisms<br />
functioning and<br />
having input into<br />
BMNP<br />
management<br />
Objective 1<br />
BMNP integrated locally<br />
and managed with the<br />
collaboration and support<br />
of relevant stakeholders<br />
Strong<br />
partnerships and<br />
linkages<br />
established with<br />
relevant<br />
organisations<br />
Programme Purpose: BMNP secured through collaborative<br />
management partnerships with stakeholders that are based on<br />
an integrated conservation and development philosophy,<br />
innovative communication and education strategies and<br />
livelihood strengthening and diversifcation<br />
BMNP managed<br />
within a<br />
functioning<br />
biosphere<br />
reserve<br />
Innovative,<br />
widely targetted<br />
and adaptive<br />
publicity<br />
programme<br />
implemented<br />
Objective 2<br />
Wider awareness of BMNP<br />
and a sense of ownership<br />
and responsibility<br />
established through<br />
publicity, communications<br />
and education programmes<br />
Environmental<br />
education<br />
programme<br />
established in/<br />
around BMNP<br />
Livelihood<br />
development<br />
and equitable<br />
benefit-sharing<br />
facilitated<br />
through<br />
collaboration<br />
with partners<br />
BMNP<br />
benefiting<br />
from its World<br />
Heritage Site<br />
listing<br />
Objective 3<br />
Equitable benefit-sharing<br />
and cost reduction<br />
facilitated in parkassociated<br />
communities<br />
Alternative and<br />
sustainable<br />
energy use<br />
facilitated and<br />
promoted<br />
Human-wildlife<br />
conflict<br />
understood and<br />
mitigated<br />
Figure G1: Logical framework for the Outreach Programme, including the programme purpose,<br />
objectives, and specific objectives.<br />
Three 10-year objectives have been drawn up for the Outreach Programme, using the guiding<br />
principles, to tackle the issues, challenges and opportunities identified by park stakeholders<br />
relevant to this programme. The objectives are:<br />
1. BMNP integrated locally and managed with the collaboration and support of relevant<br />
stakeholders<br />
2. Wider awareness of BMNP and a sense of ownership and responsibility established,<br />
through publicity, communications and education programmes<br />
3. Equitable benefit-sharing and cost reduction facilitated in park-associated<br />
communities.<br />
A series of 10–year specific objectives and associated actions have been formulated for these<br />
management objectives, and are described below. In addition, a brief description of the relevant<br />
management issue or challenge is included, providing the justification for the actions. The 3-year<br />
action plan for the Outreach Programme, which lists the activities, input requirements, priority,<br />
responsibilities and timeframe for carrying out the actions is included in Section H.<br />
Section G – Outreach Programme 106
Objective 1: BMNP integrated locally and managed with the<br />
collaboration and support of relevant local stakeholders<br />
Globally, there is a tendency for national parks to view themselves as islands and to operate<br />
without reference to the wider context, both locally and nationally. However, conservation activities<br />
cannot operate in isolation of the surrounding environment, particularly in BMNP where the major<br />
threats have been identified as habitat loss and over-exploitation of natural resources by parkassociated<br />
communities. It is therefore critical that BMNP engage with local communities and<br />
facilitate community participation into park management and decision-making. This GMP<br />
recognises that local communities are positive partners in the future management of BMNP and<br />
this objectives aims to integrate BMNP management with the activities of local communities,<br />
development organisations, and government and non-government actors.<br />
Specific objective 1.1: <strong>Park</strong>-community dialogue mechanisms functioning and<br />
having input into BMNP management<br />
Local communities are acutely aware of the poor relationship they currently have with BMNP and<br />
in many cases describe it as park-local community conflict. Community consultations also identified<br />
poor relationship as a key issue to be addressed in the GMP. Reversing these attitudes will take<br />
time and must include improved dialogue. The formation of park-community forums will give both<br />
sides the opportunity to raise concerns and issues and to start building the trust required for<br />
participatory management and decision-making.<br />
Action 1.1.1: Train relevant BMNP staff and key stakeholders in community<br />
involvement in protected areas<br />
Background information on park-community partnerships, dialogues, successes and challenges<br />
will be gathered and shared with relevant park staff and communities. The capacity for both park<br />
staff and communities to engage in dialogue and, in conjunction with the SNRM programme, in<br />
joint natural resource management (JNRM), will then be assessed. Particularly important are an<br />
understanding of the benefits to be gained from park-community dialogue and capacity for<br />
negotiation and conflict management. Based on a capacity assessment relevant community/park<br />
training will be facilitated by BMNP management.<br />
Action 1.1.2: Establish and maintain forums for BMNP-community dialogue<br />
Poor communication between the park and government bodies at local, regional and federal level<br />
was identified as a major reason for its lack of political support for BMNP. As part of this GMP,<br />
BMNP will encourage and facilitate the delegation of representatives by park-associated<br />
communities, including representatives from marginalised groups, to strengthen BMNP-community<br />
dialogue. Simultaneously BMNP will hold an internal workshop to establish a consensus on a<br />
working model for community involvement in BMNP. Initially the park and each community will<br />
meet to decide on a forum structure for grievance and problem solving, discuss problems and<br />
issues, and identify indicators to monitor the impact of forums. These forums will meet regularly<br />
and the overall effectiveness of BMNP-community forums developed will be monitored to assess<br />
their impact park-community partnerships. Results will be fed back to both communities and BMNP<br />
management.<br />
Specific objective 1.2: Strong partnerships and linkages established with<br />
relevant organisations<br />
BMNP needs the support of government institutions and other organisations operating in the<br />
conservation and development context in the area (e.g. NGOs, CBOs academic institutions and<br />
research projects). Creating strong partnerships will foster the involvement and joint ownership that<br />
will ensure the long-term development and management of BMNP and will also ensure that BMNP<br />
is a stakeholder in policy development and decision-making outside its boundaries.<br />
Section G – Outreach Programme 107
Action 1.2.1: Establish BMNP management committees<br />
To enhance effective management of BMNP, relevant organisations must be involved in park<br />
management at both central and local levels. To achieve this, a Management Board (MB) and a<br />
BMNP Zonal Steering Committee (BMNP-ZSC) will be established.<br />
The MB will oversee BMNP management, ensure GMP implementation and provide policy<br />
guidance. This will ensure that senior staff from all institutions are fully involved in and informed of<br />
BMNP operations. The MB will also work as a policy discussion group as BMNP is a demonstration<br />
site for the new GEF Protected Area System Plan being implemented by the Ministry of Agriculture<br />
and Rural Development (MoARD) (FDRE, 2005; 2006). The key actors in the MB should be the<br />
Oromia Region, the OARDB and OCTB, the Federal wildlife sector, and non-governmental<br />
management partners and key stakeholders who can provide skills and advice from other sectors.<br />
Potential members of the MB should include:<br />
Government members Non-governmental members<br />
Oromia Region Vice/President (Chair)<br />
Africa Regional Director, FZS<br />
Head, OARDB<br />
Ethiopian Chamber of Commerce<br />
Head/Deputy Head, Oromia Culture & Tourism EC Delegate<br />
Bureau<br />
USAID<br />
Head, Oromia Environmental Protection Agency<br />
UNDP<br />
<strong>Bale</strong> Zonal Administrator<br />
State Minister Natural Resource Sector<br />
Walta<br />
Ethiopian Airlines<br />
The BMNP Zonal Steering Committee will involve key local government offices and other partners.<br />
It will support GMP implementation by acting as a centre point for coordination, information<br />
exchange and interaction with other development partners. The key actors in BMNP-ZSC should<br />
be BMNP, Oromia Bureau of Agriculture and Rural Development (OARDB), zonal and woreda<br />
Agriculture and Natural Resources department heads and local non-governmental projects and<br />
organisations.<br />
Potential members of BMNP-ZSC should include:<br />
Government members Non-governmental members<br />
Warden, BMNP (Chair)<br />
Project Leader, FZS-BMCP<br />
Head, Dept of Wildlife and Forestry, OARDB Project Manager, BESMP<br />
Head, Agriculture and Natural Resources, <strong>Bale</strong> Field Manager, EWCP<br />
Zone<br />
Community representative<br />
Heads, Agriculture and Natural Resources,<br />
Woredas<br />
Head, Culture and Tourism, <strong>Bale</strong> Zone<br />
Zonal CSMPP Focal person<br />
Community representative<br />
Tour guides associations representative<br />
Action 1.2.2: Co-ordinate regularly with local government<br />
BMNP will engage with local government partners on a regular basis to ensure coordination of<br />
activities, overall engagement and support. This engagement will occur at all levels – zone, woreda<br />
and kebele. An annual coordination meeting to present BMNP annual report and annual operations<br />
plan (AOP) for the following year will be held with all zonal and woreda authorities, judiciary and<br />
other relevant administrative bodies. Further, BMNP warden will meet quarterly with <strong>Bale</strong> zone to<br />
Section G – Outreach Programme 108
maintain coordination. Quarterly meetings will also be held with relevant woredas. An annual<br />
woreda-BMNP coordination meeting to discuss specific NRM issues (e.g. monitoring, enforcement,<br />
conflict management and specific problems/issues) will be held and if necessary specific working<br />
groups will be established to tackle NRM issues. At the kebele level, sector scouts will be assigned<br />
to meet with each kebele monthly, having ensured that these sector scouts have been trained in<br />
community-park dialogue and conflict resolution (Action 1.1.1).<br />
Action 1.2.3: Improve communication with and between BMNP and NGO's, academic<br />
institutions and other non-governmental bodies that can or do collaborate with<br />
BMNP<br />
BMNP recognises that communication must be maintained from all sides and that it is also<br />
responsible for maintaining contact and dialogue. Thus, the park will create internal guidelines for<br />
contact and collaboration with other institutions. These will include allocating points of contacts,<br />
opening individual files for all communication, and establishing regular reporting, feedback and<br />
budget planning mechanisms. Regular communication will be established with collaborators, and, if<br />
appropriate, formal meetings will be held.<br />
Specific objective 1.3: BMNP managed within a functioning biosphere reserve<br />
Biosphere reserves are ecosystems where, through appropriate zoning patterns and<br />
interdisciplinary management mechanisms, the conservation of ecosystems and their biodiversity<br />
is combined with the sustainable use of natural resources for the benefit of local communities,<br />
including relevant research, monitoring, education and training activities (Brandon, 2002). Thus,<br />
they represent a tool for implementing the Convention on Biological Diversity (particularly its<br />
ecosystem approach) and other international agreements. Biosphere reserves are internationally<br />
designated by UNESCO under the Man and the Biosphere Programme. Biosphere reserves must<br />
contain a core protected area under legal protection, a buffer zone and also a transition zone,<br />
where economic activities are allowed. The current NRM management systems in operation and<br />
being developed in and around BMNP (this GMP, BESRMP and GTZ’s WAJIB PFM programme<br />
near Adaba-Dodola) would allow for the <strong>Bale</strong> <strong>Mountains</strong> ecosystem to be listed as a Biosphere<br />
Reserve. This would afford the <strong>Bale</strong> <strong>Mountains</strong> ecosystem, with BMNP at its core, international<br />
protected area status and it would also assist in promoting natural resource use in the wider<br />
ecosystem within a coordinated management system.<br />
Action 1.3.1: List BMNP within a Biosphere Reserve<br />
Listing the <strong>Bale</strong> <strong>Mountains</strong> as a Biosphere Reserve will require coordinated support from other<br />
NRM actors in the <strong>Bale</strong> <strong>Mountains</strong>' ecosystem, as well as Regional and Federal government<br />
support. The application must come from the Government of Ethiopia.<br />
Action 1.3.2: Realise benefits from Biosphere Reserve listing<br />
Biosphere Reserve listing affords the protected area international status with concomitant publicity.<br />
The benefits of listing will be investigated in order to maximise the long-term security of BMNP and<br />
sustainable use of resources in the wider area.<br />
Objective 2: Wider awareness of BMNP and a sense of<br />
ownership and responsibility established<br />
BMNP suffers from a lack of recognition of its significance as a biodiversity hotspot, of its critical<br />
ecosystem services of regional socio-economic importance, its tourist potential and potential World<br />
Heritage Site listing. Wider national and international awareness of BMNP will significantly increase<br />
support for conservation and management activities by creating a sense of ownership and<br />
responsibility among all stakeholders (international, national, and local). This is especially<br />
important to increase the Ethiopian constituency of support for BMNP locally and nationally.<br />
Section G – Outreach Programme 109
Moreover, increased recognition will strengthen political support and fundraising efforts nationally<br />
and internationally.<br />
Specific objective 2.1: Innovative, widely targeted and adaptive publicity<br />
campaign implemented<br />
Action 2.1.1: Develop innovative communications strategy to promote BMNP GMP<br />
Upon ratification, the GMP strategy, its contents and the processes to be adopted during<br />
implementation must be communicated with all relevant stakeholders. These include BMNP staff,<br />
local communities, local government, other government and non-governmental partners, all of<br />
whom were consulted in GMP development. This communications strategy will form the basis for<br />
dialogue on GMP implementation. The philosophies, specific contents and implementation plans<br />
for the GMP will be conveyed to all BMNP staff. An innovative communications strategy targeting<br />
local communities in and around the park will be developed to convey as much of the GMP to<br />
these communities as possible. Market days provide an opportunity where people gather and<br />
visual displays and stands will maximise their potential. Other relevant stakeholders will be<br />
targeted with the distribution of copies of the GMP where relevant, or with either posters of<br />
pamphlets.<br />
Action 2.1.2: Design and implement publicity campaign to improve public and staff<br />
recognition and support for BMNP<br />
BMNP will engage with partners and other stakeholders with publicity experience to create a<br />
publicity campaign to improve understanding of socio-economic and natural services provided by<br />
BMNP, its biodiversity importance and its potential as a tourism site. The campaign will use graphic<br />
presentations and other innovative techniques to disseminate its messages. Options for<br />
outsourcing publicity will be investigated Opportunities for a book on <strong>Bale</strong>, photographic<br />
exhibitions, articles in popular magazines, the involvement of local and international celebrities, etc<br />
will also be investigated. Annual brainstorming sessions to improve BMNP’s publicity will be held.<br />
Action 2.1.3: Engage with national companies to promote BMNP<br />
Companies, especially those using logos such as the mountain nyala and other BMNP species, will<br />
be encouraged to market BMNP and <strong>Bale</strong> products (in partnership with SNRM Programme) to<br />
demonstrate their support for Ethiopia’s natural heritage and resources.<br />
Action 2.1.6: Develop and maintain BMNP website<br />
BMNP now owns the domain name www.balemountains.org. This website will be developed and<br />
maintained as a publicity tool for a wide range of audiences, including tourists, conservationists,<br />
researchers, and donors. A broad range of easily understood information about the park and its<br />
management will be provided as well as images from <strong>Bale</strong>, news items, publications, and links to<br />
partner projects, tour companies and other relevant information on the world wide web.<br />
Specific objective 2.2: Environmental education programme established<br />
in/around BMNP<br />
The goal of an environmental education programmes is to improve understanding, support for<br />
BMNP, to share information and ultimately to produce responsible action. BMNP is an<br />
environmental education resource that can be used to explain the principles and need for<br />
conservation in an increasingly over-utilised world, as well as to restore cultural links with the<br />
environment and traditional ecological knowledge. Environmental education will also encourage<br />
people to understand the rationale for BMNP and to take more active and responsible roles in how<br />
they interact with BMNP, its management and its resources.<br />
Section G – Outreach Programme 110
Action 2.2.1: Strengthen current environmental education programme including<br />
schools, tertiary institutions and clubs in/around BMNP<br />
EWCP, Melca Mahiber (an Ethiopian environmental education NGO), FZS and BMNP all currently<br />
have environmental programmes in and around BMNP. These programmes need to be evaluated<br />
and a three year coordinated strategy developed to coordinate and strengthen environmental<br />
education as a too for furthering conservation initiatives and support for park management.<br />
Action 2.2.2: Obtain copies of, and rights to use documentaries/ films/ photography/<br />
articles about <strong>Bale</strong><br />
All documentaries, films, photography and articles about <strong>Bale</strong> will be identified and wherever<br />
possible collected. A draft letter of request for any material unavailable in Ethiopia, together with a<br />
draft agreement to use these materials for educational, publicity and fundraising purposes in and<br />
around BMNP will be created. All relevant copyright holders will be identified and agreement to use<br />
the materials requested.<br />
Action 2.2.3: Work with partners to integrate case studies from the <strong>Bale</strong> <strong>Mountains</strong><br />
into environmental education curricula (local, regional, national)<br />
A working group will be formed to identify how case studies from the <strong>Bale</strong> <strong>Mountains</strong> are best<br />
incorporated into the environmental education curricula in Ethiopia. Recommendations will b<br />
developed and made to relevant education institutions and policy makers.<br />
Action 2.2.4: Establish education/resource/interpretation centre in BMNP<br />
Currently a small interpretation centre and museum is being maintained by EWCP for general use<br />
in a small room of the research buildings that doubles as the EWCP office. Whilst EWCP is doing<br />
its best on a small budget to maintain this centre, the development of a comprehensive<br />
interpretation/education/resource centre of international standard is a priority for BMNP. This will<br />
assist in educating all park users (including government and policy makers, tourists, researchers or<br />
local communities) about the park, its international significance, and conservation issues/activities.<br />
High quality, easily accessible and relevant information on BMNP will enhance park users<br />
understanding and appreciation of the park’s ERVs, while providing clear guidelines on park use.<br />
Such information will stimulate park users’ interest to understand the issues facing the park and<br />
local communities, and increase their support for the area and conservation in general.<br />
Specific objective 2.3: BMNP benefiting from its World Heritage Site listing<br />
UNESCO World Heritage Sites are specific sites (e.g. forest, mountain, lake, desert, monument,<br />
building, complex, or city) that are considered to be of outstanding cultural or natural importance<br />
to the common heritage of mankind and that should be conserved for future generations of<br />
humanity. The <strong>Bale</strong> <strong>Mountains</strong> with BMNP at its core fulfils the criteria to be listed as a UNESCO<br />
World Heritage Site (WHS) of outstanding natural heritage (see GMP Section B). WHS listing<br />
would raise the profile of the area internationally and garner additional support to both biodiversity<br />
conservation and associated poverty alleviation.<br />
Action 2.3.1: Prepare and submit dossier for World Heritage Site listing<br />
<strong>Park</strong> management will clarify the process to list BMNP and/or the <strong>Bale</strong> <strong>Mountains</strong> ecosystem as a<br />
WHS. WHS listing requires a ratified management plan for the site, government commitment to<br />
implement the management plan and clear legal status (i.e. BMNP will need to be gazetted). Once<br />
the above conditions have been met, or are in the process of being met, the dossier for WHS<br />
listing will be prepared in partnership with the relevant government institutions.<br />
Action 2.3.2: Realise benefits from WHS listing<br />
WHS listing will afford BMNP increased international status, including logistic support for<br />
biodiversity conservation, access to certain funding mechanisms and publicity opportunities. It<br />
Section G – Outreach Programme 111
would also strengthen the conservation status of the park as it would be afforded increased<br />
protection under international conventions. A list of benefits from WHS listing and strategies to<br />
ensure these are maximised, will be drafted.<br />
Objective 3: Equitable benefit-sharing and cost reduction<br />
facilitated in park-associated communities<br />
Key challenges identified for BMNP are the high level of poverty and the low education standard of<br />
the park-associated communities, who are dependant on natural resources for their livelihoods.<br />
The amalgamation of poverty and poor education underpin the high rate of population growth and<br />
thus increased pressure on the park’s natural resources. Globally, local communities are typically<br />
marginalised from the decision-making process governing use of natural resources and receive an<br />
inequitable share of ecosystem costs and benefits. To address these challenges, the Convention<br />
on Biological Diversity (CBD) has adopted the ecosystem approach. This approach recognises that<br />
because local people are both important beneficiaries of healthy ecosystems and a major threat to<br />
the maintenance of ecosystem health, local communities must be at the forefront of efforts to bring<br />
about the conservation and sustainable use of natural resources.<br />
Within BMNP the local communities identified the lack of benefits that they receive from BMNP as<br />
a primary issue and indeed perceive the park to be reducing their livelihood opportunities. Whilst<br />
not a development agency, BMNP must wherever possible play a role in addressing these<br />
fundamental issues by facilitating livelihood development, mitigating costs and ensuring the<br />
equitable sharing of benefits for park-associated communities. Four specific objectives have been<br />
developed to help achieve this objective.<br />
.<br />
Specific objective 3.1: Livelihood development and equitable benefit-sharing<br />
facilitated through collaboration with partners<br />
Little income is currently generated by BMNP and thus there are insufficient funds to cover internal<br />
BMNP management costs, let alone extension work in communities. With no functional<br />
management system in most of the park, natural resources are being degraded through<br />
unsustainable use. BMNP must therefore, amongst other strategies, attempt to build partnerships<br />
with development actors and to facilitate conservation friendly livelihood development in and<br />
around BMNP in order to break this negative feedback loop.<br />
In 2006 the Oromia Regional Government entered into a 6-year partnership with Farm Africa and<br />
SOS Sahel to implement the <strong>Bale</strong> Eco-Region Sustainable Resource Management Programme<br />
(BESMP) in <strong>Bale</strong> zone. For the first three years (2006-2009) this programme will focus entirely on<br />
the six woredas surrounding BMNP. A core objective of BESMP is to bring unsustainable natural<br />
resource use under management control using participatory techniques and alternative livelihood<br />
development. Other innovative methods to increase benefit flows and to generate revenue for<br />
community initiatives are required to talk tackle the inadequate benefit-sharing with parkassociated<br />
communities<br />
Even with these initiatives, the equitable sharing of any benefits in an equitable manner is an<br />
enormous challenge. Marginalised groups within communities typically live closer to the<br />
subsistence level than wealthier and more central groups and are thus more dependent on natural<br />
resources than other sectors of society. However, being marginalised, they are unlikely to be<br />
represented within the larger society and are thus difficult to engage with. It is imperative to learn<br />
from current best practice amongst development practitioners and to ensure that such benefits that<br />
do flow from BMNP are shared equitably, as in the SNRM Programme.<br />
Section G – Outreach Programme 112
Action 3.1.1: Support the development and adoption of improved livelihood<br />
schemes with partners<br />
BMNP has typically worked in isolation from development initiatives in the wider region. To tackle<br />
livelihood development the park needs to identify potential development partners (e.g. BESMP)<br />
and establish joint action groups to ensure that selected communities are included in livelihood<br />
development schemes. In these partnerships BMNP will facilitate and support the partners<br />
operations and implementation. The challenge is to ensure that livelihood development is<br />
conservation-positive and so the livelihoods initiatives and the effectiveness of the action groups<br />
and partnerships will be reviewed annually.<br />
Action 3.1.2: Identify and facilitate benefit-sharing mechanisms<br />
BMNP will also identify and work with partners to succeed in realising the benefits that can be<br />
shared with communities. BMNP will liaise with development partners to explore potential models<br />
and options that exist elsewhere for benefit-sharing. Benefit-sharing scheme in BMNP must<br />
consider and include marginalised groups. Appropriate schemes will be piloted, evaluated and, if<br />
successful, scaled up and expanded.<br />
Action 3.1.3: Implement and maintain mechanisms to collect money from visitors<br />
and other donors for community projects<br />
In many protected areas worldwide, schemes have been adopted that add community levies to<br />
park tourist fees, with the levy then being collected, managed and dispersed by a Community<br />
Development Fund (CDF). These schemes are typically well accepted by visitors and options for<br />
introducing such a scheme in BMNP will be investigated in the Ethiopian context – including the<br />
appropriate mechanism for collecting the community levy, managing the CDF and distributing<br />
revenues. Monitoring the effectiveness of the scheme will include examination of the equitability of<br />
the benefit-sharing.<br />
Action 3.1.4: Facilitate provision of educational scholarships and accommodation<br />
for children of park residents<br />
The provision of scholarships and accommodation for school children of park residents will be<br />
facilitated as a means of encouraging the next generation of permanent residents to vacate the<br />
park permanently. An increase in education level in such families can also increase livelihood<br />
options for the future, if children complete secondary level education. External support for<br />
education may be channelled through the Community Development Fund, or a “Friends of <strong>Bale</strong>”<br />
Fund, which BMNP may assist in setting up.<br />
Action 3.1.5: Promote conservation friendly small business development in parkassociated<br />
communities<br />
Effective community development is based on partnerships where external actors enter into equal<br />
partnerships with the local communities. One means to achieve this is to give the communities<br />
access to the means to create their own initiatives and development interventions. This can be<br />
done by providing the requisite training and start-up conditions for communities to establish their<br />
own small-loan schemes. Taken a step further this might involve the capitalisation of such a fund.<br />
However, it is critical that such a fund becomes a type of community conservation bank which only<br />
initiates conservation friendly activities – especially for park-resident communities that will be<br />
bound by natural resource and settlement agreements negotiated, agreed and signed under the<br />
SNRM Programme.<br />
Again, BMNP lacks the capacity to institute schemes like this. However, it does have the capacity<br />
to identify appropriate partners, to form action groups with these partners and to facilitate the<br />
implementation of such schemes.<br />
Section G – Outreach Programme 113
Action 3.1.6: Facilitate coordination among NR user groups in and around BMNP to<br />
share livelihood development experiences and opportunities<br />
The growth of development activities in and around BMNP led by the actions above, the BESMP<br />
and local government partners will lead to different experiences and capacities amongst<br />
communities in <strong>Bale</strong> zone. This creates opportunities for less capacitated communities to learn<br />
from others’ experience. BMNP will facilitate coordination between natural resource user groups<br />
both in the park and in park-adjacent communities.<br />
Specific objective 3.2: Alternative and sustainable energy use facilitated and<br />
promoted<br />
Reducing resource use within BMNP requires enhanced resource management and adoption of<br />
alternative livelihoods whenever possible, as well as reducing reliance on natural resources by<br />
introducing appropriate alternative energy options. This is not only relevant to the communities<br />
living in and around the park, but also to BMNP management as the park’s energy needs increase.<br />
BMNP must be a model of best practice in all conservation-related activities, including sustainable<br />
energy use.<br />
Action 3.2.1: Promote alternative and energy-efficient fuel sources and building<br />
materials<br />
<strong>Park</strong>-associated communities are dependent on park resources both for fuelwood and many<br />
building materials. BMNP will coordinate a park working group (led by the SNRM and EM<br />
Programmes) to identify alternative options for fuelwood and building materials (e.g. indigenous<br />
woodlots, promoting community and household nurseries and woodlots) and to create a park policy<br />
for fuelwood and building material provision for park residents and developments. Fuel-efficient<br />
stoves will help to reduce park residents’ fuelwood requirements. Local community members<br />
typically struggle to transport these stoves and to seal them properly using cement. The park will<br />
facilitate the promotion, distribution and the proper use of these stoves as a means of reducing<br />
reliance on BMNP natural resources.<br />
Action 3.2.2: Advocate for policy change to regulate the use of fuel-efficient stoves<br />
and legal wood/energy sources for commercial purposes/premises and other large<br />
institutions<br />
Given BMNP’s profile and its relationship with the Oromia and Federal governments, it can<br />
advocate for the introduction of regulations that ensure the use of fuel-efficient stoves in<br />
commercial premises and other institutions that use large amounts of fuelwood. Ultimately this will<br />
not only benefit resource exploitation within BMNP by reducing <strong>Bale</strong>-wide resource exploitation,<br />
but will benefit conservation and NRM initiatives throughout Ethiopia.<br />
Action 3.2.3: Maximise BMNP use of sustainable energy and promote awareness of<br />
alternative energy sources and energy saving methods<br />
With its secondary purpose of exhibiting best practise in conservation, BMNP is obligated to play a<br />
role in demonstrating conservation-related practices wherever possible. To demonstrate alternative<br />
energy sources and energy saving methods the park must partner with experienced organisations<br />
to ensure that these messages are incorporated in the education/interpretation/resource centre.<br />
The Outreach Programme will also lobby for these to be incorporated in any new BMNP<br />
developments.<br />
Specific objective 3.3: Human-wildlife conflict understood and mitigated<br />
One of the major costs to park-resident and park-adjacent communities is from human-wildlife<br />
conflict (HWC). Typically these are incurred by the poorest sectors of society who live on the<br />
outskirts of villages closest to the sources of impact (Thirgood et al. 2005). A valuable strategy in<br />
Section G – Outreach Programme 114
improving the welfare of park-associated communities, which can have as much effect as<br />
increasing benefits in improving their overall budget balance, is to reduce such costs.<br />
Action 3.3.1: Collect information on types, extent, specific areas and cost of HWC<br />
Central to tackling HWC is the collection of good data on where HWC is occurring, its type and<br />
scale and estimate its economic costs. This is, however, often a source of conflict as neither side<br />
trusts the other to be responsible for accurate data collection. Thus the areas and severity of HWC<br />
will be identified, local task forces that represent all stakeholders formed and then data collection<br />
protocols, response and data feedback mechanisms agreed. Relevant training for data collection<br />
will be given, followed by regular analysis and evaluation.<br />
Action 3.3.2: Implement HWC mitigation strategies<br />
The sites where HWC mitigation strategies will be implemented will be identified (can be done in<br />
collaboration with Action 1.3.1 above). Relevant mitigation solutions will then be piloted, agreement<br />
for their implementation negotiated with the affected communities and monitored for their<br />
effectiveness.<br />
Section G – Outreach Programme 115
3-year Action Plans<br />
This GMP should guide the management of the BMNP over the next 10 years, by laying out the vision for BMNP and the strategies by which that<br />
vision might be achieved. In addition to providing this long-term vision and strategy, this GMP must also be directly applicable to the day-to-day<br />
management needs of BMNP and the people who are primarily responsible for its implementation. These 3-year action plans have therefore been<br />
designed to provide further detailed activities that need to be accomplished as part of the overall identified action. This structuring should help<br />
facilitate understanding and implementation of both park managers and other stakeholders. Each 3-year action plan also clearly lays out park roles<br />
and responsibilities for implementing each action and identifies potential partners that might be involved. This GMP is also ambitious and its<br />
implementation is beyond the current capacity of the park or its partners. Input required for implementation can include technical advice, human<br />
and/or financial capacity, data, and/or equipment and the level of external support necessary for implementation of each action has been ranked<br />
(none, some, most, all). A prioritisation process has also been undertaken to facilitate GMP implementation within the confines of limited resources<br />
and a suggested timeline to guide implementation of each action over the next 3 years.<br />
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Ecological Management Programme 3-Year Action Plan<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
1<br />
Year 1<br />
2 3 4 1<br />
Year 2<br />
2 3 4 1<br />
Year 3<br />
2 3 4<br />
Objective 1: Human associated threats to BMNP Principal Ecosystem Components and their Key Ecological Attributes mitigated through active management<br />
1.1: Threats<br />
due to<br />
unsustainable<br />
natural<br />
resource use<br />
reduced in<br />
partnership<br />
with other<br />
programmes<br />
Action 1.1.1: Ensure park zonation scheme<br />
considers ecological prescriptions<br />
a. Formalise guidelines for ecological prescriptions<br />
based on distribution of and threats to PECs/KEAs<br />
b. Hold meetings with other park departments and<br />
relevant stakeholders/experts to discuss needs, identify<br />
information gaps, and integrate all relevant park<br />
prescriptions into zonation scheme - review annually<br />
c. Facilitate the collection of spatial data to map zonation<br />
scheme based on most recent assessment<br />
Technical<br />
advice, data<br />
None High<br />
EM,<br />
SNRM,<br />
OR,<br />
PO<br />
FZS, EWCP,<br />
Darwin,<br />
research/<br />
monitoring<br />
partners<br />
Section H – Ecological Management Programme 3-Year Action Plan 117
Specific<br />
Objectives<br />
1.2: Fire extent,<br />
frequency and<br />
intensity<br />
managed<br />
3-Year Management Actions/ Activities Input required<br />
Action 1.1.2: Provide ecological input to support<br />
actions in other programmes that will reduce threats<br />
to PECs and KEAs<br />
Hold meetings with other programmes to discuss needs,<br />
identify information gaps, and develop plan/timetable to<br />
fulfill park management requirements<br />
Review literature relevant from other parks/areas to set<br />
guidelines for sustainable resource use limits where data<br />
are lacking<br />
Develop protocols and collect data as per monitoring<br />
plan under Action 2.1.1 and plan/timetable to fulfill EM<br />
and other programme requirements<br />
Facilitate research on human-associated threats as per<br />
research priorities under Action 2.3.3 and discussions<br />
with other programmes<br />
Consult other Programmes regularly to check where<br />
ecological input is required<br />
Provide input into protocols for community-based<br />
monitoring/evaluation of sustainable natural resource<br />
management agreements (SNRMA) and train<br />
community-monitors as necessary<br />
Action 1.2.1: Develop and implement fire<br />
management plan<br />
a. Review other models for fire management in protected<br />
areas<br />
b. Promote topic as research priority for BMNP and<br />
facilitate research projects to understand the relationship<br />
between fire and ecosystem function, specifically related<br />
to the PECs in BMNP (e.g. Erica, Hagenia, and Juniper<br />
regeneration)<br />
c. Develop and implement fire management plan for<br />
priority areas under threat from uncontrolled fire<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, data<br />
Technical<br />
advice<br />
Some High<br />
EM,<br />
SNRM,<br />
OR,<br />
PO<br />
Some Med EM<br />
FZS, EWCP,<br />
Darwin,<br />
research/<br />
monitoring<br />
partners,<br />
RMGs<br />
FZS,<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 118
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
d. Expand fire management to all areas in BMNP as<br />
human and financial capacity allows<br />
Action 1.2.2: Strengthen infrastructure, services, and<br />
human capacity for fire monitoring and control<br />
a. Investigate options for monitoring fire using remote<br />
sensing and develop protocols/systems for data<br />
acquisition, management (e.g. database), and analysis<br />
b. Acquire available remote sensing data and calibrate<br />
with ground monitoring in BMNP<br />
c. Include fire surveillance in ranger-based monitoring<br />
plan and activities<br />
c. Investigate feasibility of fire towers for detection and<br />
monitoring and implement if deemed appropriate<br />
d. Investigate feasibility of using Harenna escarpment as<br />
viewpoint for fire detection and monitoring and<br />
implement if appropriate<br />
e. Undertake socio-economic survey on the use of fire in<br />
Harenna and Ericaceous belt<br />
f. Investigate and devise honey gathering and farming<br />
methods that do not use fire<br />
g. Disseminate alternative honey gathering and farming<br />
methods through training programme<br />
h. Introduce comprehensive ban on fire use in park<br />
except with explicit permission from BMNP management<br />
i. Develop regulation /enforcement system/penalty<br />
system for illegal fires with user groups and fire<br />
management committees in communities<br />
j. Explore the possibility of fire management committees<br />
in kebeles around fire sensitive areas such as Harenna<br />
and Ericaceous belt<br />
k. Develop fire control methods and train fire<br />
management committees (park staff and communities)<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most Med<br />
PW,<br />
PO<br />
FZS, BESMP,<br />
RMG, BZA,<br />
WAZA,<br />
woredas,<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 119
Specific<br />
Objectives<br />
1.3: Healthy<br />
wildlife<br />
populations<br />
maintained and<br />
threats to<br />
population<br />
viability<br />
mitigated<br />
3-Year Management Actions/ Activities Input required<br />
l. Train BMNP and community fire committees in control<br />
methods<br />
m. Investigate requirement/ feasibility of firebreaks or<br />
other actions to mitigate effect of fire in sensitive areas<br />
Action 1.3.1: Develop and implement dog control<br />
policy, management procedures and action plan<br />
a. Hold workshop between park and other stakeholders<br />
to agree on dog control policy<br />
b. Obtain endorsement for dog control policy from<br />
OARDD<br />
c. Hold workshop to ensure all staff are aware of policy<br />
d. Develop and implement communication strategy to<br />
build awareness of dog control policy among<br />
communities in/around BMNP<br />
e. Procure any equipment and provide training for<br />
implementation of dog control policy<br />
f. Ensure park regulations and SNRM agreements take<br />
account of dog control policy<br />
Action 1.3.2: Develop and implement wildlife disease<br />
management policy and action plan.<br />
a. Establish working group for disease management with<br />
relevant partners<br />
b. Hold meetings with working group to develop and run<br />
wildlife disease management policy and action plan that<br />
includes disease surveillance, disease diagnosis, and<br />
preventative/reactive methods for managing outbreaks<br />
c. Assess capacity gaps for disease surveillance,<br />
diagnosis, and disease control<br />
d. Fill capacity gaps through training and/or partnering<br />
with other organisations in <strong>Bale</strong> and Ethiopia to<br />
implement disease management action plan<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity, data<br />
Some High<br />
EM,<br />
PW,<br />
SNRM,<br />
RP<br />
All High EM<br />
EWCP, FZS,<br />
OARDB, BZA,<br />
WAZA,<br />
woredas<br />
EWCP, FZS,<br />
disease<br />
control<br />
authorities/<br />
experts<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 120
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
e. Incorporate disease monitoring and management<br />
activities into job descriptions for relevant personnel<br />
f. Liaise directly with EWCP to support domestic dog<br />
vaccination programme wherever possible<br />
g. Develop partnerships with in-country veterinary<br />
institutions to monitor disease incidence, particularly<br />
livestock, and undertake disease diagnostics<br />
h. Investigate feasibility of in situ disease diagnostic<br />
techniques including training, materials, etc and<br />
implement as deemed appropriate<br />
i. Facilitate research on feasibility of oral vaccination of<br />
domestic dogs and Ethiopian wolves<br />
j. Assess results of dog and Ethiopian wolf oral<br />
vaccination feasibility research and make appropriate<br />
recommendations<br />
k. Develop and implement oral vaccination plans as<br />
appropriate and necessary according to<br />
recommendations<br />
l. Monitor radio broadcasts for outbreaks of disease<br />
m. Ensure any disease detection or management<br />
activities are built into Health and Safety regulations for<br />
BMNP<br />
Action 1.3.3: Promote sustainable mountain nyala<br />
sport hunting around BMNP<br />
a. Develop and promote robust census methods to<br />
estimate mountain nyala population sizes accurately and<br />
assess sex/age structure, including training for<br />
personnel involved in mountain nyala censusing in<br />
Ethiopia<br />
b. Liaise with WCD, OARDB, and hunting concessions<br />
on population status, quota setting, and hunting zone<br />
boundaries<br />
c. Liaise with other agencies/projects involved with sport<br />
hunting around BMNP to promote monitoring/research<br />
and sustainable hunting quotas<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, data<br />
All Med<br />
EM,<br />
PW<br />
OARDB,<br />
WCD, BESMP,<br />
FZS,<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 121
Specific<br />
Objectives<br />
1.4: Alien and<br />
invasive<br />
species<br />
managed to<br />
mitigate<br />
negative<br />
impacts on<br />
ecosystem<br />
health<br />
3-Year Management Actions/ Activities Input required<br />
d. Acquire information on past and present annual<br />
hunting quotas and actual off-takes each year in hunting<br />
areas around BMNP<br />
e. Facilitate research on movement and dispersal of<br />
nyala between BMNP and hunting areas, e.g. using<br />
genetic techniques<br />
f. Facilitate research to model population viability and<br />
extinction risk given current population status and offtake<br />
rates<br />
Action 1.4.1: Train all park staff and partners in<br />
identification of alien species<br />
a. Survey, inventory and map all alien and potentially<br />
invasive species in BMNP, focusing initially in the<br />
Harenna forest<br />
b. Draw up list of alien and invasive species with<br />
pictures, descriptions, and distributions<br />
c. Provide lists to all staff, communities, and other<br />
stakeholders working in BMNP and ensure they can<br />
reliably identify known alien and invasive species<br />
d. Update the list as required by undertaking alien and<br />
invasive species surveys annually<br />
Action 1.4.2: Develop and implement strategy for<br />
alien species control in BMNP<br />
a. Assess current knowledge and available literature on<br />
alien and invasive species control in Ethiopia and<br />
elsewhere<br />
b. Evaluate and designate appropriate control measures<br />
for species identified in <strong>Bale</strong>, based on potential threat to<br />
ecosystem posed by each species<br />
c. Develop policies and protocols for alien and invasive<br />
species control and designate responsible personnel<br />
d. Conduct training on alien and invasive species control<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, data<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most Low EM<br />
Most Low EM<br />
FZS, Darwin,<br />
research/<br />
monitoring<br />
partners,<br />
RMGs<br />
FZS, Darwin,<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 122
Specific<br />
Objectives<br />
1.5: Ecosystem<br />
health reestablished<br />
through<br />
restoration<br />
where<br />
necessary<br />
3-Year Management Actions/ Activities Input required<br />
e. Conduct pilot studies to assess feasibility and<br />
effectiveness of protocols for alien and invasive species<br />
control<br />
f. Revise protocols if necessary<br />
g. Undertake control measures, monitor as per<br />
monitoring plan, and manage adaptively<br />
Action 1.5.1: Develop and implement management<br />
actions for erosion control and watershed<br />
restoration where necessary<br />
a. Assess current knowledge and available literature on<br />
erosion control in Ethiopia and elsewhere<br />
b. Determine priority areas for erosion control and<br />
mitigation of associated environmental impacts<br />
c. Develop protocols for erosion control and habitat<br />
restoration where necessary.<br />
d. Conduct pilot studies to assess feasibility and<br />
effectiveness of protocols for erosion control and habitat<br />
restoration<br />
e. Revise protocols if necessary<br />
f. Undertake control measures, monitor as per<br />
monitoring plan, and manage adaptively<br />
Action 1.5.2: Undertake habitat restoration where<br />
necessary<br />
a. Assess current knowledge and available literature on<br />
forest restoration in Ethiopia and elsewhere<br />
b. Determine priority areas for forest restoration and<br />
mitigation of associated environmental impacts<br />
c. Develop policy and protocol for forest restoration<br />
where necessary.<br />
d. Conduct pilot studies to assess feasibility and<br />
effectiveness of protocols for forest restoration<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Some Med<br />
Some Low<br />
EM,<br />
SNRM<br />
EM,<br />
SNRM<br />
FZS, Darwin,<br />
RMGs,<br />
research/<br />
monitoring<br />
partners<br />
FZS, Darwin,<br />
RMG,<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 123
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
e. Revise protocols if necessary<br />
f. Undertake control measures, monitor as per<br />
monitoring plan, and manage adaptively<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Objective 2: Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out<br />
2.1: Ecosystem<br />
health<br />
monitored and<br />
feed back into<br />
management<br />
action<br />
provided<br />
Action 2.1.1: Develop and implement protocols for<br />
collecting data on PECs, KEAs, and threats as per<br />
monitoring plan and priority setting<br />
a. Develop monitoring protocols for priority monitoring<br />
activities<br />
b. Hire para-ecologists (i.e. field assistants), train as<br />
necessary in monitoring protocols<br />
c. Develop databases for data storage, management,<br />
and analysis<br />
d. Acquire necessary equipment and materials including<br />
field equipment, horses for transport, etc<br />
e. Develop monitoring schedule as per monitoring plan<br />
and implement priority monitoring activities outlined in<br />
monitoring plan<br />
f. Carry out baseline assessment of extent of alien<br />
invasion in Harenna forest and Hagenia/Juniper<br />
woodlands<br />
g. Carry out baseline assessment of extent of tree and<br />
shrub cutting in Harenna<br />
h. Assess hotspots for road traffic accidents with wildlife<br />
through yearly assessment of data including RBM<br />
i. Carryout baseline assessment of extent of human<br />
wildlife conflict from crop raiding or predation<br />
j. Review monitoring data and priorities annually based<br />
on data collected/analysed<br />
k. Review new scientific literature on monitoring<br />
protocols and adapt for BMNP as necessary<br />
l. Update monitoring plan accordingly and train<br />
personnel as necessary in new techniques and<br />
procedures<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most High<br />
EM,<br />
SNRM<br />
All research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 124
Specific<br />
Objectives<br />
2.2:<br />
Understanding<br />
of the BMNP<br />
ecosystem<br />
strengthened<br />
3-Year Management Actions/ Activities Input required<br />
Action 2.1.2: Assess and prioritise threats to PECs<br />
and KEAs annually base on monitoring data and<br />
research findings and inform management actions in<br />
this and other programmes<br />
a. Create database for threat analysis process/results,<br />
including results of GMP analysis<br />
b. Review literature and data from <strong>Bale</strong> or other relevant<br />
areas<br />
c. Review status of PECs and KEAs based on<br />
monitoring data and research<br />
d. Prioritise (or re-prioritise) threats based on best<br />
available knowledge<br />
Action 2.1.3: Implement ranger based monitoring<br />
(RBM)<br />
a. Investigate options for ranger based monitoring based<br />
on systems in other parks (e.g. Serengeti)<br />
b. Develop protocols for RBM in BMNP<br />
c. Train staff in data collection protocols and field<br />
techniques (GPS, binoculars, etc)<br />
d. Develop databases for data storage, management,<br />
and analysis<br />
e. Implement RBM and regularly evaluate data collection<br />
and data reliability<br />
Action 2.2.1. Assess suitability of Principal<br />
Ecosystem Components as basis for the Ecological<br />
Management Programme<br />
a. Review research and monitoring data on PECs and<br />
KEAs to assess new knowledge and discuss with<br />
experts<br />
b. Hold workshop with experts to re-assess PECs and<br />
KEAs as appropriate components representative of the<br />
whole ecosystem<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Human<br />
capacity, data<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical input,<br />
data<br />
Some High<br />
Most Med<br />
EM,<br />
SNRM<br />
PO,<br />
EM<br />
Most Low EM<br />
All research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 125<br />
FZS<br />
GMP working<br />
group, all<br />
research/<br />
monitoring<br />
partners
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
c. Revise PECs and KEAs as necessary, as well as<br />
monitoring plan if required<br />
Action 2.2.2: Improve understanding of the desired<br />
state of all PECs and KEAs to identify Thresholds of<br />
Potential Concern (TPCs) for monitoring and<br />
management<br />
a. Review literature describing and using "desired<br />
states" and TPCs and discuss with experts<br />
b. Assess level of knowledge from BMNP for<br />
determining desired states and TPCs<br />
c. Draw up list of prioritised list of research subjects for<br />
BMNP and update to fill knowledge gaps as they<br />
emerge<br />
d. Publish list on website and circulate to research<br />
institutions and donors, nationally and internationally<br />
e. Identify TPCs where possible and incorporate into<br />
monitoring plan and protocols where possible<br />
Action 2.3.3: Promote and facilitate research by<br />
other national and international institutions and<br />
persons<br />
a. Liaise with WCD and OARDB regarding regulations<br />
for undertaking research in the park and draft detailed<br />
regulations including permit requirements, data sharing,<br />
dissemination of results, and park-researcher<br />
collaboration<br />
b. Liaise with Addis Ababa University, especially MSc<br />
programmes, and discuss research needs and<br />
opportunities in <strong>Bale</strong> based on prioritised research list<br />
c. Identify BMNP staff who might be able to give talks in<br />
the relevant departments, advertise widely<br />
d. Ensure BMNP publicity material posted in relevant<br />
departments<br />
e. Liaise with other universities affiliated with BMNP (e.g.<br />
Oxford University, Glasgow University, Edinburgh<br />
University, Aberdeen University, University of Colorado)<br />
and discuss research needs and opportunities based on<br />
research list<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity, data<br />
Human<br />
capacity<br />
All Med EM<br />
Some High<br />
EM,<br />
OR<br />
All research/<br />
monitoring<br />
partners<br />
WCD,<br />
OARDB, all<br />
research/<br />
monitoring<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 126
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
f. Liaise with other organisations working in/around <strong>Bale</strong><br />
or conducting relevant research and develop portfolios<br />
for different areas of work<br />
g. Distribute prioritised research list and foster<br />
partnerships wherever possible<br />
h. Facilitate permits, logistics, and funding applications<br />
for external researchers wherever possible<br />
i. Build/expand research facilities in the park, including<br />
accommodation, office space, and reference library that<br />
can be accessed by external researchers<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Ecological Management Programme 3-Year Action Plan<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Ecological Management Programme 3-Year Action Plan 127
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
Objective 1: Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP<br />
Action 1.1.1: Strengthen the knowledge base and<br />
skill set of key stakeholders for joint NRM in BMNP<br />
a. Conduct stakeholder analysis for joint NRM and<br />
identify cross-sectional stakeholder representatives<br />
b. Assess the current capacity of key stakeholders<br />
(park staff, community management groups, local<br />
government for joint NRM<br />
c. Assess knowledge attitudes and practices of police<br />
and judiciary to BMNP, including support for legal<br />
procedures<br />
d. Hire BMNP NRM staff and train as per capacity<br />
assessment, including facilitation, negotiation and<br />
conflict resolution skills<br />
e. Train other key stakeholders for NRM as per<br />
capacity assessment<br />
f. Conduct experience sharing visits to other areas and<br />
communities where shared NRM is being carried out<br />
g. Liaise with Government Cooperatives Bureau to<br />
investigate degree of support available for<br />
management groups<br />
Action 1.1.2: Develop and implement methods to<br />
legalise natural resource management agreements<br />
between resource management groups and park<br />
management<br />
a. Facilitate the drafting of bye-laws by management<br />
groups for specific types of resource use (once<br />
management groups formed as in Action )<br />
b. Ensure relevant SNRM bye-laws included in overall<br />
laws and regulations for BMNP<br />
c. Facilitate ratification of bye-laws with communities<br />
and kebeles and ensure overall bye-law understood by<br />
both<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High SNRM<br />
Most High<br />
FZS, BESMP,<br />
BZA, WAZA<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 128<br />
PW,<br />
SNRM<br />
OARBD, FZS,<br />
BESMP,<br />
lawyer
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
d. Meet with relevant local police, judiciary and<br />
government to ensure their full understanding and<br />
support for bye-law enforcement<br />
e. Deposit bye-laws with local judiciary and<br />
administration<br />
Objective 2: The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured<br />
Action 2.1.1: Assess and prioritise action plan (for<br />
joint NRM) annually using best available<br />
knowledge on levels of resource use and<br />
associated threats to KEAs and PECs<br />
a. Review existing literature and available data on<br />
current levels of resource use and threats to KEAs and<br />
PECs<br />
b. Select priority areas for SNRM interventions based<br />
on current levels of resource use and threats to KEAs<br />
and PECs<br />
c. Develop and implement protocols for long-term<br />
monitoring of natural resource use and management<br />
(including methods, responsibility, frequency of data<br />
collection, and cross checking mechanisms to ensure<br />
data reliability and accuracy)<br />
Action 2.1.2: Investigate and improve knowledge<br />
of natural resources, rightful users, their current<br />
use, and estimate limits of sustainable use<br />
a. Conduct participatory research to collect baseline<br />
and ongoing data on livestock ownership, herd sizes,<br />
movement patterns and grazing pressure in BMNP<br />
b. Conduct participatory research to collect baseline<br />
and ongoing data to map area of grazing land<br />
available and assess carrying capacity in different<br />
areas/seasons, taking into account core conservation<br />
zones, PECs, and KEAs<br />
c. Conduct participatory research to collect baseline<br />
and ongoing data on levels of wood extraction and<br />
socio-economic aspects of wood extraction and use<br />
in/around BMNP<br />
d. Conduct participatory research and collate from<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Some High<br />
Most High<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 129<br />
SNRM,<br />
EM<br />
SNRM,<br />
EM<br />
FZS, BESMP,<br />
RMG<br />
FZS, BESMP,<br />
RMG
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
other sources, socio-economic values of resource use<br />
and its sustainability in selected park-associated<br />
communities and socio-economic status of individuals<br />
d. Promote and facilitate research on ecological<br />
impacts of priority threats (especially grazing, wood<br />
extraction, fire, agricultural expansion, and settlement)<br />
on PECs and KEAs by liaising with communities and<br />
fostering community participation<br />
e. Conduct participatory research on seasonal<br />
numbers of livestock use at horas and associated<br />
ecological impact (e.g. degradation, change in<br />
chemistry, erosion)<br />
f. Initiate two-way dialogue with communities to<br />
discuss problems and issues around unsustainable<br />
resource use, its effect and associated problems for<br />
human livelihoods and ecosystem health<br />
g. Identify, define, quantify and map other resource<br />
use types in BMNP, produce resource inventory and<br />
collect information on their socio-economic and<br />
cultural importance<br />
h. Liaise with EM programme to assess ecological<br />
impacts of resource use and rehabilitation<br />
requirements where necessary<br />
i. Collect information to assess historical and recent<br />
trends in resource use in/around BMNP<br />
j. Promote and facilitate participatory system for<br />
identifying primary, secondary, and disadvantaged<br />
resource users<br />
Action 2.1.3: Develop resource management<br />
groups and action plans and agreements that<br />
ensure sustainable natural resource use and<br />
equitable access, as per priority setting<br />
a. Review resource management models from other<br />
areas which might be relevant for BMNP<br />
b. Facilitate the formation of management groups and<br />
subcommittees that represent rightful users within<br />
communities<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High SNRM<br />
FZS, BESMP,<br />
RMG<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 130
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
c. Negotiate and agree on principles and systems of<br />
shared responsibility for use, protection, and regulation<br />
of natural resources with resource management<br />
groups<br />
d. Negotiate and agree on objectives of the resource<br />
use management plan<br />
e. Negotiate and agree on details of activities allowed,<br />
including levels of use<br />
f. Negotiate and agree on benefit sharing mechanisms,<br />
rights and responsibilities of all partners<br />
g. Determine socio-economic status and equitability of<br />
benefit sharing in selected communities, as part of<br />
monitoring and evaluation<br />
g. Promote and facilitate empowerment of<br />
disadvantaged groups when forming user groups,<br />
negotiating agreements, and developing/implementing<br />
NRM management plans<br />
h. Identify mechanisms and methods for resource use<br />
that could help disadvantaged groups<br />
i. Develop and agree system for review and revision of<br />
the natural resource management plan based on<br />
monitoring and evaluation results (see Action 2.3)<br />
j. Draw up and sign resource management<br />
agreements, that outlines levels and rules of resource<br />
use and benefits, rights and responsibilities of all<br />
partners, and thus fulfils guidelines for NRM<br />
agreement contents<br />
Action 2.1.4: Design and implement a joint<br />
community and BMNP natural resource<br />
management monitoring and evaluation system<br />
a. Liaise with ecologists and communities to develop<br />
parallel park-community monitoring systems to assess<br />
the short- and long-term impact of Resource<br />
Management Agreements on the desired state and<br />
LAC of PECs and KEAs<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High SNRM<br />
FZS, BESMP,<br />
RMG<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 131
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
b. Devise and implement a pilot system for community<br />
monitoring of natural resource use, implementation of<br />
agreements (NRM, agricultural, and settlement<br />
agreement), and ecological impacts<br />
c. Assess capacity requirement of communities for<br />
implementation of pilot system and train community<br />
monitors as required (with input from EM programme<br />
and external organisations undertaking similar<br />
community monitoring systems)<br />
d. Support initial data collection, compilation and<br />
analysis by resource management groups<br />
e. Evaluate information collected by monitors<br />
environmental status of natural resources and<br />
ecosystem impacts and develop feedback system for<br />
incorporating findings into joint NRM (including any<br />
revision of agreements if necessary)<br />
f. Design and implement audit and cross checking<br />
mechanism with user groups to verify data collection<br />
and findings<br />
g. Review system functioning 6 months and 1 year<br />
after implementation and incorporate changes as per<br />
adaptive management<br />
Action 2.1.5: Develop and implement a joint<br />
community and BMNP natural resource control<br />
and protection system<br />
a. Discuss resource control and protection system with<br />
resource management groups<br />
b. Select and experiment with 3-4 pilot resource<br />
protection activities and link with monitoring and<br />
evaluation system and cross-check with BMNP<br />
protection system<br />
c. Create a Protection Subcommittee responsible for<br />
resource protection with resource management group<br />
d. Facilitate workshop to set up systems such that<br />
Protection Subcommittee records activities and reports<br />
back results of work to resource management group<br />
Technical<br />
advice, human<br />
capacity,<br />
equipment<br />
All High SNRM<br />
FZS, BESMP,<br />
RMG<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 132
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
Action 2.1.6: Identify and develop specific<br />
activities that improve natural resource status for<br />
harvesting and/or production in an<br />
environmentally sustainable way<br />
a. Identify best practice natural resource management<br />
systems e.g. for honey, bamboo, coffee, grass<br />
b. Develop and implement best practice with resource<br />
management groups<br />
c. Identify and rehabilitate degraded areas e.g. forest<br />
edge and clearings with EM programme<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All Med<br />
Objective 3: Human settlement, land use and cultivation in BMNP planned, controlled and reduced<br />
Action 1.2.1: Develop a detailed resettlement plan<br />
for park resident communities<br />
a. Establish task force chaired by Zonal Administration<br />
to draw up resettlement action plan<br />
b. Identify settlement sites with high environmental<br />
impact, particularly in Conservation Zone<br />
c. Facilitate dialogue to share views with local<br />
community regarding the need of resettlement<br />
d. Lobby with woreda and zone administration to<br />
facilitate voluntary resettlement<br />
Action 1.2.2: Develop and implement a zonation<br />
plan to secure both the Core Conservation and<br />
Managed Use Zones<br />
a. Initiate two-way dialogue to discuss and raise<br />
awareness on GMP, the concept and justification of<br />
zones, bye-laws among administrators and both<br />
permanent and seasonal residents in BMNP<br />
b. Finalise zone boundary positions, with reference to<br />
geographical features and settlements and draw up<br />
description<br />
c. Prioritise areas of initial implementation and<br />
resettlement in the Conservation Zone by reviewing<br />
available data on settlement and associated threats to<br />
KEAs and PECs. Review prioritisation annually<br />
c. Prioritise areas for SNRM intervention based on<br />
current settlement patterns and associated threats to<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most High<br />
All High<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 133<br />
SNRM,<br />
EM<br />
PW,<br />
SNRM<br />
PW,<br />
SNRM<br />
FZS, BESMP,<br />
research/<br />
monitoring<br />
partners<br />
FZS, BSEMP,<br />
BZA, WAZA<br />
FZS, BSEMP
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
KEAs and PECs<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
d. Design further implementation action plan<br />
e. Implement zonation and resettlement action plan<br />
f. Ensure settlement action plan, including rules and<br />
regulations, included in NRM agreements and NRM<br />
monitoring and evaluation systems<br />
Action 3.3: Halt growth, control cultivation and<br />
mitigate negative environmental impacts of<br />
settlements in the Conservation & Natural<br />
Resource Management Zone<br />
a. Discuss, negotiate and agree on settlement<br />
boundary and buffer zone around settlement areas,<br />
with priority focused on larger settlements (e.g. Rira,<br />
Wege, Hawo)<br />
b. Develop and implement a moratorium on<br />
immigration into BMNP<br />
c. Assess environmental impact of current and<br />
proposed settlements according to environmental<br />
impact assessment (EIA) policy and operational<br />
guidelines (as in PO)<br />
d. Discuss, negotiate and adopt mitigation measures<br />
as per EIA and implement measures for ongoing<br />
monitoring of environmental impacts of settlement,<br />
cultivation and other land-use regimes<br />
e. Consolidate settlements in C&SNRM Zone to limit<br />
habitat fragmentation and human-wildlife conflict with<br />
rehabilitation of habitat corridors where necessary<br />
f. Review existing literature and available data on<br />
cultivation, environmental impacts and associated<br />
threats to KEAs and PECs annually<br />
g. Collect baseline data and map distribution, extent,<br />
and impact of different land use regimes within BMNP<br />
and assess associated levels of environmental<br />
degradation throughout BMNP<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 134<br />
PW,<br />
EM,<br />
SNRM<br />
OR<br />
FZS, BESMP,<br />
BZA, WAZA,<br />
OARBD,<br />
RMG
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Sustainable Natural Resource Management Programme 3-Year Action Plan<br />
h. Liaise with zone, woredas, kebele to agree on<br />
policies and action plans for controlling agriculture<br />
development in BMNP<br />
i. Initiate two-way dialogue to discuss with<br />
communities problems and issues with respect to<br />
environmental impact of cultivation in BMNP<br />
j. Discuss, negotiate and agree on agriculture extent,<br />
consolidation, boundaries and practices with<br />
communities<br />
k. Implement land use action plans in pilot areas as<br />
per priority setting<br />
l. Facilitate community-based monitoring and<br />
evaluation systems in concert with NRM<br />
monitoring/evaluation systems<br />
m. Liaise with EM programme for monitoring<br />
environmental impacts of land-use agreements and<br />
action plan, cross-checking mechanism for<br />
community-based monitoring and evaluation, and<br />
facilitating rehabilitation where necessary<br />
Section H – Sustainable Natural Resource Management Programme 3-Year Action Plan 135
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
Objective 1: Diverse ecologically and culturally sensitive tourism opportunities provide in BMNP in partnership with local communities, the private sector and<br />
government<br />
1.1: A BMNP<br />
marketing plan<br />
that creates a<br />
strong image<br />
for Ethiopia<br />
and the BMNP<br />
on the global<br />
tourism market<br />
developed and<br />
implemented<br />
1.2: A strategic<br />
tourism<br />
provision<br />
development<br />
Action 1.1.1: Define the primary target markets for<br />
BMNP tourism<br />
a. Review available tourism market research with<br />
reference to BMNP, with stakeholders in government,<br />
private and NGO sectors<br />
b. Draw up, with stakeholders, short list of potential<br />
markets and prioritise using participatory techniques<br />
Action 1.1.2: Create and use BMNP’s corporate<br />
image and tourism message<br />
a. Liaise with <strong>Park</strong> operations and technical experts to<br />
create the BMNP corporate image<br />
b. With stakeholders, brainstorm and prioritise potential<br />
tourism messages associated with BMNP<br />
Action 1.1.3: Develop and implement a realistic 5<br />
year marketing plan to work with private sector<br />
operators, Government, communities, partners,<br />
donors, tourism agents and other actors<br />
a. In collaboration with stakeholders, carryout problems<br />
and issues analysis for BMNP marketing<br />
b. With stakeholders, identify marketing plan objectives<br />
c. With stakeholder, draw up actions to meet marketing<br />
objectives<br />
d. Ensure marketing plan reviewed annually to take into<br />
accounts changing context in this rapidly developing<br />
area<br />
Action 1.2.1: Develop and implement a tourism<br />
provision strategic action plan for tourism facilities,<br />
services and activities<br />
plan for BMNP a. Review in detail the ‘SLOT’ analysis with all<br />
stakeholders<br />
Technical<br />
advice<br />
Technical<br />
advice<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All Med TO<br />
FZS, BESMP,<br />
BZTO, OCTB,<br />
MoCT, Tesfa,<br />
GTZ<br />
All Med TO FZS<br />
All Med TO<br />
All Med TO<br />
FZS, BESMP,<br />
BZTO, OCTB,<br />
MoCT<br />
FZS, BESMP,<br />
BZTO, OCTB,<br />
MoCT<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 136
Specific<br />
Objectives<br />
developed,<br />
implemented<br />
and regularly<br />
updated<br />
1.3: A tourism -<br />
friendly<br />
environment in<br />
and around the<br />
<strong>Bale</strong><br />
<strong>Mountains</strong><br />
developed and<br />
maintained<br />
3-Year Management Actions/ Activities Input required<br />
b. Discuss ideas and guidelines for allowed tourism<br />
activities and type of accommodation in BMNP<br />
management zones with stakeholders<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
c. Research potential markets needs in terms of<br />
accommodation, transport requirements, seasonality,<br />
supply channels etc.<br />
d. Draw up provisional levels of acceptable use for park<br />
management zones in the BMNP<br />
e. Define objectives for tourism strategic action plan<br />
f. Develop detailed action plan, guidelines, regulations<br />
etc.<br />
g. Ensure a cost-benefit analysis of tourism income<br />
against management costs and costs of impact<br />
mitigation is included in action plan<br />
h. Identify communities within the park that are best<br />
placed to be proactive partners in tourism development,<br />
taking into account design of prospective activities and<br />
trekking routes etc<br />
Action 1.2.2: Develop trout fishing related tourism<br />
opportunities<br />
a. Liaise with stakeholders to develop regulations<br />
surrounding trout fishing<br />
b. Identify potential beneficiaries of trout fishing and<br />
design and implement benefit-sharing mechanisms<br />
c. Ensure information on trout fishing is included in<br />
promotional material, including website<br />
d. Ensure all aspects of trout fishing development are<br />
considered in tourism strategic action plan<br />
Action 1.3.1: Provide tourism awareness training and<br />
publicity campaigns for prioritized local communities<br />
in and around park<br />
a. Collaborate with other stakeholders to identify<br />
potential training providers<br />
b. Review and decide potential training and publicity<br />
campaigns content, in light of capacity assessment<br />
c. Work with teachers and local schools to implement<br />
training and publicity campaigns<br />
Technical<br />
advice<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Some Med TO<br />
Some Med TO<br />
BESMP, FZS,<br />
BZTO<br />
FZS, BESMP,<br />
BZTO, TESFA<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 137
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
d. Work with community women, youth and elders<br />
groups to increase awareness of tourism<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
Action 1.3.2: Train tourism providers to attain the<br />
standards required for international tourism,<br />
including hygiene levels.<br />
a. With experts, draw up codes of conducts and hygiene<br />
guidelines for tourism providers<br />
b. Produce publicity materials and distribute, with<br />
individual interviews to tourism providers in the area<br />
Action 1.3.3: Work with other stakeholders to<br />
improve tourism access to the <strong>Bale</strong> <strong>Mountains</strong>.<br />
a. Liaise with Zonal Tourism authorities, BESMP to form<br />
lobby group to improve tourism access<br />
b. Lobby Ethiopian Airlines to reinstate flight schedule to<br />
Robe, that is compatible with tourist timetables such as<br />
weekend breaks from Addis Ababa<br />
Action 1.3.4: Integrate visitor interpretation into park<br />
infrastructure development<br />
b. Brainstorm ideas for interpretive centres with<br />
stakeholders, in collaboration with major centre initiative<br />
(OR Programme)<br />
b. Draw up detailed plans and consult with stakeholders<br />
Action 1.3.5: Assess, plan and produce interpretation<br />
materials<br />
a. Review existing materials, identify gaps and plan and<br />
prioritise future materials<br />
b. Obtain expert assistance in designing new materials,<br />
taking into account the corporate image<br />
c. Produce new materials, once funding secured,<br />
according to prioritisation<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most Med TO<br />
Human capacity None Med TO<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most Med TO<br />
All High TO<br />
FZS, BESMP,<br />
BZTO<br />
FZS, BESMP,<br />
BZTO, OCTB,<br />
MoCT, tour<br />
operators<br />
FZS, EWCP,<br />
Melca,<br />
BESMP<br />
FZS, BESMP,<br />
BZTO, EWCP,<br />
Melca<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 138
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
Action 1.3.6: Ensure park-managed tourism centres<br />
and facilities meet the highest quality standards<br />
a. Undertake SLOT analysis and EIA on the current<br />
tourism centres and facilities delivered by BMNP<br />
b. Develop short term and long term plan to improve the<br />
available facilities<br />
c. Prepare mechanisms of collecting feedback from<br />
tourists(see also 2.2.3)<br />
d. Undertake periodic maintenance of the facilities<br />
Technical<br />
advice, human<br />
capacity<br />
Most High<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 139<br />
TO,<br />
PW<br />
FZS, BZTO<br />
Objective 2: Efficient, effective and responsive tourism management systems that provide an enhanced visitor experience, devised and maintained<br />
2.1: BMNP<br />
tourism<br />
department<br />
has the<br />
capacity to<br />
deliver and<br />
manage an<br />
exceptional<br />
tourism<br />
experience<br />
Action 2.1.1: Ensure all staff undertake and regularly<br />
update training on tourism awareness and customer<br />
care<br />
a. Conduct survey on staff of knowledge, attitudes and<br />
practices on tourism and repeat every 2 years<br />
b. Identify components of tourism awareness and<br />
customer care training<br />
c. Find appropriate organisation or individual to<br />
undertake training<br />
d. Conduct training courses<br />
d. Review need for updating training annually and<br />
conduct as appropriate<br />
Action 2.1.2: Develop and implement lease<br />
concession procedures, standards and agreements<br />
for private and community stakeholders<br />
a. Review models of concession agreements and<br />
regulations from Ethiopia and the wider region<br />
b. Review procedures for granting leases to private and<br />
community investors<br />
c. Review and draw up environmental standards, criteria<br />
and regulations for potential concessions<br />
d. Draft procedures, standards and agreements for<br />
BMNP tourist concessions and consult with stakeholders<br />
Human capacity Most High<br />
Technical<br />
advice, human<br />
capacity<br />
Most High<br />
TO,<br />
PW<br />
TO,<br />
PW<br />
FZS, BESMP,<br />
BZTO<br />
OCTB, FZS,<br />
BESMP
Specific<br />
Objectives<br />
2.2: Tourism<br />
provision<br />
monitored,<br />
evaluated and<br />
appropriate<br />
actions to<br />
mitigate<br />
negative<br />
impacts or<br />
enhance<br />
provision<br />
adopted<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
e. Ensure regular provision of all information required for<br />
monitoring is included in concession agreements and<br />
self evaluation of EI and provision standards e.g. bed<br />
nights used, accounts, EIAs<br />
f. Finalise procedures and standards and prototype<br />
concession agreements<br />
Action 2.2.1: Develop and implement tourism<br />
administration and information systems<br />
a. Develop computer database to collate data on tourists,<br />
their activities and use zones and key habitats and<br />
update monthly<br />
b. Improve financial management system of tourist<br />
revenue<br />
c. Develop system of reporting tourist numbers, activities<br />
and revenue on a daily, weekly, monthly and annual<br />
basis and ensure information required for impact<br />
monitoring included<br />
d. Produce and disseminate annual reports of the<br />
information collected to relevant stakeholders<br />
Action 2.2.2: Design and establish systems for<br />
monitoring and mitigation the environmental and<br />
cultural impacts of tourism facilities and activities<br />
a. Conduct Knowledge, Attitudes and Practices (KAP)<br />
survey in target communities to establish baseline<br />
cultural impacts<br />
b. Conduct risk assessment to highlight social and<br />
environmental impacts of different tourism initiatives<br />
c. Draw up guidelines for tourists regarding interactions<br />
with local community members<br />
d. Disseminate guidelines to tourists, tour operators and<br />
other tourism actors<br />
e. Reassess KAPs after 2-3 years in target communities<br />
f. Ensure environmental impact assessments are applied<br />
to all tourism development and activities (see <strong>Park</strong><br />
Operations)<br />
g. Ensure all developers adhere to environmental<br />
guidelines and undertake self evaluation and<br />
environmental mitigating measures<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
Most Med<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 140<br />
TO,<br />
PW<br />
Most Med TO<br />
BZTO, FZS<br />
OCTB, BZTO,<br />
FZS
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
Action 2.2.3: Establish adaptive management system<br />
to link visitor experience to management action<br />
a. Establish informal report and suggestion forms from<br />
tourists and method of submitting to management<br />
b. Prepare and conduct a (twice) yearly questionnaire<br />
using random sampling techniques to ascertain visitor<br />
attitudes and experiences<br />
c. Integrate results from questionnaire analysis and<br />
informal feedback into annual operations plans and GMP<br />
3-Year Action Plans<br />
Technical<br />
advice, human<br />
capacity<br />
Most Med TO BZTO, FZS<br />
Objective 3: Community participation and benefit sharing opportunities in BMNP tourism developed and established as core part of BMNP tourism provision and<br />
management<br />
Action 3.1: Provide and facilitate training, guidance<br />
and support to enable communities prioritised for<br />
tourism development to fully understand<br />
opportunities and make considered and viable<br />
decisions on tourism development<br />
a. Identify tourism experts who might be able to<br />
undertake a series of discussions and training with<br />
communities<br />
b. Identify knowledge and understanding gaps in<br />
community members, by gender and age sectors<br />
c. Design and implement appropriate training provision<br />
and schedule<br />
Action 3.2: Assist prioritized communities in setting<br />
up and implementing tourism management,<br />
governance and benefit-sharing structures i.e.<br />
Community Tourism Development Committees, in<br />
partnership with BMNP management<br />
a. Discuss potential governance structures with<br />
communities<br />
b. Discuss potential benefit-sharing arrangements that<br />
do not disadvantage marginalised groups<br />
c. Facilitate communities to set up CTD Committees<br />
using participatory methods<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
All Med TO<br />
Most Med TO<br />
BZTO, FZS,<br />
BESMP,<br />
TESFA<br />
FZS, BESMP,<br />
BZTO, TESFA<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 141
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
d. Facilitate CTDC and communities to set up<br />
governance and benefit-sharing structures<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
Action 3.3: Work with CTDCs to develop tourism<br />
opportunities including concessions where possible<br />
a. Review models for community managed tourism<br />
enterprises in Ethiopia and the wider region<br />
b. Discuss models and their suitability in the BMNP<br />
context with CTDCs<br />
c. Facilitate CTDCs to plan realistic development options<br />
d. Obtain example concession agreements from other<br />
initiatives in Ethiopia and the greater region<br />
e. Discuss types of concession agreements with CTDCs<br />
and facilitate identification of key points to be included in<br />
BMNP<br />
f. Draft an agreement that is compatible with NRM<br />
agreements, legal framework, BMNP and local<br />
government<br />
g. Discuss draft agreement with other actors and<br />
stakeholder in the area<br />
h. Review funding opportunities and application<br />
procedures for community tourism concession<br />
developments<br />
i. Provide training to CTDCs in funding mechanisms and<br />
designing funding proposals<br />
j. Identify potential matches between community<br />
initiatives and funding opportunities e.g. BMNP<br />
Community Development Fund, Donors<br />
k. Assist CTDCS in drawing up funding proposals as<br />
appropriate<br />
Action 3.4: Facilitate tourism-relevant training and<br />
skills development for community members in<br />
prioritised communities<br />
a. Carry out assessment of capacity gaps in communities<br />
and other stakeholders for tourism management and<br />
identify training needs<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
All Med TO<br />
Most Med TO<br />
FZS, BESMP,<br />
BZTO<br />
FZS, BESMP,<br />
BZTO<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 142
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Tourism Provision and Management Programme 3-Year Action Plan<br />
b. Facilitate experience sharing visits to and from other<br />
community enterprises such as Adaba-Dodola, TESFA<br />
initiatives etc.<br />
c. Liaise with other actors in community tourism<br />
development to identify appropriate training and trainers<br />
d. Conduct further training as per capacity needs<br />
assessment<br />
e. Review needs assessment annually and adjust<br />
actions accordingly<br />
Action 3.5: Work with CTDCs to explore and exploit<br />
potential for marketing local artefacts<br />
a. Undertake survey of traditional artefacts potentially<br />
marketable to tourists<br />
b. Identify people engaged in artefact making and<br />
organize for sustainable supply<br />
c. Undertake training needs assessment for producers<br />
d. Identify appropriate training courses/methods<br />
e. Undertake training as per capacity building need<br />
f. Ensure that product marketing does not cause<br />
unsustainable resource use<br />
Technical<br />
advice, human<br />
capacity<br />
Some Med TO<br />
OCTB, FZS,<br />
BESMP,<br />
BZTO<br />
Section H – Tourism Provision and Management Programme 3-Year Action Plan 143
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Objective 1: Resource protection system established<br />
1.1: <strong>Park</strong><br />
boundaries<br />
defined and<br />
demarcated<br />
and BMNP<br />
gazetted<br />
1.2: <strong>Park</strong><br />
infrastructure<br />
developed and<br />
Action 1.1.1: Develop and implement process for<br />
park boundary determination<br />
a. Produce maps of existing boundaries and areas of<br />
cultivation and settlement and areas of exceptional<br />
resources in and around the park (with EM)<br />
b. Discuss and determine park boundary determination<br />
and demarcation process with local to federal<br />
stakeholders and set up task force<br />
c. Raise awareness with local communities about<br />
boundary determination<br />
d. Develop action plan for process implementation, that<br />
includes participatory agreements and that will lead to<br />
gazettement<br />
e. Ensure regional and federal government support for<br />
gazettement process<br />
f. Negotiate and agree boundaries with all stakeholders<br />
with signed documents on each boundary section<br />
g. Demarcate agreed boundary section as soon as<br />
agreed<br />
Action 1.1.2: Prepare and adopt legislation for BMNP<br />
gazettement<br />
a. Consult with regional and federal authorities to agree<br />
gazettement process<br />
b. Prepare legislation for gazettement<br />
c. Draw up agreed boundary description<br />
d. Submit documentation to government<br />
Action 1.2.1: Build park infrastructure<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Most High PW<br />
Most High PW<br />
All Medium<br />
PW,<br />
PO<br />
BZA, WAZA,<br />
OARDB,<br />
woredas,<br />
FZS, BESMP<br />
OARDB, FZS,<br />
lawyer<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 144<br />
FZS
Specific<br />
Objectives<br />
equipment<br />
procured<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
a. Finish store, garage and accommodation at<br />
headquarters, including environmental impact<br />
assessment (EIA) and any appropriate mitigating<br />
actions<br />
b. Finish existing outpost renovation at Gaysay and<br />
Angesu, including EIA<br />
c. Build and equip sub headquarters at Rira including<br />
renovation of existing buildings<br />
d. Conduct prioritisation exercise on build sequence<br />
taking into account resource management needs and<br />
staffing levels<br />
e. Carry out Environmental Impact Assessments on sites<br />
selected for new outposts<br />
f. Build and equip outposts according to above plan<br />
g. Install rain gauges at outposts<br />
Action 1.2.2: Maintain, plan and construct<br />
management track network<br />
a. Maintain Dinsho-Sodota track<br />
b. Assess benefits of maintaining Gaysay tracks<br />
c. If judged appropriate, maintain Gaysay tracks<br />
d. Investigate feasibility of renovation of Morebawa track<br />
Action 1.2.3: Improve and maintain signposting<br />
a. Design corporate identity for signposts in line with<br />
World Heritage Site requirements<br />
b. Install or renovate signposting where roads cross park<br />
boundaries<br />
c. Investigate key areas for management signposting<br />
d. Install directional/information signposts in key areas<br />
e. Install park regulation signposts in relevant areas<br />
Action 1.2.4: Procure and maintain sufficient field<br />
and office equipment, vehicles and communications<br />
systems<br />
a. Supply sub-headquarters with vehicle<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice<br />
Financial<br />
capacity<br />
Most Low PO FZS, EWCP<br />
All Low PO FZS<br />
All Low PO FZS, EWCP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 145
Specific<br />
Objectives<br />
1.3: Adaptive<br />
resource<br />
protection plan<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
b. Supply Chief Scouts with motorbikes or quadbikes<br />
c. Obtain tractor/pick-up and accessories for HQ<br />
d. Procure more horses, mules and accessories in line<br />
with staff and outpost increases<br />
e. Procure camping equipment (tents, sleeping bags,<br />
sleeping mats, cooking equipment) for mobile patrols<br />
f. Provide scouts with uniforms, boots, raingear, cold<br />
weather clothing and rucksacks<br />
g. Procure technical equipment for field patrols<br />
(Binoculars, GPS, compass, first aid kits, (spray guns,<br />
handcuffs after investigation of feasibility)<br />
h. Investigate need for equipment for apprehending<br />
those breaking park regulations or conflict resolution<br />
i. Investigate requirements for firearm procurement and<br />
procure as necessary<br />
j. Investigate need for fire fighting equipment and procure<br />
as necessary<br />
k. Equip HQ offices with computers, photocopier,<br />
scanner, and digital camera<br />
l. Equip Rira sub-HQ with power, computer, printer and<br />
digital camera<br />
m. Install HF radios at HQ, Rira (Angesu), Shisha and<br />
Hawo as required<br />
n. Design VHF network and determine location of<br />
repeater installation<br />
o. Install VHF base stations and handsets in line with<br />
network design<br />
p. Provide cell phones for each outpost wherever<br />
possible<br />
q. Investigate feasibility of fax options<br />
r. Install internet access at HQ<br />
Action 1.3.1: Develop and implement operational<br />
patrolling system, taking into account scout<br />
numbers and community based resource protection<br />
systems<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High<br />
PO,<br />
PW,<br />
SNRM<br />
FZS, BESMP,<br />
woredas<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 146
Specific<br />
Objectives<br />
operational<br />
3-Year Management Actions/ Activities Input required<br />
a. Prioritise areas for resource protection and level of<br />
protection required<br />
b. Develop realistic patrolling plan with # of staff<br />
available<br />
c. Liaise with SNRM on status of community resource<br />
protection systems<br />
d. Design and implement feedback system for patrolling<br />
equipment needs<br />
e. Develop ranger based monitoring system and<br />
incorporate into patrol plan<br />
f. Integrate reporting, interpretation and adaptive<br />
management into park management<br />
g. Develop guidelines on law enforcement procedures<br />
within BMNP<br />
h. Consult communities, administration, police and<br />
judiciary on patrol plan<br />
i. Investigate feasibility of incorporating kebele and/or<br />
Gedaa systems in patrolling plan<br />
j. Train staff on guidelines and procedures for law<br />
enforcement, park rules and regulations etc.<br />
k. Carry out capacity building as specified in Action xxx<br />
l. Equip scouts as per resource protection plan and<br />
equipment needs assessment<br />
m. Implement patrolling system<br />
n: Revise patrol plan according to change in scout # and<br />
effectiveness of system<br />
Action 1.3.2: Obtain support from local<br />
administration, communities, police and judiciary for<br />
resource protection<br />
a. Establish and maintain point of contact with local<br />
"Mana Murti Ganda" and also local judiciary and police in<br />
each woreda<br />
b. Hold meeting/workshop with local police, judiciary and<br />
administration at kebele (Mana Murti Ganda) and woreda<br />
level on prosecution systems and procedures<br />
c. Follow actions as per SNRM Programme 1.3 to embed<br />
system<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
None Some High PW<br />
BZA, WAZA,<br />
woredas,<br />
FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 147
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
d. Design and use database for follow-up arrests and<br />
prosecutions<br />
Action 1.3.3: Stop small scale commercial timber<br />
and charcoal extraction and larger scale extraction<br />
by commercial sawmills<br />
a. Compile information on and map location/extent of<br />
small and large scale commercial timber and charcoal<br />
extraction in BMNP<br />
b. Engage with sawmill to determine areas of timber<br />
extraction and raise awareness of BMNP boundary and<br />
regulations<br />
c. Engage with communities to discuss laws concerning<br />
pit saws, chain saws, and park regulations<br />
d. Engage with local administration to discuss problem of<br />
sawmill and raise awareness of forestry, wildlife laws,<br />
and BMNP regulations<br />
e. Devise timber extraction regulation system with local<br />
administration<br />
f. Liaise with police and judiciary regarding legislation<br />
and enforcement to ensure correct procedures are<br />
followed and support guaranteed<br />
g. Cross-check resource protection plan of BMNP (PO)<br />
and communities (SNRM) to ensure they include<br />
regulations concerning areas of timber extraction and<br />
extraction activities<br />
h. Ensure infrastructure requirements are prioritised in<br />
building plan<br />
Action 1.3.4: Monitor and control illegal wildlife<br />
hunting and fishing<br />
a. Incorporate record keeping of poaching incidents into<br />
scout and community monitoring systems<br />
b. Liaise with government agencies such as judiciary,<br />
police and local government on control and monitoring of<br />
wildlife product extraction<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Human capacity Some High<br />
Technical<br />
advice, human<br />
capacity<br />
None Low<br />
PO,<br />
SNRM<br />
PO<br />
SNRM<br />
BZA, WAZA,<br />
woredas,<br />
FZS, BESMP<br />
FZS, BESMP,<br />
Darwin,<br />
woredas<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 148
Specific<br />
Objectives<br />
1.4 Integrated<br />
Environmental<br />
Management<br />
(IEM) of park<br />
developments<br />
and activities<br />
implemented<br />
3-Year Management Actions/ Activities Input required<br />
Action 1.4.1: Develop and implement Integrated<br />
Environmental Management (IEM) policy, guidelines<br />
and operational procedures for BMNP<br />
a. Assign responsibility for EIAs to staff member in<br />
Ecology Department<br />
b. Obtain federal and regional EIA guidelines<br />
c. Draw up EIA guidelines for BMNP<br />
d. Ensure BMNP Environmental impact guidelines<br />
address runoff from settlements and agricultural<br />
practices<br />
e. Ensure EIA Guidelines incorporated into gazettement,<br />
all agreements for development, SNRMA, tourism etc<br />
f. Increase awareness of staff on EIA guidelines and<br />
triggers for EIA<br />
g. Carry out regular spot checks on all BMNP facilities,<br />
including tourist concessions<br />
Action 1.4.2: Assess and retroactively mitigate the<br />
environmental impact of existing park development,<br />
including quarries, building and roads<br />
a. Carry out EIA on all existing park infrastructure and<br />
activities<br />
b. Carry out EIA on non-park managed structures such<br />
as telecom towers and liaise with appropriate agencies<br />
c. Plan and implement any appropriate mitigating<br />
measures<br />
d. Assess quarrying activity within BMNP<br />
e. Carry out EIA on all quarries<br />
f. Liaise with Road Traffic Authority on meeting BMNP<br />
EIA guidelines and mitigating current quarrying activity<br />
g. Assess requirement for quarry restoration<br />
Objective 2: Sustainable financial plan for BMNP operational<br />
2.1 Economics<br />
and financial<br />
flows of the<br />
Action 2.1.1: Quantify the value of ecosystem goods<br />
and services and identify the relevant beneficiaries<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Some High EM EPA, OARDB<br />
None High EM<br />
EPA, BZA,<br />
WAZA<br />
All Med PW FZS, BESMP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 149
Specific<br />
Objectives<br />
<strong>Bale</strong><br />
<strong>Mountains</strong><br />
ecosystem<br />
understood<br />
2.2: Business<br />
Plan for BMNP<br />
operational<br />
3-Year Management Actions/ Activities Input required<br />
a. Carry out institutional and stakeholder assessment of<br />
local beneficiaries of ecosystem goods and services in<br />
<strong>Bale</strong> Ecosystem<br />
b. Identify national beneficiaries of ecosystem goods and<br />
services, such as tourism ventures<br />
c. Identify and quantify the international beneficiaries of<br />
BMNP ecosystem goods and services such as water,<br />
carbon sequestration etc<br />
d. Value the ecosystem goods obtained from BMNP<br />
using livelihoods assessment and economic valuation<br />
methods<br />
e. Value the environmental services provided by BMNP<br />
through water provision, flood prevention, climate<br />
stabilisation, biodiversity maintenance etc.<br />
f. Develop an economic benefits model of the BMNP<br />
ecosystem<br />
Action 2.1.2: Increase capacity of BMNP<br />
management to understand and promote <strong>Bale</strong><br />
<strong>Mountains</strong> ecosystem services and related<br />
conservation economics<br />
a. Assign staff member to collaborate or co-manage<br />
research dealing with ecosystem services and<br />
conservation economics of <strong>Bale</strong> <strong>Mountains</strong><br />
b. Mentor and train assigned staff in conservation<br />
economics and financing techniques<br />
Action 2.2.1: Develop and implement BMNP<br />
Business Plan<br />
a. Review business plans for other protected areas and<br />
liaise with PASP for concurrent initiatives<br />
b. Decide on planning process and proceed accordingly,<br />
once financial and technical help secured<br />
Action 2.2.2: Assess and capitalise on potential for<br />
revenue retention<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All Med PW FZS, BESMP<br />
All High PW<br />
All Med PW<br />
FZS, PASP,<br />
BESMP,<br />
OARDB<br />
OARDB, FZS,<br />
PASP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 150
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
a. Engage natural resource economist to investigate<br />
models for revenue retention in Ethiopia and elsewhere<br />
b. Engage economist to develop economic models to<br />
examine optimal revenue system for BMNP<br />
c. Engage expert to investigate how models fit within<br />
current government framework<br />
d. Review and implement revenue retention scheme if<br />
appropriate and feasible<br />
Action 2.2.3: Improve capacity of BMNP to identify,<br />
apply for and report funding opportunities<br />
a. Work with partners to establish small grant scheme for<br />
BMNP projects<br />
b. Arrange proposal, report, paper, use of logframe<br />
writing etc. workshop with partners<br />
c. Work with partners to identify potential Embassy or<br />
Small Grant Funds<br />
Action 2.2.4: Investigate and capitalise on<br />
opportunities for national commercial sponsorship<br />
a. Engage Nyala Insurance for material and/or financial<br />
sponsorship<br />
b. Investigate other businesses that use names or logos<br />
associated with <strong>Bale</strong> e.g. Nyala hotel, Nyala cigarettes<br />
c. Investigate opportunities for discounts and donations<br />
to fulfill equipment requirements e.g. tyres, computers,<br />
printing<br />
Action 2.2.5: Establish mechanisms for private<br />
donations to BMNP<br />
a. Identify interested individuals locally and nationally to<br />
create a private donor organisation (Friends of <strong>Bale</strong>)<br />
b. Explore legal mechanism for establishment of national<br />
and international donations<br />
c. Establish system of recording contacts of tourists and<br />
visitors<br />
d. Make and maintain simple request list for private<br />
donations and post at tourist concessions and on<br />
website<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Technical<br />
advice<br />
All Med PW FZS, EWCP<br />
Human capacity None High PW<br />
BESMP, FZS,<br />
companies<br />
Human capacity Some Med PW FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 151
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Action 2.2.6: Explore and capitalise on methods of<br />
acquiring payment for BMNP ecosystem services<br />
a. Investigate potential payments mechanisms for carbon<br />
sequestration in the Harenna forest<br />
b. Investigate feasibility of obtaining payments to BMNP<br />
for water provision<br />
c. Investigate feasibility of other mechanisms for BMNP<br />
ecosystem services payments<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
capacity<br />
All High PW<br />
Objective 3. Modern, efficient and adaptive management and administration of BMNP established<br />
3.1:<br />
Transparent<br />
and effective<br />
management<br />
structures,<br />
systems and<br />
capacity<br />
established<br />
Action 3.1.1: Review and revise park management<br />
systems and departmental and staffing structure, in<br />
light of GMP implementation<br />
a. Review staffing structures required to implement GMP<br />
b. Follow up contact point in personnel management with<br />
respect to new structures and job descriptions<br />
c. Ensure staff job descriptions and salaries are in line<br />
with responsibilities<br />
Action 3.1.2: Assess and develop strategy to fill gaps<br />
between current situation and capacity required to<br />
implement GMP<br />
a. Assess current capacity level<br />
b. Assess future capacity needs to implement GMP<br />
c. Ascertain timing and application procedures for<br />
training requests to partner<br />
d. Prepare and submit requests to partners for training<br />
opportunities<br />
e. Investigate and list opportunities for obtaining funding<br />
for training<br />
Action 3.1.3: Increase and maintain staffing levels as<br />
required<br />
a. Ensure future staffing levels are included in staffing<br />
structure<br />
b. Prepare job descriptions for any new posts<br />
FZS, BESMP,<br />
PASP<br />
Human capacity Some High PW OARDB, FZS<br />
Human and<br />
financial<br />
capacity<br />
Some High PW OARDB<br />
Human capacity None High PW OARDB<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 152
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
c. Ensure new post requests are included in annual<br />
operations and budgeting planning<br />
d. Follow up budget and staffing requests with relevant<br />
personnel in management authority<br />
Action 3.1.4: Improve and maintain good<br />
employment benefits such as housing, uniforms and<br />
medical insurance provision<br />
a. Draw up annual uniform requirements for all staff<br />
b. Provide uniforms and field equipment to all staff as per<br />
requirements and Action 1.1.5<br />
c. Draw up guidelines and regulations for staff<br />
emergency medical fund, including contribution system<br />
d. Establish and operate fund as per guidelines<br />
e. Approach insurance companies for medical and life<br />
insurance sponsorship<br />
f. Draw up guidelines on housing allocation and quality<br />
based on management position<br />
g. Assess existing staff housing infrastructure<br />
h. Develop plan to improve staff housing<br />
i Draw up and submit proposal for hardship allowance<br />
allocation in BMNP<br />
Action 3.1.5: Introduce strategies to strengthen staff<br />
morale including internal competitive reward system<br />
for good service<br />
a. Facilitate management committee to draw up<br />
guidelines for competition and award system<br />
b. Implement award system<br />
c. Hold quarterly meetings between BMNP and staff<br />
association<br />
d. Investigate areas of facilitation of staff association<br />
activities by BMNP<br />
e. Provide infrastructure for tea/cafeteria facilities<br />
Action 3.1.6: Implement transparent and effective<br />
human resource management systems<br />
a. Review and develop disciplinary measures for<br />
violating codes of conducts<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Human and<br />
financial<br />
capacity<br />
Most High PW OARDB, FZS<br />
Human capacity None High PW OARDB, FZS<br />
Human capacity None High PW OARDB<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 153
Specific<br />
Objectives<br />
3.2: Effective<br />
and secure<br />
administrative<br />
systems<br />
operational<br />
3-Year Management Actions/ Activities Input required<br />
b. Hold briefing sessions with all staff on codes,<br />
employment policy and conditions, disciplinary<br />
procedures, regulations and line management system<br />
c. Ensure all new staff are aware of conditions and<br />
include in staff orientation protocol<br />
6.4: Make copies of codes and employment conditions<br />
readily available to staff<br />
Action 3.1.7: Implement government health and<br />
safety standards<br />
a. Investigate current government health and safety<br />
standards<br />
b. Develop BMNP health and safety policy and<br />
regulations<br />
c. Develop fire prevention and control procedures<br />
d. Develop first aid provision and procedures<br />
e. Develop accident reporting procedures<br />
f. Develop training scheme for Health and Safety<br />
g Train staff in Health and Safety policy, regulations and<br />
procedures accordingly<br />
Action 3.2.1: Ensure park regulations and policies<br />
are up-to-date, understood by park users and<br />
functional<br />
a. Finalise dog policy and researcher regulations if<br />
necessary<br />
b. Liaise with WCD and Oromia to clarify and improve<br />
which permissions are required for research in BMNP<br />
c. Ensure staff are aware of all regulations, codes of<br />
conducts, polices etc and incorporate agreement to<br />
adhere to these in their employment contracts<br />
d. Ensure relevant items are included in park user<br />
information and publicity materials including website<br />
e. Review all regulations and policies, recommend<br />
changes, and submit to Management Authority<br />
Action 3.2.2: Design, implement and maintain a<br />
simple, effective store system that is compatible with<br />
both paper and computer systems<br />
a. Review current system<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Human capacity None High PW OARDB<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
None High PW<br />
Some High<br />
PW,<br />
PO<br />
BZA, WAZA,<br />
woredas,<br />
RMGs<br />
OARDB, FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 154
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
b. Obtain expert advice and design a new system<br />
including job descriptions, work plans and protocols<br />
c. Assess capacity needs to operate system and train<br />
appropriately<br />
d. Implement new system and ensure included in job<br />
descriptions and workplans<br />
e. Decommission obsolete and broken equipment<br />
Action 3.2.3: Improve equipment care and<br />
maintenance<br />
a. Develop care protocols for each type of equipment<br />
b. Train storekeeper and equipment users on equipment<br />
care and maintenance<br />
c. Check and inventorise equipment condition and<br />
presence regularly by including in workplans<br />
Action 3.2.4: Improve and maintain efficient<br />
electronic and paper filing system<br />
a. Review current administrative, report and record<br />
keeping system<br />
b.: Obtain expert advice and design a new system<br />
including filing system, job descriptions, work plans and<br />
protocols<br />
c. Assess capacity needs to operate system and train<br />
appropriately<br />
d. Implement new system and ensure included in job<br />
descriptions and workplans<br />
Action 3.2.5: Improve and maintain financial<br />
management system<br />
a. Train all relevant staff in financial management<br />
systems including budgeting, financial planning,<br />
reconciliations and reporting as per government system<br />
a. Draw up and review job descriptions and work plans to<br />
meet needs of financial management system<br />
c. Assess capacity needs to operate system and train<br />
appropriately<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Human capacity Some High PO FZS<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
Some High<br />
PW,<br />
PO<br />
OARDB, FZS<br />
Most High PW OARDB, FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 155
Specific<br />
Objectives<br />
3.3:<br />
Synergistic,<br />
collaborative<br />
and adaptive<br />
planning and<br />
review system<br />
operational<br />
3-Year Management Actions/ Activities Input required<br />
c. Implement new system and ensure included in job<br />
descriptions and workplans<br />
Action 3.2.6: Establish regular quarterly and ad hoc<br />
management committee meetings<br />
a. Formulate structure and terms of reference for<br />
management committee<br />
b. Identify members of management committee, ensuring<br />
good representation across grades<br />
c. Form management committee and meet regularly<br />
Action 3.3.1: Review and implement GMP Monitoring<br />
and Evaluation Plan<br />
a. Hold BMNP management meeting to review GMP<br />
monitoring and evaluation plan<br />
b. Develop methods for collecting information for<br />
indicator verification, assign responsibility and embed in<br />
monthly task planning and job descriptions, e.g. ensure<br />
management decisions include justification<br />
c. Hold management meeting to report activity and action<br />
implementation progress<br />
d. Produce progress report annually, that includes<br />
analysis of achievements and obstacles<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
None None Med PW<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
None High PW<br />
FZS, BESMP,<br />
EWCP,<br />
CSMPP<br />
e. Carry out annual METT assessment of BMNP<br />
Action 3.3.2: Improve BMNP reporting systems Human capacity None High PW OARDB<br />
Action 3.3.3: Improve annual and quarterly<br />
operational planning and budgeting<br />
a. Set up planning meetings with complete management<br />
team for quarterly and annual activity planning<br />
b. Assign responsibility to a staff member for each<br />
developed activity, during quarterly and annual planning<br />
c. Ensure budgeting is in line with activities<br />
d. Refer to GMP 3-year Action Plan when drawing up<br />
annual work plans<br />
e. Liaise with partners on allocation of responsibilities for<br />
planned actions annually<br />
Human capacity None High PW OARDB, FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 156
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
f. Establish and maintain contact with planning office in<br />
Oromia with responsibility for budget defence<br />
g. Communicate improved park planning system to line<br />
manager in Oromia<br />
Action 3.3.4: Develop next 3-year Action Plan for 10year<br />
GMP<br />
a. Liaise with partners on involvement in next cycle of<br />
action planning<br />
b. Review problems and issues for BMNP<br />
c. Evaluate 10 year objectives and sub objective in each<br />
management programme for continued relevance<br />
d. Adjust or develop 10-year objective and targets as<br />
required<br />
e. Evaluate current 3- year action plan for completetion<br />
and continued relevance<br />
f. Develop new actions and activities as required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
<strong>Park</strong> Operations Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
capacity<br />
Some High PW<br />
OARDB, FZS,<br />
CPT<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – <strong>Park</strong> Operations Programme 3-Year Action Plan 157
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Objective 1: BMNP integrated locally and managed with the collaboration and support of relevant local stakeholders<br />
1.1: <strong>Park</strong>community<br />
dialogue<br />
mechanisms<br />
functioning<br />
and having<br />
input into<br />
BMNP<br />
management<br />
Action 1.1.1: Train relevant BMNP staff and key<br />
stakeholders in community involvement in protected<br />
areas<br />
a. Distribute information on community-park<br />
management models involving negotiation and<br />
community involvement to BMNP staff and BMNPcommunity<br />
dialogue forums (describing benefits,<br />
problems, conditions of success etc.)<br />
b. Assess current capacity level for community dialogue,<br />
negotiation and conflict management<br />
c. Assess future capacity needs for BMNP-community<br />
partnerships<br />
d. Develop training procedures/manual for all BMNP staff<br />
involved with community liaison, NRM, negotiation and<br />
conflict management (including protocols for future new<br />
staff)<br />
e. Develop training procedures/manual for relevant<br />
community members involved in dialogue with BMNP<br />
(for training in negotiation and conflict management)<br />
f. Ascertain timing and application procedures for training<br />
requests to partners<br />
g. Prepare and submit requests to partners for training<br />
opportunities<br />
h. Investigate opportunities for obtaining training funding<br />
i. Facilitate training as required<br />
j. Assign sector scouts or other responsible staff for<br />
communication with each kebele<br />
k. Ensure designated staff meet with each kebele<br />
monthly<br />
Action 1.1.2: Establish and maintain forums for<br />
BMNP-community dialogue<br />
a. Identify priority park-adjacent communities to be<br />
engaged by BMNP management<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Human<br />
capacity<br />
All High<br />
Some High<br />
OR,<br />
PW,<br />
SNRM,<br />
OR,<br />
PW,<br />
SNRM,<br />
BZA, WAZA,<br />
woredas,<br />
FZS, RMG,<br />
CR<br />
CR, RMG,<br />
FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 158
Specific<br />
Objectives<br />
1.2: Strong<br />
partnerships<br />
and linkages<br />
established<br />
with relevant<br />
organisations<br />
3-Year Management Actions/ Activities Input required<br />
b. Conduct KAP surveys of selected park-associated<br />
communities to BMNP as baseline and repeat for impact<br />
monitoring<br />
b. Hold internal BMNP workshop on community<br />
participation to reach consensus on broad mechanism<br />
for BMNP<br />
c. Engage with all park-resident and priority parkadjacent<br />
communities to have them delegate<br />
representatives - ensuring marginalised groups are<br />
represented<br />
d. Hold workshop/meeting with each identified<br />
community to identify current issues and the indicators to<br />
monitor impact of forums, and to decide forum structure<br />
with mechanisms for grievance and problem solving<br />
e. Establish forum and develop meeting frequency plan<br />
f. Hold and facilitate forum meetings<br />
g. Establish indicators with the relevant community forum<br />
h. Monitor the indicators as established above<br />
i. Monitor negative impact of local communities on<br />
ecosystem health and resource status (EM programme<br />
to provide monitoring data on PECs and KEAs; SNRM<br />
programme to provide resource specific data)<br />
j. Feedback monitoring results to BMNP management<br />
and partners for adaptive management<br />
Action 1.2.1: Establish BMNP management<br />
committees<br />
a. Hold meeting with Oromia President’s office to discuss<br />
formation of management board, membership, ToR and<br />
meeting timetable, etc<br />
b. Hold meeting with suggested representatives for<br />
BMNP zonal steering committee to discuss membership,<br />
ToR and meeting frequencies etc<br />
c. Draft ToR together with relevant Oromia<br />
Bureaus/departments<br />
d. Formally invite committee members (by position) to be<br />
permanent members - with ToR<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Human<br />
capacity<br />
Most High PW,<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
OARDB,<br />
MoARD, zone,<br />
woredas,<br />
FZS, EWCP,<br />
BESMP, MB<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 159
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
e. Facilitate meetings as required<br />
Action 1.2.2: Co-ordinate regularly with local<br />
government<br />
a. Hold annual coordination meeting to present park<br />
management annual report and annual operations plan<br />
for the following year held with all zonal and woreda<br />
authorities, judiciary and other relevant administrative<br />
bodies<br />
b. Warden to meet quarterly with <strong>Bale</strong> zone<br />
c. Quarterly meetings with woredas - either warden or<br />
delegate (at current staffing levels, perhaps monthly if<br />
sufficient staff)<br />
d. Hold annual woreda NRM co-ordination meetings to<br />
discuss specific NRM issues (e.g. monitoring,<br />
enforcement, conflict management and specific<br />
problems), if necessary establish specific working groups<br />
e. Assign sector scouts or other responsible staff for<br />
communication with each kebele<br />
f. Ensure designated staff meet with each kebele<br />
monthly<br />
g. Assess capacity of designated staff to engage in<br />
community-park relations and conflict management<br />
h. Train designated staff as required, and as per staff<br />
training protocols in community-BMNP relations<br />
Action 1.2.3: Improve communication with and<br />
between BMNP and NGO's, academic institutions<br />
and other non-governmental bodies that can or do<br />
collaborate with the BMNP<br />
a. Identify development and other actors with which<br />
BMNP should partner<br />
b. Engage with these institutions to determine if contact<br />
and communication would be mutually beneficial<br />
c. Create guidelines for contact between BMNP and<br />
other collaborating institutions<br />
d. Establish a point of contact within BMNP for every<br />
collaborator<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Human<br />
capacity<br />
Human<br />
capacity<br />
Some High PW, OR<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
BZA, WAZA,<br />
woredas,<br />
kebeles<br />
Some Low OR, EM Relevant<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 160
Specific<br />
Objectives<br />
1.3 BMNP<br />
managed<br />
within a<br />
functioning<br />
biosphere<br />
reserve<br />
3-Year Management Actions/ Activities Input required<br />
e. Open a file to store all communication between BMNP<br />
and collaborators<br />
f. Establish regular communication, and if appropriate<br />
formal meetings, with each collaborator<br />
g. Establish regular reporting, feedback and budget<br />
planning mechanisms for each organisation<br />
Action 1.3.1: List BMNP within a Biosphere Reserve<br />
a. Identify process to create a Biosphere Reserve<br />
b. Identify relevant partners operating in and around<br />
BMNP required to fulfill BR listing<br />
c. Create action group with relevant partners to fulfill BR<br />
criteria to Finalise listing<br />
Action1.3.2: Realise benefits from Biosphere<br />
Reserve listing<br />
a. Identify the positive benefits to be gained from BR<br />
listing<br />
b. Ensure BR listing added to all publicity materials<br />
c. Together with BMNP management work to maximise<br />
these benefits<br />
d. Ensure that activities required to maximise BR<br />
benefits included in BMNP annual operations plans<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
capacity, data<br />
Technical<br />
advice, human<br />
capacity<br />
Med Med PW<br />
Med Med PW<br />
Objective 2: Wider awareness of BMNP and a sense of ownership and responsibility established<br />
2.1: Innovative,<br />
widely targeted<br />
and adaptive<br />
publicity<br />
campaign<br />
implemented.<br />
Action 2.1.1: Develop innovative communications<br />
strategy to promote the BMNP GMP<br />
a. Develop and implement a strategy to educate the<br />
BMNP staff on the GMP<br />
b. Identify other partners who will be communicating<br />
about NRM in/around BMNP (e.g. Farm Africa/SOS<br />
Sahel project and CSMPP)<br />
c. Design innovative communications strategy targeting<br />
local communities on market days etc<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
OR,<br />
PW,<br />
BESMP,<br />
CSMPP, FZS,<br />
IBC<br />
BESMP,<br />
CSMPP, FZS,<br />
IBC<br />
FZS, BESMP,<br />
CSMPP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 161
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
d. Meet with BMNP management partners and GMP<br />
development partners to create a list of the critical points<br />
about the new GMP and to identify the target audience<br />
(especially ERVs)<br />
e. Design a poster and a small booklet to convey these<br />
ideas to the target audience (ideally outsourced to an<br />
expert in visual communication and learning)<br />
f. Establish the number of posters and/or booklets<br />
required and cost the printing and distribution<br />
g. Meet with BMNP management partners and GMP<br />
development partners to identify which other<br />
organisations and relevant government agencies should<br />
have a copy of the GMP<br />
h. Distribute copies of the GMP accordingly<br />
i. Ensure GMP and/or executive summary on the website<br />
Action 2.1.2: Design publicity campaign to improve<br />
public and park staff recognition and support for<br />
BMNP<br />
a. Engage with BMNP management partners (e.g. FZS,<br />
CSMPP, EWCP, Farm Africa/SOS Sahel) regarding the<br />
possibility of sharing a publicity person<br />
b. Cost the possibility of outsourcing BMNP publicity<br />
either nationally or internationally<br />
c. Develop a publicity programme with management<br />
partners or outsourced company<br />
d. Hold regular (annual or more regular) brainstorming<br />
sessions to come up with new publicity ideas<br />
e. Improve staff and government understanding of the<br />
economic, social and natural services provided by BMNP<br />
f. Design graphic publicity/promotion presentation of<br />
water flows and dependant communities<br />
g. Design graphic presentation around biodiversity,<br />
endemic species and uniqueness of BMNP<br />
h. Investigate event promotion of BMNP using donor<br />
funding<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All High OR, PW<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
FZS, CSMPP,<br />
EWCP,<br />
BESMP,<br />
OARDB,<br />
OCTB<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 162
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
i. Facilitate <strong>Bale</strong> <strong>Mountains</strong> photographic exhibition<br />
j. Encourage decision makers attend promotional<br />
events/photographic exhibitions<br />
k. Assess current knowledge of all BMNP staff about<br />
BMNP significance and management objectives<br />
l. Assess the desired level of knowledge for BMNP staff<br />
m. Design and implement education and awareness<br />
campaign for current BMNP staff on park significance<br />
and management objectives<br />
n. Design education and awareness campaign for new<br />
BMNP staff on significance and objectives<br />
Action 2.1.3: Engage with national companies to<br />
promote BMNP and <strong>Bale</strong> products<br />
a. Identify national companies that can be engaged to<br />
promote <strong>Bale</strong> (e.g. because of branding - nyalas/wolves,<br />
or business type - tour operators)<br />
b. Contact relevant national companies to hold a formal<br />
meeting with their marketing management and discuss<br />
possibilities for collaboration, support and/or promotion<br />
c. Formalise possibilities if agreement reached<br />
d. Monitor implementation of any agreements with<br />
relevant companies<br />
Action 2.1.4: Develop and maintain BMNP website<br />
a. Investigate all of the requirements and costs to<br />
establish a BMNP website, including ongoing<br />
management<br />
b. Identify technical and funding partners to establish a<br />
website<br />
c. Design the website in collaboration with technical<br />
partners and advisors<br />
d. Collate all links to be listed on the website and contact<br />
other websites that should have links to this one<br />
e. Ensure number of hits recorded on the website<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Human<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Some Low OR FZS, BESMP<br />
All Med OR, PW FZS<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 163
Specific<br />
Objectives<br />
2.2<br />
Environmental<br />
education<br />
programme<br />
strengthened<br />
in/around<br />
BMNP<br />
3-Year Management Actions/ Activities Input required<br />
f. Launch the website with publicity campaign for it, both<br />
internationally and nationally<br />
g. Assign a specific individual to maintain and manage<br />
the website at least monthly and record # of hits<br />
Action 2.2.1: Strengthen current environmental<br />
education programme including schools, tertiary<br />
institutions and clubs in/around the BMNP<br />
a. Hold workshop with current BMNP EE partners to<br />
evaluate current programme<br />
b. Use the workshop to develop a 3 year EE strategy for<br />
in/around the BMNP<br />
c. Explore using REFLECT - adult education<br />
method/philosophy<br />
d. Implement and evaluate with partners<br />
Action 2.2.2: Obtain copies of and rights to use<br />
documentaries/films/photography/articles about <strong>Bale</strong><br />
a. Identify and catalogue all DVD's and films made<br />
in/around <strong>Bale</strong> - both nationally and internationally<br />
b. Draft a letter of request and agreement for copyright<br />
holders which would allow films to be used only for<br />
educational purposes in/around BMNP<br />
c. Identify and contact all copyright holders, requesting<br />
copies of films for which there are no current copies in<br />
BMNP<br />
Action 2.2.3: Work with partners to integrate case<br />
studies from the <strong>Bale</strong> <strong>Mountains</strong> into environmental<br />
education curricula (local, regional, national)<br />
a. Create working group to identify where <strong>Bale</strong>, or<br />
specifically the BMNP might be integrated into curricula<br />
b. Identify and contact relevant educational bodies with<br />
suggestions, including relevant examples<br />
Action 2.2.4: Establish<br />
education/resource/interpretation centre in BMNP<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Med Med OR<br />
Med Low OR<br />
Med Low OR<br />
All High OR, PW<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
Melca, EWCP,<br />
FZS<br />
OCTB, MoCT,<br />
FZS, EWCP<br />
FZS, Melca,<br />
EWCP<br />
FZS, EWCP,<br />
Melca,<br />
CSMPP,<br />
BESMP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 164
Specific<br />
Objectives<br />
2.3: BMNP<br />
benefiting from<br />
its World<br />
Heritage Site<br />
listing<br />
3-Year Management Actions/ Activities Input required<br />
a. Hold a brainstorming workshop with education,<br />
conservation and design experts for an<br />
education/interpretation/resource centre<br />
b. Create a concept note with a design, the specific<br />
objectives, responsibilities for ongoing management and<br />
the required budget for the centre<br />
c. Seek funding for the centre<br />
d. Build and launch the centre<br />
e. Hold annual meetings with relevant partners to<br />
investigate new methods and ideas that could be<br />
incorporated in the centre<br />
f. Hold annual review meetings with relevant partners to<br />
ensure that the centre is meeting objectives<br />
Action 2.3.1: Prepare and submit dossier for World<br />
Heritage Site listing<br />
a. Identify process to list BMNP as a WHS<br />
b. Identify relevant partners operating in and around<br />
BMNP that can assist with WHS listing<br />
c. Create action group with relevant partners to fulfil<br />
WHS listing criteria<br />
d. Prepare and submit dossier<br />
Action 2.3.2: Realise benefits from WHS listing<br />
a. Identify the positive benefits to be gained from WHS<br />
listing<br />
b. Ensure WHS listing added to all publicity materials<br />
c. Together with BMNP management work to maximise<br />
these benefits<br />
d. Ensure that activities required to maximise WHS<br />
benefits included in BMNP annual operations plans<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
All High<br />
Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated communities<br />
3.1 Livelihood<br />
development<br />
Action 3.1.1: Support the development and adoption<br />
of improved livelihood schemes with partners<br />
Human and<br />
financial<br />
capacity<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
PW,<br />
OR, EM<br />
UNESO,<br />
MoCT,<br />
OARDB,<br />
OCTB, FZS<br />
Med High OR UNESCO, FZS<br />
All Med<br />
OR,<br />
PW,<br />
Developm't<br />
partners<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 165
Specific<br />
Objectives<br />
and equitable<br />
benefit-sharing<br />
facilitated<br />
through<br />
collaboration<br />
with partners<br />
3-Year Management Actions/ Activities Input required<br />
Identify possible development actors/partners for<br />
livelihood projects<br />
Establish Action Groups with development<br />
actors/partners who can identify and implement<br />
livelihood initiatives<br />
Identify communities to be targeted for livelihood support<br />
with partners working adjacent to park<br />
Assess BMNP facilitation of livelihood schemes and<br />
effectiveness of Action Groups annually<br />
Action 3.1.2: Identify and facilitate benefit-sharing<br />
mechanisms<br />
a. Identify partners outside the park who can assist in<br />
implementing benefit-sharing projects<br />
b. Identify models/experiences/options available to be<br />
offered as benefits<br />
c. Liaise with development partners and conduct<br />
research to find out about equitable benefit sharing<br />
schemes that include marginalised groups<br />
d. Identify pilot sites and models for conservation-friendly<br />
activities<br />
d. Negotiate with relevant communities for<br />
implementation of benefit-sharing schemes (ensuring<br />
equitability issues addressed)<br />
e. Implement pilot schemes with partners<br />
f. Monitor and evaluate pilot schemes (especially<br />
equitability of benefit sharing)<br />
g. Obtain feedback from pilots and explore ways to scale<br />
up, with stakeholders<br />
h. Identify communities to be included in the scheme,<br />
based on review recommendations<br />
i. Implement scaling up, ensuring monitoring and<br />
feedback is fully integrated<br />
Action 3.1.3: Implement and maintain mechanisms to<br />
collect money from visitors and other donors for<br />
community projects<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Human and<br />
financial<br />
capacity<br />
Technical<br />
advice, human<br />
capacity<br />
Some Med OR, PW<br />
Some High OR, PW<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
OARDB, FZS,<br />
CR<br />
OARDB, FZS,<br />
CR<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 166
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
a. Explore options and alternatives suitable within the<br />
Ethiopian context (e.g. NGO/CBO/co-operative type<br />
organisation)<br />
b. Identify ways to collect money for this scheme<br />
c. Inform relevant Oromia Bureaus/Departments of idea<br />
and developments<br />
d. Implement recommendations to establish scheme<br />
(ensuring equitability issues addressed)<br />
e. Engage with partners already involved in benefitsharing<br />
schemes to develop mechanisms to share the<br />
benefits<br />
f. Monitor and evaluate the scheme (especially<br />
equitability of benefit-sharing)<br />
Action 3.1.4: Facilitate provision of educational<br />
scholarships and accommodation schemes for park<br />
resident children<br />
a. Facilitate formation of "Friends of <strong>Bale</strong>" charity and/or<br />
Community Development Fund, as above to support<br />
dormitory and scholarship schemes for children living in<br />
the park to attend schools outside of the BMNP<br />
b. Assist and facilitate costing and financing of dormitory<br />
and scholarship schemes for school children (as above)<br />
c. Draw up guidelines for eligibility for children of park<br />
residents to education scheme and operational system<br />
d. Encourage and facilitate external contributions to the<br />
education scheme<br />
Action 3.1.5: Promote conservation friendly small<br />
business development in park-associated<br />
communities<br />
a. Identify possible partners who have experience/can<br />
implement Conservation Bank type model<br />
b. Establish Action Group with Conservation Bank<br />
partners<br />
c. Experiment with and adapt Conservation Bank model<br />
to park-resident and park-adjacent communities<br />
Action 3.1.6: Facilitate coordination among NR user<br />
groups in and around BMNP to shared livelihood<br />
development experiences and opportunities<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Human and<br />
financial<br />
capacity<br />
Human<br />
capacity<br />
Some High PW, OR<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
FZS,<br />
government,<br />
CR, CBOs<br />
All Med OR, PW Development<br />
partners<br />
Some Low OR<br />
RMG, CR,<br />
BESMP<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 167
Specific<br />
Objectives<br />
3.2 Alternative<br />
and<br />
sustainable<br />
energy use<br />
facilitated and<br />
promoted<br />
3-Year Management Actions/ Activities Input required<br />
a. Identify NR user groups operating around the BMNP<br />
(e.g. fish, hunting, NTFP, forest management)<br />
b. Identify organisations working with NR user groups<br />
around the BMNP (e.g. NGO's, local govt., etc)<br />
c. Establish and facilitate a NR user group co-ordination<br />
body among inside/outside park NR users<br />
Action 3.2.1: Promote alternative and energyefficient<br />
fuel sources and building materials<br />
a. Investigate options for alternative fuel and building<br />
wood provision for park residents (e.g. mud briquettes)<br />
b. Investigate possibility of developing fuel and building<br />
lots inside park with indigenous species<br />
c. Coordinate a park working group to devise a BMNP<br />
policy for fuel and building wood provision for park<br />
residents (to be led by SNRM/EM)<br />
d. Facilitate nursery and fuelwood plot establishment<br />
with community based organisations, households and<br />
private owners<br />
e. Promote energy-efficient stoves with park residents<br />
and outside the park where possible<br />
f. Assist park residents with the transport and sealing of<br />
fuel-efficient stoves for park residents<br />
Action 3.2.2: Advocate for policy change to regulate<br />
the use of fuel-efficient stoves and legal<br />
wood/energy sources for commercial<br />
purposes/premises and other large institutions<br />
a. Contact partners already doing this - support them<br />
b. Write letters in support of this to Bureau/decision<br />
makers<br />
c. Participate in media briefings about this issue<br />
d. Work with partners to produce publicity material on<br />
this and how it effects the park<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Human<br />
capacity<br />
All High OR<br />
Some Low OR, PW<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
FZS, BESMP,<br />
RMG, CBO<br />
Development<br />
partners<br />
OARDB,<br />
development<br />
partners,<br />
BESMP,<br />
Melca<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 168
Specific<br />
Objectives<br />
3.3: Humanwildlife<br />
conflict<br />
understood<br />
and mitigated<br />
3-Year Management Actions/ Activities Input required<br />
Action 3.2.3: Maximise BMNP sustainable energy use<br />
and promote awareness of alternative energy<br />
sources and energy saving methods<br />
a. Identify local/international partners with experience in<br />
alternative energy sources/energy saving methods<br />
b. Compile a simple report on alternative energy<br />
sources/energy saving methods that can be used in the<br />
BMNP<br />
c. Compile a simple report on alternative energy<br />
sources/energy saving methods that can be<br />
demonstrated in the BMNP Interpretation centre<br />
d. Try to engage partner in demonstrating alternative<br />
energy sources/energy saving in the Interpretation centre<br />
and BMNP HQ<br />
e. Lobby for using alternative energy sources/energy<br />
saving methods within BMNP HQ, all <strong>Park</strong> Operations<br />
and the Interpretation centre<br />
Action 3.3.1: Collect information on types, extent,<br />
specific areas and cost of HWC<br />
a. Conduct surveys to identify the areas and severity of<br />
HWC<br />
b. Establish task forces in areas of high HWC (<strong>Park</strong> rep,<br />
local govt., respected community rep, etc)<br />
c. Hold workshop with task forces to establish data<br />
collection protocols, response and data feedback<br />
mechanisms<br />
d. Train relevant park staff in how to collect HWC data<br />
e. Ensure RBM included HWC records and verification of<br />
HWC incidents<br />
e. Evaluate data quarterly - discuss with Ecologist,<br />
Warden and other relevant park personnel<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
Technical<br />
advice, human<br />
and financial<br />
capacity<br />
All Low OR<br />
None Med<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
OR, EM,<br />
SNRM<br />
Melca, FZS,<br />
BESMP<br />
RMG, CR,<br />
woredas<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 169
Specific<br />
Objectives<br />
3-Year Management Actions/ Activities Input required<br />
Action 3.3.2: Implement HWC mitigation strategies<br />
a. Chose sites where mitigation strategies are to be<br />
implemented<br />
b. Investigate/research other solutions used for similar<br />
types of HWC nationally/internationally<br />
c. Negotiate potential mitigation strategies with affected<br />
communities<br />
d. Implement as agreed and monitor/evaluate impact<br />
Level of<br />
external<br />
support<br />
Priority<br />
Outreach Programme 3-Year Action Plan<br />
Technical<br />
advice, data,<br />
human and<br />
financial<br />
capacity<br />
Some Med<br />
Responsibility Timeframe<br />
<strong>Park</strong> Partners<br />
OR, EM,<br />
SNRM<br />
RMG, CR,<br />
woredas<br />
Year 1 Year 2 Year 3<br />
1 2 3 4 1 2 3 4 1 2 3 4<br />
Section H – Outreach Programme 3-Year Action Plan 170
Objectives of Monitoring and Evaluation<br />
Appendix 1: Monitoring and Evaluation<br />
Monitoring and evaluating the GMP implementation and associated impacts, is a key aspect of assessing whether the GMP has been used and<br />
whether it has achieved its stated purposes and objectives. Monitoring and evaluation are also a key component of future adaptive management; so<br />
that the overall benefits from GMP implementation are maximised and any negative impacts are mitigated, through the adjustment of 3-year action<br />
plans.<br />
A multi-tiered framework has been developed to enable monitoring and evaluation to be carried out at several different levels: from park purpose,<br />
through programme purposes and objectives, to actions and activities. This draws on best practice elsewhere and is integrated with the GEF<br />
Protected Area Systems Project that is commencing implementation in Ethiopia in 2007. Monitoring and Evaluation (M&E) is therefore an integral<br />
activity for all GMP components.<br />
The M&E framework has a number of objectives:<br />
• Provide stakeholders and partners with information to measure progress<br />
• Determine whether expected impacts have been achieved<br />
• Provide timely feedback in order to ensure that problems are identified early in implementation and that appropriate actions are taken<br />
• Assess the GMP’s effectiveness in meeting the park purpose and thus conserving biological diversity and ecological systems<br />
• Evaluate the benefits accruing to communities and other beneficiaries<br />
• Appraise the underlying causes of GMP outcomes, whether positive or negative<br />
• Track the level and quality of community consultation and participation in BMNP activities<br />
Appendix 1 – Monitoring and Evaluation 171
i. <strong>Park</strong> Purpose Monitoring<br />
Monitoring progress in achieving the <strong>Park</strong> Purpose and thus at the ultimate impact or outcome level, relies heavily on implementing BMNP Ecological<br />
Monitoring Plan. This Ecological Monitoring plan focuses on determining the status of BMNP Priority Ecosystem Components, the components of<br />
BMNP ecosystem that have been prioritised and together should represent the unique biodiversity and ecological processes in the whole ecosystem.<br />
Indicators and suggested methods have been drawn up by technical experts. Periodic evaluation of monitoring data needs to be embedded in<br />
adaptive management systems and embedding such a system is an integral part of the Ecological Management and the <strong>Park</strong> Operations<br />
Programme.<br />
Table A1.1: BMNP Ecological Monitoring Plan<br />
BMNP Ecological Monitoring Plan<br />
KEAs Indicator of change Method of measurement Collection<br />
frequency<br />
PEC: Hydrological system<br />
Water yield<br />
Water flow Seasonal dynamics<br />
(rainfall, runoff, and<br />
evapo-transpiration)<br />
Water retention of<br />
vegetation and soil<br />
Water quality<br />
Wetland extent<br />
and dynamics<br />
Gauge stations, height and<br />
flow rate: 7 rivers<br />
Rain gauges, evaporation<br />
pans, gauge stations<br />
Height daily, flow<br />
rate monthly<br />
Potential<br />
partners<br />
FZS Yes<br />
Daily/monthly FZS Some<br />
Already being<br />
collected?<br />
Priority<br />
Very high<br />
Very high<br />
Soil moisture, infiltration Soil moisture measures Monthly FZS, Darwin Starting<br />
Very high<br />
Sediment load at<br />
different levels<br />
Filters, visibility (secchi<br />
disk)<br />
Monthly FZS Some<br />
High<br />
Salinity, DO<br />
concentration,<br />
temperature<br />
Conductivity, DO meter,<br />
Thermometer<br />
Monthly FZS Yes<br />
High<br />
Ph Levels Ph meter<br />
Remote sensing, plot<br />
Monthly FZS Yes High<br />
Extent and depth sampling, permanent Every 3 years FZS No<br />
height stick<br />
High<br />
Water quality As above Monthly FZS High<br />
Appendix 1 – Monitoring and Evaluation 172
BMNP Ecological Monitoring Plan<br />
KEAs Indicator of change Method of measurement Collection<br />
frequency<br />
Seasonality<br />
Remote sensing, plot<br />
sampling<br />
Potential<br />
partners<br />
Already being<br />
collected?<br />
Priority<br />
Seasonally FZS<br />
Very high<br />
Rainfall/evaporation<br />
PEC: Harenna Forest<br />
Daily rain gauges Daily FZS Starting Very high<br />
Forest structure<br />
Change in age, size<br />
structure of trees<br />
Regeneration of tree<br />
species in different<br />
Monitoring plots, photo<br />
points, quadrats<br />
Annually<br />
BMNP, FZS,<br />
Darwin, WGCF<br />
No<br />
No<br />
High<br />
zones<br />
High<br />
Forest cover<br />
Biomass density in<br />
canopy<br />
Area/extent size<br />
Remote sensing, ground<br />
truthing<br />
Every 3 years<br />
BMNP, FZS,<br />
Darwin, WGCF<br />
Some<br />
Yes<br />
High<br />
Very high<br />
Forest boundary of<br />
glades and external in<br />
different zones, size of<br />
fragments<br />
Mapping/remote sensing,<br />
ground surveys, photo<br />
points<br />
Every 3 years<br />
BMNP, FZS,<br />
Darwin, WGCF Some<br />
Forest<br />
fragmentation<br />
Very high<br />
Biodiversity composition<br />
of different fragments<br />
Transects, photo point sat<br />
monitoring plots<br />
Annually<br />
BMNP, FZS,<br />
Darwin, WGCF<br />
Low<br />
Indicator species<br />
diversity,<br />
distribution, and<br />
abundance<br />
Bird monitoring<br />
Small mammal<br />
monitoring<br />
Vegetation composition<br />
(e.g. epiphytes)<br />
Point counts<br />
Trapping grids<br />
Plots<br />
Annually<br />
Annually<br />
Every 3 years<br />
BMNP, FZS,<br />
Darwin,<br />
EWNHS,<br />
Birdlife Int’l<br />
Some<br />
No<br />
Yes<br />
Medium<br />
Medium<br />
Medium<br />
PEC: Erica shrub and forest<br />
Structure and<br />
Erica regeneration Monitoring plots Annually<br />
FZS, AAU,<br />
WGCF<br />
Yes Very high<br />
distribution<br />
Erica extent Monitoring plots Every 3 years<br />
FZS, AAU,<br />
WGCF<br />
Some Very high<br />
Bird diversity.<br />
distribution and<br />
abundance<br />
Species diversity and<br />
abundance<br />
Point counts Annually<br />
FZS, EWNHS,<br />
Birdlife Int’l<br />
Some Low<br />
Appendix 1 – Monitoring and Evaluation 173
BMNP Ecological Monitoring Plan<br />
KEAs Indicator of change Method of measurement Collection<br />
Amphibian<br />
diversity,<br />
distribution and<br />
abundance<br />
PEC: Gaysay grasslands<br />
Indicator species<br />
diversity,<br />
distribution and<br />
abundance<br />
Wetland quality<br />
and dynamics<br />
Plant composition<br />
and distribution<br />
Species diversity and<br />
abundance<br />
Birds diversity and<br />
abundance<br />
Large mammal diversity<br />
and abundance<br />
frequency<br />
Transects, ground surveys Every 2 years<br />
Point counts Annually<br />
Potential<br />
partners<br />
FZS, expert<br />
researchers<br />
FZS, EWNHS,<br />
Birdlife Int’l<br />
Already being<br />
collected?<br />
Priority<br />
Some Low<br />
Some Medium<br />
Line transects Annually, seasonally FZS, SLZ, AAU Yes Medium<br />
As above for hydrology No Low<br />
Plant composition<br />
PEC: Hagenia / Juniper woodlands<br />
Tree composition<br />
and structure Tree species density<br />
and distribution<br />
Woodland area,<br />
extent and<br />
fragmentation<br />
Indicator species<br />
diversity,<br />
distribution, and<br />
abundance<br />
PEC: Afroalpine<br />
Rodent and bird<br />
diversity and<br />
abundance<br />
Photo points and<br />
monitoring plots<br />
Annually FZS, WGCF No High<br />
Tree regeneration Monitoring plots Annually FZS, WGCF No Very high<br />
Woodland size,<br />
patchiness<br />
Bird diversity and<br />
abundance<br />
Large mammal diversity<br />
and population sizes<br />
Remote sensing, ground<br />
truthing<br />
Remote sensing, ground<br />
truthing<br />
Annually FZS, WGCF No Very high<br />
Every 3 years FZS, WGCF No Medium<br />
Monitoring plots Annually FZS No Medium<br />
Transects Annually FZS No Medium<br />
Grass rats abundance Trapping grids Annually<br />
Giant molerat<br />
abundance<br />
Bird diversity and<br />
abundance<br />
Monitoring plots Annually<br />
Point counts Annually<br />
FZS, EWCP,<br />
Glasgow Univ.<br />
FZS, EWCP,<br />
Glasgow Univ.<br />
EWNHS,<br />
Birdlife Intern’l<br />
Some Very high<br />
Some Very high<br />
Some Low<br />
Appendix 1 – Monitoring and Evaluation 174
BMNP Ecological Monitoring Plan<br />
KEAs Indicator of change Method of measurement Collection<br />
Other indicator<br />
species diversity,<br />
distribution, and<br />
abundance<br />
Plant composition<br />
and distribution<br />
Wetland quality<br />
and dynamics<br />
PEC: Mountain nyala<br />
Population size,<br />
structure and<br />
distribution<br />
Ethiopian wolves<br />
As below for Ethiopian<br />
wolves<br />
frequency<br />
Potential<br />
partners<br />
Already being<br />
collected?<br />
Priority<br />
Appendix 1 – Monitoring and Evaluation 175<br />
Yes<br />
Very high<br />
Vegetation biomass<br />
Permanent monitoring<br />
plots<br />
Annually<br />
FZS, EWCP,<br />
Glasgow Univ.<br />
Some Very high<br />
Lobelias Photo points Annually FZS No Low<br />
As above for hydrology Some Very high<br />
Population estimates,<br />
sex-age ratios,<br />
movement<br />
Habitat availability Habitat mapping<br />
Genetic diversity<br />
Change in allele<br />
frequency distributions<br />
PEC: Ethiopian wolves<br />
Number, composition<br />
Population size,<br />
structure and<br />
distribution<br />
Prey abundance<br />
and distribution<br />
Gene diversity<br />
and recruitment in<br />
breeding units in core<br />
areas (Sanetti, Web,<br />
Morebawa)<br />
Index of abundance in<br />
non-core areas<br />
Line transects, focal<br />
follows<br />
Remote sensing, ground<br />
truthing<br />
Annually FZS, AAU Yes High<br />
Every 3 years<br />
FZS, AAU,<br />
WGCF<br />
Some High<br />
Faecal sampling Every 5 years AAU No Low<br />
Total pack enumeration,<br />
focal follows, behavioural<br />
observations<br />
Live-trapping (grass rats<br />
Rodent abundance and and others)<br />
distribution Focal watches (giant<br />
molerat)<br />
Change in allele<br />
frequency distributions<br />
Quarterly EWCP Yes Very high<br />
Line transects Annually EWCP Yes Medium<br />
Annually<br />
Annually<br />
EWCP, FZS,<br />
Glasgow Univ.<br />
EWCP, FZS,<br />
Glasgow Univ.<br />
Some Very high<br />
Some Very high<br />
Faecal sampling Every 5 years EWCP Yes Low
ii. Management Effectiveness Monitoring<br />
Progress towards achieving the Purposes devised in each Management Programme, which essentially are a part of measuring management<br />
effectiveness, can be monitored in a number of ways. Recently initiatives to develop a number of management effectiveness assessment tools have<br />
been undertaken. The World Bank/WWF Alliance for Forest Conservation and Sustainable Use (‘the Alliance’) was formed in April 1998, in response<br />
to the continued depletion of the world’s forest biodiversity and of forest-based goods and services essential for sustainable development. The<br />
Alliance has developed a simple site-level tracking tool to facilitate reporting on management effectiveness of protected areas within WWF and World<br />
Bank projects that is being adopted by the PASP project and thus is appropriate for BMNP. The tracking tool has been built around the application of<br />
a World Commission for Protected Areas (WCPA) Framework for assessing protected area management effectiveness (Hockings et al., 2000).<br />
The Alliance has designed the Management Effectiveness Tracking Tool (METT) to be:<br />
• Capable of providing a harmonised reporting system for protected area assessment within donor organisations<br />
• Suitable for replication<br />
• Able to supply consistent data to allow tracking of progress over time<br />
• Relatively quick and easy to complete by protected area staff, so as not to be reliant on high levels of funding or other resources<br />
• Capable of providing a “score” if required<br />
• Based around a system that provides four alternative text answers to each question, strengthening the scoring system<br />
• Easily understood by non-specialists<br />
• Nested within existing reporting systems to avoid duplication of effort.<br />
The tracking tool has been developed to provide a quick overview of progress in improving the effectiveness of management in individual protected<br />
areas, to be filled in by the protected area manager or other relevant site staff. It is not an independent assessment, nor should it be used as the sole<br />
basis for adaptive management. Moreover, the tracking tool is too limited to allow a detailed evaluation of outcomes and is really aimed at providing a<br />
quick overview of the management steps identified in the WCPA Framework up to and including outputs. Thus, even if management is excellent, but<br />
biodiversity is continuing to decline, then protected area objectives are not being met. Therefore the Ecological Monitoring Programme is the key<br />
component that will inform BMNP managers on whether the condition of the biodiversity and ecological processes through the Priority Ecosystem<br />
Components.<br />
In 2005 a METT analysis was conducted as part of the PASP project, to set a baseline for BMNP management and is included below. On GMP draft<br />
completion, a new METT analysis will be conducted for future comparison. Thereafter annual assessments will be conducted.<br />
Appendix 1 – Monitoring and Evaluation 176
Table A1.2: Detailed METT for the <strong>Bale</strong> <strong>Mountains</strong> including ‘next steps’ (PASP Document, 2005)<br />
Issue Criteria Score Next steps<br />
1. Legal status The protected area is not gazetted 0 Agree on boundaries to conservation area; draw up<br />
Does the protected<br />
The government has agreed that the protected area should be gazetted but the process<br />
has not yet begun<br />
1<br />
management plan; assemble joint management<br />
committee with appropriate terms of reference;<br />
area have legal<br />
status?<br />
Context<br />
The protected area is in the process of being gazetted but the process is still incomplete<br />
The protected area has been legally gazetted (or in the case of private reserves is owned<br />
by a trust or similar)<br />
2<br />
3<br />
submit for gazettement<br />
2. Protected area<br />
regulations<br />
There are no mechanisms for controlling inappropriate land use and activities in the<br />
protected area<br />
0<br />
Negotiate and implement agreements with local<br />
communities for regulated access to and use of<br />
Mechanisms for controlling inappropriate land use and activities in the protected area exist<br />
natural resources<br />
Are inappropriate<br />
land uses and<br />
activities (e.g.<br />
poaching) controlled?<br />
Context<br />
but there are major problems in implementing them effectively<br />
Mechanisms for controlling inappropriate land use and activities in the protected area exist<br />
but there are some problems in effectively implementing them<br />
Mechanisms for controlling inappropriate land use and activities in the protected area exist<br />
and are being effectively implemented<br />
1<br />
2<br />
3<br />
3. Law<br />
enforcement<br />
The staff have no effective capacity/resources to enforce protected area legislation and<br />
regulations<br />
There are major deficiencies in staff capacity/resources to enforce protected area<br />
0<br />
Establish linkages with local law enforcement<br />
agencies, including judiciary, police, etc. Train local<br />
law enforcement agencies.<br />
Can staff enforce legislation and regulations (e.g. lack of skills, no patrol budget)<br />
1<br />
protected area rules<br />
well enough?<br />
The staff have acceptable capacity/resources to enforce protected area legislation and<br />
regulations but some deficiencies remain<br />
2<br />
Context<br />
The staff have excellent capacity/resources to enforce protected area legislation and<br />
regulations<br />
3<br />
4. Protected area<br />
No firm objectives have been agreed for the protected area<br />
0<br />
The 1986 (draft but neither adopted nor<br />
implemented) management plan identified the<br />
objectives<br />
objectives for the area.<br />
Have objectives been<br />
agreed?<br />
The protected area has agreed objectives, but is not managed according to these<br />
objectives<br />
The protected area has agreed objectives, but these are only partially implemented 2<br />
Planning The protected area has agreed objectives and is managed to meet these objectives 3<br />
5. Protected area<br />
design<br />
Does the protected<br />
area need enlarging,<br />
corridors etc to meet<br />
its objectives?<br />
Planning<br />
Inadequacies in design mean achieving the protected areas major management objectives<br />
of the protected area is impossible<br />
Inadequacies in design mean that achievement of major objectives are constrained to some<br />
extent<br />
Design is not significantly constraining achievement of major objectives, but could be<br />
improved<br />
Reserve design features are particularly aiding achievement of major objectives of the<br />
protected area<br />
1<br />
0<br />
1<br />
2<br />
3<br />
Further planning processes are necessary.<br />
Appendix 1 – Monitoring and Evaluation 177
Issue Criteria Score Next steps<br />
6. Protected area<br />
boundary<br />
The boundary of the protected area is not known by the management authority or local<br />
residents/neighbouring land users<br />
0<br />
The boundary is neither known nor marked. The<br />
local community need to be involved in planning the<br />
demarcation<br />
The boundary of the protected area is known by the management authority but is not known<br />
by local residents/neighbouring land users<br />
1<br />
boundaries relative to the key biodiversity areas<br />
within the landscape.<br />
Is the boundary<br />
known and<br />
demarcated?<br />
Context<br />
The boundary of the protected area is known by both the management authority and local<br />
residents but is not appropriately demarcated<br />
The boundary of the protected area is known by the management authority and local<br />
residents and is appropriately demarcated<br />
2<br />
3<br />
7. Management plan There is no management plan for the protected area<br />
0<br />
A management plan was written and agreed in<br />
1986. A further interim management plan was<br />
Is there a<br />
A management plan is being prepared or has been prepared but is not being implemented 1 being developed by WWF (not completed). The<br />
management plan<br />
and is it being<br />
implemented?<br />
An approved management plan exists but it is only being partially implemented because of<br />
funding constraints or other problems<br />
2<br />
management plan needs significant updating with<br />
an implementation plan.<br />
An approved management plan exists and is being implemented 3<br />
Planning<br />
Additional points<br />
Planning<br />
8. Regular work plan<br />
Is there an annual<br />
work plan?<br />
Planning/Outputs<br />
9. Resource<br />
inventory<br />
Do you have enough<br />
information to<br />
manage the area?<br />
Context<br />
10. Research<br />
The planning process allows adequate opportunity for key stakeholders to influence the<br />
management plan<br />
There is an established schedule and process for periodic review and updating of the<br />
management plan<br />
The results of monitoring, research and evaluation are routinely incorporated into planning +1<br />
No regular work plan exists 0<br />
A regular work plan exists but activities are not monitored against the plan’s targets 1<br />
A regular work plan exists and actions are monitored against the plan’s targets, but many<br />
activities are not completed<br />
2<br />
A regular work plan exists, actions are monitored against the plan’s targets and most or all<br />
prescribed activities are completed<br />
There is little or no information available on the critical habitats, species and cultural values<br />
of the protected area<br />
Information on the critical habitats, species and cultural values of the protected area is not<br />
sufficient to support planning and decision making<br />
Information on the critical habitats, species and cultural values of the protected area is<br />
sufficient for key areas of planning/decision making but the necessary survey work is not<br />
being maintained<br />
Information concerning on the critical habitats, species and cultural values of the protected<br />
area is sufficient to support planning and decision making and is being maintained<br />
3<br />
There is no survey or research work taking place in the protected area 0<br />
There is some ad hoc survey and research work 1<br />
+1<br />
+1<br />
3<br />
0<br />
1<br />
2<br />
The planning processes at present are now<br />
beginning to consider the role of stakeholders in<br />
planning processes. The plan should be designed<br />
to be adaptive and updateable. A monitoring and<br />
evaluation plan needs to be developed.<br />
The M&E framework needs to be developed for the<br />
annually produced workplan.<br />
The M&E framework should include planned<br />
surveying. Further information should be gathered<br />
in the Harenna forest that remains relatively<br />
unknown.<br />
Research on the Ethiopian wolf is good, but there<br />
are gaps in knowledge among other species and<br />
Appendix 1 – Monitoring and Evaluation 178
Issue Criteria Score Next steps<br />
Is there a programme<br />
of managementorientated<br />
survey<br />
There is considerable survey and research work but it is not directed towards the needs of<br />
protected area management<br />
2<br />
ecological aspects of the area. These need to be<br />
prioritized and filled.<br />
and research work? There is a comprehensive, integrated programme of survey and research work, which is<br />
relevant to management needs<br />
3<br />
Inputs<br />
11. Resource<br />
management<br />
Is the protected area<br />
adequately managed<br />
(e.g. for fire, invasive<br />
species, poaching)?<br />
Process<br />
12. Staff numbers<br />
Are there enough<br />
people employed to<br />
manage the<br />
protected area?<br />
Inputs<br />
13. Personnel<br />
management<br />
Are the staff<br />
managed well<br />
enough?<br />
Process<br />
14. Staff training<br />
Is there enough<br />
training for staff?<br />
Inputs/Process<br />
15. Current budget<br />
Is the current budget<br />
sufficient?<br />
Requirements for active management of critical ecosystems, species and cultural values<br />
have not been assessed<br />
Requirements for active management of critical ecosystems, species and cultural values<br />
are known but are not being addressed<br />
Requirements for active management of critical ecosystems, species and cultural values<br />
are only being partially addressed<br />
Requirements for active management of critical ecosystems, species and cultural values<br />
are being substantially or fully addressed<br />
There are no staff 0<br />
Staff numbers are inadequate for critical management activities 1<br />
Staff numbers are below optimum level for critical management activities 2<br />
Staff numbers are adequate for the management needs of the site 3<br />
Problems with personnel management constrain the achievement of major management<br />
objectives<br />
0<br />
Problems with personnel management partially constrain the achievement of major<br />
management objectives<br />
1<br />
Personnel management is adequate to the achievement of major management objectives<br />
but could be improved<br />
2<br />
Personnel management is excellent and aids the achievement major management<br />
objectives<br />
3<br />
Staff are untrained 0<br />
Staff training and skills are low relative to the needs of the protected area 1<br />
Staff training and skills are adequate, but could be further improved to fully achieve the<br />
objectives of management<br />
2<br />
Staff training and skills are in tune with the management needs of the protected area, and<br />
with anticipated future needs<br />
3<br />
There is no budget for the protected area 0<br />
The available budget is inadequate for basic management needs and presents a serious<br />
1<br />
constraint to the capacity to manage<br />
The available budget is acceptable, but could be further improved to fully achieve effective<br />
management<br />
0<br />
1<br />
2<br />
3<br />
2<br />
Further information regarding active management is<br />
necessary. Most importantly, the effect of livestock<br />
grazing on the Afroalpine grasslands is not known.<br />
Staff numbers need to be increased<br />
There need to be incentives to ensure that the staff<br />
carry out their duties optimally. Thus, even the staff<br />
that do exist are poorly managed.<br />
Refreshment of training would be worthwhile but<br />
staff management is a more important issue.<br />
Training could, however, be provided as an<br />
incentive for the staff.<br />
Budget needs to be increased (current funding<br />
levels are at US$ 13.9/km²/yr). However, what<br />
budget there is, is poorly managed.<br />
Appendix 1 – Monitoring and Evaluation 179
Issue Criteria Score Next steps<br />
Inputs<br />
16. Security of<br />
budget<br />
Is the budget<br />
secure?<br />
Inputs<br />
17. Management of<br />
budget<br />
Is the budget<br />
managed to meet<br />
critical management<br />
needs?<br />
Process<br />
18. Equipment<br />
Is equipment<br />
adequately<br />
maintained?<br />
Process<br />
19. Maintenance of<br />
equipment<br />
Is equipment<br />
adequately<br />
maintained?<br />
Process<br />
20. Education and<br />
awareness<br />
programme<br />
Is there a planned<br />
The available budget is sufficient and meets the full management needs of the protected<br />
area<br />
There is no secure budget for the protected area and management is wholly reliant on<br />
outside or year by year funding<br />
There is very little secure budget and the protected area could not function adequately<br />
without outside funding<br />
There is a reasonably secure core budget for the protected area but many innovations and<br />
initiatives are reliant on outside funding<br />
There is a secure budget for the protected area and its management needs on a multi-year<br />
cycle<br />
Budget management is poor and significantly undermines effectiveness 0<br />
Budget management is poor and constrains effectiveness<br />
1<br />
Budget management is adequate but could be improved 2<br />
Budget management is excellent and aids effectiveness 3<br />
There is little or no equipment and facilities<br />
There is some equipment and facilities but these are wholly inadequate<br />
There is equipment and facilities, but still some major gaps that constrain management 2<br />
There is adequate equipment and facilities<br />
There is little or no maintenance of equipment and facilities 0<br />
There is some ad hoc maintenance of equipment and facilities 1<br />
There is maintenance of equipment and facilities, but there are some important gaps in<br />
maintenance<br />
2<br />
Equipment and facilities are well maintained 3<br />
There is no education and awareness programme<br />
There is a limited and ad hoc education and awareness programme, but no overall planning<br />
for this<br />
3<br />
0<br />
1<br />
2<br />
3<br />
0<br />
1<br />
3<br />
0<br />
1<br />
The budget from the regional government is<br />
relatively secure (although it has declined in the<br />
past year) but external funding is necessary to build<br />
the capacity of the protected area.<br />
Budget management is a barrier to the<br />
effectiveness of the management of the area.<br />
Equipment and facilities are present, but not always<br />
well planned. However, administration means they<br />
are rarely used properly. This requires<br />
improvement.<br />
Recurrent budget for maintenance and replacement<br />
is inadequate and needs to be improved. Much<br />
equipment is not used and thus does not require<br />
maintenance.<br />
The EWCP, FZS and MELCA have education<br />
projects that are carried out with the park<br />
authorities; these are being improved.<br />
Appendix 1 – Monitoring and Evaluation 180
Issue Criteria Score Next steps<br />
education<br />
programme?<br />
Process<br />
There is a planned education and awareness programme but there are still serious gaps<br />
There is a planned and effective education and awareness programme fully linked to the<br />
objectives and needs of the protected area<br />
2<br />
3<br />
21. State and<br />
commercial<br />
neighbours<br />
Is there co-operation<br />
with adjacent land<br />
users?<br />
Process<br />
There is no contact between managers and neighbouring official or corporate land users<br />
There is limited contact between managers and neighbouring official or corporate land<br />
users<br />
There is regular contact between managers and neighbouring official or corporate land<br />
users, but only limited co-operation<br />
There is regular contact between managers and neighbouring official or corporate land<br />
users, and substantial co-operation on management<br />
0<br />
1<br />
2<br />
3<br />
No cooperation and linkages. The kebeles allocate<br />
land to agricultural households with no cooperation<br />
with park authorities. Linkages (through joint<br />
management committee) need to be<br />
institutionalized.<br />
22. Indigenous<br />
people<br />
Indigenous and traditional peoples have no input into decisions relating to the management<br />
of the protected area<br />
0<br />
Collaboration with indigenous peoples needs to be<br />
improved (through joint management committee on<br />
Do indigenous and<br />
Indigenous and traditional peoples have some input into discussions relating to<br />
management but no direct involvement in the resulting decisions<br />
1<br />
which representative(s) will sit).<br />
traditional peoples<br />
resident or regularly<br />
using the PA have<br />
Indigenous and traditional peoples directly contribute to some decisions relating to<br />
management<br />
2<br />
input to management<br />
decisions?<br />
Process<br />
Indigenous and traditional peoples directly participate in making decisions relating to<br />
management<br />
3<br />
23. Local<br />
communities<br />
Local communities have no input into decisions relating to the management of the protected<br />
area<br />
0<br />
Collaboration with local people needs to be<br />
improved (through joint management committee on<br />
Do local communities<br />
Local communities have some input into discussions relating to management but no direct<br />
involvement in the resulting decisions<br />
1<br />
which representative(s) will sit).<br />
resident or near the<br />
protected area have<br />
Local communities directly contribute to some decisions relating to management 2<br />
input to management<br />
decisions?<br />
Process<br />
Local communities directly participate in making decisions relating to management 3<br />
Additional points<br />
There is open communication and trust between local stakeholders and protected area<br />
managers<br />
+1<br />
Trust needs to be improved<br />
management committee).<br />
(through joint<br />
Outputs<br />
Programmes to enhance local community welfare, while conserving protected area<br />
resources, are being implemented<br />
+1<br />
24. Visitor facilities<br />
Are visitor facilities<br />
(for tourists, pilgrims<br />
etc) good enough?<br />
There are no visitor facilities and services<br />
Visitor facilities and services are inappropriate for current levels of visitation or are under<br />
construction<br />
Visitor facilities and services are adequate for current levels of visitation but could be<br />
improved<br />
0<br />
1<br />
2<br />
The quality of service at the Lodge needs<br />
improvement (through privatization of the<br />
management); further facilities are necessary.<br />
Outputs Visitor facilities and services are excellent for current levels of visitation 3<br />
Appendix 1 – Monitoring and Evaluation 181
Issue Criteria Score Next steps<br />
25. Commercial<br />
tourism<br />
There is little or no contact between managers and tourism operators using the protected<br />
area<br />
0<br />
Cooperation needs to be improved (through the joint<br />
management committee). A marketing plan is<br />
Do commercial tour<br />
There is contact between managers and tourism operators but this is largely confined to<br />
administrative or regulatory matters<br />
1<br />
necessary<br />
operators.<br />
which should be done with tour<br />
operators contribute<br />
to protected area<br />
management?<br />
Process<br />
There is limited co-operation between managers and tourism operators to enhance visitor<br />
experiences and maintain protected area values<br />
There is excellent co-operation between managers and tourism operators to enhance visitor<br />
experiences, protect values and resolve conflicts<br />
2<br />
3<br />
26. Fees<br />
Although fees are theoretically applied, they are not collected 0 The revenue generated by <strong>Bale</strong> would not cover<br />
If fees (tourism,<br />
fines) are applied, do<br />
The fee is collected, but it goes straight to central government and is not returned to the<br />
protected area or its environs<br />
1<br />
recurrent costs even if they remained. With growth,<br />
<strong>Bale</strong> will be able to cross-subsidize other areas and<br />
they help protected The fee is collected, but is disbursed to the local authority rather than the protected area 2 use the excess for its own development.<br />
area management?<br />
Outputs<br />
There is a fee for visiting the protected area that helps to support this and/or other protected<br />
areas<br />
3<br />
27. Condition Important biodiversity, ecological and cultural values are being severely degraded 0 The key biodiversity and ecological processes<br />
assessment<br />
Some biodiversity, ecological and cultural values are being severely degraded 1 require further urgent protection.<br />
Is the protected area<br />
being managed<br />
Some biodiversity, ecological and cultural values are being partially degraded but the most<br />
important values have not been significantly impacted<br />
2<br />
consistent to its<br />
objectives?<br />
Outcomes<br />
Biodiversity, ecological and cultural values are predominantly intact 3<br />
Additional points<br />
Outputs<br />
There are active programmes for restoration of degraded areas within the protected area<br />
and/or the protected area buffer zone<br />
+1<br />
There is no habitat restoration underway; this<br />
should take place in severely degraded and<br />
prioritized areas.<br />
28. Access<br />
assessment<br />
Protection systems (patrols, permits etc) are ineffective in controlling access or use of the<br />
reserve in accordance with designated objectives<br />
0<br />
The coverage of the protected systems is limited to<br />
1% of the area; this needs to be extended to priority<br />
Are the available<br />
Protection systems are only partially effective in controlling access or use of the reserve in<br />
accordance with designated objectives<br />
1<br />
areas (through mapping the highly threatened or<br />
used areas).<br />
management<br />
mechanisms working<br />
to control access or<br />
Protection systems are moderately effective in controlling access or use of the reserve in<br />
accordance with designated objectives<br />
2<br />
use?<br />
Outcomes<br />
Protection systems are largely or wholly effective in controlling access or use of the reserve<br />
in accordance with designated objectives<br />
3<br />
29. Economic benefit<br />
assessment<br />
The existence of the protected area has reduced the options for economic development of<br />
the local communities<br />
0<br />
The flow of benefits to local communities is<br />
significant but the linkage needs to be made with<br />
The existence of the protected area has neither damaged nor benefited the local economy 1 the protected area and the wildlife. The benefits<br />
Is the protected area<br />
providing economic<br />
There is some flow of economic benefits to local communities from the existence of the<br />
protected area but this is of minor significance to the regional economy<br />
2<br />
could be increased with planning. Given that the<br />
area is a de facto open access area, the flow of<br />
Appendix 1 – Monitoring and Evaluation 182
Issue Criteria Score Next steps<br />
benefits to local<br />
benefits is unsustainable.<br />
communities? There is a significant or major flow of economic benefits to local communities from activities<br />
Outcomes<br />
in and around the protected area (e.g. employment of locals, locally operated commercial<br />
tours etc)<br />
3<br />
30. Monitoring and<br />
evaluation<br />
There is no monitoring and evaluation in the protected area<br />
There is some ad hoc monitoring and evaluation, but no overall strategy and/or no regular<br />
collection of results<br />
0<br />
1<br />
M&E framework<br />
implemented.<br />
needs to be planned and<br />
There is an agreed and implemented monitoring and evaluation system but results are not<br />
systematically used for management<br />
2<br />
Planning/Process<br />
A good monitoring and evaluation system exists, is well implemented and used in adaptive<br />
management<br />
3<br />
TOTAL SCORE 33<br />
Appendix 1 – Monitoring and Evaluation 183
iii. GMP Impact Monitoring and Evaluation<br />
Monitoring the impact of the GMP implementation, including impacts at the outcome level, can be achieved by both assessing the potential positive<br />
and negative impacts of the achievement of objectives and specific objectives and by monitoring changes in the severity of the identified threats,<br />
which will be reduced through the implementation of management actions in the GMP. A framework for monitoring the severity and impact of threats<br />
was drawn up as part the Ecological Monitoring plan and is outlined below.<br />
Table A1.3: Monitoring framework for the threats to BMNP Priority Ecosystem Components and their Key Ecological Attributes<br />
Threat<br />
Livestock<br />
overgrazing<br />
Agricultural<br />
expansion<br />
Fuel wood<br />
extraction<br />
Uncontrolled fire<br />
Indicator of<br />
change<br />
Livestock<br />
numbers<br />
Extent of<br />
cultivated land<br />
Crop yield<br />
Threat Monitoring Plan<br />
Method of measurement<br />
Collection<br />
frequency<br />
Potential partners<br />
Already being<br />
collected?<br />
Priority<br />
Dung count plots Monthly RMG No Very high<br />
Point counts, line transects Seasonally FZS, Glasgow Univ. Some Very high<br />
Household structured<br />
interviews<br />
Seasonally Glasgow Univ. Some Very high<br />
Sanetti road count and Web<br />
circuit transect<br />
Monthly EWCP Yes High<br />
CBM Monthly RMG, BESMP No Very high<br />
RBM Ad hoc FZS No Medium<br />
Remote sensing Annually FZS, AAU, WGCF No High<br />
Household structured<br />
interviews<br />
Seasonally FZS No Medium<br />
Forest<br />
cover/extent<br />
Remote sensing Every 3 years<br />
FZS, AAU, WGCF,<br />
Darwin<br />
Yes Very high<br />
Number of<br />
stumps<br />
RBM, CBM Ad hoc FZS, RMG No<br />
High<br />
Household fuel<br />
use<br />
Household structured<br />
interviews<br />
Monthly/Annually FZS, BESMP No<br />
High<br />
Market sales Interviews and watches Monthly/Annually FZS, BESMP No High<br />
Incidence levels RBM Ad hoc FZS No Medium<br />
Incidence levels CBM Monthly RMG, FZS, BESMP Some Medium<br />
Extent of burned<br />
area<br />
Remote sensing Daily FZS, U of Maryland No<br />
Medium<br />
Appendix 1 – Monitoring and Evaluation 184
Threat<br />
Grass cutting<br />
Track formation<br />
and soil<br />
compaction by<br />
livestock<br />
Indicator of<br />
change<br />
Presence of<br />
grass cutters<br />
Extent of bare<br />
ground<br />
Threat Monitoring Plan<br />
Collection<br />
Method of measurement<br />
frequency<br />
Potential partners<br />
Already being<br />
collected?<br />
RBM, CBM Ad hoc RMG No Low<br />
Remote sensing, plot<br />
sampling<br />
Every 3 years<br />
FZS, AAU, RMG,<br />
WGCF, Darwin<br />
Priority<br />
No Medium<br />
Water infiltration Soil sampling Seasonally FZS, Darwin No High<br />
Erosion Remote sensing and mapping Every 3 years FZS, AAU, WGCF Medium<br />
Hora degradation<br />
by livestock<br />
PH, salinity,<br />
water quality<br />
Livestock<br />
numbers<br />
Chemical and water quality<br />
analysis<br />
Point counts - CBM<br />
Every 5 years<br />
Monthly<br />
FZS<br />
FZS, RMG<br />
No<br />
No<br />
Low<br />
High<br />
Number of<br />
livestock<br />
Point counts - RBM Ad hoc FZS No Medium<br />
Expanding<br />
Number of<br />
households,<br />
Remote sensing Every 3 years<br />
FZS, Darwin, AAU,<br />
WGCF, BESMP<br />
No Very high<br />
settlement population size, RBM Ad hoc FZS No Medium<br />
and distribution<br />
Household interviews Every 3 years FZS, BESMP Yes Very high<br />
Over harvesting<br />
bamboo<br />
Bamboo forest<br />
extent and<br />
structure<br />
Amount of<br />
cutting<br />
Remote sensing, plots<br />
RBM, CBM<br />
Every 3 years<br />
Annually<br />
FZS, AAU, WGCF,<br />
BESMP<br />
FZS, RMG<br />
No<br />
No<br />
Low<br />
Low<br />
Horse loads out<br />
of park<br />
Point counts (at<br />
outposts/checkpoints/markets)<br />
Annually FZS, BESMP No Low<br />
Unsustainable<br />
semi-forest coffee<br />
management<br />
Area of<br />
managed coffee<br />
Coffee yield<br />
Remote sensing<br />
Interviews, plot sampling<br />
Every 3 years<br />
Every 3 years<br />
FZS, AAU, WGCF,<br />
BESMP<br />
FZS, RMG, local<br />
government<br />
No<br />
No<br />
High<br />
Low<br />
Loads of wood<br />
(lorry and horse)<br />
Point counts (at<br />
outposts/checkpoints/markets) Seasonally<br />
Commercial<br />
timber extraction:<br />
FZS, local<br />
government<br />
No High<br />
Pit<br />
Sawing/Sawmill/<br />
chain sawing<br />
Vehicle track<br />
and log track<br />
monitoring<br />
RBM Ad hoc<br />
FZS, local<br />
government<br />
No Low<br />
Appendix 1 – Monitoring and Evaluation 185
Threat<br />
Human wildlife<br />
conflict<br />
Human<br />
disturbance<br />
Road accidents<br />
Dogs as predators<br />
Poaching: fish<br />
and terrestrial<br />
Alien and invasive<br />
species<br />
Disease<br />
Sport hunting<br />
Habitat loss and<br />
fragmentation<br />
Indicator of<br />
change<br />
Crop raiding and<br />
livestock<br />
Method of measurement<br />
Incidence reports - RBM,<br />
CBM<br />
Threat Monitoring Plan<br />
Collection<br />
frequency<br />
predation Interviews Seasonally<br />
Presence of<br />
people<br />
Carcass<br />
numbers and<br />
locations<br />
Dog numbers<br />
Incidence of<br />
predation<br />
Incidence of<br />
reports<br />
Potential partners<br />
Already being<br />
collected?<br />
Priority<br />
Ad hoc FZS, RMG No Low<br />
FZS, local<br />
government<br />
No Low<br />
Point counts - RBM, CBM Monthly FZS, RMG No Medium<br />
Incidence reports - RBM Ad hoc FZS No Low<br />
Transects Monthly EWCP Some Low<br />
Incidence reports – radio,<br />
CBM<br />
Ad hoc<br />
Local government,<br />
RMG<br />
Some Low<br />
RBM Ad hoc BMNP Some Low<br />
Transects Monthly EWCP Some Low<br />
Household structured<br />
interviews<br />
Every 3 years EWCP Some Low<br />
Reports – RBM, CBM Ad hoc<br />
Local government,<br />
FZS, RMG<br />
Some Low<br />
RBM, CBM Ad hoc<br />
FZS, RMG, local<br />
government<br />
No Low<br />
Numbers and<br />
extent<br />
Surveying and mapping Annually<br />
All staff and<br />
partners<br />
No Medium<br />
Incidence/<br />
Surveillance<br />
Community interviews<br />
Reports – RBM, RMG<br />
Serosampling<br />
Annually<br />
Ad hoc<br />
Every 5 years<br />
EWCP, vet bodies<br />
FZS<br />
EWCP, vet bodies<br />
WCD, OARDB,<br />
No<br />
No<br />
Some<br />
High<br />
Medium<br />
Low<br />
Number and size<br />
of trophies<br />
Data from relevant authorities Annual<br />
hunting<br />
concessions,<br />
BESMP<br />
Yes Medium<br />
Quotas Data from government Annual WCD, OARDB Yes Medium<br />
Population<br />
status<br />
Line transects, focal sampling Annual<br />
FZS, WCD,<br />
OARBD, Hunting<br />
concessions<br />
Yes Medium<br />
Area/location of<br />
fragments<br />
Remote sensing and mapping Every 3 years<br />
FZS, EWCP, AAU,<br />
WGCF, Darwin<br />
No High<br />
Appendix 1 – Monitoring and Evaluation 186
iii. GMP Impact Monitoring contd.<br />
In addition, the framework outlined below will provide easily assessable indicators for measuring<br />
the impact of plan implementation. A table has been drawn up for each management programme<br />
setting out the monitoring framework, with a set of indicators for easily measuring these impacts<br />
and potential sources of information. The potential positive impacts (and related indicators)<br />
resulting from the implementation of each programme’s management specific objectives will be<br />
shown in Black and, where appropriate, the potential negative impacts (and related indicators) will<br />
be shown in Grey. BMNP management will have the responsibility for establishing a practical<br />
workplan for routine measurement of these indicators, following the initial collection of baseline<br />
data. This database will provide the foundation for subsequent adaptive management through the<br />
adjustment of the rolling three-year Action Plans according to lessons learnt.<br />
A number of underlying assumptions and risks for the successful implementation of GMP<br />
implementation are:<br />
Availability of sufficient and appropriate financial, human and technical resources,<br />
The stability of Ethiopia and the local area<br />
Continuing political support at all levels nationally<br />
BMNP partners continue to be willing to collaborate and support BMNP<br />
Government Ministries and agencies have the capacity and willingness to support BMNP<br />
management and BMNP partners<br />
<strong>Park</strong>-associated communities are willing and able to engage with BMNP management<br />
Specific and SMART targets for objective impact indicators will be developed as part of Annual<br />
Operation Plans, in line with capacity and financial resource availability. Specific outputs and their<br />
indicators will be also be developed during Annual Operational Planning.<br />
Table A1.4: Ecological Management Programme Impact Monitoring Plan<br />
Specific objective<br />
1.1: Human-associated<br />
threats to BMNP Priority<br />
Ecosystem Components<br />
reduced<br />
1.2: Fire extent, frequency<br />
and intensity managed<br />
1.3: Healthy wildlife<br />
populations maintained<br />
and threats to population<br />
viability mitigated<br />
EM Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Negative)<br />
Status of the PECs is<br />
maintained or enhanced<br />
Status of the relevant (forest,<br />
woodlands and Erica) PECs<br />
is maintained or enhanced<br />
Vegetation structure and<br />
regeneration affected if fire a<br />
critical component of ecology<br />
Wildlife populations stable or<br />
increasing<br />
Reduced incidence of disease<br />
e.g. rabies in wildlife, livestock<br />
and humans<br />
Indicator<br />
PEC and KEA<br />
indicators as per<br />
Ecological<br />
Monitoring<br />
Plan(EMP)<br />
Extent of tree and<br />
Erica cover, density<br />
and regeneration of<br />
indicator species<br />
Fire frequency and<br />
extent?<br />
Structure and<br />
regeneration of<br />
indicator species<br />
Population size,<br />
structure and<br />
distribution of<br />
relevant species<br />
Disease incidence<br />
Source of<br />
Information<br />
EMP reports<br />
EMP reports<br />
EMP reports<br />
EMP reports<br />
Appendix 1 – Monitoring and Evaluation 187
Specific objective<br />
1.4: Alien and invasive<br />
species managed to<br />
mitigate negative impacts<br />
on ecosystem health and<br />
proper ecosystem function<br />
1.5: Ecosystem health and<br />
proper function reestablished<br />
through<br />
restoration where<br />
necessary<br />
2.1: Ecosystem health<br />
monitored and feedback<br />
into management action<br />
provided<br />
2.2: Understanding of<br />
BMNP ecosystem<br />
strengthened<br />
EM Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
Increased HWC<br />
Reduced abundance or<br />
distribution of alien species<br />
Increase in illegal firewood<br />
collection of indigenous<br />
species<br />
Reduced erosion around the<br />
hydrological system<br />
Increased area of natural<br />
forest structure and dynamics<br />
Improved monitoring of the<br />
PECs<br />
Improved management of<br />
BMNP<br />
Management decisions based<br />
on improved information<br />
Increased support for BMNP<br />
Areas, incidence of<br />
HWC<br />
Abundance and<br />
distribution of alien<br />
species<br />
Surveys, incidence<br />
of illegal activities<br />
Extent of erosion<br />
around horas and<br />
watercourses and<br />
track formation in<br />
marshlands<br />
Forest/woodland<br />
structure<br />
Monitoring Database<br />
set up and<br />
maintained<br />
METT score<br />
Justification for key<br />
management actions<br />
Improved<br />
information in<br />
interpretative<br />
materials<br />
Government budgets<br />
for BMNP<br />
Source of<br />
Information<br />
RBM<br />
EMP reports<br />
RBM, fuelwood<br />
surveys<br />
EMP reports<br />
Ecology<br />
Department<br />
reports<br />
Annual METT<br />
assessment<br />
BMNP reports<br />
Interpretative<br />
materials<br />
Budget<br />
Appendix 1 – Monitoring and Evaluation 188
Table A1.5: Sustainable Natural Resource Management Programme Impact<br />
Monitoring Plan<br />
Specific Objective<br />
1. Human, institutional and<br />
legal capacities<br />
established for the<br />
operation of sustainable<br />
natural resource<br />
management systems in<br />
BMNP<br />
2. The potential for<br />
sustainable utilisation of<br />
natural resources in BMNP<br />
realised and equitable<br />
sharing of benefits ensured<br />
SNRM Programme Impact Monitoring Plan<br />
Potential<br />
Indicator<br />
Impact (Positive and<br />
Negative)<br />
BMNP has a functioning and<br />
competent community liaison <strong>Park</strong> structure, job<br />
and sustainable natural descriptions and<br />
resource management work plans<br />
department<br />
<strong>Park</strong> communities have the<br />
capacity to draw up and<br />
manage natural resource<br />
management agreements<br />
Legal framework to support<br />
Natural Resource<br />
Management Agreements in<br />
BMNP is operational<br />
Improved legal and local<br />
government support for<br />
BMNP<br />
Natural resource use within<br />
BMNP managed, regulated<br />
and monitored jointly by<br />
management groups and<br />
BMNP<br />
PECs enhanced or<br />
maintained<br />
Improved sustainability of<br />
benefits to communities from<br />
sustainable natural resource<br />
use<br />
Reduced open access to<br />
BMNP resource use<br />
Benefits more equitably<br />
shared within communities<br />
Operational joint<br />
NRM agreements<br />
between BMNP<br />
and management<br />
groups throughout<br />
park<br />
Relevant legal<br />
instruments<br />
Knowledge, attitude<br />
and practices of<br />
local judiciary and<br />
government<br />
# of NRM<br />
agreements<br />
As per Ecological<br />
Monitoring Plan<br />
Secured user rights<br />
over defined area<br />
of BMNP.<br />
Short and long term<br />
value of flow of<br />
benefits from NR<br />
use in BMNP<br />
Reduced # of illegal<br />
grazers, firewood<br />
collectors etc.<br />
Process followed in<br />
NRM agreement<br />
preparation<br />
Distribution of NRM<br />
associated income<br />
within community<br />
Source of<br />
Information<br />
<strong>Park</strong> and<br />
departmental<br />
reports<br />
<strong>Park</strong> and<br />
departmental<br />
records. Signed<br />
NRM agreement<br />
documents<br />
Legal records,<br />
proclamations,<br />
regulations<br />
KAP surveys<br />
NRM agreements<br />
and departmental<br />
reports<br />
Monitoring reports<br />
Ecological<br />
Monitoring report<br />
Surveys, NRM<br />
agreements<br />
RBM, threat<br />
monitoring<br />
reports, RMG<br />
reports<br />
Surveys, NRM<br />
agreements and<br />
preparation of field<br />
guides<br />
Appendix 1 – Monitoring and Evaluation 189
Specific Objective<br />
3.1: The number and<br />
extent of settlements in<br />
BMNP reduced and<br />
negative environmental<br />
impacts mitigated<br />
3.2: Integrated land use<br />
planning within BMNP<br />
implemented to reduce<br />
cultivation in the park<br />
SNRM Programme Impact Monitoring Plan<br />
Potential<br />
Indicator<br />
Impact (Positive and<br />
Negative)<br />
Increased internal conflict<br />
between legitimate user and<br />
de facto user communities<br />
Increased negative attitude<br />
towards BMNP management<br />
in park-associated<br />
communities<br />
Decrease in socio-economic<br />
status/livelihoods of some<br />
people<br />
Increase in illegal activities<br />
(e.g. wood cutting)<br />
Reduction in settlements and<br />
their distribution<br />
Reduction in humans<br />
associated threats to PECs<br />
Increased negative attitude<br />
towards BMNP management<br />
in park-associated<br />
communities<br />
Increased pressure on<br />
boundaries, agricultural<br />
expansion into park,<br />
boundary incidents<br />
Decreased area of cultivation<br />
inside BMMP<br />
Increased negative attitude<br />
towards BMNP management<br />
in park-associated<br />
communities<br />
Decrease in socio-economic<br />
status/livelihoods of some<br />
people<br />
Conflict cases<br />
occurring around<br />
RMG<br />
Community<br />
perception of park<br />
Socio-economic<br />
status and quantity<br />
of resource use<br />
# illegal incidents<br />
Settlement location<br />
and size<br />
As per Ecological<br />
Monitoring Plan<br />
Community<br />
perception of park<br />
Area of park under<br />
agriculture<br />
# of boundary<br />
incidents<br />
Area and location<br />
of cultivation as per<br />
EMP<br />
Community<br />
perception of park<br />
Socio-economic<br />
status and quantity<br />
of resource use<br />
Source of<br />
Information<br />
Survey reports,<br />
PO reports and<br />
RBM<br />
Attitudinal surveys<br />
Surveys<br />
RBM, PO records,<br />
court records<br />
Ecological<br />
Monitoring Plan<br />
Ecological<br />
Monitoring Plan<br />
Attitudinal surveys<br />
Ecological<br />
Monitoring Plan,<br />
RBM, PO records<br />
Ecological<br />
Monitoring Plan<br />
Attitudinal surveys<br />
Surveys<br />
Appendix 1 – Monitoring and Evaluation 190
Table A1.6: Tourism Provision and Management Programme Impact Monitoring Plan<br />
Specific Objective<br />
1.1 A BMNP marketing<br />
plan that creates a strong<br />
image for Ethiopia and the<br />
<strong>Bale</strong> <strong>Mountains</strong> <strong>National</strong><br />
<strong>Park</strong> on the global tourism<br />
market developed and<br />
implemented<br />
1.2: A strategic tourism<br />
provision development<br />
plan for BMNP developed,<br />
implemented and regularly<br />
updated<br />
TPM Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
Visitors to website<br />
Greater awareness and<br />
support of BMNP: nationally<br />
and internationally<br />
Donations<br />
Budget from<br />
Government<br />
# visits from official<br />
Increased visitors to BMNP # of visitors<br />
Increased environmental<br />
impact from visitors<br />
Increased infrastructure<br />
Increased visitors and length<br />
of stay<br />
Increased range of tourism<br />
opportunities for visitors<br />
(diversification)<br />
Increased environmental<br />
impact from visitors<br />
Increased pollution and waste<br />
at tourism sites<br />
Decline in visitor safety as a<br />
result of diversification and<br />
increased access to remote<br />
areas<br />
Status of PECs<br />
and EIAs<br />
Visitor satisfaction<br />
and feedback<br />
No. and type of<br />
beds and<br />
concessions<br />
available<br />
# of visitors and #<br />
of days visiting<br />
# of different<br />
activities<br />
undertaken by<br />
visitors<br />
Status of PECs<br />
and EIAs<br />
Visitor satisfaction<br />
and feedback<br />
Quantity of<br />
pollution and waste<br />
at sites<br />
Safety incidence<br />
Source of<br />
Information<br />
Hits on website<br />
Visitor surveys<br />
Budget<br />
<strong>Park</strong> records<br />
Tourism<br />
department<br />
accounts and<br />
records<br />
BMNP monitoring<br />
plan and EIAs<br />
Visitor surveys<br />
Tourism<br />
department<br />
accounts and<br />
records.<br />
Concession<br />
agreements and<br />
usage records<br />
Tourism<br />
department<br />
accounts and<br />
records<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
BMNP monitoring<br />
plan and EIAs<br />
Visitor surveys<br />
EIAs and targeted<br />
inspections by<br />
BMNP staff<br />
RP department<br />
records<br />
Appendix 1 – Monitoring and Evaluation 191
Specific Objective<br />
1.3: A tourism-friendly<br />
environment in and around<br />
the <strong>Bale</strong> <strong>Mountains</strong><br />
developed and maintained<br />
2.1: BMNP tourism<br />
department has the<br />
capacity to deliver and<br />
manage an exceptional<br />
TPM Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
<strong>Park</strong> becomes managed for<br />
tourism and revenue<br />
production<br />
Quality of tourism<br />
infrastructure improved<br />
Enhanced visual appeal of<br />
BMNP tourism facilities<br />
Improved interactions<br />
between community members<br />
and visitors<br />
Improved understanding by<br />
community members of<br />
visitors backgrounds and<br />
objectives<br />
Improved visitor<br />
understanding of BMNP<br />
ERVs, ecology and<br />
conservation issues<br />
Negative impact on local<br />
culture and communities<br />
Improved quality of tourism<br />
provision in BMNP<br />
tourism experience Fair and transparent access<br />
to lease concessions by<br />
private investors<br />
2.2: Tourism provision<br />
monitored, evaluated and<br />
appropriate actions to<br />
mitigate negative impacts<br />
or enhance provision,<br />
developed<br />
Tourism facilities and<br />
presence are having a<br />
minimal impact on BMNP<br />
environment<br />
<strong>Park</strong> budget and<br />
allocation to<br />
tourism<br />
Visitor evaluation<br />
and feedback<br />
Visitor satisfaction<br />
of park facilities<br />
and<br />
accommodation<br />
Visitor and<br />
community<br />
feedback<br />
Level of knowledge<br />
in communities<br />
# of maps and<br />
guidebooks sold,<br />
and leaflets<br />
distributed<br />
Visitor evaluation &<br />
feedback on info<br />
material<br />
Community<br />
perceptions,<br />
attitudes and<br />
behaviour<br />
Level of knowledge<br />
or tourism needs<br />
among park staff<br />
Visitor evaluation<br />
and feedback<br />
Lease concession<br />
procedures<br />
published<br />
Evidence of<br />
pollution or litter<br />
around facilities,<br />
water use and<br />
effective use of<br />
water and fuelwood<br />
Source of<br />
Information<br />
Annual budgets<br />
and workplans<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Community<br />
surveys<br />
Community<br />
surveys<br />
Tourism<br />
department<br />
records<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Community<br />
surveys<br />
Staff knowledge,<br />
attitude and<br />
practices surveys<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
BMNP and<br />
tourism<br />
department<br />
records<br />
Targeted<br />
inspections by<br />
BMNP staff and<br />
self-evaluations by<br />
concessionaires<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Appendix 1 – Monitoring and Evaluation 192
Specific Objective<br />
3: Community participation<br />
and benefit sharing<br />
opportunities in BMNP<br />
tourism developed and<br />
established as core to<br />
BMNP tourism provision<br />
and management<br />
TPM Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Negative)<br />
Indicator<br />
Enhanced responsiveness of<br />
BMNP to tourism needs and<br />
trends<br />
Visitor satisfaction<br />
of park facilities<br />
and<br />
accommodation<br />
Tourism facilities and Attitudes and<br />
presence are having a behaviour of<br />
minimal impact on local community<br />
culture<br />
members<br />
Increased cost of managing<br />
and mitigating effects of<br />
tourism renders cost/benefit<br />
analysis negative<br />
More communities are willing<br />
and able to engage with<br />
tourism management and<br />
provision and make informed<br />
decisions on appropriate<br />
options<br />
Improved benefit flow from<br />
tourism to local communities<br />
Costs of managing<br />
and mitigating<br />
effects of tourism<br />
Willingness of<br />
community groups<br />
to develop realistic<br />
tourism<br />
opportunities<br />
# successful<br />
tourism-related<br />
ventures<br />
Capacity and skills<br />
of community<br />
members<br />
# of Community<br />
Tourism<br />
Development<br />
Committees<br />
# of successful<br />
tourism-related<br />
ventures<br />
Financial figures<br />
Source of<br />
Information<br />
Visitor use and<br />
satisfaction<br />
surveys<br />
Community survey<br />
Cost/benefit<br />
analysis<br />
Survey of<br />
community<br />
attitudes<br />
Community skill<br />
survey<br />
Tourism<br />
Department<br />
reports<br />
Concession<br />
agreements, and<br />
income<br />
Accounts of<br />
community<br />
tourism facilities<br />
Appendix 1 – Monitoring and Evaluation 193
Table A1.7: <strong>Park</strong> Operations Programme Impact Monitoring Plan<br />
Specific Objective<br />
1.1: <strong>Park</strong> and zone<br />
boundaries defined and<br />
demarcated through a<br />
participatory process and<br />
BMNP gazetted<br />
1.2: <strong>Park</strong> infrastructure<br />
developed and equipment<br />
procured<br />
1.3: Adaptive resource<br />
protection plan operational<br />
PO Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
Boundary<br />
agreements with<br />
communities<br />
Improved legal security for<br />
BMNP<br />
Legal gazettement<br />
Improved relations between<br />
community and BMNP<br />
Improved access to<br />
international funding and<br />
recognition<br />
Deterioration in relations with<br />
park-associated communities<br />
Reduced likelihood of illegal<br />
activities taking place in<br />
BMNP<br />
Improved office, outpost and<br />
operational facilities for park<br />
Staff morale improved with<br />
access to good equipment to<br />
carry out duties<br />
Reduction in # illegal<br />
activities taking place in<br />
BMNP<br />
Increased management<br />
control in BMNP<br />
Boundary<br />
demarcated<br />
Attitudes of<br />
communities to<br />
status of park<br />
Donor income<br />
WHS listing<br />
Community<br />
attitudes<br />
Incidence of<br />
complaints to park<br />
Illegal incidents,<br />
extent of<br />
agricultural,<br />
settlement, timber<br />
extraction and use,<br />
#, effectiveness<br />
and location of<br />
scout patrols<br />
Source of<br />
Information<br />
<strong>Park</strong> and Oromia<br />
records<br />
Google Earth<br />
Community<br />
surveys<br />
<strong>Park</strong> records<br />
WHS sites lists<br />
Surveys<br />
<strong>Park</strong> records<br />
Ranger based<br />
monitoring,<br />
Ecological<br />
Monitoring Plan,<br />
<strong>Park</strong> records<br />
Departmental<br />
records<br />
Attitudes of staff Staff surveys<br />
Illegal incidents,<br />
extent of<br />
agricultural,<br />
settlement, timber<br />
extraction and use,<br />
poaching<br />
# and location of<br />
scout patrols<br />
Ranger based<br />
monitoring, EMP<br />
reports, <strong>Park</strong><br />
records<br />
<strong>Park</strong> records,<br />
RBM, patrolling<br />
reports<br />
Law enforcement efforts of Establishment of Departmental<br />
other BMNP stakeholders information sharing Records<br />
enhanced<br />
and collaboration<br />
mechanisms with<br />
Appendix 1 – Monitoring and Evaluation local communities,<br />
194
Specific Objective<br />
1.4: Integrated<br />
Environmental<br />
Management of park<br />
developments and<br />
activities implemented<br />
2.1: Economics and<br />
financial flows of the <strong>Bale</strong><br />
ecosystem understood<br />
2.2: Revenue generation<br />
increased through<br />
innovative internal and<br />
external financing<br />
mechanisms<br />
2.3: Business Plan for<br />
BMNP operational<br />
3.1: Transparent and<br />
effective management<br />
structures, systems and<br />
capacity established<br />
PO Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
police and judiciary<br />
Improved status of PECs and<br />
their KEAs<br />
Deterioration in relations with<br />
park-associated communities<br />
Proper waste and pollution<br />
management systems<br />
throughout the <strong>Park</strong><br />
Reduced environmental<br />
impact from road construction<br />
Political support increases<br />
locally, nationally, regionally?<br />
Potential external income<br />
sources are identified<br />
BMNP budget for park<br />
management and community<br />
development increases<br />
Improved use of budget<br />
Management costeffectiveness<br />
and budgets<br />
improve<br />
Improved management<br />
effectiveness<br />
BMNP have capacity to<br />
implement GMP<br />
Improved staff capacity<br />
Source of<br />
Information<br />
As per EMP EMP reports<br />
Community<br />
attitudes<br />
Incidence of<br />
complaints to park<br />
Evidence of<br />
functioning systems<br />
Surveys<br />
<strong>Park</strong> records<br />
Site Specific<br />
EIAs<br />
Road and quarry<br />
Evidence from sites<br />
EIAs<br />
No. and type of<br />
press reports<br />
Frequency of<br />
BMNP on<br />
government<br />
agendas?<br />
Value and<br />
consumers of<br />
services<br />
Budget and<br />
expenditure<br />
Donations<br />
# outputs for<br />
expenditure<br />
METT scores,<br />
budget and<br />
expenditure<br />
METT scores<br />
Performance<br />
against 3-Year<br />
Action Plan<br />
(finance permitting)<br />
Performance<br />
against department<br />
annual operation<br />
plan activity targets<br />
and 3-Year Action<br />
Plan<br />
Collation of press<br />
reports<br />
Consultants<br />
report<br />
BMNP accounts<br />
METT reports<br />
BMNP accounts<br />
Annual METT<br />
report<br />
BMNP annual<br />
reports<br />
Training reports,<br />
BMNP<br />
management<br />
records<br />
Appendix 1 – Monitoring and Evaluation 195
Specific Objective<br />
3.2: Effective and secure<br />
administrative systems<br />
operational<br />
3.3: Synergistic,<br />
collaborative and adaptive<br />
planning and review<br />
system operational<br />
PO Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
Requests for<br />
transfer<br />
Improved staff morale and<br />
safety<br />
Improved management<br />
effectiveness<br />
Budgets fully used<br />
Equipment efficiently used<br />
and maintained, with lower<br />
replacement rates<br />
Monitoring and evaluation of<br />
management effectiveness<br />
and GMP implementation<br />
takes place and thus<br />
management is adaptive<br />
Performance<br />
against department<br />
annual operation<br />
plan activity targets<br />
and 3-Year Action<br />
Plan<br />
Incidence of work<br />
accidents<br />
METT scores<br />
Budget return rates<br />
Equipment lifespan<br />
Next 3-year Action<br />
plan and annual<br />
operations plans<br />
produced in timely<br />
fashion and taking<br />
into account<br />
progress in GMP<br />
implementation<br />
Table A1.8: Outreach Programme Impact Monitoring Plan<br />
OR Programme Impact Monitoring Plan<br />
Potential<br />
Specific Objective Impact (Positive and<br />
Negative)<br />
Indicator<br />
Dialogue and<br />
action on park-<br />
Community issues are dealt community issues<br />
with by BMNP, within remit occurs<br />
1.1: <strong>Park</strong>-community<br />
dialogue mechanisms<br />
functioning and having<br />
input into BMNP<br />
management<br />
1.2: Strong partnerships<br />
and linkages established<br />
with relevant organisations<br />
Improvement in communitypark<br />
relationship<br />
Improved communication<br />
between stakeholders and<br />
“joined up actions”<br />
Community<br />
attitudes<br />
towards/opinions of<br />
BMNP<br />
Formation of<br />
management and<br />
steering<br />
committees<br />
Strategic and<br />
action plans of<br />
Source of<br />
Information<br />
Personnel<br />
records<br />
Self-evaluation<br />
BMNP<br />
management<br />
records<br />
Annual METT<br />
report<br />
Financial records<br />
Equipment<br />
records<br />
3-Year Action<br />
Plan,<br />
GMP<br />
implementation<br />
reports<br />
Source of<br />
Information<br />
Minutes of BMNP<br />
Community<br />
Forum and<br />
management<br />
meetings<br />
Community<br />
surveys<br />
Meetings minutes<br />
Zonal, local<br />
government,<br />
tourism etc. plans<br />
Appendix 1 – Monitoring and Evaluation 196
Specific Objective<br />
1.3: BMNP managed<br />
within a functioning<br />
biosphere reserve<br />
2.1: Innovative, widely<br />
targeted and adaptive<br />
publicity programme<br />
implemented<br />
2.2: Environmental<br />
education programme<br />
established in/around<br />
BMNP<br />
2.3 BMNP benefiting from<br />
its World Heritage Site<br />
listing<br />
3.1: Livelihood<br />
development and equitable<br />
benefit-sharing facilitated<br />
OR Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
stakeholders take<br />
into account BMNP<br />
priorities and<br />
management<br />
Improved framework to guide<br />
projects to enhance peoples’<br />
livelihoods and environmental<br />
sustainability outside the park<br />
Improved BMNP awareness,<br />
locally and nationally<br />
Improved awareness of<br />
BMNP and its importance<br />
Improved political and public<br />
support at all levels<br />
Increase in tourism<br />
Improved awareness of<br />
conservation and<br />
environmental issues in<br />
school children, youths and<br />
the wider public<br />
Increased awareness of<br />
BMNP rules/regulations and<br />
management methods<br />
Reduced conflict with<br />
surrounding communities<br />
Improved availability of<br />
finance for park management<br />
Increased tourism<br />
<strong>Park</strong>-associated communities<br />
diversify livelihoods<br />
Quantity of press<br />
coverage<br />
Access and action<br />
from high level<br />
politicians<br />
Visitor #<br />
Website use<br />
School and youth<br />
knowledge and<br />
awareness<br />
Incidences of rule<br />
violation within<br />
BMNP<br />
Attitudes towards<br />
/opinions of BMNP<br />
WHS listing<br />
Grant applications<br />
Visitor #s<br />
# alternative<br />
livelihoods adopted<br />
Source of<br />
Information<br />
Collation of press<br />
reports<br />
<strong>Park</strong> and partner<br />
reports<br />
Tourism<br />
Department<br />
records<br />
# hits on website<br />
Surveys<br />
<strong>Park</strong> records<br />
Community<br />
surveys<br />
UNESCO WHS<br />
list<br />
Grant income and<br />
sources<br />
BMNP records<br />
Livelihoods<br />
survey<br />
Appendix 1 – Monitoring and Evaluation 197
Specific Objective<br />
through collaboration with<br />
partners<br />
3.2: Alternative and<br />
sustainable energy use<br />
facilitated and promoted<br />
3.3: Human-wildlife conflict<br />
understood and mitigated<br />
OR Programme Impact Monitoring Plan<br />
Potential<br />
Impact (Positive and<br />
Indicator<br />
Negative)<br />
Scale of benefit<br />
flow and average<br />
Increase benefits accrue to (range) household<br />
park associated<br />
income, taking into<br />
communities?<br />
account population<br />
growth rate and<br />
inflation<br />
Increase in conservationpositive<br />
development<br />
initiatives<br />
Community management<br />
groups savings and loans Existence and<br />
schemes are supporting turnover of S&L<br />
conservation-positive small schemes<br />
scale local businesses<br />
Less advantaged community<br />
groups gaining equitable<br />
access to resources<br />
Community Development<br />
Fund (CDF) assisting with<br />
conservation-positive<br />
development initiatives<br />
Increased immigration into<br />
areas surrounding BMNP<br />
Decreased use of BMNP<br />
natural resources for energy<br />
use by all park users and<br />
park associated businesses<br />
and communities<br />
Increased understanding and<br />
dialogue on HWC in area<br />
Improved relations between<br />
communities and park<br />
Reduced costs associated<br />
with HWC for parkassociated<br />
communities<br />
Increased negative attitude to<br />
park if HWC mitigation<br />
unsuccessful<br />
# of recipients and<br />
distribution of<br />
financial benefits<br />
Existence of CDF<br />
and scale of<br />
operation<br />
Population growth<br />
trends and<br />
immigration in parkadjacent<br />
areas<br />
Use of fuelwood<br />
Types of energy<br />
use in BMNP<br />
Body of information<br />
on HWC<br />
Attitude of<br />
communities and<br />
BMNP to HWC<br />
Type, incidence<br />
and scale of HWC<br />
Community<br />
perception of park<br />
Source of<br />
Information<br />
Income survey<br />
Reports of<br />
Community<br />
Management<br />
Groups<br />
CBO &<br />
Management<br />
organisations<br />
records<br />
<strong>Park</strong> and CDF<br />
reports<br />
Observation, land<br />
use mapping,<br />
census records<br />
Survey<br />
Electricity bills,<br />
records<br />
RBM and HWC<br />
records and<br />
summary reports<br />
Community and<br />
staff survey<br />
RBM reports and<br />
HWC records<br />
HWC surveys,<br />
meeting minutes<br />
Community KAP<br />
surveys<br />
Appendix 1 – Monitoring and Evaluation 198
iv. Monitoring GMP Action Completion<br />
Monitoring of the implementation of the 3-year action plans will be done twice yearly, by comparing<br />
progress on implementing Annual Operations Plans with the 3-year action plans. Tables will be<br />
drawn up listing each activity and status of implementation, as per the example table below. BMNP<br />
management will be responsible for drawing up and completing these tables as part of their regular<br />
planning.<br />
Table A1.9: Example of <strong>Park</strong> Operations Programme Action/Activity Implementation<br />
Monitoring<br />
Action/Activity Completion<br />
status on<br />
Tasks undertaken Comments<br />
Action 1.1.1:<br />
Develop process<br />
for determining<br />
park boundaries<br />
Produce maps of<br />
existing boundaries<br />
and areas of<br />
cultivation and<br />
settlement and areas<br />
of exceptional<br />
resources in and<br />
around the park<br />
(with EM)<br />
Hold workshop with<br />
local to federal<br />
stakeholders to<br />
discuss park<br />
boundary<br />
determination and<br />
demarcation process<br />
1/7/07<br />
Appendix 1 – Monitoring and Evaluation 199
Appendix 2: BMNP Boundary<br />
Description<br />
This original boundary description as published by the Ethiopia Wildlife Conservation Organisation<br />
(EWCO) in 1974 (as per Hillman 1986 - minor changes have been included, in these cases the<br />
original text been placed in brackets).<br />
1. Beacon No 1, on the south side of the Shashemene to Goba main road which runs along<br />
the north side of the Zetegne Melka (Zuten-Melka) river Gorge approximately at the midpoint<br />
of the Washa ridge runs north of the <strong>Park</strong>;<br />
2. Thence along the south side of the Shashemene to Goba main road in a general<br />
northeasterly direction for a distance of approximately 12.5 kilometers (kms) to beacon No.<br />
2, on the south side of the road directly below the Sebsebe Caves which are easily seen on<br />
a rock face on the north side of and overlooking the road;<br />
3. Thence by a demarcated line on a bearing of approximately 138 degrees for a distance 2.1<br />
(2.7) kms to Beacon No. 3 on the summit of the Volcanic Plug known as Darkeena;<br />
4. Thence by a demarcated line on a bearing of approximately 61 degrees 61 degrees for a<br />
distance of approximately 5.0 (5.5) kms to Beacon No 4, which is 500 meters north of a<br />
peak on the rim of an escarpment known as Lencha (Layencha).<br />
5. Thence by a demarcated line 500 meters north following the escarpment in a general<br />
northeasterly direction from Lench past Ukamsa for a distance of approximately 6.0 (9.0)<br />
kms to a Beacon No. 5, which is 0.5kms north of the peak, on the rim of the escarpment,<br />
known as Amacho;<br />
6. Thence by a demarcated line on a bearing of approximately 358 degrees for a distance of<br />
approximately 5.5 kms on Beacon No. 6, on the west bank of the Gaysay river;<br />
7. Thence by demarcated line on a bearing of approximately 86 degrees for a distance of<br />
approximately 3 kms to Beacon No. 7, on the summit of the northerly of the two summits of<br />
Gaysay mountain;<br />
8. Thence along a ridge in a southeasterly direction for a distance of approximately 0.5 kms to<br />
the source of a stream on the north (south) side of the ridge and downstream along the<br />
north bank of this stream in a southeasterly direction for a distance of approximately 3.5<br />
kms to Beacon No. 8, on the east bank of the Web river opposite the confluence with this<br />
stream, which occurs approximately 2 kms downstream (upstream), northeast of the<br />
confluence of two well known rivers of the Web and Danka;<br />
9. Thence upstream along the east bank of the web river in a southwesterly direction for a<br />
distance of approximately 2 kms to beacon No. 9, on the north bank of the Danka river at<br />
the confluence of the Web river;<br />
10. Thence upstream along the east bank of the Web river in a southwesterly direction for a<br />
distance of approximately 2 kms past the confluence of the Gaysay river with the Web river,<br />
to Beacon No. 10, on the east bank of the Web river on the north side of the road bridge<br />
over the Web river on the Shashemene to Goba road;<br />
11. Thence upstream along the east bank of the web river in a southerly direction for a distance<br />
of approximately 4.5 kms to Beacon No. 11, which is at a point beneath a peak on the rim<br />
of the escarpment above the Web river known as Gasure Peak;<br />
12. Thence upstream along the east bank of the Web river in a southerly direction for a<br />
distance of 2 kms to Beacon No. 12 on the east bank of the Web river;<br />
13. Thence y a demarcated line on a bearing of approximately 101 degree for a distance of<br />
approximately 3.1 kms to Beacon No. 13, on the rim of the gorge overlooking the Danka<br />
river at point 2 kms upstream of the confluence of the Danka river and the Toroshama<br />
Stream.<br />
Appendix 2 – BMNP Boundary Description 1974 200
14. Thence down stream along the rim of the Danka river Gorge in a northeasterly direction for<br />
a distance of approximately 2 kms to Beacon No. 14, at a point overlooking the confluence<br />
of the Danka river and Toroshama stream;<br />
15. Thence upstream along the east bank of the Toroshama stream in a southeasterly<br />
direction for a distance of approximately 3 kms to Beacon No. 15, on the summit of a hill<br />
known as Dankitti Hill;<br />
16. Thence by a demarcated line on a bearing of 158 degrees for a distance of approximately<br />
2.5 (3.4) kms to Beacon No. 16, on the summit of a mountain known as Tullu Gurati;<br />
17. Thence by a demarcated line on a bearing of approximately 97 (101) degree for a distance<br />
of approximately 4.5 (5.9) kms to Beacon No 17, on the east bank of the confluence of the<br />
Dimbeeba and Lola streams;<br />
18. Thence by a demarcated line on a bearing of approximately 140 (133) degrees for a<br />
distance of approximately 2.5 (3.7) kms to Beacon No. 18, on a summit of a wooded hill<br />
known as Hatadura Hill;<br />
19. Thence by a demarcated line on a bearing of 180 degrees for a distance of approximately<br />
0.8 kms to Beacon No. 19, on the north bank of the Kabasha Stream;<br />
20. Thence downstream along the north bank of the Kabasha Stream in a general easterly<br />
direction for a distance of approximately 8 kms to Beacon No. 20, on the north bank of the<br />
Shaya river at the confluence with Kabasha Streams;<br />
21. Thence by a demarcated line on a bearing of 157degrees for a distance of approximately<br />
7.4 kms crossing the Garano river to beacon No. 21, at the most southerly points of the rim<br />
of the escarpment known as the Goftarary Cliffs;<br />
22. Thence by a demarcated line on a bearing of 157 degrees for a distance of approximately<br />
7.9 kms, crossing the Tegona river and the Goba to Mena road to Beacon No. 22 on the<br />
summit of the rugged peak known as Chorchora peak;<br />
23. Thence by a demarcated line on a bearing of approximately 211 degree for a distance of<br />
approximately 15 kms to Beacon No 23, on the summit of the isolated hill known as Tullu<br />
Konteh;<br />
24. Thence by a demarcated line on a bearing of approximately 195 degrees for a distance of<br />
approximately 8 kms to Beacon No. 24, on the summit of an isolated hill, similar to Tullu<br />
Konteh;<br />
25. Thence by demarcated line on a bearing of approximately 250 degrees for a distance of<br />
approximately 4.3 (13.2) kms to Beacon No. 25 on the summit of an isolated volcanic plug;<br />
26. Thence by a demarcated line of approximately 182 degrees for a distance of approximately<br />
20 kms, from the alpine moorlands into heavy lowland forests to Beacon No. 26, on the<br />
summit of a low hill heavily dissected by numerous watercourse and heavily forested;<br />
27. Thence by a demarcated line on a bearing of approximately 204 degrees for a distance of<br />
approximately 10 (7.2) kms to Beacon No. 27, at the southeast edge of a small lake in the<br />
forest 10 kms in a straight line from the village of Mena;<br />
28. Thence by a demarcated line on a bearing of 270 degrees for a distance of approximately 5<br />
kms to Beacon No 28, on the east bank of the Yadot river, which runs in a general north to<br />
south direction and which passes through Mena village to the south east, and<br />
approximately 16 kms from Mena village along the river;<br />
29. Thence by a demarcated line on a bearing of 270 degrees for a distance of approximately<br />
15.7 kms, to Beacon No. 29, on the west bank of the Welmel river, which follows from the<br />
Harenna area in the north;<br />
30. Thence along the west bank of the Welmel river in a general northerly and north westerly<br />
direction for a distance of approximately 52 kms to Beacon No. 30, at the source of the<br />
Welmel river on the rim of the escarpment known as the Harenna (Gamma) escarpment;<br />
31. Thence along the rim of the escarpment in a westerly direction for a distance of<br />
approximately 6.5 kms to Beacon No. 31, at the westernmost limit of the Harenna<br />
escarpment overlooking the Baranta river, known as Marshikittee;<br />
32. Thence downstream along the west bank of the Baranta river in a general northerly<br />
direction for a distance of approximately 7.5 (10) kms to Beacon No 32, on the west bank of<br />
the Baranta river at the confluence with the Leeliyso river;<br />
Appendix 2 – BMNP Boundary Description 1974 201
33. Thence by a demarcate line on a bearing of approximately 41 degrees for a distance of<br />
approximately 6.3 (4.2) kms to Beacon No. 33, on the most westerly point of an escarpment<br />
known as Tullu Gurate which overlooks the Feruna river to the north;<br />
34. Thence by a demarcated line on a bearing of approximately 22 degrees for a distance of<br />
approximately 5 kms crossing the Furuna river to Beacon No 34, on the western edge of<br />
the Abasa Ridge at the source of the Abasa Stream which flows in a westerly (easterly)<br />
direction to the Furuna river;<br />
35. Thence by a demarcated line on a bearing of approximately 25 degrees for a distance of<br />
approximately 5 (7.1) kms passing to the west of the ends of the ridges known as Madada,<br />
kakalee and Murkittee, and crossing the Arba and Gondadoh rivers to Beacon No. 35, on<br />
the most north westerly point of the Gundah Ridge;<br />
36. Thence by a demarcated line on a bearing of approximately 32 degree for a distance of<br />
approximately 2.8 kms across the Zetegne Melka (river Gorge, to beacon No. 1, on the<br />
south side of the Shashemene and Goba main road, which runs along the north side of the<br />
Zetegne Melka river Gorge, which is the point of commencement.<br />
Appendix 2 – BMNP Boundary Description 1974 202
Appendix 3: Summary of Policy and Legislation<br />
Title Level Status Overall description Key points for BMNP<br />
Structural and Constitutional level<br />
Constitution of<br />
the Federal<br />
Democratic<br />
Republic of<br />
Ethiopia, 1995<br />
Re-organization<br />
of the Federal<br />
Executive Organ<br />
Proclamation No<br />
380/2004<br />
Institute of<br />
Biodiversity<br />
Conservation<br />
Establishment<br />
Proclamation No<br />
381/2004<br />
Wildlife<br />
Wildlife<br />
Development,<br />
Conservation<br />
and Utilization<br />
Policy, 2005<br />
Wildlife<br />
Conservation<br />
and<br />
Development<br />
Proclamation No<br />
192 of 1980<br />
Federal In force<br />
Federal In force<br />
Federal In force<br />
Federal In force<br />
Federal In force<br />
Lays down the general legal framework for the<br />
conservation of the environment and natural resources<br />
of the country.<br />
Establishes and defines the powers and duties of<br />
MoARD which include the power to, inter alia, prepare<br />
land use and administration policy as well as draft<br />
laws on the conservation and sustainable use of forest<br />
and wildlife resources, and, upon approval, supervise<br />
their implementation; and coordinate and assist<br />
regional governments in the implementation of<br />
settlement programs.<br />
Redefines the powers and duties of the Institute of<br />
Biodiversity Conservation, a federal institution having<br />
the overall objective of ensuring the proper<br />
conservation and sustainable utilization of the<br />
country’s biodiversity resource, and the fair and<br />
equitable sharing of the benefit arising there from.<br />
Provides for the policy to be followed in the<br />
conservation, development and utilization of wildlife<br />
resource in the country.<br />
Provides for the measures of conservation and the<br />
conditions of utilization of wildlife resources in the<br />
country.<br />
Empowers regions to administer natural resources in accordance with<br />
federal laws.<br />
Infers that, because BMNP has national and international significance,<br />
that BMNP gazettement should occur at federal level, although this<br />
would need discussion and agreement between federal and regional<br />
authorities.<br />
Provides for (i) the participation and partnership of all the stakeholders,<br />
including local communities, in the management of wildlife resources,<br />
(ii) the zoning of protected areas into core and multiple use zones, (iii)<br />
the participation of local communities in the planning and management<br />
of protected areas as well as benefit-sharing (iv) the establishment of<br />
community managed protected areas.<br />
States that no person, unless in possession of written permit from the<br />
authority, may settle, graze cattle, use natural resources from, or commit<br />
any act detrimental to, a national park. The contrary reading of this<br />
provision implies that the authority may grant permit for settling or grazing<br />
in a national park, which is in line with precedent set up forestry policy and<br />
legislation. This again implies that the authority may establish zones where<br />
it may or may not permit settlement and utilization of natural resources in<br />
the park.<br />
Appendix 3 – Summary of Policy and Legislation 203
Title Level Status Overall description Key points for BMNP<br />
Wildlife<br />
Conservation<br />
Regulations No<br />
416 of 1972.<br />
Wildlife<br />
Development,<br />
Conservation<br />
and Utilization<br />
Proclamation,<br />
2004<br />
Wildlife<br />
Development,<br />
Conservation<br />
and Utilization<br />
Regulations,<br />
2004<br />
Federal In force<br />
Federal Draft<br />
Federal Draft<br />
Provides for the conditions and procedure for issuing<br />
hunting permits.<br />
Provides for the development, conservation and<br />
utilization of wildlife resource in the country. It is<br />
developed to harmonize the extant wildlife laws with<br />
existing changes and developments affecting the<br />
sector.<br />
Provides for detail provisions that enable the<br />
implementation of the provisions of the wildlife<br />
proclamation on the development, conservation and<br />
utilization of wildlife resource in the country.<br />
General Conservation, Environment, Biodiversity and Genetic Resources<br />
Provides that the authority may grant permit for the establishment of<br />
any hotel, camp or other facilities in a national park.<br />
Procedure for gazettement and boundary demarcation of BMNP and at<br />
what level, not laid out.<br />
States that no person, unless in possession of written permit from the<br />
authority, may settle, graze cattle, use natural resources from, or commit<br />
any act detrimental to, a national park<br />
Encourages wildlife based tourism in such a way that shall not<br />
endanger the ecological integrity of the protected area. Does not<br />
specify who shall sign tourism concessions.<br />
Does not (i) Specify the condition and procedure for how wildlife<br />
conservation areas would be utilized and administered (ii) determine<br />
the mechanism for community participation in wildlife conservation<br />
areas management and for sharing the benefit there from (to be<br />
determined by regulations)<br />
Allows seasonal or permanent regulated utilization of natural resources<br />
in national parks by local communities in accordance with the<br />
agreement to be made with the park management. Does not clearly<br />
specify who should sign agreements, but park management authority<br />
implied.<br />
Provides for the distribution of the income accrued from protected areas<br />
85% (Regional) and 15% (Federal) where regionally administered<br />
Federal Govt shall allocate 40% (conservation admin), 10% (Woredas)<br />
and 50% (Communities). Regional Govt can allocate as they decide.<br />
Appendix 3 – Summary of Policy and Legislation 204
Title Level Status Overall description Key points for BMNP<br />
Environmental<br />
Policy of<br />
Ethiopia, 1997<br />
Conservation<br />
Strategy of<br />
Ethiopia, 1997<br />
<strong>National</strong><br />
Biodiversity<br />
Conservation<br />
and Research<br />
Policy, 1998<br />
<strong>National</strong><br />
Biodiversity<br />
Strategy and<br />
Action Plan,<br />
2005<br />
Federal In force<br />
Federal In force<br />
Federal In force<br />
Federal In force<br />
Aims to ensure the sustainable utilization of the<br />
natural, man made and cultural resources, and the<br />
environment of the country. Specifically it provides for<br />
the policy framework for the conservation, sustainable<br />
use of forest and biodiversity, the role of local<br />
communities and access and benefit sharing.<br />
Sector specific policies, strategies and legislative<br />
measures anticipated in the policy have not yet been<br />
put in place<br />
Deals with the conservation and sustainable utilization of<br />
the natural, human-made and cultural resources. It aims<br />
to integrate existing and future federal and regional<br />
planning in all sectors that impinge on the environment<br />
including agriculture, forestry, wild-life, fisheries, soils,<br />
waters, minerals, energy, urban planning and cultural<br />
heritage conservation.<br />
Aims to ensure the proper conservation, rational<br />
development and sustainable utilization of the<br />
country's biodiversity. It provides for the specific<br />
objectives and strategies to be followed to realize this<br />
overall objective.<br />
Outlines the biodiversity conservation objectives,<br />
priorities, plan of actions and implementation<br />
arrangement.<br />
Articulates that (i) threat, rarity, demand, and environmental and<br />
economic factors are taken into account when setting conservation<br />
criterion and (ii) protected areas should cover the various areas and<br />
ecosystems<br />
Provides for assistance in the natural process of forestation of uncultivable<br />
areas through (i) controlling felling and grazing and planting of judiciously<br />
selected local species, pursuing agricultural and other policies and<br />
programs that will reduce pressure on fragile woodland resources and<br />
ecosystems (ii) promoting changes in agricultural and natural resource<br />
management systems which will limit the need for free grazing of animals<br />
in protected forest areas and (iii) finding substitutes for construction and<br />
fuel wood in order to reduce pressure on forests.<br />
The selection, gazettement and administration of national parks and<br />
other wildlife protected areas (Pas) to be carried out in conformity with<br />
international principles and standards.<br />
Identifies protected areas as one of biodiversity conservation priorities<br />
in Ethiopia.<br />
Development of an effective system of protected area management<br />
through innovative public/private/NGO/CBO partnerships and ensuring<br />
equitable sharing of the costs and benefits<br />
PAs should be administered in accordance with adaptive management<br />
plan to be developed with participation of local communities and in<br />
conformity with international principles.<br />
Appendix 3 – Summary of Policy and Legislation 205
Title Level Status Overall description Key points for BMNP<br />
Access to<br />
Genetic<br />
Resources and<br />
Community<br />
Knowledge and<br />
Community<br />
Rights<br />
Proclamation No<br />
482/ 2006<br />
Access to<br />
Genetic<br />
Resources and<br />
Community<br />
Knowledge and<br />
Community<br />
Rights<br />
Regulation,<br />
2007<br />
Environmental<br />
Impact<br />
assessment<br />
proclamation No<br />
299/2002<br />
Federal In force<br />
Federal Draft<br />
Federal In force<br />
Provides for the conditions of the access to, and<br />
sharing the benefits arising from, genetic resources<br />
and community knowledge; and the rights of local<br />
communities over genetic resources and community<br />
knowledge.<br />
Details the procedure of access to genetic resources<br />
and community knowledge and the distribution and<br />
utilization of the benefit obtained there from.<br />
Provides for the environmental impact assessment of<br />
development projects and public instruments prior to<br />
their commencement/adoption.<br />
Recognizes the participation of local communities in the conservation,<br />
utilization and development of wildlife protected areas.<br />
Provides for the participation of local communities in the conservation<br />
and administration of wildlife protected areas as well as in benefit<br />
sharing.<br />
Provides for the participation of the private sector in the conservation,<br />
utilization and administration of wildlife protected areas through lease or<br />
concessions.<br />
Promotes the expansion of wildlife based tourism, with community<br />
involvement, that has no/minimal environmental impact<br />
Does not (i) recognize the existence of community managed wildlife<br />
protected areas (ii) specify the role that the federal and regional<br />
governments shall have in the establishment and administration of<br />
wildlife protected areas<br />
Indicates the possible modes of sharing benefit including upfront<br />
payments, royalty, employment opportunity, participation in relevant<br />
research, priority in the supply of biological resource for development and<br />
manufacturing, preferential access to products and technologies<br />
developed using the genetic resources accessed, relevant training<br />
(including at community level) and infrastructure and technological<br />
support.<br />
Proposed projects must undertake EIA and submit for approval from<br />
relevant environmental body. Licensing institutions are required, prior to<br />
issuing investment permits or operating license for projects, to ensure<br />
that the relevant environmental body has authorized their<br />
implementation. The public must be able to comment on environmental<br />
impact assessment reports.<br />
Appendix 3 – Summary of Policy and Legislation 206
Title Level Status Overall description Key points for BMNP<br />
Environmental<br />
Pollution Control<br />
Proclamation No<br />
300/2002<br />
Federal In force<br />
Rural Development, Land Administration<br />
Rural<br />
Development<br />
Policies and<br />
Strategies, 2002<br />
Federal Rural<br />
Land<br />
Administration<br />
and Utilization<br />
Proclamation No<br />
456/2005<br />
Oromiya Rural<br />
Land Use and<br />
Administration<br />
Proclamation No<br />
56/2002<br />
Oromiya Rural<br />
Land<br />
Administration<br />
and Use<br />
Regulations No<br />
39/2003<br />
Forestry<br />
Forestry<br />
Development,<br />
Conservation<br />
and Utilization<br />
Proclamation No<br />
94/1994<br />
Oromiya<br />
Forestry<br />
Proclamation No<br />
72/2003<br />
Federal In force<br />
Federal In force<br />
Regional In force<br />
Regional In force<br />
Federal In force<br />
Regional In force<br />
Provides for the legal obligation and the regulatory<br />
system for controlling environmental pollution from<br />
wastes and hazardous chemicals.<br />
Identifies the major development activities to be<br />
undertaken in agriculture and rural development and<br />
provides for the corresponding policies and strategies to<br />
be followed.<br />
Provides for the land holding system, land use rights<br />
and the conditions of rural land utilization and<br />
administration in the country.<br />
Provides for the condition of rural lad use and<br />
administration in the region in conformity with the<br />
federal rural land use and administration proclamation.<br />
Provides the detail conditions of rural land use and<br />
administration to operationalize the provisions of<br />
Oromia Rural Land Use and Administration<br />
Proclamation No 56/2002<br />
Provides for the general legal framework for the<br />
development, conservation and utilization of forest<br />
resources in the country.<br />
Provides detail provisions on the development,<br />
conservation and utilization of forest resources in the<br />
region in conformity with the federal forestry<br />
proclamation.<br />
Imposes an obligation to control pollution and manage hazardous<br />
wastes, hazardous chemicals, and municipal wastes on producing<br />
body.<br />
Planned resettlement undertaken to ensure conservation and<br />
sustainable utilization of natural resources, to more productive areas<br />
States that federal and regional government can demarcate and<br />
administer protected areas without specifying the conditions and<br />
procedure for the demarcation of such protected areas.<br />
Provides that priority forest areas, wildlife parks and sanctuaries shall<br />
be demarcated and administered with the participation of local<br />
communities, but does not specify the extent and the mechanism. Thus<br />
legal requirement is for participation not full agreement.<br />
Provides for the distribution of unoccupied lands to landless and land<br />
deficit peasants, and the certification of land holdings and penalizes<br />
those who use land without having such certificate. The implemented<br />
scheme provides an opportunity to give land outside to those currently<br />
settled in the core zones of the park. In addition, the land certification<br />
scheme provides legal basis to re settle people within the agreed and<br />
demarcated boundary of the park.<br />
States that communities may use forest products from state and regional<br />
forests, in accordance with the management plan approved by MoARD or<br />
the appropriate regional body and subject to forest management plan and<br />
directives. Further more, it provides that, with appropriate permission and<br />
payment, forest products, grass and fruit may be harvested and bee hives<br />
placed in protected forests. However, states written permission is required<br />
to cut trees, settle temporarily or permanently, graze animals, carry out<br />
hunting, keep bee-hives or extract honey within a state and regional forest.<br />
Similar measures for regulating use of forest products as federal<br />
proclamation.<br />
Appendix 3 – Summary of Policy and Legislation 207
Appendix 4: BMNP GMP Planning<br />
Team<br />
A stakeholder analysis and consultation strategy was conducted at the planning workshop in<br />
December 2006. Composition of BMNP planning teams and consultations (see also Appendix 5),<br />
listed below in Tables 2.2-2.6 were based on this analysis.<br />
Table A2.1: BMNP GMP Planning Process Stakeholder Communication Strategy<br />
Involve Consult if possible Raise Awareness No Action<br />
BMNP Management<br />
EWCP<br />
FARM/SOS<br />
FZS<br />
Federal Government<br />
IBC/CSMPP<br />
Local communities/<br />
Kebeles<br />
Local elders, women,<br />
youths<br />
MELCA<br />
MOARD/WCD<br />
Natural resource users<br />
OARDB<br />
Police and judiciary<br />
Researchers<br />
Tour operators<br />
Zones and Woredas<br />
Corporate Partners or<br />
Natural Resource<br />
users<br />
Downstream water<br />
users<br />
Educational Institutes<br />
EWHNS<br />
Hotel operators<br />
Human rights<br />
organisations<br />
International<br />
conservation<br />
community<br />
Kosso traders<br />
Ministry of Health<br />
Ministry of Water<br />
Resources<br />
<strong>National</strong> downstream<br />
users<br />
Nature Clubs<br />
New immigrants<br />
Religious institutions<br />
Research Institutes<br />
Tourists (through<br />
surveys)<br />
Water Aid<br />
Biological Society of<br />
Ethiopia<br />
Council of Ministers<br />
Federal President<br />
Friends of <strong>Bale</strong>/local<br />
conservation<br />
organisations<br />
Media (local,<br />
national,<br />
international)<br />
MOFED<br />
Parliament<br />
People of Ethiopia<br />
Parties to the CBD<br />
International Treaties<br />
signatories<br />
Electric power<br />
corporation<br />
International<br />
downstream users<br />
International coffee<br />
industry<br />
The inception planning workshop was held on 5-6 December 2005 in the Imperial Hotel in Addis<br />
Ababa –referred to in Table A2.2 as workshop #1. An internal review workshop with OARDB, CPT<br />
and local government was held in Dinsho at the park HQ on 4-5 November 2006 – referred to in<br />
Table A2.2 as workshop #2. A final Planning Team stakeholder review workshop was held at the<br />
Ghion Hotel in Addis Ababa on 28-29 December 2006 – referred to in Table A2.2 as workshop #3.<br />
Appendix 4 – BMNP GMP Planning Team 208
Table A2.2: BMNP GMP Planning Team<br />
Name Position/ Organisation<br />
Workshops<br />
#1 #2 #3 EM<br />
Working Groups<br />
SNRM TPM OR PO<br />
Abbay Tadesse Travel Ethiopia •<br />
Abdurhaman Wario Expert BMNP • • • •<br />
Abeke Mebratu Dolo Mena Woreda • •<br />
Abiyot Berhanu IBC • •<br />
Addisu Asefa Expert BMNP • • • • • •<br />
Afework Bekele AAU •<br />
Alastair Nelson FZS BMCP • • • • • • • •<br />
Alemayehu Bedada OARDB • •<br />
Aman Muda Division Head OARDB • •<br />
Amde World Bank •<br />
Anteneh Shimeles AAU, EWNHS •<br />
Aschafew Geshaw OARDB – <strong>Bale</strong> Zone •<br />
Asmare Melesse CSMPP/IBC • • •<br />
Assefa Ejo OARDB • •<br />
Assefa Mebrate African <strong>Park</strong>s, Ethiopia • •<br />
Ayehu Legesse OCTB – Deptuy Head • •<br />
Bekele Tsegaye OARDB • •<br />
Bekelech Tolla Unknown affiliation •<br />
Belachew Wassihun Dept Head IBC • • • •<br />
Ben Irwin Programme Manager BESMP • • • • •<br />
Benura Wolde OARDB/CSMPP •<br />
Berhanu Asfaw Wildlife Safaris, Ethiopia •<br />
Berhanu Jilcha Warden BMNP • • • • • •<br />
Biniyam Admassu Global Nomad Travel •<br />
Deborah Randall FZS Monitoring TA • •<br />
Dereje Biruk Amhara EPA •<br />
Diriba Kuma OARDB Head •<br />
Diribu Jemal OARDB Deputy Head • •<br />
Donna Gelardi VSO Tourism • •<br />
Ensermu Kelbessa AAU, <strong>National</strong> Herbarium • • •<br />
Ezekiel Dembe Head of Planning TANAPA •<br />
Fassil Kebebew Project Manager CSMPP • •<br />
Fayera Abdi SOS Sahel Country Director •<br />
Fekadu Tefera Expert OARDB • • •<br />
Fetene Hailu WCD, MoARD •<br />
Feyisa Mejersa Dolo Mena Woreda •<br />
Fikru Deksissa OARDB, Dept Head •<br />
Fiona Flintan Gender, Farm Africa/ SOS Sahel • •<br />
Gezahun Gebremariam Sinana Woreda •<br />
Girma Amente Head Oromia Water Enterprise • •<br />
Girma Ayele Dolo Mena Woreda •<br />
Girma Balcha Director General IBC • •<br />
H/E Ahemed Nassir State Minister MoARD •<br />
H/E Girma Wolde Giorgis President FDRE •<br />
H/E Muktar Kedir ONRS Vice President •<br />
Hasan Tikeri Adaba Woreda •<br />
James Malcolm Field Coordinator EWCP • •<br />
James Young African <strong>Park</strong>s, Ethiopia •<br />
John Lambert World Bank •<br />
Jonathan McKee EC Delegation •<br />
Karen Laurenson FZS (Facilitator) • • • • • •<br />
Kassahun Embaye IBC, Deputy DG • •<br />
Kebede Zewde GTZ • •<br />
Kenea Dida Harenna Buluk Woreda •<br />
Kifle Argaw WCD MoARD •<br />
Lulu Likassa Zonal Coordinator CSMPP • • •<br />
Mark Chapman<br />
Community Tourism Advisor<br />
TESFA<br />
• •<br />
Martin Neumann GTZ – SUN •<br />
Appendix 4 – BMNP GMP Planning Team 209
Name Position/ Organisation<br />
Workshops<br />
#1 #2 #3 EM<br />
Working Groups<br />
SNRM TPM OR PO<br />
Medhin Zewde Project Manager CSMPP • •<br />
Menassie Gashew Harenna Darwin PL • • • •<br />
Million Belay Melca Mahiber • • •<br />
Mohammed Abdush <strong>Bale</strong> Zone Administrator •<br />
Mohammednur Jemal Expert BMNP • • • • • •<br />
Mulugeta Wobishet Amhara PDPA • •<br />
Nassos Roussos Ethiopian Rift Valley Safaris •<br />
Nigussu Feyissa OARDB • • •<br />
Olga Petrynak PACT Ethiopia •<br />
Sisay Shewamene Rocky Valley Safaris •<br />
Stuart Williams PASP, UNDP •<br />
Tadesse Amsalu Amhara EPA •<br />
Tadesse Guffer OARDB •<br />
Tadesse Hailu WCD, MoARD •<br />
Tekleargay Jirane CSMPP/Goal Ethiopia • • •<br />
Tesfaye Deselegn<br />
Planning, Ministry of Tourism &<br />
Culture<br />
• •<br />
Thomas Mattanovich Travel Ethiopia •<br />
Tigist Kebede VSO Programme Officer •<br />
Tim Clarke EC Delegate •<br />
Tim Foggin UN-WTO •<br />
Tsegaye Tadesse GTZ • •<br />
Waariyoo Kuno OCTB, Dept Head •<br />
Yeneneh Teka WCD, MoARD •<br />
Yoseph Assefa PhD student •<br />
Yoseph Getnet Ghion Travel •<br />
Zelealem Tefera FZS AECP • • • • •<br />
Zelealem Temesgen Farm Africa • •<br />
Zewditu Tessema EWNHS •<br />
Table A2.3: Core Planning Team<br />
Name Position/ Organisation<br />
1 2<br />
Meeting #<br />
3 4 5<br />
Assefa Ejo OARDB (Chair) • • •<br />
Addisu Assefa BMNP • •<br />
Alastair Nelson FZS-BMCP • • • • •<br />
Asmare Melesse CSMPP/IBC •<br />
Belachew Wassihun IBC •<br />
Ben Irwin BESMP (Farm Africa-SOS Sahel) • •<br />
Berhanu Jilcha BMNP Warden • • •<br />
Fassil Kebebew CSMPP/IBC • • •<br />
Fikru Deksissa OARDB (Chair) •<br />
Karen Laurenson FZS – Africa Regional Office • •<br />
Lulu Likassa CSMPP • •<br />
Medhin Zewde CSMPP/IBC • •<br />
Mohammednur Jemal BMNP •<br />
Nigussu Feyisa OARDB •<br />
Teklearegay Jirane CSMPP/OARDB (Chair) • •<br />
Tsegaye Tadesse BESMP (Farm Africa-SOS Sahel) •<br />
Yeneneh Teka WCD (MoARD) • • • •<br />
Zelealem Temesgen BESMP (Farm Africa-SOS Sahel) •<br />
Appendix 4 – BMNP GMP Planning Team 210
Technical Working Groups Composition<br />
Ecological Management - Addisu Asefa, Alastair Nelson, Berhanu Jilcha, Deborah Randall,<br />
James Malcolm, Menassie Gashaw, Mohammednur Jemal (Chair), Zelealem Tefera<br />
Sustainable Natural Resource Management - Addisu Asefa, Belachew Wassihun, Ben Irwin,<br />
Girma Amente (Chair), Tekleargay Jirane, Zelealem Tefera<br />
Tourism Development and Management - Alastair Nelson (Chair), Donna Gelardi, Mark<br />
Chapman, Mohammednur Jemal, Tesfaye Deselegn, Yoseph Getnet<br />
<strong>Park</strong> Operations - Addisu Asefa (Chair), Alastair Nelson, Berhanu Jilcha, Fekadu Tefera,<br />
Menassie Gashaw, Mohammednur Jemal, Zelealem Tefera<br />
Outreach - Abdurahman Wario, Alastair Nelson (Chair), Million Belay, Ben Irwin, Fiona Flintan<br />
Table A2.4: Guides and Zonal Tourism Workshop Participants, 20th July 2006<br />
Name Organisation<br />
Abadire Jeyilan <strong>Bale</strong> Zone Culture and Tourism<br />
Abdurrahman Wario BMNP<br />
Addisu Asefa BMNP<br />
Alastair Nelson FZS<br />
Berhanu Jilchaa BMNP<br />
Daniel Tilaye BM Nyala Guides Association<br />
Haptamu Sime BZCT<br />
Hussein Adem FZS<br />
Karen Laurenson FZS - Africa Regional Office<br />
Mohammednur Jemal BMNP<br />
Omer Youne BMNGA<br />
Rameto Hussein Adaba Dodola Guides Association<br />
Yusuf Abdusalam ADGA<br />
Appendix 4 – BMNP GMP Planning Team 211
Table A2.5: Oromia Review Workshop Participants, 4th and 5th November 2006<br />
Name/Position Organisation<br />
Abdurahman Wario BMNP<br />
Addisu Asefa BMNP<br />
Alastair Nelson FZS<br />
Aman Mude Oromia<br />
Made World Bank<br />
Asmare CSMPP<br />
Belachew Wassihun IBC<br />
Ben Irwin BESMP<br />
Berhanu Oromia<br />
Berhanu Jilchaa BMNP<br />
Donna Gelardi VSO<br />
Fassil Kebebew IBC/CSMPP<br />
John Lambert World Bank<br />
Lulu Likassa CSMPP<br />
Mohammednur Jemal BMNP<br />
<strong>Bale</strong> Zone NR expert<br />
Dinsho Woreda administrator<br />
Dinsho Woreda NR expert<br />
Adaba Woreda administrator<br />
Adaba Woreda NR expert<br />
Sinana Woreda administrator<br />
Sinana Woreda NR expert<br />
Goba Woreda administrator<br />
Goba Woreda NR expert<br />
Mena Woreda administrator<br />
Mena Woreda NR expert<br />
Table A2.6: Zonation Task Force Members<br />
Name Organisation<br />
Addisu Asefa BMNP<br />
Alastair Nelson FZS<br />
Assefa Ejo OARDB<br />
Ben Irwin BESMP<br />
Dirubu Jemal OARDB<br />
Dr Ensermu Kelbessa <strong>National</strong> Herbarium & AAU<br />
Dr Kassihun Embaye IBC<br />
Dr Kifle Argaw WCD<br />
Mohammed Abdush <strong>Bale</strong> Zone<br />
Zelealem Tefera FZS<br />
Table A2.7: Other advisors from whom input/comments sought<br />
Name/Position Organisation<br />
Claudio Sillero EWCP/WildCRU – University of Oxford<br />
David Burslem University of Aberdeen<br />
Ian Rushworth Ezemvelo/KwaZulu Natal Conservation Services<br />
Jorgelina Marino EWCP/WildCRU – University of Oxford<br />
Markus Borner FZS – Africa Regional Office<br />
Michelle Pinard University of Aberdeen<br />
Nick King Endangered Wildlife Trust<br />
Simon Thirgood Macaulay Land Use Research Institute, Scotland<br />
Xavier Lambin University of Aberdeen<br />
Appendix 4 – BMNP GMP Planning Team 212
Background<br />
Appendix 5: Community<br />
Consultations<br />
Two types of consultations with BMNP-associated communities were carried out. A detailed<br />
questionnaire, targeted across all age and gender groups in BMNP, was used to gauge local<br />
opinions on bringing natural resource management in and around BMNP under control<br />
(Consultation A). Furthermore, Melca facilitated a consultation workshop that aimed to ensure that<br />
issues and perceptions from a community perspective were reflected and addressed in BMNP<br />
GMP development (Consultation B).<br />
Consultation A<br />
A semi-structured interview that asked a few very broad questions, was drawn up and interviews<br />
were conducted by 13 local people (7 men and 6 women), all of whom had finished grade 10 (to<br />
ensure recording competency) aged between 20 and 46. 386 people in and around BMNP, were<br />
interviewed of which 114 (30%) were under 25 years of age and 122 (32%) were with female<br />
interviewees. Any response was treated as an acceptable answer and these were then recorded<br />
on a separate sheet for each interviewee. No names were recorded, but age and sex was<br />
recorded. The interviews were conducted throughout BMNP, and in areas bordering the park to the<br />
north, north-east and north-west.<br />
The following 4 questions were asked of the community members:<br />
A. What do you think of the idea of improving management throughout the <strong>Bale</strong> <strong>Mountains</strong><br />
<strong>National</strong> <strong>Park</strong>?<br />
B. One of the new ideas is to involve people in management in the park to a far greater degree.<br />
How should we do this?<br />
C. How can we best get representation from all groups in the community (e.g. women, youth,<br />
traditional institutions and government)?<br />
D. What do you think of a new management system outside of the park?<br />
A. What do you think of the idea of improving management throughout the <strong>Bale</strong> <strong>Mountains</strong><br />
<strong>National</strong> <strong>Park</strong>?<br />
<strong>Park</strong> and natural resources should be protected – 72%<br />
Education and integration – 7.5%<br />
Benefit sharing and replacing what we use – 4.3%<br />
We should stay in the park without harming it – 1%<br />
<strong>Park</strong> should not be protected and land shared out – 1.5%<br />
Other: fence park, move out livestock, control people starting forest fires, scouts and community<br />
should work together, tracks and hyaenas should decrease<br />
B. How should people be involved to a far greater degree in the park management?<br />
Educate and involve local people – 48%<br />
Involve the local community – 29%<br />
<strong>Park</strong> and people should collaborate – 9%<br />
Job opportunities – 3%<br />
Benefit sharing, train local people, good communication – 2.5%<br />
C. How can we best get representation from all groups in the community (e.g. women, youth,<br />
traditional institutions and government)?<br />
Make decisions with communities – 50%<br />
Appendix 5 –Community Consultations 213
Honest and skilled people – 9%<br />
Government should protect – 8%<br />
Combined group with all age and sexes represented – 7%<br />
Influential people must be assigned – 3%<br />
Youth participation – 2.3%<br />
Community guards – 1.8%<br />
D. What do you think of a new management system outside of the park?<br />
Must be protected – 73%<br />
Use the land for agriculture – 7%<br />
Sustainable use and protection – 6%<br />
No resources out of park – 1.2%<br />
It is ours – 0.5%<br />
Don’t know – 9%<br />
It was concluded that there is a strong interest in the local communities in and around BMNP to<br />
protect and manage natural resources. There is also a desire to be involved in the management of<br />
these resources and to an extent in the management of the park itself.<br />
Consultation B<br />
Key informant interviews of 15 individuals were conducted in 5 woredas around the park. In<br />
addition, a 2-day workshop was held, attended by 2 elders and 1 administrator from each of 17<br />
kebeles that border the park, along with representatives from the agriculture and rural development<br />
offices of the 5 woredas. The key points below, that are relevant to the GMP development and<br />
implementation are summarised below. Suggested strategies from community members to<br />
address the issues raised are also included in italicised blue font.<br />
Historical perspectives<br />
• There were fewer people in the area in the past, thus there was little conflict<br />
• Individuals in the community held ownership rights for trees and beehives in the forest and thus<br />
it was protected<br />
• During the Dergue, there were severe punishments for killing wildlife and thus wildlife protection<br />
was better<br />
• The park proclamation and demarcation was done without community knowledge and<br />
consultation; the boundary is still not clear.<br />
• There has been huge agricultural expansion around the park<br />
Current issues and suggested strategies from Community Members to address<br />
issues<br />
Population and agricultural expansion<br />
• Many immigrants from Harar, Selale and Sidamo have settled in the Harenna forest and are<br />
clearing the forest. This has reduced forest productivity and honey production, and thus<br />
traditional forest dwellers have been forced into a cycle of agriculture expansion leading to<br />
further loss in forest area and forest productivity.<br />
• The new generation of the communities have no employment, livelihood opportunities or land<br />
and are thus expanding into the park<br />
• The ownership of the Harenna forest is not clear, nor whether it is government or individuals<br />
Suggested Strategies<br />
• Family planning initiatives, including education should take place to address this core problem<br />
• Improve civil society, good governance and basic understandings of concepts such as<br />
democracy as this is misunderstood: Benefit sharing from tourists etc should be transparent<br />
Appendix 5 –Community Consultations 214
• The kebele authorities should take responsibility for stopping agricultural expansion<br />
<strong>Park</strong>-community relations<br />
• There is no means of communication between the park and local communities<br />
• There is distrust between the park management and local communities<br />
• Confiscation of cattle and payment of fines does not solve the problem of grazing inside the<br />
park: awareness raising and consultations should be carried out.<br />
• There is human-wildlife conflict: warthogs and hyenas cause damage to crops and livestock<br />
respectively<br />
• There are misunderstandings of concepts such as democracy: democracy is not the right to cut<br />
trees, kill animals and generally plunder the park<br />
Suggested Strategies<br />
• Public awareness of the exceptional resource values of the park, such as the hydrological<br />
system, is critically important as community members were unaware of the global significance of<br />
these resources.<br />
• Communication systems should be established between park and communities<br />
• Initiatives to build a positive relation between park and community members should be<br />
undertaken<br />
• Consultation should take place with local communities before any actions that impact on them<br />
are undertaken<br />
Natural Resource Use<br />
• Firewood collection is done by 2 distinct groups: those that are very poor and those that are<br />
increasing income. These groups should be treated separately.<br />
• Coffee cultivation is increasing and this involved removal of bee hive trees<br />
• There is no control of an increasing number of private and government sawmills who are cutting<br />
down the forest<br />
• Uncontrolled timber extraction is occurring, for example at night<br />
• Many livestock originate in lowland areas and use the park seasonally, thereby damaging the<br />
parks resources.<br />
Suggested Strategies<br />
• Seasonal lowland pastoralists should be controlled and prevented from using the park<br />
• Alternative livelihood opportunities must be created<br />
• Participatory forest (natural resource) management programmes should be adopted<br />
• Timber trafficking should be controlled<br />
<strong>Park</strong> Management<br />
• There is no government commitment and control of the park<br />
• There is insufficient feedback of the results of research studies to involved local communities<br />
• The park is not actively promoted for tourism<br />
• The boundary of the park is not known in many areas<br />
• The benefits from the park, particularly from tourism, are only felt around the park headquarters<br />
Suggested Strategies<br />
• Government should show their commitment to park protection and community development<br />
• The role of tourist should be explained to local communities<br />
• Rehabilitate degraded areas of the park<br />
Appendix 5 –Community Consultations 215
• All park beneficiaries, such as downstream users, Ethiopian Electric and Power Authority should<br />
contribute to park protection<br />
Summary and recommendations based on strategies suggested by<br />
community representatives and consultants opinion.<br />
1. Conservation education with the communities<br />
These consultations with the 5 woredas were the first of their kind, and exposed the lack of<br />
knowledge of the park’s existence and a predominantly confrontational relationship between the<br />
park and communities. There is therefore a clear need for extensive and intensive education about<br />
the value of the park, its boundary and the rights and responsibilities of the communities regarding<br />
the natural resources in the park. If they were told about their responsibilities, they may not have<br />
considered it their democratic right, for example, to overuse the resources in the park. It is also<br />
critical that an emotional link is created between the <strong>Park</strong> and the next generation.<br />
2. Relationship with Local Level Decision Makers<br />
It is critical that a targeted and focused workshop is organized for decision makers at all levels,<br />
particularly the kebele heads and the judiciary. These groups face the day to day realities of park<br />
issues. The police and the courts should be targeted to stop illegal natural resource abusers, such<br />
as commercial wood cutters.<br />
3. Participation in Natural Resource Management<br />
Where natural resources use will be allowed, not the conservation areas, it will be advisable to<br />
consider adopting Joint Natural Resource Management techniques. Use of these techniques,<br />
which involve rehabilitation and controlled ownership, might recuperate the degraded areas in and<br />
around the park and create a sense of ownership in the people.<br />
4. Consultation<br />
It is the constitutional right of the people to be involved in any development intervention and in any<br />
activities concerning their life. It is also essential that people are consulted in order to establish a<br />
lasting and positive relationship between park and local people.<br />
5. Improving law enforcement<br />
Improved community involvement in BMNP management must be combined with lawful action, as<br />
there are people among community members who might abuse the goodwill of the park and start<br />
to plunder park resources for their own use. For example, it is critical to explore how to limit saw<br />
mills, with consultation with decision-makers at all levels and the trafficking of timber and fire wood.<br />
6. Family planning<br />
The community identified population growth as a key issue underlying and increase in parkcommunity<br />
conflict. Family size is large in <strong>Bale</strong> and thus family planning should be considered to<br />
be an aggressive part of other strategies.<br />
7. Alternative livelihoods<br />
The youth have few options and are increasingly marginalized as the average size of family land<br />
holdings decline and with a narrow range of other livelihood options. Thus in the medium and long<br />
term, generation of alternative livelihood strategies is crucial and must be explored with local<br />
communities. Preliminary results of park initiatives are encouraging.<br />
8. Benefit sharing<br />
This is a challenging issues as at present little revenue is generated through the park and thus is at<br />
an inadequate level to have an impact on local communities. However, there, there is a genuine<br />
concern that current benefits are concentrated around the <strong>Park</strong> head quarters – in Dinsho town. It<br />
will be worth trying to distribute what ever benefits are available to people surrounding the park.<br />
Appendix 5 –Community Consultations 216
9. Transparency<br />
People are raising genuine concerns about researchers and other activities in and around the park.<br />
Informing communities about activities carried out in the park should be part of the education<br />
process, with the GMP introduction providing a first opportunity.<br />
Appendix 5 –Community Consultations 217
Appendix 6: BMNP Research<br />
Priorities<br />
Priority data that are urgently required by management (and that BMNP will<br />
proactively promote)<br />
GIS atlas of BMNP and surrounding area<br />
Number, distribution, and daily/seasonal movement of people, livestock, and dogs in BMNP<br />
Effect of grazing on biodiversity and ecosystem function, including habitat modification, biomass<br />
availability rodent dynamics, and hydrology (e.g. hora and wetland quality)<br />
Extent, socio-economics, and ecological impact of fuelwood and bamboo extraction in BMNP<br />
Impact of fire on high altitude habitats, particularly Erica spp.<br />
Population size and distribution of mountain nyala and the effect of sport hunting on population<br />
viability<br />
Socio-economic status of park-associated communities in relation to natural resource use<br />
in/around BMNP and equitable sharing of benefits<br />
Watershed dynamics and impact of human activities on watershed function<br />
Disease incidence in/around BMNP and strategies/protocols for disease prevention in domestic<br />
dogs and Ethiopian wolves<br />
Historical and current forest cover and land-use change, assessed and monitored through<br />
remote sensing<br />
Economics and financial flows of ecosystem services provided by BMNP<br />
Identified research topics that are a priority for management<br />
Investigate the effect of rodents on vegetation dynamics and ecosystem function<br />
Establish baseline inventories in Harenna forest and northern woodlands, e.g. invertebrate and<br />
herpetological diversity including Togona frog<br />
Examine the effect of (semi-forest) coffee management on plant diversity and regeneration<br />
Understand indigenous ecological knowledge in and around BMNP<br />
Determine factors affecting Erica ecology, regeneration, and propagation<br />
Determine factors affecting mountain nyala population regulation<br />
Investigate the potential for alternative livelihood schemes in the Harenna forest, e.g. the<br />
potential for non-timber forest product extraction<br />
Investigate human-wildlife conflict, especially livestock predation and mountain nyala crop<br />
raiding<br />
Assess the key ecological attributes of the Hagenia/juniper woodlands<br />
Understand wetland dynamics for wetland management<br />
Investigate the socio-economics and ecosystem impacts of honey production<br />
Investigate role of different habitat types, such as cloud forest and wetlands, in water catchment<br />
and watershed management<br />
Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as<br />
surrogates for water monitoring<br />
Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as<br />
surrogates for Harenna forest monitoring<br />
Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as<br />
surrogates for Hagenia/juniper woodlands monitoring<br />
Establish distribution of mountain nyala and habitat correlates<br />
Establish poaching rates in Harenna forest (e.g. fish offtake)<br />
Map soils in BMNP including soil types, carbon levels, and carbon flux under different land use<br />
regimes<br />
Investigate Hagenia ecology and regeneration<br />
Investigate extent of alien species and management options for alien species control<br />
Develop tools for climate change monitoring<br />
Appendix 6 – Research Priorities 218
Other identified research topics<br />
Investigate natural succession in Harenna forest and northern woodlands and its effect on<br />
species diversity and population dynamics<br />
Investigate impact of human activities on species diversity and population dynamics, especially<br />
co-dependence and co-evolution<br />
Undertake ethno-botanical surveys to determine the use of plants by people, including but not<br />
restricted to medicinal plants<br />
Investigate African wild dog status and ecology in Harenna forest, including home range use and<br />
feeding ecology<br />
Investigate the level and distribution of genetic diversity in mountain nyala and metapopulation<br />
dynamics<br />
Establish the relationship between biogeography, endemism, and extinction<br />
Investigate wattled crane ecology and breeding behaviour<br />
Investigate patterns and determinants of rodent population dynamics<br />
Investigate cultural history of <strong>Bale</strong> <strong>Mountains</strong> and historical patterns of human disturbance in<br />
BMNP<br />
Undertake taxonomic research into Harenna forest epiphytes<br />
Understand Erica taxonomy and altitudinal/biogeographic distribution<br />
Examine relationship between Erica structure and species diversity<br />
Investigate methods for predicting and monitoring altitudinal movement of vegetation belts under<br />
climate change<br />
Investigate hyaena ecology and population trends<br />
Investigate the role of epiphytes in water retention<br />
Investigate the relationship between habitat (e.g. Artemesia and Helichrysum) and duiker/serval<br />
density related to Artemisia/Helichrysum<br />
Collate previous research on fish<br />
Identify range of frog in Togona valley and giant tree mammal thing!<br />
Complete invertebrate and herpetological inventory for BMNP<br />
Investigate microbial taxonomy and function<br />
Investigate nutrient cycling dynamics in BMNP and impact of human activities (e.g. dung<br />
burning)<br />
Investigate diversity of Coffea arabica in Harenna forest.<br />
Determine bearded vulture population size, ecology, breeding behaviour, genetic diversity and<br />
threats to survival<br />
Appendix 6 – Research Priorities 219
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