State of Management of South AfricaÃ¢â¬â¢s ... - WWF South Africa

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STATE OF MANAGEMENT OF SOUTH AFRICA’S MARINE PROTECTED AREAS6.3.2 Legal and organisational frameworkThe De Hoop MPA was initially proclaimed in 1985 and then later re-proclaimed under theMLRA in 2000. The adjacent De Hoop Nature Reserve, a World Heritage Site, was listedunder the World Heritage Convention Act 1999 in July 2004. There are no regulations orobjectives in the legislation specific to De Hoop.6.3.3 MPA designMPA DESIGN (67%)The length of the shoreline of the MPA is 46km and it extends 3 nautical miles offshore. Thetotal area of the MPA is 253km 2 . The entire area is a no take zone and it was indicated thatthere was no need to zone recreational activities. The size and shape of the MPA Isadequate and it could buffer the interior from edge effects. The Breede River mouth wasexcluded from the MPA. This estuary is an important fish nursery area and impactsecological processes within the MPA.6.3.4 MPA Management PlanEXISTENCE OF PLAN, OBJECTIVES AND REGULATIONS (67%)A management plan for the MPA was prepared in 2006. The plan lists the broad objectivesfor MPAs under the MLRA and the generic biophysical, social and governance objectivesprovided by CapeNature that are applicable to the MPA. The management plan is designedto aid in the achievement of these objectives. Allowable and restricted activities were dealtwith clearly in the plan.PLAN IMPLEMENTATION AND ADEQUACY (50%)The plan is a general guiding document that sets out priorities for the MPA. There were nospecific management actions prescribed in the plan and it did not facilitate resourceallocation adequately. In the absence of a permanent manager to use the plan as a guidingtool for formulating work plans and operational plans, there were few aspects of this plan thatwere useful for day to day management. The plan is in need of revision and requiresimprovement with regard to defining long-term visions and adaptive management.SOCIO-ECONOMIC CONSIDERATIONS (25%)There was insufficient engagement with local stakeholders during the planning process.Local communities and cultural aspects were given some consideration in the managementplan but the local stakeholders did not have an adequate role and input in planning.Pg 80
STATE OF MANAGEMENT OF SOUTH AFRICA’S MARINE PROTECTED AREASPLAN CONTEXT (75%)A threat analysis was conducted and the threats were prioritized and addressed in themanagement plan. Available biophysical information was referred to and considered in theplan. Biological information available for planning purposes was adequate, while informationregarding social conditions was partially adequate.6.3.5 Management systemInputSTAFF NUMBER (50%)There was no reserve manager at De Hoop. Two new staff members (one natureconservator and one field ranger) had been recently appointed specifically for the MPA. Theacting manger indicated that the current number of staff was inadequate and that anotherfield ranger and a manager needed to be appointed. There were two other natureconservators and six field rangers whose core function was terrestrial but they acceptedmarine tasks.STAFF SKILLS (39%)It was indicated that few of the staff members had sufficient training to carry out present andlikely future duties in the MPA. The majority of the staff had a basic understanding of the roleand function of the MPA and the resources in the MPA and their value. Less than half thestaff had an understanding of the legislation applicable to the MPA. Two skippers hadrecently been trained, however it was indicated that they were seldom available to take theboat out and still required further experience. The MPA was lacking staff with swimmingskills, radio operator’s tickets and diving licences. Furthermore it was indicated that furthertraining was required to develop maintenance, monitoring, skippering, compliance and publicliaison skills as most of the staff had little experience in the marine environment. The twonew marine staff members were in the process of completing the MPA Management Course.Management has been negatively impacted by the poor continuity of key staff members.EQUIPMENT (70%)It was reported that there was adequate equipment for management purposes at the MPA.However it was evident the maintenance of MPA equipment needed improvement (the boatcould not be used for a period due to poor upkeep) and, as implied above, this limitation maybe due to the minimal experience of staff in the marine environment. A boat was donated tothe MPA to assist with offshore compliance and monitoring however this boat was rarelyused due to staffing issues and maintenance and licensing constraints. There were fourvehicles and two motorcycles for the reserve and MPA and there was equipment for offshoreand onshore compliance, diving and communication. Additional equipment that should bePg 81
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