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 AREASIt is essential to consider that each location has unique social characteristics. Therefore, thediversity of coastal people and communities, especially in relation to their livelihoodstrategies, needs to be understood when planning and managing MPAs (Pomeroy et al.2006). This understanding can only come from effective, meaningful engagement with allaffected communities (IUCN 1994). Different strategies may need to be employed based onthe social characteristics in an area. Some areas may require the active involvement ofstakeholders in all aspects of the MPA from planning to implementation and management,while for others a more passive level of participation may be appropriate (IUCN 1994). Asocio-economic assessment should be conducted prior to planning so to gain anunderstanding of the characteristics of the local communities, as well as the factors thatinfluence those communities. This understanding should facilitate effective participationprocedures during planning.Furthermore, it was indicated by several managers that plans lacked specificity with regard toprioritizing management issues encountered at the MPAs and that they did not provideadequate guidance for designing operational plans and allocating management resources.This suggested that the management approaches incorporated in the plan had not beensufficiently customized to the MPAs and the management capabilities. The extent to whichplans can be customized to an area is dependent on the availability of biological, social andgovernance information. Most MPA managers indicated that the information base for one ormore of these aspects was not fully adequate for planning purposes. Data bases, thatincorporate the results of monitoring and any research conducted in the MPA, should bedeveloped and maintained for each MPA and made available to planners.9.5 MANAGEMENT SYSTEMS9.5.1 InputA major deficiency highlighted in the 2003 assessment was the lack of a MPA specifictraining course and the poor level of understanding of MPA issues harbored by manypersonnel working in MPAs. This has been rectified to a degree by the development anddelivery of the MPA Management Training Course. Despite the fact that staff members didnot all participate in the course, it was reported that staff at many of the MPAs now had abasic level of understanding of MPA purpose, marine ecology and the relevant legislation.There was an indication that the knowledge gained by individuals in the course has beenshared in some instances, thereby benefiting the team as a whole.Working in the marine environment requires a specialized set of skills. Currently there is ashortage of staff with sufficient marine related skills. The most frequently identified skillsdeficiencies were those of skipper skills, seamanship and boat maintenance. There are nospecific courses that can develop these skills and most often they can only be acquired withexperience. It is recommended that exchange programmes or mentorship programmes beinitiated so to aid in the development of these skills. Other skills deficiencies that wereidentified included public relations skills, swimming, diving and data management.Pg 146
STATE OF MANAGEMENT OF SOUTH AFRICA’S MARINE PROTECTED AREASMost of the MPAs have sufficient equipment for management purposes. Few of the MPAshad equipment deficiencies and the most common deficiencies included night visionequipment for night surveillance operations and proactive equipment such as radar systems.Most MPAs now have sufficient equipment for offshore management operations.The infrastructure at most of the MPAs was not constraining critical management activities;however there were two MPAs in which inadequate facilities severely constrainedmanagement (Hluleka MPA had no electricity or phone line at the office, Bird Island MPAwas in need of a slipway, new jetty and maintenance of facilities on the Island).A major improvement for MPA management in South Africa has been the allocation of fundsfrom the MLRF for MPA management. In most cases these funds were contributing mainly tooperational costs and capital purchases. It was indicated by most managers that an increaseto the funding, either through the MLRF or from an external source, was required to improvemanagement procedures and particularly staffing issues.9.5.2 ProcessesBoundary demarcationThe adequacy of boundary demarcation varied considerably between MPAs. There shouldbe tall standardised beacons on the boundaries and signage, which provide maps, GPS coordinates(listed) and an indication of where the reader is relative to the MPA. Thisinformation also needs to be located at all launch sites used to access the MPA and at othermajor access points. Additional measures that could aid with ensuring the awareness of MPAboundaries include the mapping of MPAs on GPS programmes and navigation charts. Theuse of pencil buoys should also be investigated at Aliwal Shoal MPA.Patrol and EnforcementThe levels of enforcement required at different MPAs varied considerably based on the levelsof organised crime (e.g abalone poachers) and the proximity of subsistence populations.There have been substantial improvements in the enforcement procedures in several of theMPAs. These improvements can be attributed to the development of management plans, thetraining of staff and the acquisition of equipment. Issues highlighted at the other MPAs wererelated to staff shortages, skipper availability, writing skills of staff and varied levels oftolerance by staff for illegal activities. A major deficiency regarding enforcement proceduresin the Eastern Cape Parks MPAs was the lack of designated fishery control officers. MostMPA managers indicated that the judicial system was ‘failing them’ through the lack ofacknowledgement by the system of the seriousness of poaching and the low penalties forcontraventions. It was suggested that Green Courts should be re-established.Monitoring and Adaptive ManagementThe implementation of comprehensive programmes for monitoring managementeffectiveness is lacking in South Africa’s MPAs. There has been a considerable amount ofmonitoring of certain species, ecosystems, resource use, the achievement of managersgoals and abiotic characteristics but not one MPA monitoring system has incorporated all ofthe crucial elements identified in guidelines to evaluating management effectiveness. Onceagain, it is important to note that despite the deficiencies, there has been a substantialPg 147
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