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 AREASSOCIO-ECONOMIC CONSIDERATIONS (83%)All identified stakeholders were engaged in the planning process. Notices informingstakeholders of the planning process were made available in national and local newspapersand SANParks staff held open days for the public and met with individual stakeholders.Local ideas were considered given that they did not compromise conservation objectives.PLAN CONTEXT (71%)Scientific data was consulted during the planning process but not explicitly cited. Theinformation base for resource use, social conditions and biophysical conditions wasadequate for planning purposes; however a full inventory of biological resources was notavailable.5.5.5 Management systemInputSTAFF NUMBER (68%)SANParks had been managing the MPA since 2004; however a marine team was onlyestablished in 2008. There were 10 staff members (seven marine rangers, two sectionrangers and a senior section ranger), based at Woody Cape, that were dedicated to themanagement of the MPA. Nine of the members were employed on a contract basis and onewas permanent. Staff members spent two weeks at a time on the island and thus built upmuch overtime. The agency compensated by giving the staff time off and as a result therewere often staff shortages. All members of the team were involved in planning, assistingresearchers, maintenance and law enforcement; however the team’s core function was toreduce abalone poaching.STAFF SKILLS (69%)The team was established through a rigorous three-day interview process where allmembers were required to have, at the least, swimming skills and experience on boats.There were four skippers, nine FCOs (one new member still to be designated as a FCO) andseven radio operators. All team members were Peace Officers. At the time of theassessment, four members were undergoing commercial diver training, two were busycompleting the MPA Management Course and six were in skippers training.The staff had sufficient skills and training to carry out their current compliance function;however in future, it is expected that the staff will have to become involved in monitoring andcommunity liaison. It was indicated that few of the staff members had adequate knowledge ofthe marine resources and only half had a sufficient understanding of the role and function ofMPAs. Skills development areas that were needed included marine science (ecology and fishPg 68
STATE OF MANAGEMENT OF SOUTH AFRICA’S MARINE PROTECTED AREASidentification), communication and engagement with stakeholders and the public and basichandyman skills.EQUIPMENT (78%)There was a large amount of good quality compliance equipment available to the team. Thisequipment included two boats (one high speed for pursuit), weapons, cameras (onewaterproof), floating waterproof radios, night sights, spotlights, spotting scopes and divingequipment. It was pointed out that the team had possibly the best reactive complianceequipment but were lacking proactive equipment such as radar, which could reduce the fuelbudget and create an early warning system. The lighthouse at Bird Island was proposed as agood site for aero-foil radars. It was indicated that maintenance was currently not satisfactoryas a maintenance schedule was not being fully implemented, broken or damaged equipmentwas not always reported and equipment was generally not being adequately looked after.INFRASTRUCTURE (24%)The infrastructure at Bird Island was not fully adequate for management purposes, and insome cases constrained management activities. A jetty and slipway were required on theisland. There was rustic staff and researcher’s accommodation and an office on the island.There was no maintenance of infrastructure taking place.BUDGET (83%)The funding received from DEA was acceptable for most management activities; however itwas reported that operations were planned based on the cost of fuel thus indicating thatfunds were a limiting factor.SANParks also received substantial funding through a World Bank Project to expand AddoElephant National Park. This contribution funded the development of a jetty at Bird Island(which has since been damaged by the September storms in 2008 and needs to be rebuilt),the acquisition of a 43ft vessel used for patrols, monitoring and the transport of researchersto the island and the development of plans to improve infrastructure (staff housing) andequipment (radar) on the island.ProcessesPATROL AND ENFORCEMENT (92%)There were always a minimum of two rangers staying on Bird Island. The rangers rotatedevery two weeks. Foot patrols and observations from the lighthouse were conducted dailyand boat patrols were conducted based on sea conditions and in response to the presenceof vessels in the MPA. Abalone poaching was the main illegal activity in the area. Theenforcement activities and presence of marine rangers in the MPA improved with theestablishment of the marine team and had resulted in an alleged 80-90% reduction inpoaching.Pg 69
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