Grasslands of the World.pdf - Disasters and Conflicts - UNEP

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Grasslands of the world
into equal-sized blocks that were assigned to settlers without considering
carrying capacity (Barbería, 1985), so most settlers received a limited amount
of relatively unproductive land, which thereafter was subject to high grazing
pressure . Most farms are now privately owned, under legal occupation or with
permanent title (Casas, 1999).
Management authorities
The responsibility of provincial government to ensure sustainable management
of natural resources is recognized in Provincial Constitutions, which
were mostly amended in the 1990s and clearly define this role, but legislation
is either weak or not enforced. By the end of the 1980s, “desertification”
was well established as a subject of discussion, but sustainable use policies
have still not been achieved. There is lack of institutional development for
natural resources administration at provincial and national levels (Consorcio
DHV, 1999). The federal Department of Sustainable Development and
Environmental Policy, which is responsible for national policies on sustainable
management , carries out planning, coordination and training. A National
Plan for Desertification Control was formulated in 1998, but has not been
implemented due to funding constraints.
MARKET SYSTEMS
Wool market systems
Patagonian wool is mainly exported; domestic consumption is less than
10 percent of greasy wool produced. Wool is mainly exported as tops
and scoured wool. China , Italy, Germany and France have been the main
customers (Argentine Wool Federation, 2001). Scouring and combing is done
by multinational companies and some local industries in Trelew (Chubut), the
main wool textile centre of Argentina . Sheep farms in northern and central
Patagonia produce fine Merino wool, while farms in the south produce fine
crossbred Corriedale -type wool (Argentine Wool Federation, 2001). Direct
sales from farmers to wool processors and exporters predominate, but there
are a few wool concentration and auction sale mechanisms (Peralta, 1999).
In the 1980s, many wool cooperatives were created, but most collapsed due
to financial problems and lack of managerial skills. Subsistence farmers with
small quantities usually barter for basic goods with middlemen (Peralta,
1999).
In 1994, the government launched PROLANA , a joint wool quality
programme with provincial governments, to improve shearing, handling,
grading and packing, prevent contamination and improve wool appearance.
By 2000, 37 percent of Patagonia ’s wool was processed under PROLANA
procedures (SAGPyA, 2001). This Programme increased market transparency
significantly by expanding farmer awareness regarding the characteristics and
value of wool.