Serengeti General Management Plan

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Serengeti National Park General Management Plan structure ensures that the GMP retains a long-term strategic vision while at the same time providing the required flexibility and responsiveness to changing Park and TANAPA corporate management needs and priorities, such that the GMP remains relevant to the day-to-day management issues and needs of SENAPA management staff. Specifically, the approach aims to ensure that there is a strong link between the actions prescribed by the GMP and the Annual Operations Plans (AOPs) developed by park management, which are directly linked to the corporate annual budgeting cycle of TANAPA Headquarters. Figure A.2 below illustrates the linkages between the three main park-level planning mechanisms. Figure A.2: 10-year strategic and 3-year action plan components of the GMP, and the link to annual operating planning 4 10-Year Strategy 3-Year Action Plan Annual Operations Plan Exceptional Resource Values Park Purpose Statement Management Objectives Management Targets Management Actions ENVIRONMENTAL IMPACT ASSESSMENT PLAN MONITORING INDICATORS Logical Framework Approach Management Activities Management Tasks Another key innovation in this GMP is the application of the “Logical Framework Approach” (LFA). The LFA is now the methodology of choice in development project planning, and provides an efficient, accountable and logical rationale for planning that will result in a GMP that can be more effectively and efficiently implemented, as well as more easily monitored and evaluated. The main feature of the LFA is the explicit and logical linkages established between the GMP’s 10-year management objectives and the activities in the 3-year Action Plan, and ultimately the management tasks in the Annual Operations Plan (see Figure A.2 above). Participation The TANAPA strategic planning process aims to ensure that the national park’s stakeholders are given an appropriate opportunity to contribute to the design of the GMP, as required by The Wildlife Policy of Tanzania. In this way, the stakeholders are encouraged to buy into the planning process, to ensure that the plan is both realistic and appropriate and that they are committed to its implementation.
A. Plan Introduction At an early stage, the SENAPA Core Planning Team carried out a Stakeholders Analysis as a basis for developing a simple participation and communications strategy for the planning process (see Table A.1 below). Table A.1: SENAPA GMP Planning Process Communications Strategy Involve Consult Raise Awareness No Action � District Government � Hotel Operators (Representation) � Local communities (representation) � Protected Area Agencies � SENAPA Management � TANAPA Board of Trustees � TANAPA HQ � TAWIRI � Tour operators (representation) � Wildlife Division � District Councils � Donors (Selected) � East African Community (via MNRT) � Hotel Operators � Hunting Concessions � Kenya Wildlife Service � Local Communities � Lusaka Task Force � Mara Hydro Project � Mara National Reserve Kenya � Ministry of Natural Resources & Tourism � NGOs � Politicians � Research Communtities � SENAPA Staff � Tanzania Investment Centre � Tanzania Tourist Board � Tour Operators � Tourists � Training Institutions � Donors (on completion of plan) � Film makers � General Public � International Communities � Tourists (through questionnaires) � Business enterprise � Employees � Individual benefactors � International organisations � Miners � Suppliers � TZ Government � TZ Treasury Stakeholders were assigned to categories according to their anticipated degree of participation in the planning process: � Involve – key stakeholders forming the Serengeti Planning Team (see Figure A.3 below), who were invited to participate in and contribute to the main GMP planning workshops and, as appropriate, the management programme working groups. � Consult – important stakeholders who were actively consulted during the planning process, and whose inputs were directly incorporated. Consultation was carried out through one-on-one interviews. � Raise Awareness – stakeholders who were be kept informed about progress in the planning process and given an opportunity to provide feedback, but who were not directly involved or consulted. � No Action – stakeholders for whom there was no immediate benefit in targeting for involvement in the planning process. The planning process consequently adopted for the Serengeti GMP involved a multi-layered approach to participation, the objective being to provide an opportunity for as many stake- 5
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Management Targets 1.4 Viable popul
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I. ANNEXES 161
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I. Annexes The United Republic of T
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Annex 3: Overnight accommodation de
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Name Position/ Organisation Les Car
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Serengeti General Management Plan

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