COMPACT Site Strategy for Maloti-Drakensberg Park

MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

In partnership with NIO M O UN IM D R T IA

A L

• P

•

A I

D L D N

H O E M R I E TA IN G O E • PATRIM

United Nations World Educational, Scientiﬁc and Heritage Cultural Organization Centre MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

T�� C�� 1 Introduc� on ...... 4 1.1 Project Descrip� on ...... 5 1.2 Loca� on and Geographic Scope ...... 6 1.3 Brief Overview of the Landscape ...... 6 1.4 Approach to the Development of this Strategy ...... 8 2 Site Strategy ...... 8 2.1 Site Strategy Framework ...... 8 2.2 Results Framework ...... 10 2.3 Using the Strategy to Call for Project Proposals ...... 17 3 Modali� es for Implementa� on ...... 18 3.1 Local Coordinator ...... 19 3.2 Local Consulta� ve Body ...... 20 3.3 COMPACT CORE TEAM ...... 21 3.4 Na� onal Steering Commi� ee ...... 21 3.5 Bi-lateral Coordina� on ...... 21 3.6 Project-speciﬁ c Implementa� on Structures ...... 21 3.7 Summary of Modali� es for Implementa� on ...... 21 4 Financial Sustainability ...... 22 5 Concluding Remarks Related to Synergies and Risks ...... 23 6 References ...... 25

L�� F�� Figure 1: The full extent of the MDP WHS Buﬀ er Zone as it relates to areas in KwaZulu Natal and the Free State (Source: EKZNW)...... 7 Figure 2: MDP WHS COMPACT 1st Mul� -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 3rd – 4th August 2017 – Group picture ...... 8 Figure 3: MDP WHS COMPACT 1st Mul� -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 3rd – 4th August 2017 – group discussions...... 10 Figure 4: MDP WHS COMPACT 2nd Mul� -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 18th September 2017 ...... 11 Figure 5: MDP WHS COMPACT Valida� on workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 27th September 2017 ...... 18 Figure 6: An illustra� on of the recommended structures for implementa� on of the MDP WHS COMPACT Site Strategy...... 22

L�� T�� Table 1: Malo� -Drakensberg Park World Heritage Site COMPACT Site Strategy Results Framework ..... 12 Table 2: Risk management strategy ...... 24

2 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

L�� A�� CBNRM Community Based Natural Resource Management CBO Community-Based Organisa� on COMPACT Community Management of Protected Areas Conserva� on Programme DEA Department of Environmental Aﬀ airs EKZNW Ezemvelo KwaZulu Natal Wildlife FPAs Fire Protec� on Associa� ons GEF SGP Global Environment Facility Small Grants Programme LCB Local Consulta� ve Board IAPs Invasive Alien Plants INR Ins� tute for Natural Resources ITB Ingonyama Trust Board KZN KwaZulu Natal MDTP Malo� -Drakensberg Transfron� er Programme MDP WHS Malo� -Drakensberg Park World Heritage Site MoU Memorandum of Understanding NGO Non-governmental Organisa� on NRM Natural Resource Management OUV Outstanding Universal Value PES Payment for Ecosystem Services SADC Southern African Development Community SANBI South African Na� onal Biodiversity Ins� tute SIP Strategic Infrastructure Project SNP Sehlabathebe Na� onal Park TA Tradi� onal Authority UCPP Umzimvubu Catchment Partnership Programme UDP uKhahlamba Drakensberg Park UNDP United Nata� on Development Programme UNESCO United Na� ons Educa� onal, Scien� ﬁ c and Cultural Organiza� on UNF United Na� ons Founda� on

A�� The Project Steering Commi� ee comprised of Ms Anele Moyo as Na� onal Coordinator for the GEF SGP in South Africa; Mr Oscar Mthimkhulu, the Manager for the MDP WHS; Mr Rabson Dhlodhlo, MDTP Coordinator for South Africa and Ms Joyce Loza, MDTP Conserva� on Specialist; all provided guidance, cri� cal review of dra� reports and signifi cant support with the logis� cs related to consulta� on processes. Dr Sonja Kruger, Park Ecologist and Mr Steve McKean, Ecologist for the Southern uKhahlamba Region also provided inputs and cri� cal review. Dr Boyd Esco� of the EKZNW Scien� fi c Services Biodiversity Spa� al Planning and Informa� on provided the spa� al data and products related to the land cover analysis. The Community Conserva� on Offi cers for the MDP WHS were very helpful by providing informa� on on Community Levy Projects as well as assis� ng with the transport and par� cipa� on of community representa� ves in the process of stakeholder consulta� on. The large number of stakeholders and role players who a� ended and par� cipated in the Mul� - stakeholder workshop also provided informa� on subsequently, as well as the cri� cal review of dra� products.

Back Cover Image Courtesy of Ezemvelo KZN Wildlife

3 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

1. I��

The Community Management of Protected These three reports are designed to work together Areas Conserva� on Programme (COMPACT) is with the fi rst providing a record of the stakeholder an innova� ve model for engaging communi� es consulta� on process and a preliminary indica� on in conserva� on and shared governance of World of the issues and opportuni� es relevant to the Heritage sites and other protected areas and is COMPACT ini� a� ve. The second has delved deeper based on the proposi� on that ‘community-based into the natural, cultural, social, economic and ini� a� ves can signifi cantly increase the eff ec� veness poli� cal dynamics of the area providing relevant of biodiversity conserva� on in World Heritage sites informa� on on these and commentary related to while helping to improve the livelihoods of local how they impact the integrity of the MDP WHS people’. With an emphasis on complemen� ng and and its Buff er Zone, while also capturing this in the adding value to exis� ng conserva� on programmes, form of a Conceptual Model where the linkages COMPACT uses small grants to support clusters of between these dynamics, their impacts, related community-based ac� vi� es that are intended to strategies and desired outcomes are illustrated. On strengthen biodiversity conserva� on in and around the basis of the understanding developed through protected areas (UNESCO, 2014). this process a framework for the Strategy was also developed and which is built on in this report. The COMPACT model has been developed over These three reports must be read in conjunc� on a number of phases since its incep� on in 2000 with each other as duplica� ons between them, and is based on the grant-making model of the while being inevitable, have been minimised as far Small Grants Programme (SGP) of the Global as possible. Environment Facility (GEF) run through the United Na� ons Development Programme (UNDP). The With the MDP WHS being a transboundary site SGP channels fi nancial and technical support shared between Lesotho and South Africa, two directly to community-based organiza� ons, non- separate but parallel processes were undertaken to governmental organiza� ons, and indigenous produce these outputs for the Global Environment peoples’ organiza� ons in developing countries Facility (GEF) Small Grants Programme (SGP) joint for ac� vi� es that conserve and restore the COMPACT ini� a� ve with UNESCO. A subsequent environment while enhancing people’s well-being process will collate them into a single Strategy for and livelihoods. COMPACT sought to replicate the the MDP WHS which includes the Sehlabathebe exis� ng SGP model, but at landscape rather than Na� onal Park WHS in Lesotho and the uKhahlamba na� onal level, providing small grants to support Drakensberg Park WHS in South Africa. clusters of community-based ac� vi� es intended to strengthen biodiversity conserva� on in and around This Strategy, as the culmina� on of all the the target World Heritage sites. preceding work, provides the basis from which the COMPACT ini� a� ve will determine and measure its The MDP WHS COMPACT Site Strategy (referred contribu� ons to the enhancement of community to as the Strategy from now on) builds on the stewardship of the MDP WHS. It provides and work and informa� on gathered and captured in expands on a Strategy framework and makes the preceding reports, i.e. the Consulta� on and recommenda� ons in terms of modali� es for Scoping Report and the Baseline Assessment, implementa� on. Conceptual Model and Strategy Framework Report.

4 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

1.1 P�� D��

The Terms of Reference for this project states the • Adding value to human se� lement; and following by way of introduc� on: • Adding value to conserva� on on communal “Malo� -Drakensberg Park World Heritage and commercial lands. Site (MDP WHS) Community Management of Protected Areas Conserva� on Programme Not only does this work provide evidence of this (COMPACT) project has the objec� ve of commitment, but is one of many other examples demonstra� ng how community-based ini� a� ves of exis� ng ini� a� ves that may be built on by this can signifi cantly increase the eff ec� veness project. of biodiversity conserva� on in natural World During the implementa� on phase of the Malo� - Heritage Sites (WHS) by adding value to exis� ng Drakensberg Transfron� er Programme (MDTP) [and newly iden� fi ed] projects and programmes. from 2002 to 2008 a study was commissioned to It is currently a jointly funded programme of determine the rela� ve value of the MDP WHS in the United Na� ons Development Programme terms of the ecosystem goods and services that (UNDP), the Global Environment Facility Small it produces and delivers (MDTP, 2007). This work Grants Programme (GEF SGP) and the United evolved further into a project commissioned by Na� ons Educa� onal, Scien� fi c and Cultural the South African Na� onal Biodiversity Ins� tute Organisa� on (UNESCO), which began in 2000. (SANBI) on tes� ng the feasibility of a Payment for The MDP WHS COMPACT project has been Ecosystem Services (PES) approach to securing jointly funded by the UNDP, GEF SGP, UNESCO- sustainable fi nancing for the Park in recogni� on of Netherlands Funds-in-Trust Coopera� on, its strategic value to both Lesotho and South Africa Ezemvelo KwaZulu Natal Wildlife (EKZNW) as a watershed (SANBI, 2012). and Malo� Drakensberg Transfron� er Project (MDTP). It is important to note therefore that the ideals of the WHS COMPACT programme and the social The COMPACT Programme is premised on ecological principles embraced by EKZNW, as the no� on that World Heritage sites are very the management authority of the MDP WHS, much a part of the communi� es in which are compa� ble and provide confi dence that this they are located. As such, they provide rich project will succeed. In addi� on to this is the opportuni� es to develop and promote eff ec� ve recogni� on of the strategic value of the area as a models for integra� ng compa� ble human uses ‘water factory’ as captured in the submission of with the protec� on of ecosystem func� ons the na� onal Department of Environmental Aff airs and biodiversity. World Heritage sites have the to the Presiden� al Infrastructure Coordina� ng poten� al to showcase the eff ec� ve integra� on of Commission (DEA, 2014) where the concept of sustainable local development with conserva� on “Ecological Infrastructure for Water Security” was by demonstra� ng how conserva� on can put forward as a Strategic Integrated Project (SIP) contribute to local and na� onal economic aimed at improving South Africa’s water resources development, culture and pride.” and other environmental goods and services In their eff orts to establish the Buff er Zone for through the conserva� on, protec� on, restora� on, the MDP WHS, EKZNW have demonstrated their rehabilita� on and/or maintenance of key ecological commitment to the principles encompassed in the infrastructure. Inherent within this cri� cally statements above (Forster et al, 2007 and EKZNW, important na� onal recogni� on is the trac� on that 2016). A study commissioned by them in 2010 will provide substance to many of the poten� al looked to iden� fy incen� ves that would assist in projects that will emerge out of this Strategy and securing support for the Buff er Zone (UDM, 2010). together with the interna� onal recogni� on of a The focus of this work was: World Heritage Site, provides adequate mo� va� on for the implementa� on of numerous GEF SGP • Adding value to communal farming; COMPACT projects throughout the MDP WHS Buff er Zone. • Adding value to commercial farming;

5 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

1.2 L�� G�� S��

The geographic scope of the project is the MDP Commu nal land is indicated as ITB (Ingonyama WHS and its Buff er Zone, with par� cular focus on Trust Board) while private land is the plethora of neighbouring communi� es living on land under small polygons represen� ng farm boundaries. The the leadership of Tradi� onal Authori� es, although Buff er Zone is shown as two layers, i.e. Layer 1 and not exclusively. Figure 1 provides an indica� on of Layer 2, with the outer boundary being the full the extent of the geographic focus of this project extent of the Buff er Zone rela� ve to this Strategy. as well as land tenure and Local Municipal areas. 1.3 B�� O�� L��

The MDP WHS and its Buff er Zone falls within the associated with livestock the� and drug smuggling. Malo� Drakensberg Bioregion which encompasses While this has a strong transboundary aspect, it the Malo� Mountains in Lesotho and the also occurs within the South African por� on of the Drakensberg Mountains in the Free State, KwaZulu landscape. The implica� ons of this are that it serves Natal and Eastern Cape provinces in South Africa. to frustrate eff orts to address the environmental Land tenure on the South African side includes state challenges which may be a� ributed largely to land in the form of protected areas, and communal poor range and livestock management. Livestock land and private land which are primarily under a owners and managers are not able to manage their variety of subsistence and commercial agricultural herds in an extensive manner which increases their uses respec� vely. Rela� vely small urban nodes movement and thus their impact on the land. The are located within but on the periphery of the use of fi re as a distrac� on to law enforcement and landscape. conserva� on management offi cials also negates eff orts to apply best prac� ce fi re management As already stated, commercial agriculture plays an strategies. important role in the economy of the landscape, including � mber planta� ons. Tourism plays an However, despite these challenges the important role with many tourism facili� es being Management Authori� es of the MDP WHS s� ll available along the length of the MDP WHS and succeed in maintaining the ecological integrity many related ac� vi� es being accommodated in of the area and its capacity to deliver vital life both the MDP WHS and its Buff er Zone. However suppor� ng ecosystem services, primarily water, the socio-economic profi le of the people living on while conserving the many important biodiversity communal land is in contrast to the private land and cultural heritage features that are recognised areas with the former being characterised by low as being of Outstanding Universal Value. Their income levels. Consequently the nega� ve impact capacity to con� nue doing this in the long-term of environmental issues that are prevalent in the is being compromised though through declining landscape, such as infesta� ons of invasive alien budget alloca� ons and the consequent loss of plants and soil erosion, are most keenly felt in the capacity, and therefore the COMPACT ini� a� ve communal land tenure areas. and the GEF SGP has the poten� al to contribute substan� ally to addressing some of the issues A further challenge to the integrity of the MDP listed above and discussed in detail in the Baseline WHS and its Buff er Zone is the prevalence of crime Assessment.

The site has been inscribed on the UNESCO World Heritage List for its cultural and natural heritage considered to be of outstanding value to humanity. The following link to the site descripti on htt p://whc.unesco.org/en/list/985 provides useful informati on in this regard.

6 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Figure 1 : The full extent of the MDP WHS Buﬀ er Zone as it relates to areas in KwaZulu Natal and the Free State (Source: EKZNW).

7 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

1.4 A�� D�� S��

The project’s Incep� on Report and the Consulta� on the mul� -stakeholder consulta� on process, was and Scoping Report provide detail on the approach augmented with an ecosystem services review and but in essence the project was implemented compara� ve analysis which is the fi rst � me this has through a combina� on of desktop research and been done within the COMPACT ini� a� ve. both broad and focussed stakeholder consulta� ons. The former was achieved through two mul� - This process; described in detail in the Baseline stakeholder workshops while the la� er was Assessment, Conceptual Model and Strategy achieved through a series of focussed workshops Framework Report; provided an important with the Project Steering Commi� ee and addi� onal added dimension which has served to underpin specialists, as well as one-on-one communica� ons the strategic value of the project area as well either via telephone or email. The introductory as illustrate that restora� on of the Buff er Zone paragraphs to Sec� on 1 above describe the series towards a condi� on similar to that in the MDP of projects outputs that were produced through WHS, will result in the improved capacity of the this process and how they relate to each other. area to deliver and produce vitally important life suppor� ng ecosystem goods and services that will In addi� on to the above it is important to highlight enhance the resilience of the livelihood strategies that the threat analysis, conducted as part of of aff ected communi� es.

2. S�� S��

The Site Strategy for the MDP WHS and its Buff er opportuni� es and priority ac� ons. Building on Zone provides an important framework for the the Conceptual Model, the Site Strategy iden� fi es alloca� on of resources; implementa� on of grants the main factors having an impact on the target and other ac� vi� es; and the assessment of results condi� on and, in turn, to determine and priori� ze (UNESCO, 2014). In a highly consulta� ve process specifi c ac� ons that are likely to have a posi� ve the Site Strategy is to be subjected to regular impact on conserva� on and/or protec� on of the review where the major threats, as presented features of outstanding universal value (UNESCO, in the Baseline Assessment and the Conceptual 2014). Model, are revisited together with the related

Figure 2: MDP WHS COMPACT 1st Multi -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 3rd – 4th August 2017 – Group picture

8 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

2.1 S�� S�� F��

In order to build a Strategy it is important to begin opportuni� es, etc. In the context of the COMPACT with a framework and this was produced as part ini� a� ve and as these benefi ts serve to improve of the preceding step and has been carried across community livelihoods, their stewardship of the here. Park and its OUV will be ensured. The structure of the Site Strategy Framework is The Key Goal needs to be read as if one is looking based on a hierarchy of statements that begin back in twenty to thirty years’ � me and all the being broad and long-term and are broken down Strategy outcomes have been achieved. The same into those that are more specifi c and of a shorter is true for the statements that follow in the next term nature. While the naming of the statements level of the Strategy Framework hierarchy. can diff er from process to process, the COMPACT methodology (UNESCO, 2014) proposes to use a The Core Objec� ves that may be drawn from key goal and core objec� ves to refl ect this hierarchy. the Key Goal and which relate to the features of Outstanding Universal Value are as follows: Using these as the basis for this strategy the key goal for the MDP WHS COMPACT Site Strategy is: • The threatened and endemic biodiversity of the MDP WHS and its Buff er Zone is conserved Key Goal: within the constraints and dynamics imposed The Outstanding Universal Value of the Maloti by external factors such as popula� on pressure Drakensberg Park World Heritage Site is and global climate change. maintained through the fl ow and realisati on of • The cultural heritage features of the MDP both tangible and intangible benefi ts to local WHS and its Buff er Zone are conserved and communiti es as stewards of these features. protected while contribu� ng to enhancing To unpack the Key Goal and provide a deeper the areas spiritual signifi cance and sense of understanding of what it is saying the following place, as well as suppor� ng cultural tourism explana� on is provided: opportuni� es.

The Outstanding Universal Value (h� ps://whc. • The scenic splendour of the MDP WHS and unesco.org/en/list/985) has been described in detail its Buff er Zone are maintained and con� nue in the Baseline Assessment Report and includes the to be a signifi cant a� rac� on for residents and rich natural and cultural heritage of the Park and its visitors. scenic splendour which is all recognised as being of • The full suite of ecosystem goods and services interna� onal importance. These features represent produced and delivered by and from the a complex of natural systems and a landscape MDP WHS and its Buff er Zone are maintained that produces and delivers vital life suppor� ng and enhanced as ecosystem integrity and goods and services that are benefi ts which fl o w func� onality are secured. in various ways to benefi ciaries, but par� cularly to local communi� es where they are realised either • The resilience of community livelihoods is tangibly and/or intangibly. The former include enhanced with both tangible and intangible ecosystem goods such as clean water, fodder for benefi ts being realised from the maintenance livestock, building materials, etc., while the la� er of the MDP WHS and the restora� on of its include services such as a sense of place, places of Buff er Zone. spiritual importance, tourism business and/or work

9 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Figure 3: MDP WHS COMPACT 1st Multi -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 3rd – 4th August 2017 – group discussions

2.2 R�� F��

It is reiterated here that the MDP WHS COMPACT progress made. It will be important that the review Site Strategy has been developed through process include all the stakeholders and role players a process of intensive stakeholder and role involved in the compila� on of the strategy. player engagement, with par� cular reference to the gathering of informa� on and the threat The Strategy Framework is further developed on analysis used to inform the baseline assessment. the basis of a Results Framework which includes Stakeholders involved in the strategy development the impacts, outcomes, outputs and ac� vi� es process included civil society organisa� ons, necessary to achieve the Key Goal and Core provincial and local government, tradi� onal Objec� ves discussed above. Based on UNDP (2009) leaders, academia, local community and private the components of the Results Framework are sector representa� ves. Members of MDTP Na� onal defi ned below but have been adapted to refl ect the Coordina� ng Commi� ee (NCC), GEF SGP Na� onal Outstanding Universal Value of the MDP WHS: Steering Commi� ee (NSC), the UDP Local Board • Impacts: Actual or intended changes in human as well as the MDTP Biodiversity and Protected development as measured by people’s well- Areas Working Group were consulted during the being, enhanced ecosystem func� onality development of the strategy. and integrity, conserva� on of associated It is important that the strategy be reviewed and biodiversity and protec� on of cultural heritage updated on a regular basis at a frequency of no features and scenic splendour. less than every fi ve years. While it is likely that • Outcomes: The short-term and medium-term the Key Goal and Core Objec� ves will not change eff ects of an interven� on’s outputs; change in substan� ally, the fi ner detail of the Results development condi� ons. Framework may well need to change based on

10 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

• Outputs: The products, capital goods and The Results Framework is captured in Table 1 where services that result from development the Core Objec� ves listed in Sub-sec� on 2.1 have interven� ons. been inserted as the Desired Impacts of the strategy and have divide the Framework accordingly. There • Ac� vi� es: Ac� ons taken through which inputs are however duplica� ons within the Framework are mobilized to produce speciﬁ c outputs. and ac� vi� es listed within one Desired Impact, Given that these have a social developmental can be appropriate to another. Lis� ng of these focus it is necessary to recognise the biodiversity duplica� ons has been avoided where possible and cultural heritage aspects of the MDP WHS but they do occur and this should not be seen as and the need for the COMPACT Site Strategy to a weakness, but rather as underlining the strategic impact on these as well. Therefore the deﬁ ni� ons linkages within the Framework. provided above must be seen as examples to guide the readers understanding of the strategy and the results framework.

Figure 4: MDP WHS COMPACT 2nd Multi -Stakeholder Workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 18th September 2017

11 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Ta ble 1: Malo� -Drakensberg Park World Heritage Site COMPACT Site Strategy Results Framework structured according to its Core Objec� ves.

OUTCOMES OUTPUTS INDICATORS OF ACHIEVEMENT ACTIVITIES The threatened and endemic biodiversity of the MDP WHS and its Buff er Zone is conserved within the constraints and dynamics imposed by external factors such popula� on pressure and global climate change. Medicinal plants are Tradi� onal healers subscribe Relevant control measures Development and harvested within to the control mechanisms and developed and implemented implementa� on of relevant sustainable limits, commercial collec� ons for urban and reduced incidence of illegal control measures (e.g. permit including controlled centre markets are prohibited. harves� ng. The conserva� on of systems) within exis� ng legal access into the Park. threatened species is improved. frameworks and tradi� onal law and the building of ins� tu� onal capacity for enforcement within these structure. Number of local people Training, equipping and considered to have suffi cient deployment of community fi eld capacity to fulfi l the role of a rangers to enforce local control community fi eld ranger as per measures. EKZNW assessment. Number of relevant awareness Development and campaigns and materials implementa� on of relevant developed and the numbers of awareness and educa� on par� cipants/tradi� onal healers campaigns for the communi� es reached. in general and specifi cally for the Tradi� onal Healers and gatherers and relevant law enforcement agencies such as the SAPS. Number of medicinal plant The establishment of medicinal nurseries established. plant nurseries in collabora� on with tradi� onal healers. Robust baseline and M&E Implementa� on of research strategies providing relevant projects to determine a baseline data. for medicinal plant harves� ng and M&E strategies for tracking u� lisa� on. Rangeland condi� on Local community livestock Number of grazing management Design and implement improves with decrease owners adopt and implement the plans developed and opera� onal. community benefi cia� on in areas infested by IAPs grazing management plans and Extent (hectares) of degraded ini� a� ves similar to the Meat and impacted by soil improved livelihoods for local rangelands restored. Naturally ini� a� ve promo� ng erosion. communi� es through household Number of livestock owners produc� on and selling of grass- level income generated from the and other community fed beef, and income genera� on Meat Naturally and/or similar members par� cipa� ng in the for local communi� es. ini� a� ve. Meat Naturally and/or similar ini� a� ve. Hectares of IAP infesta� ons The extent (hectares) to which Design and implement decrease with well managed IAP infesta� on is limited, benefi cia� on projects related to woodlots established. controlled and contained within the use of invasive alien plants woodlots. and their management as an important source of fuel and building material. Areas infested with IAPs reduced Support for the applica� on for and investments made into the and implementa� on of Working clearing of IAP infesta� ons with for Water projects or similar associated improvements in sources of funding, but only as water quan� ty and quality. seed funding. Reduc� on in the number of Number of local people Training, equipping and arson fi res started and the areas considered to have suffi cient deployment of community fi eld burnt annually. capacity to fulfi l the role of a rangers in the early detec� on community fi eld ranger as per and fi gh� ng of fi res. EKZNW assessment.

12 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

OUTCOMES OUTPUTS INDICATORS OF ACHIEVEMENT ACTIVITIES Reduc� on in fi re related Number of Working on Fire or Support for the applica� on and losses experienced and similar projects implemented implementa� on of Working on an improvement in the in the area and the number of Fire projects, and/or similar implementa� on of fi re related local structures impacted funding sources, as seed funding, management strategies aimed at on. including the ins� tu� onal limi� ng the area burnt annually strengthening of local Fire to 30%. Protec� on Associa� ons (FPAs), Local Disaster Management and Fire and Rescue for Local Municipali� es. The number of awareness raising Development and campaigns and related material implementa� on of awareness produced and the number of campaigns for the communi� es community members reached. in general as this relates to the control of fi re. Popula� ons of wildlife Incidence of human/wildlife Relevant control measures Development and species related to confl ict is reduced. developed and number of TAs implementa� on of control human/wildlife confl ict with capacity to implement and measures by the Tradi� onal incidents are conserved. enforce. Authori� es related to the control and management of wildlife/ human confl ict, e.g. permit system. Levels of tolerance towards Number of relevant awareness Development and wildlife increased. campaigns and materials implementa� on of awareness developed and the numbers campaigns. of par� cipants reached per campaign. The types of crops and cul� vated The fencing in and protec� on of areas protected by fencing crops and crop land from wildlife. projects. The cultural heritage features of the MDP WHS and its Buff er Zone are conserved and protected while contribu� ng to enhancing the areas spiritual signifi cance and sense of place, as well as suppor� ng cultural tourism opportuni� es. Rock art sites in the MDP Arson fi res and acts of vandalism The number of community Training, equipping and WHS and the Buff er Zone that damage rock art sites are members trained according to deployment of community fi eld are protected from fi re signifi cantly reduced. Amafa requirements for the rangers in the early detec� on and vandalism protec� on of cultural heritage and fi gh� ng of fi res. sites from fi re damage, and the number of arson fi res and acts of vandalism detected and dealt with. Number of Working on Fire and Support for the applica� on for similar projects implemented in and implementa� on of projects the area and the number of FPAs related to the DEA NRM Working impacted on. on Fire programme and similar projects, but only as seed funding. The number of rock art Revitalise and sustain the Rock monitoring groups established Art Monitoring Groups of the and capacitated. AmaNgwane and AmaZizi and replicate these in other areas. The richness and value Increased apprecia� on for Number of relevant awareness Development and of the oral history of the cultural heritage amongst campaigns and materials implementa� on of cultural area is maintained. communi� es and visitors and the developed and the numbers of heritage awareness and features are safe guarded. par� cipants reached. educa� on campaigns for the communi� es in general. Addi� onal inventories of as yet Create an opportunity for undocumented cultural heritage communi� es to iden� fy sites features e.g. eco-cultural of cultural heritage signifi cance mapping exercise. and integrate outcomes into the awareness raising ac� vi� es.

13 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

OUTCOMES OUTPUTS INDICATORS OF ACHIEVEMENT ACTIVITIES Number of cultural heritage Development and related tourism projects. implementa� on of sustainable tourism projects with a cultural heritage focus. Numbers of youth contribu� ng Develop and implement projects to community-based projects. with Tradi� onal Authori� es to promote the concept of “Amabutho” where youth are encouraged to volunteer their � me for community-based contribu� ons related to cultural heritage. The scenic splendour of the MDP WHS and its Buff er Zone are maintained and con� nue to be a signifi cant a� rac� on for local, na� onal and interna� onal visitors. Developmental decision- Development decision-making Number of events facilitated Facilitate processes/events making is consistent with processes, both pro and reac� ve, and the number of par� cipants designed to build rela� onships the objec� ves of the are characterised by good a� ending. between Tradi� onal Leaders and MDP WHS Buff er Zone rela� onships between TAs and Local Governments and build policy. Local Govt. offi cials, as well as their awareness of the MDP WHS the applica� on of sustainability OUV. principles. Evidence of civil society Empower civil society to contribu� ons to the contribute to the mainstreaming mainstreaming process of the Buff er Zone Policy into (workshop proceedings, minutes, Local Government planning and etc). decision-making processes. Increasing realisa� on of the Number of projects implemented Iden� fy and implement value of the scenic splendour and the number of local sustainable tourism projects of the area in suppor� ng local community members employed within the area as a whole (see livelihood strategies through and occupied by these. Sustainable Tourism Strategy and tourism. the concept plan “Landscape of the Ancestors”.). The full suite of ecosystem goods and services produced and delivered by and from the MDP WHS and its Buff er Zone are maintained and enhanced as ecosystem integrity and func� onality are secured. The strategic importance Increased community Number of CBOs established Revitalise and sustain the Donga of the MDP WHS and its apprecia� on for CBNRM to implement ecosystem Reclama� on Groups of the Buff er Zone as a water underpinning the produc� on and restora� on projects related AmaNgwane and AmaZizi and factory becomes deeply delivery of ecosystem goods and to soil erosion control and replicate these in other areas entrenched with local, services. preven� on. provincial and na� onal Support environmental decision-makers. educa� on and awareness projects Total investment secured from Support for the applica� on for WfW and similar projects, and implementa� on of Working number of projects and areas for Water or similar projects as cleared of IAPs. seed funding. Number of scien� fi cally Support for the applica� on for determined controlled fi res and implementa� on of funding implemented as a range and projects through the management tool increases. Working on Fire programme, but as seed funding. Number of degraded and drained Support for the applica� on wetlands restored. for and implementa� on of funding and projects through the Working for Wetlands programme, but only as seed funding. The resilience of community livelihoods is enhanced with both tangible and intangible benefi ts being realised from the maintenance of the MDP WHS and the restora� on of its Buff er Zone.

14 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

OUTCOMES OUTPUTS INDICATORS OF ACHIEVEMENT ACTIVITIES Tourism investment and The incidents of a� acks on Number of local community Training, equipping and visitor confi dence in tourists no longer occur. members trained, equipped and deployment of community the area increases with deployed in this capacity. fi eld rangers in the provision of related knock-on impacts security for tourists. to the local economy and Incidents of cross-border and The number of projects directly Use the Bi-lateral Security livelihoods. local crime in the area decrease related to the implementa� on Strategy as a basis from which to substan� ally. and furthering of the objec� ves iden� fy and implement projects of the Bi-lateral Security Strategy. that relate to enhanced safety and security of residents and visitors. Community well-being Enhanced community resilience Number of sustainable Iden� fy and implement and resilience enhanced. in rela� on to food security and community food security projects related to enhancing cra� s. projects established. community-based food security, e.g. permaculture projects, bee keeping, etc. which take climate change projec� ons into account. Number of cra� ers and Support to exis� ng cra� ers and sustainable cra� markets cra� markets, and new and supported. emerging ini� a� ves. Number of community members Develop and implement trained in entrepreneurial skills entrepreneurial capacity and the number of enterprises development projects. established and/or strengthened. Reduced reliance on biomass Number of households using Iden� fy and implement projects for energy and improved health renewable energy technologies related to the provision of related to reduced smoke in the communi� es. aff ordable renewable energy inhala� on. solu� ons to communi� es such as solar ligh� ng and fuel-effi cient cooking and hea� ng. Improved and enhanced water Number of households using rain Develop and implement rain supply for human and livestock water tanks. water harves� ng projects for consump� on. human consump� on. Number of livestock watering Develop and implement projects projects implemented. related to the provision of water for livestock. Private and communal Enhanced conserva� on AmaNgwane and AmaZizi Facilitate the fi nalisa� on of the land under conserva� on importance of AmaNgwane and Community Nature Reserves KZN Biodiversity Stewardship management is increased AmaZizi land secures support declared and Stewardship and process for the AmaNgwane and with improved capacity from relevant local, provincial Conserva� on Management AmaZizi. to deliver vital life and na� onal partners for Agreements signed. suppor� ng ecosystem the implementa� on of their services. conserva� on management plans. Enhanced conserva� on Increase in hectares of land Iden� fy and implement KZN importance of private and under Stewardship and Biodiversity Stewardship projects communal land secures support Conserva� on Management with aff ected communi� es on from relevant local, provincial Agreements. both communal and private land, and na� onal partners for throughout the Buff er Zone. implementa� on of conserva� on management plans.

15 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

2.3 U�� S�� C�� P�� P��

In pu� ng out calls for project proposals it is the implementa� on of the project is a recommended that the over-arching long-term required output, par� cularly with members of statements presented in the Strategy Framework aff ected communi� es, as is the integra� on of in Sec� on 2.1 and the detail provided in Table 1 indigenous knowledge into projects. Exis� ng be used as a point of departure and as important pla� orms should be used as avenues for the informa� on to include in the call. Prospec� ve dissemina� on of knowledge, etc. applicants should then be guided to iden� fy the Core Objec� ve they wish to posi� on their • Gender and youth empowerment must applica� on within and the specifi c Ac� vity related be integrated into the project design and to their project proposal. Applicants must be made implementa� on. aware of the US$50,000 limit per project as this • Project sustainability and replicability must will provide guidance in terms of the scope, both be integrated into the project design. This is spa� ally and temporarily, and which will allow par� cularly relevant to the funding that may for many similar projects to emerge for specifi c be sought from the DEA NRM programmes. Ac� vi� es but across the length of the Buff er Zone. These interven� ons are not sustainable on In the absence of any form of priori� sa� on it their own and must be integrated into project is recommended that adjudica� on of project designs which use them for seed funding to applica� ons should ensure a wide spread across launch projects that have the capacity to be the Strategy’s Core Objec� ves and Ac� vi� es. In this sustainable. way it will be more likely that the posi� ve impacts • The development of ins� tu� onal capacity at of increased community stewardship towards the the community level, either directly or through Park, and their own natural and cultural resources partnerships between established NGOs and in the Buff er Zone, will be realised. emerging CBOs, is a required output. Further detail as to the Call for Projects and the • Projects must fi t within the context and adjudica� on of project applica� ons will need to be framework of the Buff er Zone Policy and developed by the structures that are put in place to must carry the endorsement of a credible and implement this Strategy as discussed in the following relevant local authority such as a Tradi� onal Sec� on. However, the following considera� ons and Council or Local Municipality. overarching principles will be applicable and must be acknowledged by applicants: • Projects must seek to work synergis� cally with other ini� a� ves, par� cularly considering that • Funding will only be allocated to NGOs, they will be rela� vely small projects of short CBOs and research ins� tu� ons suppor� ng dura� on and their accumula� ve impact will be community projects. what helps to achieve the Core Objec� ves and • Stakeholder communi� es as benefi ciaries must Key Goal. be involved in project design, implementa� on While the geographic focus of the strategy is the and monitoring. MDP WHS and its Buff er Zone, funding applica� ons • The dissemina� on of knowledge, lessons for projects that fall outside this area but which will learned and good prac� ces gained through help to achieve the Key Goal, will be considered.

16 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Figure 5: MDP WHS COMPACT Validati on workshop for the held at Midmar View Restaurant, KwaZulu Natal, South Africa on 27th September 2017

3. M�� I��

The over-arching principles rela� ng to the structures and posi� ons need to be established modali� es for implementa� on of this Strategy and ﬁ lled according to democra� c best prac� ce and associated projects are the need for them and operated to achieve, not only transparency, but to operate in a decentralized, democra� c and also openness, honesty and accountability. UNESCO transparent manner (UNESCO, 2014). In order to (2014) provides clear direc� on as to the modali� es achieve decentralisa� on it is recommended that as for implementa� on and this has been used to guide much responsibility as possible be delegated to the the discussion below while local context has been Site level, acknowledging that na� onal and even included to provide speciﬁ c recommenda� ons. bi-lateral oversight is necessary. The necessary

3.1 L�� C��

The Local Coordinator is responsible for the planning will be possible for a procurement process to be and implementa� on of the Site Strategy, serving as launched to secure a suitably qualifi ed person to a key link between the aff ected communi� es, the fi ll this posi� on. The successful candidate will be stakeholders and role players, and the COMPACT based at the uKhahlamba Regional Offi ce of EKZNW decision-making structures. The Local Coordinator and will answer to the Manager of the MDP WHS. manages the small grants por� olio for the MDP WHS COMPACT Site Strategy and, in addi� on, leads It should be noted that it will not be possible for the in a variety of related capacity-building ac� vi� es. responsibility of local coordina� on to be integrated Once this Strategy has been adopted and the into the job descrip� on of an exis� ng posi� on oversight structures have been established, it within the Management

17 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Authority. The reasons being that EKZNW have • The ability to work with diff erent actors in an been unable to fi ll vacated posi� ons and therefore atmosphere of fairness and neutrality and the exis� ng staff are already carrying addi� onal ability to build and maintain trust with and responsibili� es. The risk would then be that between them; the strategy could get ‘lost’ and not be given • The ability to facilitate mul� -stakeholder the required level of a� en� on. It is therefore processes and par� cipa� on; recommended that the above call for an individual to be procured as an addi� on to the Management • A proven track record of project management Authority be followed through and that funding for inclusive of implementa� on tracking, this posi� on be secured from the GEF SGP or other monitoring and evalua� on and progress sources. repor� ng; Some of the key requirements for this candidate • An understanding of the principles of ac� ve are as follows: adap� ve management and evidence of their applica� on; and • A relevant qualifi ca� on that covers natural resource management, although knowledge • A proven track record of managing programme of cultural heritage management will be an fi nances inclusive of budge� ng, procurement advantage; and expenditure tracking. • At least fi ve years of Community-based • Knowledge and experience of the World Natural Resource Management (CBNRM) Heritage Conven� on will be an added working experience, preferable in mountain advantage. ecosystems; It would be important to revisit these criteria based • A high degree of knowledge of the local, on the evolving context within which the strategy is na� onal and interna� onal context; being implemented. 3.2 L�� C�� B��

The Local Consulta� ve Body (LCB) helps to ensure According to UNESCO (2014) the characteris� cs of that dialogue, coordina� on and consensus building the LCB are as follows: takes place among key stakeholders at the level of the protected area. In regards to the MDP WHS it • Representa� ve of the diverse actors concerned is recommended that two LCBs are established to with the site and surrounding landscape – The represent Lesotho and South Africa respec� vely. LCB might include representa� ves of the local This is in recogni� on and respect of the diﬀ erent protected area management authori� es, the socio-economic, poli� cal, legal and policy se� ngs leadership of local communi� es, NGOs ac� ve of each country and that oversight responsibility is in the region, local research ins� tu� ons, local best placed separately within these. The LCBs also government, the private sector, as well as make recommenda� ons on grant proposals to the donors. SGP Na� onal Steering Commi� ee and represent a • Voluntary – It is important that members serve set of key stakeholders in the landscape. Although it on a voluntary basis, without expecta� on of will be necessary to keep the LCB as small as possible compensa� on, although disbursement costs in the interests of eﬃ ciencies, it is recommended will be covered. that the stakeholder data provided in the Baseline Assessment Report be used to guide the process • Independent – Members should serve in their of securing members that represent all relevant capacity as individuals, or as representa� ves sectors including government, civil society and the of a community, organiza� on or business, private sector. In addi� on it is recommended that but not as representa� ves of a poli� cal or stakeholder groupings listed in this data base are administra� ve en� ty. approached and asked to provide nomina� ons, – Members should be prepared to be which may or may not include members of the • Ac� ve ac� vely involved beyond simply a� ending exis� ng local board. periodic mee� ngs. In the case of COMPACT,

18 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

members of the LCBs have become ac� vely reports should be used as points of reference from engaged in project review, site monitoring, which stakeholder groupings may be invited to capacity-building workshops and exchanges, nominate representa� ves to serve on the LCB. Note and many serve as mentors to community that these lists include private sector and research groups. ins� tu� on representa� on, as well as representa� on from the Free State and Eastern Cape. • Long-standing – The consistency ensured by a long-term structure is important. At the same A le� er of invita� on which clearly outlines the � me, the membership should change regularly, objec� ves of the GEF SGP and the MDP WHS according to fi xed terms of service, in order to COMPACT Site Strategy, as well as the criteria for bring in fresh perspec� ves. par� cipa� on, should be collabora� vely compiled and sent by the MDP WHS Management Authority From a South African perspec� ve it is recognised that and the GEF SGP representa� ve to all the stakeholder the MDP WHS has followed a democra� c process/ and role player groupings. The invita� on should es and has appointed a Local Board which includes request them to nominate a representa� ve/s and to representa� ves of the aff ected communi� es living submit an applica� on inclusive of a mo� va� on as to adjacent to the Park and within the Buff er Zone. It why their nomina� on is suited to serve and a signed is possible that these members may be prepared commitment to do so according to the criteria of to carry this community representa� on through to membership listed above. All applica� ons will then the LCB, accep� ng the criteria listed above. If so, need to be subjected to a selec� on process and they will have to be democra� cally nominated; but successful candidates no� fi ed. Therea� er it would if not, then alterna� ve community representa� ves be appropriate to launch the programme for the will have to be sought. In terms of the rest of the MDP WHS where LCB members may be formally stakeholders and role players needed to serve on inaugurated and their commitment acknowledged. the LCB, the lists provided in the preceding two

3.3 COMPACT CORE TEAM

It is recommended that the core team responsible from the MDTP. As each of these representa� ves for overseeing the development of the Strategy will appear at the na� onal and/or bi-lateral levels be kept in place to provide overall guidance and of coordina� on, it will not be necessary to create an oversee implementa� on. This team consisted of the addi� onal level of project oversight, but simply to UNDP GEF SGP Na� onal Coordinator, the Manager recognise the value they will add as a result of their for the UDP WHS and the Conserva� on Specialist involvement in the development of the Strategy.

3.4 N�� S�� C��

According to UNESCO (2014) the Na� onal Steering mul� -stakeholder body opera� ng at na� onal level Commi� ee (NSC) is part of the SGP structure in and responsible for ﬁ nal decisions regarding small each of the countries where it operates. It is a grants ﬁ nanced by the GEF.

3.5 B�-�� C��

Similarly to the above discussion, the MDTP has a bi- This structure and its responsibili� es will however lateral structure cons� tuted on the basis of the Bi- be subject to the outcome of the process that lateral Memorandum of Understanding that brought seeks to integrate the Lesotho and South African the MDTP into existence. To avoid duplica� ng COMPACT Site Strategies, which is set to follow structures, it is recommended that the MDTP’s their respec� ve adop� ons. The COMPACT ini� a� ve Bi-lateral Coordina� ng Commi� ee serves the role will be represented at the bi-lateral level by the two of bi-lateral coordina� on of the transboundary Park Managers. projects within the MDP WHS COMPACT ini� a� ve.

19 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

3.6 P��-�� I�� S��

Each project that is iden� ﬁ ed, selected and beneﬁ t by it. The NGOs or CBOs who receive the implemented within the scope of this Strategy GEF Small Grants for project implementa� on need would need to have an implementa� on structure to take responsibility for establishing and managing in place which operates according to the over- these structures as well as mee� ng the project arching principles discussed in the introduc� on to management requirements of progress tracking this Sec� on, as well as those relevant to the LCB. and repor� ng as well as monitoring and evalua� on The structure would need to be representa� ve within a broader M&E framework provided by the of the stakeholders and role players involved in Local Coordinator. implementa� on as well as those who stand to

3.7 S�� M�� I��

The recommenda� ons in terms MDTP BI-LATERAL COORDINTING COMMITTEE of modali� es for implementa� on discussed above are summarised in the illustra� on in Figure 6. NATIONAL STEERING COMMITTEE NATIONAL STEERING COMMITTEE LESOTHO SOUTH AFRICA

LOCAL CONSULTATIVE BODY LOCAL CONSULTATIVE BODY LESOTHO SOUTH AFRICA

LOCAL COORDINATOR LOCAL COORDINATOR LESOTHO SOUTH AFRICA Figure 6: An illustrati on of the recommended structures for implementati on of the MDP WHS COMPACT Site Strategy. MULTIPLE PROJECT-SPECIFIC IMPLEMENTATION STRUCTURES

4. F�� S��

It is important for all who are involved in the (2006)2 provide a thorough review of the situa� on implementa� on and overseeing of this COMPACT in regards to the fi nancing of protected areas in Strategy to keep this aspect in the forefront of their IUCN Best Prac� ce publica� on “Sustainable their minds and to work towards securing fi nancial Financing of Protected Areas: A global review of sustainability. This is relevant to individual projects challenges and op� ons.” Here they provide insight implemented within the Strategy, as well as for the into the concept of fi nancial sustainability and then Strategy as a whole. Reference has been made to follow this up with specifi c guidance as this relates this in numerous places in the Results Framework to sources of donor funding, moving through to so it is a theme that is already well entrenched, market based instruments. however some specifi c guidance in this regard is provided here to support the Strategy. More recently and with specifi c reference to transboundary conserva� on areas, the work of Much has been wri� en about this challenging Vasilijević et al (2015)3 and Zunckel (2014) cau� ons aspect with UNESCO (2014)1 providing some against the tendency for these types of ini� a� ves guidance in rela� on to the leveraging of addi� onal to become donor dependent and that within the grant funding but also making sugges� ons in context of the Southern African Development regard to more market based instruments such Community (SADC) this has caused transboundary as Payment for Ecosystem Services. Emerton et al

20 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

conserva� on ini� a� ves to falter and even fail with recommenda� ons on a range of opportuni� es signifi cant ramifi ca� ons in regard to the credibility that relate to community livelihoods and these are of the ini� a� ves and those involved in driving captured in the form of an ac� on plan with specifi c them. To counteract this tendency they encourage tasks which collec� vely would work towards adding an ecosystem services review approach whereby value to communal and commercial farming, it is possible to posi� on the area within its socio- human se� lements and conserva� on ac� ons on economic context and secure support through a both communal and private land. variety of market-based mechanisms that relate to the sustained delivery of ecosystem goods and Lastly a signifi cant body of work was carried services. out by the Ins� tute for Natural Resources (INR) as part of an interna� onal eff ort known as As far as the MDP WHS is concerned a substan� al “Afromaison”4 which looked at the selec� on and amount of work has already been done in this regard design of economic instruments that may be and may be applied in eff orts to secure fi nancial used to incen� vise integrated natural resource sustainability. Firstly work was commissioned by the management. Importantly the upper uThukela was MDTP during the ini� al fi ve year implementa� on selected as the case study area for this work and phase which inves� gated the feasibility of using it was carried out in parallel with the Integrated payments for watershed services as a mechanism Development Plan that was being compiled for the to secure sustainable fi nancing (MDTP, 2007). It is uThukela District Municipality (Afromaison, 2013). recommended that the lessons learned from this While this project has long since being completed and subsequent work (SANBI, 2012 and 2013) be the Afromaison website and its resources remain applied in order to entrench the value of the Park available and specifi cally the tools that were in the minds of key decision-makers at na� onal, developed to iden� fy and design appropriate provincial and local government levels. In this way economic instruments5. It is highly recommended it may be possible to ensure that on-going and that both this and the economic incen� ve work incremental funding support is secured, together done for the Buff er Zone (UMD, 2010) be used to with market-based mechanisms that may be used secure the fi nancial sustainability of this Strategy. to generate an income stream. A study carried out to Iden� fy Incen� ves to secure the Buff er Zone of the UDP WHS (UDM, 2010) provides very specifi c

5. C�� R�� R�� S�� R��

The fact that the MDP WHS and its Buff er Zone all the groupings involved in natural and cultural straddle na� onal, provincial, local government, resource management projects in the northern tradi� onal authority and ins� tu� onal borders and KZN Drakensberg, and the communal areas under boundaries, means that in order to manage it well, the jurisdic� on of the AmaNgwane and AmaZizi both the SNP and UDP Management Authori� es Tradi� onal Authori� es. While this in itself is an have had to facilitate and work towards synergies encouraging fact, more importantly to this Strategy across these. In addi� on to this many stakeholders, is that these mee� ngs were facilitated by the NGO through established NGOs and emerging CBOs, sector. It is therefore highly likely that the MDP have demonstrated their apprecia� on for the WHS COMPACT Site Strategy will fi nd favour and be Outstanding Universal Value of the Park and implemented successfully. the natural and cultural resources within the Buff er Zone and have ini� ated, facilitated and However it is essen� al that the COMPACT ini� a� ve implemented many projects over the last few and the GEF SGP be aware of the risks inherent in decades. The ins� tu� onal structures are present the landscape. A list of some of the most apparent and the ins� tu� onal memory is rich, providing of these is provided Table 2 in no order of priority fer� le ground for implementa� on of this Strategy. but according to natural, socio-economic and local poli� cal dynamics. These may be used by the GEF There was a � me during the ini� al implementa� on SGP to further assess the relevance and quality of phase of the MDTP, and for some � me therea� er project applica� ons. that, where “Synergy Mee� ngs” were held with

21 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

Ta ble 2: Risk management strategy

RISK MANAGEMENT STRATEGY NATURAL Climate change projected increase in woody vegeta� on Ensure project related to IAP control consider this implica� on. exacerbates IAP infesta� ons1. Extent and rate of IAP infesta� ons precludes eradica� on As above as an op� on for projects thus limi� ng them to control and emphasising the need for restora� on of ecosystems.

SOCIO-ECONOMIC Improvements in the income of livestock owners may be spent Levels of sustainable livestock numbers must be nego� ated on the acquisi� on of more livestock thus exacerba� ng range and agreed to as part of project design (see h� p://whc. management challenges and nega� ng any gains made. unesco.org/en/news/1482/ for examples of grazing pressure reduc� on strategies). Ways of introducing a diversity of livelihood op� ons must also be sought.

The prevalence of cross border and local crime can impact on Projects designed to address this must be priori� es while the eﬀ ec� veness of the Strategy. others must integrate considera� on of this dynamic into their design.

Decreasing ﬁ nancial capacity of the UDP WHS Management Innova� ve sustainability strategies must be built into project Authority as well as capacity limita� ons within NGOs and designs while projects must also be sought to address this emerging CBOs is genera� ng a donor-dependency. need speciﬁ cally.

Implementa� on of this strategy across the interna� onal Projects that are to be implemented as transboundary projects border with Lesotho may be frustrated by diﬀ erences in must build on the lessons learned from the MDTP and the joint language, culture, legal and policy frameworks and capacity. management of the MDP WHS.

POLITICAL Communal land is legally under the jurisdic� on of the Projects to be implemented on communal land and/or in Ingonyama Trust Board but Tradi� onal Authori� es generally partnership with the TAs must demonstrate endorsement dispute this and the ITB lack capacity to honour their legal from the ITB at least, or have them included as partners in obliga� ons to the TAs. implementa� on.

Local poli� cal processes through the Local and District Projects must demonstrate relevant endorsement and Municipali� es may be in conﬂ ict with TAs and vice versa. applicants must be encouraged to submit project applica� ons aimed at addressing this conﬂ ict.

22 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

6. R��

Afromaison (2013). Africa at a Meso-scale: Adap� ve uThukela and Umzimvubu Catchments – PES Brokerage and Integrated Tools and Strategies for Natural in the Upper uThukela. Report compiled by K. Zunckel Resource Management: South African Case Study. of Zunckel Ecological and Environmental Services, h� p://afromaison.net/images/Study_cases/south%20 May 2012, SANBI’s Na� onal Grasslands Biodiversity africa%20case%20study.pdf. Programme, Pretoria, South Africa. Department of Environmental Aff airs (DEA) (2014). SANBI (South African Na� onal Biodiversity Ins� tute) SIP 19: Ecological Infrastructure for Water Security. (2013). Supply Chain Management for PES in the Upper Minister’s Approved Dra� for Submission to the uThukela and Umzimvubu Catchments – Investments Presiden� al Infrastructure Coordina� ng Commission, into Ecological Infrastructure in The Greater uMngeni Revision 6.1, Friday 31 October 2014. River Catchment. Report compiled by K. Zunckel of Zunckel Ecological and Environmental Services, July 2013, Emerton, L., Bishop, J. and Thomas, L. (2006). Sustainable SANBI’s Na� onal Grasslands Biodiversity Programme, Financing of Protected Areas: A global review of Pretoria, South Africa. challenges and op� ons. IUCN, Gland, Switzerland and Cambridge, UK. x + 97pp. United Na� ons Development Programme (UNDP) (2009). Handbook on Planning, Monitoring and Evalua� ng for Ezemvelo KZN Wildlife (EKZNW) (2016). Proposed World Development Results. United Na� ons Development Heritage Site Buff er Policy. Unpublished dra� document Programme, One United Na� ons Plaza, New York, NY compiled by Ezemvelo KZN Wildlife, Pietermaritzburg, 10017, USA. South Africa and dated March 2016. United Na� ons Educa� onal, Scien� fi c and Cultural Forster C, Mthimkhulu O, Kiepiel J. and Rushworth Organiza� on (UNESCO) (2014). Engaging Local I. (2007). An approach to the iden� fi ca� on and Communi� es in Stewardship of World Heritage: A establishment of a Buff er Zone to the uKhahlamba methodology based on the COMPACT experience. Drakensberg Park World Heritage Site. Development Published in 2014 by the United Na� ons Educa� onal, Management Services and Ezemvelo KZN Wildlife, Scien� fi c and Cultural Organiza� on, 7, place de Fontenoy, Pietermaritzburg. 75352 Paris 07 SP, France. Interna� onal Union for the Conserva� on of Nature uThukela District Municipality (UDM) (2010). Study (IUCN) (2008). Management Planning for Natural to Iden� fy Incen� ves to Secure the Buff er Zone of the World Heritage Proper� es: A Resource Manual for uKhahlamba Drakensberg Park World Heritage Site. Prac� � oners. IUCN World Heritage Studies, No. 5. IUCN Report compiled by Golder Associates Africa, Report Programme on Protected Areas, Rue Mauverney 28, CH- No.: 12505-9244-1, dated August 2010. 1196 Gland, Switzerland. Vasilijević, M., Zunckel, K., McKinney, M., Erg, B., Malo� -Drakensberg Transfron� er Project (MDTP) Schoon, M., Rosen Michel, T. (2015). Transboundary (2007). Payment for Ecosystem Services: Developing Conserva� on: A systema� c and integrated approach. an Ecosystem Services Trading Model for the Mnweni/ Best Prac� ce Protected Area Guidelines Series No. 23, Cathedral Peak and Eastern Cape Drakensberg Areas. Gland, Switzerland: IUCN. xii + 107 pp. Mander (Ed) INR Report IR281. Development Bank of Southern Africa, Department of Water Aff airs and Zunckel, K (2014). Southern African Development Forestry, Department of Environment Aff airs and Community Transfron� er Conserva� on Guidelines: The Tourism, Ezemvelo KZN Wildlife, South Africa. establishment and development of TFCA ini� a� ves between SADC Member States. The Secretariat for SADC SANBI (South African Na� onal Biodiversity Ins� tute) Directorate for Food, Agriculture and Natural Resources, (2012). Supply Chain Management for PES in the Upper Gaborone, Botswana.

Photo Credit Cover picture: The road into the Mnweni Valley in the AmaNgwane Traditi onal Athority Area, Northern KZN Drakensberg by Kevan Zunckel

Partner Websites UNESCO World Heritage Sites: h� ps://whc.unesco.org/en/list/985 UNDP GEF Small Grants Programme: www.sgp.undp.org Ezemvelo KwaZulu Natal Wildlife: h� ps://www.ekznw.co.za/

23 MALOTI-DRAKENSBERG PARK WORLD HERITAGE SITE COMPACT SITE STRATEGY

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