Second African Leadership Seminar: People and Conservation

Report on the Second African Leadership Seminar: People and Conservation

30 June – 7 July 2007 Limpopo Province, South Africa and Tuli, Botswana Centre for Environment, Agriculture and Development University of KwaZulu-Natal Private Bag X01 Scottsville, 3209 Tel: (+27) 33-260 6223 Fax: (+27) 33-260 6118 E-mail: [email protected]

In partnership with:

- Ezemvelo KZN Wildlife

- International Centre for Protected Landscapes

- SANParks

- The University of Montana

- UK Department of Environment, Food and Rural Affairs: Darwin Initiative

- US Department of Agriculture Forest Service: International Programs

- Welsh Assembly Government

Cover Photograph: The baobab - imposing itself on the Tuli and Limpopo landscapes Contents

Contents

Acknowledgements...... 1

Executive summary...... 2

What is the African Leadership Seminar: People and Conservation?...... 3

What were the expectations?...... 5

Community- Based Natural Resource Management (CBNRM) – where are the benefits and

why are there so few success stories?...... 6

Cultural heritage – how do we mainstream cultural heritage in conservation thinking?...... 10

Co-Management – an idea whose time has come?...... 13

A synthesis: what is the leadership agenda for people and conservation for the next 10

years?...... 17

ALS – where to from here?...... 18

Participants contact details...... 19

The lighter side...... 21

The Participants: ALS 2007 Acknowledgements Acknowledgements Participants First and foremost thank-you to our participants who put their trust in us, braved the jour- ney, and made it all happen: Cassandra, David, Drummond, Dzelisa, Wayne, Yolan, Zanele, Stanley, Maxi, Lena, Hector, Lesiba, Khulani, Lincoln, Albertina, Oliver, Norman, Gareth, Nicky, Sarah, Ashley, Hiskia and Clive. It was an honour and a pleasure to be in your company. Funders We acknowledge the invaluable financial and in-kind contributions from the: - US Department of Agriculture Forest Service: International Programs - Welsh Assembly Government - University of KwaZulu-Natal - UK Department of Environment, Food and Rural Affairs: Darwin Initiative - International Centre for Protected Landscapes - Consortium for International Protected Area Management - Clive Walker Foundation - Savannah Productions Contributions from these organisations helped facilitate the seminar and made it possible for some of sub-Saharan Africa’s current and future conservation leaders to come together, and to exchange and learn from each other in ways which can only bring benefit toAfrica and our planet.

Presenters We acknowledge with gratitude the time and effort made by the following individuals to prepare insightful and stimulating presentations: - Clive Walker of the Clive Walker Foundation - Kuhlani Mkhize of Ezemvelo KZN Wildlife - Dr Hector Magome and Matsima Magakgala of SANParks - Dr Anthony Roberts and Roger Collinson of Lapalala Wilderness

Organisers An event of this type does not happen without considerable “behind the scenes” effort. For this we would like to thank Gail Knox-Davies, Drummond Densham, Mark Dent, Philippa McCosh and Kerry Jordaan at the University of KwaZulu-Natal.

Hosts We were hosted in exemplary fashion by: - Kenny and his team at Tuli Safari Lodge - Moira, Andrew and their team at Mopane Bush Lodge - Conita and Clive and their team at the Waterberg Museum - Anthony, Roger and their team at Lapalala Wilderness Photography Finally we would like to thank Sarah and Ashley Smith for capturing the seminar on film, and Wayne Freimund, SANParks and Lapalala for supplying the photographs for this document. Siyabonga kini nonke

Professor Rob Fincham Duncan Hay Seminar Leader Seminar Manager 1 Executive summary Executive Summary

The African Leadership Seminar: People and Conservation (ALS) is an international partnership programme based in southern Africa. It is designed to engage and learn about the issues at the interface of people and conservation; to use this knowledge to contribute to local, regional and global solutions, and to forge partnerships as we progress.

Leaders in the conservation sector are drawn from numerous spheres and regions in southern Africa. They are removed from their normal operational responsibilities for a week, exposed to structured and informal working sessions, and to a range of landscape, ecosystems and socio-economic circumstances that act as catalysts for discussion. This year the seminar covered the Northern Tuli Game Reserve and Mapungubwe World Heritage site in the Limpopo-Shashe Transfrontier Conservation Area, and the Waterberg Biosphere Reserve. The focal themes were leadership, co-management, community based natural resource management (CBNRM) and cultural heritage:

• CBNRM: It was recognised that community based natural resource management (CBNRM) as it is currently practiced is not achieving the desired outcomes – the policies and practices of many countries are compartmentalized rather than harmonized; there are major issues around the control of access and the benefits resulting from access, and conflicts between conservation managers and communities are increasing. In order to resolve the issues a structured framework and process was suggested together with a range of creative new ideas to be considered when embarking on a process.

• Cultural Heritage: As Southern Africa emerges from its colonial past the cultural heritage of indigenous inhabitants is taking centre stage. Many of the artifacts of this heritage occur in areas set aside for biodiversity conservation. This raises a key issue which formed the focal point of the discussion – the opportunity exists to integrate cultural heritage into the tourism product but how is this achieved in a way that respects the sensitivity of cultural heritage and affords it protection? A number of ideas were put forward on how this might be accomplished.

• Co-management: Co-management is increasingly seen as central to effective natural resource stewardship. However, in order for it to work participants recognised that (1) it needed to be precisely described, (2) it needed to be contextualized within enabling policy, (3) the focus should be on management partnerships within the management system, (4) creative financing systems were required and the concept of “conservation must pay” needed to be re-imagined as a selling point, and (5) meaningful benefit sharing and capacity development were central to success. In the context of developing an enabling policy it was essential that one critically examine existing system boundaries. In the context of capacity development it was necessary to convert powerless spectators into adaptive managers.

• The leadership agenda: It was predicted that the following four questions would dominate the people and conservation agenda over the next ten years: (1) What economic models and financing strategies do we use? (2) What are communities’ rights and responsibilities? (3) How do we, as leaders, implement effectively? (4) How do we generate leadership capacity and organize ourselves to lead effectively?

In conclusion it was agreed that the annual seminar format was appropriate and desirable but that there should be active networking between these events. It was also emphasized that the seminar should result in more concrete action plans and that the seminar should make a greater effort to engage with local, national and regional political leadership. 2 What is the African Leadership Seminar:

What is the ALS: People & Conservation People and Conservation?

What is the African Leadership Seminar: People and Conservation and how does it work? Simply stated, it is a partnership programme designed to explore and improve our individual and collective understanding about issues at the interface of people and conservation. The partners include the University of KwaZulu-Natal, The University of Montana, the International Centre for Protected Landscapes (Wales), SANParks, Ezemvelo KZN Wildlife and the USDA Forest Service: International Programs.

First, we recognise that conservation in southern Africa is increasingly challenged to realise concrete benefits for society. In this context it is now commonly acknowledged by policy-makers, practitioners and researchers that successful conservation on the continent is as much about people as it is about biodiversity – it is as much about engaging local communities, accommodating their interests, and promoting their quality of life as it is about managing biodiversity per se. This raises numerous questions – How do we achieve this? What are the limits? What is our core focus? How do we promote our endeavors?

Second, we recognise that wise stewardship of natural resources is at a tipping point. The connections between global environmental health, human health and the very future of global society as we know it are finally being drawn. The impacts of global warming, and natural resource degradation and depletion are there for all to see and experience. The conservation and protection of the Earth’s natural resources has tipped from a peripheral issue on the world stage to one of the issues of greatest concern. It is now firmly part of mainstream global debate and action. We need to harness this growing global environmental consciousness.

Finally, and most importantly, we recognise that the challenges we face and the opportunities that exist are not someone else’s challenges and opportunities. Individually and collectively, they are ours. While individually we need to do our bit, there is the added recognition that to be truly effective in exploring and acting on conservation issues, their complexity dictates that we do so by forging partnerships – partnerships of practitioners; partnerships of researchers; partnerships of policy makers; partnerships of activists and civil society; and partnerships between all these elements of society.

These three elements are the foundation of the African Leadership Seminar: People and Conservation – engaging and learning about Leadership in natural resource stewardship is a collective challenge

3 What is the ALS: People & Conservation

The Limpopo-Shashe TFCA includes a World Heritage Site

the issues at the interface of people and conservation; using this knowledge to contribute to local, regional and global solutions, and forging partnerships as we progress.

This said, what process are we using to achieve this? First, we identify leaders in the conservation sector in southern Africa and internationally. They are drawn from all spheres – politicians and policy makers, managers and practitioners, researchers and academics, activists and advocates, and senior postgraduate students. We also ensure gender equity – women are an increasingly important voice in conservation. We also draw this leadership cadre from a range of southern African countries, not specifically to represent these countries but in order to benefit from a broad range of experiences. Second, we remove them from the hustle and bustle of their day-jobs. It is essential to free up creative minds from operational responsibilities. Third, we expose the participants to each other in structured and informal working sessions, and to a range of landscape, ecosystems and socio-economic circumstances that act as catalysts for discussion. Last year we covered the Greater St Lucia Wetland Park, Africa Centre for Health and Population Studies, Maputo Special (Elephant) Reserve and the Kruger National Park. This year we covered the Northern Tuli Game Reserve and Mapungubwe World Heritage site in the Limpopo-Shashe Transfrontier Conservation Area, and the Waterberg Biosphere Reserve. We identify a range of key themes as the basis for discussion. Last year they included co-management, HIV and Aids, cultural heritage and commercialisation. This year they included leadership, co-management, community based natural resource management (CBNRM) and cultural heritage.

What do we achieve from these seminars? First, and most importantly, participants are exposed to new knowledge. Some of it is not new – simply buried by time and day-to-day responsibilities. Participants take this new or re-wakened knowledge and apply it in their particular circumstance. Second, the ideas, thinking and knowledge brought into the mix results in new ideas, new thinking and new knowledge which we take forward collectively in these documents and in various forums. Third, we meet people and form relationships, partnerships, networks and alliances. Finally, we work hard and we play well – that is at the very heart of a conservation leader.

4 What were the expectations? What were the expectation? In canvassing participants’ expectations at the start of the seminar, responses were typically: • “How do we deliver tangible benefits to poor rural communities?” • “We need to recognise the limits of what conservation can deliver.” • “How do we get the politicians to take notice and get involved?” What was implicit in these and other comments is that there are high levels of frustration because things are not working as we would hope. Analysing participants’ expectations further, it became apparent that what they wanted were new ideas, new knowledge and new understanding. In what areas were these new ideas, new knowledge and new understanding required? They were required to: 1. Get community-based natural resource management (CBNRM) working effectively. 2. Integrate cultural heritage and conservation in order to optimise the benefits of both. 3. Get conservation into the mainstream of societal discourse and market it effectively. 4. Collaborate effectively through networks and partnerships. 5. Establish what systems of conservation management we should be using.

Collectively and individually we don’t have all the answers. In some instances we are not even sure what the right questions are, but we hope that the formal and informal interactions, and this document goes someway to fulfilling participants’ expectations.

Generating and sharing new ideas: a key expectation of the seminar

5 Community-Based Natural Resource

CBNRM - Benefits & Successes Management (CBNRM) – where are the benefits and why are there so few success stories?

It is common knowledge amongst conservation leaders, practitioners and researchers that community-based natural resource management (CBNRM), as it is currently practiced, is not achieving its desired outcomes. The sub-continent is littered with failed initiatives, frustrated communities and equally frustrated conservation staff. What is CBNRM supposed to achieve? • The establishment of local institutions which focus on the management and stewardship of natural resources. • The generation of capital and income from natural products and activities such as fuel- wood and fibre collection, and tourism and hunting. • The equitable distribution of this capital and income to communities and individuals living within or adjacent to conservation areas • Conservation of natural resources demonstrated to be a legitimate and attractive land use option • Increasing the area that is formally conserved • Increased tolerance of the impact of wildlife on other land-use practices • Reduced poaching • Re-introduction of wildlife into areas where it had become depleted • The conservation of wildlife for future generations Maxi Louis, Norman Rigava and Drummond Densham ably led us through the minefield of community-based natural resource management (CBNRM). A broad analysis indicated that the following critical factors were contributing to the lack of success: 1. While many countries in the SADC region have had policies and legislation governing CBNRM for a number of years they are outdated and have large gaps; that what policy and legislation exists follows a compartmentalized rather than harmonised and integrated approach, and that while policy and legislation might be in place implementation is erratic, inconsistent and often does not conform to the policy direction. 2. There are major issues related to the control of access, and the control of benefits that result from access. 3. Conflict between communities and conservation managers is on the increase as populations grow and areas under conservation grow. CBNRM: conflict between conservation managers and locals is on the increase

6 CBNRM - Benefits & Successes How do we, as leaders, address these issues? • How do we move from a ‘protectionist’ to a ‘stewardship-based’ natural resource management approach that allows local communities to realise the full value of their resources? • Recognising that CBNRM is complex, how do we manage this complexity? • How do we strengthen governance systems in such a way that they empower rather than disempower local management efforts? • How do we ensure that local management efforts are rewarded and that tangible benefits accrue? • How do we ensure that the accruing benefits reach their intended targets? What we need is the refinement of the policy and legal framework through facilitated discussion and participation. Second, and within the context of this framework, we require is creative ideas and innovative thinking.

Given this state of affairs, a process framework was developed and is illustrated in Figure 1. Recognising the need for change we must establish what needs to be changed; then refine the policy and legal framework to support change through a participative process. Effective implementation is key and will result in increased access to and control over biodiversity resources which will lead to a new and improved state.

Is there a need for change- where and what?

Current state Refining not ideal policy and legal framework

Leads to LEADERSHIP To facilitate new state

Implementation Increased More access and control participation of of benefits all stakeholders Governance

Sharing

Figure 1: A process framework to improve community based natural resource management

7 CBNRM - Benefits & Successes Conservation leadership is required to facilitate and support this process. Particularly, leadership needs to: • Package CBNRM as a process that will deliver • Ensure political buy-in to the process at a local national and regional level • Build relationships and establish trust amongst participants • Ensure that there is a critical mass of skills to support the process and deliver • Ensure that engagement is on the basis of local needs and that incentives exist for local participation (bottom-up) • Devise innovative ways to interact and participate with communities • Ensure that local communities are engaged on the basis of solutions rather than problems (their solutions and their problems) • Recognise and incorporate local and traditional knowledge and knowledge systems • Recognise that while each situation it is leadership’s responsibility to get to the core of the problem and define the approach • Support areas of communication and conflict resolution • Incorporate education and capacity building as an explicit focus of the process • Inject new ideas and test them.

Education and skills development are essential components of CBNRM

8 CBNRM - Benefits & Successes

What is CBNRM? We need to redefine or re-imagine CBNRM so that it is not automatically seen only as conservation of biodiversity, particularly wildlife. It is also about the conservation of and access to water, energy, food and clean air. It is also about jobs, economic opportunities and health.

What is Community? We also need to understand better the concept of community. It is not simply a group of people living in one geographic place. It is also a group of people who are bound by a common interest, issue or problem and who are communicating about it.

Do people understand? While traditional knowledge might be strong6 current concepts and practices in natural resource management are often poorly understood. Education and awareness raising is a critical part of the process.

Where is the leadership? Coherent community leadership is often lacking or hidden. We need to identify champions of the cause and nurture them in areas of leadership. Are the skills available? We need to recognise that many communities, particularly those in rural areas, are not confident in confirming their priorities and in translating natural resource access into meaningful economic opportunities. Very few have the prerequisite business skills. Capacity in both natural resource management and enterprise development needs to be built

What is the role of politicians? We need to ensure political support of the process. However, while ensuring political buy-in we need also to ensure that the process is not hijacked for political gain.

Who has the rights and the responsibilities? We need to ensure that the rights and responsibilities for natural resource management are devolved as far as possible, and are linked to sound tenure arrangements.

How do we measure success? We need to measure the success of CBNRM not simply in biodiversity conservation terms but also in terms of social welfare and economic development.

How do we sell CBNRM? Building on the framework and ideas above we need to package CBNRM as an attractive process and product. Some of the key ingredients of the marketing include best practice, leadership development, education and skills creation, the diversification of the economy, prioritizing and satisfying community needs, managing expectations, benefit sharing, constituency building, and partnership forging.

9 Cultural Heritage Cultural Heritage – how do we mainstream cultural heritage in conservation thinking?

As we emerge from a colonial past, the cultural heritage of the indigenous people of southern Africa is taking centre stage. This is of critical importance in re-awakening our identity, our value systems, our history and our cultural practices. Many of the artifacts of our heritage occur in areas set aside for conservation. So, conservation is no longer just about biodiversity conservation; it also embraces sites of cultural and historical significance within and adjacent to protected areas, which need to be managed in conjunction with biodiversity conservation efforts. However, conservation agencies are not only custodians of these sites; they have become the de facto custodians of the cultural history attached to these sites. As a result, cultural heritage is becoming a key component of conservation and tourism thinking and planning.

Led by Zanele Khena, Gareth Roberts and Rob Fincham, this session aptly commenced with a presentation on the Mapungubwe National Park by Matsima Magakgala, the Northern cluster Manager for SANParks. The Park is a World Heritage Site and is defined by UNESCO as a cultural landscape. It contains numerous San rock art sites, many in superb condition, and it contains the remains of a sophisticated Bantu settlement, Mapungubwe Hill, which predates the Zimbabwe ruins. It also contains spectacular landscapes and an abundance of wildlife. Mapungubwe epitomizes the challenges currently facing conservationists in South and Southern Africa. Over and above the normal challenges of wildlife management it is governed through a complex package of legislation including the South African Heritage Resources Act and the World Heritage Convention Act, is under land claim, is currently fragmented and is expected to generate numerous jobs and economic opportunities for both the land claimants and local communities. Mapungubwe: a rich cultural landscape

10 Cultural Heritage Within the context of managing cultural heritage in Mapungubwe, the key issue of “commodifying” cultural heritage emerged and formed the focal point of the discussion. Conflict exists between the need to protect and respect cultural heritage and at the same time derive tourism revenue from it. The management challenge is the commercialisation of culture (history, tradition, ancestry, social norms and artifacts) and at the same time recognising its sensitivity and affording it protection. Suggestions to accomplish these divergent goals included:

• Recognise that, ultimately, it is the right of the custodians of culture to decide whether their culture should be commercialized or not, to what extent, and under what conditions. • Avoid mass tourism and focus on the quality of the experience rather than the quantity. • Avoid intrusive tourism (for example, direct access to people’s homes) and rather recreate experiences in a museum/visitor centre. • Ensure that the custodians of culture benefit from the exposure their culture receives. • Ensure that the custodians of culture are intimately involved in its interpretation and presentation. • Censorship of both the interpretation and presentation of culture by all parties (including the custodians) should be avoided. Presenting culture is a management issue. While it requires policy guidelines and legal direction, each circumstance will be unique so don’t over-regulate. • Cultural heritage should focus more on the story (the narrative) and less on the artifact. • In many areas there are clashes about whose culture is being promoted (for example, in Mapungubwe it appears that the Bantu culture is being promoted at the expense of the San). Management needs to ensure equity in such circumstances. There needs to be increased awareness amongst all parties (tourists, custodians, managers) on how to respond to cultural heritage. • Culture and wildlife has the potential to greatly increase diversity and richness of the tourism experience. It is not a question of whether we integrate them but rather how we do it. To ensure this happens we need to develop effective partnerships between state conservation and cultural heritage agencies.

Mapungubwe: balancing the portrayal of San and Bantu cultures

11 Cultural Heritage Box 1 The Lapalala Wilderness – land restitution as an opportunity rather than a threat

The news that the Motse Community had laid claim to the Lapalala Wilderness came as a shock to many. The immediate knee-jerk reaction was that all the hard work that had been invested in establishing the reserve, rehabilitating it and re-stocking it would come to naught. However, once the dust had settled and some creative minds got to work it became apparent that one should view the land restitution process as a window of opportunity rather than a threat. There are real threats. The slow process leads to landowners closing down their conservation and tourism operations and it retards the initiation of many planned projects. Poorly facilitated restitution initiatives have lead to failed conservation and tourism projects with negative impact on conservation, economic growth and job creation. However the opportunities are numerous. Partnerships between land owners and claimants can be established; disadvantage communities can share in the biosphere vision and Lapalala: sharing a unique resource the benefits that come with this vision; and it can act as a catalyst for literally and figuratively breaking down the barriers and fences between privately held and community held conservation land.

In the current model being negotiated: • The Motse Community and Lapalala Wilderness will each hold title to 50% of the land • The two equal land holdings are combined as a single conservation area of 44,000 ha • A trust is formed (50% Motse and 50% LW) to take joint responsibility for the combined conservation area • This trust will conserve and beneficiate the combined conservation area in accordance with a vision and plans similar to those already established for Lapalala • Entrench the execution of this joint responsibility, the Trust will register a lease over both Lapalala’s and Motse’s separate land holdings for a period of 45 years.

The negotiation is being facilitated by Dr Hector Magome, Clive Walker and Lesiba Masibe who have considerable expertise and enjoy the trust of both the Motse Community and the Lapalala Wilderness management. The Land Claims Commission is delighted with what’s on the table, seeing it as a model for other restitution processes. All in all, the chances of success appear high and the ultimate winners will be society and conservation.

12 Co-management Co-management – An idea whose time has come?

Co-management is increasingly recognized as central to successful conservation, particularly in areas where communities are substantial stakeholders. Co-management is also being used because the top-down approach to conservation is not always successful. However, the concept of cooperative or co-management is relatively new. Like all new concepts the ideas and the language are “fuzzy”, the application is fraught with difficulty and is largely unsystematic. The examples of success are few and far between. We are still trying to understand the concepts and their management and policy implications.

The session commenced with two presentations: the first by Khulani Mkhize, the CEO of Ezemvelo KZN Wildlife, and the second by Dr Hector Magome, the Executive Director of Conservation Services in SANParks. Both were asked to present their perspectives of and experiences of co-management. In the presentations and the subsequent discussions the following key issues emerged.

Understanding: We need to be quite explicit about what co-management is (Hector went as far as to state that the word “co-management” does not exist!) Co-management is essentially a management partnership, the character of which will depend on specific circumstances.

Policy: In a South African context we have an enabling policy and legislative environment which allows for management partnerships. Particularly useful are the new Biodiversity and Protected Areas Acts (Which fall under the National Environmental Management Act) and the Memorandum of Agreement between DLA and DEAT. The key point is how we use these policy and regulatory instruments to strengthen management partnerships.

Partnerships: Management partnerships need to: • Ensure social equity, respect existing rights, and be impartial and fair. • Build on relationships underpinned by mutual trust. • Establish clear accountability, responsibility and performance parameters. • Determine how communities and local stakeholders participate. • Build capacity in the management process.

Management systems: What management systems should we be using? Do we establish joint management boards where ill-equipped stakeholders are suddenly thrust into decision making roles on issues they know little about? Or, do we establish contractual management systems where conservation practitioners take care of the management under the auspices of a directing partnership? The reality is that each circumstance will be different, the system needs to take into account the local dynamics, and it needs to be adaptive (strategic adaptive management ).

The cost of management: It has been stated that while management partnerships are essential this increases the cost of management. This is only because the system

13 Co-management

Cooperative management: it’s all about partnerships

boundaries were incorrectly drawn and the full cost of management was not internalized in the first place. However, at a practical level, creative ways of financing and or of absorbing this increased cost need to be established

Benefit sharing: As partners share the responsibilities of management, the equitable sharing of benefits that result from management actions is equally important. There also needs to be realistic expectations about what revenue conservation activities will generate. Capacity: In many instances management partnerships are between local community stakeholders and conservation agencies. Local communities often lack technical capacity on conservation issues and conservation agencies regularly lack the social and economic skills to engage effectively and generate revenue. Capacity building, joint learning, rethinking and reorganization all need to be an explicit parts of the process.

The right level: In many instances cooperative management arrangements were being encouraged at the level of impoverished community and local manager. The chances of achieving equitable and lasting solutions at this level without more strategic interventions were not good. There was a need to move cooperative management arrangements to levels where joint responsibility for success and failure was practically possible.

Conservation must pay: We recognise that conservation had been marketed poorly with respect to the notion that conservation will and must pay. The reality is that if society wishes to see land set aside for conservation then society, through government, needs to contribute towards its management. The funds generated through tourism and other revenue streams will usually not be sufficient to support management and development activities. We also recognise that in terms of the supply of ecosystem services (biodiversity, clean water, clean air etc) conservation areas have paid for themselves many times over. We need to package and market conservation in this context, particularly to politicians. Bottom-line – in our marketing we need redefine the system boundaries.

14 Hector, in his presentation, suggested how spectators could become managers as illustrated below. This summarises very well what we are trying to achieve through cooperative management or management partnerships. As leaders we need to deploy financial resources, option identification, technology and threat awareness to turn powerless spectators (usually local rural communities) into coping actors. In addition, we need to ensure that these powerless spectators have access to natural resources, health, skill and education which will then form the foundation for development of motivated leadership with vision, knowledge networks, polycentric institutions and enabling institutions. Through this process powerless spectators will become adaptive managers.

Figure 2: The requiremnets for turning powerless spectators into adaptive managers (courtesy Hector Magome)

15 Co-management Box 2 Books of interest that inform the comanagement dialogue

Adams W M and Mulligan M, (eds) (2003), ‘Decolonizing Nature: Strategies for Conservation in a Post-Colonial Era’, Earthscan Publications Ltd: London.

Child B, (2004), ‘Parks in Transition: Biodiversity, Rural Development and the Bottom Line’, Earthscan Publications Ltd: London.

Fabricius C and Koch E, (eds) with Magome H and Turner S, (2004), ‘Rights, Resources and Rural Development: Community-Based Natural Resource Management in Southern Africa, Earthscan Publications Ltd: London.

Gibson C C, (1999), ‘Politicians and Poachers: The Political Economy of Wildlife Policy in Africa’, Cambridge University Press: Cambridge.

Miller G J, (1992), ‘Managerial Dilemmas: A Political Economy of Hierarchy’, Cambridge University Press: Cambridge.

Journal by the IIED (International Institute for Environment and Development) • Evaluating Eden Series No.1 – Sustaining Eden: Indigenous community wildlife management in Australia • Evaluating Eden Series No.6 – Community Wildlife Management in Southern Africa: Challenging the Assumptions of Eden • Evaluating Eden Series No.8 – Evaluating Eden: Exploring the myths and realities of community-based wildlife management, Series overview • Evaluating Eden Series No. 9- Stories from Eden: Case studies of community- based wildlife management

Senge, P, Kleiner A, Roberts C, Ross R, Roth G, Smith B (1999). The Dance of Change - The Challenges of Sustaining Momentum in Learning Organisations ISBN: 1-85788-243-1

Senge P, Ross R, Smith B, Roberts C, Kleiner A (1995) A Fifth Discipline Fieldbook - Strategies and Tools for Building a Learning Organisation ISBN: 1-85788-060-9

Starkey K, Tempest S and McKinlay A (2000). How Organisations Learn - Managing the Search for Knowledge 2nd edition ISBN: 1-86152-746-2

J. M Yaffee, S.L (2000) Making Collaboration Work - Lessons from Innovation in Natural Resource Management Island Press ISBN: 1-55963-462-6

16 A synthesis: Leadership A synthesis: leadership – what is the people and conservation agenda for the next 10 years?

Building on the previous sessions, Dr. Nicky Shongwe and Yolan Friedmann led the seminar in identifying and deliberating on the key issues that would likely dominate the people and conservation agenda over the next ten years.

What is the agenda? The wise stewardship and management of natural resources is at the cross- roads. With the impact of global warming and natural resource depletion and degradation affecting us all, the opportunity exists to place conservation and specifically the people and conservation agenda at the centre of societal debate. This is already happening. However, in order to do this we need to reposition ourselves and our disciplines; we need to undo some of the past ideologies of protectionism and exclusion; we need to forge relationships with new partners – the treasury, economists, social scientists, marketing agents; (we need literally and figuratively to pull down the fences and promote interdisciplinarity); we need to bang on politicians doors and we need to learn from other disciplines that have traveled down similar roads.

What economic models and financing strategies do we use? Economic models and financing strategies will vary from context to context but where we position ourselves and our disciplines in an economic context is fundamental. The concept of a global ecosystem supplying goods and services that form the foundation of the global economy is now well understood. We need to position ourselves as the joint custodians and stewards of this ecosystem – informing policy, facilitating management and implementation, and educating and advocating.

What are communities’ rights and responsibilities? In repositioning ourselves we need to be perceived, not as on the side of conservation or protectionism but on the side of people who have been deprived of access to natural resources from which they can benefit. We need to champion their cause in the interest of conservation because without their input conservation will fail. To champion their cause we need to set aside our technical understanding of conservation for a moment and engage people to learn. To learn how people organise themselves into communities of interest; what their needs and aspirations are; and how they interact with their natural environment to satisfy their needs and achieve their aspirations is crucial.

How do we, as leaders, implement effectively? Actually, the one thing conservationists are rarely accused of is too much talk and not enough action! The converse has been true. We have tended to act without sufficient consultation. This is a blessing in disguise as the result has been an increase in the land under state, private sector and community conservation. In future we must do less and engage the political dialogues more. We must influence what is done and how it is done everywhere from a rural peasant harvesting wood to the international global warming debate.

How do we generate leadership capacity? It was pointed out that in the USA 80% of conservation staff are within five years of retirement. In southern Africa we have a similar problem – not enough younger people and not enough skills in the conservation sector - in short, we face the prospect of losing institutional memory unless we act now. Also, the skills that are present exist in the technical elements of natural resource stewardship rather than in the social sciences. This informs how we position ourselves over the next ten years. Starting at schools, we need to position natural resource stewardship as a worthy profession and a place for those with an affinity for people as well as for biodiversity and wildlife. We need to sell our profession as a people game as well as a nature game.

17 ALS - Where to from here? ALS – where to from here?

In the final session we informally evaluated the seminar and used this evaluation to plot a course into the future. So, how do we rate? The overwhelming response was that the general format, process and content were excellent and that the seminar should be an annual event. In terms of the seminar itself, suggestions for the future included: • More direct engagement with political leadership and local community groups • Establishing mechanisms to get the seminar findings into areas of strategic debate (e.g. IUCN) • The need to take our findings a step further and translate them into action plans • Invite and engage participants who have dissenting views so as to stimulate a more dynamic debate. • At the start of each seminar to allocate more time for participants to get to know each other and for team building.

As we compile this document, plans for next year’s seminar are already progressing. The USDA Forest Service: International Programs has informally committed itself to support us further. Also, we have been approached by current and past CEAD PhD students from Zambia who are keen to co-host the next seminar. This appears to be a wonderful idea and we are taking it forward.

In terms of the broader context it was recognised that while the seminar was a solid foundation it should be more than just an annual event. There needed to be ways that participants could source information and interact continuously on relevant conservation issues. With this in mind, and led by Drummond and Gareth, CEAD and ICPL are establishing an internet based network platform. The format is likely to be e-mail and website based because it of its ease of access. It is proposed that the network will: • profile the people who have been on the first two seminars; • be a means of ongoing communication between all the participants on issues that they are engaged in bringing our small but growing community together; • raise issues for dialogue by the participants; • be a repository for the network participants to place documents that they wish to make available; • be accessible to people who have not been on a Seminar but wish to join the network and contribute to the dialogue, and; • be a useful link to other related websites. The success of the network will depend on the participation of all involved to keep it alive, a useful and exciting means of communication to showcase Successful conservation leadership requires a blend their work. of youth and experience

Finally, it is our intention to take the knowledge we have generated in the first two seminars into areas of strategic dialogue. This will include NEPAD (where there is already congruent thinking on the important role of biosphere reserves) , SADC and IUCN. For this we will enlist the support and assistance of participants who already have a voice in these influential forums. 18 Participants’ contact details Participants’ contact details

NAME AND ADDRESS ORGANISATION CONTACT DETAILS Abboy, Cassandra Tel: +27 (0)31 578 5659 CEAD, Private Bag X01, Scottsville, Cell: +27 (0)82 710 8320 Pietermaritzburg, 3209, South Africa University of KwaZulu-Natal [email protected] Campbell, Dave Tel: +406 821 1212 972 Judd Creek Hollow, Hamilton United States Forest Service Cell: +406 370 8088 MT 59840, USA [email protected] Collinson, Roger Tel: +27 (0)14 755 4066 PO Box 348, Vaalwater, 0530, Lapalala Biosphere Reserve Cell: South Africa [email protected] Densham, Drummond Tel: +27 (0)33 330 4039 CEAD, Private Bag X01, Scottsville, University of KwaZulu-Natal Cell: +27 (0)83 321 7959 Pietermaritzburg, 3209, South Africa [email protected] Dlamini, Dzelisa Tel: +268 416 1516 PO Box 100, Lobamba, H107, Swaziland National Trust Commission Cell: +268 608 8159 Swaziland [email protected] Fincham, Robert Tel: +27 (0)33 260 6223 CEAD, Private Bag X01, Scottsville, University of KwaZulu-Natal Cell: +27 (0)82 828 4883 Pietermaritzburg, 3209, South Africa [email protected] Freimund, Wayne The University of Montana, Missoula, The University of Montana Tel: +406 243 5184 Ext463 Montana, MT 59812, USA [email protected] Friedmann, Yolan Tel: +27 (0)11 486 1102 Private Bag X11, Parkview, Endangered Wildlife Trust Cell: +27 (0)82 990 3534 Johannesburg, 2122, South Africa [email protected] Hay, Duncan Tel: +27 (0)33 260 5558 CEAD, Private Bag X01, Scottsville, University of KwaZulu-Natal Cell: +27 (0)83 630 1749 Pietermaritzburg, 3209, South Africa [email protected] Khena, Zanele Tel: +27 (0)35 870 5000/4 PO Box 1209, Ulundi, 3838, Ezemvelo KZN Wildlife Cell: +27 (0)72 126 3617 South Africa [email protected] Liphadzi, Stanley Tel: +27 (0)12 330 0340 Private Bag X03, Gezina, Pretoria, Water Research Commission Cell: +27 (0)83 290 7243 0031, South Africa [email protected] Louis, Maxi Pia Tel: +264 (0)61 230 888/796 PO Box 98353, Pelican Square, NACSO – Namibian Ass of CBNRM Cell: +264 (0)81 322 6303 Windhoek, Namibia Support Org. [email protected] Lukhele, Lena Tel: +27 (0)12 426 5215 PO Box 787, Pretoria, 0001, SANParks Cell: +27 (0)82 801 4832 South Africa [email protected] Magome, Hector Tel: +27 (0)12 426 5217 PO Box 787, Pretoria, 0001, SANParks Cell: +27 (0)82 800 0874 South Africa [email protected] Masibe, Lesiba Tel: +27 (0)12 426 5217 Private Bag X9484 Limpopo Dept of Economic Affairs, Cell: +27 (0)82 412 5693 Polokwane 0700, South Africa Environment and Tourism [email protected] Mkhize, Khulani Tel: +27 (0)33 845 1511 PO Box 13053, Cascades, Ezemvelo KZN Wildlife Cell: +27 (0)82 828 1001 Pietermaritzburg, 3202, South Africa [email protected] Njiru, Lincoln Tel: +27 (0)33 260 6223 CEAD, Private Bag X01, Scottsville, University of KwaZulu-Natal Cell: +27 (0)72 969 2839 Pietermaritzburg, 3209, South Africa [email protected]

19 Participants’ contact details

NAME AND ADDRESS ORGANISATION CONTACT DETAILS Nzuzi, Albertina Ministry of Urbanisation and Tel: +244 222 310 003 MINUA AV. 4 de Fevereiro, Environment Cell: +244 991 915 30 caixa postal 83, Angola MINUA [email protected]

Pierson, Oliver USDA Forest Service International Tel: +1 202 501 2632 1099 14th Str NW, Suite 5500W, Cell: +1 202 203 8864 Washington DC, USA Programs [email protected] Tel: +260 125 2605 Rigava, Norman MS Zambia, Natural Resources Cell: + 260 977 578 566 PO Box 35788, Lusaka, Zambia Consultative Forum [email protected] Roberts, Anthony Tel: +27 (0)14 755 4395/6 PO Box 348, Vaalwater, 0530, Lapalala Biosphere Reserve Cell: +27 (0)82 887 3912 South Africa [email protected] Roberts, Gareth Tel: +44 1766 540 403 8E, Science Park, Aberystwyth, International Centre for Protected Cell: +44 078 055 41965 Ceredigion, SY23 3AH, Wales, UK Landscapes [email protected] Shongwe, Nicky Tel: +27 (0)12 420 5543 Conservations Services Division, PO SANParks Cell: +27 (0)82 319 0114 Box 787, Pretoria, 0001, South Africa [email protected] Smith, Sally & Ashley Tel: +27 (0)21 426 5656 PO Box 618, Sea Point, Cape Town, CREATV Cell: +27 (0)82 452 0595 8060, South Africa [email protected] Tyapa, Hiskia Tel: +264 61 284 2121 Private Bag 13306, Windhoek, Namibian Ministry of Environment and Cell: +264 81 219 0709 Namibia Tourism [email protected] Walker, Clive Tel: +27 (0)14 755 4428 PO Box 187, Vaalwater, 0530, Clive Walker Foundation Cell: +27 (0)82 870 5971 South Africa [email protected]

Mapungubwe: a spectacular natural landscape

20 The ighter Side The lighter side

Fourth of July African and American Blues Lyrics by Oliver Pierson, Music by Wayne Freimund, Dave Campbell & Oliver Pierson First Performed at Lapalala Wilderness Reserve, July 4th 2007

Well it’s cold in Africa On the Fourth of July The Rain’s falling overhead Can’t even see the sky Our families are so far They don’t remember our name The Prof called his wife on the phone And she said “Who is Wayne?” CHORUS: But I am so Sad We are so Sad Because we got the O-O-African Blues Well the roads down here are bumpy Enough dust to make you choke And Rob drives so fast The rear window fell and broke And that southern hemisphere is weird Water swirls the other way It’s a tough one for Dave He hit his face hard every day

CHORUS: But I am so Sad We are so Sad Because we got the O-O-African Blues So we miss life in the US A land that’s far away People there are friendly Not bossy like Duncan Hay In the US, our taxes are high They make you red in the face And we generate enough carbon To pollute the whole human race CHORUS: But I am so Sad We are so Sad Because we got the O-O-American Blues Our animals are protected Unless they live near gas or gold Then we put the bears in a zoo And to a company that land is sold But the US is the land of the free People say what they think And if you ask about our president Let’s talk later – wink wink!! CHORUS: But I am so Sad We are so Sad Because we got the O-O-American Blues

21 Well it’s a long trip to Africa We all got jet lag Don’t ask Wayne to get up early And after lunch, Dave’s eyes might sag Oliver showed up late He got on the wrong plane He thought it said South Africa But he ended up in Southern Spain CHORUS: But I am so Sad We are so Sad Because we got the O-O-African Blues In the middle of the night We thought we heard a lion roar But that wasn’t no lion It was just Drummond’s snore! Duncan is our leader His logistics, they be great But don’t expect him to wait around If you dare to show up late CHORUS: But I am so Sad We are so Sad Because we got the O-O-African Blues We love Southern African Culture Such as that Rock-Art-Trance Us Americans can learn your stories, But just don’t ask us to dance! The food in South Africa is great Like that fresh kudu biltong We would rather be eating Than singing this awful song! CHORUS: But I am so Sad We are so Sad Because we got the O-O-African Blues

Africa the Beautiful Lyrics by Oliver Pierson, Music by Samuel A. Ward First Performed at Lapalala Wilderness Reserve, July 4th 2007 Sung to the tune of “America the Beautiful” Oh beautiful for African Skies For woodlands of Mo-Pa-Ne For Waterberg Mountain majesties And the leopards of Tuli South Africa, South Africa God shed his grace on thee And crown our crew with lots of brew As we play some Rugby!