Development of an Administrative Manual and Re-structuring of the DPWM

The Gambia’s Protected Areas System

Part I: Physical Description

Introduction The Department of wildlife conservation was first established in 1968 on the request of a British national Eddy Brower, to ensure rationale protection and conservation of the remaining fauna and flora. Ten years later, The Banjul declaration signed by the then president D K Jawara and the wildlife act of 1977 followed as a clear benchmark of the involvement of the Gambian Authorities into the safeguarding and promotion of the importance of the wild fauna and flora upon which many communities derive their livelihoods.

The efforts that followed this important engagement resulted in 1997 in the preparation of the National Strategy and Action plan, thanks to a country wide biodiversity study which was coordinated by the department of parks and wildlife and that involved all the relevant institutions.

Such an endeavour came as a timely undertaking where all stakeholders could find themselves for a harmonious and sustainable use of the country‟s biodiversity wealth. From then till now, the country‟s biodiversity is given due consideration and many settings such as National Parks, Nature reserves and others have been put in place with the development of management plan documents and their improvement to nurture conservation and proliferation of the remaining biodiversity. The present work attempts to review the current biodiversity conservation with a focus on the management strengths, gaps, weaknesses and shortcomings; and it emphasizes the need for improvement of the existing data collection systems, the data base management strategies and recommends development of sound biodiversity management plans to uphold and galvanize the already invested efforts.

Gambia Wildlife Ecosystem As signatory of the Convention on Biological Diversity (CBD),The Gambia is fully impregnated with the guiding principles for rational conservation of its biological diversity despite the immeasurable drivers both natural and anthropogenic that tend to accelerate rate of biodiversity loss and deprivation. The reasons for such a commitment are justified by the potential benefits that may be associated with a properly managed biodiversity. Presently, the country has identified and created one Ramsar site, a number of protected areas, some national parks and game reserves let alone the forest parks which promote in-situ conservation. The number of ex-situ arena such as Abuko Nature Reserve are limited but there are several coastal and marine habitats of high ecological importance whose recognition and management have helped the upgrading of the country‟s wildlife asset nationally and internationally. Among these, the Toll point to cape creek (Camaloo comer), the Oyster creek mangrove swamp, the Tanji Bird Reserve, the Tujereng Lagoons, River Kakima Delta-kachuma forest, Dau Dula to Kartong coastal forest and the Kartong point at the Allahein river mouth are all important wildlife coastal and marine habitats. For the management of these important ecosystems, a good number of them have already a management plan document currently reviewed in order to adjust to the imperatives of the contemporary and future challenges. In terms of species, the list can‟t be exhaustive but globally, The Gambia is one of those West African countries with very diverse fauna and flora content.

In fact, the available data shows that there are 117 species of mammals (Murphy, 1997), about 525 species of birds representing 75families, 47 species of reptiles and 30 species of amphibians (Barnett,2000). The fish species are very diverse and occupy different biotopes as can attest the case of Niumi National Park (NNP) as an example among many others (see table below).

Families of Fish Occurring at Niumi National Park

Families Mangrove Lagoons Seasonally Flooded Areas Coastal Strip Cichlidae X X X Clupeidae X X X Carangidae X X Drepanidae X X Elopidae X X X Gerreidae X X X X Lutjanidae X X Mugilidae X X X X Polynemidae X X Pomadasyidae X X X Sciaenidae X X Sparidae X X Tetraodontidae X X

NB: Sciaenidae is the only family not found in the coastal strip

For the invertebrates, there is no reliable data on the status and distribution of most, including: insects, Crustaceans, Molluscs, Platyhelminthes, Nemathelminthes, Annelids, and Arachnids. The same situation stands for the microorganisms that include; Viruses, Bacteria, and the Protozoa, or even the Fungi, Lichens and the Algae.

These global data, although they are exact, should not hide the particularities hidden in the different natural ecosystems taken individually.

Indeed if some species are common to all or many protected areas and or national parks, there are still species that are “endemic” or limited to specific habitats. The case of the manatee in the Tanbi Wetland or the Niumi National Park is a patent example of endemism which, in addition to other particular habitats or proper conditions in place in the ecosystem, necessitates an individual review of the concerned PA and/or NPs. Besides, the still pending management plan document for some NP or PA is a peculiarity that prevents generalization of the data. Yet, there is need to highlight the recent use of new tracking tools that have helped immensely improve management strategies in some PA.

- Niumi National Park

Niumi National Park occupies the coastal strip of the north bank of the River Gambia and covers approximately 7758 ha of which 4940 ha are terrestrial and 2818 ha marine waters. The park extends northwards to the Senegalese border where it joins the Delta du Saloum National Park. Essentially Niumi National Park forms the southern limit of the vast Delta Complex, which is centered on the seasonal Sine and Saloum Rivers. Its coordinates on the global scale are 160 41‟ North and 130 31 West (see map).

Ecology of the Niumi National Park In terms of animal life, the greatest variation in biodiversity of the park is found within the invertebrate fauna and the avifauna, the later composed of resident and both inter-African and Palearctic migratory species. The West African Manatee (Tricheus senegalensis), the Atlantic Hump-backed Dolphin (Sousa teuzil) and the clawless otter Aonyx capensis are among the rarities of the area which adds to the faunal diversity. Niumi National park is also home to reptiles and turtles. The Nile Crocodile, Crocodylus niloticus, with low country-wide population, is known in Niji Bolon (Ramsar Wetland Study The Gambia, 1997). Thanks to the offshore sea-grass beds on the marine side of the park, NNP is a hub to a number marine turtle species such as the green turtles Chelonia mydas, Olive Ridley turtle Lepidochelys olivacea and loggerhead turtle Caretta caretta that occur on the coastline of Jinack Island, where they feed or eventually nest. For the icthyologique component earlier mentioned above (tab. 1), it suffices to underline the importance of the waters of Niumi as a vital nursery area for pelagic and demersal fish (Ramsar Wetland Study The Gambia, 1997).

The variety of the animal component in NNP is commensurable to that of the floral component which is characterized by different types of vegetation and habitats. From the permanent marine water shoreline where eel grasses form the dominant vegetation between Bara and Buniada point, NNP contains vegetation types and variety of landscapes ranging from: - Sand shores that form into zoned dune system covered by the beach morning glory with an evergreen shrub zone and taller trees. - An estuarine zone at the northern tip of the Jinack Island where the estuarine waters receive the out flow of the Masarinko bolong. The vegetation all over the estuary and along the bolong is a mangrove forest with intertidal mudflats and salt marshes as landscape. Halophytic species grow on the salt pans - Inter tidal marshes where grows a complex vegetation composed of Tamarix senegalensis, Avicennia african and Adansonia digitata. This inter tidal marshes are bordered by an inter tidal forest where the six mangrove species, Rhizophora harissoni, R. racemosa, Laguncularia racemosa, Avicennia nitida, Conocarpus erectus and R. mangle are found.

- There are also coastal lagoons where Ipomea pes caprea and Cenchrus bifloris grow. The Ramsar study (1997) has also highlighted the presence of inland wetlands which can be noted as: permanent creeks bordered by mangrove plants, seasonal creeks with relic gallery forest, seasonal saline flats with halophytic vegetation, and seasonal saline marshes with halophytic and Cyperacea. Besides these vegetation types, there are seasonal freshwater marshes where rice cultivation takes place. Gallery forest, dry woodland and wooded grasslands are also in the NNP ecosystems configuration. An overview of the socio-economic importance of the NNP shows that the park supports many communities for both subsistence and income generation.

Tanbi National Park Like the NNP, Tanbi wetland complex is designated Ramsar site (2007) and filed as national park (2007) due to its richness in biodiversity and uniqueness for its geographical position in the periphery of the capital Banjul. It covers an area of 6,304 ha on the southern portion of the estuary where depositions of marine and fluvial sediments form the essence of the soils. The intertidal water regimes and the soils conditions have given rise to a primarily low mangrove forest with a complex of vegetation types on the northern boundary and along the mangrove fringing the mainland. Tanbi NP located at 13026‟ North and 16038‟ West. It is a low land with a mean altitude of 1m and a maximum of roughly 16m (See map).

Habitat Type-Wetlands Different types of habitats are found in the Tanbi complex: from the coastal lagoons habitat to the seasonal creeks, the intertidal and gallery forests. The shrubby vegetation in the sandy zones of the complex contrast with the mangrove plants that spread from Banjul to Mandinary.

The coastal strip is a diverse mosaic of dune vegetation with interspersed lagoons, patches of dune woodland, salt and freshwater marsh. The mangrove vegetation grades to salt marsh, bare tannes and dry woodland or grassed woodland to the west and south.

This variety of habitats has allowed a rich avifauna to dwell in the Tanbi complex. In the early autumn, the Palearctic migration gets under way. Three hundred and sixty two (362) species belonging to sixty six (66) families have been identified in the wetland (Rep. of The Gambia, 2008a). Many of these birds are migrants that will stop off to build up fat reserves before either dispersing further into the continent or simply returning home.

The Tanbi Wetland Complex thus acts as one of the main stopping posts for the Palearctic migrants of the River Gambia.

The African fish eagle and the osprey are both among the Tanbi resident species that fish in the River Gambia and the network of local Wetlands.

Besides this rich avifauna, Tanbi Wetland Complex is home to many reptiles notably various orders of snakes and lizards let alone the region‟s rare aquatic mammals such as the West African Manatee, Tricheus senegalensis, the Clawless Otter, Aonyx capensis, the Bushbuck and monkeys. Various turtle species are also noted as members of the fauna in Tanbi wetland. In fact, the sandy shoreline between Banjul and Cape Point is still a nesting site for the Green turtles, despite the huge decline that they suffered in the last few decades.

The Atlantic cetacean humpbacked Dolphin, Sousa teuzii actively utilizes the coastal waters where it moves in groups of two or more.Divers crustaceans such as the fiddler crabs, “kno kno” and shellfish, oysters as well as cockles are also inhabitants of Tanbi.

Due to its proximity many human community settlements, the management of such a protected area faces different conservation challenges that need to be strongly addressed in order to guaranty its ecological functionality.

The Kiang West National Park (KWNP) KWNP was established as a national park in 1987. With approximately 11,526 ha (115 square km), this park is one of the most important reservoirs of wildlife in the Gambia. It is situated in Lower River Division in the Kiang West District, 145km from the capital, Banjul. It‟s bounded by the River Gambia to the north and three bolons namely, the Jarin, the Jali and the Nganingkoi on the eastern edge of the park irrigate its soils (See map).

Ecology/Habitats Although the major part of the national park is dry deciduous woodland and guinea savannah, there are extensive stretches of mangrove creeks and tidal flats along the bolongs. Lateritic escarpment along the river bank borders fringing grasslands and saltpans below (Rep. of The Gambia, 2011d).

Fauna The park offers significant refuges for species such as Caracal, Serval, Bushbuck and Common Duiker which are all fairly widespread in the Gambia but in low density. Roan Antelope are not currently resident in the area though small groups from the Cassamance area of Senegal often visit the park during the end of the rainy season. Warthogs are abundant in the park and surrounding woodlands. Spotted Hyena is common; their tracks are found regularly throughout the area but they are shy and rarely seen during daytime. The presence of Leopards is also reported in the park though they are rare and difficult to sight likewise the Sitatunga which forages along the grassland. Warthogs are frequent. Troops of Guinea Baboons and Western Red Colobus Monkeys also move from the dry woodland into the mangrove for roosting late in the evening. Reptiles that occur in the park include the Nile crocodile and the African Rock Python, the Royal Python, Nile Monitor Lizard, African Beauty Snake, Spitting Cobra and Puff Adder. Turtles are represented by Bell‟s Hinge-Backed Tortoise, an interesting species, found in the savannah woodlands and the West African or Mud Terrapin which occurs in the bolons.

In terms of avifauna, the present data indicate a total of 250 species of birds belonging to more than fifty families that visit or reside in the park. The park area contains 12 species with a very local distribution and which are difficult to observe elsewhere in the Gambia. The Brown-Necked Parrot, a threatened species (IUCN,…?? ) is present in the mangrove forests of the park where it breeds. The Harriers eagles, the Martial Eagle and the Bateleur; likewise the hawks and falcons are observed within the park where they mix with Vultures. It‟s important to note that the bateleur is more frequently seen than the other raptors in the park. All ten species of kingfisher found in the Gambia occur within the park boundaries.

It‟s important to note that the park headquarters is well located within the park and fitted with accommodation facilities represents an ideal hub for naturalists and researchers.

The RIVER GAMBIA NATIONAL PARK The River Gambia National Park (RGNP), also known as Baboon Islands is a complex of five islands with a total area of 585ha that was gazetted in 1978. By road from Banjul, the park is situated at about 300km in Central River Division (CRD) (see map).

Habitats All the islands are quite flat and possess mainly gallery forests with some open swampy or savannah areas.

Fauna The most abundant mammals in the RGNP are the common Warthogs (Rep. of The Gambia, 1999). Primates are represented by the Guinea Baboon, Calithrix Monkey, Western Red Colobus. The Guinea Baboon is by far the most plentiful. Among the other species that are known to occur are the Aadvark, the Ratel, Serval, Genets, African Clawless Otter, the West African Manatee, the Nile crocodile and the Hippopotamus. For this later species, the freshwater portion of the River Gambia in Central River Division and Upper River Division are its zones of predilection. Their actual populations are between 50-75 individuals in the Gambia (conservative estimates). Antelope species identified include Bushbuck, Maxwell‟s and Bush Duikers. Numerous types of Reptiles live in the park with snakes and lizards well represen

Avi-Fauna A varied avi-fauna is known in the park. Egrets, Herons and Ibis are particularly abundant. One satellite islet of just a few acres serves as nesting site for many species notably egrets, Herons, Cormorants, Sacred Ibis, Weavers and Doves which all nest in close proximity to one other.

Thanks to the Chimpanzee Rehabilitation Project (CRP) operating in the park, the number of chimpanzees living freely is on the increase within the ecosystem. As a result, the project is currently faced with problems of protection against illegal exploitation. It is supported in this struggle by the Department of Parks and Wildlife Management to safeguard the sustainability of this fragile ecosystem.

TANJI RIVER BIRD RESERVE Tanji River Bird Reserve was established in 1993 together with the Bijol Islands (Rep. of The Gambia, 2011e). It is situated along the Atlantic Coast, in the Western Division, Kombo North, few kilometers away from the West coast tourist development area where the majority of the hotels are located. The reserve encompasses the Tanji River and its estuary, incorporating mangrove, dry woodland and coastal dune scrub woodland. It has a total area of 612ha (6.12km2) (see map).

The offshore portion of the reserve called Bijol Islands is located 1.5km off the Gambian coast and it‟s formed of two connected islets composed of sand deposits lying on a partially exposed littoral reef mass. The larger island is 2.07 ha and the smaller island is approximately 0.17 ha in extent at high tide. Around 37 ha of reef and sand spits are exposed at low tide (See map).

The surrounding waters are relatively shallow and lie on the continental shelf. The small island is devoid of vegetation while the large island is mainly covered with low growing saline-tolerant plants, such as seaside purslane Sesuvium portulacastrum, beach morning glory Ipomoea pes caprae, Cenchrus biflorus, Cyperus maritimus,. Casuarina equisetifolia and Adansonia digitata. All of these trees C. equisetifolia and A. digitata are stunted (less than 3m) in this environment. Small shrubs of Scaevola plumeri occasionally occur in the interior of the island.

Inland Ecosystem types Within the Tanji River Bird Reserve there is a wide variety of habitat types including marine, estuarine, freshwater, coastal scrub woodland and dry woodland savannah. Coastal dune scrub woodland extends along the seaward strip of the reserve to the west of the main road. The northern strip is denser and of lower canopy height due to previous clearance. The southern strip is more open with isolated mature trees due to long term grazing patterns. Dune scrub woodland is limited to areas of sand accumulation, conditions which pose problems for moisture and nutrient availability. The dominant species found are the Ginger Bread Plum, Parinari macrophylla, the Rhun Palm, Borassus aethiopium, and the Baobab, Adnsonia digitata. The understorey is generally grass dominated with the feathery flowered, Perotis indica, the stiff leafed Sporobulus spicatus and the spiny fruited Cenchrus biflorus. The great variety of habitats found in the reserve has favored the establishment of a rich fauna; hence a favorite site for birdwatchers. Different species of terrestrial fauna and marine fauna are recorded besides a great variety of migrant or resident bird species.

Avi-fauna The large range of habitats present combined with the location of Tanji on the coast of West Africa is an ideal condition for a diversity of bird species. For European migrants, Tanji is one of the first stop offshore and offers both a safe haven as well as good feeding opportunities. The offshore Bijols Island are used as a roosting site by large numbers of gulls, terns, waders and pelicans let alone the shallow surrounding reef that offers good feeding opportunities also. Thirty four species of Raptors (birds of prey) have been recorded from the reserve which reflects the abundance and diversity of prey. The bird populations include the lesser Black back Gull, Great Cermorant, Sanderlings, small plovers (eg Kittlizts, Ringed plover , Little Ringed plover, Kintish plover, white fronted sand plover). Royal Tern, Caspian Tern, Audoin‟s gull, Grey headed Gull, Slender billed Gull, Kelp Gull, Osprey, Grey Plover, Ruddy Turnstone, Bar tailed Godwit, Black tailed Godwit, Bridled Tern, Reef Heron, Grey Heron, Great White Pelican.

Fauna In terms of marine and terrestrial fauna, the reserve gives shelter to different species ranging from the Western Red Colobus, the Calithrix and Patas Monkeys, Genet, Civet, and Hyena, to the Porcupine and Bushbuck. The surrounding waters are important feeding grounds for Green Turtle, which breed on both the mainland and on the Bijol Islands. The internationally rare Mediterranean Monk Seal do often visit the surroundings of the islands.

BAO BOLON WETLAND RESERVE Bao Bolon (bolon is the Mandinka word for tributary) is located on the North Bank of the River Gambia opposite Kiang West National Park and consists of six major bolons between Salikenne and Katchang. Together these bolons form a vast wetland complex (approximately 22,000ha) of international importance. It‟s important to note that presently Bao Bolon does no longer have the characteristics of a river. It is a valley which stretches over a length of more than 140km from the border south of Ferlo towards the River Gambia. The valley goes through the Senegalese territory and penetrates the Gambian territory via Jajari. Bao Bolon was designated Ramsar site in 1996. Bao Bolon‟s mangrove ecosystem provides an important fish breeding ground and its tributaries are an important source of fish (see map). Ecosystem types The existence of four distinct ecosystems – mangrove forest, salt marsh and savannah woodland – in very close proximity at several locations and an estuary attest the importance of Bao bolong as a reserve for a large biodiversity of high ecological importance. The Bao Bolon is a braided river system which extends north into Senegal. With a flow now limited within the rainy season only, the resulting saline intrusion has allowed the mangrove to extend far up the bolons. Towards the River Gambia, mangrove forests reach heights of up to 12m as a result of lower osmotic pressure exerted by the lower salinity levels that occur towards the river mouth at Banjul. The north of the reserve is occupied by marshes habitats dominated by large stands of reed, Phragmites karka.

Avi-fauna Tunku and Kisi bolon are significant components of Bao Bolon Wetland Reserve as habitat for a varied avi-fauna such as white backed night heron, White necked Stork, White Crested tiger Heron, Allen‟s Golinoll and fin foot which breed in the river. The tidally flooded marshes and pans are frequented by ibis, waders and waterfowls, with numbers seasonally augmented by European and African migrants. The reed beds on the upper bolon are used for roosting by mixed flocks of passerine birds, as well as providing feeding and breeding habitat for various water birds.

Fauna On the journey up through the bolons crocodiles basking on the muddy banks or the slide marks from where they re-enter the water can be seen. African Clawless Otters occur throughout the reserve and can prove quite inquisitive when encountered. Further upstream, Common Warthog, Hyena and Jackal are known to dwell in the drier areas. Terrestrial invertebrates are abundant. For example of 160 species of Lepidoptera (butterflies) and Odonata (dragon flies) recorded in the Gambia, at least 22 species are known to occur in the Reserve.

ABUKO NATURE RESERVE Abuko nature reserve is situated outside the village of Lamin in the Kombo North District, 25km from Banjul. It has been protected as a water catchment area since 1916 and was officially declared a nature reserve in 1968. In 1978, its surface area was extended from 77ha, to its current size of 106ha. The reserve, rectangular in shape, is surrounded by a 300m width buffer zone and it‟s centered on the Lamin stream which surfaces within the lower half of the reserve.

The central portion of the reserve is composed of ground water or gallery forest which surrounds a chain of 3 pools. The dense evergreen forest rises from the water course which has a grass and herb dominated under storey before progressively giving way to guinea savannah. In the wet season (June to October), the grass grows to almost 2m, but as the dry season progresses it dies back. Despite its small surface area, the reserve is also home to a wide diversity of mammals, birds and invertebrates. (see map)

Ecosystem types Abuko Nature Reserve contains one of the few intact remaining of gallery forest in the Gambia characterized by an evergreen vegetation with a close canopy and fairly open under storey.

Fauna Four species of primate occur in the reserve; the Western Red Colobus, the Calithrix Monkey (formerly known as Vervet), the Patas Monkey and the Senegal bushbaby. Other mammals present include Senegal and Pardine Genets, Bush Buck, Maxell‟s Duiker, Gambian Red-legged Sun Squirrel, Striped ground Squirrel, Crested Porcupine, bats and a variety of rodents. Reptiles present include Nile and Dwarf Crocodiles, Nile and Boscs Monitor, Agama Lizard, various skinks and geckos, African Rock Python, Puff Adder, Black Cobra and Green Mamba.

Avi - Fauna Over 270 species of birds have been recorded from Abuko Nature Reserve which reflects the value of this small area. The reserve contains an intact pocket of gallery forest in which numerous forest dependant species occur such as the Green Turaco, Little Greenbul and the Yellow Breasted Apalis. The Milky (or verreaux‟s) Eagle Owl is also resident and often heard calling in the late afternoon. The chain of pools within the lower end of the reserve attracts a tremendous variety of bird life, from the White – Spotted Fluff tail to African Fish Eagles.

Bolong Fenyo Community Wildlife Reserve (BFCWR) The Bolong Fenyo Community Wildlife Reserve (BFCWR) with a 320 hectares surface area is situated 35km away from Banjul the capital, on the Atlantic coast of West Africa. This reserve includes 400 meters of coastline open beach and a variety of habitats on the façade of the Atlantic Ocean. As a proposed protected area owned by the community of Gunjur, the reserve offers good opportunities as an African Waterfowl Census area (see map).

Hydrology The BFCWR with an area of 320ha has a boundary line of 8 km and contains a river bed of 20ha. In the catchments area, a community of mangrove stands covering 8,5ha suffers the sporadic impact of bush fires. The slope of the banks is very important in some areas of the reserve and exceeds 5%. Presently the area is heavily degraded, lots of trees and animal species have disappeared or are now rare. Around Fabadinka, a name given to a large deep hole within the reserve, the mangrove ecosystem is heavily degrading and bare sand deposit prevails with high acidification process that features out as major cause of plant dieback.

Habitat types and Plant Communities The Bolong Fenyo Community Wildlife Reserve incorporates mangroves, dry woodlands and coastal dune scrub woodland. Along the seashore there are a series of lagoons. The area has a variety of habitats including: marine, estuary, fresh water mash, coastal dune, mangrove habitat, salt pan, mud flats and woodland savanna. The two most common species that occur in the mangrove saltpan area are the red mangrove Rhizophora racemosa and the white mangrove Avicenia nitida. Although BFWCR is yet to be comprehensively assessed, the characteristic plants in the scrub and woodland areas of the reserve are Acacia spp, thinning polio stigma, Poliostigma thonningii, the African locust bean, Parkia biglobosa, mango, Mangifera indica, baobab, Adansonia digitata, fig, ficus sp, rhun palm, Borassus aethiopicus. With this variety of habitats, BFWCR shelters a number of animal species for which the list stands to be completed.

Fauna To date a total of sixteen mammal species and eleven species reptiles have been recorded. Based on casual observations, three species of crab, the humped back and bottlenose dolphins, pilot, Bayde‟s and Minke whales, different cnidarian species, clawless otter, Nile monitor lizards, Nile crocodiles, and mudskipper are noted in the marine or wetland ecosystems. The green turtle, Chelonia myda, occurs within the area as well and breeds along the coast. On the dry terrestrial ecosystems, a rich reptilian and mammal fauna mix with each other and includes: Epaulet fruit bats, western red colobus, calithrix monkey, Senegal bush baby, Bush buck, red flanked duiker, pardine genet crested, cerval, porcupine, Gambian mongoose, spotted hyena, both Sun and ground squirrels, cane rat, Gambian giant porch rat, and hare that partition with African rock and royal pythons, Puff adder, spitting cobra, African bush snake, black forest cobra, sand snake.

Avi-fauna The avi-fauna is probably the most known component of the area. According to Sanyang et al (2006) 74 species of birds from 61 families, were recorded in the reserve in the following proportions: resident species, 61%; intro-African migrant 11%; paleartic migrants counting for 27%. There is no official data on the status of amphibians and fish species that occur within BFCWR. There has been no investigation into the diversity of invertebrates apart from some sporadic study of the lipidoptera, which has yielded 31 species (L Bannet, pers. Com). Species that are considered the most important for conservation in the area are the green turtle and leatherback turtle, and the hump backed dolphin.

Forest Parks The DOF manages 66 forest reserves which cover 32,734.8 hectares, Schindele (1986). As they are spread over all the regions of the country, there is need for obligatory linkages to exist between these two Authorities, DOF and DPWM. In fact, there may be differences in the management systems used by the Authorities but, a mismanagement of forest park could affect a NP and vis – versa.

Part II: Socio-Economic Activities and Management Systems in The Gambia Protected Areas

The Gambia as a developing country has a population essentially composed of agriculturalists and the 2003 national population census put the human population at 1.3 million with a growth rate of 2.8% (NEA 2010). At this growth rate, the population is expected to double in 2040 (NEA 2010). The country is also one of the most densely populated in Africa, with a population density of 130 pers/km2 (Republic of The Gambia, 2007a). More than 60% of the population live in the Greater Banjul Area (GBA) because of high internal migration to this area and Western Region (now West Coast Region) (NEA 2010). A large proportion of the population is young, with over 45% under 15 years of age. Life expectancy is 59 years for women and 56 years for men (NEA 2010). The large proportion of the population being young increases the burden of providing not only adequate health and educational services but also employment opportunities (Republic of The Gambia 2011). The majority of the population is engaged in mainly subsistence agriculture (Republic of The Gambia 2011a). It currently accounts for about 40% of the Gross Domestic Product (GDP), employing more than 73% of the labor force (Republic of The Gambia 2010). The majority of the rural population depends on forest resources for construction, fodder, food, fuel, medicine and other daily needs (Republic of The Gambia 2011a). Protected areas and areas close to them are the direct sites to provide a good deal of these socio- economic needs. There is no doubt that their integrity is currently tampered with and this poses a constant challenge to the management that struggles to overcome. The local communities within and around PAs are engaged in various activities, ranging from agriculture and animal husbandry, through whole sale and retail, manufacturing, transport, storage and communication, to mining and quarrying. As specific activity, cultivation of rice and other cash crops, fishing, oyster collection, collection of firewood, harvesting timber and thatch grass for fencing and construction, vegetable gardening, and watering and grazing livestock are the routine.

The details of the socio-economic activities of settlements close to each protected area are explained below.

II-1 Niumi National Park Niumi National Park is used by eleven peripheral villages (Republic of The Gambia 2011c). One village (Bakindik Koto) is located within the mainland area of the park while Jinack Niji and Jinack Kajata are located on the north-east end of Jinack Island (Republic of The Gambia 2011c). The 2003 population census put the population of the villages at 33, 146, with a growth rate of 2.7% (Republic of the Gambia 2011c). This high population within or in the vicinity of NNP shows to what extent it could absorb the pressure exerted on its natural resources. The proportions of economically active persons employed are 43.8% of males and 55.5% of females (Republic of The Gambia 2003,). Different proportions of the population are engaged in different occupations, ranging from subsistence agriculture (80.6%), to fishery workers, hunters and trappers (3.4%) and other occupations (16.0%) ( Republic of The Gambia 2003). This high percentage of populations engaged in agricultural activities (80.6%) correlates with growing pressure on the land resource due to the high rate of population growth. Shellfish harvesting from the mud flats or the mangrove roots is a vibrant activity carried out by women who represent the majority of the population in Lower Niumi district 50.6% female against 49.4% male ( Republic of The Gambia 2003,). The wetland areas of the park are of considerable importance in these subsistence economies such as for wet season rice cultivation and dry season market gardening or for provision of dry season grazing land for livestock (cattle, sheep and goats). Additionally, various materials are also derived from the wetland environment including mangrove poles for roofing and grasses for thatching and fence construction. Salt production is at its initial stage with the NGO, FORUT which has promoted recently the operations in the vicinity of the Masarinko Bolon using evaporation pans.

In brief, the livelihoods carrying capacity of the NNP is still maintained within affordable limits but with the rising demands for agricultural land, and associated non friendly agricultural practices, there is fear to break the harmony in the long run if, sound management strategies are not put in place to curb the effects that may worsen with the unpredictable global climate change effects.

II-1.1 Threat According to RAPPAM Methodology-The Gambia, (2011), the threat resulting from agricultural activity is considered medium to low in Gambia‟s park system except for NNP and BWR where it may amplify to major threat in the future. The transhumance from neighboring country Senegal is another factor that poses the threat of diluting or simply dominating the trypanosoma resistant genotype of the local cattle Ndama race.

II-2 Tanbi Wetland Reserve The area around Tanbi National Park has been settled by humans for centuries (Republic of The Gambia 2008). However, the population has increased drastically since independence due to a high growth rate (4.2%) and migration (Republic of The Gambia 2008). The huge number of settlements around and within Tanbi is a clear indication of the intensity of the challenges in terms of conservation. Tanbi is bordered by twelve villages with the greater Banjul human settlement on the Southern East side , Mandinary, Lamin and Abuko towns on its Southern part, Talinding, Fagikunda, Ebotown and Jeshwang on the West side. The capital Banjul is on the park‟s northeastern border with some of its districts included within the park while Bakau town (Cape point) is on the North-Western border.

The 2003 population census put the population of the peripheral settlements at 340, 249 with 51% male and 49% female (Republic of The Gambia 2003b). The proportions of economically active persons employed are 59.4% male and 29.1% female. Intense horticultural activities are undertaken in the periphery of the complex by women who involve in fish smoking, oyster collection, rice cultivation and gardening. The production of cockles is also carried out by women who put themselves into community based organization (CBO) for sustainability sake of the resource. Men are concerned more with shrimp fishing and mangrove cutting although this later activity is prohibited or controlled. In statistical terms, the populations are distributed as 2.8% in subsistence agriculture, 1.0% in fisheries, hunting or trapping and 96.1% are engaged in other occupations which include non wetland-resource based activities as well. Over the last two decades both subsistence and commercial fishing activities have been promoted within the wetland complex. Two fish processing plants are located within the wetland, most fish deriving from coastal or offshore waters.

II-2.1 Threat Waste disposal, land conversion, roads construction and tourist industry development are major threats for Tanbi as a result of proximity to human habitation.

II- 3 Kiang West National Park Kiang West National Park is surrounded by five villages namely Dumbuto, Batelling, Bajana, Kuli Kunda and Jali. According to the 2003 population census, the population of Kiang West District is put at 14,610 consisting of 46.2% male and 53.8% female (Republic of The Gambia 2003). The proportions of economically active persons are 37.1% of the male population and 62.4% of the female population (Republic of The Gambia 2003). The population is engaged in various occupations ranging from subsistence agriculture that supports 77.2% of the population, fisheries, hunting or trapping that engage 2.0% of the active population, the rest, 20.8%, is engaged in other occupations (Republic of The Gambia 2003). The swamps along the periphery of the park are used for rice cultivation while the upland site is used for livestock grazing. Other activities in the periphery of the park include collection of fuel-wood, wild fruits and honey, timber cutting (mangrove included) and thatch grass for fencing and house construction, let alone the illegal hunting of wild animals and birds (Republic of The Gambia 2011d). Over the past few decades, with effects of drought and climate change, there is a dramatic change in the original land use set-up as a result of salt intrusion into rice fields. This has led to the abandonment of many rice fields and a downward trend in rice production in the swamps (Republic of The Gambia 2011d).

II-3.1 Threats Like logging and hunting, wild fire is considered a major threat to Kiang West National Park. According to RAPPAM Methodology, The Gambia, 2011, annually, a portion of KWNP is consumed by fire and this makes it to be ranked the highest threat for this park compared to the rest of the PAs assessed in the Gambia for this factor. In the great majority of cases they are deliberately lit to clear the land for agricultural activities but at times spread out of control. The savannah is also affected by the grazing of an increasing number of domestic cattle and goats, which combined with the incidence of fires becomes a real obstacle to rapid natural regeneration of trees and shrubs. As a biodiversity-rich area, illegal off-take in KWNP is of high pressure on the animal population which is intensified by the current human-wildlife conflicts that are rampant with the over- populated baboons in the zone.

II-4 River Gambia National Park The populations of Niamina East and Fulladu West Districts were estimated at 91,486 people, comprising 48.3% male and 51.7% female (Republic of The Gambia 2003). The proportions of economically active persons were 49.4% of males and 48.7% of females (Republic of The Gambia 2003). The population is engaged in various occupation types ranging from subsistence agriculture (81.2%), fishery workers, hunters and trappers (0.9%) and other occupations (17.9%) (Republic of The Gambia 2003). The local communities around River Gambia National Park consist mainly of subsistence farmers and fishermen. Thus they depend on the natural resources for their livelihoods (NACO 2011).

II-4.1 Threats According to RAPPAM Methodology-The Gambia, 2011, conflicts between human and hippos within the fresh water part of the River Gambia present a major threat to the species. Due to increasing irruption frequency of this species into the rice fields, one important pillar of the livelihoods of the local communities is being put at peril which tends to be a burden in a foreseeable future as agricultural lands expand as a result of human population growth.

II-5 Tanji Bird Reserve Tanji Bird Reserve is surrounded by four villages namely Brufut, Ghana Town, Tanji and Madiana. The communities around Tanji Bird Reserve comprise mainly fishermen and subsistence farmers who depend on the swamps around Tanji village for rice cultivation during the rainy season. Forest products such as oysters and mangrove wood for firewood or construction materials are also harvested (Republic of The Gambia 2011e). The demand for firewood is met by tree-felling and the cutting of the roots of mature trees. Ungulates are hunted on the mainland, while offshore turtles are killed as by-catch (Republic of The Gambia 2011e).

The Bijol Islands represents an ideal spot for research purposes. However, they are regularly visited by tourists as well as fishermen who collect gull and tern eggs (Republic of The Gambia 2011e). Moreover, the communities also graze their livestock in the buffer zone and even within the reserve. In the past collection of Non-Timber Forest Products (NTFP) were done with orthodoxy which guaranteed sustainable use of forest resources from the reserve. The harvesting of oyster was done during the dry season and the roots of mangroves were preserved. However, these resource utilization methods are now more and more by-passed which compromises the integrity of the reserve for the long run (Republic of The Gambia 2011e).

II-5.1 Threats Apart from the abusive collection of forest products, Tanji is confronted with the problem of waste disposal although there is a buffer zone. Roads construction on the terrestrial side of the reserve and sea level rise as a result of climate change effect on the Bijol islands are all threats that need consideration to safeguard the integrity and functionality of the PA in the long run.

II-6 Bao Bolong Wetland Reserve There are 24 villages at the periphery of Baobolon Wetland Reserve (Barnett 2000). The peripheral communities have been there for at least 500 years according to oral history (Barnett 2000). The 2003 population census put the population of the Upper Baddibu District at 70,045 with 47.1% male and 52.9% female (Republic of The Gambia 2003b). Proportions of the economically active population employed are 49.1% male and 48.4% female (Republic of The Gambia 2003b). The occupations of the peripheral population are 68.7% subsistence agriculture, 1.0% fishery workers, hunters and trappers and 30.3% engaged in other occupations (Republic of The Gambia 2003b). The peripheral communities considerably depend on Baobolon area for rice cultivation (Barnett 2000). There is also cattle grazing, though this tend to be confined to the drier areas fringing the elevated land during the rainy season yet, the herds move further into the reserve as the dry season progresses (Barnett 2000). Fishing activities within the reserve are mainly for subsistence (Barnett 2000). Many of the peripheral villages also depend on Baobolon for the provision of firewood and thatch grass (Barnett 2000). Other socio-economic activities include hunting as well as harvesting of wild fruits and other plant parts for consumption, medicinal purposes, etc (Barnett 2000).

II-6.1 Threats Roads construction and hunting as in the case of waterfowl (Barnett, (2000) and also human- wildlife conflicts are foreseeable threats that need to be anticipated for the long term sustainability of the Wetland reserve.

II-7 Abuko Nature Reserve Abuko Nature Reserve is surrounded by three peripheral villages namely Abuko, Lamin and Yundum (Republic of The Gambia 2011b). The 2003 population census put the population of these villages at 143, 873, with a growth rate of 2.7% (Republic of The Gambia 2011b). The population of Kombo North District where Abuko Nature Reserve is located has been put at 166,493, comprising 50.6% male and 49.4% female (Republic of The Gambia 2003). The proportions of economically active persons employed were 59.8% of males and 31.1% of females (Republic of The Gambia 2003). The occupations of the population are as follows: 15.8% subsistence agriculture, 1.9% fishery workers, hunters and trappers and 82.3% engaged in other occupations (Republic of The Gambia 2003). In the past only ripe fruits were harvested and no branches removed to take fruits. Dead trees and branches were left rotten, which ensured the survival of the life supporting system of the fauna (Republic of The Gambia 2011b). However, such utilization practices are no longer used today, resulting in the degradation of the habitats within the reserve (Republic of The Gambia 2011b). Various materials are collected from Abuko Nature Reserve including grass for thatching and fencing and dry sticks for firewood (Republic of The Gambia 2011b). Although crocodile hunting may have reduced, there is evidence that some hunting continues outside the reserve (Republic of The Gambia 2011b).

II-7.1 Threats According to RAPPAM Methodology-Gambia, 2011, one of the most patent threats for long term conservation of the reserve is the prolific and rapidly developing type of creeping species (alien species) that tends to dominate and kill many of the indigenous plant species creating thus the loss of the original habitats that used to be provided.

II-8 Bolog Fenyo Commuity Wetland Reserve Biyaros and Doumung Sanyang are the first settlers in the area of the reserve; they are fundamentally hunters and benefit from wildlife resources. The increase in human population and consequently, demand on wildlife resources has influenced a shift in livelihood. The present livelihood primarily relies on fishing, farming and collection of forest products. Income generation was from the sales of shrimps and oyster with traditional/seasonal fishing and boating.

The 2003 population Census put the population of Kombo South District at 61, 615 people, comprising 50.1% male and 49.9% female (Republic of The Gambia 2003). The proportions of economically person employed are 51.8 % of males and 42.6% of females. The occupations of the population ranged from subsistence agriculture (42.6%), fishery workers, hunters and trappers (8.4%) and engaged in other occupations (49.0%)

In the past the swamp areas of Gunjur were used for the cultivation of rice and other cash crops. Other forms of past land use included fuel-wood collection, horticulture, palm leaf gathering, palm wine tapping, oyster collection, palm nut extraction for palm oil, hunting, grazing and access to and from fishing pirogues (Republic of The Gambia 2008b).

Present land use includes limited cattle grazing and access to and from fishing areas (Republic of The Gambia 2008b). In addition a fishing center and an ice plant are located nearby for the processing and marketing of fish and other products. However, the proliferation of beach bars and lodges in the area is becoming a concern (Republic of The Gambia 2008b). The long term viability of the reserve will depend on effects of the surrounding human activities which have a bearing on the area (Republic of The Gambia 2008b).

II-8.1 Threats The RAPPAM Methodology, Gambia, 2011 classified hunting as a possible major threat in a near future in BFCWR if efficient measures are not put in place. The increasing lucrative activities are also a threat that may jeopardize the naturalness of the Bolong Fenyo as a reserve. III- Data Collection and Management Systems

III-1 Data Collection Systems For any management Institution, the efficiency of collecting data is a pre-requisite to successful management and planning operations. In fact, based on the strength of the system and pertinence of the types of data collected, progress toward the management goal becomes easier to assess through monitoring processes. The DPWM as the Authority responsible for the management of the Gambia‟s PAs has always developed and operated a data collection system that has helped in the perpetuation of the remaining of the local biodiversity.

Different systems of data collection ranging from direct surveys through, indirect surveys and out sourced information collection are used to feed the existing data base in the department. The relevance of Data obtained through these processes is recognized as they help document the status of the available resources and the factors that enter in play for their conservation.

Data collection systems are in majority based on surveys, and interviews or conversations with stakeholders. The type of information obtained through such processes is quite fast but may not in many cases feed-back on the intrinsic natural resilience of the resources. For example, hunting of a particular protected species or the size of its population could be rapidly assessed but little may be known of its reproduction, lifespan or its potential parasites.

Besides the frequency with which the type of data is collected is another relevant clue since there is no static condition especially with life systems that are in all cases dynamic. From the above examples, it appears clearly that data collection systems have a large range of mechanisms that may be used to fully know the resource and the different factors that interplay with its integrity. DPWM as the mandated Institution for the conservation of wildlife and PAs should activate the wildlife research area which still seems to be at its infancy.

III-2 Data base Management Strategy Data management is a dynamic process that is essential to keep record of the activities, the status of resources as well as the profile of the Institute in terms of personnel. Depending on the type of audience to feed information, the data base management strategy should bear particular features that facilitate easy and rapid access. The DPWM has at its disposal a computerized data base in addition to a website which helps to sell its standard and expertise. Internally, the computerized data base support the planning and monitoring in giving feed-back information on the progress made toward the set management goals while informing on the profile of the personnel. With the website, outside audience is informed on the various assets and opportunities at hand in the Institute.

This situation represents a real improvement compared to the archive management system that used to gather dust on the shelves or in the drawers. VI- Suggested Solutions to the Threats and Shortcomings As the threats vary between PAs, there is no miraculous panacea that can solve forthwith the problems in all protected areas. In fact for each set of threats, the causes have to be identified and a thorough analysis of the factors that intervene in their dynamics made so that the enabling ways to mitigate their progressive rise as concrete pressure could be prioritized to safeguard conservation processes and achieve goals.

Among others, once the conservation priorities are identified and set, there is need to bring the chosen management strategies to the lowest decision-making level in order to gain adhesion of the populations which live directly in contact or in the vicinity of the resource. It urges to highlight that in terms of PA management options, the apparently lack of corridors between closely located reserves (example: BFCWR-TBR) is one of the shortcomings that may hamper performance but in case of total separation of the PAs, consideration should be given to closely located forest parks which may serve as important alternatives to alleviate pressure on the resources and wildlife reservoirs.

Part III: Department of Parks and Wildlife Management (DPWM) Restructuring

1.0 INTRODUCTION

The wildlife sector is currently managed under The Gambia Parks and Wildlife Management auspices, coordinated by the Ministry of Environment, Parks and Wildlife Management. There is therefore need to inject institutional reforms within the current set up in order to conform to government policy, legislative and institutional reform agenda.

Effective wildlife conservation and management is plausible under a system that is restructured, reorganized and well funded. Wildlife institutions tend to be effective and efficient when they are transformed. This usually would create team work and a well focused group of professionals in the field of wildlife conservation and management.

In 2007, DPWM commissioned a study to undertake an Institutional Capacity Audit and considerable progress has been made towards this objective. A reform process has been initiated as can be seen through the institutional review of the Department of Parks and Wildlife Management as part of the Integrated Coastal Area and Marine Biodiversity Management (ICAM) Project.

The exercise consisted of reviewing and assessing key units at Headquarters and protected areas management units, mainly to determine the nature and scope of the priorities: strengths, potential and constraints of the Department, the requirements to make it more responsive to the prevailing demands on natural resource conservation and management.

Among the reasons why Department of Parks and Wildlife Management with its present managerial set-up and resources is not able to fulfill its mandate, are its heavily centralized organization, insufficient funding, the limitations inherent to the public service itself, lack of commercial and revenue generating policy, garbled finances, outdated anti-poaching set-up, inadequate equipment, insufficient specialized personnel, low morale due to lack of motivation, insufficient capacity to raise donor support and provide tourism investors with a stable, reliable business environment. The extent and inter-connection of these problems is such that only a major reform, modifying the status and organizational structure of the institution responsible for the management of the wildlife estate can address them successfully.

It is envisaged that the functions of DPWM shall focus on major infrastructure planning, human resources development, restocking program, involvement of private sector in natural resources management, macro-economic stabilization, resource mobilization as well as policy development, implementation, regulation and monitoring. The objectives of the restructured and reorganized institution would be to:

(i) Create the requisite institutional, legal and regulatory structures providing for the separation of functions on administration, management, licensing and regulation as distinct entities for appropriate governance within the framework of devolved system and management of wildlife and other natural resources;

(ii) Secure, facilitate and sustain access by communities to the skills and services provided by DPWM from national to the lowest level of conservation and management of wildlife;

(iii)Ensure the sustainable conservation and management of wildlife and their habitats in all protected areas;

(iv) Ensure the sustainable conservation and management of wildlife and their habitats outside of protected areas;

(v) Conserve and manage wildlife resources as a national endowment for sustainable development, wealth creation and employment;

(vi) Ensure that wildlife user rights and the benefits accruing from wildlife user rights are equitably shared in a just and fair manner;

(vii) Forge, local, national, regional and global partnerships, inter alia, for the better conservation and management of wildlife resources and enhancing transfer of technology and methodology.

(viii) Restocking of attractive wild animal species in parks and nature reserves…and

(ix) Reclassifying of certain forest areas and converting them into NPs and NRs for the purpose of extending the wildlife portfolio.

The main purpose of this consultancy is to present some of the institutional capacity needs of DPWM in order to effectively and efficiently conserve the wildlife resources of the country. 1.2Organization Structure of DPWM It is recognized that the urgency of biodiversity conservation, especially the extinction of the species and the serious threats facing them. The Gambia Government embarked on an active protection of the remaining wildlife species (fauna and flora) by setting aside protected natural habitats for them and simultaneously promoting conservation education to increase public awareness about wildlife and general environmental issues. Establishment of protected areas became the key element of the government‟s biodiversity management strategy since 1916. The foregoing policy measure is supported by the Wildlife Conservation Act of 1977 and the Wildlife Regulations of 1978. In this regard, the DPWM is in-charge of the conservation, management and development of the wildlife resources and protected areas of the country. For the purpose of implementing the Convention on Biological Diversity, it is the lead government institution. There are five functional units as follows: (i) Directorate of Conservation Education and Extension Unit;

(ii) Parks and Protected Area Management Unit; (iii)Research, Crop Damage Assessment and Control Unit; and

(iv) Surveillance Unit.

Table 1 – Staff Strength

Grade Functional title Staff numbers Total 11 Director 1 1 10 Assistant Director 1 1 9 Senior Wildlife Conservation Officer 3 3 8 Wildlife Conservation Officer 1 1 7 Cadet Wildlife Conservation Officer 1 1 6 Park Warden 3 3 6 Senior Accounts Clerk 1 1 5 Assistant Park Warden 2 2 4 Senior Wildlife Ranger 2 2 3 Records Clerk 1 1 2 Wildlife Ranger I 17 17 2 Typist 1 1 2 Senior driver 1 1 2 Accounts trainee 1 1 2 Tradesman II 1 1 1 Wildlife Ranger II 32 32 1 Care taker 1 1 1 Watchmen 12 12 1 Cleaner 2 2 1 Messenger 1 1 Daily Casual employees 100 100 paid workers Total 185 185

2. GOAL AND PURPOSE OF REORGANIZING AND RESTRUCTURING DPWM?

The goal of this restructuring and reorganizing is “Effective and efficient delivery of services by staff in order to sustainably conserve wildlife in the protected areas of The Gambia; and at the same time to involve the private sector in the management of the country‟s biodiversity resources.

The purpose of restructuring and reorganizing is “To build capacity and increase competiveness in terms of conservation and management of the wildlife resources in the country.”

The relevance of wildlife as an economic resource has been the subject of many studies, which however, especially in the African context, is yet to provide definite answers on all the aspects of this complex issue.

More specifically, while modern-sector values, such as tourism sector, sport hunting activities and game ranching, lend themselves to precise analysis, other hidden economic values, such as poaching for subsistence by rural populations, are for obvious reasons difficult to investigate and to quantify.

2.1Tourism

Tourism in The Gambia is still considered to be in its infancy. The available data show a decreasing trend since in 1970, 35,000 tourists were recorded compared to 2002 when only 8,000 tourists visited Abuko.Nature Reserve.

These figures illustrate the small size of the tourism industry, which is a limiting factor in the growth of The Gambian economy, reflecting also limited jobs, limited taxes and limiting the welfare of The Gambian people.

The secret in tourism development is better infrastructure and better management of wildlife as a tourist product. There is need for Government to make a deliberate policy for the management of the wildlife estate, creating a supportive environment for private sector investments, and building up a strong image of the country as an attractive destination.

The tourism industry has its own setbacks such as inadequate infrastructure, few and expensive international flights, and poor marketing. A key limitation is the run down condition of The Gambia‟s National Parks and Nature Reserves and its declining wildlife assets. Tourism in The Gambia would flourish with the availability of these assets.

Provided a competitive and reliable organization is established to manage the wildlife estate, it will be possible for The Gambia to significantly increase its revenue from the tourism industry.

It is Incumbent the State and the tourism industry, of which DPWM is a key stakeholder, to create the conditions that allow these potentials to be realized by the growing industry. The industry can only exist, let alone grow, if the wildlife and National Parks of The Gambia are better managed.

2.2 Hunting

Permits are granted by the DPWM who also try to ensure that revenue is generated for local communities by making licenses conditional on the establishment of hunting concessionaires. More than 10 hunting outfitters have established hunting camps with an average of five rooms each. Most safari camps are empty during the dormant season (May to December) when hunters from Europe, mostly France, are gone.

Local community leaders lobby for new hunting camps to be established in their respective areas because of warthogs perceived to have become a nuisance for their population is considered to have gone out of control. However, little is known about the ecology of the hunted species so a “common sense” approach is taken to granting hunting licences, whereby each hunting camp is allowed to bring a maximum of 5 hunters per expedition.

2.3 Illegal Hunting Poaching has been a growing problem in The Gambia since the 1960s. The poorest sections of the population cannot afford hunting licences, and it is only in a fraction of the country that an organized and legalized form is developed for the local communities to benefit from wildlife resources.

Wildlife is considered by large sectors of the population as res nullius, and cropped as and when opportunity arises.

Subsistence poaching not only alienates the perpetrators to the law, but also results in loss of Government revenue which with regard to licence fees equivalent of illegal hunting, has been estimated at nearly US$ 1million per annum.

There are ways to turn wildlife conservation into an asset to local communities. Community Based Natural Resources Management can and must be expanded with a stronger and better organization of Wildlife Management.

2.4 THE LOSS OF NATURAL RESOURCES The Gambia‟s protected area network is very limited and requires that certain Forest Parks and ecological sensitive areas can be reclassified and converted into National Parks, Marine protected areas and Nature Reserves which in turn would increase the economy and environmental asset of the country.

Unfortunately, The Gambia‟s wildlife estate has been constantly and severely degrading since 1960s, mainly as a consequence of subsistence and commercial poaching, often involving armed gangs of increasing size. Indicators of the seriousness of the problem are the decline of larger mammals from all National Parks and Nature Reserves and the extinction of elephant and a variety of animal populations. Human encroachment on National Parks and Nature Reserves is another factor that contribute directly to the degradation of natural resources..

2.5 THE NEED FOR RESTRUCTURING The DPWM with its civil service structure and lack of resources finds it difficult to fulfill its mandate. Staff morale and performance is very low, equipment and facilities grossly insufficient, and the present operations are at an extremely low level, in many instances only possible through support from donor assisted projects. Responsibility for the sprawling wildlife estate is not matched with adequate funding neither from the Government, nor by adequate generation of revenue under its present system.

The present organization is also outdated in terms of its organizational structure, reporting systems, and operational procedures, e.g.: A highly centralized institution in which virtually no room is left for initiative from middle management and officers in the field; Human resources are badly organized and overly centralized. Officers have to obtain all types of support from HQ, even trivial matters. The staffing of the organization does not allow for the development of specialized functions e.g. commercial, public relations and technical functions are all handled by under or unqualified personnel; The current institution has no regions, area management units, sectors and outposts; Low salaries and a lack of social services for families in remote areas are detrimental to performance and morale; The DPWM is hamstrung by all the dysfunction of the civil service management regime, relating to the management of personnel, shortage of funding, bureaucratic procedures; Revenue generation even at the present low level of tourism development remains significantly below its potential. Tourism rentals and Park entry fees are not structured, and the collection of all revenue subject to insufficient control; There is no commercial strategy to maximize revenue, facilitate investment or generate revenue from new sources; Government designed low entry fees for the protected areas; Lack of transparency in the present organization in terms of: Financial Management (audits are carried out years in arrears); Efficient anti-poaching operations and handling relations with the private sector are below standard. To a great extent, these problems find their roots in DPWM‟s organization status as a Governing body. Among the problems afflicting the Government Service, those related to: - personnel management,

- low salary levels and insufficient and erratic budgeting have particularly affected DPWM resulting in Inadequate finances for even its basic core functions

- Lack of any business-like approach to organizational management;

- De-motivation, lack of discipline and low performance of staff.

DPWM‟s ability to attract donor support and extract durable benefits from such support has not developed to an adequate level. Past donor projects have been handled as a disconnected patchwork of individual operations instead of being integrated components of a long term conservation strategy. A number of more or less successful “islands” were created, such as River Gambia National Park ongoing chimpanzee rehabilitation project and Boa-bolong wetland Reserve, and other protected areas covered by projects.

Anti-poaching is organized in an inefficient way, mainly for outposts manned by a few Wildlife Rangers without communication facilities. These outposts remain isolated for months and are inactive in the rainy season.

The prosecution of offenders has been inefficient and the protection of staff from counter prosecution has been weak and has led to severe de-motivation.

There is a complete lack of the use of modern management techniques although evidence of their acceptance, if available is doubtless.

The lack of modern management skills:

Training of the present managers does not cover management techniques, and those in middle management who may have had some degree of management training have no opportunity to practice such skills in the centralized decision making system presently in force. It must be recognized, however, that the recent participation of DPWM Management to meetings and working groups on the restructuring process, including the discussion of this report, indicates that a potential is there, which with adequate complementary training and appropriate working environment can probably perform much better than it has done in the past.

The lack of specialized skills:

This concerns such areas as the Technical Services, Commercial Services, and Public Relations. Most specialist functions are filled by non specialists who have acquired on- the-job know-how.

Staffing of field units: The field units staffing is erratic in number and this logic is some time hard to understand. This results in spreading the personnel over a very high number of small units, vulnerable, inefficient and exposed to dangers of every sort, and often isolated for the duration of the rainy season.

These problems are so overwhelming that only major institutional restructuring can address them successfully.

The table below highlights the main functional problems and corresponding solution in DPWM‟s structure. There is need to develop the Financial Division, the Research Division and the Ecotourism Unit which will form part of DPWM’s structure as we go ahead with the process.

Table2. Functions in the current DPWM, their problems, structural causes and proposed solutions in the restructured DPWM

Function Problem Structural cause Solution in Notes on feasibility of restructured the proposed solution DPWM’s Structure General Centralized No Regional Fewer, but stronger Requires capital and Management decision making commands Regional commands recurrent funding will Wide span of (3) endowed with depend on commercial control. budget and technical and fund raising success. skills, empowered to take decisions. Implies the Recruitment of high caliber Regional Managers.

Allows restructured DPWM to establish 3 Regional commands. Not restructured Function is absent. Recruit professional Depends on high and Works on basis of civil management motivated staff, and service approach capability. successful development No restructured culture of Public Service and restructured Develop restructured Reform programmes. planning capability. culture and planning.

Very little control or Develop commercial prediction of financial policy and function. resources, resulting from absence of Plan for regional units business plan. to contribute to restructured planning. Insufficient control Staff morale and Better supervision and Depends on recruitment over staff motivation are weak ability to discipline. policy, and availability performance due to low salaries, of funds stemming from poor support, lack of successful development equipment and of Public Service supervision. Reform programmes.

Staff expected to take risks, but not covered against possible retribution. General shortage of Undeveloped revenue Develop credibility as equipment and earning capacity. business partner and funding. recipient of donor Lack of commercial funding. policy. Develop commercial policy. Develop cost-efficient and transparent management. Development of Absence of Protected Area May require conversion resources in the restructured planning Management guided by of Forest Parks into field not for diversified master plan as base for National Parks or Nature corresponding to management of restructured planning Reserves. needs and wildlife estate. and objectives-oriented structured priorities. management. No Protected Areas Master Plan. Law De-motivated staff Bad employment Empowering Dependent on quality enforcement conditions. legislation to be leadership. provided in new Weak legal Wildlife Act. framework. Weak supervision Little mobility of Provide transport and Dependent on quality middle management. communications leadership. budgets to middle Weak management. Requires development of communications. restructured culture. Develop objectives- Variable standards in oriented management reporting. and reporting. Isolated outposts Dispersion of Fewer, stronger, Ability to cover large are inefficient. manpower in units is outposts, better areas depends on higher erratic. equipped and more mobility. Staff and families mobile will counter are vulnerable to increasing poaching Better welfare of staff retribution and trends. and families. dependent on neighboring Housing and re- communities equipping will take time and money.

Function Problem Structural cause Solution in Notes on feasibility of restructured the proposed solution DPWM’s Structure Little back up to No reserves. Strike force, highly Allocating resources for confront strong professional and the strike forces with opposition. equipped ground ground capability means capability. fewer outposts. Anti-poaching All manpower High mobility. Will require good activities are resources are tied up, intelligence and predictable by the little mobility. Strike force communications. opposition deployment is Unpredictable by opposition. Insufficient Insufficient resources Increased resources Depends on increased investigation for investigation. and training in funds from successful activities. investigation and Public Service Reform Weak legislation, poor police procedures. programmes. Poor prosecution presentation of record. evidence.

No prosecutors in Improved Act in place. DPWM. Wildlife and Little activity Scarcity of resources Decentralization of Successful protection a range and experience resources and decision- pre-requisite to management making. sustainable use.

Provision for partnerships with private sector. Hunting quotas set Census and Census and Monitoring Need to improve census based on Monitoring functions functions better skills and link quotas wildlife/human very weak. supported and funded. strictly to population conflicts. Revenue from hunting Revenue structure data. essential to survival of modified to be less DPWM. dependent on Depends on success in Need for revenue to wildlife/human developing game depend on scientific conflicts. viewing based revenue. data.

Function Problem Structural cause Solution in Notes on feasibility of restructured the proposed solution DPWM’s Structure Lack of integrated Weak planning Strengthened Planning Good management of planning between capacity and legal Unit including Nature Reserve Nature Reserves, framework. capability enabled by resources depends on open areas and Act. successful institutional National Parks. development.

Little or none Weak institutional Enabled by Act. application of EIAs capacity. outside National Strengthened EIA Parks. capability in the Planning Unit. Monitoring of all Census and monitoring Census and monitoring Depends on financial key components functions very weak. functions better resources and improved ineffective. supported and funded. training. CBNRM CBNRM activities CBNRM function Repealed legislation Constant effort for vary considerably insufficiently calls for improved transparency and in efficiency from integrated with SMC based on flexibility in approach. one Region to DPWM improved transparency. another. Delivery of tangible Independent capability support to communities. Core areas of DPWM poorly efficiently developed. Promote community managed, most of empowerment. them depleted. Lack of transparency in delivering benefits to communities. DPWM not No community Integrate CBNRM and recognized as development functions improve sociological significant partner in DPWM. expectations. agency in CBNRM activities. Research Insufficient Management does not Develop restructured management task research with planning, ability to oriented research. information needs. identify management‟s Inadequate needs for research application of Insufficient finances information. research staff. Lack of resources. Allocate operating Inadequate research International funding budget to research. experience for research is weak. Develop international co-operation in research.

Regulation of legal Weak regulation Quota decisions not Need for quotas to be hunting. capability required to be linked linked directly to to wildlife census. wildlife monitoring. Unsound quota Tighter policing of setting. hunters. Strengthened legislative framework. Commercial No commercial Function is absent Develop function, This is the base for policy, un-business from organization. policies and revenue generation like practice. procedures. Organized function. Fees not structured. No incentives for Revenue collection efficiency. system. Fees often not Structured system of Improving the image is collected As above, gives rise fees. essential to success.. to wrong attitude Creation of these Bad image, and towards investors and functions. little credibility as clients Transparent business partner procedures, business like corporate culture. Strong discipline and motivation of staff.

Financial services Inadequate revenue Weak collection Develop new revenue Success in developing due to weak system, de-motivated generation and staff motivation and collection staff. collection systems. discipline is essential. procedures and fees being fixed without A certain percentage of benefit of open revenue generated competition. Revenue which goes should go to restructured to Treasury receives DPWM. little attention (park Transparency in entry fees). accounting, auditing and monitoring of revenue. Highly centralized No regional structure. Establish regional financial structure and empower management to manage finances. Fragmented Insufficient Transparent, efficient budgeting transparency and accountable financial procedures organization of management. DPWM financial services has resulted in creation of semi Independent Units WWF-Project and Chimpanzee Rehabilitation Project. Little technical Function hardly Create the function. capability exists. Recruit professional Technical Services skills. under Conservation Professional skills Develop outsourcing and Management missing. capability. Wastage of Lack of Hire qualified staff. resources professionalism Hold them accountable results in bad or contract out for maintenance and little services. capability to outsource in a cost- efficient manner. Lack of resources Scarce financial Financial resources and equipment. means. allocated through restructured planning in support of management objectives.

3.0 DPWM’S OBJECTIVES AND FUNCTIONS The DPWM is responsible for managing The Gambia‟s 8 protected areas, covering an area of 51,240 ha which is equal to about 4.27% of The Gambia‟s land area. In addition to this core estate DPWM with the permission from the government will reclassify some of the Forest Parks and convert them into National Parks or Nature Reserves. The area of jurisdiction is expected to increase from the limited estate of 4.27% of the total land area to approximately 10% of the total land area. The restructured institution will be required to share responsibility with the Community for the Management of National Parks and Nature Reserves. Accordingly, DPWM is required to restock NPs and NRs with a number of attractive wildlife species compatible with the specific conditions of the protected areas.

3.1 DPWM’s functions as set down in the repealed Wildlife Act.

Subject to the other provisions of this Act, the functions of the Department shall be:

 To control, manage, conserve, protect, administer the National Parks, Nature reserves, Private game reserve, and Community owned Nature Reserves (Protected Areas – PAs) and co-ordinate activities in such areas;

 In partnership with local communities, to share the responsibilities of management of National Parks and Nature Reserves;

 To adopt methods to ensure sustainability, conservation and preservation in the natural state of ecosystems and biodiversity in all protected areas;

 To encourage the general development of all protected areas including the development of facilities and amenities within these areas in accordance with management plans for all protected areas;

 To sensitize and educate the general public on the necessity of wildlife conservation, and the importance of wildlife to foster appreciation of the economic and aesthetic value of wildlife as natural assets;

 To undertake measures that will ensure the proper balance between the sustainable use of wildlife and the management of ecosystems in all protected areas;

 To enhance the economic and social well-being of local communities in Nature Reserves;

 To prepare and implement management plans for all protected areas in consultation with local communities;

 To issue licences and permits under this Act;

 In partnership with local communities to grant hunting concessions to hunting outfitters and photographic tour operators in hunting reserves;

 To assist and advise the Minister registered under the Act, in the management of human and natural resources in hunting reserves and open areas which fall under his/her jurisdiction;  To formulate and advise the minister on the regulations for the process of preparing and implementing management plans for all protected areas;

 To ensure the systematic management of financial, human and natural resources for the conservation of wildlife so that the abundance and diversity of species is maintained at optimum levels;

 To advise the minister on the regulations required to conserve, protect and manage wildlife in all protected areas and on private land;

 To pay out such money into a fund established by a Site Management Committee (SMC) from revenues payable under this Act in respect of licences issued, concessions granted and services rendered from the use of wildlife resources within an area of a SMC as the minister shall prescribe by regulation after consultations with DPWM; and

 To carry out any other activities relating to wildlife which are necessary or conducive to the performance of its functions under this Act.

The Act‟s mission statement will build upon the governing statement for Biodiversity/Wildlife Policy and Legislation. Based on these statements, it can be concluded that the restructured Department must be able to handle efficiently the following tasks:

The conservation of Gambia‟s wildlife and its supporting ecosystems, not only in National Parks, but with varying degrees of authority throughout the country;

 The balancing of wildlife conservation with its commercial utilization;

 Support of wildlife based commercial initiative by the Private Sector;

 Efficient and cost effective joint Management of Nature Reserves and hunting reserve with local communities, through SMC.

3.2 LONG-TERM OBJECTIVES

The long term objectives can be summarized as follows: to maintain the highest levels of biodiversity, ensure the conservation of ecosystems, and the safeguarding of environmental processes, and the maintenance of environmental services through sound management of wildlife resources;

 To manage the National Parks in a sustainable and environmentally sound way, bringing management standards to levels comparable with the best on the African continent;  To develop the management of wildlife resources jointly in Nature Reserves and hunting reserves, in partnership with local communities and thus secure their support for conservation;

 To provide a reliable and sound business environment for the development of a strong wildlife-based tourism industry; and  To provide recreation and educational opportunities for Gambians.

3.3 SHORT-TERM OBJECTIVES

To achieve its long term objectives; the restructured Department will need to restock the National parks and Nature Reserves with animal species which used to thrive in these depleted protected areas. Then there will be need to protect the wildlife estate from further degradation through this restructuring process which must produce a new restructured Department, whose highest priorities are to fight poaching within the National Parks and Nature Reserves, and to develop an efficient commercial approach to the use of Gambia‟s wildlife.

It will also be essential to project a new image internationally in respect of Gambia‟s ability to protect and develop its wildlife. This is a prerequisite to attracting the support of donors and investors in the tourism sector. This is particularly important in respect of the business communities, whose investment will be necessary in order for the restructured DPWM to manage the wildlife estate to long term self-sustainability.

DPWM’s immediate objectives can be summarized as follows:

 Establishment of the restructured DPWM;  Improve law enforcement;

 Develop an efficient system of wildlife inventory monitoring and evaluation;  Restock National Parks and Nature Reserves;  Attract tourism investors, encourage the wildlife/tourism industry to create a rapid increase in revenue generation;  Appoint and deploy suitably qualified staff;  Training of staff to take over new positions;  Improve staff morale at all levels of the restructured institution;  Develop public relation activities to improve the restructured institution image in The Gambia as well as abroad; and  Reclassify forest parks and convert them into NPs and NRs for the purpose of extending the wildlife portfolio.

3.4 CORE FUNCTIONS OF THE RESTRUCTURED INSTITUTION

The core functions of the institution are:

 Conserving Gambia‟s wildlife and maintaining its ecological processes;  Protecting and managing Gambia‟s protected areas – its National Parks and Nature Reserves;  Facilitating the development of a strong and sustainable tourism industry based on wildlife and protected areas; and  Facilitating by improving awareness and willingness to cooperate with rural communities especially in Nature Reserves and Hunting Reserves for long term use of the resources

The core functions of the restructured Department will be supported by its specialist and service functions which will include:

 Financial Division;  Research Division;  Administrative and personnel Services; and  Technical and Ecotourism Unit. Such functions are supported by financial, Human Resource Management, administration, Technical and ecotourism functions.

4. 0 KEY ISSUES AND PROPOSED SOLUTIONS

The purpose of this section is to describe the approach being proposed to the most important aspects of managing the wildlife estate. From the concepts described in this section, follows the proposed organizational structure which is described in section 5.

For the reader‟s convenience, in this section we have included only two of the crucial issues:

- The decentralized structure of DPWM; and

- The differentiated management of the wildlife estate.

Organizational issues include:

- The heavily centralized structure of DPWM; and

- The absence of key specialist skills and services within DPWM.

With regard to proposed solutions, the approach needed to address core issues includes:

- Developing a sound revenue and financial base, such as to ensure the long-term and sustainable management of the wildlife estate;

- Developing the capacity to effectively control the wildlife estate entrusted to DPWM with an efficient law enforcement organization;

- Reconciling appropriate management of the sprawling wildlife estate with limited resources; and

- Determining DPWM‟s role in respect of the local communities.

The approach needed to address organizational issues includes:

- Determining the optimal management structure, and particularly the desirable and operational level of decentralization, and the time-frame for implementation;

- Develop a new approach to personnel management; - Determining how to develop the specialist services required for the efficient management of the estate.

4.1 CORE ISSUES

4.1.1 The revenue base is insufficiently developed, mainly as a consequence of the under- development of the tourism sector. Here, in turn, insufficient investor confidence has played a key role, resulting largely from deficiencies in the management of the wildlife estate.

4.1.2 The DPWM lacks a commercial policy, and has not been proactive in making available sites to developers. This partially resulted in inadequate management plans for the protected areas, but also the absence of specialist manpower handicapped the potential commercial ability that DPWM should endowed with.

4.1.3 Park entry fees are not appropriately designed to correspond to different types of potential clientele, and to be competitive with neighboring countries.

4.1.4 The system of revenue collection presently in force leaves major gaps as regards the collection of entry fees. In the past years, an important share of revenue has been lost in this way. Last but not least, donor support has not been forth coming at levels corresponding to the needs and importance of the wildlife estate. The developments of an Ecotourism Unit and of a structured ecotourism policy are the proposed answers to these problems.

The replacement of equipment is not provided for, resulting in the DPWM being left to operate obsolete and uneconomical equipment, and often unable to provide essential means for field operations. Cost/benefit analysis is generally absent in the management practice, a consequence of the absence of operational plans and of the allocation of resources taking place on an ad-hoc basis. These issues need to be addressed by rationalizing expenditure, achieving a better balance between expenditure at Headquarters and field level, increasing expenditure on operating costs other than salaries, developing a revenue generation policy, and tightening up the control on revenue collection. Measures proposed to tighten up financial control and budgeting are described in detail in section 5.7.2

4.2 Control of the Wildlife Estate For the entire modern trend towards community based conservation and emphasis on the ecotourism aspects of wildlife management, law enforcement remains the core function of any wildlife authority. The Gambia is no exception. The restructured institution will be responsible for the enforcement of Gambia‟s new wildlife legislation. Legal protection of law enforcement officers is also inadequate. There have been several cases of Wildlife Rangers being compromised or silenced by poachers. Faced with scarce resources and having a wildlife estate to look after, DPWM must organize its law enforcement on the basis of a well planned strategy and a highly efficient service. The present organization of law enforcement is based on Small Units where wildlife Rangers are under-equipped, frequently outnumbered by poachers, and receive little supervision or support. Good mobile communications are a rare luxury, transportation consists of obsolete vehicles stationed at the Park HQ, and fuel and spare parts are scarce. There is limited supervision of Rangers, and little or no back up, so anti-poaching operations tend to be reactive and defensive. The initiative is in the hands of the offenders rather than with the law enforcement authority. Report on contacts with poachers take a long time reaching HQ for backup support, and in the rainy season anti-poaching operations are mostly impossible. Other, more modern, wildlife management organization in Africa have concluded that small outposts are no longer an efficient way of operating. Faced with scarce resources and a wildlife estate to cover, the restructured institution must organize its law enforcement on the basis of stronger, more mobile and better organized units.

There is need to develop a new approach to anti-poaching demands. A structure is required which will:

Address different aspects of law enforcement in a logical manner depending on the nature of the threat;

Take the initiative and operate throughout the year;

- Support the staff in the field with good equipment and training,

- assure legal protection from prosecution, and

- secure civilized family housing.

A key factor in designing the restructured institution is therefore to re-define the role, size, manning, and equipping of its minimal unit, (outpost and reinforced outpost) and its relation to the next level of organization. Support by the local communities is naturally essential to the success of law enforcement, and to this end the restructured DPWM will build on existing community initiatives (e.g. as developed by the site management committees).

4.3 Tailoring DPWM’s resources to the size of the wildlife estate

The limited size of the wildlife estate (51,240 ha, 4 National Parks, 3 Nature Reserves and 1 Community Reserve) and the scarcity of wildlife resources, entails the need of restocking the 8 protected areas with the wild animals which were previously found in these areas. South Africa and other friendly countries are readily available to provide the animals required to fill the gap.

There is need to increase the wildlife estate and this is possible through reclassifying some of the forest parks into National Parks and Nature Reserves. When the two issues mentioned above are addressed, the projected size of the tourism industry as the future source of gaining revenue for DPWM will be achieved. A primary strategy of the restructured institution will be to tailor its activities to the priorities of its protected areas. In the long run, it will also need to consider tailoring its protected areas to the financial capabilities of the tourism industry.

The production of a Protected Area master Plan by the Research Division is designed to address these questions. This will be an on-going activity which is intended as a continuous strategic review of the restructured institution priorities. It will also look at identifying alternative and creative ways in which protected areas can be managed and developed without costing the new institution financial and human resources it cannot afford. Perhaps the greatest challenge in the new institution will be to balance the scarcity of financial and manpower resources with the needs of managing the expanded wildlife estate. In addressing this problem, few preliminary considerations are necessary.

4.4 Costs of wildlife management in The Gambian Economy

Protection and Management of Protected areas involve considerable costs, some of which need to be met irrespective of whether the area is generating revenue or not. It is therefore assumed that GOTG state funds will be allocated to support the new institution in order to protect such areas on a care and maintenance basis. Areas with potential to generate revenue will be managed to levels determined by the revenue generated. The costs of such management and of capital development are of three types.

Conservation Costs i.e. anti-poaching, range management, resource monitoring and support services.

Tourism Costs- provision of such services to visitors and tour operators, private sector operators, and public, such as access roads, game drive loops, escort services, management of leases and of hunting, licensing etc.

Costs relating to Community activities- such as those covered under conservation working committees and consisting of supervision and contribution to law enforcement, sustainable utilization, and community activities related to wildlife.

4.4.4 Conservation Costs: are directly proportional to the general strength of law enforcement in the country. Preventing wildlife depletion is not solely dependent on the performance of the wildlife authority, but also on the efficiency of the police, customs and border control authorities. Conservation costs are expected to increase in the Gambia with the pending re-introduction of wild animals in depleted protected areas and the anticipated increase in the extent of the protected areas. Therefore, important external factors will influence conservation costs. Any further limitation to the conservation effort in The Gambia will cause serious and probably permanent loss of control over the wildlife estate. Protected Areas, if further depleted by poaching would in most cases not give way to prosperous farming or live stocking ranching - most areas are too remote and marginal. They would simply become empty, of little value to local people and open to unplanned exploitation.

4.4.5 Tourism Costs: and the provisions of tourism services are linked largely to commercial success. The secret, for good wildlife management, is to strike the correct balance between revenue generation and provision of services. Forward planning, transparency and a sound commercial policy will provide such balance, and investment in this component will result in revenue generation, choice of the correct timing for DPWM’s investments will be a crucial factor. In DPWM’s case, major capital investments will be needed in the National Parks and Nature Reserves, but these need to be accompanied by investments in the tourism sector at large for the target levels of revenue generation to be achieved. Therefore, this component of the cost of managing the estate is dependent on external factors, but can be tailored to the degree of commercial success on the basis of cost-benefit analysis.

4.4.6 Costs related to community activities: encompass both conservation and provision of services, and the above considerations apply. However, investment in community-based conservation theoretically contributes to the lowering of conservation costs. This theory has been put to test with variable degrees of success, in many other countries. Despite theory being fascinating, and the unquestioned merits of community-based conservation, implementation is fraught with difficulties and success stories are rare. The example is the comparative study of protected Areas management in African Tropical Forests conducted in Central and Western Africa (1964) REPUBLIC OF CENTRAL AFRICA, CAMEROON, GABON.

4.4.7 Costs of meeting the responsibilities of the restructured DPWM outside National Parks and Nature Reserves

The master plan will identify DPWM’s priorities outside the present PA network. These will include the administration of hunting in “open areas” and the identification of new areas which may justify some form of protection or tourism use, e.g. botanical reserves or recreation areas. Such areas will be given priority for management or development only after full investigation and evaluation against existing priorities.

Simultaneously, National Parks and Nature Reserves will be evaluated by the Master Planning Process to determine their future with the PA network or whether they are suited to alternative types of land use.

4.4.8 With open areas, DPWM’s responsibilities as the custodian of The Gambia‟s wildlife resources consist of regulating hunting, and taking appropriate action as may be necessary to conserve the resources.

Major investments await DPWM, especially on the new areas to be reclassified and converted into National Parks or Nature Reserves. This is so because the wildlife estate is very limited in The Gambia to warrant the envisaged commercial activities required to improve the revenue base of the new institution.

4.4.9 Priorities and the extent of the National Parks Estate

From the preceding considerations, we conclude that the key decisions which DPWM will have to take in balancing resources against the estate are those that concern the National Parks. This will be done on the basis of a Protected Areas Master Plan, which needs to be embarked upon as quickly as possible by the Research Division.

The more National Parks are developed for tourism and the generation of revenue, the more they will cost to manage. The decisions of where to concentrate these expenditures within the wildlife estate will be the main focus of the master planning process which will be ongoing. It is inappropriate to pre-judge its findings, but the extent of the wildlife estate, the limited resources of DPWM and the low level of tourist development predicts that all National Parks could never be developed or managed to the same standards. Some will be afforded priority for “fast-track” development and rapid improvement of resource management, while others will be identified for alternative management options. These options will be individually tailored to the circumstances of each Park, with the intention of achieving conservation and economic objectives without incurring costs which DPWM cannot afford.

DPWM will therefore prescribe a variety of management styles, each suited to a particular National Park, based on individual characteristics and circumstances. The main decision making criteria will include:

- The park‟s value in terms of its ecological and cultural assets.

- Its economic value and its potential for tourism.

- The value of the area for community development.

- Threats to these values and potentials.

Table3. Suggested categories for National Parks as guidelines for the Master Planning Process

Revenue High ecological and economic value – fast track for development and N. Parks management. Conservation High intrinsic value – second priority for tourism development, but remains first N. Parks priority for protection. Special Special circumstances/characteristics suggest special management/development N. Parks arrangements e.g. Contractual or customary parks Nature Second priority for management and development, protection on a care-and- Reserves maintenance basis.

The management of all areas will be guided by DPWM’s overall objectives of preserving biodiversity and promoting economically sustainable use. They will also be subject to the procedures of planning, monitoring and evaluation, to ensure that changes in priority or in category are based on sound information. Within these overriding guidelines, the management and development of the four categories of National Parks mentioned above will be differentiated as described below.

4.4.10 Revenue National Parks Because these have a potential to provide a significant contribution towards the running costs of DPWM they should receive priority attention. This is already the case with Abuko Nature Reserve, Kiang West National Park, Tanji, Baobolon and Tanbi.

Objectives will need to be specially designed for each area, but required management inputs by DPWM will be minimal, provided that DPWM shall, in any case, remain the only power able to implement statutory functions in these areas.

With Revenue National Parks, DPWM’s objectives will be as follows: - To prioritize for management planning;

- To prioritize for wildlife protection and monitoring;

- To prioritize for development of tourism facilities and services;

- Focus on optimal generation of revenue to DPWM;

- Creation of “flagship” parks for their contribution to “destination Gambia” marketing image;

- Focus on optimal development of infrastructure and DPWM’s tourism management services, e.g. visitor control, signage and interpretive services;

- Focus on good community liaison, generation of benefits, employment, etc.

Management inputs required in such National Parks and Nature Reserves will be characterized by:

- The presence of an efficient component of a Eco-tourism Unit, with staff specifically trained in dealing with visitors and tour operators. This unit will also provide Public Relations(PR) skills relevant to the objective above;

- A particularly strong presence of the Financial Management Unit;

- Technical/engineering services to provide sufficient high quality infrastructure, the maintenance of which will be mainly contracted out because of the more advanced engineering and machinery involved. The ability to award and manage contracts, and to supervise implementation will be of special importance here;

- An efficient anti-poaching and security force, with good intelligence. Even though it is commonly accepted that the increased presence of tour operators and tourists is a deterrent to poaching, we cannot take the risk of incidents of lawlessness.

4.4.11 Conservation National Parks These areas demand costly inputs, but are unlikely to generate substantial revenue, in the short-to medium term. There is considerable interest from various quarters, such as WWF for Niumi National Park and NGOs such as CRP and IUCN to become involved in planning and management. This should be encouraged, supervised by the Research Division and developed to full management plan status using donor funds sourced by the NGOs wherever possible.

On the basis of such plans, DPWM will seek to raise the necessary funding for the development of these areas, by a combination of private sector investments, donor funding, and re-investment of generated revenue. Since these areas offer a good development potential, private sector and donor‟s interest are more easily raised.

With Conservation National Parks, DPWM’s objectives will be as follows:

- Second, but high priority for management planning;

- High priority for wildlife protection and monitoring;

- Second priority for tourism development, starting with specialist, low-infrastructure operators e.g. mobile or wilderness style tourism;

- Develop proposal for NGOs to assist with planning and development costs;

- Focus on strong CBNRM initiatives in surrounding areas.

Management inputs required in these areas will be characterized by:

- A strong anti-poaching force, capable of dealing with major threats and reinforced with a strike force and good communications;

- Specific infrastructure to ensure the mobility of the anti-poaching force to cover key areas in the wet season;

- Technical services able to maintain access in key areas throughout the year. This will be through in house capability and outsourcing resources; - Eco-tourism Unit presence able to handle the existing tourism presence and stimulate new investment;

- Comprehensive Management Planning initiatives under the direction of the Research Division.

4.4.12 Special National Parks These areas are suited to alternative management strategies which will achieve the aims of DPWM with little or no demands on the organization‟s resources. A prime example is entering in a Public Private Partnership (PPP) which is subject to a management agreement between DPWM and a non-profit making organization. Other areas may be better suited to variations on this theme e.g. leasing or rental arrangements.

With Special National Parks, DPWM objectives will be as follows:

- Evaluate Parks through the Planning Unit, focusing on special attributes and matching these to special and innovative management arrangements;

- Investigate NGO interest in such parks and their associated special management systems, as potential projects to be coordinated by the Planning Unit and Regional/Area staff;

- Maintain minimal services and protection until new arrangements are in place.

4.4.13 Nature Reserves These areas can demonstrate little or no potential for revenue generation, at least in the short- and medium-term and the state of our knowledge presently does not indicate that they qualify as high conservation value areas. They are often described as depleted, but cannot be written off without a thorough evaluation. They can however be maintained as components of the DPWM estate with properly designed, but lower intensity management inputs.

With Nature Reserves, DPWM’s objectives will be as follows:

- Third priority for management planning – focusing on inventory and proposals for alternative management options;

- Minimal presence for protection and policing, focusing on good community liaison and maintaining natural processes-minimal monitoring;

- Minimal facilities for tourism – advertise and negotiate tourism rights if there is interest;

- Resistance to infrastructure development in order to maintain wilderness values and reduce threats;

- Explore NGO interest for funding especially for scientific/inventory tasks.

Management inputs required in such areas will be characterized by:

- A strong anti-poaching force;

- A strong community liaison service;

- Skeleton eco-tourism service, strongly supported by Headquarters especially in the area of product development;

- Technical services geared towards low-cost, labor intensive, appropriate technology techniques to maintain essential equipment and access in remote areas.

An adequate diversified policy needs to be developed and implemented to deal with the issue of managing such an extensive estate.

4.4.14 DPWM and Communities

The relationship between wildlife and local communities has been afforded special attention in The Gambia, thanks to the contributions of DPWM who documented the involvement in the Wildlife Act. This reflects the current international focus on managing wildlife with a strong human emphasis. DPWM must create an administrative and technical “home” for the community development component where the community should be involved in conservation programs in National parks, Nature Reserves and Wetland Reserves. It must then go on to do better than that, and grow the program to its fullest extent throughout the wildlife estate. Recognizing as first step, that, this is essentially a community development function, which is to be achieved through institutional support and general capacity building and environmental education, The second step is to hire specialist staff with the right experience and attitude to make a success of this program, DPWM’s most challenging core function.

4.5 ORGANISATIONAL ISSUES

4.5.1 Decentralizing DPWM’s Organization

The author has noted that DPWM‟s present structure is heavily centralized as can be seen by lack of Regional Divisions, Area Management Units, Sectors and Outposts. The decisions are made by Headquarters for work to be carried out in the field. There is need to have regions and their appendages so that they could have budgets and financial autonomy. For effective division and control, a regular stepwise staff pyramid is necessary to balance and spread decentralized responsibilities. State conservation agencies in Natal, Namibia, Zambia and Zimbabwe all exhibit structures such ad Regional or Provincial or District offices under whose division a cluster of PA staff fall, at least for administrative logistical and disciplinary purposes. The National Parks Board of South Africa also has a type of regional structure but it is not typical because this agency has responsibility for National parks only and not wildlife in general. The senior staff member at a division centre is usually from the conservation/ protection function, a regional manager. Specialist services that are located in these centers have dual reporting lines; to the Regional head for information and administrative matters, and to their professional chief at HQ for technical matters. An area warden in this important function is also effectively in training for the top position in the conservation and management Division. By experience, this is by far the most important job in the entire organization and therefore providing in-service training for competent succession is vital. Another important role that regional officers play is that of providing ready access to the public in regional urban centers, dissemination of information services and general PR and visibility. All these are important components of devolution of authority. If greater efficiency of decision making, the delegation of authority, responsibility and financial control away from HQ is to be real and lasting, it cannot take place without strong and independently located regional structures. Economies of scale also require that for many support services, there will be sufficient work within a region for a minimum staff level that could not be justified at an area level, e.g. law enforcement, research, CBNRM and eco-tourism services. From the above stems the need to review the organizational structure, putting an emphasis on decentralization and the strengthening of field operations. This must include shortening the lines of authority and control, implementing good communications and reporting procedures, and providing for regular supervision and accountability. It is useful to define the different roles played by Headquarters and Regional elements in a properly decentralized institution.

4.5.2 Headquarters

DPWM’s Headquarters is planned to be a small professional / technical unit, designed for top- level decision making. It will be staffed by a management team able to effectively plan the department‟s approach and constantly monitor its implementation. The essential functions of HQ will be to provide:

- Leadership and accountability to the Ministry of Environment, Parks and Wildlife;

- Policy and strategy development;

- Financial control;

- Co-ordination of planning, research, monitoring and evaluation;

- Implementation of management and communications systems;

- Responsibility for national and international issues.

The delegation of authority and decentralization of management is a key principle of this restructuring exercise. Delegating responsibilities to the regions will allow top management to concentrate on the “big picture” of departmental planning and development. In this context, headquarters staff must be specialized and experienced within their fields, and have access to state of the art technology where it will improve efficiency.

DPWM’s Headquarters will include the heads of all divisions. For departmental functions to be effective Headquarters personnel will need to be highly mobile, regularly visiting the Regional Divisions and Area Management Units. There will also need to be an efficient two-way flow of information by daily mobile contact and other routine reporting procedures. Good communication is essential in order to: Receive and process regular reports from the regions and service divisions containing essential management information on key indicators of performance;

Reinforce the departmental strategy and monitor yearly action plans.

Management will have a business-like approach to daily and long term operations. It must ensure cost effective allocation of finances and manpower to achieve optimal results in terms of its annual work-plans and longer term objectives. Headquarters must also fulfill and evaluate functions, either through internal, or occasionally external, evaluations.

4.5.3 Regional Divisions

At the core of DPWM’s management policy and the effective implementation of the conservation policy, is decentralization based on developing a limited number (3) of self- contained Regional Divisions. The Regional Divisions will:

- Implement DPWM‟s policy at field level;

- Be the delivery points of DPWM’s core functions and its support services under the authority of a Regional Manager;

- Be responsible for overall DPWM’s functions within each region, covering all protected areas through Area Management Units, Sectors and Outposts.

The delegation of such responsibilities to the Regional divisions implies that the Regional Manager will have a high level of professionalism, combining both conservation knowledge and managerial skills. They should be evaluated according to set goals and targets in both aspects of their work. The regions will become cost and revenue collection centers and the performance of a region will be measured according to a budget control system. Regional divisions must be able to respond rapidly to events as they occur. Therefore an efficient and reliable communication system is required combined with a high degree of mobility. Regional divisions will require elements of DPWM’s specialist/technical support service. In order to achieve this, they will rely partly on permanently decentralized personnel, and partly on technical support from Headquarters when needed. 4.5.4 Area Management Units

The next echelon of DPWM’s structure, below the Regional divisions will be the Area Management Units (AMUs). Their function will be similar to parks Headquarters, being in charge of managing either a major National park, a group of Nature Reserves, or a combination of parks and Nature Reserves. Under the AMU‟s will be the Sectors, which will control the smallest unit in the organizational structure – the Outpost. The structure of the individual AMUs and the deployment of sectors and outposts will vary somewhat according to local conditions. As explained earlier in this chapter, DPWM’s management objectives will be set differently for specific areas, requiring varying levels of input for the same functions in the different categories on Protected Areas being managed. Regional divisions will have the role not only of supervising and directing the AMUs, but also of providing support to deal with special situations, technical issues, and emergencies. It is possible to undertake decentralization step by step as improved management systems are established and the necessary staff capabilities have been developed. All delegation of responsibilities to lower levels will have to be backed by necessary training.

4.5.5 Outpost – the Minimal Management Unit

The primary function of the reinforced outpost will be to exercise control over the territory assigned to it, and to combat all illegal activities. In the case of low-level poaching (lesser or equal force) patrols will intervene directly. If confronted with heavily armed poachers in stronger force, the patrol will maintain contact while remaining undetected, and call in a strike force.

In establishing an outpost, key considerations will include the following: Location of outposts based on re-evaluation of ground coverage criteria, access, poaching threats, communication, etc;

Better living conditions for rangers and their families. Families will not be housed at the Outpost where they will be exposed to retaliation by poachers and isolation from health and educational services. Families will be housed at the AMUs where social services will be readily available;

There will be a duty cycle of three to four weeks on duty, and one week off. Staff levels will be designed to accommodate this cycles plus the absence of staff on all types of leave;

Good communication between the Outposts and Area management Unit will be essential. This will be provided for with good radio equipment, a disciplined reporting procedure, and frequent supervision by the persons in charge at all levels.

4.5.6 Specialist Support Services

The wide variety of tasks involved in managing the wildlife estate requires a high degree of professionalism in diverse technical areas. These range from eco-tourism management and engineering, to intelligence, law enforcement, PR, accounting, plant maintenance, planning, research and community development. In the absence of funds and expertise, Area wardens have to act as jacks-of-all-trades, often providing such services themselves. This affects the quality of specialist services provided. Specialist service account for a large share of capital and recurrent expenditure but their efficient functioning is crucial in allowing each field unit to fulfill its task. Existing specialist staff are inadequate to fulfill their role and civil service rules make outsourcing difficult – even if there are adequate funds Flexible management and suitably trained staff need to be introduced to provide these services. Appropriate policies and procedure must be developed, including for the monitoring and evaluation of these services and of out sourced contractors. The provision of all specialist and support services will be evaluated in terms of their cost – effectiveness. This will be determined by comparing delivery by DPWM staff against delivery by an external contractor. It is anticipated that a number of specialist services will be out-sourced in this way. To control the delivery of out-sourced services emphasis in some technical/service departments will be on the commissioning and managing external contractors, far more than on first hand execution of the task. This will affect especially engineering and maintenance functions, which will be largely out-sourced to construction and civil engineering companies; the same principle shall apply to research and planning.

Although specialist services will be organized in DPWM’s headquarters, with operational branches in the Regional Divisions, these services shall only execute core technical functions, and out-source those functions which can more economically and efficiently be carried out by external companies.

High professionalism, such as is required to meet these TORs in a competitive organization – means highly paid staff, which in turn require appropriate manpower and equipment support to carry out their jobs. On the other hand, DPWM will have to contain the cost of these services; therefore they shall be organized at the Headquarters level, with tiny but specialized antennas attached to the Regional Division.

4.6 PLANNING, MONITORING, COMMUNICATIONS AND REPORTING

4.6.1 Departmental Planning Planning is the foundation on which the other two management functions, organizing and controlling exist. Management Planning is part of a business system; a dynamic, integrated system of management that involves continuous evaluation of objectives and the monitoring of progress. From the state agency perspective, wildlife management is based on inputs and processes. From the perspective of restructured DPWM, with its need to be more efficient and business-like, a shift or extension of the management focus is required which will include input and benefits. This change of focus moves the organization on to new ground. The difference will now be that the restructured DPWM will aim to optimize resources and manpower in order to maximize output. Output will be measured in terms of improvements in the resource base and increase in revenue earned by DPWM and its partners, the tourism industry and rural communities. A Departmental plan will be developed, relating directly to the restructured DPWM’s mission and operational objectives. The plan will be developed along program lines rather than organizational structures, and will give effect to its policies and strategies. The evaluation of the plan will be in terms of its ability to balance conservation achievements against generating revenue and other benefits. The restructured DPWM’s management will be held accountable for the implementation of the plan by informing its Ministry (and the public) of their intensions and reporting openly on progress on an annual basis.

4.6.2 Operational Planning Operational Planning will be the method for accomplishing the objectives and give life to the departmental plan, in order to actually progress toward the restructured DPWM’s objectives. Operational Planning converts objectives into project and actions, and through it, manpower and financial resources will be allocated to established priorities. A key aspect for implementing such a planning system will be determining the agency‟s overall priorities. Since manpower and financial resources will always be limited, hard choices will have to be made. Headquarters will be responsible for producing annual operational plans, based on action plans or work plans submitted by regions and areas. Such plans must be linked to the budgeting process and must encompass routine operations and maintenance as well as new developments. Such plans must also be sufficiently flexible to cater for the unexpected. Operational Planning, coupled with monitoring and evaluation, provides the mechanism whereby well informed decisions can be made on areas, priorities and programs.

4.6.3 Monitoring and Evaluation Objectives are only meaningful if there is a mechanism for evaluating progress towards them. Without evaluation measures there is no management system. Evaluation is the mechanism for fine tuning the system. Progress towards objectives is measured, and any lack of progress is highlighted. This allows management to identify and treat problem areas and determine if objectives are realistic and attainable. Planning (goal setting) implementing, monitoring, and evaluating – then resetting goals or changing methods of implementation is the management cycle. This must become the preoccupation of all senior and middle management staff whose task is to achieve continuous improvement in their performance indicators.

4.6.4 Communications and Information Flow Ensuring a continual flow of essential information is required for the functioning of any modern, efficient and decentralized institution. In the restructured DPWM this will be a complex task, since information flow must function vertically between the upper and lower echelons of the organization, and horizontally, between the different services. To implement the departmental plan, Management must be able to communicate its objectives and deadlines throughout the organization, so that each unit and each individual knows what is expected of them. In the development of operational plans, close interaction will be needed between Headquarters, Regional Divisions, and Area Management Units. Finally, information from monitoring of key indicators – such as poaching incidents, wildlife censuses, visitor numbers, income, expenditure – is essential information needed by management to evaluate performance. Such information should be computerized with a management system linking databases to the production of reports on key indicators. 4.6.5 Reporting Innovations in planning, monitoring, and information flow, will not substitute for the need for regular reporting throughout the institution. Reporting will follow strict timings and formats that will be established by the new management of the restructured DPWM. In general they will increase in frequency, from being daily mobile phones at the outpost level to monthly or quarterly written reports at the Regional Command level. Reports will summarize all essential management information and will be recorded in secure and permanent files. The need to recognize that the older the record the more valuable it becomes is the most important thing under such circumstances. The restructured DPWM will publish an annual report. The finding of an annual audit will also be made public, either together with, or separate from, the annual report.

4.7COMPARISON BETWEEN DPWM AND THE RESTRUCTURED DPWM

In terms of management approach, the main differences between DPWM and the restructured DPWM can be summarized as follows: The restructured DPWM will operate as a decentralized institution;

Specialist services, absent from DPWM‟s institution, will be introduced, which will provide greater effectiveness and efficiency will be achieved through improved professionalism and outsourcing of technical functions;

The restructured DPWM will add to its conservation mandate a commercial approach;

Management will be sound and cost-effective; and

The restructured DPWM will be managed in a businesslike manner.

4.7.1 Decentralization

The DPWM Organization is de facto heavily centralized, in that no decision- making is delegated to divisions. Three Regional Divisions, endowed with decision –making powers and operating budgets, will represent a significant step in decentralization. The decentralization process can be further developed when conditions will require it.

4.7.2 Specialist Services

Meanwhile, functions such as commercialization, public relation, infrastructure maintenance, presently being managed by personnel without specific training, in the framework of the old DPWM whose main responsibility is focused on other priorities. These functions will now be assigned to specialist services, staffed with professionals and with specific tasks.

4.7.3 Sound and Cost – effective Management

The development and enactment of a restructured culture, based on efficiency, cost-effectiveness, transparency, and a commercial approach, coupled with an upgrading of human resources through recruitment of specialists, in-service training, and development of strong motivation, will produce sound and cost-effective management.

4.7.4 Benefit from the Structured DPWM

The development of a restructured DPWM will produce a modern institution with an effective law enforcement, administration and commercial capability. Improving the quality of operations will increase donors‟ confidence in the restructured DPWM’s ability to manage donor funding, and improve the capacity to absorb aid. The main economic benefit will be in allowing the tourism sector to develop in a reliable, efficient environment.

Table4. How the restructured DPWM functions will be different from the old DPWM

Functions in the old In the old DPWM In restructured DPWM DPWM Law enforcement Organized only at the local level. Organized with strike forces Lack of communications and plus stronger outposts. transport. High level of equipment Outposts with low level of including state of the art staffing. vision and communications No specific training for anti- equipment. poaching specialists. Highly trained specialist Inability to patrol effectively in organized in the strike forces the rainy season. will support the outposts. The ability to patrol in all seasons will be developed. Outposts Manned sometimes with as few Outposts are strengthened as 3 rangers. with minimum staffing of 6 Equipment very scarce. rangers plus 2 on rotation. Unable to call up support in real Outposts are equipped with time. mobile phones and bicycles. When patrolling, outposts may When patrolling a minimum remain unmanned and exposed to of 2rangers remain at the attack. outpost. Support from the Outposts are visited rarely and sector, the Area Management visits do not follow a regular Unit, or the Regional schedule. Division(Strike force). Ranger‟s families live at the Outposts are regularly visited outposts from the Senior Ranger responsible for the sector. Families live at the Area Management Unit HQ. Rangers are rotated between the AMU and the outpost.

Planning Lack of a restructured plan; Lack Development and regular of clearly formulated sectorial updating of a restructured policies; Lack of a conservation plan; Development of Master plan; Insufficient sectorial policies which are capacity to commission and translated in operational evaluate plans and regularly updated; EIA studies; No budget available Development of a strong to outsource planning. capacity to commission and evaluate EIAs. Budget available for outsourcing of planning.

Research and Monitoring Lack of an overall research plan Development and and policy; implementation of an overall Insufficient funding and management oriented equipment; research plan; Lack of policy and funds to Funding for and equipment outsource research; provided for essential Inadequate means for research and monitoring. monitoring-resulting in census Budget available for and monitoring programs being outsourcing research and carried out irregularly. regular monitoring. Lack of initiative and Institution of joint research instruments for development of programs with external joint research projects with institutions. external Institutions. Technical Services Equipment maintenance policy is A structured equipment absent: cannibalization is the maintenance policy is norm, equipment is frequently developed and implemented. grounded. Grounding rules are Equipment is not standardized. introduced, users are No backup equipment. accountable. Equipment is Decentralized equipment standardized. Backup maintenance capability is equipment is provided. minimal. Replacement of equipment is Infrastructure maintenance takes budgeted for. place ad hoc. Decentralized maintenance Capability to outsource capability exists at the Regional Divisions and at the Infrastructures maintenance is AMUs. minimal. Infrastructure maintenance takes place on the basis of operational planning. Outsourcing of infrastructure maintenance is widely utilized. Finances Insufficient funding resulting in Substantial increase in lack of funds for operation of operational budget; Funds equipment; Depreciation of budgeted for regular equipment not budgeted; replacement of equipment; Imbalance between personnel revised balance to provide for expenditure and other operating operational expenses; costs. Fragmented accounting consolidated budget, unified resulting in lack of transparency. accounting. Transparency a Cost/benefit analysis generally top priority in financial absent. Allocation of resources policy. Cost/benefit analysis takes place on an ad-hoc basis. is the norm. Allocation of resources follows restructured and operational plans.

Commercial Policy Policy essentially absent. Fully structured commercial Initiative is not with DPWM, policy. Initiative for which responds to pressures for commercial development is development case by case. with restructured DPWM. Commercial Policy is developed and implemented by a commercial and communications department. The Commercial and Communications Department will provide support to community areas for commercialization of wildlife resources. Employment conditions Extremely low salary levels; Modest conditions of service; hardships for the families of staff housing, social services for in remote outposts; high level of families provided at AMU professional risk as a level; Proper equipment, consequence of operating support of upper echelons and without adequate equipment and strike-forces; support. Welfare schemes considered Unsatisfactory or no welfare an essential part of personnel schemes. policy.

5. 0 THE PROPOSED MANAGEMENT OF THE RESTRUCTURED DPWM

The present chapter describes the functions and specialist policies of the restructured DPWM’s as well as the organizational set-up at Headquarters and at the decentralized levels.

5.1 Management Principles The management and staffing of the restructured DPWM will be guided by the following principles:

5.1.1 Decentralization A small headquarters, equipped with professional staff whose main functions will be the overall control of the restructured DPWM, defining strategy and policy, and providing advice to, and co- ordination and monitoring of, all operations through the regional divisions; Responsibility and decision making for field operations delegated to regional level; and Fast response to address issues raised at field level.

5.1.2 Commercial approach A commercial ethic which includes:

 High levels of customer service;  Effective marketing and PR and the appropriate pricing of services provided;  Responsiveness to change in the Gambian and international environment and continuous efforts to improve the services provided by the restructured DPWM;  An effective budgetary control system;  The utilization of cost/benefit analysis in planning resource allocation; and  Achievement of the above without compromising conservation objectives.  5.1.3 Professionalism, Specialization and Outsourcing:

- A high degree of professionalism throughout the institution needed;

- Conditions of employment and salaries commensurate with the government labour laws and levels of responsibility held; - Motivation of staff through the creation of a positive restructured culture, career development and performance bonuses. - Clearly defined roles, responsibilities and accountability for all staff, supported by a strict disciplinary code. - Economically determined use of sub-contract and outsourcing for specialist services.

5.1.4 Reporting Objectives oriented management in which performance objectives are defined at all levels in the institution and actual performance measured against these objectives. Effective reporting practices at all levels, supported by a modern management information system. 5.2 SUMMARY OF THE ORGANSATIONAL STRUCTURE The overall organizational structure proposed for the restructured DPWM is based on the following hierarchy:

Headquarters

Regional Divisions

Area management units

Sectors

Outposts

Headquarters will include the office of the Director and the Departments, each headed by a departmental head. These will be: Administration and Finance Department; Technical Department. The Technical Department is recognized as the restructured DPWM’s core function. The various service functions are located within this department while other services in the Administration and Financial Department. The wildlife estate will be divided into three Regional divisions which will have the responsibility of managing all restructured DPWM activities in their respective geographical areas. These will be the key operational structures of the restructured DPWM. Under the regional divisions will be Area Management Units (AMUs), Managing individual National Parks or Nature Reserves, or a group of neighboring National Parks and Nature Reserves. AMUs will be subdivided into Sectors and Outposts. Organization will be adapted to the characteristics of each Region and Area. The Management Structure at Regional Divisions will correspond to the Department Structure at Headquarters, and will be empowered with operational decision making, and the management of its own budget. Department functions will be represented at the Regional Division level by specialist staff where the work load requires. Such staff will report jointly to the Regional Manager and their Departmental head on technical matters.

5.3 MAIN STRUCTURE The main structure of the restructured DPWM is set out in the diagram on the following page. This configuration consolidates the best of the recommendations made by stakeholders. The reasoning which led to this configuration has been explained in chapter 4 of this report. Table5. Organizational Structure for restructured DPWM

MINISTRY OF ENVIRONMENT, PARKS AND WILDLIFE

DIRECTOR

ASSISTANT DIRECTOR

PERSONNEL ACCOUNTING OFFICER RECORD OFFICER OFFICER

VETERINARY OFFICER PRINCIPAL WILDLIFE CONSERVATION OFFICER

SENIOR CONS SENIOR WILDLIFE W/OFFICER RESEARCH OFFICER

PLANNING WILDLIFE ECOTOURISM 3 REGIONAL WILDLIFE SURVEILL OFFICER RESEARCH OFFICER WILDLIFE CONS OFFIC ANCE OFFICER OFFICER OFFICERS

DATA PROCESSING STORES OFFICER TRAINING ANTIPOACHING PARK OFFICER OFFICER OFFICER WARDENS

5.3.1Director

The Director will have responsibility over all affairs of the restructured DPWM, and will report to the Permanent Secretary of his respective Ministry. The Director will have the responsibility of implementing the restructuring of DPWM, and he or she may find it necessary to amend the proposals being made in this report. It should be clearly understood that the DPWM structure will need to evolve over time depending on the success of conservation and commercialization efforts. The restricting proposed here serves the purpose of developing a flexible, dynamic institution, able to promote and manage its own evolution. The Director will have special access to an External Auditing function; the officers of Conservation, Administration, Human Resources, Finance, Research and Eco-tourism will report to him/her directly since they will be under his/her strict supervision. The Director will develop an annual Departmental Plan, which will serve as a basis against which to evaluate and monitor the performance of the restructured DPWM as an institution.

The Director will have access to External Auditors who will carry out investigative auditing in order to retain the integrity and professionalism standard of the Department. The External Audit will involve routine systems checks in addition to prevention and detection of fraud and other „forensic‟ accounting tasks. Specific functions will include the following:

- Pre-planned routine inspections of the activities of the various Departments to ensure that financial systems are being properly followed and that prudent professional and effective business practices are being implemented;

- Routine checking of current accounts to ensure that transactions have been subjected to the correct approval procedures;

- Routine scrutiny of personnel records to ensure that staff levels do not exceed approved establishment levels and to prevent the existence of „ghost‟ employees;

- Routine scrutiny of staff loan and advance facilities to ensure that replacements are on schedule and necessary securities are in place;

- Scrutiny of insurance policies to ensure that adequate cover is in existence;

- Scrutiny and checking of fixed and movable asset registers to ensure compliance with correct procedures regarding purchase and disposals;

- Ad-hoc investigations as required by the Director or other heads of departments;

- Preparation of annual audit reports and follow-up action where necessary.

5.3.2 Technical Department The Technical Department forms the core of the restructured DPWM. The Department will have overall responsibility for operational elements of wildlife conservation and law enforcement. The department will be headed by an appropriately qualified and experienced Principal Wildlife Conservation Officer supported by:

- Senior Wildlife Conservation Officer - Wildlife Conservation Officer - Three Regional Wildlife Officers

Each of these will have specialist officers at his/her disposal. The structure and function of Regional Divisions are described in the following section of this report.

5.3.3 Structure of Technical Department

Table6.The structure of the Technical Department is illustrated below.

PRINCIPAL WILDLIFE

CONSERVATION OFFICER

SENIOR WILDLIFE 3 REGIONAL CONSERVATION WILDLIFE OFFICERS OFFICER

SURVEILLAN WILDLIFE ECOTOURIS ANTI CE OFFICER CONS OFF M OFFICER POACHING OFFICER

5.3.4 Functions of the Technical Department at HQ level Key functions and policies for the Technical Department‟s Headquarters staff are listed below. The Department‟s Regional functions are detailed in the next section.

Law enforcement:

 The design of strategies for the control and prevention of any form of illegal and/or unauthorized use of wildlife resources.

 The Co-ordination of the three Regional anti-poaching strike force units.  The collection of intelligence information aimed at identifying and preventing illegal activities related to wildlife;

 To secure the storage and management of law enforcement database system;

 To conduct investigations into suspected wildlife criminals;

 Coordinating the prosecution of wildlife related offenders.

5.3.5 Major areas of activity of the Technical Department

The Technical Department at HQ can be broken down into three major areas of activity.

5.3.5.1 Intelligence Gathering, Investigations and Prosecutions

For all the evolution towards community based conservation, and the emphasis on the commercial aspects of wildlife management, law enforcement remains an important service for the restructured DPWM to fulfill. The restructured DPWM will have to organize its law enforcement on the basis of a well-thought strategy and a highly efficient service. Intelligence is a special function to be handled centrally as well as locally. It is essential for the efficiency of law enforcement that all relevant intelligence is made available from Regional Divisions without delay. Intelligence must be handled with sensitivity and outstanding integrity. Some decisions will be left to the Principal Wildlife Conservation Officer or Director to use their judgment. Simple prosecutions will be handled at the Regional level through the police. More complex cases will be referred to Headquarters and legal work will be out –sourced. In General: Law enforcement Policies will be based on prevention and discouragement of poaching. The use of force will be geared to prevention and discouragement. The Gambia has not, at the time of writing, adopted a “shoot to kill” policy against poachers; such policies have often resulted in severe infringements of human rights, generated needless hostility from local communities, and discouraged the international public‟s support for conservation. Quick and efficient prosecution of suspects will be a priority. Regarding subsistence poaching, the goal is to discourage the practice and make it uneconomical, at the same time offering some kind of viable alternative to meet people‟s needs. Should situations arise for instance in a drought – where local communities absolutely need wildlife products to supplement their diet, organized harvesting will be considered. Commercial poaching will be countered through police- style investigations, aimed at apprehending both hunters and traders, and through the use of strike forces in the fields.

In all instances where the restructured DPWM law enforcement officers are fired upon by poachers, the institution will do its utmost through the use of the strike force, investigations, or other means at its disposal, to apprehend the perpetrators.

5.3.5.2 The Regional Divisions The three Regional Divisions will manage the main operational arm of the restructured DPWM, its field force of wildlife Rangers and Wardens. Their function in the restructured DPWM is far more important than that of former DPWM which operated without Regional Divisions and Area Management Units. The difference, in essence, lies in the fact that decision making, financial, human, and technical resources will be allocated to these divisions, headed by Regional Wildlife Officers who will reunite conservation and management skills. Regional Wildlife Officers will report directly to the Principal Wildlife Conservation Officer. The Regional Divisions and their functions will be organized into the following sections: - Wildlife Warden

- Intelligence and Investigations Officers

- Senior Wildlife Rangers

- Eco-tourism officer

- Wildlife Rangers

The structure of the Regional Division for the time being will not reflect that of Headquarters. The Regional Divisions will control and co-ordinate all functions within their Regions to meet the planned objectives for the areas under their responsibility.

5.3.5.3 Structure of Regional Divisions

The structure of a Regional Division is presented in the diagram on the following page.

5.3.5.4 Functions at the Regional Level

Departmental representatives at Regional Divisions will be mature experienced officers of senior rank, forming a middle management function some of which will be trained for more senior appointments.

5.3.5.5 Regional Law Enforcement Law enforcement policies will be based on prevention and discouragement of both subsistence and commercial poaching. Law enforcement in PAs will be organized through a network of sectors each having a number of subsidiary outposts. At each Regional Division there will be a mobile, trained and well equipped strike force which will undertake special operations. The strike force will be on call to respond rapidly to requests for support from areas in the region. These units will have specialist skills including combat tactics. To deal with special situations, strike forces from different regions may conduct joint operations. It is essential that rangers involved in law enforcement and anti-poaching operations are well equipped. In all instances where the restructured DPWM law enforcement officers are fired upon by poachers, the organization will do its utmost, through the use of the strike force, investigations, or other means, to apprehend the assailants. At the regional level, law enforcement functions will include:

 Commanding the strike force, plan and integrate its activity with intelligence reports,  Ensure its capacity to respond to needs throughout the region; and

Controlling and coordinating all law enforcement and intelligence gathering activities in the region between  Field rangers,  Intelligence units and sources,  Strike force and prosecutors and honorary wildlife wardens (HWWs);  Liaising upward with HQ on all law enforcement matters and reporting through routine monthly summaries of activities with accurate monitoring data and confidential intelligence reports. Table7. STRUCTURE OF A REGIONAL DIVISION

REGIONAL WILDLIFE OFFICER

TECHNICAL ASSISTANT PARK EXTENSION OFFICER WARDEN WARDENS OFFICERS OPERATIONS

MECHANIC STRIKE FORCE SECTOR RANGERS OFFICER

OUTPOSTS STORES CLERK

5.3.5.6 Ecotourism Officer The Ecotourism Officer will be responsible for:

- Management of all commercial matters; particularly implementation of lease agreements and monitoring of relevant obligations by both parties;

- Interpretation where necessary of contractual conditions;

- Supervision of all gate staff to ensure that the public are treated correctly and that all gate receipts are properly accounted for;

- Maintaining statistics on tourism, bed-nights, etc.

- Collection of revenue from hunting licences, gate entry and other NP fees, and trading income;

- Provision and supervision of trained staff to deal with tourists and safari operators in a professional and co-operative manner;

- Provision of a commercial view of PA planning proposal;

- Supervision and promotion of game ranching.

5.3.5.7 Regional Personnel and Administration The Clerical Officer responsibilities will include the following:

- Controlling staff loans and advance applications;

- Handling transfer requests and orientating new staff;

- Co-ordination of training;

- Coordinating staff travel arrangements;

- Supervising general staff support at Regional Headquarters;

- Handling service charges for utilities;

- Other ad hoc personnel and administration matters.

5.3.5.8 Area Management Units

The Area Management Unit (AMU) will have under its control one or more National Parks or Nature Reserves. It will exercise control through the system of sectors and outposts. The physical extent of the area and the number of sectors and outposts which fall under an AMU will vary. The AMU will be the lowest level to which middle-management staff will be deployed with a decentralized decision –making capability.

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Thus, the configuration of the AMUs, in terms of staffing and equipment, will vary slightly from area to area and will be defined by a detailed analysis by management. For the purposes of this report, we have used a standard concept of an AMU, which while being useful for evaluating staffing levels and costs for the restructured DPWM as a whole, has lesser significance as we move from the Macro to the Micro levels of planning.

5.3.5.9 Structure of an Area Management Unit

Table8. The Structure of a Typical AMU is Represented Below.

PARK

WARDEN

ASSISTANT WARDEN EXTENSION STORES OFFICER CLER K

SECTOR SENIOR SECTOR SENIOR SECTOR SENIOR RANGER RANGER RANGER

OUTPOST OUTPOST OUTPOST

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5.3.5.10 Number, location and staffing of the AMUs

Area Management Units, Sectors, and outposts have been treated as Standard Units. In practice there will be variations allowing for local conditions, depending on terrain, management objectives, etc. The establishment of AMUs to an optimum level of efficiency will be achieved progressively on the basis of priorities determined by the annual work plans. The distribution of the restructured DPWM facilities in the field will depend on the number of AMUs, sectors and outposts. This needs to be agreed upon by top and middle management so that the numbers and location of AMUs, Sectors and Outposts could be known.

However, key parameters, such as staffing levels would need to be agreed upon and should commensurate with extent of the wildlife estate.

Deciding on the precise location of individual AMUs and variations in their staffing, equipment levels, and budgets is a detail exercise which is continuing, and DPWM top and middle management play a key role.

A very important consideration regarding the AMUs is that it is recommended that the families of the rangers are housed at the AMU level, not at the outposts, and only in special cases at the sectors. The reasons for this have been explained previously, but we recall them as being:

- The need to avoid exposing the families to prolonged isolation and danger of retribution by poachers;

- The improved health, educational, and welfare conditions that thus can be offered;

- Avoidance of settlement within the National Parks.

From the AMU, the field staff will be stationed in 2-week rotational shifts in the sectors and outposts to conduct patrols. The rationale for this system is the following:

- Stronger patrols (6 rangers) can be formed in this way, since all men can be deployed for patrolling (no need to man the outposts since there are no families to be protected);

- Any rangers remaining at the AMU constitute a reserve force that can be called in at short notice in emergencies.

5.3.5.11 Technical Services at Area Management Unit

Where there is sufficient need and revenue to pay for it there will be a small basic workshop at this level managed by a qualified mechanic to:

- Ensure that equipment is correctly used;

- Monitor the performance of driver/mechanics;

- Manage a routine servicing and inspection schedule for all mechanical equipment;

- Repair simple malfunctions;

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- Identify larger problems and malfunctions and report them to Regional level;

- Keep records of equipment allocation and use (fuel consumption, etc);

- Control any backup equipment which may be kept at Area level;

- Provide simple and emergency maintenance to roads, buildings and airstrips. 5.3.5.12 Reporting

AMUs will be in daily contact with their sectors, and in turn report to the Regional Division through daily mobile phone contact and monthly and quarterly written reports.

The table below provides a conceptual framework of the details of functions at the Regional Division and AMU levels.

Table9. Functions at Regional Division and AMU Levels

FUNCTION REGIONAL DIVISION AMU COMMENTS Law enforcement Anti-poaching Field anti-poaching forces AMUs call on Regional Co-ordination, deployed in sectors and Divisions when requiring outposts. support of strike force or Anti-poaching for investigations or Strike force. Ordinary anti-poaching Prosecutions. operations. Investigation. Strike forces, though reporting to the Regional Prosecution. Division, may be physically located at AMU level for tactical reasons. Research & Monitoring, Monitoring and Planning Function present in special Planning officer organizes routine cases, when monitoring or activities, provides input to research activities of HQ functions and request special importance. specialist support from HQ when necessary.

Also acts as liaison with SMC for planning purposes.

Commercialization Management Commercial Function present only in Much higher level of skills Matters; Particularly as AMUs with notable required to accomplish regards implementation of commercial activities tasks allocated at the lease agreements and present or about to be Regional Division level monitoring of relevant developed. required professionals obligations by both parties. Where present, monitors skills which cannot be Has understanding of commercial activities and afforded at AMU level. contractual conditions and revenue collection, technical capability of provides for information interpreting them. Is able services and escort/guides to solve simple issues, and services to visitors. to refer difficult cases to HQ with clarity in view of rapid decision – making.

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Is responsible for keeping of statistics on tourism, bed- nights, etc. Oversees gate Attendants and revenue collection. Provides input into Institutional Planning and reports on progress. Is responsible for game ranching. Finances & Administration Administers Regional Is simply a clerk who Much higher level of skills Division‟s budget accounts for petty cash and required to accomplish reporting on a monthly keeps registers of assets tasks allocated at the basis. and supplies Regional Division level Has computerized requires professional skills accounting capability as which cannot be afforded part of the restructured at AMU level. DPWM’s financial control system. Is responsible for banking revenue, payment of salaries, suppliers, etc. Handles all administrative and personnel matters at regional level. Keeps a register of fixed and mobile assets.

Technical Services: Technical Programs work Technical simple Technical much higher and maintenance as workshop able to carry out level of skills required to required by Institutional basic repairs and ordinary accomplish tasks allocated Plan. maintenance of vehicles, at the Regional Division Reports on progress. and emergency repairs to level requires professional Has input in Institutional infrastructure as well as skills which cannot be Programming. Out – most basic maintenance of afforded at AMU level. sources infrastructures same. development and major maintenance to building contractors and supervises their work.

Procurement Procurement: Procurement: Management Procurement Ditto. Managing and controlling of a small store. stock movements at Regional Headquarters stores; Establishing re-order levels and quantities for goods and services; Handling purchase requisitions from user departments or for stores replenishment and ensuring that they are dealt with promptly by the buyers at HQ;

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5.3.5.13 Sectors and Outposts

5.3.5.13.1 Sectors

In location and function the sector base will serve as an Outpost for patrol purposes as well as a Divisional Centre for several other outposts. Sectors and Outposts are essentially law enforcement stations. They will be strategically located in relation to anti-poaching needs, seasonal conditions, and access to areas.

Sectors will be connected to outposts by the simplest network of anti-poaching tracks, sufficient for 4x4 vehicles. This will imply heavy wear - and – tear on the vehicles, but will greatly enhance the range of anti-poaching patrols without building and maintaining a network of expensive roads. Vehicles must be properly equipped for remote operation and anti-poaching drivers will receive advanced training in bush driving. Lessons learnt in other countries have clearly shown the advantages of this approach.

Where a large number of Outposts, dispersed over a wide area, are under the command of an Area Warden, the Sector will be the intermediate unit providing the link between the Area Management Unit and the Outposts. The Sector Senior Ranger will usually be stationed at one of the Outposts under his/her command.

5.3.5.13.2 Staffing Levels The staffing of sectors will vary, depending on the terrain of area under its jurisdiction and the patrolling system being adopted.

It is, therefore, suggested that Outposts should be regarded simply as patrolling areas, not requiring permanent structures as patrols could be housed under canvas.

This proposal would have the following advantages:

- The patrols could be less predictable in their movements, and cover a wider range;

- There would be savings in terms of not having to build and maintain buildings at the Outposts.

- There are, however, also limits to the feasibility of this approach, namely:

 Increased need for vehicles the sector level to deliver and collect patrols;  The hardship of living under canvas for two weeks on end in the rainy season may be excessive, sapping morale and physical conditions of the force.

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5.3.5.13.3 Infrastructure and Equipment

Sectors should include housing for rangers on their tour of duty and only in special cases for their families. An armory, store for rations and temporary lock – up for suspects should also be provided. All sectors will be equipped with at least one 4x4 vehicle and mobile phone for communications, relaying to the AMU and the outposts or patrols.

5.3.5.13.4 Reporting Sectors and Outposts will communicate on a daily basis using mobile phones on basic progress. Sectors and AMUs will summarize these reports and convey them up to Regional Division as necessary. All patrol leaders will produce a written report at the end of each patrol. Sectors, AMUs and regions will communicate via standardized report formats and mobile phone procedures as determined by the restructured DPWM management.

5.4 Policy on Community Based Natural Resources Management (CBNRM)

The DPWM is the custodian of all wildlife resources in National Parks, other protected areas and in open areas. Because National Parks are the highest category of protected areas (IUCN 1994), where human settlement and consumptive use of most resources is prohibited, innovative approaches have been designed to provide alternatives for local communities to use resources in areas outside National Parks. The establishment of buffer zones around National Parks is a good idea meant to avoid other land uses that would be detrimental to the total protection aspects of national parks. This concept originates from UNESCO‟s Man and Biosphere (MAB) program whereby national parks which are strictly protected areas form “core areas” and is surrounded by various forms of land use that are of lesser protection status but designed to be compatible with the conservation objectives of the entire national park. In the Gambia, few National Park have buffer zones and it is encouraged that all national parks in the country should have buffer zones for the reason given above. For this concept to work it is essential to establish buffer zones around protected areas and the buffer zones must have similar and compatible objectives to those for the park. So the role of the restructured DPWM in all Buffer zones must include:

- Developing management plans which prescribe limits of use for all resources;

- Ensuring that consumptive use of resources from Buffer zones is sustainable and based on scientific information;

- Providing community assistance and liaison to develop their role in the partnership;

- Law enforcement regarding illegal and incompatible practices or any other practices that are detrimental to the survival of the “core areas”;

-Collecting revenues in respect of licences issued, concessions granted, use of wildlife and any other services or product derived from the Buffer Zones;

-Conducting resource research and monitoring throughout the ecosystem.

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The role of the restructured DPWM outside National Park boundaries is crucial at this time to ensure that: - Buffer zones guarantee movement of wildlife into dispersal areas;

- National Parks are not ecological islands with attendant consequences of reduction of genetic vigor and species extinction;

- Migratory corridors into areas with special use for wildlife species are not blocked;

- Viability of the entire network of national parks system in the country is maintained.

As shall be provided for by the Act, the restructured DPWM will make available to local communities money accruing from the Buffer Zones for the socio-economic development of local communities Local communities are intended to obtain a constant, and if possible, growing flow of income to act as an incentive for their participation in CBNRM. This will require careful monitoring to provide up-to-date information on vegetation, climate and wildlife species. Information from monitoring will be used in planning and in setting sustainable quotas for hunting, and dealing with problem animals. The activities of all tourism and hunting operators must also be monitored. Monitoring will include such tasks as: wildlife surveys, vegetation mapping, monitoring the status of threatened and endangered species and predators. The cost of these services will be borne by the restructured DPWM, out of its share of the revenue generated by the Buffer Zone. When the restructured DPWM commences operations, as shall be provided in the Act, there will be need to convene meetings with local communities in areas affected so as to work out the percentage share of revenue to accrue to the coffers of Local Communities. Transparency is essential, and the system to be established will provide for monthly reporting, which will be published and available to the SMCs. In turn the SMCs will report to the restructured DPWM on the use of CBNRM funds as shall be provided for in the Act. The activities discussed above are only implementable when the National Parks, Nature Reserves and other protected areas have been restocked with animal species to make them viable and the animals which will spill over into Buffer Zones will be sustainably used for the benefit of both the restructured DPWM and the local communities living in those areas. As revenue generated from sources other than Buffer Zones increases, the restructured DPWM will become less dependent on its share of Buffer Zone revenue, and should plan to increase the percentage being allocated to local communities. The Division responsible for Conservation and Management which will house the CBNRM activities will take a pro-active role in generally promoting CBNRM within The Gambia.

5.5 RESEARCH DIVISION Research Division will be responsible for protected areas planning, research and monitoring and conducting environmental impact assessments in liaison with NEA before any development takes place in a protected area. The Division will be headed by an appropriate qualified and experienced Veterinary officer supported by:

- Senior Wildlife Research Officer; - Veterinary Officer; - Planning Officer;

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Planning, Research and Monitoring require specialist expertise and equipment which needs to be pooled. Research Division will have regional functions which will be organized at the central level.

5.5.1 Structure of Research Division

Table10. The Structure of Research Division is Illustrated Below.

VETERINARY OFFICER

DATA PROCESSOR SENIOR WILDLIFE Wildlife RESEARCH PLANNING OFFICER RESEARCH OFFICER OFFICER

5.5.2 Research and Monitoring

Identifying and planning research and monitoring (R&M) priorities and the allocation of staff country wide. The design and co-ordination of research projects and programs. The identification of suitably qualified agencies or individuals to undertake research tasks. The identification and accessing of sources of funds for R&M. Supervising the technical performance of R&M personnel. Monitoring, evaluation and dissemination of R&M information. Efficient and secure storage and management of data.

To make recommendations to the restructured DPWM management on the application of R&M results; Management-oriented research will be given priority. To initiate and maintain relationships with national and international research institutions concerned with wildlife. The assessment of the countrywide requirements for R&M.The conservation and management of data and scientific library.

5.5.3 Planning

The development and regular review of a country-wide Protected Areas Master Plan. The development and updating of management plans for individual Protected Areas or groups of protected areas.

The development of management plans for National Parks and Nature Reserves. Outsourcing of Environmental Impact Assessment studies; or in exceptional cases, development of the same.

The management and monitoring of all outsourced tasks and contractors. The maintenance of databases which is pertinent to this function.

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5.5.4 Protected Area Management Planning

Protected Area Management Planning will be carried out for all National Parks and Nature Reserves in order to maintain an appropriate balance between preservation and use of resources. The planning process will include the consideration of how all stakeholders can be involved in decisions about management of resources, and how to facilitate co-ordination with other agencies and groups interested in resource management. The continual updating and review of the Protected Area Master Plan and the development of general policy guidelines for Protected Area Management and development will also be the responsibility of the Planning Unit. When appropriate the production of protected Area Management Plans should be sub-contracted, using terms of reference drawn up by the Research Division. Plans presented by third parties will be closely monitored by the Research Division to ensure that they are of a professional standard and are consistent with the restructured DPWM Mandate and procedures.

5.5.5 Research and Monitoring The basic policy for research and monitoring will be to maintain a highly professional in-house facility which will design and control the R&M activities of the restructured DPWM. This will be achieved by creating a Research and Monitoring Unit (RMU) at HQ capable of country wide assessment of RM needs. The RMU will outsource the bulk of routine data collection to various institutions and the private sector.

The emphasis in the RMU will be to identify and provide the ecological information needed for management decisions. This is likely to put emphasis on monitoring and inventory work rather than research. The location of R&M staff at decentralized locations (Regional Division/AMU) will be a management decision based on workload, priorities and logistics. The RMU will plan and supervise research projects. It will evaluate the performance of researchers, advise the restructured DPWM on the significance of results and make recommendations to management. RMU manpower must therefore have expertise in information needs analysis, project planning and management, monitoring and evaluation.

An aspect of the restructured DPWM’s research policy will be the development of co-operative arrangements with foreign research Institutions. Many scientific institutions, in particular of western universities, seek opportunities to conduct field research on wildlife in Africa.

The RMU should be in a position to cover its research needs through these co-operative programs thereby reducing its costs of producing vital management information. This will be done applying the following principles: Management – oriented research will be given priority;

The restructured DPWM will encourage external institutions to conduct research with The Gambia‟s protected areas. In so doing, it will require such institutions to contribute to RMU‟s research priorities;

The restructured DPWM will offer to such Institutions access to the site, and where available, base camps, research vehicles, and assistants. The sponsorship of local research associates and counterparts will also be a prerequisite.

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The restructured DPWM will request that a Gambian researcher is associated with the program in every case.

5.5.6 International Treaties

All issues relating to international treaties and conventions will be dealt with by the Technical Division at HQ. The restructured DPWM’s policy will be active involvement in the formulation of treaties and conventions considered relevant to The Gambia. Gambia‟s compliance with these treaties will be monitored. Where emphasis on any treaty is basically scientific (e.g. CITES, RAMSAR) this responsibility will be delegated to other relevant units.

5.6 ECOTOURISM UNIT

5.6.1 Main Structure and Function

The Ecotourism Unit will develop a totally new function in the restructured DPWM, one that will be vital for the implementation of its most important institutional changes. To be successful it must influence the entire institution with its customer orientation and businesslike approach to its task. It will function primarily at HQ and Regional level but will manage a number of “field” staff at the visitor –restructured DPWM interface, i.e. gate attendants and tourism staff in busy parks. The Unit will primarily be responsible for setting up commercial management systems, together with the Financial Division, to optimize revenue generation and collection. Initially this will focus on the establishment of good business practices in tendering, contracting and positively managing developers and tourism operators. It will also look to establishing a restructured image through marketing and public relations and effective communication of all these functions, both to the restructured DPWM’s clientele and within the institution to ensure a well informed staff. To manage these functions at HQ the Ecotourism Officer with support staff as set out in the diagram in the next page.

Table11. Ecotourism Structure

ECOTOURISM

OFFICER

PERMITS AND LICENCES OFFICER

WILDLIFE RANGERS TOUR GUIDES

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The Ecotourism Unit‟s functions at HQ and Regional level will include:

5.6.2 Headquarters Establish systems in close liaison with Finance staff to control the collection of all operating income;

Negotiation and control of the commercial aspects of all leases and concessions entered into by the restructured DPWM;

Collection of revenue from hunting licenses, leases, concessions and trading income;

Establishing and maintaining the restructured DPWM’s public image as an efficient, professional and tourist oriented manager of The Gambia‟s protected areas;

Preparation of national and international promotions for The Gambia‟s National Parks and hunting areas in liaison where necessary with other related agencies such as Gambia National Tourism, Travel Agents Association, Safari Club International etc;

Provision and supervision of trained staff to deal with tourists and safari operators in a professional and co-operative manner;

Provision of commercial expertise to foster and develop income generating schemes in partnership with NGOs, investors and local communities;

Regulation and support to game ranching;

Conducting negotiations and developing promotion with travel agents or any other sales agents of the restructured DPWM;

Liaisons and negotiations with donors and sponsors particularly regarding terms and conditions of sponsorship or donor funding;

5.6.3 Regional Level Supervision of all gate staff to ensure that the public are welcomed and registered for fees at park entrances and that all gate receipts are properly accounted for;

Collection of revenue from hunting licenses, gate entry and other NP fees, and trading income;

Provision and supervision of trained staff to deal with tourists and safari operators in a professional and co-operative manner;

Provision of a commercial view of PA planning proposals.

5.6.4 Public Relations and Marketing The public must be seen as customers, lodge operators and hunting companies as partners and travel agents as important components of the restructured DPWM sales and marketing strategy. The restructured DPWM staff must relate to these bodies or individuals in a positive and professional manner.

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Together with the ministry of Tourism, The Gambia Tourism Board and the Tourism Association, the restructured DPWM will develop a marketing strategy in support of the Gambian Tour Operators both nationally and abroad. In doing so, the restructured DPWM will develop a working relationship with selected tour operators and marketing agents to develop new products.

5.6.5 Property Management

The Ecotourism Unit will serve as property management arm regarding leases and concession holders. The Units will ensure that all lease/concession agreements are properly tendered for and structured and that both the restructured DPWM, as lesser, and operators as lessees, are properly protected in law. Many current lease agreements are known to be inadequate. These will be reviewed and standardized whenever possible by negotiation.

5.6.6 Operator fees and levies

At the same time as playing an important role in identifying new commercial opportunities, the restructured DPWM will be aware that over-taxing the nascent tourism industry will be counter - productive to long term income streams. Whilst the tourism industry develops under The Gambia‟s new investment climate and before the country is firmly on the tourist map, operators have to keep their prices low, reinvest profits and remain solvent. Any cost increases have to be passed on to their clients, thus making operators less competitive in the regional market. Higher operating costs than those of competitors in the region also have a negative impact on the Gambian tourism industry. With short tourist season and annual occupancy rates generally between 20% and 30%, operator margins are very tight. They also have little financial safety margin against external factors such as political uncertainty, airfare increases etc. Therefore, operator fees and levies will be constantly monitored and, in consultation with the industry, will be adjusted to market conditions in competing destinations in the region if necessary.

5.6.7 Product diversification

There are a number of possibilities for diversification which will help to generate revenue such as new tourism products, extending the season, and encouraging longer visits. These will mostly be developed by the private sector, but must be encouraged by the restructured DPWM.

Table12. Other potential revenue generating opportunities include:

UNIVERSITY RESEARCH CAMPS Which will provide income plus research data SPECIAL INTEREST GROUPS: e.g. groups of ornithologists, artists, cultural interest groups, accompanied by an expert/group leader. LONGER TERM ACCOMMODATION: Exploit the growing market for tropical retreats from the Northern Hemisphere winter, possibly on a time share basis.

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5.6.8 Development of joint ventures with the Private Sector

For the less commercially attractive protected Areas, the restructured DPWM will consider new and innovative forms of management including the development of joint venture with private sector and NGOs. New proposals may differ from the simple privatization‟‟ concept, in which assets are leased to private sector. The restructured DPWM could seek partnership with, for example Companies with commercial interests in sustainable tourism; NGOs driven by conservation principals; Individuals with capital and or PA management expertise; Bi-and multi-lateral development institutions.

In joint venture agreements, the restructured DPWM will provide the estate and the strategy for, and management of, conservation in the same manner as it does in other parts of the wildlife estate. The partners will fund and manage the development of tourism infrastructure and will manage the resulting income. Profits distribution will reflect the partners‟ inputs. From GOTG‟s point of view the following key principles will be safeguarded:

- The conservation/protection of the PA must be maintained; - Law enforcement will remain a Government prerogative; - The PAs will continue to be accessible to the Gambian public;

The joint venture must contribute to the development of the Gambia‟s tourism industry.

5.6.9 Game ranching The Commercial Development will support and regulate the development of Game Ranching in the Gambia. This support and regulation will be coordinated between this Unit and the Research Division to ensure the sustainability of biological aspects of game ranching-decisions on which species, quotas and production systems, fencing etc. The restructured DPWM will consider the development of joint ventures in Game Ranching with suitable partners, and will control the provision of stock animals from sustainable sources and provide general technical advice.

5.6.10 Donor Support in sharing the financial burden of conservation Donor funding and sponsorship will most certainly be an ongoing requirement if the restructured DPWM’s current and additional protected areas are to be maintained for posterity. This is an economic fact borne out by initial financial forecast and the experiences of wildlife service in neighboring countries. The Gambia‟s underdeveloped ecotourism sector makes the restructured DPWM’s problem even more acute than those of some of its neighbors. In liaison with other Units, the Ecotourism Officer should identify projects suitable for donor funding and work closely with donors and sponsors to ensure that the aspirations of all parties are optimized. Conservation is seen by wealthy nations as an end in itself. The financial burden of the restructured DPWM’s operating costs and the sacrifices made by local people, can be shared by wealthier individuals through direct funding. There are many mechanisms in place to facilitate this process and, without compromising its status, the restructured DPWM must ensure that it gets its share and uses it in support of its own priorities. It is imperative that the restructured DPWM demonstrates that funds provided by donors or sponsors are used wisely, with costs and 81 benefits being clearly evaluated. The Ecotourism Unit will co-ordinate these activities in close collaboration with Finance and Technical Division Staff.

5.7 DEPARTMENT OF FINANCE AND ADMINISTRATION The Finance Personnel and administration will unite these three functions. At the Regional Divisions, these functions will be represented by the Regional Wildlife Officers empowered to manage their own budgets. The Regional Wildlife Officer will have an important responsibility in contributing to the restructured planning and in monitoring and reporting on the use of finances.

The Finance Section will be responsible for financial control of the restructured DPWM’s operations through HQ staff and Regional Wildlife Officers. The Administration and Human Resources Management Section will handle a variety of tasks not covered by the Technical Division and other support functions. It will be headed by a suitably qualified person with commercial on industrials experience in a senior administrative advisory role. He/she will be supported by an individual with sound personnel management experience in the Gambian public sector.

The main role of this section will be to relieve other specialists of time-consuming personnel and administration matters and ensure that constant personnel and administration policy is maintained through the restructured DPWM’s various geographical locations.

The management of training will also fall under this Division. The possibility of rehabilitating the training facility at kiang West National Park is dependent on donor support. It would require initial capital investment, and subsidies for its recurrent expenditures.

5.7.1 Structure of Finance and Administration Division

Table13. The Structure of the Finance and Administration Departments is shown below.

ASSISTANT DIRECTOR

ECOTOURISM OFFICER PERSONNEL ACCOUNTING OFFICER OFFICER

ECOTOURISM DATA ENTRY ACCOUNTS CLERKS RECORDS CLERK CLERKS CLERKS

5.7.2 Finances

The restructured DPWM is a government supported institution which will continue to draw its support from government coffers for the purpose of meeting its mandate of conservation and management of wildlife and other renewable natural resources. The priority of the institution is to reverse the illegal off-take of wildlife resources.

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5.7.3 Financial transparency and donor support

It is anticipated that the Government will allow the restructured DPWM to retain a certain percentage of the revenue generated in national parks and nature reserves. The revenue so retained will be ploughed back into protected areas for biodiversity conservation. However, the Government and donors are expected to continue funding the activities of the restructured DPWM in order to meet its portfolio. With a credible image, a clear action plan, and demonstrable successes, the restructured DPWM should be able to solicit donor contributions to cover the bulk of the necessary capital investment. In order to encourage and indeed justify such funding, the restructured DPWM must give priority to financial transparency in all its dealings. Financial accounts must be produced accurately and promptly and be made available to all stakeholders and the tax- paying public.

5.7.4 Effective budgetary control system

Tight financial management will be maintained through a strict budgetary control system driven by the discipline, high standards and professional authority of the Director. All members of staff will be expected to demonstrate a high degree of integrity, and strict disciplinary procedures will be implemented in order to achieve this. Management accounts must be produced promptly and variances acted upon effectively. Cost benefit analyses will become the norm when evaluating proposed changes or investments. Demonstrable maintenance of financial discipline will lead to an increasing degree of financial accountability at regional level with the associated benefits of speed and efficiency. The proposed structure has been designed for this kind of accountability. Success in achieving such accountability is obviously dependent on the restructured DPWM’s ability to recruit individuals of adequate maturity, judgment and integrity, and on efficient supervision by the Director.

5.7.5 Functions at Headquarters

These can be summarized as follows:

- Setting up and maintaining a fully integrated costing and financial accounting system;

- Preparation of statutory accounts;

- Coordinating and managing the budgetary control system based on monthly accounts and variance analyses;

- Setting up financial control procedures for all sales and procurement systems;

- Advising the Director, and Senior Management on all finance related matters;

- Controlling the treasury functions of the institution;

- Reconciling all debtor, creditor and staff accounts on a monthly basis;

- Establishing and Maintaining a Management Information System (MIS) to support the above; 83

5.7.6 Functions at Regional Level

The Regional Wildlife Officer will be responsible for maintaining subsidiary ledgers which will be consolidated into the main ledger on a monthly basis. This task will involve the following:

- Maintaining cashbooks for local bank accounts and petty cash;

- Ensuring timely collection, banking, and accounting for all regional sales receipts

- Accounting for all sales as invoiced by the commercial division.

- Providing debtors analysis for collection by the commercial division.

- Maintaining staff advance accounts.

- Controlling wage payments for casual employees.

- Addressing payroll queries related to inaccurate disbursement.

- Controlling petty cash impresses throughout the region.

- Monitoring, controlling and accounting for local community disbursements.

5.7.7 Administration and Personnel Management

A strong and transparent personnel policy is essential. This policy will be further enhanced by a system of labor laws. If the restructured DPWM is to be effective it must generate a far greater level of public support than the current DPWM presently enjoys. In order to improve co- operation from the public and, more specifically, the local communities, an effective and efficient restructured image is required. This will depend to a large extent on the attitudes and behavior of the employees. The main objective of personnel policy will be to carry out training on human resource and biodiversity management. Recruitment will be based on formal qualifications and appropriate experience. Training can be a powerful means of motivating staff to rise in the ranks, if offered to those who perform best and if coupled with opportunities for promotion. Training will be a major, on-going activity within the restructured DPWM, to be systematically organized through a combination of in-service training, refresher and upgrading courses, seminars, and – where necessary – by training abroad. As the restructured DPWM will compete with neighboring countries keeping up to date with technical developments will be essential. Training facilities are costly to manage, but the restructured DPWM has a definite asset in Kiang West National Park which in my opinion should be supported. Specialist training of basic field staff is most important; skills such as public relations (for gate attendants), wildlife research, wildlife monitoring, problem animal control, management plans, discipline, law enforcement, wildlife law, personnel management and management of change etc., will be taught to those who will be recruited. However, the restructured DPWM’s requirements in terms of professional skills will be diverse, and include specialties which fall outside the ordinary training of wildlife personnel (e.g. marketing, engineering). Such specialist training will take place in external institutions.

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5.7.8 Functions at Headquarters In terms of discipline required, this is potentially the most diverse division in the institution. The main functions carried out by Finance and Administration staff at Headquarters level will be:

- Defining and dealing with conditions of service and other matters relating to employment;

- Defining and updating clear job descriptions for all positions in the institution;

- Maintaining a database of personnel and their service records, etc;

- Coordinating recruitment;

- Coordinating training;

- Formal liaison with Government Departments and Ministries;

- Insurance, licences, permits, title deeds and registration matters;

- The administration of commercial litigation;

- Managing Pension Schemes;

- Conducting Trade Union negotiations and industrial relations;

- Handling staff career development and transfers within Regions and Areas;

- Dealing with other personnel and administration matters.

5.7.9 Administration and Personnel Management at Regional level Representation at Regional level will be the responsibility of the Regional Wildlife Officer. Responsibilities will include:

- Administering loans and advance applications;

- Handling transfer requests and orientating new staff;

- Administration of boundary and title disputes;

- Co-ordination of training;

- Coordinating staff travel arrangements;

- Supervising Regional support staff;

- Handling service charges or utilities;

- Other ad hoc administration and human resources management matters.

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6.0 IMPLEMENTATION AGENCY The restructured DPWM is the implementing agency responsible for overall planning, review and implementation of the project. This project will involve some of the divisions in the restructured DPWM. The Finance and Administration Division under the Office of the Director shall coordinate the internal review of quarterly, bi-annual and/or annual reports required by the restructured DPWM. These reports will be circulated to all Divisional heads and the Director, and internal review meetings will be conducted with field staff to discuss management and administration issues. After this internal review, respective consolidated reports will be forwarded to the cooperating partners. The Project Coordinating Unit will therefore be the point of contact for the donors in all matters relating to project implementation. The Project Management Committee shall provide guides in the planning, implementation, monitoring and evaluation of the project.

The restructured DPWM will collaborate with other stakeholders (including relevant institutions, other donors and NGOs, the private sector and local communities) in the implementation of this project in order to build capacity of its staff in the protected areas.

6.1 Preparation and Review of Annual Work Programs

The Divisions in the restructured DPWM will jointly prepare the annual work plans and budgets. The annual work plans will be forwarded to the PCU by end of August each year for circulations amongst the various Divisional heads. After receiving comments, the revised work plans will be discussed and the final AWP submitted to the Director for his approval. These work plans will be activity based. The annual budgets and work plans will be submitted annually to the cooperating partners. The work plans will form the basis for the bi-annual and annual internal reviews, as well as, external reviews.

6.2 Performance and Financial Reporting

The restructured DPWM will report on its performance and financial progress according to the cooperating partners agreed reporting requirements. The restructured DPWM will also use its own reporting format when reporting to management and the Ministry. Regular progress reports on project performance will be submitted to would be cooperating partners at a time agreed to by the parties but at least two (2) weeks prior to the scheduled meetings.

6.3 External Mid-Term and End of Project Reviews

A mid-term review will be held jointly by the restructured DPWM, Ministry and the World Bank before the end of year two (2) to assess progress of the project.

6.4 Overall Approach

For the transfer from DPWM to the restructured DPWM to be effectively implemented, the process will need to be characterized by the following:

- Speed and Credibility; - Strong leadership; 86

- Establishment of new, motivation-oriented restructured culture; - Proper operational plans and management systems for the development of new Staff; - Prioritized training of staff.

From the outset of the restructuring process, the Director will need the support of Personnel Management staff dedicated to recruiting and establishing properly contracted new DPWM appointments.

6.5 Recruitment of new DPWM’s Management The selection of new DPWM’s Management should be a competitive, transparent, and professionally managed process. It is recommended that the consultants should avail themselves for this noble undertaking as soon as possible.

While all efforts will be made to recruit the Director from within The Gambia no compromise will be made in meeting the requirement in his/her terms of reference. The objective will be to recruit suitably qualified Gambians to fill these functions, but these will not always be available as and when they are needed, and the process of selecting the necessary permanent qualified personnel will take time.

6.6 Finances The MOUs signed between government and the private sector will urgently need to be revisited and reviewed to allow the normal flow of revenue to GAWA. The New Ecotourism Officer will need to work hard to improve the finances of the new institution.

6.7 Development of funding strategy Developing and implementing a funding strategy is a top priority. The restructured DPWM will require important initial funding to cover:

- Capital investment; - Endowment with working capital; - Current expenditure deficits; - Individual high priority projects attractive to donors.

6.8 Development and strengthening of key functions During this phase, every effort will be made to reinforce and develop the key functions of the restructured DPWM by the development of the most critical units, a process which needs to be started and accelerated. The Financial Management and the Protected Areas Planning Units will be strengthened and the Commercial Management Unit will be created during this phase. .A priority within the CMU will be the development of a PR campaign. Successful development of the restructured DPWM‟s image is a high priority. Credibility and support amongst the stakeholders and the general public will be necessary to implement change. The expectations that the approval of the transformation of the institution has generated must be kept alive; at the same time it is important that the magnitude of the task is understood as well as the difficulties, and the progress being made. Successful PR is also crucial to the successful implementation of the Funding Strategy.

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6.9Training Training needs to be conducted as soon as possible. This is meant to polish the skills of the officers who will be recruited in the new DPWM. The restructured DPWM will require specialists in wildlife management and training is important since the bulk of the staff will be recruited among former DPWM personnel. Such staff will need to undergo in-service training, as well as those members of middle management recruited into the new DPWM. Such in-service training will be high priority to ensure that staff conforms to the proposed operating modes. Topics such as managerial skills, wildlife management, revenue collection, extension work, problem animal control, change management, human resources data base, specialized training for Rangers and wardens in such fields as map reading, court procedures, arresting procedure, analysis of law enforcement data. Leadership and supervisory training, research requirements and research policy.

6.10 Development of a restructured Culture 6.10.1 Top Management The restructured DPWM’s top management will consist of well qualified individuals, who together would form a formidable group of professionals. They will have varying degrees of knowledge of wildlife management and its workings in The Gambia.

6.10.2 Middle Management The restructured DPWM’s staff must be strongly motivated and identify with the institution and its objectives. They must fully understand what operational methods are necessary and why, and what the restructured DPWM expects of each individual and what they, in turn, should expect from the new DPWM. Such motivation will improve the overall functioning of the institution, and will assist in the process of evaluating personnel for their suitability as the restructured DPWM employees. This will be achieved through seminars for middle management, and an information campaign covering all restructured DPWM staff.

6.10.3 Restocking of National Parks and Nature Reserves

This is a very important approach to wildlife management and needs to be implemented in a long term. All the revenues we are projecting can only be generated in the presence of animal species in the protected areas. Therefore it is apparent that restocking of wildlife species with a history in the Gambia be done in order to improve the scales of economy in the country. The Government and its co-operating partners will need to consider and support the restocking of large mammals into the protected areas of The Gambia. This will greatly improve the economy of the country and help the restructured DPWM to generate the required revenues for its operations . 6.10.4 Need to extend the Wildlife estate

The current wildlife estate in The Gambia is very limited and urgently requires to be extended so that the impact of wildlife management can be felt on the ground. It is appropriate for the Government through the Ministry of Environment, Parks and Wildlife to allow a process of reclassifying some of the forest parks and convert them into National Parks and Nature Reserves. The matter can be normalized by involving the existing laws of the country and allow the new

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DPWM to quickly take the necessary action to increase the wildlife estate so that the restocking exercise would include the reclassified areas.

6.10.5 Importance ranking by objectives

The logical sequence of events based on their inter-dependence as a basis for prioritizing activities so that they follow each other as smoothly as possible, does not necessarily reflect the level of importance of each activity. A set of priorities by objectives are presented below which should be seen as an important ranking that is separate from any timing or sequencing implications:

6.10.5.1 Rank 1 Objective:

- Gain improved control over the security of the estate, by improving law enforcement. - Ensure the efficient management of the restructured DPWM’s financial resources. - Availability of necessary funding for the restructuring process. - Develop efficient revenue collection. - Establish the Divisions at HQ level.

6.10.5.2 Rank 2 Objectives

- Full development of three Regional Divisions, including staffing, and equipment. - Launch the restructured DPWM’s Ecotourism Policy. - Develop competent planning function. - Comprehensively assess the status of wildlife resources - Urgently restock National Parks and Nature Reserves with animals which used to be found in the respective areas. -Embark on the reclassification of some forest parks and convert them to National Parks and Nature Reserves.

6.10.5.3 Rank 3 Objectives

- Urgently train the recruited staff.

- Develop the new technical services.

- Fully develop a Community Based Natural Resources Management Policy.

- Selective development of AMU‟s and Outposts.

6.10.5.4 Rank 4 Objectives

Achieve the full transformation of field operations by the full development of AMUs, sectors, and Outposts and their backup and support services system.

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Part IV: Staff Levels, Organogram and Job Description

STAFF LEVELS AND STAFF STRUCTURE

CENTRAL ADMINISTRATION

Position Grade Number Position Grade Number Director 12 01 Senior Driver 02 01 Assistant Director 11 01 Accounts Trainee 02 01 Principal Wildlife 10 01 Trade man II 02 01 Conservation Officer Senior Wildlife 09 01 Wildlife Ranger II 01 01 Conservation Officer Veterinary Officer 09 01 Driver 01 01 Senior Wildlife 09 01 Research Officer Surveillance Officer 08 01 Care Taker 01 01 Ecotourism Officer 08 01 Watchmen 01 06 Wildlife Research 07 01 Cleaner 01 01 Officer Accounting Officer 06 01 Messenger 01 01 Anti Poaching 06 01 Total 28 Officer Park Warden 06 01 Records Clerk 03 01 Typist II 03 01

TECHNICAL DIVISION

Position Grade Number Principal Wildlife Conservation Officer 10 1 Senior Wildlife Conservation Officer 09 1 Surveillance Officer 08 1 Ecotourism Officer 08 1 Anti poaching Officer 06 1 Park Warden 06 02 Assistant Park Warden 05 1 Senior Wildlife Ranger 04 02 Wildlife Ranger 1 02 21 Wildlife Ranger II 01 20 Total 51

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ADMINISTRATION AND FINANCE

Position Grade Number Assistant Director 11 1 Ecotourism Officer 08 1 Accounting Officer 06 1 Personnel Officer 06 1 Records Officer 03 1 Accounts Trainee 1 02 1 Trade Man II 02 1 Care Taker 01 1 Watch Men 01 6 Cleaner 01 1 Licensing Clerk 01 1 Driver 01 1 Total 17

RESEARCH DIVISION

Position Grade Number Veterinary Officer 09 1 Senior Wildlife Research Officer 09 1 Planning Officer 06 1 Assistant Wildlife Research Officer 05 1 Research Assistants 02 02 Wildlife Ranger II 01 20 Total 26

WEST COAST REGIONAL DIVISION

Position Grade Number Regional Wildlife Officer 08 1 Assistant Park Warden 05 1

Senior Wildlife Ranger 04 1 Wildlife Ranger 1 02 18 Wildlife Ranger II 01 30 Total 52

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LOWER RIVER REGIONAL DIVISION

Position Grade Number Regional Wildlife Officer 08 1 Park Warden 06 1 Assistant Park Warden 05 1 Senior Wildlife Ranger 04 1 Wildlife Ranger 1 02 1 Wildlife Ranger II 01 13 Total 18

NORTH BANK REGIONAL DIVISION

Position Grade Number Regional Wildlife Officer 08 1 Park Warden 06 1 Assistant Park Warden 05 1 Senior Wildlife Ranger 04 1 Wildlife Ranger 1 02 1 Wildlife Ranger II 01 18 Total 23

7 RIVER GAMBIA AREA MANAGEMENT UNIT

Position Grade Number Park Warden 06 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 3 Total 6

8 ILLIASA AREA MANAGEMENT UNIT

Position Grade Number Park Warden 06 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 4 Wildlife Ranger II 01 4 Total 10

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9 KIANG WEST AREA MANAGEMENT UNIT

Position Grade Number Area Warden 06 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 4 Wildlife Ranger II 01 4 Total 10

10 BURENG AREA MANAGEMENT UNIT

Position Grade Number Area Warden 06 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 4 Wildlife Ranger II 01 4 Total 10

11 BANJUL AREA MANAGEMENT UNIT

Position Grade Number Area Warden 06 1 Assistant Warden 05 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 4 Wildlife Ranger II 01 4 Total 11

12 SIBANOR AREA MANAGEMENT UNIT

Position Grade Number Area Warden 06 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 4 Wildlife Ranger II 01 4 Total 10

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SECTORS

1. JARENG

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 5 Total 7

2. KAU

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 5 Total 7

3. GUNJUR

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 5 Total 7 4. WULI SUTUKOBA

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger 01 5 Total 7

5. KOINA-FATOT

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 5 Total 7

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6. KENEBA

Position Grade Number Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 1 Wildlife Ranger II 01 5 Total 7

7. KANUMA

Position Grade Number Assistant Warden 05 1 Senior Wildlife Ranger 04 1 Wildlife Ranger I 02 2 Wildlife Ranger II 01 5 Total 10

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Organizational Structure of Restructured DPWM

MINISTRY OF ENVIRONMENT, PARKS AND WILDLIFE

DIRECTOR

ASSISTANT DIRECTOR

PERSONNEL ACCOUNTING OFFICER RECORD OFFICER OFFICER

VETERINARY OFFICER PRINCIPAL WILDLIFE CONSERVATION OFFICER

SENIOR SENIOR WILDLIFE W/CONS OFF RESEARCH OFFICER

PLANNING WILDLIFE ECOTOURISM 3 REGIONAL WILDLIFE SURVEILL OFFICER RESEARCH OFFICER WILDLIFE CONS OFFIC ANCE OFFICER OFFICER OFFICERS

DATA PROCESSING STORES AND

PARK TRAINING ANTIPOACHI OFFICER INVENTORY OFFICER WARDENS OFFICER NG OFFICER

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STRUCTURE OF A REGIONAL DIVISION

REGIONAL WILDLIFE OFFICER

TECHNICAL ASSISTANT PARK EXTENSION OFFICER WARDEN WARDENS OFFICERS OPERATIONS

RESEARCH MECHANIC SENIOR SECTOR ASSISTANTS WILDLIFE RANGERS RANGER

STORES WILDLIFE OUTPOSTS CLERK RANGER I

WILDLIFE RANGER ii

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The structure of a typical AMU is represented below.

AMU WARDEN

ASSISTANT SENIOR WILDLIFE WARDEN WILDLIFE RANGER RANGER I

SECTOR SENIOR SECTOR SENIOR SECTOR SENIOR WILDLIFE RANGER RANGER RANGER RANGER

OUTPOST OUTPOST OUTPOST

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Director

INSTITUTION: Restructured DPWM

LOCATION: DPWM Headquarters -ABUKO

REPORTING TO: PS-Ministry of Environment, Parks and Wildlife

GRADE: 12

1. JOB PURPOSE:

Director shall be accountable to the PS Ministry of Environment, Parks and Wildlife for the efficient and effective management of the restructured Department of Parks and Wildlife Management (DPWM). To ensure that DPWM achieves its mandate particularly, in the conservation, management and commercialization of Gambia‟s wildlife resources which must be carried out professionally in accordance with set policy objectives and provisions of the National Parks and Wildlife Act.

2. KEY ACCOUNTABILITIES

- Interprets the restructured DPWM policies and procedures for all Divisions and ensures

- that these are implemented at all times;

- Coordinates the preparation and implementation of plans for all operational and

administrative support service areas of the restructured DPWM;

- Develops and sets performance standards for all Divisions and ensures that

targets are achieved according to set parameters;

- Ensures the preparation of accurate and timely management and statutory

reports on the activities and performance of restructured DPWM for the Ministry and external agencies;

- Develops and promotes commercial activities that would result in the long term

sustainability of the restructured DPWM‟s operations;

- Develops and implements plans for the mobilization and effective participation 99

of local communities and stakeholders in the conservation and management of wildlife resources;

- Mobilizes resources required for the restructured DPWM‟s operations and community

extension programs;

- Ensures that all assets of the restructured DPWM are safeguarded and applied according

to set policies and procedures;

- Ensures that legislative provisions of the restructured DPWM Act and all other

Substantive regulations issued for the proper conservation and management of Gambia‟s

wildlife estate are enforced in a transparent and consistent manner at all times;

- Initiates and implements staff development programs for improved

performance and operating standards of the restructured DPWM; and

- Advises the Minister of Environment, Parks and Wildlife on the

development of appropriate policies for the governance of the restructured DPWM and, the conservation and management of wildlife resources.

3 IMMEDIATE SUBORDINATES

- Assistant Director - Principal Wildlife Conservation Officer - Personnel Officer - Accounting Officer - Record Officer

4 DECISION MAKING

The Director will not only be expected to implement the decisions of the Ministry but, take direct responsibility for all day-to-day management activities of the Department. In this regard, the jobholder will be expected to guide and monitor the performance of immediate subordinates and ensure that the restructured DPWM achieves its mandate of biodiversity conservation. Decision-making will therefore constitute a critical part of the Director‟s functions.

5 RESPONSIBILITY FOR RESOURCES

Accountable to the Ministry for the prudent management and custody of all resources held by the restructured DPWM. These resources will include but are not limited to the following:

- Part of all financial resources received or generated by the restructured DPWM;

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- All physical assets such as: plant, equipment, buildings, motor vehicles and firearms

employed in the operations of the restructured DPWM and that which falls under its custody;

- The health and safety of all employees, visitors and persons operating in protected

areas under the jurisdiction of the restructured DPWM.

6 QUALIFICAITONS AND EXPERIENCE

The Director will be expected to provide leadership in the full establishment of the restructured DPWM. The Director should therefore possess the following:

- An Internationally recognized high-level qualification;

- A minimum of 7 years experience as a Senior Officer in a middle to

large public sector institution;

- Possess strong managerial competencies with proven expertise in institutional

management and business administration;

- Previous experience of having worked in an institution responsible for wildlife

conservation and management would be an added advantage.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Assistant Director

INSTITUTION: Restructured DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Director

GRADE: 11

1. JOB PURPOSE

To establish and maintain an efficient and effective capability for the protection, conservation and management of Gambia‟s Wildlife resources based on a decentralized regional management structure.

2. KEY ACCOUNTABILITIES

- Develops and supervises the implementation of Regional work programmes, ensuring the achievement of set performance standards;

- Assists the Director interpret the provisions of National Parks and Wildlife Act into regulations and operating guidelines for implementation by regions and all other relevant parties;

- Plans resource and logistical requirements for all Regions and ensure that approved allocations are distributed and accounted for at all times;

- Guides the Director in setting quotas for consumptive exploitation of wildlife resources and ensure the adherence of allocations to licensees in the Regions;

- Liaises with the Research Division to develop plans for the zoning and classification of protected areas, ensuring that only prescribed activities are conducted in such areas;

- Prepares regular progress reports on all the activities of his section for the Director and the Ministry.

3. IMMEDIATE SUBORDINATES

- Principal Wildlife Conservation Officer

- Senior Wildlife Conservation Officer

- Veterinary Officer

- Ecotourism Officer

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4. MINIMUM QUALIFICATIONS AND EXPERIENCE

- A bachelor‟s degree in a related field, such as natural resources management, supported by a post- graduate qualification;

- At least 5 years experience at a middle to senior management level, as a head of a division or similar responsibility;

- Experience of supervising a decentralized regional structure would be an added advantage;

- Strong inter-personal and communication skills.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Principal Wildlife Conservation Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Assistant Director

GRADE: 10

1. JOB PURPOSE:

Provides support services and assists in formulating standard procedures that are critical to efficient functioning of the Division and in all Regions and Area Management Units.

2. KEY ACCOUNTABILITIES

- Develops and maintains database for standard technical and logistical requirements needed for efficient and effective operations of Regions and Area Management Units;

- Assesses the short, medium and long term technical and logistical needs for Regions and Area Management Units

- Guides management on the standardization of field equipment and operating logistics;

- Develops operational manuals for field staff to use when on patrols, roadblocks, clean-up operations, problem animal control and sentry duties;

- Facilitates the preparation of reports for the vision;

- Establishes and maintains a well equipped, disciplined and action Oriented Strike Forces in Regions, Area Management Units and Sectors;

3. IMMEDIATE SUBORDINATES

Senior Wildlife Conservation Officer Wildlife Conservation Officer Surveillance Officer Anti- poaching Officer 4. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Bachelor‟s degree in Natural Resources Management.

- At least 5 years experience at a senior level.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Veterinary Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Director

GRADE: 10

5. JOB PURPOSE

Establishing and maintaining an efficient and effective planning and research capability for DPWM.

6. KEY ACCOUNTABILITIES

- Coordinates all field research activities of DPWM, ensuring the provision of up-to-date on the status and population of wildlife species supported by detailed proposal for enhancing conservation and management methods;

- Provides technical support to the Division of conservation and management in the development of field operating strategies;

- Provides a planning, monitoring and evaluation service to all areas of DPWM‟s operations;

- Establishes and maintain an up-to- date technical data and bank information services on the Gambian wildlife resources;

- Assists the Director in the setting of quotas for consumptive exploitation of wildlife resources;

- Develops modules for use in the training of staff in wildlife conservation and management techniques;

- Safeguards all equipment and resources allocated to the Division;

- Prepares regular progress reports on all the activities of his section for the Director and the Ministry; and

- Maintains and regulates all research and persons and planning activities undertaken by private institutions and in protected areas under the jurisdiction of DPWM.

7. IMMEDIATE SUBORDINATES

- Senior Wildlife Research Officer 105

- Wildlife Research Officer

8. MINIMUM QUALIFICATIONS AND EXPERIENCE

- A bachelor‟s degree in the field of veterinary services supported by a post-graduate qualification;

- At least 7 years experience as head of a research function; and

- 3 Years experience of working in a wildlife conservation and management environment.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Senior Wildlife Conservation Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Principal Wildlife Conservation Officer

GRADE: 09

5. JOB PURPOSE:

The senior Wildlife Conservation Officer is the second most senior man in the Division. He/she provide support services and assists in formulating standard procedures that are critical to efficient functioning

6. KEY ACCOUNTABILITIES

- Develops and maintains database for standard technical and logistical requirements needed for efficient and effective operations of Regions and Area Management Units;

- Assesses the short, medium and long term technical and logistical needs for Regions and Area Management Units

- Guides management on the standardization of field equipment and operating logistics;

- Develops operational manuals for field staff to use when on patrols, roadblocks, clean-up operations, problem animal control and sentry duties;

- Facilitates the preparation of reports for the Division;

- Implements the standard operations procedures in the field operatives and at DPWM Headquarters;

- Monitors the application and sustenance of the standard operations procedures in all field stations;

- Improves the management of firearms and other paramilitary fatigue at DPWM Headquarters and in the field stations;

- Establishes and maintains a well equipped, disciplined and action oriented rapid deployment team at DPWM Headquarters capable of providing protective duties at DPWM premises;

- Ensures that the rapid deployment team operates on the basis of their daily, weekly and monthly work routines;

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- Performs any other duties as assigned by the Director.

7. IMMEDIATE SUBORDINATES

- Wildlife Conservation Officer

- Surveillance Officer

- Anti- poaching Officer

8. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Bachelor‟s degree in Natural Resources Management.

- At least 5 years experience at a senior level.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Senior Wildlife Research Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Veterinary Officer

GRADE: 09

9. JOB PURPOSE

Establishing and maintaining an efficient and effective planning and research capability for DPWM.

10. KEY ACCOUNTABILITIES

- Participates in research of the Institution and dissemination of results in collaboration with other local and visiting scientists; - Appraise staff performance under his charge and recommend their advancement to head of division; - Prepare progress reports of programs/projects of the section; - Carrying out independent research work; - Preparing regular report on ongoing/complete research projects; - Undertaking specific research projects; - Supervising on-going research projects and junior staff.

11. IMMEDIATE SUBORDINATES

- Wildlife Research Officer

- Wildlife Research Assistant

12. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Masters degree in Natural or Engineering Sciences in Ecology with a minimum of an Upper Second Class Honors degree at undergraduate level; - Knowledge on small Mammals will be added Advantage; - At least 5 years experience at a middle to senior management level, as a head of a division or similar responsibility;

- Experience of supervising a decentralized regional structure would be an added advantage;

- Strong inter-personal and communication skills.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Wildlife Conservation Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Senior Wildlife Conservation Officer

GRADE: 08

9. JOB PURPOSE:

To develop, coordinate and implement the delivery of technical and logistical support to DPWM operational areas, ensuring the continuance enhancement of uniform operating standard.

10. KEY ACCOUNTABILITIES

- Develops and maintains database for standard technical and logistical requirements needed for efficient and effective operations of Regions and Area Management Units;

- Assesses the short, medium and long term technical and logistical needs for Regions and Area Management Units;

- Guides management on the standardization of field equipment and operating logistics;

- Develop operations manuals or/and guidelines for field staff to use on patrols, road blocks, cleanup operations, problem animal control and sentry duties;

- Implement the standard operations procedures in the field operatives and DPWM Headquarters;

- Monitor the application and sustenance of the standard operations procedures in all field stations;

- Facilitates the preparation of reports for the Division;

- To perform any other duties as may be assigned by the Director.

11. IMMEDIATE SUBORDINATES

Park Wardens Anti- poaching Officer 12. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Diploma in Wildlife Management.

- At least 5 years experience at a senior level.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Wildlife Research Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Senior Wildlife Research Officer

GRADE: 08

13. JOB PURPOSE

Establishing and maintaining an efficient and effective planning and research capability for DPWM.

14. KEY ACCOUNTABILITIES

- Plan and develop research proposals; - Undertake research activities in accordance with the approved programs(s); - Supervise and develop subordinates; - Under the guidance of senior research officers and in collaboration with stakeholder institutions, the officer will participate in initiation and formulation of research projects; and - Perform any other duties as may be assigned by supervisor.

15. IMMEDIATE SUBORDINATES

Wildlife Research Assistant

16. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Masters degree in Natural or Engineering Sciences with a minimum of an upper second class

honors degree at undergraduate level biasness in biology will be added advantage.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Surveillance Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Senior Wildlife Conservation Officer

GRADE: 08

13. JOB PURPOSE:

To develop and coordinate human wildlife conflicts throughout all regions of the Gambia.

14. KEY ACCOUNTABILITIES

- Enforces the provisions of National Parks and Wildlife Act and the related regulations and guideline necessary for effective enforcement of human wildlife conflicts in line with the agreed set target;

- Develops and implements work plan and budget for the surveillance unit for effect operation of problem animal control;

- Deploys regular patrols and supervise the troops in the field and other patrols efficiently and effectively for resource protection in line with the agreed work plan for the year;

- Submits reports to the Senior Wildlife Conservation Officer regarding patrol statistics in a prescribed format, control work prosecutions statistics, investigation, community programs, hunting and resource monitoring activities;

- Conduct sensitization campaigns to local communities and adjacent to the protected area on human wildlife conflict activities;

- Enforces the disciplinary code for both Rangers and other staff in line with the disciplinary procedure;

- Establishes performance targets and carryout periodic appraisals or reviews for field staff in sectors and teams in the area to facilitate achievements of DPWM strategic objectives;

- Maintains acceptable staff performance in the area through effective staff supervision, motivation and discipline;

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- Monitors the conduct of private sector operators and any other licensees permitted to operate in the area, ensuring that they are in accordance to DPWM regulations and conservation standards;

- Carries out problem animal control programs with affected communities.

15. IMMEDIATE SUBORDINATES

- Senior Wildlife Rangers

- Wildlife Rangers

16. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Diploma in Wildlife Management.

- At least 5 years experience at a senior level.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Eco-tourism Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarter-Abuko

REPORTING TO: Director

GRADE: 08

1. JOB PURPOSE:

To enhance DPWM public image and, revenue generating and external resource mobilization capacities through the development and promotion of commercial ventures and, the strengthening of international cooperation programs.

2. KEY ACCOUNTABILITIES

- Assist the Director to develop policies and guidelines for the conduct of commercial activities in protected areas falling under the jurisdiction of DPWM;

- Develops and implements strategies for the marketing of products and services with revenue generating potential in both local and international market;

- Carries out regular assessments of the performance of all commercial ventures undertaken by DPWM and advises the Director on product/service enhancements and price setting;

- Negotiates on behalf of DPWM, contracts, licenses and lenses with private tour operators and all other agencies seeking to establish commercial ventures in protected areas;

- Develops and implements strategies for the promotion of DPWM public image and attends to press queries on behalf of the Director as delegated;

- Establishes and maintain systems and procedures for the promotion of international cooperation and mobilization of development assistance;

- Prepares timely and accurate progress report on the activities of the division for the Director and the Ministry.

IMMEDIATE SUBORDINATES

- Assistant Eco-tourism Officer

- Licensing Clerk

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3. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Bachelor‟s Degree in Business Management or, an internationally recognized Diploma in Marketing;

- At least five (5) years relevant work experience at senior management level as a commercial officer or marketing officer;

- In depth knowledge of the National Parks and Wildlife Act, or the ability to rapidly acquire this knowledge;

- Previous exposure in an environment involving the marketing of tourism activities would be important;

- Proven ability as a self starter with a truck record of successfully marketing and promoting new products and service in competitive markets;

- Working knowledge of public relations management; and

- Possessing strong interpersonal and communication skill.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Regional Wildlife Officer

INSTITUTION: DPWM

LOCATION: DPWM Regional Division

REPORTING TO: Principal Wildlife Conservation Officer

GRADE: 08

1. JOB PURPOSE:

Represents DPWM at the regional level and enforces all issues related to National Parks and Wildlife Act. His/her key responsibility is to provide an efficient and cost effective service in order to achieve the Conservation and Management objectives of the region.

2. KEY ACCOUNTABILITIES

- Enforces the National Parks and Wildlife Act and other related regulations;

- Monitors and evaluates law enforcement strategies for field operations for the protection of Wildlife resources in the region;

- Develops annual work plans, programs and budgets for the region and review performance in the region;

- Implements Management Plans for protected areas for consumptive and non consumptive utilization of wildlife in the region in line with the departmental strategy;

- Efficiently allocates the financial and physical resources to various area management units and ensure compliance to all management system in procurement, patrols, stores, resource monitoring and commercial programs;

- Provides weekly, monthly and annual reports to the principal Wildlife Conservation Officer in line with the approved deadlines.

3. IMMEDIATE SUBORDINATES

Park Wardens Extension Officers 4. MINIMUM QUALIFICATIONS AND EXPERIENCE

Higher diploma in wildlife management Minimum 5 years post qualifying experience in the relevant field.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Anti-poaching Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Surveillance Officer

GRADE: 06

17. JOB PURPOSE:

His/her key responsibility is to provide an efficient and cost effective operation to achieve conservation and management objectives of the DPWM.

18. KEY ACCOUNTABILITIES

- Development of law enforcement strategy;

- Manage all law enforcement activities and personnel;

- Developments and logistics;

- Development of team spirit (a team dedicated to wildlife conservation);

- Communications and discipline;

- Development of Ranger training program;

- Wildlife monitoring and data collection;

- Development of wildlife and human activity monitoring program including recording and collection of data;

- Patrol equipment (ensuing, usage, maintenance and procurement of uniform, patrol kit, communication and transport equipment);

- Reporting (monthly reports, annual reports, budgets and work plans);

- Build a strong and supportive community relationship.

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19. IMMEDIATE SUBORDINATES

- Assistant Park Wardens

- Senior Wildlife Rangers

- Wildlife Rangers

- Law Enforcement Drivers

20. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Diploma in Wildlife Management.

- At least 5 years experience at a senior level.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Park Warden

INSTITUTION: DPWM

LOCATION: Area Management Unit

REPORTING TO: Regional Wildlife Officer

GRADE: 06

4. JOB PURPOSE:

His/her key responsibility is to provide an efficient and cost effective operation to achieve conservation and management objectives of the Area Management Unit.

5. KEY ACCOUNTABILITIES

- Develops and implements work plans and budget for the Unit for effective operations in the Area Management Unit;

- Enforces the general management plans for the protected areas under his/her jurisdiction;

- Submits reports to the Regional Wildlife Officer regarding income expenditure returns, patrol statistics in a prescribed format, commercial activities, investigation, prosecution statistics, community programs and resource monitoring activities;

- Explores and recommends to the Regional Wildlife Officer sound revenue generating ventures in line with the departmental policies;

- Enforces the disciplinary code for both Wildlife Rangers and other staff in line with the disciplinary procedure;

- Collects and accounts for all the revenue collected in the Area Management Unit;

- Carries out problem animal control programs with affected communities.

6. IMMEDIATE SUBORDINATES

- Assistant Wardens

- Senior Wildlife Rangers

7. MINIMUM QUALIFICATIONS AND EXPERIENCE

Minimum Diploma or Higher Diploma in Wildlife Management. Minimum 3 years post qualifying experience. 119

JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Extension Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Regional Wildlife Officer

GRADE: 06

1. JOB PURPOSE:

To develop and implement a plan for the establishment of viable Community Resources Boards (CRBs) and, involving them into Conservation, Management of wildlife resources in protected areas.

2. KEY ACCOUNTABILITIES

- Develops and supervises the implementation of community extension programs to develop local community awareness and participation in the management of wildlife resources;

- Assists the Director General to determine management fees to be levied on CRBs and the administration systems for the sharing of revenues generated in protected areas amongst local communities;

- Assists CRBs and local communities in determining equitable way of sharing and utilizing revenues generated in protected areas;

- Monitors all revenue generating activities carried out in protected areas, ensuring that all finances are fully accounted for;

- Plans resource and logistical requirements for all CRBs and ensures that approved allocations are distributed and accounted for at all times;

- Guides the Director Conservation and Management in setting quotas for consumptive exploitation of wildlife resources and monitors the adherence of allocations to licences in hunting areas in close collaboration with CRBs and Regional Managers;

- Working in close liaison with the Commercial Department, guides CRBs and leads in the negotiation of contracts, leases and licences for all commercial activities to be undertaken in protected areas;

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- Prepares regular progress reports on all the activities of the CBNRM Department.

3. IMMEDIATE SUBORDINATES

Extension Officers in all regional commands

4. MINIMUM QUALIFICATIONS AND EXPERIENCE

- A bachelor‟s degree in a related field, such as sociology, Development Economics, Supported by a post-graduate qualification

- At least 5 years experience at middle to Senior Management level, involved in group formation and community development activities or similar responsibility.

- Experience of supervising a decentralized regional structure would be an added advantage.

- Strong inter-personal and communication skills.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Assistant Park Warden

INSTITUTION: DPWM

LOCATION: Area Management Unit

REPORTING TO: Surveillance Officer/Park Warden/Anti-poaching Officer

GRADE: 05

8. JOB PURPOSE:

His/her key responsibility is to provide an efficient and cost effective operation to achieve conservation and management objectives of the Area Management Unit.

9. KEY ACCOUNTABILITIES

- Assists the Surveillance Officer/Park Warden/Anti-poaching Officer in the day to day running of the section or unit;

- Is responsible for implementation of sectional operational plans and ensures execution of these plans;

- Coordinates work of sectional or unit staff and operational systems;

- Ensures that sectional or unit staff achieve their planned targets; and

- Prepares monthly, quarterly and annual operational reports for the unit or section.

10. IMMEDIATE SUBORDINATES

- Senior Wildlife Rangers

- Wildlife Rangers

11. MINIMUM QUALIFICATIONS AND EXPERIENCE

Should have a Certificate or Diploma in Wildlife Management Minimum 3 years post qualifying experience.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB DESCRIPTION – 07

JOB TITLE: Wildlife Research Assistant

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Wildlife Research Officer

GRADE: 04

17. JOB PURPOSE

Establishing and maintaining an efficient and effective planning and research capability for DPWM.

18. KEY ACCOUNTABILITIES

- Assist in routine field studies, which may involve laboratory analysis; - Assist research scientists in their day-to-day research activities including scientific investigation and field observations; - Assist in data collection and help in research projects generally; and - Perform other duties assigned.

19. IMMEDIATE SUBORDINATES

- Wildlife Rangers

20. MINIMUM QUALIFICATIONS AND EXPERIENCE

- Certificate in wildlife management/related field.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Senior Wildlife Ranger

INSTITUTION: DPWM

LOCATION: Sector Headquarters

REPORTING TO: Surveillance Officer/Park Warden/Anti-poaching Officer

GRADE: 04

12. JOB PURPOSE:

His/her key responsibility is to provide an efficient and cost effective operation to achieve conservation and management objectives of the Sector.

13. KEY ACCOUNTABILITIES

- In-charge of a Sector; - Planning work for the entire Sector; - Enforcement of the National Parks and Wildlife Act; - Handling disciplinary cases at Sector level; - In-charge of law enforcement; - Conducting pay-runs; and - Preparing quarterly and annual reports.

14. IMMEDIATE SUBORDINATES

- Wildlife Rangers

15. MINIMUM QUALIFICATIONS AND EXPERIENCE

Certificate in Wildlife Management

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Wildlife Ranger

INSTITUTION: DPWM

LOCATION: Outposts

REPORTING TO: Senior Wildlife Ranger

GRADE: 02

16. JOB PURPOSE:

His/her key responsibility is to provide an efficient and cost effective operation to achieve conservation and management objectives of the Outposts.

17. KEY ACCOUNTABILITIES

- The Wildlife Ranger is the hub of conservation and management of resources in protected areas;

- Conducts anti-poaching patrols in the locality of his/her jurisdiction;

- Effectively protects and monitor the park and the buffer zone;

- Effectively collects anti-poaching data and monitors law enforcement activities in accordance with the prevailing legislation;

- Builds a strong and supportive community relationship.

18. MINIMUM QUALIFICATIONS AND EXPERIENCE

6 months training at a recognized Wildlife Training College.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Accounting Officer

INSTITUTION: DPWM LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Director

GRADE: 06

1. JOB PURPOSE

To establish and provide efficient and effective financial management systems and corporate support services to DPWM.

2. KEY ACCOUNTABILITIES

- Establishes and maintains financial management and accounting systems, ensuring the management, annual and statutory accurate and timely generation of reports of all assets and liabilities of the Authority;

- Coordinates the preparation of annual and medium-term budgets, ensuring that all inputs of other Divisions are consolidated to the Director and Ministry according to set standards;

- Develops and implements financial management policies and procedures, ensuring that all cost and/or profit centers properly account for all financial transaction under taken;

- Develops and maintains DPWM payroll and payment systems;

- Carries out treasury management functions and assists Director in the mobilization of resources;

- Establishes performance parameters through the Director and ensuring that set standards are met by all respective functional heads of the Division..

3. IMMEDIATE SUBORDINATES

- Accounting Trainee I

- Licensing Clerk

MINIMUM QUALIFICATIONS AND EXPERIENCE

Diploma in accounting, full professional accounting qualification

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JOB ANALYSIS AND JOB DESCRIPTION

JOB TITLE: Personnel Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko REPORTING TO: Director

GRADE: 06

1. JOB PURPOSE:

Establishing and providing efficient and effective human resources function and administrative support to DPWM.

2. KEY ACCOUNTABILITIES

- Directs, coordinates and reviews the overall HR function and ensures the most effective utilization of the institution‟s human resources in line with the civil service strategies and values;

- Develops, implements and monitors the execution of the HR plan and budget;

- Has responsibility for compensation, training and recruitment within the institution.

3. IMMEDIATE SUBORDINATES

- Records Officer

- Administrative Assistant

4. MINIMUM QUALIFICATION AND EXPERIENCE

- Diploma in HR Management.

- Minimum 5 years HR experience in a large institution.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Data Processor

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Veterinary Officer

GRADE: 05

KEY ACCOUNTABILITIES

1. Officer in charge of providing technical, software support to users of software products;

2. Provides internal support function;

3. Supervises testing of, and tests, new programs and products prior to implementation;

4. Manages at least one other member of staff technical position;

5. Responds to queries and solves software problems on regular basis;

6. Provides training to members of staff on new software products and releases.

MINIMUM QUALIFICATIONS AND EXPERIENCE

Technical Diploma/qualification Minimum 5 years post qualifying experience.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Public Relations Officer

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Director

GRADE: 06

KEY ACCOUNTABILITIES

1. Responsible for all aspects of the institution‟s public image and liaising with the press and other externals;

2. Manages external promotions activities and acts as first point of contact with external media;

3. Actively promotes the institutions image within communities;

4. Provides full support to senior officers in dealing with the press and other external bodies.

MINIMUM QUALIFICATIONS AND EXPERIENCE

Diploma in Mass Communications Minimum 5 years experience in public relations or possibly press environment.

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JOB ANALYSIS AND JOB DESCRIPTION

JOB TITLE: Record Clerk

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko REPORTING TO: Director

GRADE: 03

5. JOB PURPOSE:

Establishing and providing efficient and effective human resources function and administrative support to DPWM.

6. KEY ACCOUNTABILITIES

- Carries out clerical work;

- Maintenance of operational and clients‟ records;

- Distribution of subject files to various offices at headquarters; and

- Other duties which may be assigned to him by the Director.

7. MINIMUM QUALIFICATION AND EXPERIENCE

Minimum grade 12 school certificate

Minimum 2 years post qualifying experience.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Senior Typist

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Director

GRADE: 03

KEY ACCOUNTABILITIES

- Type both open and confidential letters/matters. - Maintain a diary of appointments for the executives, advising them of available time and reminding them of appointments as requested. - Receive all visitors with courtesy and decorum, ascertain the nature of the visitor‟s business and relay information to his/her officer. - Answer telephone calls and intercom, giving information to callers or routing calls to appropriate officials. - File minutes, correspondence and other documents. - Assumes responsibility for ensuring that there is adequate efficiency in day-to-day operation of office functions e.g. supply of stationery, cleanliness, decorum, dispatch and receipt of mail, messenger services and other related functions. - Make and confirm transport and hotel bookings for the executives. - Relay oral messages and instructions from executives to his subordinates. - Perform other duties as may be assigned

MINIMUM QUALIFICATIONS AND EXPERIENCE

Grade 12 school certificate and secretarial qualification. Minimum 5 years post qualifying experience.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Senior Driver

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Director

GRADE: 03

KEY ACCOUNTABILITIES - Drives institutional vehicles as assigned; - Transport visitors, mail, goods, etc; - Keeps assigned vehicle well cleaned and polished; and - Ensures that the assigned vehicle is always in good working condition.

MINIMUM QUALIFICATIONS AND EXPERIENCE

Grade 12 school certificate and clean driving licence. Minimum 2 years driving experience.

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JOB ANALYSIS AND JOB DESCRIPTIONS

JOB TITLE: Cleaner/ Messenger

INSTITUTION: DPWM

LOCATION: DPWM Headquarters – Abuko

REPORTING TO: Director

GRADE: 01

KEY ACCOUNTABILITIES

- Cleaning up offices and surroundings; - Collection and delivery of mails; - Dispatching letters; - Delivering official documents within the Institute; - Preparation and serving of tea/coffee etc; and - To perform any other duties assigned.

MINIMUM QUALIFICATIONS AND EXPERIENCE

Secondary school education

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JOB ANALYSIS AND JOB DESCRIPTION

JOB TITLE: Accounts Clerk

INSTITUTION: DPWM

LOCATION: DPWM Headquarters –Abuko

REPORTING TO: Accounting Officer

GRADE: 02

8. JOB PURPOSE:

9. To establish and provide efficient and effective financial management systems and corporate support services to DPWM.

10. KEY ACCOUNTABILITIES

Carries out various clerical duties in the finance/accounts department; and

Prepares payment vouchers/prepares cheques and/or receives payments and issues official receipts to staff and clients.

11. MINIMUM QUALIFICATION AND EXPERIENCE

Grade 12 school certificate plus an accounting certificate

Up to one year qualifying experience

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Restructured DPWM PROPOSED REGIONS, AREA MANAGEMENT UNITS AND SECTORS

The proposed management regimes are being established for the purpose of maintaining efficiency and effective capability for the protection, conservation and management of the Gambia‟s wildlife resources based on decentralized regional management structure.

This important change, which entails capital investment has been brought about by the introduction of Regional Divisions, Area Management Units (AMU) and Sectors.

At a regional level, the priority thinking revolved around the decentralization to a smaller number of Regional Divisions. It was also perceived as necessary to ensure that each Regional Division had an income generating park or nature reserve. Logistical considerations, given actual geographical and geophysical boundaries, also played a part.

In discussing with the DPWM, the following regions were identified to host the establishment of Regional Divisions in them, because of their vastness and suitability to accommodate national parks and nature reserves. The establishment of the decentralized system will ensure that local communities will participate in conservation and management of wildlife resources and other renewable natural resources.

The proposed Regional Divisions and their appendages are:

1. West Coast Regional Division which Headquarters would be established at George Town. The Area Management Units (AMUs) would be established at River Gambia National Park and Basse, respectively. Basse is under Upper River Region, but would be supervised by Central River Regional Manager. Sectors would be housed in Jareng, Kaur, Wuli, Sutukoba and Koina - Fatoto.

2. North Bank Regional Division which Regional Headquarters would be established at Kerewan town. The Area Management Units will be established at Illiasa and Banjul.

3. Lower River Regional Division which Regional Headquarters would be established at Mansa Konko. The Area Management Units would be established at Bureng and Kiang West National Park, respectively. The sector will be at Keneba.

4. The sixth Area Management Unit will be established at Sibanor in the Western Region and the sectors will be established at Gunjur and Kanuma. Both sectors and the AMU will be supervised by the North Bank Regional Manager.

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