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Public-Private Partnership for Protected Areas: Current Situation

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Public-Private Partnership for Protected Areas: Current Situation let’s talk about it ! AFRICA IS CHANGING: SHOULD ITS PROTECTED AREAS EVOLVE? PUBLIC-PRIVATE PARTNERSHIP FOR PROTECTED AREAS: CURRENT SITUATION AND PROSPECTS IN FRENCH-SPEAKING AFRICA Author: David Brugière AUTHOR: DAVID BRUGIÈRE THIS PUBLICATION HAS BEEN MADE POSSIBLE BY FUNDING FROM THE FRANCE-IUCN PARTNERSHIP. David Brugière holds a 3rd cycle diploma in France has entered into a partnership with the International land management and Union for Conservation of Nature (IUCN), the oldest and a PhD thesis on the largest global organisation for nature conservation. Through evaluation of the impact this partnership. France and IUCN intend to respond to the of logging on large global biodiversity crisis and act together for nature and and medium mammal development. communities in the forests of Gabon. He was an expatriate from 1993 to 2004 in French- speaking Africa, first as a research engineer on action-research programmes related to the management of biodiversity in protected areas of Central Africa (Gabon, Congo, CAR). He then served as a technical assistant on PA management support projects. In this capacity, he was technical advisor for the management of the Upper Niger National Park in Guinea and then project manager for the establishment of a transboundary protected area between Guinea and Guinea Bissau (AGIR programme, EU funding). DISCLAIMER At the end of 2004, David Brugière joined BRL Ingenierie in The designation of geographical entities in this publication France as director of biodiversity projects. He acts on behalf and the presentation of the material do not imply the of bilateral and multilateral development agencies in the expression of any opinion whatsoever on the part of IUCN identification, feasibility and evaluation of projects to support concerning the legal status of any country, territory, or area, the management of PAs and the conservation of biodiversity or of its authorities, or concerning the delimitation of its in tropical areas. He also conducts technical expertise in frontiers or boundaries. these areas (preparation of PA management and business The views expressed in this publication do not necessarily plans, ecological monitoring programmes, PA strategies, reflect those of IUCN, WCPA and the donors who funded its etc.). He also oversees the implementation of technical preparation. assistance in African PAs and provides technical support to teams deployed in the field. This study is not endorsed by IUCN. For several years, David Brugière has developed expertise in the implementation and evaluation of public-private partnerships (PPPs) for protected areas. After supporting WWF in setting up the PPP for the Salonga National Park, he led in 2016 the evaluation of the partnership agreement established between the Congolese government and the APN for the management of the Odzala-Kokoua National Park. He has also developed projects to support PPP buildout in Cameroon, Zimbabwe and Laos. THE PROGRAMME ON AFRICAN PROTECTED AREAS & CONSERVATION (PAPACO) PAPACO aims at improving the management and governance of protected areas in Africa and their positive results on biodiversity conservation. They focus on 3 complementary domains which are: equitable governance, efficient management and long-term sustainability of PAs. PAPACO works with the World Commission for protected Areas (WCPA). Brugière D., 2020. Public-Private Partnership for protected areas: current situation and prospects in French-speaking Africa. Papaco, 31 pages. Translated from French by INTUITIV. Africa is changing: should its protected areas evolve? FOREWORD their implementation? Why do other PA managers see them as a threat? What are the requirements This report is part of a series of studies commissioned for their creation? How to improve their outcomes? by IUCN-Papaco. The intention of these studies is to What rules should frame them? How to avoid the contribute to the debate around topical issues related misappropriation of their goals? How to achieve the to conservation in Africa, especially the continent’s perfect PPP over the next 30 years? protected areas. These questions are vital, and this report probably Context: in 2050, the population of Africa will isn’t enough to cover the full complexity of answers. have reached 2 billion inhabitants. The needs of But it will certainly contribute to their phrasing. the population keep increasing, fragmentation is accelerating, “natural” land is becoming scarcer. In Have a good read this context, pressures on protected areas increase rapidly and their ability to conserve biodiversity in the long run are more and more limited. Dr Geoffroy Mauvais PAPACO Coordinator What can we do to address these threats? Our approach is simple: we ask an expert on the matter to lay out an analysis to provide a basis for discussion. This report can then be used for this purpose, shared, commented on, criticised, expanded. The goal is that all those involved in the conservation of these territories raise questions, exchange and finally, we hope, envisage a positive future for nature conservation on the continent. This report is called: Public-Private Partnership for protected areas: current situation and prospects in French-speaking Africa. The intention is to answer the following questions: how to optimise the contribution from the private sector to protected area conservation? What is the state of PPPs today? What do they contribute to, officially and expectedly? What are the conditions to II Public-Private Partnership for protected areas: current situation and prospects in French-speaking Africa SUMMARY half of the CAgmts examined (6/12), that positions that are part of a sovereign activity (environmental Over the past twenty years, a new model of protected police) be assigned by right to a civil servant; area management has gradually emerged in French- speaking Africa, the Public-Private Partnerships • in the context of securing funding, the private (PPPs). Three elements constitute this model: (i) a partner is encouraged to develop commercial contractual agreement (CAgmt) signed between activities and seek funding. Failure at this level the State and a non-State (“private”) partner; (ii) a can lead to the termination of the agreement (8 delegation from the State to the private partner of out of 12 CAgmts). The public partner can finance all or part of its prerogatives; (iii) the private partner part of the PA’s expenses through grants to the provides or manages all the necessary funding for the private partner. The latter may have to pay a management of the PA. general fee to the public partner (two parks in the DRC) and pays taxes relating to its tourism activity. As of September 2020, a total of 15 PPPs, involving twenty PAs were active in French-speaking Africa. The analysis of the implementation of PPPs in the The analysis of 12 of the 15 contractual agreements relevant PAs shows that the strengths of this model in (CAgmt) in force shows that the main provisions terms of PA management are: mentioned are: • the establishment of formal governance and • the establishment of a governance entity in consultation structures in which stakeholders, which both the public and private partners are including local communities, are represented represented. Of the 12 CAgmts examined, the (these consultative structures in some cases pre- composition of the governance body is unilateral in exist in the PPP); one case (only the private partner), bilateral (State • the diversification of funding sources, including and private partner) in six cases, and multilateral non-institutional donors, allows, on the one hand, 1 in four cases . The chairmanship of this entity to avoid funding disruptions linked to a single rests with the public partner in eight CAgmts and donor, and on the other hand, to have more with the private partner in three. The majority of flexibility in terms of financial commitments; the members (including the chair) belong to the private partners in nine CAgmts and in two cases • a clarification of decision-making and there is equal representation. Representatives of management lines in day-to-day management local communities are present in four governance allows an efficient operationalisation and the bodies; effective and rapid implementation of field activities; • the delegation of PA operational management to • the deployment in the field of proven anti- a management entity that is always headed by poaching techniques and methods to cope a representative of the private partner, the latter with an increased militarisation of poaching has, being very generally assisted by a representative however, variable results depending on the sites in of the public partner; terms of increase in numbers of large fauna; • the establishment of an advisory body whose size • increased professionalisation of tourism and composition vary widely. This entity provides management allowing an increase in attendance a platform for dialogue with stakeholders. It may and targeting of the high-end segment. be pre-existing to the establishment of the PPP; One of the main limitations of PPPs is their low • the staff of the park is composed by civil servants cultural and political acceptance. In the French- and private partner contractors. All staff, speaking countries of Africa, the political culture of regardless of their status, are placed under the “Central Governance ” still remains very strong and hierarchical authority of the director of the PA, the expression “management delegation” is generally the representative of the private partner. Staff perceived in the public sphere as a form of attack movements may be subject to the formal opinion on national sovereignty. Even in countries that have or agreement of the public partner. This requires, in developed several PPPs, political acceptance of this model remains very fragile and is regularly challenged, 1 Total less than 12 as there is no governance body for the PPP of the Upemba-Kundelungu Complex III Africa is changing: should its protected areas evolve? either because of political culture or because this model deprives the State of the direct management of Official Development Assistance funds.
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