Bale Mountains National Park. General Management Plan

Bale Mountains National Park General Management Plan 2007 2017

Compiled and edited by Frankfurt Zoological Society. Financial support provided by Frankfurt Zoological Society and the Conservation of Sustainable Use of Medicinal Plants Project of the Institute of Biodiversity Photo acknowledgements: Martin Harvey, Delphin Ruché, Vincent Munier, Ian Rushworth and Alastair Nelson (front cover), Delphin Ruché (p.15), Vincent Munier (p. 23, 43, 112), Ian Rushworth (p.62) and Alastair Nelson (p.75, 91) ii

Foreword It is with great pleasure that I write to introduce the new Bale Mountains National Park General Management Plan and put it in the context of developments in Oromia, our country and internationally. In Ethiopia, the political climate has been changing and now environmental concerns have a seat at the political table. This is in recognition of our ultimate dependence on the environment and of the urgent need to implement conservation strategies to mitigate human impacts. Ethiopia is a signatory to a number of international conventions such as the Conservation of Biodiversity, the Ramsar Declaration and the Convention on International Trade of International Endangered Species. As such Ethiopia must be a leader amongst nations and fulfil these commitments to protect our National Heritage and biodiversity. National Parks are one tool to fulfill such commitments. Sovereign nations declare National Parks to preserve their Natural Heritage, to conserve representative portions of ecosystems or critical populations of endangered species and to protect ecosystems that provide vital environmental services to their nation. The Bale Mountains National Park is known by all Ethiopians, but its international significance is possibly less well understood. It is undoubtedly one of the most unique areas on Earth, with the largest piece of Afroalpine habitat that exists on our planet. It contains the second largest moist tropical forest and the only cloud forest in Ethiopia. With an altitudinal range from 4400 to 1500 metres, it harbours an enormous diversity of habitats. All of this has resulted in a unique ecosystem that contains such a high degree of endemism that it is the envy of international National Parks. It is estimated that if we were to lose the Bale Mountains more endemic mammals would go extinct than any similar sized area on our planet. Two of our most recognised species, the Ethiopian wolf and the mountain nyala, are safeguarded by the Bale Mountains National Park, with more than 50% of the total populations of both these endangered species occurring within its boundaries. This park is safeguarding our Ethiopian Natural Heritage. However, the Bale Mountains National Park has so much more than just unique, rare and endemic species. It provides the majority of the water to more than 10 million people in the lowlands. In the dry season this is their lifeblood. Its value does not stop there the Harenna Forest in the south of the park contains genetic stocks of wild coffee and 40% of Ethiopia s medicinal plants. A recent study estimated the value of our medicinal plants industry to be approximately 2 billion Ethiopian Birr annually, some 8% of our 2005 Federal budget. We must protect these genetic and economic resources. In addition, the Bale Mountains National Park contains sites such as horas, mountains and caves that are of cultural and spiritual significance to the people who have lived there for millennia. The Godantu pastoralist system is still practised by some inhabitants of the Bale Mountains who can trace their use of this area down the generations. Thus we can see that the Bale Mountains National Park more than fulfils all of the criteria required for the designation of a National Park. It is undoubtedly the most important conservation area in Ethiopia made all the more significant by its importance within the recently declared Afromontane conservation hotspot. We are thankful to those who 36 years ago had the foresight to declare this National Park to protect our Natural Heritage, and have thus helped to secure the livelihoods of millions of people. The Bale Mountains also undoubtedly fulfills the criteria for World Heritage Site listing. However, before achieving this status a ratified management plan that lays out the management vision and actions is required. Further, the government must commit itself to implementing this plan to secure the park in perpetuity. This opportunity is now in our hands. Unfortunately, the current reality on the ground is not so encouraging and the Park is under serious threat. Increasing human pressures have resulted in unsustainable and unmanaged use of natural resources. The park management has lacked the capacity to tackle these threats, and there was no logical approach or co-ordination to Park management. Our Bureau of Agriculture and Rural Foreword iii

Development therefore engaged with the Frankfurt Zoological Society and the Conservation and Sustainable Use of Medicinal Plants Project to develop a General Management Plan for the Park. A GMP is an essential tool that identifies management needs, sets priorities and organises longterm management strategies. When faced with limited resources a GMP allows managers to prioritise needs and allocate resources appropriately. In addition, a GMP provides continuity in management policy and practice, particularly when staff members are transferred. Possibly most importantly in this context, a GMP is an important fund-raising tool, especially as we work to secure long-term sustainable financing for the Bale Mountains National Park. I would like to thank everyone who has been involved in developing this GMP. They have used a logical and participative process that has been based on best practice developed internationally. The plan recognises the realities and pressures that face our Park today but includes realistic approaches and practical actions that are founded on partnerships, to address these problems and issues. Zonation and voluntary resettlement tackle the reality of people who have a historical right to land within the park. But it does not shirk our responsibility to safeguard our heritage and this ecosystem. There are conservation zones with the strictest protection. However, the approach embraces community participation, by joining with rightful users in Conservation and Natural Resource Management Zones to bring the current unmanaged use of resources under control; whilst simultaneously looking to adapt livelihoods to conservation friendly practices. In all zones cultural access to important sites is agreed. The ultimate goal of this park is to protect the ecosystem, and this will never change. This is a dynamic GMP that will achieve this goal whilst working within the bounds of realism and current conservation best practice. It is now our duty to implement this plan and we are determined that this GMP will not sit on a shelf as so many others do throughout the world. We have a 10 year opportunity to build partnerships to conserve the Bale Mountains National Park for the long-term. We therefore call on current and future partners to work with us to secure one of the most important conservation areas on earth. Abadula Gemeda President of Oromia Regional Government Foreword iv

Approval page The Oromia Regional Government has approved this General Management Plan for implementation in the Bale Mountains National Park. Approval page v

Executive Summary This General Management Plan (GMP) for the Bale Mountains National Park (BMNP) lays out a vision for the development and management of the park over the next 10 years, and outlines specific actions required to fulfil this vision over the next 3 years. This GMP was developed using a participatory process, building on previously summarised background information and a problems and issues analysis carried out by park staff, a stakeholder workshop and community consultations. Overall the planning process aimed to ensure that the park s stakeholders were given an appropriate opportunity to contribute to the issues and problems addressed in the GMP and to suggest solutions to these issues. It is hoped that improved ownership and commitment to implementation will result. The planning process adopted involved a variety of approaches to participation. The Core Planning Team (CPT) directed the planning process and made key decisions whereas consultation took place through key informant interviews in communities in and around BMNP, through stakeholder planning workshops and direct discussions with individuals in private companies, NGOs, Government at all levels, researchers, tourists and international experts. Technical working groups directly devised the main components and details of each management programme. The GMP is organised into five management programmes, using a logical framework approach, which group together common topics that align with park management responsibilities wherever possible. Each programme consists of a long term strategy with guiding principles and objectives that provide the vision for the programme as well as specific objectives and general actions that outline the route and milestones by which the programme purpose will be achieved. A practical, management-orientated 3-year action plan accompanies each management programme and provides the detailed actions and activities by which the strategy will be achieved over the next 3 years. This action plan is designed to be regularly rolled forward every 3 years throughout the implementation of the GMP, so that actions and activities are assessed and refreshed in the light of achievements and developments during the GMP implementation. The GMP is designed to be dynamic, flexible and adaptive to changing management needs and priorities, as well as the local socio-political context. BMNP annual operations plans should be developed through close consultation with the GMP and these 3-year action plans. Park Purpose, Significance and Values The Bale Mountains of Ethiopia, within the National Regional State of Oromia in south-eastern Ethiopia, are the most important conservation area in the Ethiopian highlands and are of international significance. The Bale Mountains are part of one of 34 International Conservation International Biodiversity Hotspots and qualify for World Heritage Site and Biosphere Reserve Listing. The c. 2,200 km 2 BMNP at the core of the Bale Mountains is of critical biodiversity, ecological, cultural and economic importance. The Purpose of BMNP is: To conserve the ecological and hydrological systems of the Bale mountains, including the afroalpine and montane forest habitats with their rare, diverse and endemic species while contributing to the social and economic wellbeing of the present and future generations of people locally in Ethiopia and in the wider region. The most important Exceptional Resource Values (ERVs), which together give the park its global significance, are the rare, endemic and endangered species which are found across all taxa and habitat types, and the hydrological system which provides water and thus economic benefits to 12 million downstream users. Other areas, notably (i) the afroalpine plateau, the largest area of this Executive Summary vii

habitat type on earth, (ii) the Harenna forest, the second largest moist tropical forest in Ethiopia and (iii) the distinct altitudinal zones of BMNP with stands of giant Erica and bamboo along with different forest types, were considered to be of particular significance locally, nationally and internationally. The park also provides substantial socio-economic and cultural benefits to local communities and others at national and international level, through the use of natural resources such as coffee, timber, grazing and non-timber forest products, as well as limited tourism. Principles the GMP The following principles guide the implementation of this GMP and are fundamental to management of BMNP. Conservation of the ERVs takes precedence in all actions Partnerships with stakeholders, particularly park-associated communities are a key component of GMP implementation Environmental and socio-cultural impact of developments and park users will be minimised Management systems will be responsive and adaptive to changing circumstances and knowledge Zonation Scheme A management zoning scheme has been introduced for the BMNP GMP that provides a framework for securing the protection of the park by achieving and reconciling the need to both protect the natural resources of BMNP while allowing the use of the these resources by communities and tourists. Whilst the conservation of biodiversity and ecosystem process is the primary management objective throughout BMNP, irrespective of zone, the zoning scheme has been introduced as a tool to deal with the current realities in BMNP and thus secure the BMNP s ERVs. Two zones with associated prescriptions have been designated: (i) a Conservation Zone and (ii) a Conservation and Sustainable Natural Resource Management Zone. Proposed zone boundaries are depicted in this GMP, but these will be finalised as part of implementation. The Conservation Zone (CZ) - just over 50% of BMNP comprises areas with relatively little permanent settlement that are high in biodiversity and important for the conservation of the ecosystem s Principal Ecosystem Components (under the Ecological Management Programme), such as wetlands, forests or important habitat for Ethiopian wolves and mountain nyala. In this Conservation Zone, no consumptive or damaging use is permitted, no settlement is allowed, and any developments must meet very strict environmental impact guidelines set by management. Access by tourists and local people will be allowed to sites of natural, scenic, economic or cultural significance. In the Conservation and Sustainable Natural Resource Management (C&SNRM) Zone, sustainable use of natural resources will be allowed zone under negotiated management agreements between rightful users and BMNP management (under the Sustainable Natural Resource Management Programme). Settlement, infrastructure development and cultivation are only allowed within these SNRM agreements between Resource Management Groups and BMNP and must meet environmental impact prescriptions. Implementation of the zoning scheme involves voluntary resettlement of current residents of the Conservation Zone. Actions to determine those with tenure rights and implement zonation are outlined in the Sustainable Natural Resource Management Programme. Executive Summary viii

Management Programmes Five management programmes, addressing logically grouped issues were developed: 1. Ecological Management Programme 2. Sustainable Natural Resource Management Programme 3. Tourism Provision and Management Programme 4. Park Operations Programme 5. Outreach Programme Ecological Management Programme This programme is based on an adapted ecological management and monitoring approach that is based on the latest international conservation planning methods and best practices. Eight Principal Ecosystem Components (PECs) have been identified by technical experts and which together capture the unique biodiversity of BMNP. If all these PECs are conserved, then the long-term health of the park s ecosystem will remain intact. Principal Ecosystem Components Level of Ecological Organisation 1. Hydrological System System 2. Harenna Forest 3. Erica forest and shrub 4. Gaysay grasslands Community 5. Hagenia/Juniper woodland 6. Afroalpine 7. Mountain nyala 8. Ethiopian wolf Species The Ecological Management programme has identified and prioritised the threats to these PECs and has devised strategies for their reduction or mitigation. The major cross-cutting threats arising from human population expansion in BMNP have been addressed specifically in the Sustainable Natural Resource Management (SNRM) Programme. Other prioritised threats are addressed in this EM Programme. These include actions to reduce the threat of fire, particularly in forest areas and the Erica shrub. Specific threats to populations of endangered species, particularly the Ethiopian wolf and mountain nyala, are addressed through better control of domestic dogs in the park, improved disease management. A number of research and monitoring priorities have also been identified to assess the severity of threats that were identified as lower priority or for which there was insufficient information with which to assess the level of threat. This programme also provides the framework for management orientated monitoring and research of the PECs, their key ecological attributes and threats - a crucial stage in adaptive management. Information on the status of the PECs and their threats will be fed back to enable the design and implementation of appropriate future management actions in this and other programmes. The ecosystem monitoring plan is included in Appendix 1 of the GMP. This monitoring plan also identifies ecological indicators for monitoring the achievement of the park purpose, which is a key component of the overall monitoring and evaluation of GMP implementation A suite of actions also address the paucity of data and understanding of ecosystem processes in BMNP, for example the factors affecting tree and shrub regeneration and the collection of baseline data on the extent of potential threats. A list of prioritised research has been drawn up and will be Executive Summary ix

maintained and revised over time. Projects to address these prioritised research subjects will be facilitated by park management and promoted within the wider research community, both nationally and internationally. In addition, thresholds of potential concern (TPC), which will trigger management action to maintain the desired state of each PEC, will be developed during the course of the 3-year action plan for PEC and threat monitoring. Sustainable Natural Resource Management Programme The Sustainable Natural Resource Management (SNRM) Programme provides a framework for the development and implementation of sustainable natural resource management in BMNP. The programme aims to convert currently unsustainable natural resource use in BMNP to sustainable levels of resource use through a participatory process where communities enter into joint natural resource management agreements with park management. The core framework of this programme involves setting up natural resource management agreements with community management groups (CMG) in designated Conservation & SNRM Zones. The actions in this programme are based upon those used in Participatory Forest Management by GTZ in the Adaba-Dodola Area and by Farm Africa/SOS Sahel in Bale and elsewhere in southern Ethiopia. Sustainable Natural Resource Management Agreements (SNRMA), facilitated and negotiated between park management and community resource management groups, will specify the type and amount of resources that can be used, by whom, and will lay out the methods, roles and responsibilities for community monitoring, regulation and resource protection. These agreements and their management and oversight are designed to be flexible and responsive to changing situations and needs. A key component of this programme is to build the capacity of both communities and park management to manage, regulate and monitor these agreements through training, experience sharing visits and a learning by doing approach. Furthermore the institutional and legal framework will be strengthened in order to support this approach. Human settlement and cultivation inside BMNP has been increasing since the park was established in the 1970s and has now reached unsustainable levels, with coincident rapid resource degradation. As part of this GMP, human settlement and cultivation will be reduced and restricted to the C&SNRM Zone, using voluntary resettlement, particularly of those with land rights elsewhere, and implementation of the Zonation scheme. Negative impacts on the ecosystem of remaining settlement and agriculture will be mitigated using restoration where necessary and pollution control in partnership with the EM Programme. Similarly, land use will be planned and coordinated both inside and outside the park to minimise the extent and environmental impact of different land use regimes on ecosystem health and function. Tourism Provision and Management Programme The Tourism Provision and Management (TPM) Programme aims to develop and manage tourism in BMNP in a culturally and environmentally friendly manner so that revenue generated contributes both to conservation management and diversifying the livelihood opportunities of park-associated communities in the area. Tourism is a growth area internationally and nationally and BMNP management will work with local communities and private sector tourism partners to provide a diverse visitor experience that takes advantage of the uniqueness of the Bale Mountains. Tourism provision is a cornerstone of this programme but needs detailed and comprehensive planning, with technical expertise that is outwith the scope of this GMP. However, the GMP lays out a roadmap to ensure that such a plan is produced. Improved marketing is crucial to tourism development and will be planned and carried out in collaboration with other actors with similar interests. Efforts to create a tourist friendly environment will be made through training and discussions with park staff, tourism partners and local communities. In addition, visually stunning and high quality interpretative centres will be planned and built. Executive Summary x

The primary role of BMNP in tourism management is to develop policy, guidelines, monitoring and enforcement of tourism activities, while the tourism services will be provided by the private sector or community groups, under agreement with BMNP management. Prototype concession agreements and leasing procedures will be developed and implemented so that private investors can be partners in tourism provision, where benefits accrue equitably to both the park and parkassociated communities. BMNP s capacity to manage and deliver an enriching tourism experience will be strengthened and tourism management systems will be devised. These will include strategies have been devised to enable communities to participate and share benefits from BMNP tourism, whilst becoming central partners in BMNP tourism provision and management. This involves implementing activities that will improve the level of understanding of tourists and the tourism industry in communities prioritised for community tourism development so that they have the ability to participate in an informed and proactive manner. Enabling communities to put in place governance, tourism management and benefit-sharing structures is another initiative to be undertaken as part of this GMP. This will be done in target communities by forming and building capacity within Community Tourism Development Committees (CTDC). These CTDCs will be able to adopt and implement realistic community tourism developments and attempt to obtain funding for their construction. BMNP will work with other actors in the ecosystem who have the technical knowledge to assist with such capacity building and developments. Park Operations The Park Operations Programme lays out a vision for a secure and efficiently run National Park, using an adaptive management system that is a working model for protected area management throughout Africa and elsewhere. Resource protection is a key feature of this programme and this requires a number of initiatives. Park and zone boundaries will be agreed with local communities and demarcated on the ground, after which procedures for park gazettement can be implemented. Infrastructure development and the purchase of sufficient equipment is required for effective management, particularly as staff numbers increase. An efficient patrolling and scout deployment system will be designed and implemented, which will be in line with infrastructure development and staff number increases, to expand the sphere of management influence beyond its current sphere in the northern corner of BMNP. As a priority BMNP will put in place administration and human resource management systems that are efficient and effective and that will lead to a motivated, appropriately trained and professional staff team. Park administration and financial systems will be modernised and streamlined, with actions designed to implement an adaptive planning system that will monitor GMP implementation and the changing context and thus will adapt accordingly. Finally, inadequate financing is a key obstacle for BMNP management and actions have been drawn up that will improve understanding of the economic and financial flows in the ecosystem and investigate innovative internal and external funding mechanisms so that a comprehensive business plan for BMNP can be formulated. Outreach Programme The Outreach Programme is built on a strategy of effective partnerships that enhance dialogue and participatory management, strengthen the global image of BMNP and facilitate livelihood development. The programme is designed to increase dialogue and the mutual flow of information between the park and relevant stakeholders by creating structures for dialogue at differing levels. These include the formation of a Management Board, to oversee policy and BMNP management, (including GMP implementation) and a Regional Steering Committee, which will include community representatives, to have input regionally and coordinate with other governmental and nongovernmental actors in the area. These groups will create a sense of involvement and ownership in BMNP operations. Beyond this, the Outreach Programme will use other opportunities to engage local, national and international stakeholders. These will include listing BMNP as a World Heritage Site, using diverse media to increase awareness as well as strengthening and coordinating current environmental education programmes. Executive Summary xi

The Outreach Programme aims to generate a positive flow of benefits from BMNP including information, ideas, education opportunities, the facilitation of development initiatives and, where possible, revenue. A key feature of this programme is facilitating livelihood development through partnerships, whilst reducing costs for park-resident and park-adjacent communities. This tackles one of the main issues raised during all stakeholder consultations. General Management Plan Monitoring and Evaluation A GMP monitoring plan makes up the final section of the GMP and, in addition to assessing whether the GMP has been successfully implemented, is a key component of adaptive management. A multi-tiered framework of indicators has been developed to enable monitoring and evaluation to be carried out at several different levels: from park purpose (ecological monitoring plan), through threats and programme purposes and objectives (impact monitoring), to actions and activities (implementation monitoring). This draws on best practice elsewhere and is integrated with the GEF Protected Area Systems Project that is commencing in Ethiopia in 2007, by using a WB/WWF Management Effectiveness Tracking Tool. Executive Summary xii

Table of Contents Foreword... iii Approval page...v Executive Summary... vii Table of Contents... xiii Acronyms...xv Plan Introduction... 1 Background Context...3 Function of the GMP...3 Principles underlying this GMP... 4 GMP Structure... 4 The Planning Process... 7 Park Purpose, Significance and Values... 11 Park Purpose... 13 Bale Mountains National Park Significance... 14 Exceptional Resource Values of BMNP... 15 BMNP in the International Context... 23 IUCN Protected Area Category... 24 BMNP Zonation Scheme... 25 Ecological Management Programme... 31 Ecological Management Programme Strategy... 33 Ecological Management Programme 10-Year Objectives... 39 Objective 1: Human associated threats to BMNP Principal Ecosystem Components and Key Ecological Attributes mitigated through active management... 40 Objective 2. Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out... 46 Sustainable Natural Resource Management Programme... 51 Sustainable Natural Resource Management Programme Strategy... 53 Sustainable Natural Resource Management Programme 10-Year Objectives... 54 Objective 1: Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP... 56 Objective 2: The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured... 57 Objective 3: Human settlement, cultivation and land use in BMNP planned, controlled and reduced... 61 Tourism Provision and Management Programme... 67 Tourism Provision and Management Programme Strategy... 69 Tourism Provision and Management Programme 10-Year Objectives... 71 Objective 1: Diverse ecologically and culturally sensitive tourism opportunities provided in BMNP in partnership with local communities, the private sector and government... 72 Objective 2: Efficient, effective and adaptive tourism management systems that provide an enhanced visitor experience, devised and maintained... 76 Objective 3: Community participation and benefit sharing opportunities in BMNP tourism developed and established as core part of BMNP tourism provision and management... 80 Table of Contents xiii

Park Operations Programme... 83 Park Operations Programme Strategy... 85 Park Operations Programme 10-Year Objectives... 86 Objective 1: Resource protection system established... 86 Objective 2: Sustainable financial plan for BMNP operational... 93 Objective 3: Modern, efficient and adaptive management and administration of BMNP established... 96 Outreach Programme... 103 Outreach Programme Strategy... 105 Outreach Programme 10-Year Objectives... 106 Objective 1: BMNP integrated locally and managed with the collaboration and support of relevant local stakeholders... 107 Objective 2: Wider awareness of BMNP and a sense of ownership and responsibility established... 109 Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated communities... 112 3-year Action Plans... 117 Appendix 1: Monitoring and Evaluation... 171 Objectives of Monitoring and Evaluation... 171 i. Park Purpose Monitoring... 172 ii. Management Effectiveness Monitoring... 176 iii. GMP Impact Monitoring and Evaluation... 184 iv. Monitoring GMP Action Completion... 200 Appendix 2: BMNP Boundary Description... 201 Appendix 3: Summary of Policy and Legislation... 204 Appendix 4: BMNP GMP Planning Team... 209 Appendix 5: Community Consultations... 214 Appendix 6: BMNP Research Priorities... 219 Appendix 7: Bibliography... 221 Table of Contents xiv

Acronyms AAU AOP BESMP BMNP BMNP-ZSC BZA BZTO CBD CBM CBNRM CBO CDF CI CITES CR CPT CSMPP Darwin DHP EFAP EIA EM EPA ERV ETB ETC EU EWCO EWCP EWNHS FDRE FPA FZS FZS-BMCP GDP GEF GIS GMP GoE GTZ-IS HQ HWC IBC IUCN KEA LFA MB MDG Melca METT MoARD MoCT Addis Ababa University Annual Operations Plan Bale Ecoregion Sustainable Management Programme Bale Mountains National Park BMNP Zonal Steering Committee Bale Zone Administration Bale Zone Tourism Office Convention on Biological Diversity Community-based Monitoring Community-based Natural Resource Management Community-based Organisation Community Development Fund Conservation International Convention on International Trade in Endangered Species of Wild Fauna & Flora Community Representatives Core Planning Team Conservation and Sustainable Use of Medicinal Plants Project Darwin Initiative Harenna Project (University of Aberdeen) Darwin Harenna Project Ethiopian Forestry Action Plan Environmental Impact Assessment Ecological Management Environmental Protection Authority Exceptional Resource Value Ethiopian birr Ethiopian Tourism Commission European Union Ethiopian Wildlife Conservation Organisation Ethiopian Wolf Conservation Programme Ethiopian Wildlife and Natural History Society Federal Democratic Republic of Ethiopia Forest Priority Area Frankfurt Zoological Society Frankfurt Zoological Society s Bale Mountains Conservation Project Gross Domestic Product Global Environment Facility Geographic Information System General Management Plan Government of Ethiopia Deutsche Gesellschaft für Technische Zusammenarbeit International Services Headquarters Human-wildlife Conflict Institute of Biodiversity Conservation World Conservation Union Key Ecological Attribute Logical Framework Approach Management Board Millennium Development Goals Melca Mahiber- Indigenous NGO for Nature Conservation and the Revival of TEK Management Effectiveness Tracking Tool Ministry of Agriculture and Rural Development Ministry of Culture and Tourism Acronyms xv

MoFED NBSAP NGO NFPA NRM NRMA OARDB OCTB OR PA PASP PFM PNRM PO PW PEC RAC RBI RBM RMG RP SLZ SNRM SNRMA TANAPA TESFA TEK TNC TPC TPM UNDP UNESCO WAJIB WAZA WB WCD WCPA WCS WHS WGCF WWF Ministry of Finance and Economic Development National Biodiversity Strategy and Action Plan Non-Governmental Organisation National Forest Priority Area Natural Resource Management Natural Resource Management Agreements Oromia Agriculture and Rural Development Bureau Oromia Culture and Tourism Bureau Outreach Protected Area Protected Area System Plan Participatory Forest Management Participatory Natural Resources Management Park Operations Park Warden Principal Ecosystem Component Regional Advisory Committee Resource Based Inventory Ranger-based Monitoring Resource Management Group Resource Protection Saint Louis Zoo Sustainable Natural Resource Management Sustainable Natural Resource Management Agreement Tanzania National Parks Authority Tourism in Ethiopia for Sustainable Future Alternatives Traditional Ecological Knowledge The Nature Conservancy Thresholds of Potential Concern Tourism Provision and Management United Nations Development Program United Nations Educational, Scientific and Cultural Organisation The GTZ community-based PFM project in Adaba-Dodola West Arsi Zone Administration World Bank Wildlife Conservation Department (MoARD) World Commission on Protected Areas Wildlife Conservation Society (International Conservation NGO) World Heritage Site Wondo Genet College of Forestry Worldwide Fund for Nature Acronyms xvi

Plan Introduction Section A Plan Introduction 1

Plan Introduction Background Context The Bale Mountains National Park (BMNP) in the southeast of Ethiopia encompasses approximately 2,200 km 2 of mountains and forest. It was first proposed in the late 1960s to protect afroalpine habitat and populations of the rare and endemic species of the mountain nyala (Tragelaphus buxtoni) and the Ethiopian wolf (Canis simensis). It was established by the Ethiopian Wildlife Conservation Organisation (EWCO) in 1971 with the primary objective of conserving the wildlife and other valuable natural resources in the area. The importance of the hydrological services that the area provides to south-eastern Ethiopia and parts of Somalia and Kenya have gradually been recognised over subsequent years and their conservation is now a primary purpose of the park. BMNP has, however, never been fully gazetted by proclamation in parliament (see Park Operations Programme). For the purposes of this GMP, BMNP boundary will be that originally described by EWCO (1974) although a process has been outlined for re-delineating the park boundary in agreement with stakeholders (see Appendix 2 for original boundary description). The northern part of the park around Dinsho town was actively managed up until 1991 and a General Management Plan (GMP) was produced in 1986. This GMP contained a thorough review of the knowledge of the area to that date and some guidelines on how management objectives should be met. Unfortunately this plan was never implemented. Since 1991, the effectiveness of protection and management in the area has declined dramatically, whether under the management of EWCO (until 1997) or the Oromia Region (1997-present). As a result, BMNP has become an open access resource and rapid human population growth and immigration have led to an influx of inhabitants and unsustainable use of BMNP natural resources. As a result, the unique ecological and hydrological resources of BMNP are now seriously imperilled. Lack of human and financial resources, political interest and technical knowledge have all contributed to the decline in management effectiveness and the consequent degradation of BMNP. Although a number of donor projects have attempted to intervene to halt the degradation, many projects have left no legacy, initiatives have ceased as project funding ran out and the situation on the ground has continued to deteriorate. In response, both management authorities and donors deemed the formulation of a General Management Plan to be a priority to enable the long-term coordinated and planned management of BMNP. Function of the GMP The primary purpose of this GMP is to lay out the vision and philosophy for the 10-year development and management of BMNP. In addition to its primary purpose, this GMP has other functions. Primary purpose: To lay out the vision and philosophy for the 10-year development and management of BMNP Secondary purposes: To outline strategies by which the vision can be achieved To lay out the roles and responsibilities for implementers Section A Plan Introduction 3

To function as a public relations document by providing a written description of BMNP s management philosophy To solicit donor funding by clearly laying out the management framework, priorities and input requirements To provide continuity in management as managers, policy makers or partner projects change To provide a framework for the participation of and coordination among all stakeholders, including local communities, government, projects and donors Principles underlying this GMP The following principles guide the implementation of this GMP and are fundamental to management of BMNP. Conservation of the ERVs takes precedence in all actions Partnerships with stakeholders, particularly park-associated communities, are a key component of GMP implementation Environmental and socio-cultural impacts of developments and park users will be minimised Management systems will be responsive and adaptive to changing circumstances and knowledge GMP Structure 10-year strategy and 3-year action plan This GMP has adopted the Logical Framework Approach, which has proven to be the most effective approach for development and conservation project planning. This approach ensures explicit and logical linkages are established between all components of the GMP. This provides an efficient, accountable and logical rationale for planning and facilitates GMP implementation, monitoring and evaluation. Until recently, general management plans typically adopted 10-year planning horizons. However, lessons learnt from implementing this approach suggest that 10-year actions may become redundant as the ecological, political and socio-economic contexts change. This GMP incorporates both 10-year strategic objectives and 3-year action planning to ensure that the GMP retains a long-term strategic vision while providing the required flexibility and responsiveness to changing needs and situations. The 3-year action plan also lays out roles and responsibilities, identifies external support required and potential partners, and prioritises actions for implementation. Each management action also includes specific activities to guide day-to-day implementation. Ultimately, there should be a strong link between the actions and activities prescribed by this GMP and the Annual Operations Plans (AOPs) and associated budgets developed by park management. The GMP is structured by management programmes that break down overall park management into coherent themes (adapted from best practice elsewhere in East Africa region). Management departments within BMNP will mirror this management programme structure and thus primary responsibility for implementing each programme will fall to the Experts of a given department. This allocation of responsibility helps to build a sense of ownership and accountability for GMP implementation and success among all park staff. Each management programme follows the Logical Framework Approach adopted throughout the GMP. Section A Plan Introduction 4

The five management programmes for BMNP are: Ecological Management Sustainable Natural Resource Management Tourism Provision and Management Park Operations Outreach Figure A1. BMNP GMP Structure Section A Plan Introduction Section B Park Purpose and Values Section C - G Management Programmes Section H 3-Year Action Plan Appendix 1 Plan Monitoring Context Exceptional Resource Values Management Strategy & Objectives Activities Park Purpose: PEC Monitoring Function and Structure Park Purpose Statement Sub-objectives and Issues Input Requirements Management Effectiveness Participation and Process Zoning Scheme Management Actions Degree of External Support Required Implementation Impact: Threats and Objectives indicators 5 Programmes Priority Activity Completion - Ecological Management -Sustainable Natural Resource Management -Tourism Provision and Management -Park Operations -Outreach Responsibilily/ Partners Timeframe Section A Plan Introduction 5

Park Purpose To conserve the ecological and hydrological systems of the Bale mountains, including the afroalpine and montane forest habitats with their rare, diverse and endemic species while contributing to the social and economic wellbeing of the present and future generations of people locally in Ethiopia and in the wider region Programme Purposes Ecological Management The diversity of ecological processes and species across the altitudinal range of the Bale Mountains better understood and maintained using best practice monitoring and research techniques that feed back into adaptive management. Sustainable Natural Resource Management Collaborative and adaptive management strategies implemented that ensure the sustainable use of natural resources in Conservation & SNRM Zones of the Bale Mountains National Park Tourism Development and Provision Tourism in the Bale Mountains developed and managed to improve the conservation of BMNP's exceptional resource values, to create livelihood opportunities for parkassociated communities and to benefit the country as a whole whilst creating greater understanding and support locally, nationally and internationally Park Operations BMNP exceptional resource values secured using efficient, modern, effective and adaptive protection, financing and management systems that are considered to be a working model nationally and internationally Outreach BMNP secured through collaborative management partnerships with stakeholders that are based on an integrated conservation and development philosophy, innovative communication and education strategies and livelihood strengthening, including diversification Programme Objectives Human associated threats to BMNP Principal Ecosystem Components and Key Ecological Attributes mitigated through active management Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP Diverse ecologically and culturally sensitive tourism opportunities provided in BMNP in partnership with local communities, the private sector and government Resource protection system established BMNP integrated locally and managed with the collaboration and support of relevant stakeholders Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured Human settlement, cultivation and land use in BMNP planned, controlled and reduced Efficient, effective and adaptive tourism management systems, that enhance visitor experience, devised and maintained. Community participation and benefit sharing opportunities in BMNP tourism developed and established as core to BMNP tourism provision and management Sustainable financial plan operational for BMNP Modern, efficient and adaptive management and administration of BMNP established Wider awareness of BMNP and a sense of ownership and responsibility established, through publicity, communications and education programmes Equitable benefit-sharing and cost reduction facilitated in park-associated communities. Figure A2. Structure of BMNP General Management Plan Section A Plan Introduction 6

The Planning Process A General Management Plan (Hillman 1986) for BMNP was first developed in 1986, providing a summary of the knowledge and problems and issues facing BMNP at that time. A new GMP planning process was started under the DGIS-WWF Bale Harenna Project, and although a draft plan was compiled by a group of local technical experts, this was neither sufficiently participatory, nor detailed and was never completed. The CSMPP commissioned a Review of Studies made on BMNP, that has provided the core of the background Information for planning. A new initiative, driven by OARDB in partnership with FZS and the CSMPP, to compile this GMP, commenced in December 2005 with a GMP Stakeholder Planning Workshop (see Appendix 4 for participants). This workshop identified the park s purpose and exceptional resource values. They also identified, prioritised and grouped the main problems and issues facing BMNP and its management. The stakeholders at this workshop then agreed the planning process to be adopted and appointed the Core Planning Team (CPT) chaired by OARDB, comprised of BMNP management and the concerned federal, regional and partner projects. Core Planning Team Oromia Agriculture and Rural Development Bureau (Chair) Bale Mountains National Park Wildlife Conservation Department (MoARD) Conservation and Sustainable Use of Medicinal Plants Project (Institute of Biodiversity Conservation) Frankfurt Zoological Society-Bale Mountains Conservation Project Bale Eco-Region Sustainable Management Programme (Farm Africa/SOS Sahel) The CPT (see also Appendix 4), was tasked with directing the planning process, making key decisions on the process adopted, planning the GMP structure, and guiding the participation of other stakeholders. After ratification of this process by OARDB, the CPT appointed the Technical Working Groups and a planning facilitator to develop each of the five management programmes with the help of a facilitator. The outputs of the working groups were review numerous stakeholders (see below) the CPT and OARDB before being presented to the full GMP planning team at BMNP GMP Stakeholders Presentation Workshop in December 2006. A task force on zonation and resettlement met in January 2007 and their resolutions were incorporated into the GMP. Finally the CPT reviewed the GMP in light of comments from the stakeholder workshop, task force and other stakeholders in March 2007, before submission to the Oromia Government for ratification. Section A Plan Introduction 7

Figure A3. Conceptual model of the direct and indirect (sources) causes of Exceptional Resource Values degradation (pink) in BMNP, with arrows implying causal relationships. Causes are defined by shape and colour, with colour denoting a common theme or allocation to management programme. Causes assigned white are those that are outwith the full mandate of BMNP management and where BMNP plays a facilitatory role in mitigation. Rounded boxes are some of the ultimate causes of resource degradation. Inadequate policy and legislation framework including gazettment Poor staff morale, salaries, committment Previous poor governance structure and decision making Unplanned tourism Poor infrastructure Poor standard of tourism provision Little ecological monitoring Little park management capacity / resource protection Poor technical capacity for park management Poor international support Lack of finance Previous poor political support Little contribution from tourism Little private investor involvement No marketing Lack of Ecological Knowledge Exceptional resource valeus degradation Unsustainable natural resource use Open access resource Lack of awareness of importance of BMNP: locally, nationally, internationally Ad hoc research projects Park users alienated (no voice or perception of resource ownership Settlement Immigration to area (refugees) Climate change Alien spp introduction Uncontrolled fire Few livelihood options Population increase in park Intrinsic growth rate of population Environmental impact of infrastructure Little benefit sharing or cost reductino Low community capacity and empowerment Poverty HIV Section A Plan Introduction 8

Figure A4: Planning Events and Process Timeframe Timeline Events and Process Documents 2005 WWF Draft Plan Nov Gap Analysis Dec 2006 March April June Stakeholder Workshop Core Planning Team Meeting Technical Working Groups Core Planning Team Meeting GMP Action Plan Management Programmes July Technical Working Groups Sept Oct-Dec Core Planning Team Meeting Stakeholder consultations Policy and Legislation Review Dec Core Planning Team Meeting Draft GMP Dec Stakeholder Workshop March Core Planning Team Meeting Final GMP Participation in Planning The planning process involved a variety of participatory approaches to encourage a broad range of stakeholders to engage in the GMP planning process, feel ownership over the framework and strategies developed, and, ultimately, to commit to GMP implementation. A stakeholder analysis was carried out at an initial workshop as a preliminary framework for determining the planning process s initial participation strategy (Appendix 4), although this was later refined by the CPT and working groups. Throughout the planning process, stakeholders were given the opportunity to discuss, debate, and eventually agree on the issues and problems faced by BMNP and solutions to these issues as outlined in the GMP. Consultations also took place through key informant interviews in communities in and around BMNP (Appendix 5), through stakeholder planning workshops (December 2005, July 2006 (Zonal Tourism), September 2006 (Internal Oromia), December 2006) and direct discussions with individuals in private companies, NGOs, Government at all levels, researchers and tourists (Appendix 4). Section A Plan Introduction 9

Information for planning Resource Information Information used in planning for this GMP came from a wide variety of sources, as listed in the bibliography (Appendix 7). In particular, the GMP builds on previously summarised background information (CSMPP, 2005), and a problems and issues analysis conducted by park staff and a stakeholder workshop. A conceptual model of this analysis is depicted in Figure A3 and linked to the interventions outlined in the management programmes. In addition, new collations of fauna and flora inventories have been drawn up, available GIS data has been collated, themed maps produced, and further published research collated for inclusion in this GMP. National Policies and Legislation A range of policy and legislation at international, federal and regional levels are relevant to the management of BMNP as laid out in this GMP. These are outlined in detail in Appendix 3. Internationally, Ethiopia is a signatory to a number of articles and conventions such as the Convention on Biological Diversity, CITES, the Convention on Migratory Species and Ramsar which commits Ethiopia to put in place comprehensive and integrated guidelines for the selection, establishment and management of protected areas. As a country rich in natural resources, but poor in financial resources, considerable support is required for Ethiopia to fulfil these obligations. Nationally, wildlife-related legislation dates from the 1901 Game Act but, despite the recent growth in policy and legislation to deal with the problem of environmental degradation, Ethiopia does not have a comprehensive and up-to-date legal framework for the conservation and development of wildlife resources. The wildlife laws currently in force were enacted many years ago when the country was a unitary state and, currently, the mandates and responsibilities of the federal and regional institutions (including the internal division of powers among the different levels of hierarchy in each institution) that relate to wildlife protected areas are not clearly defined. Key points of policy and legislation that need to be addressed are: o Harmonise legislation, including regulations, to be in line with policy, particularly of wildlife law o Harmonise regional and federal law and clarify linkages and relationships between federal and regional institutions o Define and regulate selection, ranking, establishment and administration of wildlife conservation areas o Clarify process for boundary definition and gazettement o Clarify process for joint natural resource management in protected areas Most of these issues need to be addressed at a central rather than park level. A forthcoming Protected Area Systems Project (PASP), funded by GEF/UNDP will encourage a review of the relevant legislation and policy and devise strategies to overcome the existing challenges. BMNP management should ensure that lessons learnt and relevant issues contribute to the forthcoming project and other legislative developments in Ethiopia Section A Plan Introduction 10

Park Purpose, Significance and Values Section B Park Purpose, Significance and Values 11

Park Purpose, Significance and Values Park Purpose The park purpose statement is formulated from the Exceptional Resource Values of the Park (see below), historical considerations and federal and regional policies. BMNP Purpose is: To conserve the ecological and hydrological systems of the Bale mountains, including the afroalpine and montane forest habitats with their rare, diverse and endemic species, while contributing to the social and economic wellbeing of the present and future generations of people locally in Ethiopia and in the wider region. Supplementary and complementary purposes of BMNP are: To become a showpiece for protected area management in Ethiopia, thus forging strong political commitment and institutions from grassroots to Federal level, To work in partnership with the local communities to support both traditional and innovative resource-use practices of legitimate users to ensure the sustainable use of natural resources such as water, grass, honey and non-timber forest products and livelihood security, To promote ecologically and culturally sensitive tourism so that tourism becomes a key driving force of the local and national economy and provides equitable and sustainable benefits, To encourage and support ecological and sociological scientific research, To conserve both current and future commercially important wild genetic diversity, such as medicinal plants or arabica coffee, To provide a link for people with their natural heritage as an environmental educational resource, To conserve all sites of cultural and historical significance and stimulate the conservation of traditional ecological knowledge and cultural heritage. Figure B1. Location of Bale Mountains National Park and Mena Angetu NFPA in relation to West Arsi and Bale zones. Inset shows location within Ethiopia. Section B Park Purpose, Significance and Values 13

Bale Mountains National Park Significance Park Description The Bale Mountains National Park is located 400 km southeast of Addis Ababa in Oromia National Regional State in south-eastern Ethiopia. It belongs to the Bale-Arsi massif, which forms the western section of the south-eastern Ethiopian highlands. The local boundary of BMNP lies within five woredas: Adaba (west), Dinsho (north), Goba (northeast), Mana-Angetu (south) and Berbere (east). The park area is encompassed within geographical coordinates of 6º29' 7º10'N and 39º28' 39º57'E and covers the largest area above 3000m asl. in Africa. Tullu Dimtuu, altitude 4377m asl., is the highest peak in the Park and the second highest peak in Ethiopia. The park includes an afroalpine plateau over 3500m asl and a major section of moist tropical forest, the second largest in Ethiopia.. 39 20' 39 40' 40 00' Digital Terrain Model: Elevation 7 00' 6 40' 7 00' 6 40' Protected Areas Elevation (m) 750-999 1000-1249 1250-1499 1500-1749 1750-1999 2000-2249 2250-2499 2500-2749 2750-2999 3000-3249 3250-3499 3500-3749 3750-3999 4000-4249 N 6 20' 6 20' 0 5 10 Kilometers 39 20' 39 40' 40 00' Source: Ethio-GIS Arranged by L A Tallents Oct 2004 Figure B2. Digital elevation model of BMNP and Mena Angetu NFPA BMNP is comprised of three major zones: I. The landscape of the northern Gaysay section extends from one mountain range to another, with a central broad flat valley and an altitude range of 3000 and 3550m asl. The southern ridge of the Gaysay area, which is relatively dry, is mainly covered with Juniperus procera, while the relatively wet northern ridge is largely occupied by Hagenia abyssinica and Hypericum revolutum. The flat valleys of Gaysay are dominated by species of the genera Artemisia, Helichrysum, Ferula and Kniphofia. Section B Park Purpose, Significance and Values 14

II. The central park of the park, an afroalpine plateau, lies between about 2800m asl to the north and 4377m asl. The northern escarpment of the Sanetti Plateau, which lies between 2800 and 3350 m asl., is dominated by Juniperus spp. followed by Hagenia-Hypericum stands between 3350-3500 m. The area between 3550 and 4000m asl. is covered by Erica shrub on ridges and Helichrysum moorland in the valleys. The flat mountaintop is covered by Helichrysum moorland dotted with Lobelia spp. Much of the Sanetti plateau lies over 4000m asl. and there are several peaks ranging from 4050m (Worgona and Wasema) to Tullu Dimtuu at 4377m. III. The southern escarpment is covered by one of the most extensive and largely natural forests remaining in Ethiopia, the Harenna Forest extending between 39º-40º E and 6º-7º N. The slope of the southern escarpment falls rapidly in altitude from the tree line at 3200 to 2000m within a distance of only 8 km. The Exceptional Resource Values of BMNP are outlined below. Exceptional Resource Values of BMNP Exceptional Resource Values (ERVs) are the biophysical features of an area that are considered to be particularly important in maintaining the unique ecological character and functions of an area and that provide outstanding benefits (social, economic, aesthetic) to local, national and international stakeholders. The identification of BMNP s ERVs provides a foundation for the park s purpose, identifying the park s management issues and opportunities and generating management objectives and targets. The Bale Mountains National Park is the most important conservation area in Ethiopia (FDRE, 2005). It is the world s largest afroalpine area and encompasses the second largest moist tropical forest in Ethiopia. The Bale Mountains are a centre of endemism, and are the most important area for a number of threatened Ethiopian endemics in all taxa. The Bale Mountains are also a Water tower, being the origin of major rivers of regional importance and has dry season water-holding capacity in its swamps and lakes. This hydrological system is of critical importance to some 12 million downstream users. Bale is also very important from other social and cultural aspects, with local communities partially or totally dependant on many of its natural resources such as grass, non-timber forest products and fuelwood. With its scenery, biological and cultural attractions, the Bale Mountains have great potential for tourism although this is currently largely untapped. The area is thus of critical biodiversity, ecological, cultural and economic importance. The table below shows the top 18 ERVs prioritised by BMNP GMP Planning Team, grouped into four main categories: natural, scenic, social and cultural. Section B Park Purpose, Significance and Values 15

Table B1. Exceptional Resource Values of the Bale Mountains National Park Category Exceptional Resource Value Rank Endemic, endangered and flagship species e.g. Mountain nyala, Ethiopian wolf, Giant lobelia, African wild dog 1 Afroalpine habitat 3 Hydrological system of wetlands and rivers 4 Natural Harenna Forest 5= Distinct altitudinal vegetational zones e.g. Afroalpine, bamboo, Erica 5= Rodent community 7 Migratory and endemic birds 10= Gaysay grasslands and antelope 10= Coffee and medicinal plants 15= Mountain peaks, plateau and lava flows: Chorchora, Rafu 8= Scenic Alpine lakes and mountain streams 17= Harenna escarpment, including Gujerale 17= Water catchment (economic value) 2 Social Environmental goods and services such as NTFP, grass etc. 8= Coffee 15= Traditional pastoral transhumance system (Godantu) 10= Cultural Cultural sites (e.g. Abel Kassim, Gassuray, Alija) 10= Traditional ecological knowledge 14 Natural Values Endemic and flagship species The Bale Mountains are a centre of endemism, and a critically important area for a number of threatened Ethiopian endemics. The afroalpine area is home to over half the global population of Ethiopian wolves (Canis simensis), the rarest canid in the world, and listed as Endangered by the World Conservation Union (IUCN), whereas the northern Juniper-Hagenia woodlands, harbour the largest population of the endemic and similarly endangered Mountain nyala (Tragelaphus buxtoni), estimated to be approximately two-thirds of the global population. Less obviously, 26% of Ethiopia s endemic species (1 primate (Bale Monkey), 1 bovid, 1 hare and 8 species of rodent) are found in the area, including the entire global population of the giant molerat (Trachyoryctes macrocephalus). Of the area s recorded birds, 6% are Ethiopian endemics. In addition there are several rare and endemic amphibian species found only in Bale as well as 1321 species of flowering plants with 163 endemic (23 to Bale alone) to Ethiopia. Section B Park Purpose, Significance and Values 16

Figure B3. Mountain nyala distribution and density in the Bale Mountains National Park Figure B4. Ethiopian wolf habitat in relation to rodent distribution and density in BMNP Hydrological System The Bale massif plays a crucial role in climate control in the region, attracting large amounts of orographic rainfall. Rainfall can occur in any month of the year, although peak rainfall occurs Section B Park Purpose, Significance and Values 17

between March and October, peaking in August and March. Some 600-1000mm falls annually in the lower altitude areas, and 1000-1400mm in the higher areas. The watershed of the plateau is characterised by flat, swampy areas and many small shallow lakes that are crucial for flow regulation. Overall a total of c. 40 rivers rise in BMNP area, contributing to five major rivers: the Web, Wabe Shebelle, Welmel, Dumal and Ganale. Some rivers were stocked with brown and rainbow trout in the 1960s and 70s and good fishing under licence is still available in some areas. Figure B5. Major rivers and watersheds supplied by the Bale Mountains National Park Table B2. Major rivers and their tributaries in BMNP (adapted from Hillman 1986) Major rivers Wabe Shebele Web Dumal Welmel Ganale Tributaries Abasa, Arba, Baaranda, Boko, Furunna, Gondadoh, Layleeso, and Solay Albabo, Dalacha, Danka, Dimbeeba, Garano, Gaysay, Kabasha, Kaficho, Keyrensa, Lolla, Micha, Shaiya, Shaiya-Gugesa, Tayanta, Togona, Toroshama, Walla, Wasama, Web and Zetegne Melka Deyu and 5 un-named tributaries Garemba, Rira, Shawe, Shisha and Yadot Welmel and 2 other large tributaries Section B Park Purpose, Significance and Values 18

Figure B6. Local rivers and watersheds (Wabe Shebelle, Web, Welmel, and Dumal) in and around the Bale Mountains National Park (adapted from Hillman 1986) Harenna Forest The Harenna forest and adjacent Mena Angetu NFPA form the second largest stand of moist tropical forest remaining in Ethiopia. Approximately half of the park falls in this forest which ranges from 3500m to 1,500m asl at the southern park boundary. This forest is home to high levels of biodiversity and endemism, including many threatened species such as Prunus africanus. Lions and endangered African wild dogs are still found in this forest, as are giant forest hogs. However its floral and faunal composition is still poorly documented. Afroalpine habitat The highland plateau and slopes of the Bale Mountains, areas over 3,500 m asl, encompass the largest area of afroalpine habitat (c. 1,000 km 2 and 17% of the total) on the continent. Many of the Bale and Ethiopian endemic species are found in this habitat type, whether plant (Lobelia spp.) or mammals, such as the Ethiopian wolf, or the giant molerat (see above). Overall, due to the extreme climate, plant diversity is low, but the grasses and herbs support an extraordinary high density and diversity of rodents. The soil is constantly turned over by cryoturbation and rodent activity. Swamps and lakes are another key feature of this highland area. Section B Park Purpose, Significance and Values 19

Figure B7. Vegetation map of the Bale Mountains National Park Distinctive altitudinal vegetation zones, including Erica and bamboo A spectacular feature of the southern part of the park is the progression through distinctive altitudinal vegetation zones as the altitude falls from the afroalpine plateau at 4000 m to the park boundary at 1500 m, with just 60 km separating the Combretum/Terminalia dry wooded grasslands and the afroalpine highlands (Tadese and Garedew 2001). At the higher altitudes, giant heather stands of Erica form a unique habitat, whereas bamboo provides an important resource across large areas. Hagenia trees are common on the upper slope, although Juniperus is absent. Below 2,200 m larger tree species such as Podocarpus falcatus appear, many over 30 m in height. Rodent community The rodent community, particularly of the afroalpine plateau are a keystone ecological species in BMNP (see Fig. B3). 32% of the 47 BMNP mammal species are rodents and they are the main natural grazers of the afroalpine areas. The impressive giant molerat is apparently endemic to the Bale Mountains and lives underground, coming up only to harvest vegetation around the burrow holes in its 200 m 2 territory. Endemic rodents are found throughout BMNP; for example 2 endemic shrews have been identified in the Harenna forest and at least 8 endemic species in the whole park. Section B Park Purpose, Significance and Values 20

Migratory and endemic birds Over 170 species have been recorded in BMNP to date, some 20% of the species recorded for Ethiopia. 57% of Ethiopia s endemic birds are found in the Bale Mountains, such as Rouget s rail, spot-breasted plover, blue-winged goose, the black headed siskin and white-backed black tit. The area, with it abundant rodent community, is also very important for many internationally rare large eagles, vultures and other raptors. Bale is also the only know breeding site for a number of Eurasian species, such as the golden eagle, the ruddy shellduck and choughs. The park also has breeding populations of another species, the wattled crane, the only known site out with southern Africa. In addition, it is an important over-wintering ground or passage station for migrants from Eurasia, particularly passerines and waterfowl. Gaysay grasslands and antelopes This small but important zone at the north of the park comprises almost flat land, with swampy areas. The area is particularly important for mountain nyala, although good populations of other antelope such as Menelik s bushbuck, reedbuck, and grey duiker are found in large numbers on these grasslands, particularly in areas where human disturbance is slight, or at night. Grazing pressure is high in this area, and invasive unpalatable plant species are a potential increasing problem. Genetic stocks of wild plants The forests and grasslands of the Bale Mountains have important stocks of valuable wild genetic material, including wild coffee (Coffea arabica) and medicinal plants. The area is regarded as the most important for genetic stocks of wild coffee and medicinal plants in Ethiopia. Three medicinal plant hotspots have been identified: two in the Gaysay area and one in the Angesu area, spanning the park boundary. Scenic Values Mountain peaks, plateau and lava flows From the Sanetti plateau rise the highest peaks of the mountains, Tullu Dimtuu, along with Batu, Worgona, Wasema, Archaah and Adola, which together make up the Central Peaks area. Although not as high, the peaks in the western park of the park, such as Garamba Deema offer a spectacular site on the approach by road. The Sanetti Plateau, over 4,000 m asl shows evidence of glaciation, as recently as 2000 years ago. Generally, the afroalpine area offers spectacular vistas in a somewhat hostile climate and is a key attraction for visitors. West of the Sanetti plateau lies the lava flows area, a broken, rocky area of relatively recent lava outpourings originating from a peak or peaks on the Sanetti Plateau. The lava flows are clearly visible from satellite photos and on the ground stunning rock formations are visible, for example in the Rafu area. Alpine lakes and mountain streams The alpine lakes and mountain streams are a key feature of BMNP and, as well as providing vital habitat and ecosystem services, are an attractive scenic feature in their own right. Access is good to small lakes on the Sanetti Plateau and these draw birdwatchers and other tourists. In the Harenna Forest and Gaysay area, walkers along river banks can be rewarded with stunning waterfalls and attractive water flows and scenery. Harenna escarpment The Harenna escarpment falls away rapidly from the southern edge of the mountains and Sanetti plateau, from 3,500 m eventually to 2,000 m asl, over a distance of just 8km. When not cloaked in mist or cloud, the cliffs of the escarpment offer impressive views to the south. Section B Park Purpose, Significance and Values 21

Social Values Water catchment BMNP is the source of water for five major rivers (the Wabe-Shebelle, Web, Welmel, Ganale, and Dumal) on which an estimated 12 million people depend. The afroalpine wetlands and the Harenna forest hold the water, releasing it year round to the arid and semi-arid areas of south-eastern and southern Ethiopia, including the Ogaden and Somali agricultural belt. The livelihoods and food security of the people in these lowland areas are highly dependent on good environmental management in the highland areas. Water flow is regulated and stabilised in the dry and rainy season through the water retention properties of the highland wetland areas and dry season rainfall in the mountains is crucial to maintain river flow. Overuse of this system would make the water flow seasonal, increase flooding and decrease dry season water availability. In turn this would rapidly increase degradation of rangelands surrounding the few areas with permanent water and increase food aid dependency, a scenario that has already developed in northern Kenya. Environmental goods and services BMNP and surrounding area provide a range of goods and services both locally and nationally, in addition to water provision. Indeed most park-associated communities are partially or almost entirely dependant on natural resources. For example, BMNP provides grazing ground for livestock herds, and a variety of non-timber forest products (NTFP) such as honey and coffee. Unfortunately the natural resources of the area are being treated as open access resources and use is increasing, with concomitant negative impacts such as forest destruction. In addition, two of the rivers flowing from BMNP have hydroelectric schemes: the Melka Wakana scheme on the Wabe Shebelle and the Yato mini-scheme on the Yadot river. The produced hydroelectricity supplies the towns of Dodola, Adaba, Dinsho, Robe, Agarfa, Ali, and Goba, and Dola Mena respectively. The area is also an important climate change reference area. With global warming increasing, climate records of the Bale Mountains will be vital in determining how climate change will affect the afroalpine areas over the forthcoming decades. Coffee Coffee plays a vital social and economic role in Ethiopia and is part of the national identity. It is also extremely important economically, being a major foreign currency earner. A considerable amount of wild coffee is harvested in the Bale Mountains, including BMNP and this provides a significant income source for many local communities. However increasing forest and semi-forest coffee management needs to be managed to ensure that biodiversity in the forest is not adversely affected. Cultural Values Traditional transhumance system (Godantu) The transhumance system of Oromo pastoralists is know as the Godantu system and is a key feature of traditional human use of the Bale Mountains. In this system, livestock, particularly cattle are sent to higher grazing grounds during the months when crops are growing in lower altitude areas, or into the forest for shade during the dry season. However this should not be confused with the cattle movements that are a consequence of the loss of grazing land outside of the park, thus forcing cattle into the park to graze. Section B Park Purpose, Significance and Values 22

Cultural sites A number of cultural sites are situated within BMNP Abel Kassim, Alija and Gassuray. Some of these areas are still used by local communities for religious reasons although the important areas are not well documented. BMNP in the International Context Biodiversity Hotspot BMNP is the most important component of the Ethiopian Highlands Conservation International (CI) Hotspot, within the Eastern Afromontane Hotspot (PASP, 2005). Listing as a hotspot does, however, arise from two criteria. First it acknowledges the outstanding global importance of the biodiversity in the area, but it also acknowledges its threatened status. With some 97% of the natural vegetation of Ethiopian Highlands estimated to have been already lost, the importance of BMNP in conserving the remnants of this unique biodiversity is clear. BMNP as a World Heritage Site World Heritage Site designation is given to places on earth that are of outstanding universal value to humanity and as such, have been inscribed on the UNESCO World Heritage List to be protected for future generations to appreciate and enjoy. The Bale Mountains clearly fulfils the criteria required for World Heritage Sites (WHS) of outstanding natural heritage, as WHS should: i. be an outstanding example of natural heritage representing significant on-going ecological and biological processes in the evolution and development of terrestrial, fresh water, coastal and marine ecosystems and communities of plants and animals; or ii. contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance; or iii. contain the most important and significant natural habitats for in-situ conservation of biological diversity, including those containing threatened species of outstanding universal value from the point of view of science or conservation; World Heritage Site Listing would assist BMNP by: Reinforcing its importance globally, regionally and nationally Raising the profile of the area internationally, thus obtaining support for biodiversity conservation and associated poverty alleviation Assisting in fundraising for effective park management support and development, both directly from UNESCO and the UN Foundation and improved leverage from other donors Providing a valuable marketing tool by raising the tourism profile of the area Application for WHS Listing by the nominated office in Ethiopia can be submitted once this GMP is ratified and once BMNP legal status is clarified (both conditions of listing). Actions to assist in WHS listing are laid out in the Outreach Programme. Biosphere Reserve Biosphere reserves are sites recognized under UNESCO's Man and the Biosphere Programme which innovate and demonstrate approaches to conservation and sustainable development. Biosphere reserves have three inter-connected functions: biodiversity conservation, economic and human development and logistic support for research, monitoring, environmental education and training. These reserves should also generate knowledge and experience which can be used more Section B Park Purpose, Significance and Values 23

widely and are seen as tools to help countries implement the Convention on Biological Diversity and its Ecosystem Approach. Biosphere reserves are organized into 3 interrelated zones: core, buffer and transition areas. Only the core area requires legal protection and hence can correspond to an existing protected area such as nature reserve or a national park. This zonation scheme is applied in many different ways in the real world to accommodate geographical conditions, socio-cultural settings, available legal protection measures and local constraints. This flexibility can be used creatively and is one of the strongest points of the biosphere reserve concept, facilitating the integration of protected areas into the wider landscape. The Greater Bale Ecosystem, encompassing the National Park, with surrounding areas of National Priority Forest Area (NFPA), undesignated forest, pasture and farmland could qualify for listing as a biosphere reserve. Biosphere Reserve Listing would assist BMNP by: Providing a framework to guide and reinforce projects to enhance people s livelihoods and ensure environmental sustainability. Raising awareness locally and nationally of both citizens and government Assisting in fundraising from different sources Serving as a pilot site to explore the Ecosystem Management Approach for sustainable conservation and development Listing the Bale Mountains as a Biosphere Reserve will be explored in conjunction with the Institute for Biodiversity Conservation (IBC) and the Bale Ecoregion Sustainable Management Project (BESMP), under actions in the Outreach Programme. IUCN Protected Area Category IUCN defines a protected area as: An area of land and/or sea especially dedicated to the protection of biological diversity and of natural and associated cultural resources and managed through legal or other effective means (IUCN 1994). Protected areas are categorised by IUCN into six categories, according to their management objectives, rather than the current state of the area. Whilst assignment of a protected area to a category was traditionally left to national governments, in many cases this did not happen and the decision was left to UNEP-WCMC. However, the World Commission on Protected Area (WCPA) has now set up a task force to clarify this situation, and criteria for category assignment and have a produced a draft toolkit (Dudley & Borrini-Feyerabend, 2005) to help the selection of the appropriate IUCN categories and governance types for protected areas (Table B3). Table B3. IUCN Categories of Protected Areas Category Ia Protection area managed mainly for science or wilderness protection Category Ib Protected area managed mainly for wilderness protection Category II Protected area managed mainly for ecosystem protection and recreation Category III Protected area managed mainly for conservation of specific natural features Category IV Category V Category VI Protected area managed mainly for habitat and species conservation often through management intervention Protected area managed mainly for landscape/seascape conservation or recreation Protected area managed mainly for the sustainable use of natural resources Section B Park Purpose, Significance and Values 24

Currently, BMNP is assigned on the UNEP-WCMC database as Category II a Protected area managed mainly for ecosystem protection and recreation (National Park): natural area of land and/or sea, designated to (a) protect the ecological integrity of one or more ecosystems for present and future generations, (b) exclude exploitation or occupation inimical to the purposes of designation of the area and (c) provide a foundation for spiritual, scientific, educational, recreational and visitor opportunities, all of which must be environmentally and culturally compatible. Using the WCPA draft toolkit, this categorisation was revisited, with analysis suggesting that IUCN Category II was indeed the best fit for BMNP and noting that in general The basis of categorisation is by primary management objective, not effectiveness of management. Categories represent grading of human intervention, with I-III representing areas where there has been limited and little modification of the environment and IV-VI significantly greater intervention and environmental modification Category II areas can include sustainable use is by indigenous people as long as does not affect primary management objectives, Zoning is commonplace in Cat II Areas/National Parks to allow for completely protected areas, visitor use and use by indigenous people, And that for BMNP, BMNP park purpose is hydrological and ecosystem protection The park and programme purposes state that protection is for future generations, Guiding principles explicitly state that conservation of Exceptional Resource Values take precedence over natural resource or any other type of use and that any negative impacts should be mitigated and monitored Zoning allows completely protected areas and resource use by indigenous people in controlled use areas. The WCPA task force would like to develop a series of case studies, working with partners, to refine and test this toolkit, and the protected areas of Ethiopia, including BMNP, could potentially be involved in this process. BMNP Zonation Scheme Zonation is being used in BMNP to provide a framework for securing the protection of the park by reconciling the primary management aim of protecting the natural resource values whilst allowing limited use of the these resources whether by communities or tourists. The conservation of biodiversity and ecosystem processes is the primary management objective throughout BMNP, irrespective of zone; the zoning scheme has been introduced to deal with the current realities in BMNP: open access resource use unrestricted settlements and human and financial capacity constraints. The zonation scheme is a management tool to change from open access to a BMNP with a functioning resource protection system where the conservation of the Exceptional Resource Values are secured and conserved for future generations. The following underlying principles for the zonation of the park were drawn from policy, legislation, and the overall principles of the GMP and its management programmes: Section B Park Purpose, Significance and Values 25

Underlying Principles of Zonation Conservation of biodiversity and ecosystem processes is the primary management objective in all zones Zone fragmentation will be avoided Boundaries of zones will be based on current understanding of the conservation requirements of BMNP s Principal Ecosystem Components, the location of biodiversity rich areas and patterns of settlement As knowledge increases and zonation is implemented, zones boundaries may change Discourse, discussion and understanding of long term gains underpins all management actions and interactions with residents or other stakeholders Any resettlement of residents will be voluntary and carried out according to Ethiopian law and international guidelines on resettlement and human rights When resettlement takes place, households will only move from inside to outside of the park i.e. households will not be moved between conservation zones Land allocation and certification processes will be used as an incentive for resettlement outside of the park Two types of zones have been identified, the Conservation Zone (CZ) and a Conservation & Sustainable Natural Resource Management Zone (C&SNRMZ), within which similar types and levels of use and management emphases are applied. Approximate locations of proposed zone boundaries are depicted in Figure B8, with just over 50% of the park falling within the Conservation Zone. It is anticipated that over the course of implementing this GMP and as better understanding of the exceptional resource values and Principal Ecosystem Components is obtained, alterations of these proposed boundaries might occur. Successes in implementing conservation actions as well as unforeseen hurdles are also likely to cause boundary alterations. Further, over the lifetime of this GMP the possibility exists that the CZ might be expanded as it is secured and if significant emigration from the C&SNRMZ occurs. The Conservation Zone has been named by geographical location, as it is anticipated that this will assist administration and management during park operations. In addition, whilst implementing zonation, different challenges may be encountered in different areas and these areas may be secured at different rates. Prescriptions for use and infrastructure development are in Table B4 below. Section B Park Purpose, Significance and Values 26

Figure B8. Proposed zonation scheme for the Bale Mountains National Park, with internal sections of the Conservation Zone named by geographical location Section B Park Purpose, Significance and Values 27

Table B4. Prescriptions for use and infrastructure development in Conservation Zone and Conservation & SNRM Zones in BMNP Conservation & Sustainable Prescriptions Conservation Zone Natural Resource Management Zones Use prescriptions Only non-damaging use allowed as part of a management prescription Access allowed along agreed routes to horas, cultural sites and markets Grazing allowed under SNRMAs, but only outside wetland areas Traditional natural resource use at sustainable levels permitted under SNRMA for NTFP e.g. coffee, medicinal plant, grass, bamboo, herb, spices and mushroom harvesting Fallen fuelwood extraction only allowed under SNRMA Hora use permitted and managed under Sustainable Natural Resource Management Agreements (SNRMA) Livestock watering allowed at designated points, with written permission from BMNP Water extraction for commercial purposes such as bottling only allowed under licence and strict EIA Fishing allowed under licence Infrastructure prescriptions No settlement No cultivation Very limited Infrastructure development under permit from BMNP technical planning committee and which meets with BMNP s sustainable environmental impact prescriptions for energy and material use, aesthetics and waste disposal Settlement only allowed under special permit granted by BMNP technical planning committee Limited and managed cultivation only allowed with written permission from BMNP Hydroelectric schemes only developed under strict EIA Social infrastructure development only allowed under special permit granted by BMNP technical planning committee No irrigation schemes allowed Section B Park Purpose, Significance and Values 28

Figure B9. Permanent and seasonal households in relation to BMNP proposed zonation scheme Implementation of Zonation Implementation of the zonation plan will require the voluntary resettlement of permanent settlers in the Conservation Zone. The actions to encourage and incentivise voluntary resettlement will be carried out in close collaboration with local government, particularly the Zonal Authorities and relevant woredas and kebeles. A task force, chaired by the Zonal Administration will establish stakeholder roles and outline the process to be followed. Actions to implement zonation are detailed under SNRM Programme. Length of tenure in the park will determine whether families and their descendants have legal residency rights; permanent settlers pre-declaration in 1971 are considered to have legal tenure and those using it seasonally pre-1971 have seasonal grazing rights. Entitlement to resettlement packages will also be determined by length of residency. A variety of methods, particularly the allocation of unused land outside of BMNP under the current land registration process, will be used to encourage park residents to move out of the park. Section B Park Purpose, Significance and Values 29

Ecological Management Programme Section C Ecological Management Programme 31

Ecological Management Programme Programme Purpose: The diversity of ecological processes and species across the altitudinal range of the Bale Mountains better understood and maintained using best practice monitoring and research techniques that feed back into adaptive management. Ecological Management Programme Strategy The exceptional resource values of the Bale Mountain s National Park are the key features that characterise the area and make it of international significance. Ecological monitoring and management of these values and mitigation of threats, is the core work of overall BMNP management. Thus, this Ecological Management Programme is a key aspect of this Management GMP. Ecological monitoring of the state of these exceptional resources is also a key aspect of monitoring and evaluation of the implementation of this GMP. In particular, ecological monitoring and evaluation will determine whether the park purpose is being met. This ecological management strategy provides a general statement of principles and policy that will guide the ecological management of the natural resources within BMNP over the 10-year period covered by the GMP. Achievement of all components of the programme will ensure that all components of the ecosystem are maintained in their desired state. Actions to reduce threats will be necessary in some situations, however, while appropriate management action will eliminate or reduce threats, other threats may emerge as our understanding of BMNP ecosystem increases and external factors change. As such, adaptive management is a critical component of the Ecological Management strategy and ensure that the actions under this programme are modified to deal with changes in threats and management needs. This will conserve BMNP s ERVs and build best practice in monitoring and ecological management within the park. This strategy is aligned with the federal and regional legislation and policies, although many relevant documents are currently in draft or being revised, with the National Biodiversity Conservation and Research Policy (1998) and Strategy and Action Plan (2005), the Environmental Impact Assessment Proclamation (No. 300/2002) and the Wildlife Development, Conservation and Utilization Policy (2005) being particularly relevant (see section A). Guiding Principles BMNP management will work to maintain all components and processes of the naturally evolving and dynamic park ecosystem in which change can be a natural process. Active management may be appropriate when past or present human activities have disrupted ecological components or processes so as to cause, for example, a reduction in flora and faunal species diversity, a threat to rare and threatened species, or disruption in ecosystem functioning. Active management and restoration may also be appropriate in (i) areas that are now too small for natural processes to be maintained, such as the park headquarters area or (ii) where habitat or species have been disturbed by management or development activities. Research and monitoring that is directly relevant for BMNP planning, development and management will be prioritised so as to provide a basis for decision-making and adaptive management. Section C Ecological Management Programme 33

BMNP Principal Ecosystem Components Ecological systems, communities and species in BMNP are inherently complex therefore, given the limited resources available, it is impossible for BMNP management to monitor, research, and manage all individual components of the ecosystem. Thus, an adapted planning process1 has been used to identify those ecological components, termed here Principal Ecosystem Components (PECs) that together represent the whole ecosystem and its functions. It is intended that together these PECs represent the unique biodiversity and ecological processes of the Bale Mountains and identify the components that will be the focus of management action. A number of secondary ecosystem components that co-occur with each PEC are also identified. Assuming that the PECs are truly representative, concentrating on their monitoring and management will ensure that all ecosystem components within BMNP, including all co-occurring ecosystem components, are conserved and, thus, an overall healthy ecosystem will be maintained. Table C1: Principal Ecosystem Components and Co-occurring Ecosystem Components PEC Co-occurring Ecosystem Components Hydrological System Wetlands Horas Alpine lakes Rivers Harenna Forest Endemic and threatened tree spp. o Warburgia ugandensis o Filicium decipiens o Prunus africana o Hagenia abyssinica o Afrocarpus falcatus Medicinal plants Forest coffee (Coffea arabica) Endemic rodent spp. o Bale shrew (Crocidura baileyi) Bat spp. Endemic amphibians and reptiles Endemic, near endemic, and threatened bird spp. o White-backed tit (Parus leuconotus) o Abyssinian catbird (Parophasma galinieri) o Black-winged lovebird (Agapornis taranta) Large mammal, including primate spp. o Bale monkey (Cercopithecus djamdjamensis) o Guereza colobus monkey (Colobus guereza guereza) o African wild dog (Lycaon pictus) o Lion (Panthera leo) o Giant forest hog (Hylochoerus meinertzhageni) o Mountain nyala (Tragelaphus buxtoni) Erica forest and shrub Erica arborea and E. trimera Epiphytes Endemic amphibians and reptiles Endemic rodent spp. o Megadendromus nikolausi 1 Based on The Nature Conservancy s (TNC) Conservation Action Planning (CAP) process, adapted by Conservation Development Centre (Nairobi) and Tanzania National Parks Section C Ecological Management Programme 34

PEC Co-occurring Ecosystem Components Endemic and near endemic bird spp. o Rouget s rail (Rougetti rougetti) o Bale parisome (Parisoma greaventris) Gaysay grasslands Large mammal including antelope spp. o Mountain nyala o Menelik s bushbuck (Tragelaphus scriptus meneliki) o Bohor reedbuck (Redunca redunca bohor) o Serval (Felis serval) o Hyaenas (Crocuta crocuta) o Golden jackal (Canis aureus) Endemic rodents o White-footed rat (Praomys albipes) o Giant molerat (Tachyoryctes macrocephalus) Endemic, near endemic, and threatened bird spp. o Abyssinian long-claw (Macronyx flavicollis) o Black-headed siskin (Serinus nigriceps) o White-collared pigeon (Columba albitorques) Medicinal plants Hagenia / Juniper woodlands Threatened tree spp. o Hagenia abyssinica o Juniperus procera Antelope and primate spp. o Mountain nyala o Menelik s bushbuck o Grey duiker o Guereza colobus monkey o Olive baboon (Papio anubis) Threatened, endemic, and near-endemic bird spp. o Bale parisome (Parisoma griseaventris) o Abyssinian woodpecker (Dendropicos abyssinicus) Endemic rodents o White-footed rat (Praomys albipes) Afroalpine Endemic and near endemic bird spp. o Spot-breasted plover (Vanellus melanocephallus) o Blue-winged goose (Cyanochen cyanoptera) Eurasian bird spp. breeding sites o Red-billed chough (Pyrrhocorax pyrrhocorax) o Golden eagle (Aquila chrysaetos) o Ruddy shellduck (Tadorna ferruginea) Raptor spp. o Bearded vulture (Gypaetus barbatus) o Steppe eagle (Aquila nipalensis) o Tawny eagle (Aquila rapax) o Verreaux s (black) eagle (Aquila verreauxii) Other bird spp. o Wattled crane (Grus carunculatus) Endemic rodent spp. o Giant molerat (Tachyoryctes macrocephalus) Section C Ecological Management Programme 35

PEC Co-occurring Ecosystem Components Afroalpine (cont.) o Blick s grass rat (Arvicanthis blicki) o Harsh-furred rat (Lophuromys melanonyx) Endemic mammals spp. o Ethiopian wolf o Starck s hare (Lepus starcki) Afroalpine plant spp. o Lobelia rynchopetalum o Helichrysum spp. o Grasses and shrubs Mountain nyala (Tragelaphus buxtoni) Ethiopian wolf (Canis simensis) The PECs for BMNP cover various spatial scales and levels of biological organisation of a functioning ecosystem, from processes operating at the landscape and ecosystem level, to components representing the community level and, finally, species themselves (Table C2). For each PEC, a number of defining Key Ecological Attributes (KEAs, Table C2) have been identified for each. KEAs are the ecological features that most clearly define or characterise the PEC, limit its distribution, or determine its long-term viability. These KEAs are generally attributes of biological composition, spatial structure, abiotic or biotic processes, or ecological connectivity. The KEAs also provide a basis for developing a monitoring plan to improve our understanding of the PECs, their ecological functioning, and any threats to their integrity and long-term viability. Thresholds of Potential Concern (TPCs) will be developed for each KEA so as to identify when management actions are required to restore a PEC/KEA to its desired state. For example, TPCs for BMNP might identify the maximum sediment load for the hydrological system or minimum population sizes for Ethiopian wolves and mountain nyala. If such thresholds are reached management interventions will be triggered. Table C2: Principal Ecosystem Components in Bale Mountains National Park Principal Ecosystem Level of Ecological Key Ecological Attributes Component Organisation 1. Hydrological System System o Water flow o Water retention of vegetation and soil o Water quality o Wetland extent and dynamics 2. Harenna Forest o Forest cover o Forest structure o Forest fragmentation o Indicator species diversity, distribution and abundance 3. Erica forest and shrub Community o Erica structure and distribution o Indicator species (amphibian and bird) diversity, distribution and abundance 4. Gaysay grasslands o Indicator species diversity, distribution and abundance o Wetland quality and dynamics o Plant composition and distribution Section C Ecological Management Programme 36

Principal Ecosystem Component 5. Hagenia / Juniper woodlands 6. Afroalpine 7. Mountain nyala 8. Ethiopian wolf Level of Ecological Organisation Community Species Key Ecological Attributes o Woodland area, extent and fragmentation o Tree composition and structure o Indicator species diversity, distribution and abundance o Rodent and bird diversity and abundance o Indicator species diversity, distribution and abundance o Wetlands quality and dynamics o Plant composition and distribution o Population size, structure and distribution o Habitat availability o Genetic diversity o Population size, structure and distribution o Prey abundance and distribution o Genetic diversity Ecosystem Threats A threat, for the purposes of this GMP, is defined as any factor, resulting either directly or indirectly from human activities (legal or illegal), that has the potential to destroy, degrade, or impair a PEC or its KEAs in the next 10 years. Threats were assessed according to their severity (level of damage), permanence (potential for permanent damage/loss) and geographic extent, with an overall threat ranking then given by the working group (Table C3). During the threat analysis, several threats were identified as affecting more than one PEC. A threat matrix was developed to shows which threats are cross-cutting and to depict their overall threat rank for each PEC (Table C3). Pressure from agricultural expansion, livestock overstocking, over harvesting of natural resources and settlement are high level threats that are affecting a number of PECs and requires immediate management action to mitigate their negative impacts on ecosystem health. These are dealt with in the SNRM Programme. Some threats (e.g. disease, dogs, disturbance, insularity) also spanned both mountain nyala and Ethiopian wolves, the two BMNP species identified as Principal ecosystem components. Management actions developed to address these threats would improve the long-term viability of both species. Prioritisation of these threats, based on their overall threat rank, guides the 3-year action plan for this programme, the ecological monitoring plan for BMNP. It also guides the SNRM Programme which addresses the human-associated activities that are posing the greatest threat to ecosystem health and function and creating a strategic framework for dealing with those threats. Section C Ecological Management Programme 37

Table C3: Threats to BMNP Principal Ecosystem Components Hydrological Harenna system forest Agriculture expansion Livestock overstocking Wood extraction Fire Settlement Unsustainable harvesting of non-timber NR, e.g. bamboo, grass, coffee, sport-hunting Poaching, persecution, and/or human disturbance Disease Trampling of vegetation and track formation by livestock and/or vehicles Negative environmental impacts of infrastructure development, e.g. quarrying, building, road kill, litter Alien and invasive spp., e.g. dogs, plants, others Small populations and insularity, e.g. loss of genetic diversity, demographic and environmental stochasticity Erica forest and shrub Gaysay grasslands Hagenia/Juniper woodland Afroalpine Mountain nyala Threat Level Key Threat level Severe = 4 High = 3 Moderate = 2 Low = 1 Ethiopian wolf a. Severity and permanence of Destroying or Seriously degrading the Moderately degrading the Slightly impairing the PEC degradation eliminating the PEC PEC PEC b. Geographic extent Very widespread Widespread Localised Very localised Overall threat level (a + b) Severe (7 8) High (5 6) Moderate (3 4) Low (1-2) Hashed lines indicate that the status of the threat is unknown - research to understand and assess the severity of the threat should be undertaken. Section C Ecological Management Programme 38

Ecological Management Programme 10-Year Objectives Programme Purpose: The diversity of ecological processes and species across the altitudinal range of the Bale Mountains better understood and maintained using best practice monitoring and research techniques that feedback into adaptive management Objective 1 Human associated threats to BMNP Priority Ecosystem Components and their Key Ecological Attributes mitigated through active management Objective 2 Management-orientated monitoring and research of Priority Ecosystem Components and Key Ecological Attributes carried out Threats due to unsustainable natural resource use reduced mitigated in association with the SNRMP Fire extent, frequency and intensity managed Healthy wildlife populations maintained and threats to population viability mitigated Alien and invasive species managed to mitigate negative impacts on ecosystem health Ecosystem health reestablished through restoration where necessary Ecosystem health monitored and feedback provided into management action Understanding of the BMNP ecosystem strengthened Figure C1: Logical framework for the Ecological Management Programme, including the programme purpose, objectives, and specific objectives. The following two objectives provide the framework for achieving the programme purpose: 1. Human associated threats to BMNP Principal Ecosystem Components and their Key Ecological Attributes mitigated through active management 2. Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out A series of 10 year management specific objectives and associated actions have been formulated for these management objectives, which are described below. In addition, a brief description of the relevant management issues or challenges is included, providing justification for the actions. A feedback loop (Fig. C2) between the two objectives, dealing with management action and monitoring/research, forms the basis for adaptive management of the BMNP ecosystem to achieve both the EM/SNRM Programmes and the park purpose. The 3-year action plan for the Ecological Management Programme, which lists the activities, input requirements, priorities, responsibilities and timeframe for carrying out the actions, is included in Section H. Section C Ecological Management Programme 39

Priority Ecosystem Components Key Ecological Attributes Threats Direct/ indirect results of human activities restoration Objective 1 Management actions to mitigate threats threat reduction biodiversity health adaptive management Objective 2 Monitoring /research: Basis for adaptive management threat status Figure C2: Adaptive Management Framework Objective 1: Human associated threats to BMNP Principal Ecosystem Components and Key Ecological Attributes mitigated through active management The first objective deals with the ecological management necessary to mitigate human associated impacts on the BMNP exceptional resource values, through active management that should maintain (or restore) the desired state of the PECs and KEAs. Some of these threats, (e.g. agriculture, unsustainable resource use, settlement) are dealt with specifically in the Sustainable Natural Resource Management Programme (SNRM). However, other specific objectives with actions are outlined that deal with other priority threats that require immediate mitigation as well as PEC/KEA restoration once threats are reduced. The importance of carrying out each action, according to the threat level, is reflected in the priority rankings assigned to each action in the 3- year action plan (Section H). Actions to mitigate threats given a low or even medium ranking are unlikely to be completed in the first 3 years. Specific objective 1.1: Threats due to unsustainable natural resource use reduced in partnership with other programmes Human settlement, livestock overstocking, agricultural expansion and wood extraction resulting from immigration and population growth are those that are currently considered the most severe and widespread and, hence, the most destructive to ecosystem health in BMNP. The Sustainable Natural Resource Management Programme (SNRMP) has been specifically developed to address, in partnership with resource users, these particular human impacts on ecosystem health in BMNP. Building partnerships for the management of resource use and the capacity to manage such partnerships are also outlined in the Park Operations and Outreach Programmes. The actions in the EM Programme ensure that ecological input is provided for the management actions that are developed and implemented. In particular, natural resource management agreements between communities and BMNP must consider relevant ecological issues and the desired state of the PECs/KEAs and fit within the ecological prescriptions for park zonation. Section C Ecological Management Programme 40

Action 1.1.1: Ensure park zonation scheme considers ecological prescriptions Action 1.1.2: Provide ecological input to support actions other programmes that will reduce threats to PECS and KEAs Specific objective 1.2: Fire extent, frequency and intensity managed Historically, fire in the Bale Mountains is likely to have been a natural feature of the Erica forest and Hagenia/Juniper woodland and may be a requisite for Hagenia woodland regeneration. In addition, Erica shrub fires have probably been set by people for over 5000 years, in the belief that fire stimulates the growth of new grass for cattle feeding (Miehe and Miehe, 1994). Keeping Erica height low also improves access, visibility and security for pastoralists and reduces predation risk for livestock. However, the natural fire system is no longer functioning in the ecosystem due to human population growth and consequent habitat fragmentation, loss, and degradation. As a result, uncontrolled fire now represents a serious threat to the Erica forest and shrub. For example, frequent and unmanaged fire is now a key factor affecting Erica growth, with increased grazing pressure limiting regeneration after fire. Forest fires are also a potential high risk to the Harenna forest, for example, when started in association with honey harvesting or slash and burn cultivation, as these fires frequently get out of control (Brown 1966). Such uncontrolled fires could potentially affect the whole forest with devastating impact. A number of actions have been formulated in order to ensure that the extent, frequency and intensity of fire are appropriately managed within BMNP, while acknowledging that fire has a role in ecosystem function. Action 1.2.1: Develop and implement fire management plan A fire management plan will be developed that outlines the desired and acceptable frequency of fire and mechanisms to combat the threat from fire where necessary. Where fire may be a natural and necessary part of the ecosystem functioning, managed burning may need to undertaken by the park in order to achieve the desired state of certain PECs or KEAs. For instance, managed burning may be necessary in the Hagenia/Juniper woodlands where fire is probably necessary for tree regeneration. In other areas, fire may need to be controlled to prevent severe habitat destruction. A deeper understanding of the role and impact of fire on the ecosystem is necessary to establish an appropriate fire management plan, and this will be achieved under Objective 2. Action 1.2.2: Strengthen infrastructure, services, and human capacity for fire monitoring and control The infrastructure, services, and human capacity for fire monitoring and response will be outlined in the fire management plan to be developed under Action 1.2.1 and over the course of this GMP, a strong capacity for monitoring and controlling fire will be built. However, the development and implementation of a comprehensive fire plan is unlikely to be achieved within the first 3-year action plan and some immediate activities should be undertaken to strengthen the park s ability to monitor and respond to fire outbreaks. Local fire monitoring, prevention and control committees were formed in kebeles in the forest area with the support of WWF-DGIS, but it is not clear if these are still operational. This will be clarified and, if feasible, incorporated into a fire monitoring system for BMNP. Several global datasets on fire activity are also available from remote sensing data that offer other options for fire mapping and monitoring in conjunction with ground surveys. Databases should be developed to enable analyses of the seasonality, timing, and inter-annual variation in fire incidence and biomass burned in BMNP over the long-term. BMNP can also work with honey gatherers and farmers to minimise the use of fire in Harenna forest. Other options for fire monitoring need to be explored that include options using remote sensing, community-based monitoring, ranger based monitoring, and other fire surveillance strategies. Section C Ecological Management Programme 41

Specific objective 1.3: Healthy wildlife populations maintained and threats to population viability mitigated Ensuring viable plant and animal populations is a critical part of maintaining ecosystem health. Throughout the world, active management is often necessary to maintain viable wildlife populations, when reduced by human-induced pressures (e.g. disease, disturbance, habitat fragmentation, etc.) and prevent them entering extinction vortices. Less often, active management is used to prevent populations reaching high numbers that strain ecosystem balance (e.g. maintaining corridors for dispersal, removing invasive species) and restoring populations after large perturbations to the ecosystem. A number of endangered species occur in BMNP and two (Ethiopian wolves and mountain nyala), with current knowledge, have been identified as PECs because they are subject to specific threats that will not be mitigated by the conservation of their resource base and other PECs. Such threats include dogs, diseases and over-hunting. Specific management actions have been drawn up to mitigate these threats, as outlined below. Action 1.3.1: Develop and implement dog control policy, management procedures and action plan Direct predation and attacks by dogs pose a threat to a number of wildlife populations, including rodents, mountain nyala, Menelik s bushbuck and other antelope species (especially young calves) in the Gaysay grasslands and Hagenia/Juniper woodlands. Infectious diseases (e.g. rabies and canine distemper) transmitted from dogs are also the greatest immediate threat to Ethiopian wolf survival (see below) and will be dealt through this action and Action 1.3.2. that deals specifically with wildlife disease management. Dogs also pose a threat to Ethiopian wolves though competition as rodent predators and hybridization. Ethiopian legislation dictates that domestic dogs should not be allowed to freely wander away from homesteads, although such legislation is rarely enforced. The BMNP dog control, backed up by park rules and regulations that concern dogs, will be conveyed to all park staff and the capacity and equipment to implement and enforce them will be put in place. An understanding of the BMNP dog control policy and associated rules among park users is also critical and will be built in partnership with the Ethiopian Wolf Conservation Programme (EWCP), and CO and SNRM Programmes. A BMNP policy for dog control in the Bale Mountains National Park. WHEREAS, BMNP hosts the largest remaining viable populations (>50% of their global individuals) of the endemic and endangered Ethiopian wolf and mountain nyala, and these species of global conservation concern are facing direct and indirect threats caused by domestic dogs. WHEREAS, domestic dogs present within and immediately around the Ethiopian wolves range pose three main threats to the wolves: transmission of canid diseases (rabies & canid distemper), hybridisation of male dogs with female wolves and competition for food; where repeated epidemics have caused up to 75% of mortality in sub-populations of wolves, including the years 1990, 1991, 2003 and 2005. WHEREAS, domestic dogs are a direct threat to mountain nyalas through the killing of their young; it is estimated that over 10 mountain nyala calves and also calves of other ungulates are killed by domestic dogs from in and around Dinsho town. WHERE AS, the ever-increasing human and domestic dog populations in and around the core ranges of these threatened wildlife species mean that the detrimental impact of domestic dogs is equivalently increasing. Apart from impacting on the population dynamics of these wild species and thus increasing their extinction risk, dogs, as the reservoir for rabies, are also responsible for economic losses from livestock mortality from rabies and are of public health concern due to rabies and other diseases. Section C Ecological Management Programme 42

WHERE AS, linked to the rabies outbreak among the Ethiopian wolves in 2003, the then Oromia Rural Land and Natural Resources Administration Authority authorized the park office to destroy any roaming dogs found with in Ethiopian wolf range, in order to minimise the risk of further rabies transmission. However, it was not clearly stated whether the policy applied thereafter. WHERE AS, understanding the seriousness of the impact of domestic dogs in BMNP at present and its potential in the future, BMNP urgently needed to clearly define its dog control policy in order to protect both wildlife and local communities and obtain appropriate approval. The Bale Mountains National Park Dog Control Policy is hereby formulated as follows: Part one General Short title This local policy may be cited as Local policy to provide for the dog control in and around the Bale Mountains National Park Policy Definition Unless the context otherwise requires, in this policy: Bureau means the Agriculture and Rural Development Bureau of Oromia. National Park means the Bale Mountains National Park 'Zones administrators' means the Bale zone and West Arsi zone administration Woreda means any relevant woreda found encircling BMNP Kebeles means any smaller unit of woredas Dog means any owned, semi-feral and feral dogs found in BMNP Person means any natural person Dog owner means any person who possesses dog/s Dog control means reducing the number of owned, semi- feral and feral dogs either through vaccination, education or humanely destroying in order to reduce their threats. Local institution means any government or non-governmental institutions, such as police, judiciary, woreda administration and kebele administration offices, as well as schools, mosques and churches. Conservation partners' means any governmental or non-governmental organizations working together with the National Park office to secure the future betterment of the park resources Part Two Ownership and controlling of domestic dogs in and around the Bale Mountains National Park Ownership Without prejudice to the overall provision of the Regional Bureau BMNP, or conservation partners thereof, BMNP may provide technical assistance to the dog owners towards the husbandry of healthy and harmless dogs. Dog owners shall have the duty to: Notify the National Park, or conservation partners thereof, of the incidence of dog diseases and wildlife killed by dogs. Take necessary measures to ensure that his/her dog/s is /are free of diseases Take necessary measures to ensure their dogs are restricted to their homesteads Implement the overall directives issued by the National Park, or conservation partners thereof, pertaining to dog population control and prevention of canid diseases as well as issues of problem dogs 4. Dog control The Bale Mountains National Park office, or conservation partners thereof, when deemed necessary: A. May vaccinate, castrate male or destroy domestic dogs in BMNP, with the objective of Minimising the potential for canid disease spread between domestic dogs or from domestic dogs to Ethiopian wolves Minimise the genetic erosion of the Ethiopian wolf due to the hybridisation between male dogs and female wolves. Reduce the competition for food existing between domestic dogs and the Ethiopian wolf Reduce mortality of ungulate calves, particularly those of mountain nyala Section C Ecological Management Programme 43

Minimise the socio-economic costs to local communities (loss of human life and their associated livestock) from rabies and other canid diseases C. Shall issue vaccination certificate for dog owners D. Shall conduct education campaigns to encourage responsible dog ownership and improved dog and human health E. Shall facilitate any scientific studies on any aspects of domestic dogs Part Three 5. Miscellaneous provisions Dogs are only allowed in the Conservation and Sustainable Natural Resource Management Zone (C&SNRMZ) with written permission from BMNP under Natural Resource Management Agreements. Only female dogs or castrated male dogs may be owned in the C&SNRMZ No more than two dogs can be owned per house hold in the C&SNRMZ additional dogs must be removed from the park or destroyed. Dogs in the C&SNRMZ must be restricted to the homestead. Any dogs, whether owned or feral, more than 100m from settlements will be destroyed. Every dog in the C&SNRMZ must be registered and vaccinated and dog owners must produce a vaccination certificate on request and maintain effective vaccination status. 6. Prohibited activities 1. Dogs are not allowed in the Conservation Zone. 2. Dog owners in the C&SNRMZ shall not Possess more than the officially specified number of dogs Allow their dogs to stray more than 200m from their homestead 3. Be permitted to keep unvaccinated dogs unless they are puppies below the age of 3 months 4. Any contact between wildlife and domestic dogs must be prevented. 7. Duty of Cooperation Any person has a duty of cooperation with the National Park, or the appropriate conservation partners thereof, or the appropriate local body, in the implementation of this policy, regulations and directives issued in accordance with this policy. 8. Penalty Violators of article (6) of this policy will be punished with imprisonment not exceeding 3 years or with fine not exceeding ETB 7500 or both. 9. Effective Date This policy shall enter in to force on the date of endorsement and approval by the OARDB in the BMNP GMP and other relevant stakeholders. Action 1.3.2: Develop and implement wildlife disease management policy and action plan Diseases pose a significant threat to a number of species in BMNP including Ethiopian wolves, mountains nyala and amphibians. Disease surveillance and management currently undertaken by the EWCP confirm that at least two, possibly three, outbreaks of rabies and one, possibly two, outbreaks of canine distemper have occurred in the Bale Ethiopian wolf population in the last 15 years (Sillero-Zubiri et al. 1996, Laurenson et al. 1998, Randall et al. 2004, EWCP 2006). These outbreaks have each caused devastating 50-76% mortality in affected subpopulations and result in population bottlenecks that reduce genetic diversity (Randall 2006). Population viability analyses also suggest that outbreaks of this severity and frequency substantially increase the probability of extinction among Ethiopian wolves (Haydon et al. 2002, 2006). Currently BMNP management has no expertise to monitor disease incidence in/around BMNP or to detect or respond to disease outbreaks among wildlife and it is unlikely that human or financial resources will be available within park management to significantly develop this capacity in the near future by, for example, setting up a veterinary unit within BMNP. However, there is still scope to strengthen some existing disease surveillance and management systems and to develop others. The EWCP has been attempting to control the spread of diseases from dogs to Ethiopian wolves Section C Ecological Management Programme 44

for some time on behalf of BMNP, yet this has not been fully integrated with BMNP staff and management plans. A comprehensive dog disease management policy and action plan will be formulated and agreed to by all stakeholders so that they work together to monitor disease incidence in and around BMNP and mitigate current disease threats. BMNP will also facilitate feasibility studies and liaise with external experts to assess other disease management options, particularly those using oral vaccines for dogs and Ethiopian wolves. Outside local, zonal, federal and perhaps international expertise should be used to draw up simple systems and procedures for BMNP to detect, monitor and manage disease. Severe outbreaks of livestock disease are also regularly reported on regional radio, and these should serve as a trigger for increasing wildlife surveillance. Relevant procedures for disease surveillance (including post-mortem analysis and sample handling) should be implemented to ensure compliance with BMNP Health and Safety Regulations. Action 1.3.3: Promote sustainable mountain nyala sport hunting around BMNP There are three mountain nyala hunting blocks around BMNP for which annual hunting quotas are set by the federal Wildlife Conservation Department and the Oromia Regional Government. However little is known about movement and dispersal patterns between BMNP and hunting blocks and this research is a priority deal with under Objective 2. Furthermore the history of mountain nyala population declines in other hunting blocks in Ethiopia (Malcolm and Evangelista, 2005) it is critical that sport hunting does not have a detrimental impact on mountain nyala population viability within BMNP, which is a likely source population for hunted populations adjacent to the park. Currently, BMNP has minimal input into activities that lead to the determination of quota levels and policies for sustainable sport hunting. Activities to strengthen BMNP role as an active stakeholder in mountain nyala sport hunting will be undertaken, including improving the park s link with WCD, Oromia, agencies, companies, and projects involved with sport hunting. This action is considered a priority for mountain nyala conservation within BMNP and nationally. Specific objective 1.4: Alien and invasive species managed to mitigate negative impacts on ecosystem health and proper ecosystem function Alien and invasive species can seriously degrade communities and ecosystems as they can outcompete native species and permanently alter community composition and structure. Alien species are known to occur in BMNP (e.g. along the main road in Harenna forest, I. Rushworth, pers. comm.), although little is know about their distribution and impact and thus the degree of threat is typically perceived to be low. Other alien species, such as dogs and cats, also threaten wildlife populations through intensive predation of native species, particularly birds and small mammals, although dogs are also known to prey on young antelope calves (see Action 1.3.1). An understanding of which alien and invasive species are of greatest concern will be a research priority under Objective 2, and will feed back into the actions in this section. Action 1.4.1: Train all park staff and partners in identification of alien species As a first step to managing alien species, park and monitoring staff should be readily able to recognize and identify alien and invasive species. Priority alien and invasive species lists with appropriate pictures and descriptions, identified under research in Objective 2, will be provided to all park staff, and will be regularly updated with new any information. Systems and databases for regular reporting of sighting locations of alien species will be developed and integrated into park monitoring, community-based monitoring (under the SNRM Programme), and ranger-based monitoring. Action 1.4.2: Develop and implement strategy for alien species control in BMNP A strategy will be developed to control the extent of alien and invasive species in BMNP and mitigate any potential negative impacts of alien and invasive species. In some cases, alien and invasive species will need to be completely removed from the park while others may be relatively benign, causing little or no impact on ecosystem health. Section C Ecological Management Programme 45

Specific objective 1.5: Ecosystem health re-established through restoration where necessary Given the extent of human pressures currently impacting on the BMNP ecosystem, some habitats are severely degraded and will require restoration to achieve the desired state of some PECs and KEAs. The SNRM Programme has the responsibility to establish sustainable resource use in partnership with communities. Those actions will almost certainly precede any restoration efforts under the EM Programme and, in some cases, the actions will need to be undertaken in partnership with communities themselves. Action 1.5.1: Develop and implement management actions for erosion control and watershed restoration where necessary Habitat degradation and erosion caused by livestock overstocking and other factors pose a particular risk to the BMNP watershed. Dense vegetation in marshy areas retains and releases rainfall water slowly, providing a natural flow regulation system. Grazing in these marshy areas, which are particularly high in the dry season, increases soil compaction, habitat degradation, and erosion. This impedes the proper functioning of the hydrological system of the Bale Mountains and potentially leads to increased flooding in the wet season and decreased dry season river flow. This will have disastrous consequences BMNP, local communities, and downstream users. The SNRM will deal specifically with reducing the impact of grazing on ecosystem health, but in some cases restoration may be required to remediate degradation when it is unlikely to occur naturally. Action 1.5.2: Undertake habitat restoration where necessary Some areas of the Harenna forest have undergone vast habitat alteration and degradation due to settlement and cultivation. The SNRM Programme will deal specifically with reducing threats associated with human settlement, agriculture and unsustainable resource use. Restoration will need to be undertaken in areas where the forest is unlikely to return to its desired state, even after these threats are removed. This Action will be coordinated with the SNRM Programme, which has the responsibility to facilitate natural resource management systems that will remove these humanassociated threats and enable habitat restoration in some areas. Objective 2. Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out Ideally, the functioning of the Bale ecosystem should be fully understood, the status of the PECs and their KEAs should be known and the threat levels should be comprehensively identified and monitored. This knowledge can be used to make informed management decisions in order to meet the park s objectives and thus a fully adaptive management system would be operational. Although this knowledge is not currently available in BMNP, a framework has been drawn up in this GMP to assess the severity of potential threats where these are unknown, to monitor the ecosystem s health, and to ensure that the most important applied research that will inform management decisions and increase the park s knowledge base will be carried out. Specific objective 2.1: Ecosystem health monitored and feedback into management action provided A plan has been developed for monitoring the health of the Bale Mountains ecosystem within the National Park, based on developing protocols for monitoring the desired state of the KEAs for each PEC. Threats will also be monitored under the same plan, since these are an integral facet of ecosystem health and can impede any management actions for maintaining ecosystem health. Section C Ecological Management Programme 46

Given the limited human and financial resources available to BMNP, monitoring of threats classified as severe or high are prioritised. The actions under this specific objective are design to ensure the development and implementation of a comprehensive and scientifically robust monitoring programme in BMNP that will monitor ecosystem health and feedback into adaptive management and the actions outlined in Objective 1 of this programme. Action 2.1.1: Develop and implement protocols for collecting data on PECs, KEAs and threats as per monitoring plan and priority setting Formulation of the GMP revealed that there were few detailed data on the PECs and KEAs, despite the substantial and growing recognition of the exceptional biodiversity and important ecosystem processes of BMNP. Furthermore, there are few, if any, systematic processes in place to document and evaluate the severity of many of the threats identified in this programme. Developing and implementing the necessary protocols to gather systematic baseline data on PECs, KEAs, and threats is a priority to meet this sub-objective, as well as carrying out ongoing monitoring. From these data, trends can be assessed, management effectiveness can be evaluated and adaptive management can be put into practice. Current BMNP resources prohibit the full monitoring plan (Appendix 1) from being implemented immediately or in the very near future. Therefore, an annual prioritisation process, particularly as management actions reduce threat levels, is required for the annual implementation of the monitoring activities in BMNP, to enable this to feed into prioritisation of BMNP management action. For example, monitoring of factors affecting Erica regeneration and regeneration in the Hagenia/Juniper woodlands and Harenna forest were identified by the working group as priorities. Where threats are poorly understood, activities to collect further data are included to enable identification and prioritisation of any management action required. Therefore, annual monitoring activities should fill knowledge gaps on PECs, KEAs, Thresholds of Potential Concern (TPCs see Action 2.1.2 under Specific Objective 2.2 below), and threats. Furthermore, new tools and techniques will need to be incorporated into the monitoring plan and protocols as knowledge and expertise are acquired. Action 2.1.2: Assess and prioritise threats to PECs and KEAs annually based on monitoring data and research findings and inform management actions in this and other programmes The park ecologist should be up to date with research and monitoring outputs from BMNP, or other similar ecosystems, and thus be determining the priorities for management action in this programme (Action 2.1.4 and management actions under Objective 1) and other programmes (SNRM, PO, and OR) With data on ecosystem health accruing from the implementation of the BMNP monitoring plan, regular reviews and assessments of these data will be required, as part of the adaptive management process depicted in Figure C2. Action 2.1.3: Implement ranger based monitoring (RBM) Ranger based monitoring can be an effective means of collecting data from all parts of the park on an ad hoc basis while scouts are on patrol. This model has been used in other parks (e.g. North Luangwa National Park, Zambia) and thus BMNP can review potential models and data collection protocols. In brief, simple but valuable data will be collected by scouts on incidents such as animal carcasses, tree cutting, fire, wildlife sightings, etc. Scout will be trained in basic data collection skills and field techniques, including the use of GPS and binoculars, and provided with data sheets during patrols. Data collection will be checked regularly to ensure the data are reliable and accurately recorded for ease of analysis. A database system will also be set up for data entry, storage and analysis. Specific objective 2.2: Understanding of the BMNP ecosystem strengthened Currently, the state of knowledge of the BMNP ecological processes, species and threats is low and most management decisions have to be made with preliminary rather than detailed or expert Section C Ecological Management Programme 47

knowledge. For example, knowledge of the relationship between livestock grazing, rodents and Ethiopian wolves and other predators is crucial in determining what livestock carrying capacities are sustainable in the afroalpine, yet this information is not currently available. Similarly, the impact of wildlife grazing and browsing on tree regeneration is unknown. Furthermore, work to assess the suitability of the chosen PECs and Thresholds of Potential Concern (TPCs, see below) is important to assess whether these components do achieve the desired aim of monitoring and maintaining an intact and functioning ecosystem where all components are in their desired state. Action 2.2.1: Assess suitability of Principal Ecosystem Components as basis for the Ecological Management Programme The PECs identified in the Ecological Management Programme were selected by a working group of experts familiar with and knowledgeable about the BMNP ecosystem and the park s exceptional resource values. Nevertheless, new knowledge and data will be acquired as part of the EM programme that will enable the PECs to be continuously evaluated as to whether the represent the whole ecosystem. This process feeds readily into adaptive management, a key component and guiding principle of the Ecological Management Strategy. A systematic review process will be undertaken as new information is accrued to assess whether the PECs/KEAs effectively and exhaustively represent the BMNP ecosystem, including its biodiversity and ecosystem processes. Action 2.2.2: Improve understanding of the desired state of all PECs and KEAs to identify Thresholds of Potential Concern (TPCs) for monitoring and management The underlying objective of the monitoring plan is to identify changes in the desired state of ecosystem components and identify the causes of those changes, be they natural or humaninduced. For this, it is necessary to improve our understanding of ecosystem function, ecosystem processes, and ecosystem dynamics in order to identify Thresholds of Potential Concern (TPC) for each PEC and its associated KEAs. Whilst it is not anticipated that such thresholds can be fully developed within the first 3-year action plan, progress towards identifying TPCs for each KEA will be achieved through knowledge and data collected as part of the research and monitoring actions outlined under this objective. A prioritised research list will be maintained (Action 2.3.2) and research by external institutions will be promoted in BMNP to assist this process. A prioritised list of research topics (Appendix 6), was drawn up both by researchers and BMNP management during the GMP planning process. However, this list is a dynamic document and will be updated regularly as different priorities emerge, new knowledge is obtained, and research is completed. Action 2.2.3: Promote and facilitate research by other national and international institutions and persons Given the current resource limitations, BMNP recognizes that it will have to rely on partners to a great extent to fulfil the purpose and objectives of the Ecological Management Programme. Research and monitoring carried out by other national and international institutions/persons will be promoted and supported within BMNP, particularly the priority research and monitoring topics maintained under this Action. The list of priority applied research topics will be circulated to external academic, conservation and research institutions by a variety of methods and research will be facilitated by BMNP management by assisting with permissions, providing facilities, support for overall logistics and/or funding applications, and other aspects where possible. This will foster strong partnerships, improve BMNP capacity for research and monitoring through knowledge and experience-sharing, and provide critical information and data to guide this programme and the SRNM Programme. A set of rules and regulations have been drawn up outlining operational guidelines for undertaking research in BMNP, ensuring exchange of information between external researchers and BMNP management (e.g. reporting and data sharing), and promoting capacitybuilding for research within BMNP wherever possible (e.g. park-researcher collaboration). Section C Ecological Management Programme 48

Research Regulations in the Bale Mountains National Park Researchers should report to the park office upon arrival and present both letters of permission from the relevant authorities and a copy of their research proposal. Researchers may only undertake the work for which they received letters of permission. It is strictly forbidden to collect samples or specimens of any plant or animals without explicit letters of permission from the relevant authorities. Researchers should also receive a letter of support from the park prior to beginning their work. Researchers will be assigned a park liaison person with whom they will discuss their work plan and timeline before commencing the work. Researchers should ensure that their park liaison person is kept regularly up-to-date on progress of the project and report any changes in their work plan as necessary. Researchers should also submit written quarterly reports to their park liaison person for review and comment. Researchers should provide BMNP with copies of any publications, theses, or other materials produced. The Bale Mountains National Park and any park collaborators should be acknowledged in any publications or other materials produced and offered authorship where it is considered appropriate. Researchers must abide by all park regulations Researchers should promote local employment and training wherever possible Section C Ecological Management Programme 49

Sustainable Natural Resource Management Programme Section D Sustainable Natural Resource Management Programme 51

Sustainable Natural Resource Management Programme Programme Purpose: Collaborative and adaptive management strategies implemented that ensure the sustainable use of natural resources in Conservation & SNRM Zones of the Bale Mountains National Park Sustainable Natural Resource Management Programme Strategy The biodiversity and ecological processes of BMNP are being severely impacted by the expansion of human activities in and around the park and, in particular, the unsustainable use of natural resources. In order to secure the long-term future of BMNP, it is critical that a balance is struck between human needs, natural resource use, and the conservation of the exceptional resource values of BMNP. The reality of BMNP in the 21st Century is that of a multiple land use area, where the complete removal of human influence is not achievable or realistic, although the effects of recent rapid immigration are not sustainable. In the future, a desired state of affairs in BMNP is that where negative human impacts are minimal, the use of natural resources by communities is sustainable and occurring only in designated Conservation & SNRM Zones, and where settlement and land use are planned and coordinated within and outside the park. Figure D1: Permanent and seasonal households in BMNP Section D Sustainable Natural Resource Management Programme 53

The Sustainable Natural Resource Management (SRNM) strategy provides a general statement of the policy and principles that will guide the management of natural resources in BMNP over the 10 year period covered by this GMP. Much of the relevant federal and regional policy and legislation is under revision (see Appendix 3), but both current and draft documents embrace the concepts of benefit-sharing with local communities and some degree of joint involvement in management. Under current wildlife legislation governing protected areas, (Wildlife Conservation Regulations, 1972) community natural resource use in parks is allowed when such activities are used for the development and management of the park [Article 5(2)], provided such use is in accordance with the approved National Park management objectives [Article 5(2)] or when written permission for such use has been granted by the Authority [Article 22(1) of Forest and Wildlife Conservation and Development Proclamation No. 192, 1980]. Under this legislation, a ratified General Management Plan of BMNP that specifies natural resource use, combined with formal natural resource use agreements that are drawn up and signed between BMNP management and local communities, provides the legal basis for natural resource use in the park. Whilst participatory NRM has been recognised and fully legally supported in Government forest areas in Ethiopia, formal NRM systems have not yet been implemented yet within Ethiopian National Parks, thus implementing a similar system in BMNP will be ground-breaking and may present some particular challenges. A series of principles, drawn from national policy and legislation and SNRM systems elsewhere were drawn up to guide the design and implementation of the SNRM Programme. Guiding Principles BMNP-associated communities are recognised as natural resource management partners with shared responsibility. Natural resource use in BMNP will be negotiated, agreed and formalised under natural resource management plans and agreements. Conservation of key biodiversity and ecological processes is the ultimate priority for BMNP management under the park purpose, thus natural resource use in BMNP must be sustainable. Community members deemed to have natural resource management rights will have equal opportunities to access natural resources in BMNP. Adaptive management and learning by doing are key aspect of implementing natural resource management systems in BMNP. Sustainable Natural Resource Management Programme 10- Year Objectives The Sustainable Natural Resource Management Programme provides a framework for the development and implementation of sustainable natural resource management in BMNP. The core framework of this programme involves setting up natural resource management agreements with community management groups in designated Conservation & SNRM Zones (see Park Zoning Scheme). The actions in this programme are based upon those used in Participatory Forest Management by GTZ in the Adaba-Dodola Area and by Farm Africa/SOS Sahel elsewhere in southern Ethiopia. The models they use break down the establishment of participatory natural resource management systems into three key stages: investigation, negotiation and implementation (Farm Africa/SOS Sahel, 2007). The investigation stage involves carrying out a stakeholder analysis, assessing and mapping the natural resources and their use through participatory methods, and establishing community institutions that will manage the resources. The negotiation stage involves planning which resources can be used, how much, by whom, and how use will be managed. Subsequently, resource management plans and agreements are negotiated carefully with the concerned communities, which lay out the responsibilities of both community resource management groups and BMNP management. The agreements are based on some Section D Sustainable Natural Resource Management Programme 54

understanding of acceptable and sustainable levels of use for particular resource types. The implementation phase then includes the development of roles/responsibilities and training, so that representatives of the resource management groups have the required skills for agreement implementation. Development and implementation of participatory monitoring, evaluation, and protection systems are also key to the overall functioning of the system, so that agreements can be reviewed and revised and, thus, adaptively managed. The details of the appropriate model for BMNP will be evaluated and determined with the support of other SNRM actors operating in the buffer zone of the Bale Mountains biosphere, such as the Bale Ecoregion Sustainable Management Project (BESMP). Programme Purpose: Collaborative and adaptive management strategies implemented that ensure the sustainable use of natural resources in Conservation & SNRM Zones of the Bale Mountains National Park Objective 1 Human, institutional and legal capacities established for the operation of sustainable natural resource use management systems in BMNP Objective 2 The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured Objective 3 Human settlement, cultivation and land use in BMNP planned, controlled and reduced Figure D2: Logical framework for the Sustainable Natural Resource Management Programme, including the programme purpose, objectives, and specific objectives. In order to achieve the programme purpose, the following three 10-year objectives have been drawn up, based on the guiding principles of BMNP sustainable natural resource management strategy, along with the issues and opportunities analysis: 1. Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP. 2. The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured. 3. Human settlement, cultivation and land use in BMNP planned, controlled and reduced. A series of associated actions have been formulated for these management objectives, and are described below. In addition, a brief description of the relevant management issue or challenge is included, providing the justification for the actions. The 3-year action plan for the Sustainable Natural Resource Management Programme, which lists the activities, input requirements, priorities, responsibilities and timeframe for carrying out the actions, is included in Section H. Section D Sustainable Natural Resource Management Programme 55

Objective 1: Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP There are a number of capacity gaps that need to be filled before sustainable natural resource management in the Bale Mountains National Park is operational and effective. Neither BMNP management nor the local communities have the capacity to implement or monitor the natural resource management agreements that will be drawn up under objectives 2-3. Thus, capacity building needs to be undertaken as a prerequisite for achieving the purpose of this programme. Furthermore, the institutional and legal framework to manage natural resource use needs to be amended, strengthened, and incorporated into NRM plans and agreements, particularly since one of the natural resource management partners in BMNP is the National Park Authority, a precedent in Ethiopia. Action 1.1.1: Strengthen the knowledge base and skill set of key stakeholders for participatory SNRM in BMNP With only a park warden, three experts and 18 scouts at the time of writing and no experience in developing or operating SNRM agreements, BMNP management has little manpower, training or financial capacity to negotiate with local communities, facilitate and draw up resource management agreements, or manage the agreements themselves. Moreover, traditional protected area management roles in Ethiopia and elsewhere, whilst generally still relevant, need to be expanded to incorporate the support, promotion and implementation of participatory SNRM in BMNP. BMNP also needs to conduct a stakeholder and institutional analysis of potential NRM partners in BMNP, in order to know who they should work with and to assess relevant stakeholder capacity needs. The identification of community representatives that represent all gender and socio-economic groups is a key part of this action. Subsequently, a capacity assessment of all key stakeholders for participatory SNRM (park staff, local government, and communities representatives) is required that will lay out in detail the capacity gaps and training needs. Experience-sharing visits to other community-based natural resource management areas are encouraged as a means of strengthening capacity for joint SNRM in BMNP. Finally, the Learning by Doing approach will be a key part of capacity development, so that adaptive and appropriate skills are developed as new needs are identified. BMNP will work closely with both BESMP and the Robe Skills Training Centre to plan and carry out training needs identified by the capacity assessment. Action 1.1.2: Develop and implement methods to legalise natural resource management agreements between resource management groups and park management In participatory NRM initiatives elsewhere in Ethiopia, including the Adaba-Dodola forest management project in Bale, an appropriate institutional and legal framework was developed to enforce the management agreements. Under current legislation, such a legal framework involves bye-law formulation and ratification at the appropriate level, considered to be either the woreda or Oromia Regional Parliament level in most instances. However, it is currently not entirely clear what process should be followed in BMNP, due to its national park status, as no precedent has been set. However, as a first step in this process for BMNP, bye-laws will be drawn up between resource management groups (RMGs) and BMNP management that will outline resource use in designated areas and management plans. These will be ratified by both parties and incorporated into natural resource management agreements between the park management and resource management groups. BMNP and partners will facilitate community level decision-making for determining these bye-laws. It is also crucial that the judiciary, police and local government understand and give guidance on the legal status, development, implementation, and enforcement of such bye-laws. Section D Sustainable Natural Resource Management Programme 56

Action 1.1.3: Promote empowerment and legal recognition of community-based NRM institutions with regional and national authorities and institutions The local communities are neither empowered by government nor, in most cases, have the internal governance structures or legal recognition to negotiate and enforce resource management agreements without external support for such activities. A working group will be formed to establish an appropriate legal framework for joint NRM in BMNP and promote the wider legal recognition of community-based NRM institutions (hereafter termed resource management groups), once they are identified. On a broader scale, plans for the revision and implementation of new wildlife policies and legislation are also being initiated under a Protected Area Systems Planning Project with the Federal Wildlife Authority. It is vital that policies and practices developed in BMNP feed back into that process to ensure that efforts are reciprocally supportive and mutually compliant. Action 1.1.4: Synchronize BMNP SNRM activities within the park and coordinate with other SNRM initiatives in Bale and elsewhere While the actions outlined under the different objectives are divided according to specific themes dealing with natural resource use, settlement, and agriculture, the action plans and agreements should be developed and implemented in a concerted and coordinated fashion to ensure minimal duplication and mutual goals and policies. Furthermore, there are a number of other organisations in Bale and elsewhere in Ethiopia promoting and facilitating participatory NRM with communities The SNRM plans and systems developed and implemented in BMNP should be coordinated with these other initiatives, especially those among communities adjacent to the National Park under the BESMP and other initiatives affecting resource management groups within the park in any way. Objective 2: The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured Current resource use in BMNP is essentially ad hoc and needs to be coordinated and managed to ensure it occurs in a sustainable manner. The key aspect of this programme is the development of specific site-based plans and natural resource management agreements with communities. These plans and agreements will legitimise the sustainable use and management of natural resources within prescribed areas of the Conservation & SNRM Zones of BMNP. Resource management plans and agreements will be negotiated with individual kebeles and/or community based resource management groups as appropriate. These plans and agreements will outline what BMNP and local communities negotiate and agree is acceptable in terms of sustainable management of natural resources. This will include which resources may be used (e.g. honey, coffee, grass), who may use them, to what degree, and in what manner. Community-based methods for monitoring and enforcing resource use will also be developed between BMNP and the community-based resource management groups. These will be linked to park monitoring and enforcement as a mechanism for verification and cross-checking data reliability and agreement implementation. The following management actions have been formulated to investigate, negotiate, implement, monitor and evaluate participatory natural resource management in BMNP: Action 2.1.1: Assess and prioritise action plan for participatory NRM using best available knowledge on levels of resource use and associated threats Given limited resources, a prioritisation process is required annually to determine those areas in which joint NRM will be undertaken initially and at subsequent stages of the GMP implementation. This process will use all available data and knowledge on the level and extent of resource use within BMNP and the degree of threat imposed to the KEAs and PECs as a result of unsustainable resource use in different areas of the park. Participatory NRM action plans will then target those communities where the level and extent of resource use imposes the greatest and most immediate threat to the ecosystem. This prioritisation process should be developed and implemented in close Section D Sustainable Natural Resource Management Programme 57

collaboration with the EM programme, whose role it is to monitor the state of all KEAs and PECs and threats to the ecosystem. Action 2.1.2: Investigate and improve knowledge of natural resources, their rightful users, current use levels and sustainable limits, with resource management groups Documenting and mapping resource use and extent will be undertaken as a first step in determine sustainable levels of resource use for the development of resource management agreements. Participatory methods will be used to identify and define resource types used in BMNP, their socioeconomic and cultural importance and, in concert with the park monitoring plan, map and quantify resource availability and use throughout the park. Where information is lacking or data are not available to determine sustainable levels of use, literature from similar areas/situation will be sought for guidance and research must be promoted by BMNP as a priority, so that resource management can be adapted appropriately to ensure sustainability. This is an ongoing feedback process in which knowledge acquisition and monitoring will be used for NRM implementation through adaptive management. Trends in resource use will also be assessed using historical, current, and future data collected in this fashion. The highest level threats (see also Ecological Management Programme) are those related to human use of the park, including livestock grazing, wood extraction, agricultural expansion and settlement. Grazing is an increasing and unmanaged pressure in BMNP and considered an immediate priority in the SNRM Programme. Whereas reports from the 1950s and 1960s suggest that only brief visits by livestock occurred to the mineral horas in afroalpine areas, permanent and seasonal livestock grazing in BMNP is now extensive in all areas of the park (Fig D.3). Thus although the traditional Godantu system of seasonal cattle movements may have been operational at that point, more recent cattle immigration is a direct results of poor land planning outside the park, where grazing land has been ploughed up, forcing livestock into the park to graze. The number of livestock in BMNP has therefore risen dramatically since its establishment (Hillman 1986, Marino et al., 2006) and by 2004 some 168,300 livestock were estimated to be using the park (BMNP 2004). Under the Godantu system, peak livestock numbers occur in the afroalpine in the wetter months, from April to August, when livestock are moved from lower pastures where agricultural crops are being grown. In the Harenna forest, influxes of pastoralists from the surrounding lowland areas are reported for 3-4 months (December-March) in the dry season. Livestock also infiltrate BMNP to access the natural mineral springs, or horas, that are found in various areas of the park and have high levels of sodium, potassium, calcium, manganese and zinc (Hillman 1986). Section D Sustainable Natural Resource Management Programme 58

# 39 40' 40 00' N 7 00' Tullu Lencha # # # # # # $ Katara # Cheleleka-3 # ÊÚ # Cheleleka-2 #ÊÚ Waofa # ÊÚ ÊÚ Genale $ Horgoba Mulamo # $ # # $ Doda Goda-sanga # # Gata Sodota # $ Wala # # $ Tarbo ÊÚ # # # Amicho Chunfo # # Morebawe # Huke-Tiko 2 # Rafu Mararo # Ketena Ayida Shifario $ $ $ $ # Worgona ÊÚ # Ture Batu-Guracha Waltai Azira $ Gamataja ## # Agora-sanna Hora # 7 00' Livestock Numbers # 0-300 # 301-600 # 601-1100 $ 1101-1600 $ 1601-2500 $ ÊÚ 2501-5000 No Data BMNP 39 40' Checha/Shuruu/Lencha $ # 40 00' 0 2.5 5 Kilometers Source: BMNP Arranged by L A Tallents Oct 2004 Figure D3: Number of livestock in settlements in BMNP afroalpine area Wood extraction is widespread and increasing in the Hagenia/Juniper woodlands, Erica forest and Harenna forest, causing extensive deforestation and habitat degradation. Wood is primarily used for household and commercial fuelwood provisioning but also for building and, of less concern, for beehives, household and agricultural implements and for ceremonial and fumigation purposes. Charcoal is also produced in the Bale Mountains, apparently at increasing rates. The 3-year activities set out under this action specifically highlight the need to understand the level and extent of grazing pressure, wood extraction, and associated negative impacts on the PECs and KEAs to determine where interventions for SNRM are best targeted initially and over the course of the GMP implementation. Collection and mapping of baseline data on settlement and agriculture will be undertaken under Objective 3 of this programme. Discussions with potential NRM groups will also be held to explore mechanisms for determining and negotiating sustainable limits of use. In Bale itself, particularly the Harenna forest, traditional NRM systems are reported to exist. Discussions will be held with communities to identify whether these or other traditional NRM institutions exist that can be used or revived for SNRM. Alternatively, joint forest management has been introduced in the Adaba-Dodola National Forestry Priority areas (NFPA) near BMNP that may also be suitable for BMNP and farmer-to-farmer training. Elsewhere in Ethiopia, NRM systems are also operating in forestry areas in Borana, Chilimo, Bonga and the Guassa Area of Menz. BMNP needs to explore and consider the suitability of other models for implementation in BMNP context and, in collaboration with potential community-based NRM groups, embark on deciding on and setting up an appropriate model in the park. A more detailed stakeholder analysis with potential NRM groups needs to be facilitated to assist the communities in identifying current primary, secondary, and marginalised resource users, and thus user rights. Once the options and user groups are explored and decided, resource management groups will be established within selected communities and representatives will be chosen. Section D Sustainable Natural Resource Management Programme 59

Action 2.1.3: Negotiate and develop resource management groups and action plans and agreements that ensure sustainable natural resource use and equitable access, as per priority setting Based on the prioritisation process in Action 2.1 and available resources, NRM plans and agreements will be negotiated and developed with selected communities in BMNP. Drawing up participatory NRM plans and agreements is a complex and substantial task. A number of issues need to be discussed, understood and agreed before they can be incorporated into agreements between BMNP and resource management groups (RMG) in communities. Among other things, the principle of shared responsibility, the particular rights and responsibilities of partners, the objectives of resource management, allowed activities, and management and benefit sharing arrangements need to be considered and agreed. Inequitable sharing of benefits within and between communities has often undermined community-based programmes, including natural resource management schemes. Members of communities are not equal and never will be, but equality of opportunity must be part of the institutional framework of the SNRM Programme, so that disadvantaged groups, including the poor, the poorly educated, women and youth are supported to ensure they are considered and benefit from resource management in the park. The final stage of this action for each RMG, will be to negotiate and draw up agreements that lay out the responsibilities of all partners, determines what resources can be used, how much, by whom and how use will be managed. Action 2.1.4: Design and implement a joint community and BMNP natural resource management monitoring and evaluation system A key component of joint natural resource management is monitoring and evaluation, in order that an adaptive management system can be adopted by building on new knowledge and experiences over time, thus embracing the learning by doing approach. Whilst scientific input is required to design such a system and provide capacity building for community monitors, it is crucial that resource management groups are empowered to also collect and evaluate information on the state of the resources they are using and managing. Simple monitoring and evaluation systems need to be developed and incorporated into NRM agreements and adapted if further complexity and capacity is deemed feasible. An audit and cross-checking system that includes parallel scientific procedures implemented by BMNP is a requisite component of such a system to ensure data reliability and verification of results and also build trust. This will establish a key component of the feedback loop for adaptive management that reviews, evaluates and adjusts the management of resources and sustainable levels of use at regular intervals. Action 2.1.5: Develop and implement a joint community and BMNP natural resource control and protection system A system that ensures resource use control, resource protection and enforcement of agreements by resource management groups is another key component of SNRM. Discussions need to take place with resource management groups to facilitate the development of such systems and identify a management group subcommittee that will be responsible for control and protection activities. This process will be included in the development of NRM agreements. Other activities will need to be developed and tested, such as reporting and recording systems, linkages with monitoring systems, and procedures for reporting back to the resource management group. As for monitoring systems, linkages need to be made with enforcement activities of the National Park staff, police and judiciary to ensure cross-checking mechanisms, mutual understanding of enforcement procedures, and compliant conduct of enforcement activities. Action 2.1.6: Identify and develop methods that improve natural resource status for harvesting and/or production in an environmentally sustainable way The full potential for the sustainable use of non-timber forest products (NTFP, e.g. coffee, bamboo, grass) and some other resources such as fish and cutting-grass may not currently be realised in BMNP. Harvesting and management of natural resources should occur in such a way as to Section D Sustainable Natural Resource Management Programme 60

enhance and foster replenishment of the resource. Furthermore, the use of resources in BMNP is currently taking place at only a local level as there is little or no access to more distant markets or any associated economic benefits or added value. However, in other parts of Ethiopia and other countries, products such as forest coffee or honey are receiving considerable attention among consumer markets and, in some cases, are being sold internationally. If done sustainable, it may be possible to increase the harvesting of certain NTFP in BMNP for commercial sale. With appropriate product promotion and branding, this could substantially increase the benefits accrued by communities relying on the park for their livelihoods. BMNP needs to coordinate and collaborate with initiatives by other actors, such as BESMP in the wider ecosystem and learn from external models for alternative livelihood schemes. Best management practices need to be identified for all types of resource use and written into resource management agreements for implementation by resource management groups in BMNP. The identification and rehabilitation of degraded areas should be undertaken in collaboration with the Ecological Management Programme to improve ecosystem health and increase the potential for sustainable resource use in relevant areas. Objective 3: Human settlement, cultivation and land use in BMNP planned, controlled and reduced Human settlement and cultivation inside BMNP has been increasing since the park was established in the 1970s. Some people lived or used the park before its establishment, but by 1986 the estimated population was just 2500 (Hillman 1986). At that time, three main areas were settled, principally by pastoralists: the Upper Web Valley, the western boundary, and the Harenna escarpment. All reports suggest that settlement has increased markedly in the last 15 years, since the overthrow of the Dengue Government in 1991, as a result of the management vacuum in the area. In 2003, the number of inhabitants was estimated at over 40,000, representing a 16-fold increase in 20 years (BMNP 2004). Settlement appears to have increased in all areas of the park, including remote and inhospitable areas of the afroalpine and Harenna forest. In 2003, 71 permanent and seasonal settlements were recorded in the park in six main areas, namely Gojera, Rira, Wege, Harenna, Ayida, Gama Taja, and Meskel-Haricho (BMNP 2004). Settlements in the afroalpine areas of Web Valley, the Central Peaks and Sanetti are mainly used as bases for cattle husbandry by seasonal agro-pastoralists. In the Harenna forest, Gojera and other areas on the park boundary, land has been cleared for agriculture, principally barley and garlic production and recent data suggest that clearing rates are increasing rapidly in the Harenna forest. Table D1: Total households in BMNP according to the kebele in which the household is registered (BMNP 2007, unpublished data) Kebele No. households No. permanent No. seasonal No. unknown Shedem 55 43 (78%) 12 (22%) 0 (0%) Gojera 133 43 (32%) 90 (68%) 0 (0%) Gora 863 318 (37%) 185 (21%) 360 (42%) Meskel Darkena 131 53 (40%) 74 (56%) 4 (3%) Hawo 1020 996 (98%) 19 (2%) 5 (0%) Geremba Dima 299 105 (35%) 154 (52%) 40 (13%) Lachkona 19 0 (0%) 19 (100%) 0 (0%) Ayida 127 17 (13%) 60 (47%) 50 (39%) Rira 423 338 (80%) 85 (20%) 0 (0%) Wabero 4 0 (0%) 4 (100%) 0 (0%) Bucha Raya 14 7 (50%) 0 (0%) 7 (50%) TOTAL 3088 1920 (62%) 702 (23%) 466 (15%) Section D Sustainable Natural Resource Management Programme 61

Figure D4: Human settlements in BMNP showing (a) the proportion of permanent and seasonal residents, and (b) and kebele in which heads of households are registered. Section D Sustainable Natural Resource Management Programme 62

Cultivation and associated land clearance poses significant pressure on the ecosystem in BMNP, particularly in the Harenna forest and the north of the park (B & M Development Consultants, 2003). Aside from the obvious problems caused by habitat loss, unplanned and unmanaged expansion of cultivation often leads to habitat fragmentation and increased human wildlife conflict, such as crop raiding by mountain nyala, bush pigs or baboons. Erosion, pollution and increased runoff also occur when permanent vegetation is moved, leading to a change in hydrology. In association with settlement and agricultural expansion, demand for timber and wood increases both locally and commercially for building and fuel as does overgrazing. Burning of Erica forest and shrub in BMNP has become recurrent and ecologically damaging, diminishing regeneration and altering the vegetation structure and composition of this ecologically important area. The increase in dogs associated with settlement and livestock has direct effects on wildlife through competition, predation, and the risk of disease transmission such as rabies and other canine diseases to Ethiopian wolves (see Ecological Management Programme). As part of this GMP, where people are still permanently resident in BMNP, human settlement and cultivation will be reduced overall, contained, planned, and managed such that they are compatible with conservation objectives and do not impose negative environmental impacts on the ecosystem. The Zonation Plan will be implemented so that settlement and cultivation, for example at Rira, will be restricted to designated Conservation and Sustainable Natural Resource Management Zones. Local land use planning that separates wildlife and agriculture areas as far as possible is also essential to minimise the effects of wildlife on agriculture and vice versa and thus reduced humanwildlife conflict. Moreover, cohesive planning must be achieved on a number of levels, including within BMNP and with land use and development plans outside the park. The following management actions have been developed to achieve this objective. Action 3.1: Develop a detailed resettlement plan for park resident communities The first step in tackling the issue of park resident communities is to define the status of all park residents. Differences in status are based on being a permanent or seasonal park resident, whether families have second houses or plots outside the park, and their length of stay in the park. Families and their descendants who were resident prior to the park declaration in 1971 have tenure rights in BMNP. Those who have moved in more recently or who have land elsewhere outside the park do not have rights of tenure. A task force to determine the rights of park resident communities and oversee the implementation of voluntary resettlement, will be coordinated by the Bale Zone administration. This task force will develop an action plan for resettlement that follows current legislation and practice in Ethiopia and international guidelines. The action plan will incorporate the following points: How the current land certification process will be incorporated to ensure that people with land outside the park remain permanently outside the park How the current land certification process will be used to obtain land outside the park for the people who have moved into the park post-1971, but do not have land rights elsewhere and ensure that they move out of the park in exchange for secure land tenure Finding and offering urban plots (in local towns) to any current park residents who wish to move to towns Establish the entitlement of park residents to resettlement packages and the appropriate level of package Investigate what voluntary resettlement packages can be offered to those people who have pre-1971 park tenure rights in order to incentivise their movement from the park A prioritisation of park residents for resettlement based on the zonation plan and the level of threat to biodiversity and ecosystem integrity that they pose. Section D Sustainable Natural Resource Management Programme 63

This action plan will then be ratified and implemented by all relevant regional and local authorities and partners. Action 3.2: Develop and implement a zonation plan to secure both the Conservation Zone (CZ) and Conservation & SNRM Zones (C&SNRMZ) This action deals with the implementation of the zonation plan outlined in GMP Section B through coordinated resettlement. Zonation is a vital management tool that will be used to bring the current unsustainable utilisation of resources under control and thus reconcile the twin objectives of biodiversity and ecosystem process conservation and sustainable use, including tourism, of BMNP. The goal of zonation, within this GMP is to secure BMNP s Exceptional Resource Values (ERVs) whether they be in Conservation or Conservation and Sustainable Natural Resource Management Zones; the whole of BMNP. An action plan to implement zonation will be developed. Initially the proposed zone boundaries will be compared with the realities on the ground and then proceed to the revision of the proposed zone boundaries as appropriate, before up a full zone boundary description. A key initial stage of the zonation action plan will be an outreach and awareness-raising campaign to ensure that all park users, including residents, staff and tourists are understand the principles and justification behind zonation and the location of the zone boundaries. Areas will then be prioritised for initial implementation, based on degree of threat to critical biodiversity or ecosystem processes, level of human occupation and the resources available. This process will use all available data and knowledge on the level and extent of resource use within BMNP and the degree of threat imposed to the KEAs and PECs as a result of human settlement in different areas of the park. This prioritisation process should be developed and implemented in close collaboration with the EM Programme, whose role it is to monitor the state of all KEAs and PECs and threats to the ecosystem and run in concert with the prioritisation process undertaken for the development of action plans and agreements for NRM (see Objective 2 of this programme), thus these Natural Resource Management Agreements should policies, guidelines, and rules/regulations to limit growth and negative environmental impacts. The zonation action plan will be implemented in conjunction with the resettlement plan developed in Action 3.1 by the relevant regional and local partners. It will be mainstreamed into this GMP s 3-yr action plan and thus into BMNP s annual operation plans. Action 3.3: Halt growth, control cultivation and mitigate negative environmental impacts of settlements in the Conservation and Natural Resource Management Zone Facilitating an overall reduction of settlement size and growth is a priority for settlement policies and practices in the Bale Mountains area. Negotiating and agreeing on settlement boundaries to prevent further encroachment, habitat fragmentation, and habitat loss is a one step in achieving this objective, especially for the larger settlements such as Rira, Wege, and Hawo. Environmental Impact Assessments (EIAs) will be undertaken to asses the impact of settlements on ecosystem health and establish mitigation measures. In some areas, particularly in northern BMNP, settlements are causing habitat fragmentation, particularly for herbivores such as mountain nyala, and corridors between woodland habitat patches have been partially or completely blocked (e.g. across Gojera). Where animals transit and come into contact with settlements (and their agriculture), this is a source of human-wildlife conflict as herbivores graze on crops from agricultural land. Thus, consolidation of settlements within the C & SNRM Zone will be undertaken if feasible. In a number of areas in the Harenna Forest in particular, the larger settlements noted above have also developed substantial permanent infrastructure and established social services such as schools and clinics. A full audit of such settlements, including EIAs, is vital as a basis for planning and discussing measures to mitigate the effects of settlements. Settlement plans, incorporating prescriptions and guidelines on permitted activities and infrastructure and delineating a boundary Section D Sustainable Natural Resource Management Programme 64

and buffer zone, need to be discussed and agreed with local kebeles and settlement residents in these larger settlements, before agreements are legalised with BMNP. The settlement plan for each zone, including prescriptions and guidelines on permitted activities and infrastructure, needs to be incorporated into and implemented in concert with the Natural Resource Management Agreements developed under Objective 2. A prioritisation process is required annually to determine those areas in which interventions will be undertaken to control cultivation in BMNP and mitigate any associated negative environmental impacts. In particular, the extent of cultivation in BMNP needs to be documented and mapped through remote imaging, ground-truthing and participatory methods. The observed land use pattern will be assessed with regard to BMNP zonation scheme, and threats to the ecosystem will be evaluated, before priority areas for intervention will be decided. More detailed research on the environmental impact of agriculture and whether particularly detrimental farming practices are occurring will also be undertaken. Discussion with communities and local administration as to the problems and issues surrounding cultivation of BMNP needs to be facilitated so that options can be explored to manage and consolidate the extent of agriculture and type of practice. Agreements concerning the location and extent of agriculture should be incorporated into NRM agreements developed under Objective 2 and monitored/enforced accordingly. Section D Sustainable Natural Resource Management Programme 65

Tourism Provision and Management Programme Section E Tourism Provision and Management Programme 67

Tourism Provision and Management Programme Programme Purpose: Tourism in the Bale Mountains developed and managed to improve the conservation of BMNP s exceptional resource values, to create livelihood opportunities for park-associated communities and to benefit the country as a whole whilst creating greater understanding and support locally, nationally and internationally Tourism Provision and Management Programme Strategy Worldwide, tourism is making a significant contribution to development, combating poverty and the management of natural resources. In one-third of developing countries, tourism is the largest industry and in 49 of the least developed countries tourism accounts for more than 50% of the GDP. Even in Ethiopia, a country with the third lowest gross national income (GNI) in the world and where tourism is relatively undeveloped, tourism contributed ETB 1.77 billion and 17% of export revenues in 2005, With 227,398, this was an 18% growth over 2004. The majority of current tourism to Ethiopia is primarily cultural and historical. As recognised within the National Biodiversity Strategy and Action Plan (NBSAP, 2004), environmental and wildlife tourism has enormous potential to contribute to ongoing tourism growth for Ethiopia (Ethiopian Tourism Commission, 2002; Muramira and Wood, 2003). A major challenge is to recognise this tourism potential whilst structuring and managing tourism development to best benefit Ethiopia and its people for the long-term. In such a volatile industry diversification of markets to avoid overdependence on any one sector is crucial. Other challenges to overcome are the preservation of important sites, the lack of community-participation and benefit-sharing, infrastructure deficiencies, the lack of tourism facilities (hotels, lodges, etc), skilled human resources and management capacity, a negative image of the country and the lack of a marketing strategy. There are many positive opportunities that exist for tourism development in Ethiopia besides its having 8 World Heritage Sites. The government has recently declared tourism a priority growth sector and created a new Ministry. Ethiopian Airlines connects Africa with the world, whilst on the ground there is new and better infrastructure (e.g. airports, roads, telecommunications and electricity). For the last 16 years Ethiopia has been largely politically stable with extremely low crime rates and it boasts the political capital of Africa. On top of all this, the wildlife tourism sector is just starting to develop its potential assisted by partner projects in some of the major National Parks. The Bale Mountains, with BMNP at its heart, are a unique natural heritage with outstanding beauty, diverse attractions and great tourism potential. Despite its wildlife, trekking, scenic, and other attractions, lack of tourism infrastructure, planning and marketing currently inhibit BMNP from fulfilling its tourism potential. A poignant example is that the Bale Mountains remains unlisted on the World Heritage List despite meeting the criteria. Currently there is little to encourage tourists to make the 8 hour trip from Addis: over 16 years, the park registered just 2,277 local and 10,896 foreign visitors and generated ETB 730,777 of income from park fees (Figure E1). Recent figures indicate an increase to just over 1000 foreigners and 170 Ethiopians visiting the park in the 12 months to July 2005. In contrast, the Simien Mountains National Park has 5000 paying tourists a year and already potentially generates enough income to cover its basic management costs. Section E Tourism Provision and Management Programme 69

Figure E1: Fee-paying visitor numbers and revenue earned from 1983-2005 (European calendar, or 1975-1997 in Ethiopian calendar) in Bale Mountains National Park. A SLOT (Strengths, Limitation, Opportunities, and Threats) analysis for tourism development was carried (Table E1) to provide input for this programme. Table E1. SLOT analysis for tourism development in BMNP Strengths Limitations Diversity of environments Beauty and vastness of environment and vistas Unspoilt landscapes Wilderness experience opportunity Diversity of birds and wildlife Well defined potential markets Create image Manage development Range of appropriate tourism segments Clean air and unpolluted environment Friendly people and little crime Range of appropriate tourism activities Opportunities New destination Planned development Private sector interest Potential growth in services and facilities Re-opening of Robe airport and new road Proactive development of relations with the travel trade Regional university tourism and language skills Private sector investment Local community tourism awareness Existing capacity to meet opportunities Training facilities Funding Lack of management control of budget and incentive to increase income Current international perceptions of Ethiopia Transport options Food availability and preparation Accommodation stock Shopping opportunities Spoken English and other languages within the local communities Weather - rain Threats Bad international press border conflicts; government activity Escalation of tensions Natural disasters droughts and floods Communities reject tourism potential Private sector work outside the park s parameters Government push for income at any cost Cultural impacts Section E Tourism Provision and Management Programme 70

Tourism can and must become a conservation tool that proactively assists BMNP management in achieving its aims. The strategy of BMNP Tourism Provision and Management (TPM) Programme is to achieve this whilst aligning the long-term development of tourism in the Bale Mountains with the programme purpose described above and with national and regional policies and action plans. It also aims to ensure that tourism provision and management is coordinated with the efforts of other actors in the area, so that an integrated and synergistic approach is ensured. Given the very recent creation of the Ethiopian Ministry of Culture and Tourism (MoCT) there are currently no finalised tourism policies. The Federal Ministry has a draft policy that is nearing completion. On ratification the Oromia Culture and Tourism Bureau (OCTB) will issue a policy in line with this federal one. To overcome this challenge the planning team included representatives from MoCT and OCTB who are involved in their respective policy drafting. Guiding Principles Local communities are stakeholders, partners and beneficiaries in park tourism and its development Tourism in BMNP will take advantage of the diverse recreational opportunities in the area Visitors should have a learning and enriching experience in order to appreciate the unique natural and cultural aspects of the area Tourism provision and management will strive to minimise negative socio-cultural impacts and to increase the participation of disadvantaged groups in tourism management and benefit sharing Tourism provision and management will have minimal ecological impact, infrastructural developments will adhere to the scale and character of the local landscape whilst also minimising their environmental (including carbon) footprint. Tourism Provision and Management Programme 10-Year Objectives Figure E2: Logical framework for the Tourism Provision and Management Programme, including programme purpose, objectives and specific objectives Section E Tourism Provision and Management Programme 71

The following three 10-year objectives provide the strategy for achieving the programme purpose: 1. Diverse ecologically and culturally sensitive tourism opportunities provided in BMNP in partnership with local communities, the private sector and government 2. Efficient, effective and adaptive tourism management systems, that enhance visitor experience, devised and maintained. 3. Community participation and benefit sharing opportunities in BMNP tourism developed and established as core to BMNP tourism provision and management. A series of 10 year management specific objectives and associated actions have been formulated for these management objectives, and are described below and in Figure E2. In addition, a brief description of the relevant management issue or challenge is included, providing the justification for the actions. The 3-year action plan for the TPM Programme, which lists the activities, input requirements, priority, responsibilities and timeframe for carrying out the actions is included in Section H. Objective 1: Diverse ecologically and culturally sensitive tourism opportunities provided in BMNP in partnership with local communities, the private sector and government To fulfil its potential, tourism provision in BMNP requires careful planning and marketing. This must be coordinated with all stakeholders and so that visitor expectations and demand correspond with the ability of BMNP to provide an exceptional tourist experience in appropriate facilities. If enhanced marketing increases demand and expectation before BMNP infrastructure and management can deliver, then the image of BMNP tourism will be further damaged. A series of specific objectives have been formulated to ensure that BMNP tourism development is planned and integrated. Specific objective 1.1: A BMNP marketing plan that creates a strong image for Ethiopia and the Bale Mountains National Park on the global tourism market developed and implemented Ethiopia and Bale in particular is relatively unknown and does not have a place on the world tourism map. Marketing is a key component of tourism development for Ethiopia, but it is in its infancy here. Tourism marketing is generally the responsibility of government authorities, where the technical expertise is placed and indeed strategic development planning is currently underway at the MoCT. The ability of BMNP management to direct and develop marketing is limited, however liaison, information sharing and the development of innovative publicity materials targeting appropriate markets are key. Initially the target market (i.e. the likely tourists that will be attracted to BMNP and within that the type of tourists that BMNP wishes to attract) must be identified and understand. Then promotion, marketing, infrastructure and systems can be developed appropriately and safeguards to protect the conservation of BMNP s ecological, social and cultural ideals designed for every stage of development. This will ensure that the right kind of tourist with appropriate values and expectations is attracted to BMNP. Following on from this, tourism marketing for BMNP will be able to place it strategically within the tourism market and then determine the market segmentation. Action 1.1.1: Define the primary target markets for BMNP tourism The unique features of BMNP must be determined to position it effectively within the tourism market. Then the potential tourism markets need to be investigated to establish their needs and develop a planned visitor profile. Types of accommodation required, seasonality and supply Section E Tourism Provision and Management Programme 72

channels must all be identified for each tourism market. Once potential markets have been explored, market segmentation must be determined and thus the primary target market that provides the best balance between with the conservation needs of BMNP and the economic needs of management, local communities and private sector investors, must be chosen. Action 1.1.2: Create and use BMNP s corporate image and tourism message A corporate and marketing image for BMNP must be created and once defined, must be used consistently in all forms of communication, such as uniforms, signs, literature and the website (www.balemountains.org). Activities under this action must therefore be carried out in conjunction with activities under the park operations and other programmes. Action 1.1.3: Develop and implement a realistic 5-year marketing plan to work with private sector operators, Government, partners, donors, tourism agents and other actors This marketing plan must focus on developing a tourist market that is compatible with the purpose and ethos of BMNP. Implementing the marketing plan must be coordinated with tourism development activities so that the levels and segments of tourists arriving match the provision of services. This will also require close cooperation with tour operators, travel agents, guide books, travel magazines, airlines and other appropriate tourism sites as well as with other commercial and government marketing organisations. Appropriate literature and promotional materials must be developed; BMNP website (www.balemountains.org) must be created and regularly updated to incorporate marketing materials and links to other websites and other efficient distribution channels must be identified and developed. BMNP may also need to produce material for tourism and trade fairs, as part of broader tourism promotional activities being undertaken by the MoCT. Booking systems may need developed, with other stakeholder, to assist community-run initiatives to operate. Specific objective 1.2: A strategic tourism provision plan for BMNP developed, implemented and regularly updated The tourism provision plan should review the challenges and opportunities facing tourism development in BMNP, identify potential tourism products and finally the infrastructure types of investments needed to develop and sustain them. The plan should also draw up guidelines for tourism best practice in the National Park. This plan must be integrated with tourism development in the wider zone and region, particularly with strategies and actions of the OCTB, the Bale Zone tourism office and BESMP. Detailed planning for tourism provision requires professional expertise and is beyond the scope of this GMP. However, some of the planning steps and information that is required for planning are laid out in the following actions. Action 1.2.1: Develop and implement a strategic and action plan for the provision of tourism facilities, services and activities Professional expertise must be sought to help develop a tourism provision plan that includes specific actions for developing appropriate tourism facilities, services and activities. Key stakeholders, including OCTB, MoCT, Adaba-Dodola Trekking guides, local communities, potential private sector investors and donors, BESMP, tourism agents and other relevant government offices must be consulted and included where necessary. Identifying challenges and opportunities is the first key step in any planning process, thus these actors and stakeholders will review in detail the SLOT analysis (Table E1).The developed plan will lay out guidelines and regulations laying out permitted tourism activities and types of accommodation according to the Park Zoning Scheme, thus specifying the desired carrying capacity of the area, with timeframes for the development and commencement of operations. The type and quantity of tourism that can be sustained in the park, without negative social-cultural and environmental impact, must be reviewed and estimated as part Section E Tourism Provision and Management Programme 73

of the plan. This assessment should strive to find an optimal balance between benefits flowing from tourism to the park, communities and other stakeholders, and ensuring that tourists experience a quality visit to the area. It will not be possible initially and probably also in the long term, for all communities living in and immediately adjacent to the park to participate equally in tourism development. This may arise, for example, due to differences in community location and thus suitability for tourism, differences in community composition and interest. In addition, plans will take some time to implement, thus prioritisation of interested communities must be undertaken. A community stakeholder analysis for tourism must be incorporated to identify well placed and interested communities, beneficiary groups and potential partners, so that priority areas for community tourism development can be identified within the plan. Figure E3: Trekking map of the Bale Mountains Action 1.2.2: Develop trout fishing related tourism opportunities In 1967 five hundred fingerlings each of Rainbow and Brown Trout were introduced in the Danka and Web rivers respectively (Blower 1971). In 1969 it was shown that the fish had begun to breed successfully which stimulated the formation of the Bale Fly Fishing Club. The rainbows did so well that stock was taken from the Danka and introduced into seven other streams. The large size and quality of the fish attracted many people to join, and by 1973 the Club had established an international reputation with many overseas members. Between 1970 and 1975, when the Club was disbanded, it is estimated that over 10,000 fish were caught by sport fishermen who spent significant sums of money. Since then there has been no formal management of the fishery, which is exploited mainly by villagers. Nevertheless the trout continue to breed and tourist fishermen are still successful, particularly in the Web, Danka and Shaiya rivers. Trout fishing has enormous potential to provide revenue for the park and associated communities. This requires liaison with other stakeholders in the area to develop trout-fishing regulations, to set Section E Tourism Provision and Management Programme 74

quotas, to establish a fee system and to identify potential beneficiaries. In particular the tourism development plan should incorporate all of the potential services associated with trout fishing. Specific objective 1.3: A tourism-friendly environment in and around the Bale Mountains developed and maintained Ethiopia has a reputation for low standards of tourist provision and ambivalent attitudes of tourism providers to international tourists. Tourists complain about adequate infrastructure and hygiene levels, as well as the attitude, unhelpfulness and inadequate knowledge of service staff. Interactions with the general public are often marred by begging and insensitive pointing, staring and shouting that would be otherwise locally unacceptable. Most guide books to Ethiopia include comments to this effect.. However, in areas where responsible tour operators have been active, a marked change in attitude and practices is evident. The creation of a tourism and tourist-friendly environment in the Bale Mountains must be a cornerstone of tourism development in the area. Action 1.3.1: Provide tourism awareness training and publicity campaigns for the local communities in and around park A Tourism Awareness programme for the communities in and around BMNP will be instigated in partnership with OCTB, MoCT and others. The attitude of children to tourists is a key focus of this action. BMNP must work with local teachers to develop tourism friendly behaviour in children in the area, their approach must change from begging and shouting to one where they greet visitors politely and do not crowd and stare when tourists are in public places. Working with community leaders, youth and women s groups will help to reinstate traditional values and attitudes. In addition, publicity should cover topics to increase understanding of the lives and origins of tourists and how to deal with cultural differences. This will ensure that tourists are seen as people with shared rights rather than just financial opportunities. Action 1.3.2: Train tourism providers to attain the standards required for international tourism, including hygiene levels Standards of general hygiene and toilets in particular, are a common problem for tourism provision in Ethiopia, even in most upmarket establishments. Older tourists may be unused to squat toilets, and may not have the leg strength to use them, thus operations dealing with this type of visitor must be able to provide seated environmentally sensitive toilets. Good hygiene can also be a problem and many visitors suffer from stomach complaints after eating in local food outlets. BMNP must work with health services and tourism providers and other stakeholder to raise hygiene standards. Action 1.3.3: Work with other stakeholders to improve tourism access to the Bale Mountains A key issue for tour operators is that access to BMNP is relatively poor, with bad roads and no internal air flights from Addis Ababa. In addition, tourists may have to return the way they arrived, reducing the diversity of experience. Whilst work has just started to surface the main access road with asphalt, BMNP can work with other actors and stakeholders in the short term to form a lobby group to attempt to get the air service to Robe/Goba resumed. Further work might involve encouraging the development of further tourist destinations and routes in the area. Action 1.3.4: Integrate visitor interpretation into park infrastructure development A major education/interpretation/resource centre is being planned for near BMNP HQ. This falls under the Outreach Programme. Within the lifetime of this GMP interpretation points should be planned for development in other areas. For example, an interpretation point in the Harenna forest could help increase visitors to this area and increase their time spent in the park. Welcome points where visitors pay park fees, such as the one recently constructed near the park gate in Dinsho need to be created in other areas. These would be the ideal site for a range of information on organising treks, local transport, fishing, park regulations, local culture, accommodation and food Section E Tourism Provision and Management Programme 75

available in the particular area. It could also potentially house a shop that sold or made available both park publications such as guidebooks, maps and postcards and perhaps local artefacts and products. Action 1.3.5: Assess, plan and produce interpretation materials Currently, there is little high quality information readily available for visitors to the Bale Mountains, whether internationally, within country, or within the park. The internet is now the first port of call for many international visitors contemplating a visit to the area. The official park website (www.balemountains.org) will be launched in the first year of this GMP, whilst further information can be gleaned from private operators sites and the Adaba/Dodola Community Tourism website, www.baletrek.org. Links between www.balemountains.org and other relevant websites, e.g. OCTB, MoCT and community tourism providers must be incorporated and maintained. A relatively comprehensive guidebook was produced by Chris Hillman in the 1980s and was reprinted in 2001 by the Ethiopian Tourism Commission. This guidebook is still available in Addis Ababa, but not locally in Bale and is out of date in some respects. Another guidebook and trekking map Now out of print) was produced by EWCP and GTZ in 2002, but they are not readily accessible. They both contain park regulations. Flyers with visitor information on the park were produced by FZS in 2005. However, all these publications are in English and thus inaccessible to most local visitors. Information and promotional material on cultural sites outside of the park, which are additional destinations for visitors, could also be improved. For example, whilst recent guidebooks mention both Sof Omar caves and the Wabe Shebelle Gorge, there is little information available on the Sheik Hussein religious site further north. Application for inclusion of both Sof Omar and Sheik Hussein as World Heritage Sites are being prepared and could be BMNP s application (see Outreach Programme). Action 1.3.6: Ensure park-managed tourism centres and facilities meet the highest quality standards Some tourism facilities will be managed by BMNP, such as the interpretive centres, toilets and possibly some campsites. Maintenance of hygiene and service standards is a recurring problem in many parks in developing countries, and steps must be taken by BMNP to improve on its current standards. The Tourism Code of Conduct must be distributed to all visitors and tourism operators. Objective 2: Efficient, effective and adaptive tourism management systems that provide an enhanced visitor experience, devised and maintained Specific objective 2.1: BMNP tourism department has the capacity to deliver and manage an exceptional tourism experience In all countries with successful tourism industries, the private sector is a key component and driving force for the provision of tourism opportunities and services. For example, in Kenya and Tanzania, the National Parks Authorities do not provide tours or run hotels and outsource all such activities on a lease basis. In South Africa, the National Parks Authority has taken this approach and is now outsourcing tourism provision. National Governments, whilst critically important in promoting their national treasures and regulating tourism industries, are typically very poor at providing profitable and high quality tourism services. The primary role of BMNP management will be to develop policy, guidelines, monitoring and enforcement of tourism activities. The tourism services will be provided by the private sector or community groups, under agreement with BMNP management. Within the development plan, there could potentially be some mountain huts or campsites where BMNP have some management role. Section E Tourism Provision and Management Programme 76

Action 2.1.1: Ensure all staff undertake and regularly update training on tourism awareness and customer care BMNP staff, from cleaners to warden, have a clear, self-identified capacity gap of understanding tourists, the tourism industry and tourism management. Training courses for all staff, not just frontline staff, need to be developed and carried out urgently. Staff should also be fully updated on the TPM Programme, policies and developments in BMNP. Action 2.1.2: Develop and implement lease concession procedures, standards and agreements for private and community stakeholders Currently, there is no transparent procedure for deciding locations and type of tourism concessions in BMNP, or for how to apply for them. Standard procedures to develop tourism concessions, whether for communities or private investors, need to be developed with the relevant environmental, socio-cultural and business communities. Prototype agreements with guidelines and a checklist of issues that need consideration and inclusion will be drawn up. In addition, development standards that ensure minimal environmental impact will be finalised and integrated environmental management implemented. Specific objective 2.2: Tourism provision monitored, evaluated and appropriate actions to mitigate negative impacts or enhance provision adopted Action 2.2.1: Develop and implement tourism administration and information systems As tourist numbers increase, tourism administration systems need to be developed that support and inform BMNP tourism management actions. Computerised revenue collection, tourist management, visitor evaluation and satisfaction surveys, regulation enforcement systems and tourist movement monitoring will be developed as a basis for efficient and adaptive tourism management. This information will be collated and bi-annual reports disseminated to relevant stakeholders. Action 2.2.2: Design and establish systems for monitoring and mitigating the environmental and cultural impacts of tourism facilities and activities Whilst tourism can clearly bring enormous economic benefits to individuals, communities and nations, as well as for the conservation and management of natural resources, there are often drawbacks associated with an influx of relatively wealthy visitors to an area. Most frequently, a high level of visitor use can have a direct impact on the quality of the environment they have come to enjoy. For example, tourism overuse can degrade roads and tourist sites, produce waste and litter and can use water that is essential for natural hydrological processes. Moreover, exposure and contact with people from other countries, whilst beneficial in many ways in introducing and widening the horizons and knowledge of local communities, can have a detrimental impact on the culture and social wellbeing of communities. Begging children and the erosion of core community values are clearly undesirable side-effects of tourism. With globalisation increasing rapidly, tourism development must be sensitively managed with due forethought to such negative impacts. The development of tourism in BMNP must be carefully planned and regulated, with mitigation measures designed and implemented to reduce adverse impacts on both the exceptional resources and surrounding communities. Thus an auditing system to review the environmental, social and cultural effects of all proposed objectives and actions will be developed and embedded in BMNP tourism management. Section E Tourism Provision and Management Programme 77

A Visitors Code of Conduct has been drawn up to minimise both environmental and socio-cultural impacts of the tourism: Golden Rules of Tourism in the Bale Mountains Welcome to the Bale Mountains National Park. We hope you enjoy your stay and can contribute to the conservation of this unique and living natural heritage. You can help park management and the environment, animals and habitats you will see by observing a few simple rules. These Golden Rules are designed to manage your impact on the park and communities and also enhance your safety and enjoyment. Remember that everyone in the park, including you, has a responsibility to adhere and enforce these Golden Rules. Don t be afraid to gently remind other park users! Be safe! Do not take risks with your personal safety in the park by climbing or walking in dangerous areas. Please follow the advice of your guide at all times and stay in designated areas. Respect other park users Other people have a right to use BMNP, whether scientists, local inhabitants or other visitors. Please ensure that your interactions with other people are respectful of their work and culture. Do not encourage begging behaviour from anyone, especially children. Giving anything, from money to unwanted water bottles is prohibited in the park. But please do greet everyone you see with a smile and a wave! Don t forget to pay your park fees! Remember these help park management conserve this unique place. Make sure you pay only at officially designated sites and provide all required information to help with record keeping and in the interests of your safety. Accept only officially stamped and numbered receipts. Drive carefully in the park If viewing wildlife from a vehicle, please keep to tracks, drive slowly and do not drive when the ground is very wet. Do not use mobile phones outside of accommodation facilities. Wild animals always have right of way. Do not bring any domestic or exotic animals or plants into the park Please ensure that you do not unknowingly bring any exotic plants or their seeds into the park. Exotic plants are a major threat to the environment. Do not consume wildlife or purchase wildlife products when in the park or in parkassociated communities Make sure your environmental impact is minimal Do not damage any vegetation or animals in the park and do not collect any native plants or animals. Remember to: Take out all litter that you produce Litter can both harm animals and people and is also extremely unsightly. This is especially true of cigarette butts which often kill birds that mistake them for food. Please dispose of rubbish at your accommodation or at designated BMNP collection points. Camp only in designated areas Take care with fire Section E Tourism Provision and Management Programme 78

Please be very careful with cigarettes or matches, or when lighting fires. Accidentally started fires are a major threat to much of the Bale Mountains vegetation. Campfires are only permitted at authorised campsites. Fuelwood must be brought into the park and be from a sustainable source. Allow animals to behave naturally without disturbance Many wild animals become distressed when approached too closely by people or vehicles. Keep noise to a minimum and never try to attract animals attention. Do not use non-biodegradable soaps or detergents in the natural water bodies Use toilets where provided or bury waste at least 50m from water Enjoy your visit or interaction with local communities Dress modestly, especially when bathing Bathe and toilet only in community designated areas Avoid open displays of affection in villages this is not customary in rural Ethiopia. Enjoy any food or drink offered, Try to make sure that the hosts have sufficient for themselves, and please avoid becoming drunk and loud. This could be both offensive and frightening to your hosts. Do not try to push your religious beliefs on other people. Men should be respectful of local women at all times. Do not hand out expensive gifts or money to individuals This will encourage begging and may cause local conflict. If you wish to donate money to the community, please ask the advice of guides, or village elders or contribute to BMNP Community Development Fund Do not hand out unwanted water bottles or other items to individuals, This will also encourage begging and negative interactions with future visitors Please follow set prices for services such as horse hire Negotiation will create uncertainty and unpleasant relations. Guidelines can be obtained from the park office. Ask permission before you take photographs. Please do not pay for photographs as this encourages begging and creates unpleasantness between visitors and the community. Only buy everyday handicrafts such as baskets, mats, spoons, Do not buy family heirlooms as these are an important part of the cultural heritage. Action 2.2.3: Establish adaptive management system to link visitor experience to management action Visitor surveys and feedback collected as part of tourism provision and infrastructure monitoring must be taken into account in order to improve the quality of the BMNP tourism experience. Informal feedback forms should be available in every tourism facility and submitted to the Tourism Department and then considered at regular Tourism department meetings and at quarterly and annual planning meetings. Section E Tourism Provision and Management Programme 79

Objective 3: Community participation and benefit sharing opportunities in BMNP tourism developed and established as core part of BMNP tourism provision and management Involving communities directly and indirectly in tourism, in a culturally and socially acceptable manner, is a key tenet of tourism development in BMNP. It is important to ensure that communities are taken into consideration in any partnerships between BMNP and private investors, for example by ensuring local staffing, the purchasing of local produce and services, and benefit sharing. Additionally, community tourism development is a growing area and there are a number of such initiatives within Ethiopia and the wider region. For example, TESFA, an Ethiopian NGO, have developed visits to communities around Lalibela in northern Ethiopia and GTZ have been involved in developing community horse-trekking in the Adaba-Dodola and Wenchi areas. For local communities to become central partners in BMNP tourism provision and management, the following actions have been devised. Lessons learnt from other initiatives illustrate that considerable capacity building within communities needs to be carried out in order for them to participate in an equitable and sustainable way. Steps to ensure that local communities have the knowledge and skills to become proactive and equal stakeholders and partners are laid out below. Action 3.1: Provide and facilitate training, guidance and support to enable communities prioritised for tourism development to fully understand opportunities and make considered and viable decisions on tourism provision The Tourism Awareness campaign from Action 1.3.1 will be further developed in prioritised communities to ensure that they are fully aware of the positives and negatives of tourism development. Expectations of the potential benefits of tourism development will be managed by explaining predicted incomes and impacts. Discussion on tourism options and opportunities and the types of tourists that can be expected will be held. Where necessary, specific training and site visits will be held. Training should include the use of concession agreements to benefit all parties. Examples of other agreements must be reviewed for suitability and to ensure that a fair deal is obtained for all both communities and BMNP. A prototype agreement, compatible with NRM agreements, the legal framework, BMNP and local government must be drawn up together with these relevant communities. This will be a valuable training and trust building exercise and it can then be used in the pilot areas. Action 3.2: Assist communities in setting up and implementing tourism management, governance and benefit-sharing structures i.e. Community Tourism Development Committees, in partnership with BMNP management Currently, there are no structures or bodies within communities to develop and manage tourism and which can interact with other stakeholders, particularly BMNP management to represent community interests. Prioritised and Interested communities will be facilitated to set up Community Tourism Development Committees (CTDCs) with the capacity to govern and manage tourism concessions and benefit sharing mechanisms. Action 3.3: Work with CTDCs to develop tourism opportunities including concessions where possible The first step will be to review community tourism models in Ethiopia and the wider region to investigate what realistic development options might be appropriate for BMNP. These reviews must be discussed with the relevant communities for suitability and feasibility. Possible concessions must meet the needs of the tourists and the community to have a chance of success and they must have accessible and transparent structures and booking systems. Section E Tourism Provision and Management Programme 80

Specific concession agreements for proposed tourism developments must then be drafted. These will detail quality standards and have implementation and monitoring systems for achieving and maintaining quality. These should be tied to NRM agreements where appropriate. The next stage will be to support the CTDCs to elicit funding for developing the identified tourism concessions. Potential donors will be identified and technical advice and help with application procedures given. Action 3.4: Facilitate tourism-relevant training and skills development for community members in prioritised communities A range of training and skills development will be required from basic financial management, interaction with tourists, hygiene maintenance, food provision etc. Experience sharing visits to and from other community enterprises such as Adaba-Dodola and TESFA initiatives will be valuable. In addition, links and opportunities provided by initiatives of other actors in the ecosystem, particularly OCTB, Bale Zone tourism office and BESMP need to be closely coordinated, Action 3.5: Work with local communities to explore and exploit the potential for marketing local artefacts Wherever possible local communities must take additional advantage of economic tourism opportunities through marketing local artefacts. Communities that can or will come into contact with tourists must be identified. Similarly artefacts that could also be sold must be identified. These currently include inter alia basketware, cow horn spoons and decorations, and wooden food storage containers. Opportunities for tourists to buy these artefacts in a mutually respectful way must be identified. Section E Tourism Provision and Management Programme 81

Park Operations Programme Section F Park Operations Programme 83

Park Operations Programme Programme Purpose: BMNP exceptional resource values secured using efficient, modern, effective and adaptive protection, financing and management systems that are considered to be a working model nationally and internationally Park Operations Programme Strategy The park operations strategy aligns the management and development of BMNP, its infrastructure, services and operations with the above programme purpose and with regional and national policies. The principal national policy-level instruments relevant to the Park Operations Programme strategy and implementation are those relating to BMNP boundary agreement, demarcation and gazettement. However, as summarised in Appendix 3, current legislation is insufficiently detailed to give clear guidance on gazettement mechanisms. The best laid understood process for gazettement is laid out below in Objective 1 below. In addition Federal and Regional Environmental Policy, which include environmental impact assessment guidelines and Regional and Federal financial and employment policy is also relevant. The PO Strategy incorporates a set of principles designed to achieve the programme purpose and to ensure alignment with national policies and strategies, as described below: Guiding Principles Conservation of the Exceptional Resource Values takes precedence in all management actions and decisions All park operations, developments and activities, including water and fuel use, will be designed and conducted so as to have minimal environmental impact Staff will set the example of best practice as park users Best quality and high standards will be the benchmark for infrastructure and equipment procurement, construction and maintenance Park management recognise that they are providing a service to park users as well as managing resources Section F Park Operations Programme 85

Park Operations Programme 10-Year Objectives BMNP exceptional resource values secured using efficient, modern, effective and adaptive protection, financing and management systems Objective 1 Resource protection system established Objective 2 Sustainable financial plan for BMNP operational Objective 3 Modern, efficient and adaptive management and administration of BMNP established Park boundary defined and demarcated and BMNP gazetted Resettlement and zonation plans developed and implemented Park infrastructure developed and equipment procured Adaptive resource protection plan operational Integrated Environmental Management implemented Economic and financial flows of the Bale Mountains Ecosystem understood Business plan for BMNP operational Transparent and effective management structures, systems and capacity estabished Effective and secure administrative system operational Synergistic, collaborative and adaptive planning and review system operational Figure F1: Logical framework for the Park Operations Programme, including the programme purpose, objectives, and specific objectives. The Park Operations Programme 10-year objectives have been designed to address the relevant issues and challenges facing BMNP management, as identified by the park stakeholders. The objectives take into account the guiding principles for this management programme. The three objectives are: 1. Resource protection system established 2. Sustainable financial plan operational for BMNP 3. Modern, efficient and adaptive management and administration of BMNP established A series of 10 year specific objectives and associated actions have been formulated to achieve these management objectives and are described below. In addition, a brief description of the relevant management issue or challenge is included, providing the justification for the actions. The 3-year action plan for the PO Programme, which lists activities, input requirements, priority, responsibilities and timeframe for carrying out the actions is included in Section H. Objective 1: Resource protection system established Currently, BMNP management cannot protect the resources of BMNP for a number of reasons. Firstly, BMNP has never been gazetted by the government and its unclear legal status weakens its authority. Secondly, it does not have the infrastructure, equipment or human resources for effective management and patrolling systems. In the future, BMNP management should have the tools to efficiently and professionally manage and secure the park s resources. Four specific objectives have been developed to achieve this. Section F Park Operations Programme 86

Specific objective 1.1: Park boundaries defined and demarcated and BMNP gazetted A key challenge for the conservation of BMNP is the unclear legal status of the park. The Ethiopian Wildlife Conservation Organisation (EWCO) was formed in 1965 and in 1970 gained autonomous status. This gave it the responsibility to establish, develop and administer national parks for wildlife, game reserves and other conservation areas designed to provide for the better protection of the fauna and flora, and for purposes of education and scientific research [Article 3(1) of Wildlife Conservation Order, 1970]. Under this mandate BMNP was declared a National Park in 1970 by EWCO (Buer 1969, 1970). BMNP was never formally gazetted by parliament, but the boundary was later described (EWCO 1974) and it was thereafter treated as a National Park. This lack of clarity in legal status raises questions concerning the authority of park management and weakens enforcement activities. This contributes to the increasingly unsustainable natural resource use in BMNP. In addition, local communities were never involved in the creation of BMNP, although some interaction took place when boundaries were revised in the 1980s. Thus there is considerable confusion and disagreement over the current boundary, particularly as demarcation has never been carried out or maintained in the long term. That said, many older community members in the north of the park, can quite clearly point out the line of the boundary. However, even where the boundary is recognised, there is little control or respect for it. In the northern sector where some patrolling by park staff is carried out, the communities continue to dispute the boundary, claiming that they do not know its exact location and/or ignoring the boundary to use the land for grazing. In summary, there is a clear need to formalise the legal situation of the park and obtain boundary agreements with local communities, as a first step towards legal gazettement. The starting point for this process will be the boundary described by EWCO in 1974 (EWCO, 1974, Appendix 2), rather than the revised boundary in the 1986 GMP (Hillman 1986), where a small northern extension was included that was never accepted by local communities. BMNP Gazettement Process Current and draft legislation does not clearly articulate the gazettement process, but does state that local communities should be consulted during the process of boundary delineation. Legal advice obtained for this GMP, has however, given the following guidance on the process to be adopted. According to the existing legislative practice, the process of gazetting BMNP involves three stages; i. Preparation of draft legislative documents ii. Stakeholder discussion on the draft legislative documents (consensus building) iii. Adoption of the legislation. (i) Preparation The preparatory process includes the drafting of the legislation to proclaim BMNP as a park and the preparation of supporting documents. The legislation should be developed by the relevant experts, based on the existing policy and legal framework and taking into account realities on the ground and trends of development. The draft legislation shall specify, among other things; i. the boundary of the park with maximum precision ii. the administration of the park (i.e. specify the institution that shall administer the park and the specific powers and duties it shall have, that a GMP will be the guiding management document) iii. the utilisation of the park (i.e. how the natural resource of the park shall be used) iv. the activities that constitute offences (including activities associated with damaging the boundary, natural resource use, causing damage to the integrity of the park and obstruction of the implementation of the legislation) v. the institution that shall have the power to issue regulations on matters relating to the administration and utilisation of the park. Section F Park Operations Programme 87

The draft legislation needs to be supported by a short description (an introduction to the draft legislation and justification for its enactment), the cadastral map of the park, and documents (e.g. meeting minutes) evidencing the consent / consultation of the local communities and the relevant state institutions from local to regional levels to the park boundary. (ii) Consultation The draft legislation needs to be discussed and enriched by the stakeholders. The relevant federal and regional institution, NGOs, CBOs and community representatives should participate in the discussion. The final draft of the legislation shall be prepared accommodating the input obtained from stakeholders discussion. (iii) Adoption Once the legislation is formulated, it shall be presented to the cabinet through the concerned institution member to the cabinet (OARDB in the case of legislation at regional level, and MoARD in the case of legislation at federal level). If the draft legislation is accepted by the cabinet then it shall be presented to the parliament for enactment. A regulation does not go to the parliament unless it had been adopted by the council of ministers. The parliament shall organise a public meeting to obtain public opinion on the draft legislation. The legislation shall be published in the official legal gazette upon approval by the parliament. The following actions have been formulated define the boundaries of BMNP and then to gazette the park. They will be carried out with the SNRM Programme. Action 1.1.1: Develop and implement process for park boundary determination Stakeholder awareness-raising and consultations with communities adjoining the park, and federal, regional, zonal, woreda and kebele authorities will be undertaken to agree on a process for boundary definition. This will lead to an agreed action plan and guide the formation of a task force to determine a legal and agreed boundary. Maps of current boundaries and land-use will be produced to use as a basis for discussion and decision-making. Areas of dense settlement and agriculture, such as the Gojera area, Goro or Hawo areas will be considered for exclusion but additional high biodiversity or wilderness areas, such as the Medicinal Plant hotspot in eastern Angesu, or parts of the Mena-Angetu NFPA or eastern Harenna forest, will be considered for inclusion. It is anticipated that all relevant stakeholders (community, kebele, woreda and zonal) will be involved in boundary determination on a kebele by kebele basis, through meetings and discussion leading to agreement of the kebele/bmnp boundary for that kebele. That section of the boundary will then be geo-referenced together with the stakeholders, a formal written boundary description drawn up for that section that is signed by representatives of all stakeholders as a temporary byelaw. That section of boundary can then be immediately demarcated and adopted for management purposes, whilst the rest of the gazettement process is carried out. Action 1.1.2: Prepare and adopt legislation for Bale Mountains National Park gazettement Once boundaries are agreed and signed with all stakeholders, they will be demarcated and formally described. This formal description forms the basis for BMNP gazettement and is the key document required for government approval. The full process for gazettement will be clarified with the Regional and Federal Governments before being undertaken, but will follow the process described above (i.e. drafting the legislation, consultation and then adoption). Expert legal advice in wildlife relevant legislation will be required to draw up legal documents, from a combination of Federal and Regional Authorities and perhaps an expert legal consultancy. Section F Park Operations Programme 88

Specific objective 1.2: Park infrastructure developed and equipment procured Professional and effective protected area management requires quality, well designed and well located infrastructure to enhance management activities. Protected area headquarters need to provide accommodation for senior staff and scouts, storage and garage facilities, be a hub of both internal and external communications, and have sufficient office space and ancillary services. Effective Protected Area (PA) management requires regular patrolling throughout the PA and thus outposts must be strategically located to maximise patrol coverage, communication and comfort. Currently BMNP has permanent infrastructure in five areas and temporary infrastructure in two other areas. The Dinsho Headquarters, Web and Gaysay permanent camps are operational (Table F1), as well as the Gofingera and Berak temporary camps. There are thus three operational scout outposts in the Gaysay area, which is extremely inefficient. Two additional permanent scout outposts exist but are not operational, at Rira, and at Angesu on the Goba-Sanetti road in the north-east of the park. Thus there is only management in the very north of the park (approximately 5% of the park). The rest of the park is visited rarely or not at all. This management vacuum is contributing to resource degradation. A park infrastructure development plan, based on Table F1 is outlined in the following actions and in the 3-year action plan. Outpost development plans will be aligned with increases in staff numbers and with administrative zone boundaries. Figure F2: BMNP park infrastructure Section F Park Operations Programme 89

Table F1: Park infrastructure and requirements Area Existing Required HQ Web Horse Camp Gaysay Rira Sub HQ Angesu Berak Gofingera New outposts (Potentially Shisha, Hawo, Kotera, Sanetti, Ayida and Morebawa) New offices Old offices Tourist reception centre Warden accommodation Poor expert accommodation Poor mid-level staff accommodation Inadequate stores Basic campsite Stables for 25 animals 2 Accommodation sets Horse guard room 4 Accommodation sets Kitchen Toilet 4 Accommodation sets 1 toilet 4 Accommodation sets 1 toilet 2 temporary accommodation sets Kitchen 2 temporary accommodation sets Kitchen Senior staff housing and power (some under construction) Mid-level staff housing as agreed More office space with a meeting room Store (under construction) Garage (under construction) Office waste disposal Office ablution block Communications (VSAT, radio room) Tourist ablution block at reception centre Basic toilet at campsite Toilet Waste disposal Upgraded toilet and waste disposal Horse stabling Power and radio room Office Kitchen Power and water Senior staff accommodation Small office + bunkroom visitors/researchers Security fence Livestock holding pen Store Waste disposal system Horse stabling Radio room Control point/checkpoint Horse stables Kitchen Power and water Security fence Livestock holding pen Store Waste disposal system If retained: as below for outposts If retained: as below for outposts Accommodation for 4-6 scouts Kitchen, ablutions, store, security fence Waste disposal system Power and water Control point (Shisha) Action 1.3.1: Build Park infrastructure A building plan supported by FZS is already underway and new offices that have been empty for ten years are now occupied and functioning. Additional accommodation for senior staff will be completed in 2007. Subsequent building plans for the Rira sub-headquarters and further outposts in the south of the park are outlined in the action plan but will need revision as staff levels increase. Section F Park Operations Programme 90

Park infrastructure development plans must also be aligned with the implementation of the park zonation and park boundary agreements. Action 1.3.2: Maintain, plan and construct management track network A track network will allow access for management, research, monitoring and tourism, as well as enhancing the safety of park users. In addition to the public all-weather road across the Sanetti plateau, there are some tracks for game viewing in the Gaysay area and a 4WD track into Kotera in the Web Valley from HQ. This track is maintained by EWCP, but under constant use and damage by livestock. Seasonal access to western Harenna may be possible along an old loggers track, whereas the tracks built by Food for Work programmes in the 1980s from Kotera to Morebawa and the Sanetti Plateau have been rarely used and are impassable except by motorbike. Management and tourism requirements will be assessed and a road and track network planned, built and maintained accordingly. Action 1.3.3: Improve and maintain signposting Signposting in BMNP is inadequate: most existing signs are old, of poor quality or badly positioned, and in many areas (e.g. all the south of the park), there are no signs. A corporate identity for BMNP will be designed (c.f. Tourism Provision and Management Programme) to be used on signposts. Professional and high quality signs will be placed wherever the park boundary crosses roads and in other relevant sites. Signposting at HQ will be upgraded and park regulations strategically posted. Appropriate and innovative signposting will be used to improve marketing and interpretation within the park. Action 1.3.4: Procure and maintain sufficient field and office equipment, vehicles and communications systems Scouts have little functioning field equipment for mobile patrols. They require adequate camping equipment, uniforms, cold weather clothing and technical equipment (binoculars, GPS, compass, first aid kits), which will need to be replaced throughout the life-time of the GMP. The firearm complement needs to be regularly assessed, repaired and refurbished and non-functioning weapons decommissioned. The requirement for other equipment to apprehend those contravening park regulations will be assessed. Although some new computer hardware has been recently purchased by projects working in the park, further computers and office equipment, such as software, a photocopier, a scanner and digital cameras are required at HQ and, to some extent, at Rira sub-hq. BMNP currently has three 4WD vehicles but inadequate budget for running costs and maintenance. The Rira sub-hq will require one of these vehicles. Motorbikes or quad-bikes could be used supervisory staff (e.g. Chief Scouts) to check outposts and patrols. FZS have recently purchased horses and associated equipment for patrolling, but future purchases and replacement will be necessary as staff numbers increase. A tractor should be purchased for general park maintenance, particularly of tracks. Improved communication systems are a priority for BMNP. Phone and fax systems are essential for HQ and, with expansion of the internet, a satellite internet connection is required for efficient communication and information searches. The park also requires a HF radio system for HQ to communicate with distant outposts and the sub-hq, and a VHF radio system for outposts to communicate with patrols. This requires experienced network design to ensure good coverage, licences and rental of frequencies from the federal governments, and equipment purchase and installation. Once the cellular phone network is functioning, mobile phones could be provided as a back-up to each outpost where reception is available. Section F Park Operations Programme 91

Specific objective 1.4: Adaptive resource protection plan operational There is no current resource protection, staff deployment plan or patrolling plan for BMNP. A comprehensive patrolling system that takes into account increasing scout numbers and encompasses the whole park must be developed. Action 1.4.1: Develop and implement operational patrolling system, taking into account scout numbers and community based resource protection systems A patrolling system must maximise efficient deployment of staff whilst covering as much of the park as possible, as frequently as possible. Given the severe constraints of scout numbers in BMNP, a prioritisation assessment taking into account ERVs, threat types and levels and thus level of protection required, will be undertaken. The resource protection system will incorporate a feedback system for incident reporting, a ranger based resource monitoring system and administrative zoning. Law enforcement procedures will be developed in consultation with local police and judiciary. Scouts will then be trained to understand the powers and protocols they have at their disposal in the field. Action 1.4.2: Obtain support from local administration, communities, police and judiciary for resource protection Local stakeholders in each woreda, including administration, communities, police and judiciary are essential partners in a resource protection system. They must therefore be fully aware of all resource protection operations, modes of activity, legal and technical issues and there must be full agreement and understanding of the prosecution system and procedures. Focal point of contacts for discussion of resource protection issues between BMNP management and these stakeholders must be established for efficient communication and cooperation, followed by ongoing discussions and appropriate training. Furthermore a database for following up the results of actions and prosecutions must be constructed and used in monitoring the outcomes of infringements Action 1.4.3: Stop small scale commercial timber and charcoal extraction and larger scale extraction by commercial sawmills Wood extraction is occurring at an alarming rate in BMNP. Wood is mainly used for household and commercial firewood provision in rural and urban areas, for fencing, for building and, of less concern, for beehives, household and agricultural implements and for ceremonial and fumigation purposes. In the Harenna Forest, ancient Giant Erica stands, that will take centuries to recover, are being cut daily for stock fences. Charcoal is also produced in the Bale Mountains, apparently at increasing rates, although the scale of this activity is unknown. Further information is required on the extent and location of small scale timber and charcoal extraction, for example in Shaiya, Harenna, Gaysay, Adele and Angesu areas of BMNP. Further information is required on the location of any commercial timber extraction from BMNP, particularly whether the government sawmill in the Dolo Mena is involved. Once data on commercial extraction is collected and mapped, the resource protection and patrolling plans of BMNP and communities can cover these areas and activities. In the interim, liaison with communities, local administration, police and judiciary concerning laws regarding pit saws, chainsaws and timber extraction, the park boundary, park regulations and increased enforcement is required. Action 1.4.4: Monitor and control illegal wildlife hunting and fishing Some illegal hunting of wildlife for bushmeat occurs in BMNP, particularly in the forest areas. Mountain nyala are sometimes killed for crop raiding and there are also anecdotal reports that some wildlife products are used in the Bale Mountains, although best knowledge suggests this is not currently a major issue. With wildlife extraction currently low, the implementation of good record keeping is a priority so that effective systems exist to promptly identify any possible future increase. Additionally, liaison with government agencies such as judiciary, police and local government offices can be improved to assist with monitoring and control. Section F Park Operations Programme 92

Specific objective 1.5: Integrated Environmental Management of park developments and activities implemented Integrated Environmental Management (IEM) refers to a functioning and adaptive system for mitigating the negative environmental effects of development activities. The typically begins with an Environmental Impact Assessment (EIA) but then includes an adaptive system for that development site that implements the mitigation measures recommended and monitors their implementation and effectiveness. Action 1.5.1: Develop and implement Integrated Environmental Management (IEM) policy, guidelines and operational procedures for BMNP Although federal and regional environmental policy and legislation include sections on environmental impacts these have not been implemented at park level. The first step to minimise the environmental impacts of park management and thus fulfil the PO guiding principles is to develop guidelines for IEM that draw on federal and regional policy and regulations, and examples from other similar organisations. Overall BMNP IEM policy and guidelines will need to be integrated fully into park planning and management, including zonation prescriptions. All future management operations and park developments will adhere to this policy. Action 1.5.2: Assess and retroactively mitigate the environmental impact of existing park development, including quarries, building and roads Existing BMNP infrastructure and other developments were not assessed for their environmental impacts. Thus these developments must be retroactively assessed and mitigation measures suggested. Over time these must be implemented and the changes in the environmental impacts of the developments regularly assessed. Special attention may be required for Ethiopian Road Authorities quarries and roads inside BMNP, particularly the new road across Gaysay. Objective 2: Sustainable financial plan for BMNP operational There is no doubt that financial resources provided for the management and development of BMNP are inadequate. Prior to 2004, the park received an annual operating budget of less than 100,000 ETB from the federal and regional treasury in order to run all patrolling, monitoring, environmental education, community outreach, park development, maintenance, lodge management, tourist development and other park operations and administrative activities. Larger budgets are repeatedly requested, but even in 2006, when the park operational budget was 166,374 ETB, excluding salary costs, this was just 40% of that requested. A global survey of protected area budgets and staffing level, carried out by the World Conservation Monitoring Centre in 1996, revealed that worldwide mean budgets for protected areas were $893/km 2, with a mean of $257/km 2 in the eastern Africa Region. The report suggested that $526/km 2 were required in developing countries for effective management, although in 1988 another study put this figure at $200-230/km 2. Figures for Ethiopia were estimated at just $5/km 2 in 1996, the third lowest for any country in the world. In 2006, the total budget for BMNP had been increased to some 303,000 Ethiopian Birr (34,500 USD), including salaries. Backtracking, and assuming 5% annual increase since 1996, this would represent a value of around 186,000 ETB ($21,189) in 1996. This figure is just 2% of that estimated to be required for effective management and, at $9.6/km 2, is also dramatically below the average both for developing countries and eastern Africa. Securing sustainable financing for protected area management is now a key objective in the international conservation sector. In order to organise the many ideas and sources of funding, Section F Park Operations Programme 93

BMNP must be well organised and focused. One of the key methods to achieve this is business planning. The concept of business planning for conservation in Africa is now well entrenched through the Conservation Finance Program of the Wildlife Conservation Society (WCS) and the World Conservation Union (IUCN). Conservation business plans have been developed for the wildlife sectors of Madagascar and Rwanda, and the forest sectors in Uganda and Rwanda (GoU, 2003; Moyini, 2005). Protected Area business planning is an objective of the current GEF-PASP for Ethiopia (FDRE, 2005). The following specific objectives have been devised to fulfil this objective. Specific objective 2.1: Economics and financial flows of the Bale Mountains ecosystem understood BMNP and its greater ecosystem provide a host of benefits on local, national and international levels. However, little is known about the true value of these services that the ecosystem provides to different stakeholders although the value of the water services alone are expected to be considerable. The costs and benefits of ecosystem services are often misaligned: those who bear the short-term costs of preserving the ecosystem do not receive an appropriate share of the benefits and therefore have little incentive to preserve it, while those that benefit from the ecosystems often pay little or none of the costs. This misalignment of costs and benefits leads to natural resource degradation. Action 2.1.1: Quantify the value of ecosystem goods and services and identify the relevant beneficiaries A first step in generating financing systems for BMNP, which could potentially finance the realignment of costs and services, is to estimate the value of the ecosystem, its biodiversity and the services that it provides. Ecosystem goods (e.g. forest products, grazing, water supply, and recreation) and ecosystem services (e.g. water provision, flood prevention, climate stabilisation, and biodiversity maintenance) obtained from BMNP can be assessed using livelihood assessment and economic valuation methods. The beneficiaries and the total values of the goods and services that they receive must also be identified. This will provide the foundation for subsequent activities that might secure appropriate payment. Action 2.1.2: Increase capacity of BMNP management to understand and promote Bale Mountains ecosystem services and related conservation economics It is vital that BMNP staff have the knowledge and understanding to explain and promote BMNP s value through the goods and services that it provides. Typically government bodies are measured by financial returns. In the case of BMNP its value will only be properly understood once a total economic valuation of goods and services has been completed. In the meantime BMNP staff must be able to justify its importance based on this model. They must also communicate these values to local stakeholders. Specific objective 2.2: Business Plan for BMNP operational Efforts to increase revenue generation will be internal, external or through innovative sustainable financing initiatives. Internally efforts will be made to increase government budget allocation by justifying the increased commitment to safeguard the total ecosystem value. Other internal mechanisms will include better use of funds and improved financial management systems. Nevertheless it is still extremely likely that core budget will be insufficient. Thus additional funding must be sought from a variety of sources and capacity increased to identify, secure and manage these funds. Section F Park Operations Programme 94

The following actions have been devised to pull together these potential initiatives to coordinate them through a business plan for BMNP, and to investigate certain already identified potential options in more detail. Action 2.2.1: Develop and implement business plan for BMNP The key elements of a protected area business plan includes articulation of the sustainable funding options for the sector with detailed elaboration of the funding situation, gaps and options; and a strategic framework for ensuring cost effectiveness through enhancing revenue generation and the cutting of costs. Formulation of a business plan for BMNP will therefore pull together the information and actions detailed elsewhere in this financing objective, and build these into a comprehensive road map to sustainable financing. Business plans are management, strategic planning and communication tools which inform key stakeholders including government agencies, local communities, the private sector, investors and donors of the vast potentials in the sector. They are also effective marketing instruments that should be widely utilized (Moyini, 2005). Action 2.2.2: Assess and capitalise on potential for revenue retention Revenue retention is possible under current Oromia regional structures and is practised in many Forest Management Areas. There is potential for revenue retention from even the current low levels of tourism, such as concession fees (where Central Government could get business tax on profits) and from other park users such as from Community Natural Resource Management Agreements. In the Dodola forestry area, communities pay an annual rent to the Forest Area for the use of the resources in the area, whether for grazing or wood collection. The potential for such mechanisms needs to be assessed through review of current and potential systems, development of economic models for optimal revenue systems and then the compatibility of potential schemes with government systems assessed, before any schemes can be implemented. Action 2.2.3: Improve capacity of BMNP to identify, apply for and report funding opportunities Although additional funds could be raised externally by BMNP from a suite of potential donors, staff currently have no capacity to carry out such fundraising activities and thus have to rely on donors who are driven by their own objectives. Thus a key action in this GMP should be to increase the fund raising capacity of BMNP management. Action 2.2.4: Investigate and capitalise on opportunities for national commercial sponsorship With the uniqueness and high endemicity of species of the Bale Mountains, there is a strong potential brand image. Indeed a number of companies already use Bale-associated names, such as Nyala, there is potential to obtain sponsorship in kind or in cash to support activities and infrastructure within BMNP. Exploring opportunities will require direct lobbying and investigation by BMNP staff. Action 2.2.5: Establish mechanisms for private donations to BMNP Many protected areas gather support from interested individuals, past visitors, and local or international philanthropists. However, such support is stronger when a donor organisation is set up, as it provides a mechanism and accountability for payments both nationally and internationally. Some local businessman have already expressed a desire to use their positions to support Bale, thus there may be an opportunity to set up a Friends of Bale type of organisation. Individuals need to be identified and targeted, request lists drawn up and the legal mechanism for such payments explored. It is possible over the lifetime of the GMP that further initiatives might grow out of such actions, such as the establishment of a Trust Fund for the area. Section F Park Operations Programme 95

Action 2.2.6: Explore and capitalise on methods of acquiring payment for BMNP ecosystem services Although sustainable financing mechanisms for protected areas and payment for ecosystem services are beginning to be developed at the international level, these funding mechanisms have yet to be explored in Ethiopia. Potential funding opportunities might include payments for BMNP ecosystem services such as carbon sequestration, watershed protection and biodiversity/genetic conservation. For example, the Harenna Forest is responsible for considerable carbon sequestration, and since payments for carbon sequestration are now online following the operation of the Kyoto Protocol and the establishment of the European Emissions Trading System (ETS), there may be potential for obtaining payments. Furthermore, considerable work has gone into developing watershed based negotiations for fundraising tie-ins for hydro-electricity, clean water supplies, beverages and beer sales in a number of countries including Tanzania, Indonesia and the Philippines. These need to be explored for the Bale Mountains. It is clear that additional external technical expertise and funding will be required to complete this action. BESMP is examining methods of soliciting sustainable financing for the ecosystem, so BMNP should closely integrate with its initiatives. Objective 3: Modern, efficient and adaptive management and administration of BMNP established Current management and administration structures and systems in BMNP are insufficient to manage a protected area the size and the complexity of BMNP, particularly to follow the work plan laid out by this GMP. There is insufficient staff with appropriate capacity and working conditions, staff morale and professionalism are poor. Specific objective 3.1: Transparent and effective management structures, systems and capacity established Responsibility for meeting many of the desired objectives within this GMP (e.g. implementing sustainable natural resource management agreements, public relations, tourism development and marketing), are difficult to assign logically with current management structures. For example, the roles of three current posts, Park Biologist, Park Ecologist and Wildlife Monitoring Expert are not well described or distinct. With no post responsible for outreach activities, or sustainable natural resource management, but three posts apparently allocated to research and monitoring, there is a clear mismatch between park management needs and staffing structures and job descriptions. Furthermore, there is a striking gap in the human capacity available, both in terms of numbers and level of expertise required to implement this GMP. Staff lack training in a range of crucial areas such as working with communities, human resources management, Protected Area management, ranger based monitoring, database handling systems or tourism management. With only 21 operational scouts, even if they were young and working at full capacity, only perhaps 25% of the park could be controlled. Few scouts are literate and thus ranger based monitoring is impossible. Scouts clearly need policing and conflict management training and community liaison skills. Most administrative staff do not have the skills to do their jobs. BMNP also recognises that a well-motivated staff force is likely to be more committed and accountable in carrying out its obligations to a high standard. Currently, park staff feel marginalized from management and decision making processes and, for a variety of reasons, not just employment conditions, some staff exhibit a low level of commitment and poor morale. A number of actions can be carried out in order to improve staff motivation and professionalism. Section F Park Operations Programme 96

OARDB DRLANR* Park Warden* Secretary* Legal expert Administration and Finance Head Park Development and Protection Section Head Finance and budget* Biologist* General maintenance Sociologist* Purchaser Ecologist* Cashier Tourism expert Store keeper* Wildlife development and conservation expert Fee collector Chief Scout* Record worker Scouts Drivers* Wildlife Monitoring Expert Office Cleaner (Sanitary)* Office Assistant Figure F3: Current park management structure (* Indicates posts currently filled). Section F Park Operations Programme 97

Figure F4: Proposed BMNP Structure Park Warden* Deputy Warden & Park Operations Department Team Leader Administration & Finance Department Head Tourism Department Expert SNRM & Outreach Department Expert* Ecological Management Expert* Human Resources & Administration South Section Head & Chief Scout Finance North Section Head & Chief Scout Maintenance and Infrastructure The park management will have five main departments with associated Experts under the Park Warden. The five Experts will serve as an internal BMNP management committee and will be responsible for designing and implementing the Annual Operations Plans and annual budgeting. As part of preparation for management plan implementation, a detailed Terms of Reference (ToR) for each Expert will be prepared by the Park Warden, with appropriate technical advice and using best practice from other protected areas in Ethiopia and more widely in Africa. Action 3.1.1 in the Park Operations Programme is designed to reconcile the current park structure with the one proposed in this GMP. Action 3.1.1: Review and revise park management systems and departmental and staffing structure, in light of GMP implementation A thorough review of the current park management structure and the allocation of humans and financial resources is required to improve efficiency and ensure that all responsibilities of BMNP management can be met. Figure F4 depicts the structure proposed that will be appropriate for GMP implementation and is modelled on protected area authorities elsewhere in Africa. Under this revised management structure, responsibilities and job descriptions of park staff will need to examined and revised appropriately. With revised job descriptions, the payment level for Section F Park Operations Programme 98

many posts must be also be reassessed, particularly because park staff currently receive very low salaries compared to civil service rates in other offices, with a similar education level, responsibilities and volume of work. For example, scouts are paid at the level of a guard, rather than an employee who is expected to work independently in sometimes basic and adverse conditions, carry out negotiations with community members, collect information and make reports. This is the first step in trying to ensure that staff salaries match job descriptions and responsibilities under the revised management structure. Action 3.1.2: Assess and develop strategy to fill gaps between current situation and capacity required to implement GMP A capacity needs assessment is required before a strategy can be developed to meet these needs. A variety to strategies can be pursued to meeting capacity needs. For example, BMNP can approach partners for specific requests for training opportunities, or even staff needs. The potential of obtaining funding from outside sources and donors both within country and internationally can also be explored. Action 3.1.3: Increase and maintain staffing levels as required Staffing levels clearly need to be increased in order to implement the GMP. Once posts are outlined and included in proposed staff structure, job descriptions for new posts can be drawn up and requests for new posts submitted to the appropriate authority. Action 3.1.4: Improve and maintain good employment benefits such as housing, uniforms and medical insurance provision Good employment conditions lead to effective and motivated staff. Currently employment benefits in BMNP are poor, with few additional incentives for living or working in remote areas. Incentives can be provided in a number of ways, not just by direct financial means. Provision of good quality equipment, uniform, housing, training, social benefits (e.g. medical, life insurance or education support) recognition of effort, overtime rate, and international recognition will all contribute to job satisfaction and improved employment conditions. Good uniforms and appropriate equipment for work are important in ensuring staff are able to carry out their jobs efficiently, in comfort and with pride. Some uniforms have been recently provided to scouts and management, but annual requirements for all staff need to be assessed and procurement made. No medical insurance is currently provided for park staff and treatments have to be paid from salary. An emergency medical fund should be set up that could cover large expenses, would be of benefit to all staff and remove anxiety. In addition, insurance companies, particularly those who use Bale for marketing must be approached for sponsorship. Staff housing is currently inadequate, and although construction is being carried out, overall guidelines need to be drawn up on the standard and provision of housing for different levels of staff. With such guidelines in place, current housing availability can be assessed and a plan for improvement made. Action 3.1.5: Introduce strategies to strengthen staff morale including internal competitive reward system for good service Staff morale is identified as being poor in BMNP and a number of strategies should be adopted to improve this situations. A competitive reward system can be a very effective motivating factor for many staff. Those receiving awards, aside from any financial or material benefit, experience pride and a rise in self-esteem, which improves job satisfaction. One of the tasks of the reinvigorated management committee (see below) should be to design and implement a competition and award system. Moreover, a Staff Association is already in place that pulls in all levels of staff and aims to improve the activities and morale of staff members. The Association carries out a number of activities, some of which could be facilitated by BMNP itself. Provision of tea or cafeteria facilities at the new office buildings would be a beneficial first step. Section F Park Operations Programme 99

Action 3.1.6: Implement transparent and effective human resource management systems BMNP recognises that offering incentives to improve staff effectiveness is only one side of the equation. To complement this there is a need for an established and enforceable system that clearly set out the required standards and regulations that must be adhered to by staff and their dependants in BMNP. The conduct of all staff is important for creating a good example to other park users, whether tourists, researchers or community members. A BMNP code of conduct for all park staff has been drawn up (Table F2). These are complimentary and compatible with the government civil service policy, regulations, disciplinary procedures and codes of conducts. Most BMNP staff are not aware of these and thus are not aware of either their rights or responsibilities. The adoption of this code by staff members will require further integration and awareness-raising for it to be successfully incorporated into working practices. BMNP Staff Code of Conduct Staff should be well presented with clean and neat uniforms when on duty BMNP equipment should be kept clean and in good condition Staff should be polite and respectful when interacting with park users Staff should have good timekeeping and attendance to duty Staff must respect the Exceptional Resource Values of BMNP Regular reporting and incident reporting must be timely Staff must respect park regulations e.g. not permit their livestock to graze in the park Staff must be sober at all times during work hours Staff must be respectful of work colleagues Staff must carryout instructions and duties as requested in an efficient manner Staff must be honest at all times Staff must not leave their work post without permission from line manager, particularly on market days, except in emergency situations Staff will work towards self-improvement Horses and all animals must be treated humanely Staff must use electricity and other power sources responsibly and appropriately All waste must be disposed in designated sites and in an environmentally appropriate manner Action 3.1.7: Implement government health and safety standards Health and safety at work is an increasing concern across the world, but little attention has been paid to ensuring safe working practices within BMNP. With an increase in activities, particularly for scouts carrying firearms, regulations and procedures must be set up to ensure staff safety and health. As a first step, current government standards must be investigated, before BMNP procedures for working, fire prevention, first aid, and accident reporting can be drawn up. Finally, staff must be made aware of policy, regulations and procedures and trained where appropriate. Specific objective 3.2: Effective and secure administrative systems operational Action 3.2.1: Ensure park regulations and policies are up-to-date, understood by park users and functional A variety of regulations and policy relating to BMNP use are either in force or in draft. For example, Table F3 details the park regulations, but does not detail the punishments that might be accorded to their violation. Inclusion of such detail and confirmation of other items, such as the draft policy Section F Park Operations Programme 100

on domestic dogs and for research projects, need to be finalised and all such documents regularly reviewed and updated. BMNP Regulations No domestic animals, including livestock and domestic dogs, allowed in the park except with explicit written permission from BMNP warden with detailed conditions No litter must be dropped in the park Alien species must not be brought into the park No hunting, killing or collection of animals, animal products or plants except with explicit written permission from BMNP warden with detailed conditions No deadwood collection or cutting of trees or shrubs allowed except with explicit written permission from BMNP warden with detailed conditions Environmental disturbance is forbidden e.g. excessive noise, harassment of animals, damage to trees or plants Camping is only permitted in designated areas No off-road driving in motorised vehicles, except with explicit written permission from BMNP warden with detailed conditions No fires allowed except at designated sites No construction of permanent shelters, or general infrastructures except with explicit written permission from BMNP warden with detailed conditions Water must not be contaminated in any way Water must be used economically Use of power must be appropriate and responsible All waste, especially that created when trekking or patrolling, must be disposed of at designated sites Park property must not be damaged Action 3.2.2: Design, implement and maintain a simple, effective store system that is compatible with both paper and computer systems Storage systems and facilities are currently poor: the store has no hard floor and thus is damp, whilst equipment lists are not easy to access. Old and broken equipment are not decommissioned and removed from stores. In addition, store inventories are not regularly checked by management. The current system needs to be reviewed and revised appropriately, with expert help. The human capacity to manage the new computerised system will be improved. Action 3.2.3: Improve equipment care and maintenance Even current poor equipment is not well maintained by both staff users and storekeepers. As new and better quality (and thus more expensive) equipment becomes available care protocols must be drawn up and established in working practices. Specific accountability for maintenance must also be assigned. This will ensure cost-effective. Action 3.2.4: Improve and maintain efficient electronic and paper filing system The administrative system is not very efficient with filing systems, reports and record archiving poor. This means that letters and reports cannot easily be retrieved for reference and collective knowledge is lost. In addition, records are not computerised and capacity to operate systems is low. To improve the system, a review and redesign by experts is required and then identified capacity needs addressed. Action 3.2.5: Improve and maintain financial management system A number of factors have combined that have resulted in current poor financial management with poor financial planning and reporting with inefficient use of the already low budget allocated. Capacity levels of park staff are poor, recording and reporting systems inadequate and park staff at management level unaware of how government financial systems operate, and thus how to Section F Park Operations Programme 101

optimise their use. The system can be improved by a thorough overhaul, and improving staff capacity and responsibilities. Action 3.2.6: Establish regular quarterly and ad hoc management committee meetings In order to include staff in management, a management committee, which is not currently functioning, can be re-established and reformulated. This will include the objectives and terms of reference of the committee and the identification of members through election or co-option. Specific objective 3.3: Synergistic, collaborative and adaptive planning and review system operational Planning at all levels is a crucial activity for any organisation from both strategic and operational perspectives and for aligning financial and human resources. It is required within Ethiopian government systems for requesting budgets. However, within BMNP, improvements of current systems are required for efficient operations and as staff levels change. Moreover, it is vital that the 3-year action plan in this GMP is embedded into annual planning and is revised and extended for the next 3-year cycle. The GMP must become an adaptive and reactive document. The following actions have been developed to achieve this: Action 3.3.1: Review and implement GMP Monitoring and Evaluation Plan Annual review meetings should be held to monitor and evaluate the implementation of the GMP, management effectiveness and the impact that the GMP is having, as outlined in the Monitoring and Evaluation Section of this GMP. A backward look (review) is as important as a forward plan, but is a component of the plan-implement-review cycle that is often poorly carried out or documented. This action will therefore not only provide a key review component of the planning and management cycle, but be the basis for an adaptive management system review that is flexible and responsive to changes in context. Baseline assessments need to be undertaken, for example of the METT, once the plan is approved and regular monitoring systems need to be integrated into work plans and annual operational planning and reporting A report should be produced of results achieved and why actions were not carried out or require adaptation Action 3.3.2 Improve BMNP reporting systems Reporting systems for both BMNP as a whole and for each management programme (or management department) need to be improved in light of the monitoring and evaluation of GMP implementation. For example, when management decisions are made, justification for that decision should be included as part of monitoring. Action 3.3.3: Improve as annual and quarterly operational planning and budgeting This action will ensure that the whole management team is involved in regular planning and that budgeting is aligned with activities. Annual planning and determination of realistic outputs and timelines should take into account the human and technical capacity available, budget availability, including obtaining partner project budget allocations, for rationalisation of BMNP budgets and then reprioritisation and appropriateness of actions and activities in line with changing circumstances and new knowledge. Part of the planning process requires the clear allocation of responsibilities to staff members so that implementation will take place. The 3-year action plan within the 10-year strategic framework of the GMP will be the basis for annual work plans and used in all planning activities. Action 3.3.4: Develop next 3-year Action Plan for 10-year GMP In order to ensure that subsequent rolling 3-year action plans are produced in a timely fashion it is important that protected area planning is built into management structures and the next cycle of planning takes place in 3 years time. Section F Park Operations Programme 102

Outreach Programme Section G Outreach Programme 103

Outreach Programme Programme Purpose: BMNP secured through collaborative management partnerships with stakeholders that are based on an integrated conservation and development philosophy, innovative communication and education strategies and livelihood strengthening, including diversification Outreach Programme Strategy The Outreach Programme aims to ensure that BMNP is an outward-looking organisation, that operates collaboratively with its neighbours and other stakeholders and that it is integrated and acting synergistically with development and other initiatives outside its boundaries. The Outreach strategy provides a general statement of policy and principles that will guide the outreach activities of BMNP within this GMP. Adoption of this strategy is intended to provide additional support for the conservation of BMNP and its exceptional resources as well as facilitating a positive flow of benefits out of BMNP including information, ideas, education opportunities, development initiatives and, where possible, revenue. Effective partnerships will increase understanding, dialogue and participatory management among local, national and international stakeholders. Partnerships must be built on mutual trust, communication and understanding, which requires new systems of communication and education, improved information sharing and opportunities for discussion, debate and negotiation. Simultaneously BMNP will play its role to facilitate livelihood development, mitigate the costs of living in or near the park, and use best practice to ensure the equitable sharing of benefits, thus ensuring that BMNP is at the heart of a Bale-wide, integrated conservation and development management system. This strategy is aligned with federal and regional legislation and policies, including the National Environmental Policy (1997), the National Conservation Strategy (1997), the National Rural Development Policy (2002), the National Biodiversity Conservation and Research Policy (1998) and Action Plan (2005) and Access to Genetic Resources and Community Knowledge and Community Rights Proclamation (2006) and Regulations (2007). The following guiding principles for programme implementation were formulated from policy, legislation and best field practice elsewhere. Guiding Principles Mutual respect underpins the relationships between BMNP and all park users and partners Communication and dialogue are central to all BMNP relationships and partnerships Communities are positive partners in BMNP management Potentially disadvantaged and marginalised community groups (e.g. youth and women) are recognised as partners for inclusion All partnerships and relationships are adaptive and dynamic and therefore expectations and behaviour must be similarly adaptive BMNP should be recognised as a development catalyst rather than a development implementer and therefore its role is primarily related to facilitation Section G Outreach Programme 105

Outreach Programme 10-Year Objectives Programme Purpose: BMNP secured through collaborative management partnerships with stakeholders that are based on an integrated conservation and development philosophy, innovative communication and education strategies and livelihood strengthening and diversifcation Objective 1 BMNP integrated locally and managed with the collaboration and support of relevant stakeholders Objective 2 Wider awareness of BMNP and a sense of ownership and responsibility established through publicity, communications and education programmes Objective 3 Equitable benefit-sharing and cost reduction facilitated in parkassociated communities Park-community dialogue mechanisms functioning and having input into BMNP management Strong partnerships and linkages established with relevant organisations BMNP managed within a functioning biosphere reserve Livelihood development and equitable benefit-sharing facilitated through collaboration with partners Alternative and sustainable energy use facilitated and promoted Human-wildlife conflict understood and mitigated Innovative, widely targetted and adaptive publicity programme implemented Environmental education programme established in/ around BMNP BMNP benefiting from its World Heritage Site listing Figure G1: Logical framework for the Outreach Programme, including the programme purpose, objectives, and specific objectives. Three 10-year objectives have been drawn up for the Outreach Programme, using the guiding principles, to tackle the issues, challenges and opportunities identified by park stakeholders relevant to this programme. The objectives are: 1. BMNP integrated locally and managed with the collaboration and support of relevant stakeholders 2. Wider awareness of BMNP and a sense of ownership and responsibility established, through publicity, communications and education programmes 3. Equitable benefit-sharing and cost reduction facilitated in park-associated communities. A series of 10 year specific objectives and associated actions have been formulated for these management objectives, and are described below. In addition, a brief description of the relevant management issue or challenge is included, providing the justification for the actions. The 3-year action plan for the Outreach Programme, which lists the activities, input requirements, priority, responsibilities and timeframe for carrying out the actions is included in Section H. Section G Outreach Programme 106

Objective 1: BMNP integrated locally and managed with the collaboration and support of relevant local stakeholders Globally, there is a tendency for national parks to view themselves as islands and to operate without reference to the wider context, both locally and nationally. However, conservation activities cannot operate in isolation of the surrounding environment, particularly in BMNP where the major threats have been identified as habitat loss and over-exploitation of natural resources by parkassociated communities. It is therefore critical that BMNP engage with local communities and facilitate community participation into park management and decision-making. This GMP recognises that local communities are positive partners in the future management of BMNP and this objectives aims to integrate BMNP management with the activities of local communities, development organisations, and government and non-government actors. Specific objective 1.1: Park-community dialogue mechanisms functioning and having input into BMNP management Local communities are acutely aware of the poor relationship they currently have with BMNP and in many cases describe it as park-local community conflict. Community consultations also identified poor relationship as a key issue to be addressed in the GMP. Reversing these attitudes will take time and must include improved dialogue. The formation of park-community forums will give both sides the opportunity to raise concerns and issues and to start building the trust required for participatory management and decision-making. Action 1.1.1: Train relevant BMNP staff and key stakeholders in community involvement in protected areas Background information on park-community partnerships, dialogues, successes and challenges will be gathered and shared with relevant park staff and communities. The capacity for both park staff and communities to engage in dialogue and, in conjunction with the SNRM programme, in joint natural resource management (JNRM), will then be assessed. Particularly important are an understanding of the benefits to be gained from park-community dialogue and capacity for negotiation and conflict management. Based on a capacity assessment relevant community/park training will be facilitated by BMNP management. Action 1.1.2: Establish and maintain forums for BMNP-community dialogue Poor communication between the park and government bodies at local, regional and federal level was identified as a major reason for its lack of political support for BMNP. As part of this GMP, BMNP will encourage and facilitate the delegation of representatives by park-associated communities, including representatives from marginalised groups, to strengthen BMNP-community dialogue. Simultaneously BMNP will hold an internal workshop to establish a consensus on a working model for community involvement in BMNP. Initially the park and each community will meet to decide on a forum structure for grievance and problem solving, discuss problems and issues, and identify indicators to monitor the impact of forums. These forums will meet regularly and the overall effectiveness of BMNP-community forums developed will be monitored to assess their impact park-community partnerships. Results will be fed back to both communities and BMNP management. Specific objective 1.2: Strong partnerships and linkages established with relevant organisations BMNP needs the support of government institutions and other organisations operating in the conservation and development context in the area (e.g. NGOs, CBOs academic institutions and research projects). Creating strong partnerships will foster the involvement and joint ownership that will ensure the long-term development and management of BMNP and will also ensure that BMNP is a stakeholder in policy development and decision-making outside its boundaries. Section G Outreach Programme 107

Action 1.2.1: Establish BMNP management committees To enhance effective management of BMNP, relevant organisations must be involved in park management at both central and local levels. To achieve this, a Management Board (MB) and a BMNP Zonal Steering Committee (BMNP-ZSC) will be established. The MB will oversee BMNP management, ensure GMP implementation and provide policy guidance. This will ensure that senior staff from all institutions are fully involved in and informed of BMNP operations. The MB will also work as a policy discussion group as BMNP is a demonstration site for the new GEF Protected Area System Plan being implemented by the Ministry of Agriculture and Rural Development (MoARD) (FDRE, 2005; 2006). The key actors in the MB should be the Oromia Region, the OARDB and OCTB, the Federal wildlife sector, and non-governmental management partners and key stakeholders who can provide skills and advice from other sectors. Potential members of the MB should include: Government members Oromia Region Vice/President (Chair) Head, OARDB Head/Deputy Head, Oromia Culture & Tourism Bureau Head, Oromia Environmental Protection Agency Bale Zonal Administrator State Minister Natural Resource Sector Walta Non-governmental members Africa Regional Director, FZS Ethiopian Chamber of Commerce EC Delegate USAID UNDP Ethiopian Airlines The BMNP Zonal Steering Committee will involve key local government offices and other partners. It will support GMP implementation by acting as a centre point for coordination, information exchange and interaction with other development partners. The key actors in BMNP-ZSC should be BMNP, Oromia Bureau of Agriculture and Rural Development (OARDB), zonal and woreda Agriculture and Natural Resources department heads and local non-governmental projects and organisations. Potential members of BMNP-ZSC should include: Government members Warden, BMNP (Chair) Head, Dept of Wildlife and Forestry, OARDB Head, Agriculture and Natural Resources, Bale Zone Heads, Agriculture and Natural Resources, Woredas Head, Culture and Tourism, Bale Zone Zonal CSMPP Focal person Non-governmental members Project Leader, FZS-BMCP Project Manager, BESMP Field Manager, EWCP Community representative Community representative Tour guides associations representative Action 1.2.2: Co-ordinate regularly with local government BMNP will engage with local government partners on a regular basis to ensure coordination of activities, overall engagement and support. This engagement will occur at all levels zone, woreda and kebele. An annual coordination meeting to present BMNP annual report and annual operations plan (AOP) for the following year will be held with all zonal and woreda authorities, judiciary and other relevant administrative bodies. Further, BMNP warden will meet quarterly with Bale zone to Section G Outreach Programme 108

maintain coordination. Quarterly meetings will also be held with relevant woredas. An annual woreda-bmnp coordination meeting to discuss specific NRM issues (e.g. monitoring, enforcement, conflict management and specific problems/issues) will be held and if necessary specific working groups will be established to tackle NRM issues. At the kebele level, sector scouts will be assigned to meet with each kebele monthly, having ensured that these sector scouts have been trained in community-park dialogue and conflict resolution (Action 1.1.1). Action 1.2.3: Improve communication with and between BMNP and NGO's, academic institutions and other non-governmental bodies that can or do collaborate with BMNP BMNP recognises that communication must be maintained from all sides and that it is also responsible for maintaining contact and dialogue. Thus, the park will create internal guidelines for contact and collaboration with other institutions. These will include allocating points of contacts, opening individual files for all communication, and establishing regular reporting, feedback and budget planning mechanisms. Regular communication will be established with collaborators, and, if appropriate, formal meetings will be held. Specific objective 1.3: BMNP managed within a functioning biosphere reserve Biosphere reserves are ecosystems where, through appropriate zoning patterns and interdisciplinary management mechanisms, the conservation of ecosystems and their biodiversity is combined with the sustainable use of natural resources for the benefit of local communities, including relevant research, monitoring, education and training activities (Brandon, 2002). Thus, they represent a tool for implementing the Convention on Biological Diversity (particularly its ecosystem approach) and other international agreements. Biosphere reserves are internationally designated by UNESCO under the Man and the Biosphere Programme. Biosphere reserves must contain a core protected area under legal protection, a buffer zone and also a transition zone, where economic activities are allowed. The current NRM management systems in operation and being developed in and around BMNP (this GMP, BESRMP and GTZ s WAJIB PFM programme near Adaba-Dodola) would allow for the Bale Mountains ecosystem to be listed as a Biosphere Reserve. This would afford the Bale Mountains ecosystem, with BMNP at its core, international protected area status and it would also assist in promoting natural resource use in the wider ecosystem within a coordinated management system. Action 1.3.1: List BMNP within a Biosphere Reserve Listing the Bale Mountains as a Biosphere Reserve will require coordinated support from other NRM actors in the Bale Mountains' ecosystem, as well as Regional and Federal government support. The application must come from the Government of Ethiopia. Action 1.3.2: Realise benefits from Biosphere Reserve listing Biosphere Reserve listing affords the protected area international status with concomitant publicity. The benefits of listing will be investigated in order to maximise the long-term security of BMNP and sustainable use of resources in the wider area. Objective 2: Wider awareness of BMNP and a sense of ownership and responsibility established BMNP suffers from a lack of recognition of its significance as a biodiversity hotspot, of its critical ecosystem services of regional socio-economic importance, its tourist potential and potential World Heritage Site listing. Wider national and international awareness of BMNP will significantly increase support for conservation and management activities by creating a sense of ownership and responsibility among all stakeholders (international, national, and local). This is especially important to increase the Ethiopian constituency of support for BMNP locally and nationally. Section G Outreach Programme 109

Moreover, increased recognition will strengthen political support and fundraising efforts nationally and internationally. Specific objective 2.1: Innovative, widely targeted and adaptive publicity campaign implemented Action 2.1.1: Develop innovative communications strategy to promote BMNP GMP Upon ratification, the GMP strategy, its contents and the processes to be adopted during implementation must be communicated with all relevant stakeholders. These include BMNP staff, local communities, local government, other government and non-governmental partners, all of whom were consulted in GMP development. This communications strategy will form the basis for dialogue on GMP implementation. The philosophies, specific contents and implementation plans for the GMP will be conveyed to all BMNP staff. An innovative communications strategy targeting local communities in and around the park will be developed to convey as much of the GMP to these communities as possible. Market days provide an opportunity where people gather and visual displays and stands will maximise their potential. Other relevant stakeholders will be targeted with the distribution of copies of the GMP where relevant, or with either posters of pamphlets. Action 2.1.2: Design and implement publicity campaign to improve public and staff recognition and support for BMNP BMNP will engage with partners and other stakeholders with publicity experience to create a publicity campaign to improve understanding of socio-economic and natural services provided by BMNP, its biodiversity importance and its potential as a tourism site. The campaign will use graphic presentations and other innovative techniques to disseminate its messages. Options for outsourcing publicity will be investigated Opportunities for a book on Bale, photographic exhibitions, articles in popular magazines, the involvement of local and international celebrities, etc will also be investigated. Annual brainstorming sessions to improve BMNP s publicity will be held. Action 2.1.3: Engage with national companies to promote BMNP Companies, especially those using logos such as the mountain nyala and other BMNP species, will be encouraged to market BMNP and Bale products (in partnership with SNRM Programme) to demonstrate their support for Ethiopia s natural heritage and resources. Action 2.1.6: Develop and maintain BMNP website BMNP now owns the domain name www.balemountains.org. This website will be developed and maintained as a publicity tool for a wide range of audiences, including tourists, conservationists, researchers, and donors. A broad range of easily understood information about the park and its management will be provided as well as images from Bale, news items, publications, and links to partner projects, tour companies and other relevant information on the world wide web. Specific objective 2.2: Environmental education programme established in/around BMNP The goal of an environmental education programmes is to improve understanding, support for BMNP, to share information and ultimately to produce responsible action. BMNP is an environmental education resource that can be used to explain the principles and need for conservation in an increasingly over-utilised world, as well as to restore cultural links with the environment and traditional ecological knowledge. Environmental education will also encourage people to understand the rationale for BMNP and to take more active and responsible roles in how they interact with BMNP, its management and its resources. Section G Outreach Programme 110

Action 2.2.1: Strengthen current environmental education programme including schools, tertiary institutions and clubs in/around BMNP EWCP, Melca Mahiber (an Ethiopian environmental education NGO), FZS and BMNP all currently have environmental programmes in and around BMNP. These programmes need to be evaluated and a three year coordinated strategy developed to coordinate and strengthen environmental education as a too for furthering conservation initiatives and support for park management. Action 2.2.2: Obtain copies of, and rights to use documentaries/ films/ photography/ articles about Bale All documentaries, films, photography and articles about Bale will be identified and wherever possible collected. A draft letter of request for any material unavailable in Ethiopia, together with a draft agreement to use these materials for educational, publicity and fundraising purposes in and around BMNP will be created. All relevant copyright holders will be identified and agreement to use the materials requested. Action 2.2.3: Work with partners to integrate case studies from the Bale Mountains into environmental education curricula (local, regional, national) A working group will be formed to identify how case studies from the Bale Mountains are best incorporated into the environmental education curricula in Ethiopia. Recommendations will b developed and made to relevant education institutions and policy makers. Action 2.2.4: Establish education/resource/interpretation centre in BMNP Currently a small interpretation centre and museum is being maintained by EWCP for general use in a small room of the research buildings that doubles as the EWCP office. Whilst EWCP is doing its best on a small budget to maintain this centre, the development of a comprehensive interpretation/education/resource centre of international standard is a priority for BMNP. This will assist in educating all park users (including government and policy makers, tourists, researchers or local communities) about the park, its international significance, and conservation issues/activities. High quality, easily accessible and relevant information on BMNP will enhance park users understanding and appreciation of the park s ERVs, while providing clear guidelines on park use. Such information will stimulate park users interest to understand the issues facing the park and local communities, and increase their support for the area and conservation in general. Specific objective 2.3: BMNP benefiting from its World Heritage Site listing UNESCO World Heritage Sites are specific sites (e.g. forest, mountain, lake, desert, monument, building, complex, or city) that are considered to be of outstanding cultural or natural importance to the common heritage of mankind and that should be conserved for future generations of humanity. The Bale Mountains with BMNP at its core fulfils the criteria to be listed as a UNESCO World Heritage Site (WHS) of outstanding natural heritage (see GMP Section B). WHS listing would raise the profile of the area internationally and garner additional support to both biodiversity conservation and associated poverty alleviation. Action 2.3.1: Prepare and submit dossier for World Heritage Site listing Park management will clarify the process to list BMNP and/or the Bale Mountains ecosystem as a WHS. WHS listing requires a ratified management plan for the site, government commitment to implement the management plan and clear legal status (i.e. BMNP will need to be gazetted). Once the above conditions have been met, or are in the process of being met, the dossier for WHS listing will be prepared in partnership with the relevant government institutions. Action 2.3.2: Realise benefits from WHS listing WHS listing will afford BMNP increased international status, including logistic support for biodiversity conservation, access to certain funding mechanisms and publicity opportunities. It Section G Outreach Programme 111

would also strengthen the conservation status of the park as it would be afforded increased protection under international conventions. A list of benefits from WHS listing and strategies to ensure these are maximised, will be drafted. Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated communities Key challenges identified for BMNP are the high level of poverty and the low education standard of the park-associated communities, who are dependant on natural resources for their livelihoods. The amalgamation of poverty and poor education underpin the high rate of population growth and thus increased pressure on the park s natural resources. Globally, local communities are typically marginalised from the decision-making process governing use of natural resources and receive an inequitable share of ecosystem costs and benefits. To address these challenges, the Convention on Biological Diversity (CBD) has adopted the ecosystem approach. This approach recognises that because local people are both important beneficiaries of healthy ecosystems and a major threat to the maintenance of ecosystem health, local communities must be at the forefront of efforts to bring about the conservation and sustainable use of natural resources. Within BMNP the local communities identified the lack of benefits that they receive from BMNP as a primary issue and indeed perceive the park to be reducing their livelihood opportunities. Whilst not a development agency, BMNP must wherever possible play a role in addressing these fundamental issues by facilitating livelihood development, mitigating costs and ensuring the equitable sharing of benefits for park-associated communities. Four specific objectives have been developed to help achieve this objective.. Specific objective 3.1: Livelihood development and equitable benefit-sharing facilitated through collaboration with partners Little income is currently generated by BMNP and thus there are insufficient funds to cover internal BMNP management costs, let alone extension work in communities. With no functional management system in most of the park, natural resources are being degraded through unsustainable use. BMNP must therefore, amongst other strategies, attempt to build partnerships with development actors and to facilitate conservation friendly livelihood development in and around BMNP in order to break this negative feedback loop. In 2006 the Oromia Regional Government entered into a 6-year partnership with Farm Africa and SOS Sahel to implement the Bale Eco-Region Sustainable Resource Management Programme (BESMP) in Bale zone. For the first three years (2006-2009) this programme will focus entirely on the six woredas surrounding BMNP. A core objective of BESMP is to bring unsustainable natural resource use under management control using participatory techniques and alternative livelihood development. Other innovative methods to increase benefit flows and to generate revenue for community initiatives are required to talk tackle the inadequate benefit-sharing with parkassociated communities Even with these initiatives, the equitable sharing of any benefits in an equitable manner is an enormous challenge. Marginalised groups within communities typically live closer to the subsistence level than wealthier and more central groups and are thus more dependent on natural resources than other sectors of society. However, being marginalised, they are unlikely to be represented within the larger society and are thus difficult to engage with. It is imperative to learn from current best practice amongst development practitioners and to ensure that such benefits that do flow from BMNP are shared equitably, as in the SNRM Programme. Section G Outreach Programme 112

Action 3.1.1: Support the development and adoption of improved livelihood schemes with partners BMNP has typically worked in isolation from development initiatives in the wider region. To tackle livelihood development the park needs to identify potential development partners (e.g. BESMP) and establish joint action groups to ensure that selected communities are included in livelihood development schemes. In these partnerships BMNP will facilitate and support the partners operations and implementation. The challenge is to ensure that livelihood development is conservation-positive and so the livelihoods initiatives and the effectiveness of the action groups and partnerships will be reviewed annually. Action 3.1.2: Identify and facilitate benefit-sharing mechanisms BMNP will also identify and work with partners to succeed in realising the benefits that can be shared with communities. BMNP will liaise with development partners to explore potential models and options that exist elsewhere for benefit-sharing. Benefit-sharing scheme in BMNP must consider and include marginalised groups. Appropriate schemes will be piloted, evaluated and, if successful, scaled up and expanded. Action 3.1.3: Implement and maintain mechanisms to collect money from visitors and other donors for community projects In many protected areas worldwide, schemes have been adopted that add community levies to park tourist fees, with the levy then being collected, managed and dispersed by a Community Development Fund (CDF). These schemes are typically well accepted by visitors and options for introducing such a scheme in BMNP will be investigated in the Ethiopian context including the appropriate mechanism for collecting the community levy, managing the CDF and distributing revenues. Monitoring the effectiveness of the scheme will include examination of the equitability of the benefit-sharing. Action 3.1.4: Facilitate provision of educational scholarships and accommodation for children of park residents The provision of scholarships and accommodation for school children of park residents will be facilitated as a means of encouraging the next generation of permanent residents to vacate the park permanently. An increase in education level in such families can also increase livelihood options for the future, if children complete secondary level education. External support for education may be channelled through the Community Development Fund, or a Friends of Bale Fund, which BMNP may assist in setting up. Action 3.1.5: Promote conservation friendly small business development in parkassociated communities Effective community development is based on partnerships where external actors enter into equal partnerships with the local communities. One means to achieve this is to give the communities access to the means to create their own initiatives and development interventions. This can be done by providing the requisite training and start-up conditions for communities to establish their own small-loan schemes. Taken a step further this might involve the capitalisation of such a fund. However, it is critical that such a fund becomes a type of community conservation bank which only initiates conservation friendly activities especially for park-resident communities that will be bound by natural resource and settlement agreements negotiated, agreed and signed under the SNRM Programme. Again, BMNP lacks the capacity to institute schemes like this. However, it does have the capacity to identify appropriate partners, to form action groups with these partners and to facilitate the implementation of such schemes. Section G Outreach Programme 113

Action 3.1.6: Facilitate coordination among NR user groups in and around BMNP to share livelihood development experiences and opportunities The growth of development activities in and around BMNP led by the actions above, the BESMP and local government partners will lead to different experiences and capacities amongst communities in Bale zone. This creates opportunities for less capacitated communities to learn from others experience. BMNP will facilitate coordination between natural resource user groups both in the park and in park-adjacent communities. Specific objective 3.2: Alternative and sustainable energy use facilitated and promoted Reducing resource use within BMNP requires enhanced resource management and adoption of alternative livelihoods whenever possible, as well as reducing reliance on natural resources by introducing appropriate alternative energy options. This is not only relevant to the communities living in and around the park, but also to BMNP management as the park s energy needs increase. BMNP must be a model of best practice in all conservation-related activities, including sustainable energy use. Action 3.2.1: Promote alternative and energy-efficient fuel sources and building materials Park-associated communities are dependent on park resources both for fuelwood and many building materials. BMNP will coordinate a park working group (led by the SNRM and EM Programmes) to identify alternative options for fuelwood and building materials (e.g. indigenous woodlots, promoting community and household nurseries and woodlots) and to create a park policy for fuelwood and building material provision for park residents and developments. Fuel-efficient stoves will help to reduce park residents fuelwood requirements. Local community members typically struggle to transport these stoves and to seal them properly using cement. The park will facilitate the promotion, distribution and the proper use of these stoves as a means of reducing reliance on BMNP natural resources. Action 3.2.2: Advocate for policy change to regulate the use of fuel-efficient stoves and legal wood/energy sources for commercial purposes/premises and other large institutions Given BMNP s profile and its relationship with the Oromia and Federal governments, it can advocate for the introduction of regulations that ensure the use of fuel-efficient stoves in commercial premises and other institutions that use large amounts of fuelwood. Ultimately this will not only benefit resource exploitation within BMNP by reducing Bale-wide resource exploitation, but will benefit conservation and NRM initiatives throughout Ethiopia. Action 3.2.3: Maximise BMNP use of sustainable energy and promote awareness of alternative energy sources and energy saving methods With its secondary purpose of exhibiting best practise in conservation, BMNP is obligated to play a role in demonstrating conservation-related practices wherever possible. To demonstrate alternative energy sources and energy saving methods the park must partner with experienced organisations to ensure that these messages are incorporated in the education/interpretation/resource centre. The Outreach Programme will also lobby for these to be incorporated in any new BMNP developments. Specific objective 3.3: Human-wildlife conflict understood and mitigated One of the major costs to park-resident and park-adjacent communities is from human-wildlife conflict (HWC). Typically these are incurred by the poorest sectors of society who live on the outskirts of villages closest to the sources of impact (Thirgood et al. 2005). A valuable strategy in Section G Outreach Programme 114

improving the welfare of park-associated communities, which can have as much effect as increasing benefits in improving their overall budget balance, is to reduce such costs. Action 3.3.1: Collect information on types, extent, specific areas and cost of HWC Central to tackling HWC is the collection of good data on where HWC is occurring, its type and scale and estimate its economic costs. This is, however, often a source of conflict as neither side trusts the other to be responsible for accurate data collection. Thus the areas and severity of HWC will be identified, local task forces that represent all stakeholders formed and then data collection protocols, response and data feedback mechanisms agreed. Relevant training for data collection will be given, followed by regular analysis and evaluation. Action 3.3.2: Implement HWC mitigation strategies The sites where HWC mitigation strategies will be implemented will be identified (can be done in collaboration with Action 1.3.1 above). Relevant mitigation solutions will then be piloted, agreement for their implementation negotiated with the affected communities and monitored for their effectiveness. Section G Outreach Programme 115

3-year Action Plans This GMP should guide the management of the BMNP over the next 10 years, by laying out the vision for BMNP and the strategies by which that vision might be achieved. In addition to providing this long-term vision and strategy, this GMP must also be directly applicable to the day-to-day management needs of BMNP and the people who are primarily responsible for its implementation. These 3-year action plans have therefore been designed to provide further detailed activities that need to be accomplished as part of the overall identified action. This structuring should help facilitate understanding and implementation of both park managers and other stakeholders. Each 3-year action plan also clearly lays out park roles and responsibilities for implementing each action and identifies potential partners that might be involved. This GMP is also ambitious and its implementation is beyond the current capacity of the park or its partners. Input required for implementation can include technical advice, human and/or financial capacity, data, and/or equipment and the level of external support necessary for implementation of each action has been ranked (none, some, most, all). A prioritisation process has also been undertaken to facilitate GMP implementation within the confines of limited resources and a suggested timeline to guide implementation of each action over the next 3 years. Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Objective 1: Human associated threats to BMNP Principal Ecosystem Components and their Key Ecological Attributes mitigated through active management 1.1: Threats FZS, EWCP, due to EM, Darwin, unsustainable Action 1.1.1: Ensure park zonation scheme Technical SNRM, None High research/ natural considers ecological prescriptions advice, data OR, monitoring resource use PO partners reduced in partnership a. Formalise guidelines for ecological prescriptions with other based on distribution of and threats to PECs/KEAs programmes b. Hold meetings with other park departments and relevant stakeholders/experts to discuss needs, identify information gaps, and integrate all relevant park prescriptions into zonation scheme - review annually c. Facilitate the collection of spatial data to map zonation scheme based on most recent assessment Section H Ecological Management Programme 3-Year Action Plan 117

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.1.2: Provide ecological input to support actions in other programmes that will reduce threats to PECs and KEAs Technical advice, data Some High EM, SNRM, OR, PO FZS, EWCP, Darwin, research/ monitoring partners, RMGs Hold meetings with other programmes to discuss needs, identify information gaps, and develop plan/timetable to fulfill park management requirements Review literature relevant from other parks/areas to set guidelines for sustainable resource use limits where data are lacking Develop protocols and collect data as per monitoring plan under Action 2.1.1 and plan/timetable to fulfill EM and other programme requirements Facilitate research on human-associated threats as per research priorities under Action 2.3.3 and discussions with other programmes Consult other Programmes regularly to check where ecological input is required Provide input into protocols for community-based monitoring/evaluation of sustainable natural resource management agreements (SNRMA) and train community-monitors as necessary 1.2: Fire extent, frequency and intensity managed Action 1.2.1: Develop and implement fire management plan a. Review other models for fire management in protected areas Technical advice Some Med EM FZS, research/ monitoring partners b. Promote topic as research priority for BMNP and facilitate research projects to understand the relationship between fire and ecosystem function, specifically related to the PECs in BMNP (e.g. Erica, Hagenia, and Juniper regeneration) c. Develop and implement fire management plan for priority areas under threat from uncontrolled fire Section H Ecological Management Programme 3-Year Action Plan 118

Specific Objectives 3-Year Management Actions/ Activities d. Expand fire management to all areas in BMNP as human and financial capacity allows Action 1.2.2: Strengthen infrastructure, services, and human capacity for fire monitoring and control a. Investigate options for monitoring fire using remote sensing and develop protocols/systems for data acquisition, management (e.g. database), and analysis b. Acquire available remote sensing data and calibrate with ground monitoring in BMNP c. Include fire surveillance in ranger-based monitoring plan and activities c. Investigate feasibility of fire towers for detection and monitoring and implement if deemed appropriate d. Investigate feasibility of using Harenna escarpment as viewpoint for fire detection and monitoring and implement if appropriate e. Undertake socio-economic survey on the use of fire in Harenna and Ericaceous belt f. Investigate and devise honey gathering and farming methods that do not use fire g. Disseminate alternative honey gathering and farming methods through training programme h. Introduce comprehensive ban on fire use in park except with explicit permission from BMNP management i. Develop regulation /enforcement system/penalty system for illegal fires with user groups and fire management committees in communities j. Explore the possibility of fire management committees in kebeles around fire sensitive areas such as Harenna and Ericaceous belt k. Develop fire control methods and train fire management committees (park staff and communities) Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Technical advice, human and financial capacity Most Med PW, PO FZS, BESMP, RMG, BZA, WAZA, woredas, research/ monitoring partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Ecological Management Programme 3-Year Action Plan 119

Specific Objectives 1.3: Healthy wildlife populations maintained and threats to population viability mitigated 3-Year Management Actions/ Activities l. Train BMNP and community fire committees in control methods m. Investigate requirement/ feasibility of firebreaks or other actions to mitigate effect of fire in sensitive areas Action 1.3.1: Develop and implement dog control policy, management procedures and action plan a. Hold workshop between park and other stakeholders to agree on dog control policy b. Obtain endorsement for dog control policy from OARDD c. Hold workshop to ensure all staff are aware of policy d. Develop and implement communication strategy to build awareness of dog control policy among communities in/around BMNP e. Procure any equipment and provide training for implementation of dog control policy f. Ensure park regulations and SNRM agreements take account of dog control policy Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Technical advice, human and financial capacity Some High EM, PW, SNRM, RP EWCP, FZS, OARDB, BZA, WAZA, woredas Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.3.2: Develop and implement wildlife disease management policy and action plan. Technical advice, human and financial capacity, data All High EM EWCP, FZS, disease control authorities/ experts a. Establish working group for disease management with relevant partners b. Hold meetings with working group to develop and run wildlife disease management policy and action plan that includes disease surveillance, disease diagnosis, and preventative/reactive methods for managing outbreaks c. Assess capacity gaps for disease surveillance, diagnosis, and disease control d. Fill capacity gaps through training and/or partnering with other organisations in Bale and Ethiopia to implement disease management action plan Section H Ecological Management Programme 3-Year Action Plan 120

Specific Objectives 3-Year Management Actions/ Activities e. Incorporate disease monitoring and management activities into job descriptions for relevant personnel f. Liaise directly with EWCP to support domestic dog vaccination programme wherever possible g. Develop partnerships with in-country veterinary institutions to monitor disease incidence, particularly livestock, and undertake disease diagnostics h. Investigate feasibility of in situ disease diagnostic techniques including training, materials, etc and implement as deemed appropriate i. Facilitate research on feasibility of oral vaccination of domestic dogs and Ethiopian wolves j. Assess results of dog and Ethiopian wolf oral vaccination feasibility research and make appropriate recommendations k. Develop and implement oral vaccination plans as appropriate and necessary according to recommendations l. Monitor radio broadcasts for outbreaks of disease m. Ensure any disease detection or management activities are built into Health and Safety regulations for BMNP Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.3.3: Promote sustainable mountain nyala sport hunting around BMNP Technical advice, data All Med EM, PW OARDB, WCD, BESMP, FZS, research/ monitoring partners a. Develop and promote robust census methods to estimate mountain nyala population sizes accurately and assess sex/age structure, including training for personnel involved in mountain nyala censusing in Ethiopia b. Liaise with WCD, OARDB, and hunting concessions on population status, quota setting, and hunting zone boundaries c. Liaise with other agencies/projects involved with sport hunting around BMNP to promote monitoring/research and sustainable hunting quotas Section H Ecological Management Programme 3-Year Action Plan 121

Specific Objectives 3-Year Management Actions/ Activities d. Acquire information on past and present annual hunting quotas and actual off-takes each year in hunting areas around BMNP e. Facilitate research on movement and dispersal of nyala between BMNP and hunting areas, e.g. using genetic techniques Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 f. Facilitate research to model population viability and extinction risk given current population status and offtake rates 1.4: Alien and invasive species managed to mitigate negative impacts on ecosystem health Action 1.4.1: Train all park staff and partners in identification of alien species a. Survey, inventory and map all alien and potentially invasive species in BMNP, focusing initially in the Harenna forest Technical advice, data Most Low EM FZS, Darwin, research/ monitoring partners, RMGs b. Draw up list of alien and invasive species with pictures, descriptions, and distributions c. Provide lists to all staff, communities, and other stakeholders working in BMNP and ensure they can reliably identify known alien and invasive species d. Update the list as required by undertaking alien and invasive species surveys annually Action 1.4.2: Develop and implement strategy for alien species control in BMNP Technical advice, human and financial capacity Most Low EM FZS, Darwin, research/ monitoring partners a. Assess current knowledge and available literature on alien and invasive species control in Ethiopia and elsewhere b. Evaluate and designate appropriate control measures for species identified in Bale, based on potential threat to ecosystem posed by each species c. Develop policies and protocols for alien and invasive species control and designate responsible personnel d. Conduct training on alien and invasive species control Section H Ecological Management Programme 3-Year Action Plan 122

Specific Objectives 1.5: Ecosystem health reestablished through restoration where necessary 3-Year Management Actions/ Activities e. Conduct pilot studies to assess feasibility and effectiveness of protocols for alien and invasive species control f. Revise protocols if necessary g. Undertake control measures, monitor as per monitoring plan, and manage adaptively Action 1.5.1: Develop and implement management actions for erosion control and watershed restoration where necessary a. Assess current knowledge and available literature on erosion control in Ethiopia and elsewhere b. Determine priority areas for erosion control and mitigation of associated environmental impacts c. Develop protocols for erosion control and habitat restoration where necessary. d. Conduct pilot studies to assess feasibility and effectiveness of protocols for erosion control and habitat restoration e. Revise protocols if necessary f. Undertake control measures, monitor as per monitoring plan, and manage adaptively Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Technical advice, human and financial capacity Some Med EM, SNRM FZS, Darwin, RMGs, research/ monitoring partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.5.2: Undertake habitat restoration where necessary Technical advice, human and financial capacity Some Low EM, SNRM FZS, Darwin, RMG, research/ monitoring partners a. Assess current knowledge and available literature on forest restoration in Ethiopia and elsewhere b. Determine priority areas for forest restoration and mitigation of associated environmental impacts c. Develop policy and protocol for forest restoration where necessary. d. Conduct pilot studies to assess feasibility and effectiveness of protocols for forest restoration Section H Ecological Management Programme 3-Year Action Plan 123

Specific Objectives 3-Year Management Actions/ Activities e. Revise protocols if necessary f. Undertake control measures, monitor as per monitoring plan, and manage adaptively Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Objective 2: Management-orientated monitoring and research of Principal Ecosystem Components and Key Ecological Attributes carried out 2.1: Ecosystem Technical health Action 2.1.1: Develop and implement protocols for All research/ advice, human EM, monitored and collecting data on PECs, KEAs, and threats as per Most High monitoring and financial SNRM feed back into monitoring plan and priority setting partners capacity management action a. Develop monitoring protocols for priority monitoring provided activities b. Hire para-ecologists (i.e. field assistants), train as necessary in monitoring protocols c. Develop databases for data storage, management, and analysis d. Acquire necessary equipment and materials including field equipment, horses for transport, etc e. Develop monitoring schedule as per monitoring plan and implement priority monitoring activities outlined in monitoring plan f. Carry out baseline assessment of extent of alien invasion in Harenna forest and Hagenia/Juniper woodlands g. Carry out baseline assessment of extent of tree and shrub cutting in Harenna h. Assess hotspots for road traffic accidents with wildlife through yearly assessment of data including RBM i. Carryout baseline assessment of extent of human wildlife conflict from crop raiding or predation j. Review monitoring data and priorities annually based on data collected/analysed k. Review new scientific literature on monitoring protocols and adapt for BMNP as necessary l. Update monitoring plan accordingly and train personnel as necessary in new techniques and procedures Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Ecological Management Programme 3-Year Action Plan 124

Specific Objectives 3-Year Management Actions/ Activities Action 2.1.2: Assess and prioritise threats to PECs and KEAs annually base on monitoring data and research findings and inform management actions in this and other programmes a. Create database for threat analysis process/results, including results of GMP analysis b. Review literature and data from Bale or other relevant areas c. Review status of PECs and KEAs based on monitoring data and research d. Prioritise (or re-prioritise) threats based on best available knowledge Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Human capacity, data Some High EM, SNRM All research/ monitoring partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 2.1.3: Implement ranger based monitoring (RBM) Technical advice, human and financial capacity Most Med PO, EM FZS a. Investigate options for ranger based monitoring based on systems in other parks (e.g. Serengeti) b. Develop protocols for RBM in BMNP c. Train staff in data collection protocols and field techniques (GPS, binoculars, etc) d. Develop databases for data storage, management, and analysis 2.2: Understanding of the BMNP ecosystem strengthened e. Implement RBM and regularly evaluate data collection and data reliability Action 2.2.1. Assess suitability of Principal Ecosystem Components as basis for the Ecological Management Programme Technical input, data Most Low EM GMP working group, all research/ monitoring partners a. Review research and monitoring data on PECs and KEAs to assess new knowledge and discuss with experts b. Hold workshop with experts to re-assess PECs and KEAs as appropriate components representative of the whole ecosystem Section H Ecological Management Programme 3-Year Action Plan 125

Specific Objectives 3-Year Management Actions/ Activities c. Revise PECs and KEAs as necessary, as well as monitoring plan if required Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 2.2.2: Improve understanding of the desired state of all PECs and KEAs to identify Thresholds of Potential Concern (TPCs) for monitoring and management Technical advice, human and financial capacity, data All Med EM All research/ monitoring partners a. Review literature describing and using "desired states" and TPCs and discuss with experts b. Assess level of knowledge from BMNP for determining desired states and TPCs c. Draw up list of prioritised list of research subjects for BMNP and update to fill knowledge gaps as they emerge d. Publish list on website and circulate to research institutions and donors, nationally and internationally e. Identify TPCs where possible and incorporate into monitoring plan and protocols where possible Action 2.3.3: Promote and facilitate research by other national and international institutions and persons a. Liaise with WCD and OARDB regarding regulations for undertaking research in the park and draft detailed regulations including permit requirements, data sharing, dissemination of results, and park-researcher collaboration Human capacity Some High EM, OR WCD, OARDB, all research/ monitoring partners b. Liaise with Addis Ababa University, especially MSc programmes, and discuss research needs and opportunities in Bale based on prioritised research list c. Identify BMNP staff who might be able to give talks in the relevant departments, advertise widely d. Ensure BMNP publicity material posted in relevant departments e. Liaise with other universities affiliated with BMNP (e.g. Oxford University, Glasgow University, Edinburgh University, Aberdeen University, University of Colorado) and discuss research needs and opportunities based on research list Section H Ecological Management Programme 3-Year Action Plan 126

Specific Objectives 3-Year Management Actions/ Activities f. Liaise with other organisations working in/around Bale or conducting relevant research and develop portfolios for different areas of work g. Distribute prioritised research list and foster partnerships wherever possible h. Facilitate permits, logistics, and funding applications for external researchers wherever possible i. Build/expand research facilities in the park, including accommodation, office space, and reference library that can be accessed by external researchers Input required Level of external support Priority Park Responsibility Partners Ecological Management Programme 3-Year Action Plan Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Ecological Management Programme 3-Year Action Plan 127

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan Objective 1: Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP Action 1.1.1: Strengthen the knowledge base and skill set of key stakeholders for joint NRM in BMNP Technical advice, human and financial capacity All High SNRM FZS, BESMP, BZA, WAZA a. Conduct stakeholder analysis for joint NRM and identify cross-sectional stakeholder representatives b. Assess the current capacity of key stakeholders (park staff, community management groups, local government for joint NRM c. Assess knowledge attitudes and practices of police and judiciary to BMNP, including support for legal procedures d. Hire BMNP NRM staff and train as per capacity assessment, including facilitation, negotiation and conflict resolution skills e. Train other key stakeholders for NRM as per capacity assessment f. Conduct experience sharing visits to other areas and communities where shared NRM is being carried out g. Liaise with Government Cooperatives Bureau to investigate degree of support available for management groups Action 1.1.2: Develop and implement methods to legalise natural resource management agreements between resource management groups and park management Technical advice, human and financial capacity Most High PW, SNRM OARBD, FZS, BESMP, lawyer a. Facilitate the drafting of bye-laws by management groups for specific types of resource use (once management groups formed as in Action ) b. Ensure relevant SNRM bye-laws included in overall laws and regulations for BMNP c. Facilitate ratification of bye-laws with communities and kebeles and ensure overall bye-law understood by both Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 128

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan d. Meet with relevant local police, judiciary and government to ensure their full understanding and support for bye-law enforcement e. Deposit bye-laws with local judiciary and administration Objective 2: The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured Action 2.1.1: Assess and prioritise action plan (for joint NRM) annually using best available knowledge on levels of resource use and associated threats to KEAs and PECs a. Review existing literature and available data on current levels of resource use and threats to KEAs and PECs b. Select priority areas for SNRM interventions based on current levels of resource use and threats to KEAs and PECs c. Develop and implement protocols for long-term monitoring of natural resource use and management (including methods, responsibility, frequency of data collection, and cross checking mechanisms to ensure data reliability and accuracy) Technical advice, human and financial capacity Some High SNRM, EM FZS, BESMP, RMG Action 2.1.2: Investigate and improve knowledge of natural resources, rightful users, their current use, and estimate limits of sustainable use Technical advice, human and financial capacity Most High SNRM, EM FZS, BESMP, RMG a. Conduct participatory research to collect baseline and ongoing data on livestock ownership, herd sizes, movement patterns and grazing pressure in BMNP b. Conduct participatory research to collect baseline and ongoing data to map area of grazing land available and assess carrying capacity in different areas/seasons, taking into account core conservation zones, PECs, and KEAs c. Conduct participatory research to collect baseline and ongoing data on levels of wood extraction and socio-economic aspects of wood extraction and use in/around BMNP d. Conduct participatory research and collate from Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 129

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan other sources, socio-economic values of resource use and its sustainability in selected park-associated communities and socio-economic status of individuals d. Promote and facilitate research on ecological impacts of priority threats (especially grazing, wood extraction, fire, agricultural expansion, and settlement) on PECs and KEAs by liaising with communities and fostering community participation e. Conduct participatory research on seasonal numbers of livestock use at horas and associated ecological impact (e.g. degradation, change in chemistry, erosion) f. Initiate two-way dialogue with communities to discuss problems and issues around unsustainable resource use, its effect and associated problems for human livelihoods and ecosystem health g. Identify, define, quantify and map other resource use types in BMNP, produce resource inventory and collect information on their socio-economic and cultural importance h. Liaise with EM programme to assess ecological impacts of resource use and rehabilitation requirements where necessary i. Collect information to assess historical and recent trends in resource use in/around BMNP j. Promote and facilitate participatory system for identifying primary, secondary, and disadvantaged resource users Action 2.1.3: Develop resource management groups and action plans and agreements that ensure sustainable natural resource use and equitable access, as per priority setting Technical advice, human and financial capacity All High SNRM FZS, BESMP, RMG a. Review resource management models from other areas which might be relevant for BMNP b. Facilitate the formation of management groups and subcommittees that represent rightful users within communities Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 130

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan c. Negotiate and agree on principles and systems of shared responsibility for use, protection, and regulation of natural resources with resource management groups d. Negotiate and agree on objectives of the resource use management plan e. Negotiate and agree on details of activities allowed, including levels of use f. Negotiate and agree on benefit sharing mechanisms, rights and responsibilities of all partners g. Determine socio-economic status and equitability of benefit sharing in selected communities, as part of monitoring and evaluation g. Promote and facilitate empowerment of disadvantaged groups when forming user groups, negotiating agreements, and developing/implementing NRM management plans h. Identify mechanisms and methods for resource use that could help disadvantaged groups i. Develop and agree system for review and revision of the natural resource management plan based on monitoring and evaluation results (see Action 2.3) j. Draw up and sign resource management agreements, that outlines levels and rules of resource use and benefits, rights and responsibilities of all partners, and thus fulfils guidelines for NRM agreement contents Action 2.1.4: Design and implement a joint community and BMNP natural resource management monitoring and evaluation system Technical advice, human and financial capacity All High SNRM FZS, BESMP, RMG a. Liaise with ecologists and communities to develop parallel park-community monitoring systems to assess the short- and long-term impact of Resource Management Agreements on the desired state and LAC of PECs and KEAs Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 131

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan b. Devise and implement a pilot system for community monitoring of natural resource use, implementation of agreements (NRM, agricultural, and settlement agreement), and ecological impacts c. Assess capacity requirement of communities for implementation of pilot system and train community monitors as required (with input from EM programme and external organisations undertaking similar community monitoring systems) d. Support initial data collection, compilation and analysis by resource management groups e. Evaluate information collected by monitors environmental status of natural resources and ecosystem impacts and develop feedback system for incorporating findings into joint NRM (including any revision of agreements if necessary) f. Design and implement audit and cross checking mechanism with user groups to verify data collection and findings g. Review system functioning 6 months and 1 year after implementation and incorporate changes as per adaptive management Action 2.1.5: Develop and implement a joint community and BMNP natural resource control and protection system Technical advice, human capacity, equipment All High SNRM FZS, BESMP, RMG a. Discuss resource control and protection system with resource management groups b. Select and experiment with 3-4 pilot resource protection activities and link with monitoring and evaluation system and cross-check with BMNP protection system c. Create a Protection Subcommittee responsible for resource protection with resource management group d. Facilitate workshop to set up systems such that Protection Subcommittee records activities and reports back results of work to resource management group Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 132

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan Action 2.1.6: Identify and develop specific activities that improve natural resource status for harvesting and/or production in an environmentally sustainable way Technical advice, human and financial capacity All Med SNRM, EM FZS, BESMP, research/ monitoring partners a. Identify best practice natural resource management systems e.g. for honey, bamboo, coffee, grass b. Develop and implement best practice with resource management groups c. Identify and rehabilitate degraded areas e.g. forest edge and clearings with EM programme Objective 3: Human settlement, land use and cultivation in BMNP planned, controlled and reduced Action 1.2.1: Develop a detailed resettlement plan for park resident communities a. Establish task force chaired by Zonal Administration to draw up resettlement action plan b. Identify settlement sites with high environmental impact, particularly in Conservation Zone c. Facilitate dialogue to share views with local community regarding the need of resettlement d. Lobby with woreda and zone administration to facilitate voluntary resettlement Action 1.2.2: Develop and implement a zonation plan to secure both the Core Conservation and Managed Use Zones a. Initiate two-way dialogue to discuss and raise awareness on GMP, the concept and justification of zones, bye-laws among administrators and both permanent and seasonal residents in BMNP b. Finalise zone boundary positions, with reference to geographical features and settlements and draw up description c. Prioritise areas of initial implementation and resettlement in the Conservation Zone by reviewing available data on settlement and associated threats to KEAs and PECs. Review prioritisation annually c. Prioritise areas for SNRM intervention based on current settlement patterns and associated threats to Technical advice, human and financial capacity Technical advice, human and financial capacity Most High All High PW, SNRM PW, SNRM FZS, BSEMP, BZA, WAZA FZS, BSEMP Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 133

Specific Objectives 3-Year Management Actions/ Activities KEAs and PECs Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan d. Design further implementation action plan e. Implement zonation and resettlement action plan f. Ensure settlement action plan, including rules and regulations, included in NRM agreements and NRM monitoring and evaluation systems Action 3.3: Halt growth, control cultivation and mitigate negative environmental impacts of settlements in the Conservation & Natural Resource Management Zone Technical advice, human and financial capacity All High PW, EM, SNRM OR FZS, BESMP, BZA, WAZA, OARBD, RMG a. Discuss, negotiate and agree on settlement boundary and buffer zone around settlement areas, with priority focused on larger settlements (e.g. Rira, Wege, Hawo) b. Develop and implement a moratorium on immigration into BMNP c. Assess environmental impact of current and proposed settlements according to environmental impact assessment (EIA) policy and operational guidelines (as in PO) d. Discuss, negotiate and adopt mitigation measures as per EIA and implement measures for ongoing monitoring of environmental impacts of settlement, cultivation and other land-use regimes e. Consolidate settlements in C&SNRM Zone to limit habitat fragmentation and human-wildlife conflict with rehabilitation of habitat corridors where necessary f. Review existing literature and available data on cultivation, environmental impacts and associated threats to KEAs and PECs annually g. Collect baseline data and map distribution, extent, and impact of different land use regimes within BMNP and assess associated levels of environmental degradation throughout BMNP Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 134

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Sustainable Natural Resource Management Programme 3-Year Action Plan h. Liaise with zone, woredas, kebele to agree on policies and action plans for controlling agriculture development in BMNP i. Initiate two-way dialogue to discuss with communities problems and issues with respect to environmental impact of cultivation in BMNP j. Discuss, negotiate and agree on agriculture extent, consolidation, boundaries and practices with communities k. Implement land use action plans in pilot areas as per priority setting l. Facilitate community-based monitoring and evaluation systems in concert with NRM monitoring/evaluation systems m. Liaise with EM programme for monitoring environmental impacts of land-use agreements and action plan, cross-checking mechanism for community-based monitoring and evaluation, and facilitating rehabilitation where necessary Section H Sustainable Natural Resource Management Programme 3-Year Action Plan 135

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Responsibility Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan Objective 1: Diverse ecologically and culturally sensitive tourism opportunities provide in BMNP in partnership with local communities, the private sector and government 1.1: A BMNP marketing plan that creates a strong image for Ethiopia and the BMNP on the global tourism market developed and implemented Action 1.1.1: Define the primary target markets for BMNP tourism a. Review available tourism market research with reference to BMNP, with stakeholders in government, private and NGO sectors b. Draw up, with stakeholders, short list of potential markets and prioritise using participatory techniques Action 1.1.2: Create and use BMNP s corporate image and tourism message a. Liaise with Park operations and technical experts to create the BMNP corporate image b. With stakeholders, brainstorm and prioritise potential tourism messages associated with BMNP Technical advice Technical advice Priority Park All Med TO Partners FZS, BESMP, BZTO, OCTB, MoCT, Tesfa, GTZ All Med TO FZS Action 1.1.3: Develop and implement a realistic 5 year marketing plan to work with private sector operators, Government, communities, partners, donors, tourism agents and other actors Technical advice, human and financial capacity All Med TO FZS, BESMP, BZTO, OCTB, MoCT a. In collaboration with stakeholders, carryout problems and issues analysis for BMNP marketing b. With stakeholders, identify marketing plan objectives c. With stakeholder, draw up actions to meet marketing objectives d. Ensure marketing plan reviewed annually to take into accounts changing context in this rapidly developing area 1.2: A strategic tourism provision development plan for BMNP Action 1.2.1: Develop and implement a tourism provision strategic action plan for tourism facilities, services and activities a. Review in detail the SLOT analysis with all stakeholders Technical advice, human and financial capacity All Med TO FZS, BESMP, BZTO, OCTB, MoCT Section H Tourism Provision and Management Programme 3-Year Action Plan 136

Specific Objectives developed, implemented and regularly updated 3-Year Management Actions/ Activities b. Discuss ideas and guidelines for allowed tourism activities and type of accommodation in BMNP management zones with stakeholders Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan c. Research potential markets needs in terms of accommodation, transport requirements, seasonality, supply channels etc. d. Draw up provisional levels of acceptable use for park management zones in the BMNP e. Define objectives for tourism strategic action plan f. Develop detailed action plan, guidelines, regulations etc. g. Ensure a cost-benefit analysis of tourism income against management costs and costs of impact mitigation is included in action plan h. Identify communities within the park that are best placed to be proactive partners in tourism development, taking into account design of prospective activities and trekking routes etc Action 1.2.2: Develop trout fishing related tourism opportunities Technical advice Some Med TO BESMP, FZS, BZTO a. Liaise with stakeholders to develop regulations surrounding trout fishing b. Identify potential beneficiaries of trout fishing and design and implement benefit-sharing mechanisms c. Ensure information on trout fishing is included in promotional material, including website d. Ensure all aspects of trout fishing development are considered in tourism strategic action plan 1.3: A tourism - friendly environment in and around the Bale Mountains developed and maintained Action 1.3.1: Provide tourism awareness training and publicity campaigns for prioritized local communities in and around park a. Collaborate with other stakeholders to identify potential training providers b. Review and decide potential training and publicity campaigns content, in light of capacity assessment Technical advice, human and financial capacity Some Med TO FZS, BESMP, BZTO, TESFA c. Work with teachers and local schools to implement training and publicity campaigns Section H Tourism Provision and Management Programme 3-Year Action Plan 137

Specific Objectives 3-Year Management Actions/ Activities d. Work with community women, youth and elders groups to increase awareness of tourism Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan Action 1.3.2: Train tourism providers to attain the standards required for international tourism, including hygiene levels. Technical advice, human and financial capacity Most Med TO FZS, BESMP, BZTO a. With experts, draw up codes of conducts and hygiene guidelines for tourism providers b. Produce publicity materials and distribute, with individual interviews to tourism providers in the area Action 1.3.3: Work with other stakeholders to improve tourism access to the Bale Mountains. a. Liaise with Zonal Tourism authorities, BESMP to form lobby group to improve tourism access b. Lobby Ethiopian Airlines to reinstate flight schedule to Robe, that is compatible with tourist timetables such as weekend breaks from Addis Ababa Human capacity None Med TO FZS, BESMP, BZTO, OCTB, MoCT, tour operators Action 1.3.4: Integrate visitor interpretation into park infrastructure development b. Brainstorm ideas for interpretive centres with stakeholders, in collaboration with major centre initiative (OR Programme) b. Draw up detailed plans and consult with stakeholders Technical advice, human capacity Most Med TO FZS, EWCP, Melca, BESMP Action 1.3.5: Assess, plan and produce interpretation materials Technical advice, human and financial capacity All High TO FZS, BESMP, BZTO, EWCP, Melca a. Review existing materials, identify gaps and plan and prioritise future materials b. Obtain expert assistance in designing new materials, taking into account the corporate image c. Produce new materials, once funding secured, according to prioritisation Section H Tourism Provision and Management Programme 3-Year Action Plan 138

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan Action 1.3.6: Ensure park-managed tourism centres and facilities meet the highest quality standards a. Undertake SLOT analysis and EIA on the current tourism centres and facilities delivered by BMNP b. Develop short term and long term plan to improve the available facilities c. Prepare mechanisms of collecting feedback from tourists(see also 2.2.3) d. Undertake periodic maintenance of the facilities Technical advice, human capacity Most High TO, PW FZS, BZTO Objective 2: Efficient, effective and responsive tourism management systems that provide an enhanced visitor experience, devised and maintained 2.1: BMNP tourism department has the capacity to deliver and manage an exceptional tourism experience Action 2.1.1: Ensure all staff undertake and regularly update training on tourism awareness and customer care a. Conduct survey on staff of knowledge, attitudes and practices on tourism and repeat every 2 years b. Identify components of tourism awareness and customer care training c. Find appropriate organisation or individual to undertake training d. Conduct training courses d. Review need for updating training annually and conduct as appropriate Human capacity Most High TO, PW FZS, BESMP, BZTO Action 2.1.2: Develop and implement lease concession procedures, standards and agreements for private and community stakeholders Technical advice, human capacity Most High TO, PW OCTB, FZS, BESMP a. Review models of concession agreements and regulations from Ethiopia and the wider region b. Review procedures for granting leases to private and community investors c. Review and draw up environmental standards, criteria and regulations for potential concessions d. Draft procedures, standards and agreements for BMNP tourist concessions and consult with stakeholders Section H Tourism Provision and Management Programme 3-Year Action Plan 139

Specific Objectives 2.2: Tourism provision monitored, evaluated and appropriate actions to mitigate negative impacts or enhance provision adopted 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan e. Ensure regular provision of all information required for monitoring is included in concession agreements and self evaluation of EI and provision standards e.g. bed nights used, accounts, EIAs f. Finalise procedures and standards and prototype concession agreements Action 2.2.1: Develop and implement tourism administration and information systems a. Develop computer database to collate data on tourists, their activities and use zones and key habitats and update monthly b. Improve financial management system of tourist revenue c. Develop system of reporting tourist numbers, activities and revenue on a daily, weekly, monthly and annual basis and ensure information required for impact monitoring included d. Produce and disseminate annual reports of the information collected to relevant stakeholders Action 2.2.2: Design and establish systems for monitoring and mitigation the environmental and cultural impacts of tourism facilities and activities Technical advice, human capacity Technical advice, human capacity Most Med TO, PW Most Med TO BZTO, FZS OCTB, BZTO, FZS a. Conduct Knowledge, Attitudes and Practices (KAP) survey in target communities to establish baseline cultural impacts b. Conduct risk assessment to highlight social and environmental impacts of different tourism initiatives c. Draw up guidelines for tourists regarding interactions with local community members d. Disseminate guidelines to tourists, tour operators and other tourism actors e. Reassess KAPs after 2-3 years in target communities f. Ensure environmental impact assessments are applied to all tourism development and activities (see Park Operations) g. Ensure all developers adhere to environmental guidelines and undertake self evaluation and environmental mitigating measures Section H Tourism Provision and Management Programme 3-Year Action Plan 140

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan Action 2.2.3: Establish adaptive management system to link visitor experience to management action a. Establish informal report and suggestion forms from tourists and method of submitting to management b. Prepare and conduct a (twice) yearly questionnaire using random sampling techniques to ascertain visitor attitudes and experiences Technical advice, human capacity Most Med TO BZTO, FZS c. Integrate results from questionnaire analysis and informal feedback into annual operations plans and GMP 3-Year Action Plans Objective 3: Community participation and benefit sharing opportunities in BMNP tourism developed and established as core part of BMNP tourism provision and management Action 3.1: Provide and facilitate training, guidance and support to enable communities prioritised for tourism development to fully understand opportunities and make considered and viable decisions on tourism development a. Identify tourism experts who might be able to undertake a series of discussions and training with communities b. Identify knowledge and understanding gaps in community members, by gender and age sectors c. Design and implement appropriate training provision and schedule Technical advice, human capacity All Med TO BZTO, FZS, BESMP, TESFA Action 3.2: Assist prioritized communities in setting up and implementing tourism management, governance and benefit-sharing structures i.e. Community Tourism Development Committees, in partnership with BMNP management Technical advice, human capacity Most Med TO FZS, BESMP, BZTO, TESFA a. Discuss potential governance structures with communities b. Discuss potential benefit-sharing arrangements that do not disadvantage marginalised groups c. Facilitate communities to set up CTD Committees using participatory methods Section H Tourism Provision and Management Programme 3-Year Action Plan 141

Specific Objectives 3-Year Management Actions/ Activities d. Facilitate CTDC and communities to set up governance and benefit-sharing structures Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan Action 3.3: Work with CTDCs to develop tourism opportunities including concessions where possible a. Review models for community managed tourism enterprises in Ethiopia and the wider region b. Discuss models and their suitability in the BMNP context with CTDCs c. Facilitate CTDCs to plan realistic development options d. Obtain example concession agreements from other initiatives in Ethiopia and the greater region e. Discuss types of concession agreements with CTDCs and facilitate identification of key points to be included in BMNP f. Draft an agreement that is compatible with NRM agreements, legal framework, BMNP and local government g. Discuss draft agreement with other actors and stakeholder in the area h. Review funding opportunities and application procedures for community tourism concession developments i. Provide training to CTDCs in funding mechanisms and designing funding proposals j. Identify potential matches between community initiatives and funding opportunities e.g. BMNP Community Development Fund, Donors k. Assist CTDCS in drawing up funding proposals as appropriate Action 3.4: Facilitate tourism-relevant training and skills development for community members in prioritised communities Technical advice, human capacity Technical advice, human capacity All Med TO Most Med TO FZS, BESMP, BZTO FZS, BESMP, BZTO a. Carry out assessment of capacity gaps in communities and other stakeholders for tourism management and identify training needs Section H Tourism Provision and Management Programme 3-Year Action Plan 142

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Tourism Provision and Management Programme 3-Year Action Plan b. Facilitate experience sharing visits to and from other community enterprises such as Adaba-Dodola, TESFA initiatives etc. c. Liaise with other actors in community tourism development to identify appropriate training and trainers d. Conduct further training as per capacity needs assessment e. Review needs assessment annually and adjust actions accordingly Action 3.5: Work with CTDCs to explore and exploit potential for marketing local artefacts a. Undertake survey of traditional artefacts potentially marketable to tourists b. Identify people engaged in artefact making and organize for sustainable supply c. Undertake training needs assessment for producers d. Identify appropriate training courses/methods e. Undertake training as per capacity building need f. Ensure that product marketing does not cause unsustainable resource use Technical advice, human capacity Some Med TO OCTB, FZS, BESMP, BZTO Section H Tourism Provision and Management Programme 3-Year Action Plan 143

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Responsibility Park Operations Programme 3-Year Action Plan Objective 1: Resource protection system established Park Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 1.1: Park boundaries defined and demarcated and BMNP gazetted Action 1.1.1: Develop and implement process for park boundary determination a. Produce maps of existing boundaries and areas of cultivation and settlement and areas of exceptional resources in and around the park (with EM) Technical advice, human and financial capacity Most High PW BZA, WAZA, OARDB, woredas, FZS, BESMP b. Discuss and determine park boundary determination and demarcation process with local to federal stakeholders and set up task force c. Raise awareness with local communities about boundary determination d. Develop action plan for process implementation, that includes participatory agreements and that will lead to gazettement e. Ensure regional and federal government support for gazettement process f. Negotiate and agree boundaries with all stakeholders with signed documents on each boundary section g. Demarcate agreed boundary section as soon as agreed Action 1.1.2: Prepare and adopt legislation for BMNP gazettement Technical advice, human and financial capacity Most High PW OARDB, FZS, lawyer a. Consult with regional and federal authorities to agree gazettement process b. Prepare legislation for gazettement c. Draw up agreed boundary description d. Submit documentation to government 1.2: Park infrastructure developed and Action 1.2.1: Build park infrastructure Technical advice, human and financial capacity All Medium PW, PO FZS Section H Park Operations Programme 3-Year Action Plan 144

Specific Objectives equipment procured 3-Year Management Actions/ Activities Input required Level of external support Priority Responsibility Park Operations Programme 3-Year Action Plan a. Finish store, garage and accommodation at headquarters, including environmental impact assessment (EIA) and any appropriate mitigating actions b. Finish existing outpost renovation at Gaysay and Angesu, including EIA c. Build and equip sub headquarters at Rira including renovation of existing buildings d. Conduct prioritisation exercise on build sequence taking into account resource management needs and staffing levels e. Carry out Environmental Impact Assessments on sites selected for new outposts f. Build and equip outposts according to above plan g. Install rain gauges at outposts Park Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.2.2: Maintain, plan and construct management track network a. Maintain Dinsho-Sodota track b. Assess benefits of maintaining Gaysay tracks c. If judged appropriate, maintain Gaysay tracks d. Investigate feasibility of renovation of Morebawa track Action 1.2.3: Improve and maintain signposting a. Design corporate identity for signposts in line with World Heritage Site requirements b. Install or renovate signposting where roads cross park boundaries c. Investigate key areas for management signposting d. Install directional/information signposts in key areas e. Install park regulation signposts in relevant areas Action 1.2.4: Procure and maintain sufficient field and office equipment, vehicles and communications systems a. Supply sub-headquarters with vehicle Technical advice, human and financial capacity Technical advice Financial capacity Most Low PO FZS, EWCP All Low PO FZS All Low PO FZS, EWCP Section H Park Operations Programme 3-Year Action Plan 145

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Responsibility Park Operations Programme 3-Year Action Plan b. Supply Chief Scouts with motorbikes or quadbikes c. Obtain tractor/pick-up and accessories for HQ d. Procure more horses, mules and accessories in line with staff and outpost increases e. Procure camping equipment (tents, sleeping bags, sleeping mats, cooking equipment) for mobile patrols f. Provide scouts with uniforms, boots, raingear, cold weather clothing and rucksacks g. Procure technical equipment for field patrols (Binoculars, GPS, compass, first aid kits, (spray guns, handcuffs after investigation of feasibility) h. Investigate need for equipment for apprehending those breaking park regulations or conflict resolution i. Investigate requirements for firearm procurement and procure as necessary j. Investigate need for fire fighting equipment and procure as necessary k. Equip HQ offices with computers, photocopier, scanner, and digital camera l. Equip Rira sub-hq with power, computer, printer and digital camera m. Install HF radios at HQ, Rira (Angesu), Shisha and Hawo as required n. Design VHF network and determine location of repeater installation o. Install VHF base stations and handsets in line with network design p. Provide cell phones for each outpost wherever possible q. Investigate feasibility of fax options r. Install internet access at HQ Park Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 1.3: Adaptive resource protection plan Action 1.3.1: Develop and implement operational patrolling system, taking into account scout numbers and community based resource protection systems Technical advice, human and financial capacity All High PO, PW, SNRM FZS, BESMP, woredas Section H Park Operations Programme 3-Year Action Plan 146

Specific Objectives operational 3-Year Management Actions/ Activities a. Prioritise areas for resource protection and level of protection required b. Develop realistic patrolling plan with # of staff available c. Liaise with SNRM on status of community resource protection systems d. Design and implement feedback system for patrolling equipment needs e. Develop ranger based monitoring system and incorporate into patrol plan f. Integrate reporting, interpretation and adaptive management into park management g. Develop guidelines on law enforcement procedures within BMNP h. Consult communities, administration, police and judiciary on patrol plan i. Investigate feasibility of incorporating kebele and/or Gedaa systems in patrolling plan j. Train staff on guidelines and procedures for law enforcement, park rules and regulations etc. k. Carry out capacity building as specified in Action xxx l. Equip scouts as per resource protection plan and equipment needs assessment m. Implement patrolling system n: Revise patrol plan according to change in scout # and effectiveness of system Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.3.2: Obtain support from local administration, communities, police and judiciary for resource protection a. Establish and maintain point of contact with local "Mana Murti Ganda" and also local judiciary and police in each woreda b. Hold meeting/workshop with local police, judiciary and administration at kebele (Mana Murti Ganda) and woreda level on prosecution systems and procedures c. Follow actions as per SNRM Programme 1.3 to embed system None Some High PW BZA, WAZA, woredas, FZS Section H Park Operations Programme 3-Year Action Plan 147

Specific Objectives 3-Year Management Actions/ Activities d. Design and use database for follow-up arrests and prosecutions Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.3.3: Stop small scale commercial timber and charcoal extraction and larger scale extraction by commercial sawmills Human capacity Some High PO, SNRM BZA, WAZA, woredas, FZS, BESMP a. Compile information on and map location/extent of small and large scale commercial timber and charcoal extraction in BMNP b. Engage with sawmill to determine areas of timber extraction and raise awareness of BMNP boundary and regulations c. Engage with communities to discuss laws concerning pit saws, chain saws, and park regulations d. Engage with local administration to discuss problem of sawmill and raise awareness of forestry, wildlife laws, and BMNP regulations e. Devise timber extraction regulation system with local administration f. Liaise with police and judiciary regarding legislation and enforcement to ensure correct procedures are followed and support guaranteed g. Cross-check resource protection plan of BMNP (PO) and communities (SNRM) to ensure they include regulations concerning areas of timber extraction and extraction activities h. Ensure infrastructure requirements are prioritised in building plan Action 1.3.4: Monitor and control illegal wildlife hunting and fishing Technical advice, human capacity None Low PO SNRM FZS, BESMP, Darwin, woredas a. Incorporate record keeping of poaching incidents into scout and community monitoring systems b. Liaise with government agencies such as judiciary, police and local government on control and monitoring of wildlife product extraction Section H Park Operations Programme 3-Year Action Plan 148

Specific Objectives 1.4 Integrated Environmental Management (IEM) of park developments and activities implemented 3-Year Management Actions/ Activities Action 1.4.1: Develop and implement Integrated Environmental Management (IEM) policy, guidelines and operational procedures for BMNP a. Assign responsibility for EIAs to staff member in Ecology Department b. Obtain federal and regional EIA guidelines c. Draw up EIA guidelines for BMNP d. Ensure BMNP Environmental impact guidelines address runoff from settlements and agricultural practices e. Ensure EIA Guidelines incorporated into gazettement, all agreements for development, SNRMA, tourism etc f. Increase awareness of staff on EIA guidelines and triggers for EIA g. Carry out regular spot checks on all BMNP facilities, including tourist concessions Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Technical advice, human capacity Partners Some High EM EPA, OARDB Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 1.4.2: Assess and retroactively mitigate the environmental impact of existing park development, including quarries, building and roads Technical advice, human capacity None High EM EPA, BZA, WAZA a. Carry out EIA on all existing park infrastructure and activities b. Carry out EIA on non-park managed structures such as telecom towers and liaise with appropriate agencies c. Plan and implement any appropriate mitigating measures d. Assess quarrying activity within BMNP e. Carry out EIA on all quarries f. Liaise with Road Traffic Authority on meeting BMNP EIA guidelines and mitigating current quarrying activity g. Assess requirement for quarry restoration Objective 2: Sustainable financial plan for BMNP operational 2.1 Economics and financial flows of the Action 2.1.1: Quantify the value of ecosystem goods and services and identify the relevant beneficiaries Technical advice, human and financial capacity All Med PW FZS, BESMP Section H Park Operations Programme 3-Year Action Plan 149

Specific Objectives Bale Mountains ecosystem understood 3-Year Management Actions/ Activities a. Carry out institutional and stakeholder assessment of local beneficiaries of ecosystem goods and services in Bale Ecosystem b. Identify national beneficiaries of ecosystem goods and services, such as tourism ventures c. Identify and quantify the international beneficiaries of BMNP ecosystem goods and services such as water, carbon sequestration etc d. Value the ecosystem goods obtained from BMNP using livelihoods assessment and economic valuation methods e. Value the environmental services provided by BMNP through water provision, flood prevention, climate stabilisation, biodiversity maintenance etc. f. Develop an economic benefits model of the BMNP ecosystem Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 2.1.2: Increase capacity of BMNP management to understand and promote Bale Mountains ecosystem services and related conservation economics Technical advice, human and financial capacity All Med PW FZS, BESMP a. Assign staff member to collaborate or co-manage research dealing with ecosystem services and conservation economics of Bale Mountains 2.2: Business Plan for BMNP operational b. Mentor and train assigned staff in conservation economics and financing techniques Action 2.2.1: Develop and implement BMNP Business Plan Technical advice, human and financial capacity All High PW FZS, PASP, BESMP, OARDB a. Review business plans for other protected areas and liaise with PASP for concurrent initiatives b. Decide on planning process and proceed accordingly, once financial and technical help secured Action 2.2.2: Assess and capitalise on potential for revenue retention Technical advice, human and financial capacity All Med PW OARDB, FZS, PASP Section H Park Operations Programme 3-Year Action Plan 150

Specific Objectives 3-Year Management Actions/ Activities a. Engage natural resource economist to investigate models for revenue retention in Ethiopia and elsewhere b. Engage economist to develop economic models to examine optimal revenue system for BMNP c. Engage expert to investigate how models fit within current government framework d. Review and implement revenue retention scheme if appropriate and feasible Action 2.2.3: Improve capacity of BMNP to identify, apply for and report funding opportunities a. Work with partners to establish small grant scheme for BMNP projects b. Arrange proposal, report, paper, use of logframe writing etc. workshop with partners c. Work with partners to identify potential Embassy or Small Grant Funds Action 2.2.4: Investigate and capitalise on opportunities for national commercial sponsorship a. Engage Nyala Insurance for material and/or financial sponsorship b. Investigate other businesses that use names or logos associated with Bale e.g. Nyala hotel, Nyala cigarettes c. Investigate opportunities for discounts and donations to fulfill equipment requirements e.g. tyres, computers, printing Action 2.2.5: Establish mechanisms for private donations to BMNP a. Identify interested individuals locally and nationally to create a private donor organisation (Friends of Bale) b. Explore legal mechanism for establishment of national and international donations c. Establish system of recording contacts of tourists and visitors d. Make and maintain simple request list for private donations and post at tourist concessions and on website Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Technical advice Partners All Med PW FZS, EWCP Human capacity None High PW BESMP, FZS, companies Human capacity Some Med PW FZS Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Park Operations Programme 3-Year Action Plan 151

Specific Objectives 3-Year Management Actions/ Activities Action 2.2.6: Explore and capitalise on methods of acquiring payment for BMNP ecosystem services a. Investigate potential payments mechanisms for carbon sequestration in the Harenna forest b. Investigate feasibility of obtaining payments to BMNP for water provision c. Investigate feasibility of other mechanisms for BMNP ecosystem services payments Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Technical advice, human capacity All High PW Partners FZS, BESMP, PASP Objective 3. Modern, efficient and adaptive management and administration of BMNP established 3.1: Action 3.1.1: Review and revise park management Transparent systems and departmental and staffing structure, in Human capacity Some High PW OARDB, FZS and effective light of GMP implementation management structures, a. Review staffing structures required to implement GMP systems and capacity established b. Follow up contact point in personnel management with respect to new structures and job descriptions Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 c. Ensure staff job descriptions and salaries are in line with responsibilities Action 3.1.2: Assess and develop strategy to fill gaps between current situation and capacity required to implement GMP a. Assess current capacity level b. Assess future capacity needs to implement GMP c. Ascertain timing and application procedures for training requests to partner d. Prepare and submit requests to partners for training opportunities e. Investigate and list opportunities for obtaining funding for training Action 3.1.3: Increase and maintain staffing levels as required a. Ensure future staffing levels are included in staffing structure b. Prepare job descriptions for any new posts Human and financial capacity Some High PW OARDB Human capacity None High PW OARDB Section H Park Operations Programme 3-Year Action Plan 152

Specific Objectives 3-Year Management Actions/ Activities c. Ensure new post requests are included in annual operations and budgeting planning d. Follow up budget and staffing requests with relevant personnel in management authority Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 3.1.4: Improve and maintain good employment benefits such as housing, uniforms and medical insurance provision a. Draw up annual uniform requirements for all staff b. Provide uniforms and field equipment to all staff as per requirements and Action 1.1.5 c. Draw up guidelines and regulations for staff emergency medical fund, including contribution system d. Establish and operate fund as per guidelines e. Approach insurance companies for medical and life insurance sponsorship f. Draw up guidelines on housing allocation and quality based on management position g. Assess existing staff housing infrastructure h. Develop plan to improve staff housing i Draw up and submit proposal for hardship allowance allocation in BMNP Human and financial capacity Most High PW OARDB, FZS Action 3.1.5: Introduce strategies to strengthen staff morale including internal competitive reward system for good service Human capacity None High PW OARDB, FZS a. Facilitate management committee to draw up guidelines for competition and award system b. Implement award system c. Hold quarterly meetings between BMNP and staff association d. Investigate areas of facilitation of staff association activities by BMNP e. Provide infrastructure for tea/cafeteria facilities Action 3.1.6: Implement transparent and effective human resource management systems Human capacity None High PW OARDB a. Review and develop disciplinary measures for violating codes of conducts Section H Park Operations Programme 3-Year Action Plan 153

Specific Objectives 3-Year Management Actions/ Activities b. Hold briefing sessions with all staff on codes, employment policy and conditions, disciplinary procedures, regulations and line management system c. Ensure all new staff are aware of conditions and include in staff orientation protocol 6.4: Make copies of codes and employment conditions readily available to staff Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 3.1.7: Implement government health and safety standards Human capacity None High PW OARDB a. Investigate current government health and safety standards b. Develop BMNP health and safety policy and regulations c. Develop fire prevention and control procedures d. Develop first aid provision and procedures e. Develop accident reporting procedures f. Develop training scheme for Health and Safety g Train staff in Health and Safety policy, regulations and procedures accordingly 3.2: Effective and secure administrative systems operational Action 3.2.1: Ensure park regulations and policies are up-to-date, understood by park users and functional a. Finalise dog policy and researcher regulations if necessary b. Liaise with WCD and Oromia to clarify and improve which permissions are required for research in BMNP Technical advice, human capacity None High PW BZA, WAZA, woredas, RMGs c. Ensure staff are aware of all regulations, codes of conducts, polices etc and incorporate agreement to adhere to these in their employment contracts d. Ensure relevant items are included in park user information and publicity materials including website e. Review all regulations and policies, recommend changes, and submit to Management Authority Action 3.2.2: Design, implement and maintain a simple, effective store system that is compatible with both paper and computer systems Technical advice, human capacity Some High PW, PO OARDB, FZS a. Review current system Section H Park Operations Programme 3-Year Action Plan 154

Specific Objectives 3-Year Management Actions/ Activities b. Obtain expert advice and design a new system including job descriptions, work plans and protocols c. Assess capacity needs to operate system and train appropriately d. Implement new system and ensure included in job descriptions and workplans e. Decommission obsolete and broken equipment Action 3.2.3: Improve equipment care and maintenance a. Develop care protocols for each type of equipment b. Train storekeeper and equipment users on equipment care and maintenance c. Check and inventorise equipment condition and presence regularly by including in workplans Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Human capacity Some High PO FZS Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 3.2.4: Improve and maintain efficient electronic and paper filing system Technical advice, human capacity Some High PW, PO OARDB, FZS a. Review current administrative, report and record keeping system b.: Obtain expert advice and design a new system including filing system, job descriptions, work plans and protocols c. Assess capacity needs to operate system and train appropriately d. Implement new system and ensure included in job descriptions and workplans Action 3.2.5: Improve and maintain financial management system a. Train all relevant staff in financial management systems including budgeting, financial planning, reconciliations and reporting as per government system a. Draw up and review job descriptions and work plans to meet needs of financial management system c. Assess capacity needs to operate system and train appropriately Technical advice, human capacity Most High PW OARDB, FZS Section H Park Operations Programme 3-Year Action Plan 155

Specific Objectives 3.3: Synergistic, collaborative and adaptive planning and review system operational 3-Year Management Actions/ Activities c. Implement new system and ensure included in job descriptions and workplans Action 3.2.6: Establish regular quarterly and ad hoc management committee meetings a. Formulate structure and terms of reference for management committee b. Identify members of management committee, ensuring good representation across grades c. Form management committee and meet regularly Action 3.3.1: Review and implement GMP Monitoring and Evaluation Plan a. Hold BMNP management meeting to review GMP monitoring and evaluation plan b. Develop methods for collecting information for indicator verification, assign responsibility and embed in monthly task planning and job descriptions, e.g. ensure management decisions include justification c. Hold management meeting to report activity and action implementation progress d. Produce progress report annually, that includes analysis of achievements and obstacles Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan None None Med PW Technical advice, human and financial capacity None High PW Partners FZS, BESMP, EWCP, CSMPP e. Carry out annual METT assessment of BMNP Action 3.3.2: Improve BMNP reporting systems Human capacity None High PW OARDB Action 3.3.3: Improve annual and quarterly operational planning and budgeting a. Set up planning meetings with complete management team for quarterly and annual activity planning b. Assign responsibility to a staff member for each developed activity, during quarterly and annual planning c. Ensure budgeting is in line with activities d. Refer to GMP 3-year Action Plan when drawing up annual work plans e. Liaise with partners on allocation of responsibilities for planned actions annually Human capacity None High PW OARDB, FZS Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Park Operations Programme 3-Year Action Plan 156

Specific Objectives 3-Year Management Actions/ Activities f. Establish and maintain contact with planning office in Oromia with responsibility for budget defence g. Communicate improved park planning system to line manager in Oromia Input required Level of external support Priority Park Responsibility Park Operations Programme 3-Year Action Plan Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 3.3.4: Develop next 3-year Action Plan for 10- year GMP Technical advice, human capacity Some High PW OARDB, FZS, CPT a. Liaise with partners on involvement in next cycle of action planning b. Review problems and issues for BMNP c. Evaluate 10 year objectives and sub objective in each management programme for continued relevance d. Adjust or develop 10-year objective and targets as required e. Evaluate current 3- year action plan for completetion and continued relevance f. Develop new actions and activities as required Section H Park Operations Programme 3-Year Action Plan 157

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Objective 1: BMNP integrated locally and managed with the collaboration and support of relevant local stakeholders Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 1.1: Parkcommunity dialogue mechanisms functioning and having input into BMNP management Action 1.1.1: Train relevant BMNP staff and key stakeholders in community involvement in protected areas a. Distribute information on community-park management models involving negotiation and community involvement to BMNP staff and BMNPcommunity dialogue forums (describing benefits, problems, conditions of success etc.) Technical advice, human and financial capacity All High OR, PW, SNRM, BZA, WAZA, woredas, FZS, RMG, CR b. Assess current capacity level for community dialogue, negotiation and conflict management c. Assess future capacity needs for BMNP-community partnerships d. Develop training procedures/manual for all BMNP staff involved with community liaison, NRM, negotiation and conflict management (including protocols for future new staff) e. Develop training procedures/manual for relevant community members involved in dialogue with BMNP (for training in negotiation and conflict management) f. Ascertain timing and application procedures for training requests to partners g. Prepare and submit requests to partners for training opportunities h. Investigate opportunities for obtaining training funding i. Facilitate training as required j. Assign sector scouts or other responsible staff for communication with each kebele k. Ensure designated staff meet with each kebele monthly Action 1.1.2: Establish and maintain forums for BMNP-community dialogue Human capacity Some High OR, PW, SNRM, CR, RMG, FZS a. Identify priority park-adjacent communities to be engaged by BMNP management Section H Outreach Programme 3-Year Action Plan 158

Specific Objectives 3-Year Management Actions/ Activities b. Conduct KAP surveys of selected park-associated communities to BMNP as baseline and repeat for impact monitoring b. Hold internal BMNP workshop on community participation to reach consensus on broad mechanism for BMNP c. Engage with all park-resident and priority parkadjacent communities to have them delegate representatives - ensuring marginalised groups are represented d. Hold workshop/meeting with each identified community to identify current issues and the indicators to monitor impact of forums, and to decide forum structure with mechanisms for grievance and problem solving e. Establish forum and develop meeting frequency plan f. Hold and facilitate forum meetings g. Establish indicators with the relevant community forum h. Monitor the indicators as established above i. Monitor negative impact of local communities on ecosystem health and resource status (EM programme to provide monitoring data on PECs and KEAs; SNRM programme to provide resource specific data) Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 j. Feedback monitoring results to BMNP management and partners for adaptive management 1.2: Strong partnerships and linkages established with relevant organisations Action 1.2.1: Establish BMNP management committees a. Hold meeting with Oromia President s office to discuss formation of management board, membership, ToR and meeting timetable, etc Human capacity Most High PW, OARDB, MoARD, zone, woredas, FZS, EWCP, BESMP, MB b. Hold meeting with suggested representatives for BMNP zonal steering committee to discuss membership, ToR and meeting frequencies etc c. Draft ToR together with relevant Oromia Bureaus/departments d. Formally invite committee members (by position) to be permanent members - with ToR Section H Outreach Programme 3-Year Action Plan 159

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 e. Facilitate meetings as required Action 1.2.2: Co-ordinate regularly with local government Human capacity Some High PW, OR BZA, WAZA, woredas, kebeles a. Hold annual coordination meeting to present park management annual report and annual operations plan for the following year held with all zonal and woreda authorities, judiciary and other relevant administrative bodies b. Warden to meet quarterly with Bale zone c. Quarterly meetings with woredas - either warden or delegate (at current staffing levels, perhaps monthly if sufficient staff) d. Hold annual woreda NRM co-ordination meetings to discuss specific NRM issues (e.g. monitoring, enforcement, conflict management and specific problems), if necessary establish specific working groups e. Assign sector scouts or other responsible staff for communication with each kebele f. Ensure designated staff meet with each kebele monthly g. Assess capacity of designated staff to engage in community-park relations and conflict management h. Train designated staff as required, and as per staff training protocols in community-bmnp relations Action 1.2.3: Improve communication with and between BMNP and NGO's, academic institutions and other non-governmental bodies that can or do collaborate with the BMNP Human capacity Some Low OR, EM Relevant partners a. Identify development and other actors with which BMNP should partner b. Engage with these institutions to determine if contact and communication would be mutually beneficial c. Create guidelines for contact between BMNP and other collaborating institutions d. Establish a point of contact within BMNP for every collaborator Section H Outreach Programme 3-Year Action Plan 160

Specific Objectives 1.3 BMNP managed within a functioning biosphere reserve 3-Year Management Actions/ Activities e. Open a file to store all communication between BMNP and collaborators f. Establish regular communication, and if appropriate formal meetings, with each collaborator g. Establish regular reporting, feedback and budget planning mechanisms for each organisation Action 1.3.1: List BMNP within a Biosphere Reserve a. Identify process to create a Biosphere Reserve b. Identify relevant partners operating in and around BMNP required to fulfill BR listing c. Create action group with relevant partners to fulfill BR criteria to Finalise listing Action1.3.2: Realise benefits from Biosphere Reserve listing a. Identify the positive benefits to be gained from BR listing b. Ensure BR listing added to all publicity materials c. Together with BMNP management work to maximise these benefits d. Ensure that activities required to maximise BR benefits included in BMNP annual operations plans Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Technical advice, human capacity, data Technical advice, human capacity Med Med PW Med Med PW Objective 2: Wider awareness of BMNP and a sense of ownership and responsibility established 2.1: Innovative, Technical widely targeted Action 2.1.1: Develop innovative communications advice, human and adaptive All High strategy to promote the BMNP GMP and financial publicity capacity campaign implemented. a. Develop and implement a strategy to educate the BMNP staff on the GMP b. Identify other partners who will be communicating about NRM in/around BMNP (e.g. Farm Africa/SOS Sahel project and CSMPP) c. Design innovative communications strategy targeting local communities on market days etc OR, PW, Responsibility Partners BESMP, CSMPP, FZS, IBC BESMP, CSMPP, FZS, IBC FZS, BESMP, CSMPP Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Outreach Programme 3-Year Action Plan 161

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 d. Meet with BMNP management partners and GMP development partners to create a list of the critical points about the new GMP and to identify the target audience (especially ERVs) e. Design a poster and a small booklet to convey these ideas to the target audience (ideally outsourced to an expert in visual communication and learning) f. Establish the number of posters and/or booklets required and cost the printing and distribution g. Meet with BMNP management partners and GMP development partners to identify which other organisations and relevant government agencies should have a copy of the GMP h. Distribute copies of the GMP accordingly i. Ensure GMP and/or executive summary on the website Action 2.1.2: Design publicity campaign to improve public and park staff recognition and support for BMNP Technical advice, human and financial capacity All High OR, PW FZS, CSMPP, EWCP, BESMP, OARDB, OCTB a. Engage with BMNP management partners (e.g. FZS, CSMPP, EWCP, Farm Africa/SOS Sahel) regarding the possibility of sharing a publicity person b. Cost the possibility of outsourcing BMNP publicity either nationally or internationally c. Develop a publicity programme with management partners or outsourced company d. Hold regular (annual or more regular) brainstorming sessions to come up with new publicity ideas e. Improve staff and government understanding of the economic, social and natural services provided by BMNP f. Design graphic publicity/promotion presentation of water flows and dependant communities g. Design graphic presentation around biodiversity, endemic species and uniqueness of BMNP h. Investigate event promotion of BMNP using donor funding Section H Outreach Programme 3-Year Action Plan 162

Specific Objectives 3-Year Management Actions/ Activities i. Facilitate Bale Mountains photographic exhibition j. Encourage decision makers attend promotional events/photographic exhibitions k. Assess current knowledge of all BMNP staff about BMNP significance and management objectives l. Assess the desired level of knowledge for BMNP staff m. Design and implement education and awareness campaign for current BMNP staff on park significance and management objectives n. Design education and awareness campaign for new BMNP staff on significance and objectives Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 2.1.3: Engage with national companies to promote BMNP and Bale products a. Identify national companies that can be engaged to promote Bale (e.g. because of branding - nyalas/wolves, or business type - tour operators) b. Contact relevant national companies to hold a formal meeting with their marketing management and discuss possibilities for collaboration, support and/or promotion c. Formalise possibilities if agreement reached d. Monitor implementation of any agreements with relevant companies Action 2.1.4: Develop and maintain BMNP website a. Investigate all of the requirements and costs to establish a BMNP website, including ongoing management b. Identify technical and funding partners to establish a website c. Design the website in collaboration with technical partners and advisors d. Collate all links to be listed on the website and contact other websites that should have links to this one e. Ensure number of hits recorded on the website Human capacity Technical advice, human and financial capacity Some Low OR FZS, BESMP All Med OR, PW FZS Section H Outreach Programme 3-Year Action Plan 163

Specific Objectives 2.2 Environmental education programme strengthened in/around BMNP 3-Year Management Actions/ Activities f. Launch the website with publicity campaign for it, both internationally and nationally g. Assign a specific individual to maintain and manage the website at least monthly and record # of hits Action 2.2.1: Strengthen current environmental education programme including schools, tertiary institutions and clubs in/around the BMNP a. Hold workshop with current BMNP EE partners to evaluate current programme b. Use the workshop to develop a 3 year EE strategy for in/around the BMNP c. Explore using REFLECT - adult education method/philosophy d. Implement and evaluate with partners Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Technical advice, human and financial capacity Med Med OR Responsibility Partners Melca, EWCP, FZS Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 2.2.2: Obtain copies of and rights to use documentaries/films/photography/articles about Bale Human capacity Med Low OR OCTB, MoCT, FZS, EWCP a. Identify and catalogue all DVD's and films made in/around Bale - both nationally and internationally b. Draft a letter of request and agreement for copyright holders which would allow films to be used only for educational purposes in/around BMNP c. Identify and contact all copyright holders, requesting copies of films for which there are no current copies in BMNP Action 2.2.3: Work with partners to integrate case studies from the Bale Mountains into environmental education curricula (local, regional, national) Technical advice, human capacity Med Low OR FZS, Melca, EWCP a. Create working group to identify where Bale, or specifically the BMNP might be integrated into curricula b. Identify and contact relevant educational bodies with suggestions, including relevant examples Action 2.2.4: Establish education/resource/interpretation centre in BMNP Technical advice, human and financial capacity All High OR, PW FZS, EWCP, Melca, CSMPP, BESMP Section H Outreach Programme 3-Year Action Plan 164

Specific Objectives 3-Year Management Actions/ Activities a. Hold a brainstorming workshop with education, conservation and design experts for an education/interpretation/resource centre Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 2.3: BMNP benefiting from its World Heritage Site listing b. Create a concept note with a design, the specific objectives, responsibilities for ongoing management and the required budget for the centre c. Seek funding for the centre d. Build and launch the centre e. Hold annual meetings with relevant partners to investigate new methods and ideas that could be incorporated in the centre f. Hold annual review meetings with relevant partners to ensure that the centre is meeting objectives Action 2.3.1: Prepare and submit dossier for World Heritage Site listing a. Identify process to list BMNP as a WHS b. Identify relevant partners operating in and around BMNP that can assist with WHS listing c. Create action group with relevant partners to fulfil WHS listing criteria d. Prepare and submit dossier Action 2.3.2: Realise benefits from WHS listing a. Identify the positive benefits to be gained from WHS listing b. Ensure WHS listing added to all publicity materials c. Together with BMNP management work to maximise these benefits d. Ensure that activities required to maximise WHS benefits included in BMNP annual operations plans Technical advice, human capacity Technical advice, human capacity Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated communities Human and Action 3.1.1: Support the development and adoption 3.1 Livelihood financial All Med of improved livelihood schemes with partners development capacity All High PW, OR, EM UNESO, MoCT, OARDB, OCTB, FZS Med High OR UNESCO, FZS OR, PW, Developm't partners Section H Outreach Programme 3-Year Action Plan 165

Specific Objectives and equitable benefit-sharing facilitated through collaboration with partners 3-Year Management Actions/ Activities Identify possible development actors/partners for livelihood projects Establish Action Groups with development actors/partners who can identify and implement livelihood initiatives Identify communities to be targeted for livelihood support with partners working adjacent to park Assess BMNP facilitation of livelihood schemes and effectiveness of Action Groups annually Action 3.1.2: Identify and facilitate benefit-sharing mechanisms a. Identify partners outside the park who can assist in implementing benefit-sharing projects b. Identify models/experiences/options available to be offered as benefits c. Liaise with development partners and conduct research to find out about equitable benefit sharing schemes that include marginalised groups d. Identify pilot sites and models for conservation-friendly activities d. Negotiate with relevant communities for implementation of benefit-sharing schemes (ensuring equitability issues addressed) e. Implement pilot schemes with partners f. Monitor and evaluate pilot schemes (especially equitability of benefit sharing) g. Obtain feedback from pilots and explore ways to scale up, with stakeholders h. Identify communities to be included in the scheme, based on review recommendations i. Implement scaling up, ensuring monitoring and feedback is fully integrated Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Human and financial capacity Some Med OR, PW Responsibility Partners OARDB, FZS, CR Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Action 3.1.3: Implement and maintain mechanisms to collect money from visitors and other donors for community projects Technical advice, human capacity Some High OR, PW OARDB, FZS, CR Section H Outreach Programme 3-Year Action Plan 166

Specific Objectives 3-Year Management Actions/ Activities Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 a. Explore options and alternatives suitable within the Ethiopian context (e.g. NGO/CBO/co-operative type organisation) b. Identify ways to collect money for this scheme c. Inform relevant Oromia Bureaus/Departments of idea and developments d. Implement recommendations to establish scheme (ensuring equitability issues addressed) e. Engage with partners already involved in benefitsharing schemes to develop mechanisms to share the benefits f. Monitor and evaluate the scheme (especially equitability of benefit-sharing) Action 3.1.4: Facilitate provision of educational scholarships and accommodation schemes for park resident children a. Facilitate formation of "Friends of Bale" charity and/or Community Development Fund, as above to support dormitory and scholarship schemes for children living in the park to attend schools outside of the BMNP b. Assist and facilitate costing and financing of dormitory and scholarship schemes for school children (as above) c. Draw up guidelines for eligibility for children of park residents to education scheme and operational system d. Encourage and facilitate external contributions to the education scheme Technical advice, human and financial capacity Some High PW, OR FZS, government, CR, CBOs Action 3.1.5: Promote conservation friendly small business development in park-associated communities Human and financial capacity All Med OR, PW Development partners a. Identify possible partners who have experience/can implement Conservation Bank type model b. Establish Action Group with Conservation Bank partners c. Experiment with and adapt Conservation Bank model to park-resident and park-adjacent communities Action 3.1.6: Facilitate coordination among NR user groups in and around BMNP to shared livelihood development experiences and opportunities Human capacity Some Low OR RMG, CR, BESMP Section H Outreach Programme 3-Year Action Plan 167

Specific Objectives 3-Year Management Actions/ Activities a. Identify NR user groups operating around the BMNP (e.g. fish, hunting, NTFP, forest management) b. Identify organisations working with NR user groups around the BMNP (e.g. NGO's, local govt., etc) c. Establish and facilitate a NR user group co-ordination body among inside/outside park NR users Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Responsibility Partners Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 3.2 Alternative and sustainable energy use facilitated and promoted Action 3.2.1: Promote alternative and energyefficient fuel sources and building materials a. Investigate options for alternative fuel and building wood provision for park residents (e.g. mud briquettes) Technical advice, human and financial capacity All High OR FZS, BESMP, RMG, CBO Development partners b. Investigate possibility of developing fuel and building lots inside park with indigenous species c. Coordinate a park working group to devise a BMNP policy for fuel and building wood provision for park residents (to be led by SNRM/EM) d. Facilitate nursery and fuelwood plot establishment with community based organisations, households and private owners e. Promote energy-efficient stoves with park residents and outside the park where possible f. Assist park residents with the transport and sealing of fuel-efficient stoves for park residents Action 3.2.2: Advocate for policy change to regulate the use of fuel-efficient stoves and legal wood/energy sources for commercial purposes/premises and other large institutions a. Contact partners already doing this - support them b. Write letters in support of this to Bureau/decision makers c. Participate in media briefings about this issue Human capacity Some Low OR, PW OARDB, development partners, BESMP, Melca d. Work with partners to produce publicity material on this and how it effects the park Section H Outreach Programme 3-Year Action Plan 168

Specific Objectives 3-Year Management Actions/ Activities Action 3.2.3: Maximise BMNP sustainable energy use and promote awareness of alternative energy sources and energy saving methods a. Identify local/international partners with experience in alternative energy sources/energy saving methods b. Compile a simple report on alternative energy sources/energy saving methods that can be used in the BMNP c. Compile a simple report on alternative energy sources/energy saving methods that can be demonstrated in the BMNP Interpretation centre d. Try to engage partner in demonstrating alternative energy sources/energy saving in the Interpretation centre and BMNP HQ e. Lobby for using alternative energy sources/energy saving methods within BMNP HQ, all Park Operations and the Interpretation centre Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Technical advice, human and financial capacity All Low OR Responsibility Partners Melca, FZS, BESMP Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 3.3: Humanwildlife conflict understood and mitigated Action 3.3.1: Collect information on types, extent, specific areas and cost of HWC a. Conduct surveys to identify the areas and severity of HWC Technical advice, human and financial capacity None Med OR, EM, SNRM RMG, CR, woredas b. Establish task forces in areas of high HWC (Park rep, local govt., respected community rep, etc) c. Hold workshop with task forces to establish data collection protocols, response and data feedback mechanisms d. Train relevant park staff in how to collect HWC data e. Ensure RBM included HWC records and verification of HWC incidents e. Evaluate data quarterly - discuss with Ecologist, Warden and other relevant park personnel Section H Outreach Programme 3-Year Action Plan 169

Specific Objectives 3-Year Management Actions/ Activities Action 3.3.2: Implement HWC mitigation strategies a. Chose sites where mitigation strategies are to be implemented b. Investigate/research other solutions used for similar types of HWC nationally/internationally c. Negotiate potential mitigation strategies with affected communities d. Implement as agreed and monitor/evaluate impact Input required Level of external support Priority Park Outreach Programme 3-Year Action Plan Technical advice, data, human and financial capacity Some Med OR, EM, SNRM Responsibility Partners RMG, CR, woredas Timeframe Year 1 Year 2 Year 3 1 2 3 4 1 2 3 4 1 2 3 4 Section H Outreach Programme 3-Year Action Plan 170

Appendix 1: Monitoring and Evaluation Objectives of Monitoring and Evaluation Monitoring and evaluating the GMP implementation and associated impacts, is a key aspect of assessing whether the GMP has been used and whether it has achieved its stated purposes and objectives. Monitoring and evaluation are also a key component of future adaptive management; so that the overall benefits from GMP implementation are maximised and any negative impacts are mitigated, through the adjustment of 3-year action plans. A multi-tiered framework has been developed to enable monitoring and evaluation to be carried out at several different levels: from park purpose, through programme purposes and objectives, to actions and activities. This draws on best practice elsewhere and is integrated with the GEF Protected Area Systems Project that is commencing implementation in Ethiopia in 2007. Monitoring and Evaluation (M&E) is therefore an integral activity for all GMP components. The M&E framework has a number of objectives: Provide stakeholders and partners with information to measure progress Determine whether expected impacts have been achieved Provide timely feedback in order to ensure that problems are identified early in implementation and that appropriate actions are taken Assess the GMP s effectiveness in meeting the park purpose and thus conserving biological diversity and ecological systems Evaluate the benefits accruing to communities and other beneficiaries Appraise the underlying causes of GMP outcomes, whether positive or negative Track the level and quality of community consultation and participation in BMNP activities Appendix 1 Monitoring and Evaluation 171

i. Park Purpose Monitoring Monitoring progress in achieving the Park Purpose and thus at the ultimate impact or outcome level, relies heavily on implementing BMNP Ecological Monitoring Plan. This Ecological Monitoring plan focuses on determining the status of BMNP Priority Ecosystem Components, the components of BMNP ecosystem that have been prioritised and together should represent the unique biodiversity and ecological processes in the whole ecosystem. Indicators and suggested methods have been drawn up by technical experts. Periodic evaluation of monitoring data needs to be embedded in adaptive management systems and embedding such a system is an integral part of the Ecological Management and the Park Operations Programme. Table A1.1: BMNP Ecological Monitoring Plan BMNP Ecological Monitoring Plan Collection KEAs Indicator of change Method of measurement frequency PEC: Hydrological system Water flow Water retention of vegetation and soil Water quality Wetland extent and dynamics Water yield Seasonal dynamics (rainfall, runoff, and evapo-transpiration) Gauge stations, height and flow rate: 7 rivers Rain gauges, evaporation pans, gauge stations Height daily, flow rate monthly Potential partners Already being collected? Priority Appendix 1 Monitoring and Evaluation 172 FZS Yes Daily/monthly FZS Some Very high Very high Soil moisture, infiltration Soil moisture measures Monthly FZS, Darwin Starting Very high Sediment load at Filters, visibility (secchi Monthly FZS Some different levels disk) High Salinity, DO Conductivity, DO meter, concentration, Monthly FZS Yes Thermometer temperature High Ph Levels Ph meter Monthly FZS Yes High Remote sensing, plot Extent and depth sampling, permanent Every 3 years FZS No height stick High Water quality As above Monthly FZS High

BMNP Ecological Monitoring Plan KEAs Indicator of change Method of measurement Collection Potential Already being frequency partners collected? Priority Seasonality Remote sensing, plot Seasonally FZS sampling Very high Rainfall/evaporation Daily rain gauges Daily FZS Starting Very high PEC: Harenna Forest Change in age, size structure of trees No Monitoring plots, photo BMNP, FZS, Forest structure Regeneration of tree Annually points, quadrats Darwin, WGCF species in different No High zones High Forest cover Biomass density in Remote sensing, ground BMNP, FZS, Some canopy Every 3 years High truthing Darwin, WGCF Area/extent size Yes Very high Forest boundary of Mapping/remote sensing, glades and external in BMNP, FZS, ground surveys, photo Every 3 years Some Forest different zones, size of Darwin, WGCF points fragmentation fragments Very high Biodiversity composition of different fragments Transects, photo point sat monitoring plots BMNP, FZS, Darwin, WGCF Annually Low Bird monitoring Point counts Annually Some Medium Indicator species BMNP, FZS, diversity, Small mammal Trapping grids Annually Darwin, No distribution, and monitoring EWNHS, Medium abundance Vegetation composition Plots Every 3 years Birdlife Int l Yes (e.g. epiphytes) Medium PEC: Erica shrub and forest FZS, AAU, Erica regeneration Monitoring plots Annually Structure and WGCF Yes Very high distribution Bird diversity. distribution and abundance Erica extent Monitoring plots Every 3 years Species diversity and abundance Point counts Annually FZS, AAU, WGCF FZS, EWNHS, Birdlife Int l Some Some Very high Low Appendix 1 Monitoring and Evaluation 173

BMNP Ecological Monitoring Plan KEAs Indicator of change Method of measurement Collection frequency Amphibian diversity, Species diversity and distribution and abundance Transects, ground surveys Every 2 years abundance PEC: Gaysay grasslands Indicator species diversity, distribution and abundance Wetland quality and dynamics Plant composition and distribution Birds diversity and abundance Large mammal diversity and abundance Point counts Annually Potential partners FZS, expert researchers FZS, EWNHS, Birdlife Int l Already being collected? Some Some Priority Low Medium Line transects Annually, seasonally FZS, SLZ, AAU Yes Medium As above for hydrology No Low Plant composition PEC: Hagenia / Juniper woodlands Photo points and monitoring plots Annually FZS, WGCF No High Tree composition and structure Woodland area, extent and fragmentation Indicator species diversity, distribution, and abundance PEC: Afroalpine Rodent and bird diversity and abundance Tree regeneration Monitoring plots Annually FZS, WGCF No Very high Tree species density and distribution Woodland size, patchiness Bird diversity and abundance Large mammal diversity and population sizes Remote sensing, ground truthing Remote sensing, ground truthing Annually FZS, WGCF No Very high Every 3 years FZS, WGCF No Medium Monitoring plots Annually FZS No Medium Transects Annually FZS No Medium Grass rats abundance Trapping grids Annually Giant molerat abundance Bird diversity and abundance Monitoring plots Point counts Annually Annually FZS, EWCP, Glasgow Univ. FZS, EWCP, Glasgow Univ. EWNHS, Birdlife Intern l Some Some Some Very high Very high Low Appendix 1 Monitoring and Evaluation 174

BMNP Ecological Monitoring Plan KEAs Indicator of change Method of measurement Collection frequency Other indicator species diversity, As below for Ethiopian Ethiopian wolves distribution, and wolves abundance Plant composition and distribution Wetland quality and dynamics Potential partners Already being collected? Yes Priority Very high Permanent monitoring FZS, EWCP, Vegetation biomass Annually Some Very high plots Glasgow Univ. Lobelias Photo points Annually FZS No Low As above for hydrology Some Very high PEC: Mountain nyala Population size, Population estimates, structure and sex-age ratios, distribution movement Habitat availability Genetic diversity Habitat mapping Change in allele frequency distributions PEC: Ethiopian wolves Number, composition Population size, structure and distribution Prey abundance and distribution Gene diversity and recruitment in breeding units in core areas (Sanetti, Web, Morebawa) Index of abundance in non-core areas Rodent abundance and distribution Change in allele frequency distributions Line transects, focal follows Remote sensing, ground truthing Annually FZS, AAU Yes High Every 3 years FZS, AAU, WGCF Some Faecal sampling Every 5 years AAU No Low Total pack enumeration, focal follows, behavioural observations High Quarterly EWCP Yes Very high Line transects Annually EWCP Yes Medium Live-trapping (grass rats and others) Focal watches (giant molerat) Annually Annually EWCP, FZS, Glasgow Univ. EWCP, FZS, Glasgow Univ. Some Very high Some Very high Faecal sampling Every 5 years EWCP Yes Low Appendix 1 Monitoring and Evaluation 175

ii. Management Effectiveness Monitoring Progress towards achieving the Purposes devised in each Management Programme, which essentially are a part of measuring management effectiveness, can be monitored in a number of ways. Recently initiatives to develop a number of management effectiveness assessment tools have been undertaken. The World Bank/WWF Alliance for Forest Conservation and Sustainable Use ( the Alliance ) was formed in April 1998, in response to the continued depletion of the world s forest biodiversity and of forest-based goods and services essential for sustainable development. The Alliance has developed a simple site-level tracking tool to facilitate reporting on management effectiveness of protected areas within WWF and World Bank projects that is being adopted by the PASP project and thus is appropriate for BMNP. The tracking tool has been built around the application of a World Commission for Protected Areas (WCPA) Framework for assessing protected area management effectiveness (Hockings et al., 2000). The Alliance has designed the Management Effectiveness Tracking Tool (METT) to be: Capable of providing a harmonised reporting system for protected area assessment within donor organisations Suitable for replication Able to supply consistent data to allow tracking of progress over time Relatively quick and easy to complete by protected area staff, so as not to be reliant on high levels of funding or other resources Capable of providing a score if required Based around a system that provides four alternative text answers to each question, strengthening the scoring system Easily understood by non-specialists Nested within existing reporting systems to avoid duplication of effort. The tracking tool has been developed to provide a quick overview of progress in improving the effectiveness of management in individual protected areas, to be filled in by the protected area manager or other relevant site staff. It is not an independent assessment, nor should it be used as the sole basis for adaptive management. Moreover, the tracking tool is too limited to allow a detailed evaluation of outcomes and is really aimed at providing a quick overview of the management steps identified in the WCPA Framework up to and including outputs. Thus, even if management is excellent, but biodiversity is continuing to decline, then protected area objectives are not being met. Therefore the Ecological Monitoring Programme is the key component that will inform BMNP managers on whether the condition of the biodiversity and ecological processes through the Priority Ecosystem Components. In 2005 a METT analysis was conducted as part of the PASP project, to set a baseline for BMNP management and is included below. On GMP draft completion, a new METT analysis will be conducted for future comparison. Thereafter annual assessments will be conducted. Appendix 1 Monitoring and Evaluation 176

Table A1.2: Detailed METT for the Bale Mountains including next steps (PASP Document, 2005) Issue Criteria Score Next steps 1. Legal status The protected area is not gazetted 0 Does the protected The government has agreed that the protected area should be gazetted but the process has not yet begun 1 area have legal status? The protected area is in the process of being gazetted but the process is still incomplete 2 Context 2. Protected area regulations Are inappropriate land uses and activities (e.g. poaching) controlled? Context 3. Law enforcement Can staff enforce protected area rules well enough? Context 4. Protected area objectives Have objectives been agreed? The protected area has been legally gazetted (or in the case of private reserves is owned by a trust or similar) There are no mechanisms for controlling inappropriate land use and activities in the protected area 0 Mechanisms for controlling inappropriate land use and activities in the protected area exist but there are major problems in implementing them effectively 1 Mechanisms for controlling inappropriate land use and activities in the protected area exist but there are some problems in effectively implementing them 2 Mechanisms for controlling inappropriate land use and activities in the protected area exist and are being effectively implemented 3 The staff have no effective capacity/resources to enforce protected area legislation and regulations 0 There are major deficiencies in staff capacity/resources to enforce protected area legislation and regulations (e.g. lack of skills, no patrol budget) 1 The staff have acceptable capacity/resources to enforce protected area legislation and regulations but some deficiencies remain 2 The staff have excellent capacity/resources to enforce protected area legislation and regulations 3 No firm objectives have been agreed for the protected area 0 The protected area has agreed objectives, but is not managed according to these objectives The protected area has agreed objectives, but these are only partially implemented 2 Planning The protected area has agreed objectives and is managed to meet these objectives 3 3 1 Agree on boundaries to conservation area; draw up management plan; assemble joint management committee with appropriate terms of reference; submit for gazettement Negotiate and implement agreements with local communities for regulated access to and use of natural resources Establish linkages with local law enforcement agencies, including judiciary, police, etc. Train local law enforcement agencies. The 1986 (draft but neither adopted nor implemented) management plan identified the objectives for the area. 5. Protected area design Does the protected area need enlarging, corridors etc to meet its objectives? Planning Inadequacies in design mean achieving the protected areas major management objectives of the protected area is impossible 0 Inadequacies in design mean that achievement of major objectives are constrained to some extent 1 Design is not significantly constraining achievement of major objectives, but could be improved 2 Reserve design features are particularly aiding achievement of major objectives of the protected area 3 Further planning processes are necessary. Appendix 1 Monitoring and Evaluation 177

Issue Criteria Score Next steps 6. Protected area The boundary of the protected area is not known by the management authority or local 0 boundary residents/neighbouring land users demarcation The boundary of the protected area is known by the management authority but is not known by local residents/neighbouring land users 1 The boundary of the protected area is known by both the management authority and local 2 residents but is not appropriately demarcated Is the boundary known and demarcated? Context 7. Management plan Is there a management plan and is it being implemented? Planning Additional points Planning 8. Regular work plan Is there an annual work plan? Planning/Outputs 9. Resource inventory Do you have enough information to manage the area? Context 10. Research The boundary of the protected area is known by the management authority and local residents and is appropriately demarcated There is no management plan for the protected area A management plan is being prepared or has been prepared but is not being implemented 1 An approved management plan exists but it is only being partially implemented because of funding constraints or other problems 2 An approved management plan exists and is being implemented 3 The planning process allows adequate opportunity for key stakeholders to influence the management plan There is an established schedule and process for periodic review and updating of the management plan The results of monitoring, research and evaluation are routinely incorporated into planning +1 No regular work plan exists 0 A regular work plan exists but activities are not monitored against the plan s targets 1 A regular work plan exists and actions are monitored against the plan s targets, but many activities are not completed 2 A regular work plan exists, actions are monitored against the plan s targets and most or all prescribed activities are completed There is little or no information available on the critical habitats, species and cultural values of the protected area Information on the critical habitats, species and cultural values of the protected area is not sufficient to support planning and decision making Information on the critical habitats, species and cultural values of the protected area is sufficient for key areas of planning/decision making but the necessary survey work is not being maintained Information concerning on the critical habitats, species and cultural values of the protected area is sufficient to support planning and decision making and is being maintained 3 There is no survey or research work taking place in the protected area 0 There is some ad hoc survey and research work 1 3 0 +1 +1 3 0 1 2 The boundary is neither known nor marked. The local community need to be involved in planning the boundaries relative to the key biodiversity areas within the landscape. A management plan was written and agreed in 1986. A further interim management plan was being developed by WWF (not completed). The management plan needs significant updating with an implementation plan. The planning processes at present are now beginning to consider the role of stakeholders in planning processes. The plan should be designed to be adaptive and updateable. A monitoring and evaluation plan needs to be developed. The M&E framework needs to be developed for the annually produced workplan. The M&E framework should include planned surveying. Further information should be gathered in the Harenna forest that remains relatively unknown. Research on the Ethiopian wolf is good, but there are gaps in knowledge among other species and Appendix 1 Monitoring and Evaluation 178

Issue Criteria Score Next steps Is there a programme There is considerable survey and research work but it is not directed towards the needs of of managementorientated survey protected area management 2 and research work? Inputs 11. Resource management Is the protected area adequately managed (e.g. for fire, invasive species, poaching)? Process 12. Staff numbers Are there enough people employed to manage the protected area? Inputs 13. Personnel management Are the staff managed well enough? Process 14. Staff training Is there enough training for staff? Inputs/Process 15. Current budget Is the current budget sufficient? There is a comprehensive, integrated programme of survey and research work, which is relevant to management needs Requirements for active management of critical ecosystems, species and cultural values have not been assessed Requirements for active management of critical ecosystems, species and cultural values are known but are not being addressed Requirements for active management of critical ecosystems, species and cultural values are only being partially addressed Requirements for active management of critical ecosystems, species and cultural values are being substantially or fully addressed There are no staff 0 Staff numbers are inadequate for critical management activities 1 Staff numbers are below optimum level for critical management activities 2 Staff numbers are adequate for the management needs of the site 3 Problems with personnel management constrain the achievement of major management objectives 0 Problems with personnel management partially constrain the achievement of major management objectives 1 Personnel management is adequate to the achievement of major management objectives but could be improved 2 Personnel management is excellent and aids the achievement major management objectives 3 Staff are untrained 0 Staff training and skills are low relative to the needs of the protected area 1 Staff training and skills are adequate, but could be further improved to fully achieve the objectives of management 2 Staff training and skills are in tune with the management needs of the protected area, and with anticipated future needs 3 There is no budget for the protected area 0 The available budget is inadequate for basic management needs and presents a serious constraint to the capacity to manage 1 The available budget is acceptable, but could be further improved to fully achieve effective management 2 3 0 1 2 3 ecological aspects of the area. These need to be prioritized and filled. Further information regarding active management is necessary. Most importantly, the effect of livestock grazing on the afroalpine grasslands is not known. Staff numbers need to be increased There need to be incentives to ensure that the staff carry out their duties optimally. Thus, even the staff that do exist are poorly managed. Refreshment of training would be worthwhile but staff management is a more important issue. Training could, however, be provided as an incentive for the staff. Budget needs to be increased (current funding levels are at US$ 13.9/km²/yr). However, what budget there is, is poorly managed. Appendix 1 Monitoring and Evaluation 179

Issue Criteria Score Next steps Inputs The available budget is sufficient and meets the full management needs of the protected area 3 16. Security of budget Is the budget secure? Inputs 17. Management of budget Is the budget managed to meet critical management needs? Process 18. Equipment Is equipment adequately maintained? Process 19. Maintenance of equipment Is equipment adequately maintained? Process 20. Education and awareness programme Is there a planned There is no secure budget for the protected area and management is wholly reliant on outside or year by year funding 0 There is very little secure budget and the protected area could not function adequately without outside funding 1 There is a reasonably secure core budget for the protected area but many innovations and initiatives are reliant on outside funding 2 There is a secure budget for the protected area and its management needs on a multi-year cycle Budget management is poor and significantly undermines effectiveness 0 Budget management is poor and constrains effectiveness 1 Budget management is adequate but could be improved 2 Budget management is excellent and aids effectiveness 3 There is little or no equipment and facilities There is some equipment and facilities but these are wholly inadequate There is equipment and facilities, but still some major gaps that constrain management 2 There is adequate equipment and facilities There is little or no maintenance of equipment and facilities 0 There is some ad hoc maintenance of equipment and facilities 1 There is maintenance of equipment and facilities, but there are some important gaps in maintenance 2 Equipment and facilities are well maintained 3 There is no education and awareness programme There is a limited and ad hoc education and awareness programme, but no overall planning for this 3 0 1 3 0 1 The budget from the regional government is relatively secure (although it has declined in the past year) but external funding is necessary to build the capacity of the protected area. Budget management is a barrier to the effectiveness of the management of the area. Equipment and facilities are present, but not always well planned. However, administration means they are rarely used properly. This requires improvement. Recurrent budget for maintenance and replacement is inadequate and needs to be improved. Much equipment is not used and thus does not require maintenance. The EWCP, FZS and MELCA have education projects that are carried out with the park authorities; these are being improved. Appendix 1 Monitoring and Evaluation 180

Issue Criteria Score Next steps education There is a planned education and awareness programme but there are still serious gaps 2 programme? There is a planned and effective education and awareness programme fully linked to the 3 Process objectives and needs of the protected area 21. State and commercial neighbours Is there co-operation with adjacent land users? Process 22. Indigenous people Do indigenous and traditional peoples resident or regularly using the PA have input to management decisions? Process 23. Local communities Do local communities resident or near the protected area have input to management decisions? Process There is no contact between managers and neighbouring official or corporate land users 0 There is limited contact between managers and neighbouring official or corporate land users 1 There is regular contact between managers and neighbouring official or corporate land users, but only limited co-operation 2 There is regular contact between managers and neighbouring official or corporate land users, and substantial co-operation on management Indigenous and traditional peoples have no input into decisions relating to the management of the protected area Indigenous and traditional peoples have some input into discussions relating to management but no direct involvement in the resulting decisions Indigenous and traditional peoples directly contribute to some decisions relating to management Indigenous and traditional peoples directly participate in making decisions relating to management Local communities have no input into decisions relating to the management of the protected area 0 Local communities have some input into discussions relating to management but no direct involvement in the resulting decisions 1 Local communities directly contribute to some decisions relating to management 2 Local communities directly participate in making decisions relating to management 3 Additional points There is open communication and trust between local stakeholders and protected area managers +1 Outputs Programmes to enhance local community welfare, while conserving protected area resources, are being implemented +1 24. Visitor facilities There are no visitor facilities and services 0 Visitor facilities and services are inappropriate for current levels of visitation or are under Are visitor facilities 1 construction (for tourists, pilgrims Visitor facilities and services are adequate for current levels of visitation but could be etc) good enough? improved 2 Outputs Visitor facilities and services are excellent for current levels of visitation 3 3 0 1 2 3 No cooperation and linkages. The kebeles allocate land to agricultural households with no cooperation with park authorities. Linkages (through joint management committee) need to be institutionalized. Collaboration with indigenous peoples needs to be improved (through joint management committee on which representative(s) will sit). Collaboration with local people needs to be improved (through joint management committee on which representative(s) will sit). Trust needs to be improved (through joint management committee). The quality of service at the Lodge needs improvement (through privatization of the management); further facilities are necessary. Appendix 1 Monitoring and Evaluation 181

Issue Criteria Score Next steps 25. Commercial There is little or no contact between managers and tourism operators using the protected 0 tourism area There is contact between managers and tourism operators but this is largely confined to Do commercial tour administrative or regulatory matters 1 operators contribute There is limited co-operation between managers and tourism operators to enhance visitor to protected area 2 experiences and maintain protected area values management? Process 26. Fees If fees (tourism, fines) are applied, do they help protected area management? Outputs 27. Condition assessment Is the protected area being managed consistent to its objectives? Outcomes Additional points Outputs 28. Access assessment Are the available management mechanisms working to control access or use? Outcomes 29. Economic benefit assessment Is the protected area providing economic There is excellent co-operation between managers and tourism operators to enhance visitor experiences, protect values and resolve conflicts Although fees are theoretically applied, they are not collected 0 The fee is collected, but it goes straight to central government and is not returned to the protected area or its environs 1 The fee is collected, but is disbursed to the local authority rather than the protected area 2 There is a fee for visiting the protected area that helps to support this and/or other protected areas 3 Important biodiversity, ecological and cultural values are being severely degraded 0 Some biodiversity, ecological and cultural values are being severely degraded 1 Some biodiversity, ecological and cultural values are being partially degraded but the most important values have not been significantly impacted 2 Biodiversity, ecological and cultural values are predominantly intact 3 There are active programmes for restoration of degraded areas within the protected area and/or the protected area buffer zone Protection systems (patrols, permits etc) are ineffective in controlling access or use of the reserve in accordance with designated objectives 0 Protection systems are only partially effective in controlling access or use of the reserve in accordance with designated objectives 1 Protection systems are moderately effective in controlling access or use of the reserve in accordance with designated objectives 2 Protection systems are largely or wholly effective in controlling access or use of the reserve in accordance with designated objectives The existence of the protected area has reduced the options for economic development of the local communities 0 The existence of the protected area has neither damaged nor benefited the local economy 1 There is some flow of economic benefits to local communities from the existence of the protected area but this is of minor significance to the regional economy 2 3 +1 3 Cooperation needs to be improved (through the joint management committee). A marketing plan is necessary which should be done with tour operators. The revenue generated by Bale would not cover recurrent costs even if they remained. With growth, Bale will be able to cross-subsidize other areas and use the excess for its own development. The key biodiversity and ecological processes require further urgent protection. There is no habitat restoration underway; this should take place in severely degraded and prioritized areas. The coverage of the protected systems is limited to 1% of the area; this needs to be extended to priority areas (through mapping the highly threatened or used areas). The flow of benefits to local communities is significant but the linkage needs to be made with the protected area and the wildlife. The benefits could be increased with planning. Given that the area is a de facto open access area, the flow of Appendix 1 Monitoring and Evaluation 182

Issue Criteria Score Next steps benefits to local communities? There is a significant or major flow of economic benefits to local communities from activities in and around the protected area (e.g. employment of locals, locally operated commercial tours etc) 3 benefits is unsustainable. Outcomes 30. Monitoring and There is no monitoring and evaluation in the protected area 0 evaluation There is some ad hoc monitoring and evaluation, but no overall strategy and/or no regular 1 collection of results There is an agreed and implemented monitoring and evaluation system but results are not systematically used for management 2 A good monitoring and evaluation system exists, is well implemented and used in adaptive Planning/Process management 3 TOTAL SCORE 33 M&E framework needs to be planned and implemented. Appendix 1 Monitoring and Evaluation 183

iii. GMP Impact Monitoring and Evaluation Monitoring the impact of the GMP implementation, including impacts at the outcome level, can be achieved by both assessing the potential positive and negative impacts of the achievement of objectives and specific objectives and by monitoring changes in the severity of the identified threats, which will be reduced through the implementation of management actions in the GMP. A framework for monitoring the severity and impact of threats was drawn up as part the Ecological Monitoring plan and is outlined below. Table A1.3: Monitoring framework for the threats to BMNP Priority Ecosystem Components and their Key Ecological Attributes Threat Livestock overgrazing Agricultural expansion Fuel wood extraction Uncontrolled fire Indicator of change Livestock numbers Extent of cultivated land Crop yield Threat Monitoring Plan Method of measurement Collection Already being Potential partners frequency collected? Priority Dung count plots Monthly RMG No Very high Point counts, line transects Seasonally FZS, Glasgow Univ. Some Very high Household structured interviews Seasonally Glasgow Univ. Some Very high Sanetti road count and Web circuit transect Monthly EWCP Yes High CBM Monthly RMG, BESMP No Very high RBM Ad hoc FZS No Medium Remote sensing Annually FZS, AAU, WGCF No High Household structured interviews Seasonally FZS No Medium Forest FZS, AAU, WGCF, Remote sensing Every 3 years cover/extent Darwin Yes Very high Number of RBM, CBM Ad hoc FZS, RMG No stumps High Household fuel Household structured Monthly/Annually FZS, BESMP No use interviews High Market sales Interviews and watches Monthly/Annually FZS, BESMP No High Incidence levels RBM Ad hoc FZS No Medium Incidence levels CBM Monthly RMG, FZS, BESMP Some Medium Extent of burned area Remote sensing Daily FZS, U of Maryland No Medium Appendix 1 Monitoring and Evaluation 184

Threat Grass cutting Track formation and soil compaction by livestock Hora degradation by livestock Expanding settlement Over harvesting bamboo Indicator of change Presence of grass cutters Extent of bare ground Threat Monitoring Plan Collection Method of measurement frequency Potential partners Already being collected? RBM, CBM Ad hoc RMG No Low Remote sensing, plot sampling Every 3 years FZS, AAU, RMG, WGCF, Darwin Water infiltration Soil sampling Seasonally FZS, Darwin No High Priority Appendix 1 Monitoring and Evaluation 185 No Medium Erosion Remote sensing and mapping Every 3 years FZS, AAU, WGCF Medium PH, salinity, Chemical and water quality water quality analysis Every 5 years FZS No Low Livestock numbers Point counts - CBM Monthly FZS, RMG No High Number of livestock Point counts - RBM Ad hoc FZS No Medium Number of households, population size, and distribution Bamboo forest extent and structure Amount of cutting Horse loads out of park Area of managed coffee Remote sensing Every 3 years FZS, Darwin, AAU, WGCF, BESMP No Very high RBM Ad hoc FZS No Medium Household interviews Every 3 years FZS, BESMP Yes Very high Remote sensing, plots Every 3 years FZS, AAU, WGCF, BESMP RBM, CBM Annually FZS, RMG No Low Point counts (at outposts/checkpoints/markets) Unsustainable Remote sensing Every 3 years semi-forest coffee management Coffee yield Interviews, plot sampling Every 3 years Commercial timber extraction: Pit Sawing/Sawmill/ chain sawing Loads of wood (lorry and horse) Vehicle track and log track monitoring Point counts (at outposts/checkpoints/markets) RBM No Low Annually FZS, BESMP No Low Seasonally Ad hoc FZS, AAU, WGCF, BESMP FZS, RMG, local government FZS, local government FZS, local government No No No No High Low High Low

Threat Human wildlife conflict Human disturbance Road accidents Dogs as predators Poaching: fish and terrestrial Alien and invasive species Disease Sport hunting Habitat loss and fragmentation Indicator of change Threat Monitoring Plan Collection Method of measurement frequency Incidence reports - RBM, CBM Crop raiding and livestock predation Interviews Seasonally Presence of people Carcass numbers and locations Dog numbers Incidence of predation Incidence of reports Potential partners Already being collected? Priority Ad hoc FZS, RMG No Low FZS, local government Point counts - RBM, CBM Monthly FZS, RMG No Medium Incidence reports - RBM Ad hoc FZS No Low Transects Monthly EWCP Some Low Incidence reports radio, Local government, Ad hoc CBM RMG Some Low RBM Ad hoc BMNP Some Low Transects Monthly EWCP Some Low Household structured interviews Every 3 years EWCP Some Low Reports RBM, CBM Ad hoc Local government, FZS, RMG Some Low RBM, CBM Ad hoc FZS, RMG, local government Numbers and All staff and Surveying and mapping Annually extent partners No Medium Community interviews Annually EWCP, vet bodies No High Incidence/ Reports RBM, RMG Ad hoc FZS No Medium Surveillance Serosampling Every 5 years EWCP, vet bodies Some Low WCD, OARDB, Number and size hunting Data from relevant authorities Annual of trophies concessions, Yes Medium BESMP Quotas Data from government Annual WCD, OARDB Yes Medium FZS, WCD, Population Line transects, focal sampling Annual OARBD, Hunting status concessions Yes Medium Area/location of fragments Remote sensing and mapping Every 3 years FZS, EWCP, AAU, WGCF, Darwin No No No Low Low High Appendix 1 Monitoring and Evaluation 186

iii. GMP Impact Monitoring contd. In addition, the framework outlined below will provide easily assessable indicators for measuring the impact of plan implementation. A table has been drawn up for each management programme setting out the monitoring framework, with a set of indicators for easily measuring these impacts and potential sources of information. The potential positive impacts (and related indicators) resulting from the implementation of each programme s management specific objectives will be shown in Black and, where appropriate, the potential negative impacts (and related indicators) will be shown in Grey. BMNP management will have the responsibility for establishing a practical workplan for routine measurement of these indicators, following the initial collection of baseline data. This database will provide the foundation for subsequent adaptive management through the adjustment of the rolling three-year Action Plans according to lessons learnt. A number of underlying assumptions and risks for the successful implementation of GMP implementation are: Availability of sufficient and appropriate financial, human and technical resources, The stability of Ethiopia and the local area Continuing political support at all levels nationally BMNP partners continue to be willing to collaborate and support BMNP Government Ministries and agencies have the capacity and willingness to support BMNP management and BMNP partners Park-associated communities are willing and able to engage with BMNP management Specific and SMART targets for objective impact indicators will be developed as part of Annual Operation Plans, in line with capacity and financial resource availability. Specific outputs and their indicators will be also be developed during Annual Operational Planning. Table A1.4: Ecological Management Programme Impact Monitoring Plan Specific objective 1.1: Human-associated threats to BMNP Priority Ecosystem Components reduced 1.2: Fire extent, frequency and intensity managed 1.3: Healthy wildlife populations maintained and threats to population viability mitigated EM Programme Impact Monitoring Plan Potential Impact (Positive and Negative) Status of the PECs is maintained or enhanced Status of the relevant (forest, woodlands and Erica) PECs is maintained or enhanced Vegetation structure and regeneration affected if fire a critical component of ecology Wildlife populations stable or increasing Reduced incidence of disease e.g. rabies in wildlife, livestock and humans Indicator PEC and KEA indicators as per Ecological Monitoring Plan(EMP) Extent of tree and Erica cover, density and regeneration of indicator species Fire frequency and extent? Structure and regeneration of indicator species Population size, structure and distribution of relevant species Disease incidence Source of Information EMP reports EMP reports EMP reports EMP reports Appendix 1 Monitoring and Evaluation 187

Specific objective EM Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Increased HWC Areas, incidence of HWC Source of Information RBM 1.4: Alien and invasive species managed to mitigate negative impacts on ecosystem health and proper ecosystem function Reduced abundance or distribution of alien species Abundance and distribution of alien species EMP reports Increase in illegal firewood collection of indigenous species Surveys, incidence of illegal activities RBM, fuelwood surveys 1.5: Ecosystem health and proper function reestablished through restoration where necessary 2.1: Ecosystem health monitored and feedback into management action provided 2.2: Understanding of BMNP ecosystem strengthened Reduced erosion around the hydrological system Increased area of natural forest structure and dynamics Improved monitoring of the PECs Improved management of BMNP Management decisions based on improved information Increased support for BMNP Extent of erosion around horas and watercourses and track formation in marshlands Forest/woodland structure Monitoring Database set up and maintained METT score Justification for key management actions Improved information in interpretative materials EMP reports Ecology Department reports Annual METT assessment BMNP reports Interpretative materials Government budgets for BMNP Budget Appendix 1 Monitoring and Evaluation 188

Table A1.5: Sustainable Natural Resource Management Programme Impact Monitoring Plan Specific Objective 1. Human, institutional and legal capacities established for the operation of sustainable natural resource management systems in BMNP SNRM Programme Impact Monitoring Plan Potential Indicator Impact (Positive and Negative) BMNP has a functioning and competent community liaison and sustainable natural resource management department Park communities have the capacity to draw up and manage natural resource management agreements Legal framework to support Natural Resource Management Agreements in BMNP is operational Park structure, job descriptions and work plans Operational joint NRM agreements between BMNP and management groups throughout park Relevant legal instruments Source of Information Park and departmental reports Park and departmental records. Signed NRM agreement documents Legal records, proclamations, regulations Improved legal and local government support for BMNP Knowledge, attitude and practices of local judiciary and government KAP surveys 2. The potential for sustainable utilisation of natural resources in BMNP realised and equitable sharing of benefits ensured Natural resource use within BMNP managed, regulated and monitored jointly by management groups and BMNP # of NRM agreements NRM agreements and departmental reports Monitoring reports PECs enhanced or maintained As per Ecological Monitoring Plan Ecological Monitoring report Improved sustainability of benefits to communities from sustainable natural resource use Reduced open access to BMNP resource use Benefits more equitably shared within communities Secured user rights over defined area of BMNP. Short and long term value of flow of benefits from NR use in BMNP Reduced # of illegal grazers, firewood collectors etc. Process followed in NRM agreement preparation Distribution of NRM associated income within community Surveys, NRM agreements RBM, threat monitoring reports, RMG reports Surveys, NRM agreements and preparation of field guides Appendix 1 Monitoring and Evaluation 189

Specific Objective SNRM Programme Impact Monitoring Plan Potential Indicator Impact (Positive and Negative) Increased internal conflict between legitimate user and de facto user communities Increased negative attitude towards BMNP management in park-associated communities Decrease in socio-economic status/livelihoods of some people Conflict cases occurring around RMG Community perception of park Socio-economic status and quantity of resource use Source of Information Survey reports, PO reports and RBM Attitudinal surveys Surveys Increase in illegal activities (e.g. wood cutting) # illegal incidents RBM, PO records, court records Reduction in settlements and their distribution Settlement location and size Ecological Monitoring Plan 3.1: The number and extent of settlements in BMNP reduced and negative environmental impacts mitigated Reduction in humans associated threats to PECs Increased negative attitude towards BMNP management in park-associated communities Increased pressure on boundaries, agricultural expansion into park, boundary incidents As per Ecological Monitoring Plan Community perception of park Area of park under agriculture # of boundary incidents Ecological Monitoring Plan Attitudinal surveys Ecological Monitoring Plan, RBM, PO records 3.2: Integrated land use planning within BMNP implemented to reduce cultivation in the park Decreased area of cultivation inside BMMP Increased negative attitude towards BMNP management in park-associated communities Decrease in socio-economic status/livelihoods of some people Area and location of cultivation as per EMP Community perception of park Socio-economic status and quantity of resource use Ecological Monitoring Plan Attitudinal surveys Surveys Appendix 1 Monitoring and Evaluation 190

Table A1.6: Tourism Provision and Management Programme Impact Monitoring Plan Specific Objective 1.1 A BMNP marketing plan that creates a strong image for Ethiopia and the Bale Mountains National Park on the global tourism market developed and implemented 1.2: A strategic tourism provision development plan for BMNP developed, implemented and regularly updated TPM Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Visitors to website Greater awareness and support of BMNP: nationally and internationally Increased visitors to BMNP Increased environmental impact from visitors Increased infrastructure Increased visitors and length of stay Increased range of tourism opportunities for visitors (diversification) Donations Budget from Government # visits from official # of visitors Status of PECs and EIAs Visitor satisfaction and feedback No. and type of beds and concessions available # of visitors and # of days visiting # of different activities undertaken by visitors Source of Information Hits on website Visitor surveys Budget Park records Tourism department accounts and records BMNP monitoring plan and EIAs Visitor surveys Tourism department accounts and records. Concession agreements and usage records Tourism department accounts and records Visitor use and satisfaction surveys Increased environmental impact from visitors Increased pollution and waste at tourism sites Decline in visitor safety as a result of diversification and increased access to remote areas Status of PECs and EIAs Visitor satisfaction and feedback Quantity of pollution and waste at sites Safety incidence BMNP monitoring plan and EIAs Visitor surveys EIAs and targeted inspections by BMNP staff RP department records Appendix 1 Monitoring and Evaluation 191

Specific Objective 1.3: A tourism-friendly environment in and around the Bale Mountains developed and maintained 2.1: BMNP tourism department has the capacity to deliver and manage an exceptional tourism experience TPM Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Park becomes managed for tourism and revenue production Quality of tourism infrastructure improved Enhanced visual appeal of BMNP tourism facilities Improved interactions between community members and visitors Improved understanding by community members of visitors backgrounds and objectives Improved visitor understanding of BMNP ERVs, ecology and conservation issues Negative impact on local culture and communities Improved quality of tourism provision in BMNP Fair and transparent access to lease concessions by private investors Park budget and allocation to tourism Visitor evaluation and feedback Visitor satisfaction of park facilities and accommodation Visitor and community feedback Level of knowledge in communities # of maps and guidebooks sold, and leaflets distributed Visitors evaluation and feedback on information materials Community perceptions, attitudes and behaviour Level of knowledge or tourism needs among park staff Visitor evaluation and feedback Lease concession procedures published Source of Information Annual budgets and workplans Visitor use and satisfaction surveys Visitor use and satisfaction surveys Visitor use and satisfaction surveys Community surveys Community surveys Tourism department records Visitor use and satisfaction surveys Community surveys Staff knowledge, attitude and practices surveys Visitor use and satisfaction surveys BMNP and tourism department records 2.2: Tourism provision monitored, evaluated and appropriate actions to mitigate negative impacts or enhance provision, developed Tourism facilities and Evidence of Targeted presence are having a pollution or litter inspections by minimal impact on BMNP around facilities, BMNP staff and environment water use and self-evaluations by effective use of concessionaires Appendix 1 Monitoring and Evaluation water and fuelwood 192 Visitor use and satisfaction

Specific Objective TPM Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Source of Information surveys Enhanced responsiveness of BMNP to tourism needs and trends Visitor satisfaction of park facilities and accommodation Visitor use and satisfaction surveys Tourism facilities and presence are having a minimal impact on local culture Attitudes and behaviour of community members Community survey Increased cost of managing and mitigating effects of tourism renders cost/benefit analysis negative Costs of managing and mitigating effects of tourism Cost/benefit analysis 3: Community participation and benefit sharing opportunities in BMNP tourism developed and established as core to BMNP tourism provision and management More communities are willing and able to engage with tourism management and provision and make informed decisions on appropriate options Improved benefit flow from tourism to local communities Willingness of community groups to develop realistic tourism opportunities # successful tourism-related ventures Capacity and skills of community members # of Community Tourism Development Committees # of successful tourism-related ventures Financial figures Survey of community attitudes Community skill survey Tourism Department reports Concession agreements, and income Accounts of community tourism facilities Appendix 1 Monitoring and Evaluation 193

Table A1.7: Park Operations Programme Impact Monitoring Plan Specific Objective 1.1: Park and zone boundaries defined and demarcated through a participatory process and BMNP gazetted PO Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Improved legal security for BMNP Improved relations between community and BMNP Boundary agreements with communities Legal gazettement Boundary demarcated Attitudes of communities to status of park Source of Information Park and Oromia records Google Earth Community surveys Improved access to international funding and recognition Deterioration in relations with park-associated communities Donor income WHS listing Community attitudes Incidence of complaints to park Park records WHS sites lists Surveys Park records 1.2: Park infrastructure developed and equipment procured 1.3: Adaptive resource protection plan operational Reduced likelihood of illegal activities taking place in BMNP Improved office, outpost and operational facilities for park Staff morale improved with access to good equipment to carry out duties Reduction in # illegal activities taking place in BMNP Illegal incidents, extent of agricultural, settlement, timber extraction and use, #, effectiveness and location of scout patrols Attitudes of staff Illegal incidents, extent of agricultural, settlement, timber extraction and use, poaching Ranger based monitoring, Ecological Monitoring Plan, Park records Departmental records Staff surveys Ranger based monitoring, EMP reports, Park records Increased management control in BMNP # and location of scout patrols Park records, RBM, patrolling reports Law enforcement efforts of Establishment of Departmental other BMNP stakeholders information sharing Records enhanced and collaboration Appendix 1 Monitoring and Evaluation mechanisms with 194

Specific Objective PO Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) local communities, police and judiciary Source of Information Improved status of PECs and their KEAs As per EMP EMP reports Deterioration in relations with park-associated communities Community attitudes Incidence of complaints to park Surveys Park records 1.4: Integrated Environmental Management of park developments and activities implemented Proper waste and pollution management systems throughout the Park Reduced environmental impact from road construction Evidence of functioning systems Evidence from sites No. and type of press reports Site Specific EIAs Road and quarry EIAs 2.1: Economics and financial flows of the Bale ecosystem understood 2.2: Revenue generation increased through innovative internal and external financing mechanisms Political support increases locally, nationally, regionally? Potential external income sources are identified BMNP budget for park management and community development increases Improved use of budget Frequency of BMNP on government agendas? Value and consumers of services Budget and expenditure Donations # outputs for expenditure Collation of press reports Consultants report BMNP accounts 2.3: Business Plan for BMNP operational Management costeffectiveness and budgets improve METT scores, budget and expenditure METT reports BMNP accounts 3.1: Transparent and effective management structures, systems and capacity established Improved management effectiveness BMNP have capacity to implement GMP Improved staff capacity METT scores Performance against 3-Year Action Plan (finance permitting) Performance against department annual operation plan activity targets and 3-Year Action Plan Annual METT report BMNP annual reports Training reports, BMNP management records Appendix 1 Monitoring and Evaluation 195

Specific Objective 3.2: Effective and secure administrative systems operational 3.3: Synergistic, collaborative and adaptive planning and review system operational PO Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Requests for transfer Improved staff morale and safety Improved management effectiveness Budgets fully used Equipment efficiently used and maintained, with lower replacement rates Monitoring and evaluation of management effectiveness and GMP implementation takes place and thus management is adaptive Performance against department annual operation plan activity targets and 3-Year Action Plan Incidence of work accidents METT scores Budget return rates Equipment lifespan Next 3-year Action plan and annual operations plans produced in timely fashion and taking into account progress in GMP implementation Source of Information Personnel records Self-evaluation BMNP management records Annual METT report Financial records Equipment records 3-Year Action Plan, GMP implementation reports Table A1.8: Outreach Programme Impact Monitoring Plan Specific Objective 1.1: Park-community dialogue mechanisms functioning and having input into BMNP management 1.2: Strong partnerships and linkages established with relevant organisations OR Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Community issues are dealt with by BMNP, within remit Improvement in communitypark relationship Improved communication between stakeholders and joined up actions Dialogue and action on parkcommunity issues occurs Community attitudes towards/opinions of BMNP Formation of management and steering committees Source of Information Minutes of BMNP Community Forum and management meetings Community surveys Meetings minutes Zonal, local government, tourism etc. plans Appendix 1 Monitoring and Evaluation 196

Specific Objective OR Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Source of Information Strategic and action plans of stakeholders take into account BMNP priorities and management 1.3: BMNP managed within a functioning biosphere reserve Improved framework to guide projects to enhance peoples livelihoods and environmental sustainability outside the park Improved BMNP awareness, locally and nationally 2.1: Innovative, widely targeted and adaptive publicity programme implemented Improved awareness of BMNP and its importance Improved political and public support at all levels Increase in tourism Quantity of press coverage Access and action from high level politicians Visitor # Collation of press reports Park and partner reports Tourism Department records Website use # hits on website 2.2: Environmental education programme established in/around BMNP Improved awareness of conservation and environmental issues in school children, youths and the wider public Increased awareness of BMNP rules/regulations and management methods Reduced conflict with surrounding communities School and youth knowledge and awareness Incidences of rule violation within BMNP Attitudes towards /opinions of BMNP Surveys Park records Community surveys 2.3 BMNP benefiting from its World Heritage Site listing Improved availability of finance for park management Increased tourism WHS listing Grant applications Visitor #s UNESCO WHS list Grant income and sources BMNP records 3.1: Livelihood development and equitable benefit-sharing facilitated Park-associated communities diversify livelihoods # alternative livelihoods adopted Livelihoods survey Appendix 1 Monitoring and Evaluation 197

Specific Objective through collaboration with partners OR Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Increase benefits accrue to park associated communities? Increase in conservationpositive development initiatives Community management groups savings and loans schemes are supporting conservation-positive small scale local business initiatives Less advantaged community groups gaining equitable access to resources Scale of benefit flow and average (range) household income, taking into account population growth rate and inflation Existence and turnover of S&L schemes # of recipients and distribution of financial benefits Source of Information Income survey Reports of Community Management Groups Community based Management organisations records Community Development Fund (CDF) assisting with conservation-positive development initiatives Existence of CDF and scale of operation Park and CDF reports Increased immigration into areas surrounding BMNP Trends in population growth and immigration in Park-adjacent areas Direct observation, land use mapping, census records 3.2: Alternative and sustainable energy use facilitated and promoted Decreased use of BMNP natural resources for energy use by all park users and park associated businesses and communities Use of fuelwood Types of energy use in BMNP Survey Electricity bills, records 3.3: Human-wildlife conflict understood and mitigated Increased understanding and dialogue on HWC in area Improved relations between communities and park Reduced costs associated with HWC for parkassociated communities Body of information on HWC Attitude of communities and BMNP to HWC Type, incidence and scale of HWC RBM and HWC records and summary reports Community and staff survey RBM reports and joint HWC records Appendix 1 Monitoring and Evaluation 198

Specific Objective OR Programme Impact Monitoring Plan Potential Impact (Positive and Indicator Negative) Increased negative attitude to park if HWC mitigation unsuccessful Community perception of park Source of Information HWC surveys, meeting minutes Community KAP surveys Appendix 1 Monitoring and Evaluation 199

iv. Monitoring GMP Action Completion Monitoring of the implementation of the 3-year action plans will be done twice yearly, by comparing progress on implementing Annual Operations Plans with the 3-year action plans. Tables will be drawn up listing each activity and status of implementation, as per the example table below. BMNP management will be responsible for drawing up and completing these tables as part of their regular planning. Table A1.9: Example of Park Operations Programme Action/Activity Implementation Monitoring Action/Activity Action 1.1.1: Develop process for determining park boundaries Produce maps of existing boundaries and areas of cultivation and settlement and areas of exceptional resources in and around the park (with EM) Hold workshop with local to federal stakeholders to discuss park boundary determination and demarcation process Completion status on 1/7/07 Tasks undertaken Comments Appendix 1 Monitoring and Evaluation 200

Appendix 2: BMNP Boundary Description This original boundary description as published by the Ethiopia Wildlife Conservation Organisation (EWCO) in 1974 (as per Hillman 1986 - minor changes have been included, in these cases the original text been placed in brackets). 1. Beacon No 1, on the south side of the Shashemene to Goba main road which runs along the north side of the Zetegne Melka (Zuten-Melka) river Gorge approximately at the midpoint of the Washa ridge runs north of the Park; 2. Thence along the south side of the Shashemene to Goba main road in a general northeasterly direction for a distance of approximately 12.5 kilometers (kms) to beacon No. 2, on the south side of the road directly below the Sebsebe Caves which are easily seen on a rock face on the north side of and overlooking the road; 3. Thence by a demarcated line on a bearing of approximately 138 degrees for a distance 2.1 (2.7) kms to Beacon No. 3 on the summit of the Volcanic Plug known as Darkeena; 4. Thence by a demarcated line on a bearing of approximately 61 degrees 61 degrees for a distance of approximately 5.0 (5.5) kms to Beacon No 4, which is 500 meters north of a peak on the rim of an escarpment known as Lencha (Layencha). 5. Thence by a demarcated line 500 meters north following the escarpment in a general northeasterly direction from Lench past Ukamsa for a distance of approximately 6.0 (9.0) kms to a Beacon No. 5, which is 0.5kms north of the peak, on the rim of the escarpment, known as Amacho; 6. Thence by a demarcated line on a bearing of approximately 358 degrees for a distance of approximately 5.5 kms on Beacon No. 6, on the west bank of the Gaysay river; 7. Thence by demarcated line on a bearing of approximately 86 degrees for a distance of approximately 3 kms to Beacon No. 7, on the summit of the northerly of the two summits of Gaysay mountain; 8. Thence along a ridge in a southeasterly direction for a distance of approximately 0.5 kms to the source of a stream on the north (south) side of the ridge and downstream along the north bank of this stream in a southeasterly direction for a distance of approximately 3.5 kms to Beacon No. 8, on the east bank of the Web river opposite the confluence with this stream, which occurs approximately 2 kms downstream (upstream), northeast of the confluence of two well known rivers of the Web and Danka; 9. Thence upstream along the east bank of the web river in a southwesterly direction for a distance of approximately 2 kms to beacon No. 9, on the north bank of the Danka river at the confluence of the Web river; 10. Thence upstream along the east bank of the Web river in a southwesterly direction for a distance of approximately 2 kms past the confluence of the Gaysay river with the Web river, to Beacon No. 10, on the east bank of the Web river on the north side of the road bridge over the Web river on the Shashemene to Goba road; 11. Thence upstream along the east bank of the web river in a southerly direction for a distance of approximately 4.5 kms to Beacon No. 11, which is at a point beneath a peak on the rim of the escarpment above the Web river known as Gasure Peak; 12. Thence upstream along the east bank of the Web river in a southerly direction for a distance of 2 kms to Beacon No. 12 on the east bank of the Web river; 13. Thence y a demarcated line on a bearing of approximately 101 degree for a distance of approximately 3.1 kms to Beacon No. 13, on the rim of the gorge overlooking the Danka river at point 2 kms upstream of the confluence of the Danka river and the Toroshama Stream. Appendix 2 BMNP Boundary Description 1974 201

14. Thence down stream along the rim of the Danka river Gorge in a northeasterly direction for a distance of approximately 2 kms to Beacon No. 14, at a point overlooking the confluence of the Danka river and Toroshama stream; 15. Thence upstream along the east bank of the Toroshama stream in a southeasterly direction for a distance of approximately 3 kms to Beacon No. 15, on the summit of a hill known as Dankitti Hill; 16. Thence by a demarcated line on a bearing of 158 degrees for a distance of approximately 2.5 (3.4) kms to Beacon No. 16, on the summit of a mountain known as Tullu Gurati; 17. Thence by a demarcated line on a bearing of approximately 97 (101) degree for a distance of approximately 4.5 (5.9) kms to Beacon No 17, on the east bank of the confluence of the Dimbeeba and Lola streams; 18. Thence by a demarcated line on a bearing of approximately 140 (133) degrees for a distance of approximately 2.5 (3.7) kms to Beacon No. 18, on a summit of a wooded hill known as Hatadura Hill; 19. Thence by a demarcated line on a bearing of 180 degrees for a distance of approximately 0.8 kms to Beacon No. 19, on the north bank of the Kabasha Stream; 20. Thence downstream along the north bank of the Kabasha Stream in a general easterly direction for a distance of approximately 8 kms to Beacon No. 20, on the north bank of the Shaya river at the confluence with Kabasha Streams; 21. Thence by a demarcated line on a bearing of 157degrees for a distance of approximately 7.4 kms crossing the Garano river to beacon No. 21, at the most southerly points of the rim of the escarpment known as the Goftarary Cliffs; 22. Thence by a demarcated line on a bearing of 157 degrees for a distance of approximately 7.9 kms, crossing the Tegona river and the Goba to Mena road to Beacon No. 22 on the summit of the rugged peak known as Chorchora peak; 23. Thence by a demarcated line on a bearing of approximately 211 degree for a distance of approximately 15 kms to Beacon No 23, on the summit of the isolated hill known as Tullu Konteh; 24. Thence by a demarcated line on a bearing of approximately 195 degrees for a distance of approximately 8 kms to Beacon No. 24, on the summit of an isolated hill, similar to Tullu Konteh; 25. Thence by demarcated line on a bearing of approximately 250 degrees for a distance of approximately 4.3 (13.2) kms to Beacon No. 25 on the summit of an isolated volcanic plug; 26. Thence by a demarcated line of approximately 182 degrees for a distance of approximately 20 kms, from the alpine moorlands into heavy lowland forests to Beacon No. 26, on the summit of a low hill heavily dissected by numerous watercourse and heavily forested; 27. Thence by a demarcated line on a bearing of approximately 204 degrees for a distance of approximately 10 (7.2) kms to Beacon No. 27, at the southeast edge of a small lake in the forest 10 kms in a straight line from the village of Mena; 28. Thence by a demarcated line on a bearing of 270 degrees for a distance of approximately 5 kms to Beacon No 28, on the east bank of the Yadot river, which runs in a general north to south direction and which passes through Mena village to the south east, and approximately 16 kms from Mena village along the river; 29. Thence by a demarcated line on a bearing of 270 degrees for a distance of approximately 15.7 kms, to Beacon No. 29, on the west bank of the Welmel river, which follows from the Harenna area in the north; 30. Thence along the west bank of the Welmel river in a general northerly and north westerly direction for a distance of approximately 52 kms to Beacon No. 30, at the source of the Welmel river on the rim of the escarpment known as the Harenna (Gamma) escarpment; 31. Thence along the rim of the escarpment in a westerly direction for a distance of approximately 6.5 kms to Beacon No. 31, at the westernmost limit of the Harenna escarpment overlooking the Baranta river, known as Marshikittee; 32. Thence downstream along the west bank of the Baranta river in a general northerly direction for a distance of approximately 7.5 (10) kms to Beacon No 32, on the west bank of the Baranta river at the confluence with the Leeliyso river; Appendix 2 BMNP Boundary Description 1974 202

33. Thence by a demarcate line on a bearing of approximately 41 degrees for a distance of approximately 6.3 (4.2) kms to Beacon No. 33, on the most westerly point of an escarpment known as Tullu Gurate which overlooks the Feruna river to the north; 34. Thence by a demarcated line on a bearing of approximately 22 degrees for a distance of approximately 5 kms crossing the Furuna river to Beacon No 34, on the western edge of the Abasa Ridge at the source of the Abasa Stream which flows in a westerly (easterly) direction to the Furuna river; 35. Thence by a demarcated line on a bearing of approximately 25 degrees for a distance of approximately 5 (7.1) kms passing to the west of the ends of the ridges known as Madada, kakalee and Murkittee, and crossing the Arba and Gondadoh rivers to Beacon No. 35, on the most north westerly point of the Gundah Ridge; 36. Thence by a demarcated line on a bearing of approximately 32 degree for a distance of approximately 2.8 kms across the Zetegne Melka (river Gorge, to beacon No. 1, on the south side of the Shashemene and Goba main road, which runs along the north side of the Zetegne Melka river Gorge, which is the point of commencement. Appendix 2 BMNP Boundary Description 1974 203

Appendix 3: Summary of Policy and Legislation Title Level Status Overall description Key points for BMNP Structural and Constitutional level Constitution of the Federal Democratic Republic of Ethiopia, 1995 Re-organization of the Federal Executive Organ Proclamation No 380/2004 Institute of Biodiversity Conservation Establishment Proclamation No 381/2004 Wildlife Wildlife Development, Conservation and Utilization Policy, 2005 Wildlife Conservation and Development Proclamation No 192 of 1980 Federal Federal Federal Federal Federal In force In force In force In force In force Lays down the general legal framework for the conservation of the environment and natural resources of the country. Establishes and defines the powers and duties of MoARD which include the power to, inter alia, prepare land use and administration policy as well as draft laws on the conservation and sustainable use of forest and wildlife resources, and, upon approval, supervise their implementation; and coordinate and assist regional governments in the implementation of settlement programs. Redefines the powers and duties of the Institute of Biodiversity Conservation, a federal institution having the overall objective of ensuring the proper conservation and sustainable utilization of the country s biodiversity resource, and the fair and equitable sharing of the benefit arising there from. Provides for the policy to be followed in the conservation, development and utilization of wildlife resource in the country. Provides for the measures of conservation and the conditions of utilization of wildlife resources in the country. Empowers regions to administer natural resources in accordance with federal laws. Infers that, because BMNP has national and international significance, that BMNP gazettement should occur at federal level, although this would need discussion and agreement between federal and regional authorities. Provides for (i) the participation and partnership of all the stakeholders, including local communities, in the management of wildlife resources, (ii) the zoning of protected areas into core and multiple use zones, (iii) the participation of local communities in the planning and management of protected areas as well as benefit-sharing (iv) the establishment of community managed protected areas. States that no person, unless in possession of written permit from the authority, may settle, graze cattle, use natural resources from, or commit any act detrimental to, a national park. The contrary reading of this provision implies that the authority may grant permit for settling or grazing in a national park, which is in line with precedent set up forestry policy and legislation. This again implies that the authority may establish zones where it may or may not permit settlement and utilization of natural resources in the park. Appendix 3 Summary of Policy and Legislation 204

Title Level Status Overall description Key points for BMNP Provides that the authority may grant permit for the establishment of any hotel, camp or other facilities in a national park. Wildlife Conservation Regulations No 416 of 1972. Federal In force Provides for the conditions and procedure for issuing hunting permits. Procedure for gazettement and boundary demarcation of BMNP and at what level, not laid out. States that no person, unless in possession of written permit from the authority, may settle, graze cattle, use natural resources from, or commit any act detrimental to, a national park Wildlife Development, Conservation and Utilization Proclamation, 2004 Federal Draft Provides for the development, conservation and utilization of wildlife resource in the country. It is developed to harmonize the extant wildlife laws with existing changes and developments affecting the sector. Encourages wildlife based tourism in such a way that shall not endanger the ecological integrity of the protected area. Does not specify who shall sign tourism concessions. Does not (i) Specify the condition and procedure for how wildlife conservation areas would be utilized and administered (ii) determine the mechanism for community participation in wildlife conservation areas management and for sharing the benefit there from (to be determined by regulations) Wildlife Development, Conservation and Utilization Regulations, 2004 Federal Draft Provides for detail provisions that enable the implementation of the provisions of the wildlife proclamation on the development, conservation and utilization of wildlife resource in the country. Allows seasonal or permanent regulated utilization of natural resources in national parks by local communities in accordance with the agreement to be made with the park management. Does not clearly specify who should sign agreements, but park management authority implied. Provides for the distribution of the income accrued from protected areas 85% (Regional) and 15% (Federal) where regionally administered General Conservation, Environment, Biodiversity and Genetic Resources Federal Govt shall allocate 40% (conservation admin), 10% (Woredas) and 50% (Communities). Regional Govt can allocate as they decide. Appendix 3 Summary of Policy and Legislation 205

Title Level Status Overall description Key points for BMNP Aims to ensure the sustainable utilization of the natural, man made and cultural resources, and the environment of the country. Specifically it provides for the policy framework for the conservation, sustainable use of forest and biodiversity, the role of local communities and access and benefit sharing. Articulates that (i) threat, rarity, demand, and environmental and economic factors are taken into account when setting conservation criterion and (ii) protected areas should cover the various areas and ecosystems Environmental Policy of Ethiopia, 1997 Federal In force Sector specific policies, strategies and legislative measures anticipated in the policy have not yet been put in place Provides for assistance in the natural process of forestation of uncultivable areas through (i) controlling felling and grazing and planting of judiciously selected local species, pursuing agricultural and other policies and programs that will reduce pressure on fragile woodland resources and ecosystems (ii) promoting changes in agricultural and natural resource management systems which will limit the need for free grazing of animals in protected forest areas and (iii) finding substitutes for construction and fuel wood in order to reduce pressure on forests. Conservation Strategy of Ethiopia, 1997 National Biodiversity Conservation and Research Policy, 1998 National Biodiversity Strategy and Action Plan, 2005 Federal Federal Federal In force In force In force Deals with the conservation and sustainable utilization of the natural, human-made and cultural resources. It aims to integrate existing and future federal and regional planning in all sectors that impinge on the environment including agriculture, forestry, wild-life, fisheries, soils, waters, minerals, energy, urban planning and cultural heritage conservation. Aims to ensure the proper conservation, rational development and sustainable utilization of the country's biodiversity. It provides for the specific objectives and strategies to be followed to realize this overall objective. Outlines the biodiversity conservation objectives, priorities, plan of actions and implementation arrangement. The selection, gazettement and administration of national parks and other wildlife protected areas (Pas) to be carried out in conformity with international principles and standards. Identifies protected areas as one of biodiversity conservation priorities in Ethiopia. Development of an effective system of protected area management through innovative public/private/ngo/cbo partnerships and ensuring equitable sharing of the costs and benefits PAs should be administered in accordance with adaptive management plan to be developed with participation of local communities and in conformity with international principles. Appendix 3 Summary of Policy and Legislation 206

Title Level Status Overall description Key points for BMNP Recognizes the participation of local communities in the conservation, utilization and development of wildlife protected areas. Provides for the participation of local communities in the conservation and administration of wildlife protected areas as well as in benefit sharing. Provides for the participation of the private sector in the conservation, utilization and administration of wildlife protected areas through lease or concessions. Promotes the expansion of wildlife based tourism, with community involvement, that has no/minimal environmental impact Does not (i) recognize the existence of community managed wildlife protected areas (ii) specify the role that the federal and regional governments shall have in the establishment and administration of wildlife protected areas Access to Genetic Resources and Community Knowledge and Community Rights Proclamation No 482/ 2006 Access to Genetic Resources and Community Knowledge and Community Rights Regulation, 2007 Federal Federal In force Draft Provides for the conditions of the access to, and sharing the benefits arising from, genetic resources and community knowledge; and the rights of local communities over genetic resources and community knowledge. Details the procedure of access to genetic resources and community knowledge and the distribution and utilization of the benefit obtained there from. Indicates the possible modes of sharing benefit including upfront payments, royalty, employment opportunity, participation in relevant research, priority in the supply of biological resource for development and manufacturing, preferential access to products and technologies developed using the genetic resources accessed, relevant training (including at community level) and infrastructure and technological support. Environmental Impact assessment proclamation No 299/2002 Federal In force Provides for the environmental impact assessment of development projects and public instruments prior to their commencement/adoption. Proposed projects must undertake EIA and submit for approval from relevant environmental body. Licensing institutions are required, prior to issuing investment permits or operating license for projects, to ensure that the relevant environmental body has authorized their implementation. The public must be able to comment on environmental impact assessment reports. Appendix 3 Summary of Policy and Legislation 207

Title Level Status Overall description Key points for BMNP Environmental Provides for the legal obligation and the regulatory Imposes an obligation to control pollution and manage hazardous Pollution Control Federal In force system for controlling environmental pollution from wastes, hazardous chemicals, and municipal wastes on producing Proclamation No wastes and hazardous chemicals. body. 300/2002 Rural Development, Land Administration Rural Development Policies and Strategies, 2002 Federal Rural Land Administration and Utilization Proclamation No 456/2005 Oromiya Rural Land Use and Administration Proclamation No 56/2002 Oromiya Rural Land Administration and Use Regulations No 39/2003 Forestry Forestry Development, Conservation and Utilization Proclamation No 94/1994 Oromiya Forestry Proclamation No 72/2003 Federal Federal Regional Regional Federal Regional In force In force In force In force In force In force Identifies the major development activities to be undertaken in agriculture and rural development and provides for the corresponding policies and strategies to be followed. Provides for the land holding system, land use rights and the conditions of rural land utilization and administration in the country. Provides for the condition of rural lad use and administration in the region in conformity with the federal rural land use and administration proclamation. Provides the detail conditions of rural land use and administration to operationalize the provisions of Oromia Rural Land Use and Administration Proclamation No 56/2002 Provides for the general legal framework for the development, conservation and utilization of forest resources in the country. Provides detail provisions on the development, conservation and utilization of forest resources in the region in conformity with the federal forestry proclamation. Planned resettlement undertaken to ensure conservation and sustainable utilization of natural resources, to more productive areas States that federal and regional government can demarcate and administer protected areas without specifying the conditions and procedure for the demarcation of such protected areas. Provides that priority forest areas, wildlife parks and sanctuaries shall be demarcated and administered with the participation of local communities, but does not specify the extent and the mechanism. Thus legal requirement is for participation not full agreement. Provides for the distribution of unoccupied lands to landless and land deficit peasants, and the certification of land holdings and penalizes those who use land without having such certificate. The implemented scheme provides an opportunity to give land outside to those currently settled in the core zones of the park. In addition, the land certification scheme provides legal basis to re settle people within the agreed and demarcated boundary of the park. States that communities may use forest products from state and regional forests, in accordance with the management plan approved by MoARD or the appropriate regional body and subject to forest management plan and directives. Further more, it provides that, with appropriate permission and payment, forest products, grass and fruit may be harvested and bee hives placed in protected forests. However, states written permission is required to cut trees, settle temporarily or permanently, graze animals, carry out hunting, keep bee-hives or extract honey within a state and regional forest. Similar measures for regulating use of forest products as federal proclamation. Appendix 3 Summary of Policy and Legislation 208

Appendix 4: BMNP GMP Planning Team A stakeholder analysis and consultation strategy was conducted at the planning workshop in December 2006. Composition of BMNP planning teams and consultations (see also Appendix 5), listed below in Tables 2.2-2.6 were based on this analysis. Table A2.1: BMNP GMP Planning Process Stakeholder Communication Strategy Involve Consult if possible Raise Awareness No Action BMNP Management EWCP FARM/SOS FZS Federal Government IBC/CSMPP Corporate Partners or Natural Resource users Downstream water users Educational Institutes EWHNS Biological Society of Ethiopia Council of Ministers Federal President Friends of Bale/local conservation organisations Parties to the CBD International Treaties signatories Electric power corporation International downstream users Local communities/ Kebeles Local elders, women, youths MELCA MOARD/WCD Natural resource users OARDB Police and judiciary Researchers Tour operators Hotel operators Human rights organisations International conservation community Kosso traders Ministry of Health Ministry of Water Resources National downstream users Media (local, national, international) MOFED Parliament People of Ethiopia International coffee industry Zones and Woredas Nature Clubs New immigrants Religious institutions Research Institutes Tourists (through surveys) Water Aid The inception planning workshop was held on 5-6 December 2005 in the Imperial Hotel in Addis Ababa referred to in Table A2.2 as workshop #1. An internal review workshop with OARDB, CPT and local government was held in Dinsho at the park HQ on 4-5 November 2006 referred to in Table A2.2 as workshop #2. A final Planning Team stakeholder review workshop was held at the Ghion Hotel in Addis Ababa on 28-29 December 2006 referred to in Table A2.2 as workshop #3. Appendix 4 BMNP GMP Planning Team 209

Table A2.2: BMNP GMP Planning Team Name Position/ Organisation Workshops Working Groups #1 #2 #3 EM SNRM TPM OR PO Abbay Tadesse Travel Ethiopia Abdurhaman Wario Expert BMNP Abeke Mebratu Dolo Mena Woreda Abiyot Berhanu IBC Addisu Asefa Expert BMNP Afework Bekele AAU Alastair Nelson FZS BMCP Alemayehu Bedada OARDB Aman Muda Division Head OARDB Amde World Bank Anteneh Shimeles AAU, EWNHS Aschafew Geshaw OARDB Bale Zone Asmare Melesse CSMPP/IBC Assefa Ejo OARDB Assefa Mebrate African Parks, Ethiopia Ayehu Legesse OCTB Deptuy Head Bekele Tsegaye OARDB Bekelech Tolla Unknown affiliation Belachew Wassihun Dept Head IBC Ben Irwin Programme Manager BESMP Benura Wolde OARDB/CSMPP Berhanu Asfaw Wildlife Safaris, Ethiopia Berhanu Jilcha Warden BMNP Biniyam Admassu Global Nomad Travel Deborah Randall FZS Monitoring TA Dereje Biruk Amhara EPA Diriba Kuma OARDB Head Diribu Jemal OARDB Deputy Head Donna Gelardi VSO Tourism Ensermu Kelbessa AAU, National Herbarium Ezekiel Dembe Head of Planning TANAPA Fassil Kebebew Project Manager CSMPP Fayera Abdi SOS Sahel Country Director Fekadu Tefera Expert OARDB Fetene Hailu WCD, MoARD Feyisa Mejersa Dolo Mena Woreda Fikru Deksissa OARDB, Dept Head Fiona Flintan Gender, Farm Africa/ SOS Sahel Gezahun Gebremariam Sinana Woreda Girma Amente Head Oromia Water Enterprise Girma Ayele Dolo Mena Woreda Girma Balcha Director General IBC H/E Ahemed Nassir State Minister MoARD H/E Girma Wolde Giorgis President FDRE H/E Muktar Kedir ONRS Vice President Hasan Tikeri Adaba Woreda James Malcolm Field Coordinator EWCP James Young African Parks, Ethiopia John Lambert World Bank Jonathan McKee EC Delegation Karen Laurenson FZS (Facilitator) Kassahun Embaye IBC, Deputy DG Kebede Zewde GTZ Kenea Dida Harenna Buluk Woreda Kifle Argaw WCD MoARD Lulu Likassa Zonal Coordinator CSMPP Mark Chapman Community Tourism Advisor TESFA Martin Neumann GTZ SUN Appendix 4 BMNP GMP Planning Team 210

Name Position/ Organisation Workshops Working Groups #1 #2 #3 EM SNRM TPM OR PO Medhin Zewde Project Manager CSMPP Menassie Gashew Harenna Darwin PL Million Belay Melca Mahiber Mohammed Abdush Bale Zone Administrator Mohammednur Jemal Expert BMNP Mulugeta Wobishet Amhara PDPA Nassos Roussos Ethiopian Rift Valley Safaris Nigussu Feyissa OARDB Olga Petrynak PACT Ethiopia Sisay Shewamene Rocky Valley Safaris Stuart Williams PASP, UNDP Tadesse Amsalu Amhara EPA Tadesse Guffer OARDB Tadesse Hailu WCD, MoARD Tekleargay Jirane CSMPP/Goal Ethiopia Tesfaye Deselegn Planning, Ministry of Tourism & Culture Thomas Mattanovich Travel Ethiopia Tigist Kebede VSO Programme Officer Tim Clarke EC Delegate Tim Foggin UN-WTO Tsegaye Tadesse GTZ Waariyoo Kuno OCTB, Dept Head Yeneneh Teka WCD, MoARD Yoseph Assefa PhD student Yoseph Getnet Ghion Travel Zelealem Tefera FZS AECP Zelealem Temesgen Farm Africa Zewditu Tessema EWNHS Table A2.3: Core Planning Team Name Position/ Organisation Meeting # 1 2 3 4 5 Assefa Ejo OARDB (Chair) Addisu Assefa BMNP Alastair Nelson FZS-BMCP Asmare Melesse CSMPP/IBC Belachew Wassihun IBC Ben Irwin BESMP (Farm Africa-SOS Sahel) Berhanu Jilcha BMNP Warden Fassil Kebebew CSMPP/IBC Fikru Deksissa OARDB (Chair) Karen Laurenson FZS Africa Regional Office Lulu Likassa CSMPP Medhin Zewde CSMPP/IBC Mohammednur Jemal BMNP Nigussu Feyisa OARDB Teklearegay Jirane CSMPP/OARDB (Chair) Tsegaye Tadesse BESMP (Farm Africa-SOS Sahel) Yeneneh Teka WCD (MoARD) Zelealem Temesgen BESMP (Farm Africa-SOS Sahel) Appendix 4 BMNP GMP Planning Team 211

Technical Working Groups Composition Ecological Management - Addisu Asefa, Alastair Nelson, Berhanu Jilcha, Deborah Randall, James Malcolm, Menassie Gashaw, Mohammednur Jemal (Chair), Zelealem Tefera Sustainable Natural Resource Management - Addisu Asefa, Belachew Wassihun, Ben Irwin, Girma Amente (Chair), Tekleargay Jirane, Zelealem Tefera Tourism Development and Management - Alastair Nelson (Chair), Donna Gelardi, Mark Chapman, Mohammednur Jemal, Tesfaye Deselegn, Yoseph Getnet Park Operations - Addisu Asefa (Chair), Alastair Nelson, Berhanu Jilcha, Fekadu Tefera, Menassie Gashaw, Mohammednur Jemal, Zelealem Tefera Outreach - Abdurahman Wario, Alastair Nelson (Chair), Million Belay, Ben Irwin, Fiona Flintan Table A2.4: Guides and Zonal Tourism Workshop Participants, 20th July 2006 Name Organisation Abadire Jeyilan Bale Zone Culture and Tourism Abdurrahman Wario BMNP Addisu Asefa BMNP Alastair Nelson FZS Berhanu Jilchaa BMNP Daniel Tilaye BM Nyala Guides Association Haptamu Sime BZCT Hussein Adem FZS Karen Laurenson FZS - Africa Regional Office Mohammednur Jemal BMNP Omer Youne BMNGA Rameto Hussein Adaba Dodola Guides Association Yusuf Abdusalam ADGA Appendix 4 BMNP GMP Planning Team 212

Table A2.5: Oromia Review Workshop Participants, 4th and 5th November 2006 Name/Position Abdurahman Wario Addisu Asefa Alastair Nelson Aman Mude Made Asmare Belachew Wassihun Ben Irwin Berhanu Berhanu Jilchaa Donna Gelardi Fassil Kebebew John Lambert Lulu Likassa Mohammednur Jemal Bale Zone NR expert Dinsho Woreda administrator Dinsho Woreda NR expert Adaba Woreda administrator Adaba Woreda NR expert Sinana Woreda administrator Sinana Woreda NR expert Goba Woreda administrator Goba Woreda NR expert Mena Woreda administrator Mena Woreda NR expert Table A2.6: Zonation Task Force Members Name Addisu Asefa Alastair Nelson Assefa Ejo Ben Irwin Dirubu Jemal Dr Ensermu Kelbessa Dr Kassihun Embaye Dr Kifle Argaw Mohammed Abdush Zelealem Tefera Organisation BMNP BMNP FZS Oromia World Bank CSMPP IBC BESMP Oromia BMNP VSO IBC/CSMPP World Bank CSMPP BMNP Organisation BMNP FZS OARDB BESMP OARDB National Herbarium & AAU IBC WCD Bale Zone FZS Table A2.7: Other advisors from whom input/comments sought Name/Position Claudio Sillero David Burslem Ian Rushworth Jorgelina Marino Markus Borner Michelle Pinard Nick King Simon Thirgood Xavier Lambin Organisation EWCP/WildCRU University of Oxford University of Aberdeen Ezemvelo/KwaZulu Natal Conservation Services EWCP/WildCRU University of Oxford FZS Africa Regional Office University of Aberdeen Endangered Wildlife Trust Macaulay Land Use Research Institute, Scotland University of Aberdeen Appendix 4 BMNP GMP Planning Team 213

Background Appendix 5: Community Consultations Two types of consultations with BMNP-associated communities were carried out. A detailed questionnaire, targeted across all age and gender groups in BMNP, was used to gauge local opinions on bringing natural resource management in and around BMNP under control (Consultation A). Furthermore, Melca facilitated a consultation workshop that aimed to ensure that issues and perceptions from a community perspective were reflected and addressed in BMNP GMP development (Consultation B). Consultation A A semi-structured interview that asked a few very broad questions, was drawn up and interviews were conducted by 13 local people (7 men and 6 women), all of whom had finished grade 10 (to ensure recording competency) aged between 20 and 46. 386 people in and around BMNP, were interviewed of which 114 (30%) were under 25 years of age and 122 (32%) were with female interviewees. Any response was treated as an acceptable answer and these were then recorded on a separate sheet for each interviewee. No names were recorded, but age and sex was recorded. The interviews were conducted throughout BMNP, and in areas bordering the park to the north, north-east and north-west. The following 4 questions were asked of the community members: A. What do you think of the idea of improving management throughout the Bale Mountains National Park? B. One of the new ideas is to involve people in management in the park to a far greater degree. How should we do this? C. How can we best get representation from all groups in the community (e.g. women, youth, traditional institutions and government)? D. What do you think of a new management system outside of the park? A. What do you think of the idea of improving management throughout the Bale Mountains National Park? Park and natural resources should be protected 72% Education and integration 7.5% Benefit sharing and replacing what we use 4.3% We should stay in the park without harming it 1% Park should not be protected and land shared out 1.5% Other: fence park, move out livestock, control people starting forest fires, scouts and community should work together, tracks and hyaenas should decrease B. How should people be involved to a far greater degree in the park management? Educate and involve local people 48% Involve the local community 29% Park and people should collaborate 9% Job opportunities 3% Benefit sharing, train local people, good communication 2.5% C. How can we best get representation from all groups in the community (e.g. women, youth, traditional institutions and government)? Make decisions with communities 50% Appendix 5 Community Consultations 214

Honest and skilled people 9% Government should protect 8% Combined group with all age and sexes represented 7% Influential people must be assigned 3% Youth participation 2.3% Community guards 1.8% D. What do you think of a new management system outside of the park? Must be protected 73% Use the land for agriculture 7% Sustainable use and protection 6% No resources out of park 1.2% It is ours 0.5% Don t know 9% It was concluded that there is a strong interest in the local communities in and around BMNP to protect and manage natural resources. There is also a desire to be involved in the management of these resources and to an extent in the management of the park itself. Consultation B Key informant interviews of 15 individuals were conducted in 5 woredas around the park. In addition, a 2-day workshop was held, attended by 2 elders and 1 administrator from each of 17 kebeles that border the park, along with representatives from the agriculture and rural development offices of the 5 woredas. The key points below, that are relevant to the GMP development and implementation are summarised below. Suggested strategies from community members to address the issues raised are also included in italicised blue font. Historical perspectives There were fewer people in the area in the past, thus there was little conflict Individuals in the community held ownership rights for trees and beehives in the forest and thus it was protected During the Dergue, there were severe punishments for killing wildlife and thus wildlife protection was better The park proclamation and demarcation was done without community knowledge and consultation; the boundary is still not clear. There has been huge agricultural expansion around the park Current issues and suggested strategies from Community Members to address issues Population and agricultural expansion Many immigrants from Harar, Selale and Sidamo have settled in the Harenna forest and are clearing the forest. This has reduced forest productivity and honey production, and thus traditional forest dwellers have been forced into a cycle of agriculture expansion leading to further loss in forest area and forest productivity. The new generation of the communities have no employment, livelihood opportunities or land and are thus expanding into the park The ownership of the Harenna forest is not clear, nor whether it is government or individuals Suggested Strategies Family planning initiatives, including education should take place to address this core problem Improve civil society, good governance and basic understandings of concepts such as democracy as this is misunderstood: Benefit sharing from tourists etc should be transparent Appendix 5 Community Consultations 215

The kebele authorities should take responsibility for stopping agricultural expansion Park-community relations There is no means of communication between the park and local communities There is distrust between the park management and local communities Confiscation of cattle and payment of fines does not solve the problem of grazing inside the park: awareness raising and consultations should be carried out. There is human-wildlife conflict: warthogs and hyenas cause damage to crops and livestock respectively There are misunderstandings of concepts such as democracy: democracy is not the right to cut trees, kill animals and generally plunder the park Suggested Strategies Public awareness of the exceptional resource values of the park, such as the hydrological system, is critically important as community members were unaware of the global significance of these resources. Communication systems should be established between park and communities Initiatives to build a positive relation between park and community members should be undertaken Consultation should take place with local communities before any actions that impact on them are undertaken Natural Resource Use Firewood collection is done by 2 distinct groups: those that are very poor and those that are increasing income. These groups should be treated separately. Coffee cultivation is increasing and this involved removal of bee hive trees There is no control of an increasing number of private and government sawmills who are cutting down the forest Uncontrolled timber extraction is occurring, for example at night Many livestock originate in lowland areas and use the park seasonally, thereby damaging the parks resources. Suggested Strategies Seasonal lowland pastoralists should be controlled and prevented from using the park Alternative livelihood opportunities must be created Participatory forest (natural resource) management programmes should be adopted Timber trafficking should be controlled Park Management There is no government commitment and control of the park There is insufficient feedback of the results of research studies to involved local communities The park is not actively promoted for tourism The boundary of the park is not known in many areas The benefits from the park, particularly from tourism, are only felt around the park headquarters Suggested Strategies Government should show their commitment to park protection and community development The role of tourist should be explained to local communities Rehabilitate degraded areas of the park Appendix 5 Community Consultations 216

All park beneficiaries, such as downstream users, Ethiopian Electric and Power Authority should contribute to park protection Summary and recommendations based on strategies suggested by community representatives and consultants opinion. 1. Conservation education with the communities These consultations with the 5 woredas were the first of their kind, and exposed the lack of knowledge of the park s existence and a predominantly confrontational relationship between the park and communities. There is therefore a clear need for extensive and intensive education about the value of the park, its boundary and the rights and responsibilities of the communities regarding the natural resources in the park. If they were told about their responsibilities, they may not have considered it their democratic right, for example, to overuse the resources in the park. It is also critical that an emotional link is created between the Park and the next generation. 2. Relationship with Local Level Decision Makers It is critical that a targeted and focused workshop is organized for decision makers at all levels, particularly the kebele heads and the judiciary. These groups face the day to day realities of park issues. The police and the courts should be targeted to stop illegal natural resource abusers, such as commercial wood cutters. 3. Participation in Natural Resource Management Where natural resources use will be allowed, not the conservation areas, it will be advisable to consider adopting Joint Natural Resource Management techniques. Use of these techniques, which involve rehabilitation and controlled ownership, might recuperate the degraded areas in and around the park and create a sense of ownership in the people. 4. Consultation It is the constitutional right of the people to be involved in any development intervention and in any activities concerning their life. It is also essential that people are consulted in order to establish a lasting and positive relationship between park and local people. 5. Improving law enforcement Improved community involvement in BMNP management must be combined with lawful action, as there are people among community members who might abuse the goodwill of the park and start to plunder park resources for their own use. For example, it is critical to explore how to limit saw mills, with consultation with decision-makers at all levels and the trafficking of timber and fire wood. 6. Family planning The community identified population growth as a key issue underlying and increase in parkcommunity conflict. Family size is large in Bale and thus family planning should be considered to be an aggressive part of other strategies. 7. Alternative livelihoods The youth have few options and are increasingly marginalized as the average size of family land holdings decline and with a narrow range of other livelihood options. Thus in the medium and long term, generation of alternative livelihood strategies is crucial and must be explored with local communities. Preliminary results of park initiatives are encouraging. 8. Benefit sharing This is a challenging issues as at present little revenue is generated through the park and thus is at an inadequate level to have an impact on local communities. However, there, there is a genuine concern that current benefits are concentrated around the Park head quarters in Dinsho town. It will be worth trying to distribute what ever benefits are available to people surrounding the park. Appendix 5 Community Consultations 217

9. Transparency People are raising genuine concerns about researchers and other activities in and around the park. Informing communities about activities carried out in the park should be part of the education process, with the GMP introduction providing a first opportunity. Appendix 5 Community Consultations 218

Appendix 6: BMNP Research Priorities Priority data that are urgently required by management (and that BMNP will proactively promote) GIS atlas of BMNP and surrounding area Number, distribution, and daily/seasonal movement of people, livestock, and dogs in BMNP Effect of grazing on biodiversity and ecosystem function, including habitat modification, biomass availability rodent dynamics, and hydrology (e.g. hora and wetland quality) Extent, socio-economics, and ecological impact of fuelwood and bamboo extraction in BMNP Impact of fire on high altitude habitats, particularly Erica spp. Population size and distribution of mountain nyala and the effect of sport hunting on population viability Socio-economic status of park-associated communities in relation to natural resource use in/around BMNP and equitable sharing of benefits Watershed dynamics and impact of human activities on watershed function Disease incidence in/around BMNP and strategies/protocols for disease prevention in domestic dogs and Ethiopian wolves Historical and current forest cover and land-use change, assessed and monitored through remote sensing Economics and financial flows of ecosystem services provided by BMNP Identified research topics that are a priority for management Investigate the effect of rodents on vegetation dynamics and ecosystem function Establish baseline inventories in Harenna forest and northern woodlands, e.g. invertebrate and herpetological diversity including Togona frog Examine the effect of (semi-forest) coffee management on plant diversity and regeneration Understand indigenous ecological knowledge in and around BMNP Determine factors affecting Erica ecology, regeneration, and propagation Determine factors affecting mountain nyala population regulation Investigate the potential for alternative livelihood schemes in the Harenna forest, e.g. the potential for non-timber forest product extraction Investigate human-wildlife conflict, especially livestock predation and mountain nyala crop raiding Assess the key ecological attributes of the Hagenia/juniper woodlands Understand wetland dynamics for wetland management Investigate the socio-economics and ecosystem impacts of honey production Investigate role of different habitat types, such as cloud forest and wetlands, in water catchment and watershed management Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as surrogates for water monitoring Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as surrogates for Harenna forest monitoring Investigate the use of indicator species (e.g. birds, herps, small mammals, and plants) as surrogates for Hagenia/juniper woodlands monitoring Establish distribution of mountain nyala and habitat correlates Establish poaching rates in Harenna forest (e.g. fish offtake) Map soils in BMNP including soil types, carbon levels, and carbon flux under different land use regimes Investigate Hagenia ecology and regeneration Investigate extent of alien species and management options for alien species control Develop tools for climate change monitoring Appendix 6 Research Priorities 219

Other identified research topics Investigate natural succession in Harenna forest and northern woodlands and its effect on species diversity and population dynamics Investigate impact of human activities on species diversity and population dynamics, especially co-dependence and co-evolution Undertake ethno-botanical surveys to determine the use of plants by people, including but not restricted to medicinal plants Investigate African wild dog status and ecology in Harenna forest, including home range use and feeding ecology Investigate the level and distribution of genetic diversity in mountain nyala and metapopulation dynamics Establish the relationship between biogeography, endemism, and extinction Investigate wattled crane ecology and breeding behaviour Investigate patterns and determinants of rodent population dynamics Investigate cultural history of Bale Mountains and historical patterns of human disturbance in BMNP Undertake taxonomic research into Harenna forest epiphytes Understand Erica taxonomy and altitudinal/biogeographic distribution Examine relationship between Erica structure and species diversity Investigate methods for predicting and monitoring altitudinal movement of vegetation belts under climate change Investigate hyaena ecology and population trends Investigate the role of epiphytes in water retention Investigate the relationship between habitat (e.g. Artemesia and Helichrysum) and duiker/serval density related to Artemisia/Helichrysum Collate previous research on fish Identify range of frog in Togona valley and giant tree mammal thing! Complete invertebrate and herpetological inventory for BMNP Investigate microbial taxonomy and function Investigate nutrient cycling dynamics in BMNP and impact of human activities (e.g. dung burning) Investigate diversity of Coffea arabica in Harenna forest. Determine bearded vulture population size, ecology, breeding behaviour, genetic diversity and threats to survival Appendix 6 Research Priorities 220

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