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 and Sustainable Use of Medicinal
Plants Project through the Institute of Biodiversity and the Oromia Bureau of
Agriculture & Rural Development.

Photo acknowledgements: Martin Harvey, Delphin Ruché, Vincent Munier, Ian

Rushworth and Alastair Nelson (front cover), Delphin Ruché (p. 1), Vincent Munier
(p. 11, 31, 103), Ian Rushworth (p. 51) and Alastair Nelson (p. 67, 83)

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 Afro-
montane 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 long-
term 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 groups 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 km2 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 of 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
Species
8. Ethiopian wolf

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 park-
associated 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 non-
governmental 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 ............................................................................. 199
Appendix 2: BMNP Boundary Description .................................................................................... 200
Appendix 3: Summary of Policy and Legislation........................................................................... 203
Appendix 4: BMNP GMP Planning Team ..................................................................................... 208
Appendix 5: Community Consultations ......................................................................................... 213
Appendix 6: BMNP Research Priorities ........................................................................................ 218
Appendix 7: Bibliography .............................................................................................................. 220

Table of Contents xiv

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

Acronyms xv
MoFED Ministry of Finance and Economic Development
NBSAP National Biodiversity Strategy and Action Plan
NGO Non-Governmental Organisation
NFPA National Forest Priority Area
NRM Natural Resource Management
NRMA Natural Resource Management Agreements
OARDB Oromia Agriculture and Rural Development Bureau
OCTB Oromia Culture and Tourism Bureau
OR Outreach
PA Protected Area
PASP Protected Area System Plan
PFM Participatory Forest Management
PNRM Participatory Natural Resources Management
PO Park Operations
PW Park Warden
PEC Principal Ecosystem Component
RAC Regional Advisory Committee
RBI Resource Based Inventory
RBM Ranger-based Monitoring
RMG Resource Management Group
RP Resource Protection
SLZ Saint Louis Zoo
SNRM Sustainable Natural Resource Management
SNRMA Sustainable Natural Resource Management Agreement
TANAPA Tanzania National Parks Authority
TESFA Tourism in Ethiopia for Sustainable Future Alternatives
TEK Traditional Ecological Knowledge
TNC The Nature Conservancy
TPC Thresholds of Potential Concern
TPM Tourism Provision and Management
UNDP United Nations Development Program
UNESCO United Nations Educational, Scientific and Cultural Organisation
WAJIB The GTZ community-based PFM project in Adaba-Dodola
WAZA West Arsi Zone Administration
WB World Bank
WCD Wildlife Conservation Department (MoARD)
WCPA World Commission on Protected Areas
WCS Wildlife Conservation Society (International Conservation NGO)
WHS World Heritage Site
WGCF Wondo Genet College of Forestry
WWF 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 km2 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 Section B Section C - G Section H Appendix 1

Plan Park Purpose M anagem ent 3-Year Action Plan
Introduction and Values Program m es Plan M onitoring

Exceptional M anagem ent

Park Purpose:
C ontext R esource Strategy & A ctivities
PEC M onitoring
Values O bjectives

Function and Park Purpose S ub-objectives Input M anagem ent

S tructure Statem ent and Issues R equirem ents Effectiveness

D egree of Im plem entation

Participation and M anagem ent Im pact: Threats
Zoning Schem e External Support
Process A ctions and O bjectives
R equired
indicators

5 P rogram m es Priority A ctivity

C om pletion

- E cological M anagem ent

-Sustainable Natural R esource
R esponsibilily/
M anagem ent Partners
-Tourism Provision and
M anagem ent
-Park O perations
-O utreach Tim efram e

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

Sustainable Natural Resource Tourism Development and Provision

Park Operations Outreach
Ecological Management Management Tourism in the Bale Mountains developed
BMNP exceptional resource values BMNP secured through collaborative
The diversity of ecological processes and Collaborative and adaptive and managed to improve the conservation
secured using efficient, modern, management partnerships with
species across the altitudinal range of the management strategies of BMNP's exceptional resource values, to
effective and adaptive protection, stakeholders that are based on an
Bale Mountains better understood and implemented that ensure the create livelihood opportunities for park-
financing and management integrated conservation and development
maintained using best practice monitoring sustainable use of natural associated communities and to benefit the
systems that are considered to be philosophy, innovative communication
and research techniques that feed back into resources in Conservation & country as a whole whilst creating greater
a working model nationally and and education strategies and livelihood
adaptive management. SNRM Zones of the Bale understanding and support locally,
internationally strengthening, including diversification
Mountains National Park nationally and internationally

Programme Objectives

Diverse ecologically and

Human, institutional and legal culturally sensitive tourism
capacities established for the opportunities provided in BMNP integrated locally and
Resource protection system managed with the
operation of sustainable BMNP in partnership with
established collaboration and support of
Human associated threats to natural resource management local communities, the
BMNP Principal Ecosystem systems in BMNP private sector and relevant stakeholders
Components and Key government
Ecological Attributes
mitigated through active
management
Wider awareness of BMNP
The potential for sustainable Efficient, effective and
and a sense of ownership
utilisation of natural adaptive tourism
Sustainable financial plan and responsibility
resources in BMNP realised management systems, that
operational for BMNP established, through
and equitable sharing of enhance visitor experience,
publicity, communications
benefits ensured devised and maintained.
Management-orientated and education programmes
monitoring and research of
Principal Ecosystem
Components and Key
Ecological Attributes carried
out Community participation and
Human settlement, benefit sharing opportunities Modern, efficient and Equitable benefit-sharing and
cultivation and land use in in BMNP tourism developed adaptive management and cost reduction facilitated in
BMNP planned, controlled and established as core to administration of BMNP park-associated
and reduced BMNP tourism provision and established communities.
management

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.
Previous poor
Inadequate policy and legislation Poor staff morale, governance structure Unplanned
framework including gazettment salaries, and decision making tourism
committment

Poor standard of
Poor infrastructure tourism provision

Little contribution
Lack of finance from tourism
Little park management
capacity / resource Poor technical capacity
protection for park management Little private
investor
Little ecological involvement
monitoring
Previous poor political
Poor international support
support No marketing

Lack of Ecological Exceptional resource

Knowledge valeus degradation Unsustainable natural
resource use Lack of awareness of
Open access resource importance of BMNP:
locally, nationally,
internationally

Ad hoc research
projects
Park users alienated (no voice or Settlement Immigration to area
perception of resource ownership (refugees)

Alien spp
introduction Population increase in
park
Intrinsic growth
Climate change
rate of population
Uncontrolled fire
Few livelihood options

Environmental Poverty HIV

impact of Low community
infrastructure Little benefit sharing or capacity and
cost reductino empowerment

Section A – Plan Introduction 8

Figure A4: Planning Events and Process Timeframe

Timeline Events and Process Documents

2005 WWF Draft Plan

Gap Analysis
Nov

Dec Stakeholder Workshop GMP Action Plan

2006
Core Planning Team Meeting
March
Technical Working
April Groups
Management
June Core Planning Team Meeting Programmes

Technical Working
July Groups

Sept Core Planning Team Meeting

Policy and Legislation
Review
Oct-Dec Stakeholder
consultations

Draft GMP
Dec Core Planning Team Meeting

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

Protected Areas
7°00' 7°00' Elevation (m)
750 - 999
1000 - 1249
1250 - 1499
1500 - 1749
1750 - 1999
2000 - 2249
2250 - 2499
2500 - 2749
2750 - 2999
6°40' 6°40' 3000 - 3249
3250 - 3499
3500 - 3749
3750 - 3999
4000 - 4249

6°20' 6°20'

0 5 10 Kilometers

Source: Ethio-GIS
Arranged by L A Tallents
Oct 2004
39°20' 39°40' 40°00'

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

1
nyala, Ethiopian wolf, Giant lobelia, African wild dog

Afroalpine habitat 3
Hydrological system of wetlands and rivers 4
Harenna Forest 5=
Natural
Distinct altitudinal vegetational zones e.g. Afroalpine,
5=
bamboo, Erica

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 Tributaries
Wabe Shebele Abasa, Arba, Baaranda, Boko, Furunna, Gondadoh, Layleeso, and
Solay
Albabo, Dalacha, Danka, Dimbeeba, Garano, Gaysay, Kabasha,
Web Kaficho, Keyrensa, Lolla, Micha, Shaiya, Shaiya-Gugesa, Tayanta,
Togona, Toroshama, Walla, Wasama, Web and Zetegne Melka
Dumal Deyu and 5 un-named tributaries
Welmel Garemba, Rira, Shawe, Shisha and Yadot
Ganale 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 km2 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 m2 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 hydro-
electricity 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 Protected area managed mainly for habitat and species conservation
often through management intervention
Category V Protected area managed mainly for landscape/seascape conservation or
recreation
Category VI 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
Only non-damaging use Grazing allowed under SNRMAs, but
prescriptions
allowed as part of a only outside wetland areas
management prescription
Traditional natural resource use at
Access allowed along sustainable levels permitted under
agreed routes to horas, SNRMA for NTFP e.g. coffee,
cultural sites and markets 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
No settlement Settlement only allowed under special
prescriptions
permit granted by BMNP technical
No cultivation
planning committee
Very limited Infrastructure
Limited and managed cultivation only
development under permit
allowed with written permission from
from BMNP technical
BMNP
planning committee and
which meets with BMNP’s Hydroelectric schemes only
sustainable environmental developed under strict EIA
impact prescriptions for
Social infrastructure development
energy and material use,
only allowed under special permit
aesthetics and waste
granted by BMNP technical planning
disposal
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

Wetlands
Horas
Hydrological System
Alpine lakes
Rivers

• 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)
Harenna Forest • 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)

• 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)
Gaysay grasslands • 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

• Threatened tree spp.

o Hagenia abyssinica
o Juniperus procera
• Antelope and primate spp.
o Mountain nyala
o Menelik’s bushbuck
Hagenia / Juniper o Grey duiker
woodlands 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)

• Endemic and near endemic bird spp.

o Spot-breasted plover (Vanellus melanocephallus)
o Blue-winged goose (Cyanochen cyanoptera)
• Eurasian bird spp. breeding sites
Afroalpine 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
o Water flow
o Water retention of vegetation
1. Hydrological System System and soil
o Water quality
o Wetland extent and dynamics
o Forest cover
o Forest structure
2. Harenna Forest o Forest fragmentation
o Indicator species diversity,
distribution and abundance
o Erica structure and distribution
o Indicator species (amphibian
3. Erica forest and shrub
Community and bird) diversity, distribution
and abundance
o Indicator species diversity,
distribution and abundance
4. Gaysay grasslands o Wetland quality and dynamics
o Plant composition and
distribution

Section C – Ecological Management Programme 36

 Principal Ecosystem Level of Ecological Key Ecological Attributes
Component Organisation
o Woodland area, extent and
fragmentation
5. Hagenia / Juniper woodlands o Tree composition and structure
o Indicator species diversity,
distribution and abundance
Community o Rodent and bird diversity and
abundance
o Indicator species diversity,
6. Afroalpine distribution and abundance
o Wetlands quality and dynamics
o Plant composition and
distribution
o Population size, structure and
distribution
7. Mountain nyala
o Habitat availability
o Genetic diversity
Species
o Population size, structure and
8. Ethiopian wolf 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 Erica forest Gaysay Hagenia/Juniper Afroalpine Mountain Ethiopian
system forest and shrub grasslands woodland nyala wolf
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
Threat Level Key
Threat level Severe = 4 High = 3 Moderate = 2 Low = 1

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 Objective 2
Human associated threats to BMNP Management-orientated
Priority Ecosystem Components monitoring and research of
and their Key Ecological Attributes Priority Ecosystem Components
mitigated through active and Key Ecological Attributes
management carried out

Threats due to Healthy wildlife Alien and Ecosystem

Ecosystem health
unsustainable populations invasive species health re-
Fire extent, monitored and Understanding
natural resource maintained and managed to established
frequency and feedback of the BMNP
use reduced threats mitigate through
intensity provided into ecosystem
mitigated in to population negative impacts restoration
managed management strengthened
association with viability on ecosystem where necessary
action
the SNRMP mitigated health

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 Threats
Direct/ indirect results
Key Ecological of human activities
Attributes

Objective 1
restoration threat reduction
Management actions
to mitigate threats

biodiversity health threat status

adaptive management

Objective 2
Monitoring /research:
Basis for adaptive
management

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 out-
compete 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 human-
associated 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 human-
induced. 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 capacity-
building 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 Objective 2
Human, institutional and legal The potential for sustainable Objective 3
capacities established for the utilisation of natural resources Human settlement, cultivation
operation of sustainable natural in BMNP realised and and land use in BMNP planned,
resource use management equitable sharing of benefits controlled and reduced
systems in BMNP ensured

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 socio-
economic 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'

# Amicho
Horgoba # # # Ketena
$
#
$$$ $
Mulamo Shifario Waltai Azira
Livestock Numbers
$ Tarbo
Ayida
# 0 - 300
# # # $ #
$ 7°00' # 301 - 600
Sodota
7°00'
Doda # Ú
Ê Gamataja
Cheleleka-3
# Genale
$
Ture
# 601 - 1100
#
Ê
Ú # #Gata Wala
Hora
$ 1101 - 1600
Tullu Lencha # # Worgona #
#
#
#
$ #
Mararo
## $ 1601 - 2500
#Cheleleka-2 ## Agora-sanna

$ 2501 - 5000
Goda-sanga

$
#
# $ #
Chunfo
Katara # #
Morebawe Ú
Ê No Data
#
#Ê
Ú Ú
Ê #
#
Ú
Ê BMNP
Huke-Tiko 2 Batu-Guracha
Waofa Rafu
Ú
Ê

# 0 2.5 5 Kilometers

$
Checha/Shuruu/Lencha

Source: BMNP
Arranged by L A Tallents
Oct 2004
39°40' 40°00'

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 Dergue 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)
No. No. No. No.
Kebele households permanent seasonal 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 human-
wildlife 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 over-
dependence 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 Local community tourism awareness

Beauty and vastness of environment and vistas Existing capacity to meet opportunities
‘Unspoilt’ landscapes Training facilities
Wilderness experience opportunity Funding
Diversity of birds and wildlife Lack of management control of budget and
Well defined potential markets incentive to increase income
Create image Current international perceptions of Ethiopia
Manage development Transport options
Range of appropriate tourism segments Food availability and preparation
Clean air and unpolluted environment Accommodation stock
Friendly people and little crime Shopping opportunities
Range of appropriate tourism activities Spoken English and other languages within the
local communities
Weather - rain
Opportunities Threats

New destination Bad international press – border conflicts;

Planned development government activity
Private sector interest Escalation of tensions
Potential growth in services and facilities Natural disasters –droughts and floods
Re-opening of Robe airport and new road Communities reject tourism potential
Proactive development of relations with the travel Private sector work outside the park’s parameters
trade Government push for income at any cost
Regional university – tourism and language skills Cultural impacts
Private sector investment

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 park-
associated 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 3
Objective 1 Objective 2
Modern, efficient and adaptive
Resource protection system Sustainable financial plan for
management and administration of
established BMNP operational
BMNP established

Transparent
Resettlement Park Economic and Synergistic,
Park boundary Adaptive and effective Effective and
and zonation infrastructure Integrated financial flows collaborative
defined and resource Business plan management secure
plans developed Environmental of the Bale and adaptive
demarcated protection for BMNP structures, administrative
developed and Management Mountains planning and
and BMNP plan operational systems and system
and equipment implemented Ecosystem review system
gazetted operational capacity operational
implemented procured understood operational
estabished

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 bye-
law. 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

Senior staff housing and power (some under
New offices construction)
Old offices Mid-level staff housing as agreed
Tourist reception centre More office space with a meeting room
Warden accommodation Store (under construction)
HQ Poor expert accommodation Garage (under construction)
Poor mid-level staff Office waste disposal
accommodation Office ablution block
Inadequate stores Communications (VSAT, radio room)
Basic campsite Tourist ablution block at reception centre
Basic toilet at campsite
Stables for 25 animals
Toilet
Web Horse Camp 2 Accommodation sets
Waste disposal
Horse guard room
4 Accommodation sets Upgraded toilet and waste disposal
Gaysay Kitchen Horse stabling
Toilet Power and radio room
Office
Kitchen
Power and water
Senior staff accommodation
4 Accommodation sets Small office + bunkroom visitors/researchers
Rira Sub HQ
1 toilet Security fence
Livestock holding pen
Store
Waste disposal system
Horse stabling
Radio room
Control point/checkpoint
Horse stables
Kitchen
4 Accommodation sets
Angesu Power and water
1 toilet
Security fence
Livestock holding pen
Store
Waste disposal system
2 temporary accommodation sets
Berak If retained: as below for outposts
Kitchen

2 temporary accommodation sets

Gofingera If retained: as below for outposts
Kitchen

New outposts Accommodation for 4-6 scouts

(Potentially Shisha, Kitchen, ablutions, store, security fence
Hawo, Kotera, Waste disposal system
Sanetti, Ayida and Power and water
Morebawa) 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/km2, with a mean of $257/km2 in the eastern Africa Region. The report suggested that
$526/km2 were required in developing countries for effective management, although in 1988
another study put this figure at $200-230/km2. Figures for Ethiopia were estimated at just $5/km2 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/km2, 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 Park Development and

Finance Head Protection Section Head

Finance and budget* Biologist*

General Sociologist*
maintenance

Purchaser Ecologist*

Cashier Tourism expert

Store Wildlife development and

keeper* 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 &
Tourism SNRM & Outreach Ecological
Finance
Department Department Management
Department
Expert Expert* Expert*
Head

South Section
Human Resources
Head &
& Administration
Chief Scout

North Section
Finance 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 2
Objective 1 Wider awareness of BMNP Objective 3
BMNP integrated locally and a sense of ownership Equitable benefit-sharing
and managed with the and responsibility and cost reduction
collaboration and support established through facilitated in park-
of relevant stakeholders publicity, communications associated communities
and education programmes

Livelihood
Park-community
Strong development
dialogue BMNP managed Alternative and Human-wildlife
partnerships and and equitable
mechanisms within a sustainable conflict
linkages benefit-sharing
functioning and functioning energy use understood and
established with facilitated
having input into biosphere facilitated and mitigated
relevant through
BMNP reserve promoted
organisations collaboration
management
with partners

Innovative,
Environmental BMNP
widely targetted
education benefiting
and adaptive
programme from its World
publicity
established in/ Heritage Site
programme
around BMNP listing
implemented

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 park-
associated 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 Non-governmental members

Oromia Region Vice/President (Chair) Africa Regional Director, FZS
Head, OARDB Ethiopian Chamber of Commerce
Head/Deputy Head, Oromia Culture & Tourism EC Delegate
Bureau USAID
Head, Oromia Environmental Protection Agency UNDP
Bale Zonal Administrator Ethiopian Airlines
State Minister Natural Resource Sector
Walta

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 Non-governmental members

Warden, BMNP (Chair) Project Leader, FZS-BMCP
Head, Dept of Wildlife and Forestry, OARDB Project Manager, BESMP
Head, Agriculture and Natural Resources, Bale Field Manager, EWCP
Zone Community representative
Heads, Agriculture and Natural Resources, Community representative
Woredas
Tour guides associations representative
Head, Culture and Tourism, Bale Zone
Zonal CSMPP Focal person

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 park-
associated 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 park-

associated 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.

Level of Responsibility Timeframe

Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
FZS, EWCP,
EM, Darwin,
Action 1.1.2: Provide ecological input to support
Technical SNRM, research/
actions in other programmes that will reduce threats Some High
advice, data OR, monitoring
to PECs and KEAs
PO 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, FZS,
frequency and Action 1.2.1: Develop and implement fire Technical research/
Some Med EM
intensity management plan advice monitoring
managed partners
a. Review other models for fire management in protected
areas

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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
d. Expand fire management to all areas in BMNP as
human and financial capacity allows
FZS, BESMP,
RMG, BZA,
Technical
WAZA,
Action 1.2.2: Strengthen infrastructure, services, and advice, human PW,
Most Med woredas,
human capacity for fire monitoring and control and financial PO
research/
capacity
monitoring
partners
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)

Section H – Ecological Management Programme 3-Year Action Plan 119

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
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
1.3: Healthy
Technical EM, EWCP, FZS,
wildlife
Action 1.3.1: Develop and implement dog control advice, human PW, OARDB, BZA,
populations Some High
policy, management procedures and action plan and financial SNRM, WAZA,
maintained and
capacity RP woredas
threats to
population a. Hold workshop between park and other stakeholders
viability to agree on dog control policy
mitigated
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

EWCP, FZS,
Technical
disease
Action 1.3.2: Develop and implement wildlife disease advice, human
All High EM control
management policy and action plan. and financial
authorities/
capacity, data
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
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
OARDB,
WCD, BESMP,
Action 1.3.3: Promote sustainable mountain nyala Technical EM, FZS,
All Med
sport hunting around BMNP advice, data PW 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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
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
f. Facilitate research to model population viability and
extinction risk given current population status and offtake
rates
1.4: Alien and
FZS, Darwin,
invasive
research/
species Action 1.4.1: Train all park staff and partners in Technical
Most Low EM monitoring
managed to identification of alien species advice, data
partners,
mitigate
RMGs
negative
impacts on
a. Survey, inventory and map all alien and potentially
ecosystem
invasive species in BMNP, focusing initially in the
health
Harenna forest
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
Technical FZS, Darwin,
Action 1.4.2: Develop and implement strategy for advice, human research/
Most Low EM
alien species control in BMNP and financial monitoring
capacity 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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
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
1.5: Ecosystem
FZS, Darwin,
health re- Technical
Action 1.5.1: Develop and implement management RMGs,
established advice, human EM,
actions for erosion control and watershed Some Med research/
through and financial SNRM
restoration where necessary monitoring
restoration capacity
partners
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

FZS, Darwin,
Technical
RMG,
Action 1.5.2: Undertake habitat restoration where advice, human EM,
Some Low research/
necessary and financial SNRM
monitoring
capacity
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Ecological Management Programme 3-Year Action Plan
e. Revise protocols if necessary
f. Undertake control measures, monitor as per
monitoring plan, and manage adaptively
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

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Action 2.1.2: Assess and prioritise threats to PECs
All research/
and KEAs annually base on monitoring data and Human EM,
Some High monitoring
research findings and inform management actions in capacity, data SNRM
partners
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
Technical
Action 2.1.3: Implement ranger based monitoring advice, human PO,
Most Med FZS
(RBM) and financial EM
capacity
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
e. Implement RBM and regularly evaluate data collection
and data reliability
2.2:
GMP working
Understanding
Action 2.2.1. Assess suitability of Principal group, all
of the BMNP Technical input,
Ecosystem Components as basis for the Ecological Most Low EM research/
ecosystem data
Management Programme monitoring
strengthened
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

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c. Revise PECs and KEAs as necessary, as well as
monitoring plan if required
Action 2.2.2: Improve understanding of the desired Technical
All research/
state of all PECs and KEAs to identify Thresholds of advice, human
All Med EM monitoring
Potential Concern (TPCs) for monitoring and and financial
partners
management capacity, data
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
WCD,
Action 2.3.3: Promote and facilitate research by OARDB, all
Human EM,
other national and international institutions and Some High research/
capacity OR
persons monitoring
partners
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
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

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Objectives Park Partners
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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

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3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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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
Technical
Action 1.1.1: Strengthen the knowledge base and advice, human FZS, BESMP,
All High SNRM
skill set of key stakeholders for joint NRM in BMNP and financial BZA, WAZA
capacity
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 Technical

OARBD, FZS,
legalise natural resource management agreements advice, human PW,
Most High BESMP,
between resource management groups and park and financial SNRM
lawyer
management capacity

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

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3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
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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 Technical
joint NRM) annually using best available advice, human SNRM, FZS, BESMP,
Some High
knowledge on levels of resource use and and financial EM RMG
associated threats to KEAs and PECs capacity
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
Action 2.1.2: Investigate and improve knowledge
advice, human SNRM, FZS, BESMP,
of natural resources, rightful users, their current Most High
and financial EM RMG
use, and estimate limits of sustainable use
capacity

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

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Objectives Park Partners
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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 Technical
groups and action plans and agreements that advice, human FZS, BESMP,
All High SNRM
ensure sustainable natural resource use and and financial RMG
equitable access, as per priority setting capacity
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

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Objectives Park Partners
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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
Technical
Action 2.1.4: Design and implement a joint
advice, human FZS, BESMP,
community and BMNP natural resource All High SNRM
and financial RMG
management monitoring and evaluation system
capacity

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

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Objectives Park Partners
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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

Technical
Action 2.1.5: Develop and implement a joint
advice, human FZS, BESMP,
community and BMNP natural resource control All High SNRM
capacity, RMG
and protection system
equipment
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

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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 Technical FZS, BESMP,
activities that improve natural resource status for advice, human SNRM, research/
All Med
harvesting and/or production in an and financial EM monitoring
environmentally sustainable way capacity 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
Technical
Action 1.2.1: Develop a detailed resettlement plan advice, human PW, FZS, BSEMP,
Most High
for park resident communities and financial SNRM BZA, WAZA
capacity
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
Technical
Action 1.2.2: Develop and implement a zonation
advice, human PW,
plan to secure both the Core Conservation and All High FZS, BSEMP
and financial SNRM
Managed Use Zones
capacity
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

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Objectives Park Partners
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Sustainable Natural Resource Management Programme 3-Year Action Plan
KEAs and PECs

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 Technical PW, FZS, BESMP,
mitigate negative environmental impacts of advice, human EM, BZA, WAZA,
settlements in the Conservation & Natural All High
and financial SNRM OARBD,
Resource Management Zone capacity OR 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

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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

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 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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
FZS, BESMP,
1.1: A BMNP Action 1.1.1: Define the primary target markets for Technical BZTO, OCTB,
All Med TO
marketing plan BMNP tourism advice MoCT, Tesfa,
that creates a GTZ
strong image a. Review available tourism market research with
for Ethiopia reference to BMNP, with stakeholders in government,
and the BMNP private and NGO sectors
on the global
tourism market b. Draw up, with stakeholders, short list of potential
developed and markets and prioritise using participatory techniques
implemented
Action 1.1.2: Create and use BMNP’s corporate Technical
All Med TO FZS
image and tourism message advice
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
Action 1.1.3: Develop and implement a realistic 5 Technical
FZS, BESMP,
year marketing plan to work with private sector advice, human
All Med TO BZTO, OCTB,
operators, Government, communities, partners, and financial
MoCT
donors, tourism agents and other actors capacity
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
Technical
1.2: A strategic Action 1.2.1: Develop and implement a tourism FZS, BESMP,
advice, human
tourism provision strategic action plan for tourism facilities, All Med TO BZTO, OCTB,
and financial
provision services and activities MoCT
capacity
development
plan for BMNP a. Review in detail the ‘SLOT’ analysis with all
stakeholders

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
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developed, b. Discuss ideas and guidelines for allowed tourism
implemented activities and type of accommodation in BMNP
and regularly management zones with stakeholders
updated
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 Technical BESMP, FZS,
Some Med TO
opportunities advice 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
Technical
1.3: A tourism - Action 1.3.1: Provide tourism awareness training and
advice, human FZS, BESMP,
friendly publicity campaigns for prioritized local communities Some Med TO
and financial BZTO, TESFA
environment in in and around park
capacity
and around the
Bale a. Collaborate with other stakeholders to identify
Mountains potential training providers
developed and
maintained b. Review and decide potential training and publicity
campaigns content, in light of capacity assessment
c. Work with teachers and local schools to implement
training and publicity campaigns

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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d. Work with community women, youth and elders
groups to increase awareness of tourism
Technical
Action 1.3.2: Train tourism providers to attain the
advice, human FZS, BESMP,
standards required for international tourism, Most Med TO
and financial BZTO
including hygiene levels.
capacity
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
FZS, BESMP,
Action 1.3.3: Work with other stakeholders to BZTO, OCTB,
Human capacity None Med TO
improve tourism access to the Bale Mountains. MoCT, tour
operators
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
Technical FZS, EWCP,
Action 1.3.4: Integrate visitor interpretation into park
advice, human Most Med TO Melca,
infrastructure development
capacity BESMP
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
FZS, BESMP,
Action 1.3.5: Assess, plan and produce interpretation advice, human
All High TO BZTO, EWCP,
materials and financial
Melca
capacity
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

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 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Tourism Provision and Management Programme 3-Year Action Plan
Technical
Action 1.3.6: Ensure park-managed tourism centres TO,
advice, human Most High FZS, BZTO
and facilities meet the highest quality standards PW
capacity
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
Objective 2: Efficient, effective and responsive tourism management systems that provide an enhanced visitor experience, devised and maintained
Action 2.1.1: Ensure all staff undertake and regularly
2.1: BMNP TO, FZS, BESMP,
update training on tourism awareness and customer Human capacity Most High
tourism PW BZTO
care
department
has the a. Conduct survey on staff of knowledge, attitudes and
capacity to practices on tourism and repeat every 2 years
deliver and
b. Identify components of tourism awareness and
manage an
customer care training
exceptional
tourism c. Find appropriate organisation or individual to
experience undertake training
d. Conduct training courses
d. Review need for updating training annually and
conduct as appropriate

Action 2.1.2: Develop and implement lease Technical

TO, OCTB, FZS,
concession procedures, standards and agreements advice, human Most High
PW BESMP
for private and community stakeholders capacity

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

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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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
Technical
2.2: Tourism Action 2.2.1: Develop and implement tourism TO,
advice, human Most Med BZTO, FZS
provision administration and information systems PW
capacity
monitored,
evaluated and a. Develop computer database to collate data on tourists,
appropriate their activities and use zones and key habitats and
actions to update monthly
mitigate
b. Improve financial management system of tourist
negative
revenue
impacts or
c. Develop system of reporting tourist numbers, activities
enhance
and revenue on a daily, weekly, monthly and annual
provision
basis and ensure information required for impact
adopted
monitoring included
d. Produce and disseminate annual reports of the
information collected to relevant stakeholders
Action 2.2.2: Design and establish systems for Technical
OCTB, BZTO,
monitoring and mitigation the environmental and advice, human Most Med TO
FZS
cultural impacts of tourism facilities and activities capacity
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

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Tourism Provision and Management Programme 3-Year Action Plan
Technical
Action 2.2.3: Establish adaptive management system
advice, human Most Med TO BZTO, FZS
to link visitor experience to management action
capacity
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
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 Technical BZTO, FZS,
tourism development to fully understand advice, human All Med TO BESMP,
opportunities and make considered and viable capacity TESFA
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

Action 3.2: Assist prioritized communities in setting

up and implementing tourism management, Technical
FZS, BESMP,
governance and benefit-sharing structures i.e. advice, human Most Med TO
BZTO, TESFA
Community Tourism Development Committees, in capacity
partnership with BMNP management

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

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Objectives Park Partners
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Tourism Provision and Management Programme 3-Year Action Plan
d. Facilitate CTDC and communities to set up
governance and benefit-sharing structures
Technical
Action 3.3: Work with CTDCs to develop tourism FZS, BESMP,
advice, human All Med TO
opportunities including concessions where possible BZTO
capacity
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 Technical
FZS, BESMP,
skills development for community members in advice, human Most Med TO
BZTO
prioritised communities capacity
a. Carry out assessment of capacity gaps in communities
and other stakeholders for tourism management and
identify training needs

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 Level of Responsibility Timeframe
Specific
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Objectives Park Partners
support
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
Technical OCTB, FZS,
Action 3.5: Work with CTDCs to explore and exploit
advice, human Some Med TO BESMP,
potential for marketing local artefacts
capacity BZTO
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

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3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

Objective 1: Resource protection system established
Technical BZA, WAZA,
1.1: Park
Action 1.1.1: Develop and implement process for advice, human OARDB,
boundaries Most High PW
park boundary determination and financial woredas,
defined and
capacity FZS, BESMP
demarcated
and BMNP a. Produce maps of existing boundaries and areas of
gazetted cultivation and settlement and areas of exceptional
resources in and around the park (with EM)
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
Technical
Action 1.1.2: Prepare and adopt legislation for BMNP advice, human OARDB, FZS,
Most High PW
gazettement and financial lawyer
capacity
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
Technical
1.2: Park
advice, human PW,
infrastructure Action 1.2.1: Build park infrastructure All Medium FZS
and financial PO
developed and
capacity

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

equipment a. Finish store, garage and accommodation at
procured 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
Technical
Action 1.2.2: Maintain, plan and construct advice, human
Most Low PO FZS, EWCP
management track network and financial
capacity
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
Technical
Action 1.2.3: Improve and maintain signposting All Low PO FZS
advice
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
Financial
and office equipment, vehicles and communications All Low PO FZS, EWCP
capacity
systems
a. Supply sub-headquarters with vehicle

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Objectives Park Partners
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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
Action 1.3.1: Develop and implement operational Technical
1.3: Adaptive PO,
patrolling system, taking into account scout advice, human FZS, BESMP,
resource All High PW,
numbers and community based resource protection and financial woredas
protection plan SNRM
systems capacity

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Objectives Park Partners
support
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Park Operations Programme 3-Year Action Plan

operational 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
Action 1.3.2: Obtain support from local BZA, WAZA,
administration, communities, police and judiciary for None Some High PW woredas,
resource protection FZS
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

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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Park Operations Programme 3-Year Action Plan

d. Design and use database for follow-up arrests and
prosecutions
Action 1.3.3: Stop small scale commercial timber BZA, WAZA,
PO,
and charcoal extraction and larger scale extraction Human capacity Some High woredas,
SNRM
by commercial sawmills 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
Technical FZS, BESMP,
Action 1.3.4: Monitor and control illegal wildlife PO
advice, human None Low Darwin,
hunting and fishing SNRM
capacity 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

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3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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Park Operations Programme 3-Year Action Plan

Action 1.4.1: Develop and implement Integrated Technical
1.4 Integrated Environmental Management (IEM) policy, guidelines advice, human Some High EM EPA, OARDB
Environmental and operational procedures for BMNP capacity
Management
(IEM) of park a. Assign responsibility for EIAs to staff member in
developments Ecology Department
and activities b. Obtain federal and regional EIA guidelines
implemented
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
Action 1.4.2: Assess and retroactively mitigate the Technical
EPA, BZA,
environmental impact of existing park development, advice, human None High EM
WAZA
including quarries, building and roads capacity
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
Technical
2.1 Economics
Action 2.1.1: Quantify the value of ecosystem goods advice, human
and financial All Med PW FZS, BESMP
and services and identify the relevant beneficiaries and financial
flows of the
capacity

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

Bale a. Carry out institutional and stakeholder assessment of
Mountains local beneficiaries of ecosystem goods and services in
ecosystem Bale Ecosystem
understood
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
Action 2.1.2: Increase capacity of BMNP Technical
management to understand and promote Bale advice, human
All Med PW FZS, BESMP
Mountains ecosystem services and related and financial
conservation economics capacity

a. Assign staff member to collaborate or co-manage

research dealing with ecosystem services and
conservation economics of Bale Mountains
b. Mentor and train assigned staff in conservation
economics and financing techniques
2.2: Business
Technical
Plan for BMNP FZS, PASP,
Action 2.2.1: Develop and implement BMNP advice, human
operational All High PW BESMP,
Business Plan and financial
OARDB
capacity
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
Technical
Action 2.2.2: Assess and capitalise on potential for advice, human OARDB, FZS,
All Med PW
revenue retention and financial PASP
capacity

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Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
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Park Operations Programme 3-Year Action Plan

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, Technical
All Med PW FZS, EWCP
apply for and report funding opportunities advice
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 BESMP, FZS,
Human capacity None High PW
opportunities for national commercial sponsorship companies
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
Human capacity Some Med PW FZS
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

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Specific
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Objectives Park Partners
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1 2 3 4 1 2 3 4 1 2 3 4

Park Operations Programme 3-Year Action Plan

Technical
Action 2.2.6: Explore and capitalise on methods of FZS, BESMP,
advice, human All High PW
acquiring payment for BMNP ecosystem services PASP
capacity
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
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

c. Ensure staff job descriptions and salaries are in line

with responsibilities
Action 3.1.2: Assess and develop strategy to fill gaps Human and
between current situation and capacity required to financial Some High PW OARDB
implement GMP capacity
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
Human capacity None High PW OARDB
required
a. Ensure future staffing levels are included in staffing
structure
b. Prepare job descriptions for any new posts

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

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
Action 3.1.4: Improve and maintain good Human and
employment benefits such as housing, uniforms and financial Most High PW OARDB, FZS
medical insurance provision capacity
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
Action 3.1.5: Introduce strategies to strengthen staff
morale including internal competitive reward system Human capacity None High PW OARDB, FZS
for good service
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 capacity None High PW OARDB
human resource management systems
a. Review and develop disciplinary measures for
violating codes of conducts

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

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
Action 3.1.7: Implement government health and
Human capacity None High PW OARDB
safety standards
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
Action 3.2.1: Ensure park regulations and policies Technical BZA, WAZA,
3.2: Effective are up-to-date, understood by park users and advice, human None High PW woredas,
and secure functional capacity RMGs
administrative
systems a. Finalise dog policy and researcher regulations if
operational necessary
b. Liaise with WCD and Oromia to clarify and improve
which permissions are required for research in BMNP
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 Technical
PW,
simple, effective store system that is compatible with advice, human Some High OARDB, FZS
PO
both paper and computer systems capacity
a. Review current system

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Park Operations Programme 3-Year Action Plan

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
Human capacity Some High PO FZS
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
Technical
Action 3.2.4: Improve and maintain efficient PW,
advice, human Some High OARDB, FZS
electronic and paper filing system PO
capacity
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
Technical
Action 3.2.5: Improve and maintain financial
advice, human Most High PW OARDB, FZS
management system
capacity
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

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

c. Implement new system and ensure included in job
descriptions and workplans
Action 3.2.6: Establish regular quarterly and ad hoc
None None Med PW
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
3.3:
Technical
Synergistic, FZS, BESMP,
Action 3.3.1: Review and implement GMP Monitoring advice, human
collaborative None High PW EWCP,
and Evaluation Plan and financial
and adaptive CSMPP
capacity
planning and
review system a. Hold BMNP management meeting to review GMP
operational 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
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
Human capacity None High PW OARDB, FZS
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

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Objectives Park Partners
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Park Operations Programme 3-Year Action Plan

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
Technical
Action 3.3.4: Develop next 3-year Action Plan for 10- OARDB, FZS,
advice, human Some High PW
year GMP CPT
capacity
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

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Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
Objective 1: BMNP integrated locally and managed with the collaboration and support of relevant local stakeholders
Technical BZA, WAZA,
1.1: Park- Action 1.1.1: Train relevant BMNP staff and key OR,
advice, human woredas,
community stakeholders in community involvement in protected All High PW,
and financial FZS, RMG,
dialogue areas SNRM,
capacity CR
mechanisms
functioning a. Distribute information on community-park
and having management models involving negotiation and
input into community involvement to BMNP staff and BMNP-
BMNP community dialogue forums (describing benefits,
management problems, conditions of success etc.)
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
OR,
Action 1.1.2: Establish and maintain forums for Human CR, RMG,
Some High PW,
BMNP-community dialogue capacity FZS
SNRM,
a. Identify priority park-adjacent communities to be
engaged by BMNP management

Section H – Outreach Programme 3-Year Action Plan 158

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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 park-
adjacent 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)
j. Feedback monitoring results to BMNP management
and partners for adaptive management
OARDB,
1.2: Strong MoARD, zone,
Action 1.2.1: Establish BMNP management Human
partnerships Most High PW, woredas,
committees capacity
and linkages FZS, EWCP,
established BESMP, MB
with relevant a. Hold meeting with Oromia President’s office to discuss
organisations formation of management board, membership, ToR and
meeting timetable, etc
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
e. Facilitate meetings as required
BZA, WAZA,
Action 1.2.2: Co-ordinate regularly with local Human
Some High PW, OR woredas,
government capacity
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 Human Relevant
Some Low OR, EM
and other non-governmental bodies that can or do capacity partners
collaborate with the BMNP
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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
Technical BESMP,
1.3 BMNP Action 1.3.1: List BMNP within a Biosphere Reserve advice, human Med Med PW CSMPP, FZS,
managed capacity, data IBC
within a
functioning a. Identify process to create a Biosphere Reserve
biosphere b. Identify relevant partners operating in and around
reserve BMNP required to fulfill BR listing
c. Create action group with relevant partners to fulfill BR
criteria to Finalise listing
Technical BESMP,
Action1.3.2: Realise benefits from Biosphere
advice, human Med Med PW CSMPP, FZS,
Reserve listing
capacity IBC
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
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 OR, FZS, BESMP,
and adaptive All High
strategy to promote the BMNP GMP and financial PW, CSMPP
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

Section H – Outreach Programme 3-Year Action Plan 161

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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
FZS, CSMPP,
Technical
Action 2.1.2: Design publicity campaign to improve EWCP,
advice, human
public and park staff recognition and support for All High OR, PW BESMP,
and financial
BMNP OARDB,
capacity
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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
Action 2.1.3: Engage with national companies to Human
Some Low OR FZS, BESMP
promote BMNP and Bale products capacity
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
Technical
advice, human
Action 2.1.4: Develop and maintain BMNP website All Med OR, PW FZS
and financial
capacity
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

Section H – Outreach Programme 3-Year Action Plan 163

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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
2.2
Technical
Environmental Action 2.2.1: Strengthen current environmental
advice, human Melca, EWCP,
education education programme including schools, tertiary Med Med OR
and financial FZS
programme institutions and clubs in/around the BMNP
capacity
strengthened
in/around a. Hold workshop with current BMNP EE partners to
BMNP 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

Action 2.2.2: Obtain copies of and rights to use Human OCTB, MoCT,
Med Low OR
documentaries/films/photography/articles about Bale capacity 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 Technical
FZS, Melca,
studies from the Bale Mountains into environmental advice, human Med Low OR
EWCP
education curricula (local, regional, national) capacity
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
Technical FZS, EWCP,
Action 2.2.4: Establish advice, human Melca,
All High OR, PW
education/resource/interpretation centre in BMNP and financial CSMPP,
capacity BESMP

Section H – Outreach Programme 3-Year Action Plan 164

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
a. Hold a brainstorming workshop with education,
conservation and design experts for an
education/interpretation/resource centre
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
UNESO,
Technical
2.3: BMNP Action 2.3.1: Prepare and submit dossier for World PW, MoCT,
advice, human All High
benefiting from Heritage Site listing OR, EM OARDB,
capacity
its World OCTB, FZS
Heritage Site a. Identify process to list BMNP as a WHS
listing
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
Technical
Action 2.3.2: Realise benefits from WHS listing advice, human Med High OR UNESCO, FZS
capacity
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
Objective 3: Equitable benefit-sharing and cost reduction facilitated in park-associated communities
Human and
Action 3.1.1: Support the development and adoption OR, Developm't
3.1 Livelihood financial All Med
of improved livelihood schemes with partners PW, partners
development capacity

Section H – Outreach Programme 3-Year Action Plan 165

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
and equitable Identify possible development actors/partners for
benefit-sharing livelihood projects
facilitated
Establish Action Groups with development
through
actors/partners who can identify and implement
collaboration
livelihood initiatives
with partners
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
Human and
Action 3.1.2: Identify and facilitate benefit-sharing OARDB, FZS,
financial Some Med OR, PW
mechanisms CR
capacity
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
Action 3.1.3: Implement and maintain mechanisms to Technical
OARDB, FZS,
collect money from visitors and other donors for advice, human Some High OR, PW
CR
community projects capacity

Section H – Outreach Programme 3-Year Action Plan 166

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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 benefit-
sharing schemes to develop mechanisms to share the
benefits
f. Monitor and evaluate the scheme (especially
equitability of benefit-sharing)
Technical
Action 3.1.4: Facilitate provision of educational FZS,
advice, human
scholarships and accommodation schemes for park Some High PW, OR government,
and financial
resident children CR, CBOs
capacity
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
Action 3.1.5: Promote conservation friendly small Human and
Development
business development in park-associated financial All Med OR, PW
partners
communities capacity
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
Human RMG, CR,
groups in and around BMNP to shared livelihood Some Low OR
capacity BESMP
development experiences and opportunities

Section H – Outreach Programme 3-Year Action Plan 167

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
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
Technical FZS, BESMP,
3.2 Alternative
Action 3.2.1: Promote alternative and energy- advice, human RMG, CBO
and All High OR
efficient fuel sources and building materials and financial Development
sustainable
capacity partners
energy use
facilitated and a. Investigate options for alternative fuel and building
promoted wood provision for park residents (e.g. mud briquettes)
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
OARDB,
Action 3.2.2: Advocate for policy change to regulate
development
the use of fuel-efficient stoves and legal Human
Some Low OR, PW partners,
wood/energy sources for commercial capacity
BESMP,
purposes/premises and other large institutions
Melca
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
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
Technical
Action 3.2.3: Maximise BMNP sustainable energy use
advice, human Melca, FZS,
and promote awareness of alternative energy All Low OR
and financial BESMP
sources and energy saving methods
capacity
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

Technical
3.3: Human-
Action 3.3.1: Collect information on types, extent, advice, human OR, EM, RMG, CR,
wildlife conflict None Med
specific areas and cost of HWC and financial SNRM woredas
understood
capacity
and mitigated
a. Conduct surveys to identify the areas and severity of
HWC
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

 Level of Responsibility Timeframe
Specific
3-Year Management Actions/ Activities Input required external Priority Year 1 Year 2 Year 3
Objectives Park Partners
support
1 2 3 4 1 2 3 4 1 2 3 4
Outreach Programme 3-Year Action Plan
Technical
advice, data,
OR, EM, RMG, CR,
Action 3.3.2: Implement HWC mitigation strategies human and Some Med
SNRM woredas
financial
capacity
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

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 Potential Already being
KEAs Indicator of change Method of measurement Priority
frequency partners collected?
PEC: Hydrological system
Gauge stations, height and Height daily, flow
Water yield FZS Yes
flow rate: 7 rivers rate monthly Very high
Water flow Seasonal dynamics
Rain gauges, evaporation
(rainfall, runoff, and Daily/monthly FZS Some
pans, gauge stations
evapo-transpiration) Very high
Water retention of
Soil moisture, infiltration Soil moisture measures Monthly FZS, Darwin Starting
vegetation and soil Very high
Sediment load at Filters, visibility (secchi
Monthly FZS Some
different levels disk) High
Water quality Salinity, DO
Conductivity, DO meter,
concentration, Monthly FZS Yes
Thermometer
temperature High
Ph Levels Ph meter Monthly FZS Yes High
Remote sensing, plot
Wetland extent
Extent and depth sampling, permanent Every 3 years FZS No
and dynamics
height stick High
Water quality As above Monthly FZS High

Appendix 1 – Monitoring and Evaluation 172

 BMNP Ecological Monitoring Plan
Collection Potential Already being
KEAs Indicator of change Method of measurement Priority
frequency partners collected?
Remote sensing, plot
Seasonality 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, High
Forest structure Regeneration of tree Annually
points, quadrats Darwin, WGCF
species in different No
zones High
Biomass density in
Remote sensing, ground BMNP, FZS, Some
Forest cover 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 Transects, photo point sat BMNP, FZS,
Annually
of different fragments monitoring plots Darwin, WGCF Low
Bird monitoring Point counts Annually Some Medium
Indicator species BMNP, FZS,
diversity, Small mammal Darwin,
Trapping grids Annually No
distribution, and monitoring EWNHS, Medium
abundance Vegetation composition Birdlife Int’l
Plots Every 3 years Yes
(e.g. epiphytes) Medium
PEC: Erica shrub and forest
FZS, AAU,
Erica regeneration Monitoring plots Annually Yes Very high
Structure and WGCF
distribution FZS, AAU,
Erica extent Monitoring plots Every 3 years Some Very high
WGCF
Bird diversity.
Species diversity and FZS, EWNHS,
distribution and Point counts Annually Some Low
abundance Birdlife Int’l
abundance

Appendix 1 – Monitoring and Evaluation 173

 BMNP Ecological Monitoring Plan
Collection Potential Already being
KEAs Indicator of change Method of measurement Priority
frequency partners collected?
Amphibian
diversity, Species diversity and FZS, expert
Transects, ground surveys Every 2 years Some Low
distribution and abundance researchers
abundance
PEC: Gaysay grasslands
Indicator species Birds diversity and FZS, EWNHS,
Point counts Annually Some Medium
diversity, abundance Birdlife Int’l
distribution and Large mammal diversity
abundance Line transects Annually, seasonally FZS, SLZ, AAU Yes Medium
and abundance
Wetland quality
As above for hydrology No Low
and dynamics
Plant composition Photo points and
Plant composition Annually FZS, WGCF No High
and distribution monitoring plots
PEC: Hagenia / Juniper woodlands

Tree regeneration Monitoring plots Annually FZS, WGCF No Very high

Tree composition
and structure Tree species density Remote sensing, ground
Annually FZS, WGCF No Very high
and distribution truthing
Woodland area,
Woodland size, Remote sensing, ground
extent and Every 3 years FZS, WGCF No Medium
patchiness truthing
fragmentation
Indicator species Bird diversity and
Monitoring plots Annually FZS No Medium
diversity, abundance
distribution, and Large mammal diversity
Transects Annually FZS No Medium
abundance and population sizes
PEC: Afroalpine
FZS, EWCP,
Grass rats abundance Trapping grids Annually Some Very high
Glasgow Univ.
Rodent and bird
Giant molerat FZS, EWCP,
diversity and Monitoring plots Annually Some Very high
abundance Glasgow Univ.
abundance
Bird diversity and EWNHS,
Point counts Annually Some Low
abundance Birdlife Intern’l
Appendix 1 – Monitoring and Evaluation 174
 BMNP Ecological Monitoring Plan
Collection Potential Already being
KEAs Indicator of change Method of measurement Priority
frequency partners collected?
Other indicator
species diversity, As below for Ethiopian Very high
Ethiopian wolves Yes
distribution, and wolves
abundance
Permanent monitoring FZS, EWCP,
Plant composition Vegetation biomass Annually Some Very high
plots Glasgow Univ.
and distribution
Lobelias Photo points Annually FZS No Low
Wetland quality
As above for hydrology Some Very high
and dynamics
PEC: Mountain nyala
Population size, Population estimates,
Line transects, focal
structure and sex-age ratios, Annually FZS, AAU Yes High
follows
distribution movement
Remote sensing, ground FZS, AAU,
Habitat availability Habitat mapping Every 3 years Some High
truthing WGCF
Change in allele
Genetic diversity Faecal sampling Every 5 years AAU No Low
frequency distributions
PEC: Ethiopian wolves
Number, composition
and recruitment in Total pack enumeration,
Population size, breeding units in core focal follows, behavioural Quarterly EWCP Yes Very high
structure and areas (Sanetti, Web, observations
distribution Morebawa)
Index of abundance in
Line transects Annually EWCP Yes Medium
non-core areas
Live-trapping (grass rats EWCP, FZS,
Annually Some Very high
Prey abundance Rodent abundance and and others) Glasgow Univ.
and distribution distribution Focal watches (giant EWCP, FZS,
Annually Some Very high
molerat) Glasgow Univ.
Change in allele
Gene diversity Faecal sampling Every 5 years EWCP Yes Low
frequency distributions

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 Agree on boundaries to conservation area; draw up
The government has agreed that the protected area should be gazetted but the process management plan; assemble joint management
Does the protected has not yet begun 1 committee with appropriate terms of reference;
area have legal The protected area is in the process of being gazetted but the process is still incomplete 2 submit for gazettement
status?
The protected area has been legally gazetted (or in the case of private reserves is owned
3
Context by a trust or similar)
2. Protected area There are no mechanisms for controlling inappropriate land use and activities in the Negotiate and implement agreements with local
0
regulations protected area communities for regulated access to and use of
Mechanisms for controlling inappropriate land use and activities in the protected area exist natural resources
Are inappropriate but there are major problems in implementing them effectively 1
land uses and Mechanisms for controlling inappropriate land use and activities in the protected area exist
activities (e.g. 2
but there are some problems in effectively implementing them
poaching) controlled?
Mechanisms for controlling inappropriate land use and activities in the protected area exist
3
Context and are being effectively implemented
3. Law The staff have no effective capacity/resources to enforce protected area legislation and Establish linkages with local law enforcement
0
enforcement regulations agencies, including judiciary, police, etc. Train local
There are major deficiencies in staff capacity/resources to enforce protected area law enforcement agencies.
Can staff enforce legislation and regulations (e.g. lack of skills, no patrol budget) 1
protected area rules The staff have acceptable capacity/resources to enforce protected area legislation and
well enough? 2
regulations but some deficiencies remain
The staff have excellent capacity/resources to enforce protected area legislation and
Context 3
regulations
No firm objectives have been agreed for the protected area The 1986 (draft but neither adopted nor
0
4. Protected area implemented) management plan identified the
objectives The protected area has agreed objectives, but is not managed according to these objectives for the area.
1
objectives
Have objectives been
agreed? 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

5. Protected area Inadequacies in design mean achieving the protected areas major management objectives Further planning processes are necessary.
0
design of the protected area is impossible
Inadequacies in design mean that achievement of major objectives are constrained to some
Does the protected extent 1
area need enlarging, Design is not significantly constraining achievement of major objectives, but could be
corridors etc to meet 2
improved
its objectives?
Reserve design features are particularly aiding achievement of major objectives of the
3
Planning protected area

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 The boundary is neither known nor marked. The
0 local community need to be involved in planning the
boundary residents/neighbouring land users
demarcation The boundary of the protected area is known by the management authority but is not known boundaries relative to the key biodiversity areas
by local residents/neighbouring land users 1 within the landscape.
Is the boundary The boundary of the protected area is known by both the management authority and local
known and 2
residents but is not appropriately demarcated
demarcated?
The boundary of the protected area is known by the management authority and local
3
Context residents and is appropriately demarcated
7. Management plan There is no management plan for the protected area A management plan was written and agreed in
0
1986. A further interim management plan was
Is there a A management plan is being prepared or has been prepared but is not being implemented 1 being developed by WWF (not completed). The
management plan An approved management plan exists but it is only being partially implemented because of management plan needs significant updating with
and is it being funding constraints or other problems 2 an implementation plan.
implemented?
An approved management plan exists and is being implemented 3
Planning
The planning processes at present are now
The planning process allows adequate opportunity for key stakeholders to influence the beginning to consider the role of stakeholders in
+1
Additional points management plan planning processes. The plan should be designed
to be adaptive and updateable. A monitoring and
There is an established schedule and process for periodic review and updating of the evaluation plan needs to be developed.
+1
management plan
Planning
The results of monitoring, research and evaluation are routinely incorporated into planning +1
8. Regular work plan No regular work plan exists 0 The M&E framework needs to be developed for the
A regular work plan exists but activities are not monitored against the plan’s targets 1 annually produced workplan.
Is there an annual A regular work plan exists and actions are monitored against the plan’s targets, but many
work plan? 2
activities are not completed
A regular work plan exists, actions are monitored against the plan’s targets and most or all
3
Planning/Outputs prescribed activities are completed
9. Resource There is little or no information available on the critical habitats, species and cultural values The M&E framework should include planned
0
inventory of the protected area surveying. Further information should be gathered
Information on the critical habitats, species and cultural values of the protected area is not in the Harenna forest that remains relatively
1
Do you have enough sufficient to support planning and decision making unknown.
information to Information on the critical habitats, species and cultural values of the protected area is
manage the area? sufficient for key areas of planning/decision making but the necessary survey work is not 2
being maintained
Information concerning on the critical habitats, species and cultural values of the protected
3
area is sufficient to support planning and decision making and is being maintained
Context
10. Research There is no survey or research work taking place in the protected area 0 Research on the Ethiopian wolf is good, but there
There is some ad hoc survey and research work 1 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 ecological aspects of the area. These need to be
of management- protected area management 2 prioritized and filled.
orientated survey
and research work? There is a comprehensive, integrated programme of survey and research work, which is
3
relevant to management needs
Inputs
11. Resource Requirements for active management of critical ecosystems, species and cultural values Further information regarding active management is
management have not been assessed 0 necessary. Most importantly, the effect of livestock
Requirements for active management of critical ecosystems, species and cultural values grazing on the Afroalpine grasslands is not known.
1
Is the protected area are known but are not being addressed
adequately managed Requirements for active management of critical ecosystems, species and cultural values
(e.g. for fire, invasive 2
are only being partially addressed
species, poaching)?
Requirements for active management of critical ecosystems, species and cultural values
3
are being substantially or fully addressed
Process
12. Staff numbers There are no staff 0 Staff numbers need to be increased
Staff numbers are inadequate for critical management activities 1
Are there enough Staff numbers are below optimum level for critical management activities 2
people employed to
manage the
protected area? Staff numbers are adequate for the management needs of the site 3
Inputs
13. Personnel Problems with personnel management constrain the achievement of major management There need to be incentives to ensure that the staff
0
management objectives carry out their duties optimally. Thus, even the staff
Problems with personnel management partially constrain the achievement of major that do exist are poorly managed.
Are the staff management objectives 1
managed well Personnel management is adequate to the achievement of major management objectives
enough? 2
but could be improved
Personnel management is excellent and aids the achievement major management
Process 3
objectives
14. Staff training Staff are untrained 0 Refreshment of training would be worthwhile but
Staff training and skills are low relative to the needs of the protected area 1 staff management is a more important issue.
Is there enough Staff training and skills are adequate, but could be further improved to fully achieve the Training could, however, be provided as an
training for staff? objectives of management 2 incentive for the staff.
Staff training and skills are in tune with the management needs of the protected area, and
3
Inputs/Process with anticipated future needs
15. Current budget There is no budget for the protected area 0 Budget needs to be increased (current funding
The available budget is inadequate for basic management needs and presents a serious levels are at US$ 13.9/km²/yr). However, what
Is the current budget constraint to the capacity to manage 1 budget there is, is poorly managed.
sufficient? The available budget is acceptable, but could be further improved to fully achieve effective
2
management

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
3
area

16. Security of There is no secure budget for the protected area and management is wholly reliant on The budget from the regional government is
0
budget outside or year by year funding relatively secure (although it has declined in the
There is very little secure budget and the protected area could not function adequately past year) but external funding is necessary to build
Is the budget without outside funding 1 the capacity of the protected area.
secure? There is a reasonably secure core budget for the protected area but many innovations and
2
initiatives are reliant on outside funding
There is a secure budget for the protected area and its management needs on a multi-year
3
Inputs cycle
17. Management of Budget management is poor and significantly undermines effectiveness 0 Budget management is a barrier to the
budget Budget management is poor and constrains effectiveness effectiveness of the management of the area.
1
Is the budget Budget management is adequate but could be improved 2
managed to meet
critical management
needs? Budget management is excellent and aids effectiveness 3

Process
18. Equipment There is little or no equipment and facilities Equipment and facilities are present, but not always
0
well planned. However, administration means they
Is equipment There is some equipment and facilities but these are wholly inadequate are rarely used properly. This requires
1
adequately improvement.
maintained? There is equipment and facilities, but still some major gaps that constrain management 2
There is adequate equipment and facilities
3
Process
19. Maintenance of There is little or no maintenance of equipment and facilities 0 Recurrent budget for maintenance and replacement
equipment There is some ad hoc maintenance of equipment and facilities 1 is inadequate and needs to be improved. Much
There is maintenance of equipment and facilities, but there are some important gaps in equipment is not used and thus does not require
Is equipment 2 maintenance.
maintenance
adequately
maintained?
Equipment and facilities are well maintained 3
Process
20. Education and There is no education and awareness programme The EWCP, FZS and MELCA have education
0
awareness projects that are carried out with the park
programme There is a limited and ad hoc education and awareness programme, but no overall planning authorities; these are being improved.
1
Is there a planned for this

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

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 Cooperation needs to be improved (through the joint
0
tourism area management committee). A marketing plan is
There is contact between managers and tourism operators but this is largely confined to necessary which should be done with tour
Do commercial tour administrative or regulatory matters 1 operators.
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?
There is excellent co-operation between managers and tourism operators to enhance visitor
3
Process experiences, protect values and resolve conflicts
26. Fees Although fees are theoretically applied, they are not collected 0 The revenue generated by Bale would not cover
If fees (tourism, The fee is collected, but it goes straight to central government and is not returned to the recurrent costs even if they remained. With growth,
fines) are applied, do protected area or its environs 1 Bale will be able to cross-subsidize other areas and
they help protected The fee is collected, but is disbursed to the local authority rather than the protected area 2 use the excess for its own development.
area management?
There is a fee for visiting the protected area that helps to support this and/or other protected
3
areas
Outputs
27. Condition Important biodiversity, ecological and cultural values are being severely degraded 0 The key biodiversity and ecological processes
assessment Some biodiversity, ecological and cultural values are being severely degraded 1 require further urgent protection.
Some biodiversity, ecological and cultural values are being partially degraded but the most
Is the protected area 2
important values have not been significantly impacted
being managed
consistent to its
objectives? Biodiversity, ecological and cultural values are predominantly intact 3
Outcomes
Additional points There is no habitat restoration underway; this
There are active programmes for restoration of degraded areas within the protected area
+1 should take place in severely degraded and
and/or the protected area buffer zone
Outputs prioritized areas.
28. Access Protection systems (patrols, permits etc) are ineffective in controlling access or use of the The coverage of the protected systems is limited to
assessment reserve in accordance with designated objectives 0 1% of the area; this needs to be extended to priority
Protection systems are only partially effective in controlling access or use of the reserve in areas (through mapping the highly threatened or
Are the available 1 used areas).
accordance with designated objectives
management Protection systems are moderately effective in controlling access or use of the reserve in
mechanisms working 2
accordance with designated objectives
to control access or
use? Protection systems are largely or wholly effective in controlling access or use of the reserve
3
in accordance with designated objectives
Outcomes
29. Economic benefit The existence of the protected area has reduced the options for economic development of The flow of benefits to local communities is
0
assessment the local communities significant but the linkage needs to be made with
The existence of the protected area has neither damaged nor benefited the local economy 1 the protected area and the wildlife. The benefits
Is the protected area There is some flow of economic benefits to local communities from the existence of the could be increased with planning. Given that the
providing economic protected area but this is of minor significance to the regional economy 2 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 benefits is unsustainable.
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 3
tours etc)
Outcomes
30. Monitoring and There is no monitoring and evaluation in the protected area 0 M&E framework needs to be planned and
evaluation There is some ad hoc monitoring and evaluation, but no overall strategy and/or no regular implemented.
1
collection of results
There is an agreed and implemented monitoring and evaluation system but results are not
2
systematically used for management
A good monitoring and evaluation system exists, is well implemented and used in adaptive
3
Planning/Process management
TOTAL SCORE 33

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 Monitoring Plan
Indicator of Collection Already being
Threat Method of measurement Potential partners Priority
change frequency collected?
Dung count plots Monthly RMG No Very high
Point counts, line transects Seasonally FZS, Glasgow Univ. Some Very high
Household structured
Seasonally Glasgow Univ. Some Very high
Livestock Livestock interviews
overgrazing numbers Sanetti road count and Web
Monthly EWCP Yes High
circuit transect
CBM Monthly RMG, BESMP No Very high
RBM Ad hoc FZS No Medium
Extent of
Remote sensing Annually FZS, AAU, WGCF No High
Agricultural cultivated land
expansion Household structured
Crop yield Seasonally FZS No Medium
interviews
Forest FZS, AAU, WGCF,
Remote sensing Every 3 years Yes Very high
cover/extent Darwin
Number of
Fuel wood RBM, CBM Ad hoc FZS, RMG No
stumps High
extraction
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
Uncontrolled fire
Extent of burned
Remote sensing Daily FZS, U of Maryland No
area Medium

Appendix 1 – Monitoring and Evaluation 184

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

Appendix 1 – Monitoring and Evaluation 185

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

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

EM Programme Impact Monitoring Plan

Potential
Source of
Specific objective Impact (Positive and Indicator
Information
Negative)
PEC and KEA
1.1: Human-associated
indicators as per
threats to BMNP Priority Status of the PECs is
Ecological EMP reports
Ecosystem Components maintained or enhanced
Monitoring
reduced
Plan(EMP)
Extent of tree and
Erica cover, density
Status of the relevant (forest,
and regeneration of
woodlands and Erica) PECs EMP reports
1.2: Fire extent, frequency indicator species
is maintained or enhanced
and intensity managed Fire frequency and
extent?
Vegetation structure and Structure and
regeneration affected if fire a regeneration of EMP reports
critical component of ecology indicator species
Wildlife populations stable or
Population size,
increasing
1.3: Healthy wildlife structure and
populations maintained distribution of EMP reports
and threats to population relevant species
Reduced incidence of disease
viability mitigated
e.g. rabies in wildlife, livestock
Disease incidence
and humans

Appendix 1 – Monitoring and Evaluation 187

 EM Programme Impact Monitoring Plan
Potential
Source of
Specific objective Impact (Positive and Indicator
Information
Negative)
Areas, incidence of
Increased HWC RBM
HWC

1.4: Alien and invasive

species managed to Abundance and
Reduced abundance or
mitigate negative impacts distribution of alien EMP reports
distribution of alien species
on ecosystem health and species
proper ecosystem function

Increase in illegal firewood

Surveys, incidence RBM, fuelwood
collection of indigenous
of illegal activities surveys
species

Extent of erosion
around horas and
1.5: Ecosystem health and Reduced erosion around the
watercourses and
proper function re- hydrological system
track formation in
established through EMP reports
marshlands
restoration where Increased area of natural
necessary forest structure and dynamics
Forest/woodland
structure
Monitoring Database Ecology
2.1: Ecosystem health Improved monitoring of the
set up and Department
monitored and feedback PECs
maintained reports
into management action
provided Improved management of
METT score Annual METT
BMNP
assessment
Justification for key
management actions
Management decisions based BMNP reports
on improved information
Improved
2.2: Understanding of Interpretative
information in
BMNP ecosystem Increased support for BMNP materials
interpretative
strengthened
materials
Budget
Government budgets
for BMNP

Appendix 1 – Monitoring and Evaluation 188

 Table A1.5: Sustainable Natural Resource Management Programme Impact
Monitoring Plan

SNRM Programme Impact Monitoring Plan

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

Appendix 1 – Monitoring and Evaluation 189

 SNRM Programme Impact Monitoring Plan
Potential Indicator
Source of
Specific Objective Impact (Positive and
Information
Negative)
Increased internal conflict Conflict cases Survey reports,
between legitimate user and occurring around PO reports and
de facto user communities RMG RBM
Increased negative attitude
towards BMNP management Community
Attitudinal surveys
in park-associated perception of park
communities
Decrease in socio-economic Socio-economic
status/livelihoods of some status and quantity Surveys
people of resource use

Increase in illegal activities RBM, PO records,

# illegal incidents
(e.g. wood cutting) court records

Reduction in settlements and Settlement location Ecological

their distribution and size Monitoring Plan

Reduction in humans As per Ecological Ecological

3.1: The number and associated threats to PECs Monitoring Plan Monitoring Plan
extent of settlements in
BMNP reduced and Increased negative attitude
negative environmental towards BMNP management Community
Attitudinal surveys
impacts mitigated in park-associated perception of park
communities
Increased pressure on Area of park under
Ecological
boundaries, agricultural agriculture
Monitoring Plan,
expansion into park, # of boundary
RBM, PO records
boundary incidents incidents

Area and location

Decreased area of cultivation Ecological
of cultivation as per
inside BMMP Monitoring Plan
EMP
3.2: Integrated land use
planning within BMNP Increased negative attitude
implemented to reduce towards BMNP management Community
Attitudinal surveys
cultivation in the park in park-associated perception of park
communities
Decrease in socio-economic Socio-economic
status/livelihoods of some status and quantity Surveys
people of resource use

Appendix 1 – Monitoring and Evaluation 190

 Table A1.6: Tourism Provision and Management Programme Impact Monitoring Plan

TPM Programme Impact Monitoring Plan

Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
Visitors to website
Hits on website
Donations
Greater awareness and Visitor surveys
support of BMNP: nationally
Budget from
and internationally Budget
Government
1.1 A BMNP marketing
plan that creates a strong Park records
# visits from official
image for Ethiopia and the
Bale Mountains National Tourism
Park on the global tourism department
market developed and Increased visitors to BMNP # of visitors
accounts and
implemented records
Status of PECs
BMNP monitoring
and EIAs
Increased environmental plan and EIAs
impact from visitors
Visitor satisfaction
Visitor surveys
and feedback
Tourism
1.2: A strategic tourism department
No. and type of
provision development accounts and
beds and
plan for BMNP developed, Increased infrastructure records.
concessions
implemented and regularly Concession
available
updated agreements and
usage records
Tourism
Increased visitors and length # of visitors and # department
of stay of days visiting accounts and
records
# of different
Increased range of tourism activities Visitor use and
opportunities for visitors undertaken by satisfaction
(diversification) visitors surveys

Status of PECs
BMNP monitoring
and EIAs
Increased environmental plan and EIAs
impact from visitors
Visitor satisfaction
Visitor surveys
and feedback
Quantity of EIAs and targeted
Increased pollution and waste
pollution and waste inspections by
at tourism sites
at sites BMNP staff
Decline in visitor safety as a
result of diversification and RP department
Safety incidence
increased access to remote records
areas

Appendix 1 – Monitoring and Evaluation 191

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

Appendix 1 – Monitoring and Evaluation 192

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

Appendix 1 – Monitoring and Evaluation 193

 Table A1.7: Park Operations Programme Impact Monitoring Plan
PO Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
Boundary
Park and Oromia
agreements with
records
communities
Improved legal security for
BMNP Legal gazettement
1.1: Park and zone
boundaries defined and Boundary
Google Earth
demarcated through a demarcated
participatory process and
BMNP gazetted Attitudes of
Improved relations between Community
communities to
community and BMNP surveys
status of park

Improved access to
Donor income Park records
international funding and
WHS listing WHS sites lists
recognition
Community
Surveys
attitudes
Deterioration in relations with
park-associated communities
Incidence of
Park records
complaints to park
Illegal incidents, Ranger based
Reduced likelihood of illegal extent of monitoring,
activities taking place in agricultural, Ecological
BMNP settlement, timber Monitoring Plan,
1.2: Park infrastructure extraction and use, Park records
developed and equipment
procured #, effectiveness
Improved office, outpost and Departmental
and location of
operational facilities for park records
scout patrols
Staff morale improved with
access to good equipment to Attitudes of staff Staff surveys
carry out duties
Illegal incidents,
extent of
agricultural, Ranger based
Reduction in # illegal
1.3: Adaptive resource settlement, timber monitoring, EMP
activities taking place in
protection plan operational extraction and use, reports, Park
BMNP
poaching records

Park records,
Increased management # and location of
RBM, patrolling
control in BMNP scout patrols
reports

Law enforcement efforts of Establishment of Departmental

other BMNP stakeholders information sharing Records
enhanced and collaboration
mechanisms with
Appendix 1 – Monitoring and Evaluation
local communities, 194
 PO Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
police and judiciary

Improved status of PECs and

As per EMP EMP reports
their KEAs
Community
Surveys
attitudes
Deterioration in relations with
park-associated communities
Incidence of
Park records
complaints to park

1.4: Integrated Proper waste and pollution

Evidence of Site Specific
Environmental management systems
functioning systems EIAs
Management of park throughout the Park
developments and
activities implemented Reduced environmental Road and quarry
Evidence from sites
impact from road construction EIAs
No. and type of
press reports
Political support increases Collation of press
2.1: Economics and Frequency of
locally, nationally, regionally? reports
financial flows of the Bale BMNP on
ecosystem understood government
agendas?
Value and
Potential external income Consultants
consumers of
sources are identified report
services
Budget and
2.2: Revenue generation BMNP budget for park expenditure
increased through management and community
innovative internal and development increases Donations BMNP accounts
external financing
mechanisms Improved use of budget # outputs for
expenditure
Management cost- METT scores,
2.3: Business Plan for METT reports
effectiveness and budgets budget and
BMNP operational BMNP accounts
improve expenditure
3.1: Transparent and
effective management Improved management Annual METT
METT scores
structures, systems and effectiveness report
capacity established Performance
BMNP have capacity to against 3-Year BMNP annual
implement GMP Action Plan reports
(finance permitting)
Performance
against department Training reports,
annual operation BMNP
Improved staff capacity
plan activity targets management
and 3-Year Action records
Plan

Appendix 1 – Monitoring and Evaluation 195

 PO Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
Requests for
transfer
Personnel
Performance records
against department
Improved staff morale and annual operation Self-evaluation
safety plan activity targets
and 3-Year Action BMNP
Plan management
records
Incidence of work
accidents
Improved management
Annual METT
effectiveness
METT scores report
3.2: Effective and secure
Budgets fully used
administrative systems Budget return rates Financial records
operational
Equipment efficiently used
Equipment lifespan Equipment
and maintained, with lower
records
replacement rates
Next 3-year Action
plan and annual 3-Year Action
Monitoring and evaluation of
3.3: Synergistic, operations plans Plan,
management effectiveness
collaborative and adaptive produced in timely
and GMP implementation
planning and review fashion and taking GMP
takes place and thus
system operational into account implementation
management is adaptive
progress in GMP reports
implementation

Table A1.8: Outreach Programme Impact Monitoring Plan

OR Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
Dialogue and
Minutes of BMNP
action on park-
Community
1.1: Park-community Community issues are dealt community issues
Forum and
dialogue mechanisms with by BMNP, within remit occurs
management
functioning and having
meetings
input into BMNP Improvement in community- Community
management park relationship attitudes
Community
towards/opinions of
surveys
BMNP
Formation of
management and
1.2: Strong partnerships Meetings minutes
Improved communication steering
and linkages established Zonal, local
between stakeholders and committees
with relevant organisations government,
“joined up actions”
tourism etc. plans
Strategic and
action plans of

Appendix 1 – Monitoring and Evaluation 196

 OR Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
stakeholders take
into account BMNP
priorities and
management
Improved framework to guide
projects to enhance peoples’
1.3: BMNP managed livelihoods and environmental
within a functioning sustainability outside the park
biosphere reserve
Improved BMNP awareness,
locally and nationally
Collation of press
Quantity of press
reports
coverage
Improved awareness of
2.1: Innovative, widely BMNP and its importance Park and partner
Access and action
targeted and adaptive reports
from high level
publicity programme Improved political and public
politicians
implemented support at all levels Tourism
Department
Visitor #
Increase in tourism records
Website use
# hits on website

Improved awareness of School and youth

conservation and knowledge and Surveys
environmental issues in awareness
school children, youths and
2.2: Environmental the wider public Incidences of rule Park records
education programme violation within
established in/around Increased awareness of BMNP
BMNP BMNP rules/regulations and
management methods
Attitudes towards Community
Reduced conflict with /opinions of BMNP surveys
surrounding communities

UNESCO WHS
list
Improved availability of WHS listing
2.3 BMNP benefiting from
finance for park management Grant applications
its World Heritage Site Grant income and
listing sources
Increased tourism Visitor #s
BMNP records
3.1: Livelihood # alternative
development and equitable Park-associated communities Livelihoods
livelihoods adopted
benefit-sharing facilitated diversify livelihoods survey

Appendix 1 – Monitoring and Evaluation 197

 OR Programme Impact Monitoring Plan
Potential
Source of
Specific Objective Impact (Positive and Indicator
Information
Negative)
through collaboration with Scale of benefit
partners flow and average
Increase benefits accrue to (range) household
park associated income, taking into Income survey
communities? account population
growth rate and
inflation
Increase in conservation-
positive development
initiatives
Community management
Reports of
groups savings and loans Existence and
Community
schemes are supporting turnover of S&L
Management
conservation-positive small schemes
Groups
scale local businesses

CBO &
Less advantaged community # of recipients and
Management
groups gaining equitable distribution of
organisations
access to resources financial benefits
records

Community Development
Existence of CDF
Fund (CDF) assisting with Park and CDF
and scale of
conservation-positive reports
operation
development initiatives

Population growth
Observation, land
Increased immigration into trends and
use mapping,
areas surrounding BMNP immigration in park-
census records
adjacent areas
Decreased use of BMNP
3.2: Alternative and Use of fuelwood Survey
natural resources for energy
sustainable energy use
use by all park users and Types of energy Electricity bills,
facilitated and promoted
park associated businesses use in BMNP records
and communities
Body of information RBM and HWC
Increased understanding and
on HWC records and
dialogue on HWC in area
summary reports
Attitude of
Improved relations between
communities and Community and
communities and park
BMNP to HWC staff survey
3.3: Human-wildlife conflict
understood and mitigated Reduced costs associated
Type, incidence RBM reports and
with HWC for park-
and scale of HWC HWC records
associated communities
HWC surveys,
Increased negative attitude to meeting minutes
Community
park if HWC mitigation
perception of park Community KAP
unsuccessful
surveys

Appendix 1 – Monitoring and Evaluation 198

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 Completion Tasks undertaken Comments
status on
1/7/07
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

Appendix 1 – Monitoring and Evaluation 199

 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 mid-
point 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 200

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 201

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 202

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

Appendix 3 – Summary of Policy and Legislation 203

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.

Procedure for gazettement and boundary demarcation of BMNP and at

what level, not laid out.
Wildlife
Conservation Provides for the conditions and procedure for issuing
Federal In force
Regulations No hunting permits.
416 of 1972.
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 Encourages wildlife based tourism in such a way that shall not
Provides for the development, conservation and
Development, endanger the ecological integrity of the protected area. Does not
utilization of wildlife resource in the country. It is
Conservation specify who shall sign tourism concessions.
Federal Draft developed to harmonize the extant wildlife laws with
and Utilization
existing changes and developments affecting the
Proclamation,
sector.
2004 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)

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
Wildlife specify who should sign agreements, but park management authority
Development, Provides for detail provisions that enable the implied.
Conservation implementation of the provisions of the wildlife
Federal Draft Provides for the distribution of the income accrued from protected areas
and Utilization proclamation on the development, conservation and
Regulations, utilization of wildlife resource in the country. 85% (Regional) and 15% (Federal) where regionally administered
2004

Federal Govt shall allocate 40% (conservation admin), 10% (Woredas)

and 50% (Communities). Regional Govt can allocate as they decide.
General Conservation, Environment, Biodiversity and Genetic Resources

Appendix 3 – Summary of Policy and Legislation 204

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 Articulates that (i) threat, rarity, demand, and environmental and
environment of the country. Specifically it provides for economic factors are taken into account when setting conservation
the policy framework for the conservation, sustainable criterion and (ii) protected areas should cover the various areas and
use of forest and biodiversity, the role of local ecosystems
communities and access and benefit sharing.

Environmental
Policy of Federal In force
Provides for assistance in the natural process of forestation of uncultivable
Ethiopia, 1997
areas through (i) controlling felling and grazing and planting of judiciously
selected local species, pursuing agricultural and other policies and
Sector specific policies, strategies and legislative
programs that will reduce pressure on fragile woodland resources and
measures anticipated in the policy have not yet been
ecosystems (ii) promoting changes in agricultural and natural resource
put in place
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.

Deals with the conservation and sustainable utilization of

the natural, human-made and cultural resources. It aims
Conservation to integrate existing and future federal and regional
Strategy of Federal In force planning in all sectors that impinge on the environment
Ethiopia, 1997 including agriculture, forestry, wild-life, fisheries, soils,
waters, minerals, energy, urban planning and cultural
heritage conservation.
National Aims to ensure the proper conservation, rational
Biodiversity development and sustainable utilization of the
Conservation Federal In force country's biodiversity. It provides for the specific
and Research objectives and strategies to be followed to realize this
Policy, 1998 overall objective.
National Outlines the biodiversity conservation objectives, The selection, gazettement and administration of national parks and
Biodiversity Federal In force priorities, plan of actions and implementation other wildlife protected areas (Pas) to be carried out in conformity with
Strategy and arrangement. international principles and standards.
Action Plan,
2005 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 205

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 Indicates the possible modes of sharing benefit including upfront
Resources and Provides for the conditions of the access to, and payments, royalty, employment opportunity, participation in relevant
Community sharing the benefits arising from, genetic resources research, priority in the supply of biological resource for development and
Knowledge and Federal In force and community knowledge; and the rights of local manufacturing, preferential access to products and technologies
Community communities over genetic resources and community developed using the genetic resources accessed, relevant training
Rights knowledge. (including at community level) and infrastructure and technological
Proclamation No support.
482/ 2006
Access to
Genetic
Resources and
Community Details the procedure of access to genetic resources
Knowledge and Federal Draft and community knowledge and the distribution and
Community utilization of the benefit obtained there from.
Rights
Regulation,
2007
Proposed projects must undertake EIA and submit for approval from
Environmental
relevant environmental body. Licensing institutions are required, prior to
Impact Provides for the environmental impact assessment of
issuing investment permits or operating license for projects, to ensure
assessment Federal In force development projects and public instruments prior to
that the relevant environmental body has authorized their
proclamation No their commencement/adoption.
implementation. The public must be able to comment on environmental
299/2002
impact assessment reports.

Appendix 3 – Summary of Policy and Legislation 206

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

Appendix 3 – Summary of Policy and Legislation 207

 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 Corporate Partners or Biological Society of Parties to the CBD

Natural Resource Ethiopia
EWCP International Treaties
users
Council of Ministers signatories
FARM/SOS
Downstream water
Federal President Electric power
FZS users
corporation
Friends of Bale/local
Federal Government Educational Institutes
conservation International
IBC/CSMPP EWHNS organisations downstream users
Local communities/ Hotel operators Media (local, International coffee
Kebeles national, industry
Human rights
international)
Local elders, women, organisations
youths MOFED
International
MELCA conservation Parliament
community
MOARD/WCD People of Ethiopia
Kosso traders
Natural resource users
Ministry of Health
OARDB
Ministry of Water
Police and judiciary
Resources
Researchers National downstream
Tour operators users
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 208

Table A2.2: BMNP GMP Planning Team
Workshops Working Groups
Name Position/ Organisation
#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 • • •
Community Tourism Advisor
Mark Chapman • •
TESFA
Martin Neumann GTZ – SUN •

Appendix 4 – BMNP GMP Planning Team 209

 Workshops Working Groups
Name Position/ Organisation
#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 • • •
Planning, Ministry of Tourism &
Tesfaye Deselegn • •
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

Meeting #
Name Position/ Organisation
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 210

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 211

Table A2.5: Oromia Review Workshop Participants, 4th and 5th November 2006
Name/Position Organisation
Abdurahman Wario BMNP
Addisu Asefa BMNP
Alastair Nelson FZS
Aman Mude Oromia
Made World Bank
Asmare CSMPP
Belachew Wassihun IBC
Ben Irwin BESMP
Berhanu Oromia
Berhanu Jilchaa BMNP
Donna Gelardi VSO
Fassil Kebebew IBC/CSMPP
John Lambert World Bank
Lulu Likassa CSMPP
Mohammednur Jemal BMNP
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 Organisation
Addisu Asefa BMNP
Alastair Nelson FZS
Assefa Ejo OARDB
Ben Irwin BESMP
Dirubu Jemal OARDB
Dr Ensermu Kelbessa National Herbarium & AAU
Dr Kassihun Embaye IBC
Dr Kifle Argaw WCD
Mohammed Abdush Bale Zone
Zelealem Tefera FZS

Table A2.7: Other advisors from whom input/comments sought

Name/Position Organisation
Claudio Sillero EWCP/WildCRU – University of Oxford
David Burslem University of Aberdeen
Ian Rushworth Ezemvelo/KwaZulu Natal Conservation Services
Jorgelina Marino EWCP/WildCRU – University of Oxford
Markus Borner FZS – Africa Regional Office
Michelle Pinard University of Aberdeen
Nick King Endangered Wildlife Trust
Simon Thirgood Macaulay Land Use Research Institute, Scotland
Xavier Lambin University of Aberdeen

Appendix 4 – BMNP GMP Planning Team 212

 Appendix 5: Community
Consultations
Background
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 213

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 214

• 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 215

• 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 park-
community 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 216

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 217

 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 218

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 219

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