Management Action Plan - pdf.usaid.govpdf.usaid.gov/pdf_docs/PDACM910.pdf · the LIFE RS project in...

Wadi Gimel National Park

Management Action Plan

A FRAMEWORK for IMPLEMENTATION

LIFESustainable Economic Development in the

Red Sea GovernorateLIFE Red Sea Task Order No.: 263-M-00-04-00032-00

______________________________________________________________LIFE: Sustainable Economic Development in the Red Sea GovernorateLIFE Red Sea Task Order No.: 263-M-00-04-00032-00

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The Purpose of the FRAMEWORK This FRAMEWORK document was prepared to describe the planning process and structure for preparing the Wadi Gimel National Park Management Action Plan. It is based on both a review of the studies and reports that have contributed to the relatively large body of information available on the park as well as discussions with all members of the steering committee.

Several qualities characterize this management plan that differ from other more conventional planning processes. They include:

Creating a clear ‘Implementation Agenda’The Southern Red Sea Region has be subject to more than 170 studies in the past decade, Fortunately several have a direct application on the preparation of the management plan. These reports will enable the team to move quickly beyond the standard inventory and analysis stage into implementation procedures and requirements. This approach is also critical because of the short-term opportunities to access LIFE RS funds for park development and marketing.

Generating Immediate Income for the WGNPThe WGNP must identify and generate substantial revenues in order to meet the basic conservation and operational objectives, particularly after the conclusion of the LIFE RS project in 2009. Income based infrastructure and programs development may be given priority over more standard conservation initatives.

Creating a spirit of cooperation and coordinationThe team will work closely with all stakeholders in the region. A particular emphasis will be placed on involving the Ababda people with the objective of creating a co-management structure between the tribal communities and the PAMU/EEPP.

A Guide for the Steering Committee (the WGNP MAP Team)This FRAMEWORK has been designed as guide for WGNP team members to understand, from the onset, the philosophy, approach and steps that will be taken to prepare the WGNP Management Action Plan.

The FRAMEWORK will assist them to define their individual and collective contribution to the practical and urgent solutions that are required for a successful management plan. It also adds clarity to the Scope of Work and integrates their individual activities into an overall planning structure.


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SECTION I1. Wadi Gimel National Park Management Planning Process;

Conservation, Product Development,visitor Services, Economic Benefits and Revenues…

1.1 Introduction to the Management Planning Process

Wadi Gemil National Park (WGNP) represents an exclusive opportunity, and perhaps the only prospect of positioning the South Red Sea Region as a credible sustainable tourism destination. As the mainstream, or mass tourism resorts push further south from Marsa Alam, the Protected Area, as it is currently defined, represents a ‘sanctuary’ for both resource protection as well as an area for a more environmentally responsible tourism development. Those tourism facilities that currently dominate the region appeal for the most part to two market segments; divers and those interested in the beaches and guaranteed sunshine of the region. Both these market segments are driven by the international tour operators and consequently attract a large number of low yield tourists whom, for the most part, have little or no interest in the unique resources of the WGNP.

The management plan must work within these current market conditions. However it must also define the role of WGNP as a significant Egyptian protected area and major attraction in the South Sea Region while still protecting and enhancing the resource base.

The need to embrace these two concerns is urgent. Despite its declared status, there are still many threats to this fragile marine and desert environment, not the least of which is global warming and the subsequent loss of endangered species and lifestyle of the local Ababda tribal culture.

The Management Plan will address these and other issues within the following structure:

1.1.1 The extensive use and reference to previous studies and reports

More than 75 studies deal directly or indirectly with the environmental protection, tourism development, and management of the WGNP. Information contained within these document will not be duplicated. Instead it will allow the planning team to move more quickly to recommendations and the implementation stage.


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Reports such as the ‘Red Sea-Marine Protectorates Revenue Generation Options-September 2003’ will be updated and provide content for the new WGNP Business Model, while the current ‘Management Plan for Wadi El-Gemal-Hamata (May 2003)’, by Dr. Sherif Baha El Din, will be used as essential source of resource inventory and analysis and the ‘SRS Regional Sustainable Tourism Strategy’, by Chemonics International (James MacGregor) will place the WGNP within the regional tourism context.

1.1.2 The Management Plan as a Tool for Implementation and Community Development:

The Plan will be design for decision-making and used as a tool for implementation by several stakeholders including the PAMU, EEPP, RSG, international donors (e.g. USAID), NGO’s and investors. It will however provide all recommendations within the context of the following considerations:

a) WGNP as a catalyst for Regional Economic and Social DevelopmentThe WGNP is immediately recognized as a catalyst for economic and social development for the people of the SRS and in particular the tribal communities of the Ababda people within the park.

The interests of 100’s of millions of tourists who visit National Parks and the millions interested in tribal cultures has been well documented. The Management Plan will build on this (mostly) international awareness to identify facilities (e.g. attractions, trails, craft outlets) as well as training programs to ensure that the park achieves its full socio-economic potential for the residents of the communities within WGNP, the SRS region and beyond.

The WGNP also has the potential to become a ‘hook’ for a higher-end, higher-yield specialty interest traveler. This is an important orientation for the travel industry in the region, which is currently based on one of 2 segments; the single focus dive market or the mass-market beach-oriented traveler. In both these latter cases margins are low and leakage is high leaving relatively little revenues to build the local economy.

b) Protection of Genetic DiversityNational Parks and Protected Areas are increasingly considered a repository of genetic information. This role has become increasingly important in the past few decades as the flora and fauna in desert and marine environments are seen as increasingly vulnerable because of the current and impending climate change.

Management techniques will be proposed to ensure the continued health of existing species despite global warming and other stress factors.


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c) Conservation of indigenous and tribal cultural knowledge and practices

The continued use of the park environment by local tribal cultures is of immense value to the longer-term economic viability of the park as well as an opportunity to integrate traditional Bedouin conservation techniques into the management process. Most protected areas in developed countries have long since lost their original inhabitants. WGNP has the unique and enviable opportunity to embrace Traditional Ecological Knowledge (TEK) within the management and marketing (branding) framework.This will be especially important as the various park ecosystems face new and unpredictable threats from changing climatic conditions and increased temperatures.

d) Response to significant environmental threats through mitigation

Both the marine and desert ecosystems will be subject to significant stress in the next few decades from at least 2 sources;

• Global warming and the subsequent increase in water and desert temperature and decrease in rainfall

• Visitor volumes over longer periods due to demand for protected area experiences and new tourism products in WGNP

Both these conditions could threaten the sustainability of the park as an international attraction and consequently undermine the investment in infrastructure and marketing.

Mitigating measures must be identified for the first 5 to 10 years of the implementation of the management plan, including continued access to water resources (wells and surface water), the identification and enforcement of ‘no-take zones’ and the training of residents to adapt to the changing realities.

1.1.2 Establishing the WGNP as a ‘cost-recovery’ enterprise based on business practices

Within, say, the next 3 to 4 years the WGNP must be in a financially secure position to cover it operating costs, particularly staff salaries and day-to-day operations and maintenance. The management plan must therefore clearly identify the various potential revenues centers that will collectively contribute to covering the basic costs of operating the national park. In fact it will be necessary to move quickly to develop certain facilities such as visitor centers where it will be possible to build in craft outlets and food services for immediate income.


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The recent ‘SRS Sustainable Tourism Development Strategy’ also identifies several tour packages that can be immediately offered by the park, in collaboration with the private tour operators. However the greatest source of park revenues will come from an ecolodge (or similar) lodging concession. To that end the WPNG Management Plan must attempt to finalize at least initial development opportunities for this potentially lucrative income source.

1.1.3 Creating an Egyptian model for Protected Area Management in marine, desert and mountain environments

Tourism will continue to grow as one of the pillars of the Egyptian economy. This will further enhance the position and prominence of the it’s protected area system, as visitors increasingly seek more pristine, authentic and semi wilderness environments. As well it would appear that Egypt will make an effort to reduce its reliance on the low-yield mass segments and move its products more up-market in an attempt to increase economic benefits and build on its spectacular resource base.

The WGNP Management Plan will provide a new model that combines the best in resource protection and enhancement with quality visitor management and economic benefits or the local and national economy.

1.1.4 Based on the Concept of a phased co-management approach between the PAMU and the local Ababda tribes

WGNP offers a rare opportunity that has not yet been developed in other regions of North Africa and the Middle East; the potential to establish a co-management agreement and operating partnership between the EEPP/PAMU and the local Ababda tribes. This concept has numerous benefits enjoyed in other countries that have adopted this strategy including:

• Increased interest and support from international donors and NGO’s,

• Integration of tradition knowledge into resource management techniques and applications

• Providing full and part-time employment from some of the more impoverished sectors of the society.

Typically a co-management committee would be established and all major decisions affecting park direction and management are made jointly. Day-to-day decisions are the responsibility of the PAMU but longer-term resolutions are made through cooperation and dialogue.


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This approach was tested with several members of the steering committee, during the preparation of this framework, and it met with approval.

1.1.5 Early Implementation Activities

The planning team will be in a position to make several recommendations in the first weeks of the planning process. Recent documents such as the ‘South Red Sea Sustainable Tourism Strategy (November 2006)’, prepared for Chemonics, by James MacGregor, have clearly identified the need for such facilities as interpretive and information centers, trails and observation towers. In some cases the site location is obvious enabling the LIFE RS project to consider construction even before the final acceptance, by the authorities, of the WGNP Management Plan.

Furthermore all recommendations will be backed by a clear indication of how they are to be implemented. For instance, a description of the planning and construction phases as well as cost estimates will accompany each recommendation

This proactive, performance-oriented approach will also set the overall tone and direction for the management plan and encourage all partners and stakeholders to identify their roles and responsibilities and act accordingly.

1.1.5 Role of the Steering Committee

The steering committee will be an integral part of the management planning process. Their individual skills will be accessed to support the recommendations in their respective fields of competence but they will also be encouraged to bring a ‘trans-disciplinary’ attitude to all recommendations and conclusions. To that extent the steering committee members and consultants will cooperate as a team with the objective of providing the most responsive and responsible WGNP Management Plan.

A brainstorming session has been proposed in the park (phase 3) enabling all participants to work in a creative and collaborative way.


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1.2 The Protected Area Management Planning Process

1.2.1 Overview of the WGNP Management Planning Process

The WGNP Management Planning Process must be based on certain accepted planning methods, steps and procedures in order to meet the scrutiny of national and international park planners and associated professionals.For instance, the process will begin by collectively establishing clear goals and objectives that may be modified during the process but will establish the context for managing, developing and promoting the WGNP.

Development guidelines and recommendations will balance the need to conserve resources with the special opportunities to develop the park as a catalyst for regional economic development. This ‘conservation and development’ approach is now considered a legitimate planning methodology in contemporary protected area planning and development, particularly in poorer regions of emerging economies. The park will also be planned as a tourist attraction and an integral part and of the larger SRS tourism destination development and marketing. This method is increasingly favored by such agencies as Europe’s PAN (Protected Area Network) Parks.

The process does differ from more traditional planning procedures in two fundamental ways:

1.2.1.1 Use of business planning and accounting practices

In a climate of scarce funds for park management and operations, the WGNP must have a clear strategy to gradually mature as a cost recovery and self-sufficient operation. While this approach does not preclude reasonable financial support from a variety of sources such as EEPP and RGS, international donors and NGO’s it will, however, recognize the vulnerability of these funds and the need to secure longer term stable income streams, particularly from tourism and research associated charges, concessionaire fees, permits and payment for services.

This business model will integrate and build upon the market research that has been recently prepared for Chemonics International by PA Consulting (November 2006) and further identify the type and level of demand (projections) for visitor services over the next 5 years.


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Based on this demand, all reasonable revenue sources will be assessed in terms of income and operating costs that will be calculated based on industry standards.

The goal will be to identify a mix of ‘appropriate’ revenue centers, funding sources and investment options that will ensure the long-term financial viability of the WGNP.

1.2.1.2 A Community-based Co-management Structure

The co-management approach identified in section 1.1.4 will require a sincere dialogue with representatives of the local communities. Working in collaboration with the PAMU as well as existing Chemonics contacts, it will be possible to both identify the components of a partnership between the Ababad people and the WGNP administration and appropriate methods of communication and decision-making.

This activity will also strengthen the community development approach that has been advocated in several previous reports. Local communities will have a sense of direct involvement in the development of the WGNP and region and both job opportunities and skill development requirements will be immediately obvious.

1.2.2 WGNP Management Planning Process: Phases and Steps

Ten phases and approximately 50 individual steps have been identified in order to provide a comprehensive management plan for the WGNP. They have been strategically designed to build on each other and produce a realistic action plan that can move immediately to implementation.

The Steering Committee will form an essential part of the management planning process and each phase will end with a review by the various members.

Phase 1: Planning Process Launch and Site Visit

Phase I will focus on: • Documenting the initial observations and ideas from the steering

committee• Visiting and assessing all the various sensitive natural and cultural

resources (ecosystems), potential attractions, development areas, and protection zones within the park


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• Meeting with NCS, RSG, PAMU and other agency staff to ensure their understanding of the planning process and desired results

Several members of the steering committee have expressed interest in visiting the WGNP with the consultant. The individual team member field participation will be determined after the initial steering committee meeting and within the context of their individual SOW.The Steps are as follows:

Step 1: Preplanning• Organize initial steering committee meeting • Organize site visit• Document review and consolidation• Preparation of WGNP and adjacent region base map

Step 2: Introduction meeting with Steering Committee (Cairo)• Presentation of management planning process roles and

responsibilities• Identification of tasks with the individual SOW’s• Preparation of site visit schedule

Step 3: Site Visit (7 days) to Wadi Gemel National Park• Day 1: Coastal Plain Zone• Day 2: Marine Zone and Coastal Islands• Day 3 and 4: Wadi’s and associated resources• Day 5 and 6: Mountain wilderness zones• Day 7: Buffer zone resources

Step 4: Regional Stakeholder InterviewsMeetings will be held with all involved with private sector stakeholders including local hotels, tour operators and suppliers

Step 5: Meet with Community and Tribal leadersStep 6: Opportunities, constraints and obstacles (SWOT Analysis) Step 7: Prepare Site visit report including

• Preliminary Vision, Goals and Objectives • NCS and RSG Policies and Legislation and

legal agreementsStep 8: Meet with Steering Committee (Hurghada)

Present and discuss the following:• Site visit report • Preliminary goals and objectives• SWOT Analysis


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Phase 2: Data Collection and Situation Analysis

Much has already been recorded on the park resources and conservation issues and this information will be consolidated when considered essential to developing the recommendations with in the Management Action Plan.

Step 1: Prepare Resource Analysis (consolidation of current documents and results of site visits)

Step 2: Assess Market (tourism and recreation) DemandStep 3: Resource/market matching

This step will assess the demand for services and programs (as identified in step 2) with the ability of the WGNP to meet visitor expectations. The ability of the buffer zone and SRS region to respond to demand will also be considered in this step.

Step 4: Preliminary review of management issues, concerns and alternative interventions

Step 5: Working session with Steering CommitteeA 2-day (overnight) brainstorm working session, including steering committee members, select LIFE RS and PAMU and USAID staff is proposed for the El Fustat Camp

Step 6: Documentation of results of El Fustat session

Phase 3: Overall WGNP Management Plan and Structure

The results of the first 2 phases will enable the team to move immediately to prepare the overall management plan and structure. The appropriate steering committee member will be given precise instructions on their expected contribution and content.

The preparation of the Tourism Development Concept (development areas and corridors for accommodation, interpretation, hiking, heritage programs, etc,) will add a new level of activity to all previous documentation. As well the introduction of standards and guidelines will create a responsible framework for all infrastructure development within the park.

The steps listed below are a result of current understanding of the situation. Others may be added following the site visit.

Step 1: Mapping of existing zoning configuration A review of the current zoning suggests that there should be little need to change the overall arrangement. Increased


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tourism activity may be cause for slight modification to existing boundaries.

Step 2: Identify areas of special interest and concernsThere are specific marine and terrestrial species that are vulnerable to current and eventual environmental conditions (bleaching, drought, etc.) Those sites that offer protection and refuge should be given priority. As well those sites identified for intensive infrastructure development (ecolodge, visitor interpretation center, etc.) should receive additional scrutiny.

Step 3: Ecosystem protection and enhancementStep 4: Archaeological site protection and enhancementStep 5: Range management approach to pastoral productionStep 6: Prepare Tourism Development Concept

(staging areas, activity areas, service areas, corridors, etc)Step 7: Development and Infrastructure guidelines and standards

This step will borrow from development standards that have been prepared in other documents (e.g. ecolodge construction) but will modified to meet the specific requirements and higher standards associated with a national park.

Step 8: Recommendations for ActionEmphasis will be on the word ‘action’ for eachrecommendation. Implementation steps will be identified as well as the responsible agencies and cost estimates.

Step 9: Presentation to and discussion with Steering Committee

Phase 4: Visitor Management Plan (VMP)

The Visitor Management Plan (VMP) will address all tourism related infrastructure, services and programs. The focus, at least in the first years, will be on maximizing the use of LIFE RS funds (and others) and developing those facilities that will generate immediate income for the park. The VMP will position WGNP as a unique natural wilderness marine, desert and mountain destination in Egypt and the North Africa region.This positioning will be a result of a mix of quality facilities, services and interpretive programs, skilled staff and targeted marketing to the specialty tour segments.

Perhaps the most difficult component of this phase will be the confirmation of the location, scale and type of accommodation services in the WGNP. There has been extensive investigation of the opportunities for ecolodge development and eco-development areas have been identified, As well investor interest has been confirmed and ecolodge development guidelines have been prepared. The VMP must consolidate this


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information and identify realistic and acceptable context for accommodation development including its associated services (food, trails, program activities).

Accommodation is unquestionable one of the most contentious and critical issues because of its potential to generate important (essential) revenues for the operations of the park. However its location and scale must be carefully considered to both ensure financial success and minimal impact on the biodiversity integrity.

The steps in this phase are as follows:

Step 1: Identify Information and interpretation plan and programs: including audience description, themes, messages, delivery mechanisms, and locations

Step 2: Locate visitors circulation and movement patterns, Vehicular, boat and trail (interpretation, scenic,

wilderness hiking) corridors will be identified and tour itineraries will be provided.

Step 3: Select accommodation, food and beverage services locations, scale and impacts

Step 4: Define recreation activities and programsStep 5: Identify safety, security and health measuresStep 6: Define visitor regulations and impactsStep 7: Prepare a marketing research and promotion plan

The management plan will build on the initial marketing approach identified in the ‘SRS Sustainable Tourism Development Strategy’. In particular it will target those specialty markets that have interest in the coastal marine, desert, tribal culture and heritage resources.

Phase 5: Site or Area Specific Management Plans

Site and area management plans will be prepared to assist the PAMU, USAID and others to move immediately into the implementation stage. For instance a site will be selected for the Visitor Interpretation Centre, and an overall site layout, architectural program and guidelines and cost estimates will be prepared. These will not be construction drawings but they will provide a framework to hire an architect, engineer, and interpretation planner to prepare the final working drawings and specifications.

Similar plans and layout sketches will be provided for:• Sikait Interpretive Centre• Reception and Orientation Centre (entrance to WGNP)


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• Ecolodge development and associated facilities• Campgrounds• Interpretive sites, signs and trails• Observation towers

The steps include: Step 1: Prepare site plan and development proposals and layoutStep 2: Prepare WGNP architectural motif, site development

and landscaping guidelines Step 3: Resource protection and enhancement actionsStep 4: Prepare Infrastructure development program and activities

Phase 6: Operations and Infrastructure Management

Preliminary work has already identified basic human resource requirements for the park. However this new tourism and income generating approach will require additional staff with different skills beyond guiding and interpretation including visitor centre operations, marketing, tour product development, concession management, etc. These positions will also be defined.

The following steps will be required:

Step 1: Describe PAMU management and staff requirementStep 2: Identify all facilities and equipmentStep 3: Describe staff activities and responsibilities

Phase: 7 Training and Capacity Building

Several characteristics of this management plan will call for a very specific training plan, notably with the focus on visitor services, income generation (a business model) and the concept of developing a co-management approach. The following 2 steps will be undertaken.

Step 1: Training requirements for PAMU staff, Co-management committee, and stakeholders

Step 2: Source of training programs and trainers


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Phase 8: Business Planning, Financing and Economic Impacts

Business planning represents a critical part of the WGNP MAP process and a significant departure from most protected area management plans.

The WGNP will essentially be treated as a business operation with a focus on natural and cultural resource conservation.Revenue streams will be identified and cash flow analysis will determine the relative contribution of each income source to the bottom line of the park.

As well this phase will identify all the known sources of funding and investment and how these sources can be approached for involvement and contribution. The following steps will be undertaken:

Step 1: Income sources and funding strategiesStep 2: Costs and benefitsStep 3: Private/public sector cooperationStep 4: Financing and investment Step 5: Economic Impacts

Phase 9: Monitoring Plan

Step 1: Resource depletion and/or degradation and improvementStep 2: Visitor impactsStep 3: Service qualityStep 4: Presentation to Steering Committee

Phase 10: Management Implementation Action Plan

This final phase will provide a clear indication of ‘what is to be done, by whom, when and for how much’. Several strategies will be determine the overall action plan including:

The short-term availability of LIFE RS funds for limited construction, training and marketing activitiesThe relative urgency to generate income for the WGNPThe needs of the PAMU to achieve specific conservation and enhancement objectives

Collectively they will determine the contents of the following steps


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Step 1: Prepare Quarterly Implementation Timeframe (2007-2011)Step 2: Cost estimatesStep 3: Roles and responsibilitiesStep 4: Budgeting and financingStep 5: Final Meeting with Steering CommitteeStep 6: Presentation to select government agenciesStep 7: Community Stakeholder Presentation


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Section II2. Structure of the WGNP Management Action PlanThe MAP will be prepared within the structure, or template, as defined in Section II. This section will serve as a template for the final report and associated annexes.

2.1 IntroductionDescription of the Management Planning ProcessManagement Planning Model for EgyptProtection of biodiversity integrity and response to climate change The concept of co-management of protected areas and WGNPSustainable tourism and ecotourism in protected areaWGNP in the context of the SRS Tourism DestinationBusiness development and revenue sourcesRole of Steering Committee

2.2. Vision, Goals and Objectives -- Vision Statement2.2.1 Overall Goals

-- Environmental-- Economic-- Social-- Political-- Institutional

2.2.2 Target Objectives-- Environmental-- Economic-- Social-- Political-- Institutional

2.3. WGNP Management Plan Structure and Components

2.3.1 Egypt’s National Park and Protected Area Network2.3.2 Current and Relevant Policies and Legislation2.3.3 Relation to Current Management Plan (Dr. Sherif Baha El Din, May 2003)

Management tools (zones)Management PrioritiesManagement ResourcesScientific Research


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2.4. Resource Inventory and Analysis

2.4.1 Natural Resource and Habitat Analysisa) Ecological zones and sub zones

i) Marine -- Coral reefs, intertidal, fish species, turtles, etc. -- Marine islandsii) Coastal and Intertidal -- Mangrove stands and swamps, salt marshes, palm groves, etc.iii) Desert and Canyon Lands -- Flora and fauna, topography, geology -- Hydrology, Catchment Basins and Drainage -- Geology, Geomorphology and Soilsiv) Mountain and Wilderness

b) Endangered or Threatened Speciesc) Sensitivity Analysisd) Ethnological Analysis e) Traditional Ecological Knowledge (TEK) Analysise) Climate and Climate Change

2.4.2 Archaeological Resources-- Mining settlements, grave sites, -- Trade routes and caravans (Elephant route)

2.4.3 Cultural Resources-- Indigenous tribal (Ababda) groups, settler populations, religious sites, -- Handcraft production, traditional music and poems-- Food preparation (baking bread)

2.4.4 Social or Human ResourcesStakeholder profile, skills, employment options

2.4.5 Current Infrastructure and equipmentRoads, piers, buildings, boats Village and settlementsDesalination plantsWells

2.4.6 Aesthetic, Spiritual and Educational Experiences-- Views and viewscapes, rare plants, endangered species

2.4.7 Traditional and Recent Consumptive Activities-- Fishing, grazing, mining, charcoal, medicinal plants, tourism


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2.4.8 Existing resource and planning documentsReports, studies and development plans

2.5. Management Zones (IUCN Category II)2.5.1 Description and Boundaries2.5.2 Purpose and objectives2.5.3 Traditional land use and tenure2.5.4 Potential Impacts and LAC2.5.5 Management criteria and guidelines

2.6 Visitor Analysis and Supply/demand2.6.1 Visitor description

-- Existing and potential market segments-- Visitor profiles and preferences-- Market trends (regional, national, international)-- Current and Future Demand-- Visitor Projections

2.6.2 Current visitor services-- Roads and trails (signs)-- Accommodation (adjacent to PA)-- Tour Operators, and packages-- Guides-- Food services-- Attractive and popular sites-- Transportation

2.6.3 Issues, opportunities and constraints-- Conservation and protection-- Co-management options-- Global warming impacts-- Tourism service quality-- Desired visitor experience

2.6.4 Overall WGNP Tourism Development Concept-- Staging and Reception (entrance) Areas-- Interpretation Areas-- Recreation Activity Areas-- Ecotourism Development Areas-- Sanctuaries and Reserves-- Wilderness Areas and Corridors-- Traditional Ababda Activity Areas-- Communities and associated services-- Access and Circulation Corridors or Linkages

Land and Water/coastal


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-- Links to surrounding SRS tourism destination-- Integration with adjacent tourism infrastructure and services

2.6.5 Management Recommendations, Prescriptions and ActionEach recommendation will be defined by the necessary steps and procedures that are required to achieve results.

All recommendations will take into consideration the following criteria:o Biodiversity conservationo Economic benefits and valueo Visitor experienceso Community interests and concernso Managerial and operations impacts

2.7 Resource Management

2.7.1 Ecosystem Genetic and Biodiversity Management

i) Marine Component-- Moorings and Anchorage-- Fishing and fisheries management and licenses

by-catch, boat strikes, nets, etc.-- Tourism activities

Diving, snorkeling, reef walking, boating, kayaking-- Oil Spills and shipping waste -- Threatened Endangered Species and Habitats -- Patrolling and Enforcement

ii) Coastal (littoral) and Off-shore Islands Component-- Tourist visitation impact reduction-- Mangrove protection and enhancement-- Threatened, Endangered Species and Habitats-- Patrolling and Enforcement

iii) Desert Component-- Flora, Reptiles, Mammals, Birds

Protection and Enhancement Measures-- Grazing and Herding-- Introduced species eradication-- Charcoal production-- Fuel wood collection-- Collection/sale of medicinal plants-- Tourism Activities (driving, hiking, climbing) carrying capacity and impact reduction-- Mining and quarrying


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-- Threatened, Endangered Species and Habitats-- Patrolling and Enforcement

iv) Mountain Wilderness Component -- Flora, mammals and birds

habitat protection and enhancement-- Threatened, Endangered Species and Habitats-- Tourism Activities (camping, hiking, climbing)

carrying capacity impact mitigation

-- Hunting limits and controls-- Patrolling and Enforcement

2.7.2 Communities and Villages Component-- Waste Management-- Water and Energy Conservation-- Visitor Services and revenue options

AccessGuide and security services

o Community hostso Interpretive guides

Accommodation, Information and Food Services-- Infrastructure enhancement

Renewal, planning and construction

2.7.3 ‘Ecotourism Development Areas’ Components (Abu Ghusoon/Ras Honkorab/Qu’lan)-- Site location process and selection criteria-- Environmental Impact Assessment-- Architectural motif and construction materials

EcotentsFixed-roof

-- Site planning and development guidelines-- Landscape restoration-- Associated Recreation Activities-- Communication services-- Accommodation and food facilities

scale and number of unitssustainable design and operational guidelinesgreen management practices

-- Waste (solid/liquid) and energy managementwater and sewage recyclingrenewable or alternative energy optionscomposting


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2.7.3 Archaeological Sites and Facilities Management (Ancient routes, houses, town sites, mines, etc.)

-- Surveys, mapping and assessments-- Site and Interpretation Planning-- Infrastructure location-- Architectural restoration-- Stakeholder participation-- Visitor services: interpretation, sanitation and safety

2.7.3 Special Sensitive Areas and Criteria(Rarity, significance, diversity, size, fragility, scientific value, etc.)

a) Ecological Sensitive AreasTurtle nesting beachesMangrove areasWadi Gimel MarshlandsWadi Gimel IslandOff shore Islands

b) Archeological Sensitive AreasRoman ruins at SikaitTrade route

2.8 Visitor Management

2.8.1 Review and selection of Visitor Management ModelsLAC (Limits of Acceptable Change)VIM (Visitor Impact Management)VERP (Visitor Experience and Resource Protection)VAMP (Visitor Activity Management Process)

2.8.2 Interpretation and Information Services-- Park Interpretation Message and Plan-- Visitor Interpretation and Information Centers

Park entrance visitor reception center(s)Central park interpretation centreSikait Visitor interpretation CenterVarious Interpretation Kiosks

-- Interpretation trails boardwalks (corridors),-- Trailheads and signage-- Observation towers-- Feeding stations-- Print and electronic material-- Naturalists and guide services


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2.8.3 Other Accommodation Facilities

-- Ecolodge development and operations-- Hospitality and F+B (food and beverage)-- Associated recreation activities

-- Campground development and operations-- Hospitality and F+B (food and beverage)-- Associated recreation activities

-- Wilderness campsite development

2.8.4 Accommodation Operations and Management-- Accommodation Management Techniques and Options

Concession structure, controls and feesPermits and LicensesPark operated facilities

2.8.5 Recreation Activities and Services

-- Restaurants and cafeterias-- Gift shops -- Handcraft production areas-- Equipment rental (mountain bikes, sea kayaks, canoes,)-- Boat tours and cruises-- Pleasure boating and piers-- Picnic areas

2.8.6 Tour packages and operations (day trips, multi-day trips)

Day-by day itineraries including general route description, mode of transport, accommodation and interpretation services for the following:

-- Desert safari and wildlife viewing-- Diving and snorkeling-- Bird watching (desert and marine)-- Wilderness hiking and overnight camping-- Religious trips-- Tribal (indigenous) visits-- Heritage and archaeology-- Sea kayaking-- Nature photography-- Scientific tours (desert ecology, coral reefs,


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2.8.7 Tour operators and equipment-- Inbound/receptive-- International-- Equipment and services

Camels and wagons, 4X4 and/or minibus, tents, kayaks, toilets, etc.

2.8.8 Visitor Social and Environmental Impact Assessment and Control

-- Waste management (litter, sewage, marine debris, etc.)-- Visitor and tour operator regulations-- Individual Site LAC Evaluation-- Visitor and tour operator code of conduct-- Controlled use areas-- Facility construction techniques and guidelines-- Use of vehicles and boats-- Responsible interaction with villagers

2.8.9 Tourism Marketing-- Preparation of Marketing Strategy (2008-2012)-- Cooperation with private sector (local and international tour operators, hoteliers, etc.)

Marketing activitiesWGNP Web site and databaseElectronic brochuresTrade show attendanceFAM tour participationSpecial events

2.9 Park Management, Administration and Monitoring

2.9.1 National Park Management and Staff Structure

a) Roles, Reporting and Responsibilities

i) WGNP Management Team PAMU ManagerPAMU Rangers (senior and junior)

• Community liaison and outreach• Safety and security• Enforcement and protection

Community guards and community hostsGuides and Interpreters


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Visitor center staffMaintenance and operationsPart-time staff

ii) Co-Management BoardPAMU managerRanger RepresentativesTribal leaderCommunity RepresentativesPrivate sector Representatives

b) Human Resource Analysis and Development-- Planning and Staffing-- Recruitment, selection criteria and turnover-- Compensation-- Health and safety-- Performance appraisal-- Career Path Planning

2.9.2 Park Facilities and Equipment-- Park offices

LocationPhysical requirements

-- Park Equipment (vehicles, boats, computers, etc)-- Tourist Information/Interpretation Centers, Kiosks-- Toilets-- Campgrounds-- Ranger Outposts and Shelters-- Trails, trailheads and signs-- Piers and breakwaters-- Scientific Research stations

2.9.3 Monitoring and Operational Program-- Visitor impacts-- Community and herding impacts-- Visitor service quality

a) Development of Monitoring Criteria and Indicators-- Environmental Impacts-- Economic Impacts-- Social and cultural Impacts-- Psychological (Visitor Experience) Impacts-- Management and staffing impacts


26

b) Monitoring Plan-- Objectives-- Procedures-- Timing-- Responsibility-- Location-- Impacts and Select Indicators-- Data analysis procedures and reporting-- Additional research

2.9.4 Scientific Research-- Inventory of Potential Research Projects

(description, location, funding)-- Source of researchers and institute

(teachers, professors, consultants, staff) -- Database development-- Research sharing and distribution

2.9.5 Partnerships and Joint ventures-- Partnership structures and objectives-- Potential and current partners-- Private Sector-- Investors and operators-- Tour companies-- Concessionaires-- Villagers and tribal leaders

2.10 Capacity Building and Training

2.10.1 Training Plan Participants-- Park Management and Administration-- Co-management committee members-- Rangers-- Guides and interpreters-- Visitor center(s) staff-- Volunteers-- Community guards and hosts

2.10.2 Training Programs and Courses-- Resource and biodiversity management

Marine ecologyDesert and mountain ecologyArchaeologyEIA Preparation ProceduresImpact mitigation practices


27

Species specific training; Dugong, gazelle, Ibex-- Wilderness, desert and marine guide services-- Safety/security, emergency evacuation, risk management-- Financial planning and business skills-- Patrolling and Enforcement-- Conflict resolution-- Scientific Research assistance-- Handcraft Design and Production-- Community Relations, animation and participation-- Environmental Education -- Partnerships and cooperative ventures-- Development proposal evaluation-- Career planning

2.11 Community Awareness and Outreach-- Village/PAMU liaisons and relationship-- Local school education projects and teacher support-- Handcraft design and Production assistance initiative-- Upgrade community buildings-- Supporting NGO involvement -- Volunteer tourism activities and programs

2.12 Business Planning and Financing

2.12.1 Revenue and Funding Strategies-- Leasing vs. Ownership-- Pricing policies-- PAMU/private/community joint ventures-- Investor relations and guidelines-- Income sources

Visitor entrance and user feesConcession contractsHandcraft and merchandize salesAccommodation and food servicesTour operationsPermitsDonations

-- Funding SourcesGOEDonorsNGO’s and related organizations and associationsCorporate contributions


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2.12.2 Business Plans

a) Overall WGNP Business Plan

Cost of Operation-- PAMU salaries and benefits-- Facility operations and cost of sales

Visitor centres, Accommodation and food services

-- Ongoing park and building maintenance (Facilities, trails, equipment, etc.)

-- Utilities, fuel, communications, travel, etc.-- Office and administration-- Replacements (vehicles, computers, etc.)-- Staff and management training-- Community awareness programming and out reach-- Research and Marketing-- Co-management committee travel and honorariums

Revenue Centers-- Ecolodge concessions-- Tourist Information Centers (food, handcraft sales)-- Visitor fees-- Rental Equipment-- Guide services-- Campgrounds-- Recreation activities and services

Cash flow analysisBreak even analysisRisk assessmentProfit/loss (2008-2018)

b) Specific Facility Business PlanThree major sources of revenue will be assessed to evaluate their contribution to the overall business operations of the WGNP.They include:

a) Accommodation (ecolodge) facilities and servicesb) Visitor Centre Networkc) Guided tour operations

-- Facility Cost of OperationSalaries and benefitsCost of salesConcession and leasing fees


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Debt serviceUtilities, fuel, desalination, communications, travel, Waste managementOffice and administrationReplacements (vehicles, computers, etc.)Facility maintenance LandscapingTrainingTaxes Marketing, promotion and public relations

-- Cash flow analysis-- Break-even analysis-- Risk assessment-- Profit/loss (2008-2012)


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3. Conclusions

This proposed management planning framework will provide the WGNP with a ‘blueprint-for-action’ for the next decade. The park will also be defined within the greater regional context and consequently meet the specific objective of contributing to the economic growth of the South Red Sea Region.

The plan will also define how WGNP can shape a new way forward for tourism development in the region. It will expand the market base beyond the traditional dive and beach segments to entice the higher-yield specialty markets attracted to the diverse natural, cultural and heritage resources and visitor services within the park.

However the implementation of the plan will extend its influence well beyond the region as it supports Egypt’s positioning as a sustainable tourism destination by offering a variety of intact and protected marine and desert resources within the WGNP.

The plan will also be the result of the collaborative effort of known and respected professionals with international expertise in resource management, communityparticipation, park planning, tourism and ecotourism development and marketing and business planning. They will work together with EEPP, PAMU and RSG staff as well as local communities and the private sector to create a plan that is both practical and achievable in the next few years.


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4. Proposed Schedule and LOE

Jan Feb March April LOE3 4 1 2 3 4 1 2 3 4 1 2 3 4 Da

Phase 1: Site Visit, SWOT, Goals and ObjectivesStep 1: Travel + Preplanning 3Step 2: Meeting with Steering Committee (Cairo)

1

Step 3: Travel + Site Visit to Wadi Gemel National Park

8

Step 4: Stakeholder Interviews 2Step 5: Travel + Meet with private sector stakeholders, investors, community and tribal leaders

2.5

Step 6: Opportunities, constraints and obstacles

.5

Step 7: Prepare Vision, Goals and Objectives

.5

Step 8: Meet with Steering Committee, Confirm goals and objectives

1.5

Phase 2: Data Collection and Situation AnalysisStep 1: Review and Prepare Resource Analysis

2

Step 2: Assess Market (tourism and recreation) Demand by segment

2

Step 3: Resource/market matching .5Step 4: Management Issues and requirements

1

Step 5: Steering Committee, stakeholder, PAMU, USAID brainstorming workshop (in WGNP)

3.5

Step 6: Documentation of workshop results

1

Phase 3: Overall WGNP Management Plan StructureStep 1: Map zoning structure 1Step 2: Special interest areas 1Step 3: Ecosystem protection 1Step 4: Archaeological protection 1


32

Step 5: Range management and pastoral production

1

Step 6: Tourism Development Concept and Mapping

1

Step 7: Development Guidelines, Criteria and Standards

.5

Step 8: Recommendations for Action

2

Step 9: Presentation to Steering Committee

1

Phase 5: Visitor Management Plan and RegulationStep 1: Information and interpretation plan

1

Step 2: Circulation and movement, .5Step 3: Accommodation, food and beverage facilities and design

3

Step 4: Recreation Activities, Programs and Tour packages

2.5

Step 5: Safety, security and HealthGuidelines

.5

Step 6: Visitor regulations and impacts

1

Step 7: Strategic Marketing and promotion plan/budget

3

Phase 4: Site or Area Specific Management PlansStep 1: Prepare Site development layout and mapping

3

Step 2: Prepare Site development guidelines and criteria

2

Step 3: Resource protection and enhancement activities

1

Step 4: Prepare Infrastructure development program and activities

2

Phase 6: Operations and Infrastructure ManagementStep 1: PAMU administration and staff requirement

1

Step 2: Facilities and equipment requirements

2


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Step 3: PAMU and Concessionaire Activities and responsibilities

2

Phase 7: Training and Capacity Building PlanStep 1: Training requirements: PAMU staff, Co-management committee, stakeholders

1

Step 2: Source of training and Trainers

1

Phase 8: Financing and Economic ImpactsStep 1: Income sources and funding strategies

2

Step 2: Costs and benefits 1Step 3: Private/public sector cooperation

1

Step 4: Financing and investment .5Step 5: Economic Impacts .5

Phase 9: Monitoring Plan and assessment of Visitor ImpactsStep 1: Resource depletion and/or degradation and improvement

.5

Step 2: Visitor impacts 1Step 3: Service quality .5Step 4: Travel + Presentation to Steering Committee

2

Phase 10:Implementation Action PlanStep 1: Implementation Timeframe (2007 – 2011)

1

Step 2: Cost estimates 1Step 3: Roles and responsibilities 1Step 4: Budgeting 1Step 5: Presentation to Steering Committee

1

Step 6: Preparation + Presentation to USAID, government agencies

1.5

Step 7: Travel + Community Stakeholder Presentation

2.5

TOTAL DAYS 83


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Date post:	05-Apr-2018
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