Serengeti General Management Plan

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Serengeti National Park General Management Plan Target 2.2: Systems for monitoring and regulating the environmental impacts of tourism facilities designed and established Waste management systems throughout the Park are generally poor, with the exception of some hotels such as the Serena installations. Systems for monitoring and regulating the environmental impact of tourist facilities are essential to ensure that the development of tourist facilities at SENAPA are in alignment with the SENAPA Tourism Programme Strategy and have minimal impact on the Park’s environment. In order to meet this target, the following management actions have been formulated and are described below. Action 2.2.1: Ensure implementation of DALP environmental impact guidelines for all new facilities For the development of the proposed new facilities (as listed in 0 under Action 2.1.2), a basic requirement will be that they conform to TANAPA’s Development-Action-Lease Procedure (DALP). This will involve incorporating and satisfactorily meeting the DALP’s criteria for site selection, proposal preparation and environmental impact. Action 2.2.2: Establish environmental impact standards (including waste, water and fuelwood management) for SENAPA tourism facilities and a system of incentives and penalties to ensure compliance Under this GMP, all tourism facilities will be asked to meet set environmental impact standards. Appropriate standards will be set for lodges, permanent tented camps and Special Campsites. These standards will include the requirement to monitor and efficiently manage the disposal of waste and the use of water and fuelwood. The standards, and penalties for non-compliance, will be incorporated into the reviewed concession agreements (see Action 2.1.5). This system will require that concessionaires consistently meet these standards and demonstrate that they are improving their environmental performance on a regular basis, and in line with TANAPA and national EIA guidelines. Assessment of performance will be done by concessionaires themselves using self-evaluation score-sheets, and periodically verified externally. Action 2.2.3: Advocate for restrictions on aircraft noise pollution over SENAPA that severely impacts on the wilderness values of the Park At present most commercial air traffic flies into and out of the Serengeti between midmorning and mid-afternoon. This has had the advantage of concentrating air traffic noise away from the important game viewing periods around dawn and dusk. As commercial planes are not stationed within the Park, this situation has arisen by default rather than design. However, visitor numbers are increasing and new developments/ airstrips are being proposed based on merit within the broader Serengeti ecosystem, which will increase aircraft traffic and noise pollution. To address this threat to the wilderness values of the Park, SENAPA will work with TANAPA HQ to advocate for restrictions to, and controls on, these developments to minimise environmental impacts and impaired visitor experience within SENAPA. Objective 3: SENAPA interpretive centres and materials are of high quality, relevant, informative and educational The desired future state of SENAPA is one where visitors can easily access relevant, high quality information that will enhance their understanding and appreciation of the Park’s exceptional resources, while providing clear guidelines on the proper use and behaviour in rela- 68
D. Tourism Management Programme tion to these resources. Visitors and readers of this information will be stimulated to develop an interest in and support for the importance of SENAPA and of conservation issues in general. The two management targets to achieve this desired state will firstly improve and expand upon the SENAPA visitor interpretation facilities and secondly, improve the information material available, as described below. Target 3.1: An improved and expanded network of SENAPA visitor interpretation facilities developed The Seronera Visitor Centre is a popular point of call for many park visitors. Although use of the centre by visitors varies seasonally, there were an average of 80 visitors a day in 2002-3 compared with 74 per day the previous year. The large majority of comments left in the Centre’s visitors’ book are very complimentary; however, facilities, such as the shops and toilets, need to be improved and upgraded. Apart from the Seronera Visitor Centre there are no SENAPA interpretation facilities at present. The development of such facilities will be the focus for the management actions described below. Action 3.1.1: Develop interpretation facilities at Ndabaka, Naabi and Handajega in line with the existing Visitor Interpretation Plan, and available funding This GMP has identified the need to develop alternative interpretation facilities to the Seronera Visitor Centre in order to encourage the dispersal of visitors away from the Seronera Valley (see Target 1.2). In line with the SENAPA Visitor Interpretation Plan and based on an initial assessment of locations, the proposed sites for developing these facilities are in the western sector at Ndabaka, in the southern sector at Naabi, and finally in the northern sector at Handajega. Action 3.1.2: Develop mini-interpretation sites and high quality interpretation leaflets at selected tourism sinks In support of the development of tourism sinks, this management action will study all the tourism sinks being proposed under Target 2.1 and will develop interpretive information that explains the key features and importance of these sites. This interpretive information will be written up in leaflets and disseminated at park gates and at accommodation facilities and, if practical, at the tourism sink itself. Action 3.1.3: Develop information displays/ leaflets at SENAPA lodges, Park Gates and research centres This management action will strive to ensure that visitors are aware of the opportunities available within the Park and of the ground-breaking and management-relevant research that is being conducted. Information displays identifying the visitor opportunities, such as tourism sinks, will be displayed at points where visitors will stop (e.g. Park Gates, Lodges). SENAPA management will cooperate with SWRI in the production of suitable information displays/ leaflets concerning ongoing research projects within the Serengeti, which will be located at their research centres. All information displays/ leaflets will be constantly updated as and when new information is available. Action 3.1.4: Provide appropriate short-course training to strengthen interpretational capacity of assistant tourism officers It is intended that Assistant Tourism Officers staff all visitor interpretation facilities. These officers are responsible for explaining the interpretive information at the facilities, as well as for 69
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Serengeti National Park General Man
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ii This General Management Plan has
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Executive Summary This 10-year (200
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1. Ecosystem Management Programme T
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Another priority for this Programme
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Target 1.5: Restoration of viable p
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Figures Figure A.1 : GMP structure
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B. PARK VALUES AND PURPOSE 9
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B. Park Values & Purpose Figure B.1
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Habitat mosaic B. Park Values & Pur
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Large predator - prey population an
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Management Targets 1.4 Viable popul
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Table G.3: Tourism Management Actio
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Management Targets Management Actio
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Table G.4: Community Outreach Actio
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Management Targets 1.2 Community be
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Management Targets 1.3 Conservation
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Management Targets 2.2 Performance
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Management Targets 3.3 Environmenta
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I. ANNEXES 161
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I. Annexes The United Republic of T
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Annex 3: Overnight accommodation de
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Name Position/ Organisation Les Car
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Serengeti General Management Plan

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