Plains zebras on fairy circles in the NamibRand Nature Reserve (George Steinmetz)

Restoration of game migration routes across the Namib Desert (Namibia)

NamibRand Nature Reserve

Description

Seventeen former sheep farms have been joined to form the world’s largest private nature reserve aimed at regenerating biodiversity to support high-quality low-impact tourism, environmental education and research. All farm owners are members of the management association.

The NamibRand Nature Reserve is a not-for-profit organisation in south-western Namibia. It was founded in 1984 through the initiative of one farm owner, Albi Brueckner, who agreed, with 16 neighbouring farmers, to jointly manage their 215,000 ha for nature conservation and tourism. Its aims are:
To conserve biodiversity for the benefit of future generations and protect the sensitive and fragile environment.
To create a nature reserve with a healthy and functioning ecosystem, providing a sanctuary for flora and fauna, and to facilitate seasonal migratory routes in partnership with neighbours.
To promote sustainable utilisation – through ecologically sustainable and high-quality tourism and other projects.
To achieve a commercially viable operation to ensure continuity and financial independence.
The NamibRand Nature Reserve’s contributions to biodiversity conservation, in accordance with the environmental management plan, include the following:
• Removal of over 2,000 km of fencing to reinstate wildlife migration routes.
• Re-introduction of giraffe and cheetah.
• Bolstering numbers of red hartebeest and plains zebra.
• Removal of alien invasive vegetation such as Prosopis species and replacing these with indigenous Acacias.
• Zonation according to land use areas, including the setting aside 15% of the reserve as a wilderness area.
• Limiting overnight visitors to an average of one bed per 1,000 ha, and 25 beds per location.
• Conducting annual game counts, with results posted on the website www.namibrand.org
• Monitoring the endemic Hartmann’s mountain zebra through the use of camera traps. Results are at: http://www.nnf.org.na/project/mountain-zebra-project/13/1/12.html
• Continuous monitoring of drivers and determinants of environmental change to guide the management plan. Results are posted online at: http://www.landscapesnamibia.org/sossusvlei-namib/rainfall-monitoring
• Hosting researchers to study game migration routes. Results of wildlife monitoring, through the use of GPS collars are at: http://www.landscapesnamibia.org/sossusvlei-namib/research
• Hosting the Namib Desert Environmental Education Trust (NaDEET), to empower and educate schoolchildren for a sustainable future. It operates an environmental education and sustainable living centre (www.nadeet.org).
• A lighting management plan to qualify as an international dark sky reserve that avoids negative consequences of light pollution on biodiversity – which can interfere with animal navigation, reduce the hunting success of predators and prevent moths from pollinating (http://www.darksky.org/idsp/reserves/namibrand)
• A water management plan, including monitoring of the impact of a water hole on the surrounding vegetation.
• Implementation of tourism and land use zonation plans.
• Capture and sale of live game for wildlife population management purposes.
• Plans to develop a horticultural project to grow indigenous medicinal plants for commercial production, creating local jobs and income for conservation.
Rangeland management is achieved largely through continual monitoring and control of animal populations, and the balance between functional groups of their species, and turning off the water supply where grasses are in need of rest. Local outreach efforts focus mainly on predator-livestock management on neighbouring farms.
Stakeholders comprise the land owners, who agree on joint management, and the tourism concessionaires who operate in the reserve under contract. The reserve employs 12 people who are responsible for day-to-day management and maintenance. Biodiversity and land management are funded from park fees collected by the concessionaires from tourists who stay at their establishments. This small management team is possible, because tourism concessionaires offer scenic game drives across the reserve, while on the lookout for required action. For example, guides report issues such as leaking water pipes, unusual wildlife sightings, injured animals, and trespassers (etc.) to reserve managers, who can then react.
Land owners who have connected their land to the reserve and are members of the NamibRand Nature Reserve Association have the option of serving as directors of the association, with joint decision making powers. Those who choose not can still contribute to the strategic mission of the reserve at annual general meetings.

Location

Location: Southwestern Namibia in the Namib Desert., Namibia

Geo-reference of selected sites
  • 15.98915, -25.00452

Initiation date: 1984

Year of termination: n.a.

Type of Approach
School pupils on an environmental education tour (Samuel Fernadez-Diekert)
Participants of a vulture awareness workshop (Lee Tindall)

Approach aims and enabling environment

Main aims / objectives of the approach
The approach aims, through participatory land use planning, to restore ecosystem function in the reserve and its surroundings to support high-quality, low-impact tourism that provides the means to support environmental education and other conservation projects.
The overall Strategic Vision of the NamibRand Nature Reserve is to manage the Pro-Namib area, alongside the Namib Desert, for the enhanced conservation of the landscape and its biodiversity.
Conditions enabling the implementation of the Technology/ ies applied under the Approach
  • Social/ cultural/ religious norms and values: The area was historically visited by migrant San people and more recently by Nama people, who have settled permanently elsewhere. Since no people were living permanently in this hyper-arid ecosystem, the use of the area exclusively for nature conservation remains uncontested.
  • Availability/ access to financial resources and services: The establishment of the reserve was initially possible through the ample financial resources of wealthy, altruistic and philanthropic investors.
  • Institutional setting: Progressive government company laws, such as the possibilit y to register a Section 21 company (“Association Not for Gain”) allow financial resources to be re-invested in conservation so as to further the objectives of the non-profit association. Section 21 companies also do not have to pay company taxes to the government.
  • Collaboration/ coordination of actors: Articles of Association and the management plan allow for the creation of a management team that effectively coordinates all activities on the reserve.
  • Legal framework (land tenure, land and water use rights): Rights and therefore the possibility to benefit from wildlife are enshrined in the Nature Conservation Ordinance of 1975.
  • Policies: Progressive, enabling policies of the Ministry of Environment and Tourism, such as the tourism policy and the parks and neighbours policy ensure meaningful collaborations between the public and the private sector. See http://www.met.gov.na
  • Land governance (decision-making, implementation and enforcement): Good governance is achieved through the adoption of Articles of Association and management plans. These guide decision-making and enable implementation. A set of rules, called the Vade Mecum, enable enforcement.
  • Knowledge about SLM, access to technical support: Good networking, membership to various professional bodies and collaboration with universities and researchers ensure good knowledge about sustainable land management and technical support.
  • Markets (to purchase inputs, sell products) and prices: A well-established tourism market to Namibia ensures a steady stream of visitors to the NamibRand Nature Reserve, enabling the collection of park fees and thus ensuring income for the reserve.
  • Workload, availability of manpower: Guides from tourism concessions on the reserve allow for sharing of workloads. Availability of human resources in the region is ample.
Conditions hindering the implementation of the Technology/ ies applied under the Approach
  • Availability/ access to financial resources and services: The properties that make up the NamibRand Nature Reserve are located in a hyper-arid ecosystem. Farmers who attempted livestock farming there in the past almost all failed to establish economically viable farms, and most of them overextended themselves financially, resulting in the foreclosure of their farms. For this reason, the area became known as the “Bankruptcy Belt”. Banks were, in the past, extremely reluctant to extend loans to landowners in this area, due to the low value and low agricultural potential. In recent years, the successes of conservation and tourism have changed this situation and banks are now prepared to accept farms with such land use as collateral for extending loans.
  • Legal framework (land tenure, land and water use rights): The current Nature Conservation Ordinance of 1975 does not allow for the registration of private nature reserves. The status of the land with the government thus remains as agricultural land, and law enforcement has to rely on common law such as trespassing on private property.
  • Markets (to purchase inputs, sell products) and prices: The remoteness of the reserve, 150km from the nearest town, results in expensive transport charges for goods and inflated prices for professional services.

Participation and roles of stakeholders involved

Stakeholders involved in the Approach and their roles
What stakeholders / implementing bodies were involved in the Approach? Specify stakeholders Describe roles of stakeholders
local land users/ local communities 17 former livestock farms owned by 12 companies, now converted to tourism enterprises Some of them serve as directors of the NamibRand Nature Reserve Association, for joint decision making
SLM specialists/ agricultural advisers 12 reserve management staff To manage the reserve
researchers Visiting researchers from various academic institutions To conduct research to help with applied research for management and "interest research" such as on “fairy circles”, which can be seen in the cover photo. The origin of these circles of bare soil surrounded by grass is still being disputed among scientists (https://www.youtube.com/watch?v=2VNyo9AoA8I). There is a Wildlife monitoring programme partnership with Namibia University of Science and Technology and the Greater Sossusvlei Landscape Association
teachers/ school children/ students 4 full-time teachers at NADEET and 10 instructors at hospitality training centre. To expose about 1000 visiting students per year to environmental education and to provide vocational training to about 100 trainees per year.
NGO Cheetah Conservation Fund and Giraffe Conservation Fund. To reintroduce predators and wild herbivore species.
private sector Neighbouring farms Co-management of the larger landscape with like-minded neighbours, as indicated at: http://www.landscapesnamibia.org/sossusvlei-namib/
national government (planners, decision-makers) Ministry of Environment and Tourism. To assist with law enforcement and wildlife monitoring.
international organization Member of IUCN For advocacy and knowledge sharing.
Involvement of local land users/ local communities in the different phases of the Approach
none
passive
external support
interactive
self-mobilization
initiation/ motivation
x
The founding farm owner approached philanthropic donors to buy neighbouring farms and invest in tourism facilities and environmental education centre.
planning
x
In 1991, external experts provided advice for planning of the reserve. Influential persons involved included Chris Brown, Hugh Berry and Haino Rumpf of the Ministry of Environment, and Mary Seely of the Desert Research Foundation.
implementation
x
Management staff were appointed in 1991, and paid for from the conservation levy raised from use of tourism facilities in the reserve.
monitoring/ evaluation
x
Reserve management staff do the monitoring, paid for by the conservation levy.
research
x
Research institutions conduct research after paying a small service fee.
Flow chart

Decision-making on the selection of SLM Technology

Decisions were taken by

  • land users alone (self-initiative)
  • mainly land users, supported by SLM specialists
  • all relevant actors, as part of a participatory approach
  • mainly SLM specialists, following consultation with land users
  • SLM specialists alone
  • politicians/ leaders

Decisions were made based on

  • evaluation of well-documented SLM knowledge (evidence-based decision-making)
  • research findings
  • personal experience and opinions (undocumented)

Technical support, capacity building, and knowledge management

The following activities or services have been part of the approach
Capacity building/ training
Training was provided to the following stakeholders
  • land users
  • field staff/ advisers
  • Tourism concessionaires
Form of training
  • on-the-job
  • farmer-to-farmer
  • demonstration areas
  • public meetings
  • courses
  • Exchange visits
Subjects covered

Biodiversity conservation, financial management, tourism best practices, principles of co-management, human-wildlife conflict resolution, rehabilitation.

Advisory service
Advisory service was provided
  • on land users' fields
  • at permanent centres
Advice is provided by the Namibia Chamber of Environment, the Namibia Nature Foundation, the Ministry of Environment and Tourism Resource Centre, the Namibia University of Science and Technology, the Giraffe Conservation Fund and other wildlife biologists on issues such as determination of wildlife carrying capacities.
Institution strengthening
Institutions have been strengthened / established
  • no
  • yes, a little
  • yes, moderately
  • yes, greatly
at the following level
  • local
  • regional
  • national
Describe institution, roles and responsibilities, members, etc.
NamibRand Nature Reserve Association. All land owners are members, who elect the directors. They manage the reserve according to an agreed strategy.
Type of support
  • financial
  • capacity building/ training
  • equipment
Further details
Hiring of lawyers and auditors/accountants to establish the association.
Monitoring and evaluation
Impacts are monitored to feed back into management.
Research
Research treated the following topics
  • sociology
  • economics / marketing
  • ecology
  • technology

Determination of wildlife carrying capacities by wildlife biologists.

Financing and external material support

Annual budget in USD for the SLM component
  • < 2,000
  • 2,000-10,000
  • 10,000-100,000
  • 100,000-1,000,000
  • > 1,000,000
Precise annual budget: n.a.
Self funded from conservation levy collected from tourism income.
The following services or incentives have been provided to land users
  • Financial/ material support provided to land users
  • Subsidies for specific inputs
  • Credit
  • Other incentives or instruments

Impact analysis and concluding statements

Impacts of the Approach
No
Yes, little
Yes, moderately
Yes, greatly
Did the Approach empower local land users, improve stakeholder participation?

Interest in owning land has greatly increased. Land prices have risen and more tourism establishments were built.

x
Did the Approach enable evidence-based decision-making?

Through monitoring, to determine wildlife carrying capacity.

x
Did the Approach help land users to implement and maintain SLM Technologies?

Research and expert advice drives appropriate management for the ecology. There are no more sheep and associated weeds, while wildlife numbers increased.

x
Did the Approach improve coordination and cost-effective implementation of SLM?

By applying economies of scale. Managed holistically by a small, effective team.

x
Did the Approach mobilize/ improve access to financial resources for SLM implementation?

Through awarding of tourism concessions and collection of park fees.

x
Did the Approach improve knowledge and capacities of land users to implement SLM?

Through various training and research activities.

x
Did the Approach improve knowledge and capacities of other stakeholders?

Through accessing information and gaining knowledge from research.

x
Did the Approach build/ strengthen institutions, collaboration between stakeholders?

Through establishment of the association, appointment of the management team and information sharing.

x
Did the Approach mitigate conflicts?

Through implantation of a joint management plan and shared vision.

x
Did the Approach empower socially and economically disadvantaged groups?

There are no local communities living within the area, but children from all over the country visit the environmental education centre.

x
Did the Approach improve gender equality and empower women and girls?

Through policies prohibiting gender discrimination, implemented by tourism enterprises.

x
Did the Approach encourage young people/ the next generation of land users to engage in SLM?

Through the environmental education and vocational training centres.

x
Did the Approach improve issues of land tenure/ user rights that hindered implementation of SLM Technologies?

Through establishment of the Association for joint management and guidelines that are followed in the management plan.

x
Did the Approach lead to improved food security/ improved nutrition?

Through the organic garden of 1 ha irrigated with borehole water and featuring in one of the Youtube videos, the improved financial status of the area and access to meat of culled animals for reserve workers and tourists.

x
Did the Approach improve access to markets?

Due to serving tourism needs.

x
Did the Approach lead to improved access to water and sanitation?

Workers have access to borehole water pumped for tourism.

x
Did the Approach lead to more sustainable use/ sources of energy?

Solar power is used to generate electricity and heat water.

x
Did the Approach improve the capacity of the land users to adapt to climate changes/ extremes and mitigate climate related disasters?

Based on naturally adapted species that are able to migrate.

x
Did the Approach lead to employment, income opportunities?

The current land use based on tourism supports times more employees per unit area compared with former sheep farming.

x
National economy

Contribution to national income through higher wages in the tourism industry.

x
Main motivation of land users to implement SLM
Sustainability of Approach activities
Can the land users sustain what hat been implemented through the Approach (without external support)?

Through income largely derived from tourism and partly from sale of captured game animals in accordance with the environmental management plan.

Conclusions and lessons learnt

Strengths: land user's view
  • The reserve is centrally and holistically managed by a team.
  • Resilience attained by the large unfenced ecosystem.
  • Land users coming together to sign and form a legally recognised body that is more robust.
  • Tourism is more profitable and sustainable than agriculture for such a hyper arid region.
Strengths: compiler’s or other key resource person’s view
  • Resilience to climate change through natural resources, using the competitive advantage of nature.
  • Private property excludes communal demands and allows fast and easy decision making on land use.
Weaknesses/ disadvantages/ risks: land user's viewhow to overcome
  • There is currently no legislative support from government for protection of private land. The new wildlife bill being drafted makes provision for privately protected areas.
  • In the eyes of the Ministry of Lands, there are only two types of land, either urban and gazetted (e.g. parks) or agricultural (subject to land tax). Include a third category of land for protected areas, such as the desert margin being non-agricultural.
Weaknesses/ disadvantages/ risks: compiler’s or other key resource person’s viewhow to overcome

References

Compiler
  • Ibo Zimmermann
Editors
Reviewer
  • Donia Mühlematter
  • Simone Verzandvoort
  • Rima Mekdaschi Studer
  • Joana Eichenberger
Date of documentation: Nov. 26, 2017
Last update: Nov. 2, 2021
Resource persons
Full description in the WOCAT database
Linked SLM data
Documentation was faciliated by
Institution Project
Key references
  • A Guidebook to the NamibRand Nature Reserve, 2017, ISBN 978-99945-85-14-4: Local bookshops for approximately USD25
Links to relevant information which is available online
This work is licensed under Creative Commons Attribution-NonCommercial-ShareaAlike 4.0 International