African Parks FoundationA N N U A L R E P O R T 2 0 0 7

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Dungonab Bay and Sanganeb AtollMarine National ParksSudan

Nech Sar National ParkOmo National ParkEthiopia

Majete Wildlife ReserveMalawi

Liuwa Plain National ParkZambia

Garamba National ParkDemocratic Republic of Congo

Contents

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PA G E

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T I T L E

The African Parks PhilosophyThe African Parks StructureThe African Parks Approach

Chairman’s StatementThe CEO’s Report

Garamba National ParkLiuwa Plain National ParkMajete Wildlife ReserveOmo National ParkDungonab Bay and Sanganeb Atoll Marine ParksNech Sar National Park

Financial PartnersFinancial Highlights for the year 2007Auditors’ Report

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African Parks is the first private park management institution inAfrica to take on the actual long-term management responsibilityof parks by combining world-class conservation practices withbusiness expertise. We place emphasis on the stimulation ofresponsible tourism and associated private enterprise as amechanism for achieving financial sustainability of the parks aswell as providing a foundation for sustainable economic developmentand poverty reduction. In just seven years, African Parks has takenon the management of 7 protected areas in five different countries,covering a total area in excess of 2,500,000 hectares.

Many of Africa's national parks and protected areas face an uncertain future.While governments have committed land to the establishment of parks toconserve natural heritage, many of them suffer from a lack of financialresources and limited management expertise. There is also pressure fromsurrounding communities who often derive little benefit from the parks andthus use resources unsustainably. African Parks was established as a solutionto this situation.

It is African Parks’ belief that the continent’s wildlife and scenery representone of its strategic comparative advantages that needs to be nurtured toensure it is not lost. If managed properly Africa’s national parks can be leveragedresponsibly through tourism, thereby benefiting a country’s economy. By makingparks socially and economically relevant, chances of survival are enhanced.Similarly, treating parks as individual business units with retention of incomeat the park level ensures their long-term financial sustainability. This processcan take years to accomplish especially if a park has been severely depletedand hence our emphasis on long-term commitment to projects. To achieve this,AP partners with a variety of entities, including bilateral and multilateraldonors, conservation NGOs, the private sector, foundations and individuals toassist with necessary financing requirements of a particular park.

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African Parks is now registered as a not-for profit organisation in terms ofSection 21 of the Companies Act of South Africa. Registered in 2007, itformally assumed the bulk of its responsibilities from the Stichting AfricanParks Foundation, the Dutch-registered foundation, at the end of 2007.Although registered in South Africa with the Head Office in Johannesburg,each park is established as a separate legal entity registered in the hostcountry. These legal entities are mostly special-purpose vehicles establishedby African Parks that ensure a common management approach is applied toall of them. The Board of African Parks is supported by a number of affiliateorganisations whose primary role is to facilitate the establishment of fundingpartnerships with individuals, institutions and companies in their respectivehost countries. Typically, these affiliate organisations also carry the nameAfrican Parks, although they are independent legal entities. The affiliateorganisations are now:

Stichting African Parks Foundation, NetherlandsAfrican Parks Foundation of AmericaAfrican Parks Foundation (UK)

Similar institutions are currently being registered in Switzerland and Belgium.

The African ParksStructure

The African ParksPhilosophy

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The African ParksApproach

3. With Financial Partners: Significant finances are required for both capitalinvestment and annual operating costs, thus each project has one or morefinancial partners. We encourage active involvement of our financing partnersin the project and are willing to consider their participation on the local Board.

4. With Commercial Investors: African Parks partners with commercialinvestors to develop and operate tourism lodges and other private enterprises.These investors create the income base for the park from entrance fees andconcession fees, allowing the park to be weaned from donor support. 

Taking on the management of a park by African Parkstypically involves four critical partnerships:

1. With Government: Government or its national wildlife agency must invite African Parks to become involved in oneof their national parks, must share the basic philosophyand must be comfortable with delegation of variousresponsibilities to a newly formed local entity, which is thevehicle for executing the project. Importantly, Governmentstill owns the park and the wildlife and remains responsiblefor its statutory functions.

2. With Communities: A formal agreement with Governmentcreates the legal mechanism for African Parks to operatein a country, but experience has shown that communitiesadjacent to a park can be critical to the success of theproject. In some instances, this is a formal relationshipwith community structures represented on the Board, andin others it is informal with specific relationships withdifferent communities.

AP appointed

AP support skills

AP representation

Park MgtUnit

Local Board

Social Financial

Commercial

Technical

FundingEcological

Mgt

HR

CommunitiesGovernment/

Wildlife Agency

FinancialPartners

CommercialInvestors

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LONG-TERM FINANCIAL SUSTAINABILITY

African Parks recognises that parks form the cornerstone of nature-basedtourism in Africa. We do not make any significant investments in tourisminfrastructure ourselves. Our role is to re-establish the product, create the rightinvestment climate, and conclude agreements with reputable tourism companies.

It is the intention of African Parks that parks under our management willeventually generate a portfolio of sustainable income streams, to pay forrecurrent costs and capital replacements. Portfolios will vary from one parkto another, but will be a combination of local commercial revenues (entrancefees, concession fees, game sales and filming fees), grants for particularprojects, activities undertaken and paid for by specialist wildlife andenvironmental NGOs, endowment income and hopefully payments forecosystem services.

LONG-TERM SOCIO-POLITICAL ACCEPTABILITY

In order for parks to survive, people must value them. Therefore, communitiesare directly involved from the day we assume management responsibility. Apark will typically employ between 80 and 250 local staff in permanent parkmanagement positions and many others on a temporary basis, both of whichare focused on adjacent communities. With the establishment of tourismlodges and other associated private enterprise, this adds a further economiclayer to the project, employing more people, increasing local buying powerand hence demand for products and services. This in turn creates opportunitiesfor the establishment of any number of small businesses.

African Parks assists communities in establishing basic tourism infrastructure,such as campsites, with all income flowing directly to the communities. Wealso set up environmental education and community conservation programmesand assist in developing small businesses.

LOCAL BOARD

African Parks establishes a project-specific Board, withrepresentation by the different partner institutions, directlyaccountable to Government. African Parks compiles abusiness plan for the park, determines investments,operating costs and levels of income for each year ofmanagement, appoints skilled managers to execute theplan and oversees such management to ensure that therequired results are achieved.

PARK MANAGEMENT

Each management team consists of a Park Coordinator,Park Ranger, Financial Controller, Technical Manager andCommunity Manager. This Park Management Unit is managedand supervised by African Parks. Typical responsibilitiesinclude:

Restocking the park with founder populations of indigenous speciesBuilding infrastructure, including telecoms, admin facilities, roads, bomas, fencing, workshop and housingManagement and maintenance of park infrastructureand equipmentImplementation of effective law-enforcement programmesManaging relationships with neighbouring communitiesand implementing community projects linked to the success of the parkEstablishing and collecting tourism and other fees, andmonitoring performance of commercial operators.

Photograph by Daniel Dolpire

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Chairman’sStatement

Africa’s national parks are one of the continent’s greatestassets - something to be nurtured for posterity, and for thedevelopment of this remarkable continent. However, theburden of responsibility for their conservation cannot liesolely with the host countries, we all have a role to play.There is little doubt that being part of such a solution, forthe benefit of both nature and people, must be one of themost worthy and fulfilling causes in the global conscienceof today.

African Parks is one such solution. With the application ofbusiness principles and disciplines that have drivensuccessful businesses worldwide, we are making a significantcontribution to the management of these parks. Peopleoften ask me “What is the difference between African Parksand other, often longer established conservationinstitutions?” The answer is simple – African Parks has amandate to manage and as such we are directly responsiblefor results, the only reason for failure can be ourselves!We do not dispense advice, we do not simply offerencouragement and support to State conservation agencies,or attempt to build capacity in other organisations – wepartner Governments and take responsibility for doing.

To give effect to this African Parks is building a Network -a strategic and management organisation in Africa, aportfolio of parks established as individual business entitiesacross the continent, and a range of financial partners fromacross the globe – all have a critical and defined role toplay in the Network, the African Parks Network.

The level of impact we can have on the conservation ofAfrica’s national parks is dependent on our ability to growthis Network. Therefore I call on all individuals andinstitutions that share the desire of achieving a meaningfulimpact to become part of this solution.

Piet KlaverChairman

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CEO’sReport

fence around Majete and that has committed to funding the second elephant translocation into Majete to be undertaken in 2008.Adessium Foundation which has committed significant resources to fundingLiuwa Plain National Park for the period of 2008-2010Turing Foundation which committed ¤1m to the core costs of the two Marine Parks in the Red Sea in Sudan for the period 2007-2011.WWF Netherlands committing the organisation to fund two new projects to the tune of ¤1m per annum for the next three years.The Prince Bernard Fund for Nature which committed ¤40,000 to the collaring of seven elephants in Malawi in preparation of the translocationof 100 elephant to Majete.Paul van Vissingen’s daughters, Alicia and Tannetta, agreed to fund the entire overhead cost of APN for 2008, ensuring that this cost does not come out of existing financial reserves and allowing 100% of all other funding to be allocated directly to parks.The Dutch Embassy in Addis Ababa committed ¤3.15m for key infrastructure developments in Omo and Nech Sar over a two and a half year period.

3. The Boards of Stichting African Parks Netherlands and African Parks USwent through a number of changes. AP is grateful to those Board members whoplayed a positive role in the organisation over the years and welcomes all newBoard members assisting in taking these organisations forward. Unfortunatelylittle progress was made on revitalising the African Parks UK, and little progresswas made with the formal registration of African Parks Belgium.

4. A concerted effort to professionalise management of the Parks wasachieved through the compilation of a single Operations Manual that definesthe AP approach. Comprehensive business plans were also developed - forLiuwa Plain, Majete, Garamba and Omo, clearly describing objectives formanagement over a five-year period, the required investment to achieve thedefined results, and the ability of the park to generate income.

5. The final component of the strategy was growth based on quality projects.As a first step this required that we took a critical look at the existing parkswith a view to ensuring long-term success. Therefore it was agreed with theBoard that a firm and sustainable arrangement needed to be concluded withthe Guji community who were living in Nech Sar and utilising the plains in anunsustainable manner. To an extent this was achieved and a formal agreementsigned with the Guji, defining a core area of the park to be free from bothpeople and cattle. We requested the authorities to recognise this agreementas an acceptable and practical compromise for the benefit of both people andnature. This recognition was not forthcoming and as a result in late 2007 weformally announced our decision to withdraw.

A similar situation arose in Omo National Park. With eight distinct ethnicgroups living in or utilising the Park, the only chance of securing a sustainablefuture for Omo was negotiating limits of use of the land and natural resourcesby each of these groups. Such a negotiation process is complicated and fraughtwith representation problems and extreme logistical challenges. To complicatematters Survival International, a human rights organisation, publicly criticisedand threatened African Parks and our partner organisations. This criticism,although unjustified, did highlight the need for this process to be objectivelydriven. If African Parks attempted to facilitate such dialogue, it would onlyattract hostility and challenge from one party or other, regardless of how wellmanaged the process may be. As a result we announced to Government ourintention to terminate our activities.

When as a group of five friends we established African Parksin 2000, we never envisaged how difficult it would be toconvince others of the merits of the African Parks approach.Therefore it is now gratifying to reflect on how much hasbeen accomplished. To a large extent this was the result ofthe personal and financial commitment of Paul Fentenervan Vlissingen, one of the five founders who was also deeplycommitted to Africa and believed in its future. However,the future of African Parks, and hence our impact on Africa’sconservation landscape, lies in building on thesefoundations. Therefore in late 2006, when the Boardrequested that I lead the organisation, I accepted thechallenge with the same enthusiasm and sense of beliefthat we all had in the early days. Together with the Boardof the Stichting African Parks Foundation we agreed to anumber of changes that we believed were necessary, bothin assisting governments with managing their parks and insecuring funding partners. 2007 was largely aboutimplementing these changes:

1. Moving the core of African Parks from the Netherlandsback to Africa was accomplished by registering the AfricanParks Network as a not-for profit organisation in SouthAfrica. Various factors were considered in the selection ofSouth Africa as the legal domicilium for African Parks, suchas banking and legislative structures, ease of access intothe continent and the existence of a number of multi-national organisations that operate in similar countries toAfrican Parks. A new Board has been established, consistingpredominantly of eminent Africans, including CyrilRamaphosa and Mavuso Msimang from South Africa. At theend of 2007, the Dutch Board formally handed over strategicand management responsibility to the newly appointedBoard. As a result of this, African Parks is the only Africanorganisation that takes on the management responsibilityof parks and protected areas in Africa. The Head Office wasestablished in Johannesburg, now the base for the ExecutiveManagement team.

2. A much stronger emphasis was placed on real“partnerships” with governments, conservation institutions,foundations and private individuals. To this end local boardswere reconstituted and clear mandates provided. Wherethe national conservation authority was not representedon these Boards, they were invited to do so. As a result ofthis approach, agreements were signed with a number ofkey institutions committed to funding the work of AfricanParks. Larger examples include:

The Liberty Wildlife Foundation, that is funding the

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base of support for such a project. The consultations will now continue withGovernment and is still hoped that a formal agreement will be concluded in 2008.

Whilst these strategic changes were being implemented, teams in the fieldcontinued to make excellent progress with management operations. Detailsare captured in the individual park reports that follow.

2008 promises to be an exciting year for African Parks - one focused on growth.We will complete the unpleasant but necessary process of withdrawing fromNech Sar and Omo, which shall be done in the best manner possible includingleaving behind key equipment which will ensure that Government has the toolsto continue the work. If negotiations are unsuccessful with the SudaneseGovernment, then African Parks will withdraw from these projects as well.Thereafter it is our full expectation that in the course of 2008, we will committo at least two additional parks, possibly more and there are many possibilitiesin this regard. However all new projects must have a proper agreement whichgives African Parks a mandate to manage, and the timing of this process isextremely unpredictable. If we are unable to secure such a mandate, then itmakes little sense to invest. A key consideration in expanding is of course ourability to properly resource the projects, particularly with competentmanagement teams and to provide them with the necessary support. AfricanParks currently has the capacity to absorb an additional three parks with theexisting management component in place.

Finally I would like to thank our staff, all 750, who execute their responsibilitieswith diligence and courage. Without their commitment African Parks wouldnot achieve the results that we focus on. One only has to consider the incidentof Patricio Alvarez, our community coordinator in Omo who was tossed by abuffalo bull four times and gored in his stomach, back and legs to understandthe real risks that our staff face on a daily basis. The fact that he was backin the field a month later, having undergone surgery in Nairobi, is also atestament to the commitment of our staff to their responsibilities.

Peter FearnheadCEO: African Parks Network

In Sudan we set ourselves the target of concluding a propermandate with the authorities by year-end. Althoughsignificant progress was made, it has still not beenconcluded and it remains to be determined whether theSudanese Government will do so. If not, these projects shallalso be terminated in the course of 2008.

Confident that we were in the process of cleaning up,professionalising our operations and growing our base offinancial partners, we began looking at new projects. Athorough investigation of Niokolo Koba in Senegal wasconcluded, draft agreements tabled and institutionalstructures debated. However talks became protracted asthe authorities disagreed amongst themselves, resultingin the file being closed towards year-end. However, in lateDecember the Government of Senegal officially requestedAfrican Parks to recommence negotiations, so it is stillpossible that we will conclude a partnership there in thecoming year.

In Rwanda a formal Memorandum of Understanding wassigned in May with the Office Rwandais du Tourisme et desParcs Nationaux (ORTPN) for the management of AkageraNational Park. This was followed up with the necessary legalstudies, a business plan produced and an agreementdrafted. African Parks also completed a fencing studyrequested by ORTPN. This project was to be the first projectfunded through the partnership with WWF Netherlands.Unfortunately shortly before the conclusion of the finalagreement, the Rwandese Government concluded a MoUwith Dubai World that superseded the one with AfricanParks, one of the conditions of which was assuming totalresponsibility for Akagera for the next 198 years.

Officials from the Department of National Parks and Wildlifein Malawi also requested African Parks to consider assistingwith the management of Liwonde National Park. AfricanParks embarked on a consultative process with the entiremanagement of DNPW and concluded the year with a broad

Photograph by Daniel Dolpire

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GarambaNational ParkD E M O C R AT I C R E P U B L I C O F C O N G O

Garamba National Park is situated in the northeastern corner of the DRC,bordering Sudan. Established in 1938, it was one of the first national parks inAfrica, and was declared a UNESCO World Heritage Site in 1980. Garamba issurrounded by three hunting sectors or domaines de chasse, and is home toover 5,000 elephant and 8,000 buffalo. The complex also hosts importantpopulations of hippopotamus, Uganda kob and Lelwel hartebeest. Garambais also the last refuge for the Northern White Rhinoceros and the Congo giraffe.The hunting sectors, being more forested, also harbor bongo, chimpanzee andsitatunga. African Parks officially assumed management of Garamba NationalPark on 12 November 2005 in partnership with the Institut Congolais pour laConservation de la Nature (ICCN).

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General Park Management and InfrastructureInfrastructure and procurement have been key features of 2007 and significantpurchases were: a six-seater Cessna 206 plane, two-seater Tetras ultralight,two pick-up 4WD vehicles and a dozen motorbikes. This has been complementedwith office equipment, furniture, ranger and camping equipment, medicalsupplies and equipment for the Nagero health centre, and communicationsets for vehicles and foot patrols.

An office block was erected and is almost finished. Other buildings include aguesthouse to be completed in 2008, a staff canteen, law-enforcement roomwith a prison cell, two VHF radio relay stations and various smallerconstructions. A new airstrip at the operational base is almost complete. Allstaff in the park have now received clear terms of service. A draft manual ofprocedures was produced and is awaiting the endorsement of the wildlifeauthority. A first version of the business plan was also completed and will beimplemented in 2008.

Financial PartnersAs in 2006, the main financial partner for the Garamba project has been theEU, providing a significant contribution to the management costs of the parkwith a ¤3.1 million grant covering the period from July 2006 to July 2009. TheItalian Government, through the World Heritage Centre of UNESCO, has alsoprovided this year approximately $100,000. African Parks Foundation alsocontributed to the core costs of the project with $200,000 of it own resources.Discussions with ICCN and the Global Environment Facility/World Bank havecontinued throughout the year, and it is expected that a contribution of $2mwill be made available to the project as of July 2008 for a period of 5 years.

OBJECTIVES FOR 2008

A Chief Technical Adviser will be recruited and will be in charge of scientificand technical support. The most immediate target will be to train 80 candidaterangers, of whom 40 will boost the anti-poaching department. Aerialsurveillance and monitoring will be carried out with greater frequency. Contactswith the South Sudanese wildlife authorities will be intensified, and transfrontiercollaboration will be stepped up in order to progressively secure the northernparts of the park and gain better control of the border area.

As part of the survival strategies agreed in September 2007 in Kinshasa, anyremaining rhinos will be equipped with horn radio transmitters, enabling thedeployment of constant security rangers. This will be done in collaborationwith Fauna and Flora International (FFI) and the operation will be partly fundedby a grant from the US Fish and Wildlife Service. With the financial assistanceof the Italian Government through UNESCO, our partner FFI will implement a2-year community conservation programme in and around Garamba.

There will be a focus on refurbishing the infrastructure at Nagero and thensubsequently at Gangala na Bodio. The business plan and an interim generalmanagement plan for the park and its three hunting reserves will be continuouslyupdated. The search for additional sources of funding will also be a majorpriority for the year.

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsGiven the poaching history of Garamba, law enforcementplays a crucial role in preserving biodiversity. Despite anageing ranger force, a monthly average of 1,500 man-daysof patrols was achieved during the year, leading to 27arrests, most importantly the arrest of a notorious poachingleader. With the financial assistance of the EU, a group of37 older rangers were retired, and 80 new people have beenpre-recruited. They will undergo intensive training, sitexams, and the 40 best candidates will be selected.

The continued presence of the Lord’s Resistance Army, aUgandan rebel group, in some parts of the Azande huntingreserve has hindered patrolling of that area as well as in thenorthern part of the park. Peace talks between rebels andthe Ugandan authorities are being held in South Sudan, and2008 will probably be a crucial year for the security in theregion. Monitoring teams continue to collect vital data aboutnumbers of key species and their seasonal movements.

The rhino population is still estimated at a maximum of onlyfour individuals, although very few direct or indirectobservations have been reported during the year. AP hasbeen leading the drive in determining a strategy to save thissub-species and in this regard a very important workshopwas held in Kinshasa in September, where a group of topofficials and conservation experts debated the survivalstrategies for this population on the brink of extinction.Some active measures will be taken in 2008 (see further).

The first contacts to revamp transfrontier collaboration weretaken with the wildlife authorities of South Sudan, who areready to engage their Congolese counterparts in regionalmeetings, joint law enforcement and information sharing.

Community InitiativesThe official agreement between the park and the threetraditional authorities has been renewed, according towhich community projects are funded or implemented bythe community conservation department of the park. Mainprojects for 2007 have been: procurement of medicalsupplies and equipment to three health centres, equipmentfor a school, building of three wells, educational materialsfor schools, and support to a local radio station. Educationmessages have been regularly broadcasted through variousmedia, highlighting the values of the park and the rightsand obligations of the populations with regard to naturalresource use.

TourismDue to the extremely difficult access to the park, the overalllack of tourism structures at the national level and of coursethe security situation in northeastern DRC, tourism to thepark remains a distant possibility.

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LOGISTICAL CHALLENGES IN GARAMBA

Until the early sixties, the Garamba region was easily accessible. It wassituated along the “Royal road”, an all-weather road that connected theCongo and Nile watersheds, between the Ugandan border and Kisangani (ex-Stanleyville). Today Garamba lies in one of the most remote and inaccessibleparts of DRC.

Transporting equipment and necessities to Garamba is a daily challenge andrequires creativity in order to implement seemingly simple tasks like buildinginfrastructure or supplying rangers and other field staff with equipment.Charter flights were a regular occurrence to transport fragile and valuablegoods, usually in batches of about 2 tonnes at a time. Even qualified humanresources, such as masons, mechanics and accountants have to be flown infrom distances of up to 1000km, given the acute shortages of local skills.

For supplies like building materials and food rations, the project organisesmonthly shipments of trucks from Ariwara, with loads of 10 - 20 tonnes at atime which sometimes take more than a week to complete the 250km journey.During the wet season, the road is impassable so trucks usually transit throughSouthern Sudan. This requires unloading the lorries twice, once at each bordercrossing, but shortens the journey as it is possible to make it in 5-7 daysinstead of 20-30 days through DRC.

Goma is another important hub for Garamba logistics. Located at a distanceof 600km, it provides good access to spare parts, tools, lubricants, officesupplies, computer equipment and consumables. Since June 2007, freight issent free of charge from Goma to Bunia by ECHOFLIGHT, a service companyset up by the European Union to support EU-funded projects in DRC. FromBunia, the goods are then forwarded to the park with our Cessna 206.

Finally, another way to ship goods to Nagero is by bicycle. This works best forfoodstuff such as rice, cassava flour, palm oil or beans (all part of rangers’rations). This system is widespread in the district of Haut-Uele where thecapital, Isiro, is only supplied during the rainy season (April to December)by this means, at 100kg per bicycle. We will test this system for transportingfuel during 2008 in order to minimise transport costs and as a mechanism forsupporting the local communities. The cost for a 100kg delivery from Ariwarato Nagero is $30.

Challenging logistics have a strong impact on project costs. For example abag of cement costing about $9 in Nairobi will cost about $40 by the time itreaches Garamba. With fuel, a litre of diesel which costs $1.1 in East Africaends up as $1.9 in Garamba. Luckily the project has recently acquired a Cessna206 six-seater aircraft that greatly facilitates the movements of people andfragile equipment and supplies. The plane is also an essential backup toolfor our staff, in an area where security is not always guaranteed and medicalemergencies can quickly become life threatening.

Marcel ColletPark Coordinator, Garamba National Park

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Tucked away between the Zambezi River and the border with Angola on the edgeof the Barotse Floodplain, this 3,660km2 park is dominated by extensivegrasslands and is interspersed with woodland islands - the only refuges of manyspecies in the annual wet season, when the Zambezi River bursts its banks.

Liuwa is well-known for the seasonal migration of some 33,500 wildebeestbetween the north west and southern parts of the Park, covering about 250kilometres. Accompanying them are large herds of the rare Upper Zambezisubspecies of zebra. The rich grasslands also support populations of red lechwe,oribi, tsessebe and now eland, reintroduced in 2007. Predators are representedby large clans of hyaena and remnant populations of lion, cheetah and wilddog. People are also a major component of the Liuwa ecosystem, and manytoday are descendants of the original traditional game keepers who were locatedhere by the Litunga (King) to protect the Park over a hundred years ago.Management is working towards reinforcing traditional conservation values.

Liuwa is managed through a partnership between African Parks, the ZambiaWildlife Authority and The Barotse Royal Establishment concluded in 2003.Through this partnership all key elements of the Park are addressed.

Liuwa PlainNational ParkZ A M B I A

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was generated through entry fees. A potential lodge investor was hosted, andit is hoped that this will result in an investment in an upmarket lodge in thecoming year. The short tourist season due to flooding and specialist marketremain a challenge for tourism development. A concern is the declining numbersof tourists from the main market in South Africa despite an active marketingcampaign, although this was offset by increases in tourists from other areas.

General Park Management and InfrastructureThe completion of the Business Plan for the next five years was a significantmilestone as it clearly defines the goals of the project, and will ensure theproject continues to grow from strength to strength. All staff were placed onformal contracts, protecting the interests of employer and employee alike.Infrastructural developments include completion of the boatshed andimprovements at Matamanene Camp. An ultra-light aircraft and amphibiousvehicle were purchased and will be delivered in early 2008. Other transportationchallenges of the past year were solved by replacing 6 motorbikes and 2 quads.Theft was identified as a threat to the project and concrete steps were takento mitigate this, with excellent results – the perpetrators are now in jail.

Financial PartnersThe achievements of 2007 would not have been possible without financialsupport of key partners such as Stichting DOEN, the Koornzaayer Foundationand DGIS. Through these partnerships significant progress was made inrehabilitating this great African Park. Mr. Rodney Fuhr again provided supportfor the biannual game census. The working partnership with USAID/ PROFITcontinued to support community development initiatives. The AdessiumFoundation was hosted in Liuwa, resulting in a significant commitment towardsfunding the core operating costs for the next three years.

OBJECTIVES FOR 2008

Good Park management is based on good information, thus the establishmentof a research station in Liuwa will be pursued in 2008. The introduction of lionto supplement the existing population will also be explored. Monitoring ofintroduced eland will continue, with the aid of the ultralight aircraft, whichalso assists greatly with monitoring of other species such as migratingwildebeest, and support law enforcement. There will also be a concerted effortto improve efficiency of the scout force by introducing a GPS-based patrolmonitoring system. We also expect to make further progress with dialogue onthe establishment of a Transfrontier Conservation Area (TFCA) with Angola.

In order to ensure that Liuwa Plain is conserved as a unique ecological systemwhilst ensuring community developmental interests are met, a comprehensiveland use planning exercise will be carried out in 2008. Community scouttraining will also be done, ensuring these Liuwa ambassadors fulfill theirfunction to the optimum. The Liuwa Environmental Education Program (LEEP)will be expanded, increasing numbers of both schools involved andconservation club members. With the support of the Koornzaayer Foundation,management will focus on the refurbishment and equipping of the KalaboHigh School, the single high school in the district to which children from all17 pre-schools graduate to.

A focus on development of tourism will include a marketing drive, identifyingalternative revenue streams and potentially renting out Matamanene Campto tourist operators. It is also hoped that an agreement will be concluded withan experienced operator to build and operate an upmarket lodge in Liuwa.

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsThe biannual game census, carried out in early 2007,confirmed significant increases of all key species: wildebeestare now 33,478 in number (15,000 in 2002), zebra 4,000(2,800 in 2005), tsessebe 501 (430 in 2005) and red lechwe1,167 (966 in 2005). After an absence of over 20 years, 49eland were reintroduced (see next page). These increasesare a direct result of vastly improved law enforcementefforts which include 36 arrests, 26 convictions, 8 firearmsrecovered and various amounts of meat, skins, knives,spears and fishing equipment confiscated. Fourteen AK 47s,2 shotguns and a muzzle loader were handed in as part ofthe weapons amnesty. The area covered through lawenforcement is some 6,000km2, encompassing the entireUpper West Zambezi Game Management Area. Predatorpopulations are, on the whole, healthy. There are manylarge hyaena clans and increasing numbers of wild dogbeing sighted. This includes a recent sighting of a group of11 adults with 9 pups, indicating a successful breedingseason. Illegal hunting remains a challenge thatmanagement is constantly striving to overcome.

Community Initiatives2007 was characterised by various community initiativesincluding the acquisition of building materials to completethe second classroom block at Lukoko, a Basic Schoollocated in the buffer zone to the west of Liuwa Plain NationalPark (LPNP); the installation of community communicationsystems at community campsites (Kwale, Lyangu andKatoyana) and two other areas - Mutaa and Lukoko,providing the only form of proper communication in theregion. Environmental education progressed at variouslevels with implementation of the Liuwa EnvironmentalEducation Programmes (LEEP) with its popular Inter SchoolsDrama Festival. In this program 18 schools and nearly 6,000children were reached. The three community campsitesgenerated total revenue of $6,695, sufficient to cover alloperational costs. In addition there was approximately$250 generated through the sale of curio items at the camps.The people of Lukena were given the means to clear a canalthat serves as a vital link to the outside world for theresidents of this remote village. African Parks Zambia (APZ)also provided regular assistance to GovernmentDepartments based in Kalabo. The annual payments to theCultural Fund and BRE support fund were also made. A keychallenge faced by the Liuwa management team is to ensureall such activities are in support of the core business ofAPZ. The alignment of the activities of our partner, USAIDPROFIT, with our activities is another key challenge for 2008.

TourismTourist numbers were marginally up from 432 in 2006 to 436in 2007. More significant were average increases in thelength of stay in the Park, up by 92 tourist nights, attributedto diversification of visitor activities. A total of $39,600

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REINTRODUCTION OF ELAND TO LIUWA PLAINNATIONAL PARK, ZAMBIA

For centuries the Eland has been an important culturalsymbol to the Lozi people who live around Liuwa Plain. Theintense commercial poaching of the 1990’s and early 2000’srobbed them of this beautiful cultural icon. In 2007, AfricanParks Zambia Ltd, with financial support from the DutchGovernment (DGIS), undertook the relocation of 49 Elandto Liuwa. The movement of these animals took place inNovember, just before the onset of the rainy season with itsaccompanying floods. The animals were sourced from privategame ranches from within Zambia and moved to a holdingfacility in the Mazabuka area where they were quarantinedfor veterinary reasons and given an opportunity to improvetheir physical condition prior to the long trip to Liuwa.

During this time some of the animals were fitted with radiocollars to assist management with keeping track of theirmovements post release into the Park. The journey fromMazabuka to the Western Province was a long and arduousone that included an 850km drive and moving animals fromthe light truck used for the first leg of their journey to a 4x4truck at the town of Mongu for the formidable crossing ofthe Barotse Floodplain and the Zambezi River. All of the tripsto the Park went smoothly and the animals were releasedinto an 8-hectare holding pen in the Park to acclimatisebefore release.

During this time an expert on radio tracking was brought inby management to train local staff on the use of telemetrytracking equipment. Upon release the animals were followedby the tracking team, ensuring that they were safe and theirlocation always known. As was expected, there were someinitial erratic movements but the animals settled quitequickly in an area to the north of the holding pen in fourwell-defined groups of 1, 2, 22 and 24. The early onset ofthe annual floods has forced these animals to move awayfrom the plains and to settle in the higher lying woodlands.The tracking team is monitoring their movements and keepingan especially close eye on a heavily pregnant female – thenext chapter of the Liuwa Eland Story is soon to begin!

Craig ReidPark Coordinator, Liuwa Plain National Park

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Photograph by Daniel Dolpire

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MajeteWildlife ReserveM A L A W I

Majete Wildlife Reserve (MWR), proclaimed in 1955, is situated in the LowerShire Valley, a section of Africa’s Great Rift Valley, covering an area of 700km2.Vegetation is diverse, ranging from moist miombo woodland in the westernhills, to dry savannah in the east with prominent thickets along the riverbanks.Poaching of large mammals accelerated during the late 1980’s and by 1990most species of game had been exterminated. In addition to poaching, illegallogging of hardwoods was widespread and a World Bank-funded project toimprove the park’s infrastructure was terminated prematurely. In 2003 AfricanParks concluded an agreement with the Department of National Parks andWildlife (DNPW) to take on responsibility for the rehabilitation, developmentand management of MWR. To date over 1,000 animals of 11 species have beenreintroduced into Majete and latest census results show that the numbershave more than doubled.

Photograph by Daniel Dolpire

60 community members receiving training in beekeeping, 20 in poultry keeping,130 in forest management techniques and 60 in home-based care. Furthermore17 people were trained to grow mushrooms, 15 carpenters to make modernbeehives, 20 were trained in broiler chicken management and 15 were trainedto make necklaces from tree seeds.

Income-generating activities were expanded in the course of the year by 9beekeeping clubs and 2 rabbit clubs. One oyster mushroom project and ajewellery-manufacturing club were established. With the completion of thecommunity campsite, traditional dancing and music performances werearranged for guests, providing an income for the dance groups. In terms ofeducation, school fees were paid for 60 deserving students; 5 secondaryschools were visited and 45 orphans in primary schools were supported. Aregular feature of the community programme is interaction with communitystructures. This proved to be a particularly useful tool to ensure consensuswas achieved about the alignment of the fence.

TourismThe year saw a significant increase in visitor numbers due to more activemarketing and the attraction of elephant and rhino translocations. Therewere 1,699 paying visitors and 396 official visitors to the park. Park entrance

fee revenue was $8,429; accommodation charges were $9,191, income fromactivities was $3,629; visitors guide fees were $187; food and drinks $2,041and the Heritage Centre took $383 to give a total park income from tourismof $23,860.00, way ahead of the year target. A guest participation programlinked to the rhino capture contributed additional income of $30,000to Majete.

To promote Majete, 7,500 brochures were distributed throughout Malawi, ashort visitor’s guide was produced and four newsletters circulated. In themedia Majete featured in the Malawi Tourism brochure, adverts were placedin national newspapers; an article appeared in Air Malawi’s in-flight magazineand an article in the national tour guide. Three articles about the rhinotranslocation appeared in Dutch newspapers and four positive articles werepublished in national newspapers. Exploratory discussions were held with asignificant player in the ecotourism industry about taking a concession tobuild an upmarket lodge, with provisional identification of a site in a mostattractive area with lots of wildlife.

General Park Management and InfrastructureThe completion of a formal business plan for the period 2008-2012 is asignificant step in ensuring the implementation of efficient management

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsThroughout 2007 there has been continued focus on effectivelaw enforcement, eliminating the threat of poaching. Lawenforcement consisted of 909 short patrols, 88 long patrolsand 10 major anti-poaching operations outside of thereserve boundaries, resulting in 67 arrests and 79confiscations of poaching equipment. While the scouts areequipped, funded and controlled by African Parks Majete(APM), they are mostly trained DNPW staff seconded to theproject. Challenges faced in 2007 included inadequatesupplies of Government-issued firearms and inadequatehousing for staff. Law enforcement will ensure thereintroduction of the full complement of animal speciesindigenous to Malawi. The main effort in this regard during2007 was the introduction of six black rhino (five femalesand one male) from South Africa. (see page 21)

Numbers of buffalo, zebra, sable antelope, kudu, eland,Lichtenstein’s hartebeest, nyala, warthog and impala

increased. The elephants translocated in 2006 from LiwondeNational Park continue to thrive, with one more calf bornin 2007. Two boreholes were drilled, fitted with solar-powered pumps and drinking troughs completed, with hidesto be built so that visitors can comfortably view game. Eightelephants which are to be translocated to Majete wereimmobilised and fitted with radio collars in preparation forthe capture of these animals in June/July 2008.

Community InitiativesOur main objectives were to streamline community-basedprograms and create partnerships that make space forspecialist NGOs and others to play an increasingly significantrole in the upliftment of local people around Majete. Anunder-five clinic and two school classroom blocks werecompleted at Namitsempha. A maize mill and two troughsfor watering cattle were erected and a rural librarycompleted. A fully serviced community-run moderncampsite was also completed near Matithi, which willprovide an income to this community. Training topromoteself-sufficiency was a highlight of the year, with

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Financial PartnersFinancial partners contributing to the operational costs of Majete were StichtingDoen, USAID, and the Times Leadership Challenge. The Liberty WildlifeFoundation funded the bulk of the boundary fence, the Prince Bernhard Fundfor Nature supported the Phirilongwe elephant collaring, Mrs. Anne Hoijerfunded the Heritage Centre, Mr. and Mrs. Faber paid for part of the rhinotranslocation costs and the Alexander Abraham Foundation funded thecommunity sensitisation work necessary for the elephant translocation to beconducted in 2008.

OBJECTIVES FOR 2008

Top priority for 2008 is to further restock Majete once the boundary fenceis complete, with planning far advanced to move 50 elephants from LiwondeNational Park as well as additional plains game. It is hoped that our partner,the DNPW, will also provide other species for the Pende. Thawale TentedCamp is being refurbished and expanded, and will be managed to optimiseincome in preparation for eventual commercialisation. A critical challengeis finding high-yield waterholes in the otherwise arid Pende area. Similarlyit is a top priority to find additional financial partners to support the parkthrough this critical development phase. In this regard an effort will bemade to market the private, non-commercial lodge concessions in the parkand to evaluate the feasibility of limited trophy hunting as a means ofensuring financial sustainability.

systems. Over the year Majete provided employment for (onaverage) 250 staff: four in management, 19 law enforcementpersonnel, 11 senior field staff, 5 community workers and220 labourers (90 engaged on the new fence). One Scoutleader is on a 2-year course at the Malawi College of Forestryand Wildlife; a cook attended a course at the MalawiInstitute of Tourism and seven camp staff were also trainedby the Institute. One senior staff member took a projectmanagement course. The Park Coordinator continued withhis studies on strategic management and planning that willlead to an MSc degree.

Excellent progress was made on the erection of a perimeterfence around the park, an investment necessary to ensuredangerous species such as elephant, buffalo and hippo donot impact on neighbouring communities. Work commencedon the building of a new scout camp at Pende, with boreholesdrilled. The new entrance gate, heritage centre, communitycampsite and a new management house at Matithi werebuilt. Houses for two fence attendants and three juniorstaff were built and three river crossings (drifts) werecompleted. An additional 6 motorbikes, one Unimog andone Land Cruiser were taken into service on the fenceconstruction project.

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SIX BLACK RHINO RELEASED IN MAJETE WILDLIFE RESERVE

Alicia and Tannetta van Vlissingen donated five black rhino (four females,one male) to Malawi in 2006. Since Majete has suitable habitat for the speciesas well as adequate security, the Department of National Parks and Wildlife(DNPW) decided that these rhino should go to Majete. The DNPW also acquiredan additional female in an exchange that included the move of two surplusbulls from Malawi to South Africa. In total, therefore, six black rhino werebrought to Majete. The costs of the capture and transport of the animalswere partly sponsored by Kornelis and Anneke Faber. The entire process tookmonths of preparation and planning. Permits, drugs, trucks, helicopter, cargoaircraft, accommodation and food for rhino, and a professional captureteam all had to be in place. In addition “bomas” (holding facilities) had tobe constructed in Majete, and a crane-truck borrowed from FES, a localengineering firm.

The CaptureThe rhino for Malawi were captured in South Africa in September 2007. A smallnumber of paying guests took part in each capture operation, either watchingfrom a helicopter or taking part with the ground team. Their fees covered alldirect costs as well as providing a substantial contribution to the income ofMajete. The two bulls that were part of the exchange transaction to acquirethe extra female were also captured in September.

The TransferThe six rhino left South Africa in a Hercules C-130 cargo aircraft in the earlyhours of 1 November 2007, arriving at Blantyre at dawn, from where they weretransported in crates using a hired truck, to Majete. After the rhino were guidedinto their pens, the two surplus bulls began their journey to South Africa onthe same truck and plane. The black rhino were officially handed over to theGovernment of Malawi and accepted by the Minister of Tourism, Wildlife andCulture, Mrs. Callista Chimombo, during a ceremony held at Thawale.

The ReleaseAfter a few days the bull “Lundu”, and the five females “Shamwari”, “Cassia”,“Callista” (named after the Minister), “Kumi” and “Regan” were released inMajete. Each was taken separately to a different sector of the reserve toavoid any possibility of fighting immediately after release when the animalswere still confused and partly sedated. Before the release, a small radiotransmitter was implanted into the anterior horn of each rhino to facilitatethe monitoring of the animals during the crucial phase of settling in to theirnew home.

Current StatusThe rhino are monitored daily by scouts to ensure that they have no injuriesor other problems. All the rhino settled down with no fighting among themselvesor with the existing resident bull “Chimpanje”. They have now establishedtheir home ranges and appear to be doing well. Interactions with “Chimpanje”also appear to be normal. Blood tests at the time of capture showed that atleast four of the five females were pregnant and are expected to calve withina year of their arrival. The establishment of a viable population of blackrhinoceros in Majete Wildlife Reserve is a major step forward for theconservation of this endangered species in Malawi.

Patricio NdadzelaPark Coordinator, Majete Wildlife Reserve

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OmoNational ParkE T H I O P I A

Situated close to the Sudan and Kenyan frontiers and bordered by the OmoRiver on its eastern boundary, Omo National Park (ONP) is perhaps Ethiopia’slast remaining large wildlife refuge and true wilderness area. This nationalpark of 4,069 km2 is composed of a mosaic of landscapes ranging from grassplains, riverine forest and open woodland on the valley floor to cloud forestin the surrounding mountains (altitude variation is 450m to over 2,000m).This landscape leads to a diversification of habitats and a high wildlifebiodiversity with over 300 species of birds and more than 50 mammal species.

Eight ethnic groups live in and/or around ONP (Nyangatom, Mursi, Suri, Dizi,Kwegu, Mguji, Bodi and Me'en). Omo’s unique and valuable wildlife resources, are severely threatened by increased human and livestock populations, theconflict between different ethnic groups for access to these natural resources,poor accessibility, a lack of infrastructure and the fact that the park has stillnot been formally gazetted.

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where there is a population of perhaps over 2,000 animals.

A GIS expert was hired and a GIS database system developed. With data fromthe 2007 aerial survey, management started to gain an understanding of thedistribution and density of wildlife, livestock and human activities. Analysishas clearly shown there is very little overlap of people and wildlife and thatin the areas where communities live, limited or no wildlife remains. Researchon vegetation classes (including invasive species) and on giraffe has beenconducted by international research students. Patrol teams greatly increasedtheir coverage and monitoring efficiency of the park: teams walked over 7,700kms during their short and long patrols in 2007.

Community InitiativesThe focus in 2007 was on building a strong team to develop a trustingrelationship between the park and various ethnic groups. Communities relyheavily on natural resources and a solution for both communities and natureneeds to be identified and implemented if these resources are to be securedfor the future. The team commenced a survey, incorporating the 8 communitieswithin a 20km buffer around the park, during which the value of nationalparks and AP’s role were discussed. Participatory mapping techniques were

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsThrough aerial surveys and data collected in the field it isnow clear that five key species in ONP are in danger ofbecoming or are already locally extinct. Giraffe (believedto be Rothschild giraffe, Giraffa camelopardalis rothschildi)remain in only two small isolated populations in the park,with a total population of less than 20 individuals. Lelwelhartebeest have a similar status with very limited distributionand possibly only 20 to 30 individuals remaining. Fortunatelythere remains a viable population of hartebeest outside thepark in the “no-mans” land between the Bodi and Mursicommunities. Oryx are low in number with less than 50animals left. The elephant population is very vulnerable andunder great pressure from ivory poaching by localcommunities. The aerial survey indicated a population ofonly 65 remaining but this figure is known to be inaccurate.Zebra are locally extinct in the ONP. However, like thehartebeest, they are found in the same “no-mans” land

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Financial PartnersOmo’s financial partners included GTZ who committed to funding the communitydialogue for a two year period with a value of ¤200,000. Volker Wesselscontinued their generous support to Omo by supplying engineering expertiseto assist with access challenges, and the Royal Netherlands Embassy whichconcluded an agreement for ¤3.15m to support key infrastructure investmentsin Omo and Nech Sar National Parks for 2007, 2008 and 2009.

OBJECTIVES FOR 2008

In late 2007 African Parks Foundation formally announced its decision to notcontinue with its management activities beyond its original three-yearcommitment. When the agreement was signed in November 2005 thecomplexities and challenges of managing Omo were recognised, albeitunderestimated. It is now clear that the situation is unsustainable, withcompetition for land and other resources between the eight ethnic groupsresulting in often intense hostility. The only hope for Omo and the peopledependent on the ecosystem was negotiating limits of use of the land andnatural resources by each one of the different ethnic groups. If successful thiswould have brought about peace and stability, something desired by all theethnic groups. Such a negotiation process is extremely complicated and fraught

with problems of representivity, legitimacy and self-interest as well as extremelogistical challenges. To make matters more complicated, SurvivalInternational, a human rights organisation immediately assumed mala fideson the part of African Parks, and without ever visiting the area and consultingthe communities they purported to represent, publicly criticised African Parksfor its endeavours and threatened it with legal action. This criticism, althoughunjustified and not supported by other international developmentorganisations, highlighted the need for this process to be objectively driven.If African Parks attempted to facilitate such dialogue, it would only attracthostility and litigation from one party or other. The contract anticipated aninitial three-year commitment - as a result African Parks did not believe thatit was possible to solve the complexities of Omo, at least not in the remainingtimeframe. Nonetheless, AP is committed to a smooth exit process and willattempt to assist the Ethiopian Government implement an alternativemanagement solution for Omo, should this be desired.

used to better understand the communities’ concepts,boundaries and use of the land. A nurse and veterinarianaccompanied the park community teams to assist the localcommunities in human and livestock health issues, withover 1,200 people and 10,800 livestock treated in the firsttwo months of the survey.

GTZ agreed to fund and work with African Parks and thecommunities to develop a communication process, withGTZ to act as mediator and facilitator in the communicationprocess to ensure the true participation of the local peoplein park and community-related topics. ONP assisted thecommunities with medicines, transport, personnel andfunds on several occasions in 2007 when there have beenoutbreaks of human and livestock diseases.

TourismDue to the difficult access and no means of crossing theOmo River, the Park makes for a challenging destination.Tourism to Omo remained very limited with only theoccasional visitor.

General Park Management and InfrastructureKey park staff were employed and trained in 2007, and a5-year business plan was drafted. An ultra-light plane,tractor, motorbikes, pull-grader, trailer, and slasher wereprocured and the renovation and building of MuiHeadquarters in the centre of the park has been a challengebut the living and working conditions are now greatlyimproved. A visitor’s camp with eating and cooking facilities,additional accommodation, offices and ablutions havebeen constructed. A VHF radio system was installed and allvehicles, patrols, community teams and bases are now in24/7 contact. The HQ also now has Vsat internetcommunications to the outside world.

Access to the park is the main challenge, as this is vital todevelop tourism, reach and integrate communities and runan efficient operation. Volker Wessels, a Dutch engineeringcompany, has given their support with a focus on access(roads, pontoon and airstrip). The airstrip has beenupgraded (1st phase), a suitable pontoon has beenidentified and Terms of Reference for the roads was drafted.

Photograph by Daniel Dolpire

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While I visited the Mursi, my Ethiopian colleague rented mules to go up anddownhill across Dizi and Surma land. We both came back with the same answers:access to human and livestock health services; education and durable peaceare the most urgent needs for the Omo Valley people. Trekking across Mursi,Bodi, Dizi, Nyangatom and Surma territories, we learnt how proud, tough,cordial and welcoming these people are. We slept with them and with theiradored holy cattle, we drank their salty coffee in banana leaf cups, we amusedthem with our nerdy way of dancing, we laughed and were saddened with theirstories of life and death, but above all we gained a profound respect for themand their culture.

We also learn that hunting a dangerous animal or a neighbouring enemy isconsidered amongst many of the ethnic groups of Omo valley as a sign ofbravery and proof of manhood. A Dizi is as valuable as a leopard for the Surma;a Mursi is equally appreciated as a buffalo by the Nyangatom. Although rarer,when a Surma kills one of his own, the killer must go through a cleansingprocess. A black sheep must be sacrificed and its blood spread all over thekiller’s body before being accepted back into his community. If no black sheepis available? A Dizi man can be used! Even though rejected by most of communitymembers, this sort of tradition is still practised in the deep bush.

Life is nothing but tough here, particularly this time of the year, the dry season.This is a time of uncertainty, scarcity and hunger. The future will be determinedby rain and is undoubtedly uncertain for these people unless we, the peopleliving in the Omo Valley, join forces with the international community to securea better future for all of us.

But how to secure a future in such an environment? That is the aim of thisongoing community consultation process, to achieve community participationin the planning, management and use of Omo and its surrounding areas. It isthe only way to secure peace and ensure a future.

Patricio Alvarez,Community Coordinator, Omo National Park

“Malancori Village?’ . . . yes, just there, around the corner.”we were told. It was true, but “turning the corner” took ustwo days of walking in 40°C heat.

Life and death merge in this hot and rocky soil. Fighting forsurvival is a daily task for the people of the Omo Valley.Ever-increasing numbers of human and cattle have resultedin tremendous pressure on the already scarce naturalresources. Their goal is simple - to control land and waterresources. The means? Automatic rifles.

I am the community coordinator of Omo National Park. Myjob is to find a way of ensuring that utilisation of theenvironment used by the 8 ethnic groups is sustainable,and I have no idea how to do so. We believe the answermight come from the communities themselves, so I decidedto walk to the remotest areas to meet my neighbours insearch of answers.

Jumping from village to village on my way to Malancori, thelast Mursi southern village down the Omo River, I treatedinfected wounds, kids bitten by dogs and babies dying frommalaria and dehydration. I have no medical knowledge,but in this arid and forgotten land any help is appreciated.For the Mursi living here schools, health posts, and marketsare a dream. This is the reality of most of the ethnic groupsliving around Omo National Park. We reached Malancori,exhausted, skin fried by the sun, feet aching, and tongueglued to our palates. But the people were beautiful andwarm. I am the first white person to visit this village andwas welcomed with porridge, fresh milk and a goat. Thereading of the goat’s intestines showed us a promisingfuture; we saw peace and friendship between neighbours,we saw rain and progress…

The leopard, the Mursi and the optimistic goat.Community work around Omo National Park.“ ”

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Dungonab Bayand Sanganeb AtollMarine ParksS U D A N

Sanganeb Atoll Marine National Park lies 30km northeast of Port Sudan andcovers 22km2, although proposed buffer zones would increase this to 270km2.Sanganeb's reef rises 800m from the continental shelf and is widely reportedto be the only true atoll in the Red Sea. As a regionally important conservationarea, it is on the indicative list for UNESCO World Heritage status.

Potential threats to Dungonab Bay and Sanganeb Atoll are overfishing, sharkfinning, risk of ship collisions due to lack of navigational devices, sewage andsolid waste discharge by marine vessels, lack of effective waste collection,invasive species and coastal development resulting in habitat destruction andpollution. Our official partner in Sudan is the Wildlife Conservation GeneralAdministration (WCGA), a department falling under the responsibility of theFederal Ministry of Tourism and Wildlife. On the ground we also have strategicpartnerships with the Regional Organisation of the Environment of the RedSea and the Gulf of Aden (PERSGA), the Integrated Coastal Zoning Management(ICZM), the Red Sea State authorities, the World Conservation Union (IUCN)and the Cousteau Society.

Dungonab Federal Reserve Park, a 2,800km2 areaapproximately 160km north of Port Sudan, includes islands,land, coastal, reef and marine habitats sheltering numerousspecies, including manta ray, sharks, dolphin and theendangered dugong (sea cow). The length of coastlineinside the park is over 200km and the two principal villageswithin the park, Mohammed Qol and Dungonab, are hometo 2,000 people of the Beja tribe.

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conducted by PERSGA, The Cousteau Society and African Parks in partnershipwith the Integrated Coastal Zone Management (ICZM). From mid October tomid November 2007 specialists in various fields collected data about thestatus of the coral reefs. The biological and socio-economic data collectedwill be used for the ICZM Plan for the Red Sea Coast of Sudan and will also beavailable for Park management as a tool for decision-making.

Community InitiativesLocal communities are one of the main users of the parks' resources, makingtheir active participation and consultation vital. The objectives of the parkswere discussed and fears that fishing would be restricted or even forbiddenwere addressed. Species that are currently threatened will be protected,resulting in a sustainable economic situation and sustainable ecosystems.Our environmental education programme has started to raise awareness ofthe importance of conservation and sustainable use of natural resources,making use of community meetings and small projects to change the attitudesof communities towards conservation and involving them in managing theparks. Furthermore, new Community Fund and Project guidelines were draftedand extra training to the Community Based Organisation members in projectadministration was accomplished. A coastal livelihood assessment was

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsIn May 2007, African Parks signed a one-year agreementwith the World Conservation Union (IUCN-Eastern AfricaRegional Office) to provide technical advice to AP regardingthe Sudan’s marine parks. Draft sections on enforcement/compliance and fisheries regulations for the GeneralManagement were completed, as were drafts on operationalframeworks and institutional structures.

The shark and ray project, originally planned with IUCN, wascancelled in favour of a partnership with the CousteauSociety to be undertaken in 2008. A total of 34 Manta Rayswere tagged in the Dungonab Bay Park to identify groupsize and migration behavior. It is believed the Manta Raysof the Park are one of the few undisturbed aggregationsleft in the world.

A coastal survey, similar to that conducted in 2006, was

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and rescue Zodiac, which represents a very important investment for law-enforcement, monitoring and rescue operations.

In 2007 staff training diversified and focused on individual interests andcapacities. All received first aid training and a fire-fighting course. The sixbest swimmers started their Open Water Scuba training, including thoroughtheoretical training, equipment use and safety. The other twelve were dividedinto a group to be trained in welding, car mechanics and maintenance andanother in electricity. After this training, they all received a certificate andcontinued practical training in some respectable local garage and at the SeaPort Authorities.

Financial PartnersThe Mo Ibrahim Family Trust contributed a total of $750,000 over three years(ending 2008) toward our core activities in Dungonab Bay and Sanganeb AtollMarine National Parks. In May 2007 we secured a further commitment fromthe Turing Foundation of ¤1m spread over the period of 2007 - 2011. AP is verygrateful to both the Mo Ibrahim Family Trust and the Turing Foundation fortheir financial support.

OBJECTIVES FOR 2008

The immediate objective for 2008 will be to finalise the long-term agreementwith governmental partners. If the project is not able to achieve this objectivewithin the first half of the year, African Parks will withdraw from Sudan andallocate the resources elsewhere. Should we be successful, the main prioritiesfor our involvement in the two marine parks will include a mooring buoyprogramme in collaboration with the diving industry, an awareness programmetargeting the communities inside and outside the parks, biological monitoringfor key species, implementation of proper law enforcement systems andcollaboration with IUCN and the Cousteau Society.

conducted in September 2007 as part of the IUCN projectto observe and discuss what resources and facilities areavailable to the community and what livelihood activitiesare undertaken.

TourismA form to collect dive statistics from dive operators wasintroduced in late 2007, although compliance in filling theseout has been low. Due to the fact that AP does not haveformal authority in the area, the tourism industry hasadopted a “wait and see” attitude. Future collaborationbetween AP and this industry in a mooring programme,diver’s registration and compliance is essential.

General Park Management and InfrastructureThe agreement between African Parks and the Sudaneseauthorities does not provide AP with a mandate to performthe day-to-day management functions. The need to securea new comprehensive agreement was discussed with theWCGA in January. As part of the approach, a lawyer reviewedexisting legislation to establish the jurisdiction over theparks and different role-players at both Federal and RedSea State levels. A draft agreement was formally submittedto the Ministry of Tourism & Wildlife in November, togetherwith background information regarding the parks. PresentlyAfrican Parks is waiting to finalise its arrangement with theMinistry of Tourism & Wildlife whilst keeping the Red SeaState Government closely informed and updated.

A major achievement of 2007 has been the building of theadministrative compound in Dungonab Reserve Park (seepage 29), which coincided with the launch of our new search

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HIGHLIGHT 2007, DUNGONAB BAY FIELD STATION

On 23 October 2007 the Dungonab Park Field Station wasfinally opened by the Commissioner of the Halaib Province,Brigadier Mohammed Younis of the Wildlife ConservationGeneral Administration and David Kooistra, ParkCoordinator. What most guests did not realise was theenormous effort of many to make this possible. It was notonly the remote location and the harsh weather conditionsthat made it a challenge to build the field station; evenbefore construction started many bureaucratic hurdles hadto be overcome.

The design was done by volunteer engineer Bas Koggel. Bas,who recently graduated from the University of Eindhoven,determined the requirements of the building by establishingthe needs of the staff: ensuring it fitted in with thesurroundings and had a minimum impact on theenvironment, was durable and that it complied with ourown budget limitations. The field station would serve asthe operational centre for Dungonab Bay National Park.From here rangers would get instructions on lawenforcement, monitoring and other field observations, andalso serve as an educational training centre, office andguest house. The location was selected on various criteriaand with the input of the WCGA and the Sea Port Corporation.It is strategically located near the most important fishinggrounds, diving sites, and with easy access to open sea. Italso shows the community that African Parks is 'accessible'.Bas prepared a comprehensive package, including the billof quantities and technical drawings ready for the biddingprocess that started in March 2007.

In May 2007, we signed a construction contract withMohammed Anwar from Port Sudan. He proved to be a verypleasant person to work with and delivered a well-constructed building. In May Bas Koggel went back to theNetherlands and engineer Tiejo Keppler who supervised theprefabrication and construction arrived in Sudan in June2007. During the hottest months of the year he made sureconstruction was done according to the drawings and thebill of quantities, but also allowed creative solutions whendemanded by the circumstances. African Parks is thankfulto both Bas and Tiejo who both made this project a success.The field station is a demonstration that African Parks iscommitted to deliver quality and dedicated to succeedeven when circumstances are difficult.

David KooistraParks Coordinator, Sudan Marine Parks

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Nech SarNational ParkE T H I O P I A

springs that supply water to Arba Minch, savannah and wooded grassland,lowland gallery forest (associated with the Kulfo and Sermale Valleys), as wellas bushlands and aquatic habitats, the latter associated with two lakes,Chamo and Abaya, both partially included within the park’s boundaries.

Wildlife is dominated by Burchell’s zebra and Grant's gazelle, and one of thelast remaining populations of the endemic Swayne's hartebeest (a species indanger of imminent extinction). Another notable feature of Nech Sar is itspopulation of Nile crocodile in Lake Chamo. Bird life is prolific with about 350species, including great white pelicans on the Kulfo Peninsula. The main localsocio-cultural groups associated with the park are the Ganta, Kore (farmer)and the Guji (pastoralist). The nearest sizeable local community (70,000inhabitants) is the urban area of Arba Minch.

African Parks took over the management of Nech Sar on 1 February 2005. Themain threats faced by the park are the unsustainable harvesting of naturalresources for firewood, fish and grass from Arba Minch town; the socio-politicconflict between local communities competing for grassland and agricultureland; and overgrazing, land and habitat degradation due to unsustainablenumber of cattle and people inhabiting and using the park.

Nech Sar National Park covers an area of 51,400 ha and issituated in one of the most scenic parts of the Great RiftValley near the town of Arba Minch, +/-500km south ofAddis Ababa. Although it was designated in 1974, the Parkhas not yet been formally gazetted. Regardless of this, thearea has a Category II IUCN classification.

Despite its relatively small size, the park features a greatdiversity of habitats and vegetation, including a small butbiologically rich groundwater forest around a series of

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such as lesser kudu, lion and wild dog were recently sighted. However, on aless encouraging note the formal census of the park in May showed cattle andgoats accounting for 73% of the total biomass counted.

There are a number of factors that make law enforcement in Nech Sar anenormous challenge. More than 150 people cross the park daily collectingfirewood and grass and fishing illegally. In 2007 a total of 27,000 km ofpatrolling resulted in 65 arrests (12 convictions); confiscations of 257 cubicmeters of firewood, 246 gillnets, 295 hooks, and 259 local boats, and 7,087encounters with illegal trespassers, of which 1,939 were children. Withassistance from Gembloux University (Belgium) a patrol-based monitoringdatabase was developed in 2007. Scouts were trained on GPS use, GIS anddata collection techniques.

Community InitiativesThe main focus in Nech Sar was concluding an agreement with the Guji people.To an extent this process was successful and after a long consultative process(see page 33), a formal agreement was reached on 30 September with theentire Guji leadership that defined a core area that would be free of peopleand cattle, with use permitted in the remainder of the park. During the process

ACCOMPLISHMENTS AND CHALLENGES IN 2007

Species and EcosystemsDue to Nech Sar’s high diversity of species and habitats,and its relatively easy access, the park offers a platformfor both local and international researchers, 43 of whomworked on a range of topics during 2007, including a surveyof the large crocodile population of Lake Chamo. Anunfortunate die-off of 40 zebras occurred as a result of anexplosive algae proliferation in Lake Chamo, believed tohave also caused two massive fish die-offs in 2007. Thiscondition is thought to have been linked to the ever-increasing pollution of Lake Chamo by agricultural chemicalsand pollution from the town of Arba Minch.

The Swayne’s hartebeest population continues to increaseslowly - the population in 2005 was 27 individuals and in2007 it stands at 37 individuals. Five out of 6 born at thebeginning of 2006 survived, representing a 13% populationincrease. Species thought to be locally extinct in the park

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and other key infrastructure were put on hold. However access to the park wassubstantially improved by elevating a total of 9.7km of road through ArbaMinch forest using rocks, giving year-round access.

Financial PartnersThe main financial partner supporting African Parks’ work in Nech Sar wasStichting DOEN who provided $270,000 as part of their three-year commitmentto Nech Sar. A funding agreement with the Royal Netherlands Embassy, Ethiopiawas concluded in November 2007, part of which was to be allocated to keyinfrastructure developments in Nech Sar.

OBJECTIVES FOR 2008

In December 2007 African Parks Foundation decided to terminate all activitiesin Ethiopia. In order for a sustainable solution to be achieved in Nech Sar aformal agreement on the limits of resource utilisation by the Guji was deemedessential. The Federal and Regional Governments had committed to resolvingthis conflict since the signing of the agreement in February 2004. After no progresswas made by the beginning of 2007, African Parks embarked on the negotiationprocess itself with the result that an agreement was successfully concluded onthe 30th September 2007. However, the authorities refused to recognise thisagreement as a practical solution for the benefit of both nature and people.Therefore continuing to invest significant resources in a project where there waslittle hope for long-term sustainability could no longer be justified.

As with Omo National Park, AP is committed to a smooth exit process and willattempt to assist the Ethiopian Government implement an alternativemanagement solution for Nech Sar, should this be desired.

the Guji asked for assistance with an outbreak of blacklegin the cattle and CPU in the goats. African Parks arrangedand subsidised vaccination for a total of 2,782 cattle and1,983 goats. Park management also arranged and subsidiseda tsetse fly eradication program in the Sermale area ofNech Sar.

Similarly the boundary of the park at Chamo Leto (southwestboundary) was successfully negotiated with the GantoKanchama Kebele and in December 2007 alternative landoutside the park was allocated to the community. In anattempt to reduce conflict caused by people traversing thepark an agreement was concluded with the FisheriesEnterprise regarding the repair and lease of a boat to beused to ferry people across Lake Abaya.

TourismThe number of people visiting Nech Sar has steadilyincreased over the last 3 years - foreign visitors haveincreased by 250% while the number of local visitorsincreased by 500%. Income from entrance fees in 2007amounted to $87,000. Potential for further incomegeneration remains high, especially if an investment intourism infrastructure is made.

General Park Management and InfrastructureDue to the uncertainty about African Parks’ future in NechSar, the intended investments in buildings, perimeter fence

Photograph by Richard van Sluis

NEGOTIATIONS WITH THE GUJI OROMO COMMUNITY

The challenge of unsustainable utilisation of Nech SarNational Park was meant to be resolved by the Ethiopianauthorities. After two years of no progress and with thefuture of the park depending on a sustainable solution,African Parks tackled the issue through direct engagementand negotiation with the Guji Oromo Community.

AP sought advice from a respected international expert,Dr. J.P. d’Huart to advise on the process. With acceptanceof the process by the appropriate offices of the Federal andRegional Governments several meetings with each of thecommunities were held. The most important of these wasthe Guji Oromo Community. As a result of these meetings:

AP and the communities agreed on the need to have open dialogue between them to pave the way for futurecollaborative managementThe communities identified their representatives for future negotiationsIt was agreed to hold a meeting on 25 March 2007 in the presence of all stakeholders to formally identify key issues

This meeting was held at Arba Minch University as plannedand was attended by a total of 50 participants from thecommunities, the Federal and Regional Governments,academic institutions and NGOs and was moderated by theExecutive Director of the Ethiopian Pastoralist Researchand Development Association. This meeting declared theneed for the continued existence of the park and identifiedthe major topics for discussion.

From April 2007 to September 2007 a number of meetingswere held with the Guji Oromo Community. The boundaryof the core area was discussed extensively. All meetingswere attended by the Guji representatives and othermembers of the community as well as officials of theOromia Regional state. The negotiations in these meetingswere undertaken in a transparent and honest manner butwere often very difficult requiring patience andunderstanding from both parities.

Often a few individual members of the Guji OromoCommunity rejected the boundary proposed by the majorityat an earlier meeting and this led to re-negotiation. As aresult the boundaries of a core area were modified threetimes. Eventually an agreement with the Guji OromoCommunity was signed on 30 September 2007. Accordingto this agreement, the Guji Oromo Community agreed to adefined core area which would be free of human andlivestock utilisation.

Dr Assefa Mebrate,Director of African Parks, Ethiopia

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34

FinancialPartners

PAPS FoundationPAPS was established by Paul Fentener van Vlissingen as a sister organisationto African Parks. In 2007 the board of PAPS decided to close down the foundationand the balance of funds exceeding ¤3,8m was transferred to Stichting AfricanParks Foundation.

Rob Walton and The Walton Family FoundationRob Walton has been a keen supporter of African Parks and was one of thefounding donors. African Parks received, via the Friends of Peace ParksFoundation, the last installment of his initial commitment of $5m over a five-year period. This money was largely committed to establish the projects inZambia, Malawi and Ethiopia, and to assist with the overhead costs.

Stichting DOEN Foundation Stichting DOEN, a foundation incorporated in the Netherlands, strives to makethe world a liveable place. To this end, it provides funding to organisationsand projects in the fields of sustainable development, welfare and culture.Stichting DOEN achieves its objectives through the revenue it receives fromthe Dutch National Postcode Lottery, the Sponsor Lottery and the BankGiroLottery and is contributing a total of ¤1.5 million over three years to our

African Parks is very grateful to all partners who supportedour work this year in any number of ways, from thosewho donated their time as volunteers, or in-kindas professionals, to the many who made financialcontributions to our work. We would also like to thankthose partners that have requested to remain anonymous.The commitment by Alicia and Tannetta van Vlissingen tocover the overhead costs of African Parks means that 100%of all these financial contributions go to the field.Mentioning all people , companies and institutions by nameis simply not possible, however there are a few that wewould like to acknowledge formally:

Photograph by Daniel Dolpire

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The Koornzaayer Foundation The Koornzaayer Foundation continued to provide direct financial supportfor the core operating costs of Liuwa Plain National Park, Zambia, as wellas providing a matching grant for a variety of additional communityconservation initiatives.

The Faber Halbersma GroupThis European pallet pooling and pallet production company provided fundingof ¤100,000 - for the translocation of black rhinos from South Africa to MajeteWildlife Reserve in Malawi.

HerasIn 2006, African Parks entered into a partnership with Heras Hekwerk, one ofEurope’s leading fencing companies. In 2007, Heras continued to providetechnical assistance for the Majete fence and made use of its purchasingpower in the procurement of fencing materials.

Volker WesselsThe Dutch construction company, Volker Wessels provided further technicalassistance to Omo National Park to upgrade the airstrip, improve access routesto the park and in designing a new pontoon for the Omo River.

Robert Jan Fentener van VlissingenRobert Jan held an extremely successful auction of his personal photographs,the proceeds of which were donated to African Parks. A total of ¤200,000 wasgenerated from the auction. Robert Jan is also assisting African Parks with theestablishment of an African Parks affiliate organisation in Switzerland.

Anne HoijerAnne Hoijer donated ¤10,000 to Majete Wildlife Reserve, Malawi for theconstruction of the Heritage Centre which welcomes visitors to the park anddisplays both the natural and cultural heritage of the Lower Shire Valley.

Hotel ContactHotel Contact contributed a further ¤7,500 which is a donation directly linkedto the success of their own business.

Stichting GroenlingStichting Groenling made a contribution of ¤12,000 to the general operatingcosts of African Parks Foundation.

Alexander Abraham FoundationThe Alexander Abraham Foundation provided $10,000 to fund the communitysensitisation work necessary for the elephant translocation to be conductedin Malawi in 2008.

activities in Liuwa Plain National Park, Nech Sar NationalPark and Majete Wildlife Reserve.

European UnionFunding worth a total of ¤3,1 million over a three year periodhas been secured from the European Union Delegation inKinshasa for activities in Garamba National Park. Thefunding comes from the European Development Fund andis part of a three-year, ¤5 million Eastern DRC programmein partnership with the Africa Conservation Fund.

The Turing FoundationThe Turing Foundation committed ¤1 million over the nextfour years for the two Marine National Parks in Sudan. Of thiscommitment ¤100,000 was received for expenditure in 2007.

Mo Ibrahim and the Mo Ibrahim Family TrustThe Trust made a total contribution of $750,000 over athree-year period to support the core activities in DungonabBay and Sanganeb Atoll Marine National Parks in Sudan.

UNESCOAfrican Parks Foundation secured a grant of $250,000 fromthe Italian Government through UNESCO’s World HeritageCentre for an emergency action plan to stop poaching inthe southern sector of Garamba National Park and to savethe Northern white rhinoceros from extinction.

The Liberty Wildlife FoundationThis Netherlands based foundation committed ¤600,000 tothe construction of Majete Wildlife Reserve’s perimeterfence in 2007. The fence increases Majete’s effectiveconservation area from 14,000 hectares to 70,000 hectaresand will allow a second re-introduction of 100 elephantsin June 2008. This is a critical investment to ensure thatcommunities are not affected by the re-introduction ofdangerous game into the park.

Dutch Directorate Generalfor International Cooperation (DGIS)The remaining ¤600,000 of an initial ¤1m was received fromDGIS which was focused primarily on the translocation ofspecies which had gone extinct in Liuwa Plain National Parkas a result of poaching pressures. The grant paid for thepurchase and translocation of 49 eland as well as theveterinary testing and capture of buffalo from an island inLake Kariba and the purchase of an ultralight aircraft tomonitor the reintroduction.

Royal Netherlands Embassy, Addis AbabaThe Royal Netherlands Embassy in Addis Ababa Ethiopiacommitted ¤4.5 m for the period 2007-2009 for keyinfrastructure investments in Omo and Nech Sar NationalParks. Unfortunately shortly thereafter, African Parksannounced its withdrawal from Ethiopia that will mean thatthe bulk of this funding shall not be received.

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RESULTS

The overall consolidated result for the year amounting to ¤2,004,000 is detailed below:

(Euro * 1,000) 2007 2006

IncomeGrants and donations 4,033 6,541Proceeds from closure of PAPS Foundation 3,760 0Park entrance fees and others 92 132

7,885 6,673

Operating costs current projects (6,073) (5,227)

Start-up costs future projects (60) (167)

Financial income and expenses 207 (591)

Taxation 45 (50)

Results for the year 2,004 638

In this section the financial highlights for the year 2007 have been included.This information has been derived from the statutory financial statements ofthe Stichting African Parks Foundation for 2007 for whichPricewaterhouseCoopers Accountants N.V. have issued an unqualified auditors’report. The full annual report is available on African Parks’ websitewww.african-parks.org

Financial Highlightsfor the year 2007

An amount of ¤600,000 was received from the Dutch Directorate General forInternational Cooperation (DGIS) in support of Liuwa National Parks. This wasthe last installment of the total grant of ¤1,000,000.

The other main donations come from the Walton Family Foundation, the UNESCO,USAID, the Turing Foundation and numerous private donors.

Proceeds in the amount of ¤3,760,251 were received from the closure ofPAPS Foundation which was founded and funded by the Family Fentener vanVlissingen. Included in this amount is a sum of ¤275,000 used for thetranslocation of black rhino’s to Malawi.

INCOME

During the year a grant of ¤500,000 was received fromStichting DOEN, a foundation incorporated in theNetherlands. This is the third part of a total grant of¤1,500,000 for three years. Furthermore, a grant of¤1,320,000 was received from the European Union for theGaramba National Park project being part of the total grantof ¤5,000,000 for the years 2006-2009. A part (¤500,000)of this grant went to the Africa Conservation Fund, thepartner of African Parks Foundation in this project.

A grant of ¤448,000 was received from the Liberty WildlifeFoundation as part of a grant of ¤600,000 to erect a fencearound the Majete Wildlife Reserve in Malawi.

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CONSOLIDATED BALANCE SHEET AS AT 31 DECEMBER 2007

31 December 2007 31 December 2006

Assets

Fixed Assets 2,401,756 2,020,231

Current Assets 19,957,273 17,139,532

22,359,029 19,159,763

Equity and Liabilities

Foundation Funds 7,626,054 2,141,200

Provision 12,677,450 16,574,003

Long Term Liabilities 34,433 40,429

Current Liabilities 2,021,092 404,131

22,359,029 19,159,763

INVESTMENTS

During the year 2007 the group invested an amount of ¤1,062,000 (2006:¤1,271,000) in tangible fixed assets. These investments relate mainly toinvestments made to the perimeter fence in Malawi (¤713,000), the constructionof a field station in Sudan (¤180,000) and construction work in Omo (¤140,000).

EMPLOYEES

During the year the group employed 724 people (2006: 679). A large numberof indirect employees working for our suppliers are more or less dependant onAfrican Parks, but have not been included in the figure above. At year-end,no more than 1,25% of the employees were expatriates.

OPERATING COSTS CURRENT PROJECTS

Expenses for current projects have increased from ¤5,2million to ¤6,1 million. This increase is mainly caused bythe purchase and cost of translocation of black rhino fromSouth Africa to Majete, Malawi (¤500,000). The donationsreceived to cover these expenses have been reported underGifts and Donations.

START-UP COSTS: FUTURE PROJECTS

During the year African Parks researched the possibility toassume a management function for two additional parksin Rwanda and Malawi. The research projects in Chad andSenegal were terminated.

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support regarding long term management contracts with remaining periodsof between 2 and 22 years. The provision has been determined on theassumption that 40% of the annual estimated operating costs will be coveredby external funding and 60% will be provided by the Stichting African ParksFoundation (the deficit). The net present value (calculated at 4%) of thesecumulative deficits has been provided for.

In December 2007 the Board of Stichting African Parks Foundation decided towithdraw from the management of Nech Sar and Omo National Parks. For thecosts resulting from the withdrawal, a provision for the restructuring expenseshas been accounted for under provision for future commitments.

CURRENT ASSETS

Current assets relate mainly to cash at banks availableon demand.

PROVISION

This provision has been established to cover futureoperating deficits of the management of parks for whichStichting African Parks Foundation has issued letters of

Photograph by Daniel Dolpire

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Auditors’Report

To the Board of Stichting African Parks Foundation

INTRODUCTION

We have audited the “Financial highlights for the year 2007”, as set out onpages 36 to 38 of Stichting African Parks Foundation, Langbroek. The financialhighlights have been derived from the financial statements for the year 2007of Stichting African Parks Foundation, Langbroek, as audited by us. Weissued an unqualified auditors’ report dated 16 April 2008 on those financialstatements which comprise the consolidated and corporate balance sheetas at 31 December 2007, the consolidated and corporate statement of profitsand losses for the year then ended and the notes.

The financial highlights are the responsibility of the Board of the Foundation.Our responsibility is to express an opinion on the financial highlights basedon our audit.

SCOPE

We conducted our audit in accordance with Dutch law. This law requires thatwe plan and perform the audit to obtain reasonable assurance about whetherthe financial highlights have been correctly derived from the financialstatements. We believe that the audit evidence we have obtained is sufficientand appropriate to provide a basis for our audit opinion.

OPINION

In our opinion, the financial highlights have been correctly derived from thefinancial statements.

For an understanding of the financial position and results of Stichting AfricanParks Foundation and for an adequate understanding of the scope of our audit,the financial highlights should be read in conjunction with the financialstatements from which the financial highlights have been derived and ourauditors’ report, dated 16 April 2008 thereon.

Amsterdam, 16 April 2008PricewaterhouseCoopers Accountants N.V.

H. van Kuik RA

Photograph by Daniel Dolpire

Stichting African Parks Foundation - Board

Piet Klaver ChairmanFrederik van Beuningen - as from 17 December 2007Huib Boumeester - as from 17 December 2007René Hooft GraaflandDick de KatMavuso Msimang Vice Chairman - resigned 20 September 2007Winnie Sorgdrager - resigned 20 September 2007Caroline Tisdall - resigned 16 April 2007Nico Visser

Chief Executive Officer: Peter Fearnhead

Stichting African Parks FoundationP.O. Box 3133940 AH DoornThe NetherlandsTel: +31 34 356 5013Fax: +31 34 356 5022

Board of African Parks Network

Piet Klaver (Chairman)Mavuso MsimangCyril RamaphosaPeter Fearnhead (CEO)

African Parks NetworkRegent Hill Office ParkLeslie & Turley RoadsP.O. Box 2336, Lonehill 2062Sou th AfricaTel: +27 11 465 6802 Fax:+27 11 465 9230www.african-parks.orgReg no. 2007/030803/08

Photographs courtesy of:

Anthony Hall-Martin, Craig Reid, Daniel Dolpire, David Kooistra,David Rogers, Dos Winkel, Ian Stevenson, José Kalpers, José Tello,Luis Arranz, Marcel Collet, Martijn de Bruijn, Mateos Ersado, NuriaOrtega, Paul Harrison, Peter Fearnhead, Petri Viljoen, Tom Turner

Senior Counsellors

Ian Johnson, Lord Simon Cairns, Michael Eustace, Michel Barnier,René Hooft Graafland Jr, Valentine Chitalu, Wim Kok

African Parks Network

Tel: +27 11 465 6802Fax: +27 11 465 9230

Email: info@african-parks.orgwww.african-parks.org