B.4 Theories of Change Biodiversity Decision Support PROBLEM
MOST AFFECTED
ENTRY POINT
STEPS TO CHANGE
Insufficient staff (capacity)
Existing SS staff
Strengthen and formalise relationships with universities and other conservation entities
Review MOUs with tertiary institutions
Science Implementation gap (poor appreciation of value, role and significance of science) Staff Retention and Skills Development. Collaboration, Coordination and cooperation between Reserve Management and Scientific Services (SS) Insufficient access to reliable vehicles for fieldwork
Reserve Managers Regional Managers Biodiversity on Protected Areas Neighbouring communities / neighbours Co-Management partners Conservation entities (NGO’s, government departments, parastatals) Tourists Tourism Products Researchers and students (local and international)
Develop SS skills and capacity Use SS to build scientific capacity on reserves Develop closer relationships between reserves and SS Involving partners and managers in research and monitoring projects Linking SS activities to management needs
Develop collaborative research projects Encourage staff to further their studies Develop and implement an optimal structure and career progression for Scientific Services. Actively create feedback loops between managers and scientists Actively promote research to address priority information needs
MEASURABLE EFFECT Research/monitoring projects that address priority information needs.
MEASURABLE EFFECT Scientific recommendations are effectively implemented by reserve managers
MEASURABLE EFFECT Skills development
WIDER BENEFITS Improved
understanding of how to manage biodiversity
LONG-TERM CHANGE Science informs management of protected areas
WIDER BENEFITS Adaptive
management leads to improved biodiversity conservation
WIDER BENEFITS Stronger scientific support leads to improved management
Ecosystem services
Create opportunities for staff to progress and develop as scientists
Explore new and more efficient ways of doing things (make use of emerging technologies)
KEY ASSUMPTIONS
KEY ASSUMPTIONS
KEY ASSUMPTIONS
KEY ASSUMPTIONS
KEY ASSUMPTIONS
KEY ASSUMPTIONS
STAKEHOLDERS
Operation budgets remain adequate.
Willingness to work together
Training is effective
There are common values and goals
Priority research and monitoring needs accurately identified
Scientific knowledge is always evolving and improving
Reserve and Regional Managers
Vacancies are filled
That there is a willingness to collaborate
That staff want to
Correct indicators are monitored
We can predict how
Academic Institutions
Staff have enough time
Staff progression plan leads to staff retention
develop themselves
and increased staff retention result in a skilled and competent scientific services unit.
Annual Performance Plan 2022/23 – 2024/25 | March 2022 | Page 16
complex systems will respond to interventions
The public Neighbours and partners
