KwaZulu-Natal’s Hluhluwe-Imfolozi Park has historically been prioritized for biodiversity conservation but it also has the oldest protected wilderness area in the country. For 50 years, conservation management, tourism and education within the Imfolozi Wilderness Area have generally been carried out using non-mechanized wilderness principles. The validity of the Imfolozi Wilderness is constantly questioned in terms of efficiency, equity and aesthetics and is consequently subject to a variety of pressures that those different ideologies can exert. The historical development and applicability of the wilderness concept is examined here against evolving South African social and environmental circumstances. Whilst this investigation confirms the findings that colonialism and apartheid resulted in the exclusion of local peoples from protected areas, it also takes note that Imfolozi’s history is characterized by organizations and individuals who ignored the racist laws of the time. Nevertheless, management structures pertaining to both politics and conservation tended to be top-down, such that the Imfolozi Wilderness retained an air of elitism, regardless of attempts to be racially inclusive. Modern trends in protected area management expose the necessity of refining the justification of wilderness areas, to simultaneously recognize localized priorities and the importance of such areas to the planet’s ecological wellbeing. Without attempting to resolve philosophical debates but, at the same time, recognizing their validity, protected area management requirements for the Imfolozi Wilderness are examined in terms of the legal mandate handed to the management agency. This leads to the selection of the Limits of Acceptable Change planning and management system which is implemented as an action research project in conjunction with the Imfolozi Management Team, over a three year period. This involved: defining legal mandates and area issues; defining the zonation categories for the wilderness area; selecting the indicators to measure human impact; compiling an inventory of conditions in the wilderness area; specifying standards; examining alternative zonation category allocations from stakeholders and selecting a preferred alternative. The desired outcome was the establishment of a system in which managers could receive ongoing collaboration from stakeholders and consultatively develop a defendable wilderness management strategy that would meet the legal requirements of the area’s proclamation. Through a descriptive narrative, this dissertation provides an account of the implementation process and discusses to what extent this has been achieved. / Thesis (M.Sc.)-University of KwaZulu-Natal, Pietermaritzburg, 2009.

Submitted by Fernanda Mendes Aidar (fernanda.m.aidar@gmail.com) on 2017-11-13T19:47:36Z No. of bitstreams: 1 MPGPP-Parque-Canivete.pdf: 9927554 bytes, checksum: 8d98473baf0ac82c3f08153822183496 (MD5) / Rejected by Suzinei Teles Garcia Garcia (suzinei.garcia@fgv.br), reason: Boa tarde, Informo que identificamos erros no trabalho de conclusão de curso. 1. A palavra Getulio não tem acento. Por favor, tirar o acento de todas as palavras Getulio. 2. Na capa, caixa tanto no nome da Fundação quanto no nome da Escola. 3. A palavra Agradecimentos deve estar no plural. Atenciosamente, Mayara Sousa (11) 3799-3438 on 2017-11-14T16:54:47Z (GMT) / Submitted by Fernanda Mendes Aidar (fernanda.m.aidar@gmail.com) on 2017-11-14T19:56:57Z No. of bitstreams: 1 MPGPP-Parque-Canivete_.pdf: 9978182 bytes, checksum: 921125c27a8a7b4e6e0a2723704de21b (MD5) / Approved for entry into archive by Vera Lúcia Mourão (vera.mourao@fgv.br) on 2017-11-16T15:25:44Z (GMT) No. of bitstreams: 1 MPGPP-Parque-Canivete_.pdf: 9978182 bytes, checksum: 921125c27a8a7b4e6e0a2723704de21b (MD5) / Made available in DSpace on 2017-11-17T11:12:18Z (GMT). No. of bitstreams: 1 MPGPP-Parque-Canivete_.pdf: 9978182 bytes, checksum: 921125c27a8a7b4e6e0a2723704de21b (MD5) Previous issue date: 2017-09-25 / São Paulo has experienced intense growth in the twentieth century, resulting in urban sprawl and poor infrastructure, with a monocentric pattern and occupation of the peripheral edges by the lower classes. This occupation took place in environmentally fragile areas, such as valley bottoms, places where there are high levels of social vulnerability even today. The concept of linear park entered the agenda of the Municipality of São Paulo from the Strategic Master Plan (2002) as an intersectoral solution for housing, basic sanitation and environmental issues. Currently, the city has 24 linear parks managed by the Green and Environment Secretariat. The work aims to propose actions related to the management of one of these parks, the Linear Park of Canivete, in Brasilândia, which include: increase in community engagement, adequacy of the management model and implementation of public facility adjacent to the park. The diagnosis of this case study and the recommendations were elaborated from field visits, direct observation, semi-structured interviews, research of current norms, as well as the analysis of two selected experiences of public spaces management in the periphery. / A acelerada expansão da Metrópole de São Paulo no século XX resultou em uma urbanização dispersa e de infraestrutura precária, com padrão monocêntrico e ocupação das bordas periféricas pelas populações em situação de maior vulnerabilidade socioeconômica. Esta ocupação se deu sobre áreas ambientalmente frágeis, como os fundos de vale, lugares em que, ainda hoje, são verificados altos índices de vulnerabilidade. O conceito de parque linear foi introduzido na agenda do Município de São Paulo a partir do Plano Diretor Estratégico (2002) como uma solução intersetorial para as questões habitacionais, de saneamento básico e ambientais. Hoje, a cidade conta com 24 parques lineares geridos pela Secretaria do Verde e do Meio Ambiente. O presente trabalho tem como objetivo propor ações relativas à gestão de um desses parques, o Parque Linear do Canivete, na Vila Brasilândia. As ações propostas incluem a ampliação da participação social, a adequação do modelo de gestão e a implantação de equipamento público adjacente ao parque. O diagnóstico deste estudo de caso e as recomendações propostas foram elaborados a partir de visitas a campo, observação direta, entrevistas semiestruturadas, levantamento das normas vigentes, bem como da análise de duas experiências selecionadas de implementação e gestão de espaços públicos em periferia, o Parque Ecológico do Sitiê e o CEU das Artes de Osasco.

Nature–based tourism destinations have shown significant growth over the past decade and, with the ever increasing numbers of tourists travelling to national parks, the right management structures, goals and objectives need to be determined. South African National Parks (SANParks) manages all 22 national parks in South Africa with the Kruger National Park (KNP) being the biggest of them all and generating more than 80% of SANParks income. The KNP is one of the world’s largest parks conserving a staggering 1 962 362 ha of land which is bigger than countries such as Israel and Holland. When taking the KNP into perspective, park management must have the right management styles and factors in place to ensure that the park is managed in a sustainable manner and exceeds the expectations of the tourist to provide a memorable experience whilst visiting the KNP. The goal of this study was therefore to determine the critical management aspects or critical success factors (CSFs) needed to create a memorable visitor experience at the park. This goal was achieved by conducting a questionnaire survey at four rest camps within the KNP from 27 December 2010 to 4 January 2011. The rest camps used for the survey were: Skukuza (152 questionnaires), Berg and Dal (98 questionnaires), Lower Sabie (85 questionnaires) and Satara (101 questionnaires). During this time a total of 436 questionnaires were completed and included in further analysis. In Article 1, the key management aspects that visitors regard as important for a memorable visitor experience at the KNP were identified. These CSFs assist management in providing quality services and products for the tourist, leading to a memorable experience. A factor analysis was performed on the expectations of the tourists to national parks. There were nine CSFs identified that management can implement to ensure a memorable visitor experience. The three factors that have not yet been identified in previous research were wildlife experience, interpretation and luxuries. Other factors that have been identified were General management, Variety activities, Accommodation, Green management, Hospitality management, and Facilities. The results showed that park management needs to become aware of what the visitor sees as important factors for a memorable visitor experience and they can adapt certain aspects to improve the visitor’s experience. In Article 2, gaps within the park management were identified. These gaps were measured by taking the 62 variables and asking the tourist what their expectations were with regard to a memorable experience versus their actual/real experience at the park. A factor analysis on the expectations and the actual/real experiences was done and each of these factors was given a score. The scores of each factor were measured against one another indicating the differences and gaps in management. The twelve factors that were identified were General management, Education activities. Accommodation facilities, Green management, Information provided, Layout of the park, Wildlife, Facilities in the park, Food and Beverage management, Interpretive activities, Bookings and General services, and Outdoor activities. These twelve factors have also been grouped into three sub groups containing four factors each and either the expectations were exceeded, did not meet expectations or were neutral. The main gaps were Education, Accommodation facilities, Interpretations facilities and Wildlife. If management want to ensure a memorable visitor experience at the KNP they must not only focus on these gaps, but also strive to exceed visitors’ expectations on all levels. This research found that there are certain CSFs for managing a national park and gaps within park management that need to be addressed. These gaps or problem areas can be overcome by the implementation of a continuous evaluation process that will ensure effective and efficient management of the park. Park management can therefore improve their services and products as well as the quality thereof by knowing what the tourists see as important when visiting a national park to obtain a memorable experience that will lead to positive word of mouth, loyalty, increased revenue and sustainability of the KNP. Even though it is not a requirement of a masters’ dissertation to make a contribution, this research has made a significant contribution towards the methodology as the method applied determined the gaps in visitor experience and expectations and this has not been used before. Future research can make use of this type of method determining individuals’ expectations and experiences when visiting a national park or any other nature–based destination. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

Nature–based tourism destinations have shown significant growth over the past decade and, with the ever increasing numbers of tourists travelling to national parks, the right management structures, goals and objectives need to be determined. South African National Parks (SANParks) manages all 22 national parks in South Africa with the Kruger National Park (KNP) being the biggest of them all and generating more than 80% of SANParks income. The KNP is one of the world’s largest parks conserving a staggering 1 962 362 ha of land which is bigger than countries such as Israel and Holland. When taking the KNP into perspective, park management must have the right management styles and factors in place to ensure that the park is managed in a sustainable manner and exceeds the expectations of the tourist to provide a memorable experience whilst visiting the KNP. The goal of this study was therefore to determine the critical management aspects or critical success factors (CSFs) needed to create a memorable visitor experience at the park. This goal was achieved by conducting a questionnaire survey at four rest camps within the KNP from 27 December 2010 to 4 January 2011. The rest camps used for the survey were: Skukuza (152 questionnaires), Berg and Dal (98 questionnaires), Lower Sabie (85 questionnaires) and Satara (101 questionnaires). During this time a total of 436 questionnaires were completed and included in further analysis. In Article 1, the key management aspects that visitors regard as important for a memorable visitor experience at the KNP were identified. These CSFs assist management in providing quality services and products for the tourist, leading to a memorable experience. A factor analysis was performed on the expectations of the tourists to national parks. There were nine CSFs identified that management can implement to ensure a memorable visitor experience. The three factors that have not yet been identified in previous research were wildlife experience, interpretation and luxuries. Other factors that have been identified were General management, Variety activities, Accommodation, Green management, Hospitality management, and Facilities. The results showed that park management needs to become aware of what the visitor sees as important factors for a memorable visitor experience and they can adapt certain aspects to improve the visitor’s experience. In Article 2, gaps within the park management were identified. These gaps were measured by taking the 62 variables and asking the tourist what their expectations were with regard to a memorable experience versus their actual/real experience at the park. A factor analysis on the expectations and the actual/real experiences was done and each of these factors was given a score. The scores of each factor were measured against one another indicating the differences and gaps in management. The twelve factors that were identified were General management, Education activities. Accommodation facilities, Green management, Information provided, Layout of the park, Wildlife, Facilities in the park, Food and Beverage management, Interpretive activities, Bookings and General services, and Outdoor activities. These twelve factors have also been grouped into three sub groups containing four factors each and either the expectations were exceeded, did not meet expectations or were neutral. The main gaps were Education, Accommodation facilities, Interpretations facilities and Wildlife. If management want to ensure a memorable visitor experience at the KNP they must not only focus on these gaps, but also strive to exceed visitors’ expectations on all levels. This research found that there are certain CSFs for managing a national park and gaps within park management that need to be addressed. These gaps or problem areas can be overcome by the implementation of a continuous evaluation process that will ensure effective and efficient management of the park. Park management can therefore improve their services and products as well as the quality thereof by knowing what the tourists see as important when visiting a national park to obtain a memorable experience that will lead to positive word of mouth, loyalty, increased revenue and sustainability of the KNP. Even though it is not a requirement of a masters’ dissertation to make a contribution, this research has made a significant contribution towards the methodology as the method applied determined the gaps in visitor experience and expectations and this has not been used before. Future research can make use of this type of method determining individuals’ expectations and experiences when visiting a national park or any other nature–based destination. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

Urban green spaces are put under high pressure due to increasing population density in cities. This problem will potentially accelerate where the densification in the cities continues. Consequently, this sets high requirements on the management, if the green spaces are to generate the benefits and values that are associated with greens spaces as urban parks. One way to increase these benefits and values could be to incorporate ecosystem services and indicators for ecosystem services in a multi-stakeholder management system. Is it possible that ecosystem service indicators could facilitate collaboration between stakeholders and thus improve the value of urban green space? This master thesis aimed to identify ecosystem service indicators for a green space and incorporate them in a multi-stakeholder management system. The study was made to clarify if indicators can facilitate collaboration between stakeholders and thus improve the management of an urban green space. In order to achieve that, the first step was to let the stakeholders express what they desired the green space to generate in terms of benefits and values. These expressed benefits and values were formulated into target variables which were linked with the ecosystem services that the green space was assessed to generate if the target variables are achieved. A literature study was conducted to identify applicable indicators for the chosen ecosystem services. These indicators were quantified and incorporated into an already existing management system. This management system performed as a framework and a fundament which was further developed to incorporate more functions as indicators and ecosystem services. The thesis resulted in two identified indicators for ten ecosystem services and the development of a multi-stakeholder management system. Identified indicators were birds and compliant seating. Birds were identified as an indicator because they indicated many of the same ecosystem services as the ones that are generated in the green space. These ecosystem services are linked with the benefits and values that are associated with the target variables. In addition, the birds were chosen because they were possible to quantify. Compliant seating was the second indicator, and it has the potential to function as a control indicator as it can be seen as a manifestation of the cultural ecosystem services generated at the green space. A multi-stakeholder management system was developed with the incorporation of indicators for ecosystem services. The developed management system aimed to facilitate the collaboration between stakeholders with the use of ecosystem service indicators. Taken together, the findings suggest a role for ecosystem service indicators in multi-stakeholder management plans to improve the value of green spaces. / Grönytor i städer är satt under hög press på grund av ökande befolkningstäthet vilket leder till att fler människor behöver dela på samma mängd urban grönyta. Detta fenomen ökar kraven på förvaltningen av grönytor då de behöver generera fler nyttigheter och mera värde. Ett sätt att öka dessa värden skulle kunna vara att använda sig av indikatorer för ekosystemtjänster inom ett förvaltningssystem där flera förvaltare verkar. Är det möjligt att indikatorer för ekosystemtjänster kan underlätta samarbetet mellan olika förvaltare och därigenom öka värdet av en grönyta?   Den här masteruppsatsen hade målet att identifiera indikatorer för ekosystemtjänster genererade av en grönyta och sedan inkorporera dem i en förvaltningsmetod som ökar samverkan mellan förvaltare. Studien syftade till att tydliggöra om användandet av ekosystemtjänstindikatorer kan underlätta samarbetet av mellan olika förvaltare för att förbättra förvaltningen av en grönyta. Det första steget för att åstadkomma detta var att låta förvaltarna uttrycka vilka värden och nyttigheter de vill att grönytan skulle skapa. Dessa värden och nyttigheter formulerades som målvariabler vilka länkades till de ekosystemtjänster som grönytan bedömdes generera. Genom en litteraturstudie identifierades indikatorer som kunde indikera de ekosystemtjänster som genererades vid grönytan. Indikatorerna kvantifierades och inkorporerades in i ett redan existerande förvaltningssystem.   Studien resulterade i två identifierade indikatorer och i utvecklandet av ett förvaltningssystem som underlättar samverkan genom användandet av indikatorer. Fåglar identifierade som en indikator på grund av att fåglar indikerade samma ekosystemtjänster som genereras på grönytan. Fåglar valdes också för att det var möjligt att kvantifiera fåglarna vid grönytan. Villkorlig sittplats var den andra indikatorn och den har möjligheten att fungera som en kontrollindikator eftersom den kan beskrivas som en manifestation av de ekosystemtjänster som genereras på grönytan. Sedan så utvecklas även ett förvaltningssystem där indikatorerna inkorporerades. Förvaltningssystemet hade målet att underlätta samverkan mellan de olika förvaltarna med hjälp av indikatorerna. Sammanfattningsvis så bedöms det att indikatorer för ekosystemtjänster har potentialen att användas i ett förvaltningssystem och därigenom kunna bidra till att öka värdet av grönytan.