Tassili n'Ajjer

Ministerial and local representatives are involved in an Advisory Board. Local stakeholders are intensely involved in management, according to the State Party (UNESCO, 2010). To strengthen procedures for collaborative management with the local population, efforts to improve participatory management and sustainable tourism have been developed.
In 2020 a workshop organised by the National Project Directorate and assisted by UNDP, presented an approach to participatory management, the design of a sustainable tourism vision and the relaunch of multi-stakeholder platform for participatory management of ecological resources in the park (Algerie patriotique, 2020). This included training sessions for staff of the Park office. Officials signed the ethics charter for tourism in Tassili N'Ajjer and the renewal of the conventions signed in 2015 within the framework of participatory management in the areas of ecological resources and sustainable tourism. By promoting "learning by doing", the national management of the GEF-UNDP project developed and initiated a pragmatic approach aimed at establishing a collaborative management of heritage at the level of the territories of the cultural parks of Ahaggar and Tassili N'Ajjer (National Directorate of the Algerian Cultural Parks Project, 2022). However, there have been delays in the development of Committees (Collaborative Management Committee, Monitoring Committee) and in their operationalization, which has hindered implementation and collaboration between stakeholders.

The site is protected as a Cultural Park under the Law on Protection of Cultural Heritage since 2004 and is managed by a national office which regulates the park's development, inventory, conservation and protection (IUCN Consultation, 2024). A Park Office was established in accordance with this designation. Rangers/wardens control the few key access points to the park. The legal framework was strengthened and a new guardian system was established in 2010 (UNESCO, 2010). Excellent enforcement capacity has been reported by the State Party, but staff numbers remained low relative to size of site (UNESCO, 2010; IUCN, 2010). Enforcement capacity has been considered a barrier to effective biodiversity management (GEF, 2011). The cultural park Tassili n'Ajjer was the object of an executive decree in 2012, that defined its status. Each cultural park is the object of a ministerial decree that defines its internal organisation (for Tassili this was published the 19th of April 2018). There is no information available on the implementation of these legal decisions. In May 2019, the proposal for an Executive Decree determining the terms and conditions for the formulation, validation and implementation of the General Management Plan (GMP) of Cultural Parks (CPs) was finalized (UNDP-GEF, 2019).

The now completed project "Preservation of biodiversity of global interest and sustainable use of ecosystem services in cultural parks in Algeria", supported by GEF and UNDP, specified the commitment of institutional actors and includes the rights and duties of each stakeholder. Local partners play a central role in the conservation of the Algerian cultural parks as a whole (National Directorate of the Algerian Cultural Parks Project, 2022). A collaborative management agreement was developed in collaboration with key stakeholders. This is supported by the eco-development programme as the framework around which the collaborative management of resources is organised (National Directorate of the Algerian Cultural Parks Project, 2022). The eco-development and collaborative management programme consists of a total of 73 activities. Their breakdown by area/objective of intervention shows that 28% of them are part of the improvement of rangeland management, in second place comes the IEC, participation and involvement of the populations for 25% of the activities, and in third place the promotion of local species (14% of the activities). However, when it comes to the involvement of different stakeholders, the local populations will be involved to a small degree - in only 3% of the actions to be carried out, while the municipalities are responsible for 6%.

A lack of coordination between ministries and the Wilaya (province) level, and generally significant barriers to the integration of World Heritage - as well as biodiversity management in particular - into national and Wilaya level planning, has been identified (GEF, 2011). The development and implementation of GMPs and their integration into development plans at Wilaya level will be key elements for the conservation of biodiversity and the sustainable management of natural resources. It is therefore imperative to accelerate this process in order to have an appropriate regulatory framework and GMPs that allow the joint definition of activities and better coordination between different sectors (UNDP-GEF, 2018).

The boundaries and size of this exceptionally large area are adequate to ensure the maintenance of the geological processes, ecosystems and biodiversity of the site. However, staff numbers are small in relation to the size of the site, and its remote location at the international border with Niger makes it challenging to manage effectively (IUCN, 2010; Chebli et al., 2024).

Although the site overlaps with other designations (Biosphere reserve Tassili Plateau; Ramsar site Oued Iherir and Afilal pools), it is unclear to what extent there is coordination between the management authorities, conservation and other activities across these overlapping designations.
The methodological framework for monitoring cultural parks in Algeria encompasses the wetlands of international importance (9 Ramsar sites) thereby ensuring there is an integrated support to their monitoring (National Directorate of the Algerian Cultural Parks Project, 2022).

No recommendations made by the Committee.

No specific reference to climate action was found in the site management documentation.

In 2010, the management system was reported to be based on annual plans (UNESCO, 2010) and the Biodiversity Action Plan for the Tassili Ahaggar region for 2011-17 was developed but its implementation status was unclear (GEF, 2011). The Tassili Park Office is a public establishment run by a decree-appointed director, and managed by an Advisory Board which includes representatives of the various ministerial departments and local representatives (SoOUV, 2010). In 2010, staff numbered 150 (IUCN, 2010) but wardens were mainly untrained, and no specific conservation activities relevant to criteria vii and viii were reported until 2010. The same year, plans to update and improve the management plan were reported (UNESCO, 2010). In May 2019, the proposal for an Executive Decree determining the terms and conditions for the formulation, validation and implementation of the General Management Plan (GMP) of Cultural Parks (CPs) was finalized. The preparation of a first management plan for the site has been initiated, following the emerging guidelines for the planning and management of cultural parks in Algeria. As soon as the decree for the implementation of Law 98-04 on the GMP is ratified, it is envisaged that the management plan will be readjusted, in accordance with the approved regulatory text (UNDP-GEF, 2019). Whilst the development of a management plan is positive, the fact that there is currently no approved management plan in place (IUCN Consultation, 2020) is a serious concern for such a complex and extended site, and finalisation of the management plan should be a priority.

A multisectoral action plan was finalised in 2021 to secure the cultural and natural heritage of the Tassili N'Ajjer cultural park in the territory of the wilaya of Djanet. The plan, developed and implemented by several bodies and sectors, such as the Cultural Park Office, the National Gendarmerie Services, the Regional Customs Brigade for the Protection of Heritage and the Conservation of Forests, provides for field missions to combat the various forms of vandalism that affect cultural property and archaeological and natural sites in the region (El Moudjahid Society, 2021). However, the extent to which this improves the management of the site remains to be seen.

Weak enforcement of regulations appears to be a key issue for the site (Chebli et al., 2024). The key problem is the lack of supervision in the park overall e.g. to accompany tourist groups. This has been attributed to the insufficient number of mobilized agents combined with the increase in tourism numbers. While tourism in the Sahara was not very economically accessible due to "elite" prices, the rates have decreased due to the strong competition of the destination's offerings in recent years. As a result, tourist demand has increased. In exchange, travel agencies, seeking profit, settle for a reduced number of guides or collaborators (local guides), which makes effective supervision of travellers increasingly difficult (Chebli et al., 2024). Similarly, in the pursuit of profit by reducing operating costs and to avoid collaborating with local agencies, the agencies from the northern part of the country that have dominated for some time now avoid intermediation, hiring staff for low wages resulting in a young and inexperienced local workforce, who are less involved, and content to accompany tourists without getting involved in their awareness and monitoring (Chebli et al., 2024).

Controlling hunting pressures is very difficult due to the vastness of the site and its location in a remote border region in the Saharan desert (Abulhawa et al, 2014). Enforcement capacity has been deemed excellent by the State Party (UNESCO, 2010) but considered a barrier by other sources (GEF, 2011). Nevertheless, a reduction in poaching incidents is proportionally correlated with the intensification of anti-poaching surveillance patrols that operate regularly, often in collaboration with agents from partner sectors (Environment and Forests). The priority sites most covered by the mobile brigades, show a reduction in poaching incidents of around 75% compared to 2003-2007 data. Nevertheless, conclusions should be drawn with great caution, due to the variability in sampling conditions and the periodicity and frequency of site-specific missions (National Directorate of the Algerian Cultural Parks Project, 2022).

Furthermore, the training of guides, has been regarded as deficient (Chebli et al., 2024). Nevertheless, patrol and surveillance activities are carried out by mobile brigades consisting of elements of the Cultural Park Office, representatives of the forestry and environmental sectors as well as the local population. Patrol and surveillance activities are systematized to generate data on biodiversity and the different pressures exerted in the different sites. The analysis of this data provides managers with a warning system to counter illegal activities such as poaching, cutting or charring of trees and the unauthorized exploitation of medicinal or fodder plants (National Directorate of the Algerian Cultural Parks Project, 2022).

The National Park is financially independent. Conservation resources were considered sufficient by the State Party in 2010 (UNESCO, 2010), with an annual operating budget for the implementation of the Action Plan, and a capital budget for the realization of major development projects and infrastructure (SoOUV, 2010). It was also noted that resources earmarked for conservation were limited and used for documentation, essential equipment and the living expenses of experts on projects (UNEP-WCMC, 2011). A total $102,871 of financial support was provided through the World Heritage Fund between 1984 and 1998 (UNESCO, 2013). In 2019, the ongoing UNDP-GEF programme rated a sustainable financing indicator for Algeria's Cultural Parks (CP), including this site, as "modest", however also noted the extremely high level of financial sustainability of the national CP system, which is strongly supported and guaranteed by the Algerian state. Whilst no data are available specifically for the site, the total government funding for the core operations of the five CPs increased from $6.533,155 in 2010 to $11,188,158 in 2018, a net increase of $4,655,003 per annum (41.6%) over 8 years. The report considers that, while current levels of state funding adequately cover present CP management and investment requirements, these may increase once the first generation of management plans for the five CPs are finalized and approved. Additionally, funding for the implementation of the 7-year Biodiversity Action Plan for the Tassili n’Ajjer and Ahaggar CPs, developed during the first phase of the project, has so far been complemented by $4,844,534 of GEF/UNDP funds earmarked under the 2nd component of the project and $32,535,574 of government cofinancing mobilized to date for sustainable livelihood activities (UNDP-GEF, 2019).

The level of staff training and qualification level needs to be improved. The training in Algeria has been neglected for a long time, which has affected the quality of the tourism system from the administrator to the simple agent (Bouchemal et al., 2023) as evidenced by the potentially damaging behaviour by tourists.

Most staff members have a cultural/archaeological background, which are necessary to protect the cultural values of the site but inadequate to protect the natural values and ensure effective biodiversity conservation. Staff with biodiversity skills and knowledge are lacking (GEF, 2011). Wardens are trained to act as wildlife guides and to ensure that the rock art and other archaeological sites are protected and that there is no hunting, collection of plants, or damage to trees (UNEP-WCMC, 2011). However, the UNDP-GEF project on the conservation of globally important biodiversity and the sustainable use of ecosystem services in the cultural parks of Algeria reported that during the first half of the project cycle, management effectiveness was enhanced largely through increased capacity associated with the recruitment and training of specialized staff and the negotiation and implementation of collaborative management agreements involving the local populations and resource users in CP priority sites (UNDP-GEF, 2019). Capacity building has focussed on improving the skills of technical staff and park officers for monitoring purposes (National Directorate of the Algerian Cultural Parks Project, 2022). However, recent sources have criticised the deficiency in the training of guides in particular those accompanying tourists in the region (Chebli et al., 2024).

The World Heritage status is not interpreted in an effective manner but an education programme was being implemented in 2010 (UNESCO, 2010). Room for improvement of education and interpretation has been noted (GEF, 2011) and no new information is available.

The site administration issues permits and guides to tourists wishing to cross the plateau on 4x4 tours. In 2019, the security risk for tourists visiting Algeria was downgraded and the flow of international tourists towards the Tassili n’Ajjer-Ahaggar region has steadily increased.

At the national level the “SDAT 2030” Tourist Development Master Plan reflects the will of the state to enhance the natural, cultural and historical potential of the country and to put it at the service of the tourism development of Algeria in order to to raise it to the rank of destination of excellence in the Euro-Mediterranean region. The SDAT is a reference tool for a coherent and sustainable development of tourism in Algeria, it constitutes the reference framework of the strategy for the revival and development of tourism in Algeria by 2030. The development of ecotourism is a priority in both the national 2016-2030 NBSAP and a Sustainable Tourism Charter was developed through the first phase of the GEF-UNDP project. In 2019, 17% of certified tour operators are estimated to adhere to the sustainable tourism approach developed by the project, with further growth projected.

Based on the Strategic Action Plan for the development of domestic tourism in the region of Tassili n'Ajjer–Ahaggar, an initiative is underway to engage local tourism bureaus in the development of circuits targeting the national clientele and strengthen the involvement of certified tour operators during the rest of the project cycle. In addition, partnership agreements have been formalized with local associations to jointly support the development of local crafts and other initiatives promoting sustainable tourism in the region (UNDP-GEF, 2019). Tourism measures should be aligned with the development of the new site-specific management plan in the context of the World Heritage values, however to date no progress is evident.

Some current problems include large group sizes (30 people, while maximum should be 15) and the lack of communication and information dissemination to tourists, which leads to a lack of knowledge becoming a source of moral disengagement, and the ambiguity of the experience (Chebli et al., 2024). This has led to negative behaviours like littering and damaging rock paintings. Furthermore, the vastness of the park makes it difficult to monitor tourist behaviour (Jeuneafrique, 2024). To remedy this situation, the National Office of the Cultural Park of Tassili n'Ajjer is trying to raise public awareness. Voices are also being raised to ask the Algerian authorities to provide this institution with more material and human resources, to ensure the promotion of sustainable and responsible tourism, and, finally, to collaborate with international organizations to conserve and protect this jewel of world heritage (Jeuneafrique, 2024).

In 2011, there was an insufficient enabling framework for sustainable use management of natural resources (GEF, 2011). The UNDP-GEF project on the conservation of globally important biodiversity and the sustainable use of ecosystem services in the cultural parks of Algeria aimed to enhance national capacity in the sustainable management of natural resources, and strengthen national capacity to fight soil degradation and desertification (UNDP-GEF, 2018). Under the project an investment programme was developed to support small projects for the benefits of local people. Between 2015-2021 there were 399 direct beneficiaries, which has reportedly reduced pressures on natural resources by improving the socio-economic conditions of local populations. The investments focussed on renewable energy (mobile solar kits), improved pastoral management (solar pumps for wells), promotion of local species (goats and camels), improvement of living conditions of women (fodder production, arts and crafts business development) (National Directorate of the Algerian Cultural Parks Project, 2022).

A biodiversity monitoring system for the wider Tassili-Ahaggar region was developed in the first phase of the UNDP-GEF project (GEF, 2011), and a 2018 mid-term project evaluation noted that the outcome of "expanding the national system of cultural parks manages ecosystems and biodiversity assets in a systematized, inclusive and efficient way" remains "satisfactory", with further capacity building required (UNDP-GEF, 2019). In 2022 methodologies and protocols for monitoring in the field to support the conservation management of biodiversity in the Algerian cultural parks network was published (National Directorate of the Algerian Cultural Parks Project, 2022) to develop a systematic framework for biodiversity monitoring, surveillance and control with the aim of informing decision-making. Priority sites and species have been identified and inventory methodologies for these have been developed to feed into a centralised database. These methods are designed to highlight the changes that appear within animal populations (flagship species: Saharan Cheetah, Dorcas Gazelle and Bighorn sheep) and/or plant populations (Acacia Forests) and to define the causes of these variations (Monitoring of pressures). As part of the modernization of the wildlife monitoring system in cultural parks, which was designed to be scalable, the national project management acquired modern technical tools adapted to the monitoring of wildlife in large territories (e.g. camera traps) and biodiversity observation notebooks at the Ahaggar and Tassili N'Ajjer cultural parks have been developed containing indicators selected for monitoring and including detailed collection instructions.

The Monitoring and Collaborative Management Committee is the body responsible for implementation, however the functionality of this body to date is unknown. The project report from 2022 states that a biodiversity monitoring network involving local shepherdesses has been developed, however there is no information on the effectiveness or the results collected thus far (National Directorate of the Algerian Cultural Parks Project, 2022).

The U.S. Embassy Algiers of the U.S. Department of State has announced an open competition for organizations to submit applications to carry out a capacity building exchange program with U.S. National Parks Service that will support Algerian efforts in remote site monitoring of Tassili N’ajjer and Ahaggar Cultural Parks (US Embassy in Algeria, 2024).

Some research into Saharan Cypress and natural resources was undertaken in the 1980s and research (without specification) was reported in 2010 (IUCN, 2010; UNESCO, 2010). As part of the UNDP-GEF project to verify and update data on the presence and density of flagship species (cheetah, gazelles, Barbary sheep) in the wider Tassili-Ahaggar region, a 30-month study was started in July 2017 to develop a cheetah conservation plan using camera traps (UNDP-GEF, 2018). Local teams were tasked with producing annual ecosystem monitoring reports for the two Tassili N'Ajjer and Ahaggar CPs, and field missions were carried out to update data on flagship species (Barbary sheep, gazelle and cheetah) (UNDP-GEF, 2018; National Directorate of the Algerian Cultural Parks Project, 2022). The analysis of the data collected in the priority sites during the period from 2015 to 2021 makes it possible to establish a spatial and temporal picture of the distribution of the flagship species (Dorcas gazelle, bighorn sheep, Saharan cheetah). Furthermore, there is ongoing research on the medicinal properties of various plant species occurring in the region and on the rock art. The Ministry of Culture and the Arts is also interested in digitizing the cultural heritage, so further research is expected in this area. An upcoming collaboration with the US National Park Service will also support further use of remote sensing techniques.

The collaborative management approach and biodiversity monitoring framework developed through the GEF-UNDP project is being rolled out across all cultural parks in Algeria. Thereby, the importance of biodiversity conservation and improving management of natural resources is recognised at the national level. Nevertheless, monitoring has shown the significant expansion of rural and peri-urban agricultural land due to an overall increase in population. This may threaten protected landscapes in the future. Furthermore, the lack of climate action in management makes it difficult to determine the effectiveness of management to address climate change related issues, that may stem from outside the site but affect the heritage values.

The Management Effectiveness Tracking Tool (METT) scores for the site increased from 58 to 62 between 2006 and 2008, which was considered a satisfactory trend (GEF, 2011), with the most recent rating of 70 recorded in the 2018 METT scores based on the updated GEF BD Tracking Tool (UNDP-GEF, 2019). During the first half of the UNDP-GEF project cycle, management effectiveness was enhanced largely through increased capacity associated with the recruitment and training of specialized staff and the negotiation and implementation of collaborative management agreements involving the local populations and resource users in CP priority sites (UNDP-GEF, 2019). In 2018-2019, the site manager followed a capacity building programme on the management effectiveness Enhancing Our Heritage Toolkit, however this programme did not result in a complete management effectiveness evaluation (IUCN Consultation, 2020). Management effectiveness needs to be an integral part of the development of the new management plan.

Through its two phases, the GEF-UNDP project has strengthened the framework for action and intervention of the Cultural Parks network through a range of approaches and tools with the aim of improving management efficiency, and ensuring effective management of concerns related to biodiversity and the sustainable use of ecosystem services. The use of new tools has helped to enhance monitoring (e.g. remote sensing), nevertheless, the use of these tools, requires a more rigorous conceptual approach to take advantage of the multiple functionalities they offer, particularly in terms of data analysis. This needs to be accompanied by a complementary capacity-building programme, a strong involvement of the people constituting the GIS units and a harmonization of working procedures. Furthermore, the involvement of the population and resource persons improves the effectiveness of the intervention. Nevertheless, the cultural park offices must set up a programme to maintain permanent reciprocity between the local population who have knowledge and know-how, scientists and managers, in particular through reactive animation, in order to guarantee long-term collaboration (National Directorate of the Algerian Cultural Parks Project, 2022).