SOME THOUGHTS ON THE TRAINING OF CAVE GUIDES, RANGERS AND MANAGERS - OR FLIPPER DOES AND ANDY SEZ!
Abstract
This paper examines the needs for training the interpreters and managers of karst and looks at some of the approaches traditionally adopted. Recent activities of the Association and its members are discussed as are some problems to be addressed in the future.
The Resource
In recent decades there has been a trend away from 'fantasy' cave interpretation together with the view that caves should be considered part of a total karst resource. The karst in turn is increasingly thought of as part of the wider landscape. Evidence for this can been seen in the modern view of considering karst management on a catchment basis in contrary distinction to the actions of the past when caves were 'protected' by reserving a small area around their entrance. Managers and interpreters therefore need a wider, more holistic view of the resource. They must understand why it is there and how it relates to the larger world (including cultural aspects) in both space and time.
The Personnel
One has only to look at the range of cave and karst management authorities - from private individuals to local government to statutory authorities to huge government departments - to realise that training requirements will vary across a similar range but with various educational, vocational and local standards overlain. For example, the cave tourist clientele at Yarrangobilly and Jenolan differ greatly with different pressure, location, visitor expectations, type of travel involved (i.e. is it a destination or part of wider travel?) if not other factors.
The type of organisation often plays a large role. For example, national park services have been notorious for 'musical ranger' policies, in face of clear evidence that this is usually counter-productive for proper cave management and interpretation. Thankfully this seems to be changing. Conversely, however, many areas have suffered from lack of fresh staff and outlook, so a balance must be sought.
The Methods
It is our firm belief that there is no best method, but there are some essentials that must be considered. The depth and balance between the essentials will be determined by a mix of the management authority's policies and practices, by the local resource, traditional approaches and needs of staff. The essentials are an understanding of:
The environment - geology, geomorphology, hydrology, flora, fauna, cultural aspects (e.g. history, wild cave use) and so on.
The other uses - what else is karst useful for (e.g. cement, water catchment, science etc)?
The impacts of use as a tourist or wild cave on karst area.
The interpretive experience - what is the guide or manager trying to achieve? This is a fundamental and much misunderstood area. The skills are unfortunately normally learned on-the-job, and range upwards from crowd control through showmanship and education to something on a higher plane.
The policies and objectives of the management authorities.
Where to obtain further information and skills.
Whilst this list may seem long and complex, we are aiming for different things and the emphasis may therefore vary widely. For example, Cave Area 'X' located somewhere 'back of Bourke' (we do not know the New Zealand equivalent, unfortunately) may need to know only that the limestone is made up of animal remains deposited on the sea floor many millions of years ago and that any impact is acceptable because all the owners want to do is make a quick buck and get out. Hopefully this is a hypothetical example - we certainly do better than this everywhere in Australia and New Zealand but there is a spectrum.
The oldest method of cave guide induction is on-the-job training and is used extensively throughout Australia and New Zealand. Advantages of the method are that it allows familiarisation with the area and its facilities whilst allowing the new employee to quickly adjust to the surroundings (and to start becoming productive - in economic terms). The training period is short and cheap but there are disadvantages. These include amplifying earlier errors and misconceptions by transfer from one generation of guides to the next, 'woodenness' in presentation as a result of 'parrot-fashion' learning, if not other problems.
Many organisations have had in place induction or training manuals as means of introducing and training staff to the requirements of the position and the procedures to be followed. If kept up to date these are a valuable, if not essential, aid. Often they are out of date and only apply to the local area. Dunlop's Jenolan is a good case in point.
In recent years the Association and its members, together with some management authorities, have taken new directions in guide training of which the guide exchange program based from Jenolan is possibly the most important. The Association is moving toward a general introduction to speleology and karst management which can be supplemented by local re-editing or by additional material. Incorporation of procedures manuals would be appropriate. Draft editions have been produced for Abercrombie, Yarrangobilly and south east Australia; Jenolan and Wombeyan are in preparation. These are designed to be presented to staff in a two to four day seminar/workshop session; this clearly limits their application to infrequent occasions spaced years apart and, in addition, have a very real problem in tying up staff for a relatively long and economically unproductive period.
Association members have also participated in other exercises to promote cave and karst management including workshops on cave interpretation in both countries. Perhaps the most interesting was a week long workshop for secondary school students at Wellington (Australia) where the pupils developed video, display and written material for educational purposes. These have subsequently proved useful for guide training.
A further initiative of the Association is the development of a set of slides and associated text providing a broad background to caves, karst and management. This project is in its early stages and to be of value has to be written very carefully. However, it is believed that it will be of value for guide and ranger training and for wider audiences.
In spite of our above remarks about training needs for those who are not cave interpreters, we are not addressing in any effective manner the needs of cave area rangers and higher level managers. Some of these deficiencies will be taken up by personal contact but there remains a need to address this area which is of critical importance to the future of our karst and caves. The Association will be able to contribute here if it is able to contribute to the preparation of management plans, or comment effectively on those prepared by others.
In Conclusion
We have outlined our views on the training needs of cave interpreters and managers and discussed some of the Association's approaches. Our emphasis has been that a broad based and dynamic approach is needed, but the specific needs will vary from area to area. Whilst we are providing some avenues for guide training we are not approaching the training needs of land managers very effectively - perhaps this is our next challenge.
The continued role of the Association in conferences, proceedings and other publications including the newsletter should remain a major training tool, with the guide exchange program seen not only as assistance to the training but contributing to interchange of ideas between areas from which we can all benefit.