THE CAVE MANAGERS WISDOM:  WHAT DOES A CAVE MANAGER NEED TO KNOW?

Ernst Holland, Karst Resources Manager, Jenolan Caves Reserve Trust

ABSTRACT

Karst and cave management has gone through a checkered history in Australia and New Zealand, with management ranging from an often remote and disinterested hierarchy to individuals. At times the person sitting at the top of the pile may consider themselves manager whereas it is the person on site that makes the complexity of decisions. It has been the knowledge and skills brought into the position as well as a variety of experience gained that has given the person on site this advantage. It may be argued that these persons have had no training in the management of natural ecosystem or a good understanding of the natural resource but it is only in the last twenty years that the science of karst has become broader based and more available. Today's managers can access ecological data and obtain training in essential areas, but outside interests can influence the nature of the management and decisions beyond one's control still decide the end result.

INTRODUCTION

There are forty one cave tourism parks/reserves in Australia and New Zealand. Twenty years ago when people spoke of cave management these areas would have been the type that would have come to mind. Today, cave management is spoken of as covering all known karst areas containing caves. Even this needs to be looked at because we often don't know if some do contain caves. Recent drilling for a dam site near Lithgow NSW revealed the existence of a previously unknown cavernous area.

Like the manager of a factory the cave manager has to manage every facet of the operation. In the case of karst/caves, the raw material and the product are the same thing and does not need a manufacturing process. However the manager should know every component and process and often is expected to carry out a number of roles.

HISTORY

Historically the management of a cave resource had the connotation of relating only to the part of the karst landscape that contained the cave entrances and having a commercial gain. Not recognising the complexity of the karst system and/or process, resulted in many inappropriate decisions. It would be wrong however to assume that the value and vulnerability of the resource was not recognised because history records many instances of concern over fences, smoke and vandalism it was the knowledge of appropriate remedial action that was lacking. Often we have the audacity today to think that we know it all and are doing it right but history will possibly lay as much blame at our feet as we tend to lay at the feet of those of the past. Without doubt the Reddings of Narracorte, The Wiburds of Jenolan, The Moons of Buchan and J L Frazer of NZ to name but a few had as much feeling for their responsibilities as any of us profess to have today.

Cave management and cave tourism, in Australasia historically go side by side with Jeremiah Wilson of Jenolan Caves being the first cave manager (caretaker) appointed in Australia and New Zealand. An interesting aspect of cave management is how values changed as many ventures were undertaken and abandoned. A gentleman leased the Moore Creek cave for tourism because it had pretty formations but when this was not financially successful he then mined the same cave for phosphate thus removing the pretty formations. The very first cave used for tourism may have been a small cave at Limekilns near Bathurst NSW. There are many individuals who made contributions to the early years of cave management all bringing skills and knowledge that we still utilise today.

KNOWLEDGE AND SKILLS

The amount of knowledge and experience needed to manage caves and karst will range from the management of the Waitomo's and Jenolan's that have large visitor numbers and staffing levels, to Moore Creek caves of NSW which has two hundred visitors a year and a visit by a ranger once a month if lucky. Regardless of how large or small a cave system may be it can have all the same management requirements but in differing degrees. In 1984 Richard Guy a guide at Jenolan and the author jointly decided to develop a training manual. In preparation for this we listed the skills and knowledge we though essential for a guide. The list was considerable. For example: to lay a cement pathway the list is a follows:

• Estimating and costing
• Ordering and planning
• Transporting
• Preparation and levelling of site
• Preparation and mixing of concrete
• Laying of concrete
• Preventative measures to control dust and contaminates

So to establish the skills and knowledge required or seen as being required, let's look at the following.

ADMINISTRATION

This area can take up most of a managers time because it involves dealing with people, and I would state that, no matter how many courses one may attend, some have it and some don't. The 'budget' and financial structure often override all other considerations and however it is spent, on advertising, maintenance, training development etc, is not the attitude different when you have to make a profit or not. Elery Hamilton-Smith in a paper "The Assumptions Underlying Park Management" raised the attitude of the managers/rangers/guides to the resource and how it was regarded. Some see it as their own property or territory and will manage it as they see fit. Different attitudes really dictate how the resource is managed or exploited and the knowledge and skill of how to do either makes is often dependent on ethics.

DEVELOPMENT

Development decisions are the most important as they can often make or break what does happen to the resource. However in reality concessions are often made to demands of budget, accommodating the greatest number of visitors, what looks good and sometimes safety. Does the cave manager have to be an expert in cave physics, karst, flora, Aboriginal and European culture etc. I suggest that this is not only impossible but unnecessary. A manager needs to recognise what is non-disturbive to the natural process, scientifically and visually important and not unlikely to contribute to future consequences. The materials used in development should be non pollutant but how do we know? Experience gives some answers but only long term studies will give the true answer. Can we afford the study or as recent events have shown, development can be carried out simply because there is no evidence to suggest otherwise.

TOURISM

The management of what are regarded as the premier caves in Australasia seems to be controlled only by current tourism levels or the perceived potential for expansion. I use the term 'premier' rather than the 'most important' as who can decide the latter any way? There are many papers on the impacts of tourism and the management of tourist caves. The appointment of managers is frequently associated their skills and knowledge of the tourism and hospitality industry. Be this the right or wrong approach depends on the knowledge and skills of the hierarchy.

RECREATION

The term speleologist, caver, adventurer etc rightly or wrongly is used to describe those persons who participate in cave related recreation. It is these groups who often question the role, skill and knowledge of the manager. Some managers do have the skills and motivation to participate with these groups while other managers find undeveloped caves unfamiliar and inhospitable settings. (Andy Spate 1984) finds the most use of caves by recreational groups tends to take place on weekends and public holidays when field staff and managers are often unavailable for contact with cavers.

Because of this dilemma and the diverse objectives, conflict and suspicion between managers and these groups sometimes result. In reality the managers knowledge of the resource is often a byproduct of such groups. But they also need to make more information available rather than bottle it up.

STAFF

Guides generally are the main staff employed in those karst/cave areas associated with tourism, with management of the resource often the role of the senior guide or by what ever name they may go by. It is often the guides who make those day to day decisions and Elery Hamilton-Smith (1972) notes "in Yugoslavia that the system of Samo-upravljanje, or self management places the responsibility for each enterprise in the hands of the workers concerned with the day to day operation". In areas that are simply part of the larger land management system the staff tend to be involved in more specific aspects of management such as flora, fauna, weed control etc. The management skills needed to set their objectives and select staff who will implement these objectives will go a long way towards good management. Today some organisations are employing specialists to manage or advise on karst/cave related issues.

MANAGEMENT PLANS

A management plan is often intended to bring together the knowledge, develop a management prescription and then make it available to the manager to emulate or activate. I never have been able to make up my mind which. Often they are done on the cheap allowing insufficient research of the resource or, to access other relevant information. Such plans often contain unrealistic goals that bear no relationship to reality. The terminology used in some sections is often open to incomplete or to incorrect interpretation. There are many arguments about management plans and the correct use of them but they should at least assist the manager.

INFLUENCES

The manager may know it all, have complete control of the situation and do it all right. Then the water becomes contaminated, all the trees die in the catchment and staff numbers are cut. These are seen as influences and I could name many that are seen as outside the realm of the managers responsibilities. At times however they are the biggest threat to ethical management. While it is accepted that there are many things that are beyond one's control. I also suggest that we use it as an excuse at times. Should not the manager have the knowledge and negotiating skills needed to alleviate some of these situations?

CONCLUSIONS

"We cannot live for commerce alone, nor will our civilization be deemed great until we thoroughly recognise the fact that the bushland and all they naturally contain are gifts of nature far transcending in value all monetary and commercial considerations. The humanising gifts of nature are necessary for our interests, education, adventure, romance and peace of mind. They constitute the antidote for the evils of our semi-artificial existence. As we destroy our bushland environment we destroy just so much of our selves. The balance of nature is finely adjusted: upset it and there will be a desert at our doors. All the glory of the canyons, caves and rolling plateaus of our great Blue Mountains is not nearly so much a commercial asset as it is Nature's heritage for legitimate enjoyment and our gift to prosperity"

This is no great statement of the author's but from comments of a visitor to the Blue Mountains and Jenolan Caves that were published in the Katoomba daily, August 24th 1934 (Crockett 1990). It is not the conservation of the resource, be it for maintenance of the natural system, quality of life, future generations or to make a buck out of, that is all important. So I suggest that the administrators need the knowledge and skills to employ those persons who have the knowledge and skills to manage the resource at all levels that are required.

REFERENCES

CROCKETT, G., 1990. 'The Developer Perspective' presented at a workshop 'Tourism, Community and The Environment - Our Future' Unpub.

HAMILTON-SMITH, E., 1979. Plitvice: A Case Study in Karst Management. Cave Management in Australia III, 1979

HAMILTON-SMITH, E., 1988. The Assumptions Underlying Park Management. Paper to the workshop on Managing Public Lands in Times of Financial Stringency

SPATE, A. P., 1984. Review of Nature Conservation Programs. Unpublished Paper No 3