authorization - environmental services sp.pdf · at the time of writing, the limpopo department of...

Reserve Management Documents: Potlake Nature Reserve (Strategic Plan) 1

AUTHORIZATION This Strategic Plan (SP) for the Potlake Nature Reserve (PNR) was drafted and recommended by the Reserve Planning Team (RPT), a multi-disciplinary team consisting of:

NAME POSITION AND ORGANISATION

K. Tshinavhe Reserve Manager, PNR, Limpopo Department of Economic Development, Environment

and Tourism (LEDET)

J. Mokganya Admin Clerk, PNR, LEDET

H. Mashako Chairperson, Potlake Nature Reserve Management Committee

The drafting of this SP was supported by the following Protected Area Planning Specialist, Core Planning Team, Project Management Team, and Scientific Support Services Team:

PROTECTED AREA PLANNING SPECIALIST

P.J. Binney – Private Consultant

CORE PLANNING TEAM

D. Ferreira - NCC Group J. Jackelman – Envirocentric M. Norval – Private Consultant A. Purnell - NCC

PROJECT MANAGEMENT TEAM & TECHNICIANS

R. Dyer (Project Manager) - NCC K. Potgieter (Technical Scribe & Editor) - NCC F. Domingo (Technical Support) – NCC F. Ally (Technical Support) – NCC T. Esack (Technical Support) – NCC S. Atmore (Technical Support) – NCC

SCIENTIFIC SUPPORT SERVICES

G. Benn (GIS) - GeoCline Consulting R. Colyn (Climatological Data and Vegetation) – NCC R. Jangle (Vegetation) – NCC M. Burger (Amphibians) – Consulting Herpetologist B. Havemann (Mammals, Reptiles & Fish) - Consultant R. Colyn (Avifauna) – NCC J. du Plessis (Avifauna) – NCC

This SP is recommended for approval by:

NAME AND TITLE SIGNATURE AND DATE Mr Solly Kgopong Acting Head of Department LEDET


This SP is approved by:

NAME AND TITLE SIGNATURE AND DATE Honourable Pinky Kekana Member of the Executive Council LEDET


NOTE

At the time of writing, the Limpopo Department of Economic Development, Environment and Tourism (LEDET) is fulfilling the role of Management Authority of the provincial nature reserves of Limpopo Province. It is, however, anticipated that this responsibility will be taken over by a different agency during the course of 2013. The details of this takeover were unfortunately not available during the compilation of this Strategic Plan and, as a result, the term “Management Authority” is used to replace the name of the existing Management Authority – LEDET - where relevant.


TABLE OF CONTENTS

AUTHORIZATION .......................................................................................................................................... 1

FOREWORD .................................................................................................................................................. 7

ABBREVIATIONS AND PLANNING TERMS..................................................................................................... 8

EXECUTIVE SUMMARY ............................................................................................................................... 10

i) Purpose of the plan ............................................................................................................................. 10

ii) Reserve context ................................................................................................................................. 10

iii) Reserve values ................................................................................................................................... 11

iv) Management issues and challenges ................................................................................................. 12

v) Desired condition of the reserve ....................................................................................................... 12

vi) Key management activities and targets ............................................................................................ 13

vii) Institutional arrangements and budget requirements .................................................................... 14

1. INTRODUCTION .................................................................................................................................. 15

1.1 The Reserve Management Plan ....................................................................................................... 15

1.2 Purpose and structure of the Strategic Plan .................................................................................... 15

1.3 The steps in preparing the Strategic Plan ........................................................................................ 16

1.3.1 Stakeholder Consultation .......................................................................................................... 17

2. CONTEXTUAL FRAMEWORK ............................................................................................................... 18

2.1 Location ............................................................................................................................................ 18

2.2 Legal status ...................................................................................................................................... 18

2.3 Institutional arrangements .............................................................................................................. 22

2.3.1 General ...................................................................................................................................... 22

2.3.1.1 Limpopo Tourism Agency ....................................................................................................... 22

2.3.1.2 Department of Water Affairs ................................................................................................. 23

2.3.1.3 Department of Public Works .................................................................................................. 23

2.3.1.4 Department of Environmental Affairs .................................................................................... 24

2.3.1.5 Limpopo Department of Agriculture and the Expanded Public Works Programme .............. 24

2.3.2 Institutional Arrangements Specifically Relevant to the Potlake Nature Reserve ................... 24

2.4 Reserve description .......................................................................................................................... 25

2.4.1 History ....................................................................................................................................... 25

2.4.2 Climate ...................................................................................................................................... 26

2.4.3 Topography ............................................................................................................................... 26

2.4.4 Geology and Soils ...................................................................................................................... 26

2.4.4.1 Geology .................................................................................................................................. 26


2.4.4.2 Soils ........................................................................................................................................ 27

2.4.4.3 Soil Erosion ............................................................................................................................. 27

2.4.5 Drainage and Hydrology ........................................................................................................... 27

2.4.6 Vegetation ................................................................................................................................. 27

2.4.6.1 Vegetation Types.................................................................................................................... 27

2.4.6.3 Invasive Alien Plants ............................................................................................................... 30

2.4.7 Fauna ......................................................................................................................................... 30

2.4.7.1 Mammals ............................................................................................................................... 30

2.4.7.1.1 Mammal Species of Conservation Concern ......................................................................... 31

2.4.7.2 Avifauna ................................................................................................................................. 31

2.4.7.3 Reptiles and Amphibians ........................................................................................................ 31

2.4.7.4 Fish ......................................................................................................................................... 32

2.4.8 Heritage Resources ................................................................................................................... 32

2.4.9 Reserve Infrastructure .............................................................................................................. 32

2.4.10 Social Context.......................................................................................................................... 33

2.5 Local and Regional Planning ............................................................................................................ 33

2.6 Reserve Expansion ........................................................................................................................... 33

2.7 Strengths, Weaknesses, Opportunities and Threats ........................................................................ 33

3. STRATEGIC OBJECTIVES FRAMEWORK ............................................................................................... 35

3.1 Purpose ............................................................................................................................................ 35

3.2 Reserve Values ................................................................................................................................. 35

3.3 The Reserve Vision ........................................................................................................................... 35

3.4 Key Performance Areas and Objectives ........................................................................................... 36

3.5 Zonation ........................................................................................................................................... 37

4. STRATEGIC IMPLEMENTATION FRAMEWORK ................................................................................... 39

KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION ......................................................................... 40

Guiding principles for reserve management ......................................................................................... 40

Management actions and targets .......................................................................................................... 43

KPA 2: SUSTAINABLE USE ....................................................................................................................... 47



KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL .................................................................... 52



KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS) ................................................................. 55




KPA 5: STAKEHOLDER INVOLVEMENT.................................................................................................... 58



KPA 6: ADMINISTRATION AND PLANNING............................................................................................. 62



5. RESOURCING AND GOVERNANCE FRAMEWORK ............................................................................... 66

5.1 Staffing Requirements ..................................................................................................................... 66

5.2 Funding Requirements ..................................................................................................................... 67

5.3 Roles and Responsibilities ................................................................................................................ 68

5.3.1 Reserve Management ............................................................................................................... 68

5.3.2 Reserve Planning Team ............................................................................................................. 69

5.3.3 Management Advisory Committee ........................................................................................... 69

5.3.4 Reserve Co-Management Committee ...................................................................................... 70

6. BIBLIOGRAPHY ................................................................................................................................... 71

ANNEXURE 1: PUBLIC PARTICIPATION REPORT ......................................................................................... 72

ANNEXURE 2: ZONATION CATEGORIES (CHARACTERISTICS) ..................................................................... 73


FOREWORD

Nature reserves have numerous benefits to both humans and natural ecosystems. They contribute directly to local, regional and national economies through tourism, employment and expenditure on reserve management. Nature reserves also facilitate complementary private sector investments, such as infrastructure and commercial services, which includes enabled industries such as the hospitality industry. Important social benefits to the public include the provision of an educational resource; indigenous and heritage values; and in increased quality of life, health and wellbeing. Nature reserves are established in Limpopo Province as a strategy to protect biodiversity and enhance ecotourism through Wildlife Resorts which are managed by the Limpopo Tourism Agency. In many instances it has, however, been determined that biodiversity continues to decline despite the resources that are invested in nature reserve management. The current president of South Africa, Mr J.Z. Zuma, has also expressed concern over the threat of extinction of wildlife

species in the Great Limpopo Trans-frontier Park, especially Rhino. The presence of this species is known to attract criminal syndicates from other countries, where Rhino horn is used for medicinal purposes (Sapa, 2010). The poaching of Rhino causes a disturbance in ecological systems and contributes to environmental degradation and, as a result, strong conservation measures in the nature reserves of Limpopo Province are required in this regard. In 2004, the 7

th Conference of Parties decided that all member states of the Convention on Biological Diversity

should develop and apply methodologies and criteria that would enable them to measure the effectiveness of nature reserve (protected area) management in the conservation and protection of biodiversity. South Africa has endorsed the World Wide Fund for Nature (WWF) Management Effectiveness Tracking Tool (METT-SA) in this regard, which is being used in Limpopo Province to measure management effectiveness in nature reserves. Management effectiveness evaluations of nature reserves are vital for the measurement and improvement of the performance of each provincial nature reserve against set management objectives. The management plans that have been developed for Limpopo Province include:

Conservation and tourism objectives for the effective management of the nature reserves that fall under the jurisdiction of Limpopo Province;

Tourism marketing and the facilitation of investment opportunities;

Capacity building and tourism transformation;

METT indicators to ensure the continuous improvement of the management of these nature reserves; and

Provision of mechanisms for collaboration with communities and neighbours for harmonious co-existence and beneficiation to the province and the country.

By developing these management plans, the Department has ensured:

That Limpopo Province meets its obligatory implementation of international agreements; the Convention on Biological Biodiversity; the provisions of the Constitution of the Republic of South Africa, 1998 (Act No. 108 of 1998); the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003); and the Limpopo Environmental Management Act, 2003 (Act No. 7 of 2003), through which natural resources are managed.

The provision of ecosystem services for everyone in order to facilitate employment, exports, economic growth and a good quality of life.

That the sourcing of funds for the management of nature reserves beyond the scope of formal Treasury allocations is enhanced.

HONOURABLE P. KEKANA MEMBER OF EXECUTIVE COUNCIL: LEDET MARCH 2013


ABBREVIATIONS AND PLANNING TERMS ABBREVIATIONS:

APO Annual Plan of Operations

BCEA Basic Conditions of Employment Act, 1997 (Act No. 75 of 1997)

CAPEX Capital Expenditures

CARA Conservation of Agricultural Resources Act, 1983 (Act No. 43 of 1983)

DEA Department of Environmental Affairs

DPW Department of Public Works

DWA Department of Water Affairs

ECParks Eastern Cape Parks

EEA Employment Equity Act, 1998 (Act No. 55 of 1998)

EES Environmental Education Directorate

EPWP Extended Public Works Programme

FPA Fire Protection Association [in terms of the National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)]

HDI Historically Disadvantaged Individual

HO Head Office

HOD Head of Department

HR Human Resources

HRD Human Resources Development

IDP (municipal) Integrated Development Plan

IUCN International Union for the Conservation of Nature

IT Information Technology

KPA Key Performance Area

LDA Limpopo Department of Agriculture

LEDET Limpopo Department of Economic Development, Environment and Tourism

LTA Limpopo Tourism Agency

LTP Limpopo Tourism and Parks

LRA Labour Relations Act, 1995 (Act No. 66 of 1995)

MEC Member of the Executive Council

METT Management Effectiveness Tracking Tool

METT-SA Management Effectiveness Tracking Tool for South Africa

NBRBSA National Building Regulations and Building Standards Act, 1977 (Act No. 103 of 1977)

NCC NCC Environmental Services (Pty) Ltd.

NEMBA National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004)

NEMPAA National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003)

NEMWA National Environmental Management: Waste Act, 2008 (Act No. 58 of 2008)

NHRA National Heritage Resources Act, 1999 (Act No. 25 of 1999)

NPAES National Protected Area Expansion Strategy

OHSA Occupational Health and Safety Act, 1993 (Act No. 85 of 1993)

OPEX Operating Expenditures

PAM Protected Area Management

PFMA Public Finance Management Act, 1999 (Act No. 1 of 1999)

PNR Potlake Nature Reserve

PNRCMC Potlake Nature Reserve Co-management Committee


PNRMAC Potlake Nature Reserve Management Advisory Committee

PSA Public Service Act, 1994 (Act No. 103 of 1994)

RMP Reserve Management Plan

RMSMM Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng Communities

RPT Reserve Planning Team

SANParks South African National Parks

SANS South African National Standard

SDA Skills Development Act, 1998 (Act No. 97 of 1998)

SIS Security and Investigation Services

SOKDR State of Knowledge Data Repository

SONR State-owned Nature Reserves

SP Strategic Plan

Telkom Telkom SA

UZM Use Zone Map

VCA Veld Condition Assessment

WfW Working for Water

WSA Water Services Act, 1997 (Act No. 108 of 1997)

ZCC Zion Christian Church

DEFINITION OF KEY PLANNING TERMS:

Activities Activities are management tasks required to collectively realise the objectives.

Guiding principles Guiding principles provide overall direction to the implementation of activities.

Monitoring Monitoring is the collection of data and information in a consistent manner over time for the purpose of evaluation.

Objectives Objectives are derived from the vision. They represent key areas in which achievements must be obtained in total, or in some combination, to give direction to the management aspiration (the vision).

Outcomes Ideally outcomes are benefits produced from objectives and activities.

Outputs Outputs are tangible results produced by activities.

Performance assessment

Performance assessment is a measurement of accomplishment against a set of pre-determined criteria (e.g. efficiency or effectiveness).

Performance indicator A performance indicator is a measurement used to evaluate the success in achieving targets and realising objectives.

Resources Resources include the people, materials, technologies, money, etc. required to implement the activities.

Target Targets are set for particular aspects of performance – financial returns, efficiency, quality of services, etc. – against which performance is monitored and measured.

Use zone map A use zone map is a spatial framework that guides and co-ordinates conservation and development activities in a protected area.

Value A value is a specific attribute or feature (cultural, ecological or recreational) within a reserve that may require additional/special consideration during the planning process and subsequent management.

Vision Vision indicates the direction of management aspiration.


EXECUTIVE SUMMARY The following Executive Summary provides an overview of the 5-Year Strategic Plan.

i) Purpose of the plan The Strategic Plan sets out the ambitions for the Potlake Nature Reserve (PNR), as articulated through the vision and objectives for the nature reserve for the next 5 years. The plan sets out how these ambitions will be achieved and delivered through a range of management guidelines and actions. The Strategic Plan strives to:

Identify the defining qualities and characteristics of the reserve (i.e. what makes it special and unique);

Describe the reserve’s management issues and challenges;

Set out medium- and long-term ambitions for the desired state of the reserve;

Provide a five-year implementation framework for delivering this desired state;

Describe the specific activities to be implemented on an annual basis;

Identify the measures required to evaluate if the management actions are collectively contributing to achieve the desired state; and

Describe the institutional, human resource and budget requirements for implementing the management plan.

ii) Reserve context The PNR covers a total of 2784.683 ha. The reserve was proclaimed on 4 March 1983 in terms of Section 18(1) of the Lebowa Nature Conservation Act, 1973 (Act No. 10 of 1973) and is therefore legally defined as a provincial nature reserve in terms of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003). The PNR is surrounded by a dense rural population. A number of major mines, most of which focus on the excavation of chrome and platinum, are situated in close proximity to the PNR. The PNR is located within the Fetakgomo Local Municipality, which forms part of the Sekhukhune District Municipality of Limpopo Province. The PNR is partially owned by the local Potlake (Rostock) community and is managed in terms of a co-management agreement entered into with the Limpopo Tourism and Parks Agency (LTP) in 2007. The co-management agreement specifically describes the appointment of the LTP as the ‘Executing Agency’. The LTP has been recently reconstituted as the Limpopo Tourism Agency (LTA), and the LTA currently has no presence in the reserve. LEDET is therefore currently fulfilling the conservation management function in the reserve, while the tourism activities are inactive in the absence of any LTA staff or capacity. SAMANCOR Ltd. also owns one of the properties on which the PNR is located. The current staff complement of the PNR comprises 18 staff members, which is 12 staff members short of the full staff complement required to manage the reserve effectively. The PNR is situated in a summer rainfall region. One of the key topographical features of the PNR is a dramatic, black, stone ‘koppie’ or hill of volcanic origin that is located in the centre of the reserve and rises up several hundred meters above the surrounding plains. This feature is known as Legobwe Mountain.


The vegetation of the PNR comprises Central Bushveld vegetation units of the Savanna Biome, and includes a potential 16 plant species of Conservation Concern, of which one is critically endangered and two are endangered. The PNR has a fair representation of game for its size, but it should be noted that the area is very prone to erosion if its ecological capacity is exceeded. During an aerial census conducted in the reserve in 2012, a total of 582 head of game was recorded, including Giraffe, Kudu, Red Hartebeest and Impala, amongst others. Although not recorded, it is almost certain that Leopard also frequent the PNR on occasion. The following additional mammal species are known to occur at the PNR: Vervet Monkey, Klipspringer, Black-backed Jackal, Spotted Hyena, Steenbok, Common Duiker, Waterbuck, Bushpig, Chacma Baboon, Slender Mongoose, Honey Badger and Rock Hyrax. There are currently 78 verified avian species occurring at the reserve, of which 10 occur on the IUCN Red List of Threatened Species. A total of 33 reptile species has been recorded in the PNR. A possible 32 amphibian species occur at the PNR. No data is currently available for the fish species occurring at the reserve. The PNR has a rich and diverse cultural history, as is evident from the numerous graves and grinding stones of the North-Sotho Pedi tribe recorded in the area. Some of these graves and grinding stones are known to be more than 100 years old. Members of the local communities still visit and utilise the grave sites located within the reserve today. Reserve Infrastructure includes: one main entrance gate; one secondary management gate; a small gate house; an administrative hub; a picnic site with ablution facilities and braai stands; a camp site; four boreholes, two of which are not equipped and two of which are equipped, but are in a poor condition; six cement water holes; and three earth dams. The reserve has a new water system consisting of Jo-Jo tanks on steel stands that has recently been constructed near the main entrance gate of the reserve for water distribution to the administrative hub. The administrative hub is located near the main entrance gate and consists of a small conference hall seating 30 to 40 people; a museum/education centre which is currently in a poor condition; the staff office which is currently one of the rooms of the museum/education centre; and a day visitors’ facility. There are no tourist accommodation facilities available within the reserve. The under-developed camping site of the reserve is currently used by temporary staff and business representatives from the surrounding mines. A number of buildings are concentrated in the central southern section of the reserve including an old, three bedroom house being used as staff accommodation; two zinc store rooms and one cutlery storeroom, both of which are in a poor condition; and a large lapa with an internal kiosk, which is in relatively good condition. This infrastructure is located on the portion of the reserve which belongs to SAMANCOR Ltd. The road network within PNR, consisting of both tourist and management roads, is limited. The overall condition of the roads within the PNR is currently poor. The PNR is completely fenced, however, a section of the boundary fence measuring approximately two kilometres is currently damaged. The PNR is not included in any of the focus areas identified for protected area expansion by the National Protected Area Expansion Strategy (NPAES). No expansion projects have been identified or implemented for the PNR by the Management Authority to date.

iii) Reserve values The following key values were identified for the PNR:

The reserve has the potential to demonstrate the efficiency, and benefits, of functional partnerships between the State and communal land owners in the collaborative administration and management of provincial nature reserves.

The reserve is committed to management in accordance with best practice and rationally driven by current knowledge.


The reserve is committed to good administration and the efficient use and good maintenance of resources.

The reserve is committed to be a good employer and socially affirmative neighbour in the local communities.

The reserve protects the traditional importance of Legobwe Mountain and embraces certain cultural/traditional requirements of the ZCC.

The reserve is the only ‘island’ of conservation in an otherwise heavily populated and utilised (mining) part of Limpopo Province.

iv) Management issues and challenges The PNR is faced with a number of management issues and challenges in light of serving its function as a nature reserve. These include:

Centralised budget and de-capacitated reserve management.

A lack of and poor condition of tools and equipment.

A lack of maintenance of all infrastructure (roads, buildings, etc.).

A shortage of staff.

Ageing staff complement.

The reserve size is regarded as too small to sustain a high diversity of species.

Soil erosion with no specific plan of action.

A lack of communication as a result of unreliable landline and internet facilities, as well as the absence of a two-way radio communication system.

No man made water distribution to the northern sector of reserve.

No game census conducted since 2003 .

The education centre is in a poor condition.

Poaching of wildlife by neighbouring communities.

Lack of reserve staff’s capacity to ensure law enforcement.

Bush encroachment.

Giraffe population to large: Noticeable over-browsing on certain tree species’ canopy cover.

Water supply is a problem, particularly in the northern sections of the reserve.

Poor road conditions make vehicle access difficult for management purposes.

Vandalism and theft.

The reserve is located away from the main tourism routes.

The area is not marketed as a tourism destination.

No room for expansion, as the reserve is surrounded by local communities, mines and borders onto the R37.

SAMANCOR Ltd. owns a section of the reserve (the farm Winterveld No. 417 KS).

Land claims over the reserve by the Rostok, Mahlabeng, Shubushubung, Mashikwe, Mohlahlaneng (RMSMM) communities.

v) Desired condition of the reserve The vision of the PNR can be summarised as follows: A collaborative partnership between the State and the Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng communities in the on-going conservation and sustainable use of the Potlake Nature Reserve. From this partnership, it is envisaged that the following will be secured: • Meaningful and sustained benefits derived for the Rostok, Mahlabeng, Shushubung, Mashikwe and

Mohlahlaneng communities; • Preservation of the reserve’s important cultural/traditional values;


• Conservation of the fauna and flora on the reserve; and • Equitable access to, and responsible use of, the reserve and its natural resources.

vi) Key management activities and targets Twenty-four objectives, anticipated to contribute to realising the vision of the PNR, were identified by the RPT and can be grouped according to the following six key performance areas: Biodiversity and heritage conservation; sustainable use; enforcement, security and access control; infrastructure and equipment (operations); stakeholder involvement; and administration and planning. These objectives are: 1. Biodiversity and Heritage Conservation 1.1 Re-establish, manage and maintain viable populations of locally indigenous fauna and flora in the

PNR. 1.2 Initiate and maintain a soil control programme in the PNR. 1.3 Contain the spread and impact, of invasive alien plants and bush encroachment in the PNR. 1.4 Protect the heritage resources of the PNR. 1.5 Update key baseline information, and develop and maintain a targeted research and monitoring

program to guide biodiversity management in the PNR. 2. Sustainable Use 2.1 Construct, upgrade and maintain day visitor and overnight visitor buildings and infrastructure in the

PNR. 2.2 Develop, deliver and maintain a diverse range of tourism and recreational services for visitors to the

PNR. 2.3 Develop and implement a focused and cost-effective marketing, awareness-raising and educational

programme for the PNR. 2.4 Facilitate the sustainable use of natural resources by the Rostok, Mahlabeng, Shubushubung,

Mashikwe and Mohlahlaneng communities in the PNR. 2.5 Manage and mitigate the environmental impacts of conservation management, tourism, recreation

and natural resource use in the PNR. 3. Enforcement, Security and Access Control 3.1 Secure the boundaries of, and maintain controlled access to, the PNR. 3.2 Sustain an effective law enforcement and compliance capacity in the PNR. 4. Infrastructure and Equipment 4.1 Develop and maintain the road, track and footpath network in the PNR. 4.2 Construct, maintain and upgrade the bulk services infrastructure in the PNR. 4.3 Construct, upgrade and maintain administrative, staff and operational buildings and infrastructure

in the PNR. 4.4 Acquire and maintain operational equipment and vehicles for the PNR. 5. Stakeholder Involvement 5.1 Ensure the ongoing involvement of a representative and functional Potlake Nature Reserve Co-

Management Committee (PNRCMC) in the planning, development and management of the PNR. 5.2 Develop, implement and maintain effective mechanisms for ongoing communications with co-

management partners, private stakeholders and neighbouring land owners.


5.3 Actively participate in local and regional conservation and socio-economic development initiatives that may affect or benefit the PNR.

5.4 Identify, and enable access to, employment, empowerment and capacity building opportunities for the Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng communities.

6. Administration and Planning 6.1 Secure the legal tenure of, and management authority for, the PNR. 6.2 Maintain an adequately equipped, resourced, and trained staff complement for the PNR. 6.3 Institute and maintain an effective administrative and planning capability in the PNR. 6.4 Establish, maintain and host a reliable inventory of key information on the PNR and its ongoing

management. For each one of the aforementioned twenty-four objectives, a number of guiding management principles (i.e. norms and standards by which operational decisions re. the PNR will be made); management actions (i.e. key strategic activities to be implemented in order to achieve the reserve’s objectives); and management targets were set by the RPT. Each management action was defined and prioritised as being of a high, medium or low priority for the five year horizon covered by this Strategic Plan. Time frames, targets, key performance indicators and responsibilities were also allocated to each management action, or to a group of linked management actions. The aforementioned principles, actions and targets will be used to inform the annual plans of operation of the PNR, as well as the resources required to implement it. A Use Zone Map (UZM) was compiled for the PNR as a broad overarching medium-term spatial planning framework.

vii) Institutional arrangements and budget requirements The following recommendations regarding the minimum staffing complement and funding required for the successful implementation of the Reserve Management Plan (i.e. the SP and APO) was made by the RPT: It was proposed that a total of 30 staff members (consisting of a reserve manager, chief nature conservator, six field rangers, six gate guards, three cleaners, an administrative officer, an environmental education officer, an artisan and ten general workers) would be required for the successful implementation of this Strategic Plan. The following capital and operational budgets are proposed for the successful implementation of this SP:

2013/2014: A total capital budget of R6 350 000 and an operational budget of R245 000.



2016/2017: A total capital budget of R450 000 and an operational budget of R315 000.

2017/2018: A total capital budget of R250 000 and an operational budget of R315 000. The key responsibilities of the Reserve Planning Team, the Reserve Advisory Committe as well as the Potlake Nature Reserve Co- Management Committee are defined and recorded and are regarded as crucial in the development, implementation, monitoring and review of the RMP.


1. INTRODUCTION

1.1 The Reserve Management Plan The Reserve Management Plan (RMP) is the overarching management planning document for the Potlake Nature Reserve (PNR). The accompanying guideline document ‘Guidelines for the development of management plans for Limpopo’s Provincial Nature Reserves’ details the purpose, scope, approach to, and elements of all RMPs for State-managed conservation areas in Limpopo Province. The Potlake Nature Reserve Management Plan comprises two complementary documents1:

A Strategic Plan (SP) covering a period of five years (this document); and

An Annual Plan of Operation (APO) covering the current financial year. The relationship between these two documents is shown in Figure 1 below.

Figure 1: The relationship between the five-year Strategic Plan (SP) and the consecutive Annual Plans of Operation (APO) that guide the year-on-year reserve budget and activity planning. All the information necessary to guide the management of the PNR is included in these two documents. No major decisions potentially affecting the future of the reserve will be taken without reference to the RMP. This document constitutes the SP for the PNR and covers the period 2013-2017.

1.2 Purpose and structure of the Strategic Plan The purpose of the SP for the PNR is to set out the medium-term ambitions for the reserve. These ambitions are expressed through the vision and objectives. The SP then describes how these ambitions will be delivered through a range of management guidelines and management actions.

1 These two planning documents may, in turn, be supported by a Reserve Database and program-specific, more detailed Subsidiary Plans.


This SP has the following structure:

SECTION 1 INTRODUCTION This section briefly describes the: (i) planning context for the SP; (ii) purpose of the SP; (iii) structure of the SP; and (iv) approach to developing the SP.

SECTION 2 CONTEXTUAL FRAMEWORK This section provides a succinct summary of contextual information about the reserve.

SECTION 3

STRATEGIC OBJECTIVES FRAMEWORK This section defines the ambitions for the reserve, through the formulation of a vision and a set of objectives. This section also spatially represents the desired state of the reserve in the form of a use zone map for the reserve.

SECTION 4

STRATEGIC IMPLEMENTATION FRAMEWORK This section defines how the vision and the objectives will be delivered. It details the key management guidelines and management actions for six thematic areas (Key Performance Areas): biodiversity and heritage conservation; sustainable use; enforcement, security and access control; infrastructure and equipment (operations); stakeholder involvement; and administration and planning.

SECTION 5

RESOURCING AND GOVERNANCE FRAMEWORK This section describes the: (i) governance arrangements for decision-making; (ii) roles and responsibilities of affected institutions and stakeholders; (iii) the projected staffing requirements; and (iv) the projected funding requirements for the implementation of the SP.

1.3 The steps in preparing the Strategic Plan Eight basic steps were taken in preparing this SP. These steps are outlined in the Table 1 below.

Table 1: The eight basic steps taken in preparing the Strategic Plan of the Potlake Nature Reserve

STEP PURPOSE OF STEP

STEP 1: Data collection, background research and site visit.

To collect, collate and review the contextual reserve information that informs the reserve management planning process.

STEP 2: Establishment of a Reserve Planning Team (RPT).

To establish an inter-disciplinary team to guide and advise on the preparation, and ongoing review and evaluation, of the RMP.

STEP 3: Identification of the reserve values.

To describe why the reserve was designated, and its associated values and benefits.

STEP 4: Deciding on the desired state for the reserve.

To develop and articulate a desired condition, state or appearance of the reserve (vision, objectives and use zone plan).

STEP 5: Development of an action plan for the reserve.

To identify and develop the key management actions needed to achieve the desired state for the reserve.

STEP 6: Preparation of the first draft of the SP for the reserve.

To integrate all the information from Step 1 and Steps 3 to 5 into a first draft of the SP.


Table 1 (contd.): The eight basic steps taken in preparing the Strategic Plan of the Potlake Nature Reserve

STEP PURPOSE OF STEP

STEP 7: Stakeholder consultation (refer to Section 1.3.1 below).

To create an opportunity for the RPT, and later the general public and other stakeholders/interested parties, to review and comment on iterative drafts of the SP.

STEP 8: Revision of the SP to include comments and recommendations from the RPT and other stakeholders.

To revise the draft SP, taking into account the comments received from the RPT and other stakeholders/interested parties and the public.

1.3.1 Stakeholder Consultation Stakeholder consultation and support is an important aspect of effective protected area management. It is also a requirement in terms of Sections 39(3) and 41(2)(e) of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003). Accordingly, the development of this 5-year SP has been undertaken through a collaborative process involving local communities and other key stakeholders. Public consultation has been undertaken through a series of workshops and discussions with key stakeholders culminating in a key stakeholder workshop, held on 28 November 2012. Furthermore, the draft SP has been made available for public review and comment through a 30 day public review and comment process prior to its finalisation. This process has ensured a great deal of valuable input into the development of the SP, the outcomes of which have been incorporated into the plan where applicable. A detailed public participation report is available as Annexure 1.

Stakeholder engagement has furthermore also been set as a Key Performance Area in this 5-Year SP: Strategic Implementation Framework: KPA 5 - Stakeholder Involvement.


2. CONTEXTUAL FRAMEWORK

DISCLAIMER

A reserve-by-reserve data gathering exercise (which excluded the ground truthing of the data collected) was undertaken by NCC Environmental Services (Pty) Ltd. (NCC) during the initial phases of this project with the aim of collecting, collating and reviewing contextual reserve information that would inform the reserve management planning process. The outcome of this exercise was, however, not ideal: Very little information in the form of scientific reports and/or data was made available to NCC during this process.

A second attempt was made by NCC to source useful information via a Gap Analysis prepared for LEDET and LTA Directorates to feedback on. Limited feedback was received by NCC in this regard. A Third and final attempt via the appointment of a local specialist to source, and assess the suitability of a number of old, archived reports - held at the Management Authority’s head office - for inclusion in the reserve management planning process. Most of the reports in question were, however, found to be outdated and stored in a state of disarray, resulting in a decision not to include this information in the relevant reserve management plans.

The following additional step was taken by NCC to counteract the lack of information received from the Management Authority: A thorough stakeholder engagement process, with a strong reliance on the Management Authority for assistance with the identification of potential interested and/or affected parties, was conducted with the aim of providing an opportunity to stakeholders to give input into the reserve management planning process and provide NCC with suitable scientifically based information and/or reports.

2.1 Location The Potlake Nature Reserve (PNR) is located in the Sekhukhune District of Limpopo Province, South Africa (Figure 2). The reserve is situated equal distances (approximately 80 km) from Polokwane and Burgersfort, directly adjacent to the R37 and within the Dilokong Spatial Development Initiative. The closest town to the reserve is Lebowakgomo, which is located approximately 37 km from the reserve. The PNR is situated approximately 270 km from the OR Tambo International Airport – an important source of both domestic and international tourists to the area. The PNR is surrounded by a dense rural population: The settlements of Grootfontein and Moleke are located towards the north of the reserve, just past the Olifants River; the Bogalatladi settlement towards the west; the Sefateng settlement towards the south; the Tsibeng settlement towards the south-east; the Madikeleng and Ngwanankaya settlements towards the east. A number of major mines, most of which focus on the excavation of chrome and platinum, are situated in close proximity to the PNR. The Wolkberg and Bewaarkloof Nature Reserves are also located in close proximity to the PNR, although visitors must travel around the steep escarpment separating these reserves from the PNR in order to access them. The PNR covers a total of 2784.683 ha and consists of portions of the following farms: Jagdlust No. 418 KS, Haakdoornhoek No. 409 KS, Rostok No. 410 KS, Jobskop No. 411 KS, Mooilek No. 412 KS and Winterveld No. 417 KS (Figure 3)2.

2.2 Legal status The PNR was proclaimed as a nature reserve through Notice No. R. 5 of Lebowa Regulation Gazette No. 12 (612) of 4 March 1983 in terms of Section 18(1) of the Lebowa Nature Conservation Act, 1973 (Act No. 10 of 1973). After the surveying of the reserve boundaries in August 1984 and January 1985, the PNR was re-proclaimed as a nature reserve through Notice No. R. 22 of Lebowa Regulation Gazette No. 14 (814) of 20 December 1985 in terms of the same legislation.

2 Current actual size of the reserve, as confirmed by LEDET. Please note that the eastern boundary fence of the reserve does not correlate

with the cadastral boundary of the reserve. As a result the actual size of the reserve is slightly smaller than its proclaimed size.


Figure 2: Regional location of the Potlake Nature Reserve.


Figure 3: Locality map of the Potlake Nature Reserve.


The PNR is currently legally defined as a provincial nature reserve in terms of Section 12 of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) (NEMPAA). The reserve therefore falls under the legal protection of NEMPAA in terms of Section 12 thereof. Table 2 lists key national, provincial and local legislation that has a direct influence on all reserve management activities.

Table 2: Key national, provincial and local legislation with a direct influence on all reserve management activities

3

NATIONAL LEGISLATION PROVINCIAL AND LOCAL LEGISLATION National Environmental Management Act, 1998 (Act No. 107

of 1998) (NEMA);

National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004) (NEMBA);

National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) (NEMPAA);

National Environmental Management: Waste Act, 2008 (Act No. 58 of 2008) (NEMWA);

National Forest Act, 1998 (Act No. 84 of 1998);

Agriculture Laws Extension Act, 1996 (Act No. 87 of 1996);

Conservation of Agricultural Resources Act, 1983 (Act No. 43 of 1983) (CARA);

Environment Conservation Act, 1989 (Act No. 73 of 1989);

National Water Act, 1998 (Act No. 36 of 1998);

Water Services Act, 1997 (Act No. 108 of 1997) (WSA);

National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998) (NVFFA);

National Heritage Resources Act, 1999 (Act No. 25 of 1999) (NHRA);

Animal Diseases Act, 1984 (Act No. 35 of 1984);

Animal Health Act, 2002 (Act No. 7 of 2002);

Disaster Management Act, 2002 (Act No. 57 of 2002);

Fencing Act, 1963 (Act No. 31 of 1963);

Tourism Act, 1993 (Act No. 72 of 1993);

Occupational Health and Safety Act, 1993 (Act No. 85 of 1993) (OHSA);

National Building Regulations and Building Standards Act, 1977 (Act No. 103 of 1977) (NBRBSA);

Public Finance Management Act, 1999 (Act No. 1 of 1999) (PFMA);

Public Service Act, 1994, (Act No. 103 of 1994), as amended (PSA);

Labour Relations Act, 1995 (Act No. 66 of 1995) (LRA);

Basic Condition of Employment Act, 1997 (Act No. 75 of 1997) (BCEA);

Employment Equity Act, 1998 (Act No. 55 of 1998) (EEA);

Skills Development Act, 1998 (Act No. 97 of 1998) (SDA); and

Game Theft Act, 1991 (Act No. 105 of 1991).

Limpopo Environmental Management Act, 2003 (Act No. 7 of 2003);

Limpopo Tourism Act, 2009 (Act No. 2 of 2009); and

Fetakgomo Local Municipality Waste Management By-laws;

Fetakgomo Local Municipality Building Regulations By-laws; and

Fetakgomo Local Municipality Water Provision By-laws.

3 Including all regulations promulgated in terms of the legislation listed.


2.3 Institutional arrangements

2.3.1 General

In implementing the RMP, it is essential that Reserve Management understand the mandates of various role-players and the institutional framework in which decision making; implementation and monitoring will be carried out. In light of this, a brief outline of the mandates and responsibilities of the Management Authority and key supporting government departments is provided below:

LEDET, as the current designated management authority of the PNR, has a strategic mandate to develop the provincial economy, as well as to promote and manage tourism and the sustainable use of the natural environment in Limpopo Province. LEDET is currently in the process of compiling its Strategic and Annual Performance Plan that will aim at achieving key strategic objectives through the first draft of the plan for the phase 2012 – 2015, which is already completed. Some of the key strategic objectives that the plan aims to achieve include:

Job creation within a sustainable environment;

Ensuring healthy and fair trade;

Establishing the province as a preferred eco-tourism destination;

Sustainable environmental management;

An increase in productive investment; and

Thriving enterprises in all sectors. The Strategic Plan for Limpopo Province also includes an Environmental Affairs Programme that aims to ensure the development, promotion, management and regulation of environmental activities in the Province. The programme is comprised of three sub-programmes, namely Environmental Trade and Protection; Biodiversity and Natural Resource Management; and Environmental Empowerment Services. The programme is headed by a Senior General Manager with two Chief Directorates, each with a General Manager and one Directorate with a Senior Manager. Some of the strategic objectives of the programme include:

To manage the impacts of developments on the environment;

To enforce compliance with environmental legislation;

To regulate the use of natural resources;

The sound management of air quality and waste;

To provide scientific support towards biodiversity management;

To establish and monitor a representative network of 43 of protected areas;

To manage State-owned nature reserves; and

To provide environmental research and planning services. LEDET currently directly manages 43 nature reserves covering a total area of over 300 000 ha. LEDET is also responsible for the biodiversity management of the entire Limpopo Province. In addition, a range of other core government departments have important roles to play in ensuring that the PNR is appropriately conserved and managed, including the following:

2.3.1.1 Limpopo Tourism Agency The LTA is currently responsible for managing tourism-related infrastructure in the PNR. In this regard a draft service-level agreement has been developed between the LTA and LEDET in order to formalise the responsibilities between these two agencies. Once finalised, this is anticipated to clarify specific roles of the LTA in terms of management.


The mandate of LTA is to promote, foster and develop tourism to and within Limpopo Province. Its role is therefore not only to grow the tourism sector of the PNR, but also to grow it in the broader region, as reflected in their mission:

To encourage and facilitate the holistic development and promotion of the tourism industry in Limpopo Province;

To encourage the participation of all people in the tourism industry;

To ensure that all people have equal access to the social, economic and environmental opportunities and benefits created by the tourism industry;

To facilitate community empowerment as an essential part of tourism development;

To ensure that nature reserves and protected areas are developed, promoted, managed and conserved effectively; and

To facilitate hospitality management in the province.

2.3.1.2 Department of Water Affairs The Department of Water Affairs (DWA) has the responsibility of developing tools and legislation related to water resource management; establishing appropriate institutional arrangements (CMA, other forums & advisory committees); and creating awareness and building capacity. Water resource planning, both quantity and quality, at catchment level, as well as the issuing of water use licences and the enforcement and compliance of the provisions of the NWA also fall within the responsibilities of DWA. Given the importance of catchment management in maintaining the integrity of the PNR, the DWA also has a very important role to play in ensuring the long-term protection and maintenance of the reserve.

It is also the responsibility of the DWA to develop legislation and policies related to water resource management, namely:

Developing approaches, systems, tools, standards, objectives and strategies that support and promote the sustainable utilisation of water resources;

Facilitating the implementation of catchment management and other related strategies;

Monitoring resource quality (this includes hydrological, water quality and bio monitoring);

Auditing the state of South Africa’s water resources against set objectives;

Constructing & maintaining water-related infrastructure; and

Setting water quality standards (www.reservoir.co.za).

2.3.1.3 Department of Public Works

The national Department of Public Works (DPW) directly undertakes functions that relate to national functions in the province, such as the construction and maintenance of facilities and properties that are of national importance. The DPW is guided by national policies aimed at transforming the public service, such as Batho Pele and the White Paper on Transformation of the Public Service. In Addition, the DPW is bound to work within the prevailing regulatory framework, including:

The PSA;

Regulations promulgated in terms of the PSA;

The PFMA;

Regulations promulgated in terms of the PFMA; and

The Preferential Procurement Policy Framework Act, 2000 (Act No. 5 of 2000).

http://www.reservoir.co.za/


The provincial Limpopo DPW, in accordance with the Constitution, is responsible for Public Works functions, which relate to provincial functions and provincial state property (including State-owned Nature Reserves). The core functions of the provincial DPW include:

The maintenance of government-owned buildings, including gardens and residential accommodation used by members of provincial legislature grounds. (This is relevant to premises that accommodate more than one government department. Where a department occupies a building on its own, it is responsible for all maintenance. Refer to the State of Knowledge Data Repository (SOKDR) for relevant documentation, i.e. the EXCO Decision 59/2001).

The provision and management of immovable properties that serve as a platform for the efficient delivery of various government services.

Rendering an expert built environment function that involves technical planning, design and construction management.

Coordination of the expanded Public Works Programme.

2.3.1.4 Department of Environmental Affairs

The Department of Environmental Affairs (DEA) is responsible for the overall coordination of environmental activities in South Africa. It also coordinates environmental research, undertakes environmental education and ensures the implementation of environmental impact assessments, amongst other duties.

2.3.1.5 Limpopo Department of Agriculture and the Expanded Public Works Programme The main focus of the Limpopo Department of Agriculture (LDA) is to promote economic growth and food security through sustainable agricultural and entrepreneurship development. Apart from its core agricultural focus, the LDA is also responsible for promoting sustainable natural resource utilization and agricultural land use management. The LDA is also the lead sector coordinating body for the Environment and Culture Sector within the following programme: the Expanded Public Works Programme (EPWP): Limpopo. The EPWP involves creating temporary work opportunities for the unemployed, using public sector expenditure. The environmental sector’s contribution to the EPWP involves employing people to work on projects to improve their local environments through programmes such as the Department of Agriculture’s Land Care programme; the DEA’s People and Parks programme, Sustainable Land-based Livelihoods, and Growing a Tourism Economy programmes; as well as the DWA’s Working for Water, Working for Wetlands, and Working on Fire programmes.

2.3.2 Institutional Arrangements Specifically Relevant to the Potlake Nature Reserve The PNR is partially owned by the local Potlake (Rostock) community. A co-management agreement, entered into in 2007, provides for a State ‘Executing Agency’ to manage the reserve on behalf of the community for the purposes of ‘tourism, nature conservation and socio-economic development’. The co-management agreement specifically describes the appointment of the Limpopo Tourism and Parks Agency (LTP) as the ‘Executing Agency’. However, the LTP has been recently been reconstituted as the Limpopo Tourism Agency (LTA), and the LTA currently has no presence in the reserve. LEDET is therefore currently fulfilling the conservation management function in the reserve, while the tourism activities are inactive in the absence of any LTA staff or capacity.


The co-management agreement further provides for the establishment of a ‘Potlake Nature Reserve Management Committee4 to represent the interests of the parties to the agreement in the ongoing management and development of the PNR. The management committee has been constituted - with representation from the Potlake community, Fetakgomo Local Municipality and LEDET – and meets quarterly. In terms of the co-management agreement, the ‘Executing Agency’ pays a conservation levy (R5/ha, adjusted annually for inflation) into the community trust account and shares the proceeds of ‘net profit’ from reserve activities with the community on a 50:50 basis. SAMANCOR Ltd. also owns one of the properties on which the PNR is located, namely Winterveld No. 417 KS, including the house situated on this property. Table 3 details the current staff complement of the PNR.

Table 3: The current staff complement of the Potlake Nature Reserve

POST NUMBER

Reserve Manager 1

Field Ranger 5

General Assistant (Cleaner) 2

Maintenance 6

Gate Guard 3

Administrative Clerk 1

Total 18

2.4 Reserve description

2.4.1 History

The PNR was named after Captain Steven Potlake Phasha, whose land bordered the reserve. Captain Pasha had a passionate interest in conservation. Upon its proclamation as a nature reserve, the main objective of the PNR was the conservation of the natural resources of the area. A comprehensive information and training centre was developed in the reserve in this regard. It was also decided that the PNR would become an important breeding centre for game and that excess game would be re-located to other game reserves. In August 1977, the mining group UCOR Chrome Company (Pty) Ltd. fenced the PNR and initiated a massive soil erosion control programme in the reserve. Approximately 40 000 tonnes of rock, sand and stone was packed into erosion dongas and used to surface roads and create water diversions as part of this programme. The then Department of Nature Conservation of Lebowa initiated a game re-introduction programme in the reserve during the late 1970’s and early 1980’s.

4 Although the term “Management Committee” is used in the current co-management agreement, this committee will be referred to as the

Potlake Nature Reserve Co-Management Committee for the remainder of this document pursuant to the requirements of the 2009 National Co-Management Framework.


2.4.2 Climate The PNR is located in a summer rainfall region and receives an average annual rainfall of 438 mm per year. The area receives the least amount of rainfall in June (with an average monthly rainfall of 3 mm per month) and the most in October (with an average monthly rainfall of 82 mm per month) (Figure 4). The average monthly maximum temperatures for the reserve range from 19°C in July to 31°C in December. The region is coldest in July, when temperatures drop to an average of 7°C at night (Figure 4). Winters are generally very dry.

Figure 4: Average monthly rainfall and maximum and minimum temperatures for the Potlake Nature Reserve. (Data collected at the Potlake Nature Reserve by reserve staff was used in the compilation of this graph.)

2.4.3 Topography One of the key topographical features of the PNR is a dramatic, black, stone ‘koppie’ or hill of volcanic origin that is located in the centre of the reserve and rises up several hundred meters above the surrounding plains. This feature is known as Legobwe Mountain. A number of smaller granite hills can also be found scattered throughout the south-eastern section of the reserve (Figure 3). Altitudes within the PNR vary from 1 174 m above sea level at its highest point, Legobwe Mountain, to 780 m above sea level at its lowest point, i.e. the plains located in the northern and southern sections of the reserve. The reserve is flanked by the Leuleu Mountains to the west and the Klein Drakensberg Escarpment Mountains and the Olifants Lepelle River in the east.

2.4.4 Geology and Soils

2.4.4.1 Geology A variety of geological formations occurs in the PNR and can generally be grouped according to the vegetation unit it supports.


Sekhukhune Mountain Bushveld geology is mainly comprised of ultramafic intrusives of the eastern Rustenberg Layered Suite of the Bushveld Igneous Complex. Norite, pyroxenite, anorthosite and gabbro of the Croyden, Dwars River and Dsjate sub-suites are characterised by localised intrusions of magnetite, fiorite, dunite, bronzitite and harzburgite. Sekhukhune Plains Bushveld has the same geology as Sekhukhune Mountain Bushveld, with the exception of localised protrusions of magnetite, chromatite, serpentinised harzburgite, olivine dorite, shale, dolomite, and quartzite.

2.4.4.2 Soils A variety of soil forms occur in the PNR and can generally be grouped according to the vegetation unit it supports. Sekhukhune Mountain Bushveld soils are predominantly shallow, rocky and clayey, with lime soils of the Glenrosa and Mispah soil forms often occurring in low-lying areas. Steep slopes commonly have rocky areas with no soil. The Dwars River valley is characterised by prismacutanic horizons with melanic structured diagnostic horizons. Sekhukhune Plains Bushveld mainly occurs on red apedal clayey soils rich in metals. Soils on the plains are characterised by deep loamy Valsrivier soils. Shallow Glenrosa soils are found on the low-lying, rocky hills. Small mountains commonly have erodible black, melanic structured horizons.

2.4.4.3 Soil Erosion Clay soils (rich in heavy metals) on which Sekhukhune Mountain Bushveld and Sekhukhune Plains Bushveld occur are prone to both natural and man-made erosion. No records of the current state of erosion within the PNR are, however, available.

2.4.5 Drainage and Hydrology

The PNR is bisected by a steep volcanic rock ‘koppie’ or hill, Legobwe Mountain, which runs in an east to west direction through the centre of the reserve and divides the plains into a southerly and northerly section. A number of small drainage lines can be found in the southern plains of the PNR. These drainage lines flow in an easterly direction and merge within the reserve boundaries. The merged drainage line exits the reserve through its eastern boundary and flows towards the Oilfants River. Almost no drainage lines are associated with the northern plains of the reserve and as a result water availability for game in this area is basically non-existent, except after periods of rainfall.

2.4.6 Vegetation

2.4.6.1 Vegetation Types The vegetation of the PNR comprises Central Bushveld vegetation units of the Savanna Biome (Figure 5). Savanna is characterized by a herbaceous layer (usually dominated by grasses) with a woody component – most typically an overstorey of trees. In Southern Africa, bushveld is an apt description of the vegetation structure, as the vegetation most often does not comprise distinct shrub and tree layers. Instead, the shrubs and trees occur in a matrix with a grass-dominated herb layer. The vegetation description for the PNR follows Mucina and Rutherford (2006) (Figure 5).


Figure 5: Vegetation map of the Potlake Nature Reserve.


Sekhukhune Mountain Bushveld Sekhukhune Mountain Bushveld (Figure 5) is a dry, open to closed microphyllous and broad-leaved savanna located on hills and mountain slopes. Open bushveld on southern aspects are often associated with ultramafic soils. Taller bushveld generally occurs on the mountain slopes, while bushveld in the valleys is relatively shorter, with a well-developed herb layer. Sekhukhune Mountain Bushveld occurring in valleys and on dry northern aspects is usually dense and thicket-like, with the herb layer dominated by short-lived perennials. A number of species that occur in dry habitats have xerophytic adaptations, such as succulence and underground storage organs. Tree and shrub species found in this vegetation unit include Acacia nigrescens (tall tree); Acacia senegal var. leiorhachis, Combretum apiculatum and Kirkia wilmsii (small trees); Aloe marlothii subsp. marlothii (succulent tree); Dichrostachys cinerea, Euclea crispa subsp. crispa, E, linearis and Combretum hereroense (tall shrubs); Elephantorrhiza praetermissa, Grewia vernicosa and Asparagus intricatus (low shrubs); Aloe castanea and A. cryptopoda (succulent shrubs); Clematis brachiata and Rhoicissus tridentata (woody climbers); and Sarcostemma viminale (woody succulent climber). The field layer includes Aristida canescens, Heteropogon contortus, Panicum maximum, Themeda triandra and Setaria lindenbergiana (grasses); Berkheya insignis, Commelina africana and Cyphostemma woodii (herbs); Hypoxis rigidula and Sansvieria hyacynthoides (geophytic herbs); and Huernia stapelioides (succulent herb). Sekhukhune endemics include Lydenburgia cassinoides (small tree); Euclea sekhukhuniensis and Searsia batophylla (low shrubs); Asparagus sekhukhuniensis and Rhoicissus sekhukhuniensis (woody climbers); and Chlorophytum cyperaceum (geophytic herb). Endemic species include Acacia ormocarpoides (small tree); Euphorbia sekhukhuniensis (succulent tree); and Plectranthus porcatus (soft shrub). Sekhukhune Plains Bushveld Sekhukhune Plains Bushveld (Figure 5) is mainly comprised of short, open to closed thornveld with an abundance of Aloe species and other succulents. Tree, shrub and climber species include Acacia erioloba and Philenoptera violacea (tall tree); Acacia mellifera subsp. detinens, A. nilotica and A. tortilis subsp. heteracantha (small trees); Euphorbia tirucalli (succulent tree); Searsia engleri, Cadaba termitaria and Dichrostachys cinerea (tall shrubs); Felicia clavipilosa subsp. transvaalensis, Seddera suffruticosa and Gnidia polycephala (low shrubs); Aloe cryptopoda, Euphorbia enormis and Kleinia longiflora (succulent shrubs); Sarcostemma viminale (woody succulent climber); and Coccinia rehmannii and Decorsea schlechteri (herbaceous climbers). The field layer is comprised of Cenchrus ciliaris, Enneapogon cenchroides, Panicum maximum and Urochloa mosambicensis (grasses); Becium filamentosum, Phyllanthus maderaspatensis and Blepharis integrifolia (herbs); and Drimia altissima and Sansevieria pearsonii (geophytic herbs).

2.4.6.2 Species of Conservation Concern Table 4 lists the plant species of conservation concern that are known to occur in the PNR area5.

5 The species of conservation concern indicated in this section have a strong probability of occurrence at this reserve, based on the Plants of

South Africa (POSA) database. The POSA includes a database of all plants recorded by means of voucher specimens lodged with one of the recognised herbaria in South Africa. The actual occurrence of these species will, however, need to be ground-truthed as part of KPA 1: Biodiversity and Heritage Conservation (Objective 1.5).


Table 4: Plant species of conservation concern known to occur in the PNR area

SPECIES IUCN STATUS

Encephalartos dolomiticus Critically Endangered

Encephalartos eugene-maraisii Endangered

Euphorbia barnardii Endangered

Dicliptera fionae Vulnerable

Gladiolus sekukuniensis Vulnerable

Plectranthus porcatus Vulnerable

Adenia fruticosa subsp. fruticosa Near-threatened

Aneilema longirrhizum Near-threatened

Dicliptera fruticosa Near-threatened

Lydenburgia cassinoides Near-threatened

Combretum petrophilum Rare

Euphorbia sekukuniensis Rare

Lotononis anthyllopsis Rare

Monsonia lanuginosa Rare

Orbea hardyi Rare

Plectranthus venteri Rare

Searsia sekhukhuniensis Rare

Boophone disticha Declining

Callilepis leptophylla Declining

2.4.6.3 Invasive Alien Plants Prickly Pear Opuntia ficus-indica (Category 1) is found in the PNR in low densities.

2.4.7 Fauna

The PNR is surrounded by communities that have an impact on the reserve, especially in terms of poaching. Chrome mining is also very prevalent in the area and even though the impacts of these mining operations on the reserve are not always direct, an influx of workers from other areas could negatively impact on the PNR. The PNR has a fair representation of game for its size, but it should be noted that the area is very prone to erosion if its ecological capacity is exceeded. The current available species data for the reserve requires updating. One could, however, expect to find bird, reptile, amphibian and invertebrate species within the reserve that generally occur in the Central Bushveld vegetation units of the Savanna Biome.

2.4.7.1 Mammals During an aerial census conducted in the reserve in 2012, a total of 582 head of game was recorded, including Giraffe (80), Greater Kudu (85), Red Hartebeest (41) and Impala (200), amongst others. Although not recorded, it is almost certain that Leopard also frequent the PNR on occasion. The following additional mammal species are known to occur at the PNR: Vervet Monkey, Klipspringer, Black-backed Jackal, Spotted Hyena, Steenbok, Common Duiker, Waterbuck, Bushpig, Chacma Baboon,


Slender Mongoose, Honey Badger and Rock Hyrax, amongst others. A mammal species list for the PNR is available as part of the State of Knowledge Data Repository (SOKDR).

2.4.7.1.1 Mammal Species of Conservation Concern The mammal species of conservation concern listed in Table 5 are known to occur at the PNR.

Table 5: Mammal species of conservation concern known to occur at the Potlake Nature Reserve

SCIENTIFIC NAME COMMON NAME IUCN STATUS

Panthera pardus Leopard Near-threatened and locally rare.

2.4.7.2 Avifauna The PNR is characterised by undulating plains surrounding a large hill with relatively high topographical relief. The reserve therefore has the potential to host a diverse range of grassland and woodland associated avian species, as well as cliff-nesting species and species favouring steep slopes as a foraging habitat. The presence of the Leuleu Mountains to the west and the Klein Drakensberg Escarpment Mountains to the east of the reserve further iterates the potential importance of the PNR as a foraging habitat for wide ranging cliff-nesting species breeding in these respective areas. There are currently 78 verified avian species occurring at the reserve, of which 10 occur on the IUCN Red List of Threatened Species, namely African Crowned Eagle (Near-threatened), African Grass Owl (Vulnerable), Black Harrier (Vulnerable), Cape Vulture (Vulnerable), Lanner Falcon (Near-threatened), Martial Eagle (Vulnerable), Red-billed Oxpecker (Near-threatened), Tawny Eagle (Vulnerable), White-backed Vulture (Vulnerable) and Yellow-billed Stork (Near-threatened). The level of endemism reflected within the current verified species inventory includes four endemic and nine near-endemic species. It must be noted that of the 10 verified IUCN listed species, Cape Vulture, Lanner Falcon, Martial Eagle and Yellow-billed Stork come from an undated source, which implies the need to establish whether they currently still occupy and utilise the reserve as a foraging and/or breeding habitat. Two verified IUCN listed species, namely Tawny (Vulnerable) and Martial Eagle (Vulnerable), not only have IUCN significance, but are apex predators in their respective ecosystems and would therefore fulfil an ecologically significant role. The identification and conservation of breeding Tawny (Vulnerable) and Martial (Vulnerable) Eagle pairs in the reserve would be of conservation significance, as both species have experienced population reductions at some point in South Africa as a result of direct persecution.

2.4.7.3 Reptiles and Amphibians A total of 33 reptile species has been recorded in the PNR, including Puff Adder, Black Mamba, Snouted Cobra, Rinkals, Kalahari Shield Cobra, Lowveld Shield Cobra, Boomslang, Southern Vine Snake, Olive Whip Snake, Short Snouted Whip Snake, Striped Skaapsteker, Common Tiger Snake, Mountain Tortoise, Geometric Tortoise, Southern African Python, Spotted House Snake, Cross-marked Grass Snake, Bouton’s Skink, Striped Skink, Variegata Skink, Variable Skink, Burchell’s Sand Lizard, Southern Rock Lizard, Striped Sandveld Lizard, Bushveld Lizard, Dwarf Plated Lizard, Armadillo Girdled Lizard, Common Flat Lizard, Common Barking Gecko and Rock Monitor. A reptile species list is available as part of the SOKDR. A possible 32 amphibian species occur at the PNR, including Bushveld Rain Frog, Mozambique Rain Frog, Eastern Olive Toad, Northern Pigmy Toad, Mottled Shovel-nosed Frog, Bubbling Kassina, Dwarf Puddle Frog, Common Platanna, Sharp-nosed Grass Frog, African Bullfrog, Clicking Stream Frog and Southern


Foam Nest Frog, amongst others. An amphibian species list for the PNR is available as part of the SOKDR.

2.4.7.4 Fish No available data.

2.4.8 Heritage Resources

The PNR has a rich and diverse cultural history, as is evident from the numerous graves and grinding stones of the North-Sotho Pedi tribe recorded in the area. Some of these graves and grinding stones are known to be more than 100 years old. Members of the local communities still visit and utilise the grave sites located within the reserve today. A number of caves are located on Legobwe Mountain, which also have significant heritage importance. The Zion Christian Church (ZCC) is very prominent in the area. Members of this church collect ‘holy’ water and certain stones/rocks for heating, steam creation and ceremonies from the PNR.

2.4.9 Reserve Infrastructure The PNR can be accessed via the R37, a tarred road that is currently in a good condition. The main entry point into the reserve is located along its southern boundary fence and can be accessed via the R37. A secondary management gate for the northern section of the reserve is located on the northern boundary fence. This gate is kept locked. Although the reserve is completely fenced off, a section of the boundary fence measuring approximately two kilometres is currently damaged. The road network within the reserve, which consists of both tourist and management roads, is limited. The total length of the entire road network is 30 km and none of these roads are currently tarred. Roads are not well maintained as a result of a combination of the following factors: Bush encroachment; a lack of staff; and the absence of machinery and equipment. The overall condition of the roads within the PNR is currently poor. A small gate house and the administrative hub of the reserve are located near the main entrance gate. The administrative hub consists of a small conference hall seating 30 to 40 people; a museum/education centre (currently in a poor condition); the staff office (currently one of the rooms of the museum/education centre); and a day visitors’ facility. There are no tourist accommodation facilities available within the reserve. The under-developed camping site of the reserve is currently used by temporary staff and business representatives from the surrounding mines. A picnic site is located in a remote part of the reserve, close to the southern base of Legobwe Mountain, which is located in the centre of the reserve. This facility is equipped with ablution facilities and braai stands. A number of buildings are concentrated in the central southern section of the reserve (apart from infrastructure associated with the main entrance gate), including an old, three bedroom house being used as staff accommodation; two zinc store rooms and one cutlery storeroom (both of which are in a


poor condition); and a large lapa with an internal kiosk, which is in relatively good condition. This infrastructure is located on the farm Winterveld No. 417 KS, which belongs to SAMANCOR Ltd. Four boreholes with water can be found within the PNR. Two of these boreholes are not currently equipped, while the other two are equipped, but in a poor condition. Six cement water holes are distributed throughout the reserve, as well as three earth dams. A new water system consisting of JO-JO tanks on steel stands has recently been constructed near the main entrance gate of the reserve for water distribution to the administrative hub. No servitudes are located within the PNR.

2.4.10 Social Context The PNR is surrounded by a population of approximately 15 242 individuals6.

2.5 Local and Regional Planning The PNR is located within the Fetakgomo Local Municipality, which forms part of the Sekhukhune District Municipality of Limpopo Province. The PNR is mentioned as an important tourism area in the Sekhukhune District Municipality Integrated Development Plan (IDP) for the period 2012/2012 to 2015/2016. The IDP of the Fetakgomo Local Municipal for the period 2011/2012 to 2015/2016 mentions the PNR as the only protected environmental conservation area within the municipal boundaries. The reserve covers a large percentage of the western section of Ward 13 of the municipality. The potential of the PNR to provide well-situated accommodation facilities is regarded as one of the strengths of the tourism sector within the Fetakgomo municipal area. The IDP furthermore refers to the PNR as an important resource that requires protection and programmes in order to optimise economic benefits that can be derived from the reserve.

2.6 Reserve Expansion A National Protected Area Expansion Strategy (NPAES) was compiled for South Africa in 2008 and approved for implementation in March 2009. The aim of the NPAES is to achieve cost-effective protected area expansion that will ensure a) ecological sustainability and b) increased resilience to climate change. The NPAES sets five- and twenty-year protected area expansion targets; identifies focus areas for protected area expansion; and makes recommendations on potential mechanisms through which protected area expansion could be achieved. The PNR is not included in any of the focus areas identified for protected area expansion by the NPAES. No expansion projects have been identified or implemented for the PNR by the Management Authority to date.

2.7 Strengths, Weaknesses, Opportunities and Threats Table 6 lists the key strengths, weaknesses, opportunities and threats that were identified for the PNR.

6 The social context of the PNR was determined by identifying the municipal wards within which the reserve is located, as well as those

immediately bordering the reserve. Using the results of the South African National Census of 2011, the total number of people within these wards was then calculated to give a representation of the population in the vicinity of the reserve. It should be kept in mind that ward sizes differ considerably and that the value listed may include individuals residing relatively far from the reserve.


Table 6: Key strengths, weaknesses, opportunities and threats identified for the Potlake Nature Reserve

KEY STRENGTHS The reserve is easily accessible via the R37.

The reserve is situated along the main route linking Limpopo and Mpumalanga.

An education centre/museum is located within the reserve.

The large mining community utilises the reserve for day visits, conferences and year-end functions.

Diverse habitats and an abundance of game.

Good scenic qualities.

Close proximity to the Olifants River.

Willing staff.

A good relationship with the local community.

KEY WEAKNESSES (ISSUES & CHALLENGES) Centralised budget and de-capacitated reserve management.

A lack of and poor condition of tools and equipment.

A lack of maintenance of all infrastructure (roads, buildings, etc.).

A shortage of staff.

Ageing staff complement.

The reserve size is regarded as too small to sustain a high diversity of species.

Soil erosion with no specific plan of action.

A lack of communication as a result of unreliable landline and internet facilities, as well as the absence of a two-way radio communication system.

No man made water distribution to the northern sector of reserve.

No game census conducted between 2003 and 2012.

The education centre is in a poor condition.

OPPORTUNITIES A useful site for experiential training.

Promote environmental education.

Promote research and monitoring opportunities.

Promote or develop eco-tourism, including day visitors’ facilities, a picnic site, a camp site, a tented bush camp/lodge, game viewing, hiking, birding, mountain biking, conferencing, a kiosk and community driven traditional experiences.

The potential to relocate excess game to other reserves.

Engage in developing a healthy and long term working relationship with local mining companies for the benefit of conservation and all local communities.

THREATS Poaching of wildlife by neighbouring communities.

Lack of reserve staff’s capacity to ensure law enforcement.

Bush encroachment.

Giraffe population to large: Noticeable over-browsing on certain tree species’ canopy cover.

Water supply is a problem, particularly in the northern sections of the reserve.

Poor road conditions make vehicle access difficult for management purposes.

Vandalism and theft.

The reserve is located away from the main tourism routes.

The area is not marketed as a tourism destination.

No room for expansion, as the reserve is surrounded by local communities, mines and borders onto the R37.

SAMANCOR Ltd. owns a section of the reserve (the farm Winterveld No. 417 KS).

Land claims over the reserve by the Rostok, Mahlabeng, Shubushubung, Mashikwe, Mohlahlaneng (RMSMM) communities.

Soil erosion.


3. STRATEGIC OBJECTIVES FRAMEWORK

3.1 Purpose Upon its establishment, the main objective of the PNR, with its frontage of the Olifants River, was the conservation of the natural resources of the area. It was also decided that the PNR would become an important breeding centre for game (with a focus on Giraffe and Sable Antelope) and that excess game would be re-located to other game reserves. In present times, the value of the PNR as a conservation area can also be attributed to the following:

It includes a portion of the vulnerable Sekhukhune Plains Bushveld, which is not protected anywhere else in the country.

A combined total of four threatened reptile, amphibian, bird and/or mammal species occur at the reserve.

The reserve was identified as playing an important role in terms of ecological processes associated with ridges and escarpments. It is also located within a centre of endemism.

The reserve contains areas classified as “irreplaceable” in terms of Critical Biodiversity Values.

The reserve is regarded as playing an important social support role in local and surrounding communities.

The reserve is regarded as having a medium income generating potential.

3.2 Reserve Values The following key values of the PNR were identified by the RPT:

KEY RESERVE VALUES

The reserve has the potential to demonstrate the efficacy, and benefits, of functional partnerships between the State and communal land owners in the collaborative administration and management of provincial nature reserves.

The reserve is committed to management in accordance with best practice and rationally driven by current knowledge.

The reserve is committed to good administration and the efficient use and good maintenance of resources.

The reserve is committed to be a good employer and socially affirmative neighbour in the local communities.

The reserve protects the traditional importance of Legobwe Mountain and embraces certain cultural/traditional requirements of the ZCC.

The reserve is the only ‘island’ of conservation in an otherwise heavily populated and utilised (mining) part of Limpopo Province.

3.3 The Reserve Vision The vision of the reserve describes the overall long-term goal for the operation, protection and development of the PNR. The following vision was developed by the RPT:


3.4 Key Performance Areas and Objectives The RPT identified 24 Objectives for the PNR. Collectively these objectives will contribute to realising the Vision for the reserve. These objectives have, in turn, been grouped into six Key Performance Areas (KPAs), as follows:

KEY PERFORMANCE AREAS (KPA)

OBJECTIVES

KPA 1: Biodiversity and

Heritage Conservation

1.6 Re-establish, manage and maintain viable populations of locally indigenous fauna and flora in the PNR.

1.7 Initiate and maintain a soil control programme in the PNR. 1.8 Contain the spread and impact of invasive alien plants and bush

encroachment in the PNR. 1.9 Protect the heritage resources of the PNR. 1.10 Update key baseline information, and develop and maintain a

targeted research and monitoring program to guide biodiversity management in the PNR.

1.11 Maintain a natural fire regime within the PNR.

KPA 2: Sustainable Use

2.1 Construct, upgrade and maintain day visitor and overnight visitor buildings and infrastructure in the PNR.

2.2 Develop, deliver and maintain a diverse range of tourism and recreational services for visitors to the PNR.

2.3 Develop and implement a focused and cost-effective marketing, awareness-raising and educational programme for the PNR.

2.4 Facilitate the sustainable use of natural resources by the Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng communities in the PNR.

2.5 Manage and mitigate the environmental impacts of conservation management, tourism, recreation and natural resource use in the PNR.

KPA 3: Enforcement,

Security and Access Control

3.1 Secure the boundaries of, and maintain controlled access to, the PNR. 3.2 Sustain an effective law enforcement and compliance capacity in the PNR.

VISION We see a collaborative partnership between the State and the Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng communities in the ongoing conservation and sustainable use of the Potlake Nature Reserve.

From this partnership, we envisage securing:

Meaningful and sustained benefits derived for the Rostok, Mahlabeng, Shushubung, Mashikwe and Mohlahlaneng communities;

Preservation of the reserve’s important cultural/traditional values;

Conservation of the fauna and flora on the reserve; and

Equitable access to, and responsible use of, the reserve and its natural resources.


KPA 4: Infrastructure and

Equipment (Operations)

4.1 Develop and maintain the road, track and footpath network in the PNR. 4.2 Construct, maintain and upgrade the bulk services infrastructure in the

PNR. 4.3 Construct, upgrade and maintain administrative, staff and operational

buildings and infrastructure in the PNR. 4.4 Acquire and maintain operational equipment and vehicles for the PNR.

KPA 5: Stakeholder Involvement

5.1 Ensure the ongoing involvement of a representative and functional Potlake Nature Reserve Co-Management Committee (PNRCMC) in the planning, development and management of the PNR.

5.2 Develop, implement and maintain effective mechanisms for ongoing communications with co-management partners, private stakeholders and neighbouring land owners.

5.3 Actively participate in local and regional conservation and socio-economic development initiatives that may affect or benefit the PNR.

5.4 Identify, and enable access to, employment, empowerment and capacity building opportunities for the Rostok, Mahlabeng, Shubushubung, Mashikwe and Mohlahlaneng communities.

KPA 6: Administration and

Planning

6.1 Secure the legal tenure of, and management authority for, the PNR. 6.2 Maintain an adequately equipped, resourced, and trained staff

complement for the PNR. 6.3 Institute and maintain an effective administrative and planning capability

in the PNR. 6.4 Establish, maintain and host a reliable inventory of key information on the

PNR and its ongoing management.

3.5 Zonation Based on available information, and in consultation with the RPT, a Use Zone Map (UZM) is presented as a broad overarching medium-term spatial planning framework for the PNR (Figure 6). The UZM indicates the extent and location of suitable visitor use zones for the reserve, with management guidelines and broad conservation and tourism infrastructural requirements designated for each use zone. Annexure 2 describes the objectives, characteristics, uses and management guidelines for each of the use zones shown in Figure 6.


Figure 6: Use Zone Map for the Potlake Nature Reserve.


4. STRATEGIC IMPLEMENTATION FRAMEWORK This section translates the strategic objectives framework described in Section 3 into guiding principles for management, management actions and management targets (for each set of objectives within each KPA), which will be used to inform APOs and the resources required to implement it. The guiding principles are the norms and standards by which the PNR will make its operational management decisions and conduct its activities. Management actions are the key strategic activities that should be implemented to achieve the reserve objectives. Management actions are defined and prioritized for the five-year time horizon of this SP. Each management action has been prioritised as follows:

CATEGORY PRIORITIES

HIGH Critical to the effective management7 of the reserve. Funding and resources should be secured to implement these actions.

MEDIUM Important to the effective management of the reserve, but its implementation may be delayed because of limited funds or resources.

LOW Constitutes good management practice, but not necessarily critical or important to reserve management effectiveness. Implementation may be dependent on the availability of external funding or support.

Time Frames, Targets, Key Performance Indicators and Responsibilities are, in turn, allocated to each management action, or a group of linked management actions.

In this section, the guiding principles and management activities (organised by management action,

priority, target, performance indicator, responsibility and timelines) are presented separately for each

KPA and its set of related objectives.

7As reflected in the Management Effectiveness Tracking Tool (METT).


KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION

Guiding principles for reserve management

Fauna

# GUIDING PRINCIPLE

1

The reserve shall conform to the following LEDET policies, strategies, procedures and/or guidelines relating to wildlife management:

Guidelines for aerial game census on provincial nature reserves (12/6/12/7/1);

Guidelines for culling on provincial nature reserves (12/6/12/7/7);

Technical management guidelines and procedures for game registers on provincial nature reserves (12/6/12/7/8);

Technical management guidelines and procedures for game capture on provincial nature reserves (12/6/12/7/8);

Technical management guidelines and procedures for the introduction of mammals into provincial nature reserves (2008);

Policy on the donation of game from State-owned nature reserves to Historically Disadvantaged Individuals (HDIs) in the wildlife industry;

Provincial directive on the control and management of damage-causing wild animals in Limpopo Province;

Draft policy for the reduction of game from (provincial) nature reserves; and

Game monitoring strategy for State-owned nature reserves in Limpopo Province (5 year period).

2 Wildlife management in the reserve must be focused primarily on protecting the ecological functioning of the reserve.

3 Wildlife stocking densities should be maintained within the ecological capacity of the supporting habitats of the reserve.

4 A regular programme for monitoring the veld condition, the animal numbers and the physical condition of animals must be in place to ensure that the ecological capacity of the reserve is not exceeded.

5 Population management of wildlife species shall be required to ensure that such species are not causing the ecological degradation of the reserve.

6 Wherever practicable, non-lethal and environmentally-friendly measures should be developed and implemented to limit, or mitigate, the impacts of any indigenous problem-causing animal in, or escaping from, the reserve.

Soil Erosion

# GUIDING PRINCIPLE

1 All areas affected by erosion shall be classified in terms of the type of erosion (e.g. sheet, rill, gully or donga), mapped and prioritised accordingly.

2 Various methods of erosion control shall be implemented according to the type of erosion, e.g. brush packing, the construction of gabions, and the creation of proper diversion humps and drains along roads, etc.


3 A proper, ongoing monitoring program shall be initiated to detail progress in this regard.

Invasive alien plants / bush encroachment

# GUIDING PRINCIPLE

1 The reserve shall conform to the legal requirements of Sections 64-77 of NEMBA and the relevant sections of CARA, as amended.

2 All declared invasive alien plant species occurring in the reserve shall be eradicated, using the most cost-effective and environmentally friendly methods.

3

While active bush encroachment control measures (mechanical, fire, biological and/or chemical) shall be adopted in the reserve in the short-term, the primary long-term management objective is sound veld management practices (conservative wildlife stocking rates, natural patch burn regimes, adequate water provision and soil conservation).

Heritage resources

# GUIDING PRINCIPLE

1 The reserve shall conform to the legal requirements of the NHRA.

Biodiversity inventory, research and monitoring

# GUIDING PRINCIPLE

1

The reserve shall conform to the following LEDET policies, procedures and/or guidelines relating to monitoring:

Guidelines for monitoring of climate and maintenance and establishment of climate-related infrastructure on provincial nature reserves (12/6/12/7/2).

2 The collection of baseline information, support for research projects and the ongoing implementation of monitoring programmes shall be focused on, and directed towards, supporting operational planning and decision-making in the reserve.

Fire

# GUIDING PRINCIPLE

1 The reserve shall conform to the legal requirements of the NVFFA.

2 Unplanned wildfires that occur in areas where they could have undesirable ecological effects, threaten reserve infrastructure or threaten neighbouring properties shall be suppressed or controlled wherever possible.

3 Unplanned wildfires that occur in reserve areas where they will do no ecological harm and/or threaten neighbouring properties may be allowed to burn, provided that safety concerns are not compromised.

4 Fire protection measures and resources (equipment, trained personnel, firebreaks, etc.) must be maintained and effective in the reserve at all times.


5 The reserve management should, wherever possible, establish partnerships with neighbours and other role-players through agreements and membership of FPAs.

6 Controlled block burns can only be implemented after an ecological assessment of the dry matter/fuel load has been completed.


Management actions and targets

KPA 1: Biodiversity and Heritage Conservation

Objective 1.1: Re-establish, manage and maintain viable populations of locally indigenous fauna and flora in the PNR

Management action Priority Management targets Key performance indicators

Responsibility Time frame (Years 1 – 5)

1 2 3 4 5

(i) Develop and maintain a basic Wildlife Management Programme for the PNR.

All wildlife stocking densities contained at levels below the ecological capacity of the vegetation.

Carrying capacity of vegetation (based on VCA) vs. Large and medium-sized game counts (based on game census).

Management Authority (Biodiversity Unit)

(ii) Under the direction of the Game Monitoring Strategy conduct an aerial game census (during late winter).


(iii) Develop and maintain a vegetation monitoring programme, including an annual veld condition assessment and biomass fuel load assessment (during summer).


(iv) Based on the outcomes of the most recent game census data, the current veld condition assessment (VCA) and the stocking rates determined in the Wildlife Management Programme, annually determine and implement the culling/capture requirements for medium-sized and large game species. Acquire new genetics for all large mammal species.

Management Authority (Biodiversity Unit); Reserve Manager

(v) Annually determine and allocate, in accordance with the requirements of the Potlake Co-Management Agreement, the community portion of the culling/hunting activities.

Potlake Nature Reserve Co-management Committee

(vi) Maintain and implement the water provision requirements for game species, as described in the Wildlife Management Programme.

Reserve Manager

(vii) Under direction of the Wildlife Management Programme (supplemented by consultation with wildlife specialists and the RMSMM Communities), implement any wildlife restocking or new introductions that may be required.


(viii) Assess, and implement, environmentally friendly measures to Reserve Manager


reduce the impacts of any damage-causing and problem animals in the reserve (notably Chacma Baboon and Vervet Monkey).

Objective 1.2: Establish a comprehensive soil erosion control programme for the PNR



1 2 3 4 5

(i) Prepare a simple, functional Erosion Management Programme for the PNR.

No increase in soil loss; improved water catchment by slowing the rate of water flow; and increased soil retention to result in succession and above ground biomass growth.

A decrease in soil loss; an increase in pioneer species; and a decrease in the rate of water flow.


(ii) Initiate the different types of control measures to combat soil erosion.

Regional Manager; Reserve Manager

(iii) Re-seed vast tracts of bare land with local indigenous grass species.


(iv) Employ the services of local community members on a contractual basis.


Objective 1.3: Contain the spread, and impacts, of invasive alien plants and bush encroachment in the PNR



1 2 3 4 5

(i) Eradicate, on an ongoing basis, all known invasive alien plant infestations occurring in the reserve (e.g. Prickly Pear).

No seeding invasive alien plants. No spread, or densification, of bush encroachment.

Extent, by density, of invasive alien plants. Extent, by density, of bush encroachment.


(ii) Develop partnerships with funding and implementing agencies (e.g. WfW) to improve the capacity of the reserve to sustain its invasive alien plant control program.


(iii) Map, and annually monitor, the extent and density of areas in the reserve subject to unacceptable levels of bush encroachment.


(iv) Implement an ad hoc programme of mechanical and chemical control to contain the further spread, densification and impacts of bush encroachment.

Reserve Manager


Objective 1.4: Protect the heritage resources of the PNR



1 2 3 4 5

(i) In collaboration with academic institutions, research, document and inventorize the heritage resources of the reserve.

Heritage resources documented, and properly maintained.

State (using a grading system) of heritage resources.


(ii) Develop informational and interpretive materials about the heritage resources of the reserve.

Tourism Operator/s; RMSMM Community Trusts

(iii) Develop and implement a prioritised programme of maintenance of these heritage resources.

Reserve Manager

Objective 1.5: Update key baseline information, and develop and maintain a targeted research and monitoring program to guide biodiversity management in the PNR



1 2 3 4 5

(i) Identify, and prioritise, the reserve’s biodiversity management requirements for baseline information, research and monitoring.

Reserve database of management-oriented biodiversity information.

n/a Management Authority (Biodiversity Unit); Reserve Manager

(ii) Collect key baseline biodiversity data and research information for the reserve, including vegetation community and species mapping; faunal species data and population profiles; carrying capacities of the reserve; optimal stocking rates of wildlife; erosion control measures’ success rate; state of bush encroachment; and water availability and quality.


(iii) Develop, implement and/or maintain key biodiversity monitoring activities in the reserve, including vegetation monitoring; state of bush encroachment; and game counts.


(iv) Facilitate access for external research institutions to implement the reserve’s priority research and monitoring requirements.



(v) Maintain the baseline biodiversity data sourced from field ranger reports, including information on fauna and flora.

Reserve Manager

Objective 1.6: Maintain a natural fire regime within the PNR

Management action Priority Management targets

Key performance indicators Responsibility Time frame (Years 1 – 5)

1 2 3 4 5

(i) Prepare and/or update a simple, functional Fire Management Programme for the PNR.

Fires in the reserve do not have undesirable ecological effects, threaten reserve infrastructure or threaten neighbouring properties.

Cost of damage resulting from fires spreading to neighbouring properties (based on insurance claim). Cost of damage to reserve infrastructure from fires (based on insurance claim). Ecological condition (based on vegetation monitoring). Formal fire co-operative management agreement in place. Maintenance register for fire fighting equipment. Records of incidences of fire.


(ii) Under the direction of the Fire Management Programme, maintain a system of fire breaks around the reserve boundary and around key infrastructure.

Reserve Manager

(iii) Ensure that all reserve management staff are adequately trained and equipped to implement the Fire Management Programme.

Reserve Manager

(iv) Establish and maintain formal and informal partnerships with neighbouring land owners and fire management agencies (e.g. the Sekhukhune District Municipality, Fetakgomo Local Municipality, Working on Fire/FFA) to improve the capacity of the reserve to implement the Fire Management Programme.


(v) Install and maintain basic fire protection measures (e.g. fire extinguishers, fire hoses and roof sprinklers) in all tourism, administration and staff accommodation buildings.

Reserve Manager; LTA (or other Tourism Manager)

(vi) Maintain, in accordance with the requirements of the Fire Management Programme, records of all fires occurring in the reserve.

Reserve Manager


KPA 2: SUSTAINABLE USE


Tourism and recreation infrastructure and services

# GUIDING PRINCIPLE

1 In developing and maintaining tourism and recreational infrastructure and services, the reserve shall obtain the necessary authorisation in terms of the relevant building, water, drainage, health, safety, waste, traffic and environmental Acts, Regulations and By-laws.

2 Tourism and recreational infrastructure and services developed within the nature reserve must be appropriate to the purpose for which the reserve has been proclaimed, and must not threaten its biodiversity or ecological function.

3 Tourism and recreational infrastructure and services shall be developed in response to tourism market demands and opportunities within the reserve, and should be carefully assessed to determine its viability.

4 A portion of the income derived from tourism and recreational services in the reserve shall be distributed to the RMSMM communities in accordance with the relevant clauses in the Potlake Co-Management Agreement.

Marketing, awareness-raising and education

# GUIDING PRINCIPLE

1

The reserve shall collaborate and cooperate with key local, regional and institutional partners to: (i) strengthen the marketing of the reserve’s tourism and recreational infrastructure and services; (ii) improve the awareness of the reserve, and its prospective uses, in local communities; and (iii) further develop the use of the reserve as a local educational resource for teaching institutions.

Natural resource harvesting

# GUIDING PRINCIPLE

1

The reserve shall conform to the following LEDET policies, procedures and/or guidelines relating to natural resource use:

Guidelines for culling on provincial nature reserves (12/6/12/7/7);

Technical management guidelines and procedures for game capture on provincial nature reserves (12/6/12/7/8);

Policy on the donation of game from State-owned nature reserves to Historically Disadvantaged Individuals (HDIs) in the wildlife industry; and

Draft policy for the reduction of game from (provincial) nature reserves.

2 Sustainable use of natural and biological resources may be undertaken under strictly controlled conditions, provided that it does not compromise the ecological functioning or biodiversity conservation imperatives of the reserve.

3 The PNRCMC shall review options for, and make recommendations to, the ‘Executing Agency’ on the distribution of benefits accruing from the consumptive harvesting of natural and biological resources in the reserve.


Managing environmental impacts of use

# GUIDING PRINCIPLE

1

The reserve shall strive to continually improve its environmental management systems, through reducing or mitigating the environmental impacts of, inter alia: administrative and visitor infrastructure; solid waste disposal; water supply and distribution systems; energy supply and distribution networks; sewage systems; and herbicide and fuel supplies.



KPA 2: Sustainable Use

Objective 2.1: Construct, upgrade and maintain day visitor and overnight visitor buildings and infrastructure in the PNR



1 2 3 4 5

(i) Assess the cost-effectiveness of different management options (e.g. concessioning, leasing, service agreement, community-managed, etc.) for the operating of future lodge/tented camps and select the preferred/optimal management option/s.

Functional overnight and day visitor buildings and infrastructure.

Level of conformance (%) with South African National Standard (SANS) 1197:2012.

Potlake Nature Reserve Co-management Committee; LTA

(ii) Implement, and formalise (as required), the selected management option for future lodge/tented camps.

LTA; Senior Manager (SONR)

(iii) Construct and maintain overnight visitor buildings, facilities, equipment and linked infrastructure (including bulk infrastructure) to meet the LTA/LEDET standards for the provision of nature-based tourism products.

Tourism Operator/s

(iv) Upgrade, renovate and maintain the day visitor facilities in and around the designated picnic site.

Reserve Manager; Tourism Operator/s

(v) Assess the feasibility of developing an overnight camping/caravanning site proximate to the designated picnic site.


(vi) Standardise, install and maintain directional and informational signage within, and en route to, the reserve.

Reserve Manager; LTA

Objective 2.2: Develop, deliver and maintain a range of tourism and recreational services for visitors to the PNR



1 2 3 4 5

(i) Support entrepreneurial opportunities for local communities to participate in the provision and management of tourist and recreational products.

Effectively managed and regularly maintained tourism and recreational

Level of conformance (%) with South African National Standard (SANS) 1197:2012.



(ii) Develop and promote the existing environmental education centre and conference facilities.

services. Tourism Operator/s

(iii) Design, market and institute a variety of traditional experiences for visitors.

RMSMM Community Trusts

(iv) Facilitate controlled access to the reserve for other complementary recreational activities, including mountain biking, rock climbing, horse trails, trail running and hiking trails.

Reserve Manager

Objective 2.3: Develop and implement a focused and cost-effective marketing, awareness-raising and educational programme for the PNR



1 2 3 4 5

(i) Continually provide updated information in the ongoing development of corporate, regional and provincial tourism marketing products and materials.

Improved awareness of tourism and recreational products in the reserve.

Numbers of visitors and users.

LTA; Reserve Manager; Regional Manager

(ii) Design, publish and distribute reserve-specific brochures and pamphlets for visitors and users.

LTA; Reserve Manager; Tourism Operator/s

(iii) Establish links with local educational institutions and networks in order to promote subsidised access to, and use of, the reserve as an educational resource.

Tourism Operator/s; Reserve Manager; Management Authority: EES

(iv) Maintain daily information about the reserve visitors and users (e.g. numbers/group, age category, gender, time of visit, length of stay, nationality, etc.) in a standardised corporate format.

Tourism Operator/s; Reserve Manager

Objective 2.4: Facilitate the sustainable use of natural resources by the RMSMM communities in the PNR



1 2 3 4 5

(i) Annually determine the hunting/culling allocations to the RMSMM communities.

Levels of natural resource use by the RMSMM communities are ecologically sustainable.

Compliance with guidelines (measured by field ranger reports).

Management Authority (Biodiversity Unit); Potlake Nature Reserve Co-management


Committee

(ii) Develop, and administer, guidelines for the implementation of any annual hunting/culling activities (or commercially outsourced hunting ‘packages’) by the RMSMM communities.

Management Authority (Biodiversity Unit); Potlake Nature Reserve Co-management Committee

(iii) Develop, and administer, guidelines for the sustainable harvesting of medicinal plants, “holy” water and stones/rocks from the reserve by the RMSMM communities.

Reserve Manager; Potlake Nature Reserve Co-management Committee

Objective 2.5: Manage and mitigate the environmental impacts of conservation management, tourism, recreation and natural resource use in the PNR



1 2 3 4 5

(i) Introduce more environmentally-friendly technologies (e.g. low wattage lighting, dual flush toilets, waterless urinals, water saving shower heads, the removal of baths, bio-technology for waste treatment, drought tolerant grass, etc.) during the renovation and upgrading of the tourism and recreational buildings and infrastructure, wherever this is cost-effective.

No extraneous building, equipment and infrastructure in the reserve.

n/a Tourism Operator/s; Reserve Manager

(ii) Close and rehabilitate solid waste dump sites in the reserve, and initiate a community driven recycling program.

Reserve Manager

(iii) Close/remove/demolish and rehabilitate all extraneous and unused buildings and foundations, dumped materials, old equipment, gravel pits and old fencing.

Reserve Manager


KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL

Guiding principles for reserve management Boundaries and access control

# GUIDING PRINCIPLES

1

The reserve shall conform to the following LEDET policies, procedures and/or guidelines relating to boundaries and access control:

Technical management guidelines and procedures for the management of access and access control on provincial nature reserves (12/6/12/7/4);

Guidelines for fencing of provincial nature reserves (12/6/12/7/3); and

Law enforcement strategy for Limpopo provincial nature reserves.

2 The boundaries of the reserve shall, at all times, be clearly demarcated and regularly maintained.

3 All entry and exit points shall be properly managed to ensure that access to, and through, the reserve is effectively controlled at all times.

Law enforcement and compliance

# GUIDING PRINCIPLE

1

An adequately trained and suitably equipped field ranger complement shall be deployed in and around the reserve to, inter alia: control illegal activities; ensure the safety of visitors; monitor the activities of users and visitors; collect baseline information; and undertake the basic maintenance of equipment and infrastructure.



KPA 3: Enforcement, Security and Access Control

Objective 3.1: Secure the boundaries of, and maintain controlled access to, the PNR



1 2 3 4 5

(i) Ensure that all the reserve’s visitors’ gates and management entry points are adequately staffed and administered.

The reserve assets are secure. The reserve visitors and users have equitable access to the reserve, and are safe from harm.

Profile of reserve visitors and users. Incident record of illegal access.

Reserve Manager

(ii) Establish, and maintain, a ‘gate entry pass/visitor permit book’ system for all visitors to, and users of, the reserve.

Reserve Manager, Regional Manager, Management Authority

(iii) Upgrade approximately 2 km of poor condition perimeter game fencing to meet the requirements of the LEDET Technical Guidelines and Procedures (TGP) for fencing.

Reserve Manager

(iv) Ensure the regular maintenance of the perimeter fencing in the reserve.

Reserve Manager

(v) Develop, and implement, mechanisms for subsidised entry for local community user and interest groups.


(vi) Provide, on request, controlled access to recognised cultural/religious sites and non-destructive or consumptive cultural/religious practices.


(vii) Facilitate controlled access for external institutions undertaking relevant research and monitoring programmes within the reserve.



Objective 3.2: Sustain an effective law enforcement and compliance capacity in the PNR



1 2 3 4 5

(i) Ensure the provision of enforcement and compliance training for all reserve field staff.

Incremental decrease in incidences of illegal activities occurring in the reserve.

Number of formal warnings and fines issued, and successful prosecutions concluded.

Management Authority: HR & HRD

(ii) Ensure that the field ranger staff complement is adequately resourced and equipped to fulfil an effective enforcement and compliance function.

Management Authority: HR, HRD, SIS & Biodiversity Unit; Reserve Manager

(iii) Maintain regular patrols of the reserve and its boundaries. Reserve Manager

(iv) Maintain and collate information on all enforcement incidents. Reserve Manager

(v) Undertake a threat analysis to determine all potential threats to the safety and security of the reserve.

Management Authority: PAM & Special Investigations


KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS)


Roads, tracks and footpaths

# GUIDING PRINCIPLE

1

The reserve shall conform to the following LEDET policies, procedures and/or guidelines relating to the development, maintenance and upgrading of roads:

Technical management guidelines and procedures for the development, maintenance and upgrading of roads in provincial nature reserves.

2 The reserve shall rationalise the network of roads, tracks and footpaths to reduce its maintenance costs and limit its environmental impacts, while ensuring adequate access for tourism and operational management requirements.

Bulk services

# GUIDING PRINCIPLE

1

The reserve shall conform to the legal requirements of the following legislation in supplying bulk services:

NEMWA;

WSA;

NBRBSA; and

Municipal By-laws.

2 The reserve shall strive to phase out bulk services that have a detrimental impact on the environment. It will, in turn, seek to introduce more sustainable technologies, wherever practicable and cost-effective.

Administrative and other operations infrastructure

# GUIDING PRINCIPLE

1 In developing and maintaining administrative and operations infrastructure, the reserve shall obtain the necessary authorisation in terms of the relevant building, water, drainage, health, safety, waste, traffic and environmental Acts, Regulations and By-laws.

2 Administrative and operations infrastructure and services must be limited, and appropriately scaled, to the necessary administrative and operational requirements of the reserve, and must not threaten its biodiversity or ecological function.

Operations equipment and vehicles

# GUIDING PRINCIPLE

1 The reserve shall acquire and/or replace the equipment and vehicles necessary to implement the high priority activities identified in this SP.

2 All reserve equipment and vehicles shall be regularly maintained in accordance with the manufacturers’ specifications.



KPA 4: Infrastructure and equipment (operations)

Objective 4.1: Develop and maintain the road, track and footpath network in the PNR



1 2 3 4 5

(i) Schedule, and implement, the upgrade and maintenance of the network of visitor roads in the reserve, with a strong focus on maintaining and mitigating highly erodible areas.

A rationalised network of well-maintained visitor roads and footpaths.

State (using a grading system) of visitor roads and footpaths.

Reserve Manager

(ii) Close and rehabilitate all unused, extraneous and/or highly erodible, tracks and roads in the reserve.

Reserve Manager

(iii) Renovate and maintain a rationalised network of self-guided and/or guided hiking trails traversing the reserve.

Reserve Manager; Tourism Operator/s

Objective 4.2: Construct, maintain and upgrade the bulk services infrastructure in the PNR



1 2 3 4 5

(i) Facilitate the upgrade of Telkom lines and internet usage to all administrative facilities.

The capacity of bulk services exceeds administrative use requirements and reserve visitor demands.

Records of instances of overloading of the bulk service supplies.

Tourism Operator/s; Regional Manager

(ii) Install and maintain generator and/or solar power systems for the functioning of remote park operational equipment (e.g. water pumps) and the smaller tourism and recreational facilities.

Reserve Manager

(iii) Expand and upgrade the water supply, storage and treatment capacity for the reserve.


(iv) Improve and expand the capacity of the waste treatment facilities and waste removal systems for the reserve by, for example, implementing a community-driven recycling programme.



Objective 4.3: Construct, upgrade and maintain administrative, staff and operational buildings and infrastructure in the PNR



1 2 3 4 5

(i) Construct a permanent administration building, and associated facilities adjacent to the environmental education centre.

Sufficient, and adequately maintained, reserve administration, staff and operations buildings and infrastructure.

State (using a grading system) of reserve buildings and infrastructure.

Department of Public Works; Regional Manager

(ii) Upgrade the entrance/control gate infrastructure and associated ablution facilities to accommodate disabled visitors.

Reserve Manager

(iii) Ensure the regular maintenance of all reserve administrative, staff and operational buildings and infrastructure.

Reserve Manager

(iv) Maintain and constantly update an equipment and infrastructure register

Reserve Manager

Objective 4.4: Acquire and maintain operational equipment and vehicles for the PNR



1 2 3 4 5

(i) Procure, install and maintain a reliable internal communications network for the reserve, including repeaters, a base station, hand-held radios and car radios.

Sufficient, and adequately maintained, reserve equipment and vehicles.

State (using a grading system) of reserve equipment and vehicles.


(ii) Install, maintain and service diesel pumps at all game water points and renovate the pipelines and water troughs at these water points, as required.

Reserve Manager

(iii) Maintain and/or replace all reserve vehicles and equipment according to the manufacturers’ specifications and/or corporate replacement cycles.

Management Authority: Transport; Reserve Manager

(iv) Establish an electronic network (i.e. internet and e-mail) for, and connect services and applications to, the reserve.

Management Authority: IT; Reserve Manager

(v) Maintain and safely store all firearms. Reserve Manager; Firearm Control Officer: SIS


KPA 5: STAKEHOLDER INVOLVEMENT


Potlake Nature Reserve Co-Management and Advisory Committees

# GUIDING PRINCIPLE

1 The reserve shall actively participate in, and support, the PNRCMC as an important governance mechanism to achieve the aims and objectives of the Potlake Co-Management Agreement.

2 The reserve shall establish and maintain an effective Reserve Advisory Committee based on the Regulations for the Proper Administration of Nature Reserves, promulgated in terms of Section 86 (1) of NEMPAA.

Stakeholder communications

# GUIDING PRINCIPLE

1

Stakeholder communications shall be focused on strengthening a sense of ownership and empowerment in the RMSMM communities, through an improved understanding of the contribution of the reserve to socio-economic development and heritage/biodiversity conservation.

2 Stakeholder communications shall seek to develop a common understanding in the surrounding communities of the issues affecting the integrity of the reserve, and collaborative approaches to resolve these.

Local and regional initiatives

# GUIDING PRINCIPLE

1 The reserve management shall actively collaborate with national, provincial and local tourism and conservation initiatives that could contribute to meeting the objectives of this SP.

2 The reserve shall strive to work with the relevant government institutions in order to integrate all local and regional planning and socio-economic development activities affecting the reserve.

Employment, empowerment and capacity building

# GUIDING PRINCIPLE

1 The reserve shall strive to meet to the socio-economic development commitments made in the Potlake Co-Management Agreement.



KPA 5: Stakeholder Involvement

Objective 5.1: Ensure the ongoing involvement of a representative and functional PNRCMC in the planning, development and management of the PNR



1 2 3 4 5

(i) Provide ongoing support (logistical, administrative, technical, professional, financial and/or leadership) to, and actively participate in, an effectively functioning PNRCMC.

Regular meetings of the PNRCMC. Implementation of decisions made by PNRCMC.

Record of meetings and decisions.

Reserve Manager; Regional Manager

(ii) Continually review, and amend (as required), the structure, representation and terms of reference of the PNRCMC to ensure that it contributes to realising the intent of the Potlake Co-Management Agreement.


(iii) Support the ongoing capacity building of the RMSMM communities’ representatives serving on the PNRCMC.


(iv) Allocate office space in the new administrative complex (see 4.3 (i) above) for office bearers of the PNRCMC.

Reserve Manager

Objective 5.2: Develop, implement and maintain effective mechanisms for ongoing communications with co-management partners, private stakeholders and neighbouring land owners



1 2 3 4 5

(i) Host a regular monthly meeting, each in a different neighbouring village, to present and discuss issues of mutual concern.

Regular meetings with neighbouring villages, communal landowners and mining companies.

Record of meetings. Potlake Nature Reserve Co-management Committee

(ii) Hold quarterly (more regular if required) meetings with the

PNRCMC to ensure that co-management decisions are made

timeously and effectively.

Quarterly meetings

with the PNRCMC.

Record of meetings. Reserve Manager


(iii) Under the guidance of the Regulations for the proper

administration of Nature Reserves, as promulgated in terms of Section

86 (1) of NEMPAA, establish a Reserve Advisory Committee and meet

on a regular, agreed to basis.

Regular meetings

with the PNRMAC.

Reserve Manager

Objective 5.3: Actively participate in local and regional conservation and socio-economic initiatives that may affect or benefit the PNR



1 2 3 4 5

(i) Participate in the local municipal IDP planning processes, with a specific focus on the provision of municipal infrastructure and services to the reserve and supporting local economic development initiatives in the RMSMM communities.

Improved cost-effectiveness of reserve operations as a result of local/regional partnerships.

n/a Reserve Manager

(ii) Participate in regular meetings with the surrounding mining companies regarding socio economic development and empowerment.


(iii) Support local/regional initiatives to establish a FPA, with a specific focus on rationalising the reserve’s firebreaks and improving access to fire-fighting resources and support.

Reserve Manager

Objective 5.4: Identify and enable access to employment, empowerment and capacity building opportunities for the RMSMM communities



1 2 3 4 5

(i) Review and select the preferred mechanisms for optimising employment, empowerment and capacity building opportunities for the RMSMM Communities.

Direct and measurable benefits accrue to the RMSMM communities from the PNR.

Extent (number of beneficiaries) and nature (employment – permanent/ temporary; business opportunity; training; capacity-building) of community benefits.


(ii) Develop opportunities for selected individuals from the RMSMM communities to be trained and directly employed in appropriate conservation and tourism related work, including the construction and maintenance of fencing; capital development projects; tourism services; invasive alien plant and bush encroachment control; security; road and footpath maintenance; and guiding services.

Potlake Nature Reserve Co-management Committee; Reserve Manager

(iii) Develop opportunities to facilitate an empowerment component for selected individuals from the RMSMM communities in any

LTA; Potlake Nature Reserve Co-


outsourcing/concessioning of the tourism and recreational products. management Committee; Reserve Manager

(iv) Identify, and make application for, EPWP-related funding for relevant tourism and conservation initiatives in the reserve.

Management Authority: Economic Development

(v) Identify, and if feasible develop, opportunities for the establishment of community-based entrepreneurial opportunities within, or linked to, the reserve, including game drives; the selling of curios and crafts; guided heritage trails; village tourism; conservation enterprises; horse trails; event management and commercial hunting packages.

Management Authority: Economic Development


KPA 6: ADMINISTRATION AND PLANNING

Guiding principles for reserve management Legal status

# GUIDING PRINCIPLE

1 The legal tenure for the effective planning and management of the reserve as a provincial protected area shall be secured.

Human resources

# GUIDING PRINCIPLE

1

The reserve shall conform to the legal requirements of the following human resources legislation:

LRA;

BCEA;

EEA;

SDA;

OHSA; and

PSA.

2 The reserve shall, in partnership with the RMSMM communities, identify opportunities for the training, capacity building and/or preferential employment of individuals permanently resident in surrounding villages.

Administration

# GUIDING PRINCIPLE

1 The reserve shall conform to the legal requirements of the following financial management legislation:

PFMA (and associated Treasury Regulations).

2 The reserve shall conform to the following LEDET policies, procedures and/or guidelines relating to supply chain management:

Draft procedure manual for demand and acquisition management.

3 The reserve shall conform to all relevant provincial/departmental financial and administrative reporting requirements.

Information management

# GUIDING PRINCIPLE

1 All information that is used to support the operational planning and decision-making in the reserve shall be collected, collated, updated, maintained and presented in a cost-effective format that is readily accessible for use by management.



KPA 6: Administration and Planning

Objective 6.1: Secure the legal tenure of, and management authority for, the PNR



1 2 3 4 5

(i) Review the efficacy and ongoing relevance of the Potlake Co-Management Agreement as per the requirements of the 2009 National Co-Management Framework, and amend or revise, as required.

Transparent and efficient management.

Updated co-management agreement.

Potlake Nature Reserve Co-Management Committee; Management Authority

(ii) Investigate the ownership of the farm Winterveld No. 417 KS by

SAMANCOR Ltd.

n/a n/a Potlake Nature Reserve Co-management Committee

Objective 6.2: Maintain an adequately equipped, resourced and trained staff complement for the PNR



1 2 3 4 5

(i) Ensure that all vacant posts in the reserve’s approved organogram are filled.

n/a n/a Management Authority: HR & HRD

(ii) Identify the training needs, and facilitate access to training programs for reserve staff, with a priority focus on field ranger, first aid, hospitality and IT skills training.

Management Authority: HR & HRD; Reserve Manager

(iii) Implement the institutional staff performance appraisal system. Reserve Manager

(iv) Ensure that each staff member is regularly issued with uniform, protective clothing (as may be required) and the necessary equipment to fulfil their job function.

Management Authority: HR, HRD & SIS


(v) Maintain all staff information for the reserve (leave records, attendance registers, overtime, etc.).

Reserve Manager

(vi) Implement the institutional Occupational Health and Safety policies and procedures in the reserve.

Reserve Manager

(vii) Have clear job descriptions on record. Reserve Manager; Management Authority

(viii) Conduct regular shooting and drilling practice sessions. Reserve Manager; Regional Manager

(ix) Maintain a high standard of discipline through regular reserve staff inspections.


(x) Compile and sign a Memorandum of Understanding with all staff members at the reserve.


Objective 6.3: Institute and maintain an effective administrative and planning capability in the PNR



1 2 3 4 5

(i) Maintain and update all assets and stock inventory registers and reports for the reserve.

Asset inventory, stock registers, financial records, APOs and monthly, quarterly and annual reports are all up to date.

Spot checks. Reserve Manager

(ii) Maintain a reserve-based record of all purchases made, accounts paid and services procured in support of reserve operations over each financial year.

Reserve Manager

(iii) Prepare the reserve Annual Plan of Operations (APO). Reserve Planning Team, chaired by the Reserve Manager

(iv) Facilitate the implementation of annual METT-SA assessments for the reserve.


(v) Read and apply all updated Management Authority guidelines, policies and procedures to the daily functioning of the PNR.

Updated guidelines, policies and procedures available at the reserve.

Reserve Manager; Management Authority (PAM)


Objective 6.4: Establish, maintain and host a reliable inventory of key information on the PNR and its ongoing management



1 2 3 4 5

(i) Institute and maintain an electronic and/or hard copy filing system for all reserve-specific information.

Up to date, and accessible, information on the reserve and its management.

n/a Reserve Manager

(ii) Determine the economic valuation of the PNR.

Reserve Manager


5. RESOURCING AND GOVERNANCE FRAMEWORK This section provides brief recommendations on the minimum staffing complement and funding that would be required to implement the RMP (i.e. the SP and APO). This section also briefly describes the key responsibilities of the reserve management team and PNRCMC in the development, implementation, monitoring and review of the RMP.

5.1 Staffing Requirements It is proposed that the following minimum staffing complement8 would be required to implement this SP9:

POST DESIGNATION NUMBER

Reserve Manager 1

Chief Nature Conservator 1

Field Ranger10 6

Gate Guard 6

Logistical Support Services:

Cleaner

General Worker

3

10

Administrative Clerk 1

Environmental Education Officer 1

Artisan 1

Total 30

8 This minimum staff complement assumes that the overnight tourism facilities and services are outsourced to an operator or concessionaire

and that the reserve management is not directly responsible for the management of these facilities and services. 9 The staffing requirements reflected in the SP are premised on two elements: (i) a critical assessment of the efficacy of the current approved

(not actual) organogram for the reserve in respect of current reserve management responsibilities; and (ii) a facilitated discussion with the RPT on any (mostly minor) adjustments/changes that may be required to this approved organogram in order to more effectively implement the SP for the next five years. 10

Including Senior/Sergeant/Principal Field Ranger.


5.2 Funding Requirements It is proposed that the following operational11 and capital12 budget would be required to implement this SP:

Key Performance Area

2013/2014 2014/2015 2015/2016 2016/2017 2017/2018

CAPEX (R)

OPEX (R)

CAPEX (R)

OPEX (R)

CAPEX (R)

OPEX (R)

CAPEX (R)

OPEX (R)

CAPEX (R)

OPEX (R)

KPA 1: Biodiversity and heritage conservation 1,200,000 90,000 250,000 70,000 150,000 70,000 0 70,000 0 70,000

KPA 2: Sustainable use 2,000,000 45,000 1,500,000 50,000 250,000 50,000 0 45,000 100,000 45,000

KPA 3: Enforcement, security and access control 150,000 15,000 150,000 20,000 0 25,000 0 35,000 0 35,000

KPA 4: Infrastructure and equipment 3,000,000 50,000 3,000,000 65,000 1,100,000 80,000 450,000 90,000 150,000 90,000

KPA 5: Stakeholder involvement 0 15,000 0 15,000 0 20,000 0 20,000 0 20,000

KPA 6: Administration and planning 0 30,000 0 35,000 0 45,000 0 55,000 0 55,000

Total 6,350,000 245,000 2,200,000 255,000 1,500,000 290,000 450,000 315,000 250,000 315,000

11 Operational costs are roughly based on an area-complexity factor (i.e. different cost ranges per ha, based on the level (high, medium or low) of management complexity). This was then moderated against documented

expenditure for operational costs in Limpopo’s provincial reserves, wherever available. This was then again moderated against equivalent reserves in Kwa-Zulu Natal and the Western Cape, as well as reserves of SANParks and ECParks, where operating costs have stabilised and are well documented over a period of three to five years. 12 Capital budget requirements are roughly based on known costs for similar capital investments, either in terms of replacement costs (e.g. vehicles), infrastructure development costs (e.g. cost/ha or cost/km for fencing or

roads), bulk services (e.g. costs/m for pipelines, etc.), or building costs (e.g. cost/m2 for staff accommodation or chalets), etc.


5.3 Roles and Responsibilities

5.3.1 Reserve Management

The key responsibilities of reserve management in the development, implementation, monitoring and review of the RMP are summarised as follows:

Protected Area Management (PAM) and Biodiversity Unit (Management Authority HO)

PAM and the Biodiversity Unit of the Management Authority will have direct responsibility for:

Implementation of the designated priority activities in the SP, and linked APO; and

Providing professional and technical support to the Regional Manager, Reserve Manager and PNRCMC in the implementation of the SP and APO.

Regional Manager

The Regional Manager will have overall responsibility for:

Ensuring the alignment of the SP with Provincial and LEDET policies and guidelines;

Ensuring the coordination and alignment of the SP with other departmental activities and initiatives;

Providing oversight of the implementation the SP and APO;

Reporting on the performance of the PNR in the implementation of the SP and APO to the Senior Manager (SONR);

Instituting corrective actions to ensure that the SP and linked APO is implemented, reviewed and updated; and

Approval of the APO.

Reserve Manager

The Reserve Manager will have direct responsibility for:

Annually drafting an APO to operationalise the priority activities identified in the SP;

Implementation of the APO;

Monitoring of performance against the APO (and the SP);

Reporting of performance against the APO (and the SP) to the PNRCMC;

Management of reserve staff, resources and finances in the implementation of the APO; and

Communicating with the Regional Manager about obstacles in the implementation of the APO.

The Regional Manager and Senior Manager (SONR) are the officials responsible for submitting the SP to the Head of Department (HOD, Economic Development, Environment and Tourism) for formal approval and adoption. The HOD will then submit the approved SP to the Limpopo MEC for Economic Development, Environment and Tourism as per the requirements of the NEMPAA. This can be summarized as follows:

RESERVE MANAGEMENT

PLAN COMPONENT

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY

SP / APO Reserve Manager Potlake Nature Reserve Co-

Management Committee

Approval of final draft.

SP (at 5-year intervals);

APO (annually)

SP / APO Regional Senior Manager Approval of final SP (5-yearly);


RESERVE MANAGEMENT

PLAN COMPONENT

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY

Manager (SONR) version of SP and APO.

APO (annually)

SP Senior Manager (SONR)

HOD (LEDET) Departmental adoption of SP.

SP (5-yearly)

SP HOD (LEDET) MEC (LEDET) Formal approval and adoption as per legal requirements.

SP (5-yearly)

5.3.2 Reserve Planning Team

A small interdisciplinary Reserve Planning Team (RPT) has been constituted to guide and advise on the preparation, and ongoing review and evaluation, of the RMP. The RPT may include any of the following persons:

The Reserve Manager;

Key reserve management staff;

Regional Manager;

Regional scientist/s;

Landowner/s (in the case of stewardship agreements);

Representative of affected municipality/ies and/or other organs of state;

Representative/s of any reserve co-management committee (in cases where one has been established); and

Co-opted technical experts/consultants. The RPT is specifically responsible for the following:

Overseeing all planning initiatives and activities in the reserve;

Providing strategic direction to the RMP;

Providing technical and scientific inputs into the RMP;

Approving the first draft of the reserve’s SP for public consultation;

Identifying the need for subsidiary plans in the reserve, and guiding its formulation;

Providing technical inputs into the preparation of the APOs for the reserve;

Approving the first draft of the reserve’s APOs for formal submission to the Management Authority;

Reviewing the reserve’s performance against the objectives and goals established in the SP and APOs;

Guiding the updating of the SP and APOs, based on the outcomes of the annual performance review; and

Assisting in identifying the ongoing human resource and budgetary requirements of the reserve. The RPT should meet under the guidance of the Reserve Manager, who should also act as chairman at all meetings.

5.3.3 Management Advisory Committee

Regulation 9 of the Regulations for the Proper Administration of Nature Reserves made in terms of Section 86 (1) of NEMPAA states that the Management Authority may establish one or more advisory committees in respect of a nature reserve according to the procedure stipulated in Regulation 10 of the aforementioned Regulations. Upon following this procedure, the Management Authority may appoint


an advisory committee, provided that at least one employee of the Management Authority, nominated by the Management Authority itself, serve as an ex officio member of the committee. Each member of the advisory committee is appointed by the Management Authority for a period determined by the Management Authority, which may not exceed three years. The mandate of any advisory committee must be defined by the Management Authority itself in specific terms in writing. These specific terms must include the terms of reference; the method of communicating advice; the acceptance and rejection of advice offered; the appointment and removal of committee members; and the support to be provided, together with any remuneration payable and its terms.

5.3.4 Reserve Co-Management Committee The key responsibilities of PNRCMC in the development, implementation, monitoring and review of the RMP are summarised as follows:

Potlake Nature Reserve Co-Management Committee

The PNRCMC shall have overall responsibility for:

Representing the interests of the different reserve stakeholder groups and institutions during the preparation of the SP and APOs;

Overseeing the drafting of the SP and APOs;

Providing strategic inputs into the drafting of the SP, and technical inputs into the annual drafting of the APOs;

Making recommendations to the Regional Manager on the adoption of the SP and annual APOs;

Reviewing the quarterly and annual performance of the PNR against the APO (and SP); and

Providing inputs into ad hoc and emergency reserve decision-making not adequately addressed in the SP/APO.


6. BIBLIOGRAPHY The following references were extensively consulted during the drafting of this document: Anonymous. Undated. Status quo report on the management of Limpopo Provincial Nature Reserves: Towards putting provincial nature reserves on a more sound management footing. Unpublished report. Bass Air Aviation. 2012. Game Count: Potlake Nature Reserve – 2012. Unpublished report. Burger, M. 2012. Amphibian species list for Limpopo Province Nature Reserves. Unpublished report. Cowan, G.I. & Mpongoma, N. 2011. Guidelines for the development of a management plan for a protected area in terms of the National Environmental Management: Protected Areas Act, 2003. Unpublished document. Eagan, V. T. 2012. Reptile species list for LEDET reserves. Unpublished report. Fetakgomo Local Municipality. 2011. IDP/Budget: 2011/2012 – 2015/2016. Local Municipal Integrated Development Plan. Gallery Ezakwantu. 2012. [online] Available at: <www.ezakwantu.com> [Accessed July 2012]. IUCN. 2012. [online] Available at: <http://www.iucnredlist.org/> [Accessed July 2012]. Keith, M. (Technical Editor). 2010. [online] Available at: http://sites.google.com/site/samammals/ [Accessed January 2013]. Kruger, J. W. 2012. Species list for LEDET reserves. Unpublished report. LEDET. 2012. Guidelines for the development of Management Plans for Limpopo’s Provincial Nature Reserves. Unpublished planning guideline. Limpopo Department of Agriculture. 2012. [online] Available at: <http://www.lda.gov.za/index.php?option=com_content&view=article&id=107&Itemid=238> [Accessed June 2012]. Limpopo Tourism and Parks. 2012. Feasibility study for the Potlake Nature Reserve. Limpopo Tourism and Parks. Undated. Profile of Potlake Nature Reserve. Request for Proposals. Mucina, L. & Rutherford, M.C. (eds.). 2006. The vegetation of South Africa, Lesotho and Swaziland. Strelitzia 19. South African National Biodiversity Institute, Pretoria. Nel, E.J. & Kruger, J.W. 2012. Scientific Review: State Owned Nature Reserves – Limpopo. Unpublished report. Sekhuhkune District Municipality. 2012. IDP/Budget: 2012/2013 – 2015/2016. District Municipal Integrated Development Plan. Stuart, C. & Stuart, T. 2007. Field guide to mammals of Southern Africa. Struik Publishers, Cape Town.

http://www.ezakwantu.com/

http://www.iucnredlist.org/

http://sites.google.com/site/samammals/

http://www.lda.gov.za/index.php?option=com_content&view=article&id=107&Itemid=238


ANNEXURE 1: PUBLIC PARTICIPATION REPORT

Refer to attached document.


ANNEXURE 2: ZONATION CATEGORIES (CHARACTERISTICS) The main characteristics of each use zone are summarized in the tables below:

ZONE ZONE OBJECTIVE CHARACTERISTICS VISITOR

ACTIVITIES

FACILITIES /

INFRASTRUCTURE VISITOR ACCESS

MANAGEMENT

GUIDELINES

Nat

ura

l

Users: ₋ To provide easy access

to experience the reserve’s natural landscapes, habitats, species and heritage resources.

Conservation: ₋ To minimise and

mitigate the effects of visitor use on the reserve’s natural habitats and species and its cultural sites.

- Areas of extensive and accessible natural habitats and species.

- Areas with important heritage sites and features.

- Areas whose primary habitats, species and cultural sites are resilient to the impacts of regular visitor use.

- Areas with popular view sites or natural and cultural attractions.

- Areas with an extensive and accessible road, trail and track network.

- Areas that require active conservation management interventions.

- Areas with moderate levels of visibility obtrusiveness.

- Game viewing. - Motorised 2x4 self-

drive access on designated routes.

- Permitted motorised 4x4 trails on designated routes.

- Day hiking trails and/or short trails.

- Bird hides, canoeing, mountain biking and rock-climbing, where appropriate.

- Other recreational activities that may be considered appropriate by reserve management.

- No accommodation or camping.

₋ Self-drive roads and 4x4 tracks. Roads may be surfaced where visitor use levels are high.

₋ Management access roads and management tracks.

₋ Perimeter firebreaks. ₋ Small picnic areas and

ablution facilities may be provided.

₋ Parking or viewing sites/ areas may be provided.

₋ No accommodation or camping.

₋ Signage may be erected to designate routes (including 4x4, horse, MTB, canoe, 2x4 self-drive, etc.), closed areas or junctions.

- Cater for all reserve visitors.

- Vehicle access on dedicated routes, with pedestrian access from parking areas or adjacent development zones.

- On water, only non-motorised crafts allowed, unless otherwise agreed.

Visitor and conservation management: - Intensive

maintenance of visitor facilities and infrastructure.

- Active enforcement of reserve regulations.

₋ Intensive conservation management activities undertaken.

Consumptive Use: ₋ Sustainable use

of natural resources may, where feasible, be considered on application, and subject to a formal permitting arrangement.


De

velo

pm

ent –

Lo

w In

ten

sity

Users: ₋ To provide small to

medium-sized picnic, accommodation and/or camping facilities and services.

₋ To facilitate access to environmental educational facilities and services.

Conservation: ₋ To contain the impacts

and footprint of reserve visitor facilities, services and infrastructure.

₋ Areas with a contained, low-density development footprint.

₋ Areas with roads, trails and small to medium-scale recreational facilities and accommodation infrastructure.

₋ Degraded or transformed areas.

₋ Natural or semi-natural habitats.

₋ Areas with a high visitor absorptive capacity.

₋ Areas with limited biodiversity significance.

₋ Areas that are easily accessible from the reserve entry points.

₋ Areas where risk of fire damage to infrastructure is low, or can be mitigated.

₋ Areas with low visibility from the surrounding landscape.

₋ Areas that have access to potable water, and not sensitive to disposal of treated wastewater.

₋ Picnic and braaiing. ₋ Parking. ₋ Overnight

accommodation. ₋ Camping/

caravanning. ₋ Environmental

education.

- Reception offices. - Small camping/

caravanning facilities. - Small lodges/ tented

camps/ self-catering units. - Small restaurant or

catering facilities for overnight guests only.

- Surfaced roads and parking areas.

- Bird hides. - Services (power, waste

management, water, etc.).


- Motorised self-drive car access.

- Tour bus access. - Parking and walk-in

for day and overnight visitors.

- Intensive development and maintenance of visitor facilities, services and infrastructure.


- Limited conservation management activities undertaken.

₋ Risk management (e.g. fire safety) measures implemented.

₋ Development footprint actively contained.

Consumptive Use: ₋ Sustainable use

of natural resources may, where feasible, be considered on application, and subject to a formal permitting arrangement.


De

velo

pm

ent –

Hig

h In

ten

sity

Users: ₋ To provide medium

sized to large scale accommodation facilities, and associated attractions and conveniences.

Conservation: ₋ To contain the impacts

and footprint of reserve visitor facilities, services and infrastructure.

₋ Areas with an extensive high-density development footprint.

₋ Areas with roads, trails and small to medium-scale recreational facilities and accommodation infrastructure.

₋ Degraded or transformed areas.

₋ Natural or semi-natural habitats.

₋ Areas with a high visitor absorptive capacity.

₋ Areas with limited biodiversity significance.

₋ Areas that are easily accessible from the reserve entry points.

₋ Areas where risk of fire damage to infrastructure is low, or can be mitigated.

₋ Areas with low visibility from the surrounding landscape.

₋ Areas that have access to potable water, and not sensitive to disposal of treated wastewater.

- Picnicking and braaiing.

- Overnight accommodation.

- Camping/ caravanning.

- Meetings, workshop or mini conference activities.

- Parking. - Swimming.

- Medium-sized lodges or hotels.

- High density self-catering units.

- Medium to large-scale camping/ caravanning facilities.

- Fuel supply pump. - Amenities, including

restaurants and shops. - Surfaced roads. - Services (power, waste

management, water, etc.). - Swimming pool. - Air strip.


- Motorised self-drive car access.

- Tour bus access. - Parking and walk-in

for day and overnight visitors.

- Air access may be permitted.

Visitor and conservation management: - Intensive

development and maintenance of visitor facilities, services and infrastructure.


- Limited conservation management activities undertaken.

₋ Risk management (e.g. fire safety) measures implemented.

₋ Development footprint actively contained.

Consumptive Use: - None.


De

velo

pm

ent

- R

ese

rve

Ad

min

istr

atio

n To define the location of

the infrastructure and

facilities for reserve

administration.

- Areas with extensive degraded or transformed footprints.

- Areas able to accommodate high disturbance, with no identified sensitive biodiversity.

- Areas proximate to high and low intensity development zones.

- Areas with low visibility from the surrounding landscape.

- Areas that are easily accessible from the reserve entry points.

- Areas that have access to potable water, and not sensitive to disposal of treated wastewater.

n/a ₋ Administrative offices. ₋ Storage facilities. ₋ Garage facilities. ₋ Workshops. ₋ Game capture and

holding facilities. ₋ Parking.

NOTE:

Reserve administrative offices

may also be located within the

Development - Low/High

Intensity Zones.

Access to reserve

reception and

administrative offices.

n/a


Spe

cial

Pro

tect

ion

/ S

pe

cial

Man

age

me

nt

Spe

cial

Pro

tect

ion

(Sp

eci

es, H

abit

ats,

Her

itag

e)

₋ Protection of species, habitats or heritage sites of special conservation concern.

₋ Restrict access to prevent disturbance and/or damage.

- Sites or areas where uncontrolled public access is undesirable due to the presence of threatened species and habitats or sensitive heritage features.

- Research. - Guided nature/

heritage visits under strictly controlled conditions.

Usually none, but footpaths

and tracks to allow

management access may be

permitted.

Where visitor access is

permitted, strict access

control is required to delimit

access routes, and, if

necessary, screen visitors; i.e.

hides, boardwalks, screened

routes, and paths with railings

may be appropriate.

Public / tourism access

normally not allowed.

May be permitted under

very tightly controlled

conditions, to be

determined per site.

Visitor and conservation management: ₋ Restrictions on

access and numbers of visitors may be enforced.

₋ Active conservation and heritage management activities undertaken, as required.

Consumptive Use: - None.

Spe

cial

Man

agem

en

t (R

eso

urc

e U

tilis

atio

n)

₋ Regulation and control of resource utilisation (commercial and/or community-based), including hunting.

- Demarcated sites or areas where seasonal utilisation of natural resources (e.g. harvesting of grass for thatching, collection of reeds for building material, hunting of wildlife for trophies or meat, etc.) takes place.

- Motorised access on designated routes (primarily gravel roads).

- Walking access on designated footpaths and trails.

- Commercial hunting, under strict permit conditions.

Self-drive roads, 4x4 tracks,

management access roads

and management tracks.

Parking or viewing sites/ areas

may be provided.

Basic accommodation or

camping facilities may be

provided.

Signage may be erected to

designate seasonally closed

areas.

Public / tourism access

will only be regulated

during the resource

utilisation season.

For hunting areas, the

zone will be closed for all

other visitors.

For other resource

utilisation zones,

public/tourism access

may be permitted,

although the specific

access conditions will

vary from site to site.

Visitor and conservation management: ₋ Seasonal

restrictions on access may be enforced.

₋ Active management of resource utilisation permits.

Consumptive Use: - Natural

resource harvesting and collection.