Guiding principles for reserve management - NCC Environmental ...

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 

K. Tshinavhe 

POSITION AND ORGANISATION 

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 (PNRMC) 

The drafting of this SP was supported by the following Reserve Planning Specialist and other project 

team members: 

NAME 

P.J. Binney 

Reserve Planning Specialist, NCC Group 

POSITION AND ORGANISATION 

D. Ferreira Core Planning Team Member, NCC Group 

J. Jackelman Core Planning Team Member, Envirocentric 

M. Norval Core Planning Team Member, NCC Group 

A. Purnell Core Planning Team Member, NCC Group 

R.D. Dyer 

Project Manager, NCC Group 

K. Potgieter Technical Scribe & Editor, NCC Group 

G. Benn Scientific Support Services, GeoCline Consulting 

R. Colyn Scientific Support Services, NCC Group 

R. Jangle Scientific Support Services, NCC Group 

F. Ally Technical Team Member, NCC Group 

S. Atmore Technical Team Member, NCC Group 

F. Domingo Technical Team Member, NCC Group 

T. Esack Technical Team Member, NCC Group 

S. Rhoda Technical Team Member, NCC Group 

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

This SP is recommended for approval by: 

NAME AND TITLE 

Head of 

Department 

LEDET 

Insert name 

SIGNATURE AND DATE 

This SP is approved by: 

NAME AND TITLE 

Member of the 

Executive Council 

LEDET 

Insert name 

SIGNATURE AND DATE 


TABLE OF CONTENTS 

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

PREFACE ....................................................................................................................................................... 5 

ABBREVIATIONS AND PLANNING TERMS..................................................................................................... 6 

EXECUTIVE SUMMARY ................................................................................................................................. 8 

1. INTRODUCTION .................................................................................................................................... 9 

1.1 The Reserve Management Plan ......................................................................................................... 9 

1.2 Purpose and structure of the Strategic Plan ...................................................................................... 9 

1.3 The steps in preparing the Strategic Plan ........................................................................................ 10 

2. CONTEXTUAL FRAMEWORK ............................................................................................................... 12 

2.1 Location ............................................................................................................................................ 12 

2.2 Legal status ...................................................................................................................................... 13 

2.3 Institutional arrangements .............................................................................................................. 14 

2.4 Reserve description .......................................................................................................................... 15 

2.4.1 History ....................................................................................................................................... 15 

2.4.2 Climate ...................................................................................................................................... 16 

2.4.3 Topography ............................................................................................................................... 16 

2.4.4 Geology and Soils ...................................................................................................................... 16 

2.4.4.1 Geology .................................................................................................................................. 16 

2.4.4.2 Soils ........................................................................................................................................ 17 

2.4.4.3 Soil Erosion ............................................................................................................................. 17 

2.4.5 Drainage and Hydrology ........................................................................................................... 17 

2.4.6 Vegetation ................................................................................................................................. 17 

2.4.6.1 Vegetation Types.................................................................................................................... 17 

2.4.6.3 Invasive Alien Plants ............................................................................................................... 20 

2.4.7 Fauna ......................................................................................................................................... 20 

2.4.8 Heritage Resources ................................................................................................................... 20 

2.4.9 Reserve Infrastructure .............................................................................................................. 20 

2.5 Local and Regional Planning ............................................................................................................ 21 

2.6 Strengths, Weaknesses, Opportunities and Threats ........................................................................ 22 

3. STRATEGIC OBJECTIVES FRAMEWORK ............................................................................................... 24 

3.1 Purpose ............................................................................................................................................ 24 

3.2 Reserve Values ................................................................................................................................. 24 

3.3 The Reserve Vision ........................................................................................................................... 24 


3.4 Key Performance Areas and Objectives ........................................................................................... 25 

3.5 Zonation ........................................................................................................................................... 26 

4. STRATEGIC IMPLEMENTATION FRAMEWORK ................................................................................... 28 

KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION ......................................................................... 29 

Guiding principles for reserve management ......................................................................................... 29 

Management actions and targets .......................................................................................................... 31 

KPA 2: SUSTAINABLE USE ....................................................................................................................... 34 



KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL .................................................................... 39 



KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS) ................................................................. 42 



KPA 5: STAKEHOLDER INVOLVEMENT.................................................................................................... 45 



KPA 6: ADMINISTRATION AND PLANNING............................................................................................. 49 



5. RESOURCING AND GOVERNANCE FRAMEWORK ............................................................................... 52 

5.1 Staffing Requirements ..................................................................................................................... 52 

5.2 Funding Requirements ..................................................................................................................... 53 

5.3 Roles and Responsibilities ................................................................................................................ 54 

6. BIBLIOGRAPHY ................................................................................................................................... 56 

ANNEXURE 1: ZONATION CATEGORIES (CHARACTERISTICS)..................................................................... 57 


PREFACE 

Mr Albert Mabunda 

Senior General Manager: Limpopo Department of Economic Development, Environment and Tourism 

Date: Insert Date 


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) 

ECParks 

Eastern Cape Parks 

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

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 

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, 2009 (Act No. 58 of 2009) 

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

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

OPEX 

Operating Expenditures 

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

PNR 

Potlake Nature Reserve 

PNRMC 

Potlake Nature Reserve Management 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 

SONR 

State-owned Nature Reserve 

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 

Guiding principles 

Monitoring 

Objectives 

Outcomes 

Outputs 

Performance 

assessment 

Performance indicator 

Resources 

Target 

Use zone map 

Value 

Vision 

Activities are management tasks required to collectively realise the 

objectives. 

Guiding principles provide overall direction to the implementation of 

activities. 

Monitoring is the collection of data and information in a consistent manner 

over time for the purpose of evaluation. 

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). 

Ideally outcomes are benefits produced from objectives and activities. 

Outputs are tangible results produced by activities. 

Performance assessment is a measurement of accomplishment against a set 

of pre-determined criteria (e.g. efficiency or effectiveness). 

A performance indicator is a measurement used to evaluate the success in 

achieving targets and realising objectives. 

Resources include the people, materials, technologies, money, etc. required 

to implement the activities. 

Targets are set for particular aspects of performance – financial returns, 

efficiency, quality of services, etc. – against which performance is monitored 

and measured. 

A use zone map is a spatial framework that guides and co-ordinates 

conservation and development activities in a protected area. 

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 indicates the direction of management aspiration. 


EXECUTIVE SUMMARY 


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 LEDET 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-owned nature reserves in Limpopo Province. 

The Potlake Nature Reserve Management Plan comprises two complementary documents 1 : 

 

 

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 

SECTION 2 

SECTION 3 

SECTION 4 

SECTION 5 

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. 

CONTEXTUAL FRAMEWORK 

This section provides a succinct summary of contextual information about the reserve. 

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. 

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. 

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 

STEP 1: Data collection, 

background research 

and site visit. 

STEP 2: Establishment 

of a Reserve Planning 

Team (RPT). 

STEP 3: Identification 

of the reserve values. 

STEP 4: Deciding on the 

desired state for the 

reserve. 

STEP 5: Development 

of an action plan for 

the reserve. 

STEP 6: Preparation of 

the first draft of the SP 

for the reserve. 

PURPOSE OF STEP 

To collect, collate and review the contextual reserve information that 

informs the reserve management planning process. 

To establish an inter-disciplinary team to guide and advise on the 

preparation, and ongoing review and evaluation, of the RMP. 

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

benefits. 

To develop and articulate a desired condition, state or appearance of the 

reserve (vision, objectives and use zone plan). 

To identify and develop the key management actions needed to achieve the 

desired state 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 

STEP 7: Stakeholder 

consultation. 

STEP 8: Revision of the 

SP to include 

comments and 

recommendations from 

the RPT and other 

stakeholders. 

PURPOSE OF STEP 

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. 

To revise the draft SP, taking into account the comments received from the 

RPT and other stakeholders/interested parties and the public. 


2. CONTEXTUAL FRAMEWORK 

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. 

Figure 2: Regional location of the Potlake Nature Reserve. 


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 2 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). 

Figure 3: Locality map of the Potlake Nature Reserve. 

2.2 Legal status 

The PNR was proclaimed as a nature reserve on 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 in terms of the same 

legislation on 20 December 1985. 

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. 

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. 


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 

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, 2009 (Act 

No. 58 of 2009) (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). 

PROVINCIAL AND LOCAL LEGISLATION 

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. 

2.3 Institutional arrangements 

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 socioeconomic 

development’. 

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


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 Committee’ (PNRMC) 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. 

2.4 Reserve description 

2.4.1 History 

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 

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. 


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 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 eastwesterly 

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). 


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 are usually dense and thicket-like, with the herb 

Figure 5: Vegetation map of the Potlake Nature Reserve. 

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 area 4 . 

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

SPECIES 

Encephalartos dolomiticus 

Encephalartos eugene-maraisii 

Euphorbia barnardii 

Dicliptera fionae 

Gladiolus sekukuniensis 

Plectranthus porcatus 

Adenia fruticosa subsp. fruticosa 

Aneilema longirrhizum 

Dicliptera fruticosa 

Lydenburgia cassinoides 

Combretum petrophilum 

Euphorbia sekukuniensis 

Lotononis anthyllopsis 

Monsonia lanuginosa 

Orbea hardyi 

Plectranthus venteri 

Searsia sekhukhuniensis 

Boophone disticha 

Callilepis leptophylla 

IUCN STATUS 

Critically Endangered 

Endangered 

Endangered 

Vulnerable 

Vulnerable 

Vulnerable 

Near-threatened 




Rare 

Rare 

Rare 

Rare 

Rare 

Rare 

Rare 

Declining 

Declining 

4 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). 


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 following mammal species can be found in the PNR: Impala, Vervet Monkey, Giraffe, Klipspringer, 

Black-backed Jackal, Spotted Hyena, Kudu, Steenbok, Common Duiker, Red Hartebeest, Waterbuck, 

Bushpig, Chacma Baboon, Slender Mongoose, Honey Badger and Rock Dassie. 

A total of 71 different bird species has been recorded in the PNR, including Grey Heron, Black-headed 

Heron, Cattle Egret, Hamerkop, African Spoonbill, Steppe Eagle, Hadeda Ibis, Tawny Eagle, African 

Crowned Eagle, Booted Eagle, African Hawk Eagle, Jackal Buzzard, Steppe Buzzard, Black Harrier, Black 

Kite, Swainson Francolin, Crested francolin, Coqui Francolin, Helmeted Guineafowl, Common Ostrich, 

Common Quail, Small Button Quail, Crowned Plover, Blacksmith Lapwing Plover, Speckled/ Rock Pigeon, 

African Mourning Dove, Laughing Dove, Namaqua Dove, Grey Lourie, African Grass Owl, Spotted Eagle 

Owl, European Nightjar, Roufus Cheeked Nightjar, Pied Kingfisher, Malachite Kingfisher, Little Bee-eater, 

Southern Yellow-billed Hornbill, African Hoopoe, Black-collared Barbet, Crested Barbet, Acacia-pied 

Barbet, Cardinal Woodpecker, Bearded Woodpecker, White-necked Raven, Pied Crow, Black Crow, 

African Red-eyed Bulbul, Dark-capped/ Black eyed Bulbul, Cape Penduline Tit, Longbilled Crombec, Barthroated 

Apalis, Crimson-breasted Shrike, Common Fiscal Shrike, Southern Boubou, Cape Glossy 

Starling, Red-billed Oxpecker, Malachite Sunbird, Shelly’s Sunbird, White-bellied Sunbird, Marico 

Sunbird, House Sparrow, Cape Sparrow, Southern Grey-headed Sparrow, White-browed Sparrow 

Weaver, Village Weaver, Southern-masked Weaver, Southern-red Bishop, Long-tailed Paradise Whydah, 

Shift-tailed Whydah, Common Waxbill, Violet-eared Waxbill, Blue Waxbill, Scaly-feathered Finch, 

Golden-breasted Bunting and Cape Bunting. 

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, African Rock Python, Anchieta’s Dwarf 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. 

No records of the amphibian species found within the PNR are currently available. 

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 is 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. 

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 Strengths, Weaknesses, Opportunities and Threats 

Table 5 lists the key strengths, weaknesses, opportunities and threats that were identified for the PNR. 

Table 5: Key strengths, weaknesses, opportunities and threats identified for the Potlake Nature Reserve 

KEY STRENGTHS 

The reserve is very 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. 

An 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. 

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 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: 


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. 

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) 

KPA 1: 

Biodiversity and 

Heritage 

Conservation 

KPA 2: 

Sustainable Use 

KPA 3: 

Enforcement, 

Security and Access 

Control 

OBJECTIVES 

1.1 Re-establish, manage and maintain viable populations of locally 

indigenous fauna in the PNR. 

1.2 Initiate and maintain a soil control programme in the PNR. 

1.3 Contain the spread, and impacts, 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. 

2.1 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. 

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

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


KPA 4: 

Infrastructure and 

Equipment 

(Operations) 

KPA 5: 

Stakeholder 

Involvement 

KPA 6: 

Administration and 

Planning 

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. 

5.1 Ensure the ongoing involvement of a representative and functional 

Potlake Nature Reserve Management Committee (PNRMC) in the 

planning, development and management of the PNR. 

5.2 Develop and implement effective mechanisms for ongoing 

communications with local stakeholders and neighbouring communities. 

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. 

6.1 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 1 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 

HIGH 

MEDIUM 

LOW 

PRIORITIES 

Critical to the effective management 5 of the reserve. Funding and resources should be 

secured to implement these actions. 

Important to the effective management of the reserve, but its implementation may be 

delayed because of limited funds or resources. 

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. 

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


KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION 

Guiding principles for reserve management 

Fauna 

# GUIDING PRINCIPLE 

The reserve shall conform to the following LEDET policies, 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 

1 


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; and 

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

2 

Wildlife management in the reserve must be focused primarily on protecting the ecological 

functioning of the reserve. 

3 

4 

5 

6 

Wildlife stocking densities should be maintained within the ecological capacity of the 

supporting habitats of the reserve. 

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. 

Population management of wildlife species shall be required to ensure that such species are 

not causing the ecological degradation of the reserve. 

Wherever practicable, non-lethal and environmentally-friendly measures should be 

developed and implemented to limit, or mitigate, the impacts of any indigenous problemcausing 

animal in, or escaping from, the reserve. 

Soil Erosion 


1 

2 

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. 

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 


1 

The reserve shall conform to the legal requirements of Sections 64-77 of NEMBA and the 

relevant sections of CARA, as amended. 

2 

3 

All declared invasive alien plant species occurring in the reserve shall be eradicated, using the 

most cost-effective and environmentally friendly methods. 

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 


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

Biodiversity inventory, research and monitoring 


1 


relating to monitoring: 

Guidelines for monitoring of climate and maintenance and establishment of climaterelated 

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. 


Management actions and targets 

KPA 1: Biodiversity and Heritage Conservation 

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

Management action Priority Management targets Key performance 

indicators 

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

All wildlife stocking Carrying capacity of 

the PNR. 

densities contained vegetation (based on 

(ii) Under the direction of the Game Monitoring Strategy conduct an 

at levels below the VCA) vs. Large and 

Aerial game census (during late winter). 

ecological capacity of medium-sized game 

(iii) Based on the outcomes of the most recent game census data, the 

the vegetation. counts (based on game 

current veld condition assessment (VCA) and the stocking rates 

census). 

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. 

(iv) Annually determine and allocate, in accordance with the 

requirements of the Potlake Co-Management Agreement, the 

community portion of the culling/hunting activities. 

(v) Maintain and implement the water provision requirements for 

game species, as described in the Wildlife Management Programme. 

(vi) 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. 

(vii) Assess, and implement, environmentally friendly measures to 

reduce the impacts of any damage-causing and problem animals in 

the reserve (notably Chacma Baboon and Vervet Monkey). 

Responsibility 

LEDET (Biodiversity 

Unit) 


Unit) 


Unit); Reserve 

Manager 

Potlake Nature 

Reserve 

Management 

Committee 

Reserve Manager 


Unit) 


Time frame 

1 2 3 4 5 


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


indicators 

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

the PNR. 

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

erosion. 

(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. 

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. 

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


indicators 

(i) Eradicate, on an ongoing basis, all known invasive alien plant 

infestations occurring in the reserve (e.g. Prickly Pear). 

(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. 

Objective 1.4: Protect the heritage resources of the PNR 

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. 


indicators 

(i) In collaboration with academic institutions, research, document 

Heritage resources State (using a grading 

and inventorize the heritage resources of the reserve. 

documented, and system) of heritage 

(ii) Develop informational and interpretive materials about the 

properly maintained. resources. 




Manager 

Regional Manager; 









Manager 





Manager 





Tourism 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


heritage resources of the reserve. 

(iii) Develop and implement a prioritised programme of maintenance 

of these heritage resources. 

Operator/s; 

RMSMM 

Community Trusts 


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

the PNR 


indicators 

(i) Identify, and prioritise, the reserve’s biodiversity management 

n/a 

requirements for baseline information, research and monitoring. 

(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 information from field patrol fauna and flora records. 

Reserve database of 

managementoriented 

biodiversity 

information. 




Manager 



Manager 



Manager 



Manager 


Time frame 

1 2 3 4 5 


KPA 2: SUSTAINABLE USE 


Tourism and recreation infrastructure and services 


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 

3 

4 

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. 

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. 

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 


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 

1 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 



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 

1 


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 PNRMC 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 


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 


indicators 

(i) Assess the cost-effectiveness of different management options (e.g. 

Functional overnight Level of conformance 

concessioning, leasing, service agreement, community-managed, etc.) 

and day visitor (%) with South African 

for the operating of future lodge/tented camps and select the 

buildings and 

National Standard 

preferred/optimal management option/s. 

infrastructure. (SANS) 1197:2012. 

(ii) Implement, and formalise (as required), the selected management 

option for future lodge/tented camps. 

(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. 

(iv) Upgrade, renovate and maintain the day visitor facilities in and 

around the designated picnic site. 

(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. 

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


indicators 

(i) Support entrepreneurial opportunities for local communities to 

participate in the provision and management of tourist and 

recreational products. 

(ii) Develop and promote the existing environmental education centre 

and conference facilities. 

Effectively managed 

and regularly 

maintained tourism 

and recreational 

services. 

Level of conformance 

(%) with South African 

National Standard 

(SANS) 1197:2012. 



Reserve 

Management 

Committee; LTA 

LTA; Senior 

Manager (SONR) 

Tourism Operator/s 

Reserve Manager; 



Reserve 

Management 

Committee 




Reserve 

Management 

Committee 


Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


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

for visitors. 

(iv) Facilitate controlled access to the reserve for other 

complementary recreational activities, including mountain biking, rock 

climbing, horse trails, trail running and hiking trails. 

RMSMM 

Community Trusts 


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


indicators 

(i) Continually provide updated information in the ongoing 

Numbers of visitors and 

development of corporate, regional and provincial tourism marketing 

users. 

products and materials. 

(ii) Design, publish and distribute reserve-specific brochures and 

pamphlets for visitors and users. 

(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. 

(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. 

Improved awareness 

of tourism and 

recreational products 

in the reserve. 

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


indicators 

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

communities. 

(ii) Develop, and administer, guidelines for the implementation of any 

annual hunting/culling activities (or commercially outsourced hunting 

‘packages’) by the RMSMM communities. 

(iii) Develop, and administer, guidelines for the sustainable harvesting 

of medicinal plants, “holy” water and stones/rocks from the reserve 

Levels of natural 

resource use by the 

RMSMM 

communities are 

ecologically 

sustainable. 

Compliance with 

guidelines (measured by 

field ranger reports). 



Regional Manager 

LTA; Reserve 

Manager; Tourism 

Operator/s 

Tourism 

Operator/s; 


Tourism 

Operator/s; 




Unit); Potlake 

Nature Reserve 

Management 

Committee 


Unit); Potlake 

Nature Reserve 

Management 

Committee 



Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


y the RMSMM communities. 

Reserve 

Management 

Committee 

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


indicators 

(i) Introduce more environmentally-friendly technologies (e.g. low 

No extraneous 

n/a 

wattage lighting, dual flush toilets, waterless urinals, water saving 

building, equipment 

shower heads, the removal of baths, bio-technology for waste 

and infrastructure in 

treatment, drought tolerant grass, etc.) during the renovation and 


upgrading of the tourism and recreational buildings and 

infrastructure, wherever this is cost-effective. 

(ii) Close and rehabilitate solid waste dump sites in the reserve, and 

initiate a community driven recycling program. 

(iii) Close/remove/demolish and rehabilitate all extraneous and 

unused buildings and foundations, dumped materials, old equipment, 

gravel pits and old fencing. 


Tourism 

Operator/s; 




Time frame 

1 2 3 4 5 


KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL 


Boundaries and access control 

# GUIDING PRINCIPLES 

1 


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); and 

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

2 

3 

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

maintained. 

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 


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 


indicators 

(i) Ensure that all the reserve’s visitors’ gates and management entry 

The reserve assets Profile of reserve visitors 

points are adequately staffed and administered. 

are secure. 

and users. 

(ii) Upgrade approximately 2 km of poor condition perimeter game 

The reserve visitors Incident record of illegal 

fencing to meet the requirements of the LEDET Technical Guidelines 

and users have access. 

and Procedures (TGP) for fencing. 

equitable access to 

(iii) Ensure the regular maintenance of the perimeter fencing in the 

the reserve, and are 


safe from harm. 

(iv) Develop, and implement, mechanisms for subsidised entry for 

local community user and interest groups. 

(v) Provide, on request, controlled access to recognised 

cultural/religious sites and non-destructive or consumptive 

cultural/religious practices. 

(vi) 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 


indicators 

(i) Ensure the provision of enforcement and compliance training for all 

Incremental decrease Number of formal 

reserve field staff. 

in incidences of warnings and fines 

(ii) Ensure that the field ranger staff complement is adequately 

illegal activities issued, and successful 

resourced and equipped to fulfil an effective enforcement and 

occurring in the prosecutions concluded. 

compliance function. 







Reserve 

Management 

Committee 


Reserve 

Management 

Committee 



Manager 


LEDET: HR & HRD 

LEDET: HR, HRD & 

SIS 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


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

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

(v) Undertake a threat analysis to determine all potential threats to 

the safety and security of the reserve. 



LEDET: SONR & 

Special 

Investigations 


KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS) 


Roads, track and footpaths 


1 


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 


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

bulk services: 

NEMWA; 

1 

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 


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 


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 


indicators 

(i) Schedule, and implement, the upgrade and maintenance of the 

A rationalised State (using a grading 

network of visitor roads in the reserve, with a strong focus on 

network of wellmaintained 

system) of visitor roads 

maintaining and mitigating highly erodible areas. 

visitor and footpaths. 

(ii) Close and rehabilitate all unused, extraneous and/or highly 

roads and footpaths. 

erodible, tracks and roads in the reserve. 

(iii) Renovate and maintain a rationalised network of self-guided 

and/or guided hiking trails traversing the reserve. 

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


indicators 

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

administrative facilities. 

(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. 

(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. 

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; 



Tourism 

Operator/s; 


Tourism 

Operator/s; 


Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


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


indicators 

(i) Construct a permanent administration building, and associated 

facilities adjacent to the environmental education centre. 

(ii) Upgrade the entrance/control gate infrastructure and associated 

ablution facilities to accommodate disabled visitors. 

(iii) Ensure the regular maintenance of all reserve administrative, staff 

and operational buildings and infrastructure. 

(iv) Maintain and constantly update an equipment and infrastructure 

register 

Sufficient, and 

adequately 

maintained, reserve 

administration, staff 

and operations 

buildings and 

infrastructure. 

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

State (using a grading 

system) of reserve 

buildings and 



indicators 

(i) Procure, install and maintain a reliable internal communications 

State (using a grading 

network for the reserve, including repeaters, a base station, handheld 

system) of reserve 

radios and car radios. 

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. 

(iii) Maintain and/or replace all reserve vehicles and equipment 

according to the manufacturers’ specifications and/or corporate 

replacement cycles. 

(iv) Establish an electronic network (i.e. internet and e-mail) for, and 

connect services and applications to, the reserve. 

Sufficient, and 

adequately 

maintained, reserve 

equipment and 

vehicles. 


Department of 

Public Works; 









LEDET: Transport 

LEDET: IT 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


KPA 5: STAKEHOLDER INVOLVEMENT 




1 

The reserve shall actively participate in, and support, the PNRMC as an important governance 

mechanism to achieve the aims and objectives of the Potlake Co-Management Agreement. 

Stakeholder communications 


Stakeholder communications shall be focused on strengthening a sense of ownership and 

empowerment in the RMSMM communities, through an improved understanding of the 

1 

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 


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 


Employment, empowerment and capacity building 


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 PNRMC in the planning, development and management of the PNR 


indicators 

(i) Provide ongoing support (logistical, administrative, technical, 

Record of meetings and 

professional, financial and/or leadership) to, and actively participate 

decisions. 

in, an effectively functioning PNRMC. 

(ii) Continually review, and amend (as required), the structure, 

representation and terms of reference of the PNRMC 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 PNRMC. 

(iv) Allocate office space in the new administrative complex (see 4.3 (i) 

above) for office bearers of the PNRMC. 

Regular meetings of 

the PNRMC. 

Implementation of 

decisions made by 

PNRMC. 





Reserve 

Management 

Committee 




Objective 5.2: Develop and implement effective mechanisms for ongoing communications with local stakeholders and neighbouring communities 


indicators 

(i) Host a regular monthly meeting, each in a different neighbouring 

Record of meetings. 

village, to present and discuss issues of mutual concern. 

(ii) Initiate and sustain ongoing communications with the communal 

landowners and mining companies to discuss opportunities for 

ongoing cooperation and collaboration. 

Regular meetings 

with neighbouring 

villages, communal 

landowners and 

mining companies. 



Reserve 

Management 

Committee 


Reserve 

Management 

Committee 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


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


indicators 

(i) Participate in the local municipal IDP planning processes, with a 

n/a 

specific focus on the provision of municipal infrastructure and services 

to the reserve and supporting local economic development initiatives 

in the RMSMM communities. 

(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. 

Improved costeffectiveness 

of 

reserve operations as 

a result of 

local/regional 

partnerships. 






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


indicators 

(i) Review and select the preferred mechanisms for optimising 

employment, empowerment and capacity building opportunities for 

the RMSMM Communities. 

(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. 

(iii) Develop opportunities to facilitate an empowerment component 

for selected individuals from the RMSMM communities in any 

outsourcing/concessioning of the tourism and recreational products. 

(iv) Identify, and make application for, EPWP-related funding for 

relevant tourism and conservation initiatives in the reserve. 

(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 

Direct and 

measurable benefits 

accrue to the 

RMSMM 

communities from 

the PNR. 

Extent (number of 

beneficiaries) and nature 

(employment – 

permanent/ temporary; 

business opportunity; 

training; capacitybuilding) 

of community 

benefits. 



Reserve 

Management 

Committee 


Reserve 

Management 

Committee; 



LEDET: Economic 

Development 

LEDET: Economic 

Development 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


enterprises; horse trails; event management and commercial hunting 

packages. 


KPA 6: ADMINISTRATION AND PLANNING 


Legal status 


1 

The legal tenure for the effective planning and management of the reserve as a provincial 

protected area shall be secured. 

Human resources 


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

legislation: 

LRA; 

BCEA; 

1 

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 


1 

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

legislation: 

PFMA (and associated Treasury Regulations). 

2 

3 


relating to supply chain management: 

Draft procedure manual for demand and acquisition management. 

The reserve shall conform to all relevant provincial/departmental financial and administrative 

reporting requirements. 

Information management 


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 


indicators 


(i) Review the efficacy and ongoing relevance of the Potlake Co- 

n/a n/a Potlake Nature 

Management Agreement and amend or revise, as required. Also 

Reserve 

investigate the ownership of the farm Winterveld No. 417 KS by 

Management 

SAMANCOR Ltd. 

Committee 

Objective 6.2: Maintain an adequately equipped, resourced and trained staff complement for POTLAKE NR 


indicators 


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

n/a n/a Regional Manager 

are filled. 

(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. 

(iii) Implement the institutional staff performance appraisal system. 


(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. 

(v) Maintain all staff information for the reserve (leave records, 


attendance registers, overtime, etc.). 

(vi) Implement the institutional Occupational Health and Safety 


policies and procedures in the reserve. 

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


indicators 

(i) Maintain and update all assets and stock inventory registers and 

Asset inventory, Spot checks. 

reports for the reserve. 

stock registers, 



Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


(ii) Maintain a reserve-based record of all purchases made, accounts 

paid and services procured in support of reserve operations over each 

financial year. 

(iii) Prepare the reserve Annual Plan of Operations (APO). 

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


financial records, 

monthly reports and 

APOs are all up to 

date. 





Objective 6.4: Establish, maintain and host a reliable inventory of key information on POTLAKE NR and its on going management 


indicators 

(i) Prepare and submit monthly reports to the Regional Manager. 

Up to date, and 

n/a 

(ii) Institute and maintain an electronic and/or hard copy filing system 

accessible, 

for all reserve-specific information. 

information on the 

reserve and its 

management. 




Time frame 

1 2 3 4 5 


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 PNRMC 

in the development, implementation, monitoring and review of the RMP. 

5.1 Staffing Requirements 

It is proposed that the following minimum staffing complement 6 would be required to implement this 

SP 7 : 

POST DESIGNATION 

NUMBER 

Reserve Manager 1 

Chief Nature Conservator 1 

Field Ranger 8 6 

Gate Guard 6 

Logistical Support Services: 

Cleaner 

General Worker 

3 

10 

Administrative Clerk 1 

Environmental Education Officer 1 

Artisan 1 

Total 30 

6 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. 

7 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. 

8 Including Senior/Sergeant/Principal Field Ranger. 


5.2 Funding Requirements 

It is proposed that the following operational 9 and capital 10 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 

9 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 LEDET 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. 

10 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/m 2 for staff accommodation or chalets), etc. 


5.3 Roles and Responsibilities 

The key responsibilities of the reserve management team and the PNRMC in the development, 

implementation, monitoring and review of the RMP are summarised as follows: 

Reserve Management Team (SONR) 


(Sekhukhune District) 


(Potlake Nature 

Reserve) 

Biodiversity Unit 

(LEDET HO) 

The Regional Manager shall 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 LEDET 

departmental activities and initiatives; 

Providing oversight of the implementation of 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. 

The Reserve Manager shall 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 on the performance of the PNR against the APO (and the SP) 

to the PNRMC; 

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 Biodiversity Unit of LEDET shall 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 PNRMC in the implementation of the SP and 

APO. 


The PNRMC 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. 

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 NEMPAA. This can be summarized 

as follows: 


RESERVE 

MANAGEMENT 

PLAN 

COMPONENT 

SP / APO Reserve Manager Potlake Nature 

Reserve 

Management 

SP / APO 

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY 

Regional 

Manager 

Committee 

Senior Manager 

(SONR) 

Approval of final 

draft. 

Approval of final 

version of SP and 

APO. 

Departmental 

SP 

Senior Manager HOD (LEDET) 

(SONR) 

adoption of SP. 

SP HOD (LEDET) MEC (LEDET) Formal approval 

and adoption as per 

legal requirements. 

SP (at 5-year 

intervals); 

APO (annually) 

SP (5-yearly); 

APO (annually) 

SP (5-yearly) 

SP (5-yearly) 


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. 

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. 

Fetakgomo Local Municipality. 2011. IDP/Budget: 2011/2012 – 2015/2016. Local Municipal Integrated 

Development Plan. 

Gallery Ezakwantu. 2012. [online] Available at: [Accessed July 2012]. 

IUCN. 2012. [online] Available at: [Accessed July 2012]. 

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: 

[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. 


ANNEXURE 1: 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 

Natural 

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 selfdrive 

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 selfdrive, 

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 nonmotorised 

crafts 

allowed, unless 

otherwise agreed. 

Visitor and 

conservation 

management: 

- Intensive 

maintenance of 

visitor facilities 

and 


- Active 

enforcement of 


regulations. 

− Intensive 

conservation 


activities 

undertaken. 

Consumptive Use: 

− Sustainable use 

of natural 

resources may, 

where feasible, 

be considered on 

application, and 

subject to a 

formal permitting 

arrangement. 


Development – Low Intensity 

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 


facilities, services and 


− 

− 

− 

− 

− 

− 

− 

− 

− 

− 

Areas with a 

contained, low-density 

development 

footprint. 

Areas with roads, trails 

and small to mediumscale 

recreational 

facilities and 

accommodation 


Degraded or 

transformed areas. 

Natural or seminatural 

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.). 


visitors. 

- Motorised self-drive 

car access. 

- Tour bus access. 

- Parking and walk-in 

for day and overnight 

visitors. 

- Intensive 

development and 


visitor facilities, 

services and 


- Active 



regulations. 

- Limited 

conservation 


activities 

undertaken. 

− Risk management 

(e.g. fire safety) 

measures 

implemented. 

− Development 

footprint actively 

contained. 


− Sustainable use 

of natural 

resources may, 

where feasible, 

be considered on 

application, and 

subject to a 

formal permitting 

arrangement. 


Development – High Intensity 

Users: 

− To provide medium 

sized to large scale 

accommodation 

facilities, and 

associated attractions 

and conveniences. 

Conservation: 

− To contain the impacts 

and footprint of 


facilities, services and 


− 

− 

− 

− 

− 

− 

− 

− 

− 

− 

Areas with an extensive 

high-density 

development footprint. 

Areas with roads, trails 

and small to mediumscale 

recreational 

facilities and 

accommodation 


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 



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. 


visitors. 

- 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 


- Intensive 

development and 


visitor facilities, 

services and 


- Active 



regulations. 

- Limited 

conservation 


activities 

undertaken. 

− Risk management 

(e.g. fire safety) 

measures 

− 

implemented. 

Development 

footprint actively 

contained. 


- None. 


Development - Reserve Administration 

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 



- 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 


Special Protection / Special Management 

Special Protection (Species, Habitats, 

Heritage) 

Special Management (Resource Utilisation) 

− 

− 

− 

Protection of 

species, 

habitats or 

heritage sites 

of special 

conservation 

concern. 

Restrict 

access to 

prevent 

disturbance 

and/or 

damage. 

Regulation 

and control of 

resource 

utilisation 

(commercial 

and/or 

communitybased), 

including 

hunting. 

- Sites or areas where 

uncontrolled public 

access is undesirable due 

to the presence of 

threatened species and 

habitats or sensitive 

heritage features. 

- 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. 

- Research. 

- Guided nature/ 

heritage visits under 

strictly controlled 

conditions. 

- Motorised access on 

designated routes 

(primarily gravel 

roads). 

- Walking access on 

designated footpaths 

and trails. 

- Commercial hunting, 

under strict permit 

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. 

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 

normally not allowed. 

May be permitted under 

very tightly controlled 

conditions, to be 

determined per site. 

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 


− Restrictions on 

access and 

numbers of 

visitors may be 

enforced. 

− Active 

conservation 

and heritage 


activities 

undertaken, as 

required. 


- None. 

Visitor and 

conservation 


− 

− 

Seasonal 

restrictions on 

access may be 

enforced. 

Active 

management of 

resource 

utilisation 

permits. 


- Natural 

resource 

harvesting and 

collection.

Guiding principles for reserve management - NCC Environmental ...

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