AUTHORIZATION - NCC Environmental Services SP.pdf · PROTECTED AREA PLANNING SPECIALIST A....

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

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

NAME POSITION AND ORGANISATION

R.D. Nelwamondo Reserve Manager, LNR, Limpopo Department of Economic Development, Environment and Tourism (LEDET)

M.S. Moleke Field Ranger, LNR, LEDET

R. Silika Manager, Witgat Hunting Farm

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

PROTECTED AREA PLANNING SPECIALIST

A. Pretorius - NCC

CORE PLANNING TEAM

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

PROJECT MANAGEMENT TEAM & TECHNICIANS

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

SCIENTIFIC SUPPORT SERVICES

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

This SP is recommended for approval by:

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


This SP is approved by:

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


NOTE

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


TABLE OF CONTENTS

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

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

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

EXECUTIVE SUMMARY ............................................................................................................................... 11

i) Purpose of the plan ............................................................................................................................. 11

ii) Reserve context ................................................................................................................................. 11

iii) Reserve values ................................................................................................................................... 12

iv) Management issues and challenges ................................................................................................. 13

v) Desired condition of the reserve ....................................................................................................... 13

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

vii) Institutional arrangements and budget requirements .................................................................... 15

1. INTRODUCTION .................................................................................................................................. 16

1.1 The Reserve Management Plan ....................................................................................................... 16

1.2 Purpose and structure of the Strategic Plan .................................................................................... 16

1.3 The steps in preparing the Strategic Plan ........................................................................................ 17

1.3.1 Stakeholder Consultation .......................................................................................................... 18

2. CONTEXTUAL FRAMEWORK ............................................................................................................... 19

2.1 Location ............................................................................................................................................ 19

2.2 Legal status ...................................................................................................................................... 19

2.3 Institutional arrangements .............................................................................................................. 23

2.3.1 General ...................................................................................................................................... 23

2.3.1.1 Limpopo Tourism Agency ....................................................................................................... 23

2.3.1.2 Department of Water Affairs ................................................................................................. 24

2.3.1.3 Department of Public Works .................................................................................................. 24

2.3.1.4 Department of Environmental Affairs .................................................................................... 25

2.3.1.5 Limpopo Department of Agriculture and the Expanded Public Works Programme .............. 25

2.3.2 Institutional Arrangements Specifically Relevant to the Langjan Nature Reserve ................... 25

2.4 Reserve description .......................................................................................................................... 26

2.4.1 History ....................................................................................................................................... 26

2.4.1.1 General ................................................................................................................................... 26

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

2.4.3 Topography ............................................................................................................................... 27

2.4.4 Geology and Soils ...................................................................................................................... 27


2.4.4.1 Geology .................................................................................................................................. 27

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

2.4.5 Drainage and Hydrology ........................................................................................................... 28

2.4.6 Vegetation ................................................................................................................................. 28

2.4.6.1 Vegetation Types.................................................................................................................... 28

2.4.6.2 Species of Conservation Concern ........................................................................................... 30

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

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

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

2.4.7.1.1 Mammal Species of Conservation Concern ......................................................................... 30

2.4.7.2 Avifauna ................................................................................................................................. 30

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

2.4.7.4 Fish ......................................................................................................................................... 31

2.4.8 Heritage Resources ................................................................................................................... 31

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Management actions and targets .......................................................................................................... 42

KPA 2: SUSTAINABLE USE ....................................................................................................................... 45



KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL .................................................................... 51




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



KPA 5: STAKEHOLDER INVOLVEMENT.................................................................................................... 60



KPA 6: ADMINISTRATION AND PLANNING............................................................................................. 63



5. RESOURCING AND GOVERNANCE FRAMEWORK ............................................................................... 67

5.1 Staffing Requirements ..................................................................................................................... 67

5.2 Funding Requirements ..................................................................................................................... 68

5.3 Roles and Responsibilities ................................................................................................................ 69

5.3.1 Reserve Management ............................................................................................................... 69

5.3.2 Reserve Planning Team ............................................................................................................. 70

5.3.3 Management Advisory Committee ........................................................................................... 70

6. BIBLIOGRAPHY ................................................................................................................................... 72

ANNEXURE 1: PUBLIC PARTICIPATION REPORT ......................................................................................... 73

ANNEXURE 2: ZONATION CATEGORIES (CHARACTERISTICS) ..................................................................... 74


FOREWORD

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

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

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

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

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

Tourism marketing and the facilitation of investment opportunities;

Capacity building and tourism transformation;

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

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

By developing these management plans, the Department has ensured:

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

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

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

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


ABBREVIATIONS AND PLANNING TERMS ABBREVIATIONS:

APO Annual Plan of Operations

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

CAPEX Capital Expenditures

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

DEA Department of Environmental Affairs

DPW Department of Public Works

DWA Department of Water Affairs

ECParks Eastern Cape Parks

EE Environmental Education

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

EES Environmental Education Directorate

EPWP Extended Public Works Programme

FEPA Freshwater Ecosystem Priority Area

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

IT Information Technology

IUCN International Union for Conservation of Nature

KPA Key Performance Area

LDA Limpopo Department of Agriculture

LEDET Limpopo Department of Economic Development, Environment and Tourism

LNR Langjan Nature Reserve

LNRMAC Langjan Nature Reserve Management Advisory Committee

LTA Limpopo Tourism Agency

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 Tracing Tool for South Africa

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

NBSAP National Biodiversity Strategies and Action Plans

NCC NCC Environmental Services (Pty) Ltd.

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

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

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

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

NPAES National Protected Area Expansion Strategy

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

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


OPEX Operating Expenditures

PAM Protected Area Management

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

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

RM Reserve Manager

RMP Reserve Management Plan

RPT Reserve Planning Team

SANParks South African National Parks

SANS South African National Standard

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

SIS Security and Investigation Services

SOKDR State of Knowledge Data Repository

SONR State-owned Nature Reserves

SP Strategic Plan

TGP Technical Guidelines and Procedures

TNCD Transvaal Nature Conservation Division

TOR Terms of Reference

TPA Transvaal Provincial Administration

UZM Use Zone Map

VCA Veld Condition Assessment

WfW Working for Water

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

DEFINITION OF KEY PLANNING TERMS:

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

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

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

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

Outcomes Ideally outcomes are benefits produced from objectives and activities.

Outputs Outputs are tangible results produced by activities.

Performance assessment

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

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

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

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

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

Value A value is a specific attribute or feature (cultural, ecological or recreational) within a reserve that may require additional/special consideration during


the planning process and subsequent management.

Vision Vision indicates the direction of management aspiration.


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

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

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

Describe the reserve’s management issues and challenges;

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

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

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

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

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

ii) Reserve context The LNR covers a total area of 4 774.372 ha. The reserve was proclaimed on the 30 September 1983 in terms of Section 11 of the Transvaal Game Ordinance, 1949 (Ordinance No. 23 of 1949) and Section 2 of the Transvaal Native Flora Protection Ordinance, 1940 (Ordinance No. 9 of 1940) and is therefore legally defined as a provincial nature reserve in terms of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003). The LNR is located within the Makhado Local Municipality, which forms part of the Vhembe District Municipality of Limpopo Province. The LNR forms an integral part of the protected area network of the Vhembe District. The reserve is surrounded by a number of private game reserves and falls within the boundaries of the Vhembe Biosphere Reserve, which protects 30 701 km² of sensitive ecosystems and a rich cultural heritage. A land claim by the Babirwa Ba Mamadi Community has been submitted over a section of the LNR in terms of Section 10 of the Restitution of Land Rights Act, 1994 (Act No. 22 of 1994). Reportedly this community is, however, unable to adhere to the requirements of Section 3 of the aforementioned Act and, as a result, the claim has not been successful. The LNR is State-owned and is managed by the Limpopo Department of Economic Development, Environment and Tourism (LEDET) and the Limpopo Tourism Agency (LTA); however, 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 current staff complement of the LNR comprises 17 staff members. The LNR receives summer rainfall and experiences dry winter months.


The drainage system of the LNR forms part of the Limpopo River Catchment Area. The reserve drains in a north-easterly direction into the Brak River. A portion of the Brak River flows through the south-eastern section of the LNR and along a section of the eastern reserve boundary. The vegetation of the LNR comprises Central and Mopane Bushveld vegetation units of the Savanna Biome, and includes four potential plant species of conservation concern. A reserve mammal list compiled in 1998 states that a total of 27 mammal species occur at the LNR. The most recent game count conducted in the LNR was completed in October 2012, during which a total of 1 312 head of game and 17 animal species were recorded. No mammal species of conservation concern are known to occur at the LNR. The landscape of the LNR offers various breeding and foraging habitats to a wide range of waterfowl and other wetland/riparian/floodplain associated species. There are currently 108 verified avifauna species occurring within the reserve, of which five occur on the IUCN Red List of Threatened Species. Fifty-seven different reptile species and twenty-four amphibian species have been recorded at the LNR to date. Reserve Infrastructure includes three entrance gates, one in the eastern section, one in the western section and a third in the north-western corner of the reserve; an administrative hub consisting of three office blocks; three store rooms in a fair to poor condition; a slaughtering facility with a cold room, both in a poor condition; a helicopter landing pad; nine boreholes, one water point, three water tanks, three earth dams, six waterholes and four concrete dams; a shooting range; a boma and quarantine camp; stables; a bird/game hide; a picnic area; and a soccer field. Reserve staff accommodation facilities consist of five two bedroom staff houses as well as three, three bedroom staff houses, all of which currently being used by staff members. All of these structures are currently in a poor condition and require upgrading. The road network within the LNR, which consists of gravel roads and tracks, is adequate although most of the roads in the reserve are in a poor condition. The LNR has the following overnight facilities: Two campsites and a tented hunting camp. The tented hunting camp consists of an eight sleeper unit, four tents and a single one bedroom house, which is currently in a fair condition. None of these facilities are currently in use. The reserve is completely fenced in, but certain sections of the boundary fence are currently in a poor condition. Although the LNR is located within one of the focus areas identified for protected area expansion by the National Protected Area Expansion Strategy (NPAES), namely the Blouberg-Langjan focus area, no expansion projects have been implemented at the reserve by the Management Authority to date.

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

The proximity of the LNR to the world-renowned Mapangubwe National Park and Heritage Site.

Home to the Gemsbok, which naturally occurred in the area historically.

It is a flat bushveld area, which is advantageous in terms of certain management aspects, e.g. road infrastructure, fire management, erosion control, etc.

The remote location of the reserve limits poaching activities in the reserve.

Scenic views, including the Soutpansberg mountain range.

The reserve falls within a sweet bushveld area, i.e. palatable grazing for game.

The Brak River runs through the south-eastern section of the reserve.

No pressures associated with surrounding developments.


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

The boundary fence around the reserve is in a poor condition.

A land claim by the Babirwa Ba Mamadi community has been lodged over a section of the reserve.

The reserve is not registered with a Fire Protection Association (FPA) or any regional disaster initiative.

Infrastructure is not well maintained.

Fire arms, transport and budget required for the day-to-day management of the reserve is not sufficient for effective management.

90% of staff members are over 50 years of age.

Bush encroachment impacts on the carrying capacity of the reserve and poses a challenge with regard to game viewing.

Sweet veld is sensitive to overgrazing, which impacts on biodiversity and promotes land degradation.

The location of the reserve close to the borders with Zimbabwe and Botswana results in it being frequented by illegal immigrants and trespassers.

The reserve is located far from major towns and cities, making it difficult to stock the reserve with supplies.

Certain areas within the reserve are prone to erosion.

Reduced flow rate in the Brak River as a result of upstream damming.

Mining activities in the area could pose a potential threat to the reserve.

Intensive agriculture development adjacent the reserve.

v) Desired condition of the reserve The vision of the LNR is as follows: As a nature reserve and as part of a wider functional land use mosaic in a changing world, the LNR will strive to:

Promote sustainable use through responsible tourism, commercial hunting and the facilitation of socio-economic benefits; and

Act as a motivational demonstration site for managing the natural environment and its natural fauna for future generations.

vi) Key management activities and targets Twenty-nine objectives, anticipated to contribute to realising the vision of the LNR, were identified by the RPT and can be grouped according to the following six key performance areas: Biodiversity and heritage conservation; sustainable use; enforcement, security and access control; infrastructure and equipment (operations); stakeholder involvement; and administration and planning. These objectives are: 1. Biodiversity and Heritage Conservation 1.1 Maintain and manage viable populations of locally indigenous fauna and flora in the LNR. 1.2 Maintain reserve boundary firebreaks. 1.3 Develop an alien and invasive plant species eradication programme, based on a thorough

assessment of the reserve. 1.4 Develop an erosion control programme based on a thorough assessment of the reserve.


1.5 Compile a heritage plan for the LNR. 2. Sustainable Use 2.1 Construct, upgrade and maintain overnight tented camps and build new chalets for tourism

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

LNR. 2.3 Develop and implement a focused and cost-effective marketing and awareness-raising plan, as well

as an educational programme, for the LNR. 2.4 Facilitate the sustainable use of natural resources by the neighbouring community. 2.5 Manage and mitigate the environmental impacts of tourism, recreation and natural resource use in

the LNR. 3. Enforcement, Security and Access Control 3.1 Secure the boundaries of, and maintain controlled access to, the LNR. 3.2 Sustain an effective law enforcement and compliance capacity in the LNR. 3.3 Improve the capacity for legal compliance and law enforcement in the reserve. 3.4 Develop a public awareness programme that informs the public of the do's and don’ts within the

reserve. 3.5 Train the security personnel up to a suitable standard for effective law enforcement. 3.6 Implement a proper radio communications system for the LNR for optimal security within the

reserve. 4. Infrastructure and Equipment 4.1 Develop and maintain the road, track and footpath network in the LNR. 4.2 Maintain and upgrade the bulk services infrastructure in the LNR. 4.3 Construct, upgrade and maintain administrative, staff and operational buildings and infrastructure

in the LNR. 4.4 Acquire and maintain operational equipment and vehicles for the LNR. 5. Stakeholder Involvement 5.1 Develop and facilitate an effective mechanism for ongoing communications with neighbouring

communities. 5.2 Actively participate in local and regional conservation and socio-economic development initiatives

that may affect or benefit the LNR. 5.3 Facilitate and control access by neighbouring communities to the LNR for the purpose of the

collection of fire wood from felled invasive plant species and the provision of meat through controlled culling operations.

5.4 Establish and maintain a representative and functional Langjan Nature Reserve Management Advisory Committee to guide the planning, development and management of the LNR.

6. Administration and Planning 6.1 Review the administrative system of the reserve in order to make it more efficient. 6.2 Change the administration processes of the LNR. 6.3 Institute and maintain an effective administrative and planning capacity for the LNR. 6.4 Establish, maintain and host a reliable inventory of key information on the LNR and its ongoing

management. 6.5 Maintain an adequately equipped, resourced and trained staff complement for the LNR.


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

vii) Institutional arrangements and budget requirements The following recommendations regarding the minimum staffing complement and funding required for the successful implementation of the Reserve Management Plan (i.e. the SP and APO) was made by the RPT: It was proposed that a total of 26 staff members (consisting of a reserve manager, tourism manager, chief nature conservator, senior field ranger, twelve field rangers, four gate guards, two cleaners, an administrative officer, an artisan and two general workers) would be required for the successful implementation of this Strategic Plan. The following capital and operational budgets are proposed for the successful implementation of this SP:

2013/2014: A total capital budget of R6 650 000 and an operational budget of R225 000.



2016/2017: A total capital budget of R450 000 and an operational budget of R375 000.

2017/2018: A total capital budget of R300 000 and an operational budget of R320 000. The key responsibilities of the Reserve Planning Team, as well as the Langjan Nature Reserve Advisory Committee are defined and recorded and are regarded as crucial in the development, implementation, monitoring and review of the RMP.


1. INTRODUCTION

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

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

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

Figure 1: The relationship between the five-year Strategic Plan (SP) and the consecutive Annual Plans of Operation (APO) that guide the year-on-year reserve budget and activity planning. All the information necessary to guide the management of the LNR 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 LNR and covers the period 2013-2017.

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

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


This SP has the following structure:

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

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

SECTION 3

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

SECTION 4

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

SECTION 5

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

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

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

STEP PURPOSE OF STEP

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

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

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

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

STEP 3: Identification of the reserve values.

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

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

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

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

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

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

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


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

STEP PURPOSE OF STEP

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

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

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

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

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

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


2. CONTEXTUAL FRAMEWORK

DISCLAIMER

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

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

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

2.1 Location The Langjan Nature Reserve (LNR) is located in the Vhembe District of Limpopo Province, South Africa (Figure 2). The reserve is located approximately 20 km to the north of Vivo and 25 km to the south of Alldays, along the R521. The reserve is furthermore located approximately 400 km from the O.R. Tambo International Airport and 120 km from the Polokwane International Airport- important sources of both local and international tourists to the area. The LNR forms an integral part of the protected area network of the Vhembe District. The reserve is surrounded by a number of private game reserves and falls within the boundaries of the Vhembe Biosphere Reserve, which protects 30 701 km² of sensitive ecosystems and a rich cultural heritage. The Blouberg Nature Reserve is located approximately 22 km to the south-west of the LNR. The LNR covers a total of 4 774.372 ha and consists of portions of the following farms: Kirkwal No. 367 MS, Langjan No. 370 MS, Vogelfontein No. 272 MS and Gruisfontein No. 368 MS (Figure 3)2.

2.2 Legal status The LNR was proclaimed as a game reserve and native flora reserve, known as the Langjan Private Nature Reserve, through Notice No. 223 of the Transvaal Official Gazette Extraordinary No. CL (2473) of 8 September 1954 in terms of Section 11 of the Transvaal Game Ordinance, 1949 (Ordinance No. 23 of 1949) and Section 2 of the Transvaal Native Flora Protection Ordinance, 1940 (Ordinance No. 9 of 1940). The Langjan Private Nature Reserve was subsequently de-proclaimed as a game reserve and native flora reserve through Notice No. 1714 of Provincial Gazette No. 3286 of 5 October 1983 in terms of Section 3 of the Transvaal Nature Conservation Ordinance, 1967 (Ordinance No. 17 of 1967), effective from 30 September 1983. On that same day, also effective from 30 September 1983, the Langjan Nature Reserve, measuring 4774.372 ha, was proclaimed as a nature reserve through Notice No. 1714 of Provincial Gazette No. 3286 of 5 October 1983 in terms of the same legislation.

2 Actual size of the reserve at present, as confirmed by LEDET. An area of 4 774.372 was, however, formally proclaimed as the Langjan Nature

Reserve in 1983. The difference between the actual reserve size and proclaimed reserve size is a result of the R521 cutting through the reserve.


Figure 2: Regional location of the Langjan Nature Reserve.


Figure 3: Locality map of the Langjan Nature Reserve.


In light of the above, the LNR is legally defined as a provincial nature reserve in terms of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) (NEMPAA) and falls under the legal protection of NEMPAA in terms of Section 12 thereof. Table 2 lists key national, provincial and local legislation that also 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 activities3

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

of 1998) (NEMA);

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Makhado Local Municipality: By-laws, 2008 (Local Authority Notices 194 - 216).

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


2.3 Institutional arrangements

2.3.1 General

In implementing the RMP, it is essential that Reserve Management understand the mandates of various role-players and the institutional framework in which decision making; implementation and monitoring will be carried out. In light of this, a brief outline of the mandates and responsibilities of the Management Authority and key supporting government departments is provided below: LEDET, as the current designated management authority of the LNR, has a strategic mandate to develop the provincial economy, as well as to promote and manage tourism and the sustainable use of the natural environment in Limpopo Province. LEDET is currently in the process of compiling its Strategic and Annual Performance Plan that will aim at achieving key strategic objectives through the first draft of the plan for the phase 2012 – 2015, which is already completed. Some of the key strategic objectives that the plan aims to achieve include:

Job creation within a sustainable environment;

Ensuring healthy and fair trade;

Establishing the province as a preferred eco-tourism destination;

Sustainable environmental management;

An increase in productive investment; and

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

To manage the impacts of developments on the environment;

To enforce compliance with environmental legislation;

To regulate the use of natural resources;

The sound management of air quality and waste;

To provide scientific support towards biodiversity management;

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

To manage State-owned nature reserves; and

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

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


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

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

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

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

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

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

To facilitate hospitality management in the province.

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

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

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

Facilitating the implementation of catchment management and other related strategies;

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

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

Constructing & maintaining water-related infrastructure; and

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

2.3.1.3 Department of Public Works

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

The PSA;

Regulations promulgated in terms of the PSA;

The PFMA;

Regulations promulgated in terms of the PFMA; and

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

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


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

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

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

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

Coordination of the expanded Public Works Programme.

2.3.1.4 Department of Environmental Affairs

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

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

2.3.2 Institutional Arrangements Specifically Relevant to the Langjan Nature Reserve The LNR is State-owned. The Limpopo Department of Economic Development, Environment and Tourism (LEDET) and the Limpopo Tourism Agency (LTA) are responsible for the conservation and tourism management, respectively, of the LNR. However, the LTA currently has no presence within 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. A land claim by the Babirwa Ba Mamadi Community has been submitted over a section of the LNR in terms of Section 10 of the Restitution of Land Rights Act, 1994 (Act No. 22 of 1994). Reportedly this community is, however, unable to adhere to the requirements of Section 3 of the aforementioned Act and, as a result, the claim has not been successful.


Table 3 details the current staff complement of the LNR.

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

POST NUMBER

Reserve Manger 1

Chief Conservator 1

Field Ranger 11

Administration Clerk 1

Cleaner 2

Intern 1

Total 17

2.4 Reserve description

2.4.1 History

2.4.1.1 General The farm Langjan No. 370 MS was named after Sir William Owen Lanyon, who took over the administration of the Transvaal from Sir Theophilus Shepstone on 4 March 1879. The LNR was named after this property. In 1937 the farm Langjan No. 370 MS belonged to a certain Mr Visser. There were no fences enclosing the farm at this time, thus allowing the free movement of game. The first herd of Gemsbok was recorded on the farm Langjan No. 370 MS in 1941 – a discovery that was kept quiet in order to prevent the hunting of these animals. After changing ownership to a certain Mr. Bezuidenhout, the farm Langjan No. 370 MS was stocked with more than 500 head of sheep. The farms Gruisfontein No. 368 MS and Kirkwal No. 367 MS, which also form part of the LNR, were purchased by the Minnie family in 1943. Both of these properties were burnt in 1950, where after a no burning policy was implemented. Severe droughts experienced in 1933 and 1965/1966 significantly reduced the ecological capacities of both of these properties. The Brak River, an intermittent stream located in the south-eastern section of the LNR, flowed permanently in the early 1920’s and reportedly contained an abundance of both Nile Crocodile and fish.

2.4.2 Climate

The LNR receives summer rainfall and experiences dry winter months. The LNR receives an average annual rainfall of 410 mm per year, the bulk of which is received during the summer months. The area receives the least amount of rainfall in July and August (both with an average monthly rainfall of 0.38 mm per month) and the most in December (with an average monthly rainfall of 93 mm per month) (Figure 4). The monthly average of maximum temperatures for the reserve ranges from 22°C in July to 31°C in February. The region is coldest in July, when temperatures drop to an average of 9°C at night (Figure 4). Frost rarely occurs in this area.


Figure 4: Graph illustrating the average monthly rainfall and maximum and minimum temperatures for the Langjan Nature Reserve (Alldays Weather Station: Latitude: 22.6821°S; Longitude: 29.1041°E; Altitude: 889 m above sea level).

2.4.3 Topography The landscape of the LNR can be described as gently undulating plains, with no prominent hills or valleys located within the reserve (Figure 3). The landscape of the area located to the south of the Brak River (which flows through the south-eastern section of the reserve) is dune-like and consists of Kalahari sands. Altitudes within the reserve vary from 800 m above sea level at its highest point, which is located in the south-western section of the reserve, to 770 m above sea level at its lowest point, which is located in the northern section of the reserve.

2.4.4 Geology and Soils

2.4.4.1 Geology In the northern section of the reserve, the structurally complex Archaean Beit Bridge Complex, which consists of gneisses and metasediments, occur, along with younger Karoo sandstones and basalts. The southern section of the reserve comprises of basalts of the Letaba Formation, as well as sandstone, siltstone and mudstone of the Clarens Formation and Matlabas Subgroup.

2.4.4.2 Soils A variety of soil forms occur in the LNR, and can generally be grouped according to the vegetation unit it supports. Limpopo Sweet Bushveld soils consist of calcrete and surface limestone layers, with brownish sandy clayey-loamy soils on the plains and low-lying areas. Shallow, gravelly, sandy soils occur on gently sloping terrain. Localised areas of black clayey soils and Kalahari sand also occur. Musina Mopane Bushveld soils vary from deep red/brown clays; to moderately deep, dark, heavy clays; to deep, freely drained sandy soils; to shallower types, including skeletal Glenrosa and Mispah soil forms.


2.4.4.3 Soil Erosion According to Bass Air Aviation (2010) sheet erosion is visible in the northern sections of the reserve. This may be as a result of reduced canopy cover due to overgrazing. According to Envirodel (2004), donga and sheet erosion have been recorded on the floodplains of the Brak River within the reserve.

2.4.5 Drainage and Hydrology

The drainage system of the LNR forms part of the Limpopo River Catchment Area. The reserve drains in a north-easterly direction into the Brak River, which can be classified as an intermittent stream. A portion of the Brak River flows through the south-eastern section of the LNR and along a section of the eastern reserve boundary. The Brak River eventually drains into the Sand River - a tributary of the Limpopo River. Flood plains are located along the banks of the Brak River as a result of the gentle slope of the landscape and the subsequent slow flow rate of the river.

2.4.6 Vegetation

2.4.6.1 Vegetation Types The vegetation of the LNR comprises Central and Mopane 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 overstore 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 and occur in a matrix with a grass-dominated herb layer. The vegetation description of the LNR follows Mucina and Rutherford (2006) (Figure 5). Musina Mopane Bushveld Musina Mopane Bushveld in the northern portion of the reserve (Figure 5) is characterised by moderately closed shrubveld, which is dominated by Colophospermum mopane and Terminalia prunoides. Moderately open savannah dominated by C. mopane, Terminalia sericea, Grewia flava and Combretum apiculatum occurs in areas with deep sandy soils. The herbaceous layer is generally well developed, especially on basalt, and is open during the dry season. Areas with dense C. mopane shrubs have a poor field layer. The tree and shrub component is mainly comprised of C. mopane and C. apiculatum (trees); G. flava and Sesamothamnus lugardii (shrubs); while the grass layer is dominated by Schmidtia pappophoroides, amongst others. Limpopo Sweet Bushveld Limpopo Sweet Bushveld in the southern portion of the reserve (Figure 5) is characterised by short open woodland with the tree and shrub component being dominated by Acacia robusta, A. burkei, A. erubescens, A. nilotica, Albizia anthelmintica, Dichrostachys cinerea, Cataphractes alexandri, Ehretia rigida, G. flava, Acacia tenuispina and Gossypium herbaceum subsp. africanum. Graminoid and herbaceous species found in this vegetation unit include Digitaria eriantha, Enneapogon cenchroides, Panicum coloratum, Harpagophytum procumbens, Indigofera daleoides, Kleinia fulgens and Plectranthus neochilus.


Figure 5: Vegetation map of the Langjan Nature Reserve.


2.4.6.2 Species of Conservation Concern Table 4 lists the plant species of conservation concern known to occur in the LNR area4.

Table 4: Plant species of conservation concern known to occur in the Langjan Nature Reserve area

PLANT SCIENTIFIC NAME IUCN STATUS

Warburgia salutaris Endangered

Justicia montis-salinarum Rare

Acacia erioloba Declining

Drimia altissima Declining

2.4.6.3 Invasive Alien Plants Bass Air Aviation (2010) recorded that Category 1 (Declared Weed) invader species, namely Prickly Pear Opuntia spp. and Queen of the Night Cereus jamacaru, are present at two separate sites within the reserve.

2.4.7 Fauna

A reserve mammal list compiled in 1998 by Mrs Almuth Schmidt and Dr Michael Gruschwitz states that a total of 27 mammal species occur in the LNR, namely Tomb Bat, Bushveld Elephant Shrew, Porcupine, Cape Hare, African Elephant, Burchell’s Zebra, Warthog, Giraffe, Red Hartebeest, Blue Wildebeest, Grey or Common Duiker, Steenbok, Impala, Gemsbok, Greater Kudu, Eland, Waterbuck, Spotted Hyena, African Wild Cat, Black-Backed Jackal, Slender Mongoose, Water Mongoose, Banded Mongoose, Lesser Bush Baby, Chacma Baboon, Vervet Monkey and Aardvark.

2.4.7.1 Mammals The most recent game count conducted in the LNR was completed in October 2012, during which a total of 1 312 head of game and 17 animal species were recorded. This included Bushbuck (18), Giraffe (13) and Greater Kudu (135) (browsers); Blue Wildebeest (84), Burchell’s Zebra (59), Ostrich (69), Red Hartebeest (18), Warthog (122) and Waterbuck (80) (grazers); Common Duiker (31), Eland (44), Gemsbok (326), Impala (252) and Steenbok (47) (mixed feeders); and Bat-eared Fox (2) and Black-backed Jackal (8) (other feeders). A mammal species list for the LNR is available as part of the State of Knowledge Data Repository (SOKDR).

2.4.7.1.1 Mammal Species of Conservation Concern No mammal species of conservation concern are known to occur in the LNR.

2.4.7.2 Avifauna The predominant topographical feature within the LNR is the undulating plains which host two vegetation units, offering habitats to woodland, shrubland and grassland associated avian species. The Brak River in the eastern section of the reserve, along with all respective drainage lines, wetlands and

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.


floodplains, offer various breeding and foraging habitats to a wide range of waterfowl and other wetland/riparian/floodplain associated species. There are currently 108 verified species occurring within the reserve, of which five occur on the IUCN Red List of Threatened Species, namely Black Stork (Near-threatened), Cape Vulture (Vulnerable), Kori Bustard (Vulnerable), Secretarybird (Near-threatened) and Tawny Eagle (Vulnerable). The level of endemism reflected within the current verified species inventory includes two endemic and 16 near-endemic species. The importance of the LNR as a foraging and breeding range for IUCN listed threatened species extends beyond resident species, with the LNR having the potential to host two paleartic breeding migrants, namely Lesser Kestrel (Vulnerable) and Pallid Harrier (Near-threatened). The total species richness of the LNR is potentially higher than the current species inventory, but is yet to be established and/or recorded. A verified IUCN listed species, namely Tawny Eagle (Vulnerable), not only has an IUCN significance, but is an apex predator in its respective ecosystem and would therefore fulfil an ecologically significant role. Similarly, the LNR also hosts one verified IUCN listed vulture species, also known to fulfil an ecologically significant role within the respective ecosystem. Additionally, both of these species have experienced population reductions in the past, therefore contributing conservation significance to the presence of these species in the reserve.

2.4.7.3 Reptiles and Amphibians A reserve reptile list compiled in 1998 by Mrs Almuth Schmidt and Dr Michael Gruschwitz states that a total of 35 reptile species can be found within the LNR, namely Leopard Tortoise, Serrated or Kalahari Tent Tortoise, Marsh or Helmeted Terrapin, Delalande’s Beaked Blind Snake, Thread Snake, Southern African Python, Mole Snake, Stripe-bellied Sand Snake, Spotted Bush Snake, Common or Rhombic Egg Eater, Boomslang, Snouted Cobra, Black Mamba, Puff Adder, Horned Adder, Limpopo Dwarf Burrowing Skink, Sundevall’s Writhing Skink, Striped Skink, Variable Skink, Variegated Skink, Bushveld Lizard, Common Rough-scaled Lizard, Spotted Sandveld Lizard, Holub’s Sandveld Lizard, Spotted Sand Lizard, Rock or White Throated Monitor, Nile or Water Monitor, Peter’s Ground Agama, Kalahari Ground Gecko, Moreau’s Tropical House Gecko, Wahlberg’s Velvet Gecko, Cape Dwarf Gecko, Cape Thick-toed Gecko, Turner’s Thick-toed Gecko and Common Barking Gecko. A more recent reptile species list for the LNR contains a total of 57 different species. A reserve amphibian list compiled in 1998 by Mrs Almuth Schmidt and Dr Michael Gruschwitz states that five amphibian species can be found within the LNR, namely Olive Toad, Bushveld Rain Frog, Plain Grass Frog, Russet-Backed Sand Frog and Foam Nest Frog. The latest figures indicate, however, that 24 amphibian species are likely to occur within the LNR, including the following (apart from the list previously mentioned): Gutteral Toad, Northern Pigmy Toad, Mottled Shovel-nosed Frog, Painted Reed Frog, Bubbling Kassina, Banded Rubber Frog and Common Platanna amongst others. A reserve amphibian list is available as part of the SOKDR.

2.4.7.4 Fish No data available.

2.4.8 Heritage Resources

The results of a Phase 1 Heritage Impact Assessment conducted over a section of the LNR in 2009 indicate that no significant heritage resources, such as archaeological or historical material or places of social or religious significance, are present within the area investigated. However, archaeological cultures known to be present in the surrounding areas are older than 300 years and may therefore be obscured as subterranean deposits within the LNR.


2.4.9 Reserve Infrastructure The LNR can be accessed via the tarred R521 main road, which is currently in a good condition. The reserve is divided into two sections (a larger eastern section and a smaller western section) by this road. Both sections of the reserve can be accessed from the R521, although the gate to the eastern section is kept locked. A third entrance gate is located in the north-western corner of the reserve. Signage leading to the LNR is inadequate. One sign is located along the boundary fence of the reserve and is currently in a fair to poor condition. Signage within the reserve is inadequate and in a poor condition. The reserve is completely fenced in, but certain sections of the boundary fence are currently in a poor condition. The road network within the reserve, which consists of gravel roads and tracks, is adequate. The road leading to the infrastructure located in the western section of the reserve is currently in a fair condition, while all other roads are in a poor condition and in need of maintenance. The administrative hub of the LNR is located to the west of the R521 and consists of three office blocks: The first block contains four offices, the second one contains two offices and the third one contains a single office. These structures are currently in a fair condition and require minor repairs. Staff accommodation within the LNR consists of five two bedroom staff houses as well as three, three bedroom staff houses, all of which currently being used by staff members. All of these structures are located to the west of the R521 and are currently in a poor condition and require upgrading. A soccer field is located in the western section of the reserve. This structure is currently in a poor condition. A helicopter landing pad is located in the western section of the LNR. A total of nine boreholes with water are located within the LNR. Of these, four are equipped with diesel engines, one is equipped with an electric pump, two are equipped with windmills and two are not equipped at all. Most of these structures currently require minor maintenance. In addition to this, one water point and one water tank is located to the west of the R521, while three earth dams, six waterholes, four concrete dams, two water tanks and four pans are located in the eastern section of the reserve. A shooting range is located in the western section of the LNR. A slaughtering facility with a cold room is located in the western section of the reserve. These facilities are currently in a poor condition. A boma and a quarantine camp are located in the western section of the LNR. Stables are located in the western section of the reserve. Three storerooms (two larger ones and a small one) are located in the western section of the LNR. These facilities are in a poor to fair condition and require maintenance and upgrading.


Two campsites, plus a tented hunting camp, are located in the eastern section of the LNR. The tented hunting camp consists of an eight sleeper unit, four tents and a single one bedroom house, which is currently in a fair condition. None of these facilities are currently in use. A bird/game hide is located in the eastern section of the reserve, on the banks of the Brak River. A picnic area for day visitors is located in the eastern section of the reserve, close to the bird/game hide. No servitudes are located within the LNR.

2.4.10 Social Context The LNR is surrounded by a population of approximately 22 912 individuals5.

2.5 Local and Regional Planning The LNR falls within the Makhado Local Municipality, which forms part of the Vhembe District Municipality of Limpopo Province. The Integrated Development Plan (IDP) of the Vhembe District Municipality for the period 2012/13 to 2016/2017 states that the provision of infrastructure to nature reserves within the municipality (including the LNR) should be prioritised in order to attract tourists. The draft IDP of the Makhado Local Municipality for the period 2012/2013 – 2016/2017 makes no mention of the LNR.

2.6 Reserve Expansion A National Protected Area Expansion Strategy (NPAES) was compiled for South Africa in 2008 and approved for implementation in March 2009. The aim of the NPAES is to achieve cost-effective protected area expansion that will ensure a) ecological sustainability and b) increased resilience to climate change. The NPAES sets five- and twenty-year protected area expansion targets; identifies focus areas for protected area expansion; and makes recommendations on potential mechanisms through which protected area expansion could be achieved. Although the LNR is located within one of the focus areas identified for protected area expansion by the NPAES, namely the Blouberg-Langjan focus area, no expansion projects have been implemented at the reserve by the Management Authority to date.

2.7 Strengths, Weaknesses, Opportunities and Threats Table 5 lists the key strengths, weaknesses, opportunities and threats that were identified for the LNR.

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

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


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

KEY STRENGTHS Surrounded by private game farms.

The reserve is located in a malaria free area.

The sweet veld provides year round high quality grazing.

En route to the world-renowned Mapungubwe National Park and Heritage Site and the Zimbabwean border.

Gemsbok occurs naturally in this reserve and is a special feature of the reserve.

The reserve is easily accessible and located en route to other tourism attractions.

Area to the south-east identified as a priority area for reserve expansion in the National Expansion strategy.

Area falls within a Freshwater Ecosystem Priority Area (FEPA).

Area falls within the NBSAP priority area.

KEY WEAKNESSES (ISSUES & CHALLENGES) The boundary fence around the reserve is in a poor condition.

A land claim by the Babirwa Ba Mamadi community has been lodged over a section of the reserve.

The reserve is not registered with a Fire Protection Association (FPA) or any regional disaster initiative.

Infrastructure is not well maintained.

Fire arms, transport and budget required for the day-to-day management of the reserve is not sufficient for effective management.

90% of staff members are over 50 years of age.

Bush encroachment impacts on the carrying capacity of the reserve and poses a challenge with regard to game viewing.

Sweet veld is sensitive to overgrazing, which impacts on biodiversity and promotes land degradation.

The location of the reserve close to the borders with Zimbabwe and Botswana results in it being frequented by illegal immigrants and trespassers.

The reserve is located far from major towns and cities, making it difficult to stock the reserve with supplies.

Certain areas within the reserve are prone to erosion.

Reduced flow rate in the Brak River as a result of upstream damming.

OPPORTUNITIES The reserve forms part of the Vhembe Biosphere Reserve.

Tourism infrastructure has already been developed within the reserve and needs to be upgraded.

The potential expansion of the reserve boundary.

The possibility of forming a corridor with other reserves and national parks, such as the Mapangubwe National Park.

A hunting programme could be re-instated, drawing on best practice models with concessionaires.

THREATS No support from an FPA if a fire goes through the reserve.

Mining activities in the area could pose a potential threat to the reserve.

Intensive agriculture development adjacent the reserve.


3. STRATEGIC OBJECTIVES FRAMEWORK

3.1 Purpose In 1954 the Transvaal Nature Conservation Division (TNCD) of the former Transvaal Provincial Administration (TPA) established the LNR with the specific aim of preserving the last remaining herd of gemsbok in the former Transvaal Province. Later on, once more precise ecological management practices were implemented, further motivations were added, namely the preservation of the Arid Sweet Bushveld Veldtype (Acocks) with areas of Kalahari sand. In present times, the value of the LNR as a conservation area can also be attributed to the following:

It includes a portion of Musina Mopane Bushveld, which is regarded as being poorly protected, as well as Limpopo Sweet Bushveld, which is regarded as being hardly protected.

A combined total of 14 threatened reptile, amphibian, bird and mammal species occur at the reserve.

The Blouberg-Langjan focus area, within which the LNR is located, was earmarked for protected area expansion by the National Protected Area Expansion Strategy (NPAES).

The reserve falls within a FEPA.

The reserve was identified as playing an important role in terms of hydrological processes.

The reserve contains areas classified as “important and necessary” in terms of Critical Biodiversity Values.

The reserve forms part of the Vhembe Biosphere Reserve and is therefore of international importance.

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

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

KEY RESERVE VALUES

The proximity of the LNR to the world-renowned Mapangubwe National Park and Heritage Site.

Home to the Gemsbok, which naturally occurred in the area historically.

It is a flat bushveld area, which is advantageous in terms of certain management aspects, e.g. road infrastructure, fire management, erosion control, etc.

The remote location of the reserve limits poaching activities in the reserve.

Scenic views, including the Soutpansberg mountain range.

The reserve falls within a sweet bushveld area, i.e. palatable grazing for game.

The Brak River runs through the south-eastern section of the reserve.

No pressures associated with surrounding developments.

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


3.4 Key Performance Areas and Objectives The RPT identified 29 Objectives for the LNR. Collectively these objectives will contribute to realising the Vision for the reserve. These objectives have, in turn, been grouped into six Key Performance Areas (KPAs), as follows:

KEY PERFORMANCE AREAS (KPA)

OBJECTIVES

KPA 1: Biodiversity and

Heritage Conservation

1.1 Maintain and manage viable populations of locally indigenous fauna and flora in the LNR. 1.2 Maintain reserve boundary firebreaks. 1.3 Develop an alien and invasive plant species eradication programme, based on a thorough assessment of the reserve. 1.4 Develop an erosion control programme based on a thorough assessment of the reserve. 1.5 Compile a heritage plan for the LNR.

KPA 2: Sustainable Use

2.1 Construct, upgrade and maintain overnight tented camps and build new chalets for tourism purposes in the LNR.

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

2.3 Develop and implement a focused and cost-effective marketing and awareness-raising plan, as well as an educational programme, for the LNR.

2.4 Facilitate the sustainable use of natural resources by the neighbouring community.

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

KPA 3: Enforcement,

Security and Access Control

3.1 Secure the boundaries of, and maintain controlled access to, the LNR. 3.2 Sustain an effective law enforcement and compliance capacity in the LNR. 3.3 Improve the capacity for legal compliance and law enforcement in the

reserve. 3.4 Develop a public awareness programme that informs the public of the do's

and don’ts within the reserve. 3.5 Train the security personnel up to a suitable standard for effective law

enforcement. 3.6 Implement a proper radio communications system for the LNR for optimal

security within the reserve.

VISION

As a nature reserve and as part of a wider functional land use mosaic in a changing world, the LNR will strive to: • Promote sustainable use through responsible tourism, commercial hunting and the facilitation of socio-economic benefits; and • Act as a motivational demonstration site for managing the natural environment and its natural fauna for future generations.


KPA 4: Infrastructure and

Equipment (Operations)

4.1 Develop and maintain the road, track and footpath network in the LNR. 4.2 Maintain and upgrade the bulk services infrastructure in the LNR. 4.3 Construct, upgrade and maintain administrative, staff and operational

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

KPA 5: Stakeholder Involvement

5.1 Develop and facilitate an effective mechanism for ongoing communications with neighbouring communities.

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

5.3 Facilitate and control access by neighbouring communities to the LNR for the purpose of the collection of fire wood from felled invasive plant species and the provision of meat through controlled culling operations.

5.4 Establish and maintain a representative and functional Langjan Nature Reserve Management Advisory Committee to guide the planning, development and management of the LNR.

KPA 6: Administration and

Planning

6.1 Review the administrative system of the reserve in order to make it more efficient.

6.2 Change the administration processes of the LNR. 6.3 Institute and maintain an effective administrative and planning capacity

for the LNR. 6.4 Establish, maintain and host a reliable inventory of key information on the

LNR and its ongoing management. 6.5 Maintain an adequately equipped, resourced and trained staff

complement for the LNR.

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 LNR (Figure 6). The UZM indicates the extent and location of suitable visitor use zones for the LNR, with management guidelines and broad conservation and tourism infrastructural requirements designated for each use zone. Annexure 2 describes the objectives, characteristics, uses and management guidelines for each of the use zones shown in Figure 6.


Figure 6: Use Zone Map for the Langjan 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 Annual Plans of Operation (APOs) and the resources required to implement it. The guiding principles are the norms and standards by which the management team of the LNR 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 Strategic Plan (SP). Each management action has been prioritised as follows:

CATEGORY PRIORITIES

HIGH Critical to the effective management6 of the reserve. Funding and resources should be secured to implement these actions.

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

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

Time Frames, Targets, Key Performance Indicators and Responsibilities are, in turn, allocated for 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.

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


KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION

Guiding principles for reserve management

Fauna

# GUIDING PRINCIPLE

1

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Fire

# GUIDING PRINCIPLE

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

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


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

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

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

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

Invasive alien plants / bush encroachment

# GUIDING PRINCIPLE

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

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

3

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

Heritage resources

# GUIDING PRINCIPLE

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

Biodiversity inventory, research and monitoring

# GUIDING PRINCIPLE

1

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

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

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


Management actions and targets

KPA 1: Biodiversity and Heritage Conservation

Objective 1.1: Maintain and manage viable populations of locally indigenous fauna and flora in the LNR

Management action Priority Management targets Key performance indicators

Responsibility Time frame (Years 1 – 5)

1 2 3 4 5

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

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

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

Management Authority (Biodiversity Unit); Reserve Manager

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

Management Authority (Biodiversity Unit)

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


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


(v) Manage game numbers through an annual game census and remove and sell all surplus game to neighbouring land owners or other reserves.

Langjan Nature Reserve Management Advisory Committee

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

Reserve Manager

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



(viii) Assess, and implement, environmentally friendly measures to reduce the impacts of any damage-causing and problem animals (notably Chacma Baboon and Vervet Monkey).

Reserve Manager

Objective 1.2: Maintain reserve boundary firebreaks



1 2 3 4 5

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

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

Cost of damage resulting from fires spreading to neighbouring properties (based on insurance claim). Cost of damage to reserve infrastructure from fires (based on insurance claim). Ecological condition (based on vegetation monitoring).


(ii) Under the direction of the Fire Management Programme, maintain a system of perimeter fire breaks and fire breaks around key infrastructure (e.g. the tourism camp, administrative facilities and staff housing).

Reserve Manager

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

Reserve Manager; Management Authority: HRD

(iv) Establish and maintain formal and informal partnerships with neighbours in order to increase the capacity of the reserve to implement the Fire Management Programme. Become a member of a FPA.

Regional Manager; Reserve Manager

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

Reserve Manager; Tourism operator/s

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

Reserve Manager

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



1 2 3 4 5

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

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

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


(ii) Develop partnerships with funding and implementing agencies Regional Manager;


(e.g. the WfW) to improve the capacity of the reserve to sustain its invasive alien plant control program.

Reserve Manager

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

Management Authority (Biodiversity Unit)/ Reserve Manager

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

Reserve Manager

Objective 1.4: Erosion control and water infrastructure management



1 2 3 4 5

(i) Develop a soil erosion plan for the LNR.

To manage all soil erosion within the LNR.

The ecological capacity of the reserve.

Management Authority: Biodiversity; Reserve Manager

(ii) Rehabilitate and manage areas impacted by erosion. Reserve Manager

(iii) Distribute and manage water holes so as to avoid soil erosion. Reserve Manager

Objective 1.5: Compile a heritage plan for the LNR



1 2 3 4 5

(i) Identify potential heritage sites within the LNR.

To conserve all heritage resources within the reserve.

The physical condition of heritage sites.

Heritage Specialist; Reserve Manager

(ii) Manage the restoration of the cultural and historic features and attributes of the reserve.

Management Authority, Reserve Manager, LTA

(iii) Educate reserve staff, community members and tourists on the value of heritage resources in the area.

Reserve Manager


KPA 2: SUSTAINABLE USE


Tourism and recreation infrastructure and services

# GUIDING PRINCIPLE

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

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

3 Tourism and recreational infrastructure and services shall be developed in response to tourism market demands and opportunities within the reserve, and should be carefully assessed to determine its viability (Photo Plate 2).

Marketing, awareness-raising and education

# GUIDING PRINCIPLE

1

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

Natural resource harvesting

# GUIDING PRINCIPLE

1

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

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

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

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

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

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


Managing environmental impacts of use

# GUIDING PRINCIPLE

1

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



KPA 2: Sustainable Use

Objective 2.1: Construct, upgrade and maintain overnight tourist camp and infrastructure in the LNR



1 2 3 4 5

(i) Assess the cost-effectiveness of different management options (e.g. concessioning, leasing, service agreement, etc.) for the operating of the Langjan Tented Camp and the proposed Tamboti Camp and select the preferred/optimal management option/s.

Functional overnight buildings, tented camp and infrastructure.

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

Langjan Nature Reserve Management Advisory Committee; LTA

(ii) Implement, and formalise (as required), the selected management option for the Langjan Tented Camp and proposed Tamboti Camp.

LTA; Senior Manager (SONR)

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

Tourism Operator/s

(iv) Upgrade, renovate and maintain facilities in and around the designated picnic site at the Brak River.

Reserve Manager; Tourism Operator/s

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


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

Reserve Manager; LTA

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



1 2 3 4 5

(i) Upgrade the eight bed Langjan Tented Camp and construct new chalets (the proposed 20 bed Tambotie Camp) for tourism purposes.

To complete all tourist infrastructure

Income exceeds expenditures.

Regional Manager; Reserve Manager;


in order to enable the LNR to provide both accommodation and recreational activities to tourists.

LTA

(ii) Enhance the tourism experience and offer a high standard tourist destination to compete with the other tourist attractions in the area.

Tourism Operator/s; LTA

(iii) Offer a stopover for tourists going to the Mapungubwe National Park and Heritage Site.

Limpopo Tourism Agency (LTA)

(iv) Facilitate controlled access to the reserve for other complementary recreational activities, including hiking, horse riding; trail running and hot-air ballooning.

Limpopo Tourism Agency (LTA)

(v) Implement, and formalise a public Private Partnership with appropriate bodies to administer sustainable hunting programmes.

Functional overnight buildings, tented camp, infrastructure, and sustainable hunting programme.

Langjan Nature Reserve Management Advisory Committee; LTA

Objective 2.3: Develop and implement a focused and cost-effective marketing and awareness-raising plan, as well as an educational programme, for the LNR



1 2 3 4 5

(i) Continually provide updated information in the marketing materials available to the media and tourists.

Improved awareness of tourism and recreation products in the reserve.

Numbers of visitors and users.

Management Authority (Tourism Directorate) and LTA; Reserve Manager

(ii) Design, publish and distribute reserve-specific brochures and pamphlets for visitors to and users of the LNR, as well as to tourists passing by.

LTA; Reserve Manager; Tourism Operator/s

(iii) Establish links with local educational institutions (e.g. the University of Venda) and networks in order to promote subsidised access to, and use of, the reserve as an educational resource by universities, schools and other learning academies and institutions.

Tourism Operator/s; Management Authority: EES

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

Tourism Operator/s; Reserve Manager/LTA


Objective 2.4: Facilitate the sustainable use of natural resources by the neighbouring community



1 2 3 4 5

(i) Annually determine the hunting/culling allocations to the neighbouring community.

Levels of natural resource use by the neighbouring community are ecologically sustainable.

Compliance with guidelines (measured by Field Ranger reports).

Management Authority (Biodiversity Unit); Langjan Nature Reserve Management Advisory Committee

(ii) Determine wood and thatch grass allocations to the neighbouring community upon request.

Management Authority (Biodiversity Unit); Langjan Nature Reserve Management Advisory Committee

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



1 2 3 4 5

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

No extraneous buildings, equipment and infrastructure present in the reserve.

n/a Tourism Operator/s; Reserve Manager; LTA

(ii) Close and rehabilitate the existing waste dump in the reserve, and remove all solid waste to the local municipal dump site.

Reserve Manager

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

Reserve Manager


gravel pits and old fencing from the reserve. Collect all litter within the reserve.


KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL


Boundaries and access control

# GUIDING PRINCIPLE

1

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

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

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

Law enforcement strategy for Limpopo provincial nature reserves.

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

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

Law enforcement and compliance

# GUIDING PRINCIPLE

1

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



KPA 3: Enforcement, Security and Access Control

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



1 2 3 4 5

(i) Ensure that all reserve visitor gates and management entry points are adequately staffed and administered and well controlled.

The reserve assets are secured and protected. The reserve visitors and users have equitable access to the reserve, and are protected. To inform visitors of all infrastructure and activity areas.

Profile of reserve visitors and users. Incident record of all illegal access to Langjan reserve. Signage up to date within the reserve.

Reserve Manager

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

Reserve Manager, Regional Manager, Management Authority

(iii) Upgrade the perimeter fencing to adhere to the requirements of the LEDET Technical Guidelines and Procedures (TGP) for fencing.

Reserve Manager

(iv) Ensure that regular maintenance and patrols are conducted on the perimeter fence, with daily feedback and reporting.

Reserve Manager

(v) Determine the exact boundaries and title deed details of the nature reserve.

Management Authority: PAM; Reserve Manager

(vi) Erect informational and compliance signage within the nature reserve that conforms to LEDET and LTA standards.

LTA; Management Authority: Communications Unit

(vii) Develop a public awareness programme that informs the public of all the rules and regulations in the reserve and that indemnifies the reserve legally of any unlawful actions taken by members of the public within the reserve.

Management Authority: EE & PAM; Reserve Manager


Objective 3.2: Sustain an effective law enforcement and compliance capacity within the LNR



1 2 3 4 5

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

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

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

Management Authority: HRD, HR & SIS; Reserve Manager

(ii) Ensure that the field ranger staff complement is adequately resourced and equipped to fulfil an effective enforcement and compliance function (e.g. binoculars, radios, quad bikes, spotlights, hand cuffs and rifles).

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

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

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

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

Management Authority: PAM & Special Investigations; Reserve Manager

Objective 3.3: Improve the capacity for legal compliance and law enforcement



1 2 3 4 5

(i) All security and ranger patrolling staff to be trained to meet legal compliance requirements.

Security and ranger staff to be fully qualified as security officers as per legal requirements.

Number of legal arrests made within the reserve by qualified personnel.

Management Authority: HRD; Reserve Manager

Objective 3.4: Develop a public awareness programme for the LNR



1 2 3 4 5

(i) Ensure that all indemnity documents are legally binding. To limit legal claims Number of formal claims Reserve Manager;


from members of the public.

or complaints against the reserve.

Management Authority

(ii) Ensure that signage is present at the entrance gate, boundary fence, camps and tourism areas and adhere to the relevant legal requirements.

Reserve Manager; Management Authority

Objective 3.5: To train the security personnel up to a suitable standard



1 2 3 4 5

(i) All security staff is to be effectively trained on the implementation of security control.

Effectively control unlawful access into the LNR.

Monitor access record and control of incidents.

Management Authority: HRD; Reserve Manager

Objective 3.6: Implement a proper radio communications system



1 2 3 4 5

(i) Acquire a base radio system and handheld radios for all personnel for effective communication and management.

Efficient management of all day to day activities. Quick response time to any incidents or accidents, e.g. fire, injuries, snake bite incidents, etc.

Monthly monitoring of the decrease in cell phone and office phone costs. Monitoring of incident and accident response time.


(ii) Response to incidents and accidents to be much faster and efficient as a result of radio communication.



KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS)


Roads, tracks and footpaths

# GUIDING PRINCIPLE

1

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

Technical management guideline 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 maintenance costs and limit environmental impacts, while ensuring adequate access for tourism and operational management requirements.

Bulk services

# GUIDING PRINCIPLE

1

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

NEMWA;

WSA;

NBRBSA; and

Municipal By-laws.

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

Administrative and other operations infrastructure

# GUIDING PRINCIPLE

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

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


Operations equipment and vehicles

# GUIDING PRINCIPLE

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

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



KPA 4: Infrastructure and equipment (operations)

Objective 4.1: Upgrade and maintain the road, track and footpath network in the LNR



1 2 3 4 5

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

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

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

Reserve Manager

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

Reserve Manager

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

Reserve Manager; Tourism Operator/s

Objective 4.2: Maintain and upgrade the bulk services infrastructure in the LNR



1 2 3 4 5

(i) Upgrade and complete the existing Langjan Tented Camp, construct the new tourist chalets, upgrade the staff accommodation facilities and maintain the administrative facilities.

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

Financial control over developments versus income.

Tourism Operator/s; Regional Manager

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

Reserve Manager

(iii) Expand and upgrade the water supply, storage and treatment facilities for the reserve, with a specific focus on the tented camp and proposed chalet development.

Tourism Operator/s; Reserve Manager

(iv) Improve and expand the capacity of the waste removal systems for the reserve, with a specific focus on the tented camp and proposed chalet development.

Tourism Operator/s; Reserve Manager


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



1 2 3 4 5

(i) Maintain the administration building, and associated facilities, and complete the new main entry gate facility.

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

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

Department of Public Works; Regional Manager

(ii) Maintain staff accommodation and replace or repair damaged equipment (geysers, showers, taps, etc.).

Reserve Manager

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

Reserve Manager

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

Reserve Manager

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



1 2 3 4 5

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

Sufficient, and adequately maintained reserve equipment and vehicles.

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


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

Reserve Manager

(iii) Assess the cost effectiveness of the acquisition of a grader (or the sharing of a grader within the cluster) and, if feasible, procuring it.

Regional Manager

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

Management Authority: Transport; Reserve Manager

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

Management Authority: IT; Reserve Manager


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


KPA 5: STAKEHOLDER INVOLVEMENT


Stakeholder communications

# GUIDING PRINCIPLE

1 Communication with neighbouring land owners shall seek to develop a common understanding in surrounding communities of the issues affecting the integrity of the reserve, and collaborative approaches to resolve these.

Local and regional initiatives

# GUIDING PRINCIPLE

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

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


# GUIDING PRINCIPLE

1

The reserve shall support the establishment of a Reserve Management Advisory Committee, based on the Regulations for the Proper Administration of Nature Reserves, promulgated in terms of Section 86 (1) of NEMPAA, as an important cooperative governance mechanism to involve stakeholders in the planning, development and management of the reserve.



KPA 5: Stakeholder Involvement

Objective 5.1: Develop and implement effective mechanisms for ongoing communication with neighbouring communities



1 2 3 4 5

(i) Have regular monthly meetings, each on the property of a different neighbouring land owner, to present and discuss issues of mutual concern.

Regular meetings with neighbouring landowners.

Record of meetings. Langjan Nature Reserve Management Advisory Committee

(ii) Initiate and sustain ongoing communications with the neighbouring community and land owners.


Objective 5.2: Actively participate in local and regional conservation and socio-economic initiatives that may affect or benefit the LNR



1 2 3 4 5

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

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

n/a Reserve Manager


Objective 5.3: Facilitate and control access to the LNR by the neighbouring community



1 2 3 4 5

(i) Allowing controlled access by the neighbouring community to natural resources like thatching grass and meat from culling operations.

Keeping relationships with neighbouring landowners healthy by allowing controlled access to the reserve.

Cooperation from neighbours in emergency situations (e.g. fire) and assistance with general maintenance within the LNR (e.g. the sharing of grading equipment).

Reserve Manager

Objective 5.4: Establish and maintain a representative and functional Langjan Nature Reserve Management Advisory Committee to guide the planning, development and management of the LNR



1 2 3 4 5

(i) Draft a terms of reference for a reserve management advisory committee, with specific attention to the decision-making roles of the committee.

Regular meetings of the reserve management advisory committee.

Record of meetings and decisions.


(ii) Identify the stakeholder groups for, recruit members to, and constitute the management advisory committee.

Reserve Manager

(iii) Provide support (logistical, administrative, technical, professional, financial and/or leadership) to, and actively participate in, the reserve management advisory committee.

Reserve Manager


KPA 6: ADMINISTRATION AND PLANNING


Human resources

# GUIDING PRINCIPLE

1

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

LRA;

BCEA;

EEA;

SDA;

OHSA; and

PSA.

Administration

# GUIDING PRINCIPLE

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

PFMA (and associated Treasury Regulations).

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

Draft procedure manual for demand and acquisition management.

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

Information management

# GUIDING PRINCIPLE

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



KPA 6: Administration and Planning

Objective 6.1: Review administrative system in order to a create a more efficient system for the LNR



1 2 3 4 5

(i) Review the efficacy and ongoing relevance of the current administrative system in the LNR, as required.

To streamline the administration process of the LNR.

The efficient management of the day-to-day operations of the LNR.

Management Authority

Objective 6.2: Processes to follow to change the administrative system for of the LNR



1 2 3 4 5

(i) Ensure that financial profits from tourism activities get ploughed back into the reserve for the conservation management and socio-economic benefit of the LNR.

n/a Improved financial

results. Streamlined and effective day-to-day functioning of the reserve.

Management Authority; Reserve Manager; LTA

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


(iii) Maintain the state of knowledge database for the reserve. Management Authority (Reserve Manager)

(iv) Collect key reserve baseline inventory data. Reserve Manager

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



1 2 3 4 5

(i) Maintain and update all assets and stock inventory registers and Asset inventory, Spot checks. Reserve Manager


reports for the reserve. stock registers, financial records, APOs and monthly, quarterly and annual reports are all up to date.

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

Reserve Manager

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

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


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

Updated guidelines, policies and procedures available at the reserve.

Reserve Manager; Management Authority (PAM)

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



1 2 3 4 5

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

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

Paper trail tracking system on all information stored.

Reserve Manager

(ii) Determine the economic valuation of the LNR.

Reserve Manager

Objective 6.5: Maintain an adequately equipped, resourced and trained staff complement for the LNR



1 2 3 4 5

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

Full staff complement.

n/a Management Authority: HR & HRD; Reserve Manager

(ii) Identify training needs, and facilitate access to training programmes for reserve staff, with a priority focus on ABET, Environmental Management Inspector (EMI), field ranger, anti-poaching, first aid, fire management, small equipment and IT skills

Management Authority: HR & HRD; Reserve Manager


training.

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

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

Management Authority: HR & HRD; Regional Manager; Reserve Manager

(v) Have clear job descriptions on record. Reserve Manager; Management Authority: HR & HRD

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

Reserve Manager

(vii) Implement the institutional Occupational Health and Safety policies and procedures at the reserve.

Reserve Manager

(viii) Conduct regular shooting and drilling practice sessions. Reserve Manager; Management Authority: SIS

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

Reserve Manager; Regional Manager

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

Reserve Manager; Regional Manager


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

5.1 Staffing Requirements It is proposed that the following minimum staffing complement7 would be required to implement this SP (please note these staff numbers will be adequate when staff rotates on their leave cycles)8:

POST DESIGNATION NUMBER

Reserve Manager 1

Tourism Manager 1

Chief Nature Conservator 1

Senior Field Ranger 1

Field Ranger 12

Gate guard 4

Cleaner 2

Administrative Officer 1

Artisan / Mechanic 1

General Worker 2

Total 26

7 This minimum staff complement, however, 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. 8 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.


5.2 Funding Requirements

It is proposed that the following operational9 and capital budget10 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 400,000 60,000 150,000 60,000 150,000 65,000 0 100,000 0 70,000

KPA 2: Sustainable use 2,000,000 45,000 1,500,00 50,000 250,000 50,000 0 50,000 100,000 45,000

KPA 3: Enforcement, security and access control 250,000 20,000 150,000 20,000 0 25,000 0 50,000 0 35,000

KPA 4: Infrastructure and equipment 4,000,000 50,000 4,000,000 70,000 1,200,000 100,000 450,000 100,000 200,000 95,000

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

KPA 6: Administration and planning 0 30,000 0 40,000 0 45,000 0 55,000 0 55,000

Total 6,650,000 225,000 5,600,000 255,000 1,600,000 385,000 450,000 375,000 300,000 320,000

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 Limpopo’s provincial reserves, wherever available. This was then again moderated against equivalent reserves in Kwa-Zulu Natal and the Western Cape, as well as reserves of SANParks and ECParks, where operating costs have stabilised and are well documented over a period of three to five years. 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/m2 for staff accommodation or chalets), etc.


5.3 Roles and Responsibilities

5.3.1 Reserve Management

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

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

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

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

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

Regional Manager

The Regional Manager will have overall responsibility for:

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

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

Providing oversight of the implementation the SP and APO;

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

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

Approval of the APO.

Reserve Manager

The Reserve Manager will have direct responsibility for:

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

Implementation of the APO;

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

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

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

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

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

RESERVE MANAGEMENT

PLAN COMPONENT

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY

SP / APO Reserve Manager Langjan Nature Reserve

Management Advisory

Committee

Approval of final draft.

SP (at 5-year intervals);

APO (annually)


RESERVE MANAGEMENT

PLAN COMPONENT

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY

SP / APO Regional Manager

Senior Manager (SONR)

Approval of final version of SP and

APO.

SP (5-yearly); APO (annually)

SP Senior Manager (SONR)

HOD (LEDET) Departmental adoption of SP.

SP (5-yearly)

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

SP (5-yearly)

5.3.2 Reserve Planning Team

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

The Reserve Manager;

Key reserve management staff;

Regional Manager;

Regional scientist/s;

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

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

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

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

Overseeing all planning initiatives and activities in the reserve;

Providing strategic direction to the RMP;

Providing technical and scientific inputs into the RMP;

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

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

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

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

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

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

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

5.3.3 Management Advisory Committee

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


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


6. BIBLIOGRAPHY The following references were extensively consulted during the drafting of this document: Anonymous. 1998. Langjan Nature Reserve Species List. Unpublished document. Bass Air Aviation. 2010. Game count: Langjan Nature Reserve – 2010. Unpublished report. Bass Air Aviation. 2012. Game count: Langjan Nature Reserve – 2012. Unpublished report. Burger, M. 2012. Amphibian species list for Limpopo Province Nature Reserves. Unpublished report. Cowan, G.I. & Mpongoma, N. 2011. Guidelines for the development of a management plan for a protected area in terms of the National Environmental Management: Protected Areas Act, 2003. Unpublished document. Department of Land, Agriculture and Environmental Affairs. 1998. The Management Plan And Conservation Policy for Lanjan Nature Reserve. Unpublished report. Eagan, V. T. 2012. Reptile species list for LEDET reserves. Unpublished report. Envirodel. 2004. Langjan Nature Reserve Ecological Management Plan. Unpublished report. Keith, M. (Technical Editor). 2010. [online] Available at: http://sites.google.com/site/samammals/ [Accessed January 2013]. Kruger, J. W. 2012. Species list for LEDET reserves. Unpublished report. LEDET. 2012. Guidelines for the development of Management Plans for Limpopo’s Provincial Nature Reserves. Unpublished planning guideline. Limpopo Department of Agriculture. 2012. [online] Available at: <http://www.lda.gov.za/index.php?option=com_content&view=article&id=107&Itemid=238> [Accessed June 2012]. Makhado Local Municipality. 2012. IDP: 2012/2013 – 2016/2017. Local Municipal Integrated Development Plan: First Draft. 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. Stuart, C. & Stuart, T. 2007. Field guide to mammals of Southern Africa. Struik Publishers, Cape Town. Vhembe District Municipality. 2012. IDP/Budget: 2012/2013 – 2016/2017. District Municipal Integrated Development Plan.

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

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


ANNEXURE 1: PUBLIC PARTICIPATION REPORT

Refer to attached document.


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

ZONE ZONE OBJECTIVE CHARACTERISTICS VISITOR

ACTIVITIES FACILITIES /

INFRASTRUCTURE VISITOR ACCESS

MANAGEMENT GUIDELINES

Nat

ura

l

Users: ₋ To provide easy access

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

Conservation: ₋ To minimise and

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

- Areas of extensive and accessible natural habitats and species.

- Areas with important heritage sites and features.

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

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

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

- Areas that require active conservation management interventions.

- Areas with moderate levels of visibility obtrusiveness.

- Game viewing. - Motorised 2x4 self-

drive access on designated routes.

- Permitted motorised 4x4 trails on designated routes.

- Day hiking trails and/or short trails.

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

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

- No accommodation or camping.

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

₋ Management access roads and management tracks.

₋ Perimeter firebreaks. ₋ Small picnic areas and

ablution facilities may be provided.

₋ Parking or viewing sites/ areas may be provided.

₋ No accommodation or camping.

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

- Cater for all reserve visitors.

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

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

Visitor and conservation management: - Intensive

maintenance of visitor facilities and infrastructure.

- Active enforcement of reserve regulations.

₋ Intensive conservation management activities undertaken.

Consumptive Use: ₋ Sustainable use

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


De

velo

pm

ent –

Lo

w In

ten

sity

Users: ₋ To provide small to

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

₋ To facilitate access to environmental educational facilities and services.

Conservation: ₋ To contain the impacts

and footprint of reserve visitor facilities, services and infrastructure.

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

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

₋ Degraded or transformed areas.

₋ Natural or semi-natural habitats.

₋ Areas with a high visitor absorptive capacity.

₋ Areas with limited biodiversity significance.

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

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

₋ Areas with low visibility from the surrounding landscape.

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

₋ Picnic and braaiing. ₋ Parking. ₋ Overnight

accommodation. ₋ Camping/

caravanning. ₋ Environmental

education.

- Reception offices. - Small camping/

caravanning facilities. - Small lodges/ tented

camps/ self-catering units. - Small restaurant or

catering facilities for overnight guests only.

- Surfaced roads and parking areas.

- Bird hides. - Services (power, waste

management, water, etc.).


- Motorised self-drive car access.

- Tour bus access. - Parking and walk-in

for day and overnight visitors.

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


- Limited conservation management activities undertaken.

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

₋ Development footprint actively contained.

Consumptive Use: ₋ Sustainable use

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


De

velo

pm

ent –

Hig

h In

ten

sity

Users: ₋ To provide medium

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

Conservation: ₋ To contain the impacts

and footprint of reserve visitor facilities, services and infrastructure.

₋ Areas with an extensive high-density development footprint.

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

₋ Degraded or transformed areas.

₋ Natural or semi-natural habitats.

₋ Areas with a high visitor absorptive capacity.

₋ Areas with limited biodiversity significance.

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

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

₋ Areas with low visibility from the surrounding landscape.

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

- Picnicking and braaiing.

- Overnight accommodation.

- Camping/ caravanning.

- Meetings, workshop or mini conference activities.

- Parking. - Swimming.

- Medium-sized lodges or hotels.

- High density self-catering units.

- Medium to large-scale camping/ caravanning facilities.

- Fuel supply pump. - Amenities, including

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

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


- Motorised self-drive car access.

- Tour bus access. - Parking and walk-in

for day and overnight visitors.

- Air access may be permitted.

Visitor and conservation management: - Intensive

development and maintenance of visitor facilities, services and infrastructure.


- Limited conservation management activities undertaken.

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

₋ Development footprint actively contained.

Consumptive Use: - None.


De

velo

pm

ent

- R

ese

rve

Ad

min

istr

atio

n To define the location of

the infrastructure and facilities for reserve administration.

- Areas with extensive degraded or transformed footprints.

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

- Areas proximate to high and low intensity development zones.

- Areas with low visibility from the surrounding landscape.

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

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

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

holding facilities. ₋ Parking.

NOTE: Reserve administrative offices may also be located within the Development - Low/High Intensity Zones.

Access to reserve reception and administrative offices.

n/a


Spe

cial

Pro

tect

ion

/ S

pe

cial

Man

age

me

nt

Spe

cial

Pro

tect

ion

(Sp

eci

es, H

abit

ats,

H

eri

tage

)

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

₋ Restrict access to prevent disturbance and/or damage.

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

- Research. - Guided nature/

heritage visits under strictly controlled conditions.

Usually none, but footpaths and tracks to allow management access may be permitted. Where visitor access is permitted, strict access control is required to delimit access routes, and, if necessary, screen visitors; i.e. hides, boardwalks, screened routes, and paths with railings may be appropriate.

Public / tourism access normally not allowed. May be permitted under very tightly controlled conditions, to be determined per site.

Visitor and conservation management: ₋ Restrictions on

access and numbers of visitors may be enforced.

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

Consumptive Use: - None.

Spec

ial M

anag

eme

nt

(Re

sou

rce

U

tilis

atio

n)

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

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

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

- Walking access on designated footpaths and trails.

- Commercial hunting, under strict permit conditions.

Self-drive roads, 4x4 tracks, management access roads and management tracks. Parking or viewing sites/ areas may be provided. Basic accommodation or camping facilities may be provided. Signage may be erected to designate seasonally closed areas.

Public / tourism access will only be regulated during the resource utilisation season. For hunting areas, the zone will be closed for all other visitors. For other resource utilisation zones, public/tourism access may be permitted, although the specific access conditions will vary from site to site.

Visitor and conservation management: ₋ Seasonal

restrictions on access may be enforced.

₋ Active management of resource utilisation permits.

Consumptive Use: - Natural

resource harvesting and collection.

Date post:	21-Jun-2018
Category:	Documents
Upload:	dangtuyen
View:	215 times
Download:	0 times