Guiding principles for reserve management - NCC Environmental ...

AUTHORIZATION 

This Strategic Plan for the D’Nyala Nature Reserve (D’NNR) was drafted and recommended by the 

Reserve Planning Team (RPT), a multi-disciplinary team consisting of: 

NAME 

N.S. Makhari 

O.W. Modirwa 

POSITION AND ORGANISATION 

Regional Manager (Waterberg), Limpopo Department of Economic Development, 

Environment and Tourism (LEDET) 

Reserve Manager, D’NNR, LEDET 

J. Monare Tourism Manager, D’NNR, Limpopo Tourism Agency (LTA) 

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

team members: 

NAME 

POSITION AND ORGANISATION 

J. Jackelman Reserve Planning Specialist and Core Planning Team Member, Envirocentric 

D. Ferreira Core Planning Team Member, NCC Group 

M. Norval Core Planning Team Member, NCC Group 

A. Purnell Core Planning Team Member, NCC Group 

R.D. Dyer 

Project Manager, NCC Group 

K. Potgieter Technical Scribe & Editor, NCC Group 

G. Benn Scientific Support Services, GeoCline Consulting 

R. Colyn Scientific Support Services, NCC Group 

R. Jangle Scientific Support Services, NCC Group 

F. Ally Technical Team Member, NCC Group 

S. Atmore Technical Team Member, NCC Group 

F. Domingo Technical Team Member, NCC Group 

T. Esack Technical Team Member, NCC Group 

S. Rhoda Technical Team Member, NCC Group 

LEDET Reserve Management Documents: D’Nyala Nature Reserve (Strategic Plan) 1

This Strategic Plan is recommended for approval by: 

NAME AND TITLE 

Head of 

Department 

LEDET 

Insert name 

SIGNATURE AND DATE 

This Strategic Plan is approved by: 

NAME AND TITLE 

Member of the 

Executive Council 

LEDET 

Insert name 

SIGNATURE AND DATE 


TABLE OF CONTENTS 

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

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

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

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

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

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

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

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

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

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

2.2 Legal Status ...................................................................................................................................... 14 

2.3 Institutional arrangements .............................................................................................................. 15 

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

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

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

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

2.4.4 Geology and soils ...................................................................................................................... 17 

2.4.4.1 Geology .................................................................................................................................. 17 

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

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

2.4.6 Vegetation ................................................................................................................................. 18 

2.4.6.1 Vegetation Types.................................................................................................................... 18 

2.4.6.2 Species of Conservation Concern ........................................................................................... 19 

2.4.7 Fauna ......................................................................................................................................... 19 

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

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

2.5 Local and Regional Planning ............................................................................................................ 22 

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

3. STRATEGIC OBJECTIVES FRAMEWORK ............................................................................................... 23 

3.1 Purpose ............................................................................................................................................ 23 

3.2 Reserve Values ................................................................................................................................. 23 

3.3 The Reserve Vision ........................................................................................................................... 23 

3.4 Key Performance Areas and Objectives ........................................................................................... 24 


3.5 Zonation ........................................................................................................................................... 25 

4. STRATEGIC IMPLEMENTATION FRAMEWORK ................................................................................... 27 

KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION ......................................................................... 28 

Guiding principles for reserve management ......................................................................................... 28 

Management actions and targets .......................................................................................................... 30 

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



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



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



KPA 5: STAKEHOLDER INVOLVEMENT.................................................................................................... 46 



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



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

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

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

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

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

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


PREFACE 

Mr Albert Mabunda 

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

Date: Insert Date 


ABBREVIATIONS AND PLANNING TERMS 

ABBREVIATIONS: 

ABET 

Adult Basic Education and Training 

ANC 

African National Congress 

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) 

D’NNR 

D’Nyala Nature Reserve 

ECParks 

Eastern Cape Parks 

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

EMI 

Emergency Management Institute 

EPWP 

Extended Public Works Programme 

ESKOM 

Electricity Supply Commission 

FEPA 

Freshwater Ecosystem Priority Area 

FFA 

FFA Holdings (Pty) Ltd. 

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 the Conservation of Nature 

KPA 

Key Performance Area 

LEDET 

Limpopo Department of Economic Development, Environment and Tourism 

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 

NBRBSA 

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

1977) 

NEMBA 

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

2004) 

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

of 2003) 

NEMWA National Environmental Management: Waste Act, 2009 (Act No. 58 of 2009) 

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

NRMC 

Nature Reserve Management Committee 

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 

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

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

RMP 

Reserve Management Plan 

RPT 

Reserve Planning Team 


SANParks 

South African National Parks 

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

SIS 

Security and Investigation Services 

SONR 

State Owned Nature Reserve 

SP 

Strategic Plan 

TGCSA 

Tourism Grading Council of South Africa 

TGP 

Technical Guidelines and Procedures 

UZM 

Use Zone Map 

VCA 

Veld Condition Assessment 

VIP 

Very Important Person 

WBR 

Waterberg Biosphere Reserve 

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

DEFINITION OF KEY PLANNING TERMS: 

Activities 

Guiding principles 

Monitoring 

Objectives 

Outcomes 

Outputs 

Performance 

assessment 

Performance indicator 

Resources 

Target 

Use zone map 

Value 

Vision 

Activities are management tasks required to collectively realise the 

objectives. 

Guiding principles provide overall direction to the implementation of 

activities. 

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

over time for the purpose of evaluation. 

Objectives are derived from the vision. They represent key areas in which 

achievements must be obtained in total, or in some combination, to give 

direction to the management aspiration (the vision). 

Ideally outcomes are benefits produced from objectives and activities. 

Outputs are tangible results produced by activities. 

Performance assessment is a measurement of accomplishment against a set 

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

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

achieving targets and realising objectives. 

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

to implement the activities. 

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

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

and measured. 

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

conservation and development activities in a protected area. 

A value is a specific attribute or feature (cultural, ecological or recreational) 

within a reserve that may require additional/special consideration during 

the planning process and subsequent management. 

Vision indicates the direction of management aspiration. 


EXECUTIVE SUMMARY 


1. INTRODUCTION 

1.1 The Reserve Management Plan 

The Reserve Management Plan (RMP) is the overarching management planning document for the 

D’Nyala Nature Reserve (D’NNR). 

The accompanying LEDET guideline document ‘Guidelines for the development of management plans for 

Limpopo’s Provincial Nature Reserves’ details the purpose, scope, approach to, and elements of all 

RMPs for State-owned nature reserves in Limpopo Province. 

The D’Nyala Nature Reserve Management Plan comprises two complementary documents 1 : 

 

 

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

An Annual Plan of Operation (APO) covering the current financial year. 

The relationship between these two documents is shown in Figure 1 below. 

Figure 1: The relationship between the five-year Strategic Plan (SP) and the consecutive Annual Plans of Operation (APO) that 

guide the year-on-year reserve budget and activity planning. 

All the information necessary to guide the management of the D’NNR 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 D’NNR and covers the period 2013-2017. 

1.2 Purpose and structure of the Strategic Plan 

The purpose of the SP for the D’NNR is to set out the medium-term ambitions for the reserve. These 

ambitions are expressed through the vision and objectives. The SP then describes how these ambitions 

will be delivered through a range of management guidelines and management actions. 

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


This SP has the following structure: 

SECTION 1 

SECTION 2 

SECTION 3 

SECTION 4 

SECTION 5 

INTRODUCTION 

This section briefly describes the: (i) planning context for the SP; (ii) purpose of the SP; 

(iii) structure of the SP; and (iv) approach to developing the SP. 

CONTEXTUAL FRAMEWORK 

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

STRATEGIC OBJECTIVES FRAMEWORK 

This section defines the ambitions for the reserve, through the formulation of a vision 

and a set of objectives. 

This section also spatially represents the desired state of the reserve in the form of a 

use zone map for the reserve. 

STRATEGIC IMPLEMENTATION FRAMEWORK 

This section defines how the vision and the objectives will be delivered. It details the 

key management guidelines and management actions for six thematic areas (Key 

Performance Areas): biodiversity and heritage conservation; sustainable use; 

enforcement, security and access control; infrastructure and equipment (operations); 

stakeholder involvement; and administration and planning. 

RESOURCING AND GOVERNANCE FRAMEWORK 

This section describes the: (i) governance arrangements for decision-making; (ii) roles 

and responsibilities of affected institutions and stakeholders; (iii) the projected staffing 

requirements; and (iv) the projected funding requirements for the implementation of 

the SP. 

1.3 The steps in preparing the Strategic Plan 

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

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

STEP 

STEP 1: Data collection, 

background research 

and site visit. 

STEP 2: Establishment 

of a Reserve Planning 

Team (RPT). 

STEP 3: Identification 

of the reserve values. 

STEP 4: Deciding on the 

desired state for the 

reserve. 

STEP 5: Development 

of an action plan for 

the reserve. 

STEP 6: Preparation of 

the first draft of the SP 

for the reserve. 

PURPOSE OF STEP 

To collect, collate and review the contextual reserve information that 

informs the reserve management planning process. 

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

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

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

benefits. 

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

reserve (vision, objectives and use zone plan). 

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

desired state for the reserve. 

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

of the SP. 


Table 1 (contd.): 

The eight basic steps taken in preparing the Strategic Plan of the D’Nyala Nature Reserve 

STEP 

STEP 7: Stakeholder 

consultation. 

STEP 8: Revision of the 

SP to include 

comments and 

recommendations from 

the RPT and other 

stakeholders. 

PURPOSE OF STEP 

To create an opportunity for the RPT, and later the general public and other 

stakeholders/interested parties, to review and comment on iterative drafts 

of the SP. 

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

RPT and other stakeholders/interested parties and the public. 


2. CONTEXTUAL FRAMEWORK 

2.1 Location 

The D’Nyala Nature Reserve (D’NNR) is located in the Waterberg District of Limpopo Province, South 

Africa. It is located approximately 15 km to the south-east of Lephalale and 170 km to the north-west 

of Polokwane, en route to Botswana (Figure 2). 

The D’NNR covers a total area of 7 967.625 ha 2 and is located on portions of the following properties: 

the farm Bismark No. 547 LQ, the farm Buffelshoek No. 548 LQ, the farm Cremetardfontein No. 563 LQ, 

the farm Houtboskloof No. 561 LQ, the farm Leenie No. 531 LQ, the farm Peveril No. 546 LQ, the farm 

Witbank No. 549 LQ and the farm D’Nyala No. 675, the latter which was added to the reserve after its 

proclamation (Figure 3). 

The D’NNR was originally named after the Nyala Berry Tree, which occurs in large numbers in the area. 

Figure 2: Regional location of the D’Nyala Nature Reserve. 

2 Actual size of the D’NNR at present, as confirmed by LEDET. 


Figure 3: Locality map of the D’Nyala Nature Reserve. 


2.2 Legal Status 

The D’NNR (excluding the property D’Nyala No. 675) was initially proclaimed as the Huwi 1 Private 

Nature Reserve on 25 July 1967 in terms of the Transvaal Game Ordinance, 1949 (Ordinance No. 23 of 

1949) and the Transvaal Native Flora Protection Ordinance, 1940 (Ordinance No. 9 of 1940). Both of 

these Ordinances were repealed by the Transvaal Nature Conservation Ordinance, 1967 (Ordinance No. 

17 of 1967), which, in turn, was repealed by the Transvaal Nature Conservation Ordinance, 1983 

(Ordinance No. 12 of 1983). The latter Ordinance was repealed by the Limpopo Environmental 

Management Act, 2003 (Act No. 7 of 2003), which is still effective today. Each one of the 

aforementioned repealing laws made provision for the preservation of the actions taken under the 

repealed legislation, i.e. also the proclamation of private nature reserves. 

A section of the D’NNR is currently still officially proclaimed as the Huwi 1 Private Nature Reserve and, 

as far as could be established, the section of the reserve that was added in 1981, namely the property 

D’Nyala No. 675, has not yet been officially proclaimed as part of the reserve. This implies that only the 

former Huwi 1 Private Nature Reserve currently falls under the legal protection of the National 

Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) (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 activities 3 

NATIONAL LEGISLATION 

National Environmental Management Act, 1998 (Act No. 107 

of 1998) (NEMA); 

National Environmental Management: Biodiversity Act, 2004 

(Act No. 10 of 2004) (NEMBA); 

National Environmental Management: Protected Areas Act, 

2003 (Act No. 57 of 2003) (NEMPAA); 

National Environmental Management: Waste Act, 2009 (Act 

No. 58 of 2009) (NEMWA); 

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

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

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

of 1983) (CARA); 

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

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

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

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

(NVFFA); 

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

(NHRA); 

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

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

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

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

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

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

(OHSA); 

National Building Regulations and Building Standards Act, 

1977 (Act No. 103 of 1977) (NBRBSA); 

PROVINCIAL AND LOCAL LEGISLATION 

Limpopo Environmental Management 

Act, 2003 (Act No. 7 of 2003); 

Limpopo Tourism Act, 2009 (Act No. 2 

of 2009); 

Lephalale Local Municipality: Water 

Supply and Sanitation Services By-laws, 

2011 (Local Authority Notice No. 223); 

Lephalale Local Municipality: Waste 

Management By-laws, 2011 (Local 

Authority Notice No. 216); and 

Lephalale Local Municipality: Building 

and Drainage By-laws. 

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


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). 

2.3 Institutional arrangements 

The Huwi 1 Private Nature Reserve (also known as the D’NNR) was purchased by the State on 3 

February 1986 and is currently still State owned. The Limpopo Department of Economic Development, 

Environment and Tourism (LEDET) and the Limpopo Tourism Agency (LTA) are directly responsible for 

the conservation and tourism management, respectively, of the D’NNR. 

Table 3 details the current staff complement of the D’NNR. 

2.4 Reserve description 

2.4.1 History 

Table 3: The current staff complement of the D’Nyala Nature Reserve 

POST 

NUMBER 

Reserve Manager 1 

Administrative Clerk 2 

Field Ranger 16 

General Assistants: 

Hospitality; 

Grounds; 

7 

Maintenance; and 

Cleaning. 

Total 26 

The properties included in the Huwi 1 Private Nature Reserve (refer to Sections 2.1 and 2.2) were 

mainly used for cattle farming up until 1966. The potential value of these properties in terms of game 

farming was, however, realised by the then owners, directors of Huwi (Pty) Ltd.; which led to the area 

being proclaimed as a private nature reserve in 1967. 

After the proclamation of the Huwi 1 Private Nature Reserve, it was sold to a Mr D.C.J. Jonker in 1981, 

who then proceeded to add a consolidated property, later registered as the farm D’Nyala No. 675, to 

the reserve. Mr Jonker was declared insolvent after developing the property extensively, resulting in 

the reserve being sold to the State in 1985. 

The State’s interest in the Huwi 1 Private Nature Reserve was based on the proposed development of a 

new tarred road between Lephalale and Vaalwater (the P198-1). The development of this road through 

the reserve would save the State running costs of up to R8 million. 

The D’NNR is referred to as the original “bosberaad” (or bush conference) centre, based on the fact that 

it was used for hosting high level cabinet meetings of the former apartheids-government of South Africa 


prior to the first democratic elections of 1994. At the beginning of his presidency in 1989, former 

President F.W. de Klerk took his entire cabinet, plus a group of officials and advisors, to the D'NNR for a 

two-day “bosberaad”. This conference involved discussions about policy development and strategies 

for change within the old South Africa. On 2 February 1990, a mere two months after this first bush 

conference, De Klerk announced the coming release of hundreds of political prisoners, including Nelson 

Mandela, and the legalization of black liberation organizations that had been outlawed for 30 years. He 

also proclaimed his then government's willingness to end apartheid and to negotiate a new constitution 

to the benefit of all South Africans. 

Over the next four years De Klerk returned to the D’NNR seven more times with various officials in 

order to work out solutions for crises that arose during the negotiation processes. In December 1992 

and January 1993, for example, government officials and members of the African National Congress 

(ANC) met at the D’NNR for two more bush conferences. It was after these meetings that the 

government and the ANC began formally working on the new constitution that would lead to South 

Africa's first democratic elections in April 1994. 

2.4.2 Climate 

The D’NNR receives an average annual rainfall of 421 mm per year, the bulk of which is received during 

the wet summer months. July and August are the months with the lowest average monthly rainfall 

figures (both at 0.38 mm per month), while December has the highest average monthly rainfall (118 

mm per month) (Figure 4). 

The monthly average maximum temperatures for the reserve ranges from 24°C in July to 35°C in 

February, while the region is coldest during July, when temperatures drop to an average of 4°C at night 

(Figure 4). 

Figure 4: Graph illustrating monthly averages for rainfall and minimum/maximum temperatures for the D’Nyala Nature 

Reserve (Witpoort Weather Station: Latitude: 23.3324°S; Longitude: 28.0073°E; Altitude: 819 m above sea level). 

2.4.3 Topography 

The northern and eastern sections of the D’NNR are dominated by gently undulating plains sloping in a 

northerly direction towards the Tamboti River, which forms the north-eastern boundary of the reserve 

(Figure 3). 


The presence of hills and koppies characterizes the southern and western sections of the reserve. The 

area of highest elevation within the reserve occurs in this area at 1077 m above sea level. The lowest 

point within the reserve is located directly to the east of this point of highest elevation, at 825 m above 

sea level (Figure 3). 

2.4.4 Geology and soils 

2.4.4.1 Geology 

The geology of the D’NNR varies greatly and comprises of sandstone, siltstone and mudstone of the 

Clarens Formation, as well as of the Matlabas Subgroup. Conglomerates and shale of the Kransberg and 

Matlabas Subgroups are also present at the reserve. In addition to this, gneiss, metasediments and 

metavolcanic rocks of the Malala Drift Group, Beit Bridge Complex, as well as granite of the Lebowa 

Granite Suite can be found in the area. 

2.4.4.2 Soils 

A variety of soil forms occur in the D’NNR and can generally be grouped according to the vegetation unit 

it supports. 

Soils associated with Waterberg Mountain Bushveld are dystrophic and acidic sandy, loamy or gravelly. 

Soils associated with Roodeberg Bushveld are sandy oxidic soils with a red-yellow apedal and high base 

status that is dys- or mesotrophic. 

Soils associated with Limpopo Sweet Bushveld are calcrete and surface limestone layers, brownish 

sandy clayey-loamy soils on the plains and low-lying areas and shallow, gravelly, sandy soils on the 

slightly undulating areas. Localised areas of black clayey soils and Kalahari sands also occur. 

2.4.5 Drainage and Hydrology 

The D’NNR forms part of the Limpopo River System and is associated with two perennial rivers, namely 

the Tamboti River (classified as Critically Endangered) and the Mokolo River (classified as Endangered). 

The Tamboti River is located along the north-eastern boundary of the reserve, while the Mokolo River is 

found along the south-western border. A number of drainage lines occur throughout most parts of the 

reserve and eventually converge into the Tamboti and Mokolo Rivers. 

The Tamboti Floodplain, an area recognised for its high ecological diversity, borders the D’NNR. 

In the lower regions of the Mokolo River, the surrounding areas are dominated by sandy runs and pools 

that are densely vegetated with Phragmites mauritianus. The areas adjacent to the Mokolo River has 

been identified as a Freshwater Ecosystem Priority Area (FEPA). 

Sand mining occurs along the Mokolo River just beyond the boundary of the D’NNR, in the lower 

sections of the river, where it enters the Limpopo Floodplain. As a result, riverine vegetation is being 

removed, which in turn modifies the river banks, leads to increased erosion and has a negative impact 

on the aquatic ecosystems which are dependent on the vegetated pools in times of low or no flow. 


2.4.6 Vegetation 

2.4.6.1 Vegetation Types 

The vegetation of the D’NNR comprises three Central Bushveld vegetation units of the Savanna Biome, 

as well as an Alluvium Vegetation (Inland Azonal Vegetation) unit (Figure 5). 

Figure 5: Vegetation map of the D’Nyala Nature Reserve. 

Subtropical Alluvial Vegetation 

The vegetation comprises an intricate complex of aquatic macrophytes, marginal reed beds, and 

extensive flooded grasslands, ephemeral herblands and riverine thickets (Figure 5). 

The aquatic macrophytes are represented by Ceratophyllum demersum and Ottelia exserta. The reed 

beds comprise Phragmites australis and P. mauritianus. The flooded grasslands and ephemeral 

herblands are dominated by Cyperus articulatus, Cynodon dactylon, Echinochloa pyrimidalis and 

Urochloa mossambicus with Alternathera sessilis, Amaranthus praetermissus and Marsilea 

ephippiocarpa, amongst others. 

The riverine thickets are dominated by Acacia robusta, Boscia foetida, Combretum erythrophyllum, 

Ziziphus mucronata and Salix mucronata subsp. woodii (small trees); Salvadora angustifolia, Grewia 

bicolor and Gymnosporia senegalensis (all tall shrubs); Justicia flava and Ocimum cana (low shrubs); 

Eragrostis trichophora, Panicum maximum, Setaria incrassata and Chloris virgata (all grasses); and 

Commelina benghalensis, Abuliton austro-africanum, Heliotropum ovalifolium and Ruellia patula (all 

herbs). 


Waterberg Mountain Bushveld 

This variable vegetation unit (Figure 5) grades from Faurea saligna-Protea caffra bushveld on higher, 

more mesic slopes through to broad-leaved deciduous bushveld dominated by Diplorhynchus 

candylocarpon on the rocky mid- and footslopes with Burkea africana-Terminalia sericea savanna in the 

valleys, as well as on deeper sands of the plateaus. This unit has a moderately to well-developed grass 

layer dominated by, amongst others, Loudetia simplex, Schizachyrium sanguineum and Trachypogon 

spicatus. 

Roodeberg Bushveld 

This unit (Figure 5) varies from short closed woodland to tall open woodland. The grass layer is poorlydeveloped. 

The tree and shrub component comprises, amongst others, Acacia burkei, A. nigrescens, A. 

robusta and Sclerocarya birrea subsp. caffra (tall trees); A. tortilis subsp. heteracantha, Combretum 

apiculatum, Kirkia accuminatum, Terminalia sericea and Ziziphus mucronata (small trees); Dichrostachys 

cinerea, Grewia flava and Euclea crispa (tall shrubs); and Commiphora africana, Melhania acuminata 

and Sida cordifolium (all small shrubs). The grass layer is dominated by Aristida canescens, Chloris 

virgata, Digitaria eriantha and Panicum maximum, amongst others. 

Limpopo Sweet Bushveld 

A short open woodland comprising Acacia robusta and A. burkei (tall trees); A. erubescens, A. nilotica, 

Albizia anthelmintica, Combretum apiculatum and Terminalia sericea (small trees); Dichrostachys 

cinerea, Cataphractes alexandri, Rhigozum obovatum, Cadaba aphylla Ehretia rigida and Grewia flava 

(tall shrubs); Acacia tenuispina, Commiphora Africana and Gossypium herbaceum subsp. africanum (low 

shrubs); Digitaria eriantha, Enneapogon cenchroides, Panicum coloratum and Schmidtia 

pappophoroides (grasses); Hemizygia elliottii, Harpagophytum procumbens and Indigofera daleoides 

(herbs); and Kleinia fulgens and Plectranthus neochilus (succulent herbs) (Figure 5). 

2.4.6.2 Species of Conservation Concern 

Table 4 lists plant species of conservation concern known to occur in the D’NNR area 4 . 

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

PLANT SCIENTIFIC NAME 

Combretum petrophilum 

Acacia erioloba 

Adenia gummifera var. gummifera 

Cassipourea malosana 

Ilex mitis var. mitis 

IUCN STATUS 

Rare 

Declining 

Declining 

Declining 

Declining 

2.4.7 Fauna 

The potential of the D’NNR area as a game reserve was recognised early on in its history. Although 

cattle farming took place in the area historically, it was soon discovered that this was not viable and the 

area was proclaimed as the Huwi 1 Private Nature Reserve (Section 2.4.1). During this time game 

species such as Sable Antelope, Giraffe, Tsessebe, Nyala, White Rhinoceros, Blue Wildebeest, 

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

South Africa (POSA) database. The POSA includes a database of all plants recorded by means of voucher specimens lodged with one of the 

recognised herbaria in South Africa. The actual occurrence of these species will, however, need to be ground-truthed as part of KPA 1: 

Biodiversity and Heritage Conservation (Objective 1.5). 


Hartebeest, Gemsbok, Blesbok, Eland, Zebra and Ostrich were sourced from various locations and 

introduced to the area. Zoo lions were later also introduced to the area for trophy hunting purposes. 

As a result of the abundance of suitable habitats, the numbers of the introduced game species 

increased rapidly. The ecological carrying capacity of the reserve was quickly exceeded, resulting in the 

trampling and overgrazing of the veld. In 1981, a drought exaggerated this problem and the land was 

sold. The new owner increased the size of the reserve and, despite the poor condition of the veld, 

introduced additional numbers of Hartebeest, Gemsbok, Blesbok and Giraffe during 1982/3. 

The over-stocked state of the reserve was recognised by a regional ecologist, who proposed that small 

numbers of Blesbok, Gemsbok, Kudu, Impala and Waterbuck be removed, which was subsequently 

done. A total of 1 300 animals were made available for hunting (trophy hunting activities in the area 

included the hunting of Bushbuck, Duiker, Eland, Gemsbok, Klipspringer, Kudu, Nyala, White 

Rhinoceros, Impala, Red Hartebeest, Zebra, Steenbok and Waterbuck), while a large number of animals 

were also captured and sold. 

In recent years, much progress has been made in the management of the D’NNR, its game and veld. 

The area currently boasts a wealth of grazers, browser and mega-herbivores. A game count conducted 

in 2010 recorded sightings of Giraffe, Leopard, Brown Hyena, White Rhino and Tsessebe. The reserve 

also has a medium-high diversity of mixed feeders such as Bush Pig, Impala, Nyala, Steenbok, Gemsbok 

and Common Duiker. 

Two mammal species of conservation concern can be found on the reserve. The White Rhinoceros is 

currently listed as Endangered in the IUCN Red List of Threatened Species and is threatened largely as a 

result of poaching activities. The Leopard is classified as Near Threatened according to the IUCN Red 

List of Threatened Species. 

There is currently no detailed database regarding the diversity of bird, reptile and amphibian species of 

the D’NNR. 

2.4.8 Heritage Resources 

A number of graves of the Sipra Majadibodu community are located within the borders of the D’NNR. 

Detailed information on the heritage resources of the reserve is, however, not currently available. 

2.4.9 Reserve Infrastructure 

There are two entrance points to the D’NNR along the Vaalwater Lephalale road (R33), one of which is 

the main reserve entrance gate and the other which is used by management staff only. Four additional 

service gates also provide access to the reserve for management purposes. A gate house is situated at 

the main reserve entrance gate. 

The D’NNR is completely fenced-in. The boundary fence of the reserve is currently in a good condition, 

except for sections along the south-western boundary and the eastern boundary that runs along the 

Tambotie River, which are in a fair to poor condition. Fencing is also in a poor condition along the R33. 

The boundary fence along the western boundary of the reserve consists of a cattle fence with a height 

of 1.5 m, while the remaining boundary fence consists of game fencing with a height of 2.4 m. 

An extensive road network has been developed within the D’NNR, which consists of the provincial 

Vaalwater Lephalale road (R33), which traverses the reserve; a number of tourist roads; plus numerous 

management tracks. All of these roads are currently in a good condition and can be accessed via 

normal sedan vehicle. 


The signage leading to the D’NNR is inadequate in places and is currently in a fair condition. 

The reserve has a number of tourist accommodation facilities available, including VIP suites, four brick 

self-catering double storey chalets and eight timber chalets, all of which are in a good condition. 

Tourism accommodation facilities are located within the tourism rest camp, which is located 

approximately 5 km from the main reserve gate in an easterly direction. A conference centre that can 

accommodate up to 50 people is also available at this camp, as well as a swimming pool and a lapa. The 

lapa area is currently in a fair condition. The tourism rest camp of the D’NNR is not currently 

operational. 

A total of 25 staff accommodation units are located within the D’NNR, all of which are in a fair 

condition. The majority of staff houses (18) are located within a ‘staff compound’ near the Tambotie 

River. 

The administrative hub of the D’NNR consists of an office block with a reception building and seven 

offices, all of which are in a moderately good condition. These buildings are located at the main camp 

of the reserve. 

A picnic site is located next to the main reserve entrance gate and consists of a number of concrete 

benches and tables. This picnic area is equipped with two ablution facilities, both of which are in a fair 

to good condition. 

Two game viewing hides with ablution facilities are located within the D’NNR. Both of these structures 

are currently in a poor condition. 

Three patrol huts are located within the D’NNR, all of which are in a fair condition. None of these huts 

are, however, currently in use. 

Two quarries, a shooting range, and a landing strip are all located within the reserve boundaries, but are 

no longer in use. 

Storage facilities currently used by reserve management consist of two buildings (one brick building 

with two rooms and one warehouse) that are located next to the Mokolo River. Both of these 

structures are currently in a poor condition. 

Two pump houses are located within the D’NNR, both of which are located in the western section of the 

reserve, near the Mokolo River. These pump houses are located approximately 3 km apart and are 

currently in a good condition. 

A total of eight boreholes are located within the D’NNR. Two of these boreholes (one of which is 

located in the eastern section of the reserve and one in the western section) are currently operational 

and in a good condition. The remaining six boreholes are in a very poor condition and not currently 

operational. Two of these boreholes are located in the eastern section of the reserve and the remaining 

four in the western section. 

One petrol tank is located near the tourist camp. The main petrol and diesel storage facility of the 

D’NNR is, however, located near the Mokolo River. 

A slaughter house with refrigeration facilities is located next to the reserve office. These structures are 

currently in a good condition and still in use. 


2.5 Local and Regional Planning 

The D’NNR is located within the Lephalale Local Municipality, which forms part of the Waterberg District 

Municipality. 

The Waterberg District Municipality IDP for the period 2011/2012 acknowledges the value of the 

reserve as a protected area within the Waterberg District. 

The IDP of the Lephalale Local Municiplaity for the period 2012/2013 mentions that the D’NNR was 

acquired in 1986 to allow for the construction of the Vaalwater Lephalale road (R33), which traverses 

the reserve. The IDP also makes mention of the bushveld plains, broad floodplain areas and large 

specimens of Baobab and Nyala Berry Tree found within the reserve, all of which contribute to the 

reserve’s scenic value and its value as a recreation and tourism resource within the municipality. 

2.6 Strengths, Weaknesses, Opportunities and Threats 

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

D’NNR. 

Table 5: Key strengths, weaknesses, opportunities and threats identified for the D’Nyala Nature Reserve 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

KEY STRENGTHS 

The reserve is located in a malaria free area. 

Beautiful scenery including the Tambotie River Floodplain and Mokolo River. 

An important bird sanctuary has been formed on the eastern boundary of the reserve by the bush 

veld plains extending into the Tamboti River Floodplain. 

High soil fertility and veld diversity allow for the support of a high animal diversity. 

Well-functioning tourism facilities and good infrastructure. 

Good road system and accessibility. 

KEY WEAKNESSES (ISSUES & CHALLENGES) 

Ageing staff complement. 

Lack of maintenance of equipment and vehicles. 

Centralised budget. 

Shortage of skilled staff. 

The middle management staff gap between the reserve manager and the field rangers will need to 

be occupied by senior field rangers and conservation managers. 

Only a portion of the reserve has been officially proclaimed as a protected area and therefore falls 

under the legal protection of Section 12 of NEMPAA. 

The fence is in a bad condition along the Witkop road. 

OPPORTUNITIES 

Tourism expansion and upgrading of facilities. 

Opportunities to be included as part of the Waterberg Biosphere Reserve. 

THREATS 

Bush encroachment. 

Rhino poaching. 

Overstocking. 

The occurrence of accidental fires. 

The occurrence of Illegal activities, up and down stream, of the Mogol River. 

Erosion within localised areas of the reserve. 


3. STRATEGIC OBJECTIVES FRAMEWORK 

3.1 Purpose 

Previous owners of the properties on which a portion of the D’NNR is located, realised its potential 

value in terms of game farming and had the area proclaimed as a private nature reserve in 1967 

(Sections 2.2 and 2.4.1). The State’s interest in this reserve was based on the proposed development of 

a new tarred road between Lephalale and Vaalwater (the P198-1) through the reserve – a development 

that would save the State running costs of up to R8 million. In addition, the reserve also represented an 

Acocks veldtype that was not under formal protection at that stage, as well as a wetland and ridges, 

which made for diverse habitats. The D’NNR was also identified by the State as an area suitable for the 

introduction of Black Rhinoceros and the breeding of Tsessebe. 

In present times, the value of the D’NNR as a conservation area can also be attributed to the following: 

 

 

 

 

 

 

 

It is home to a combined total of 15 threatened amphibian, bird, mammal and/or reptile 

species. 

It contains portions of one hardly protected vegetation unit (Limpopo Sweet Bushveld) and two 

poorly protected vegetation units (Roodeberg Bushveld and Waterberg Mountain Bushveld). 

It was earmarked for expansion by the National Protected Area Expansion Strategy as part of 

the Limpopo Central Bushveld area. 

It is dissected by the endangered Mokolo River. 

It contains areas that are classified as highly significant in terms of Critical Biodiversity 

Importance. 

It forms part of the Waterberg Biosphere Reserve and is therefore of international importance. 

It is regarded as having a high income potential. 

3.2 Reserve Values 

The following key values of the D’NNR were identified by the Reserve Planning Team (RPT): 

 

 

 

KEY RESERVE VALUES 

The D'NNR played host to a series of key government meetings, and negotiations between the 

apartheid government and the ANC, ultimately resulting in the later establishment of a democratic 

South Africa. 

The floodplains of the Tamboti River provide excellent opportunities for game and bird viewing. 

The reserve is the southern-most habitat of the Baobab. 

3.3 The Reserve Vision 

The vision of the reserve describes the overall long-term goal for the operation, protection and 

development of the D’NNR. The following vision was developed by the RPT: 


VISION 

We see a reserve that contributes to the effective conservation of the Bushveld 

habitats of the Waterberg plateau and the Mokolo and Tambotie River 

floodplains. 

Further, we see a reserve that generates sufficient income for the ongoing 

conservation of these habitats - and the diverse species they support - from the 

provision of affordable, high quality nature-based recreational and tourism 

products and services. 

3.4 Key Performance Areas and Objectives 

The RPT identified 24 Objectives for the D’NNR. Collectively these objectives will contribute to realising 

the Vision for the reserve. These objectives have been grouped into six Key Performance Areas (KPAs), 

as follows: 

KEY PERFORMANCE 

AREA (KPA) 

KPA 1: 

Biodiversity and 

Heritage 

Conservation 

KPA 2: 

Sustainable Use 

KPA 3: 

Enforcement, 

Security and Access 

Control 

KPA 4: 

Infrastructure and 

Equipment 

(Operations) 

OBJECTIVES 

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

indigenous fauna in the D’NNR. 

1.2 Implement an integrated fire management programme in the D’NNR. 

1.3 Contain the spread, and impacts, of invasive alien plants and bush 

encroachment in the D’NNR. 

1.4 Protect the heritage resources of the D’NNR. 

1.5 Update key baseline information, and develop and maintain a targeted 

research and monitoring program, to guide biodiversity management in 

the D’NNR. 

2.1 Construct, upgrade and maintain day visitor and overnight visitor buildings 

and infrastructure in the D’NNR. 

2.2 Develop, deliver, maintain and market a diverse range of tourism and 

recreational services for visitors to the D’NNR. 

2.3 Develop and implement a focused and cost-effective awareness-raising 

and educational programme for the D’NNR. 

2.4 Facilitate the sustainable use of natural resources in the D’NNR. 

2.5 Manage and mitigate the environmental impacts of conservation 

management, tourism and recreational use in the D’NNR. 

3.1 Secure the boundaries of, and maintain controlled access to, the D’NNR. 

3.2 Sustain an effective law enforcement and compliance capacity in the 

D’NNR. 

4.1 Develop and maintain the road, track and footpath network in the D’NNR. 

4.2 Construct, maintain and upgrade the bulk services infrastructure in the 

D’NNR. 

4.3 Construct, upgrade and maintain administrative, staff and operational 

buildings and infrastructure in the D’NNR. 

4.4 Acquire and maintain operational equipment and vehicles for the D’NNR. 


KPA 5: 

Stakeholder 

Involvement 

KPA 6: 

Administration and 

Planning 

5.1 Establish and maintain a representative and functional Management 

Committee to guide the planning, development and management of the 

D’NNR. 

5.2 Develop and implement effective mechanisms for ongoing 

communications with local stakeholders and neighbouring communities. 

5.3 Actively participate in local and regional conservation and socio-economic 

development initiatives that may affect or benefit the D’NNR. 

5.4 Identify, and enable access to, employment, empowerment and capacity 

building opportunities for local communities. 

6.1 Secure the legal tenure of, and management authority for, the D’NNR. 

6.2 Maintain an adequately equipped, resourced and trained staff 

complement for the D’NNR. 

6.3 Institute and maintain an effective administrative and planning capability 

in the D’NNR. 

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

D’NNR and its ongoing management. 

3.5 Zonation 

Based on available information, and in consultation with the RPT, a Use Zone Map (UZM) is presented 

as a broad overarching medium-term spatial planning framework for D’NNR (Figure 6). 

The UZM indicates the extent and location of suitable visitor use zones for the reserve, with 

management guidelines and broad conservation and tourism infrastructural requirements designated 

for each use zone. 

Annexure 1 describes the objectives, characteristics, uses and management guidelines for each of the 

use zones shown in the UZM in Figure 6. 


Figure 6: Use Zone Map for the D’Nyala 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 them. 

The guiding principles are the norms and standards by which the management team of the D’NNR 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 

HIGH 

MEDIUM 

LOW 

PRIORITIES 

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

secured to implement these actions. 

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

delayed because of limited funds or resources. 

Constitutes good management practice, but not necessarily critical or important to 

reserve management effectiveness. Implementation may be dependent on the 

availability of external funding or support. 

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

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


KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION 

Guiding principles for reserve management 

Fauna 

# GUIDING PRINCIPLE 

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

relating to wildlife management: 

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 

1 


Technical management guidelines and procedures for the introduction of mammals 

into provincial nature reserves (2008); 

Policy on the donation of game from state-owned nature reserves to Historically 

Disadvantaged Individuals (HDIs) in the wildlife industry; 

Provincial directive on the control and management of damage-causing wild animals 

in Limpopo Province; and 

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

2 

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

functioning of the reserve. 

3 

4 

5 

6 

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

supporting habitats in the reserve. 

A regular programme for monitoring the veld condition, the animal numbers and the physical 

condition of animals must be in place to ensure that the ecological capacity of the reserve is 

not exceeded. 

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

not causing the ecological degradation of the reserve. 

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

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

damage-causing animal in, or escaping from, the reserve. 

Fire 


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

2 

3 

Unplanned wildfires that occur in areas where they could have undesirable ecological effects, 

threaten reserve infrastructure or threaten neighbouring properties shall be suppressed or 

controlled wherever possible. 

Unplanned wildfires that occur in reserve areas where they do no ecological harm and/or 

threaten properties may be allowed to burn, provided that safety concerns are not 

compromised. 


4 

5 

6 

Fire protection measures and resources (equipment, trained personnel, firebreaks, etc.) must 

be maintained and effective in the reserve at all times. 

The reserve management shall, wherever possible, establish partnerships with neighbours 

and other role-players through agreements and/or membership of FPAs. 

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 


1 

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

relevant sections of CARA (as amended). 

2 

3 

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

most cost-effective and environmentally friendly methods. 

While active bush encroachment control measures (mechanical, fire, biological, chemical) 

shall be adopted in the reserve in the short-term, the primary long-term management 

objective is sound veld management practices (conservative wildlife stocking rates, natural 

patch burn regimes, adequate water provision and soil conservation). 

Heritage resources 


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

Biodiversity inventory, research and monitoring 


1 


relating to monitoring: 

Guideline for monitoring of climate and maintenance and establishment of climaterelated 

infrastructure on provincial nature reserves (12/6/12/7/2). 

2 

The collection of baseline information, support for research projects and the ongoing 

implementation of monitoring programmes shall be focused on, and directed towards, 

supporting operational planning and decision-making in the reserve. 


Management actions and targets 

KPA 1: Biodiversity and Heritage Conservation 

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

Management action Priority Management targets Key performance 

indicators 

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

All wildlife stocking Carrying capacity of 

D’NNR. 

densities contained vegetation (based on 

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

at levels below the VCA) vs. Large and 

aerial game census (during late winter). 

ecological capacity of medium-sized game 

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

the vegetation. counts (based on 

current veld condition assessment (VCA) and the stocking rates 

game census). 

determined in the Wildlife Management Programme, annually determine 

and implement the culling/capture requirements for medium-sized and 

large game species. 

(iv) Maintain and implement the water provision requirements for game 

species, as described in the Wildlife Management Programme, with a 

focus on reviewing the existing water provision system to determine the 

number of water points that can be closed down; improving the 

accessibility to required water troughs; and repairing water pipelines. 

(v) Under direction of the Wildlife Management Programme, and in 

consultation with wildlife specialists, implement any wildlife restocking or 

new introductions that may be required, as well as the eradication of 

unwanted species, such as Nyala. 

(vi) Under direction of the Wildlife Management Programme, and in 

consultation with specialists, initiate a program of horn micro-chipping 

and ear notching in the White Rhinoceros population. 

(vii) Assess, and implement, environmentally friendly measures (e.g. 

baboon-proof dustbins, improved waste management) to reduce the 

impacts of any damage-causing and problem animals (notably Chacma 

Baboon and Vervet Monkey). 

Responsibility 

LEDET (Biodiversity 

Unit) 


Unit) 


Unit); Reserve 

Manager 

Reserve Manager 


Unit) 


Unit) 


Time frame 

1 2 3 4 5 


Objective 1.2: Implement an integrated fire management programme in the D’NNR 


indicators 

(i) Prepare a simple, functional Integrated Fire Management Programme 

Fires in the reserve 

for the D’NNR. 

do not have 

(ii) Under the direction of the Fire Management Programme, maintain a 

undesirable 

system of perimeter fire breaks and fire breaks around key infrastructure 

ecological effects, 

(tourism camp, administrative facilities and staff housing). 

threaten reserve 

(iii) Ensure that all reserve management staff are adequately trained and 

infrastructure or 

equipped (protective clothing, knapsacks, fire beaters, etc.) to implement 

threaten 

the Fire Management Programme. 

neighbouring 

properties. 

(iv) Under the direction of the Fire Management Programme, annually 

implement controlled block burning in the priority management blocks 

(depending on the amount of dry material available). 

(iv) Establish and maintain formal and informal partnerships with 

neighbours, the WBR and fire management agencies (e.g. Waterberg 

District Municipality, Lephalale Local Municipality, Lephalale FPA, 

Working on Fire/FFA) to improve the capacity of the reserve to 

implement the Fire Management Programme. 

(v) Install and maintain basic fire protection measures (e.g. fire 

extinguishers, fire hoses and/or roof sprinklers) in all affected tourism, 

administrative and staff accommodation buildings. 

(vi) Maintain, in accordance with the requirements of the Fire 

Management Programme, records of all control burns and wild fires 

occurring in the reserve. 

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). 

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


indicators 

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

infestations occurring in the reserve (incl. Prickly Pear and Queen-of-the- 

Night). 

(ii) Monitor the extent, spread and impacts of Rubber Vine along the 

Mokolo River, and evaluate the efficacy of different treatment options for 

containing its expansion (notably during periods of flooding). 

(iii) Map, and annually monitor, the extent and density of areas in the 

No seeding invasive 

alien plants. 

No further spread, or 

densification, of bush 

encroachment. 

Extent, by density, of 

invasive alien plants. 

Extent, by density, of 

bush encroachment. 



Unit) 




Regional Manager; 


Tourism Manager 






Manager 


Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


eserve subject to unacceptable levels of bush encroachment. 

(iv) Implement an annual programme of mechanical and chemical control 

(~80-100ha/year) to contain the further spread, densification and impacts 

of bush encroachment. 

(iv) Evaluate the cost-effectiveness of control burning to control the 

impacts of bush encroachment. 

Objective 1.4: Protect the heritage resources of the D’NNR 


indicators 

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

Heritage resources State (using a grading 

inventorize the heritage resources of the reserve. 

documented, and system) of heritage 

(ii) Maintain the known grave sites located within the reserve, and 

properly maintained. resources. 

facilitate controlled access to these grave sites (on request). 


Manager 




Manager 




Time frame 

1 2 3 4 5 

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

the D’NNR 


indicators 

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

n/a 

requirements for baseline information, research and monitoring. 

(ii) Collect key baseline biodiversity data and research information for the 

reserve, including: vegetation community and species mapping; faunal 

species data and wildlife population profiles; wildlife carrying capacities 

of the reserve; optimal stocking rates of wildlife; fire history; optimal fire 

regimes for the reserve; state of bush encroachment; and state of riverine 

ecosystems. 

(iii) Develop, implement and/or maintain key biodiversity monitoring 

activities in the reserve, including, inter alia: vegetation monitoring (VCA); 

White Rhinoceros population monitoring; state of bush encroachment; 

climate data; water quality data for the Mokolo and Tamboti rivers; and 

game counts. 

(iv) Facilitate access for external research institutions to implement the 

reserve’s priority research and monitoring requirements. 

Reserve database of 

managementoriented 

biodiversity 

information. 




Manager 



Manager 



Manager 



Time frame 

1 2 3 4 5 


(v) Maintain information from field patrol fauna and flora records. 

Manager 



KPA 2: SUSTAINABLE USE 


Tourism and recreation infrastructure and services 


1 

In developing and maintaining tourism and recreational infrastructure and services, the 

reserve shall obtain the necessary authorisation in terms of the relevant building, water, 

drainage, health, safety, waste, traffic and environmental Acts, Regulations and By-Laws. 

2 

3 

4 

5 

Tourism and recreational infrastructure and services developed within the reserve must be 

appropriate to the purpose for which the reserve has been proclaimed, and must not 

threaten its biodiversity or ecological function. 

Tourism and recreational infrastructure and services shall be developed in response to 

tourism market demands and opportunities within the reserve, and should be carefully 

assessed to determine its viability. 

Income derived from tourism and recreational services in the reserve shall be used to crosssubsidise 

the operational and conservation management of the reserve. 

The reserve shall partner with a wide range of tourism agencies to expand the marketing of 

the reserve’s tourism and recreational products. 

Marketing, awareness-raising and education 


1 

The reserve shall collaborate and cooperate with key local, regional and institutional partners 

to: (i) improve the awareness of the reserve, and its prospective uses, in local communities; 

and (ii) further develop the use of the reserve as a local educational resource for teaching 

institutions. 

Natural resource harvesting 


1 


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 


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 only 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 


1 

The reserve shall strive to continually improve its environmental management systems, 

through reducing or mitigating the environmental impacts of inter alia: administrative and 

visitor infrastructure; solid waste disposal; water supply and distribution systems; energy 

supply and distribution networks; sewage systems; and herbicide and fuel supplies. 



KPA 2: Sustainable Use 

Objective 2.1: Construct, upgrade and maintain day visitor and overnight visitor buildings and infrastructure in the D’NNR 


indicators 

(i) Prepare and adopt a Tourism and Recreation Master Plan for the 

SA Tourism Grading TGCSA grading criteria. 


Council of South 

(ii) Under the guidance of the Tourism and Recreation Master Plan; 

Africa (TGCSA) 3-star 

renovate and improve the equipping of the existing chalets, notably 

grading (Resort). 

the eight wooden chalets; and expand the overnight accommodation 

capacity from ~40 to at least 52. 

(iii) Review the cost-effectiveness of maintaining the ‘VIP Lodge’ and, 

if feasible, redesign and redevelop the lodge to increase the overall 

overnight visitor capacity for the reserve. 

(iv) Under the guidance of the Tourism and Recreation Master Plan, 

modernise and upgrade the conference facilities and services. 

(v) Under the guidance of the Tourism and Recreation Master Plan, 

develop and equip a restaurant (and linked bar and lapa) with a fully 

resourced kitchen facility that can service both regular overnight 

visitors and conference delegates. 

(vi) Under the guidance of the Tourism and Recreation Master Plan, 

upgrade, renovate and maintain the day visitor facilities in and around 

the designated picnic/braai site near the main gate. 

(vii) Assess the feasibility of developing an overnight 

camping/caravanning site within, or adjacent to, the current overnight 

facilities and, if feasible, initiate its development. 

(viii) Renovate and maintain the Tamboti and Kokkoriba hides (and 

associated ablution facilities) along the Tamboti River. 


LTA; LEDET (SONR) 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager; Regional 

Manager 

Tourism Manager; 


Time frame 

1 2 3 4 5 


Objective 2.2: Develop, deliver, maintain and market a range of tourism and recreational services for visitors to the D’NNR 


indicators 

(i) Develop and promote the use of the D’NNR as a small to mid-sized 

(~ 50 delegates) event (e.g. weddings, corporate functions) and 

conferencing facility. 

(ii) Under the guidance of the Tourism and Recreation Master Plan, 

facilitate controlled access to the reserve for other complementary 

recreational activities (e.g. bird watching, mountain biking, horse 

riding and hot-air ballooning). 

(iii) Under the guidance of the Tourism and Recreation Master Plan 

standardise, install and maintain directional and informational signage 

within and en route to the reserve. 

(iv) On the basis of user demand, appoint a private operator to 

provide a guided day and night game viewing and/or walking trails 

service for reserve visitors and conference delegates. 

(v) Maintain daily information about the reserve visitors and users 

(e.g. numbers/group, age category, gender, time of visit, length of 

stay, nationality, etc.) in a standardised corporate format. 

(vi) Conduct 2-yearly opinion surveys to assess the level of 

dissatisfaction and needs of the visitors/users. 

(vii) Continually provide updated information in the ongoing 

development of corporate, regional and provincial tourism marketing 

products and materials. 

(viii) Review, and improve, the efficiencies of the centralised booking 

system for the tourism and recreational services in the reserve. 

Increase in average 

occupancy rate 

(>50%) and duration 

of stay (>2 days). 

Daily visitor 

(day/overnight) 

numbers. 


LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

Reserve Manager; 





LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

LTA; Tourism 

Manager 

Objective 2.3: Develop and implement a focused and cost-effective awareness-raising and educational programme for the D’NNR 


indicators 


(i) Establish links with local primary, secondary and tertiary 

n/a n/a Regional Manager; 

educational institutions and networks in order to promote subsidised 

LEDET(Environment 

access to, and use of, the reserve and its facilities as an educational 

al Education 

and training resource. 

Directorate) 

(ii) Design, publish and distribute reserve-specific 

informational/interpretive displays (e.g. at the hides), brochures and 

LTA; Tourism 

Manager 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


pamphlets for reserve visitors and users. 

(iii) Develop and install interpretive display materials around the 

conference centre describing the key role of the reserve during the 

transition period from apartheid to democracy. 

Objective 2.4: Facilitate the sustainable use of natural resources in the D’NNR 

LTA; Tourism 

Manager 


indicators 


(i) Annually determine the live capture and/or culling requirements 

n/a n/a LEDET (Biodiversity 

for the reserve and oversee the implementation of any outsourced 


capture/culling activities. 

Manager 

(ii) Under the direction of the determined culling requirements, 


slaughter, store and sell (or donate) the meat from culled game to 

local communities and immediate neighbours. 

Time frame 

1 2 3 4 5 

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


indicators 

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

No extraneous 

n/a 

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

buildings, equipment 

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

and infrastructure in 

drought tolerant grass, etc.) during the renovation and upgrading of 


the tourism and recreational buildings and infrastructure, wherever 

this is cost-effective. 

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

remove all solid waste to the nearest municipal dump sites. 

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

unused buildings and foundations, old landing strips, old agricultural 

lands, old gravel pits, dumped materials, old equipment, old shooting 

range, old patrol huts and old fencing. 

(iv) Map all areas of localised erosion, and institute a structured 

program to stabilise and rehabilitate eroded areas. 


LTA; Tourism 

Manager 




Time frame 

1 2 3 4 5 


KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL 


Boundaries and access control 


1 


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); and 

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

2 

3 

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

maintained. 

All entry and exit points shall be properly managed to ensure that access to, and through, the 

reserve is effectively controlled at all times. 

Law enforcement and compliance 


1 

An adequately trained and suitably equipped field ranger complement shall be deployed in 

and around the reserve to, inter alia: control illegal activities; ensure the safety of visitors; 

monitor the activities of users and visitors; collect baseline information; and undertake basic 

maintenance of equipment and infrastructure. 



KPA 3: Enforcement, Security and Access Control 

Objective3.1: Secure the boundaries of, and maintain controlled access to, the D’NNR 


indicators 

(i) Ensure that all reserve visitor gates and management entry points 

The reserve assets Profile of reserve visitors 

are adequately staffed and administered. 

are secure. 

and users. 

(ii) Review, and implement, mechanisms that could provide for more 

The reserve visitors Incident record of illegal 

flexible entry and exit arrangements for overnight visitors without 

and users have access. 

compromising the conservation security of the reserve. 

equitable access to 

(iii) Complete the renovation of key sections of the reserve’s 

the reserve, and are 

perimeter fencing (i.e. along the Witkop road and sections of the 

safe from harm. 

Tamboti floodplain) to meet all the requirements of the LEDET 

Technical Guidelines and Procedures (TGP) for fencing. 

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


(v) Develop, and implement, mechanisms for subsidised entry for local 

community user and interest groups. 

(vi) Facilitate controlled access for external institutions undertaking 

relevant research and monitoring programs within the reserve. 

Objective 3.2: Sustain an effective law enforcement and compliance capacity in the D’NNR 


indicators 

(i) Ensure the provision of enforcement and compliance training (e.g. 

Incremental decrease Number of formal 

EMI course, field ranger training) for all reserve field staff. 

in incidences of warnings and fines 

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

illegal activities issued, and successful 

resourced and equipped (e.g. firearms, protective clothing) to fulfil an 

occurring in the prosecutions concluded. 

effective enforcement and compliance function. 


(iii) Maintain regular vehicle and foot patrols of the reserve and its 

boundaries. 












Manager 


LEDET: HR & HRD 

LEDET: HR, HRD & 

SIS 


Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


(iv) In collaboration with conservation and enforcement partner 

agencies, implement White Rhinoceros security plans/measures in the 


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

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

the safety and security of the reserve. 



Manager 


LEDET: SONR & 

Special 

Investigations 


KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS) 


Roads, track and footpaths 


1 


relating to the development, maintenance and upgrading of roads: 

Technical management 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 the 

maintenance costs and limit the environmental impacts, while ensuring adequate access for 

tourism and operational management requirements. 

Bulk services 


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

bulk services: 

NEMWA; 

1 

WSA; 

NBRBSA; and 

Municipal By-laws. 

2 

The reserve shall strive to phase out bulk services that have a detrimental impact on the 

environment. It shall, in turn, seek to introduce more sustainable technologies, wherever 

practicable and cost-effective. 

Administrative and other operations infrastructure 

# GUIDING PRINCIPLES 

1 

In developing and maintaining administrative and operations infrastructure, the reserve shall 

obtain the necessary authorisation in terms of the relevant building, water, drainage, health, 

safety, waste, traffic and environmental Acts, Regulations and By-laws. 

2 

Administrative and operations infrastructure and services must be limited, and appropriately 

scaled, to the necessary administrative and operational requirements of the reserve, and 

must not threaten its biodiversity or ecological function. 

Operations equipment and vehicles 


1 

The reserve shall acquire and/or replace the equipment and vehicles necessary to implement 

the high priority activities identified in this SP. 


2 

All reserve equipment and vehicles shall be regularly maintained in accordance with the 

manufacturers’ specifications. 



KPA 4: Infrastructure and equipment (operations) 

Objective 4.1: Develop and maintain the road, track and footpath network in the D’NNR 


indicators 

(i) Program, and implement the resurfacing and/or ongoing 

Rationalised network State (using a grading 

maintenance of the network of visitor roads in the reserve, with a 

of well-maintained system) of visitor roads 

strong focus on the main entry road and circular game viewing drive. 

visitor roads and and footpaths. 

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

footpaths. 

erodible, management tracks and roads in the reserve. 

(iii) Clear and open up all management roads currently in use. 

(iv) Establish, signpost and maintain a network of self-guided and/or 

guided walking trails traversing the reserve. 

Objective 4.2: Construct, maintain and upgrade the bulk services infrastructure in the D’NNR 


indicators 

(i) Service and maintain the current system of generators in the 

Records of instances of 

reserve, and assess the long-term cost-effectiveness of connecting the 

overloading of the bulk 

reserve to the main ESKOM power line. 

service supplies. 

(ii) Expand and upgrade the water supply, storage and treatment 

capacity for the reserve, with a specific focus on improving water 

quality and upgrading the water pipeline. 

(iii) Improve and expand the capacity of the sewage treatment 

facilities and waste removal systems for the reserve, with a specific 

focus on improving (or removing) the French drain systems and the 

management of solid waste. 

(iv) Relocate the petrol and fuel tanks from the current site adjacent 

to the Mokolo River to the administrative offices. 

Capacity of bulk 

services exceeds 

administrative use 

requirements and 

reserve visitor 

demands. 


LTA; Reserve 

Manager 










Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


Objective 4.3: Construct, upgrade and maintain administrative, staff and operational buildings and infrastructure in the D’NNR 


indicators 

(i) Renovate the current administration building, with a specific focus 

Sufficient, and State (using a grading 

on repairing the roof. 

adequately 

system) of reserve 

(ii) Investigate the medium-term feasibility of relocating the current 

maintained, reserve buildings and 

storage facility (adjacent to the Mokolo River) to a more secure 

administration, staff infrastructure. 

location. 

and operations 

(iii) Renovate the slaughter facilities and cold room. 

buildings and 

infrastructure. 

(iv) Renovate all staff housing (hot water system, toilets, painting, roof 

repairs, etc.). 

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

and operational buildings and infrastructure. 

Objective 4.4: Acquire and maintain operational equipment and vehicles for the D’NNR 


indicators 

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

Sufficient, and State (using a grading 

communications network for the reserve, including repeaters, a base 

adequately 

system) of reserve 

station, hand-held radios and car radios. 

maintained reserve equipment and vehicles. 

(ii) Establish a functional electronic network (internet and e-mail) for, 

equipment and 

and connect services and applications to, the reserve. 

vehicles. 

(iv) Acquire (e.g. tractor), maintain and/or replace all reserve vehicles 

(e.g. bakkies, bus, truck) and equipment (e.g. Bakkie-Sakkie water 

pumps, chainsaws), as required. 














LEDET: IT; Tourism 

Manager 

LEDET: Transport 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


KPA 5: STAKEHOLDER INVOLVEMENT 


D’Nyala Nature Reserve Management Committee 


1 

The reserve shall support the establishment of a Reserve Management Committee as an 

important cooperative governance mechanism to involve stakeholders in the planning, 

development and management of the reserve. 

Stakeholder communications 


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

empowerment in the D’Nyala community, through an improved understanding of the 

1 

contribution of the reserve to socio-economic development and heritage/biodiversity 

conservation. 

2 

Stakeholder communications shall seek to develop a common understanding in surrounding 

communities of the issues affecting the integrity of the reserve, and collaborative approaches 

to resolve these. 

Local and regional initiatives 


1 

2 

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. 

The reserve shall strive to work with the relevant government institutions in order to 

integrate all local and regional planning and socio-economic development activities affecting 


Employment, empowerment and capacity building 


The reserve shall strive to contribute to the socio-economic development of local surrounding 

1 

communities. 



KPA 5: Stakeholder Involvement 

Objective 5.1: Establish and maintain a representative and functional management committee to guide the planning, development and management of the 

D’NNR 


indicators 

(i) Draft a Terms of Reference for a reserve management committee, 

Regular meetings of Record of meetings and 

with specific attention to the decision-making role of the committee. 

the reserve 

decisions. 

(ii) Identify the stakeholder groups for, recruit members to, and 

management 

constitute, the management committee. 

committee. 

(iii) Provide support (logistical, administrative, technical, professional, 

financial and/or leadership) to, and actively participate in, the reserve 

management committee. 








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


indicators 

(i) Initiate discussions with the neighbouring landowner/s south-east 

Formal management Record of meetings. 

of the Witkop road to explore options for collaboratively addressing 

agreement/s with 

issues of concern and for optimally developing opportunities, and 

neighbours. 

negotiating a formal management agreement. 


LEDET: Protected 

Area Management 

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


indicators 

(i) Participate in the Lephalale Local Municipality’s IDP planning 

n/a 

processes, with a specific focus on the provision of municipal 

infrastructure and services to the reserve and on the development 

and marketing of local tourism and recreational products. 

(ii) Maintain a liaison with the WBR, with a specific focus on 

strengthening linkages between the WBR and the reserve’s tourism 

products. 

Improved costeffectiveness 

of 

reserve operations as 

a result of 

local/regional 

partnerships. 







Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


(iii) Assess the feasibility of participating in the Lephalale FPA, with a 

specific focus on improving access to fire-fighting resources and 

support. 


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


indicators 


(i) Identify and apply for EPWP-related funding for relevant tourism 

n/a n/a LEDET: Economic 

and conservation initiatives in the reserve. 

Development 

(ii) Identify, and if feasible develop, opportunities for the 


establishment of entrepreneurial opportunities within, or linked to, 

LEDET: Economic 

the reserve, including: game drives; sale of curios and crafts; guided 

Development 

walking trails; horse trails; conservation services (e.g. invasive plant 

control); catering services and event management. 

Time frame 

1 2 3 4 5 


KPA 6: ADMINISTRATION AND PLANNING 


Legal status 


1 

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

protected area shall be secured. 

Human resources 


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

legislation: 

LRA; 

BCEA; 

1 

EEA; 

SDA; 

OHSA; and 

PSA. 

2 

The reserve shall identify opportunities for the training, capacity building and/or preferential 

employment of individuals from surrounding local communities. 

Administration 


1 

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

legislation: 

PFMA (and associated Treasury Regulations). 

2 

3 


relating to supply chain management: 

Draft procedure manual for demand and acquisition management. 

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

reporting requirements. 

Information management 


1 

All information that is used to support the operational planning and decision-making in the 

reserve shall be collected, collated, updated, maintained and presented in a cost-effective 

format that is readily accessible for use by management. 



KPA 6: Administration and Planning 

Objective 6.1: Secure the legal tenure of, and management authority for, the D’NNR 


indicators 

(i) Rationalise the boundaries, and secure the formal proclamation, of 

n/a 

the entire extent of the D’NNR as a provincial nature reserve under 

NEMPAA. 

(ii) Formalise a service level agreement with the LTA that clearly 

defines the roles and responsibilities of the LTA in providing tourism 

and recreational services in the reserve, and how income from these 

services is distributed. 

(iii) Clarify, demarcate and formalise all provincial and district road 

servitudes for the sections of roads traversing the reserve. 

The D’NNR listed in 

the national 

protected areas 

register. 

Objective 6.2: Maintain an adequately equipped, resourced and trained staff complement for the D’NNR 


LEDET (SONR) 

LEDET (SONR); LTA 

Regional Manager 


indicators 


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

n/a n/a LEDET: HR, HRD 

are filled. 

(ii) Identify training needs, and facilitate access to training programs 

LEDET: HR, HRD 

for reserve staff, with a priority focus on ABET, EMI, field ranger, first 

aid, fire management, hospitality and IT skills training. 

(iii) Implement the institutional staff performance appraisal system. 


(iv) Ensure each staff member is regularly issued with uniform, 

LEDET: HR, HRD & 

protective clothing (as may be required) and the necessary equipment 

SIS 

to fulfil their job function. 

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


attendance registers, overtime, etc.). 

(vi) Implement the institutional Occupational Health and Safety 


policies and procedures in the reserve. 

Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


Objective 6.3: Institute and maintain an effective administrative and planning capability in the D’NNR 


indicators 

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

Asset inventory, Spot checks. 

reports for the reserve. 

stock registers, 

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

financial records, 

paid and services procured in support of reserve operations over each 

monthly reports and 

financial year. 

APOs are all up to 

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

date. 

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


(v) Maintain and constantly update an equipment and infrastructure 

register. 

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


indicators 

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

Up to date, and 

n/a 

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

accessible, 

for all reserve-specific information. 

information on the 

reserve and its 

management. 











Time frame 

1 2 3 4 5 

Time frame 

1 2 3 4 5 


5. RESOURCING AND GOVERNANCE FRAMEWORK 

This section provides brief recommendations on the minimum staffing complement and funding that 

would be required to implement the Reserve Management Plan (i.e. the SP and APO). 

This section also briefly describes the key responsibilities of the Reserve Management Team and 

D’Nyala Nature Reserve Management Committee (D’NNRMC) in the development, implementation, 

monitoring and review of the Reserve Management Plan. 

5.1 Staffing Requirements 

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

SP 7 : 

POST DESIGNATION NUMBER 

Reserve Manager 1 

Administrative Officer 1 

Field Ranger 15 

Artisan 1 

Gate Guard 2 

General Worker 8 

Cleaner 10 

Tourism Manager 1 

Total 39 

6 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. 

7 The staffing requirements reflected in the SP are premised on two elements: (i) a critical assessment of the efficacy of the current approved 

(not actual) organogram for the reserve in respect of current reserve management responsibilities; and (ii) a facilitated discussion with the RPT 

on any (mostly minor) adjustments/changes that may be required to this approved organogram in order to more effectively implement the SP 

for the next five years. 


5.2 Funding Requirements 

It is proposed that the following operational 8 and capital 9 budget would be required to implement the priority activities in 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 0 105,000 0 130,000 150,000 145,000 0 150,000 0 145,000 

KPA 2: Sustainable use 1,100,000 145,000 1,500,000 150,000 250,000 150,000 150,000 145,000 100,000 145,000 

KPA 3: Enforcement, security and access control 150,000 35,000 80,000 40,000 0 55,000 0 60,000 0 65,000 

KPA 4: Infrastructure and equipment 1,400,000 70,000 1,100,000 85,000 400,000 95,000 300,000 100,000 350,000 115,000 

KPA 5: Stakeholder involvement 0 10,000 0 10,000 0 15,000 0 15,000 0 20,000 

KPA 6: Administration and planning 0 65,000 0 70,000 0 75,000 0 85,000 0 90,000 

Total 2,650,000 430,000 2,680,000 485,000 800,000 535,000 450,000 555,000 450,000 580,000 

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

expenditure for operational costs in LEDET reserves, wherever available. This was then again moderated against equivalent reserves in Kwa-Zulu Natal and the Western Cape, as well as reserves of SANParks and ECParks, 

where operating costs have stabilised and are well documented over a period of three to five years. 

9 Capital budget requirements are roughly based on known costs for similar capital investments, either in terms of replacement costs (e.g. vehicles), infrastructure development costs (e.g. cost/ha or cost/km for fencing or 

roads), bulk services (e.g. costs/m for pipelines, etc.), or building costs (e.g. cost/m 2 for staff accommodation or chalets), etc. 


5.3 Roles and Responsibilities 

The key responsibilities of the Reserve Management Team and the Reserve Management Committee 

(see objective 5.1 above) in the development, implementation, monitoring and review of the RMP are 

summarised as follows: 

Reserve Management Team (SONR) 

Regional Manager 

LEDET, Waterberg 

District 


LEDET, D’NNR 


LTA, D’NNR 

Biodiversity Unit 

LEDET, HO 

The Regional Manager shall have overall responsibility for: 

Ensuring the alignment of the SP with provincial and LEDET/LTA policies 

and guidelines; 

Ensuring the coordination and alignment of the SP with other 

LEDET/LTA departmental activities and initiatives; 

Providing oversight of the implementation the SP and APO; 

Reporting on the performance of the D’NNR 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 

Approving the APO. 

The Reserve Manager shall have direct responsibility for: 

Annually drafting an APO to operationalise the priority activities 

identified in the SP; 

Implementing the APO; 

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

Reporting of performance against the APO (and the SP) to the Reserve 

Management Committee; 

Management of reserve conservation 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 Tourism Manager shall have direct responsibility for: 

Participating in the annual drafting of the APO; 

Implementing the relevant activities identified in the APO; 

Reporting of performance against the relevant sections of the APO (and 

the SP) to the Reserve Management Committee; 

Management of reserve tourism and recreational staff resources and 

finances in the implementation of the APO; and 

Communicating with the LTA HO about obstacles in the 

implementation of the relevant sections of the SP and APO. 

The Biodiversity Unit of LEDET shall have direct responsibility for: 

Implementing the designated activities in the SP and linked APO; and 

Providing professional and technical support to the Regional Manager 

and Reserve Manager in the implementation of the SP and APO. 

(D’Nyala) Reserve Management Committee 

The Reserve Management Committee shall have overall responsibility for: 

Representing the interests of the different reserve stakeholder groups and institutions during 

the preparation of the SP and APOs; and 

Overseeing the drafting of the SP and APOs. 

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

drafting of the APOs; 

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

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


Reserve Management Team (SONR) 

Providing inputs into ad hoc and emergency reserve decision-making not adequately addressed 

in the SP/APO. 

The Regional Manager and Senior Manager (SONR) are the officials responsible for submitting the SP to 

the Head of Department (HOD, Economic Development, Environment and Tourism) for formal approval 

and adoption. The HOD will then submit the approved SP to the Limpopo MEC for Economic 

Development, Environment and Tourism as per the requirements of NEMPAA. This can be summarized 

as follows: 

RESERVE 

MANAGEMENT 

PLAN 

COMPONENT 

SP / APO 

SP / APO 

RESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCY 


(with the support 

of the Tourism 

Manager) 

Regional 

Manager 

Reserve 

Management 

Committee 

Senior Manager 

(SONR) 

Approval of final 

draft. 

Approval of final 

version of SP and 

APO. 

Departmental 

adoption of SP. 

SP 

Senior Manager 

(SONR) 

HOD (LEDET) 

SP HOD (LEDET) MEC (LEDET) Formal approval 

and adoption as per 

legal requirements. 

SP (at 5-year 

intervals); 

APO (annually) 

SP (5-yearly); 

APO (annually) 

SP (5-yearly) 

SP (5-yearly) 


6. BIBLIOGRAPHY 

The following references were extensively consulted during the drafting of this document: 

Bass Air Aviation. 2010. Game count: D’Nyala Nature Reserve – 2010. 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. 

Envirodel. 2004. D’Nyala Nature Reserve Ecological Management Plan. Unpublished report. 

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

LEDET. 2012. Guidelines for the development of Management Plans for Limpopo’s Provincial Nature 

Reserves. Unpublished planning guideline. 

Lephalale Local Municipality. 2012. IDP: 2012/2013. Local Municipal Integrated Development Plan. 

Limpopo Department of Agriculture. 2012. [online] Available at: 

[Accessed 

June 2012]. 

Limpopo Tourism and Parks. Undated. Business Plan: D’Nyala Lodge. 

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. 

Waterberg District Municipality. 2011. IDP: 2011/2012. District Municipal Integrated Development 

Plan. 

Westlund, S. 2010. Incorporating ‘the earth and skies, the winds and rocks’: nature as an active 

participant in conflict transformation and peacebuilding. Global Change, Peace & Security 22(3): 297 – 

313. 


ANNEXURE 1: ZONATION CATEGORIES (CHARACTERISTICS) 

The main characteristics of each use zone are summarized in the tables below: 

ZONE ZONE OBJECTIVE CHARACTERISTICS 

Natural 

Users: 

− To provide easy access 

to experience the 

reserve’s natural 

landscapes, habitats, 

species and heritage 

resources. 

Conservation: 

− To minimise and 

mitigate the effects of 

visitor use on the 

reserve’s natural 

habitats and species 

and its cultural sites. 

- Areas of extensive and 

accessible natural 

habitats and species. 

- Areas with important 

heritage sites and 

features. 

- Areas whose primary 

habitats, species and 

cultural sites are 

resilient to the impacts 

of regular visitor use. 

- Areas with popular view 

sites or natural and 

cultural attractions. 

- Areas with an extensive 

and accessible road, trail 

and track network. 

- Areas that require active 

conservation 


interventions. 

- Areas with moderate 

levels of visibility 

obtrusiveness. 

VISITOR 

ACTIVITIES 

- Game viewing. 

- Motorised 2x4 selfdrive 

access on 

designated routes. 

- Permitted motorised 

4x4 trails on 

designated routes. 

- Day hiking trails 

and/or short trails. 

- Bird hides, canoeing, 

mountain biking and 

rock-climbing, 

where appropriate. 

- Other recreational 

activities that may 

be considered 

appropriate by 


management. 

- No accommodation 

or camping. 

− 

− 

− 

− 

− 

− 

− 

FACILITIES / 

INFRASTRUCTURE 

Self-drive roads and 4x4 

tracks. Roads may be 

surfaced where visitor use 

levels are high. 

Management access 

roads and management 

tracks. 

Perimeter firebreaks. 

Small picnic areas and 

ablution facilities may be 

provided. 

Parking or viewing sites/ 

areas may be provided. 

No accommodation or 

camping. 

Signage may be erected 

to designate routes 

(including 4x4, horse, 

MTB, canoe, 2x4 selfdrive, 

etc.), closed areas 

or junctions. 

VISITOR ACCESS 

- Cater for all reserve 

visitors. 

- Vehicle access on 

dedicated routes, 

with pedestrian 

access from parking 

areas or adjacent 

development zones. 

- On water, only nonmotorised 

crafts 

allowed, unless 

otherwise agreed. 

MANAGEMENT 

GUIDELINES 

Visitor and 

conservation 

management: 

- Intensive 

maintenance of 

visitor facilities 

and 


- Active 

enforcement of 


regulations. 

− Intensive 

conservation 


activities 

undertaken. 

Consumptive Use: 

− Sustainable use 

of natural 

resources may, 

where feasible, 

be considered on 

application, and 

subject to a 

formal permitting 

arrangement. 


Development – Low Intensity 

Users: 

− To provide small to 

medium-sized picnic, 

accommodation 

and/or camping 

facilities and services. 

− To facilitate access to 

environmental 

educational facilities 

and services. 

Conservation: 

− To contain the impacts 

and footprint of 


facilities, services and 


− 

− 

− 

− 

− 

− 

− 

− 

− 

− 

Areas with a 

contained, low-density 

development 

footprint. 

Areas with roads, trails 

and small to mediumscale 

recreational 

facilities and 

accommodation 


Degraded or 

transformed areas. 

Natural or seminatural 

habitats. 

Areas with a high 

visitor absorptive 

capacity. 

Areas with limited 

biodiversity 

significance. 

Areas that are easily 

accessible from the 

reserve entry points. 

Areas where risk of 

fire damage to 

infrastructure is low, 

or can be mitigated. 

Areas with low 

visibility from the 

surrounding 

landscape. 

Areas that have access 

to potable water, and 

not sensitive to 

disposal of treated 

wastewater. 

− 

− 

− 

− 

− 

Picnic and braaiing. 

Parking. 

Overnight 

accommodation. 

Camping/ 

caravanning. 

Environmental 

education. 

- Reception offices. 

- Small camping/ 

caravanning facilities. 

- Small lodges/ tented 

camps/ self-catering units. 

- Small restaurant or 

catering facilities for 

overnight guests only. 

- Surfaced roads and 

parking areas. 

- Bird hides. 

- Services (power, waste 

management, water, 

etc.). 


visitors. 

- Motorised self-drive 

car access. 

- Tour bus access. 

- Parking and walk-in 

for day and overnight 

visitors. 

- Intensive 

development and 


visitor facilities, 

services and 


- Active 



regulations. 

- Limited 

conservation 


activities 

undertaken. 

− Risk management 

(e.g. fire safety) 

measures 

implemented. 

− Development 

footprint actively 

contained. 


− Sustainable use 

of natural 

resources may, 

where feasible, 

be considered on 

application, and 

subject to a 

formal permitting 

arrangement. 


Development – High Intensity 

Users: 

− To provide medium 

sized to large scale 

accommodation 

facilities, and 

associated attractions 

and conveniences. 

Conservation: 

− To contain the impacts 

and footprint of 


facilities, services and 


− 

− 

− 

− 

− 

− 

− 

− 

− 

− 

Areas with an extensive 

high-density 

development footprint. 

Areas with roads, trails 

and small to mediumscale 

recreational 

facilities and 

accommodation 


Degraded or 

transformed areas. 

Natural or semi-natural 

habitats. 

Areas with a high visitor 

absorptive capacity. 

Areas with limited 

biodiversity significance. 

Areas that are easily 



Areas where risk of fire 

damage to 

infrastructure is low, or 

can be mitigated. 

Areas with low visibility 

from the surrounding 

landscape. 

Areas that have access 

to potable water, and 

not sensitive to disposal 

of treated wastewater. 

- Picnicking and 

braaiing. 

- Overnight 

accommodation. 

- Camping/ 

caravanning. 

- Meetings, workshop 

or mini conference 

activities. 

- Parking. 

- Swimming. 

- Medium-sized lodges or 

hotels. 

- High density self-catering 

units. 

- Medium to large-scale 

camping/ caravanning 

facilities. 

- Fuel supply pump. 

- Amenities, including 

restaurants and shops. 

- Surfaced roads. 

- Services (power, waste 

management, water, etc.). 

- Swimming pool. 

- Air strip. 


visitors. 

- Motorised self-drive 

car access. 

- Tour bus access. 

- Parking and walk-in 

for day and overnight 

visitors. 

- Air access may be 

permitted. 

Visitor and 

conservation 


- Intensive 

development and 


visitor facilities, 

services and 


- Active 



regulations. 

- Limited 

conservation 


activities 

undertaken. 

− Risk management 

(e.g. fire safety) 

measures 

− 

implemented. 

Development 

footprint actively 

contained. 


- None. 


Development - Reserve Administration 

To define the location of 

the infrastructure and 

facilities for reserve 

administration. 

- Areas with extensive 

degraded or transformed 

footprints. 

- Areas able to 

accommodate high 

disturbance, with no 

identified sensitive 

biodiversity. 

- Areas proximate to high 

and low intensity 

development zones. 

- Areas with low visibility 

from the surrounding 

landscape. 

- Areas that are easily 



- Areas that have access to 

potable water, and not 

sensitive to disposal of 

treated wastewater. 

n/a − Administrative offices. 

− Storage facilities. 

− Garage facilities. 

− Workshops. 

− Game capture and 

holding facilities. 

− Parking. 

NOTE: 

Reserve administrative offices 

may also be located within the 

Development - Low/High 

Intensity Zones. 

Access to reserve 

reception and 

administrative offices. 

n/a 


Special Protection / Special Management 

Special Protection (Species, Habitats, 

Heritage) 

Special Management (Resource 

Utilisation) 

− 

− 

− 

Protection of 

species, 

habitats or 

heritage sites 

of special 

conservation 

concern. 

Restrict 

access to 

prevent 

disturbance 

and/or 

damage. 

Regulation 

and control of 

resource 

utilisation 

(commercial 

and/or 

communitybased), 

including 

hunting. 

- Sites or areas where 

uncontrolled public 

access is undesirable due 

to the presence of 

threatened species and 

habitats or sensitive 

heritage features. 

- Demarcated sites or 

areas where seasonal 

utilisation of natural 

resources (e.g. 

harvesting of grass for 

thatching, collection of 

reeds for building 

material, hunting of 

wildlife for trophies or 

meat, etc.) takes place. 

- Research. 

- Guided nature/ 

heritage visits under 

strictly controlled 

conditions. 

- Motorised access on 

designated routes 

(primarily gravel 

roads). 

- Walking access on 

designated footpaths 

and trails. 

- Commercial hunting, 

under strict permit 

conditions. 

Usually none, but footpaths 

and tracks to allow 

management access may be 

permitted. 

Where visitor access is 

permitted, strict access 

control is required to delimit 

access routes, and, if 

necessary, screen visitors; i.e. 

hides, boardwalks, screened 

routes, and paths with railings 

may be appropriate. 

Self-drive roads, 4x4 tracks, 

management access roads 

and management tracks. 

Parking or viewing sites/ areas 

may be provided. 

Basic accommodation or 

camping facilities may be 

provided. 

Signage may be erected to 

designate seasonally closed 

areas. 

Public / tourism access 

normally not allowed. 

May be permitted under 

very tightly controlled 

conditions, to be 

determined per site. 

Public / tourism access 

will only be regulated 

during the resource 

utilisation season. 

For hunting areas, the 

zone will be closed for all 

other visitors. 

For other resource 

utilisation zones, 

public/tourism access 

may be permitted, 

although the specific 

access conditions will 

vary from site to site. 

Visitor and 

conservation 


− Restrictions on 

access and 

numbers of 

visitors may be 

enforced. 

− Active 

conservation 

and heritage 


activities 

undertaken, as 

required. 


- None. 

Visitor and 

conservation 


− 

− 

Seasonal 

restrictions on 

access may be 

enforced. 

Active 

management of 

resource 

utilisation 

permits. 


- Natural 

resource 

harvesting and 

collection.

Guiding principles for reserve management - NCC Environmental ...

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