Augrabies Falls National Park

PARK MANAGEMENT PLAN

October 2006

AUTHORISATION

This management plan is hereby internally accepted and authorised as the legal requirement for managing Augrabies Falls National Park as stated in the Protected Areas Act.

______Date: ______Paul Daphne Executive Director Parks, SANParks

______Date: ______Sydney Soundy Chief Operating Officer, SANParks

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______Date: ______Dr David Mabunda Chief Executive, SANParks

Recommended to SANParks Board

______Date: ______Ms Cheryl Carolus Chairperson, SANParks Board

Recommended to Department of Environmental Affairs and Tourism

______Date: ______Mr Marthinus van Schalkwyk Minister: Department of Environmental Affairs and Tourism (DEAT)

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Executive summary The Augrabies Falls National Park (AFNP) management plan strives to uphold and deal with the conservation of the geological formations, Orange River aspects and biodiversity of the five Nama Karoo vegetation types in the Park. One thrust of expansion for the Park is aimed towards conserving poorly-represented vegetation types and includes: • The consolidation of an ecologically viable Park around the poorly-protected mid Orange River reaches characteristic of the Gariep centre of endemism • Creating an opportunity for trans-frontier conservation. Another thrust of the management plan is to build up the tourism infrastructure and associated functions in the Park in such a way that the stakeholders in the Augrabies area and its people share in the development of the Park, while at the same time supporting its growth. This will uphold conservation of the environment and will promote sustainable tourism for all in the future. With the cooperation of the surrounding communities, the AFNP will create work directly and indirectly and many will be able to improve their socio-economic circumstances. The Park’s growth will not only recover and conserve the biodiversity of its special flora, but it will uphold all the ideals of SANParks as well as make the Augrabies people proud South Africans in the eyes of its visitors. This Park will ensure the importance of community, economic growth and prosperity on the back of a green economic empowerment initiative.

Purpose and formulation of the park management plan The purpose of a management plan is – • To provide an holistic view of where the park is and where it is going in the short and long term. • To inform management at all levels, from the section manager through to the CEO, Board and the Minister. • To streamline, where possible, management procedures. • To provide a sound motivation for justifying budgets and, where necessary, to increase them, as well as to provide indicators to ensure that the budget is spent correctly. • To build accountability (internally and externally) into the management of the park. • To provide for capacity building and future green and economic thinking. • To enable the management authority to run the park in line with all relevant legislation and policies. The park management plan is developed in line with the SANParks Biodiversity Custodianship Framework (Rogers 2003), which proposes how to plan, integrate, implement and review ecological, social and economic components of SANParks core business whilst allowing for continual learning and improvement. The essential feature of the system is the iterative way of continual improvement in the management of the park though annual and five-year review cycles (both internal and external). The park management plan is informed by corporate policies and public consultation, which in turn feeds back to the corporate. • The first step in compiling/revising a management plan is to develop the desired state of the park, which guides both the direction of the park and its daily operations, all within the SANParks general policy framework. • This is followed by implementing a park vision and mission, as well as the park objectives and specific management programmes to carry out the vision and mission. These will be dealt with in detail after the background contextual information sets the scene for the park.

Ref. 16/1/5/1/5/3/2

Table of Contents 1. INTRODUCTION ...... 1 1.1. LOCATION ...... 1 1.2. EXTENT ...... 1 1.3. SOCIO-ECONOMIC CONTEXT ...... 1 1.4. HISTORY ...... 1 1.5. CLIMATE ...... 2 1.6. TOPOGRAPHY, GEOLOGY AND SOILS...... 2 1.7. HYDROLOGY ...... 3 1.8. VEGETATION...... 3 1.9. FAUNA...... 3 2. PROTECTED AREA AND MANAGEMENT PLANNING FRAMEWORK...... 4 2.1. DESIRED STATE ...... 4 2.2. VISION OF THE PARK...... 4 2.3. OPERATING PRINCIPLES AND VITAL ATTRIBUTES OF THE PARK ...... 4 2.3.1. Operating Principles...... 4 2.3.2. Environmental attributes...... 5 2.3.3. Economic attributes ...... 5 2.3.4. Socio-political attributes...... 5 2.3.5. Setting the Details of the Park Desired State ...... 6 2.4. OBJECTIVES ...... 6 3. GUIDELINES AND PROGRAMMES TO ACHIEVE THE DESIRED STATE ...... 18 3.1. BIODIVERSITY AND HERITAGE CONSERVATION...... 18 3.1.1. Park expansion programme...... 18 3.1.2. Sustainable natural resource use programme...... 19 3.1.3. Herbivore management programme...... 19 3.1.4. Carnivore species management...... 20 3.1.5. Damage causing animal programme/Problem animal programme ...... 20 3.1.6. Rare species programme...... 20 3.1.7. Water programme ...... 21 3.1.8. Rehabilitation programme ...... 22 3.1.9. Cultural heritage resource programme...... 23 3.2. SUSTAINABLE TOURISM ...... 25 3.2.1. Conservation Development Framework (CDF) ...... 25 3.2.2. Tourism Programme ...... 27 3.2.3. Marketing Programme...... 28 3.2.4. Commercial Development Programme ...... 29 3.3. BUILDING COOPERATION AND CONSTITUENCY...... 29 3.3.1. Stakeholder relationship management programme ...... 29 3.3.2. Environmental interpretation education programme ...... 31 3.3.3. Local socio-economic programme...... 34 3.3.4. Communication programme ...... 35 3.3.5. HIV/Aids programme ...... 36 3.4. EFFECTIVE PARK MANAGEMENT...... 36 3.4.1. Environmental management programme (includes waste, energy, water, NEMA compliance).... 36 3.4.2. Security and Safety Programme ...... 37 3.4.3. Infrastructure Programme ...... 38 3.4.4. Staff Capacity Building Programme...... 39 3.4.5. Institutional Development and Administration Programme...... 39 3.4.6. Financial Sustainability Programme...... 40 3.4.7. Legal compliance/risk management Programme...... 40 4. ADAPTIVE AND INTEGRATIVE STRATEGIES TO SUSTAIN THE DESIRED STATE FOR THE AFNP ...... 41 5. CONCLUSION ...... 42 6. REFERENCES...... 43

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List of abbreviations AFNP Augrabies Falls National Park BMW Bayerische Motoren Werke BSC Balance Scorecard CDF Conservation Development Program CMA Catchment Management Agencies COWEB Community Water Efficient Project DANCED Danish Cooperation for Environment and Development DWAF Department of Water Affairs and Forestry DoE Department of Education EIA Environmental Impact Assessment EPWP Expanded Public Works Program FAMSA Family and Marriage Association of South Africa GCIS Government Communication and Information Systems GTZ German Aid GVI Global Vision International IDP Integrated Development Plans IUCN International Union for the Conservation of Nature (World Conservation Union) NADISA Nama Development Institute of South Africa NAPCLD National Action Programme Combating Land Degradation NEM:PAA National Environmental Management: Protected Areas Act NGO Non-governmental Organisation OBE Outcomes Based Education OHS Occupational Health and Safety P&C People and Conservation PF Park Forum RVM Riemvasmaak Trust SANDF South African National Defence Force SACCAWU South African Commercial, Catering and Allied Workers Union. SAHRA South African Heritage Resources Agency SAPS South African Police Service SDF Spatial Development Framework SEDA Small Enterprise Development Agency SMME Small Medium and Macro Enterprise SPWP Special Public Works Programme UNCCD United Nations Convention to Combat Desertification and the Effects of Drought

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List of tables

Table 1:. Management objectives for the Augrabies Falls National Park Table 2: Outline of the planned cultural objectives and activities Table 3: Estimated costs (in Rands) of reaching the desired state for Augrabies Falls National Park

List of maps Figure 1: Expansion areas for Augrabies Falls National Park. Figure 2:.Use zoning and special management of Augrabies Falls National Park

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1. INTRODUCTION 1.1. Location The Augrabies Falls National Park (AFNP) is located in the Northern Cape, approximately 120 km west of Upington and 40 km west of Kakamas, along the southern edge of the Kalahari Desert and eastern border of Namibia. 1.2. Extent The Park was initially proclaimed in order to conserve a small area of geological interest around the Augrabies Falls, which is the largest waterfall on the Orange River. Its downstream gorge, which stretches over 20km, offers breathtaking views. This Park has now been substantially enlarged. It is divided by the Orange River into a northern and southern section. The Orange River flows through the extensive arid plains of Bushmanland. The 55 383 ha Park lies mainly south of the Orange River, but also includes Melkbosrant (which is part of the Riemvasmaak land claim), and Waterval, a property north of the river. The Riemvasmaak section was briefly managed by SANParks. It was then handed over to the Riemvasmaak community as part of the country’s first successful land restoration actions. 1.3. Socio-economic context The area around the AFNP is characterized by densely populated intensively managed grape farms adjacent to the Orange River. The economy of the area is mainly dependent on the seasonal viticulture farming. The local people centre their survival around temporary labour during the picking-times. Infrastructural support in the form of power, roads and the Upington airport sustains the viticulture operations along the river. The people living away from the river areas are generally poorer as they live on land with low productivity. The AFNP plays a role in maintaining good relations with the local farmers and people living on both sides of the Orange River and in Riemvasmaak and Waterberg. In addition, the AFNP plays a prominent role in the culture and traditions of the human settlements in the area and are involved in many of the direct educational and communicational outputs. 1.4. History The AFNP was proclaimed in 1966 primarily to protect the geological interest of the Waterfall. Another objective was to keep its surroundings in a pristine state, to preserve a section of the Orange River Broken Veld and its associated flora and fauna, to provide opportunities for environmental education, and to present an area for research. The first European to “discover” the Falls was a Swedish-born soldier named Hendrik Wikar, who was in the service of the Dutch East India Company. Having deserted his post at the Cape, he came across the site and drew the first maps of the river and gorge. He was the first one to give the Falls the name Augrabies, derived from a Nama word, ‘Aukoerebis’, which means “place of great noise” (Mossop, 1935). The Nama people traditionally avoided the Falls for fear of the local folklore. According to the locals, a terrifying water snake lived in the Falls and would use her shiny scales to lure people into the water, where she would capture them and devour them under the Falls. In 1954, the Publicity Society of Upington approached the then National Parks Board with a request to proclaim the Falls as a national park. However, it was only after 12 years of negotiations that the Park was proclaimed on the 5th of August 1966.

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In 1973 the area of Riemvasmaak, which lies in the northern section of the Park, was declared a “black spot” by the apartheid government - local communities living there were forcibly removed and relocated to the Eastern Cape, Namibia and the surrounding areas. The SANDF then earmarked the land for its use. In 1982, after negotiations with the SANDF, a piece of land of some 4270ha that forms part of the greater Riemvasmaak area was incorporated into the AFNP. This piece of land constitutes the current Melkbosrant. By 1988 about 54 000 ha of Riemvasmaak was jointly managed by the then National Parks Board and the SANDF. With the new political dispensation in 1994 and the commitment that land would be returned to the previously dispossessed, those who had been relocated to Namibia and the Eastern Cape returned in 1995 and settled near the Molopo River at the Riemvasmaak community and the confluence of the Molopo and Orange River consecutively. The returning communities established the RVM Trust, which subsequently lodged land claims on behalf of the community soon after their return. In 2004, Portion 1 of farm 498, known as Melkbosrant, was de-proclaimed, but has not been re-registered yet. In November 2005, the RVM Trust, on behalf of the Riemvasmaak community, registered a new claim on the remainder of portion 498, for farms Omdraai 492 and Waterval 497 on the north bank of the Orange River. 1.5. Climate Rainfall, which mainly falls during summer, is erratic and can be as high as 400 mm per year, but also as low as 40 mm per year (July to June). The average annual rainfall of 211 mm is based on the weather bureau records since 1946. The period 1986-1996 were notably dry years with well below average rainfall records. Temperature is less erratic with cold winter temperatures (coldest months June - July) as low as -2,9 °C, while the summer temperatures (warmest months December, January and February) are as high as 42,9 °C (Bezuidenhout 1996). 1.6. Topography, geology and soils The topography consists of large rock domes scattered in a landscape with an otherwise very low relief. The flat areas in between contain the gently undulating pink gneiss. Drainage lines are sandy and dry. A range of steep rocky hills in the central portion of the Park is formed by dark-weathering quartz-rich granulite. This rock is invariably white on fresh surfaces, but with weathering becomes black. A fairly large flat sandy area occurs north and west of the black hills. Recent river terrace gravel and alluvium consisting of silt and fine sand occurs along the Orange River. The alluvium also forms large islands in the river (Werger & Coetzee 1977). Geological formations are reconstituted sedimentary rocks of the Kheis System and are part of the Archaean Complex. These sediments have undergone large-scale metamorphism, which changed them into crystalline gneiss and granulite. Most of the Park is composed of red biotite granite gneiss, which is one of the three types of granite gneiss called pink gneiss and has a typical brown colour of weathered surfaces. The pink gneiss looks like a typical igneous rock and also resembles granite mineralogically and in chemical composition (Werger & Coetzee 1977). The Augrabies landscape is largely made up of granite and metagabbro shaped by interesting weathering patterns. Granite is a light grey rock consisting of quartz, feldspar, and dark minerals. Due to intense pressure during the metamorphic event, dramatic zigzag folds are visible in the granite throughout the Park. Metagabbro is a metamorphosed igneous rock which contains no quartz and is made up entirely of dark ferromagnesian minerals and feldspar. This rock is found in the western part of the Park in an area known as the “Swartrante” (Black Ridges).

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Different weathering patterns can be seen in the Park, such as hollows in the rock, exfoliation domes, and “popups”. Hollows occur when decomposing feldspar causes hard granite to become crumbly, and wind and rainwater wear away parts of the rock. Exfoliation domes are created by chemical weathering stress along sub horizontal joints, which causes thin slabs of rock to detach from the rock surface. “Popups” appear when thin slabs of rock detach from the rock surface due to extreme changes in the rock, pop up, and lean against another thin slab, forming an “A-tent” shape. The Falls were thought to be formed about 1.8 million years ago, progressively cutting back eastwards along faults in the pink gneiss (Werger & Coetzee 1977). Seven land types have been identified in the Park (Land Type Survey Staff 1986). The delineation of an area into land types at a 1: 250 000 scale indicates that the land type displays a marked degree of uniformity regarding terrain form, soil pattern and climate. Three major geomorphologic features are recognized, namely: (i) The mountain veld; (ii) The plain veld and (iii) The Orange River and adjacent floodplain 1.7. Hydrology The Park is drained by the Orange River, which is normally a perennial stream. Between Kakamas and the AFNP, a distance of approximately 35 km, the River flows through a wide, flat, cultivated valley. From the 146 m high Falls it flows into a deep, 100 m-narrow gorge. The main incision of the peneplain to form the Orange River Gorge and the evolution of the Augrabies Falls, which are correlated with the continental uplift during the late Tertiary, is discussed in Werger & Coetzee (1977). 1.8. Vegetation Five major vegetation units have been identified in the Park (Bezuidenhout, 1996; Werger & Coetzee 1977) (Fig. 1), namely: 1. Aloe dichotoma: Sparse Woodland which is strongly associated with the hills. 2. Schotia afra: Open Woodland occurring in the undulating rocky hills. 3. Acacia mellifera: Open Shrubland which is associated with the undulating rocky plains. 4. Stipagrostis species: Open Grassland restricted to the sandy plains. 5. Ziziphus mucronata: Closed Woodland which grows in the wetter drainage lines of the floodplains and islands in the Orange River. 1.9. Fauna The AFNP area is host to more than 46 mammal species, 186 bird species, 45 reptile and amphibian species, and 12 fresh-water fish species. Some of the dominant and more well- known fauna include rock dassies (rock hyrax), giraffe, klipspringer, springbok, gemsbok, eland, caracal, leopard, black-backed jackal, bat-eared fox, the red-eyed bulbul, the pale- winged starling, sociable weavers, the black eagle, the African fish eagle, the martial eagle, the rainbow lizard, Bibron’s thick-toed gecko, and the sharptooth catfish. Prominent invertebrates include the African Monarch butterfly, black flies and the red roman (Solifugid family).

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2. PROTECTED AREA AND MANAGEMENT PLANNING FRAMEWORK 2.1. Desired state The desired state of the AFNP is to guide Park management in its daily operations and longer term planning. The AFNP also endeavours to ensure that the current and future extent of the Park is protected and managed effectively. This state will be reviewed every five years with the involvement of representative stakeholders, in accordance with the SANParks Biodiversity Custodianship Framework (Rogers 2003). The desired state forms a bridge between the long term policy and vision of the Park, and the medium term (five year) priorities to attain that vision. The desired state of the AFNP is for it to be a fully functional ecosystem around the unique Augrabies Falls set in a largely undisturbed northern Nama-Karoo environment, fully intertwined in the socio-economic-cultural environment of the region. This would largely be met if the Park’s management objective outlined in the plan were attained. 2.2. Vision of the Park The Augrabies Falls National Park seeks to conserve the unique landscape, features, cultural heritage and the biodiversity characteristic of the Gariep centre of endemism, with its associated ecological processes, as part of the regional landscape, for the appreciation and benefit of present and future generations. 2.3. Operating Principles and Vital Attributes of the Park The operating principles and unique features (or vital attributes) that make the AFNP what it is and potentially can be are listed below. 2.3.1. Operating Principles SANParks has adopted eleven corporate values which serve as guiding principles around which all employee behaviour and actions are governed and shaped. These corporate values include the endeavour to: • show leadership in all we do • be guided by environmental ethics in all we do • promote transformation within and outside of the organisation • strive for scientific and service excellence at all times • act with professionalism at all times • adopt, and encourage initiative and innovation by all • treat all our stakeholders with equity and justice • exercise discipline at all times • show respect to all • act with honesty and integrity • strive for transparency and open communication at all times

These principles may be modified to meet local requirements through interaction with the AFNP’s stakeholders.

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2.3.2. Environmental attributes

• Principle protected area conserving the Gariep centre of endemism • Unique Augrabies Falls • Contrasting above and below Falls riverine landscapes • Distinguishable geological formations • Several endemic fish species below Falls • Undisturbed riverine fans • Unparalleled arid vistas • Great potential to expand the Park area • Trans-frontier potential • Minimal population pressures

2.3.3. Economic attributes

• Augrabies Falls provides an important commercial focus • Relatively well-established tourism product • Closely situated to important tourism (Namaqualand flower and Kalahari) routes. • Within relatively close proximity to important commercial routes to Namibia and Cape Town • Situated within an economically important agricultural region • Well-established tourism camp • Potential cultural heritage tourism • Potential to create sustainable Small, Medium and Micro Enterprises (SMMEs) through the Economic Empowerment and conservation linkages

2.3.4. Socio-political attributes

• A well-established Park Forum represents all stakeholders (communities, municipalities, tourism forums, formalised agriculture and relevant government departments) • Numerous and diverse cultural heritage sites which contribute to the diversity of the Park and allow for the opportunity to strengthen the SANParks heritage mandate • The stable Northern Cape political environment that provides security for tourists • A strong relationship with all spheres of government, which bodes well for co- operative agreements • Linkages to the country’s first and largest land restitution claim (Riemvasmaak)

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2.3.5. Setting the Details of the Park Desired State Objectives Hierarchy for AFNP A hierarchy of objectives for the Park has been formulated by Park management with reference to the above background information, the Park’s vital attributes, guiding principles and vision. These, however, will be further refined in consultation with the Park’s stakeholders. The objectives are listed in the table below, along with initiatives and their associated Park programmes to meet the objectives. In addition, the table lists SANParks’ corporate balanced score card objectives as a means of indicating the link between the Park and corporate objectives. In 2004 SANParks implemented the Balanced Scorecard management tool to provide a comprehensive business measurement and management framework that allows the organisation to translate its value proposition into achievable objectives, measures and targets. These are lumped into four operational quadrants affecting SANParks business, namely: Financial; Customer; Internal; and Learning & Growth. The balanced score card has advantages in that it: • Places SANParks business within a common framework; • Communicates strategy effectively to all levels; • Makes strategic goals operationally implementable; • Aligns departments and activities; • Links remuneration to performance; • Effects organisational change. 2.4. Objectives Park-specific conservation objectives are framed in a hierarchical order that is shown with links to the balanced scorecard objectives via the far right hand column in the tables below.

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Table 1. Management objectives for the Augrabies Falls National Park

AFNP High Level AFNP Sub-objectives AFNP Sub-objectives Initiatives Ops plan Balanced Score objective Card (BSC) Objective REPRESENTATION Representation : To Consolidation : To 1. AFNP to complete current Expansion plan Attain leadership in and PERSISTENCE: incorporate the incorporate the consolidation of the Resettlement biodiversity To ensure AFNP spectrum of spectrum of boundary plan management conserves a biodiversity pattern biodiversity patterns 2. Create western extension representative sample representative* of the (including landscapes) focused on biodiversity of the ecological Gariep centre into the representative* of the important areas. patterns and AFNP, as well as the Gariep centre into the processes processes which AFNP, as well as the 3. Consolidate as much river characteristic of the support its long-term processes which frontage as possible. Gariep centre of persistence, and to re- support its long-term 4. Establish viable trans- endemism area of the introduce missing persistence, frontier linkage Northern Cape in a elements where * to take special contiguous possible. cognisance of the 5.Attend to land claims arrangement enabling unique biodiversity against AFNP natural variation in elements of the 6. Expand Park through structure, function and region. contractual inclusion of composition over private land. space and time.

Reintroduction: To 1. Reintroduce black rhino Herbivore investigate 2. Supplement existing management possibilities for the species to establish viable plan reintroduction of populations locally extinct species and to implement these in accordance with IUCN principles and guidelines.

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Persistence: To Herbivory: Develop 1. Annual Census and Herbivore manage the Park to and implement a regularly monitor faunal management ensure the long term herbivore species in the Park (e.g. plan persistence of management plan to aerial counts) biodiversity, enabling understand and 2. Monitor impact of natural variation in manage the role of herbivory within agreed structure, function and herbivory as a modifier thresholds. composition over of biodiversity, space and time. including the effects of major architects at different spatial and temporal scales. Threatened biota: To 1. Identify threatened Rare species understand and species, determine programme maintain viable thresholds and implement a populations of monitoring programme threatened species, 2. Meet SANParks' according to a realistic obligations in terms of framework of threat. international agreements and conventions governing rare and threatened biota such that species on the IUCN’s globally critically endangered or endangered lists will receive attention.

Hydrological regimes: 1. Strive towards greater Water To improve and influence in the CMA’s management restore the associated with the Orange plan hydrological regimes River management and natural functioning of the Orange River through its course through the Park

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Rehabilitation: To Degraded land: To 1.To develop and implement Rehabilitation drive towards the re- drive towards the re- a rehabilitation plan plan Flood establishment of establishment of (including prioritization) disaster structure and function structure and function 2. Rehabilitate gullies management of degraded land that of degraded land that plan is incorporated into the is incorporated into the 3. Rationalise road network AFNP (including the AFNP. and rehabilitate restoration of key decommissioned roads processes which 4. Poverty Relief programme support the long term persistence of 5. Flood disaster biodiversity). management planning initiative. Alien biota: To drive 1. Complete evaluation of Invasive alien towards the re- the alien problems in the plan establishment of Park structure and function 2. Continue with current of areas degraded by eradication programme the impacts of alien biota, by controlling 3. Removal of domestic and, where possible, carnivores. eliminating these species.

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PRESSURE Reconciling other Park Impacts of 1. Implement CDF, and in CDF, Green REDUCTION: To activities with developments: accordance with EIA process standards, reduce external biodiversity objectives: Minimise the impacts (NEMA) and corporate Tourism plan pressures of Ensure that all associated with the policies inappropriate land aspects of SANParks development of 2. Establish tourism carrying use, illegal resource operations (revenue tourism and Park capacities. use and impacts of generation including management invasion of alien biota, tourism, resource use, infrastructure, and to minimise the impact developments, ensure that the on, and maintain the management development of this integrity of, indigenous activities) are informed infrastructure is only biodiversity. and constrained by undertaken if it does biodiversity, and not compromise particularly that the biodiversity objectives. impacts of these activities are minimised. Damage causing 1. Cooperate in black fly Damage animals: Mitigate management programmes causing animal impact of black fly on 2. CMA attention to flood programme Park operations control. (tourism) via cooperative, constructive engagement with agriculture.

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Reconciling external External development 1. Engage with regional land Cooperative threats with pressures: Minimise management authorities, governance and biodiversity objectives: the impacts incl. IDPs and SDFs at local communication Reduce external associated with and regional level plan? threats and pressures, inappropriate 2. Negotiate to ensure that and limit impacts of developments outside external developments are surrounding land and the Park. not visually obtrusive or out resource use on of character with the Park. biodiversity within the Park. External land and 1. Negotiate to mitigate or Cooperative resource use: improve the management of governance and Negotiate to ensure external potentially communication that external resource detrimental impacts (i.e. plan? and land use do not hydrological influences, alien detrimentally affect biota, insecticides, ecological processes herbicides, fertiliser, refuge within the Park. dumps, water extraction) 2. Encourage eco-friendly resource use and land management practices on adjacent properties. Alien biota: Minimize 1. Implement strategy to Invasive alien the threat of alien control domestic carnivores plan biota invasion from entering the Park. outside the Park.

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WILDNESS / Range of experiences: Coordinated planning - CDF REMOTENESS: To To provide a range of sensitivity value analysis and maintain and restore wildness experiences CDF (internal and footprint). wildness/remoteness through appropriate in the AFNP such that zoning. the spiritual and experiential qualities of wildness are maintained, enhanced, or, where necessary, restored. Sense of place: To To identify, plan and Reference in maintain or restore, implement appropriate Rehabilitation through the use of maintenance and restoration plan zoning, rehabilitation of wildness qualities in CDF and restoration efforts, different zones. an appropriate sense of place. Cultural heritage 1. Mapping of newly Cultural Attain leadership in assets are conserved acquired land heritage plan cultural heritage and managed 2. Updating and mapping management effectively. cultural heritage database 3. SAHRA compliant management plan for key sites.

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Become the nature- To develop the 1. Ensure effective delivery Tourism plan Become the nature- based tourism tourism infrastructure of customer service based tourism destination of choice to enhance the tourist 2. Ensure compliance to destination of choice in the Northern Cape experience and tourism standards, policies region. increase revenue. and procedures 3. Ensure effective management of concession partners.

To effectively market Tourism plan the Park as the Marketing plan nature-based tourism destination of choice in the Northern Cape. To provide a variety of Increase the utilization of the Tourism plan tourist and Park and existing tourism recreational activities products. that caters for a variety of markets and needs. To promote Implement broad based Tourism plan concessionaire and transformation. Effective Park SMME opportunities. management programme

Transform the 1. Tourism surveys. Tourism plan Transform the domestic Guest Profile Marketing plan domestic Guest of the AFNP, through Profile, through growth, to be growth, to be representative of representative of regional South African demographics. society

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To improve customer 1. Monitor maintenance 1. State of Become the nature- satisfaction levels budget against targets Infrastructure based tourism 2. Customer satisfaction plan destination of choice surveys 2. Tourism plan 3. Monitor and address complaints 4. Concessionaire management. Enhance tourism 1. Ensure representation at Implementation research and tourism shows (Getaway, of Marketing development INDABA, Green Kalahari Plan for the Tourism Forum) Cluster 2. Increase profile in Northern Cape Tourism Authority. Custodian of choice for protected area management

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To enhance good Regional cooperation 1. Actively participate in Stakeholder Custodian of choice parks/community/ Bushmanland initiative management for protected area stakeholder relations 2. Establish working Park programme management forum. 3. Relationship with Riemvasmaak 4. Actively participate in land claim discussions. Increase 1 Education programme Environmental Contribute to local environmental operational education and educational and awareness 2. Learnership programme. youth socio economic development development programmes Enhance benefits to 1. SMME and job database Stakeholder Contribute to local local communities 2. Quick filling of positions. management educational and programme , socio economic Poverty Relief development programme Improve procurement 1. Suppliers database. Effective Park Implement broad from BEE suppliers management based programme transformation

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Attract and retain the Strategic HR 1. Staff satisfaction surveys Human Attract and retain human capital meeting management 2. Database of key staff resource the best human the required skills positions programme capital required in all the disciplines of the 3. Comparison of AFNP remuneration against market 4. Training programmes 5. Skills audit 6. Skills plan. 1. Imbizos with upper Effective ark Share and provide Enable access of all management management access to staff to senior programme information and management knowledge 1. HIV surveys and Aids Ensure best Implement best awareness programmes. programme practices in practices in managing managing and and Understanding understanding HIV HIV and AIDS and and AIDS (and associated diseases. associated diseases) The AFNP compliance 1. Staff equity database. HR programme Implement broad with corporate based transformation transformation policies.

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Attain a healthy Continuously improve 1. Cost saving exercises by 1. State of Effective financial status for the the Income to Cost cost centre infrastructure management of Park Ratio of the AFNP to 2. Efficient project plan revenue and ensure that the Park management 2. Effective Park expenditure meets its conservation 3. Maintain infrastructure management mandate and programme contributes to according to plan SANParks' overall 4. Explore new revenue 3. Public works conservation mandate. generating projects programme 5. Proactively work on audit findings 6. Risk profile updated. Enhance AFNP’s 1. Publications, media Effective Park Enhance SANParks' reputation releases management Reputation 2. Events (marathons) programme 3. Voluntary support programmes. To achieve effective 1. Actively participate in Effective Park Custodian of choice co-operative province/region IDP's. management for protected area governance. programme management

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3. GUIDELINES AND PROGRAMMES TO ACHIEVE THE DESIRED STATE 3.1. Biodiversity and heritage conservation

3.1.1. Park expansion programme Although not considered a national priority conservation area (Driver et al. 2005), the expansion of the AFNP remains important for SANParks. The establishment of an ecologically viable park in the Gariep centre of endemism around the Orange River will enhance the protection of the vegetation types in this region (Van Wyk & Smith 2001). The expansion programme conforms to SANParks’ accepted biodiversity values and follows SANParks’ land acquisition framework. Although no specific fine-scaled conservation plan exists yet for the Park, the expansion plan is informed by the national conservation assessment (Driver et al. 2005) and a trans-frontier opportunity, the first such conservation area investigated in South Africa (Jarman & Owen 1998). The thrust of expansion for the Park is aimed towards conserving poorly-represented vegetation types and as such the desired state would include: • The consolidation of an ecologically viable park around the poorly-protected mid Orange River reaches characteristic of the Gariep centre of endemism; and • Creating an opportunity for trans-frontier conservation. Currently the 55 383 ha park includes five Nama-Karoo vegetation types, one (Lower Gariep Alluvial Vegetation) of which is endangered largely through the transformation by intensive viticulture on river fans. Furthermore, four of these vegetation types are poorly protected. The Park expansion will go through two phases, that of a consolidation and then a broader expansion (Fig 2). The former is focused on straightening the boundary for managerial reasons and would require the acquisition of about 1700 ha for a minimum of R1.5 million as it involves several small properties. However, this would not add any further unconserved vegetation types. Therefore, a further 198 000 ha expansion phase which is primarily focused on adjacent river areas would include three unprotected vegetation types, namely the Einiqua Plains and Rocky Desert types, and Bushmanland Sandy Grassland (Mucina et al, 2005). If this were to be included entirely through acquisition, it is expected to cost an estimated R40 million. However, a number of land owners have expressed a possible desire to enter contractual arrangements, thus reducing this potential cost. Expansion in the 2006-10 management cycles will be primarily focussed on the consolidation phase and the acquisition of a few key properties and is expected to cost R6.6 million and add a further 18700 ha.

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Figure 1. Expansion areas for Augrabies Falls National Park. 3.1.2. Sustainable natural resource use programme There is currently no sustainable natural resource use programme. The resource use policy will guide the AFNP in this regard. 3.1.3. Herbivore management programme The historical occurrence of large mammals in the Augrabies region is extensively described by Du Plessis (1969), Skead (1980) and Rookmaker (1989). Mossop (1935) provides an account of the travels of Hendrik Jacob Wikar who recorded numerous wildlife species along the banks of the Orange River in the Upington region (including the Augrabies Falls area) during his travels in 1778. Wikar’s observations conclude that the riverine areas supported a rich mammalian fauna but that these species were only able to penetrate the drier habitats via the perennial river systems. Among the species recorded by Wikar were elephant (apparently frequently found in the kokerboom, Aloe dichotoma, and forests), hippopotamus, giraffe, rhinoceros (sic black), buffalo, gemsbok, hartebeest, zebra (presumably Hartmann’s mountain zebra), lion, aardwolf and ostrich. A review of the literature suggests that a considerable number of species may once have been present in the region, and these species should form the basis for any future reintroduction strategies (Castley 2006). The following large herbivores should be supplemented and/or reintroduced to the expanded section of the southern bank of the AFNP: red hartebeest, eland, kudu, ostrich, giraffe, springbok, gemsbok, black rhinoceros. The black rhinoceros is a special case as the species has previously been supported in the Park, but these animals were consolidated in the population in the AENP. The AFNP provides a good habitat for black rhino but at a low ecological carrying capacity (0.04 – 0.05 / km2) for the species. Even so, the expanded Park has the potential to support 30 individuals (Castley 2004).

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The task remains to develop a strategy to manage the large herbivores of the AFNP in a way that is consistent with the biodiversity conservation objectives identified above. 3.1.4. Carnivore species management The introduction of carnivores into the system is advisable to re-establish the predator-prey dynamics of the natural ecosystem, but it is unlikely that the current herbivore populations will be able to sustain predation rates imposed by the minimum number of individuals of a founding population of larger carnivores. The introduction of larger carnivores is not anticipated in the AFNP in the immediate future (next 5 years), although there are a number of species that could be introduced, but that may also already be present (Castley 2006). Any proposals for the introduction need to consider the norms and standards stipulated by DEAT for the sustainable use of large predators (DEAT 2003). The reintroductions can be reviewed in future to assess the potential of introducing lion into the system. Leopards are already recorded in the Park but the low density and solitary nature of this species suggests that it is already able to maintain itself on the resident populations of klipspringer, rock hyrax and other wildlife. They are likely to prey on gemsbok, kudu, klipspringer, steenbok and smaller carnivores, but show a preference for common duiker (Hayward et al. 2006). There are a number of conditions that would need to be met prior to the introduction of any predators, and these are general requirements for any anticipated large carnivore introductions (see SANParks Policy Framework in reintroduction of large carnivores): (i) The park boundary fencing is adequate to contain the animals being released. (ii) A review of the prey populations is undertaken to determine the potential numbers of predators that could be supported. (iii) The release of any larger carnivore should coincide with some degree of scientific monitoring. (iv) The impact of the released predator on prey populations and prey population persistence needs to be monitored.

3.1.5. Damage causing animal programme/Problem animal programme The AFNP has the typical problem animals found to sometimes become a nuisance in smaller conserved areas. Animals such as the caracal and black-backed jackal are a problem to the adjacent farmers. Baboons, vervets and the black flies (Diptera: Simuliidae) are at times invading the tourist areas. Flowering plant species along the Orange River support the continuous breeding of the flies. At times the flies are eradicated through spraying by the Department of Agriculture. 3.1.6. Rare species programme There are currently two mammal species that may require additional management considerations. One of these, the Hartmann’s mountain zebra, is already resident in the Park and the population has recently been relocated to the larger southern bank section, while the other, the black rhinoceros, has the chance of being reintroduced within the next five years. Hartmann’s mountain zebra There are few populations of this species in South Africa, and even fewer within their historical range. This makes the conservation of this species in the AFNP an important conservation objective. It will be necessary to consider the success of this

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translocation operation using aerial surveying and ground based monitoring to assess the habitat use by the species on the southern bank. It may be possible to manage this population as part of a larger regional meta-population in the Goegap Provincial Nature Reserve, while the species is also expected to occur in the Richtersveld National Park. It may also be possible to source additional animals from populations in the Eastern Cape. Black rhinoceros The arid-adapted, south-western ecotype of this species, Diceros bicornis bicornis, has previously survived well in the AFNP and the preferred habitats that have been recently incorporated through the purchase of additional properties on the southern bank are likely to provide further suitable habitat. The continued utilization of the northern bank for supporting black rhino should not be excluded, but this is dependent upon successful negotiations with the Riemvasmaak community on the contractual co-management of the Melkbosrand area to the northwest of the Park. The management of this species in the AFNP should be guided by existing documents (Castley 2004) that refer to the performance of the population in terms of the growth rates shown over time. The best options for securing a founder population may lie in further negotiations with the Namibian Ministry of Wildlife.

If animals cannot be donated to SANParks, an effort should be made to secure a founder population on a custodianship basis with an agreed equitable distribution of progeny. 3.1.7. Water programme The AFNP is drained by the Orange River (O.R), which is normally a perennial water course. The O.R is the largest river in SA. Its source is in the Drakensberg, at Mont Aux Sources, which has an annual rainfall of more than 1200 mm. It flows into the Atlantic Ocean at Alexander Bay, which has an annual rainfall of 55 mm. The total length of the river is 2 200 km. The Vaal River joins the Orange River at Douglas - in wet years the OR and the VR flood simultaneously, causing major floods in the lower Orange River areas. Great floods that can be remembered were in 1897, 1925, 1934, 1943, 1974, 1976 and the last flood in 1988. In these times the river flow could rise to 11 000 cumec (11 000 litres per sec). In 1988 it rose to approx 7 800 l per sec. In later years the dams upriver played a large role in slowing down the flow of the river. The river was reduced to a trickle during the dry seasons but with the water regulations that have been placed on the dams upriver it now has a constant flow. Between Kakamas and the Park, a distance of approximately 35 km, the river flows through a wide, flat, cultivated valley. From the 146 m high Falls it flows into a deep, 100 m-narrow gorge. The AFNP forms a system of braided channels before cascading over a waterfall approximately 90 metres high with a 56 m freefall. Downstream from the Falls the river flows through a 18 km gorge - a linear oasis through the otherwise barren Park. Although the flow of the Orange River has been controlled for agricultural irrigation, when it floods, the Falls are one of the largest water volumes in South Africa. When in flood it offers the largest mass waterfall in the country. Historically, the area flooded over a 6 km wide area. Much less water now flows down the river as a result of the Lesotho Water Scheme. The water serving the Park is pumped and filtered through a new electrical pump and reservoir system.

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Section 3 of the National Water Act (Act 36 of 1998) clearly identifies the National Government as the public trustee of the nation’s water resources, which, acting through the Minister of Water Affairs and Forestry, has the power to regulate the use, flow and control of all water in South Africa. SANParks thus does not directly, and in most cases also indirectly, manage hydraulic processes and resource use in rivers. The Act also states that the Department of Water Affairs and Forestry must devolve most of the catchment management issues to Catchment Management Agencies (CMAs) that include representatives of local interest groups and relevant government agencies. The CMAs will provide opportunities for cooperative catchment management.

3.1.8. Rehabilitation programme This programme deals with habitat rehabilitation of environmental/biodiversity parameters in the AFNP. Since the AFNP is in an arid area (low rainfall), minor soil or vegetation disturbances may induce soil erosion during flash floods. There is also minor vegetation transformation, which includes change of vegetation community in terms of composition, density and structure. In the AFNP this has been as a result of historical herbivory by domestic stock, and the resulting invasion of vegetation communities by alien plant species. The AFNP is still increasing in size through the purchase of agricultural land for the Park. It is therefore possible that some of the land that will be purchased for the Park will have been significantly transformed through agricultural practices. Purpose The main intention of restoration in the AFNP is to return a degraded system to some form of cover or state that is protective, productive, aesthetically pleasing, or valuable in a conservation sense. Hobbs & Norton (1996) have identified ecosystem composition, structure, pattern, function, heterogeneity and resilience as attributes that must be considered in restoration efforts. Context In the AFNP, transformed areas can be divided into the following sections: 1. Infrastructure related – this includes old buildings, fence lines, dams, telephone lines, and old roads. 2. Excavations – this includes borrow pits for road construction, abandoned rose quartz mines, and impoundments. 3. General refuse – this includes a variety of items scattered throughout the bush (such as old drums, cement pipes, and rubbish tips). 4. Alien infestation – this refers largely to the extensive stands of Prosopis spp (Mesquite) that are prevalent around the homesteads in particular, but also along some of the dry river channels. Some of these stands are quite large while others are just one or two trees. Other species include Wild tobacco Nicotiana glauca and the Mexican poppy, Argemone mexicana. Management interventions There are straight lines, effects of old fence-lines and packing of rocks along these lines that are visible from tourist roads. The rocks on the historical fence-lines should be dispersed back into the veld or collected from these lines to reduce the visual impact of these lines.

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Another piece of infrastructure that requires urgent attention is the removal of the old telephone line between Af en Toe and Seekoeisteek homesteads. There are also large tracks of old farm roads. The removal of alien vegetation from the various homesteads and river channels is a priority. This is particularly important where some of these sites have been identified as potential picnic and rest areas for tourists. There is not only a dense accumulation of Prosopis at places but also a number of ruins and refuse that needs to be cleared. Research The invasion of exotic plants is generally accompanied by competition with indigenous plant species. It is therefore assumed that the invasion of Prosopis species and other exotic species has had a negative impact on the biology of indigenous plant species. A vegetation survey in such areas and adjacent areas infested by Prosopis species is therefore necessary before the clearing of these exotic species. The AFNP has two restoration objectives. 1. Site-by-site scale: • To remove all unwanted structures in the Park • To blend structures such as excavations with the natural environment 2. Landscape scale: • To remove all alien plant species, thus improving the environmental integrity of the Park • To enhance hydrological regimes in the Park

3.1.9. Cultural heritage resource programme

Overall purpose and Objective To manage and sustain the significance, authenticity and integrity of the tangible and intangible cultural heritage resources for which SANParks is responsible, for the enjoyment and benefit of all South Africans and of the world. Brief overview of the cultural values of the Park During the period September 1999 to March 2001, a project was undertaken to compile a Cultural Heritage Management Plan. The AFNP area, which consisted at the time of the original AFNP area as well as a number of newly-acquired properties such as Seekoeisteek, Waterval, Melkbosrant and Omdraai, formed the primary area of focus. In line with Park policy and the concept of a cultural landscape, neighbouring areas such as Riemvasmaak were also included As very little prior research had taken place in the area, a large component of the research time was spent on compiling a heritage inventory. The fieldwork resulted in the identification of 155 tangible heritage sites, of which 106 were from within the Park boundaries and the remaining 49 from areas adjacent to the Park. These sites include graves and burial grounds, Stone Age surface scatters, historic homesteads, military structures and rock engravings. The research has shown that the AFNP area possesses a rich diversity of heritage fabric which includes a diversity of cultures and historic events. One of the more interesting sites within the Park is a Quiver Tree that was inscribed two days before the worst drought in living memory was broken. The inscription reads “Die weer is Mooi 11 Des 1933. Daar is hoop.” (directly translated it would read: “The weather is beautiful 11 Dec 1933. There is hope”).

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Another interesting site is located on one of the Orange River islands falling within the Park boundaries. It consists of two small rock shelters associated with Later Stone Age lithics, elongated grinding surfaces as well as two possible Later Stone Age graves. At least one ceramic fragment has also been observed. The occupation of the islands in the vicinity of the Augrabies Falls was recorded by two of the earliest known European visitors to the area, namely the Swedish deserter Hendrik Jacob Wikar in 1778 as well as Colonel Robert Jacob Gordon who visited the Falls shortly thereafter on 15 October 1779. Although Wikar indicates only a pastoralist group (referred to as the Namnykoa) residing on the islands, Gordon found both pastoralists (he calls them Namneiqua) and hunter-gatherers (referred to as Anoeeis) on the islands. Intangible resources have also been documented, and include mythical creatures such as the Water Snake and lesser known Dassie-adder (described by some as a small creature with the body of a snake and the head of a wrinkled old man with a white beard). Other intangible heritage resources recorded during community participation include traditional dances and clothing, as well as medicinal uses for plants. Park management priorities and future intent As mentioned above, a survey of the AFNP was undertaken and compiled in a Cultural Heritage Management Plan. As part of the plan, evaluations were made on the significance, conservation status and utilisation options of all the heritage resources identified during the study. Detailed recommendations were also made on ways to implement the plan. The Park has since expanded its boundaries, therefore more surveys will still need to be done. In order to fully comply with all management requirements for cultural heritage resources in the Park, a number of initiatives have been planned and will be implemented within the next five years. The SANParks legal obligations and management principles regarding cultural heritage resources are included in the Cultural Heritage Cooperate Policy Statement. The following table presents an outline of planned management objectives and activities:

Table 2. Outline of the planned cultural objectives and activities

Management Measures Initiatives Objectives 1. To further develop • % of new • Documentation of newly discovered and continuously cultural cultural heritage sites and associated update an heritage oral histories and indigenous knowledge inventory of cultural information (tangible and intangible heritage) resources in the • Heritage according to the standard of the existing Augrabies Falls information on inventory and including all of this data National Park new Park areas into the overall Cultural Heritage Management Plan • Priority must at present be placed on areas acquired after the cessation of the 1999 - 2001 fieldwork as well as the highly potential Orange River islands that were inaccessible at the time of previous fieldwork due to heavy rains. • Training and use of SANParks staff • Association with relevant institutions such as museums and universities •

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2. To implement the • The allocation • Appropriate conservation measures of Cultural Heritage of resources to all sites with the conservation status of Management Plan enable Ascertained Danger (CHMP) for the implementation • Implementation of a monitoring Augrabies Falls • Site monitoring programme with which the future National Park records conservation and sustainable utilisation of the heritage resources can be maintained • Involvement of stakeholders in the implementation process 3. To formulate and • Cultural • Visitor control measures implement Cultural heritage site • Information boards and signage Heritage Site management • Conservation measures Management plans • Interpretation plan Plans for heritage • Maintain the sense of place at heritage sites that have sites been identified for educational, research and tourism purposes

3.2. Sustainable tourism

3.2.1. Conservation Development Framework (CDF)

Zoning Plan The primary objective of a park zoning plan is to establish a coherent spatial framework in and around a park to guide and co-ordinate conservation, tourism and visitor experience initiatives. A zoning plan plays an important role in minimizing conflicts between different users of a park by separating potentially conflicting activities such as game viewing and day-visitor picnic areas whilst ensuring that activities which do not conflict with the park’s values and objectives (especially the conservation of the protected area’s natural systems and its biodiversity) can continue in appropriate areas. The zoning of the AFNP was based on an analysis and mapping of the sensitivity and value of the Park’s biophysical, heritage and scenic resources, an assessment of the regional context, and an assessment of the Park’s current and planned infrastructure and tourist routes/products. All these aspects were interpreted in the context of the Park’s objectives. Overview of the use zones: The use zoning plan for the AFNP is shown in Figure 3. Full details of the use zones, the zoning process, the Park Interface Zones (detailing Park interaction with adjacent areas) and the underlying landscape analyses are included in the AFNP Zoning Document which is available on request. Remote Zone: This is an area retaining an intrinsically wild appearance and character, or an area which is capable of being restored to such and which is undeveloped and without roads. There are no permanent improvements required in such a Zone, neither is there any form of human habitation. It provides outstanding opportunities for solitude, with awe-inspiring natural characteristics. The sight and sound of human habitation and activities are barely discernable and at a far distance. In the AFNP, Remote Zones were designated in five rugged areas with high environmental sensitivity. Primitive Zone: The prime characteristic of this Zone is the experience of wilderness qualities with access controlled in terms of numbers, frequency and size of groups. The Zone shares the wilderness qualities of the Remote Zone, but with

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limited access roads, trails and the potential for basic small-scale self-catering accommodation facilities such as a small bush camp. Views of human activities and development outside of the Park may be visible from this Zone. In the AFNP, Primitive Zones were designated to protect most of the remaining sensitive areas that were not incorporated into Remote Zones from high levels of tourism activity. In addition, Primitive Zones were designated along the southern boundary to buffer the core of the Park from external impacts, and around the Remote Zones to buffer them from higher use tourist areas. In areas where Remote Zones border on the Park boundary, a 100m wide Primitive Zone was designated to allow Park management access to boundaries. Primitive Zones were also designated to allow management and controlled tourists 4x4 access through Remote Zones north of the Orange River. Low Intensity Leisure Zone: The underlying characteristic of this Zone is motorized self-drive access with self-catering accommodation units in small basic camps without facilities such as shops and restaurants. Facilities along roads are limited to basic self- catering picnic sites with toilet facilities. In the AFNP, Low Intensity Leisure Zones have been designated along the current tourist access routes and game viewing areas west of the Falls. The edges of the Low Intensity Leisure Zones were defined in terms of landscape sensitivity and value (as well as topographic) constraints, with most high sensitivity landscapes being excluded from this Zone. High Intensity Leisure Zone: This Zone is characterized by high density tourist development nodes with amenities such as shops, restaurants and interpretive centres. This is the Zone where more concentrated human activities are allowed, and is accessible by motorized transport on high volume transport routes. In the AFNP, High Intensity Leisure Zones were designated around the main tourist precinct around the Falls and gorge, as well as the main entrance road to the Park. The two public roads which currently cut through the Park were also zoned accordingly (despite the fact that these transport routes are inappropriate for the Park and disrupt its zoning and land use scheme) to accommodate currently unavoidable high levels of activity. Overview of the Special Management Overlays of the Augrabies Falls National Park Special management overlays which designate specific areas of the Park that require special management interventions were identified. Two types of areas were designated: • Special Conservation Area - Visual Protection: Areas with extremely high sensitivity to visual impacts were included in this overlay. This area needs to be carefully managed to minimize or eliminate any aesthetic or visual intrusion of development and tourism activities. These areas were concentrated along the gorge and Falls, as well as highly visible mountainous areas both north and south of the Orange River. • Special Conservation Area – Closed woodland Zizyphus mucronata: This vulnerable and rare vegetation type was identified for special protection to minimize the risk of any further loss of habitat as well as to prioritize rehabilitation work. Current status and future improvements: The current Park use zonation is based on the same biodiversity and landscape analyses undertaken for a Conservation Development Framework (CDF). However, certain elements underlying a CDF, such as a tourism market analysis, are not to be fully incorporated into the Park use zonation. A full CDF will be developed for the AFNP within the current update cycle. Remote areas will be investigated for possible formal declaration as Wilderness Areas in terms of Section 22 of the PAA.

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Figure 2:.Use zoning and special management of the Augrabies Falls National Park

3.2.2. Tourism Programme The AFNP attracts some 50 000 to 100 000 visitors annually. The wide variation in numbers depends largely upon the fluctuating Namaqua wild flower displays. This large influx of tourists offers the opportunity for day and overnight visitors. Some come for a short visit to the Falls, and others stay longer to enjoy the diversity of tourism attractions. Although the Park is relatively small in size and provides 59 chalets (226 beds and 40 campsites), and a day visitors area with a picnic site, the Park plans to boost the number of overnight accommodation options by offering a range of diverse products. This is expected to have a positive knock-on affect for the Park’s income base and the regional tourism industry. Management and support infrastructure comprises park administration offices, staff accommodation, a conference centre, public toilets, Masekhane hall complex, technical stores, vehicle sheds, workshop and shop and restaurant complex. Management roads and tracks are 120km in extent, while tourism roads are 80km and fences are 242 km. Underpinning the management of the Park is the maintenance of a balance between ecological, social and economic needs. In order to manage visitors effectively, Park management must ensure that economic needs are met through visitor enjoyment (i.e. generating revenue), broader social needs are addressed (i.e. access to recreational, educational and employment opportunities), and ecological protection is ensured (i.e. natural and cultural resources, are protected).

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A walkway has been constructed to enhance the experience for visitors. Staff houses are in a reasonable condition. Technical buildings are in poor condition and require fairly extensive upgrading. Some upgrading and repairs have been carried out on the water supply system. Roads are generally in a relatively good condition. The CDF will inform future decisions regarding the potential use of some of the old buildings. Appropriate renovation action will then take place. The AFNP currently relies on SANParks corporate services to market the Park to current and potential visitors using a variety of media such as brochures, publications, the Internet, press releases, radio, newspapers and trade fairs. There is, however, a growing need to expand the local capacity through the use of the cluster marketing services to provide a marketing and communications service closer to the Park. As the AFNP recreational and visitor services grow and the Park becomes a stronger driver in the regional ecotourism market, the corporate marketing capacity may be complemented with a local marketing and communications support which can focus on developing innovative packages to encourage visitors to both visit the Park and stay longer. The wide diversity of local stakeholders will also require continual iterative engagement to sustain a constructive and positive relationship with the Park.

3.2.3. Marketing Programme The Augrabies Falls National Park operates in the Tourism and Conservation spheres. For marketing purposes, the focus lies on the tourism and hospitality services industry, which has shown considerable growth over the past years. Challenging issues for the next financial year will be: • To upgrade the remaining three chalets and two bed chalets that did not keep up with those found in the private sector. • Financial constraints. Tourism activities should be able to sustain themselves and fund conservation activities. The marketing objectives are set within the framework of some of the guidelines, as follows: • To maximize profits • To maximize the number of community visitors • To raise and maintain the AFNP standards for a bigger share in the market • To increase public awareness of AFNP products The marketing strategy is to develop an integrated socio-ecological plan to act as a basis for the development of sustainable tourism. This plan must embrace social values, be compliant with all reasonable biodiversity conservation needs, embrace the principles of resilience and sustainability and the AFNP conservation ethic and be financially viable, as well as contain practical tools and indicators. Part of the marketing strategy is also to implement a service-delivery programme for tourism products, and to manage and enhance this in a quality controlled manner by providing a continuum of products and services along the full chain of visitor accession, travel, entry, accommodation and experiences (including interpretation, appreciation of wilderness and of community linkages) supported by appropriate marketing. Additionally, the marketing strategy aims to generate sufficient revenue from service- delivery to allow funding of conservation initiatives, maintenance of infrastructure, as well as to contribute to community programmes. The investigation and enhancement

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of all underlying enabling factors which promote the success of sustainable tourism is also part of the marketing strategy. The AFNP currently relies on SANParks corporate services to market the Park to current and potential visitors using a variety of media such as brochures, publications, the Internet, press releases, radio, newspapers and trade fairs. There is, however, a growing need to expand the local capacity through the use of the cluster marketing services to provide a marketing and communications service closer to the Park. As the AFNP recreational and visitor services grow and it becomes a stronger driver in the regional ecotourism market, the corporate marketing capacity may be complemented with a local marketing and communications support which can focus on developing innovative packages to encourage visitors to both visit the Park and stay longer. The wide diversity of local stakeholders will also require continual iterative engagement to sustain a constructive and positive relationship with the Park. The marketing programme is at present under review and will be made available for public scrutiny as soon as this process is finished. 3.2.4. Commercial Development Programme The objective of commercial development is to manage concessionaires and commercial tourism operators in the Park to ensure that ecological, cultural and scenic resources and visitor experience are maintained and enhanced. Commercial operators and concessions potentially offer an important source of income for the Park, but their operations could have a negative effect on the environment and would therefore require careful monitoring and evaluation. Equally outsourcing a number of Park activities may provide the Park with complementary skills and efficiencies, although this has its own set of management challenges. It is envisaged that all concessionaires will continue to contribute to the AFNP income through the establishment of fixed fees or a percentage of turnover. Opportunities for public private partnerships will continue to be explored. Opportunities will especially be sought to enhance the already successful partnership with EJ Viljoen Associates and other small, medium and macro enterprises (SMMEs) from the immediate communities. 3.3. Building cooperation and constituency 3.3.1. Stakeholder relationship management programme Purpose The P&C Department of the AFNP regularly engages with various governmental and non-governmental departments. This positive cooperation builds bridges, enhancing a people-friendly Park. Not only is the conservational ethic strengthened by interactions, meetings and events, but it also nurtures the spirit of Ubuntu. General Stakeholders General stakeholder participation from P&C involves the following: DWAF, Kai Garib Municipality, regional GCIS (Upington), regional Department of Labour, local Department of Justice, local Department of Social Development and FAMSA (Upington), the Regional Human Rights Commission, Provincial Public Protector, regional Justice Centre, Youth Against Crime (SAPS), DoE, Learning Area Manager, Indigenous Languages, and the Marcus Mbetha Centre for Youth Delinquencies. These stakeholders are involved in many celebrations and in enhancing cooperation between the Park and the people living in the area.

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The Kalahari Adventure Centre, Khamkirri, Daberas Adventures, and Zeekoeisteek Adventures are examples of concessionaires operating businesses in and next to the Park. Current local suppliers such as PA Stationers, URB, Agri SA (Augrabies and Kakamas), Andrag (Kakamas), Midas Upington, CAY Toyota (Upington) and other interested businesses, also in the neighbouring communities, are all involved in supplying the AFNP with their goods. EJ Viljoen Associates are concessionaires in the Park. Other business associations include the Kakamas Black Business Forum and the Kakamas Besigheidskamer.

Communities The Park Forum, which was formed in 2004 and consists of community members, is representative of many stakeholders in the area. An Advisory Forum has been established with regards to the Poverty Relief Project. Community organisations act as stakeholders and involve the Riemvasmaak Trust, youth groups, elderly groups, women’s groups, HIV/Aids oriented groups, church groups, political parties and the ‘Youth against crime’ (SAPS), with the common goal of establishing a network with various organisations and Departments to address and counteract problems collectively. The Park, and especially the P&C Department, experiences a very good and positive relationship with its neighbouring schools, including primary, secondary and tertiary institutions and colleges in the neighbouring communities. The neighbouring communities of Augrabies include Noudonsies, Marchand, Alheit, Kakamas, Cillie, Lutzburg, Riemvasmaak, Vredesvallei, Blouputs and Rooipad. Other communities include Keimoes, Upington, Kenhardt, Schuitdrift, Onseepkans and Pofadder. Employees Employee representative bodies and unions: SACCAWU is supported. The media Newspapers in the area include the local Afrikaans newspaper, Die Gemsbok, and the regional/provincial Volksblad. National TV Broadcasting Corporations include SABC TV News and Radio, SABC Education and KykNet. Radio Broadcasting Stations like Radio Riverside (local), RSG, and OFM also form part of the media network, as well as Weg and Getaway magazines. Context and management The main international stakeholders identified are BMW Germany and GVI. GVI contributes mainly as an add-on to the human resources of the Park by providing international members for a year, mainly to assist in P&C Park activities. GTZ is an NGO involved in working with the Riemvasmaak Trust, especially regarding the future of Melkbosrant. Other NGOs like PROJOB Vaardigheidsopleiding have been involved in setting up training for the Poverty Relief Project. Good relations currently exist with the Kai Garib Municipality as two members of this Municipality are part of the Park Forum, namely the municipal manager and the Augrabies ward councillor, who is also the chairperson of the Advisory Forum of the Poverty Relief Project.

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Provincial Government Departments are involved via partnerships with various Northern Cape Departments such as the Department of Tourism, Environment and Conservation, DWAF, the DoE and Education Support Services in the staging of special day commemorations with the Provincial Public Protector, GCIS, local Department of Justice, local Department of Social Development and the Police Services at least once a year. Links with tourist associations like Khara Hais Tourism, the Green Kalahari Forum, the Augrabies Contrast Route Forum and the Northern Cape Tourism Board exist. The only tour operator involving in a contractual agreement with the Park is the Kalahari Adventure Centre. Around the Park there is Khamkirri, Daberas Adventures and Zeekoeisteek Adventures. Risks • The lack of overall ability to resource and fund activities • Excluding any possible parties that could be involved as stakeholders 3.3.2. Environmental interpretation education programme Education Development Programme Purpose To build constituencies amongst people in support of SANParks’ conservation endeavours by playing a significant, targeted and effective role in promoting a variety of educational opportunities and initiatives. The P&C will continue to focus their attention on youth outreach functions and environmental education in order to build a conservation constituency for the future. Context and Management Actions The management actions take place at many levels. 1. School interaction Know Your Park Campaign with school visiting groups This campaign deals with at least one school group visiting the Park per month. These groups not only include local community school groups, but even school groups from the Upington/Siyanda region, other provinces and even Namibia. When the groups are at the Falls they are given educational information, especially details of the physical experience such as the amounts of water, flow, the name of the river, length of the river and the gorge. Two focus Schools This campaign has recently been launched at two neighbouring primary schools, namely St. Maria Goretti and Assumpta. Morula Kids This project, applying to Grade 3-7 learners, is annually launched by the National EIE P&C Department, of Ms Maria Moate, and has for the past two years been successfully and enthusiastically accepted by the community schools in the area.

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2. Communities Career Exposure Day As part of the Department of Educational Support Services (Upington) career exposure project for young female learners, learners come to the AFNP to learn about careers in SANParks with a particular focus on tourism and nature conservation. Freedom Day Elderly people from Marchand, one of the communities neighbouring the Park, had free entrance into the Augrabies Falls National Park to commemorate this special day. Youth Day The aim is to empower our local youth to obtain information and skills to combat the problems identified by the youth, and to strive for a better life in general. The objectives further enhance economic prosperity and the moral values of our youth. This kind of day establishes positive thinking, and enhances networking with various organisations and departments so that problems can collectively be dealt with. Problems that are being addressed include crime, alcohol and drug abuse, HIV/Aids and teenage pregnancies. The Park staff also strives to provide opportunities for sharing best practice and skills transfer in the communities near the AFNP. Adult Awareness A Women’s Day celebration was held where the P&C Department of the AFNP, the local government, the Kai Garib Municipality and the Government Communication Information Systems (GCIS, Upington) staged a Women’s Month action plan. In this way the local women were kept up to date with the conservational ethics of the area. National Arbor Week The essence of Arbor Week was commemorated in the AFNP by the visits of school groups from the neighbouring Vredesvallei Primary School in Riemvasmaak and the Sentraal Primary School in Kakamas. During these visits the emphasis was on the important role of trees for life. World Aids Day The most challenging part of this event is the moment of disclosure when HIV- positive sufferers make their status public for the first time. They are well supported by members of the Chris Tana and Philson Care Groups, consisting of HIV/Aids patients, caretakers and other interested parties involved in HIV/Aids work. Indigenous Knowledge Outreach programmes Artefacts found in the AFNP area were brought by the Park’s P&C Officer and GVI volunteer to the community in the hope of unlocking the mystery of the uses of some of the artefacts so that they could be appreciated not just as items to be catalogued but as pieces of living history. People of the community, especially the older ones, were asked to share their indigenous knowledge regarding the origin and use of some cultural artefacts. This interaction also brought some folk in touch with their old environment that has been forgotten and lost with modern lifestyles. Furthermore, elderly groups in and outside the Park, as well as individual Nama-speaking community members, have been asked to help with translations of terminology into the Nama language,

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3. School/communities outreach programmes International Earth Day The aim is to encourage especially the youth to take environmental action and responsibility in their community. World Environment Day This is an opportunity to encourage learners and school staff members to become active supporters of sustainable living. Awareness is promoted to encourage community members to be owners of their communities and to take responsibility for the environmental issues in the area. Water Week World Water Day is celebrated with water-related programmes taking place at two neighbouring schools, namely Seekoeisteek PS and Vredesvallei PS. The focus is to conserve and protect our scarce water resources. The water cycle is explained to make learners aware of the importance of water, especially in the context of the dry/arid region they live in. World Environment Day To celebrate World Environment Day’s 2006 theme of “Don’t Desert Our Deserts”, the People & Conservation Departments from the Kgalagadi Transfrontier Park and the Augrabies Falls National Park joined forces. Primary school children enjoyed a slide show about the Kalahari Desert and a taste of Tsamma melons. 4. Visitors Visitor activities are directed around the self guided walks. Interpretative materials are on display and a booklet of the self guided Dassie Trail is available free of charge at the reception desk. Visitors may also buy a travel guide of the Park, which is on sale for R30-00. During the school holidays, a holiday programme consisting of slide shows on the Park, video shows on wild life and guided walks is organised. 5. Teacher development The AFNP staff developed an education and interpretation programme for the Park that includes target recipients, community profiles, strategic options, access to the Park, outreach, partnerships, educational and interpretation themes, programme development and roll-out, resource and staffing requirements. The AFNP helps to revamp the existing interpretive materials within the Park and develop new interpretive signage for sites of special interest and at the Falls’ lookout points. Another interest is the development of OBE enhancement programmes, linking the new curriculum with biodiversity conservation and Park resources. 6. SANParks staff Staff and families have been engaged with the HIV/Aids programme. The holiday programme for staff children includes guided walks, interpretive talks, slide shows, and guided drives in the Park.

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7. Research and monitoring More research will be done on indigenous knowledge and how it could contribute to the Park activities. More capacity building amongst our local youth regarding their future career involvement in parks will take place. Both external and internal monitoring and evaluation is encouraged. Objectives • Development of education and interpretation programme for the Park • Interpretive materials within the Park and signage for sites of special interest need to be developed. • Closer links with other SANParks educational and interpretive programmes (notably those of the parks in the bioregional cluster) need to be created – this includes the sharing of resources • Flexible, pre-packaged outcomes-based educational resource materials, which are linked to the school curriculum, must be developed and maintained. • Training for teachers on how to use the Park as an educational resource • Opportunities to facilitate access to the Park for educational programmes by bona fide educational initiatives need to be provided - dedicated staff to implement the education and interpretation strategy must be appointed Risks • The temporary use of the BMW Conference Centre as an interpretative centre with various artefacts and skulls, amongst others, on display, could decrease a visitor’s experience when it is not available • Youth Development Programmes, for example youth groups, in the phase of establishing eco clubs could pose a safety risk. Youngsters are taken over a long period of time into abnormal circumstances like camping in the bush • Lack of human resources for the implementation of effective educational programmes • Inadequate funding for programmes and activities

3.3.3. Local socio-economic programme Purpose The local socio-economic programme contributes to the local economic development, economic empowerment and social development in communities and neighbouring areas adjacent to national parks by partnering with local government IDPs. The Park also participates in government programmes to contribute towards local skills development by supporting learnerships, implementing needs-related training programmes, and by creating business opportunities.

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Context and management Basic skills development forms part of training. Some of the training areas include OHS, First Aid and Fire fighting, which were carried out by Skills for Africa. All successful students were issued a Level 1 certificate (SEDA). Local government organisations like the Department of Health were invited to hold workshops, which included Primary Health and HIV info sessions. The Department of Labour held a SPWP workshop. Vocational construction training is available to all new employees. Local SMMEs have been established to make T-shirts and overalls for the Park projects, as well as to remove unwanted structures. In one case an SMME has grown into a fully-fledged business. The Business Plan includes Exit Employment Opportunities for 20 persons. The AFNP and COWEP initiated one year Conservation learnership contracts for 4 Poverty Relief employees, which will enable them to obtain status as Field Rangers. Support from USAID has helped in uplifting goat herders in the Riemvasmaak area through links to a scientifically focused project. Risks: • A financial risk exists where some contractors have full control over their finances, whilst other are being controlled • OHS is a high risk • Tasks were not always well organised and planned • Some actions created only a temporary source of income, which does not necessarily combat poverty in the long run

3.3.4. Communication programme Media releases and various publications are mostly issued by the P&C officer. Film permits are administered through Peninsula Permits, in consultation with the Park manager and media liaison officer. Stakeholder liaison is ensured through various regular interactions with key stakeholders, as mentioned in the special day celebrations, and meetings are organised in the Park where feedback is given. Visitors can also sign on to the website. One local exhibition was held, but it did not pay off, as exhibitions are dependent on the regional marketing manager, who is based in Upington, in order to promote the Park to local visitors and stakeholders. The Park website is maintained by SANParks head office according to corporate standards and image. Regular updates of information and visual materials are made to constantly improve the Park’s website information, mainly by the tourism and hospitality manager. Communications with staff take the form of updates on a staff notice board, distribution of the SANParks Go Wild magazine and information broadcasts on the SANParks Intranet, as well as through regular staff meetings

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3.3.5. HIV/Aids programme The Park and its staff are very involved with the poor of the AFNP area. The youth that experience alcohol- and drug abuse, peer pressure, and low self-esteem as a result of their environment are given new opportunities and advice. Furthermore, to ensure economic and social prosperity for our youth and future leaders and to cultivate a healthy environment and a culture of non-discrimination in terms of HIV/Aids and other socio-economic challenges, we make World Aids Day alive and real to our communities and staff. To ensure best practices in managing and understanding HIV and Aids (and associated diseases), World Aids Day was celebrated where 2 staff members engaged in voluntary testing in order to know their status. A provision of lifestyle management programme is required. More than 80% of the staff participated in the HIV/Aids prevalence surveys. 3.4. Effective park management 3.4.1. Environmental management programme (includes waste, energy, water, NEMA compliance) SANParks has committed itself to a set of corporate values, one of which state that SANParks will embrace, and be guided by environmental ethics in all we do. Given the national and international importance of our national parks, it is vital that parks are managed according to world-class standards. An environmental management system has been adopted and implemented in the Park. This system will assist the Park and Park management in achieving their environmental management responsibility. The main objectives of utilizing and maintaining an Environmental Management System (EMS) is to allow for the AFNP management to address their environmental challenges in a consistent manner. The EMS is applied with the standards of managing waste, pollution, uncontrolled resource consumption, risks, and meeting stakeholder expectations, amongst others. The implementation of an EMS offers benefits to the management of the AFNP, such as: • The compliance of legal requirements • Provides improved organisational: o Image o Competitiveness o Relationship with all neighbours o Regulatory relationships • Improved efficiency in the AFNP’s environmental responsibility • Increase in the raising of environmental awareness and • Placing environmental issues on the AFNP’s agenda

There is a growing awareness in the general community of problems associated with the state of natural resources in South Africa. This is generating a community expectation that natural resources must be managed and/or used sustainably if South Africa is to maintain healthy ecosystems for the wellbeing of future generations. Consumers are also beginning to demand that the environment be taken into account in decision making.

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The EMS will focus on the following requirements: • Environmental aspects: The Park identifies the environmental aspects which the facility controls and over which it may be expected to have an influence, and determines which of those aspects are considered significant. • Legal and other requirements: The Park identifies access and communicates legal and other requirements that are applicable to the Park. • Environmental Objectives and Targets: The Park develops objectives and targets for each significant environmental aspect. Objectives and targets are developed considering significant environmental aspects, technological options and financial, operational and business plans, as well as the views of interested parties. • Environmental Management Programmes: The Park establishes environmental management programmes (EMPs) as a means for achieving objectives and targets. These programmes define the principal actions to be taken, those responsible for undertaking actions, and the scheduled times for their implementation. • Training, Awareness and Competence: The Park identifies, plans, monitors and records training needs for personnel whose work may create a significant impact upon the environment. • Operational Control: The Park is responsible for identifying operations and activities associated with significant environmental aspects that require operational controls in procedures, work practices or environmental management programmes. • Emergency Preparedness and Response: The Park identifies potential for and responds to accidents and emergency situations, and also seeks to prevent and mitigate the environmental impacts that may be associated with them.

3.4.2. Security and Safety Programme Visitor and staff safety and security Regular analysis of gathered intelligence is carried out to inform the Threat Analysis. The programme will maintain appropriate and sufficient on-going training of conservation staff in terms of Law Enforcement and First Aid. The Park management accepts responsibility for visitor and staff safety and security. Furthermore, sufficient on-going training of tourism staff in terms of Visitor Gateway Management and general awareness of potential or possible criminal activities and the relevant response to such actions is implemented. Environmental crime Analyses of gathered intelligence will regularly continue to inform the Threat Analysis. The number of conservation staff will be increased after the completion of the new predator proof boundary fence in March 2007 to ensure adequate fence maintenance. Cash in storage and transit Intelligence is regularly analysed to inform the Threat Analysis. All staff are responsible and it is our objective to ensure that they are trustworthy, especially staff handling cash, regarding safety and security. It is important to maintain a heightened awareness of all Park staff in terms of possible illegal activities such as cash robberies.

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Access control and infrastructure (including document) security All staff must accept responsibility of access control and infrastructure security. All staff must be aware of potential criminal activities and the correct action to be taken when such an activity occurs. Risks and the way forward While a single attack is one too many in terms of the risk to the SANParks brand and reputation, mitigatory risk management measures are in place. The Security Plan is informed by an analysis of the following aspects: • The identification of high risk/use areas • Associated crime statistics for each identified area • The associated risks and criminal behaviour for each area

The strategic intent of this safety and security plan is to: • Ensure that effective visitor safety measures are in place • Ensure the safety and security of SANParks employees and concessionaires • Ensure that tourist perceptions are managed in order to protect the brand and reputation of SANParks and the SA Tourism Industry at large

The above plans of action, coupled with the combined operational experience of the parties involved, enabled the AFNP to detail the needs for each area including infrastructure, Operational Expenditure (OPEX), Capital Expenditure (CAPEX) and Human Resources (HR) requirements. The High Level Visitor Safety Forum will hold two meetings per year to monitor the progress and implementation of the visitor safety plan. Smaller committees will meet more regularly to ensure implementation and sustainability and report back to high- level meetings. 3.4.3. Infrastructure Programme Although the Park is relatively small in size and provides 59 chalets (226 beds and 40 campsites), and a day visitors area with a picnic site, the Park plans to boost the number of overnight accommodation options by offering a range of diverse products. This is expected to have a positive knock-on affect for the Park’s income base and the regional tourism industry. Management and support infrastructure comprises Park administration offices, staff accommodation, a conference centre, public toilets, the Masekhane hall complex, technical stores, vehicle sheds, workshop and shop and a restaurant complex. Management roads and tracks are 120km in extent, while tourism roads are 80km and fences are 242 km in extent. Underpinning the management of the Park, however, is the maintenance of a balance between ecological, social and economic needs. In order to manage visitors effectively, Park management must ensure that economic needs are met through visitor enjoyment (through generating revenue), broader social needs are addressed (access to recreational, educational and employment opportunities), and that ecological protection is ensured (that natural and cultural resources are protected). A walkway has been constructed to enhance the experience of visitors. Staff houses are in a reasonable condition, while technical buildings are in poor condition and require fairly extensive upgrading. Some upgrading and repairs have been implemented on the water supply system. Roads are generally in a relatively good

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condition. The CDF will inform future decisions regarding the potential use of some of the old buildings. Appropriate renovation action will then take place. 3.4.4. Staff Capacity Building Programme The objective is to attract and retain the human capital meeting the skills required in all the disciplines of the Park, through the implementation of structured remuneration packages and relevant training programmes for Park management staff, contractors and volunteers. The training needs of all the staff are continually assessed to ensure that those responsible for the implementation of the Park objectives possess the necessary skills to do so. Training needs of SMMEs are also assessed in order to affect capacity building through the SEDA programme. Furthermore, the capacity programme should function effectively to maintain adequate human resources, staff development and training, and to develop a learning environment and an attitude of ’lifelong learning’ to improve all staff skills in the Park. Knowledgeable, experienced and healthy employees are critical to the success of the AFNP. This requires the organisation to recruit and retain staff with the appropriate competencies and to create an appealing work environment built upon best practices. SANParks will strive to provide employees with opportunities to directly impact the organisation’s performance, and to achieve goals that meet and exceed customer and stakeholder needs and expectations. In order to do this, the organisation will promote an environment of entrepreneurship within the context of good corporate governance. SANParks believes that recognition for prior learning as well as continuous development contributes to a motivated, fulfilled and productive workforce. The organisation’s objective is therefore to create a culture of learning and skills development, whereby employees will be given opportunities to advance and better themselves. This dynamic process of growth is also aimed at building world-class best practices and leadership. All employees in SANParks will be required to have Individual Development Plans as an approach to ensuring a development-oriented organisation The capacity programme also seeks to develop skills in Park staff by the identification of training needs, and by ensuring that staff members attend corporate or external managed training programmes, particularly in areas of visitor services and occupational health and safety regulations. Training records must be maintained and performance of staff must be evaluated. The staff capacity building programme is currently under review and will be made available for public scrutiny as soon as this process is complete. 3.4.5. Institutional Development and Administration Programme Institutional development supports all of the other strategic objectives of the AFNP. Essential parts of developing the AFNP as an organisation are staff development and training, and developing a learning organisation. Priorities in institutional development for the Park are the implementation of training programmes for staff, the increase in staff capacity to implement the SMP, and the implementation of the IEMS to enable continual improvement of Park management through implementation, review and adaptation. The institutional development and administration programme is currently under review and will be made available for public scrutiny as soon as this process is complete.

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3.4.6. Financial Sustainability Programme Financial support for the AFNP is derived from complementary national programmes (such as Working for Water and Poverty Alleviation), income generated by Park- based activities (primarily gate fees, overnight accommodation and adventure activities), concessions, and private funding support. Although the AFNP is currently financially self-sustaining, there is inadequate investment in maintaining the facilities and infrastructure that generate the income. The challenge to the Park is, through environmentally sensitive developments and activities, to move the Park’s income base to a level of financial self-sustainability without compromising the resource base and, over time, to generate a surplus. Table 3 provides an estimation of the costs involved in striving towards the desired state for Augrabies Falls Park over the next 5-year period through all of the objectives and associated program detailed in this management plan. Table 3: – Estimated costs (in Rands) of reaching the desired state for Augrabies Falls National Park 2006/2007 2007/2008 2008/2009 2009/2010 2010/2011 Park acquisition & rehab R 250,000 R 1,697,465 R 4,907,465 R 4,687,465 R 2,567,465 Park development R 0 R 43,000 R 10,979,720 R 249,853,525 R 731,720 Total operating costs R 4,861,000 R 6,987,281 R 7,438,628 R 7,827,705 R 8,805,531 Total costs R 5,111,000 R 8,727,746 R 23,325,813 R 262,368,695 R 12,104,716 Total secured annual R 5,111,000 R 0 R 9,100,000 R 0 R 0 costs Total unsecured annual R 0 R 8,727,746 R 14,225,813 R 262,368,695 R 12,104,716 costs

3.4.7. Legal compliance/risk management Programme Policy The purpose of corporate risk management is to ensure that strategic, business and operational objectives are met and that continued, sustained growth and biodiversity management are achieved. This is achieved by proactively identifying and understanding the factors and events that may impact the achievement of the set objectives, then managing, monitoring and reporting on these risks. SANParks has adopted a comprehensive Risk Management Framework, depicting corporate risk management policy, procedures and methodology (this document is currently reflected on the SANParks Intranet). According to this, the board and management are fully committed to and accountable for effective Corporate Risk Management. The process for the identification of risk is an objective-driven process which assesses the impact that risks would have on the achievability of the objectives of our organisation. Senior executives and line management within divisions, down to each business unit, are accountable for risk. Each individual Park Scorecard (Balanced Scorecard) reflects the goals, objectives, targets and performance indicators for all its operations. They need to meet all applicable laws and regulations as a minimum and, where appropriate, apply best practice. Section 51 (1) (a) (i) of the PFMA requires the Accounting Authority of a Public Entity to establish and maintain effective, efficient and transparent systems of financial and risk management and internal control.

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Monitoring Reporting on Risk Management occurs monthly at EXCO. Currently the existing corporate risk registers (per division) are being aligned with the divisional scorecard objective-setting. The process to integrate Park level scorecards with that of the Director: Parks is currently in progress, but park managers must, in the interim, advise the Manager: Admin Parks of any significant risk arising for their park that falls outside the scope of ongoing management issues. The Head Risk Management or Manager: Corporate Insurance can be contacted in this regard.

4. ADAPTIVE AND INTEGRATIVE STRATEGIES TO SUSTAIN THE DESIRED STATE FOR THE AFNP The desired state cannot be effectively maintained without explicit attention given to prioritization, integration, operation, and above all, reflection and adaptation according to the principles in the biodiversity custodianship framework. This will be further developed in consultation with the public. The desired state of the AFNP must be set in a focused way, reducing the need for additional filtering processes to sift out what is most important. Most Park objectives need to be seriously addressed in the next 5 year management cycle. A balance must be struck between the energy needed to deal with immediate threats, and the necessity of laying the all-important groundwork for longer-term strategic success. The desired state will take long and be tough to reach, and difficult trade-offs will need to be made along the way. It is hoped that the guidance offered in this section assists that decision-making in a structured way, though obviously ongoing evaluation is imperative. Cultural and biophysical goals seem compatible given the current formulation of the desired state. Community and visitor expectations need to be maintained in convincing the public of the key cultural and biodiversity value of the Park. On the other hand, it may be difficult to achieve all the goals within the next five years. Given the desired state, the next step is for Park management to use this management plan to draw up a detailed plan of action for annual operation, and, wherever necessary, down to the level of tasks and duties. The Park manager must be satisfied that all this serves the desired state as contained in this report. A further cross-check is contained in the Balanced Scorecard system implemented by SANParks, which serves not to replace any objectives contained in this plan, but rather consolidates them into generic terms to be useful at corporate level to facilitate strategic planning and measurement. If these obligatory feedbacks are effectively honoured, it is believed that the AFNP will be practicing an acceptable if not sophisticated level of adaptive management, and in accordance with our overarching values around complex systems, will have the best chance of achieving the desired state in a sustainable way.

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5. CONCLUSION This plan hopes to underpin the expansion and consolidation of the AFNP to conserve and increase its biological, cultural and tourism potential, making it an economic engine for the Northern Cape. It endeavours to enhance the protection of the important Gariep centre and important Orange river-Bushmanland linkages. Possible transfrontier linkages would expand the ecological aspects of the region, as well as diversifying the economic opportunities. The plan will focus on its linkages with the Namaqualand, Kalahari and Namibian tourism initiatives to reduce current seasonal tourism fluctuations towards making the park financially sustainable. In addition, it strives to invest in conservation and socio-economic uplift-ment programmes through its ecotourism activities and successful sourcing of social grant funds.

Increased constructive involvement with the PF and its associated stakeholders is seen as a fundamental activity to meet park objectives. If relationships between the AFNP and the institutional capacity of surrounding communities are strengthened and an integrated approach create a viable and integrated community-based AFNP tourism sector, the park has the potential to be a successful example of how partnerships between national parks and surrounding communities can be beneficial to both.

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6. REFERENCES Bezuidenhout, H. 1996. The major vegetation communities of Augrabies Falls National Park, Northern Cape. 1. The southern section. Koedoe 39(2): 7 – 24. Castley, J.G. 2004. Translocation options for black rhinoceros Diceros bicornis bicornis: potential for meta-population management. Unpublished Internal Report, SANParks, September 2004.12pp Castley, J.G. 2006a. Historical distribution of large mammal species in South African national parks and reintroduction opportunities. Unpublished contract report, July 2006. 13pp. Coe, M.J., Cumming, D.H. & Phillipson, J. 1976. Biomass and production of large African herbivores in relations to rainfall and primary production. Oecologia 22: 341-354. DEAT 2003. National principles, norms and standards for the sustainable use of large predators in South Africa. Government Gazette, No. 25090. Driver A, K Maze, M Rouget, AT Lombard, J Nel, JK Turpie, RM Cowling, P Desmet, P Goodman, J Harris, Z Jonas, B Reyers, K Sink, & T Strauss. 2005. National Spatial Biodiversity Assessment 2004: Priorities for biodiversity in South Africa. Strelitzia 17. South African National Biodiversity Institute, Pretoria Du Plessis, S.F. 1969. The past and present geographical distribution of the Perissodactyla and Artiodactyla in southern Africa. Unpublished M.Sc. thesis, University of Pretoria. Hayward, M.W., Henschel, P., O’Brien, J., Hofmeyer, M., Balme, G. & Kerley, G.I.H. 2006. prey preferences of the leopard (Panthera pardus). Journal of Zoology. (in press) Hobbs, R.J. and Norton, D.A. 1996. Towards a conceptual framework for restoration ecology.Restoration Ecology 4: 93-110. Jarman C & DR Owen. 1998. Feasibility study of the proposed Gariep Transfrontier Conservation Area: Environmental overview of the South African section. Department of Environmental & Geographical Sciences, University of Cape Town. Land Type Survey Staff. 1986. Land types of the maps SE27/20 Witdraai, 2720 Noenieput, 2722 Kuruman, 2724 Christiana, 2820 Upington and 2822 Postmasburg. Mem. on the agric. nat. Resour. S. Afr. No 3. Pretoria. MacVicar, C.N. et al. 1977. Grondklassifikasie: ‘n Binomiese Sisteem vir Suid-Afrika. Dept. van Landbou-Tegniese Dienste: Navorsingsinstituut vir Grond en Besproeiing, Pretoria. Mossop, E.E. 1935. The journals of Wikar, Coetsé and Van Reenen. The Van Riebeeck Society 15: 323pp. Cape Town. Mucina, L , M.C. Rutherford & Powrie, L.W. (eds) 2005. Vegetation Map of South Africa, Lesotho, Swaziland, 1:1 000 000 scale sheet maps. South African National Biodiversity Institute, Pretoria. ISBN 1-919976221. Rogers, K. 2003. Biodiversity Custodianship in SANParks: A protected area management planning framework. Internal Report. SANParks, Pretoria. Rookmaker, L.C. 1989. The zoological exploration of southern Africa 1650-1790. A.A. Balkema, Rotterdam. Skead, C.J.. 1980. Historical mammal incidence in the Cape Province. Volume 1. The Western and Northern Cape. Chief Directorate Nature and Environmental Conservation, Cape Town. Van Wyk AE & G Smith. 2001. Regions of Floristic Endemism in Southern Africa. Umdaus Press, South Africa.

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Werger, M.J.A. & B.J. Coetzee. 1977. A phytosociological and phytogeographical study of Augrabies Falls National Park, Republic of South Africa. Koedoe 20: 11 – 51.

SANParks would like to thank everyone who participated and had input in the formulation of this document.

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