Golden Gate
Highlands
National Park
Park
Management
Plan
For the period 2020 - 2029
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Acknowledgement
This plan was prepared by Mr André Spies, with significant input and help from Dr Hugo Bezuidenhout, Dr Nicola Bredenkamp, Mr Chrispen Chauke,Dr Corli- Wigley Coetzee, Mr Nicholas Cole, Mr Ernest Daemane, Mr Ben van Eeden, Dr Sam Ferreira, Mr Mzwandile Fihla, Mr Peter Gordon, Dr Stephen Holness, Mr Mzabalazo Khoza, Mr Mashudu Matika, Me Kristal Maze, Mr Thulani Mdlalose, Mr Sipho Mkhwanazi, Dr Nkabeng Mzileni, Me Elizabeth Mhlongo, Mr Dhiraj Nariandas, Mr Reuben Ngwenya, Mr Happy Nhlangwini, Mr Victor Mokoena, Mr Walter Mzimba, Mr Shalen Naidoo, Mr Robin Peterson, Dr Abel Ramoelo, Mr André Riley, Mr Tuba Sikhosana, Me Chenay Simms, Mr Hendrik Sithole, Mr Joep Stevens, Me Tercia Strydom, Me Louise Swemmer, Mr Mswazi Tshabalala and various stakeholders.
Suggested citation: SANParks, 2020. Golden Gate Highlands National Park Management Plan. SANParks. Pretoria.
Cover page photograph by: Mr J. Stevens
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Section 1: Authorisation
This management plan is hereby internally accepted and authorised as required for managing the Golden Gate Highlands National Park (GGHNP) in terms of Sections 39, 40 and 41 of the National Environmental Management: Protected Areas Act No. 57 of 2003 (NEM: PAA).
Mr P. Gordon Park Manager: Golden Gate Highlands National Park Date: 01 July 2020
T PLAN N Mr R. Ngwenya Date: 01 July 2020 General Manager: Northern Cluster
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Mr P. Mokoena Date: 01 July 2020 Managing Executive: Parks
Mr F.G. Mketeni Chief Executive: SANParks Date: 08 October 2020
Ms J. Yawitch
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS Chair: SANParks Board Date: 12 October 2020
Approved by the Minister of Forestry, Fisheries and the Environment
Ms B.D. Creecy, MP Minister of Forestry, Fisheries and the Environment Date: 17 December 2020
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Table of contents
No. Index Page Invitation to comment 2 1 Section 1: Authorisation 3 Authorisation 3 Table of contents 4 Glossary 8 Acronyms and abbreviations 10 Lists of figures and tables 12 Executive summary 13 Introduction 14 2 Section 2: Legal status 16 2.1 Name of the area 16 2.2 Location 16 2.3 History of establishment 16 2.4 Contractual agreements 17 2.5 Co-management agreements 17 2.6 Total area 17 2.7 Highest point 17 2.8 Municipal areas in which the park falls 17 2.9 Land claims 17 2.10 International, national and provincial listings 17 2.11 Environmental authorisations 18 2.12 Biophysical description 18 2.12.1 Climate 18 2.12.2 Topography 19 2.12.3 Geology, geomorphology and soil 19 2.12.4 Freshwater ecosystems 20 2.12.5 Flora 20 2.12.6 Fauna 21 2.13 Archaeology and cultural heritage 22 2.14 Socio-economic context 23 2.15 Tourism 23 3 Section 3: Policy framework 26 3.1 Introduction 26 3.2 Strategic adaptive management 27 3.3 Park specific framework 29 3.4 Park regulations and internal rules 29 3.5 Support to the park 29 4 Section 4: Consultation 30 5 Section 5: Purpose and vision 32 5.1 Purpose of the park 32 5.2 Desired state of the park 32 5.2.1 Vision and mission 32 5.2.2 SANParks strategic plan 33 5.2.3 SANParks corporate vision of the desired state 33 5.2.4 Operating principles 33 5.2.5 Park context 34 5.2.6 Vital attributes 34 5.2.7 Determinants and risks to the vital attributes 34
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No. Index Page 5.2.8 High-level objectives 38 5.2.9 Unpacking the high-level objectives 39 6 Section 6: Zoning 44 6.1 Introduction 44 6.2 Synopsis of updates to the 2008 zonation 44 6.3 Guiding principles underpinning the Conservation Development Framework 44 6.4 Rationale for use zones 45 6.5 The zoning system 45 6.5.1 The zoning process and its linkage to the underlying environmental analysis 46 6.6 Overview of the use zones 49 6.6.1 Remote 49 6.6.2 Primitive zone 50 6.6.3 Quiet 52
6.6.4 Low intensity leisure zone 53 6.6.5 High intensity leisure zone 54 6.7 Overview of the special management overlays 56
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6.8 Park buffer zone 56 N 6.8.1 Priority natural areas 56 6.8.2 Water resource protection areas 57 6.8.3 View shed protection 58 6.9 Future improvements 58
MANAGEME 7 Section 7: Access and facilities 60
– 7.1 Public access and control 60 7.2 Areas with restricted access 60 7.3 Airfields and flight corridors 60 7.4 Administration and other facilities 61 7.5 Visitor facilities 62 7.6 Commercial activities 63 7.6.1 Accommodation 63 7.6.2 Public private partnerships 63 7.6.3 Retail and other facilities 63 7.6.4 Activities 64 7.7 Cultural heritage sites 64 7.8 Community use 64 7.9 Mining 6 7.10 Servitudes 65 8 Section 8: Consolidation and expansion strategy 66 9 Section 9: Concept development plan 68 9.1 Long term development plan 68 9.2 Development nodes 68
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS 9.3 Communication routes 68 9.4 Service supply routes 68 9.5 Infrastructure development proposals 68 9.5.1 Administration and other facilities 68 9.5.2 Visitor facilities 68 9.5.3 Commercial facilities and activities 69 9.5.3.1 Accommodation 69 9.5.3.2 Public private partnerships 69 9.5.3.3 Retail and other facilities 69 9.5.3.4 Activities 70 9.5.4 Cultural heritage sites 70 10 Section 10: Strategic plan 72 10 .1 Introduction 72 10.2 Regional integration 73 10.2.1 Park expansion programme 73 10.2.2 MDTFCA programme 74
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No. Index Page 10.2.3 Co-operative management programme 75 10.3 Biodiversity conservation 76 10.3.1 Herbivory programme 77 10.3.2 Invasive alien species programme 78 10.3.3 Species of special concern programme 83 10.3.4 Aquatic biodiversity programme 84 10.3.5 Fire management programme 86 10.4 Water in the landscape programme 87 10.5 Responsible Tourism programme 89 10.6 Cultural heritage management programme 95 10.7 Stakeholder engagement 97 10.7.1 Stakeholder relations programme 97 10.8 Access and benefit 100 10.8.1 Natural resource use programme 100 10.8.2 Environmental education and awareness programme 102 10.8.3 Socio-economic transformation programme 104 10.9 Effective park management 107 10.9.1 Environmental management programme 107 10.9.2 Risk management programme 109 10.9.3 Financial management and administration programme 110 10.9.4 Human capital management programme 112 10.9.5 Information and records management programme 114 10.9.6 Infrastructure programme 115 10.9.7 Safety and security programme 118 10.9.8 Safety, health, environment and quality programme 120 10.9.9 Communication programme 121 10.9.10 Disaster management programme 123 10.9.11 Climate change programme 124 10.9.12 Outcomes programme 126 10.10 Evaluation and learning 127 10.10.1 Introduction 127 10.10.2 Operationalisation 128 11 Section 11: Costing 130 11.1 Introduction 130 11.2 Income 130 11.3 Expenditure 131 11.3.1 Once-off costs 131 11.3.2 Recurring costs 131 11.3.3 Unallocated fixed costs 132 11.3.4 Maintenance 133 11.3.5 Replacement of minor assets 133 11.4 Summary 133 11.5 Implications 133 11.6 Future 134 References 136 Appendix 1: Declarations 142 Appendix 2: Stakeholder participation report 146
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No. Index Page Appendix 3: Product development framework 148 Appendix 4: Internal rules 156 Appendix 5: Maps 158
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Glossary
Means an airborne craft of any type whatsoever, whether self- Aircraft propelled or not, and includes hovercraft and drones. Any significant long-term change in the expected pattern of Climate change temperature, precipitation, wind and/or other measures of climate adaptation in a particular region, as a result of changes in the earth’s atmosphere. Anticipating the negative effects of climate change (e.g. uncertain rainfall, increased temperatures) and taking appropriate action to Climate change reduce vulnbrability, i.e. preventing or minimising the damage of mitigation predicted change, or taking advantage of opportunities that may arise. An area which has been declared as National Park through the Minister and which contributes to the objectives of a National Park, but of which SANParks is not the land owner. Contractual Contractual park National Park agreements and/or co-management agreements are signed, and SANParks may be assigned to be part of a joint management authority through a range of possible institutional arrangements. The park desired state is based on a collectively developed vision and set of objectives of the desired future conditions (that Desired state are necessarily varying, across the full V-STEEP range) that stakeholders desire. Interpretation is the communication of information about, or the explanation of, the nature, origin, and purpose of historical, Interpretation natural, or cultural resources, objects, sites and phenomena using personal or non-personal methods. Meetings, Incentives, Conferences and Events. Used to refer to MICE all function types available. An articulation of the Vision that describes why the park exists Mission and its overall philosophy on how to achieve its Vision. The objectives for a park, with the most important, high-level Objectives objectives at the top, cascading down to objectives at finer levels hierarchy of detail, and eventually to operational actions at the lowest level. Tourism that maximises benefits to local communities, minimises Responsible negative social or environmental impacts, and helps local people tourism conserve fragile cultures, habitats and species. A “servitude” shows a registered right that an entity / person has over the immovable property of another. It allows the holder of Servitude the servitude to do something with the other person’s property, which may infringe upon the rights of the owner of that property. A person, an organ of state or a community contemplated in section 82(1)(a); or an indigenous community contemplated in Stakeholder section 82(1)(b) of the National Environmental Management: Biodiversity Act, (Act No. 10 of 2004) (NEM: BA). Srategic adaptive management integrates research, planning, Strategic management and monitoring in repeated cycles of learning how adaptive to better define and achieve goals. Built on the assumption that management natural systems are complex, our knowledge is imperfect but we can learn from purposeful goals and actions.
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Refers to the design of products, devices, services, or Universal access environments to cater for people with disabilities. A word ‘picture’ of the future, or what the stakeholders see as Vision the desired long-term future for the park. Unique or special characteristics of the park, the determinants Vital attributes of which management should strive to protect, and the threats towards which management should strive to minimise. The values (social – including cultural heritage, technological, ecological, economic and political), used to understand, with stakeholders, the social, economic and ecological context of V-STEEP the system to be managed, and the principles / values that guide management. These aspects provide context and are used to develop a broadly acceptable vision for the future.
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Acronyms and abbreviations
1 AMSL Above Mean Sea Level 2 APO Annual Plan of Operations 3 BCC Bilateral Co-ordination Committee 4 BSC Balance Scorecard 5 BSP Biodiversity Social Projects 6 CAPEX Capital Expenditure 7 CDF Conservation Development Framework 8 CITES Convention on International Trade in Endangered Species 10 CPF Co-ordinated Policy Framework 11 CRMF Corporate Risk Management Framework 13 CSD Conservation Services Division 14 DAFF Department of Agriculture, Forestry and Fisheries 15 DEA Department of Environmental Affairs 16 DEAT Department of Environment Affairs and Tourism 17 DFFE Department of Fisheries, Forestry and the Environment 18 DLM Dihlabeng Local Municipality 19 DWS Department of Water and Sanitation 20 EbA Ecosystem Based Adaptation 21 EE Environmental Education 22 EIA Environmental Impact Assessment 23 EMP Environmental Management Plan 24 EPWP Expanded Public Works Programme 25 GBFPA Greater Bethlehem Fire Protection Association 26 GG Government Gazette 27 GGHNP Golden Gate Highlands National Park 28 GN Government Notice 29 HCM Human Capital Management 30 HIL High Intensity Leisure 31 HM Hotel Manager 32 HOD Head of Department 33 HSM Hospitality Services Manager 34 IAP Invasive and Alien Plants 35 IAS Invasive and Alien Species 36 IDP Integrated Development Plan 37 KGSI Kudu Green School Initiative 38 l Litre 39 LIL Low Intensity Leisure 40 LLP Lower Level Plan 41 IUCN International Union for the Conservation of Nature 42 MPLM Maluti-a-Phofung Local Municipality 47 m Metre 48 MoU Memorandum of Understanding 49 MDTFCA Maloti-Drakensberg Transfrontier Conservation Area 50 METT Management Effectiveness Tracking Tool 51 mm Millimeter 52 NCC National Co-ordination Committee 53 NBSAP National Biodiversity Strategy and Action Plan 54 NEMA National Environmental Management Act (Act No. 107 of 1998)
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55 NEM: BA National Environmental Management: Biodiversity Act (Act No. 10 of 2004) 56 NEM: PAA National Environmental Management: Protected Areas Act (Act No. 57 of 2003) 57 NGO Non-governmental organisation 58 NHRA National Heritage Resources Act (Act No. 25 of 1999) 59 NPAES National Protected Areas Expansion Strategy 60 NTSS National Tourism Sector Strategy 61 OHS Occupational Health and Safety 62 OPEX Operational Expenditure 63 POE Portfolio of evidence 64 PFMA Finance Management Act (Act No. 1 of 1999) 65 PM Park Manager 66 RCM Regional Communication Manager 67 RLCC:FS Regional Land Claims Commission: Free State
68 RTMM Regional Tourism and Marketing Manager 69 SAHRA South African Heritage Resources Agency 70 SAHRIS South African Heritage Resources Information System
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71 SAM Strategic Adaptive Management N 72 SANDF South African National Defence Force 73 SANParks South African National Parks 74 SANS South African National Standard 75 SAPS South African Police Service
MANAGEME 76 SDF Spatial Development Framework
– 77 SET Socio-Economic Transformation 78 SETO Socio-Economic Transformation Officer 79 SHEQ Safety, Health, Environment and Quality 80 SM Shop Manager 81 SMME Small, Medium and Micro Enterprise 82 SoAIM State of Area Integrity Management 83 SoB State of Biodiversity 84 SOP Standard Operating Procedure 85 SS Scientific Services 86 SSC Species of Special Concern 87 SWSA Strategic Water Source Area 88 TFCA Transfrontier Conservation Area 89 TM Tourism Manager 90 TMDM Thabo Mofutsanyane District Municipality 91 TPC Threshold of Potential Concern 92 TS Technical Services 93 UA Universal access 94 V-STEEP Values - Social, Technological, Ecological, Economic and Political
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS 95 WfW Working for Water
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Lists of figures and tables
Figures Page
Figure 1. SANParks protected area planning framework. 27 Figure 2. Steps in the adaptive management cycle. 27 Figure 3. The adaptive planning process. 28 Figure 4. Golden Gate Highlands National Park organogram. 29 Figure 5. SANParks stakeholder participation process. 31 Figure 6. Park high-level objectives. 39 Figure 7. Regional integration high-level objective and supporting objectives. 40 Figure 8. Biodiversity high-level objective and supporting objectives. 40 Figure 9. Water in the landscape high-level objective and supporting objectives. 40 Figure 10. Responsible tourism high-level objective and supporting objectives. 41 Figure 11. Cultural heritage high-level objective and supporting objectives. 41 Figure 12. Stakeholder high-level objective and supporting objectives. 42 Figure 13. Access and benefits high-level objective and supporting objectives. 42 Figure 14. Effective park management high-level objective and supporting objectives. 43 Figure 15. Feedback questions essential for adaptive learning. 127
Tables
Table 1. Overnight facilities and unit / room occupancy figures. 24 Table 2. Summary of use zone characteristics for the park. 47 Table 3. Summary of the percentage area of the park covered by each zone, as 49 well as the percentage of the highly environmentally sensitive and valuable areas (defined as areas with values in the top quartile of the sensitivity value analysis) that are in each zone. Table 4. Administration and other facilities available in the park. 61 Table 5. Visitor facilities available in the park. 62 Table 6. Accommodation facilities available in the park. 63 Table 7. Cultural heritage sites available in the park with tourism potential. 64 Table 8. Proposed administrative infrastructure development in the park. 68 Table 9. Proposed visitor facility development in the park. 69 Table 10. Proposed accommodation development in the park. 69 Table 11. Proposed activity development in the park. 70 Table 12. Proposed cultural heritage product development in the park. 70 Table 13. A summary of the total income. 130 Table 14. Estimated once-off cost of the various programmes. 131 Table 15. Estimated annual operational costs for 2020 / 2021. 131 Table 16. Estimated replacement value of the existing infrastructure and any new 132 infrastructure required with the estimated annual maintenance budget for the existing and new infrastructure. Table 17. The total value various categories of minor assets and replacement thereof 133 (based on the original purchase price). Table 18. A summary of the annual and once-off costs that is required to fully implement 133 the activities in the management plan over the next five years. Table 19. Product development framework for the park. 148
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Executive summary
In compliance with the NEM: PAA, SANParks is required to develop a management plan for each of its protected areas. The object of a management plan is to ensure the protection, conservation and management of the protected area concerned in a manner which is consistent with the objectives of the NEM: PAA and for the purpose for which it was declared. During the revision of the current management plan for the Golden Gate Highlands National Park, SANParks has reviewed the biodiversity conservation, Responsible Tourism and socio-economic components that make up its core business, whilst ensuring increased emphasis on strengthening stakeholder relationships and communication, continual learning, adaptive management and good governance.
An important objective for SANParks is to promote responsible experiential opportunities and products for visitors to appreciate and value national parks. Whilst the primary mandate of SANParks is that of the conservation of biodiversity, it also recognises that Responsible Tourism also offers SANParks the best possible opportunity to supplement much needed funding for operational needs but also provides South
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Africa with an internationally recognised nature-based tourism destination of choice, further constituting an N economically and culturally valuable asset to the region in which it occurs.
The desired state of the park is based on its vision, mission, vital attributes and objectives, whilst fully acknowledging that the park is embedded within a broader land use mosaic. It encompasses the
characteristic biodiversity components, including ecosystem services, processes and associated cultural, MANAGEME
historical and scenic features while facilitating the sharing of benefits with the neighbouring communities by – creating a range of consumptive and non-consumptive benefits such as job opportunities, other forms of income generation, access to resources and other opportunities, while remaining informed and constrained by its biodiversity values. Programmes to achieve the desired state fall within eight categories, i.e. Regional Integration, Biodiversity, Water in the landscape, Responsible Tourism, Cultural Heritage, Stakeholder Engagement, Access and Benefits and Effective Park Management.
The focus on integrated land use over the next ten years will seek to deliver on the Maloti-Drakensberg Transfrontier Conservation Area Treaty which at its core seeks to drive collective action in pursuit of resilient communities and ecosystems whilst unlocking sustainable socio-economic benefits. Managing biodiversity conservation within the context of an open system that spans two countries will be challenging. Equally important, will be the emphasis placed on stakeholder engagement to improve relationship building, while simultaneously improving access to the park and beneficiation. Heritage tourism (natural and cultural) opportunities have been indentified and park management will endeavour to improve the current products and activities, while also aiming to launch new / upgraded products and activities.
The first management plan for the park was submitted to and approved by the Department of Environment Affairs and Tourism (DEAT) in 2008. The first revised management plan was approved by the Department of Environmental Affairs (DEA) in 2013. This second review builds on the foundation of the previous plans and seeks not only to improve it but also to ensure that it remains relevant in a continually changing society.
The layout of the plan follows the format provided in the guideline drawn up by the DEA (Cowan and PARK NATIONALGOLDEN GATE HIGHLANDS Mpongoma, 2010), whilst also incorporating the adaptive planning process adopted by SANParks. Stakeholders from local and district municipalities, other organs of state, traditional authorities, NGOs, local and metropolitan areas were consulted through public meetings, focus groups meetings, and written inputs (see Appendix 2).
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Introduction
This Management Plan will provide the broad strategic and operational framework for the management of the park, thereby ensuring the protection of the SANParks values and achievement of the goals and objectives of the park within the context of the broader regional landscape over the next 10 years. The plan serves as the key driving document and as a reference to the management and development of the park in its current and envisaged future form with information on the background, biophysical context, desired state, programmes at strategic and operational levels and costing.
This Management Plan will come into effect following the approval by the Minister of Fisheries, Forestry and the Environment (DFFE) in terms of sections 39, 40 and 41 of the NEM: PAA. It is intended to be implemented over a timeframe of 10 years after commencement but may be replaced earlier by a subsequently approved plan. SANParks will review this plan no later than 10 years after the commencement date.
The plan contains the following sections: Section 1 - provides for the required authorisation; Section 2 - provides a record of the legal status of the park, descriptions of its context as well as relevant local, regional, national and international agreements; Section 3 - sets out the framework of legislation, national policies, SANParks structures, policies, guidelines, practices regarding management; Section 4 - describes the consultation process followed in the preparation of this plan; Section 5 - presents the vision, purpose, values, principles and attributes considered in developing a desired state for the park and provides the high-level objectives as basis for the management programmes contained in Section 10 of the plan; Section 6 - outlines the zoning plan; Section 7 - describes access and facilities; Section 8 - summarises the expansion and consolidation strategy; Section 9 - sets out the concept development plan; Section 10 - provides a strategic plan with programmes, objectives and activities with cost estimates. Monitoring and evaluation are integrated into the actions; Section 11 - contains detailed costing of the programmes; and Appendices to this plan contain further details such as declarations, stakeholder participation report, park development framework, internal rules and maps.
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Section 2: Legal status
2.1 Name of the area
The name of the park is the Golden Gate Highlands National Park (hereafter referred to as the park). The park was initially declared on 13 September 1963 (Government Notice (GN) 259 in Government Gazette (GG) 599 dated 13 September 1963). A full list of the declarations appears in Appendix 1.
2.2 Location
The park is situated in the north-eastern Free State between 28°27’ S - 28°37’ S and 28°33’ E - 28°42’ E and extends between the towns of Clarens (20 km) and Phuthaditjhaba (40 km) on the R712 provincial road that meanders through the middle of the park (Appendix 5, Map 1). It lies in the foothills of the Maloti Mountains in the Rooiberg range. Other nearby towns are Bethlehem (60 km), Fouriesburg (50 km), Kestell (60 km) and Harrismith (75 km). To the south the park borders on Lesotho.
2.3 History of establishment
In 1962, the then Provincial administration of the Orange Free State purchased land around the popular picnic site at Golden Gate to support the creation of the first national park in the Free State. With the transfer of this land to the control of the then National Parks Board, an initial core area of 1,792 ha, which included the farms Glen Reenen, Wodehouse and Melsetter, was proclaimed as the Golden Gate Highlands National Park on 13 September 1963.
In the same year the Glen Reenen rest camp was developed by utilising old farm buildings as tourist accommodation. Thirteen rondavels and a camping area were soon added. Construction of the Brandwag rest camp, known as the Brandwag Hotel began in the late sixties. The Brandwag chalets, with 35 semi-luxury tourist accommodation units, were completed in 1968 and the Brandwag main complex, with 35 luxury hotel rooms, was completed in 1972. During 2003 and 2004 the Glen Reenen rest camp was expanded and upgraded to its present status of 31 economy and semi-luxury tourist accommodation units The Brandwag main complex was upgraded and opened in 2010 as the new Golden Gate Hotel under SANParks administration which offers various facilities such as luxury rooms and chalet accommodation, a restaurant, snack lounge, sport bar, conference and banqueting venues.
In 1981 the park was enlarged to 6,241 ha when the farm Noord Brabant was proclaimed and added. In 1982 the Gladstone administration building and information centre was completed. A fire started by lightning however destroyed the complex as well as all archives of the park. The new Gladstone administration building was completed in 1988. The Wilgenhof environmental education (EE) centre was opened in the early eighties and new dormitories were added in the late eighties. During 1988 and 1989 the park was further extended to 11,630 ha, with the proclamation and addition of another eight farms, which extended the park’s boundaries to border the QwaQwa National Park in the north and east, and the Kingdom of Lesotho in the south. During 2003 and 2004 another two rest camps were added to the park’s tourism facilities, the Highlands mountain retreat with eight luxury tourist accommodation units and the QwaQwa rest camp with 24 economy tourist accommodation units.
On 21 November 2008 the QwaQwa National Park (95 properties) was included in the park increasing the total area of the park to its current size of 32,690 ha.
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2.4 Contractual agreements
Contractual agreements remain one of the options available for communities and private landowners to become part of national parks and to improve the ecosystem services and -connectivity, whilst contributions to other core functions such as responsible tourism, socio-economic benefits and management considerations, e.g. safety and security, invasive alien species management and other risk factors are also considered. There is no private land included in the park.
2.5 Co-management agreements
There are currently no co-management agreements in operation.
2.6 Total area
The park is currently 32,690 ha in size, all of which is declared. (Appendix 5, Map 3).
2.7 Highest point
The highest point in the park is Ribbokkop at 2,829 m (9,279 feet) above mean sea level (AMSL). The latter
T PLAN is noteworthy, as, per legislation, the airspace up to 2,500 feet above the highest point of the park, is also N deemed national park (Appendix 5, Map 2). Therefore, the park’s airspace ranges from ground level to 11,779 feet AMSL.
2.8 Municipalities within which the park falls
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The park is situated within and/or adjacent to the following district and local authority boundaries: –
Thabo Mofutsanyane District Municipality (TMDM); Dihlabeng Local Municipality (DLM); and Maluti-a-Phofung Local Municipality (MPLM).
2.9 Land claims
On 24 December 1998, the QwaQwa National Park residents lodged a claim for restitution of land rights with the Regional Land Claims Commission: Free State (RLCC:FS). The total land size claimed was 12,654ha. On investigation, it was found that the claimants had lost occupational beneficial rights when the previous owners were forced to sell their land to the previous government. The claim was therefore accepted and gazetted by RLCC:FS on 11 July 2008. At the same time, the DEA gazetted the intention to amalgamate the QwaQwa National Park with GGHNP. SANParks took over the management of the QwaQwa National Park in 2009.
In August 2010, SANParks entered into negotiations with the RLCC: FS regarding the settlement of land claims within the park. At the time, when the park and the QwaQwa National Park were amalgamated there were illegal and legal occupants residing within the park. Given that most of the claimants were residing within the park, the proposal was to excise four properties from the park and register them in the name of the claimants. This proposal was to ensure that the claimants’ way of life, farming with livestock, would PARK NATIONALGOLDEN GATE HIGHLANDS continue. In addition, the proposal would allow the Department of Rural Development and Land Reform to purchase additional land for the claimants, given the fact that the properties around the park are agricultural land and not suitable for conservation expansion.
The RLCC:FS commissioned the historical valuation of the claimed properties, followed by an option workshop held with the claimants. Seventy-nine of the 115 verified households opted for financial compensation while 36 households opted for land restoration. The land size of the 36 households amounted to 3,962 ha. In 2010, SANParks commenced the negotiations with the RLCC:FS and the claimants regarding the settlement of the land claimed inside the park. In 2015, the claimants accepted the offer of ±1,800 ha made by SANParks to settle the claim. The process of identifying and verifying the properties inside the park for release to the claimants is underway.
2.10 International, national and provincial listings
Internationally the park is part of a transboundary conservation initiative, the Maloti-Drakensberg Transfrontier Programme (MDTP), a management authority for the Maloti-Drakensberg Transfrontier Conservation Area (MDTFCA). The MDTP is a co-ordinated conservation initiative by the Kingdom of
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Lesotho and the Republic of South Africa, focusing on the Maloti Drakensberg mountain region straddling 300km of the border between the two countries. The region provides a range of ecosystem goods and services, particularly water, to local households as well as to people outside the region. The MDTP was formalised through a 2001 Memorandum of Understanding (MoU) between the two countries. At a bilateral level the MDTP is governed through a Bilateral Coordination Committee, of which SANParks is an active member. SANParks is also a signatory to a MoU between the different implementing agencies on the South African side and these agencies constitute the South African National Co-ordination Committee that co-ordinates and manages the MDTP on a national level. The main objectives of the MDTP is co-ordinating efforts across national and international boundaries towards a more effective conservation of natural and cultural resources, whilst contributing, mainly through nature-based tourism, to the improvement of livelihoods, in the bioregion.
In 2006 the MDTP established, within the MDTFCA, a Transfrontier Park, linking the uKhahlamba Drakensberg Park World Heritage Site on the South African side and the Sehlabathebe National Park on the Lesotho side. In September 2007 the Transfrontier Park was officially launched by the two Ministers (Lesotho and South Africa) responsible for Environment. In 2013, the Sehlabathebe National Park was also inscribed as an extension of the uKhahlamba Drakensberg Park World Heritage Site. Efforts are now underway to explore the possibility and feasibility of extending the transboundary World Heritage Site to include GGHNP and other areas within the MDTFCA. The Transfrontier Park is of international significance as a learning and demonstration site, with excellent educational and awareness opportunities. It can also enhance tourism growth by bringing together tourism operators from Lesotho and South Africa to increase benefits to the people of both countries.
A 20-year strategic plan (2008 – 2028) for the MDTFCA was the most important outcome of the planning phase (2002 – 2007) of the MDTFCA that was funded by the Global Environmental Facility through the World Bank. The 20-Year strategy is implemented through a series of 5-Year Action Plans. Presently the MDTFCA is in its third 5-year action plan and SANParks, through the GGHNP, plays an active co-ordination and management role in operationalising the 5-year Action Plans in the MDTFCA.
2.11 Environmental authorisations
An environmental authorisation has been issued for the following project:
Dinosaur museum, which is now (2020) being built next to the Glen Reenen rest camp (environmental authorisation 14/12/16/3/3/1/1468).
2.12 Biophysical description
2.12.1 Climate
2.12.1.1 Historic
The Maloti-Drakensberg mountain range is one of only five areas in southern Africa where annual rainfall exceeds evaporation rates. The park is characterised by summer rainfall, temperate summers and cold winters. The rainfall season stretches from September to April with a mean annual rainfall ranging from 1,800 mm to 2,000 mm. Summers are cool with sporadic thunderstorms, while winters are cold with occasional snow, which adds to the scenic beauty of the area.
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2.12.1.2 Future
Historical data from Bethlehem (1980–2009) do not show an indication of temperature increases (van Wilgen et al., 2016), although increases have been detected in surrounding areas (McKellar et al., 2014). Future increases in mean annual temperature of between 1.5 °C and 2.6 °C (worst case) are predicted by 2050 (DEA, 2013; Driver et al., 2012; Holness & Bradshaw, pers. comm.). Although such a change will not see the area becoming uncomfortably hot, it could have significant impacts. For example, a 2.6 °C increase in summer temperatures would mean that over a third of summer days would exceed 30 °C with implications for fire and fire management. While the Grassland biome as a whole is expected to suffer the greatest contraction under climatic change, largely giving way to savanna, predicted worst case rainfall changes for the park are not that extreme and within this high-lying area the biome is predicted to be most stable under climate change. As such, the park is fortuitously placed and will be increasingly important in the context of grassland conservation (van Wilgen & Herbst, 2017). However, current higher levels of atmospheric of CO2, favours the growth of woody plants (shrubs and trees), and give them a competitive advantage over grassy plants. The impact of this carbon ‘fertilization’ was not included in the assessment of biome stability for the
park but could be costly if many of the indigenous C4 grass species are outcompeted (van Wilgen & Herbst, 2017).
2.12.2 Topography
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N The park lies between 1,892 m and 2,829 m above sea level. The park borders on the highlands of Lesotho and is connected to these highlands by a spur forming the watershed between the Orange and Vaal rivers. It also divides the Caledon and the Little Caledon rivers, with the Caledon River forming the southern and international boundary between South Africa and Lesotho. The Roodeberg mountain range is the
watershed between the Caledon - Orange River system and the Klerkspruit-Vaal river system. The park is MANAGEME
also bisected from west to east by a valley showing the sandstone formations. The highest point in the park – is Ribbokkop at 2,829 m AMSL (Kay, 1992).
2.12.3 Geology, geomorphology and soil
The park is well known for its geological, geomorphological and palaeontological heritage. It has a rich geology divided into stratigraphic units, consisting of four sedimentary units (Tarkastad subgroup, Molteno, Elliot and Clarens formations), which form part of the Karoo Supergroup (Groenewald, 1986) and the igneous Drakensberg group that dates back 195 - 210 million years ago. Especially the Elliot formation is rich in dinosaur fossils and researchers have discovered a cluster of six dinosaur eggs with embryonic skeletal material in the bottom half of five of these eggs (Reisz et al., 2005).
Dolerite dykes and sills intrude the sedimentary succession while recent alluvium and scree cover the valley floors and mountain slopes. The successive geological units can be described as follows:
Clarens formation – yellowish sandstone cliffs – occurrence of overhangs or caves and rock art; Drakensberg group – basaltic lava capped the highest peaks; Elliot formation – red mudstone, siltstone and yellow brown sandstone – richest fossil horizons are found in the upper part of the Elliot Formation; Fossils discoveries were described by Kitching (1979) and Kitching and Raath (1984); Molteno PARK NATIONALGOLDEN GATE HIGHLANDS formation – light sandstone; Tarkastad subgroup - red mudstone and light brown fine-grained feldspathic sandstone which is part of the Beaufort group; and These formations were formed during the Late Triassic Epoch and Jurassic Period (approximately 150 to 230 million years ago).
Grab et al. (2011) highlighted the diversity of sandstone geomorphological phenomena, many of them rare and 'unique' to the region. For the most part, the sandstone landforms are a likely product of surface lithological reactions to a regional climate characterised by pronounced multitemporal temperature and moisture shifts, recently and in the past. Not only are these landforms of aesthetic interest to tourists, they also provide microhabitats for biota. Thus, conservation of biota in the area requires associated conservation of the specific geo-environments.
The soil varies considerably and four soil types have been identified in the park:
Shallow rocky soil forms - Glenrosa and Mispah soil forms are well distributed; Relatively deep soil along the major drainage lines is typified by Oakleaf soil form;
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Well-developed relatively deep sandy soils like Hutton and Clovelly soil forms occur in small isolated patches; and Clayey structured soils such as Milkwood, Bonheim, Tambankulu etc. mainly occur along the major drainage lines and rivers (Soil Classification Working Group, 1991; Bezuidenhout, 2006).
2.12.4 Freshwater ecosystem
The park forms the watershed between the Vaal and the Orange River systems, contributing to a significant quantity and high quality of water, via the Lesotho-Highlands water project and the Tugela-Vaal transfer scheme, to the Gauteng region and into the Orange River system. As such, the park is part of the most important water catchment in Southern Africa, namely the Maloti- Drakensberg catchment complex. Approximately 30 % of the total water supply of Southern Africa originates in this catchment complex. Therefore, most of the biodiversity programmes in the park focus on water in the landscape and the processes and drivers that will ensure the ecological integrity of the area.
Rivers
The Little Caledon River, which drains towards the Orange River and the Gariep Dam, and the Klerkspruit River, which drains towards the Wilge River and the Vaal Dam, both rise in the park. The largest river is the Little Caledon, which rises at an altitude of about 2,025 m AMSL and flows for roughly 8 km through the park. The mainstream of the Little Caledon in the park consist of shallow channels with a sand or gravel substrate. The two main tributaries feeding the Little Caledon are the “Game Camp” stream and seasonal Ribbokspruit. There are two substantial impoundments in the park, namely the Langtoon Dam located along the “Game Camp” stream and the Golden Gate Dam situated along the lower reaches of the Little Caledon River (Russell and Skelton, 2005). There are five river ecosystem types within the park of which 52 % of the length of rivers are classified in an overall ecological condition “A/B” (natural or good ecological condition) and 48 % in a “C” condition (moderate ecological condition). The condition of the Klerkspruit River is classified as a “Category C” and the Little Caledon River as “Category AB”. There are no free flowing or “flagship rivers” in the park (Nel et al., 2011a; Nel et al., 2011b).
Wetlands
Patches of high altitude wetlands exist in the park and cover a total of 203 ha consisting of eight wetland ecosystem types with 86 % classified in a “Good” Condition”, 3 % in a “Moderate” Condition” and 11 % in a “Critically Modified Condition”, according to their ecological status (Driver et al., 2011; Nel et al., 2011a+b). Major wetland types found in the park include depression, flat and valley bottom wetlands within mesic and Drakensberg grassland groups.
Ground water
The dominant rock type in the park, including sandstones, is suitable for ground water recharge. Sandstone, often permits percolation of water and is porous, effectively storing large quantities of water and forms valuable aquifers. Aquifers in the park are classified as “minor” representing a region of moderately-yielding aquifer systems of variable water quality, according to the Department of Water and Sanitation aquifer classification system of South Africa (DWS, 2013). Ground water, which is sourced by means of seven boreholes equipped with water pumps, is also utilised for domestic use by tourists and staff in the park.
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2.12.5 Flora
The park falls in the Grassland biome of South Africa and represents the Drakensberg Grassland Bioregion (Gd) and the Mesic Highveld Grassland Bioregion (Gm). Five vegetation types are recognised in the Park (Mucina & Rutherford, 2006):
Eastern Free State Sandy Grassland (Gm 4) (part of the Mesic Highveld); Basotho Montane Shrubland (Gm 5) (part of the Mesic Highveld); Northern Drakensberg Highlands Grassland (Gd 5) (part of Drakensberg); Drakensberg-Amathole Afromontane Fynbos (Gd 6) (part of Drakensberg); and Lesotho Highland Basalt Grassland (Gd 8) (part of Drakensberg).
The Eastern Free State grassland is an endangered vegetation type and the Basotho montane shrubland vegetation type is classified as vulnerable with only 2 % of these habitat types conserved in the park and the Sterkfontein Dam reserve. These two vegetation types, together with the Lesotho highland basalt grassland, are considered to be poorly protected and to have a high conservation urgency rating (Mucina & Rutherford, 2006).
Expansion of the park could add four vegetation types (northern Afrotemperate forest, Drakensberg T PLAN Afroalpine Heathland, uKhahlamba Basalt Grassland and Eastern Free State Clay Grassland). The latter is N very poorly protected (<1.3 %) and in very urgent need of conservation (Mucina & Rutherford, 2006).
Kay (1992, 1993) identified nine major plant communities. Some of these plant communities could be sub- divided in sub-plant communities. The major plant communities, with associated habitat description, can be
MANAGEME hierarchically classified as follows: – 1. Festuca caprina Grassland, mostly associated with the basalt of the high altitude with south- facing midslopes; 2. Themeda triandra-Helichrysum rudolfii Grassland, associated with sandstone at fairly high altitudes on south-facing slopes; 3. Rendlia altera Grassland, associated with sandstone of relatively low altitude; 4. Tristachya leucothrix-Helichrysum zeyheri Grassland, associated with basalt of the high altitude, on the north facing crest and deep soil. 5. Tristachya leucothrix-Anthospermum herbaceum Grassland, associated with basalt of the high altitude, north-facing midslopes and deep soil; 6. Elionurus muticus-Tristachya leucothrix Grassland, associated with basalt of fairly high altitudes, north-facing midslopes and deep soil; 7. Cymbopogon dieterlenii-Aristida diffusa Grassland, associated with shallow soil on basalt and sandstone and steep midslopes; 8. Chrysocoma tenuifolia-Cynodon hirsutus Grassland, associated with shallow rocky areas that are overgrazed; and 9. Eragrostis curvula Grassland, associated with old cultivated lands.
The largest plant families in the park are the Poaceae (55 genera) as well as the Asteraceae (51 genera). The grasslands in the park are flat, slightly undulating terrain with streams and rivers and are dominated by Eragrostis species, Tristachya leucothrix and Themeda triandra with a herb layer dominated by Asteraceae. PARK NATIONALGOLDEN GATE HIGHLANDS The Northern Drakensberg highlands grassland is a mountainous region with steep slopes and broad valleys dominated by short sour grasslands and patches of Protea woodland. The Afromontane fynbos is restricted to the sheltered ravines and gorges where moisture levels are maintained and the vegetation is protected from unfavourable conditions and fire. The plateaus and high ridges of mountains are separated by deep valleys with a Passerina montana dominated scrubland and smaller scrubs and grasses such as Chrysocoma ciliata, Pentzia cooperi, Themeda triandra and Festuca caprina (Daemane et al., 2010).
2.12.6 Fauna
The park hosts a wide spectrum of faunal diversity, the inventory lists include 58 large and 52 small mammal species, 22 amphibian, 257 bird, roughly 3 fish, 117 invertebrates and 20 reptile species.
Amphibians
The Afromontane and freshwater ecosystems of this park provide habitats for amphibians. A total of 26 taxa have been recorded in the Free State province, of which eleven have widespread distributions and two have westerly distributions (Bates, 1995). About 13 of these species occur mainly in the cooler, higher rainfall,
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and generally mountainous eastern Free State (Bates, 1995). Amphibian diversity (i.e. number of species and subspecies) is highest in the Afromontane north-eastern Free State in the Golden Gate-QwaQwa area, where 22 taxa (about 85%) have been recorded. Seven taxa (about 27%) are endemic to this area (Bates, 1991; 1997).
Birds
The grasslands, wetlands and montane patches of forests in the park provide excellent bird habitats, including several endemic species. A total of 257 species of birds have been recorded. The park is also a breeding site for vultures, especially the endangered bearded vulture Gypaetus barbatus (Anderson, 2000). Two other red-listed bird species in the park are the grass owl Tyto capensis and the bald ibis Geronticus calvus.
Fish
The park is known as a source of freshwater with several rivers and different types of wetlands. In these freshwater ecosystems, only one indigenous fish species has been identified in the park namely the Chubbyhead Barb Barbus anoplus. Two alien species are also found in the park: rainbow trout Oncorhynchus mykiss and carp Cyprinius carpio. A further nine indigenous species could potentially occur in the park, but are unlikely to be permanent residents (Russell & Skelton, 2005).
Invertebrates
117 species of beetles (Coleoptera) representing 35 families have been recorded in the park. The park hosts three red-listed butterfly species (viz. Golden Gate Brown, Golden Gate Blue and QwaQwa Rocksitter) with vulnerable statuses and all three species are endemic to the eastern Free State. This makes the park one of the hot spots and ideal places to protect these organisms in the country (Henning et al., 2009). A new rove-beetle of the genus Octavius, which only occurs in the humus litter of Golden Gate fynbos, was discovered in 2015. The fynbos of the park is therefore important in conserving organisms that are endemic in the ecosystem.
Mammals
The park, as a grassland ecosystem, harbours key habitats with diverse grazing resources for over 50 species of antelopes and other mammals. Small and medium-sized herbivores include the grey rhebuck Pelea capreolus, mountain reedbuck Redunca fulvorufula, eland Tragelaphus oryx, blesbok Damaliscus pygargus, black wildebeest Connochaetes gnou, springbok Antidorcas marsupialis, zebra Equus burchelli and oribi Ourebia ourebi. In addition to the above, there are 12 mice and 12 carnivore species, including the caracal Caracal caracal, Cape fox Vulpes chama and black-backed jackal Canis mesomelas.
Reptiles
The mountainous areas characterised by caves, varieties of soils and grassland present a conducive habitat for reptiles. About 20 reptile species occur in the park, including the sungazer, also known as ‘ouvolk’ Smaug giganteus, formerly Cordylus giganteus that is endemic to the Grassland biome and was re-introduced in 1990. Mountain flat gecko Afroedura nivaria, Burchell’s sands lizard Pedioplanis burchelli and common rock agama Agama atra are some of the lizards found in the park (Bates, 1991). Snake species include the common brown water snake Lycodonomorphus rufulus and Peters’ thread snake Leptotyphlops scutifrons scutifrons (Bates, 1991).
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2.13 Archaeology and cultural heritage
The park has a rich cultural history and diversity spanning the dinosaur, Stone Age, Rock Art archaeological periods, as well as the historical period signified by the Basotho and early European settlers. It also has important Anglo-Boer war sites and rock art paintings, to name a few.
The park has sixty-five recorded cultural heritage sites, all of which have Global Positioning System co- ordinates, short descriptions and photographically recorded. A process is underway to determine the significance of selected sites with the aim to develop site specific management plans that would address issues of preservation and accessibility for tourism purposes. The renowned Basotho Cultural Village, with its living cultural museum that offers interactive museum tours. Also part of the Basotho Cultural Village is an open air restaurant specialising in traditional Basotho cuisine for events and group functions, an amphitheatre for living cultural events that includes traditional choir and dance competitions, a shop that offers local arts and crafts products and a conference and restaurant complex. The Basotho Cultural Village allows visitors to experience the lifestyle of the South Sotho, sample homemade beer and traditional dishes,
engage in traditional games, and even consult with a traditional healer.
Numerous fossils have been found in the park. An important paleontological discovery dating back to the
Late Triassic (200 - 230 million years ago) consisting of Massospondyllus dinosaur fossil eggs with foetal T PLAN skeletons inside (the oldest-known dinosaur embryos in the world) were made by Dr James Kitching in the N 1970s (Reisz et al., 2005). This put the park in the international limelight and can play an important role in the marketing strategy of the park
2.14 Socio-economic context
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The park is situated in one of the poorest parts of South Africa. The Eastern Free State is a presidential – nodal point due to the prevailing high levels of poverty and unemployment. Land use and ownership around the park is diverse and include private landowners, land claimants, private tourism operations, agriculture, and traditional communities. The nearest towns are Clarens and Phuthaditjhaba. The DLM community comprise of approximately 140,044 people and 46,857 households according to a 2016 community survey. It hosts a range of nature and cultural activities. The agricultural sector is the biggest economic sector at 29 %, while private businesses account for 17 % of the economy (Dihlabeng Local Municipality, 2019). Most of the agricultural land is utilised for livestock grazing while cultivated land accounts for 44 % of the agricultural area. The main crops grown are maize, wheat, sorghum, soya beans, sunflower, asparagus, potatoes and a variety of other horticultural crops. Dairy products are also produced. Due to its scenery and recreational facilities, the Dihlabeng area is a popular destination and tourism is increasingly becoming an economic driver of the DLM.
The MPLM community comprise of approximately 355,784 people and 100,228 households according to the 2011 census. These numbers are questionable since other social studies have found a far higher number of residents in the QwaQwa area than stated in the 2011 census. The social services / government sector is the biggest employer, 28 % compared to the agriculture sector at 18 %. An estimated 40 % of the population earns a salary (Maluti-A-Phofung Local Municipality, 2017). The greater majority may still be dependent on subsistence farming and backyard gardens as is characteristically the case in agricultural areas. The park can play a major role in contributing towards poverty alleviation in the region. SANParks has thus implemented two projects in the MPLM, a vegetable production project called Sithuwamanje and a PARK NATIONALGOLDEN GATE HIGHLANDS herbarium project called Lifika. The park, in partnership with the Expanded Public Works Programme (EPWP), has created various temporary employment opportunities between April 2014 and March 2019, and an estimated R 28,595,142 has been spend on the Working for Water, Working on Wetlands and Working on Fire programmes.
2.15 Tourism
Tourism has become well established in the park and is in line with SANParks’ approach to offer a range of products focussing primarily on the self-catering range. Table 1 summarises the overnight facilities available as well as the unit/room occupancy for the previous two years.
This park in the northern Drakensberg attracts visitors that enjoy the great scenery of the north-eastern Free State. It is geared for the walking and hiking fraternity and there are a wide variety of overnighting options to choose from. These include the Golden Gate Hotel & Chalets, arguably offering the best views of the sandstone cliffs in the area. There are several smaller rest camps, including the popular Highlands Mountain Retreat with wooden cabins nestled in the steep slopes at high altitude, Glen Reenen with a variety of chalet types with the magnificent Mushroom Rock as their permanent vista. Further east there is the Basotho Cultural Village where quaint chalets have been designed to bring in the Basotho cultural
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elements. Finally there is the Noord Brabant farmshouse for more exclusive groups and the Rhebok hut offering a basic overnight cabin for the hikers on this trail. Glen Reenen also has campsites. There are a variety of walking trails, for both the casual and enthusiastic visitor and horse riding can also be undertaken there. The parks offer a few game viewing roads where the variety of highveld wildlife can be view from a vehicle. On the Oribi loop, there is a vulture restaurant where the elusive Bearded Vulture can sometimes be seen. The Basotho Cultural Village offer cultural tours.
Table 1. Overnight facilities and unit / room occupancy figures.
Accommodation summary as at 31 March 2020 Number of Total beds/ Unit occupancy (2019 / 2020 Camp Description camping Category Units Beds financial year) person capacity Basotho Rondavel 11 2 22 12.7 % Cultural Economy Village Rondavel 11 4 44 12.0 % Noord Guest house 1 6 6 Economy 33.9 % Brabant Camp sites 30 6 180 Budget 23.6 % Family cottage 5 4 20 Economy 38.9 % Glen Family cottage 2 6 12 Economy 38.3 % Reenen Rondavel 17 2 34 Economy 32.5 % Rondavel 5 4 20 Economy 24.8 %
Chalet 4 4 136 Economy Golden Standard Twin Gate 52 2 104 Economy Hotel & Rooms 38.8 % Chalets Honeymoon Suite 1 2 2 Premium
Premier Suite 1 2 2 Premium Highlands Log cottage 4 2 8 Economy 62.6 % Retreat Family cottage 4 4 16 Economy 40.6 % Units 148 Beds 426 Total accommodation inventory Camp sites 30 Persons 180 Accommodation 34,1 % Overall occupancy Camping 23,6 %
During the 2019 / 2020 financial year, the park achieved a unit occupancy of 34.1 % which is significantly lower than the SANParks average of 69.4%. Campsite occupancy stood at 23.6 %, also lower than the organisational average of 48.2%. A total of only 1,433 guests took part in the guided activities on offer.
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There was a total of 45,996 visitors in 2019 / 2020, consisting of 20,548 day visitors and 25,448 (55.3 %) overnight visitors. Of these, 10.5 % were international visitors, 0.3 % from SADC countries and 89.2 % local visitors. Of the South African visitors most originated from Gauteng, Free State and KwaZulu Natal, and 42.2 % of the South African visitors were black. Of the 4,953 international visitors, most were from Germany, The Netherlands and Belgium.
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Section 3: Policy framework
3.1 Introduction
SANParks, like all protected area management authorities, is subject to the Constitution of the Republic of South Africa, international agreements and treaties, legislation, national policies and government priorities. Section 17 of the NEM: PAA states the following: The purposes of the declaration of areas as protected areas are (a) to protect ecologically viable areas representative of South Africa's biological diversity and its natural landscapes and seascapes in a system of protected areas; (b) to preserve the ecological integrity of those areas; (c) to conserve biodiversity in those areas; (d) to protect areas representative of all ecosystems, habitats and species naturally occurring in South Africa; (e) to protect South Africa's threatened or rare species; (f) to protect an area which is vulnerable or ecologically sensitive; (g) to assist in ensuring the sustained supply of environmental goods and services; (h) to provide for the sustainable use of natural and biological resources; (i) to create or augment destinations for nature-based tourism; (j) to manage the interrelationship between natural environmental biodiversity, human settlement and economic development; (k) generally, to contribute to human, social, cultural, spiritual and economic development; or (l) to rehabilitate and restore degraded ecosystems and promote the recovery of endangered and vulnerable species.
Section 41 of the NEM: PAA requires that management plans be nested within the context of a Co-ordinated Policy Framework (CPF). The CPF can be downloaded from the SANParks website using the following link http://www.sanparks.org/conservation/park_man/.
The CPF provides the organisational guidance required by the DEA guideline for management plans (Cowan and Mpongoma, 2010). This document will summarise the institutional, ecological, economic and social environment for park management and includes: An introduction to the management plan requirements of the NEM: PAA, what it means for stakeholders, and the corporate provisions SANParks has made to comply with NEM: PAA; SANParks as an organisation: including its organisational structure, vision, mission, biodiversity values and performance management system (by means of the balanced scorecard), and its approach to strategic adaptive management; and Policies and guiding principles: o Finances and commercialisation; o Responsible Tourism; o Zoning system in parks; o Stakeholder relationships; o Management to maintain biodiversity and ecosystem processes; o Risk management; o Safety and security; o Cultural heritage resources; o Resource use; and o Research.
SANParks policies are guided by its vision and mission statements. As a public entity, SANParks is committed to act in pursuit of transformation of South Africa’s society in support of entrenching South Africa’s democracy. As such, this policy framework is available to stakeholders.
The relationship between the park-specific adaptive management planning cycles and the SANParks CPF is outlined in Figure 1, where the planning cycle for management plans in SANParks is 10 years. The programmes and costing could be revised at shorter time intervals, as required.
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Figure 1. SANParks protected area planning framework.
MANAGEME 3.2 Strategic adaptive management
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Protected areas are increasingly viewed as complex socio-ecological and -economic systems. Such systems acknowledge multiple interactions that take place between people and natural landscapes – even fenced-off protected areas are influenced by external socio-economic issues. These systems are regarded as complex because the results of interactions between the socio-economic and ecological components, as well as between components within each of these sub-systems, are often unpredictable. A further complication in the management of protected areas is that the suite of stakeholders may have widely varying or even conflicting expectations, based on different worldviews and values. Under these conditions of divergent stakeholder interests and limited predictability, it might be impossible to agree on an optimal solution and similarly it may be unrealistic to expect certainty in terms of management outcomes. Strategic Adaptive Management (SAM) has emerged as the SANParks approach of choice to deal with the complexity and multi-stakeholder tensions that characterise park management decisions (Figure 2). SAM is designed to be strategic (facilitate action with foresight and purpose), adaptive (facilitate learning whilst we are doing) and participatory (facilitate engagement and co-learning with stakeholders) (Grant et al., 2008).
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS
Figure 2. Steps in the adaptive management cycle as used by SANParks.
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SAM begins with determining the desired future state of a particular socio-ecological system (Figure 3). The aim of this step is to build a sense of common purpose among all relevant stakeholders and to develop a collective roadmap for moving from a current reality to a more desirable socio-ecological system. This desired state or vision needs to be described within the context of associated stakeholders and their respective values, as well as social, technological, environmental, economic and political (V-STEEP) influences. Description of the future state is further enriched by deliberating the distinctive and special features (called vital attributes) of the park.
Figure 3. The adaptive planning process as used by SANParks.
The mission, together with the vital attributes of the system to be managed, informs the setting of objectives. A nested hierarchy of objectives starts with high-level objectives that are deconstructed into a series of lower-level objectives and, ultimately, management options for achieving those objectives. Alternative management options are considered by looking at resources, constraints, potential threats and risks associated with a particular management option, while anticipating likely results. From these options, the most appropriate is selected, followed by a planning stage and implementation.
A critical component of SAM is to monitor and evaluate the consequences of management decisions. Constant scrutiny of emerging results and evaluation against objectives are essential to allow strategy and methodology to be adjusted as new understanding and knowledge emerges (see section 10.9). Of critical importance is the participation and engagement of all relevant stakeholders. One central construct of SAM within SANParks over the last 18 years has been that of thresholds of potential concern (TPCs) (Biggs & Rogers, 2003). The challenge with
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TPCs has been that even if a state change is predicted, the approach does not always link the TPC to the hypothesised mechanisms of change explicitly (Ferreira et al., 2011), and does not always consider the complex social and economic drivers affecting the ecological parameters and are often merely social preferences rather than ecological thresholds. TPCs are therefore now used in more predictable fields, such as river biotic responses and fire management and are coupled with a mechanisms approach in other instances.
3.3 Park-specific framework
All park managers (except for Kruger National Park) report to the Managing Executive: Parks through a Regional General Manager. In the case of the park, reporting is done via the Regional General Manager for the Northern Cluster. The park’s future organogram (Figure 4) sets out the reporting structure in the park.
3.4 Park regulations and internal rules
In addition to the regulations for the proper administration of special nature reserves, national parks and world heritage sites, as gazetted on 28 October 2005 in GG 28181, the park has also drafted applicable internal rules in terms of Section 52 of the NEM: PAA, (Appendix 4).
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Park management is primarily supported by head office, providing human resource, financial, supply chain management, Touris and marketing, review and auditing services. The park also receives support from functions such as park planning and development, veterinary wildlife service, scientific services etc.
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Figure 4. Golden Gate Highlands National Park organogram.
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Section 4: Consultation
SANParks recognises that parks must serve societal values and that parks need to be part of and interrelate with the broader landscape and socio-economic context within which they are situated. The goal of the park within the public participation process is to work directly with stakeholders to ensure that the stakeholder concerns and aspirations are consistently understood and considered (Spies & Symonds, 2011). Therefore, stakeholders both interested and affected, were included in the revision process of the park management plan by notifying them of participation processes through mechanisms suitable for the different stakeholder groups. These processes provided the opportunity for input from all stakeholders within reasonable timeframes, with the emphasis on sharing of information and joint learning. Processes also aim to recognise all knowledge, indigenous, ordinary and expert, as well as the diversity of values and opinions that exist between stakeholders. The commitment to the incorporation of public opinion into this plan is rooted in the park’s management activities and is therefore geared towards promoting conservation values (and society’s connection with those values, as also outlined in the NEM: PAA) and promoting this goal in part, by engaging the broader context in which the park is situated. The adaptive planning process that was followed was designed to (i) help stakeholders express opinions and values in a structured way, (ii) to use the opinions and expressed values to formulate a vision for the park, (iii) to translate the vision into management objectives that reflect the values as expressed by stakeholders and (iv) comment on the draft park management plan.
The objectives of the stakeholder participation process are to: Create a channel for the accurate and timely dissemination of information to interested and affected stakeholders; Create the opportunity for communication between SANParks and the public; Promote opportunities for the building of understanding between parties; Provide the opportunity for stakeholders to give meaningful input into the decision- making processes that drive the development of the park management plan.
The approach to the stakeholder participation process is based on the principles embodied in the following legal framework, namely: The Constitution of the Republic of South Africa Act No. 108 of 1996; The National Environmental Management Act No. 107 of 1998 (NEMA); and The NEM: PAA as amended by the NEM: PAA No. 21 of 2014.
In addition to the above legal framework, the stakeholder process was developed with the guiding principles for SANParks stakeholder participation in mind. SANParks thus undertakes to: Seek to notify stakeholders of participation processes through appropriate mechanisms; Ensure that the process provides the opportunity for input from all stakeholders within reasonable timeframes, emphasising the sharing of information, joint-learning and capacity building; Promote participation by stakeholders through timeous and full disclosure of all relevant and appropriate information; Provide feedback on the outcome of the process to stakeholders and demonstrate how their inputs have been considered in the decision-making process; Ensure that methodologies accommodate the context of the issue at hand and the availability of resources (people, time, money) and do not conflict with these guiding principles; and Give particular attention to ensuring participation by marginalised communities, communities with specific concerns, or communities that have contractual rights in the national park.
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The stakeholder participation process followed during the revision process of this management plan is depicted in Figure 5 below.
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Figure 5. SANParks stakeholder participation process.
Details regarding the stakeholder process that was followed are outlined in Appendix 2.
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Section 5: Purpose and vision
5.1 Purpose of the park
Section 40 of the NEM: PAA requires that the park be managed in accordance with the purpose for which it was declared. The original purpose of the park was not officially specified, neither in the first gazetted declaration nor in any subsequent notices. However, the initial motivation for establishing the park was to conserve and preserve the cultural heritage value and assets. SANParks manages the park, firstly in accordance with its organisational vision and secondly in accordance with the mission and objectives hierarchy that were derived through consultation with stakeholders, as set out in this section.
5.2 Desired state for the park
Reconciling the need for participatory planning and governance and enabling ongoing adaptation, the adaptive planning process is an essential early component of strategic adaptive management. It is an easy and effective tool for enabling actual stakeholder participation in producing an effectively shared rationale or overall big picture ‘desired state’ for a national park. It requires an expression of the various stakeholders’ value systems and then builds on the shared values to consider all possible system drivers (STEEP - social, technological, economic, environmental and political). The process enables stakeholders to consider opportunities to strengthen the vital attributes of the park and to counter and constrain threats to these. These opportunities are formulated as the high-level objectives of the park management plan. This ensures that the desired state of the park, its vision and mission, and high-level objectives are co-constructed with stakeholders. This strategic-level guidance obtained through stakeholder consultation is then unpacked into further detail and articulated as sub-objectives, either in- house or with relevant experts.
For more than a decade SANParks has been using the adaptive planning process with stakeholders. This often requires dealing with individual and/or group values, prejudices and sensitivities. Nevertheless, the process provides all participants with a space to express their own views and understand others’ views. This ensures mutual understanding and commitment to both the process and the end product, namely the park management plan.
The purpose of the adaptive planning process is to source and incorporate stakeholder input into a more technical planning process. However, this purpose is situated within a broader context of forming and sustaining relationships with the public to secure mutual understanding and ongoing support and legitimacy. The desired state process reported here has therefore been an event in an ongoing, dynamic public engagement process.
5.2.1 Vision and mission
SANParks’ corporate vision for all national parks including the GGHNP, revised in 2019, is as follows:
VISION
“A world class system of national parks re-connecting and inspiring society”.
The mission defines the fundamental purpose of the park, succinctly describing why it exists and what it does to achieve its vision. The following mission was developed after extensive consultation with stakeholders during two public workshops held on 14 and 15 May 2019:
Golden Gate Highlands National Park Management Plan 2020 – 2029 32
MISSION
“To manage and enhance an exceptional mountainous landscape, key water resources, grasslands and associated species, cultural heritage and diversity of tourism products of GGHNP within the Maluti-Drakensberg Transfrontier Conservation Area through effective park management and co-operative relations with stakeholders that enhance socio-economic benefits.“
5.2.2 SANParks Strategic Plan
The SANParks Strategic Plan is focused on all aspects of management of the organisation from the core areas of the mandate to corporate governance and business operational support management. The Balanced Scorecard performance (BSC) management approach has been followed to ensure consistent, effective and efficient execution of the organisational strategy and performance management regime. The strategic plan sets out the organisation’s key strategic objectives necessary for the effective and efficient delivery of the organisation’s mandate along the BSC perspectives. Park management must ensure an
integrated approach is followed regarding the implementation of the SANParks Strategic Plan and the Management Plan.
5.2.3 SANParks corporate vision of the desired state
T PLAN
N Examined from the perspective of the entire system of national parks, SANParks has identified a broad vision and strategic direction for each individual park. This corporate strategic direction is intended to complement the role of other parks in adding overall value to South Africa’s national park system in terms of biodiversity and heritage conservation, recreational opportunities and regional socio-economic contribution.
MANAGEME
Thus, the following strategic direction for the park has also informed the programmes of implementation – (Section 10) of this management plan:
The park has high scenic value and intermediate overall biodiversity value. Environmental education is well developed. The cultural heritage assets are of value. There is a fair diversity of tourism products with good scope for improvement. There are prospects for surplus income generation. The local socio-economic contribution will be improved through job creation. Regarding supporting infrastructure, the road network has been identified for improvement. The relative biodiversity value is predicted to remain stable over the next 20 years. There are no major biodiversity threats.
5.2.4 Operating principles or values
SANParks has adopted eleven corporate values which serve as guiding principles which shape and govern all employee behaviour and actions. Stakeholders recognised and endorsed the SANParks corporate and conservation values as outlined in the CPF. These corporate principles or values are:
1. Show leadership in all we do; 2. Be guided by environmental ethics in all we do; 3. Promote transformation within, and outside of the organisation; 4. Strive for scientific and service excellence at all times;
5. Act with professionalism at all times; PARK NATIONALGOLDEN GATE HIGHLANDS 6. Adopt, and encourage initiative and innovation by all; 7. Treat all our stakeholders with equity and justice; 8. Exercise discipline at all times; 9. Show respect to all; 10. Act with honesty and integrity; and 11. Strive for transparency and open communication at all times.
In addition to the above, SANParks has also adopted biodiversity values as set out below:
1. We adopt a complex systems view of the world while striving to ensure the natural functioning and long-term persistence of the ecosystems under our care; 2. We aim at persistent achievement of biodiversity representivity and complementarity to promote resilience and ensure ecosystem integrity; 3. We can intervene in ecosystems responsibly and sustainably, but we focus management on complementing natural processes under a "minimum interference" philosophy; and 4. We accept with humility the mandate of custodianship of biodiversity for future generations while recognising that both natural and social systems change over time.
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At the above-mentioned workshops, the participants suggested adding additional values. SANParks agreed to adopt the following:
1. To acknowledge and value the local royal houses; 2. To acknowledge community knowledge and value their input; and 3. To pursue active involvement from communities where possible.
5.2.5 Park context
The context refers to the current circumstances and the conditions that determine these circumstances. The context is therefore important as a set of agreed-upon realities that will influence the setting of management objectives. During the workshops, stakeholders were asked to reflect on the current and emerging context that is considered important for the development of the park management plan. All five STEEP categories were considered. The context is summarised under sections 2.1 to 2.15.
5.2.6 Vital attributes
The vital attributes of the park are the important characteristics and / or properties of the park that concisely describe the key features of the park. In consultation with the stakeholders, 13 attributes were identified that are vital to the approach by which it is managed. These are:
1. Charismatic mountains and geological features; 2. Montane grassland ecosystems; 3. Special and unique species associated with landscape (such as Bearded Vultures, Oribi). 4. A key water source area and catchment in South Africa; 5. Exceptional palaeontology; 6. Extraordinary sense of place; 7. Value as a tourism hub; 8. Unique cultural heritage and history; 9. Use of a range of natural resources; 10. Important role-player in the Maluti-Drakensberg Transfrontier Conservation Area; 11. Robust relationships with local stakeholders; 12. Education and awareness opportunities for a range of stakeholders; 13. Dynamic, friendly and informed staff;
5.2.7 Determinants and risks to the vital attributes
A major component of management’s responsibility is to ensure the maintenance of the determinants or strengths of the vital attributes and to limit the influence of threats to the system.
The tables below reflect the vital attributes, determinants and threats.
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1. Charismatic mountains and geological features. Determinants: Geology, geomorphology, unique shapes, climate, natural weathering and erosion, landscape, caves, colouring on cliffs. Threats • Inappropriate soil erosion • Inappropriate development • Wildfires (management and illegal) • Inappropriate land use practises • Landslides • Vandalism • Natural disasters • Climate change • Excessive grazing • Acid rain as a result of air pollution
2. Montane grassland ecosystems. Determinants: High altitude, specific soils, geomorphology, climate (e.g. snow), adapted species, fire, grazing. Threats
• Climate change • Pollution (including noise and light) T PLAN • Illegal harvesting • Inappropriate fire regimes N • Alien invasive species and bush • Inappropriate erosion thickening through encroachment • Overgrazing and poor control of populations • Inappropriate alignment of trails and of dominant species facilities • Disease
MANAGEME • Roadkill
–
3. Special and unique species associated with landscape (such as Bearded Vultures, Oribi). Determinants: Mountains including cliffs for nesting, grasslands, wetlands, large areas with low development and human pressures, vulture feeding site, climate, fire. Threats • Climate change • Inappropriate transformation and • Competition / predation from development mesopredators • Poaching (including hunting with dogs) • Inappropriate fire regimes • Uncontrolled / over harvesting • Loss of feeding opportunities for vultures • Overgrazing and poor control of populations • Poisoning of birds of dominant species • Poorly placed power lines
4. A key water source area and catchment in South Africa. Determinants: Ideal geology, soils and topography, climate (i.e. rainfall, regular snowfall), quantity and
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS quality of water produced, appropriate vegetation cover to assist with water retention and release, high altitude area, important wetlands. Threats • Climate change (changing rainfall pattern) • Inappropriate development • Overgrazing • Inappropriate fire regimes • Air pollution (acid rain) • Invasive alien plants • Water pollution (litter, raw sewage) • Over-abstraction of water • Siltation through soil erosion
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5. Exceptional palaeontology. Determinants: Fossils such as the dinosaur eggs and footprints, geological features and unique weather that preserved / expose fossils, research, museum. Threats • Climate change and weathering • Inappropriate development • Vandalism and uncontrolled access • Lack of information and education • Erosion resulting in no care attitude / ignorance • Theft of exposed fossils
6. Extraordinary sense of place. Determinants: Mountains, dramatic landscape, specialised vegetation and animals, remoteness, lack of pollution (including light and air), low development inside park, rarefied air (prevailing air direction from cleaner regions and high rainfall to suppress dust), lack of big industry, peaceful secure spacious landscape, rivers that start in the park. Threats • Climate change • Increased vehicles (increasing emissions • Pollution and noise) • Industrialisation • Attacks by animals • Inappropriate fire regimes • Trade-offs between some expectations • Rock falls and sense of place (e.g., lights at night • Crime may increase sense of place as you can • Too many notice boards see rock formations but at the same time • Mining, including fracking close to the decrease sense of place) park • Inappropriate development
7. Value as a tourism hub. Determinants: Activities (i.e. game viewing, riding on Norwegian Fjord horses, canoeing, abseiling, hiking) birding opportunities, caves, illumination of Brandwag, lack of dangerous animals, mountainous areas, various accommodation options, easy access from cities and towns, centrally located, healthy ecosystems, good relationship with local, provincial and national government regarding tourism matters, park road network, stargazing, clear skies, remoteness when off the road network, snow, Basotho cultural village, safe events hosted in the park, cultural heritage resources, dinosaur museum, vulture hide, conferencing facilities. Threats • Crime and lack of security (including • Inappropriate developments illegal pastoral activities, poaching) • Inappropriate fires; • Unaffordability for community • Lack of information regarding tourism members products and activities • Competition with neighbouring • Climate change tourism enterprises and products • Lack of network connectivity • Lack of implementation of competitive • Vehicle accidents and roadkill on competitive pricing / yielding policies provincial road and strategies • Light and air pollution • Lack of infrastructure maintenance • Power failures • Littering • Activities i.e. horse riding / hiking causing • Natural disasters soil erosion
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8. Unique cultural heritage and history. Determinants: Bushman rock art, traditional sacred sites and graves, historical war and battle sites, only national park promoting Basotho culture, rituals, living cultural experience. Threats • Vandalism and lack of respect of sites • Lack of knowledge, awareness and • Extreme weather conditions marketing • Erosion and rock falls • Unsecured and uncontrolled access • Lack of interest in cultural practises and • Discrimination and intolerance beliefs • Lack of tourism activities linked to some
• Inappropriate development traditional and historical sites • Fire close to cultural sites causes damage
T PLAN 9. Use of a range of natural resources. N Determinants: Landscape, wetlands, rivers, vegetation (specifically grasses), wildlife. Threats
• Overuse of the resource • Uncontrolled grazing MANAGEME
• Climate change • Illegal use – • Limited opportunities for local community • Pollution members
10. Important role-player in the Maluti-Drakensberg Transfrontier Conservation Area. Determinants: Neighbouring conservation areas, complementary land-uses, mountainous grassland biome, unique cultural heritage and history, agreement between South Africa and Lesotho (Memorandum of Understanding), involvement and support from local communities, existing political will. Threats • Non-implementation of strategy and action • Damage to SANParks brand reputation and plans perception by society • Non-compliance with payment • Lack of human and financial resources agreements by signatories and partners • Lack of knowledge and education on Maluti- • Incompatible legislation between countries Drakensberg Transfrontier Conservation Area uniqueness • Intolerance of different cultures
PARK NATIONALGOLDEN GATE HIGHLANDS
11. Robust relationships with local stakeholders. Determinants: Willingness of local communities to be involved in park activities community awareness of the value and significance of the park, good partnerships with local communities, receiving carcasses for vulture feeding, job opportunities for local communities, improved relationship between park management and the ward committee, improved communication between park management and local communities, park providing assistance in dealing with problem animals, Park Forum. Threats • There is a mutual lack of understanding of • High staff turnover the revelance of the park to communities, • Lack of continuity and attitude and of communities tf the park • Limited job opportunities for local • Disconnect between staff and the communities stakeholders • No dialogue between park management, • Local government legislative restrictions ward committee and stakeholders • Political unrest • Inefficient staff • Inadequate resources
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12. Education and awareness opportunities for a range of stakeholders. Determinants: Park acts as a learning laboratory, good accessibility for primary, secondary and tertiary education institutions, students in surrounding communities, good existing relationships between park management and institutions, educational expertise in close proximity to the park, Basotho Cultural Village museum, EE centre, dinosaur museum, tourism interpretation centre and programmes. Threats • Lack of willingness of management to • Lack of staff resources interact and utilise institutions • Lack of awareness / knowledge of the EE • Lack of financial resources centre, museum and programmes • Programmes limited to specific target groups i.e. schools
13. Dynamic, friendly and informed staff. Determinants: Cultural diversity of staff members, acceptance by Basotho communities for other tribes and races, ability to learn from other peoples’ cultures, appropriate training in customer service, respect for traditional and cultural practices and upbringing, good leadership, good reputational ethics of staff, professional communication. Threats • Basotho might lose their identity • Influence of politics (internal and external) • Rise in tribalism and racism • Unprofessional behaviour • Differences in ideologies • Poor communication • Poor staff morale and wellness • Poor planning and work performance challenges • Gender discrimination • Lack of skills and confidence • Harassment
5.2.8 High-level objectives
While the mission sets out the “Where do we want to go”, high-level objectives act as the roadmap to achieve the mission. These high-level objectives tend to flow naturally from the vital attributes. The desired state is achieved by means of a hierarchy of objectives (Figure 6), starting with an overall objective aligned with SANParks’ organisational structure and the park’s vision and mission statements, then broad, high-level objectives (this section) and then to more detailed levels, ending with specific operational or management actions (section 10). Discussions at the stakeholder meeting gave rise to an initial set of high-level objectives. These were refined to reflect the following:
Golden Gate Highlands National Park Management Plan 2020 – 2029 38
MISSION
To manage and enhance an exceptional mountainous landscape, key water resources, grasslands and associated species, cultural heritage and diversity of tourism products of GGHNP within the Maluti- Drakensberg Transfrontier Conservation Area through effective park management and co-operative relations with stakeholders that enhance socio-economic benefits.
Mainstreaming Biodiversity Water in the Responsible T PLAN biodiversity landscape tourism N To ensure the To promote resilient persistence of To maintain and To offer a range of ecological and biodiversity within enhance quantity competitive diverse social sustainability the distinctive and quality of water products and
MANAGEME
through institutional mountainous in the mountainous experience through co-operation, landscape through landscape through maintaining, – partnerships and promoting dynamic promoting effective growing and strategic park ecological management and promoting the park expansion. processes while monitoring, and as a safe and allowing for learning mitigating threats. responsible tourism opportunities. destination.
Cultural heritage Stakeholder Access and Effective park engagement benefit sharing management To preserve historical, archaeological and To promote, To contribute to the To ensure efficient paleontological establish and socio-economic management and heritage through maintain healthy transformation of administrative research, conservation, community local communities support services presentation and relations and forge by identifying, through good interpretation while strategic supporting and corporate enhancing enjoyment partnerships developing a governance. PARK NATIONALGOLDEN GATE HIGHLANDS and benefits for present through open diversity of and future generations. dialogue platforms initiatives. and frequent feedback between park and all relevant stakeholders.
Figure 6. Park high-level objectives.
5.2.9 Unpacking the high-level objectives
The high-level objectives listed above is now progressively being disaggregated through a series of "objectives" of increasing focus. These are set out in Figures 7 – 12 below.
Golden Gate Highlands National Park Management Plan 2020 – 2029 39
1. Regional integration high-level objective: To promote resilient ecological and social sustainability through institutional co-operation, partnerships and strategic park expansion.
1.1 Park consolidation objective: To consolidate and expand the park by incorporating conservation worthy and strategically important terrestrial areas.
1.2 GMTFCA objective: To continue as a key contributor to the MDTCA initiative by promoting, participating in and implementing the joint strategic objectives.
1.3 Mainstreaming biodiversity objective: To mainstream biodiversity issues in local and other planning frameworks by active engagement with governmental and non-governmental partners.
Figure 7. Regional integration high-level objective and supporting objectives.
2. Biodiversity conservation high-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities.
2.1 Herbivory objective: To understand and manage herbivory as a modifier of biodiversity at various spatial and temporal scales by ensuring patchy-use of the landscape.
2.2 Invasive alien species objective: To reduce the impact of invasive alien species and enhance natural biodiversity through its suppression, prevention, control and where possible eradication.
2.3 Species of special concern objective: To conserve key species of special concern by understanding ecological processes and contributing to national initiatives while mitigating threats.
2.4 Aquatic biodiversity objective: To promote the conservation of aquatic biodiversity through monitoring and research.
2.5 Fire management objective: To promote and understand the role of fire as an ecosystem driver through the application of appropriate fire regimes.
Figure 8. Biodiversity conservation high-level objective and supporting objectives.
3. Water in the landscape high-level objective: To promote resilient ecological and social sustainability through institutional co-operation, partnerships and strategic park expansion.
3.1 Inventory objective: To better understand the water resources by documenting aquatic systems within the park and the buffer zone.
3.2 Restoration objective: To improve the quality and quantity of water production through the restoration of aquatic systems.
3.3 Monitoring objective: To determine the effectiveness of restoration through the monitoring and evaluation of aquatic systems.
Figure 9 . Water in the landscape high-level objective and supporting objectives.
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4. Responsible tourism high-level objective: To become a unique culture- and nature-based tourism destination of choice by enabling and growing diverse visitor experience whilst sustainably growing revenue and protecting the tranquil sense of place.
4.1 Responsible Tourism performance objective: To establish, maintain and continuously improve the park’s RT performance, by implementing SANS1162.
4.2 Visitor experiences objective: To continually enhance the visitor experience within the park, by effective visitor management, interpretation and by providing quality facilities.
4.3 Service excellence objective: To enable relevant customer-focused service excellence, by understanding and responding appropriately to market expectations and or preferences.
4.4 Grow tourism revenue objective: To sustainably grow income through tourism by providing visitors with an appropriate and a diverse range of products and services, whilst protecting the tranquillity and sense of place.
T PLAN N 4.5 Operational effectiveness objective: To enable cost savings within tourism operations, by ensuring effective management and controls.
4.6 Promotion objective: To promote the unique cultural and natural landscape of the park by MANAGEME
developing and implementing a variety of sales, marketing and communication initiatives. –
4.7 Univers al access objective: To enable appropriate access for differently abled visitors by providing adequate infrastructure and services.
Figure 10. Responsible tourism high-level objective and supporting objectives.
5. Cultural heritage management high-level objective: To preserve historical, archaeological and paleontological heritage through research, conservation, presentation and interpretation while enhancing enjoyment and benefits for present and future generations.
5.1 Inventory objective: To identify and record the cultural heritage resources by updating and maintaining an inventory of tangible and intangible historical, archaeological and paleontological heritage.
5.2 Collection management objective: To effectively manage heritage objects by identifying,
documenting, preserving, conserving, protecting and presenting it appropriately.
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS 5.3 Site management objective: To preserve the cultural heritage through identification, conservation and management of tangible and intangible historical, archaeological and paleontological heritage.
5.4 Responsible utilisation objective: To enhance a range of cultural benefits for people by promoting and creating opportunities through identification of sites for presentation, interpretation and access.
5.5 Research objective: To enhance the understanding of cultural heritage by promoting, research, education and awareness of the cultural heritage assets.
Figure 11. Cultural heritage management high-level objective and supporting objectives.
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6. Stakeholder relations high-level objective: To build and sustain inclusive relationships and shared understanding through appropriate and meaningful engagement with stakeholders and descendants.
Figure 12. Stakeholder relations high-level objective.
7. Access and benefit high-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy.
7.1 Natural resource use objective: To unlock socio-economic benefits for local communities through sustainable use of natural resources.
7.2 Environmental education and awareness objective: To promote environmental consciousness and sustainable behaviour through the development and implementation of a comprehensive environmental education programme.
7.3 Socio-economic transformation objective: To unlock socio-economic benefits in a just and equitable manner through the implementation of various programmes and unlocking opportunities.
Figure 13. Access and benefit high-level objective and supporting objectives.
8 . Effective park management high-level objective: To ensure efficient management and administrative support services through good corporate governance.
8.1 Environmental management objective: To strive for best practice and ensure compliance with environmental legislation through improved governance and environmental risk management.
8.2 Risk management objective: To mitigate risk by establishing and maintaining efficient and transparent risk management systems.
8.3 Financial management and administration objective: To ensure sound financial management and administration through proficient budget management, effective internal controls and compliance to corporate governance prescripts.
8.4 Human capital management objective: To ensure efficient staff capacity to achieve management objectives by adhering to legislation, corporate human resource policies and guidelines.
8.5 Information and records management objective: To practice best information and records management by complying to the Records Management Legislative framework and policies.
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8. Effective park management high-level objective: To strive for effective and efficient management and administrative support services through good corporate governance enabling the park to achieve its objectives.
8.6 Infrastructure objective: To maintain, upgrade and develop park infrastructure through proper planning and efficient management.
8.7 Safety and security objective: To provide a safe and secure environment for both visitors and employees as well as to ensure the protection and integrity of natural, cultural and physical assets and resources, by implementing a Park Safety and Security Plan.
8.8 Safety, health, environment and quality objective: To continuously reduce the disabling injury frequency rate through the implementation of an efficient Occupational Health and Safety management system.
T PLAN
N 8.9 Communication objective: To build, maintain and constantly improve relations within park management by engaging and sharing information with internal and external stakeholders.
8.10 Disaster management objective: To ensure that all disaster situations that may occur in the
park are addressed and managed through disaster management plans. MANAGEME
– 8.11 Climate change objective: To adapt and mitigate negative impacts of climate change through monitoring and research, and implementing the SANParks climate change preparedness strategy.
8.12 Management effectiveness objective: To evaluate outcomes of management interventions related to protected area management through regular assessment.
Figure 14. Effective park management high-level objective and supporting objectives.
PARK NATIONALGOLDEN GATE HIGHLANDS
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Section 6: Zoning
6.1 Introduction
The primary objective of a park zonation plan is to establish a coherent spatial framework in and around a park to guide and co-ordinate conservation, tourism and visitor experience initiatives, and minimise potential conflict between activities. A zoning plan is also a legislated requirement of the NEM: PAA, which stipulates that the management plan, which is to be approved by the Minister, must contain “a zoning of the area indicating what activities may take place in different sections of the park and the conservation objectives of those sections”.
The zoning of the park was based on an analysis and mapping of the sensitivity and value of the park’s biophysical, heritage and scenic resources (SANParks, 2005a); an assessment of the regional context; and an assessment of the park’s current and planned infrastructure and tourist routes / products – all interpreted in the context of the park objectives. This was undertaken in an iterative and consultative process. This section – which is guided by the Conservation Development Framework (CDF) planning manual (SANParks, 2005b) – sets out the rationale for use zones, describes the zones, and provides management guidelines for each of the zones. The use zoning of the park is shown in Appendix 5, Map 4 and summarised Table 2 below.
6.2 Synopsis of updates to the 2013 zonation
The overall pattern of use zones in the 2013 Management Plan has been retained. However, some changes have been made:
The zoning has been adjusted to slightly updated park boundaries; The Primitive areas on the southern boundaries have been rezoned to Remote. This is mainly due to these areas being Strategic Water Source Areas (SWSAs). In addition, the inaccessibility of these areas makes infrastructure developments extremely difficult; The land claim area around Eerstegeluk which was previously Primitive, was rezoned to Low Intensity Leisure (LIL) to facilitate the future lodge development and other potential tourism products. The previous Primitive zonation could have accommodated the necessary infrastructure, but the specific controlled access required by that zone was insufficient for the development anticipated. The area has relatively low sensitivity; The area around Welgedaght was rezoned from Remote to LIL to now include the proposed camp site, the previous unzoned roads as well as the ‘gaps’ created by zoning the roads. These roads have also been earmarked for expansions on the 4x4 routes. The area has relatively low sensitivity; and Previously unzoned roads and infrastructure have been correctly zoned.
The buffer zone of the park have been significantly updated:
Buffer zone have been aligned with the significantly changed park expansion footprint; Buffer zone categories have been aligned with provincial conservation plan (DESTEA, 2015). Buffer zone categories have also been aligned with those of the provincial plan; Buffer zone have been aligned with additional freshwater spatial data, particularly National Freshwater Ecosystems Priority Areas (Nel et al., 2011a, 2011b) and SWSAs (LeMaitre et al., 2018); and Buffer zone have been adjusted to align with a number of existing designated protected areas in the area.
6.3 Guiding principles underpinning the zonation
The principles underpinning park zonation, as listed below, were informed by the SANParks CDF planning manual, the Guidelines for Strategic Environmental Assessment in South Africa, Integrated Environmental Management and the NEMA. Accordingly, the zonation:
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Is the foundation of all planning and development within a park, with the aim of ensuring its long-term sustainability; Accommodates strategic, flexible and iterative planning procedures; Is a “framework for planning” not a “plan for implementation” (i.e. implementation is dealt with through lower level plans and programmes); Is risk-averse and promotes a cautious approach, which takes into account the limits of current knowledge about the consequences of decisions and actions; Recognises that the mandate of SANParks is to conserve biodiversity and heritage resources of national and international significance, in terms of both the NEM: PAA and the NHRA; Ensures the integrity of the park’s scenic quality by limiting human intrusions into the landscape; Accommodates a wide range of unique opportunities for experiences of solitude and nature- based recreation which do not conflict with the desired social and environmental states; Confines development within the park to areas that are robust enough to tolerate transformation and without detracting from the “sense of place”; Rationalises and channels access into the park and internal movement through it; Sets the limits of acceptable change to minimise the loss of biodiversity and to reduce conflict between different park uses; Recognises that park boundaries are not static in time and that there are factors beyond the T PLAN
N current or future boundaries that can positively or negatively influence the park; and Recognises that the park cannot exist in isolation and that planning needs to ensure that the park is integrated with the surrounding landscapes as well as the economic and social structures at local and regional scales.
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6.4 Rationale for use zones –
The primary function of a protected area is to conserve biodiversity and heritage. Other functions, such as the need to ensure that visitors have access to the park, and that adjoining communities and local economies derive benefits from the park, could potentially conflict with and compromise this primary function. Use zoning is the primary tool to ensure that visitors could have a wide range of quality experiences without comprising the integrity of the environment.
Furthermore, the expectations and recreational objectives of individuals that visit the park may differ. Some individuals visit the park purely to see the wildlife and natural landscapes. Other individuals wish to experience the intangible attributes such as and not limited to solitude, remoteness, wildness and serenity (which can be grouped as wilderness qualities), whilst some visit to engage in a range of nature-based recreational activities, or to socialise in a rest camp. Different people have different accommodation requirements ranging from very rustic to luxury catered accommodation. There is often conflict between the requirements of different users and different activities.
Appropriate use zoning serves to minimise 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 negatively impact on the park’s vital attributes and objectives (especially the conservation of the protected area’s natural systems and its biodiversity) can continue in appropriate areas.
Use zones serve to ensure that high intensity facilities and activities are placed in areas that are robust PARK NATIONALGOLDEN GATE HIGHLANDS enough to tolerate intensive use, as well as to protect more sensitive areas of the park from over-utilisation.
6.5 The zoning system
SANParks has adopted a multiple zoning system for its parks. The system comprises of:
Use zones encompassing the entire park; Special management overlays; and A buffer zone surrounding the park.
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6.5.1 The zoning process and its linkage to the underlying environmental analysis
The zoning for the park was underpinned by an analysis and mapping of the sensitivity and value of its biophysical, heritage and scenic resources. This analysis examined the park’s biophysical characteristics including:
Habitat value (in particular the contribution to national conservation objectives) and vegetation vulnerability to physical disturbance; Special habitat value (the value of the area based on rare and endangered species); Hydrological sensitivity (areas vulnerable to disruption of hydrological processes such as floodplains and wetlands and especially in the case of the park, the SWSAs that are of national importance); Topographic sensitivity (steep slopes); Soil sensitivity (soils that are vulnerable to erosion); Heritage value and sensitivity of the sites (especially archaeological and cultural aspects); and The visual sensitivity of the landscape (e.g. sites where infrastructure development could have a strong aesthetic impact).
This analysis was used to inform users of the appropriate use of the different areas of the park, as well as assisted in defining the boundaries between zones. The zoning was also informed by the park’s current infrastructure and tourism products as well as the regional context (especially linkages to neighbouring areas and impacts from activities outside the park). Planned infrastructure and tourism products were also accommodated where these were compatible with the environmental informants. These were all interpreted in the context of the park’s objectives and undertaken in an iterative and consultative process.
The use zoning of the park is shown in Appendix 5, Map 4, and summarised in Table 2 below.
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Table 2. Use zones and use zone characteristics for the park.
Remote Primitive Quiet
Retains an intrinsically wild Generally retains wilderness This zone allows non-motorised appearance and character, or qualities, but with basic self- access to areas which generally capable of being restored to catering facilities. Access is retain a natural appearance and such. controlled. Provides access to the character. Access is not specifically Remote zone, and can serve as a controlled. General General buffer.
characteristics
Solitude and awe inspiring Experience wilderness qualities Wide range of activities; relaxation natural characteristics in a natural environment
qualities qualities
Experiential Experiential
None to very low Low Moderate to high
s
T PLAN
N
between between
Interaction Interaction
user group user
Controlled access, only on foot Controlled access. Accompanied or Unaccompanied non-motorised
Unaccompanied. Foot; 4x4 vehicles access. Mainly on foot, non- motorised access to specific
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access facilities.
Types of Types
–
Hiking in small groups. Guided Hiking; 4x4 drives; game viewing; Hiking; walking; rock climbing; bird
of of
or unaccompanied. horse riding watching; possibly mountain biking s and horse riding
Type
activities
Established footpaths where Small, basic, self-catering; or Hiking trails; footpaths; erosion may be a problem. limited concessions with limited management tracks; bird hides.
of of
s Essentially undeveloped and numbers; 4x4 trails; hiking trails Ablution facilities may be provided roadless in high use areas. No
facilities Type accommodation; and no tourist access by vehicle. Deviation from a natural/pristine Deviation from a natural/pristine Some deviation from a state should be minimized, and state should be small and limited to natural/pristine state is allowed, but
existing impacts should be restricted impact footprints. Existing care should be taken to restrict the reduced impacts should be reduced. development footprint. Infrastructure, especially paths and viewpoints should be designed to
change: change:
Limits of of Limits
acceptable acceptable
Biophysical limit the impacts of large numbers of visitors on the biophysical environment Activities which impact on the Activities which impact on the Activities which impact on the
intrinsically wild appearance intrinsically wild appearance and relatively natural appearance and and character of the area will character of the area should be character of the area should be not be tolerated. restricted, and impacts limited to restricted, though the presence of PARK NATIONALGOLDEN GATE HIGHLANDS the site of the facility. larger numbers of visitors and the facilities they require, may impact
change: change:
Limits of of Limits
acceptable acceptable
recreational on the feeling of wildness found in Aesthetics and Aesthetics this zone
Ideally there should be no Small, isolated, permanent but low Small, isolated, permanent but low management infrastructure but spec infrastructure (such as two spec infrastructure (such as two low impact temporary track roads) may be present. This track roads) may be present. This infrastructure may be present may be to help manage biodiversity may be to help manage biodiversity only to limit biodiversity loss. or service tourist facilities. or service tourist facilities.
management management
infrastructure
Guidelines for Guidelines
Golden Gate Highlands National Park Management Plan 2020 – 2029 47
Low intensity leisure High intensity leisure
The underlying characteristic of this zone is The main characteristic is that of a high motorised self-drive access with basic self- density tourist development node, with catering facilities. The numbers of visitors are modern amenities, where more higher than in the Remote and Primitive zones. concentrated human activities are allowed.
eristics Camps are without modern facilities such as
General General shops and restaurants.
charact
Comfortable facilities in a relatively natural Comfortable and sophisticated facilities environment. while retaining a natural ambiance
qualities qualities
Experiential Experiential
Moderate to high High
user user
groups groups
between between
Interaction Interaction
Motorised self-drive access. Accessible by motorised transport (car/bus) on high volume transport routes, including
of of delivery vehicles.
Types Types
access
Motorised self-drive game viewing, picnicking, As above. Additional sophisticated
of of
walking, cycling; rock climbing; hiking; infrastructure. Larger, organised adventure s adventure activities. activities (orienteering, fun runs). Dining at restaurants.
Type
activities
Facilities limited to basic self-catering picnic High density tourist camps with modern
sites; ablution facilities; information/education amenities. Footpaths, transport systems, centres; parking areas. Small to medium self- accommodation, restaurants, curio and catering (incl. camping) rest camps with refreshment stalls; education centres. High ablution facilities, but not shops or restaurants. volume roads.
of of facilities
Low spec access roads to provide a more wild s experience.
Type
Deviation from a natural/pristine state should be The greatest level of deviation from a minimized and limited to restricted impact natural/pristine state is allowed in this zone, footprints as far as possible. However, it is and it is accepted that damage to the accepted that some damage to the biophysical biophysical environment associated with
change: change: environment associated with tourist activities tourist activities and facilities will be
Limits of of Limits
acceptable acceptable Biophysical and facilities will be inevitable inevitable.
Although it is inevitable that activities and Although it is inevitable that the high visitor
facilities will impact on the wild appearance and numbers, activities and facilities will impact reduce the wilderness characteristics of the on the wild appearance and reduce the area, these should be managed and limited to wilderness characteristics of the area, ensure that the area still provides a relatively these should be managed and limited to
change: change:
Limits of of Limits natural outdoor experience ensure that the area generally still provides
acceptable acceptable recreational a relatively natural outdoor experience Aesthetics and Aesthetics appropriate for a national park. This is anticipated to be a high usage zone in As this is the highest usage zone the park so management infrastructure should anticipated in the park, management be concentrated here as far as is feasible, thus infrastructure should be concentrated here allowing management to efficiently make use of as far as is feasible; allowing management existing high volume infrastructure. To limit to efficiently make use of existing high impacts management infrastructure should be volume infrastructure. To limit impacts
management management
infrastructure
Guidelines for Guidelines placed close to the park boundary where management infrastructure should be possible. placed close to the park boundary.
Golden Gate Highlands National Park Management Plan 2020 – 2029 48
The sensitivity map (Appendix 5, Map 5) shows the relationship between the use zoning and the summary of the biodiversity and landscape sensitivity-value analysis. This indicates that in general it was possible to include most of the environmentally sensitive and valuable areas into zones that are strongly orientated towards conservation rather than tourist use. In addition, in numerous cases the boundaries between zones are based on changes in environmental sensitivity. Table 3 below summarises the percentage area of the park covered by each zone, as well as the percentage of the highly environmentally sensitive and valuable areas (defined as areas with values in the top quartile of the sensitivity-value analysis) that are within each zone.
This indicates that around 60 % of the park is covered by zones that are strongly conservation orientated in terms of their objectives (i.e. Remote and Primitive). The table demonstrates a good correlation between the spatial distribution of environmentally sensitive areas and conservation-orientated zones, with 84 % of highly sensitive areas being in the conservation orientated zones. Conversely, the tourism-orientated zones cover almost 40 % of the park yet contain only 15 % of sensitive areas.
Table 3. Park percentage area summary covered by each zone, as well as the percentages of the highly environmentally sensitive and valuable areas (defined as areas with values in the top quartile of the sensitivity value-analysis) that are within each zone.
T PLAN
N % of highly sensitive areas Zone emphasis Use zone Zone as a % of park area that are in a zone Conservation Remote 28.6 57.6 orientated Primitive 32.5 26.7
Quiet 9.0 7.7 MANAGEME
Tourism orientated Low intensity leisure 29.1 5.8 – High intensity leisure 0.8 1.2
6.6 Overview of the use zones
6.6.1 Remote zone
Objective
The objective of this conservation-orientated zone is to protect sensitive environments from almost all development impacts and tourism pressures.
Characteristics
This is an area retaining an intrinsically wild appearance and character, or capable of being restored to such and which is essentially undeveloped and roadless. There are no permanent improvements or any form of human habitation. The Remote zone provides outstanding opportunities for solitude with awe-inspiring natural characteristics. Sight and sound of human habitation and activities are barely discernible and at a far distance.
Visitor activities and experience PARK NATIONALGOLDEN GATE HIGHLANDS
Activities: Access is strictly controlled and non-motorised. Groups must be small and can be either accompanied by a guide or unaccompanied. Several groups may be in an area at the same time, but if necessary densities and routes must be defined so that groups are unaware of each other. The principle of “Pack it in Pack it out” must be applied. Specially arranged once-off events such as an adventure race may involve higher visitor numbers for a brief limited period, but these events are not the norm. Heritage structures may be used for controlled recreation purposes.
Interaction with other users: There is no interaction between groups. The number of groups within the area will be determined by the ability to ensure that there is no interaction between groups.
Limits of acceptable change
Biophysical environment: Deviation from a natural / pristine state should be avoided, else minimised and where unavoidable, existing impacts must be reduced.
Golden Gate Highlands National Park Management Plan 2020 – 2029 49
Aesthetics and recreational environment: Activities which impact on the intrinsically wild appearance and character of the area, or which impact on the wilderness characteristics of the area (solitude, remoteness, wildness, serenity, peace, etc.) is not allowed.
Facilities
Type and size: No facilities are provided. Should overnight facilities be required to serve this zone, these must be placed in the adjoining zones.
Sophistication of facilities: Except for self-carried portable tents, no other facilities are permitted. Guidelines for washing, ablution and cooking must be defined according to the “Pack it in Pack it out” principles. Camping is allowed only at designated sites.
Audible equipment and communication structures: None.
Access and roads: Public access is non-motorised. Vehicular access and parking is provided in the adjoining zones. Established footpaths may be provided where erosion risks occur. Limited low specification management tracks (i.e. not built up roads) are acceptable within this zone, though these tracks should be rationalised, and eventually removed.
Location in park
Remote areas were designated in the rugged mountain areas in the western and southern areas of the park. The zone was expanded to include areas designated as SWSAs for the country.
Guidelines on management infrastructure and utilisation
Ideally, there should be no management infrastructure, and natural processes must be allowed to function without management intervention. However, in reality, the park is too small to allow ecological processes (fire, fecundity) to continue without management intervention, which would eventually impact biodiversity negatively. For this reason, concessions are made on management infrastructure in this zone, principally to prevent loss of biodiversity and to allow for restoration. Infrastructure might include footpaths where erosion might be a problem or identified traversable management 4x4 routes for fire management or ensuring area integrity. Temporary management infrastructure, as might be used for game capture or anti-poaching activities, such as temporary bomas or helicopter landing sites would be permissible, as would vehicular access by staff for specific management interventions, although this must be exercised circumspectly.
6.6.2 Primitive zone
Objective
The objective of this conservation-orientated zone is to protect sensitive environments from development impacts by limiting the size, number and sophistication of infrastructure, and by reducing tourism pressure through controlled access and visitor numbers.
Characteristics
The primary characteristic of this zone is the experience of wilderness qualities with the emphasis on controlled access. Access is controlled in terms of numbers, frequency and group sizes. The zone shares the wilderness qualities of the Remote zone, but with the provision of small basic self-catering facilities with controlled access. It also provides access to areas zoned as Remote. Views of human activities and development outside of the park may be visible from this zone.
Golden Gate Highlands National Park Management Plan 2020 – 2029 50
This zone serves to protect sensitive environments from high levels of development, and acts as a buffer between conservation-orientated and tourist-orientated zones, e.g. Remote and LIL respectively. The Primitive zone may contain concession sites and other facilities where impacts are managed through strict control of the movement and numbers of tourists, for example if all tourists are in concession safari vehicles.
Visitor activities and experience
Activities: Access is controlled in terms of the number, frequency and group sizes. Activities include hiking, 4x4 drives and game viewing. In the park, access control is mostly passive. Access may also be controlled either through only allowing access to those with bookings for specific facilities, or alternatively through a specific booking or permit for a hiking trail or 4x4 route in more sensitive areas. Several groups may be in the area at the same time, but access should be managed to minimise interaction between groups if necessary. Heritage structures may be used for controlled recreation purposes.
Interaction with other users: Interaction between groups of users is low, and care must be taken in determining the number and nature of facilities located in the area to minimise these interactions.
Limits of acceptable change
T PLAN
N Biophysical environment: Deviation from a natural / pristine state must be small and limited to restricted impact footprints. Existing impacts must be reduced. Any facilities constructed in these areas, and activities undertaken here, should be done in a way that limits environmental impacts. Road and infrastructure specifications must be designed to limit impacts.
MANAGEME
Aesthetics and recreational environment: Activities, which impact on the intrinsically wild appearance and – character of the area, or which impact on the wilderness characteristics of the area (solitude, remoteness, wildness, serenity, peace, etc.) must be restricted and impacts limited to the site of the facility. Ideally, visitors must only be aware of the facility or infrastructure that they are utilising, and this infrastructure / facility must be designed to fit in with the environment within which it is located in order to avoid aesthetic impacts.
Facilities
Type and size: Facilities are small, often basic and are distributed to avoid contact between users. To achieve this, camp development must be limited to 15 beds, alternatively facilities can be designed for high levels of luxury, but with limited visitor numbers (e.g. controlled access camps or concession sites).
Sophistication of facilities: Generally, facilities are small, basic and self-catering, though concession facilities may be significantly more sophisticated.
Audible equipment and communication structures: None.
Access and roads: Vehicular accesses to facilities are mostly limited to low-spec roads, often 4x4 only. Tourist and game viewing roads are usually suitable for 4x4 vehicles only. Established footpaths are provided to avoid erosion and braiding. PARK NATIONALGOLDEN GATE HIGHLANDS
Location in park
Primitive areas were designated to buffer Remote areas from higher use areas and activities outside the park (especially on the south eastern boundary), as well as to protect much of the remaining sensitive areas from high levels of tourist activity. Most highly and much of the moderately sensitive environments were included in this zone. Primitive areas were also designated in valleys with relatively low environmental sensitivity to allow access to Remote areas, as well as to contain the infrastructure required for management and tourist activity in these areas (e.g. trail huts and access roads). In areas where Remote zones border on the park boundary, a 100m wide Primitive zone was designated to allow park management access to fences.
Guidelines on management infrastructure and utilisation
Permanent management infrastructure is permissible in this zone, but these should be relatively small and isolated. Park operations staff may need to service tourist facilities in this zone. Examples may include “twee spoor” management tracks, permanent bomas for wildlife, ranger camps and outposts, and possibly even permanent helipads. The responsibility is on park management to coordinate the tourist road network
Golden Gate Highlands National Park Management Plan 2020 – 2029 51
usage in such a way that tourists do not encounter management infrastructure in this zone, such as by using of no entry signs. Low volume access gates or entrances to access 4x4 routes could be accommodated in this zone.
6.6.3 Quiet zone
Objective
The objective of this conservation-orientated zone is to allow non-motorised access whilst retain a natural appearance and character through limited infrastructure development.
Characteristics
This zone is characterized by unaccompanied non-motorised access without specific access control and permits. Visitors are allowed unaccompanied (or accompanied) access, mainly on foot, for a wide range of experiences. The main accent is on unaccompanied non-motorized access. Larger numbers of visitors are allowed here than in the Primitive zone, and contact between visitors is frequent. It is important to note that this zone may have different interpretations in different parks, and the documentation for each park should specify the objectives for that park. Thus, in some instances horses and mountain bikes could be accommodated. This zone can also provide non-motorized access within Low and High Intensity Leisure (HIL) zones, away from vehicular access roads.
Visitor activities and experience
Activities: Heritage structures may be used for controlled recreation purposes, hiking, rock climbing, bird watching, self-guided constructed trails and walks.
Interaction with other users: Interaction between groups of users is frequent.
Limits of acceptable change
Biophysical environment: Some deviation from a natural / pristine state is allowed, but care should be taken to restrict the development footprint. Infrastructure, especially paths and viewpoints should be designed to limit the impacts of large numbers of visitors on the biophysical environment.
Aesthetics and recreational environment: Activities which impact on the relatively natural appearance and character of the area should be restricted, though the presence of larger numbers of visitors and the facilities they require may impact on the feeling of “wildness” in this zone.
Facilities
Type and size: Hiking trails, footpaths, bird hides. No accommodation. Ablution facilities may be provided in high use areas. Heritage structures may be used for recreation purposes.
Sophistication of facilities: Where provided these should be basic.
Audible equipment and communication structures: Allowed, but should be managed to retain a relative level of solitude.
Golden Gate Highlands National Park Management Plan 2020 – 2029 52
Access and roads: Essentially pedestrian access, but horse and mountain bikes can be accommodated. Pedestrian only, or in some cases cycles. No access for tourists by vehicle. The only roads are two wheeled management tracks.
Location in park
Quiet zones were designated to allow visitors access on foot to the areas containing trails in the Glen Reenen and Brandwag sections.
6.6.4 Low intensity leisure zone
Objective
The objective of the tourist-orientated zone is to provide infrastructure for day and overnight visitors in a natural environment. While game viewing areas may be zoned LIL to allow for flexibility of the game
viewing road network, in reality, development footprints must be localised, with some areas having more of a Primitive or even Remote zone “feel.” Impacts must be mitigated by using infrastructure to direct and manage the movement of park visitors away from the more sensitive areas that may occur within this zone.
T PLAN
Characteristics N
The underlying characteristic of this zone is motorised self-drive access, with basic self-catering facilities. Small or seasonal commercial or catered facilities can be accommodated; however, these facilities must be small and aligned to the general ambiance of the zone. Numbers of visitors are higher in the LIL zone as
compared to the Remote and Primitive zones. Relatively comfortable facilities are positioned in the MANAGEME
landscape retaining an inherent natural and visual quality, which enhances the visitor experience of a more – natural and mostly self-providing experience. Access roads are low key, preferably gravel roads and / or tracks to provide a more natural experience, however higher volume roads may be tarred. Facilities along roads are generally limited to basic self-catering picnic sites with toilet facilities. Large busses and open safari vehicles may be permitted subject to certain conditions.
Visitor activities and experience
Activities: Heritage structures may be used for controlled recreation purposes, self-drive motorised game viewing, guided game drives, picnicking, walking, cycling, rock climbing, hiking and adventure activities.
Interaction with other users: Moderate to high.
Limits of acceptable change
Biophysical environment: Deviation from a natural / pristine state must be minimised and limited to restricted impact footprints as far as possible. However, it is accepted that some damage to the biophysical environment associated with tourist activities and facilities will be inevitable.
Aesthetics and recreational environment: Although it is inevitable that the activities and facilities will impact on wild appearance and reduce wilderness characteristics of the area (solitude, remoteness, wildness, etc.), PARK NATIONALGOLDEN GATE HIGHLANDS these activities and facilities must be managed and limited to ensure that the area still provides a relatively natural outdoor experience.
Facilities
Type and size: Picnic sites, view sites, information centres, ablution facilities, parking areas, education centres, etc. Small self-catering camps (including camping and caravanning) of low to medium density (up to 50 beds). Additional facilities can include swimming pools. Trails for 4x4 vehicles can also be provided. Small or seasonal (facilities are only open as required or during peak season) commercial facilities can be provided, such as kiosks, small tourist convenience stores, or tea gardens. However, these facilities must still fall within the general ambiance of the zone and as such may make use of converted or restored farmhouses. Larger commercial facilities and larger concessional operators are not permitted in this zone. Day visitor sites are not placed within the camps, and must be compliant with the general self-catering or smaller-scale catered characteristics of the zone.
Sophistication of facilities: Mostly self-contained self-catering accommodation units with bathroom facilities. Camp sites mostly include ablution and kitchen facilities. Tourist facilities may include modern commercial
Golden Gate Highlands National Park Management Plan 2020 – 2029 53
facilities such as shops, kiosks, tea gardens and small tourist convenience stores, as long as these are small.
Audible equipment and communication structures: Cell phone coverage in vicinity of camps. Code of use for cell phones and radios required to retain relative level of solitude.
Access and roads: Motorised self-drive access (traditional game viewing) on designated routes, which are preferably gravel roads. Large busses and open safari vehicles are restricted to high volume roads designed to accommodate them, and should be indicated as such. Roads may be tarred, secondary gravel tourist roads, or minor game viewing roads.
Location in park
Low intensity leisure areas were designated in the current game viewing loops, around current accommodation and other associated infrastructure outside of the main camps (such as Mountain Retreat), and along existing minor provincial roads. The area on the northern border is also designated LIL to accommodate proposed developments in these areas.
Guidelines on management infrastructure and utilisation
The placement of permanent management infrastructure is encouraged in this zone, particularly as the public access national road runs through this zone. Where it may be preferable to include non-industrial components of management infrastructure on the periphery of the park, these can be accommodated in LIL. Examples may include moderate to high volume access or main entrance gates, park reception, or park management / administration offices (which may wish to be close to park reception facilities). This will allow management and operations to make use of high volume access routes, which will be built to accommodate high traffic volume, and if positioned close to the boundary of the park, will involve shorter commuting distances, limiting disturbance to both wildlife and tourists, and limiting wear and tear to roads.
6.6.5 High intensity leisure zone
Objective
The main objective of this tourist-orientated zone is the concentration and containment of commercial, tourism, managerial, operational and industrial park activities within a restricted and designated area, which is robust enough to tolerate development, and where these diverse activities can share multi-use infrastructure (roads, plumbing, power), thus reducing their overall footprint.
As impacts here, particularly cumulative impacts are higher, where possible the HIL zone must be placed in areas that have low sensitivity values and are sufficiently robust to tolerate development, and ideally be close to the periphery of the park. Staff not directly associated with tourism facilities must be accommodated outside of the park if and where possible. When inside a park, all industrial type facilities such as laundries, abattoirs, maintenance depots and workshops, must be ideally located nearby to the park boundary or, if and where possible, outside of the park but within municipally suitably zoned in adjoining urban or rural areas.
Characteristics
The main characteristic is that of a high-density tourist development node with modern commercial amenities such as restaurants and shops. This is the zone where more concentrated human activities are allowed. High intensity leisure is accessible by motorised
Golden Gate Highlands National Park Management Plan 2020 – 2029 54
transport (car / bus) on high volume transport routes. More concentrated and commercialised (concessional) activities occur here than in than LIL areas.
Visitor activities and experience
Activities: Traditional game viewing routes with associated more sophisticated infrastructure, sightseeing at tourist destinations, picnicking, walking, cycling, rock climbing, hiking and activities associated with amenities such as dining in larger or concessional restaurants. Heritage structures may be used for controlled recreation purposes.
Interaction with other users: High
Limits of acceptable change
Biophysical environment: The greatest level of deviation from a natural / pristine state is allowed in this
zone, and it is accepted that damage to the biophysical environment associated with tourist activities and facilities will be inevitable. However, care must be taken to ensure that the zone retains a level of ecological integrity consistent with a protected area.
T PLAN
Aesthetics and recreational environment: Although it is inevitable that high visitor numbers, activities and N facilities will impact on wild appearance and reduce wilderness characteristics of the area (solitude, remoteness, wildness, etc.), these must be managed and limited to ensure that the area generally still provides a relatively natural outdoor experience.
Facilities MANAGEME
– Type and size: High-density camps providing tourist accommodation with diverse modern amenities. Restaurants, shops, education / information centres, view sights, ablution facilities, parking areas and botanical gardens. Day visitor sites are provided outside of rest camps. Day visitor sites or picnic sites may provide catered facilities and kiosks. Where it may be necessary to provide high-density recreational sites with a wide range of intensive activities, an attempt must be made to concentrate these sites close to the periphery of the park. Staff villages and administrative centres must be restricted to core staff. Non- essential staff housing, administration and industrial infrastructure must, where possible, be positioned outside of or close to the periphery of the park.
Sophistication of facilities: Moderate to high-density facilities. Self-catering and catered. Camps often have diverse modern facilities such as shops and restaurants, which may be concessional.
Audible equipment and communication structures: Cell phone coverage in vicinity of camps. Code of use for cell phones and radios required to retain relative level of solitude.
Access and roads: The zone is highly motorised, including busses and delivery vehicles on designated routes, which are often tarred. Care must be taken to distinguish between roads that serve as high access delivery routes to camps, link roads between camps, and game viewing roads, to minimise conflict between users.
PARK NATIONALGOLDEN GATE HIGHLANDS Location in park
High intensity leisure areas were designated around the current Glen Reenen rest camp, the Golden Gate Hotel and Chalets site, the key management and administrative areas and the Basotho Cultural Village.
Guidelines on management infrastructure and utilisation
Management guidelines that apply to LIL apply to HIL zone as well. Generally, the presence of HIL in a park indicates higher or more intense utilisation or development, with a higher diversity and concentration of facilities, and thus may require additional management or operational facilities. As HIL is by definition a high use area, and must be located in an area of low sensitivity, the development of management and operations infrastructure in this zone must be favoured. In the park, most operations and administration infrastructure are situated in existing and well-established HIL tourist node at the rest camp.
Golden Gate Highlands National Park Management Plan 2020 – 2029 55
6.7 Overview of the special management overlays
Three special management overlays, representing three sensitive habitat types, were identified for special protection in order to reduce any potential loss and to prioritize rehabilitation work in these areas. (Appendix 5, Map 4):
These three areas of special concern are:
Olinia-Podocarpus Forest; Plateau Grassland; and Wetland / drainage line vegetation.
6.8 The park buffer zone
The buffer zone shows areas outside the park within which land use changes can affect the park. The buffer zone in combination with guidelines will serve as a basis for: (i) identifying focus areas in which park management and scientists must respond to Environmental Impacts Assessment’s (EIAs), (ii) helping to identify types of impacts that will be important at a particular site, and most importantly (iii) integrating long term protection of the park into the SDFs of municipalities and other local authorities. The park will interact with all spheres of government, whether local, provincial, or national, as required, to achieve a positive conservation outcome in the buffer zone. In terms of EIA responses, the buffer zone serves largely to raise red flags and does not remove the need for carefully considering the exact impact of a proposed development. In particular, it does not address activities with broad regional aesthetic or biodiversity impacts e.g. renewable energy development projects. The buffer zones are aligned with the most applicable fine-scale systematic conservation plan in the area. In the case of the park, this is the Critical Biodiversity Area Map from the Free State Spatial Biodiversity Plan (DESTEA, 2015). From an aquatic perspective, the buffer zone are aligned with SWSAs (LeMaitre et al., 2018) and freshwater priority catchments, rivers and wetlands from the National Freshwater Ecosystem Priority Areas project (Nel et al., 2011a, 2011b). The buffer zone also align with a number of existing designated protected areas in the area.
There are three main categories within the park buffer zone, namely priority natural areas (consisting of other protected areas, critical biodiversity areas and ecological support areas), water resource protection areas, and view shed protection areas (Appendix 5, Map 6).
6.8.1 Priority natural areas
This zone aims to ensure the long-term persistence of biodiversity, within and around the park, by identifying the key areas on which the long-term survival of the park depends. This includes areas important to both biodiversity pattern (especially reasonably intact high priority natural habitats) and processes (ecological linkages, catchments, intact hydrological systems, etc.). This does not imply any loss of existing rights (e.g. current agricultural activities or legal extractive biodiversity use such as fishing), but rather aims to ensure the park’s survival in a living landscape.
Priority natural areas include areas identified for future park expansion as well as reasonably natural areas of high biodiversity value, which are critical for the long-term persistence of biodiversity within the park. These include adjacent natural areas (especially high priority habitats), which function as an ecologically integrated unit with the park, as well as areas critical for maintaining ecological links and connectivity with the broader landscape.
The priority natural areas are designed to align with the best available fine-scale systematic conservation plan(s) for the area. In the case of the park, this is the Critical Biodiversity Area
Golden Gate Highlands National Park Management Plan 2020 – 2029 56
Map from the Free State Spatial Biodiversity Plan (DESTEA, 2015). This plan identifies areas which must be kept intact (critical biodiversity areas) and areas which need to be kept at least functional (ecological support areas). The principal objective of critical biodiversity areas and ecological support areas is to guide decision-making about where best to locate development, informing land-use planning, environmental assessment and authorisations, and natural resource management, by a range of sectors whose policies and decisions impact on biodiversity.
Priority natural areas consist of three categories:
Other protected areas. Protected areas managed by other agencies (e.g. DESTEA) or by private landowners are included in this category. These areas contribute to meeting biodiversity targets for ecosystems, species and ecological processes, and for the purposes of buffer interventions should be treated as critical biodiversity areas. Although these areas should be managed according to their own NEM: PAA management plans, developments may impact on the park and park management should work with the respective mangers of these
areas to ensure alignment; Critical biodiversity areas from the Free State Spatial Biodiversity Plan (DESTEA, 2015). Critical biodiversity areas are areas required to meet biodiversity targets for ecosystems,
species and ecological processes, as identified in a systematic biodiversity plan. Within the T PLAN
buffer zone, these areas are additionally important for park expansion or for supporting N biodiversity within the park and park landscape; and Ecological support areas from the from the Free State Spatial Biodiversity Plan (DESTEA, 2015). Ecological support areas but play a key role in supporting the ecological functioning of critical biodiversity areas and/or in delivering ecosystem services. Within the buffer zone, these
MANAGEME
areas are additionally important for park expansion and for supporting biodiversity within the park and park landscape. –
Development guidelines: Inappropriate developments and negative land use changes (such as additional ploughing permits for natural veld, development beyond existing transformation footprints, urban expansion, intensification of land use through golf estates, etc.) must be opposed within this area. Developments with site-specific impacts (e.g. a lodge on a game farm) must be favourably viewed if they contribute to ensuring conservation friendly land use within a broader area. Additional water specific guidelines applicable for the water resource protection areas will also apply to these areas.
Response to development should be aligned with the guidelines for the spatial category in the appropriate conservation plan i.e. the Free State Spatial Biodiversity Plan (DESTEA, 2015). Park management should ideally coordinate responses to development in consultation with the appropriate provincial authorities to ensure consistency in response to developments from different agencies.
Offsets: These areas should be considered as offset receiving areas where possible, especially in identified park expansion areas.
6.8.2 Water resource protection areas
These are areas important for maintaining key hydrological processes (surface and groundwater) within and around the park. PARK NATIONALGOLDEN GATE HIGHLANDS
These areas consist of:
Freshwater priority catchments, rivers and wetlands from the National Freshwater Ecosystem Priority Areas project (Nel et al., 2011a, 2011b); Strategic Water Source Areas are the priority areas for freshwater provision in the country (LeMaitre et al., 2018). SWSAs in the proximity of the park are included; and Other areas adjacent to the park where impacts on hydrological processes and water quality could impact on the park.
Development guidelines: Within these areas, inappropriate development such as dam construction, loss of riparian vegetation and excessive aquifer exploitation must be opposed. In addition, the control of alien vegetation, control of soil erosion, and appropriate land care (e.g. appropriate stocking rates) must be promoted.
Golden Gate Highlands National Park Management Plan 2020 – 2029 57
6.8.3 View shed protection
These are areas where developments can impact on the aesthetic quality of a visitor’s experience in a park. This zone is particularly concerned with visual impacts (both day and night) but can also include sound pollution.
Development guidelines: Within these areas, any development proposals must be carefully screened to ensure that they do not impact excessively on the aesthetics of the park. The areas identified are only broadly indicative of sensitive areas, as at a fine scale many areas within this zone will be perfectly suited for development. Further, invasive developments outside this zone will also have to be considered.
6.9 Future improvements
Improvements will be made to the zonation as required.
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T PLAN
N
MANAGEME
–
PARK NATIONALGOLDEN GATE HIGHLANDS
Golden Gate Highlands National Park Management Plan 2020 – 2029 59
Section 7: Access and facilities
7.1 Public access and control
Road access to the park is via the R712 provincial road that runs through the park. Check points are located at the eastern gate (QwaQwa) and western gate (Clarens) but, as this is a public road, access is unrestricted. All visitors wishing to make use of the park’s tourism facilities and activities must check-in at the Glen Reenen or Golden Gate Hotel reception and be issued with an official entry permit. These visitors to the park must be in possession of an official entry permit. Before leaving the park, overnight guests must check out at either the Glen Reenen or Golden Gate Hotel reception. The Glen Reenen reception operating hours is between 07h00 - 18h00 and the Golden Gate Hotel Reception operates on a 24 hour cycle. Due to the park being an open access park no exit permit is required.
7.2 Areas with restricted access
All guests are restricted to the designated tourist roads. Accommodation facilities are for the use of overnight guests only, whilst management tracks are marked with no entry signs.
The following roads have restricted access:
4x4 access road toward Tosslyn and Sundown; 4x4 access road from Tweedegeluk exiting via Welgedacht and Annashoop; 4x4 access road from Heuweltop road to QwaQwa Mountain; Road to the Wilgenhof Environmental Centre; Roads to the Noordbrabant farm house and Highlands Mountain Retreat; Road to Ribbok Hut; Road to Wodehouse Repeater and Crystal Pan; Road to the Kallie’s Kraal area and the old vulture hide; Roads along the eastern, northern and southern boundaries; Roads along the Heuweltop;
The following gates have restricted access:
Gate access to Annashoop; Gate access to Beginsel; Gate access to Bestervlei; Gate access to Bosch en Dal; Gate access to De Klerkspruit Servitude off the S191; Gate access to Eerstegeluk; Gate access to Initium; Gate access to Molife’s Corner and the soccer field; Gate access to Spelonken servitude off the S188; Gate access to Tweedegeluk; Gate access Vriendskap; Gate access Welgedacht servitude off the S188; and Gate access Witkrans.
7.3 Airfields and flight corridors
The park has a disused airstrip, currently visitors cannot use aircraft to access the park directly. No need has been identified to establish flight corridors through the park’s airspace as allowed for in section 47 of NEM: PAA.
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7.4 Administration and other facilities
The facilities listed in Table 4 below are utilised for operational purposes enabling the park to fulfil its legal mandate. Map 7 in Appendix 5 shows all the infrastructure in the park.
Table 4. Current administrative infrastructure in the park.
Infrastructure Current status Zone Gladstone section Boundary fence - 27 km Various 4 Boreholes Various Biodiversity Social Projects (BSP) office LIL
Conservation services storeroom HIL Fences around staff accommodation Various Gladstone administration office complex and parking area
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N Gladstone staff residential area HIL Hotel water purification plant and reservoir Kgotsong staff residential area LIL Operational
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Management roads - 25 km Various
– Stables HIL Technical services workshop Thabong staff residential area Primitive Water reservoirs at staff accommodation sites Various Western entrance gate LIL Wilgenhof environmental education centre and associated parking Wilgenhof staff house HIL Working on Fire storeroom and office Witkrans section Alma Ranger accommodation LIL Alma Top and Bottom houses Annashoop house and Ranger accommodation Primitive Boundary fence - 68 km
Various PARK NATIONALGOLDEN GATE HIGHLANDS 12 Boreholes Brakvlei house
Eastern check point Operational LIL Eerstergeluk Ranger accommodation Heuweltop complex (house, environmental education centre and Remote Ranger accommodation) Horningkloof house Primitive Maluti house LIL Management roads - 40 km Various Witkrans Ranger accommodation Primitive
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7.5 Visitor facilities
Visitor facilities including all non-commercial facilities and points of interest available to visitors are set out in Table 5 below.
Table 5. Visitor facilities and points of interest in the park.
Infrastructure / visitor sites Current status Zone Gladstone section Blesbok loop LIL Boskloof trail Brandwag and Glen Reenen block paving road – 6.7 km HIL Brandwag Buttress hiking trail and view point Dinosaur lookout point Drakensberg lookout point LIL Echo Ravine cave Generaalskop view point Gladstone dam Gladstone horse stable HIL Glen Reenen natural swimming pool Glen Reenen picnic area / play ground Langtoon dam and bird hide LIL Meriting picnic site HIL Operational Mountain Retreat road – 3 km Mushroom rock view point LIL Natural swimming pool Noord-braband gravel road - 2.3 km Primitive Oribi loop LIL Protea Corner view point Ribbok hiking trail Primitive Ribbok hut gravel road – 3 km Tar roads (Oribi, Gladstone, Blesbok and Wilgenhof) – 22 km LIL Holkrans hiking trail and view point Primitive Vulture feeding view point Quiet Wilgenhof cement roads – 700 m HIL Wodehouse peak repeater Primitive Zuluhoek lookout point LIL Witkrans section Basotho Cultural Village Museum HIL Maluti picnic site Operational Tourist gravel road - 2 km LIL Welgedacht 4x4
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7.6 Commercial activities
For the purposes of this management plan, commercial activities include all income-generating facilities, products and services offered.
7.6.1 Accommodation
Accommodation facilities in the park are currently limited. Existing facilities include those listed in Table 6, below.
Table 6. Accommodation facilities available in the park.
No of Infrastructure Current status Zone units Gladstone section
Glen Reenen rest camp Camping 15 Camping - budget accommodation – power
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Camping 15 Camping - budget accommodation – no power N Rondawel 2 bed 7 Self-catering - serviced - economy accommodation Rondawel 4 bed 7 Self-catering - serviced - economy accommodation HIL Langdawel 2 bed 10 Self-catering - serviced - economy accommodation
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Family cottage 4 bed 5 Self-catering - serviced - economy accommodation – Family cottage 6 bed 2 Self-catering - serviced – economy accommodation Noord-brabant farm 1 Self-catering - serviced – premium accommodation Remote house Wilgenhof environmental 80 Self-catering – dormitories HIL education Centre Reebok trail 18 Self-Catering - backpacker accommodation Primitive Golden Gate Hotel and chalets
Chalets 2/4 bed 34 Camping - budget accommodation – power Hotel standard room 61 Self-catering - serviced - economy accommodation Hotel honeymoon HIL 1 Self-catering - serviced - premium accommodation suite Hotel premier luxury 1 Self-catering - serviced - premium accommodation suite Highlands Mountain Retreat
Log cottage 4 Self-catering - serviced - economy accommodation PARK NATIONALGOLDEN GATE HIGHLANDS LIL Family log cottage 4 Self-catering - serviced - economy accommodation Witkrans section Basotho Cultural Village rest camp Rondawel 2 bed 12 Self-catering - serviced - economy accommodation HIL Rondawel 4 bed 12 Self-catering - serviced - economy accommodation
7.6.2 Public private partnerships
There are no concessions in the park.
7.6.3 Retail and other facilities
A shop and filling station are located at the Glen Reneen rest camp. A shop is also available at Gladstone.
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7.6.4 Activities
There are various income- and non-income generating activities available in the park, and these are listed below:
abseiling; guided canoeing, guided horse riding; guided and self-guided walking trails; overnight hiking; self-guided game viewing; and tennis.
7.7 Cultural heritage sites
Several sites as listed in Table 7 below, are accessible to visitors.
Table 7. Cultural heritage sites in the park open to the public.
Sites Current status Zone Gladstone section Gravesite at Meriting picnic site HIL War site LIL Operational Gravesite at Wilgenhof HIL Plant fossils at Mount Pirre LIL Witkrans section Bushman paintings close to BCV HIL Gravesite at Rietvlei Operational LIL Gravesite at Klerksvlei
7.8 Community use
Community members visit the park for the following purposes:
Cultural: To perform rituals at ancestral sites; Spiritual: Various sites are visited by communities to perform rituals and pay respect; Resource use: To harvest and collect natural resources as per the agreement (e.g. collection of grass); and Education: To learn more about certain plant and animal species to improve their general knowledge.
7.9 Mining
Other than gravel pits used for maintenance purposes, there is no commercial mining taking place in the park. No mining rights / permits have been issued on park property.
7.10 Servitudes
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Servitudes allow land owners or representatives of organisation access to the park to perform certain duties. The following servitudes have been registered on properties within the park:
MTN - tower at the water reservoir Telkom – various lines traversing the park Eskom: 3 x KV power lines runs through the park Eskom: Mini sub-station – 55KVA (Golden Gate sub-station) Maluti-A-Phofung municipality pipe line and extraction point at Basotho Cultural Village in Eastern section;
The above organisations perform maintenance on their respective infrastructure and associated roads periodically.
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Section 8: Expansion / Consolidation
The expansion and consolidation of the park remains a strategic priority for SANParks, given its recognised biodiversity, heritage, landscape interface and regional socio-economic importance. Expansion and consolidation will protect the ecological integrity of the park more effectively, incorporate a more representative and resilient suite of areas that support biodiversity conservation (especially threatened species and ecosystems) that can contribute to national biodiversity targets, contribute to the protection of SWSAs and support resilience to climate change effects.
Park expansion addresses objective SO1.1 of South Africa’s National Biodiversity Strategy and Action Plan 2015 – 2025. This outcome seeks to secure a representative sample of ecosystems and species (biodiversity assets) in a network of protected areas and conservation areas that may be managed by government, private or communal landowners (Appendix 5, Map 3). Expansion also contributes to the United Nations Convention on Biological Diversity Aichi Target 11. By 2020, at least 17 % of terrestrial and inland water areas and 10 % of coastal and marine areas, especially areas of particular importance for biodiversity and ecosystem services, should be conserved through effectively and equitably managed, ecologically representative and well- connected systems of protected areas and other effective area-based conservation measures, integrated into the wider landscape and seascape.
The National Protected Area Expansion Strategy (NPAES) 2016 (Department of Environmental Affairs, 2016) highlights that despite some progress in protected area expansion, Grassland Biome ecosystem types remain amongst the least protected in South Africa. Further, the National Biodiversity Assessment 2018 showed that many grassland ecosystem types are threatened (Skowno et al., 2019). Recently emphasis has been placed on the protection of SWSAs (LeMaitre et al., 2018) and dealing with expected climate change, and its increasing threat towards the grasslands. Therefore, expansion of the park to create an ecologically meaningful large protected area representative of the mid- to-upper altitude northern grasslands landscape remains a priority for SANParks.
The expansion programme is in full congruence with SANParks accepted biodiversity values (SANParks, 2006) and follows the SANParks land acquisition framework (Knight et al., 2009). Although no park specific systematic conservation plan exists, the areas around the park have been highlighted as Critical Biodiversity Areas (DESTEA, 2015) and the area has been highlighted in the NPAES (Department of Environmental Affairs, 2016).
The ultimate desired state for the park would include the consolidation of priority biodiversity areas in the buffer zone through contractual agreements, donations or land acquisition (willing- buyer-willing seller). It is envisaged to:
Consolidate an ecologically viable park that encapsulates the altitudinal variation with its associated habitat types and wildlife species characteristic of the mid- to high altitude grasslands, and their associated ecological processes, through a mosaic if international, private and communal cooperative conservation agreements, set in a diversity of land uses; Conserve a diversity of habitats in the face of expected climatic change; Secure important water resources, particularly SWSAs, to restore and enhance the ability of the Orange-Vaal River catchments to supply sufficient quantities of good quality water; Secure heritage resources where these are located in the expansion footprint of the park, particularly where these can contribute to the social and economic sustainability of the park; Provide a diverse and sustainable eco-tourism engine for the region; and Develop a park that is socially sustainable.
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The 32,690 ha large park includes five grassland vegetation types, three of them (Basotho Montane Shrubland, Eastern Free State Sandy Grassland and Lesotho Highland Basalt Grassland) considered to be either poorly or not protected and hence have a high conservation importance (Department of Environmental Affairs, 2016; Skowno et al., 2019)
Expansion of the park to its 81,810 ha desired state would see the addition of a further four vegetation types (Northern Afrotemperate Forest, Drakensberg Afroalpine Heathland, uKhahlamba Basalt Grassland and Eastern Free State Clay Grassland), of which the Drakensberg Afroalpine Heathland is currently poorly protected and the Eastern Free State Clay Grassland in not protected and vulnerable.
The cost for implementing the expansion programme was estimated at a total capital land cost of R 157,458,516 and an annual cost for a stewardship programme of R 800,000. Costs were estimated based on current average land prices in the area, costs to run a stewardship programme and rough estimates of the potential balance between purchase and contract based on the characteristics of each portion of the expansion footprint.
The approach that the park will follow can be found in section 10.2.1 on page 71.
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Section 9: Concept development plan
9.1 Long term development plan
Development is not considered lightly and is only embarked on in order to fulfil a real operational need or tourism opportunity. Although the park is not financially sustainable, it has the potential to improve its occupancy and to offer additional products to visitors. The current development plan focuses on ways to attract additional visitors to the park. The park’s magnificent landforms are not only aesthetically beautiful but also offer visitors exciting opportunities for exploration and adventure. The focus will be to develop and implement new activities to capitalise on the park’s location, facilities and natural attractions.
Caution will be exercised when considering any development. The zonation of the park will dictate the location of any development and the implementation of identified projects is dependent on legislation and the availability of funds.
9.2 Development nodes
The primary development node is the Golden Gate Hotel and Glen Reenen complex, with limited scope for expansion in the other areas.
9.3 Communication routes
Communication infrastructure needs to be improved in the park, including radio, telephone, data network, free and metered Wi-Fi and cellular access.
9.4 Service supply routes
The main service route to the park is the provincial tar road from Clarens to Harrismith.
9.5 Infrastructure development proposals
All infrastructure development proposals, including activity development, are presented in Tables 10 - 14 below.
9.5.1 Administration and other facilities
The facilities set out in Table 8 below will be utilised for operational purposes.
Table 8. Proposed administrative infrastructure development, including major upgrades, in the park.
Infrastructure Status Zone Priority Probability Eastern section New park entrance and exit gate Existing LIL High High Western section New park entrance and exit gate Existing LIL High High
9.5.2 Visitor facilities
Visitor facilities include all non-commercial and semi-commercial facilities, and points of interest available to visitors are set out in Table 9 below.
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Table 19. Proposed visitor facility development in the park
Infrastructure Status Zone Priority Probability Eastern section Dinosaur centre New HIL High High Western section Upgrade Basotho Cultural Village (BCV) Existing LIL High High entrance gate
9.5.3 Commercial facilities and activities
There are a limited number of commercial activities and products that could be developed in the park, or those currently in operation could be expanded / upgraded, to improve the tourism experience. All proposed opportunities will be individually considered and prioritised based on feasibility and income potential.
Following these studies, identified opportunities may be excluded from potential development. There may be opportunities for development that are excluded as they are considered unlikely to be developed within the term of this plan. However, should the market change or a third party present an opportunity, products
may be considered based on the agreed terms and locations, as per the park product development T PLAN framework (Appendix 3). N
9.5.3.1 Accommodation
The new accommodation infrastructure that is envisaged for the park is set out in Table 10 below.
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Table 10. Proposed accommodation development in the park. –
Infrastructure Status Zone Priority Probability Western section New camping site at the back of Glen Reenen New High High HIL Upgrade of existing Glen Reenen camp site New High Medium Upgrade of the Welgedacht prescint Existing LIL High Medium Upgrade Golden Gate Hotel chalets Existing HIL High High Upgrade Ribbok hiking trail hut Existing Primitive High Medium Upgrade Highlands Mountain retreat Existing LIL High Medium Upgrade of Basotho Cultural Village Existing High Medium HIL Upgrade Glen Reenen accommodation Existing High Medium
9.5.3.2 Public private partnerships
Public Private Partnerships is a model that park management could consider to provide products and activities that fall outside the SANParks tourism orientated products and services. Should viable
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS opportunities be presented, SANParks will consider the proposals. The park will investigate the following:
Fuel station / car wash facility; Guided activities; Body Spa treatments; Adventure activities i.e Zip line, quad biking, abseiling, canoeing; Team Building activities; Shuttle services; Musical - including Food and Wine events. Craft stalls at entrance gates and BCV. Hot Air ballooning.
9.5.3.3 Retail and other facilities
No new retail outlet is envisaged for the park.
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9.5.3.4 Activities
Leisure activities provide a mechanism for income generation, with the potential for community development and without the high capital investment required for accommodation. Key challenges regarding provision of leisure activities in future will be the diversity of the offering, customer demand and increasing the ‘adventure’ element of activities to engage the younger markets and markets with a high disposable income. Activity development will need to take the visual impact of each activity into account, to ensure that the unique selling proposition of remoteness of the park is maintained. Certain activities will also need to cater for different product grades and visitor experience levels. Additional activities have been identified in Table 11 below for possible development.
Table 11. Proposed activity development in the park.
Infrastructure Status Zone Priority Probability Eastern section 4x4 trails New High High Adrenaline adventure activities i.e. zip New High Medium lining, abseiling Guided walking and mountain bike New Various High Medium trails Self-guided and guided mountain bike New High High trails Quad biking New High Medium Western section Heated swimming pool at the Golden New High High Gate Hotel Games room at the Golden Gate Hotel New HIL High Medium Miniature golf course at the Golden New High Medium Gate Hotel 4x4 trails New High High Adrenaline adventure activities i.e. zip Various New High Medium lining, abseiling Culinary experience with horse trails to New LIL High High Welgedacht Guided walking and mountain bike New High Medium trails Various Quad biking New High Medium
9.5.4 Cultural heritage sites
There is a need to enhance the interpretation of the cultural heritage sites in the park. Additional sites have been identified for possible interpretation and orientation in Table 12 below.
Table 12. Proposed cultural heritage product development in the park.
Infrastructure Status Zone Priority Probability Eastern section Kerksvlei – Afrikaans cultural history New LIL High Medium museum
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Infrastructure Status Zone Priority Probability Eastern section Provide access to and interpretation at New Medium Medium rock art sites Primitive Guided rock art tour New High Medium Western section Provide access to and interpretation at New Medium Medium rock art sites Primitive Guided rock art painting tour New High Medium
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Section 10: Strategic plan
10.1 Introduction
Sections 3, 4 and 5 of this plan outlined the policy framework, the consultation process and vision, mission and high-level objectives for the park. In this section, the high-level objectives of the park are unpacked into lower level objectives and sub-objectives and finally into operational actions. In this way, decision-making, even at the operational level, can be linked back with the core values and inputs from stakeholders on which they have been based. This approach conforms to the requirements of the NEM: PAA and the NEM: BA, SANParks policy and ratified international conventions.
Programmes of implementation, developed as outlined above, form the strategic plan for this planning cycle, and are arranged under the following headings:
Regional integration; Biodiversity; Responsible Tourism; Cultural heritage; Access and benefits; Stakeholder relationships; and Effective park management.
Each programme is presented as follows:
Programme name: A name describing the programme. Background: Overview of intent, guiding principles, description, outcome, research and monitoring and risk (all where applicable); Tables: Outline of objectives, initiatives and management actions within the scope of the objective with an indication if the programme is once-off, continuing or conditional on the availability of resources. These tables have the following headings: o Objectives The various objectives derived from the hierarchy of objectives, which make up each programme; o Actions: The actions necessary to achieve the objective; o Responsibility: The SANParks person, section, department, division or unit responsible for implementing the action; o Portfolio of evidence (POE): Proof whereby the achievement of the objective can be evaluated; o Timeframe: An indication of when the action is likely to be completed (indicated by year in the planning cycle); and o References: References to relevant programmes, lower level plans (LLPs) or other documents.
In most cases a detailed LLP supports individual programmes. These LLPs could be reviewed on a frequent basis depending on the changing circumstances and requirements.
The commitments outlined in the various programmes under section 10 are aligned with the performance management system of the operational staff. Progress and impact will be tracked, and the work plan will be reviewed annually to prioritise implementation activities, to be responsive to emerging matters and to inform the risk response strategy.
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10.2 Regional integration
Regional integration promotes resilient regional outcomes across boundaries, through enabling institutional arrangements and co-operative support to transfrontier and bioregional programmes, growing a conservation domain through contractual and co-operative landscape planning and management, for sustainable benefits, socio-economic upliftment of communities and peace and stability in the region. This approach requires a systemic method for the integration of national parks into the broader economic and social landscapes through appropriate strategies, mechanisms and incentives and through encouraging complementary economic activity. It promotes and improves conservation and ecosystem services, allows for sustainable natural resource use, whilst unlocking direct commercial benefits to communities, and developing the necessary skills and capacity.
10.2.1 Park expansion programme
The purpose of this programme is to achieve the SANParks goal of conserving ecological patterns and
processes typical of the region by acquiring land suitable for conservation, through purchase or by other means in line with the SANParks land acquisition framework. The rational for this programme can be found in section 8 on page 64.
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Expansion is constrained by changes in overall landcover and landscape fragmentation. In line with the N accepted expansion plans over the next 10 years, SANParks will remain flexible to opportunities and as such, remain open to approaches from neighbouring land owners and state entities. Negotiations will aim to include land by either contractual agreement with the land owners or direct purchase. The proposed extensions of the footprint include:
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Southeast to Witsieshoek. The 22,980 ha expansion area southeast to Witsieshoek is critical – and would provide long term linkages to the uKhahlamba-Drakensberg Park and the proposed Lesotho National Park. It is a Strategic Water Source Area, a Critical Biodiversity Area and important for species. Expansion initiatives would need to be undertaken through contractual partnerships with communities and transfers of state land (particularly 2,100 ha of state land situated between the park and the Lesotho border).
West to Clarens. The expansion westwards to Clarens has been reduced to 10,663 ha to focus on priority catchments, Critical Biodiversity Areas, links to other protected areas, wetland priorities, and priority areas for species. It avoids extending along the Lesotho border in areas where there is no prospect for a link to protected areas. Expansion would be largely through contractual arrangements with private landowners or land purchases.
Three declared national protected areas are located within this landscape (Eureka Nature Reserve, Mount Horeb Estate and De Ark Game Ranch) and protect an additional 2,549 ha. These existing protected areas are flagged for co-operation. Contractual inclusion could be explored for management, operational or tourism reasons.
Once the above areas have been secured, additional options exist to further consolidate the park:
Onwards to Sterkfontein Nature Reserve. Long term opportunities exist for further a further PARK NATIONALGOLDEN GATE HIGHLANDS northeast expansion from Witsieshoek to Sterkfontein Nature Reserve covering 12,874 ha. This area is a clear priority for climate change adaptation, would secure a Strategic Water Source Area priority, and is important for threatened species. However, this area is not an identified Critical Biodiversity Area and it appears to be too much for the present given the operational constraints on park and actual current expansion initiatives in the area.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 1 and objective 1.1 on page 40. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
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PARK EXPANSION PROGRAMME High-level objective: To promote resilient ecological and social sustainability through institutional co-operation, partnerships and strategic park expansion. Objective: To consolidate and expand the park by incorporating conservation worthy and strategically important terrestrial areas. Sub-objective Actions Responsibility POE Timeframe Reference To acquire Participate in the land restitution As PM, SED Documentation strategically process. required identified Motivate and prioritise contractual CSD, PM Priority list Year 3 properties that are inclusions / acquisitions. conservational important to Target the incorporation of ~10, 000 ha Contractual over 10 years. inclusions / consolidate the CSD, PM Year 10 park. purchase agreements Review conservation expansion plan. CSD, PM Document Year 5
10.2.2 MDTFCA programme
The purpose of this programme is to participate in the implementation of the MDTFCA strategy and action plans and thereby securing the region’s natural and cultural heritage, to continue to contribute to the health and wellbeing of the people of the region and beyond.
TFCAs form part of broader transboundary ecosystem management (land and catchment areas), integration of conservation with development, promoting regional co-operation and SET in the southern African sub-continent. The establishment of TFCAs, therefore, serves as a vehicle for conservation and the sustainable use of biological and cultural resources, whilst facilitating and promoting regional peace. Community involvement is key to the success of TFCA programmes. It is envisaged that transfrontier parks and transfrontier conservation areas will promote transboundary tourism opportunities, allowing tourists to visit adjoining conservation areas of participating countries with minimal access constraints.
The MDTFCA consists of the Maloti Drakensberg mountains (of South Africa and Lesotho) and the Central Highlands of Lesotho, both of which are part of the Great Escarpment of the southern African subcontinent. The TFCA covers an area of about 14,740 km². It is an area that contains endemic and globally significant biodiversity, as well as globally and locally significant cultural heritage, and is an area that benefits people – both locally and in the regions beyond the MDTFCA – through the production of ecosystem services and through the existence of living heritage values. The biodiversity of the MDTFCA region is crucial to people’s livelihoods and their well-being. Without the critical role that the region’s biodiversity plays in underpinning ecosystem integrity, the people of the region and beyond will suffer, both in terms of their livelihoods and in terms of their intangible cultural and religious values.
The MDTFCA will be managed in accordance with the following objectives as set out in the Memorandum of Understanding between the Republic of South Africa and The Kingdom of Lesotho:
Conserving the globally significant natural and cultural heritage of the MDTFCA; and Contributing to the economic development of the MDTFCA through sustainable use of natural and cultural resources.
The integration of the park within the broader bioregion and regional economy increases the sustainability of the park through a greater variety of profitable economic activities within and outside the park. This also results in the conservation of a larger regional area of biodiversity
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and cultural heritage and important transboundary ecosystem services, such as water provisioning, because of the alignment and partnering with communities, private sector and relevant conservation related agencies / sectors. It will also ensure improved management of the areas’ biodiversity and heritage through co- operation with other stakeholders, the increased appreciation of the value of conservation through the contribution to government’s desired development objectives, and through providing important ecosystem services.
The 20-year strategy is implemented through a series of 5-year Action Plans. Presently the MDTFCA is in its fourth 5-year action plan and SANParks, through the park, plays an active co-ordination and management role in operationalising the MDTFCA 5-year Action Plans and Annual Plans.
SANParks is one of seven South African agencies that contributes to the funding of the MDTFCA and is a member of the Bilateral Co-ordination Committee (BCC), comprised of agencies responsible for the overall guidance in the implementation of the programme in Lesotho and South Africa. Each country also has a National Co-ordination Committee (NCC) which guides the implementation of the programme at a national
level. The two NCCs constitute the BCC. The day-to-day management of the programme is carried out by National Coordination Units which report to the respective NCCs and the BCC. The Co-ordination Units, through the four sector working groups, (biodiversity, security, culture and tourism) are responsible for developing Annual Action Plans to implement the 5-year Action Plan and the 20-Year Strategy. These
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Annual Action Plans and budgets are approved by the NCCs and the BCC. N
This programme links with high-level objective 1 and objective 1.2 on page 40. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
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MDTFCA PROGRAMME High-level objective: To promote resilient ecological and social sustainability through institutional co-operation, partnerships and strategic park – expansion. Objective: To continue as a key contributor to the MDTFCA initiative by promoting, participating in and implementing the joint strategic objectives. Sub-objective Actions Responsibility POE Timeframe Reference To ensure efficient, Participate in the RSA national Minutes of effective and functional coordination committee and the bilateral PM Bi-annually meetings institutional coordinating committee. arrangements. Participate in the working group meetings. Minutes of PM, HODs As required meetings Contribute to the implementation of the Minutes of relevant actions as stated in the respective PM, HODs meetings, audit Ongoing 5-year action plans and annual plans. reports To promote co-learning To monitor progress and evaluate the with partners through parks’ contribution to the MDTFCA 5-year PM Annual Report Ongoing providing opportunities, action – and annual plans. sharing expertise and Implement best practice principles. creating opportunities PM Annual Report Ongoing for learning.
PARK NATIONALGOLDEN GATE HIGHLANDS 10.2.3 Mainstreaming biodiversity programme
The purpose of this programme is to conserve systems and processes within and around the park to ensure a positive conservation outcome in the park and its buffer zone. This will be achieved by influencing developmental processes in the buffer zone and by adding enough land to the protected area estate. The park recognises that partnerships could be developed with other likeminded organisations and land claimant communities, to maintain the faunal and floral assemblages and ecological processes representative of the area for the long-term beneficiation of the region and country. It aims to engage and collaborate with relevant international, national, provincial, district and local government structures, Non-Governmental Organisations (NGOs) and landowner groups, to ensure that biodiversity considerations are considered, as far as possible and as appropriate, into developmental decisions.
The park forms part of two local municipalities, i.e. DLM and MPLM. These in turn form part of the TMDM. The Integrated Development Plan (IDP) of the TMDM recognises the main land use in the district as primarily agricultural in nature. It furthermore recognises the district as an important tourism destination, due to the spectacular scenic beauty of the Drakensberg and Maluti mountain ranges, as well as the park.
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The achievement of the park’s aspirations depends on the understanding of the relationships and inter-dependencies between various strategic planning processes and partnerships in the region. The park will co-operate with the relevant national, provincial and local government structures insofar as these affect the park, and keep track of issues affecting the park and region to ensure that functional ecosystems are protected. The park aims to address the negative impacts of poor conservation strategies and unwanted development along its borders, through proactive engagement with stakeholders and surrounding landowners, regional planners and scientists. The primary mechanism to address these concerns is through the park’s buffer zone, in accordance with the gazetted DEA Strategy on Buffer Zones. The Buffer Zone Strategy serves as a guide to identify areas where land use changes could affect the park, and where park management and scientists should intervene and, when required, respond to EIAs. SANParks may also respond to developments with broader prioritised regional impacts, even if these occur outside the buffer zone, but are deemed to have an impact on the park. Ultimately, the park and its buffer zone should be fully integrated into the IDPs and SDFs of local and district municipalities.
Through education about the importance of biodiversity, the park intends to raise awareness of people and communities, in the park and its buffer zone, to the plight of conservation in the region. By building positive relationships with landowners and role-players and providing a central point for conservation ideas and examples, the park can achieve the objective of this programme.
This programme links with high-level objective 1 and objective 1.3 on page 40. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
MAINSTREAMING BIODIVERSITY PROGRAMME High-level objective: To promote resilient ecological and social sustainability through institutional co-operation, partnerships and strategic park expansion. Objective Actions Responsibility POE Timeframe Reference To mainstream Respond to EIAs in the buffer zone. Input SS, SSR As required biodiversity issues in submitted local and other Identify external threats from SSR, SS Records As required planning frameworks development. by active engagement with governmental and Participate in IDP and SDF processes. NGO partners within Meeting of PM, SSR Annually the expansion minutes footprint and buffer zone of the park.
10.3 Biodiversity conservation
South Africa is a signatory to the United Nations Convention on Biological Diversity and therefore subscribes to the strategic plan for biodiversity (2011-2020) which includes the development and implementation of the National Biodiversity Strategy and Action Plan (NBSAP). Many of the SANParks and park’s biodiversity conservation actions are therefore nested within South Africa’s NBSAP. SANParks subscribe to the broad definition of biodiversity sensu Noss (1990) which includes structural, functional and compositional diversity at all scales. In managing the heterogeneity and diversity in the park it is emphasised that ecological systems function across a full hierarchy of physical and biological components, processes, and scales in a dynamic space- time mosaic (Pickett et al., 1997). A challenge faced by park management is how to manage such a complex array of species richness, environmental template and climatic variables with limited management tools available. Park management therefore attempts to identify key agents, drivers and controllers of change that can be manipulated if the need to influence the
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nature and direction of heterogeneity change arises as Biggs & Rogers (2003) suggests. Experience has shown that allowing ecosystem processes and drivers to function as naturally as possible (or simulating such where need be), has better conservation outcomes than to only manage at a species level. As such, a number of biodiversity management programmes have been developed to effectively manage the diversity and patterns, as well as processes of the characteristic elements of a typical grasslands landscape.
10.3.1 Herbivory programme
The purpose of this programme is to provide guidance on managing factors and drivers that can derail the benefits of herbivory.
Herbivores are organisms that principally eat autotrophs like plants, algae and photosynthetic bacteria. Organisms like fungi, bacteria and protists are pathogens feeding on living plants. Saprotrophs e.g. microbes, feed on dead plants. Plants obtaining nutrition from other living plants to the detriment of those plants, are parasitic. Colloquially, and for the purpose of this plan, herbivory refers to plant-eating
vertebrates and invertebrates.
Herbivory is in effect a natural disturbance impact on plants, but it also facilitates aspects such as seed dispersal, pollination and compensatory growth. Although the concept has been criticised (Fox, 2013), the
T PLAN intermediate disturbance hypothesis predicts maximised biodiversity at intermediate levels of disturbance N (Connell, 1978). Importantly within this context is that the gradient of disturbance-intensity is spatially heterogeneous – some places should have intense levels while others have low levels of herbivory as disturbance agents. Such gradients allow different combinations of all kinds of species to exist in response to herbivory disturbance.
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Keystone species have disproportionately high impacts on ecosystem function, including that of plants, – given their biomass (e.g. termites). Ecosystems recover from disturbances such as herbivory, through successional processes that help create diversity. Disturbances with low herbivore-intensity may not result in change at all. Herbivore disturbances with quick return times have short periods for pioneer species to be replaced by later successional species. Those with longer return times have longer times for secondary species to replace pioneers (Cook et al., 2005). The availability of resources determines roaming patters of individual animals. Essential resources, like water for many large vertebrates, are primary determinants. The secondary determinant is where individuals perceive safety from predators including man. Thereafter individuals choose places based on where replaceable resources occur (e.g. one grass type versus another grass type). The intensity of herbivory will thus be a consequence of the spatial distribution and variability of resources. The spatial gradient of herbivory disturbances reduces or homogenises if factors in the landscape allow for the distribution of resources more evenly throughout the landscape (e.g. widespread water provisioning, broad-scale fires, fences excluding access to some resources). In addition, using herbivores for socio-economic transformation (SET) purposes may result in reduced herbivore effects if management implement excessive removals.
Due to the nature of the mountainous landscape of the park, resources are naturally heterogeneously distributed and as a result, animals use the landscape unevenly (e.g. higher densities on lower lying areas or on old lands). Fire is also unequally spread, with the south-eastern portion of the park burning disproportionally more frequently as arson usually occurs annually. The same is true for predation, for instance, higher levels around the vulture restaurant due to a prevalence of jackal and around homesteads PARK NATIONALGOLDEN GATE HIGHLANDS of people residing currently within the borders of the park and people entering the park illegally with hunting dogs (Bissett et al., 2018).
This programme aims to characterise the distribution of resources available to herbivores, both wildlife and livestock, as well as to characterise landscape use by herbivores in order to provide guidance to prevent a decrease in benefits from herbivory. It also seeks to provide guidance and information for management regarding removals and to establish baseline information on illegal harvesting levels and practises, which may affect benefits from herbivory. This will allow management to manage herbivory and ensure the role of herbivores, both wild and domestic, as well as monitoring and evaluation support to inform decision-making effectively.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 2 and objective 2.1 on page 40. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
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HERBIVORY PROGRAMME High-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective Actions Responsibility PoE Timeframe Reference To manage herbivory Reduce grazing pressure by Updated Year 2, through creating implementing updated horse SSR, SS plan ongoing gradients of resource management plan. use (and Engage with livestock owners residing Minutes of heterogeneous inside the park to establish best herding SSR, SS meetings, Year 3, 6 disturbance). / management practices. reports To evaluate impact of Assess the distributions of key Water year management actions resources, i.e. map water in the 2; Water in the through effective landscape, land cover and veld land cover SSR, SS Maps landscape monitoring and condition. year 5; veld programme research. condition year 2-10 Quantify processes such as fire and Fire alien vegetation distribution in order to annually, relate to herbivore landscape use aliens: as Fire SSR, BSP, SS Maps new Management information Plan, AIPs becomes available Evaluate the distributions and intensity Wildlife of use of all herbivores and associate Monitoring these with key resources. SSR, SS Reports Year 3, 6, 10 and Evaluation Framework Monitor meso-predator pressure on Species of smaller antelopes and solicit research Maps, SSR, SS Year 5, 10 special regarding predation as a threat to reports concern LLP species of special concern. Conduct census and execute herbivore Wildlife take-offs when necessary using Monitoring integrated approach to compute SSR, SS Reports As required and numbers and monitor veld condition. Evaluation Framework To monitor and Monitor and evaluate progress and evaluate the impact of impact against the programme the implementation objectives and targets. PM, SS Reports Annually programmes and adapt as required.
10.3.2 Invasive and alien species programme
The purpose of this programme is to reduce the impact of invasive and alien species (IAS) and enhance natural biodiversity through suppression, prevention and control and where possible eradication. Further objectives include preventing re-infestation of IAS into the park as well as protecting the park from new and emerging invasive species. This programme will focus on plant IAS predominately.
Alongside climate change, current and past land use practices adjacent to protected areas, mining, pollution, one of the greatest threats to conservation of biodiversity and ecosystem services, is invasive alien plants (IAP) (Foxcroft et al., 2017). These species affects the primary
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mandate of SANParks and tourism experiences, and pose risks to both physical, ecological and cultural assets within and adjacent to the park.
South Africa, as a signatory to the Convention on Biodiversity as well as other international conventions, is required to manage IAS within its borders. Under South African legislation, specifically the NEM: PAA and NEM:BA, SANParks is obligated to manage IAS in all national parks. Collectively there are 16 national acts, provincial ordinances and municipal by-laws that further govern the management of IAS. The NEM: BA Alien and Invasive Species Regulations (2016) are of direct relevance. Further, the NEM: PAA requires that all protected areas have plans for the management of IAS. The SANParks strategy for the management of IAS (Reference Number: 17/P-CSD/Pol/AIS (09-17) v1) provides the context within which all management of IAS is implemented. Within SANParks the context for the management of IAS is set out in the Alien and Invasive Species Regulations (2018) and a framework for the management of IAP provided in the Standard Operating Procedure for the Implementation of Invasive Alien Plant Management Projects (2017). The SANParks Alien and Invasive Species Regulations (2018) provide an integrated approach to alien and invasive species management. The framework includes five components, which have been incorporated
into this plan, namely (i) assessment and risk analysis, (ii) priority setting, (iii) early detection and rapid response, (iv) control, and (v) restoration.
Key to the protection of the unique biodiversity and cultural heritage is the effective management of IAS,
T PLAN specifically IAP. Effective management of IAP requires sound planning and implementation, which is N dependent on well-grounded ecological knowledge, an understanding of risks, sound management strategies and effective collaboration between interconnected and effected parties (Tu and Robison, 2013). The effectiveness of implementing management plans and the successful outcome thereof, is dependent on sound management structures, securing adequate resources, structured monitoring, and reporting, with
strategic adaptive management through feedback and communication loops (Foxcroft and McGeoch, 2011) MANAGEME
that facilitate learning and on allow for adaptation of management strategies based on invasive species – traits and ecological principles. The implementation of an effective rapid response mechanism is also important to mitigate the introduction of new species and thus its potential threats and impacts adjacent to and within the broader buffer of the park (Tu and Robison, 2013).
The argest impacts of invasive alien plants within the park are realised through direct competition with indigenous flora as well as by changing nutrient cycling, water availability and fire regimes and intensity through increased fuel loads. Ground water, as well as surface water flow rates are negatively impacted on by IAP, specifically by the wood acacia species, which in turn directly impact on interdependent wetland systems.
Within the park, basic data is available to inform management actions. Future mapping and monitoring will continue to augment this and contribute to improved insights into alien species and distribution surrounding the park.
List of invasive species occurring in the park
A total of 88 IAS have been recorded in the park, of these 76 are plant species and 12 animal species. A total of 66 of these species are listed in the NEM: BA regulations of 2014; of which 60 are plants and six animals. No species are listed as category 1a, two animal species and 45 plant species are listed as category 1b, one animal species and nine plant species are listed as category 2 and three animal species PARK NATIONALGOLDEN GATE HIGHLANDS and six plant species are listed as category 3 (Foxcroft et al., 2017). Of the 76 invasive alien plant species listed, 49 have been listed as potential transformer species, where transformer species are considered to be species that have the ability to change the function and structure of large parts of ecosystems within which they establish (Foxcroft et al., 2019). 21 Species listed as potential transformers have been addressed through the WfW programme.
Description of land infested and the extent of invasion of IAP
As a predominantly grassland biome, the park is characterised by several grassland types, typically montane grassland types, as well as pockets of Amathole Afromontane fynbos in the highland areas, Basotho montane shrubland along rivers and streams and pockets of Afromontane Forest in protected kloofs. The park ranges in altitudes between 1,890 m and 2,830 m AMSL characterised by well drained steep slopes in the mountainous regions of the park that give way to wide valleys characterised by various wetland types. The park straddles the watershed of the Orange and Vaal river systems making it an important national water resource area.
Prior to the proclamation of the park in 1981 and the inclusion of the QwaQwa section in 2008, many of the areas in the park were transformed from their natural state through overgrazing, cultivation of dryland crops,
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the indiscriminate harvesting of thatching grass as well as through frequent wildfires. Undesirable land-use practise has resulted in both sheet and gully erosion, which is extensive in some areas in the park. These areas of erosion and inappropriate land-use practices have resulted in multiple areas of the park being susceptible to encroachment by IAP.
Areas of gully erosion as well as areas where overgrazing and frequent wildfires have reduced grass cover, provide areas of refuge to invasive plant species, specifically black wattle. Wetland areas, specifically in wetlands disturbed by anthropogenic activities, are susceptible to invasion by poplar species, specifically grey poplars. Pockets of Afromontane Forests, which are characteristically located in fire protected kloofs are less prone to IAP, however where left unchecked these areas are a potential refuge for IAP species, as are the sandstone cliff fringes, especially where these habitats are in close proximity to areas of disturbance such as roads, old homesteads and park infrastructure areas.
Historically areas of the park, especially the heavily utilised areas of the QwaQwa section of the park, exhibited higher levels of invasion than the upland areas of the park that were less heavily impacted by anthropogenic activities. However, in general, the park is not heavily impacted by IAP and it has only been in recent years that the potentially transformative IAP species have started to encroach on the park.
Status report on the efficacy of past control measures
Historical land-use in the park has and continues to influence the presence of IAS, specifically plant species. The management of IAP within and adjacent to the park has since 2002 been implemented through funding received from DEA’s Natural Resource Management Working for Water Programme (WfW). Between 2002 / 2003 and 2019 / 2020, a total of R32.3 million was expended on the control of IAP within the park. The WfW programme has provided 142,761 person days employment. An accumulated total of approximately 33,513 hectares (initial and follow-up) have been achieved.
A total of 44 specific IAP species are recorded in the Water Information Management System, with an additional nine IAP listed at genus level, an indication that these species have been treated through the WfW programme. The management of IAP in grassland systems, especially with the IAP species that do not resprout from a rootstock but are killed by fire, such as black wattle, can be effective with control programmes that are integrated with fire management regimes and consideration of long-lived seedbanks. However, in areas where fuel loads are low, refuge from fires is provided by dongas and when seedbanks are allowed to establish, management of woody grassland species can be challenging.
Observations of the effectiveness of control of IAP in the park show that when rotation between clearing interventions are taken into consideration and where fire is used as a tool in management or when wildfire intensity is adequate, densities of IAP can be maintained below an acceptable threshold. However, it has been observed that with hiatuses in management, combined with no clear management objectives, not considering rotations between clearings and not specifically targeting species in refugia, control interventions within the park have not realised its full potential.
Current measures to monitor, control and eradicate invasive and alien species
There is a high risk of IAS spreading into the park from the broader alien plant footprint and cadastral areas. The area will be monitored and assessed for risk of pathway movement, prioritised in terms of eradication and treated accordingly. A full assessment and risk analysis of IAS in the park will enable a priority setting. Prioritisation will then allow for available resources to be directed into ecologically sensitive and economically feasible areas. A generic set of
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criteria has been developed to prioritise areas and species. Once species and associated areas have been prioritised for treatment, it will be fed into an Annual Plan of Operation (APO), which will form the basis of the motivation for funding. The APO will set out clearing schedules, personnel requirements and costing for each site. A long-term strategy will be developed for the areas within te park and in buffer areas adjacent to the park, which will assist in compiling an inventory and, priority listing and in the allocation of resources over a five- to ten-year time frame. This long-term strategy will inform funding motivation and operations on an annual basis. Working with the South African National Biodiversity Institute Early Detection and Rapid Response Programme, the park will aim to identify pathways into the park, so that new IAS introductions may be prevented, and rapid response initiated to eradicate or contain infestation. Even though a new invasion may seem insignificant, it must be evaluated for potential risk and prioritised for treatment to ensure that the threat does not spread, which could require exponentially more effort and resources to clear at a later stage.
The IAS control programme will follow both an area- and species-based approach. The species-based approach focuses on the alien species richness, types of species, and the density thereof, in a particular
area.
Control methods, or an integrated combination thereof, are designed to suit the target species and environment in which they occur. The following methods may be used within the park, cadastral and broad
T PLAN alien plant footprint boundaries: N
1. Initial treatment.
Chainsaw – fell, debranch and stack;
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Foliar spray – application of herbicide;
Fire; and – Biocontrol release - collection of clean cladodes, propagation of biocontrol and deployment of agent.
2. Follow up treatment.
Loppers and hand saws; Foliar spray – application of herbicide; and Biocontrol release - collection of clean cladodes, propagation of biocontrol and deployment of agent.
3. Integrated combination of methods.
A total of 18 species have been listed as priority for management. These are:
Acacia baileyana (Bailey's wattle); Acacia dealbata (silver wattle); Acacia decurrens (green wattle); Acacia mearnsii (black wattle);
Ailanthus altissima (tree of heaven); PARK NATIONALGOLDEN GATE HIGHLANDS Azolla filiculoides (red water fern); Eucalyptus globulus (spider gum); Pinus halepensis (aleppo pine); Pinus patula (Patula pine / Mexican weeping pine); Pinus taeda (loblolly pine); Populus alba (white poplar); Populus nigra (black poplar); Robinia pseudoacacia (black locust tree); Rosa rubiginosa (sweetbriar rose); Rubus cuneifolius (American bramble); Rubus fruticosus (European blackberry); Salix species (Babylon willow); and Salix fragilis (brittle willow).
All the major rivers and tributaries originate within the park minimising the risk of IAP entering the park along these pathways, however, management needs to remain cognisant of IAP moving along these pathways within the park.
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A species-specific management plan for Ailanthus altissima has been drafted and implemented in 2019. Ailanthus is considered to be a potential transformer by Foxcroft et al. (2019). Walker et al. (2017) consider the species to be driven by human-mediated disturbances and predominantly an urban invasive species within South Africa. The species has been recorded in three sites across the park, all associated with human-mediated disturbances. The invasive potential of the species and the probability of the species persisting in a fire climax habitat, due to its aggressive persistent root stock, heightens the need to effectively manage this species.
Indicators of progress and success, indications of when the programme is to be completed
To sustain the gains made in the management of IAP it is essential that funding is secured over the long term to allow management to retain a focus on priority species and areas across the park and to monitor and respond to external threats identified through a proactive management approach.
Currently management focusses primarily on Acacia species, predominantly along the lower Klerkspruit, poplar and Eucalyptus globulus as well as Rosa and Rubus spp. across the lower lying areas of the park and along the R712. The tree of heaven is also targeted at its known localities. Densities of IAP species, specifically of black wattle, have decreased in some areas where frequent rotation between clearings has been managed. In other areas of the park, specifically along the R712, on old agricultural land in the lower lying areas between the BCV and the eastern boundary south of the R712, and in the degraded areas in the lower sections of the Klerkspruit, it has been noted that the current control efforts are not reducing coverage of specifically the wattle species.
Though the park is located at the top of the Klein-Caledon and Klerkspruit catchments and the boundary between the urban/peri-urban areas with Phuthaditjhaba being predominantly mountainous, lessening the risk of invasions from IAP species, the communal areas to the south eastern corner of the park and the R712 that transects the park, require management to remain vigilant to potential invasion by emergent IAP species as well as to reinvasion by established species. Current subsistence agriculture and livestock that remain in the park, also add to the risk of invasion and complicate the eradication of IAP species from within the park. Therefore, the management of IAP within key areas of the park will continue to be a function of park management.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 2 and objective 2.2 on page 40. To achieve the purpose of this programme, the actions are listed in the table below.
INVASIVE AND ALIEN SPECIES PROGRAMME High-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective: To reduce the impact of invasive alien species and enhance natural biodiversity through its suppression, prevention, control and where possible eradication. Sub-objective Actions Responsibility POE Timeframe Reference To evaluate the potential Compile a list of IAS occurring within Southern risks, source areas and and outside the park. Year 2, African Plant Records, pathways of invasions BSP, SS updated in Invader Atlas reports into the park at a regional year 5 (SAPIA) scale. database Identify potential pathways for IAS to Year 2, inform management actions. SS, BSP Report updated in year 5
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INVASIVE AND ALIEN SPECIES PROGRAMME High-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective: To reduce the impact of invasive alien species and enhance natural biodiversity through its suppression, prevention, control and where possible eradication. Sub-objective Actions Responsibility POE Timeframe Reference To determine the Updated management unit clearing BSP Document Annual distribution of alien species plan. inside the park and in Prepare APO’s for BSP control BSP Documents Annual Funders MOA priority neighbouring areas programmes. and implement effective monitoring to determine Map the distribution of IAP within the park and areas adjacent to the park IAP baseline trends in the status of BSP, SS, SSR Maps Ongoing invasions and efficacy of where management has been data base implemented
control programmes. To monitor control methods Develop a protocol for monitoring of Monitoring to ensure the effectivity of treatment methods, specifically BSP Ongoing programme management interventions. herbicide use.
T PLAN
To monitor and evaluate the Monitor and evaluate progress and N BSP, SS, SSR impact of the impact against annual work plan Reports Annually
implementation targets and programme objectives. programmes and adapt as Adapt programme approach and required. feedback and inform risk response BSP, SS, SSR Document Annually
strategy. MANAGEME
– 10.3.3 Species of special concern programme
The purpose of this programme is to provide the background and rationale for monitoring species of special concern (SSC) within the park, and to support effective management and successful conservation of these species.
SANParks’ biodiversity values stipulate that, except in crucial instances for the survival of globally critically endangered species, management for system integrity and biodiversity must take precedence over species management. However, within national parks SANParks will strive to prevent the extinction of species on the International Union for the Conservation of Nature (IUCN) global critically endangered or endangered lists, and will work with other conservation initiatives to secure and strengthen the future of such species over their historic distribution ranges.
SSC is largely an administrative designation or grouping. These include (i) red list taxa from local to regional scales; (ii) taxa without a formal conservation status assessment or with insufficient data; (iii) species listed in the NEM: BA Threatened or Protected Species Regulations on Convention on International Trade in Endangered Species (CITES) appendices; (iv) species which are subject to a Biodiversity Management Plan as per NEM: BA and NEM: PAA; (v) endemic taxa that have >80% of range confined to a park; (vi) reintroduced taxa that were locally extinct or threatened or indigenous species recently introduced and (vii) locally threatened populations. Apart from these principal definitions, species may also be of PARK NATIONALGOLDEN GATE HIGHLANDS special concern if (i) threatened taxa were monitored in the past, but the conservation status has improved; (ii) taxa are functionally important or key species; (iii) taxa are selected; (iv) species with social or cultural value; (v) taxa that are subject to resource use and legitimate sustainable harvesting; and (vi) species listed under relevant international conventions other than the CITES fauna and flora. These designations, that constitute SSC, pose some key challenges in defining a list for the park largely because SSC can be any kind of species and are context-, person- and park specific.
Global environmental change drivers, such as habitat change or encroachment, excessive resource use, climate change, pollution, disease and invasive species, play key roles impacting on species becoming threatened and then listed as SSC (Janssen et al., 2006). The emergence of illegal resource-use has recently also become a key element. Emerging diseases may also pose new challenges. Invasive species, alien plants and pollution are perhaps lower level threats, while climate change impacts result mostly from unpredictable weather patterns. Inside protected areas, habitat change is primarily driven by tourism development and ecological management that could impact on how resources that species use is distributed. Several species that are not rare, play key roles in maintaining ecological resilience (keystone species) (Winfree et al., 2015). Ensuring the role of these species, is thus a key requirement. In addition, humans derive spiritual, cultural and economic value from several species (Loomis & White, 1996).
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Extracting those values requires responsiveness to ensure that the role of the specific species is maintained. Values associated with the history of studying or monitoring, are less challenging to maintain and not critical or of high priority.
There will always be tension between ecosystem and species-based conservation (Mace et al., 2007). A habitat or ecosystems approach to conservation, rather than a species-based approach, has several advantages (including cost effectiveness and efficiency). However, the objective differs from that of species-based conservation and the two approaches must work hand in hand (Primack, 2006). Nonetheless, in addition to national obligations, as a member of the IUCN, SANParks has a commitment to support the IUCN Species Survival Commission in its endeavours to prevent species extinctions due to anthropogenic causes. To this end park management must monitor, and where necessary take conservation action, to ensure that species do not become extinct. In cases where there is an inordinately large number of potentially rare and threatened species for monitoring and managing this represents a significant challenge as a combined consequence of data inadequacies and resource shortages.
This programme links with high-level objective 2 and objective 2.3 on page 40. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
SPECIES OF SPECIAL CONCERN PROGRAMME High-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective: To conserve key species of special concern by understanding ecological processes and contributing to national initiatives while mitigating threats. Sub-objective Actions Responsibility PoE Timeframe Reference To restore and maintain Identification and listing of SSC Report compromised species by using a set of standard and SS, SSR Year 5
managing threats and transparent criteria. assisting recovery. Prioritising the SSC to be SS, SSR Report Year 5 monitored. Monitoring these “target” SSC using standard approaches and Herbivory SS Reports Ongoing measuring a series of programme predefined variables. To monitor and evaluate Monitor and evaluate progress the impact of the and impact against programme implementation objectives and targets. SS, SSR, PM Reports Annually programmes and adapt as required.
10.3.4 Aquatic biodiversity programme
The purpose of this programme is to assess the status of different organisms in the riverine ecosystems, and understand factors constituting and influencing their persistence and their habitat.
The implementation of the aquatic biodiversity programme is in accordance with the purpose of the National Water Act of 1998 (Act No. 36 of 1998). The programme indicates if the park’s water resources are protected, used, developed, conserved, managed and controlled in ways that take into account the protection of the aquatic and associated ecosystems, and their biological diversity against pollution and degradation activities.
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GGHNP is located at the foothills of the Maluti Mountains, in the Rooiberg range, and is within one of the important water catchments in the southern African region (SANParks, 2013). The park receives an annual rainfall between 1,800 mm and 2,000 mm that often exceeds the evaporation rates in the park (SANParks, 2013). The park encompasses the sources of the Little Caledon and Klerkspruit rivers (Russell & Skelton, 2005). These rivers constitute the main catchments of the park that eventually flow into the Caledon and Wilge rivers respectively, outside the park. Almost all the riverine systems within GGHNP arise within the park.
The surveys and studies done on the aquatic biodiversity of the park were mainly on fish. Russell & Skelton (2005) studied the fish species and their distribution in the park and found three species present, viz. chubbyhead Barbus anoplus, common carp Cyprinus carpio and rainbow trout Oncorhynchus mykiss. Barbus anoplus was the only indigenous species they sampled and was the most abundant. All these species were found in the Little Caledon catchment sites, but none found in one site of the Klerkspruit catchment. Russell & Skelton (2005) also reported on fish habitats that were present in the systems during their sampling and provided a list of indigenous fish species that could reside in the park, based on the
habitats and previous surveys done. They recommended the physical removal of invasive fish species such as O. mykiss and the building of dams with walls as mechanisms of controlling the invasive fish species. They recommended that macroinvertebrates should be included when assessing the impact of alien fish species, and that no further impoundments should be built in the park as it impacts on the distribution of
T PLAN indigenous species. They concluded that the park plays a minor role in conserving fish species as only one N indigenous species is a true resident of the park. Kotze and Niehaus (unpublished, 2003), stated that the park is important in conserving the indigenous fish species of those ecosystems. They also recommended the eradication of exotic fish and vegetation species and the reintroduction of indigenous fish species. Russell et al. (unpublished, 2009) stated that the impoundments, internal sewage spillage, alien fish
species, alien plants such as weeping willow Salix babylonica and soil erosion, are issues of concern that MANAGEME
need to be addressed when conserving the park’s aquatic ecosystems. Recent studies on – macroinvertebrates (since 2011 where inventories of macroinvertebrate families were done, were used to assess the impact of the current drought on the park’s aquatic ecosystems (Sithole, 2018 internal report; Sithole 2019, internal report). Macroinvertebrates and water quality indices, were also used to demonstrate the pristine conditions of the park’s aquatic ecosystems, relative to other protected areas that are downstream of anthropogenic activities (Sithole, 2018 internal report; Sithole 2019, internal report).
Monitoring and research studies on both indigenous fish and macroinvertebrates will be implemented. These studies will include the assessment of the diversity of indigenous species in relation to alien species, climatic conditions and other factors supporting or impacting their persistence. Attention will also be given to the Klerkspruit catchment area, as this system was only sampled once by Russell & Skelton (2005) for fish and by Sithole (2019) for macroinvertebrates. The above-mentioned monitoring and research will assist in the compilation of an inventory list for macroinvertebrate families and fish species and their associated habitats. It will further provide information about the biotic and abiotic drivers of these organisms, including climate change and other anthropogenic activities. The latter will assist in the understanding of the state of the park’s aquatic biodiversity.
A detailed lower level plan outlining the rationale and operational approach is available. This programme links with high-level objective 2 and objective 2.4 on page 40.
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS AQUATIC BIODIVERSITY PROGRAMME High-level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective: To promote the conservation of aquatic biodiversity through monitoring and research. Sub-objective Actions Responsibility POE Timeframe Reference To understand the Assess the spatial and temporal Water in the landscape ecological state of the trends in the ecological state. programme, fire aquatic ecosystems by Water Quality, Compile inventories of management assessing aquatic SASS & Fish Ongoing macroinvertebrate families and SS programme, invasive communities in relation to Reports fish species. alien species water quality and programme, herbivory prevailing climatic programme conditions. To monitor and evaluate Monitor and evaluate progress the impact of the and impact against programme implementation objectives and targets. SS, SSR Reports Annually programmes, and adapt as required.
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10.3.5 Fire management programme
The purpose of this programme is to understand the role of fire in this landscape and to ensure and promote fire as an ecosystem driver through the application of appropriate fire regimes and thereby provide guidance on appropriate fire management.
The park is legally obliged to promote fire safety and protect infrastructure and lives. The National Veld and Forest Fire Act (Act No. 101 of 1998) stipulates that landowners must construct firebreaks around their properties in order to prevent veld fires from either spreading from or into their properties. Furthermore, personnel who are tasked with working with fire are expected to be appropriately equipped and trained to deal with fires. The park is a member of the Greater Bethlehem Fire Protection Association (GBFPA) and abides by the GBFPA Rules and Regulations. The park also has a good working relationship with Working on Fire (WoF) which assists with the annual implementation of firebreaks and with combatting wildfires.
Fires are a natural and critical phenomenon in grassland ecosystems and have a major influence on ecosystem stability and functioning. Furthermore, this key abiotic driver promotes heterogeneity in these fire-prone landscapes which are adapted to and dependent on fires. Not all fires are the same; hence, their impact on the ecology may vary depending on the fire regime. The fire regime is influenced by factors such as fire frequency, fire intensity, type of fire (back vs head fire) and the season in which the fire occurs (van Oudtshoorn, 2015).
The fire-driven systems in the park have evolved to become quite dependent on veld-burning to maintain their ecosystem health and integrity (Everson and Tainton, 1984). By either excluding or applying fires, managers can improve veld conditions by providing grazing for herbivores, control alien plant invasions and ultimately promote biodiversity. In order to use fire effectively, it is important to understand and monitor how the system behaves and functions as well as to determine the role of other variables which may influence its behaviour Due to the bulk of research done in this field focusing only on the few dominant grass species which were critical for livestock production (Uys et al., 2004), little is known about the appropriate fire regime necessary in South African grasslands.
The park has a long history of fire management. Veld burning as a management tool was first used in 1978 to control game movement in the park. In the 1980s, fires were also used to address issues relating to overgrazing and the accumulation of moribund material (Kay, 1993). The fire policy has since seen major reviews and updates in 1993, 2006, 2011 and 2018. Currently, the park is divided into five burning compartments based on the plant communities found in that part of the park. Each burning compartment has a certain fire regime to achieve certain ecological and / or management objectives (Daemane et al., 2018).
The locations and dates of all fires are the critical information required to be captured in fire incident reports. These reports will assist the Remote Sensing Analyst during the formulation of annual fire scar maps. Satellite imagery from Sentinel 2A and 2B are used to create these detailed fire scar maps and to estimate the area burnt annually. Furthermore, the spatial and temporal monitoring of fires in the park will feed into other research programs that will address the effect of fire on their respective variables, i.e. the herbivory programme.
This programme links with the climate change, herbivory, invasive alien species and water in the landscape programmes. A detailed lower level plan outlining the rationale and operational approach is available. This programme links with high-level objective 2 and objective 2.5 on page 40.
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FIRE MANAGEMENT PROGRAMME High level objective: To ensure the persistence of biodiversity within the distinctive mountainous landscape through promoting dynamic ecological processes while allowing for learning opportunities. Objective: To promote and understand the role of fire as an ecosystem driver through the application of appropriate fire regimes. Actions Responsibility POE Timeframe Reference Implement the prescribed ecological burning programme. SRs Reports Annually Fire Monitor and evaluate the interaction between fire and Management ecosystem drivers and their effects on biodiversity. Plan, National Veld and Forest Fire Act (1998), Records, climate change - SS Year 5 reports , herbivory -, alien invasive species -, water in the landscape
programme Ensure fire monitoring by maintaining accessible, accurate and SSR, SS Reports, maps Annually current spatial records of all fires.
Source and ensure capacity for fire management (appropriate Records, T PLAN
N equipment and personnel). SSR sufficient Ongoing equipment Promote safety and protect infrastructure by constructing and National Veld maintaining firebreaks. and Forest Fire SSR, WoF Reports Annually Act (1998),
MANAGEME
GBFPA
– Maintain appropriate networks, collaborations and support Minutes of structures to encourage co-learning and knowledge sharing. SSR, SS meetings, Ongoing Conferences, Forums Implement the prescribed ecological burning programme. Fire Management Plan, National Veld and Forest Fire Act (1998), SSR Reports Annually climate change - , herbivory -, alien invasive species -, water in the landscape programme
10.4 Water in the landscape programme
The purpose of this programme is to maintain and enhance the quantity and quality of water in the
mountainous landscape through the promotion of effective management and the monitoring and mitigating PARK NATIONALGOLDEN GATE HIGHLANDS of threats.
The park is located at the Eastern Escarpment Mountains ecological region, at sub-region or ecoregion level 2 called Eastern Escarpment Mountains 15.03 (Department of Water and Sanitation). It consists of closed hills and mountains that have moderate to high terrain ranging from 1,500 m AMSL with north-eastern Mountain Grassland and Afromontane Forest vegetation types. The eastern escarpment receives mid to early summer rainfalls with annual rainfalls between 1,800 and 2,000 mm from September to April (SANParks, 2013).
Water source areas are those areas that supply a disproportionate amount of mean annual runoff to a geographical region of interest. Strategic water source areas can be regarded as natural ‘‘water factories’’, supporting growth and development needs that are often far away (Nel et al., 2013). Such areas often consist of water landscapes with visible water bodies such as rivers, streams, wetlands and reservoirs, and contribute to its vital attributes. Deterioration of water quality and quantity in these areas can have a disproportionately negative effect on the functioning of downstream ecosystems and the overall sustainability of growth and development in the regions they support (Nel et al., 2013). Appropriate management of these areas, which often cover only a small fraction of the land surface area, can greatly support downstream sustainability of water quality and quantity (Nel et al., 2013). The park is situated on
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the watershed between the Vaal and the Orange River systems, contributing quantity and quality water to the Gauteng region and into the Orange River system. As such, the park forms part of the most important water catchment in Southern Africa, namely the Maloti-Drakensberg Catchment Complex. More than 50 % of the total water supply of Southern Africa is produced by this catchment complex. The Little Caledon River, which drains towards the Orange River and Gariep dam, and the Klerkspruit River, which drains towards the Wilge River and Vaal dam, originates from within the park.
There are five river ecosystem types in the park, with 52 % of the river length in an “A/B” category (near pristine condition) and 48 % of the river length in a “C” category (moderately modified condition). There are eight wetland ecosystem types in the park of which 86 % are in a pristine condition, 3 % in a moderately modified condition and 11 % in a critically modified condition. There is a fish support sanctuary bordering the park. There are no free flowing or “Flagship rivers” in the park.
The fact that the park’s river systems are located in the upper catchment area, means that there are limited external influences on the systems in the park, and park management thus has the responsibility to manage the area to maintain both water quality and quantity. To ensure a continuous supply of good quality water to the surrounding environments and downstream users, the evaluation of the current river condition is gradually phased in. The water quality monitoring programme measures in-situ parameters namely, salinity, dissolved substances and electrical conductivity (Sithole, 2018, 2019). Additionally, measurements are also taken of the turbidity (clarity) of the rivers to identify possible areas where soil erosion is taking place and whether areas that have been rehabilitated are achieving the desired outcome (Sithole, 2019). Focus will need to be placed on the collation and evaluation of the flow and quality data obtained at the gauging weirs of the Department of Water and Sanitation (DWS) in the Klerkspruit River, in order to make a first attempt at setting flow thresholds of potential concern (TPCs) for the park’s contribution to the delivery of these ecosystem goods and services. The Klerkspruit River is in a “Category C” condition and needs to be improved to a “Category AB” (Nel et al., 2011a, 2011b). This may require the rehabilitation or removal of damaged / redundant structures impacting flow and the prevention of sewage spills impacting quality. This will entail the listing of all dams, and all man-made structures impacting negatively on these systems prioritised for phased removal or rehabilitation.
The Water in the Landscape programme will contribute to and be influenced by the Herbivory programme and the Fire and Alien Invasive Species programme. The distribution of water in the landscape is a significant driver of herbivore distributions, thus grazing pressure and the resultant veld condition could affect the water delivery potential in the catchment. The rivers in the park are priority areas for IAP vegetation clearing and are also recognised as conduits for IAP dispersal. The fire management programme will influence the veld condition and affect the runoff characteristics within the headwater catchments. Thus, to secure the maximum water delivery potential of the head water catchments, the implementation, outcomes, and monitoring of these programmes are significant in achieving the objectives of the Water in the Landscape programme. These actions are highlighted in the table as indirect actions.
A detailed lower level plan outlining the rationale and operational approach is available. This programme links with high-level objective 3 and objectives 3.1 – 3.3 on page 40.
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WATER IN THE LANDSCAPE PROGRAMME High level objective: To maintain and enhance quantity and quality of water in the mountainous landscape through promoting effective management and monitoring, and mitigating threats. Objective: To better understand the water resources by documenting aquatic systems within the park and the buffer zone. Actions Responsibility POE Timeframe Reference Develop an inventory / map that describes the location and SS characteristics of non-riverine aquatic systems such as Map Ongoing
wetlands and pans. Update and where necessary create a species list, including a Aquatic reference sample collection of aquatic biodiversity (fish, SS Lists, records Ongoing biodiversity macro-invertebrates etc.). programme Objective: To improve the quality and quantity of water production through the restoration of aquatic systems. Identify degraded riparian areas to inform rehabilitation plan. Priorities areas Alien and BSP, SSR, SS included in the
Annually invasive species rehabilitation programme plan Objective: To determine the effectiveness of restoration through the monitoring and evaluation of aquatic systems. Download hydrological flow data from the DWS gauging weirs T PLAN SS, SSR Reports Ongoing N along the Klerkspruit River. Monitor and evaluate progress and impact against programme SS, PM Reports Annually objectives and targets.
MANAGEME
10.5 Responsible tourism programme –
The purpose of the responsible tourism programme is to grow diverse tourism experiences towards culture, experiential and nature-based responsible tourism in the park for the promotion of conservation, greater public enjoyment, constituency building and income generation.
In March 2011 Cabinet approved the National Tourism Sector Strategy (NTSS) that further entrenched the principles of responsible tourism in the development and operation of businesses in the field of tourism. The NTSS further identified specific areas with the following 15 areas relating to SANParks and influencing its tourism business operations:
Strengthening collaboration and partnerships within the tourism industry; Developing domestic tourism; Enhancing quality assurance and universal accessibility; Ensuring a co-ordinated approach to product development; Facilitating investment, including enterprise development and development finance; Ensuring sound environmental management and triple bottom line reporting; Growing business and events tourism; Developing African Tourism; Improving general awareness of tourism among South Africans;
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS Enhancing domestic airlift; Transforming the industry; Developing people; Ensuring service excellence; Improving community benefits from, as well as community participation in tourism; and Providing decent work in tourism.
SANParks, as a major provider of tourism accommodation and natural experiences in the country, recognises that by implementing responsible tourism principles, the organisation will not only continue to benefit from enhanced income, but also from improved tourism products, better development and management practices, and higher levels of local involvement along with much needed sustainable benefits flowing to local communities.
To this end, SANParks continually evaluates the alignment of policies, strategies and operations with the principles of responsible tourism and strives to put measures in place that will enhance this process. Following an extensive review of existing policies, guidelines and plans as well as information gathered through interviews with personnel and stakeholders, the 2022 Responsible Tourism Strategy and Implementation Plan was approved in 2012. SANParks has adopted the national Responsible Tourism
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Standard, South African National Standard (SANS) 1162:2016. The responsible tourism programme thus looks at all aspects of the current and potential tourism product and service offering in order to ensure that the park meets the required standards for environmental and financial sustainability, local community beneficiation and customer service excellence, and this starts by establishing the park’s responsible tourism baseline.
The establishment of this baseline serves to identify a clear point of departure from which to work. Customer service excellence is measured through criteria such as customer feedback, tourism quality standards, and universal access (UA) standards, as well as evaluating the visitor management and interpretation aspects relating to the park. The implementation of responsible tourism promotes operational efficiency and thus creates the environment for new product development, packaging and dynamic pricing in order to maximise yield, though challenges such as the availability of advanced technologies do exist. In order to align the SANParks tourism operations to the 2022 Responsible Tourism Strategy, SANParks seeks to base all its planning and decision-making on the following guiding principles and values:
Provide nature-based responsible, value for money tourism experiences, whilst promoting our biodiversity, cultural and where applicable, wilderness qualities, to our strategic advantage; Contribute to building a broad-based constituency for the long-term sustainability of conservation in a people-centric conservation; and Use appropriate nature-based responsible tourism as the best possible commercial opportunity to support and supplement conservation of biodiversity. This commercial aspect should never become the focal point and erode the core conservation values of the organisation. Viewed together with other commercial sources, the overall outcome must effectively enable SANParks to fulfill its constitutional mandate.
As stated above, park management must establish a responsible tourism baseline to measure progress of the effective implementation of the responsible tourism standard. Environmental damage must be minimised in order to maintain the ecological integrity of the park and counteract the potentially negative societal perceptions. Responsible tourism should maintain a high level of tourist satisfaction and ensure a meaningful experience to tourists, raising their awareness about sustainability issues and promoting sound tourism practices amongst them.
Apart from the limitations of the biophysical environment and the park’s desired state, park management recognises that, tourist density and experiences must be managed through a strong but flexible visitor management protocol that is informed by a sound research programme as well as the experiential expectation and perceptions of the broader market environment. Furthermore, in partnership with its key stakeholders, the park will seek to provide real and tangible benefits to communities that lie adjacent to the park, thereby facilitating effective SET and growth.
As a national park, with rich cultural history and diversity, that is renowned for its geological, geomorphological palaeontology and hydrological significance, any new development must be aligned with the SANParks product development strategy and must conform to the zoning. This will ensure responsible tourism practises that balance conservation values with the need to generate income to sustain both their integrity and significance. The potential for new tourism products whereby the significance of the park’s attributes can be showcased, is evident in the constant growth of visitor numbers. However, the impact of tourism must be monitored to identify potential threats that can be addressed in the management plan to avoid degradation of the pristine landscapes and unique natural assets.
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The park currently hosts 53,582 visitors per year (2018 / 2019), and is the only national park in the Free State with remarkable biodiversity and a sense of place. Products identified and listed in the Management Plan will feed into the product development framework that will, via a specific process, ensure sustainable product development. In this regard, all new developments will be considered within the approved zonation to maintain the sense of place in the park.
Internationally the park is part of the MDTFCA, a transboundary protected area. The main objectives of the MDTFCA focus on co-ordinating efforts across boundaries towards more effective conservation of natural and cultural resources, whilst improving livelihood in the Bioregion. Subsequently, this involvement in the MDTFCA presents various tourism development opportunities that facilitate SET through regional eco- system conservation. Further tourism opportunities presented by the involvement of the MDTFCA include working with relevant stakeholders on extending the world heritage status of the Drakensburg to include the park, and successful cross-border tourism events between South Africa and Lesotho.
The park is also significant for the discovery of the world’s oldest dinosaur eggs with embryos of the 200-
million-year-old Massospondyllus dinosaur. Research is ongoing and several other clusters of similar eggs have been discovered. A world-class interpretive centre that will tell the story of the African dinosaurs is currently under construction. The MDTFCA and the National Department of Tourism were involved in the process to source funding for the centre and its feasibility studies.
T PLAN
N The park is to a degree fragmented with +- 30km of provincial road (R712) and two secondary roads that allow uncontrolled public access into different areas of the park that potentially hamper visitor experience and revenue collection. Apart from the impact on the integrity of the park, this hampers the effective development of a complete tourism and visitor experience within the park.
MANAGEME
The development and improvement of tourism infrastructure are critical for sustainable growth, however, this – requires effective partnerships to mobilise the necessary resources and attract investment to grow tourism. Various future new developments have been identified, including the dinosaur interpretation centre and other products as highlighted in the product development plan. Aging infrastructure continues to be a challenge as this needs to be continuously upgraded in order to cater for the increase in demand and to keep up with the defined tourism standards. Visitor experience and tourism infrastructure are particularly vulnerable due to damage caused by unregulated visitor access.
The visitor management plan needs to be effectively implemented in order to mitigate the risk factors posed by unregulated visitor access.
This programme links with high-level objective 4 and objectives 4.1 – 4.7 on page 41. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
RESPONSIBLE TOURISM PROGRAMME High-level objective: To offer a range of competitive diverse products and experience through maintaining, growing and promoting the park as a safe and responsible tourism destination. Responsible Tourism performance objective: To establish, maintain and continuously improve the park’s responsible tourism performance, by implementing SANS1162:2016
Sub-objectives Actions Responsibility POE Timeframe Reference PARK NATIONALGOLDEN GATE HIGHLANDS To develop a responsible Develop a responsible tourism SANParks tourism programme for the programme in line with the Responsible park that aligns with the SANParks responsible tourism Tourism SANParks Responsible strategy. RTMM, PM, HM, Framework, Programme Year 1 Tourism Strategy. TM, HSM SANParks Responsible Tourism Strategy Communicate the responsible RTMM, PM, HM, tourism programme to all park Reports Year 2 TM, HSM stakeholders. Educate and motivate staff in responsible tourism principles and Training Year 2, HSM, HM, TM enhance tourism capacity and skills registers ongoing base within staff complement.
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RESPONSIBLE TOURISM PROGRAMME High-level objective: To offer a range of competitive diverse products and experience through maintaining, growing and promoting the park as a safe and responsible tourism destination. Responsible Tourism performance objective: To establish, maintain and continuously improve the park’s responsible tourism performance, by implementing SANS1162:2016 Sub-objectives Actions Responsibility POE Timeframe Reference To manage and assess Implement and monitor RTMM, HSM, Year 3, Report responsible tourism responsible tourism actions. HM, PM ongoing performance. Identify, review and mitigate the RTMM, SETO, Year 2, visitor impact on biodiversity, HSM, PM, SSR, Report ongoing heritage and tourism resources. HM, TM Undertake Tourism Quality SM, HSM, TM, Year 1, Assurance assessments, grading, Reports HM, RTMM ongoing and UA assessments. To promote responsible Identify tourism programmes and PM, HSM, HM, NTTS Documentation Year 3 tourism practise. projects benefiting communities. TM, SED Strategy Implement projects as required. HSM, SED, HM, Documentation As required TM Use local resources Measure, manage and monitor sustainably, avoid performance of water and TM, HSM, HM Documentation Annually waste and over- electricity consumption by consumption. adhering to targets. Set appropriate targets for HSM, SED, TM, reduction or recycling of waste Documentation Annually HM produced. Visitor experiences objective: To continually enhance the visitor experience within the Park, by effective visitor management, interpretation and quality of facilities offered. To ensure effective Develop and implement a visitor GM: Visitor Visitor visitor management in management plan. Management, Document Year 1 managemen the park. RTMM, HSM, t protocol PM, HM, TM Update the visitor management GM: Visitor Visitor plan taking changes in the Management, Updated Year 3, 6, 9 managemen environment into account. HSM, RTMM, document t protocol HM, TM Align new and existing Maintain tourism facilities and TM, HSM, PM, tourism infrastructure infrastructure according to tourism Documentation RTMM, HM, TM Annually and tourism products standards. with market demands Identify events, activities and Product RTMM, HSM, and industry standards facilities that may be considered List of products Annually developmen PM, HM, TM to enable revenue for development within the park. t framework optimisation. Identify opportunities to link up existing and new products with RTMM, HSM, Year 2, adjacent communities that are PM, SETO, HM, List of products ongoing open to the park including the TM MDTFCA. Investigate ways to provide Sales and affordable tourism products and RTMM, HSM, Documentation Ongoing marketing packages for low to medium- PM, TM strategy income earners.
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RESPONSIBLE TOURISM PROGRAMME High-level objective: To become a unique culture- and nature-based tourism destination of choice by enabling and growing diverse visitor experience whilst sustainably growing revenue and protecting the tranquil sense of place. Visitor experiences objective: To continually enhance the visitor experience within the park, by effective visitor management, interpretation and providing quality facilities. Sub-objectives Actions Responsibility POE Timeframe Reference Identify areas where Identify and support appropriate communities could become product development by PM, HSM, TM, beneficiaries of tourism developing and implementing Documentation Year 2 SETO projects. possible community beneficiation products. Ensure optimal returns from Support retail outlet and HSM, HM, SM, commercial operations. restaurant in order to optimise Documentation Ongoing TM revenue generation.
Analyse and review pricing to Participate in annual review HSM, HM, TM Document Annually optimise financial returns. process to determine tariffs. Service excellence objective: To enable relevant customer-focused service excellence, by understanding and responding appropriately to market expectations and preferences.
T PLAN
To ensure adequate, effective Develop and implement a park GM: Visitor N and accurate visitor interpretation plan. Management, Document Year 2 communication within and on HSM, PM, HM, approach to the park to TM enable a quality visitor Monitor and evaluate the park HSM, PM, HM, experience. Documentation Year 2 visitor interpretation plan. TM MANAGEME
Adhere to the corporate signage HSM, PM, TM, Updated Branding – Annually manual. HM document guideline Develop a tourist map/guide Interpretation document. HSM, RTMM, plan, sales Document Year 2 HM, TM and marketing strategy Ensure clear and accurate Visitor communication of park rules, rates Park rules / management and facilities on all platforms, information on policy and including within the park, on website, protocols, RTMM, HSM, correspondence, and on the reservation Ongoing Standard HM, TM, PM website. attachments, Operating interpretive Procedures signage (SOPs)
Ensure all staff are adequately trained to communicate key park, Park rules, tourism, cultural heritage and HSM, HM, PM Documentation Ongoing visitor biodiversity information to visitors, information and where appropriate access to information. Grow tourism revenue objective: To sustainably grow income through tourism by providing visitors with an appropriate and a diverse range of PARK NATIONALGOLDEN GATE HIGHLANDS products and services, whilst protecting the tranquillity and sense of place. To ensure optimal Identify events, activities and PM, HSM, HM, development and facilities that may be considered Documentation Year 1 RTMM maintenance priorities to for development within the park. enable revenue optimisation. Review development plan in order to ensure optimal tourism PM, HSM, HM, Year 3, 6, Document development priorities without SSR 9 eroding conservation values. Develop and implement annual HSM, TM, HM, work plans to cover maintenance Document Annually PM priorities.
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RESPONSIBLE TOURISM PROGRAMME High-level objective: To become a unique culture- and nature-based tourism destination of choice by enabling and growing diverse visitor experience whilst sustainably growing revenue and protecting the tranquil sense of place. Operational effectiveness objective: To enable cost savings within tourism operations, by ensuring effective management and controls. Sub-objectives Actions Responsibility POE Timeframe Reference To enhance existing Enhance Customer Service Tourism tourism attractions and Standards, manage and resolve grading develop new products feedback from the public. HSM, HM, SM, Questionnaire standards, Ongoing within the park in line with RTMM responses SANParks the recommendations of Housekeeping the responsible tourism Standards, programme. Review and analyse guest Housekeeping feedback to provide targets and HSM, HM Documentation Annually Standards improvement. Conduct customer surveys to understand visitor numbers, As RTMM Reports expectations, preferences, park required use and trends. To create awareness of Introduce employee awareness the importance of campaigns as part of the training HSM, HM, TM Registers Ongoing customer care among and service commitment of employees. employees. Ensure compliance and Continue monitoring and review achievement of set of, as well as training programmes HSM, HM, TM, Customer Care on processes, ensuring effective Survey results Ongoing SM Standards. service delivery and customer satisfaction. Promotion objective: To promote the unique cultural and natural landscape of the park by developing and implementing a variety of sales, marketing and communication initiatives. To market the park’s Contribute to the comprehensive tourism products, facilities tourism marketing strategy that and activities. covers all markets and matches RTMM, HSM, Document Annually up markets and PM, HM products/experiences with a focus on responsible tourism issues. Find opportunities for media coverage and enhance coverage Sales and RTMM, RCM, As in existing editorials, magazines Documentation marketing HM, HSM, TM required and social media, and maintain strategy high media visibility. Explore opportunities for RTMM, RCM, Minutes of As promoting park attractions in HM, HSM, TM meetings required conjunction with tourism partners.
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RESPONSIBLE TOURISM PROGRAMME High-level objective: To become a unique culture- and nature-based tourism destination of choice by enabling and growing diverse visitor experience whilst sustainably growing revenue and protecting the tranquil sense of place. Universal access standards objective: To ensure that persons with disabilities have equal rights of access to all tourism infrastructure, products and services, including employment opportunities and benefits that the park can provide. Sub-objectives Actions Responsibility POE Timeframe Reference To provide the same choices Comply with the Corporate UA HSM, HM, TM, SANParks UA Document Year 2 for all consumers to ensure standards. SM, PM Guidelines the full participation of Engage in UA assessments. UA strategy, HSM, HM, TM, Year 3, 6, persons with disabilities, the Documentation UA protocol SM 9 elderly and parents with young children by creating Sensitise staff to UA client HSM, HM, TM, appropriate facilities and Documentation Year 2 providing dignified service. expectations/requirements. SM
To monitor and evaluate the impact of the implementation programmes, and adapt as required. To monitor and evaluate the Monitor and evaluate progress and impact of the implementation impact against programme objectives PM Documentation Annually
programmes, and adapt as and targets. T PLAN
required. N
10.6 Cultural heritage management programme
The purpose of this programme is to manage the tangible and intangible cultural heritage resources by
MANAGEME recording, research, presentation, and conservation thereof. – The management of cultural heritage resources is guided by national legislation, policies and procedures within SANParks. The NHRA provides the framework for the maintenance and conservation of heritage resources in accordance with the standards and procedures set out by the SAHRA. SANParks policies such as the Cultural Heritage Policy (2011), the Heritage Objects Collections Management Policy (2011), and Guidelines for Burials and Scattering of Ashes (2010) and the Development and Maintenance of Heritage Sites (2011) provide further guidance.
There are a number of rock art sites, graveyards belonging to the historical period mainly of the BaSotho and early farmers, old farmhouses and a site of the Anglo-Boer. The park has vast exposures of sedimentary rocks which preserve abundant fossils of extinct organisms, including, but not limited to: dinosaur bones, eggs, and footprints; early crocodilian bones and footprints; early mammalian bones; macro- and microplant remains; and a variety of invertebrate ichnofossils (trackways) (Mol & Viles, 2010).
Sites that will be opened to the public or sites that are under threat must have Site Specific Management Plans inline with the site grading. The Site Specific Management Plans will help in the management and preservation of sites.
An inspection schedule must be developed according to the grading, with sites that have got higher grades being visited more frequently to check on the state of conservation. Park management should carry out
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS yearly preventive intervention at sites. This might require clearing of vegetation where it is overgrown or fencing off sites under threat, although this is not the preferred approach in national parks. Members of the communities could be approached through the EPWP to assist which will empower them economically as well as improve the appreciation for the importance of the cultural heritage.
The area surrounding the park is rich in oral history. There is a need to record the oral history of the area as a matter of urgency as most of the elders who know the history is passing on. Local youths can assist in the recording of oral history after getting some training. There is also a need to train the SET Officer (SETO) or whoever is responsible for cultural heritage management to ensure that the staff member is fully capacitated to do the work.
There has been very little research done in the park except for fossils and there is a need for cultural heritage research within the park. An opportunity would be to partner with universities to encourage research either by lecturers or students.
The MDTP facilitated the extension of the UKhahlamba Drakensberg Park World Heritage Site into a transboundary Maloti Drakensberg Park World Heritage Site which now includes Sehlabathebe National
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Park on the Lesotho side. The extended transboundary World Heritage Site was inscribed by the World Heritage Committee in 2013. The MDTP BCC has initiated discussions around the possibility of extending the transboundary World Heritage Site to include other key areas within the TFCA. The GGHNP is one of the primary targets and focus for the possible extension.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 5 and objectives 5.1 – 5.5 on page 41. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
CULTURAL HERITAGE MANAGEMENT PROGRAMME High-level objective: To preserve historical, archaeological and paleontological heritage through research, conservation, presentation and interpretation while enhancing enjoyment and benefits for present and future generations. Objective: To identify and record the cultural heritage resources by updating and maintaining an inventory of tangible and intangible historical, archaeological and paleontological heritage. Actions Responsibility POE Timeframe Reference Identify cultural heritage sites and produce a Cultural Inventory Year 2 Heritage Management Plan. Record newly identified sites. Updated Ongoing inventory Grading of sites for inspection purposes. Grading list Year 1 Detailed recording of new sites. Records Ongoing Logging the database with SAHRA on the South African SETO SAHRIS Year 3 Heritage Resources Information System (SAHRIS). database Develop a Geographic Information System map indicating Map of sites Year 3 the location of cultural heritage sites. Training of SETO and volunteers in oral history. Training manual Year 2 Collection of oral history. Audio and Year 3 transcripts Objective: To effectively manage heritage objects by identifying, documenting, preserving, conserving, protecting and presenting it appropriately. Identify heritage objects. Database Year 2 SETO Document heritage objects. Database Year 2 Carry out preventive conservation on heritage objects. Senior Curator Reports As required Develop collections policy. Document Year 3 Objective: To identify and record the cultural heritage resources by updating and maintaining an inventory of tangible and intangible historical, archaeological and paleontological heritage. Develop site management plans for identified sites. Manager: Sites Documents Year 3 Develop an inspection schedule. SETO Reports Ongoing Train rangers and guides how to monitor the condition of Manager: Sites Reports Year 1 sites and to identify early signs of deterioration. Carry out preventative conservation. Manager: Sites, Reports Ongoing SETO Identify sites of national and provincial significance on the Nomination Manager: Sites Year 4 data base and have them formally declared. dossier Objective: To enhance a range of cultural benefits for people by promoting and creating opportunities through identification of sites for presentation, interpretation and access. Identify sites that could be accessible for tourists. SETO, HSM List of sites Year 1 Develop presentation plan. SETO, HSM Document Year 2
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CULTURAL HERITAGE MANAGEMENT PROGRAMME High-level objective: To preserve historical, archaeological and paleontological heritage through research, conservation, presentation and interpretation while enhancing enjoyment and benefits for present and future generations. Objective: To enhance a range of cultural benefits for people by promoting and creating opportunities through identification of sites for presentation, interpretation and access. Actions Responsibility POE Timeframe Reference Develop cultural heritage trails. Cultural heritage Year 3 and HSM, SETO packages ongoing Develop access routes to identified sites. Easy access SSR Year 3 routes Market the Basotho Cultural Village. Fliers, HSM brochures, and Year 1 multimedia
Provide opportunities for communities to benefit from List of potential PM Ongoing resources within the Park socially and economically. benefits Allow community access to sacred sites. PM Permits Ongoing
T PLAN
Objective: To enhance the understanding of cultural heritage by promoting, research, education and awareness of the cultural heritage N assets. Support research on cultural heritage. Research As required findings Explore and establish research partnerships. MoU Year 1
SETO MANAGEME Incorporate cultural heritage in EE programmes.
Programmes Year 1 – Embark on outreach programmes. Ongoing Reports
Develop cultural heritage educational material. SETO, Manager: Fliers, brochures Year 4 Sites Identify sites that require directional / interpretative signage. SETO List of sites Year 1 Support research on cultural heritage. Research SETO As required findings Objective: To monitor and evaluate the impact of the implementation programmes, and adapt as required. Monitor and evaluate progress and impact against GM: Cultural Documentation Annually programme objectives and targets. Heritage, PM
10.7 Stakeholder engagement
The park wishes to establish and maintain meaningful and beneficial relationships with a wide range of stakeholders, in a way as beneficial as possible to the park’s values, objectives and various programmes related to the different core functions. Park management prioritises building and broadening strong, long- lasting support for conservation for greater sustainability through promoting co-operative, collaborative and mutually beneficial engagement opportunities. This need is driven partly by the park’s history involving
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS forced removals and restricted access particularly by local stakeholders. Park management strives to maintain existing relations, and identify and implement new opportunities for enhancing relationships with surrounding communities, all spheres of government and other stakeholders to ensure that local and regional initiatives and developments contribute positively to the attainment of the overall desired state and objectives of the park and the social-ecological system within which it is embedded. Various programmes and projects are being implemented in and around the park aimed to address this by fostering positive stakeholder relationships and establishing co-learning opportunities through environmental education and awareness.
10.7.1 Stakeholder relations programme
The purpose of this programme is to build positive relationships with society by facilitating effective engagement and linkages in order to share conservation benefits through partnerships (e.g. government departments, NGOs, local communities and local community structures, Traditional Councils, parastatals, Community Based Organisations.
Stakeholder engagement between SANParks and society covers a range of different objectives at various scales, ranging from local to global. The NEM: PAA promotes the participation of local communities in the
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management of protected areas. It further contributes towards strengthening stakeholder-park relations by empowering stakeholders and local communities to participate in decision-making processes related to management and development issues in parks. SANParks has adopted an overarching park management approach to strengthen relationships with stakeholders in pursuit of the long-term “desired state‟ for the park. This requires continuous engagement with a range of stakeholders and sectors through various mechanisms. Park management’s engagement with external stakeholders, needs to be responsive to deal with issues beyond internal operations, including the broader economic and integrated land use role of the park. The commitment to the incorporation of public opinion into park management is rooted in the recognition that the park must serve a conservation-oriented subset of societal values and that it is inevitably situated within a broader landscape and context.
SANParks has a mandate to conserve biodiversity and to promote the associated conservation values. Stakeholders also have an interest in the park and how it affects the surrounding and interested community and their activities. It is acknowledged that the sustained vibrancy and legitimacy of the park depend upon stakeholder understanding, support and involvement. For this reason, the park management wishes to engage stakeholders in an ongoing way, subsequently investing in stakeholder engagement and public participation processes.
The park’s Stakeholder Engagement Strategy guides the process in engaging the stakeholders in all the aspects of park management. Park management strives to maintain existing relations and to identify and implement new opportunities for enhancing relationships with surrounding communities, all spheres of government and other stakeholders. Co-operative partnerships pertain to many levels of stakeholders, including all three levels of government, international and national agencies (including conservation and development NGOs and research institutes), business partners, local communities, land claimants, employees, tourists and the media. Stakeholder engagement and co-operative partnerships are facilitated through a range of informal and formal structures. This will ensure that local and regional initiatives and developments contribute positively to the attainment of the overall desired state and objectives of the park and the social ecological system within which it is embedded. Various programmes and projects implemented in and around the park aim to address this by fostering positive stakeholder relationships and establishing co-learning opportunities through environmental and cultural education and awareness. Restoring people’s rights to access and to benefit from and have ownership of conservation land and / or associated businesses, remain an important focus within constituency building.
Park management works closely with various local communities situated in or close to the towns of Clarens and Phuthaditjhaba, through supporting specific community projects / initiatives. These include, amongst others:
Working with the various community development workers to collaborate on community events, outreach programmes and job creation; Attending the quarterly meetings and collaborating on matters such as security and wildlife management; and Participating in the South African Police Service (SAPS) Forum, Maloti-Drakensberg Transfrontier Conservation Area (MDTFCA) joint working groups, South African National Defence Force (SANDF) and local tourism organisations.
The park engages with neighbouring communities primarily through community forums representing relevant stakeholders. Community forums provide a platform for communication between the park and its neighbours on issues that are of mutual interest. The forums vary considerably in terms of who they represent (number of Traditional Councils, townships and villages) but in theory they represent all neighbouring communities adjacent to the park. The
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forums are governed by their own constitutions and a communally elected committee comprising of a chairperson, deputy chairperson and secretary.
The Park Forum was established in 2006 and meetings take place quarterly. Each of the community forums as well as other broader interest groups such as municipalities, schools, churches, local businesses, adjacent conservation areas (e.g. conservancies) and other members of the public are represented on the Park Forum. These forums are a means of providing a legitimate platform to communicate park / SANParks matters to ensure participation by all stakeholders on matters of mutual relevance affecting the park. It will also provide a platform to build constituencies in support of the natural and cultural heritage conservation goals of the park.
Park management has a close working relationship with the SANParks Honorary Rangers, especially with the KwaZulu-Natal and Free State regions. They contribute both in cash and in-kind to the park programmes. Their expertise is used by the park to achieve the park’s desired state. They contribute in the following ways, to name but a few:
Support and assist in environmental education and community outreach programmes; Support logistical arrangements of major events;
Fundraising through initiatives; T PLAN
Participate in park operations during weekends and holidays when requested; and N Participate and assist with holiday programmes.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 6 on page 42. To achieve the purpose of this programme, the
MANAGEME actions listed in the table below will be implemented. –
STAKEHOLDER RELATONS PROGRAMME High-level objective: To promote, establish and maintain healthy community relations and forge strategic partnerships through open dialogue platforms and frequent feedback between park and all relevant stakeholders. Objectives Actions Responsibility POE Timeframe Reference To nurture co-operative Encourage and support attendance Minutes of relationships with all park and effective governance of meetings, stakeholders. meetings for existing forums. SETO updated Quarterly Terms of Reference Update the stakeholder engagement SETO, Regional plan. Communications Document On going Manager Update stakeholder database. SETO Database Year 1 Strengthen new and maintain existing relationships between Minutes of conservation agencies, government, SETO, HODs meetings, Ongoing adjacent communities and other key reports stakeholders. Establish new forums where Minutes of PARK NATIONALGOLDEN GATE HIGHLANDS appropriate (e.g. Youth Forum, EE meetings, SETO, HODs Year 2 forum). Terms of Reference Develop a framework and guidelines for community engagement, SETO Documents Year 2 including profiling. Provide guidance, administrative and logistical support to ensure that Minutes of SETO Ongoing the Park Forum and Park Forum meetings Plannery remains functional. Develop a monitoring tool to assess SETO Documents Ongoing effectiveness of the Park Forum. To monitor and evaluate the Monitor and evaluate progress and impact of the implementation impact against programme PM Documents Annually programmes and adapt as objectives and targets. required.
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10.8 Access and benefits
The conservation of biodiversity and culture heritage has both an intrinsic and / or moral justification, as well as being important for maintaining the flows of natural and cultural ecosystem services that arise from it. The sustainability of the park relies on the maintenance of ecological and cultural integrity, economic viability and social relevance, the latter being dependent on relationships and connectedness to the park. These social links can be as a result of cultural ties or they can be as a result of vested interest that is grown through conservation related access and benefit accrual. Benefits vary in their scale and scope, including both tangible and intangible aspects, often going hand in hand with costs. Benefits are perception based and the subsequent “value” of various conservation related benefits (and costs) are perceived (and felt) differently by different stakeholder groups based on their own world views. In the context of the park, facilitating access to a range of benefits by an array of stakeholders is important for ensuring that the landscape remains socially relevant to broader society. Various processes linked to sharing benefits associated with employment and business opportunities, capacity building (through training and environmental education), infrastructure support and a whole arrange of ecosystem services (provisioning, regulating, supporting and cultural services) that flow from the park, aim to facilitate both access to the park its self as well as access to opportunities for various stakeholders to benefit from the park and as such to grow a societal vested interest in supporting its long term sustainability.
10.8.1 Natural resource use programme
The purpose of this programme is to facilitate access to tangible resources harvested from within the park, in order to contribute positively to the social and economic development of a range of stakeholders, focussing on local communities.
The NEM: PAA and SANParks Resource Use Policy (SANParks, 2019) provide for the sustainable use of renewable and non-renewable resources within national parks in managing biodiversity and sharing socio-economic benefits. The programme is underpinned by three main objectives: the maintenance of ecological integrity, economic viability and social relevance. It is built on a framework that describes natural and cultural resources as products that are derived from ecosystem services, and that gives rise to costs and benefits through impacting either positively or negatively on human wellbeing. Park management regards any action that utilises resources or impacts on the scenery, sense of place, soil, water, air nutrient cycles, habitats, heritage resources, flora and fauna, and the interrelatedness between these, as a type of resource use. Both biotic and abiotic resources can be used in sustainable amounts under prescribed conditions as set out in the SANParks Resource Use Policy. Promoting access for people to certain resources at a small scale that does not impact significantly on ecosystem integrity, provides opportunities for park management to maintain the role of humans as an ecosystem driver and to build value of protected areas through relevant benefit accrual and distribution. Through the promotion of the sustainable use of natural and cultural resources, the park aims to share biodiversity benefits more equitably and fairly, and in so doing promotes long- term relationships with stakeholders and neighbours.
Some sections of the park included recently, (QwaQwa section) allow local residents who are dependent on natural resources within the system for their livelihoods (either directly, through harvesting or indirectly through livestock grazing or through employment opportunities). The park provides access to a range of resources, both tangible and intangible. Non-consumptive uses provide cultural, spiritual, recreational, educational and aesthetic benefits to a variety of local, regional and international uses.
In the 2013 management plan, “sustainable use” was included as a statement of intent, which aimed to pave the way for the future development of a more structured sustainable resource use
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management plan. During the course of the previous plan, this was operationalised with extractive resource use in the form of thatch harvesting, and livestock grazing, medicinal plant harvesting and access for spiritual use. Possible new opportunities may include certain medicinal plants such as Pelargonium sidoides. The illegal harvesting of resources from the park, however, remains a threat to biodiversity.
Monitoring of resource use initiatives focuses on the core objectives of ecological integrity, economic and social impact. Monitoring of small scale resource harvesting projects to date in other SANParks parks, suggests that these projects have the potential to enhance local stakeholders’ perceptions of the park, coming at a low cost, operating for a short time frame while meeting multiple objectives such as (i) enhancing access to the park, (ii) contributing positively to basic livelihoods in a tangible way (iii) enhancing human wellbeing (iv) promoting conservation constituency and (v) engendering positive long-term relations with neighbours. Through the promotion of the sustainable use of natural and cultural resources, the park aims to share biodiversity benefits more equitably and fairly, and in so doing promote relationships at various levels. The strong emphasis of resource use by local communities further aims to promote local access and benefit sharing, in the spirit of historical redress and environmental justice, going far beyond
simply the resource itself. As such, monitoring for the outcomes of resource use should go beyond simple numbers and quantities of resources (Swemmer & Taljaard, 2011; Swemmer et al., 2015).
Much of the resource use research is in the form of applied research supporting a strategically adaptive
T PLAN approach to the management of resource use projects. Monitoring and research are inter-disciplinary N spanning both social, economic and ecological fields, conducted by both management and researchers, based on the individual project context and human resource capacity. The lack of capacity to monitor impact, subjective mechanisms to determine off-takes, and security concerns, are challenges which may reduce incentives for support to the project. To date, much of the focus of resource use has been on
promoting access and not on changing ownership of resources. Ownership provides leverage for building MANAGEME
greater vested interest and more opportunities for community ownership of resources should be explored – (Child, 2017). Conflicting value systems between stakeholders remains an organisational risk and will require proactive communication and transparency and shared decision-making going forward.
This programme links with high-level objective 7 and objective 7.1 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
NATURAL RESOURCE USE PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To unlock socio-economic benefits for local communities through sustainable use of natural resources. Sub-objective Actions Responsibility POE Timeframe Reference To manage the Develop harvest / use / off-take SANParks harvesting/off-take and systems per species / type of Resource Use Complete use of natural and cultural species / type of use, outlining Policy, SANParks SETO, SSR, prior to resources according to principles and conditions of use, Documents Wildlife utilisation SS harvesting / ecologically sound including monitoring and strategy, SANParks off-takes principles, guidelines and research requirements. SOP off-takes and criterion. disposal of wildlife
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS Prioritise sustainable resource SETO, SSR, Reports, Ongoing use projects in the park. SS permits To reduce the illegal use Explore options to facilitate of resources from within access to alternative sources of Project the GGHNP by promoting biological tissue. plans SETO, SSR, access to alternative developed Ongoing THO engagements SS sources of biological and tissue, security and implemented raising awareness.
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NATURAL RESOURCE USE PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To unlock socio-economic benefits for local communities through sustainable use of natural resources. Sub-objective Actions Responsibility POE Timeframe Reference To enhance access by Build and consolidate data on Data, local communities to the access to and use of natural SETO, SS Ongoing reports resources that are most resources by local communities. meaningful and Facilitate the feasibility of the Social economic valuable to them, by propagation of high value development having a good species as alternative sources strategy, SANParks Number and understanding of of tissue supply and explore resource use policy, volumes of baseline resource use, options for industry National SETO, SSR, high value demand and supply in development. Ongoing bioprospecting, SS species communal areas. access and benefit under sharing guidelines, production DEA wildlife economy programme To monitor and Monitor and evaluate progress evaluate the impact of and impact against programme PM, SS, SETO Reports Annually the programme and objectives and targets. adapt as required.
10.8.2 Environmental education and awareness programme
The purpose of this programme is to build constituencies by knowledge transfer and awareness creation amongst people in support of SANParks’ conservation endeavours by playing a significant, targeted and effective role in promoting a variety of educational learning opportunities and initiatives.
SANParks has prioritised the provision of EE and environmental learning (SANParks EE Policy, 2005). This is further underpinned by the Constitution, in which the ‘right to a healthy environment’ and the need for environmental protection, are clearly stated. The need for environmental education is further strengthened by the fact that the national school curriculum includes “the environment” as an integral focus in several learning areas. An integrated approach to EE and interpretation has been adopted by SANParks. A broad stakeholder base is targeted and relevant programmes addressing a variety of issues are presented. The current beneficiaries of this programme are mainly school and youth groups and special interest groups.
The main objectives of these programmes are:
Raise awareness about the environment, with a focus on the system of national parks that represents both natural and cultural resources; Promote the use of parks as educational resources, while allowing access, specifically to previously marginalised people; Provide interactive programmes that will assist learners to form their own values and attitudes towards the environment; Assist learners to contribute in solving environmental issues while participating in park activities and to use the park environment as their laboratory for environmental learning; Enhance the experience of visitors to SANParks facilities through environmental interpretation and education to encourage repeat visits; and
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Encourage local communities to understand, appreciate and support the conservation work of SANParks.
The approach to environmental education within SANParks generally focuses on organised and interactive activities which include:
Formal EE Programmes: Target the formal education sector, directed at school groups visiting the park and learners in schools adjacent to the park. The programme enhances awareness and education among learners through the development of current learning material on environmental conservation for incorporation into the school curriculum; and Non-formal EE Programmes: Implement community-oriented initiatives addressing relevant socio-ecological challenges and targeting appropriate stakeholders including farmers, traditional leaders, landowners, women and youth. This programme has the primary objective to build the capacity of communities to support the conservation mandate through raising awareness and sharing of information about conservation issues and promoting involvement.
The EE programme is a major contributor towards transformation in the region with +90 % of participants originating from ethnic groups that belong to previously disadvantaged communities. Park-based
environmental education programmes address specific issues affecting national parks and the communities T PLAN surrounding them, and promote an understanding of the SANParks conservation mandate. Resource N materials aim to develop an understanding to deal with environmental management issues including; managing alien and invasive plants, integrated fire management, freshwater systems management, erosion stabilisation, river pollution, resource use – fauna and flora and species of special concern. Cultural and indigenous knowledge is recognised and integrated into specific programmes. The Wilgenhof EE centre,
MANAGEME
where a wide variety of programmes such as Kids-in-Parks, the Kudu Green School Initiative (KGSI), Junior Rangers, etc are implemented, is used as centre of learning. Environmental awareness campaigns are also – presented through calendar day events, competitions, and the media to communities around the park.
A detailed lower level plan outlining the rationale and operational approach supports this programme. This programme links with high-level objective 7 and objective 7.2 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
ENVIRONMENTAL AWARENESS AND EDUCATION PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To promote environmental consciousness and sustainable behaviour through the development and implementation of a comprehensive environmental education programme. Sub-objective Actions Responsibility POE Timeframe Reference To implement Develop a clear EE framework to guide Document 3 Years programmes that the curricula-based EE programmes. facilitate meaningful Develop programme guidelines based environmental / on the curricula that will allow for Documents 5 Years cultural education standardised lesson implementation amongst communities,
within the EE framework. PARK NATIONALGOLDEN GATE HIGHLANDS stakeholder groups and schools, that Establish / develop further linkages with government departments and other Ongoing contribute to youth Documents development and organisations to ensure the success of environmental the EE programmes. awareness amongst Implement teacher support Reports Ongoing staff. programmes. SETO Implement programmes such as Kids in Reports Ongoing Parks, Junior Ranger and KGSI. Review the park programmes. Documents Annually Present non-curricula-based Reports Ongoing programmes at Wilgenhof. Develop and implement collaborative outreach awareness programmes in Reports Ongoing communities. Develop relevant EE resources to Documents Ongoing support programmes.
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ENVIRONMENTAL AWARENESS AND EDUCATION PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To promote environmental consciousness and sustainable behaviour through the development and implementation of a comprehensive environmental education programme. Sub-objective Actions Responsibility POE Timeframe Reference To ensure that Provide opportunities for tertiary science supports park education and co-learning, aligned decision-making and with park information and policy development knowledge. SETO Report Ongoing through ongoing co- reflection, co-learning and communication. To monitor and Monitor and evaluate progress and evaluate the impact of impact against programme the implementation objectives and targets. PM, SETO Reports Annually programmes and adapt as required.
10.8.3 Socio-economic transformation programme
The purpose of this programme is to strive for equitable employment and business development by promoting fair access to a range of opportunities. This will be achieved through a significant, targeted and effective contribution to local economic development, economic empowerment and social development in communities and neighbouring areas adjacent to the park, by partnering with local government to form part of the IDPs, participating in government programmes such as the EPWP to contribute to local skills development by supporting learnerships, implementing needs-related training programmes and by creating business opportunities.
The national government promised SET and stated its commitment to eradicate poverty by creating opportunities where the poor become involved in productive activities. This applies especially to those residing in rural areas. The promotion of Broad Based Black Economic Empowerment in various sectors is part of the government vision for the upliftment of previously disadvantaged individuals. The focus will be on their integrating into viable sectors, which would potentially boost communities economically. Socio-economic empowerment is critical to meeting the government’s development goals and will help to establish shared vision partnerships in the communities. With the right opportunities and essential business skills training, the communities will be empowered to understand mutually beneficial practises and to safeguard the sectors they are involved in.
This programme is committed to ensure that a broad base of South Africans participate and get involved in biodiversity initiatives. All SANParks operations should also have a synergistic relationship with neighbouring or surrounding communities for the educational and socio- economic benefit of these communities, hence enabling the broader society to be connected to national parks. In line with the Annual Plan of Performance the park management commits to nation building, economic transformation and combatting the triple challenges of poverty, inequality and unemployment. The SANParks socio-economic transformation strategy is aligned to government programmes such as the National Development Plan, the Nine Point Plan for growing the economy, the DEA’s Biodiversity Economy strategy etc. which creates economic opportunities and beneficiation through various mechanisms. The aforementioned strategy outlines SANParks’ role in supporting the government mandate on radical SET which can be achieved by upholding corporate governance principles and working
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in unison with intergovernmental programs such the EPWP, while also contributing to local skills and enterprise development.
The management of protected areas increasingly requires a redefinition of its identity. It has moved out of the ‘island’ mentality of management, with consideration of landscapes and seascapes as a whole, and the need to focus as much on the political, economic, and cultural aspects as on the crucial biological values. Protected areas have resources that can be used to unlock opportunities with a substantial contribution to the SET of communities. Local communities have had long-standing traditions of conservation and restrained resource use, they thus have a wealth of traditional knowledge in conservation management and their involvement will provide the opportunity to restore and integrate this knowledge.
Several programmes are implemented throughout SANParks to contribute to the development of local communities, including waste management, social legacy, the EPWP, environmental protection, infrastructure development, the wildlife economy and green and blue economy. The green and blue economy programmes contribute to the development and growth of green sector industries in local
communities through provision of access to and use of wildlife and marine resources in national parks. The establishment of viable ecotourism enterprises for the economic benefit of the local communities is another key area of the programme. The sourcing of goods and services from the local communities is also promoted through the identification and ring fencing of opportunities for the benefit of local enterprises. By
T PLAN partnering with neighbouring district and local municipalities and neighbouring local communities, the park N has made strides towards enabling previously disadvantaged individuals and small micro-medium enterprises (SMMEs) providing better access to park-related opportunities.
Empowering young people is a national priority. Acquiring skills will enable young people to drive the
reconstruction and development of our country. SMMEs are critical drivers of job creation and, more MANAGEME
broadly, economic growth in South Africa. The government has prioritised SMME development as one of – the strategies for economic development and job creation. The SANParks Enterprise Development Strategy will take a long-term view and place its primary emphasis on facilitating youth access to the benefits presented by national parks.
The EPWP is a nationwide programme and covers all spheres of government and state-owned enterprises. It focuses on poverty alleviation and on labour intensive projects that create temporary jobs in the short term while simultaneously achieving biodiversity objectives. This programme provides an important avenue for labour absorption and income transfer to poor households in the short to medium- term. It specifically targets the creation of employment for poor, unemployed people who are either unskilled or poorly skilled. SANParks has implemented EPWP projects in the park since 2002. Four programmes namely Environmental Monitors, Working for Ecosystems, Working for Water and Working for Wetlands are currently active in the park. Since inception until 2019 / 2020, 1,441 temporary jobs were created, and R 78,230,000 has been spent on operations and the management of these programmes.
SANParks acknowledges and supports the government’s quest to correct the past imbalances of land rights. In trying to balance these two constitutional mandates, the Department of Rural Development and Land Reform (formerly the Department of Land Affairs) made a submission to Cabinet in 2008 to obtain approval for a joint government position regarding the settlement of restitution land claims in proclaimed protected areas, state forests under national government and World Heritage Sites. Subsequently a settlement has been reached with the land claimants as stated in section 2.9. PARK NATIONALGOLDEN GATE HIGHLANDS
The SANParks social legacy programme contributes to government’s mandate as well as to the sustainable development goals on social development, through collaboration with local municipalities, provincial and national government departments by contributing towards the provision of much needed facilities and services in communities bordering national parks. A dedicated fund has been established by SANParks to support the establishment of social investment projects in communities. The social legacy programme is used to develop and support sustainable programmes and projects that will have a long- lasting impact on local communities. At present (2019), the fund is used to provide facilities which support education.
This programme links with high-level objective 7 and objective 7.3 on page 42.
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SOCIO-ECONOMIC TRANSFORMATION PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To unlock socio-economic benefits in a just and equitable manner through the implementation of various programmes and unlocking opportunities. Sub-objective Actions Responsibility Indicators Timeframe Reference To strive to be a key Conduct baseline assessment Wildlife Utilisation Baseline contributor to the through the gathering of relevant Strategy and assessment local economy and data to determine feasible wildlife Year 2 Resource Use report, livelihoods. economy programmes when Policy, SED plan required. Strategy Conduct initial site visit to assess SETO, SS the readiness of the applicants Year 2, Report Wildlife Utilisation and provide support where ongoing Strategy and necessary. Resource Use Support the development of Policy, SED Feasibility feasibility studies and business Ongoing Strategy studies plans. To facilitate the Conduct initial site visit to assess Year 1 transformation of the the readiness of the applicants SETO, SSR, Site visits Bioprospecting and bioprospecting sector and provide support where SS Reports Strategy, SED ongoing through direct necessary. Strategy and involvement of Resource Use Support the development of Feasibility Year 1 communities and SETO, SSR, Policy feasibility studies. studies and traditional knowledge SS SED Strategy holders. reports ongoing To leverage strategic Facilitate and identify enterprise Year, 1 SETO, HSM, business partnerships and supplier opportunities in all report and SED Strategy SSR, SS and participate in departments and ring-fence. ongoing economic clusters Identify opportunities within the Identify, develop and planning park and establish / formalise and implement SETO, HSM, Year 1, processes. collaborative partnerships. Work plan work plans, and SSR, SS ongoing continuously review Co-ordinate the identification of Exempt Micro Enterprises (EMEs) and Qualifying Small Enterprises SETO, HSM, (QMEs) within communities Report Year 1 SSR, SS bordering the park and assist with their registration on all required databases. Procure from local and regional PM Report Ongoing suppliers Facilitate agreement / contracts between the park and community- Year 2, based enterprises for supply of SETO, HSM Agreements ongoing goods and services to the park, and review continuously. Determine total spend as per Supply SETO, Year 1, National Treasury requirements. Report Management SCM, PM ongoing Chain Policy
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SOCIO-ECONOMIC TRANSFORMATION PROGRAMME High-level objective: To contribute to the socio-economic transformation of local communities by identifying, supporting and developing a diversity of initiatives aligned with the SANParks Socio-Economic Transformation Strategy. Objective: To unlock socio-economic benefits in a just and equitable manner through the implementation of various programmes and unlocking opportunities. Sub-objective Actions Responsibility Indicators Timeframe Reference To develop and Development of selection criteria Document Year 1 implement social legacy Continuously monitor the assessment Year 1, programmes that will Report address the needs of of investment support. ongoing multi stakeholder Co-ordinate educational needs SETO Year 1, groups. analysis of schools neighbouring the Report ongoing park. Develop a list of the neediest schools. Database Year 1,
ongoing
Co-ordinate the launching of the Year 1, SETO, PM Reports facility. ongoing To facilitate and support Develop an implementation work Beneficiation
the settlement and plan. T PLAN Scheme, implementation of land N SETO Document Year 1 Post land claim claims in the park through settlement the beneficiation scheme agreement initiatives. To monitor and evaluate Monitor and evaluate progress and
the impact of the impact against programme objectives MANAGEME
implementation and targets. PM, SETO Reports Annually – programmes and adapt as required.
10.9 Effective park management
Effective park management programmes (including daily, weekly, monthly quarterly and annual actions, reports and reviews) are geared to ensuring that the values and objectives of the park are maintained. These programmes put in place the systems and processes that enable proactive management of the park’s objectives. This section outlines the management programmes, objectives and actions that assist in effective park management such as environmental management, financial management (e.g. procurement, reporting), budgeting, maintenance planning, and monitoring compliance.
10.9.1 Environmental management programme
The purpose of this programme is to mitigate potential negative environmental impacts caused by development and operational activities on the park, through effective risk management and assessment, legislative compliance and the implementation of environmental management tools.
Park management is required to practice sound environmental management in accordance with required PARK NATIONALGOLDEN GATE HIGHLANDS standards of environmental best practice and in compliance with legislation. Several management tools are used to develop and manage the park and form the basis of an environmental management framework.
In terms of section 24(2) of the NEMA, the Minister of the DFFE has identified activities that may not commence without authorisation from the competent authority as stipulated by the NEMA: EIA Regulations. Further to the provisions of NEMA, park management will assess risk and implement Environmental Management Plans (EMPs) and Environmental Management Programmes to guide all construction and operational activities that are not listed under NEMA as an activity requiring an EIA process. The precautionary approach will be applied as well as NEMA Section 28 (2) Duty of Care which imposes a general duty and obligation on every person to avoid pollution and environmental degradation. The precautionary principle states that if an action might cause harm to the environment, in the absence of a scientific consensus that harm would not ensue, the burden of proof falls on those who would advocate taking the action.
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Further to the provisions of NEMA, park management will develop standards of best practice to guide all operational activities that may have an impact on the environment. The park will therefore be guided by all legislative requirements in ensuring best practise towards environmental management and with minimum impact on the environment.
This programme links with high-level objective 8 and objective 8.1 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
ENVIRONMENTAL MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To strive for best practise and ensure compliance with environmental legislation through improved governance and environmental risk management. Sub-objectives Actions Responsibility Indicators Timeframe Reference To manage and Make environmental legislation Documents Ongoing reduce the impact of available to relevant staff. park activities in Ensure that EIAs and specialist Documents, accordance with studies are completed for listed As required reports legislation to prevent activities. pollution and Implement internal environmental environmental Documents, management programmes for non- As required degradation. SSR reports listed activities / developments. Monitor compliance and enforce requirements as set out in the Environmental Authorisation for Reports As required listed activities; and environmental management programmes for non- listed activities. To reduce the park’s Develop and implement a set of carbon footprint as a Standard Operating Procedures to Year 2, Documents measure of the manage all significant ongoing environmental and environmental impacts. climate change impact Review the Standard Operating Year 3, 6 SSR, HODs Documents of its operations and Procedures. and 9 activities. Develop and implement a reduction programme related to single use Year 2, Documents plastics in all commercial ongoing operations. Adopting sustainable procurement principles by purchasing eco- Year 2, HODs Documents friendly, biodegradable, energy ongoing efficient products. Investigate how to reduce energy usage through the use of green TS Document Ongoing technology. Create awareness amongst staff and overnight visitors regarding SED, HODs energy usage and energy saving measures. To ensure monitoring Monitor, evaluate and review the and evaluation of the programme, and inform relevant implementation of the risk responses and adaptive PM, SSR Documents Annual programme and its management. effectiveness.
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10.9.2 Risk management programme
The purpose of this programme is to update and maintain the park’s risk profile and to manage risks accordingly. SANParks regards the management of business risks as an integral part of management across all operations.
In line with corporate governance best practices and as per the Public Finance Management Act, (Act No. 01 of 1999) (PFMA) requirements, the Board of SANParks has formalised the risk management processes by adopting a Corporate Risk Management Framework (CRMF). As its foundation, the risk management framework follows an enterprise-wide risk assessment process, based on the thorough understanding of the environment in which the organisation operates and the strategic corporate objectives it intends to deliver upon.
The main aim of the CRMF is to instill a culture of corporate risk management awareness and risk ownership, which is practised as the responsibility of all. This will provide SANParks with a comprehensive understanding of all identified risks and their potential impact on the achievement of objectives, thereby creating a basis for the effective management of all risks to remain within the risk appetite of the organisation.
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Acknowledging that all activities within the organisation are exposed to various types of risks, the focus of N this framework is on the optimal balance between potential risks and the potential rewards that may emanate from both proactive and conscious risk-oriented actions. As such, SANParks maintains a corporate profile of the identified key strategic challenges the organisation faces. This profile is communicated to the Board and is reviewed on an on-going basis. The risk profile reflects among others
MANAGEME the risks identified, as well as how each risk is addressed and / or monitored. At park level, the general managers are responsible for risk management. As the link between the operational activities and its – environment on the one hand, and the corporate support and management structure on the other, the general managers are in many instances responsible for implementation of corporate initiatives, programmes, management plans and other projects that form part of the SANParks strategy to address or mitigate issues of risk. Similarly, the SANParks Strategic Plan and Annual Performance Plan must be incorporated to ensure that strategic initiatives are achieved. Examples are the implementation and roll-out of a safety and security plan, implementing and maintaining ecological monitoring systems to identify and assess the impact of environmental change, and complying with financial and cash-flow directives. The park may also, from time to time, experience extreme environmental / weather conditions (i.e. droughts, floods, wildfires) as part of the normal cycle. An appropriate response to each of these events will be addressed in the disaster management plan.
The heads of departments need to ensure that emerging issues of risk, that can jeopardise achievement of the park’s (and SANParks’ corporate) objectives, are timely identified and assessed in terms of possible severity. In consultation with the corporate support structure, such issues are either assessed to be within the management capacity of the staff and its existing resources, or the matter is elevated to a corporate level, where a specific risk management strategy is agreed upon, resources allocated where applicable, and a risk management or monitoring plan is implemented.
A whistleblowing protocol provides SANParks internal and external stakeholders with a mechanism to raise concerns, where they have reasonable grounds for believing that there is unethical behaviour, malpractice, PARK NATIONALGOLDEN GATE HIGHLANDS fraud and/or corruption within the organisation.
This programme links with high-level objective 8 and objective 8.2 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
RISK MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective Actions Responsibility POE Timeframe Reference To establish and maintain Review and revise the Risk HODs, PM Document Annually CRMF effective, efficient and Response Plan on an annual basis. transparent risk Implement the risk response management systems by initiatives, review and update this creating an enabling as required. HODs, PM Document As required CRMF environment for the management of risk.
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10.9.3 Financial management and administration programme
The purpose of this programme is to ensure sound financial management and administration. As a public entity, SANParks manages the public funds entrusted to the organisation in accordance with the PFMA, and it is listed as Schedule 3 Part A: 25 Other Public entity.
The finance division supports operations and projects of the park and ensures that these are managed in accordance with sound financial principles and effective internal controls. The finance division also ensures that the financial accounting and administration activities comply with the Public Finance Management Act (Act No 1 of 1999)(PFMA), Generally Recognised Accounting Practise, and Preferential Procurement Policy Framework, National Treasury Regulations and organisational policies and procedures. All tender processes and procurement opportunities to local communities are guided by the SANParks policy framework.
The Northern Region Finance Division reports directly to the General Manager Parks Finance who further reports to the Chief Financial Officer while providing support to the Northern Region Parks consisting of Mapungubwe National Park and World Heritage Site, Marakele National Park and Golden Gate Highlands National Park.
The financial management and administration support function entails the following activities:
Budgeting management; Financial accounting; Financial administration; Asset management and Supply Chain Management (SCM).
The financial division manages the consolidation of the annual budget for the park, which includes both the operational and the capital expenditure budgets. Furthermore, quarterly reporting on the actual budget performance against allocated budget for the period is provided. It is also responsible to guide and provide the necessary assistance with the budget process to all cost centre managers in the park. The SANParks annual budget guideline informs a zero- based approach, which implies that every category must be critically assessed and evaluated before the budget proposal is submitted.
Financial administration entails the day-to-day processing of financial transactions such as processing and payment of invoices, account reconciliations, processing of debtors’ invoices, etc.
The park has a moveable asset (non-living) base with a book value of R 17.1 million. It is therefore critical that all the assets of the park are correctly accounted for. It is also critical that the assets are managed effectively according to the asset management policy and procedure. All procurement for goods and services is done in accordance with the National Treasurry guidelines as per the PFMA and Preferential Procurement Policy Framework.
There are certain core functions and activities performed in the park that are dependent on external funding from different donors. This includes support through the EPWP and Environmental Protection and Infrastructure Programmes for natural resource management and infrastructure development programmes. The financial sustainability of these core functions and activities, therefore, need to be critically reviewed on an ongoing basis, since funding through these programmes and donations are mostly short to medium-term. This might pose a major financial risk to the park, should alternative funding sources not be secured. This requires that innovative mechanisms for financial sustainability be investigated to ensure that the core functions are maintained, including the increasing burden as a result of the much-required safety
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and security operations, the ability to respond to regional drivers and threats through the regional land use programme, and the commitment towards delivering tangible SET opportunities to communities.
The following challenges have been identified:
The annual operational budget allocated is not sufficient to cover all operational costs; Whilst the budget methodology is based on zero based budgeting, there is a limitation of available financial resources to fund additional activities, which often requires that operations are prioritised in order to carry out new initiatives; The increase in the poaching activities (which may be related to cross-border socio-economic and political instability) impact on the operational costs to the park; and The cost for the in-sourced fleet for the park.
This programme links with high-level objective 8 and objective 8.3 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
FINANCIAL MANAGEMENT AND ADMINISTRATION PROGRAMME
High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, T PLAN
enabling the park to achieve its objectives. N Objective: To ensure sound financial management and administration through proficient budget management, effective internal controls and compliance to corporate governance prescripts. Sub-objective Actions Responsibility POE Timeframe Reference To attain effective Ensure less than 1% variance on cost Statements with Annually MANAGEME financial management. of operations. <1% variance
– Ensure sound financial management Budget targets Quarterly / PM, HODs, of special projects – BSP. BSP, Regional achieved annually Participate in the independent audit of Finance Audit report As required financial records. Manager Address audit findings. Audit findings As required report To grow revenue Identify possible external funding to Funding (Including alternative supplement current income streams. PM, HODs Annually proposals sources of revenue). To improve the Prepare accurate and realistic annual management of financial budgets in consultation with the resources. management team that are in line with Annual budgets Annually the sound management plan Regional objectives. Finance Manager, PM, Provide timely quarterly financial HODs Reports Quarterly reports. Review the insurance schedule and Documents Annually submit to corporate. Submit insurance claims as and when Regional
required. Finance PARK NATIONALGOLDEN GATE HIGHLANDS Claims As required Manager, PM, HODs To ensure proper asset Verify and manage asset registers. Asset register Bi-annually Regional and SCM. Assist with the procurement of goods Finance Documentation As required and services. Manager, PM, Provide input when contracts are HODs, SCM Documentation As required sourced. Ensure sound management of vehicle Logbooks, HODs, Regional fleet (i.e. logbooks, services, licencing, service records, Finance Monthly fuel management). fuel card Manager statements
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10.9.4 Human capital management programme
The purpose of this programme is to ensure that the park has an adequate human capital function to render effective conservation, visitor and supporting services, whilst also ensuring that it provides human capital development support to surrounding communities as per the SANParks policy framework.
SANParks has developed corporate human capital policies, guidelines and procedures to guide park management and its workforce in an effectively organised structure while delivering the outputs of the management plan. The park views itself as an equal opportunity employer. This is achieved through non-discriminatory practices in the work environment, availability of equal opportunities for employees and prospective employees, respect for diversity and gender differences the commitment to uphold and implement the Employment Equity Act (No. 55 of 1998).
By adhering to corporate policies, guidelines and procedures the park ensures that competent staff are appointed, and that current staff are managed in an effective manner to keep them positive, proactive and committed to their tasks and responsibilities. This also ensures that human capital management complies with the relevant national legislation. Park human resource capacity is not only defined by the development of current staff but requires the holistic management of the appropriate human capital. This includes the creation of a learning environment, developing leadership skills, sharing of knowledge and experiences, and making staff wellness programmes available to employees and their families. This assists staff in dealing with the negative effects of lifestyle diseases and other lifestyle challenges (i.e. financial planning). The Human Capital and Administration Officer must report on new appointments, resignations, attendance registers, overtime claims, leave etc. This informs a salary instruction which is prepared for processing of monthly salaries. Park management reviews training needs on an annual basis and submits the training need analysis and requirements for approval to Head Office. Compilation of training needs starts off with the Individual Development Plans for each staff member, followed by training, skills development and performance appraisals. Park management encourages all staff to improve their levels of skills and qualifications in their relevant field of expertise through study bursaries and training on an on-going basis.
The park currently (2020) has 203 permanent employees and 4 employees that are on fixed-term contracts. In addition, there are also 3 internships.
This programme links with high-level objective 8 and objective 8.4 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
HUMAN CAPITAL MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To ensure sufficient and effective staff capacity to achieve management objectives by adhering to legislation, corporate human resource policies and guidelines. Sub-objectives Actions Responsibility POE Timeframe Reference To ensure the park Preparation and processing of Salary attracts and retains monthly salaries and employee instructions Monthly the most suitable benefits and leave management.
human capital. HCM Ensure implementation of the prescribed disciplinary code and Documentation As required procedures.
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HUMAN CAPITAL MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To ensure sufficient and effective staff capacity to achieve management objectives by adhering to legislation, corporate human resource policies and guidelines. Sub-objectives Actions Responsibility POE Timeframe Reference To ensure the park Preparation and processing of Salary attracts and retains monthly salaries and employee instructions Monthly the most suitable benefits and leave management. human capital. Ensure implementation of the Documentati prescribed disciplinary code and As required on procedures. Conduct regular employment equity Minutes of
and skills development forum Quarterly meeting meetings. HCM Fill vacancies with suitably skilled and experienced candidates within Statistics As required T PLAN
agreed timelines as per employment N equity targets. Ensure all post are evaluated and Job As required graded. Descriptions Develop human capital in the fields of
tourism, conservation and MANAGEME Contracts Annually
administration through the internship – programme. To implement plans Identify training needs and conduct Annually and skills development training interventions within budget Document, strategies to meet the allocation. strategic goals of the Implement Adult Basic Education and Training organisation. Training Programme for internal As required register employees. Assist employees with applications for study bursaries, staff accommodation bookings, changes in Documents As required medical status, banking changes and HCM, PM, HODs assist with queries to medical aid regarding unpaid medical accounts. Conduct workshops and Imbizos. SANParks Minutes As required Policies Participate in the internal and independent audit of human capital Report As required documentation. Address audit findings. Reports As required
To implement Participate in wellness awareness PARK NATIONALGOLDEN GATE HIGHLANDS Documents Annually workplace wellness workshops. programmes. Provide facilities within the park to enable employees’ access to the Facility As required Wellness wellness programme. Policy Refer employees that require Number of assistance through the employee As required referrals wellness programme. HCM, HODs Participate in occupational health and safety (OHS) awareness and health Registers Ongoing OHS Act related workshops. Commemorate events related to wellness (e.g. AIDS day, world blood Wellness Registers Annually donor day, days of activism on non- policy violence against women).
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HUMAN CAPITAL MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To ensure sufficient and effective staff capacity to achieve management objectives by adhering to legislation, corporate human capital management policies and guidelines. Sub-objectives Actions Responsibility POE Timeframe Reference To implement Administer injury on duty cases. Report As required OHS Act workplace wellness Administer staff housing. Document As required Housing policy programmes. HCM, HODs Provide access to clinics, school, Reports, Wellness and emergency medical services. registers, As required policy documents To manage labour Handling of grievances, disputes, Disciplinary relations matters and disciplinary matters and and provide sound Commission for Conciliation, Grievance HCM Reports As required employee relations. Mediation and Arbitration cases. Policies and Procedures; and LRA To create and Implement and manage Organisational Minutes of maintain a sound Management and Shop Stewards Monthly Rights meetings working environment committees. Agreements through fair and equal Participate in labour relations treatment of all related training interventions. HCM, PM, HODs employees and stakeholders to deliver Registers Annually SANParks strategic objectives. To ensure monitoring Monitor, evaluate and review the and evaluation of programme, and inform relevant programme risk responses and adaptive PM, HCM Documents Annually implementation and management. effectiveness.
10.9.5 Information and records management programme
The purpose of this programme is to preserve the institutional memory of SANParks, by establishing a database of park information. Information and records management is applied to promote accountability, transparency and good corporate governance.
Management of parks requires that appropriate information is collected, preserved and made accessible to a range of internal and external stakeholders for the smooth running of operations at SANParks. The programme also aims to manage knowledge generated so that it benefits the organisation.
Information is not only essential to formulate effective long-term management objectives, plans, programmes and systems, but also to educate and inform residents, associations, user groups, local authorities, provincial and national decision- and policymakers, international organisations and aid / donor agencies. SANParks however, shall always hold the intellectual property right of all such information that is generated by any of its employees in their official capacities.
This programme links with high-level objective 8 and objective 8.5 on page 42. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
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INFORMATION AND RECORDS MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To achieve best practice in the field of information and records management by complying to the Records Management Legislative framework and policies and thereby ensuring care of all vital records in SANParks. Sub-objectives Actions Responsibility PoE Timeframe Reference To develop and Review the existing records National implement a records management and file plan of the Archives and File plan Year 2 management and file plan park and implement a single file Records for the park in plan. Services Act accordance with Implement the records management Records and Year 3, Corporate file SANParks policies and and file plan. documents procedures. ongoing plan and policy HODs, PM filed Ensure appropriate access to park Corporate file
files and records in accordance to Access plan, Records Ongoing corporate records management procedures Management policy and guidelines. Policy Provide access to interpretation Statistics Ongoing T PLAN
centre. N
10.9.6 Infrastructure programme
The purpose of this programme is to direct the upgrading and maintenance (day-to-day and scheduled) of
MANAGEME infrastructure. This is primarily to ensure that the park’s infrastructure (buildings, roads, fences, etc.) and services infrastructure (provision of water, electricity and waste management) are well maintained and – continually improved in order to provide safe, reliable, increasingly environmentally friendly and affordable products to its clients and visitors. The technical department’s key responsibility is the delivery and implementation of departmental programmes and the realisation of set goals regarding the above.
Infrastructure in the park entails facilities in support of conservation (such as management roads and tracks, office facilities, staff housing, fences, bulk services, workshops and stores) and tourism (i.e. tourist roads and tracks, viewing points, bird hides, picnic sites, and tourist accommodation). These facilities enable staff to execute their respective duties towards achieving the park’s objectives and providing a tourism product at the highest possible standard.
Management policies and procedures ensure that infrastructure is maintained, renovated, upgraded and replaced at the required intervals and according to specific design norms and standards, including national construction regulations, “green building” and “touch the earth lightly” principles, as well as measures to save water and electricity and to minimise waste. The 10-year maintenance plan addresses issues related to securing funding for upgrading, renovation / maintenance and replacement. Technical services continue to periodically review and assess performance to align activities and allocate resources. The total estimated replacement value of the park’s infrastructure is R 342,180,728. There is a major shortfall in addressing the maintenance backlog, annual maintenance, upgrading and new capital development. The required infrastructure maintenance budget for 2020 / 2021 is R 5,049,590 however, only R 3,140,081 has been allocated. PARK NATIONALGOLDEN GATE HIGHLANDS
Detailed lower level plans outlining the rationale and technical detail to this programme. This programme links with high-level objective 8 and objective 8.6 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
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INFRASTRUCTURE PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To plan and design all new, upgrading and replacement projects and programmes by implementing all relevant legislation and approved design standards and principles. Sub-objectives Actions Responsibility POE Timeframe Reference To plan and design all Identify project needs, design IDP programme, projects to comply with specifications and the scope of Documents Ongoing CAPEX and legislation, standards compliance projects. OPEX and client Ensure all building projects are Technical requirements. designed according to the services National Building Regulations and Documents Annually approval Building Standards Act (Act No. procedure 103 of 1977). Ensure all building infrastructure is built with measures to prevent bat Documents As required and mice infestation. To ensure sound Appoint suitable staff, contractors TS contract and project and consultants who will Supply chain management to implement projects in accordance Documents As required and recruitment enhance good with approved Contracts policy governance Management SOP. To continue with the Apply specifications that comply Sustainable application of the with the Green Building Principles Design Guiding Guidelines Annually sustainable Green on all designs and planning of Principles Building Principles for infrastructure works. document all design works. Investigate the applicable rainwater harvesting methods and Report Year 3 implement. Objective: To maintain and develop roads, boundary fences and dam infrastructure by implementing specific programmes. To ensure the Reprioritise the Road Roads implementation of the Maintenance Plan at the TS Documents Annually Maintenance ten-year roads and beginning of every financial year Plan storm water drainage according to the budget allocation. structures maintenance Identify and list all dams that are Dam Safety plan. to be decommissioned and / or Regulation require rehabilitation and apply for TS Reports Annually Notice No: R licence to decommission dams. 139 of 24 February 2012 Implement rehabilitation and Dam routine maintenance. Reports Ongoing Maintenance Monthly Plan Identify the dams that require TS Dam Safety safety inspections or evaluation as Regulation Reports Annually per regulation. Notice No: R 139 Identify sections of the fence to be upgraded or removed. PM Reports Annually
Upgrade, remove and maintain PM, BSP Documents Ongoing the fences.
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INFRASTRUCTURE PROGRAMME High-level objective: To strive for effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To plan and design all new, upgrading and replacement projects and programmes by implementing all relevant legislation and approved design standards and principles. Sub-objectives Actions Responsibility POE Timeframe Reference To ensure the Review and implement broader implementation of boundary infrastructure development as and internal fence required for operational and PM Documents As per plan maintenance plan, removal recreational activities. and or upgrading. Objective: To maintain and develop all electro-mechanical works and transportation management by implementing specific programmes. To ensure that electrical Compile an inventory of all and mechanical equipment mechanical and electrical equipment Inventory Year 1 and two-way radio in the park, determine replacement communication equipment programme. are serviced and Develop and implement annual T PLAN maintained to acceptable maintenance schedule and service Schedule Annually N standards. intervals for all equipment. TS Continuously improve skills, and Register Annually knowledge of maintenance teams. Ensure that legal inspections /
MANAGEME
scheduled services are conducted Report As required accordingly. – To introduce and implement Assess and implement solar power renewable energy at strategic areas. TS Assessment Quarterly programmes. To manage fossil fuel Implement electrical energy saving Reports Quarterly usage. programmes. Reduce usage of diesel generators TS by developing solar power Reports Quarterly infrastructure. To ensure that all vehicles Service all vehicles according to in the park vehicle fleet service / maintenance plan at Records Quarterly comply with applicable prescribed intervals. legislation and comply with Compile necessary documentation TS prescribed service intervals to keep record of i.e. km utilisation, Approved and are replaced inspection records and annual Reports Annually Replacement accordingly. vehicle replacement schedule Cycle budget. To ensure that all vehicle Ensure all accidents / incidents are Fleet accidents and incidents are reported, evaluated and repaired as TS Reports Monthly Management investigated and damage per prescribed documentation.
Procedure PARK NATIONALGOLDEN GATE HIGHLANDS repaired. To ensure that all water Document the scope of maintenance purification plant needs in accordance with relevant infrastructure in the park is specifications to guide contractors. TS Documents Annually maintained to a desired state. To reduce water use in the Implement baseline for each water Monthly, TS Reports park with 2% per annum. usage group. annually Monitor surface and underground Monthly, National Water SSR Reports water abstractions. annually Act To ensure that all potable Implement water sampling and TS Results Annually SANS 241 water complies to SANS analysing programme. 241 and other legal Provide emergency water where / TS Report As required requirements. when required.
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INFRASTRUCTURE PROGRAMME High-level objective: To strive for effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To maintain and develop civil services and building works by implementing specific programmes. Sub-objectives Actions Responsibility POE Timeframe Reference To ensure that all solid Compile an inventory of all waste site infrastructures in the park and Inventory Year 1 infrastructure in the determine the extent of park is maintained and maintenance required. TS upgrade to a desired Implement the annual work Documents Annually state. plan. To ensure that all Compile an inventory of all sewerage plant sewerage infrastructures in the Inventory Year 1 infrastructure in the park and determine the extent TS park is maintained and of maintenance required. upgraded to a desired Implement the annual work Reports Annually state. plan. To ensure monitoring Monitor, evaluate and review and evaluation of the programme, and inform programme relevant risk responses and PM, TS Report Annually implementation and adaptive management. effectiveness.
10.9.7 Safety and security programme
The purpose of this programme is to provide a safe and secure environment for visitors and SANParks employees and to ensure area integrity and environmental asset protection.
This programme is aligned to the overarching SANParks Safety and Security Strategy. It outlines the safety and security principles applicable to SANParks’ environmental assets, staff, contractors, visitors, infrastructure and facilities including entrance gates and the area within the park.
Crime generally constitutes significant risk, and as such poses a major threat to an organisation such as SANParks to deliver on its mandate. This includes the successful protection of all assets (natural, cultural and physical) under its custodianship as well as the products and services delivered to its customers. Any perception that it is unsafe to visit the park will affect the mandate of SANParks.
To ensure a safe environment and experience for visitors, SANParks must execute the safety and security programme with due consideration of the perceived intrusive nature of mitigating interventions to address the risks associated with a safety and security programme. In this regard, the SANDF may be observed in the park whilst performing regular border patrols occasionally as part of their normal operating procedures to ensure international area integrity.
SANParks implements and enforces the requirements contained in legislation and organisational policies. The primary legislation and organisational policies include:
National Environmental Management: Biodiversity Act; NEM: PAA and its Regulations; Safety and Security Strategy and Procedures; Criminal Procedures Act (Act No. 51 of 1977); Control of Access to Public Premises and Vehicles Act (Act No. 53 of 1985); and
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Firearms Control Act (Act No. 60 of 2000).
The Safety and Security Plan comprehensively addresses both the strategic and operational aspects of visitor and staff safety, as well as environmental / and cultural heritage asset protection and area integrity. An analysis of issues affecting safety and security in the park has been developed and the resulting strengths, weaknesses, opportunities and threats have been converted into achievable objectives and actions. Proactive consideration is given to issues such as working hours, law and order, high-risk areas, personnel, infrastructure, resources, equipment, staff training, reporting, data capturing, record keeping, monitoring, information and intelligence.
Park management has a good working relationship with the SAPS, SANDF and other government agencies. In co-operation with SANParks, joint operations relating to safety and security interventions in the park are planned and implemented.
In addition to this several reactive measures have been developed, including immediate action drills,
emergency procedures and evacuation plans. Information regarding these emergency procedures is available in the various tourism accommodation facilities. All staff must be familiar with the above procedures and will receive regular training in this regard.
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The overall poaching risk is high. Poaching activity involving the use of dogs and snares, which target N indiscriminately, and poses a risk to wildlife. Proactive patrolling and operational plans are implemented to protect the biodiversity assets. Certain plant species sought after for their medicinal qualities could also be at risk. Unregulated wood collection can further contribute towards ecosystem degradation.
The threat and associated risks relating to cross-border international criminal syndicates making use of the MANAGEME
park for illegal crossing and as a smuggling route for livestock trafficking, vehicle and drug smuggling, is an – ever-present reality. To this end SANParks co-operates with the SAPS and SANDF to support the various projects, operations and interventions conducted to curb these activities.
A detailed lower level plan supports this programme. This programme links with high-level objective 8 and objective 8.7 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
SAFETY AND SECURITY PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To provide a safe and secure environment for both visitors and employees as well as to ensure the protection and integrity of natural, cultural and physical assets and resources, by implementing a Park Safety and Security Plan. Sub-objectives Actions Responsibility POE Timeframe Reference To provide environmental Implement the SANParks Safety and Safety and asset protection for Security Strategy. SSR Report Annually Security natural and cultural Strategy resources and Conduct regular proactive and reactive infrastructure, whilst interventions i.e. patrols and SSR Document Ongoing PARK NATIONALGOLDEN GATE HIGHLANDS improving capacity. surveillance operations to ensure that area integrity is maintained.
Ensure that all SANParks personnel involved with law enforcement Training operations receive the appropriate SSR records, Ongoing advanced / specialised training in reports operational tactics, investigations & crime scene management. Align the safety and security plan with Relevant existing park species level SSR Documentation Quarterly Strategies & implementation strategies and plans Plans Provide law enforcement officers with SSR, legal Reports Ongoing an all-inclusive legal support service. services Ensure appointment and appropriate designation of Environmental EMI status SSR Documentation As required Management Inspectors status for law reports enforcement officers.
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SAFETY AND SECURITY PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To provide a safe and secure environment for both visitors and employees as well as to ensure the protection and integrity of natural, cultural and physical assets and resources, by implementing a Park Safety and Security Plan. Sub-objectives Actions Responsibility POE Timeframe Reference To provide Ensure boundary and facility Infrastructure environmental asset fence-line integrity and SSR, TS Documentation As required LLP protection for natural maintenance. and cultural resources Report environmental concerns SSR Reports Monthly and infrastructure, in the adjacent areas. whilst improving Ensure boundary and facility capacity. Infrastructure fence-line integrity and SSR, TS Documentation As required LLP maintenance. Report environmental concerns SSR Reports Monthly in the adjacent areas. To provide a safe and Implement an effective permit secure environment system and control over private SSR Documentation Ongoing with due regard for the visitors to regulate after hours safety and security of movements. people. Ensure regular visible patrolling. SSR Reports Ongoing To develop a proactive Improve overall park safety and relationship with safety security through regular SSR Documentation Ongoing and security authorities interactions with relevant and alliance partners to stakeholders assure quick and deliberate safety and Engage in joint operations to Joint security response curb criminal activities such as SSR Reports Ongoing Operations actions. livestock trafficking Plan
10.9.8 Safety, health, environment and quality programme
The purpose of the current OHS programme is to prevent, minimise and manage occupational accidents and occupational illnesses and diseases.
This programme is required by the Occupational Health and Safety Act (Act No. 85 of 1993), to ensure that workplace hazards are always managed and controlled to guarantee a safe working environment, including contractor activities on site. The OHS programme is guided by the SANParks Safety, Health, Environment and Quality (SHEQ) policy and framework and includes the elements required by the occupational health and safety legislation as a minimum but is also based on the ISO 45001 Occupational Health and Safety management system standard.
SANParks’ commitment to the health, safety and the well-being of all its employees and the environment is an integral element of SANParks’ business model. SANParks aims to continually improve its performance with the efficient use of natural resources with no harm to people and the environment, and in this regard, safety, health and environment risks are identified, assessed and managed to mitigate the impact on employees, visitors and the environment with suitable control measures. SANParks has adopted the internationally recognised and best practice ISO 45001 standard. Under this standard, the park is expected to align with and implement best practice processes and norms. The environment and quality components of the SHEQ programme will be developed over the next 5 to 8 years.
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The ISO 45001 standard consists of six elements:
Identification of hazards and risks; Identification of legal and other requirements; Determination and development of objectives and programmes; Operational control; Emergency preparedness and response; and Internal audit.
The ISO 45001 will be phased in with the first phase (2019/20 – 2023/24) focussing on the first three bullets listed above. Phase two (2024/25 – 2028/29), will focus on the last three bullets listed above.
This programme links with high-level objective 8 and objective 8.8 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
SAFETY, HEALTH, ENVIRONMENT AND QUALITY PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives.
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Objective: To continuously reduce the disabling injury frequency rate through the implementation of an efficient and effective Occupational N Health and Safety management programme. Sub-objective Actions Responsibility POE Timeframe Reference To implement the ISO Identify hazards and risks. Year 2, Register 45001 standard. ongoing
MANAGEME Identify legal and other Year 2, Register – requirements. ongoing Establish, implement and maintain Year 2, programmes to mitigate identified Documents ongoing hazards and risks. Develop and implement standard TS, OHS reps Year 4, operating procedures to manage Documents ongoing identified hazards and risks. Develop and implement emergency Year 5, Documents preparedness and response plans. ongoing Conduct regular self-audits. annually Support internal audits. Reports As required Support external audits. As required
10.9.9 Communication programme
The purpose of this programme is to build and maintain good relationships and a positive park image. It aims to provide key stakeholders, descendent communities, the general public and staff with relevant and accurate information pertaining to the park’s operations through media relations and event initiatives. This will be achieved through: PARK NATIONALGOLDEN GATE HIGHLANDS External communications Media relations will ensure that the park is adequately and well presented in the media (both electronic and print) in order to create and maintain a positive image for the organisation. This will be achieved by managing media coverage of contentious issues, educating the public about the park, its cultural heritage values and emerging conservation issues as well as ensuring that conservation debates receive prominent media coverage.
Internal communications Internal communication is important to facilitate an effective two-way communication process within an organisation. Employees, as the internal stakeholders of the park, have a right to information and therefore the internal communications section exist to ensure that staff members, management and businesses operating within the park, are always well informed about the business activities, processes and new developments in the park.
The programme is intended to ensure transparency and ongoing stakeholder relationship building. A future focus will be to build more capacity to engage in a more meaningful basis with social media.
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The communication programme closely links with the stakeholder structures programme and is implemented in close collaboration with all departments and their associated programmes. This programme links with high-level objective 8 and objective 8.9 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
COMMUNICATION PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To build, maintain and constantly improve relations between the park and all its relevant stakeholders, both internally and externally through various mediums. Sub-objective Actions Responsibility POE Timeframe Reference To strengthen Develop a communication plan Stakeholder collaborative multi- based on the Stakeholder Document Year 1 engagement LLP stakeholder Engagement Plan. partnership. Disseminate a range of media products based on the Media respective internal and external Annually Regional products stakeholder groups and Communicatio programmes. ns Manager Communications Identify interested and affected (RCM), all Plan, stakeholders and develop a joint departments Stakeholder communication strategy and Document Year 1 engagement LLP programmes on themes of joint interest. Implement the Communication Media Annually Strategy. products To inform the public Issue relevant media releases Media through mass media and alerts and ensure timeous statements about major response to media queries. and alerts developments or issued incidents that take Write feature articles / opinion Articles SANParks place in the park. pieces on topical issues. published Strategic Plan As Build and maintain relations with RCM, PM Updated and APP required media houses across various media Communications platforms. database and Marketing Annual Plan Engage on social media Online Filming and platforms. interactions Photography Administer and maintain Number of Protocol photography and filming permits. permits issued Ensure up-to-date online content Number of As on the SANParks platforms. RCM updates required posted To facilitate a speedy Develop an annual Communications RCM, HCM Document Annually flow of information Communication Plan. Plan between park Timeously issue internal bulletins Number of management and and information broadcast. internal staff using bulletins bulletins and As SANParks and internal information required Strategic Plan newsletters, as well broadcasts and APP as to respond to RCM issued Communications general customer and Marketing queries. Ensure all staff members have access to information through Newsletters Annual Plan Annually communication forums and published newsletters.
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COMMUNICATION PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To build, maintain and constantly improve relations between the park and all its relevant stakeholders, both internally and externally through various mediums. Sub-objective Actions Responsibility POE Timeframe Reference To facilitate a speedy Encourage line management flow of information to share and clarify fresh Reports between park information. management and staff Respond timely and using bulletins and accurately to queries both internal newsletters, as internally and externally. well as to respond to Reports general customer
queries. To improve the park’s Promote environmental SANParks image amongst its calendar days, corporate and Strategic Plan Number of
stakeholders through brand awareness events. and APP T PLAN RCM events Annually the provision of well Communications N executed planned, managed and and Marketing coordinated events. Annual Plan To monitor and Monitor and evaluate the evaluate the impact of impact of the Communication Communications Report Annually
the programme and Plan and the support to Plan MANAGEME
adapt as required. various programmes – Adapt / review the Communication Plan based RCM on the respective internal and Stakeholder Document external programmes and Year 4, 7, 10 engagement review stakeholder groups, as LLP informed by monitoring and evaluation processes.
10.9.10 Disaster management programme
The purpose of this programme is to identify potential disaster risks, and to develop a disaster management plan that provides risk mitigation plans, risk response plans and risk recovery plans.
The programme provides for an integrated and co-ordinated disaster management approach that focuses on preventing and reducing the risk of disasters, mitigating the severity of disasters, and focuses on emergency preparedness, rapid and effective response to disasters and post-disaster recovery as required by the Disaster Management Act (Act No. 57 of 2002). The programme will also address the training of staff and provide emergency procedures to manage disaster events i.e. droughts, flooding, infrastructure fires.
This programme links with high-level objective 8 and objective 8.10 on page 43. To achieve the purpose of PARK NATIONALGOLDEN GATE HIGHLANDS this programme, the actions listed in the table below will be implemented.
DISASTER MANAGEMENT PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To ensure that all disaster situations that may occur in the park is addressed and managed through pre-determined contingency plans and pre-planned actions. Sub-objective Actions Responsibility POE Timeframe Reference To ensure appropriate Develop a Disaster Management Plan. PM Documents Year 1 preparedness. Hold annual disaster meetings and Monthly, Minutes of drills. PM, HODs quarterly, meetings annually Plan and liaise with provincial Minutes of PM, HODs As required structures. meetings
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10.9.11 Climate change programme
The purpose of the programme is to document extreme weather events and changes in average climatic conditions and to understand and recognise climate change impacts in the park and their consequences on biodiversity and park operations.
Climate change refers to a significant and long-lasting shift in normal weather conditions that affects average conditions, as well as the occurrence of extremes. Current climate change is thought to be brought about by increased earth surface temperatures, often referred to as global warming, that accelerates as a result of human-induced or anthropogenic activities which release greenhouse gases. Climate change can be mitigated by either reducing the use of, and / or reliance on, fossil fuel and energy-intensive processes and through the restoration of natural processes that lead to carbon storage in terrestrial and aquatic systems. Climate change adaptation refers to anticipating the negative effects of climate change and taking appropriate actions to prevent or minimise the damage it can cause, or taking advantage of opportunities that may arise to reduce vulnerability.
While the grassland biome as a whole is expected to suffer the greatest contraction due to climate change, largely giving way to savanna, predicted worst case rainfall changes for the park are not that extreme and due to the high altitude, this area of the biome is predicted to be most stable under climate change. As such, the park is fortuitously placed and will be increasingly important in the context of grassland conservation (van Wilgen & Herbst, 2017). However, higher levels of CO2, experienced globally, favour the growth of woody plants (shrubs and trees), and give them a competitive advantage over grassy plants. The impact of this carbon ‘fertilisation’ was not included in the assessment of biome stability for the park but could be significant if many of the indigenous C4 grass species are outcompeted (van Wilgen & Herbst, 2017). There is already some evidence of bush encroachment in parts of the park.
Since species’ ranges are typically determined by climatic conditions, shifts in species’ ranges and community composition are occurring. Rates of such shifts will increase exponentially over the coming years and decades. This will lead to the arrival of species from lower-lying areas for which the park was previously too cold and / or wet; these species may have mixed impacts: positive (e.g. charismatic birds), negative (e.g. invasive species) or negligible impacts. For the species already occurring in the park, however, changing climatic conditions may make the park increasingly unsuitable. Since these species are already at the highest elevations in the country, there is little opportunity for altitudinal expansion. In time, this is likely to create a ‘living graveyard’ of species that will soon have nowhere suitable left to live. As such, the park has an essential role to play in conserving species and showcasing the impacts of climate change. Data indicating which species could gain or lose range within the park are becoming available through the University of Stellenbosch’s Spatial Planning for Resilience under Climate Change project.
Future park expansion and consolidation will be an important component of how we respond to climate change. Continued maintenance of alien clearing and wetland restoration programmes also constitute a core component of the park’s Ecosystem Based Adaptation (EbA) to reduce the impact of prolonged drought, increased temperatures and frequent fires. Priority areas for implementing EbA should be identified near and within the park’s buffer zone.
The implications of the changing climate need to be considered in light of infrastructure resilience, tourism, the ability of staff to conduct work, staff and visitor safety, biodiversity and stakeholder relationships. Appropriate disaster risk reduction plans need to be in place in the event of extreme events. Conducting detailed preparedness and response planning, as well as drills and exercises for worst-case or extreme scenarios, are essential. Vulnerability assessment should include vulnerabilities that result from impacts on biodiversity, tourism and safety, as well as those that stem from changes in the movement and local practices (e.g. farming practices) of
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people in response to climate change. Local livelihoods may also be at risk, for example grazing could be threatened by bush encroachment or drought, which may exacerbate the impact of overgrazing. Information will be sourced from the park and elsewhere to determine the carbon footprint of the park. Recommendations to reduce the carbon footprint of the park over time will be made, based on the outcomes of the assessment. The park affords an interesting opportunity in terms of research into climate change responses of natural systems, due to its close location to the highest altitudes in the country.
This programme links with high-level objective 8 and objective 8.11 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
CLIMATE CHANGE PROGRAMME High-level objective: To ensure efficient management and administrative support services through good corporate governance.
Objective: To adapt and mitigate negative impacts of climate change through monitoring and research, and implementing the SANParks
climate change preparedness strategy. Sub-objective Actions Responsibility PoE Timeframe Reference To monitor and assess Collect climate data, error SANParks
Ongoing T PLAN the status of changing check and archive with meta- Database update biodiversity climate in the park. data. monitoring N system, Assess trends in SS, SSR SANParks temperature, rainfall and Documents, Global extreme events. Ongoing reports Environmental
Change MANAGEME
Assessment – To monitor and Document impacts of climate South African understand how change and/or extreme National Climate climate change weather events on Change impacts on the park. biodiversity, partner Reports, Response White As stakeholders, opportunities, SSR, TS, SS research Paper (2011), required park infrastructure and publications SANParks cultural heritage. Climate change Preparedness Strategy To identify climate Review and update park- SANParks change vulnerabilities. level vulnerability Year 3 Climate change PM, SS assessment. Preparedness Strategy To develop and Develop (as appropriate South African implement an based on vulnerability National Climate Adaptation Response assessment), implement and Change Plan. review park adaptation Response White PM, SS, TS, Year 3, response plan. Paper (2011), SETO, HSM ongoing SANParks Climate change Preparedness
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS Strategy To implement Determine park carbon SANParks Estimate of measures to reduce footprint. Climate change SS, PM, HSM annual carbon Year 1 carbon footprint over Preparedness output time Strategy Develop and implement Carbon footprint Mitigation Plan/measures to reduction reduce carbon footprint Green Building South African Principles; and National Climate updated Green Change power and Response White SS, PM, TS, energy plans, Year 3, Paper (2011), SETO, HSM Reduced carbon ongoing Climate change footprint; bill, SANParks Reduced water Climate change and electricity Preparedness use; Increased Strategy recycling of waste
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CLIMATE CHANGE PROGRAMME High-level objective: To strive for effective management and administrative support services through good corporate governance enabling the park to achieve its objectives. Objective: To adapt and mitigate negative impacts of climate change through monitoring and research, and implementing the SANParks climate change preparedness strategy. Sub-objective Actions Responsibility PoE Timeframe Reference To monitor and Monitor and evaluate evaluate the impact of progress and impact against the implementation programme objectives and SS, PM Documentation Annually programmes and targets. adapt as required.
10.9.12 Outcomes programme
The purpose of this programme is to evaluate outcomes of management interventions related to protected area management.
Protected areas are under increasing threat from a range of external and internal pressures. Monitoring is an essential component of measuring the outcomes of management interventions. Various tools and processes have been adopted to track progress.
The Management Effectiveness and Tracking Tool (METT) provides an overarching framework for assessing the management effectiveness of protected areas worldwide. The assessment provides guidance for protected area managers and tracks progress towards the effective management of protected areas. Assessment is conducted biennially to measure strategic achievements. An agreement was reached with the DEA regarding the assessment intervals. Parks that score below 67 % will perform annual assessments while those that score above 67 % will perform biennial assessments.
The State of Biodiversity (SoB) assessment is aimed at assessing the effectiveness of SANParks’ management of its biodiversity. It will form a component of the organisation’s assessment tool aimed at measuring SANParks management effectiveness. The information gained through this assessment can also be used in the biennial METT assessment. Given the fact that limited changes occur from one year to the next, the assessment will be repeated every five years.
The State of Area Integrity Management (SoAIM) assessment, evaluates the operational ability of a park to perform its required function effectively and efficiently with strong focus on safety, security and biodiversity issues related to law enforcement and compliance. This assessment ensures that people, systems, processes, and resources are in place and in use to ensure integrity to achieve the desired ecological and security status of a park.
All the programmes in the management plan are expected to be implemented to achieve the park’s desired state. It is therefore vital that park management tracks progress towards achieving these outcomes. SANParks has designed a Management Plan implementation assessment tool, adopted from the METT scoring model. The total score of 67 % and above is used as a guideline to determine sound management. Lessons learnt should be fed back into the adaptive management planning cycle (see Section 10.9). These evaluation criteria are also complemented by engagements at science-management forums where progress on implementation of biodiversity programmes is continuously assessed and adaptive management is applied to achieve the expected outcomes.
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This programme links with high-level objective 8 and objective 8.12 on page 43. To achieve the purpose of this programme, the actions listed in the table below will be implemented.
OUTCOMES PROGRAMME High-level objective: To ensure effective and efficient management and administrative support services through good corporate governance, enabling the park to achieve its objectives. Objective: To evaluate outcomes of management interventions related to protected area management. Actions Responsibility POE Timeframe Reference Participate in the METT assessment. Year 2, 4, 6, 8, SSR, PM, SS Report 10 Participate in the SoB assessment. SSR, PM, SS Report Year 3, 8 Assess the implementation of the park management plan. HODs, PM Tool Annually Participate in the SoAIM assessment. SSR, PM Report Annually
10.10 Evaluation and learning
10.10.1 Introduction
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N Section 5 has dealt with the jointly agreed desired state, and section 10 with all the specific programmes, which are necessary to achieve this. However, the desired state cannot be effectively maintained without explicit attention to prioritisation, integration, operationalisation, and above all, reflection and adaptation according to the principles in the SANParks biodiversity custodianship framework (Rogers, 2003).
MANAGEME
The need for reflection and adaptation (i.e. adaptive learning) comes from acknowledging that the world of – conservation is complex and that the existing knowledge base is imperfect. Complexity implies that feedbacks between components of the conservation system are likely to change in unpredictable ways and the only way to stay abreast of such changes is through ongoing learning and adaptation. Lack of effective feedback and reflection is the predominant underlying cause of failure of strategic adaptive management, and hence failure to realise the desired outcomes of the park. Evaluation should furthermore test the appropriateness of an intervention and monitor the predictive capacity, societal acceptability and accomplishment of broad goals (Kingsford & Biggs, 2012; Figure 15).
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS
Figure 15. Feedback questions essential for adaptive learning (Kingsford and Biggs, 2012).
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10.10.2 Operationalisation
Given the desired state, and the programmes outlined in Section 10, specific action and annual operational plans need to inform the Key Performance Areas of staff members (applicable personnel working in the Parks, CSD and Tourism Divisions) to ensure that the outcomes are achieved. In addition, explicit reflection and co-learning opportunities need to be maintained and honoured to facilitate an adaptable, learning approach that can cope with unexpected events or surprises. An example is those opportunities provided by the science-management forum engagements at park or regional level.
A critical component of strategic adaptive management is to monitor and evaluate the consequences of management decisions, actions, and other associated external programmes. This involves assessment of the outcome of management interventions, but also frequent evaluation of early warning signals (referred to by SANParks as TPCs of whether the intervention is on an appropriate trajectory for achieving the particular objective. Ongoing evaluation of emerging results against objectives is essential to allow strategy and methodology to be adjusted as new understanding and knowledge emerge. Continuous evaluation and learning are facilitated by making time for reflecting on the following questions (Roux and Foxcroft, 2011):
Has the intended plan of operation materialised? Were the selected options appropriate? Were the predicted consequences correct and, if not, why? Is the monitoring adequate, cost effective and feasible? Were the consequences actually acceptable? Even if the predicted consequences were correct and are acceptable, are the objectives and vision being met?
Science-Management Forum discussions are aimed at ensuring that feedbacks take place, best available knowledge and understanding are incorporated into decision-making and TPCs are flagged and considered timely. In addition, annual reflection workshops involving managers and scientists will evaluate what has been learnt in each programme, and what should be adjusted.
If this process is effectively honoured, it is believed that the park will be practicing strategic 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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Section 11: Costing
11.1 Introduction
In line with the legal requirement, the programmes of implementation to achieve the desired state have been costed below.
The park will adhere to the guiding principles listed below:
Responsibly manage the allocation of budget, revenue raising activities and expenditure; Ensure that solid financial management supports the achievement of the objectives in this plan; Comply to the Public Finance Management Act as well as SANParks’ financial policy and procedures.
A funding estimate of the activities in this management plan was derived, using the zero-based budgeting approach. When estimating the costing the following items were considered:
Those costs and associated resources which could be allocated to specific activities and which were of a recurring nature; Those costs and associated resources which could be allocated to specific activities but which were of a once-off nature; Unallocated fixed costs (water, electricity, phones, bank fees etc.); Maintenance of infrastructure; Provision for replacement of minor assets, (furniture, electronic equipment, vehicles, etc.).
11.2 Income
SANParks manages a number of national parks as part of the national park system, currently 22 in total. Not all these parks are financially viable, and currently, only five national parks i.e. Addo Elephant National Park, Augrabies Falls National Park, Kalahari Gemsbok National Park, Kruger National Park and Table Mountain National Park make a surplus. SANParks receives an annual grant from the DEA to carry out its mandate, but this is not sufficient to cover the management costs. The organisation utilises its own revenue derived from commercial activities to subsidise the shortfall. The surplus generated by the aforementioned parks is used to fund management costs across all national parks. An organisation of this magnitude also has overhead costs relating to support services such as human resources, tourism and marketing, finance, conservation support etc. that are not allocated to individual parks and must be funded by the revenue generated in financially viable parks.
The income is categorised as follows; accommodation, conservation fees, concession fees, activities, other tourism income and wildlife sales. Total income for the park for 2020 / 2021 is budgeted at -R 33,009,779 increasing to an estimated –R 40,123,593 in 2024 / 2025. A summary is presented in Table 13.
Table 13. A summary of the total estimated income budgeted for the park management plan over the next five years.
2020 / 2021 2021 / 2022 2022 / 2023 2023 / 2024 2024 / 2025 Total income -R 33,009,779 -R 34,660,268 -R 36,393,281 -R 38,212,945 -R 40,123,593
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11.3 Expenditure
11.3.1 Once-off costs
In addition to the above there is a further once-off cost estimated at R 308,013,516 over the period 2020 / 2021 – 2024 / 2025 as can be seen in Table 14 below.
Table 14. The estimated once-off cost of the various programmes.
Programme Estimated budget Park expansion R 157,458,516 Infrastructure R 147,705,000 Cultural heritage R 2,200,000 Safety and security R 350,000 Knowledge, awareness and communication R 150,000 Fresh water R 130,000
Responsible tourism R 120,000 T PLAN
N Total R 308,013,516
11.3.2 Recurring costs
The annual directly allocated cost (including staff salaries, travel, supplies and tools) is estimated at MANAGEME
R 62,556,905 for 2020 / 2021. These ongoing costs are split according to the programmes listed in Table – 15 below.
Table 15. The estimated annual operational costs for the park for 2020 / 2021.
Programme Amount Percentage of total Responsible tourism R 23,941,491 38.27% Infrastructure R 8,132,574 13.00% Water in the landscape R 4,573,253 7.31% Alien invasive species R 4,381,198 7.00% Safety and security R 4,016,948 6.42% Environmental education R 3,645,367 5.83% Financial management and administration R 3,020,326 4.83% Fire management R 2,128,183 3.40% Human capital management R 1,366,276 2.18% Herbivory R 1,257,728 2.01%
Stakeholder relations R 736,606 1.18% PARK NATIONALGOLDEN GATE HIGHLANDS Information management R 730,077 1.17% Species of special concern R 728,763 1.16% TFCA/biosphere R 647,388 1.03% Socio-economic transformation R 551,577 0.88% SHEQ R 545,316 0.87% Natural resource use R 464,776 0.74% Risk management R 438,778 0.70% Aquatic biodiversity R 346,716 0.55% Climate change R 251,001 0.40% Environmental management R 216,752 0.35% Disaster management R 142,973 0.23% Management effectiveness R 128,663 0.21% Cultural heritage management R 64,700 0.10%
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Programme Amount Percentage of total Co-operative management R 61,494 0.10% Communication R 27,631 0.04% Park expansion R 10,348 0.02% Total R 62,556,905 100 %
11.3.3 Unallocated fixed costs
The unallocated fixed costs applicable but not allocated in Table 17 above for 2020 / 2021 amounts to R 10,360,800.
11.3.4 Maintenance
A breakdown of the infrastructure, both existing and new with their replacement value and an estimate of the ongoing annual maintenance for 2020 / 2021 is provided in Table 16. The projected maintenance for existing infrastructure is estimated at R 4,000,507 in 2020 / 2021. If the new planned infrastructure is developed, it will add a further R 2,234,802 (at 2020 / 2021 rates) to this annual maintenance budget, increasing it to R 6,235,309. The maintenance requirement was calculated as a percentage of the replacement value.
Table 16. The estimated replacement value of the existing infrastructure and any new infrastructure required with the estimated annual maintenance budget for the existing and new infrastructure in the park.
Estimated replacement value Estimated maintenance Existing New Total Existing New Total
(R) (R) (R) (R) (R) (R) Buildings R 220,715,466 R 142,432,200 R 363,147,666 R 3,178,303 R 2,051,024 R 5,229,326 Roads and R 21,889,000 R 0 R 21,889,000 R 607,380 R 0 R 607,380 tracks Trails R 667,800 R 0 R 667,800 R 13,356 R 0 R 13,356 Fencing R 7,292,800 R 12,762,400 R 20,055,200 R 105,016 R 183,779 R 288,795 Water R 1,787,160 R 0 R 1,787,160 R 33,488 R 0 R 33,488 system Electricity R 1,780,800 R 0 R 1,780,800 R 53,424 R 0 R 53,424 Sewerage R 318,000 R 0 R 318,000 R 9,540 R 0 R 9,540 Other R 0 R 0 R 0 R 0 R 0 R 0 Total R 254,451,026 R 155,194,600 R 409,645,626 R 4,000,507 R 2,234,802 R 6,235,309
11.3.5 Replacement of minor assets
While many of the vehicles are leased along with the computers, it will significantly reduce this requirement, as these items are expensive and require frequent replacement. To calculate the replacement provision, the cost price of the assets was divided by the estimated useful life. SANParks applies certain standards in this regard. The estimated asset value for various categories is based on their original purchase price and the estimated budget required annually making provision for their replacement. Management should thus make provision for about R 3,057,701 in 2020 / 2021, and this figure is presented in Table 17.
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Table 17. The total value various categories of minor assets and replacement thereof (based on the original purchase price).
Provision for Asset type Asset value replacement Airconditioners R 1,257,546.00 R 190,428 Computer equipment R 2,147,775.57 R 455,328
Firearms R 11,379.88 R 1,206 Furniture R 920,815.68 R 139,438 Mechanical equipment R 3,885,355.30 R 588,354
Office equipment R 1,096,839.37 R 166,093
Vehicles, trailers and R 5,537,951.98 R 1,174,046 watercraft
White goods R 2,263,822.29 R 342,807 Total R 17,121,486.07 R 3,057,701
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N 11.4 Summary
It is estimated that the park will require an annual operating budget of R 79,975,912 for 2020 / 2021, increasing to R 100,967,747 in 2024 / 2025. In addition to this amount, the park will also require
R 308,013,516 over the next five-year period for once-off costs. A summary is presented in Table 18. MANAGEME
– Table 18. A summary of the annual and once-off costs that are required to fully implement the activities in the management plan over the next five years.
2020 / 2021 2021 / 2022 2022 / 2023 2023 / 2024 2024 / 2025 Once-off costs over R 308,013,516 five years Annual R 79,975,912 R 84,774,467 R 89,860,935 R 95,252,591 R 100,967,747 cost SANParks expenditure R 78,570,972 R 83,285,230 R 88,282,344 R 93,579,285 R 99,194,042 budget Shortfall R 1,404,940 R 1,489,237 R 1,578,591 R 1,673,307 R 1,773,705
The shortfall can be broken down as follows:
GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS An additional amount of R 860,426 is required for the maintenance of infrastructure; and An additional amount of R 544,514 is required to cover operational exspenses (OPEX).
11.5 Implications
Should the park be unsuccessful in securing the shortfall amount of R 1,404,940 then the following programmes will be affected:
Infrastructure programme: The park will be unable to maintain the current infrastructure to a high standard; and OPEX: Various programmes (i.e. cultural heritage, responsible tourism, safety and security technical) will be negatively affected. This funding is required mainly for additional personnel and vehicles.
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11.6 Future
There are various ways in which the shortfall could be covered, options include:
To request additional funding from Head Office; To approach donors; or To except the shortfall and rationalise the programmes.
Depending on the priority and urgency of the various requirements, management will make a decision regarding the most appropriate action to take.
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12. References
Anderson, M.D. 2000. The Eskom Red Data Book of Birds in southern Africa, Lesotho and Swaziland. K.N. Barnes (eds). Johannesburg, BirdLife South Africa.
Bates, M.F. 1991. A provisional check list of the reptiles and amphibians of Golden Gate Highlands National Park. Koedoe 34:153-155.
Bates M.F. 1995. Distribution and diversity of amphibians in the Free State, South Africa, MADOQUA, 19(1), 3-14.
Bates, M.F. 1997. Herpetofauna of the nature reserves and national parks of the Free State province of South Africa. African Journal of Herpetology 46:13-29.
Bezuidenhout, H. 2006. Golden Gate Highlands National Park – soil types map. Internal map for Scientific Services, Kimberley, SANParks.
Bissett, C., Ferreira, S., Bezuidenhout, H., Daemane, E., Smit, I. and Nariandas, D. 2018. Golden Gate Highlands National Park herbivore off-take recommendations 2018: An integrated approach combining local knowledge with data derived from animal census, herbivore models, vegetation field monitoring and satellite imagery. Internal report 25/2018. Scientific Services, SANParks.
Child, B. 2017. Governing the wildlife economy (Norhed). School of public leadership, University of Stellenbosch.
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Appendix 1: Declarations
1. Land declared
Government Notice 259 in Government Gazette 599 of 13 September 1963 declared the following land to be part of the Golden Gate Highlands National Park under the National Parks Act (Act No. 37 of 1962)
The farm Wilgenhof 698 in the Bethlehem district; The farm Golden Gate 521 in the Bethlehem district; The farm Wodehouse 328 in the Bethlehem district; Portion 1 of the farm Glen Reenen 1361 in the Bethlehem district; Remainder of the farm Glen Reenen 1361 in the Bethlehem district; and Remainder of the farm Melsetter 327 in the Bethlehem district.
Government Notice 130 in Government Gazette 4333 of 12 July 1974 declared the following land to be part of the Golden Gate Highlands National Park under the National Parks Act (Act No. 37 of 1962)
The farm Gladstone 297 in the Bethlehem district; The farm Zulu Hoek 1349 in the Bethlehem district;
Government Notice 26 in Government Gazette 7400 of 13 February 1981 declared the following land to be part of the Golden Gate Highlands National Park under the National Parks Act (Act No. 57 of 1976)
Remainder of the farm Noord Brabant 282 in the Bethlehem district in the extent of 1,449.1165 ha.
Government Notice 1249 in Government Gazette 11381 of 01 July 1988 declared the following land to be part of the Golden Gate Highlands National Park under the National Parks Act (Act No. 57 of 1976)
The farm Spelonken 738 in the Bethlehem district in the extent of 245.4084 ha.
Government Notice 214 / Government Gazette 14579 of 19 February 1993 declared the following land to be part of the Golden Gate Highlands National Park under the National Parks Act (Act No. 57 of 1976)
Remainder of the farm Wonderhoek 1698 in the Bethlehem district in the extent of 453.7592 ha; The farm Diepkloof 1720 in the Bethlehem district in the extent of 535.5766 ha; The farm Zaphira 1251 in the Bethlehem district in the extent of 181.6705 ha; The farm Zaphira 876 in the Bethlehem district in the extent of 62.4412 ha; Remainder of the farm Kallieskraal 78 in the Bethlehem district in the extent of 295.1194 ha; Portion 1 of the farm Kallieskraal 78 in the Bethlehem district in the extent of 500.7992 ha; The farm Snowhills “A” 153 in the Bethlehem district in the extent of 145.6846 ha; Remainder of the farm Rhebokkop 518 in the Bethlehem district in the extent of 782.2021 ha; Remainder of the farm Snowhills 711 in the Bethlehem district in the extent of 1,022.4094 ha; Remainder of the farm Malima 621 in the Harrismith district in the extent of 153.5051 ha; The farm Altcar 1875 in the Harrismith district in the extent of 290.5241 ha; The farm General Will 623 in the Harrismith district in the extent of 709.1186 ha; and The farm Rondawelkop 1864 in the Harrismith district in the extent of 95.1178 ha.
Government Notice 1239 in Government Gazette 31619 of 21 November 2008 declared the following land to be part of the Golden Gate Highlands National Park under the National Environmental Management: Protected Areas Act (Act No. 57 of 2003)
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Remainder of the farm Vrindskap 1737 in the Bethlehem district in the extent of 170.0329 ha; Remainder of the farm Plaatje 1480 in the Bethlehem district in the extent of 63.1993 ha; Remainder of the farm Goedgewaag 1358 in the Bethlehem district in the extent of 112.4478 ha; Remainder of the farm Esperanzo 997 in the Bethlehem district in the extent of 163.4386 ha; Remainder of the farm De Brug 1243 in the Bethlehem district in the extent of 142.3892 ha; Portion 1 of the farm De Brug 1243 in the Bethlehem district in the extent of 9.9230 ha; Portion 1 of the farm Gegund 739 in the Bethlehem district in the extent of 170.0820 ha; Remainder of the farm Danielsrust B 1074 in the Bethlehem district in the extent of 76.2135 ha; Remainder of the farm Danielsrusta 1073 in the Bethlehem district in the extent of 21.4133 ha; Remainder of the farm Danielsrust 1071 in the Bethlehem district in the extent of 279.0261 ha; Remainder of the farm Withoek 499 in the Bethlehem district in the extent of 282.2630 ha; Remainder of the farm Klein Begin 44 in the Bethlehem district in the extent of 34.2773 ha; Remainder of the farm Tweede Geluk 1245 in the Bethlehem district in the extent of 102.6218 ha; Remainder of the farm Welverdiend 1719 in the Bethlehem district in the extent of 804.7561 ha;
Remainder of the farm Eerste Geluk 131 in the Bethlehem district in the extent of 1,012.7063 ha; Portion 1 of the farm Eerste Geluk 131 in the Bethlehem district in the extent of 497.6126 ha; Portion 1 of the farm Uitkyk 673 in the Bethlehem district in the extent of 159.7728 ha; Portion 1 of the farm Voorspoed 227 in the Bethlehem district in the extent of 9.9062 ha;
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Remainder of the farm Rietspruit 703 in the Bethlehem district in the extent of 575.7323 ha; N Remainder of the farm Platkop 1411 in the Bethlehem district in the extent of 115.7853 ha; Portion 1 of the farm Mooihoek 674 in the Bethlehem district in the extent of 37.1966 ha; Remainder of the farm Anna’s Hope 1257 in the Bethlehem district in the extent of 132.8881 ha; Remainder of the farm Mooigelegen 115 in the Bethlehem district in the extent of 59.9811 ha;
Remainder of portion 1 of the farm Groendraai 737 in the Bethlehem district in the extent of 128.5269 ha; MANAGEME
Remainder of the farm Groendraai 737 in the Bethlehem district in the extent of 487.8035 ha; – Remainder of the farm Sterkfontein 118 in the Bethlehem district in the extent of 114.7642 ha; Remainder of the farm Hawee 1203 in the Bethlehem district in the extent of 122.8510 ha; Remainder of the farm Groenhoek 1190 in the Bethlehem district in the extent of 325.0619 ha; Remainder of the farm Gegund 739 in the Bethlehem district in the extent of 195.4645 ha; Portion 2 of the farm Onssaam 1741 in the Bethlehem district in the extent of 148.7461 ha; Remainder of the farm Bos en Dal 1739 in the Bethlehem district in the extent of 13.4161 ha; Portion 1 of the farm Waterval 290 in the Bethlehem district in the extent of 12.0138 ha; Remainder of the farm Welgedacht 1740 in the Bethlehem district in the extent of 34.0914 ha; Remainder of the farm Bo die Wolke 1344 in the Bethlehem district in the extent of 299.7862 ha; Remainder of the farm Tesmanie Hoek 1345 in the Bethlehem district in the extent of 256.9596 ha; Portion 1 of the farm Betsemes 1346 in the Bethlehem district in the extent of 6.9300 ha; Servitude on the remainder of the farm Betsemes 1346 in the Bethlehem district in the extent of 0.8411 ha; Remainder of the farm Betsemes 1346 in the Bethlehem district in the extent of 86.5135 ha; Remainder of the farm Letsewaan 1213 in the Bethlehem district in the extent of 98.9425 ha; Portion 1 of the farm Letsewaan 1213 in the Bethlehem district in the extent of 46.6085 ha; Remainder of the farm Hoogte van Pisga 1537 in the Bethlehem district in the extent of 20.3141 ha; Portion 1 of the farm Groenhoek 1190 in the Bethlehem district in the extent of 43.4910 ha; Remainder of the farm Bosch en Dal 1217 in the Bethlehem district in the extent of 476.0299 ha; Portion 1 of the farm Bosch en Dal 1217 in the Bethlehem district in the extent of 184.8083 ha;
Remainder of the farm Welgedacht 189 in the Bethlehem district in the extent of 162.7411 ha; PARK NATIONALGOLDEN GATE HIGHLANDS Portion 1 of the farm Welverdiend 1804 in the Bethlehem district in the extent of 4.0361 ha; Remainder of the farm Avondrust 223 in the Bethlehem district in the extent of 627.2395 ha; Portion 1 of the farm Avondrust 223 in the Bethlehem district in the extent of 896.5309 ha; Remainder of the farm Pyp 357 in the Bethlehem district in the extent of 77.0879 ha; Portion 1 of the farm Platrand 1423 in the Harrismith district in the extent of 7.3081 ha; Portion 3 of the farm Solferino 289 in the Harrismith district in the extent of 96.1866 ha; Portion 1 of the farm De Klerk Spruit 196 in the Harrismith district in the extent of 265.5984 ha; Portion 1 of the farm Jacobsz Villa 952 in the Harrismith district in the extent of 209.6818 ha; Remainder of the farm Stockbridge 619 in the Harrismith district in the extent of 419.5736 ha; Remainder of the farm Ascot 1051 in the Harrismith district in the extent of 144.1058 ha; Remainder of the farm Oldenburg 1870 in the Harrismith district in the extent of 207.9372 ha; Portion 4 of the farm Malima 621 in the Harrismith district in the extent of 57.1331 ha; Remainder of the farm Alma 1511 in the Harrismith` district in the extent of 129.7233 ha; Remainder of the farm Geskenk 1547 in the Harrismith district in the extent of 33.6232 ha; Remainder of the farm Stillerust 766 in the Harrismith district in the extent of 44.6239 ha; Remainder of the farm Brakvlei 1546 in the Harrismith district in the extent of 342.6042 ha; Remainder of the farm Honing Kloof 1026 in the Harrismith district in the extent of 554.9485 ha; Remainder of the farm Klerksvley 387 in the Harrismith district in the extent of 342.6128 ha;
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Remainder of the farm Landsend 59 in the Harrismith district in the extent of 117.3592 ha; Remainder of the farm Sandown 620 in the Harrismith district in the extent of 522.5991 ha; Portion 80 of the farm 1903 in the Harrismith district in the extent of 635.5965 ha; Portion 81 of the farm 1903 in the Harrismith district in the extent of 185.1147 ha; Portion 82 of the farm 1903 in the Harrismith district in the extent of 96.7969 ha; Portion 83 of the farm 1903 in the Harrismith district in the extent of 339.5232 ha; Remainder of the farm Doncaster 1052 in the Harrismith district in the extent of 295.4521 ha; Remainder of the farm Tossline 665 in the Harrismith district in the extent of 648.9757 ha; Remainder of the farm Heuveltop 1603 in the Harrismith district in the extent of 331.3908 ha; Remainder of the farm Gift 1059 in the Harrismith district in the extent of 48.3270 ha; Remainder of the farm Allandale 66 in the Harrismith district in the extent of 243.9617 ha; Remainder of the farm Twijfelhoek 50 in the Harrismith district in the extent of 655.6567 ha; Remainder of the farm David 1173 in the Harrismith district in the extent of 135.4520 ha; Remainder of the farm Vredenhof 1057 in the Harrismith district in the extent of 138.7582 ha; Remainder of the farm Klipfontein 1056 in the Harrismith district in the extent of 135.4377 ha; Remainder of the farm Witkrans 430 in the Harrismith district in the extent of 768.6203 ha; Remainder of the farm Rietvlei 765 in the Harrismith district in the extent of 432.8442 ha; Remainder of the farm Good Luck 1624 in the Harrismith district in the extent of 20.4725 ha; Portion 1 of the farm Initium 718 in the Harrismith district in the extent of 158.8464 ha; Portion 2 of the farm Initium 718 in the Harrismith district in the extent of 1.3061 ha; Portion 1 of the farm Besters Valley 192 in the Harrismith district in the extent of 280.4199 ha; Portion 11 of the farm Bluegum Bosch 199 in the Harrismith district in the extent of 184.7481 ha; Portion 1 of the farm Beginsel 1468 in the Harrismith district in the extent of 51.2854 ha; Portion 2 of the farm Ontevrede 1466 in the Harrismith district in the extent of 1.7202 ha; Portion 3 of the farm Ontevrede 1466 in the Harrismith district in the extent of 30.3552 ha; Portion 2 of the farm Solferino 289 in the Harrismith district in the extent of 40.2071 ha; Remainder of the farm Mount Ararat 1058 in the Harrismith district in the extent of 401.3738 ha; Remainder of the farm Quaqua 1025 in the Harrismith district in the extent of 8.2741 ha; Remainder of the farm Korfshoek 193 in the Harrismith district in the extent of 1,927.7837 ha; The farm Schuinskop 428 in the Harrismith district in the extent of 512.7557 ha; and The farm Welgenoeg 429 in the Harrismith district in the extent of 122.0401 ha.
2. Land withdrawn
Government Notice 811 in Government Gazette 32469 of 03 August 2009 withdrawn the following land from the Golden Gate Highlands National Park under the National Environmental Management: Protected Areas Act (Act No. 57 of 2003)
Portion 83 of farm 1903 in the Harrismith district in the extent of 339.5232 ha.
Government Notice 123 in Government Gazette 40621 of 17 February 2017 withdrawn the following land from the Golden Gate Highlands National Park under the National Environmental Management: Protected Areas Act (Act No. 57 of 2003)
Portion 80 of farm 1903 in the Harrismith district in the extent of 635.5965 ha; Portion 81 of farm 1903 in the Harrismith district in the extent of 185.1147 ha; and Portion 82 of farm 1903 in the Harrismith district in the extent of 96.7969 ha.
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Appendix 2: Stakeholder participation report
STAKEHOLDER EVENTS AND ACTIVITIES
Stakeholder consultation
This table reflects the various organisations that were identified to participate in the Integrated Management Plan process. The government departments are at national, provincial and local level. The intention is to show that, in terms of the spirit of co-operative governance SANParks has approached these parties.
International National Government National Departments: Co-operative Governance and Traditional Affairs; Basic Education; Environmental Affairs; Tourism; Working on Fire, SAPS, Government Communication and Information System, Independent Communications Regulator of South Africa Provincial Government Free State departments: Economic, Small Business Development, Tourism and Environmental Affairs; Sports, Arts, Culture and Recreation; Basotho Cultural Village, Free State Tourism District and Local Government Thabo Mofutsanyana District Municipality, Dihlabeng Local Municipality, Maluti a Phofung Local Municipality, Setsoto Local Municipality, Nketoane Local Municipality, Mantsopa Local Municipality, Phumele Local Municipality Local resident / neighbours Yes Park Forum Yes Traditional councils Bakoena Kingship & Royal Council, Batlokoa Kingship and Royal Council Community organisations Thabo Mofutsanyana Art and Culture, Mabolela Traditional Council, Lithabeng Communal Property Association Research Sol Plaaitjie University, University of Free State Conservation organisations Bluegumbusch Conservancy, Clarens Village Conservancy, Conservation Services National Project, Maluti Drakensberg Transfrontier Area, People and Parks Youth Conservation Forum, Free State People and Parks Non-governmental organisations Phaphama Youth Development SANParks Honorary Rangers Yes Tourist associations Clarens Tourism Forum, Thabo Mofutsanyana District Tourism Forum, N3 Gateway Tourism
Desired state workshop
A range of key stakeholders and SANParks specialists participated in the development of the desired state which entails developing a vision for the park supported by higher level objectives which forms the basis of the management plan.
Activities Description Invitations Park management, certain SANParks specialists, key stakeholders and the general public were invited. Desired State workshops Workshops were held on 14 May 2019 in Clarens and 15 May 2019 in Phuthaditjhaba. Attendance 203 Participants partook in the workshops.
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Media platforms used to invite stakeholders to register and participate
A variety of media platforms were used to engage stakeholders in an effort to inform them of the revision of the Integrated Management Plan and invite stakeholders to participate
Mechanism to register Description Printed media advertisements Advertisements to inform interested and affected parties of the public days and request to register to participate was placed in the following national newspapers on 26 January 2020: Sunday Times; and Rapport. Registration at meetings Participants were also able to register at the following meetings: Desired state workshop held on 14 May 2019 in Clarens; Desired state workshop held on 15 May 2019 in Phuthaditjhaba; Public meeting held on 06 February 2020 in Phuthaditjhaba; and
Public meeting held on 06 February 2020 in Clarens. Internet Stakeholders were ask to register via the SANParks website from 01 April 2019.
T PLAN
Public information boards Official notices were placed at 31 public venues. These were at: N Clarens Horeb Butchery (Fikizolo); Save Rite Supermarket; and Clarens Library.
MANAGEME
Kgubetswana Township – Vuka Phanda Tuck Shop; and Fire and Dallas Shop.
Fouriesburg Jia Le Fu Supermarket; Kennaway Café; and African Trading store.
Mashaeng Township Moonlight Supermarket; and Mashaeng Library.
Bethlehem Bethlehem Library; Shoprite Bethlehem; and Dihlabeng Municipal Offices.
Bohlokong Township
Bohlokong Library; and PARK NATIONALGOLDEN GATE HIGHLANDS Bohlokong Youth Centre.
Kestell Kestell Library; Kontrei Kombuis Shop; and Kiron Shop.
Thlolong Big 11 Supermarket; Meat Market Motampelong; and New S.A General Dealer.
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Mechanism to register Description Public information Phuthaditjhaba / QwaQwa boards Shoprite Setsing; Setsing Super Spar; Setsing Library; Phuthaditjhaba Library; Monontsha Shopping Centre; Bakoena /Mabolela Traditional Council; Batlokoa / Tseseng Traditional Council; Tseseng Shopping Centre; Makoane Shopping Centre; and Lusaka Shopping Centre.
Public days to allow comment on the draft management plan
Two public day meetings were held.
Number of stakeholders Venue Date that attended Kgubetswana Hall, Clarens 06 February 2020 30 Maluti TVET (Bonamelo Campus), Stadium 06 February 2020 162 Road, Phuthaditjhaba
Dissemination of documentation and feedback to stakeholders
Item Action Date Draft Integrated Dihlabeng Municipality, Market Street 28 and 29 Management Plan for (Clarens Square), Clarens; January 2020 comment placed in public Maluti a Phofung Municipality, c/o venues. Moremoholo and Motloung streets, Setsing Complex, Phuthaditjhaba; Phuthaditjhaba Information Centre, c/o Mampoi and Mota roads, Phuthaditjhaba; and Thabo Mofutsanyana District Municipality, Old Parliament building, 1 Mampoi Street, Phuthaditjhaba. Draft Integrated https://www.sanparks.org/conservation/park_man/ 27 January 2020 Management Plan for comment placed on SANParks website. Dissemination of comment The document will be available on the SANParks N/A and response document website, or emailed, mailed, faxed or delivered by hand where no contact details were supplied. Dissemination of approved The plan will be available on the SANParks N/A Integrated Management website once approved by the Minister. Plan
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GOLDEN GATE HIGHLANDS NATIONAL PARK PARK NATIONALGOLDEN GATE HIGHLANDS
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Appendix 3: Tourism product development framework
The product development framework provides park management with a guideline in order to inform the development potential of the park. Identified opportunities remain subject to comprehensive feasibility study prior to implementation, thus listing an activity does not automatically result in development.
Similarly, whilst specific products or activities may be developed within the park, they will be restricted to specific areas within the park or on the periphery (adjoining buffer zone, with land use activities determined by the municipal LUMS). The park is zoned into various visitor use zones, based on its environmental sensitivity, as described in the legend below, and products are applicable to the various use zones accordingly.
For any development to be supported within the delineated buffer zone, the permissible land use schemes as per SPLUMA, and relevant development application processes must be adhered to.
LEGEND No. Visitor use zones Description Wilderness conforms to the legal definition. Pristine natural environment, essentially undeveloped and 1 Wilderness / remote roadless. Controlled non-motorised access - usually on foot. Could have paths where erosion is a problem or for safety. Almost completely natural state to be maintained. Development footprints absolute minimum. Controlled 2 Primitive access - 4x4s, horse-riding. Small basic overnight facilities. General natural state to be maintained. Only non-motorised access. Access not specifically controlled. 3 Quiet Ablution facilities can be allowed. Motorised self-drive with basic facilities. Small - medium sized camps. Infrastructure should be 4 Low intensity leisure minimised in order to maintain natural state. High density tourism development node with concentrated human activities. High volume roads, high 5 High intensity leisure density camps with modern amenities. Land in the delineated buffer zone or adjacent to national parks. Products indicated are those with which 6 Buffer / adjoining SANParks is comfortable to be associated with as long as it does not conflict with the LUMS.
For the purposes of this management plan, the focus of the framework listed in Table 19 is to indicate which products already exist, which new products may be allowed, and in which visitor use zones these may occur.
Table 19: Tourism product development framework for the park. ZONING FOR WHICH PRODUCT IS Is Product Is Product APPROPRIATE currently APPROPRIATE AVAILABLE Within boundaries of for the Buffer / PRODUCT or under national- / contractual PRODUCT OR SERVICE applicable adjoining CATEGORY develop- park National Park? ment? 1 2 3 4 5 6 YES NO YES NO Accommodation (budget) √ √ √ √ √
Self- Accommodation (economy) √ √ √ √ √ √ catering - Accommodation (premium) / guest house √ √ √ √ √ √ limited service Accommodation backpacking / youth hostels √ √ √ √ √ (serviced Dormitories / school groups / educational facilities √ √ √ √ √ prior to arrival and Game / bird hide √ √ √ √ √ √ after departure Military bunker / fort / gun sites √ √ √
only) Tree houses / platforms √ √ √
acilities Fly camp / platform / sleep out √ √ √ √ √ √ Accommodation (budget) √ √ √ √ √
nigh f nigh
- Accommodation (economy) √ √ √ √ √ √
Over Self- Accommodation (premium) / guest house √ √ √ √ √ catering - serviced Accommodation backpacking / youth hostels √ √ √ (serviced daily) Dormitories / school groups / educational facilities √ √ √ √ √ Houseboat (economy) √ √ √ Houseboat (premium) √ √ √ Camping (budget facilities) (power / no power) √ √ √ √ √ √ Camping Camping (premium facilities) (power / no power) √ √ √ √ √ √
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ZONING FOR WHICH PRODUCT IS Is Product Is Product APPROPRIATE currently APPROPRIAT Within boundaries of Buffer / PRODUCT AVAILABLE or E for the national-/ contractual PRODUCT OR SERVICE adjoining CATEGORY under develop- applicable park ment? National Park? 1 2 3 4 5 6 YES NO YES NO
Camping bush rustic (protected) (budget facilities) √ √ √ Camping bush rustic (protected) (premium facilities / self- Camping √ √ √ sufficient)
Camping bush rustic (unprotected) (self-sufficient) √ √ √ √ √ √ Game / bush / safari / boutique lodge - under 20 beds √ √ √ Game / bush / safari / boutique lodge - 20 beds plus √ √ √ √ √ √
Full service Conference lodge / hotel - 21 - 50 beds √ √ √ √ √ (generally some/all Conference lodge / hotel - 50 beds plus √ √ √ √ √ meals and Houseboat √ √ √
acilities activities included) Luxury tented safaris √ √ √ √ √ √
nigh f nigh - Remote camp / fly camp / platform / sleep Out √ √ √ √ √ √
Over Overnight train rides √ √ √ Cook and guide provided √ √ √ Additional Cook, guide and OSV provided √ √ √ services Meal packages e.g. breakfast, half board or full board √ √ √ 4x4 Eco-trails (multi-day, self-drive, basic facilities) √ √ √ √ √ √ 4x4 Eco-trails (multi-day, self-drive, no facilities) √ √ √ √ √ √ 4x4 trails (full-day / half-day / guided or unguided) √ √ √ √ √ √ Abseiling / rappelling √ √ √ √ √ √ Animal interaction activities (limited) √ √ √ Animal tracking activities √ √ √
Archery √ √ √ √ √ Base jumping √ √ √ Bird watching √ √ √ √ √ √ √
Boat cruises √ √ √ Boat cruise - birding √ √ √ Boat cruises - sunset √ √ √ Botanical sightseeing √ √ √ √ √ √ √ √ Bouldering √ √ √ √ √ √ √ √ Bungee / bungee jumping √ √ √ Leisure / recreational Cableway √ √ √ Canoe trails (Varying facilities) √ √ √ √ √ √ √ Canoeing √ √ √ √ √ √ √ Canopy tour (acrobranch) √ √ √ Canopy tour (boardwalk) √ √ √ Canopy tour / flying fox (tree top / cliff to cliff) √ √ √
Caving / spelunking/ potholing √ √ √ Clay-pigeon / clay target shooting √ √ √ Coasteering √ √ √ Cruise - birding √ √ √ Cycling √ √ √ Cycling (downhill cycling) √ √ √ Cycling (BMX track area) √ √ √ √ √ √ Diving (scuba) √ √ √ √ Dog walking √ √ √ √ Elephant backed rides / safaris √ √ √ √
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ZONING FOR WHICH PRODUCT IS Is Product APPROPRIATE Is Product currently APPROPRIATE for Within boundaries of AVAILABLE or Buffer / PRODUCT the applicable national-/ contractual PRODUCT OR SERVICE under develop- adjoining CATEGORY National Park? park ment? 1 2 3 4 5 6 YES NO YES NO Fishing (catch and release) √ √ √ √ √ √ Funicular √ √ √ Game drives - night drive √ √ √ √ √ √ Game drives - night drive (Night Vision aided) √ √ √ √ √ √ Game drives - premium √ √ √ √ √ √ Game drives - standard √ √ √ √ √ √ Game drives - UA √ √ √ √ √ √ Games facilities (e.g. table tennis, pool, etc.) √ √ √ √ √ Geocaching √ √ √ √ √ √ √ Golf √ √ √ Golf club membership √ √ √
Green hunting / darting safaris √ √ √ Hang gliding √ √ √ Hiking √ √ √ √ √ √ √ √ Hiking trails - Wilderness (full service) √ √ √ Hiking trails - Wilderness (no facilities) (backpack) √ √ √ √ √ Hiking trails (budget) √ √ √ √ √ √ √ √ Hiking trails (premium) √ √ √ Horse riding √ √ √ √ √ √ √ √ Horse riding trails (varying facilities) √ √ √ √ √ √ √ √ Jet skiing √ √ √ Jogging / running √ √ √ √ √ √ √ √ Kayaking / paddling √ √ √ √ √ √ √ Leisure / Kayaking / paddling trails √ √ √ √ √ √ √ recreational Kitesurfing / kiteboarding / fly surfing √ √ √ Kloofing (guided) √ √ √ Mini golf / putt-putt √ √ √ Model aircraft flying √ √ √ Motorcycle trails (varying facilities) √ √ √ Motorcycling √ √ √ Motorcycling - off-road √ √ √ Motorised boating √ √ √ Mountain bike trails (varying facilities) √ √ √ √ √ √ Mountain biking √ √ √ √ √ √ Mountain biking - unicycling √ √ √ √ √ √ Mountaineering √ √ √ √ √ √ √ Paddle boards √ √ √ √ √ √ Paddle boats √ √ √ Paddle skiing √ √ √ √ √ √ Paragliding √ √ √ Parasailing √ √ √ Park and ride √ √ √ √ √ √ Photography √ √ √ √ √ √ √ √ Picnicking (basic facilities) √ √ √ √ √ √ Picnicking (full facilities) √ √ √ √ √ √
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ZONING FOR WHICH PRODUCT IS Is Product APPROPRIATE Is Product currently APPROPRIATE for Within boundaries of AVAILABLE or Buffer / PRODUCT the applicable national-/ contractual PRODUCT OR SERVICE under develop- adjoining CATEGORY National Park? park ment? 1 2 3 4 5 6 YES NO YES NO Picnicking (no facilities) √ √ √ √ √ √
Quad biking √ √ √ Railway √ √ √ Rap jumping (deepelling) √ √ √ River rafting √ √ √ √ √ √
Rock climbing √ √ √ √ √ √ Sailing √ √ √ Sandboarding √ √ √ Self-drive night drives √ √ √ Skate boarding / roller blading √ √ √ Skate boarding / roller blading (downhill) √ √ √ Skydiving √ √ √ Snorkelling √ √ √ Spear fishing √ √ √
Leisure / Speed gliding √ √ √ recreational Sports facilities (e.g. tennis, squash, bowls, etc.) √ √ √ √ √ Stairway (via ferrata / ironway) √ √ √ Stargazing √ √ √ √ √ √ √ √ Surf Skiing √ √ √ Surfing √ √ √ Swimming √ √ √ √ √ √ Trail running √ √ √ Trail running (night time) √ √ √ √ √ √ √ √ Tubing √ √ √ √ √ √ Vessels (cruise boats, yachts, river/paddle boats) √ √ √ Walking √ √ √ Walks - day √ √ √ Walks - night √ √ √ Wildlife / game viewing √ √ √ √ √ √ √ Wingsuit flying / wingsuiting √ √ √ Drones over national parks √ √ √ Flights over national parks √ √ √ Airborne (Implications of Helicopter flips √ √ √ CAA) Hot-air ballooning √ √ √ Microlight flying / ultra-light aviation √ √ √ Archaeology √ √ √ √ √ √ √ √ Endangered species breeding centre √ √ √ Films - amphitheatre √ √ √ Films - auditorium √ √ √ Interpretive centres √ √ √ √ √ Interpretive Palaeontology √ √ √ √ √ √ √ √ Theatre √ √ √ Tours - astronomy √ √ √ √ √ √ √ √ Tours - birding √ √ √ √ √ √ √ √ Tours - botanical √ √ √ √ √ √ √ √
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ZONING FOR WHICH PRODUCT IS Is Product APPROPRIATE Is Product currently APPROPRIATE for Within boundaries of AVAILABLE or Buffer / PRODUCT the applicable national-/ contractual PRODUCT OR SERVICE under develop- adjoining CATEGORY National Park? park ment? 1 2 3 4 5 6 YES NO YES NO Tours - specialist (fauna and flora) √ √ √ √ √ √ √ √
Tours - tree (dendrology) √ √ √ Interpretive Trail - mobility impaired √ √ √ √ √ √ Trails - brail √ √ √ √ √ √ Trails - sensory √ √ √ √ √ √
Cleansing ceremonies (including baptism) √ √ √ √ √ √ √ Cultural dances √ √ √ √ √ √ √ Cultural points of interest √ √ √ √ √ √ √ √ Cultural village √ √ √ √ √ √
Gold panning (recreational) √ √ √ Historical points of interest √ √ √ √ √ √ √
Mountain worship √ √ √ √ √ √ √ Museums √ √ √ Cultural / historical Religious facilities (prayer or otherwise) √ √ √ Storytelling √ √ √ √ √ √ Tours - battlefield / military √ √ √ Tours - cultural √ √ √ √ √ √ √ √ Tours - historical √ √ √ √ √ √ √ √ Tours - medicinal plants √ √ √ √ √ √ √ √ Tours - rock art √ √ √ √ √ √ √ √
Tours - South African struggle √ √ √ Health spa √ √ √ √ Medical / health Gymnasium √ √ √ √ Wellness centres √ √ √ √ Astronomy training √ √ √ √ √ √ √ Birding course √ √ √ √ √ √ √
Botany course √ √ √ √ √ √ √ Bush homeopathy √ √ √ Bush skills √ √ √ Field guide training √ √ √ Firearm skills √ √ √ √ √ First aid √ √ √ √ √
Game capture training √ √ √ Nature / wildlife photography course √ √ √ √ √ √ Developmental Nature based hospitality training √ √ √
Off-road driving skills training √ √ √ Orienteering √ √ √ √ √ √ Rope skills course √ √ √ √ √ √ Scuba diving Skills √ √ √ Specialised training / courses √ √ √ Survey and mapping skills √ √ √ √ √ √ Survival skills √ √ √ √ √ √ Tracking skills √ √ √ Training - ranger √ √ √
Volunteering √ √ √ √ √ √
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ZONING FOR WHICH PRODUCT IS Is Product APPROPRIATE Is Product currently APPROPRIATE for Within boundaries of AVAILABLE or Buffer / PRODUCT the applicable national-/ contractual PRODUCT OR SERVICE under develop- adjoining CATEGORY National Park? park ment? 1 2 3 4 5 6 YES NO YES NO Developmental Wilderness search and rescue √ √ √ √ √ √ Babysitting √ √ √ Child care centres in camps √ √ √ Children activity centres (jungle gym) √ √ √
Children encounter zone √ √ √ Children game drives √ √ √ Children / youth Children holiday programmes in camps √ √ √ √ √ Children trails √ √ √ √ √ √ Learner programmes √ √ √ √ √ √
Paint ball √ √ √ Youth camps (KampKwena, "summer" camps) √ √ √ √ √ Events - any √ √ √ √ √ √ Events - adventure √ √ √ √ √ √
Festivals √ √ √ √ √ √ Fundraising events e.g. WWF Swim for Nature √ √ √ √ √ √ Lapas / bomas (to rent) √ √ MICE (Meetings, Incentives, Conventions and √ √ √ √ √ Exhibitions) Musical concerts √ √ √ √ √ √ Business tourism Photographic shoots and filming √ √ √ √ √ √ and events Product launches √ √ √ √ √ √ Races / competitions - marathons / trail running √ √ √ √ √ √ Races / competitions - mountain-biking √ √ √ √ √ √ Races / competitions - other √ √ √ √ √ √ Races / competitions - adventure / expedition racing √ √ √ √ √ √ Scientific conferences √ √ √ √ √ Team building √ √ √ √ √ √ Weddings √ √ √ √ √ √ Apparel outlets √ √ √ Airport / aerodrome / airstrip √ √ √ √ √ √
Banking - Bank or ATM √ √ √ √ √ Rental - bicycle √ √ √ √ √ Camping equipment rental √ √ √ Rental - car √ √ √ Car wash √ √ √ √ √ Retail / services Casinos √ √ √ Clinics / Doctor/ first aid √ √ √ √ √
Outlets - community curios √ √ √ √ √ Outlets - curios √ √ √ √ √ Essential commodities in camps (ice, wood, etc.) √ √ √ √ √ Fast moving consumer goods (FMCG) outlets √ √ √ Fuel stations √ √ √ √ √
Gas equipment hire √ √ √ Hop-on guides √ √ √ √ √ √ √ Internet café / Wi-Fi hotspot √ √ √ √ √
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PRODUCT PRODUCT OR SERVICE ZONING FOR WHICH PRODUCT IS CATEGORY Is Product APPROPRIATE Is Product currently APPROPRIATE for Within boundaries of AVAILABLE or Buffer / the applicable national-/ contractual under develop- adjoining National Park? park ment? 1 2 3 4 5 6 YES NO YES NO Laundromats and laundry service √ √ √ √ √
Pharmacies √ √ √ Photo booth √ √ √ Pop-up retail √ √ √ Postal services √ √ √
Retail / services Proshop √ √ √ Road emergency services √ √ √ Shuttle services √ √ √ Vending machines √ √ √ √ √ Vendors √ √ √ Wi-Fi facilities (free service) √ √ √ √ √ Bars √ √ √ √ √ Boma / lapa meals √ √ √ Bush meals √ √ √ Coffee shops / tea rooms √ √ √ √ √ Fast-food outlets √ √ √
Game drives picnic baskets √ √ √ Food and beverage Local cuisine √ √ √
MICE catering √ √ √ Picnic baskets √ √ √
Pop-up food, retail √ √ √ Restaurants √ √ √ Room service √ √ √ Sports bar √ √ √
Non tourism related activities Prospecting √ √ √ Mining/ Exploratory Mining √ √ √ Fishing (non-release) √ √ √ Consumptive / Hunting (lethal) √ √ √ Subsistence Sustainable harvesting of resources √ √ √ √ √ √
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Appendix 4: Internal rules
The park does not have internal rules.
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NATIONA
KAROO
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Appendix 5: Maps
Map 1: Regional context
Map 2: Physical features
Map 3: Land tenure and park expansion
Map 4: Zoning
Map 5: Zoning with sensitivity value
Map 6: Buffer areas
Map 7: Infrastructure
Map 8: Vegetation
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Map 1: Regional context 159 Golden Gate Highlands National Park Management Plan 2020 – 2029
Map 2: Physical features
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Map 3: Land tenure and park expansion
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Map 4: Zoning
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Map 5: Zoning and sensitivity
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Map 6: Buffer zone
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Map 7: Park infrastructure
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Map 8: Vegetation
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