Augrabies Falls National Park - SANParks

Augrabies Falls National Park
PARK MANAGEMENT PLAN
October 2006

AUTHORISATION
This management plan is hereby internally accepted and authorised as the legal
requirement for managing Augrabies Falls National Park as stated in the Protected
Areas Act.
______________________________ Date: _____ _____
Paul Daphne
Executive Director Parks, SANParks
______________________________ Date: _______ _ __
Sydney Soundy
Chief Operating Officer, SANParks
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______________________________ Date: _____ _____
Dr David Mabunda
Chief Executive, SANParks
Recommended to SANParks Board
_____________________________ Date: _____ _____
Ms Cheryl Carolus
Chairperson, SANParks Board
Recommended to Department of Environmental Affairs and Tourism
_____________________________ Date: _____ _____
Mr Marthinus van Schalkwyk
Minister: Department of Environmental
Affairs and Tourism (DEAT)
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Augrabies Falls National Park Management Plan,
Executive summary
The Augrabies Falls National Park (AFNP) management plan strives to uphold and deal with
the conservation of the geological formations, Orange River aspects and biodiversity of the
five Nama Karoo vegetation types in the Park. One thrust of expansion for the Park is aimed
towards conserving poorly-represented vegetation types and includes:
• The consolidation of an ecologically viable Park around the poorly-protected mid
Orange River reaches characteristic of the Gariep centre of endemism
• Creating an opportunity for trans-frontier conservation.
Another thrust of the management plan is to build up the tourism infrastructure and
associated functions in the Park in such a way that the stakeholders in the Augrabies area
and its people share in the development of the Park, while at the same time supporting its
growth. This will uphold conservation of the environment and will promote sustainable
tourism for all in the future.
With the cooperation of the surrounding communities, the AFNP will create work directly and
indirectly and many will be able to improve their socio-economic circumstances. The Park’s
growth will not only recover and conserve the biodiversity of its special flora, but it will uphold
all the ideals of SANParks as well as make the Augrabies people proud South Africans in the
eyes of its visitors. This Park will ensure the importance of community, economic growth and
prosperity on the back of a green economic empowerment initiative.
Purpose and formulation of the park management plan
The purpose of a management plan is –
• To provide an holistic view of where the park is and where it is going in the short
and long term.
• To inform management at all levels, from the section manager through to the CEO,
Board and the Minister.
• To streamline, where possible, management procedures.
• To provide a sound motivation for justifying budgets and, where necessary, to
increase them, as well as to provide indicators to ensure that the budget is spent
correctly.
• To build accountability (internally and externally) into the management of the park.
• To provide for capacity building and future green and economic thinking.
• To enable the management authority to run the park in line with all relevant
legislation and policies.
The park management plan is developed in line with the SANParks Biodiversity
Custodianship Framework (Rogers 2003), which proposes how to plan, integrate, implement
and review ecological, social and economic components of SANParks core business whilst
allowing for continual learning and improvement. The essential feature of the system is the
iterative way of continual improvement in the management of the park though annual and
five-year review cycles (both internal and external). The park management plan is informed
by corporate policies and public consultation, which in turn feeds back to the corporate.
• The first step in compiling/revising a management plan is to develop the desired state
of the park, which guides both the direction of the park and its daily operations, all
within the SANParks general policy framework.
• This is followed by implementing a park vision and mission, as well as the park
objectives and specific management programmes to carry out the vision and mission.
These will be dealt with in detail after the background contextual information sets the
scene for the park.
Ref. 16/1/5/1/5/3/2

Table of Contents
1. INTRODUCTION .......................................................................................................................................... 1
1.1. LOCATION ................................................................................................................................................ 1
1.2. EXTENT .................................................................................................................................................... 1
1.3. SOCIO-ECONOMIC CONTEXT .................................................................................................................... 1
1.4. HISTORY .................................................................................................................................................. 1
1.5. CLIMATE .................................................................................................................................................. 2
1.6. TOPOGRAPHY, GEOLOGY AND SOILS........................................................................................................ 2
1.7. HYDROLOGY ............................................................................................................................................ 3
1.8. VEGETATION............................................................................................................................................ 3
1.9. FAUNA...................................................................................................................................................... 3
2. PROTECTED AREA AND MANAGEMENT PLANNING FRAMEWORK........................................ 4
2.1. DESIRED STATE........................................................................................................................................ 4
2.2. VISION OF THE PARK................................................................................................................................4
2.3. OPERATING PRINCIPLES AND VITAL ATTRIBUTES OF THE PARK ............................................................ 4
2.3.1. Operating Principles.......................................................................................................................... 4
2.3.2. Environmental attributes.................................................................................................................... 5
2.3.3. Economic attributes ........................................................................................................................... 5
2.3.4. Socio-political attributes.................................................................................................................... 5
2.3.5. Setting the Details of the Park Desired State .................................................................................... 6
2.4. OBJECTIVES ............................................................................................................................................. 6
3. GUIDELINES AND PROGRAMMES TO ACHIEVE THE DESIRED STATE ................................ 18
3.1. BIODIVERSITY AND HERITAGE CONSERVATION..................................................................................... 18
3.1.1. Park expansion programme............................................................................................................. 18
3.1.2. Sustainable natural resource use programme................................................................................. 19
3.1.3. Herbivore management programme................................................................................................ 19
3.1.4. Carnivore species management....................................................................................................... 20
3.1.5. Damage causing animal programme/Problem animal programme ............................................... 20
3.1.6. Rare species programme.................................................................................................................. 20
3.1.7. Water programme ............................................................................................................................ 21
3.1.8. Rehabilitation programme ............................................................................................................... 22
3.1.9. Cultural heritage resource programme........................................................................................... 23
3.2. SUSTAINABLE TOURISM ......................................................................................................................... 25
3.2.1. Conservation Development Framework (CDF) .............................................................................. 25
3.2.2. Tourism Programme ........................................................................................................................ 27
3.2.3. Marketing Programme..................................................................................................................... 28
3.2.4. Commercial Development Programme ........................................................................................... 29
3.3. BUILDING COOPERATION AND CONSTITUENCY...................................................................................... 29
3.3.1. Stakeholder relationship management programme ........................................................................ 29
3.3.2. Environmental interpretation education programme ..................................................................... 31
3.3.3. Local socio-economic programme................................................................................................... 34
3.3.4. Communication programme ............................................................................................................ 35
3.3.5. HIV/Aids programme ....................................................................................................................... 36
3.4. EFFECTIVE PARK MANAGEMENT............................................................................................................ 36
3.4.1. Environmental management programme (includes waste, energy, water, NEMA compliance).... 36
3.4.2. Security and Safety Programme ...................................................................................................... 37
3.4.3. Infrastructure Programme ............................................................................................................... 38
3.4.4. Staff Capacity Building Programme................................................................................................ 39
3.4.5. Institutional Development and Administration Programme........................................................... 39
3.4.6. Financial Sustainability Programme............................................................................................... 40
3.4.7. Legal compliance/risk management Programme............................................................................ 40
4. ADAPTIVE AND INTEGRATIVE STRATEGIES TO SUSTAIN THE DESIRED STATE FOR
THE AFNP .............................................................................................................................................................. 41
5. CONCLUSION ............................................................................................................................................. 42
6. REFERENCES.............................................................................................................................................. 43
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List of abbreviations
AFNP Augrabies Falls National Park
BMW Bayerische Motoren Werke
BSC Balance Scorecard
CDF Conservation Development Program
CMA Catchment Management Agencies
COWEB Community Water Efficient Project
DANCED Danish Cooperation for Environment and Development
DWAF Department of Water Affairs and Forestry
DoE Department of Education
EIA Environmental Impact Assessment
EPWP Expanded Public Works Program
FAMSA Family and Marriage Association of South Africa
GCIS Government Communication and Information Systems
GTZ German Aid
GVI Global Vision International
IDP Integrated Development Plans
IUCN International Union for the Conservation of Nature (World Conservation Union)
NADISA Nama Development Institute of South Africa
NAPCLD National Action Programme Combating Land Degradation
NEM:PAA National Environmental Management: Protected Areas Act
NGO Non-governmental Organisation
OBE Outcomes Based Education
OHS Occupational Health and Safety
P&C People and Conservation
PF
Park Forum
RVM Riemvasmaak Trust
SANDF South African National Defence Force
SACCAWU South African Commercial, Catering and Allied Workers Union.
SAHRA South African Heritage Resources Agency
SAPS South African Police Service
SDF Spatial Development Framework
SEDA Small Enterprise Development Agency
SMME Small Medium and Macro Enterprise
SPWP Special Public Works Programme
UNCCD
United Nations Convention to Combat Desertification and the Effects of
Drought
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List of tables
Table 1:. Management objectives for the Augrabies Falls National Park
Table 2: Outline of the planned cultural objectives and activities
Table 3: Estimated costs (in Rands) of reaching the desired state for Augrabies Falls
National Park
List of maps
Figure 1: Expansion areas for Augrabies Falls National Park.
Figure 2:.Use zoning and special management of Augrabies Falls National Park
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1. INTRODUCTION
1.1. Location
The Augrabies Falls National Park (AFNP) is located in the Northern Cape, approximately
120 km west of Upington and 40 km west of Kakamas, along the southern edge of the
Kalahari Desert and eastern border of Namibia.
1.2. Extent
The Park was initially proclaimed in order to conserve a small area of geological interest
around the Augrabies Falls, which is the largest waterfall on the Orange River. Its
downstream gorge, which stretches over 20km, offers breathtaking views. This Park has now
been substantially enlarged. It is divided by the Orange River into a northern and southern
section. The Orange River flows through the extensive arid plains of Bushmanland. The 55 383
ha Park lies mainly south of the Orange River, but also includes Melkbosrant (which is part of
the Riemvasmaak land claim), and Waterval, a property north of the river. The Riemvasmaak
section was briefly managed by SANParks. It was then handed over to the Riemvasmaak
community as part of the country’s first successful land restoration actions.
1.3. Socio-economic context
The area around the AFNP is characterized by densely populated intensively managed
grape farms adjacent to the Orange River. The economy of the area is mainly dependent on
the seasonal viticulture farming. The local people centre their survival around temporary
labour during the picking-times. Infrastructural support in the form of power, roads and the
Upington airport sustains the viticulture operations along the river. The people living away
from the river areas are generally poorer as they live on land with low productivity. The AFNP
plays a role in maintaining good relations with the local farmers and people living on both
sides of the Orange River and in Riemvasmaak and Waterberg. In addition, the AFNP plays
a prominent role in the culture and traditions of the human settlements in the area and are
involved in many of the direct educational and communicational outputs.
1.4. History
The AFNP was proclaimed in 1966 primarily to protect the geological interest of the
Waterfall. Another objective was to keep its surroundings in a pristine state, to preserve a
section of the Orange River Broken Veld and its associated flora and fauna, to provide
opportunities for environmental education, and to present an area for research.
The first European to “discover” the Falls was a Swedish-born soldier named Hendrik Wikar,
who was in the service of the Dutch East India Company. Having deserted his post at the
Cape, he came across the site and drew the first maps of the river and gorge. He was the
first one to give the Falls the name Augrabies, derived from a Nama word, ‘Aukoerebis’,
which means “place of great noise” (Mossop, 1935).
The Nama people traditionally avoided the Falls for fear of the local folklore. According to
the locals, a terrifying water snake lived in the Falls and would use her shiny scales to lure
people into the water, where she would capture them and devour them under the Falls.
In 1954, the Publicity Society of Upington approached the then National Parks Board with a
request to proclaim the Falls as a national park. However, it was only after 12 years of
negotiations that the Park was proclaimed on the 5 th of August 1966.
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In 1973 the area of Riemvasmaak, which lies in the northern section of the Park, was
declared a “black spot” by the apartheid government - local communities living there were
forcibly removed and relocated to the Eastern Cape, Namibia and the surrounding areas.
The SANDF then earmarked the land for its use.
In 1982, after negotiations with the SANDF, a piece of land of some 4270ha that forms part
of the greater Riemvasmaak area was incorporated into the AFNP. This piece of land
constitutes the current Melkbosrant. By 1988 about 54 000 ha of Riemvasmaak was jointly
managed by the then National Parks Board and the SANDF.
With the new political dispensation in 1994 and the commitment that land would be returned
to the previously dispossessed, those who had been relocated to Namibia and the Eastern
Cape returned in 1995 and settled near the Molopo River at the Riemvasmaak community
and the confluence of the Molopo and Orange River consecutively. The returning
communities established the RVM Trust, which subsequently lodged land claims on behalf of
the community soon after their return.
In 2004, Portion 1 of farm 498, known as Melkbosrant, was de-proclaimed, but has not been
re-registered yet. In November 2005, the RVM Trust, on behalf of the Riemvasmaak
community, registered a new claim on the remainder of portion 498, for farms Omdraai 492
and Waterval 497 on the north bank of the Orange River.
1.5. Climate
Rainfall, which mainly falls during summer, is erratic and can be as high as 400 mm per year,
but also as low as 40 mm per year (July to June). The average annual rainfall of 211 mm is
based on the weather bureau records since 1946. The period 1986-1996 were notably dry
years with well below average rainfall records.
Temperature is less erratic with cold winter temperatures (coldest months June - July) as low
as -2,9 °C, while the summer temperatures (warmest months December, January and
February) are as high as 42,9 °C (Bezuidenhout 1996).
1.6. Topography, geology and soils
The topography consists of large rock domes scattered in a landscape with an otherwise
very low relief. The flat areas in between contain the gently undulating pink gneiss. Drainage
lines are sandy and dry. A range of steep rocky hills in the central portion of the Park is
formed by dark-weathering quartz-rich granulite. This rock is invariably white on fresh
surfaces, but with weathering becomes black. A fairly large flat sandy area occurs north and
west of the black hills. Recent river terrace gravel and alluvium consisting of silt and fine
sand occurs along the Orange River. The alluvium also forms large islands in the river
(Werger & Coetzee 1977).
Geological formations are reconstituted sedimentary rocks of the Kheis System and are part
of the Archaean Complex. These sediments have undergone large-scale metamorphism,
which changed them into crystalline gneiss and granulite. Most of the Park is composed of
red biotite granite gneiss, which is one of the three types of granite gneiss called pink gneiss
and has a typical brown colour of weathered surfaces. The pink gneiss looks like a typical
igneous rock and also resembles granite mineralogically and in chemical composition
(Werger & Coetzee 1977).
The Augrabies landscape is largely made up of granite and metagabbro shaped by
interesting weathering patterns. Granite is a light grey rock consisting of quartz, feldspar, and
dark minerals. Due to intense pressure during the metamorphic event, dramatic zigzag folds
are visible in the granite throughout the Park. Metagabbro is a metamorphosed igneous rock
which contains no quartz and is made up entirely of dark ferromagnesian minerals and
feldspar. This rock is found in the western part of the Park in an area known as the
“Swartrante” (Black Ridges).
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Different weathering patterns can be seen in the Park, such as hollows in the rock, exfoliation
domes, and “popups”. Hollows occur when decomposing feldspar causes hard granite to
become crumbly, and wind and rainwater wear away parts of the rock. Exfoliation domes are
created by chemical weathering stress along sub horizontal joints, which causes thin slabs of
rock to detach from the rock surface. “Popups” appear when thin slabs of rock detach from
the rock surface due to extreme changes in the rock, pop up, and lean against another thin
slab, forming an “A-tent” shape.
The Falls were thought to be formed about 1.8 million years ago, progressively cutting back
eastwards along faults in the pink gneiss (Werger & Coetzee 1977).
Seven land types have been identified in the Park (Land Type Survey Staff 1986). The
delineation of an area into land types at a 1: 250 000 scale indicates that the land type
displays a marked degree of uniformity regarding terrain form, soil pattern and climate. Three
major geomorphologic features are recognized, namely:
(i) The mountain veld;
(ii) The plain veld and
(iii) The Orange River and adjacent floodplain
1.7. Hydrology
The Park is drained by the Orange River, which is normally a perennial stream. Between
Kakamas and the AFNP, a distance of approximately 35 km, the River flows through a wide,
flat, cultivated valley. From the 146 m high Falls it flows into a deep, 100 m-narrow gorge.
The main incision of the peneplain to form the Orange River Gorge and the evolution of the
Augrabies Falls, which are correlated with the continental uplift during the late Tertiary, is
discussed in Werger & Coetzee (1977).
1.8. Vegetation
Five major vegetation units have been identified in the Park (Bezuidenhout, 1996; Werger &
Coetzee 1977) (Fig. 1), namely:
1. Aloe dichotoma: Sparse Woodland which is strongly associated with the hills.
2. Schotia afra: Open Woodland occurring in the undulating rocky hills.
3. Acacia mellifera: Open Shrubland which is associated with the undulating rocky
plains.
4. Stipagrostis species: Open Grassland restricted to the sandy plains.
5. Ziziphus mucronata: Closed Woodland which grows in the wetter drainage lines of
the floodplains and islands in the Orange River.
1.9. Fauna
The AFNP area is host to more than 46 mammal species, 186 bird species, 45 reptile and
amphibian species, and 12 fresh-water fish species. Some of the dominant and more wellknown
fauna include rock dassies (rock hyrax), giraffe, klipspringer, springbok, gemsbok,
eland, caracal, leopard, black-backed jackal, bat-eared fox, the red-eyed bulbul, the palewinged
starling, sociable weavers, the black eagle, the African fish eagle, the martial eagle,
the rainbow lizard, Bibron’s thick-toed gecko, and the sharptooth catfish. Prominent
invertebrates include the African Monarch butterfly, black flies and the red roman (Solifugid
family).
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2. PROTECTED AREA AND MANAGEMENT PLANNING FRAMEWORK
2.1. Desired state
The desired state of the AFNP is to guide Park management in its daily operations and
longer term planning. The AFNP also endeavours to ensure that the current and future extent
of the Park is protected and managed effectively. This state will be reviewed every five years
with the involvement of representative stakeholders, in accordance with the SANParks
Biodiversity Custodianship Framework (Rogers 2003). The desired state forms a bridge
between the long term policy and vision of the Park, and the medium term (five year)
priorities to attain that vision.
The desired state of the AFNP is for it to be a fully functional ecosystem around the unique
Augrabies Falls set in a largely undisturbed northern Nama-Karoo environment, fully
intertwined in the socio-economic-cultural environment of the region. This would largely be
met if the Park’s management objective outlined in the plan were attained.
2.2. Vision of the Park
The Augrabies Falls National Park seeks to conserve the unique landscape, features,
cultural heritage and the biodiversity characteristic of the Gariep centre of endemism, with its
associated ecological processes, as part of the regional landscape, for the appreciation and
benefit of present and future generations.
2.3. Operating Principles and Vital Attributes of the Park
The operating principles and unique features (or vital attributes) that make the AFNP what it
is and potentially can be are listed below.
2.3.1. Operating Principles
SANParks has adopted eleven corporate values which serve as guiding principles around
which all employee behaviour and actions are governed and shaped. These corporate values
include the endeavour to:
• show leadership in all we do
• be guided by environmental ethics in all we do
• promote transformation within and outside of the organisation
• strive for scientific and service excellence at all times
• act with professionalism at all times
• adopt, and encourage initiative and innovation by all
• treat all our stakeholders with equity and justice
• exercise discipline at all times
• show respect to all
• act with honesty and integrity
• strive for transparency and open communication at all times
These principles may be modified to meet local requirements through interaction with
the AFNP’s stakeholders.
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2.3.2. Environmental attributes
• Principle protected area conserving the Gariep centre of endemism
• Unique Augrabies Falls
• Contrasting above and below Falls riverine landscapes
• Distinguishable geological formations
• Several endemic fish species below Falls
• Undisturbed riverine fans
• Unparalleled arid vistas
• Great potential to expand the Park area
• Trans-frontier potential
• Minimal population pressures
2.3.3. Economic attributes
• Augrabies Falls provides an important commercial focus
• Relatively well-established tourism product
• Closely situated to important tourism (Namaqualand flower and Kalahari) routes.
• Within relatively close proximity to important commercial routes to Namibia and Cape
Town
• Situated within an economically important agricultural region
• Well-established tourism camp
• Potential cultural heritage tourism
• Potential to create sustainable Small, Medium and Micro Enterprises (SMMEs)
through the Economic Empowerment and conservation linkages
2.3.4. Socio-political attributes
• A well-established Park Forum represents all stakeholders (communities,
municipalities, tourism forums, formalised agriculture and relevant government
departments)
• Numerous and diverse cultural heritage sites which contribute to the diversity of the
Park and allow for the opportunity to strengthen the SANParks heritage mandate
• The stable Northern Cape political environment that provides security for tourists
• A strong relationship with all spheres of government, which bodes well for cooperative
agreements
• Linkages to the country’s first and largest land restitution claim (Riemvasmaak)
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2.3.5. Setting the Details of the Park Desired State
Objectives Hierarchy for AFNP
A hierarchy of objectives for the Park has been formulated by Park management with
reference to the above background information, the Park’s vital attributes, guiding principles
and vision. These, however, will be further refined in consultation with the Park’s
stakeholders. The objectives are listed in the table below, along with initiatives and their
associated Park programmes to meet the objectives.
In addition, the table lists SANParks’ corporate balanced score card objectives as a means of
indicating the link between the Park and corporate objectives. In 2004 SANParks
implemented the Balanced Scorecard management tool to provide a comprehensive
business measurement and management framework that allows the organisation to translate
its value proposition into achievable objectives, measures and targets. These are lumped
into four operational quadrants affecting SANParks business, namely: Financial; Customer;
Internal; and Learning & Growth. The balanced score card has advantages in that it:
• Places SANParks business within a common framework;
• Communicates strategy effectively to all levels;
• Makes strategic goals operationally implementable;
• Aligns departments and activities;
• Links remuneration to performance;
• Effects organisational change.
2.4. Objectives
Park-specific conservation objectives are framed in a hierarchical order that is shown with
links to the balanced scorecard objectives via the far right hand column in the tables below.
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Table 1. Management objectives for the Augrabies Falls National Park
AFNP High Level
objective
REPRESENTATION
and PERSISTENCE:
To ensure AFNP
conserves a
representative sample
of the ecological
patterns and
processes
characteristic of the
Gariep centre of
endemism area of the
Northern Cape in a
contiguous
arrangement enabling
natural variation in
structure, function and
composition over
space and time.
AFNP Sub-objectives AFNP Sub-objectives Initiatives Ops plan Balanced Score
Card (BSC)
Objective
Representation : To
incorporate the
spectrum of
biodiversity pattern
representative* of the
Gariep centre into the
AFNP, as well as the
processes which
support its long-term
persistence, and to reintroduce
missing
elements where
possible.
Consolidation : To
incorporate the
spectrum of
biodiversity patterns
(including landscapes)
representative* of the
Gariep centre into the
AFNP, as well as the
processes which
support its long-term
persistence,
* to take special
cognisance of the
unique biodiversity
elements of the
region.
1. AFNP to complete current
consolidation of the
boundary
2. Create western extension
focused on biodiversity
important areas.
3. Consolidate as much river
frontage as possible.
4. Establish viable transfrontier
linkage
5.Attend to land claims
against AFNP
6. Expand Park through
contractual inclusion of
private land.
Expansion plan
Resettlement
plan
Attain leadership in
biodiversity
management
Reintroduction: To
investigate
possibilities for the
reintroduction of
locally extinct species
and to implement
these in accordance
with IUCN principles
and guidelines.
1. Reintroduce black rhino
2. Supplement existing
species to establish viable
populations
Herbivore
management
plan
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Persistence: To
manage the Park to
ensure the long term
persistence of
biodiversity, enabling
natural variation in
structure, function and
composition over
space and time.
Herbivory: Develop
and implement a
herbivore
management plan to
understand and
manage the role of
herbivory as a modifier
of biodiversity,
including the effects of
major architects at
different spatial and
temporal scales.
1. Annual Census and
regularly monitor faunal
species in the Park (e.g.
aerial counts)
2. Monitor impact of
herbivory within agreed
thresholds.
Herbivore
management
plan
Threatened biota: To
understand and
maintain viable
populations of
threatened species,
according to a realistic
framework of threat.
1. Identify threatened
species, determine
thresholds and implement a
monitoring programme
2. Meet SANParks'
obligations in terms of
international agreements
and conventions governing
rare and threatened biota
such that species on the
IUCN’s globally critically
endangered or endangered
lists will receive attention.
Rare species
programme
Hydrological regimes:
To improve and
restore the
hydrological regimes
and natural functioning
of the Orange River
through its course
through the Park
1. Strive towards greater
influence in the CMA’s
associated with the Orange
River management
Water
management
plan
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Rehabilitation: To
drive towards the reestablishment
of
structure and function
of degraded land that
is incorporated into the
AFNP (including the
restoration of key
processes which
support the long term
persistence of
biodiversity).
Degraded land: To
drive towards the reestablishment
of
structure and function
of degraded land that
is incorporated into the
AFNP.
1.To develop and implement
a rehabilitation plan
(including prioritization)
2. Rehabilitate gullies
3. Rationalise road network
and rehabilitate
decommissioned roads
4. Poverty Relief programme
5. Flood disaster
management planning
initiative.
Rehabilitation
plan Flood
disaster
management
plan
Alien biota: To drive
towards the reestablishment
of
structure and function
of areas degraded by
the impacts of alien
biota, by controlling
and, where possible,
eliminating these
species.
1. Complete evaluation of
the alien problems in the
Park
2. Continue with current
eradication programme
3. Removal of domestic
carnivores.
Invasive alien
plan
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PRESSURE
REDUCTION: To
reduce external
pressures of
inappropriate land
use, illegal resource
use and impacts of
invasion of alien biota,
to minimise the impact
on, and maintain the
integrity of, indigenous
biodiversity.
Reconciling other Park
activities with
biodiversity objectives:
Ensure that all
aspects of SANParks
operations (revenue
generation including
tourism, resource use,
developments,
management
activities) are informed
and constrained by
biodiversity, and
particularly that the
impacts of these
activities are
minimised.
Impacts of
developments:
Minimise the impacts
associated with the
development of
tourism and Park
management
infrastructure, and
ensure that the
development of this
infrastructure is only
undertaken if it does
not compromise
biodiversity objectives.
1. Implement CDF, and in
accordance with EIA process
(NEMA) and corporate
policies
2. Establish tourism carrying
capacities.
CDF, Green
standards,
Tourism plan
Damage causing
animals: Mitigate
impact of black fly on
Park operations
(tourism) via
cooperative,
constructive
engagement with
agriculture.
1. Cooperate in black fly
management programmes
2. CMA attention to flood
control.
Damage
causing animal
programme
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Reconciling external
threats with
biodiversity objectives:
Reduce external
threats and pressures,
and limit impacts of
surrounding land and
resource use on
biodiversity within the
Park.
External development
pressures: Minimise
the impacts
associated with
inappropriate
developments outside
the Park.
1. Engage with regional land
management authorities,
incl. IDPs and SDFs at local
and regional level
2. Negotiate to ensure that
external developments are
not visually obtrusive or out
of character with the Park.
Cooperative
governance and
communication
plan?
External land and
resource use:
Negotiate to ensure
that external resource
and land use do not
detrimentally affect
ecological processes
within the Park.
1. Negotiate to mitigate or
improve the management of
external potentially
detrimental impacts (i.e.
hydrological influences, alien
biota, insecticides,
herbicides, fertiliser, refuge
dumps, water extraction)
Cooperative
governance and
communication
plan?
2. Encourage eco-friendly
resource use and land
management practices on
adjacent properties.
Alien biota: Minimize
the threat of alien
biota invasion from
outside the Park.
1. Implement strategy to
control domestic carnivores
entering the Park.
Invasive alien
plan
11

WILDNESS /
REMOTENESS: To
maintain and restore
wildness/remoteness
in the AFNP such that
the spiritual and
experiential qualities
of wildness are
maintained, enhanced,
or, where necessary,
restored.
Range of experiences:
To provide a range of
wildness experiences
through appropriate
zoning.
Coordinated planning -
sensitivity value analysis and
CDF (internal and footprint).
CDF
Sense of place: To
maintain or restore,
through the use of
zoning, rehabilitation
and restoration efforts,
an appropriate sense
of place.
To identify, plan and
implement appropriate
maintenance and restoration
of wildness qualities in
different zones.
Reference in
Rehabilitation
plan
CDF
Cultural heritage
assets are conserved
and managed
effectively.
1. Mapping of newly
acquired land
2. Updating and mapping
cultural heritage database
Cultural
heritage plan
Attain leadership in
cultural heritage
management
3. SAHRA compliant
management plan for key
sites.
12

Become the naturebased
tourism
destination of choice
in the Northern Cape
region.
To develop the
tourism infrastructure
to enhance the tourist
experience and
increase revenue.
1. Ensure effective delivery
of customer service
2. Ensure compliance to
tourism standards, policies
and procedures
Tourism plan
Become the naturebased
tourism
destination of choice
3. Ensure effective
management of concession
partners.
To effectively market
the Park as the
nature-based tourism
destination of choice
in the Northern Cape.
Tourism plan
Marketing plan
To provide a variety of
tourist and
recreational activities
that caters for a
variety of markets and
needs.
Increase the utilization of the
Park and existing tourism
products.
Tourism plan
To promote
concessionaire and
SMME opportunities.
Implement broad based
transformation.
Tourism plan
Effective Park
management
programme
Transform the
domestic Guest Profile
of the AFNP, through
growth, to be
representative of
regional
demographics.
1. Tourism surveys. Tourism plan
Marketing plan
Transform the
domestic Guest
Profile, through
growth, to be
representative of
South African
society
13

To improve customer
satisfaction levels
1. Monitor maintenance
budget against targets
2. Customer satisfaction
surveys
1. State of
Infrastructure
plan
2. Tourism plan
Become the naturebased
tourism
destination of choice
3. Monitor and address
complaints
4. Concessionaire
management.
Enhance tourism
research and
development
1. Ensure representation at
tourism shows (Getaway,
INDABA, Green Kalahari
Tourism Forum)
Implementation
of Marketing
Plan for the
Cluster
2. Increase profile in
Northern Cape Tourism
Authority.
Custodian of choice
for protected area
management
14

To enhance good
parks/community/
stakeholder relations
Regional cooperation 1. Actively participate in
Bushmanland initiative
Increase
environmental
awareness
Enhance benefits to
local communities
Improve procurement
from BEE suppliers
2. Establish working Park
forum.
3. Relationship with
Riemvasmaak
4. Actively participate in land
claim discussions.
1 Education programme
operational
2. Learnership programme.
1. SMME and job database
2. Quick filling of positions.
Stakeholder
management
programme
Environmental
education and
youth
development
programmes
Stakeholder
management
programme ,
Poverty Relief
programme
1. Suppliers database. Effective Park
management
programme
Custodian of choice
for protected area
management
Contribute to local
educational and
socio economic
development
Contribute to local
educational and
socio economic
development
Implement broad
based
transformation
15

Attract and retain the
human capital meeting
the required skills
required in all the
disciplines of the
AFNP
Strategic HR
management
Enable access of all
staff to senior
management
Implement best
practices in managing
and Understanding
HIV and AIDS and
associated diseases.
The AFNP compliance
with corporate
transformation
policies.
1. Staff satisfaction surveys
2. Database of key staff
positions
3. Comparison of
remuneration against market
4. Training programmes
5. Skills audit
6. Skills plan.
1. Imbizos with upper
management
1. HIV surveys and
awareness programmes.
Human
resource
programme
Effective ark
management
programme
Aids
programme
Attract and retain
the best human
capital
Share and provide
access to
information and
knowledge
Ensure best
practices in
managing and
understanding HIV
and AIDS (and
associated
diseases)
1. Staff equity database. HR programme Implement broad
based
transformation
16

Attain a healthy
financial status for the
Park
Continuously improve
the Income to Cost
Ratio of the AFNP to
ensure that the Park
meets its conservation
mandate and
contributes to
SANParks' overall
conservation mandate.
1. Cost saving exercises by
cost centre
2. Efficient project
management
3. Maintain infrastructure
according to plan
4. Explore new revenue
generating projects
1. State of
infrastructure
plan
2. Effective Park
management
programme
3. Public works
programme
Effective
management of
revenue and
expenditure
5. Proactively work on audit
findings
6. Risk profile updated.
Enhance AFNP’s
reputation
1. Publications, media
releases
2. Events (marathons)
Effective Park
management
programme
Enhance SANParks'
Reputation
3. Voluntary support
programmes.
To achieve effective
co-operative
governance.
1. Actively participate in
province/region IDP's.
Effective Park
management
programme
Custodian of choice
for protected area
management
17

3. GUIDELINES AND PROGRAMMES TO ACHIEVE THE DESIRED STATE
3.1. Biodiversity and heritage conservation
3.1.1. Park expansion programme
Although not considered a national priority conservation area (Driver et al. 2005), the
expansion of the AFNP remains important for SANParks. The establishment of an
ecologically viable park in the Gariep centre of endemism around the Orange River
will enhance the protection of the vegetation types in this region (Van Wyk & Smith
2001). The expansion programme conforms to SANParks’ accepted biodiversity
values and follows SANParks’ land acquisition framework.
Although no specific fine-scaled conservation plan exists yet for the Park, the
expansion plan is informed by the national conservation assessment (Driver et al.
2005) and a trans-frontier opportunity, the first such conservation area investigated in
South Africa (Jarman & Owen 1998). The thrust of expansion for the Park is aimed
towards conserving poorly-represented vegetation types and as such the desired
state would include:
• The consolidation of an ecologically viable park around the poorly-protected
mid Orange River reaches characteristic of the Gariep centre of endemism;
and
• Creating an opportunity for trans-frontier conservation.
Currently the 55 383 ha park includes five Nama-Karoo vegetation types, one (Lower
Gariep Alluvial Vegetation) of which is endangered largely through the transformation
by intensive viticulture on river fans. Furthermore, four of these vegetation types are
poorly protected. The Park expansion will go through two phases, that of a
consolidation and then a broader expansion (Fig 2). The former is focused on
straightening the boundary for managerial reasons and would require the acquisition
of about 1700 ha for a minimum of R1.5 million as it involves several small
properties. However, this would not add any further unconserved vegetation types.
Therefore, a further 198 000 ha expansion phase which is primarily focused on
adjacent river areas would include three unprotected vegetation types, namely the
Einiqua Plains and Rocky Desert types, and Bushmanland Sandy Grassland
(Mucina et al, 2005). If this were to be included entirely through acquisition, it is
expected to cost an estimated R40 million. However, a number of land owners have
expressed a possible desire to enter contractual arrangements, thus reducing this
potential cost.
Expansion in the 2006-10 management cycles will be primarily focussed on the
consolidation phase and the acquisition of a few key properties and is expected to
cost R6.6 million and add a further 18700 ha.
Ref. 16/1/5/1/5/3/2 18

Figure 1. Expansion areas for Augrabies Falls National Park.
3.1.2. Sustainable natural resource use programme
There is currently no sustainable natural resource use programme. The resource use
policy will guide the AFNP in this regard.
3.1.3. Herbivore management programme
The historical occurrence of large mammals in the Augrabies region is extensively
described by Du Plessis (1969), Skead (1980) and Rookmaker (1989). Mossop
(1935) provides an account of the travels of Hendrik Jacob Wikar who recorded
numerous wildlife species along the banks of the Orange River in the Upington
region (including the Augrabies Falls area) during his travels in 1778. Wikar’s
observations conclude that the riverine areas supported a rich mammalian fauna but
that these species were only able to penetrate the drier habitats via the perennial
river systems. Among the species recorded by Wikar were elephant (apparently
frequently found in the kokerboom, Aloe dichotoma, and forests), hippopotamus,
giraffe, rhinoceros (sic black), buffalo, gemsbok, hartebeest, zebra (presumably
Hartmann’s mountain zebra), lion, aardwolf and ostrich. A review of the literature
suggests that a considerable number of species may once have been present in the
region, and these species should form the basis for any future reintroduction
strategies (Castley 2006).
The following large herbivores should be supplemented and/or reintroduced to the
expanded section of the southern bank of the AFNP: red hartebeest, eland, kudu,
ostrich, giraffe, springbok, gemsbok, black rhinoceros. The black rhinoceros is a
special case as the species has previously been supported in the Park, but these
animals were consolidated in the population in the AENP. The AFNP provides a good
habitat for black rhino but at a low ecological carrying capacity (0.04 – 0.05 / km 2 ) for
the species. Even so, the expanded Park has the potential to support 30 individuals
(Castley 2004).
Ref. 16/1/5/1/5/3/2 19

The task remains to develop a strategy to manage the large herbivores of the AFNP
in a way that is consistent with the biodiversity conservation objectives identified
above.
3.1.4. Carnivore species management
The introduction of carnivores into the system is advisable to re-establish the
predator-prey dynamics of the natural ecosystem, but it is unlikely that the current
herbivore populations will be able to sustain predation rates imposed by the minimum
number of individuals of a founding population of larger carnivores. The introduction
of larger carnivores is not anticipated in the AFNP in the immediate future (next 5
years), although there are a number of species that could be introduced, but that may
also already be present (Castley 2006). Any proposals for the introduction need to
consider the norms and standards stipulated by DEAT for the sustainable use of
large predators (DEAT 2003).
The reintroductions can be reviewed in future to assess the potential of introducing
lion into the system. Leopards are already recorded in the Park but the low density
and solitary nature of this species suggests that it is already able to maintain itself on
the resident populations of klipspringer, rock hyrax and other wildlife. They are likely
to prey on gemsbok, kudu, klipspringer, steenbok and smaller carnivores, but show a
preference for common duiker (Hayward et al. 2006).
There are a number of conditions that would need to be met prior to the introduction
of any predators, and these are general requirements for any anticipated large
carnivore introductions (see SANParks Policy Framework in reintroduction of large
carnivores):
(i) The park boundary fencing is adequate to contain the animals
being released.
(ii) A review of the prey populations is undertaken to determine the
potential numbers of predators that could be supported.
(iii) The release of any larger carnivore should coincide with some
degree of scientific monitoring.
(iv) The impact of the released predator on prey populations and prey
population persistence needs to be monitored.
3.1.5. Damage causing animal programme/Problem animal programme
The AFNP has the typical problem animals found to sometimes become a nuisance
in smaller conserved areas. Animals such as the caracal and black-backed jackal are
a problem to the adjacent farmers. Baboons, vervets and the black flies (Diptera:
Simuliidae) are at times invading the tourist areas. Flowering plant species along the
Orange River support the continuous breeding of the flies. At times the flies are
eradicated through spraying by the Department of Agriculture.
3.1.6. Rare species programme
There are currently two mammal species that may require additional management
considerations. One of these, the Hartmann’s mountain zebra, is already resident in
the Park and the population has recently been relocated to the larger southern bank
section, while the other, the black rhinoceros, has the chance of being reintroduced
within the next five years.
Hartmann’s mountain zebra
There are few populations of this species in South Africa, and even fewer within their
historical range. This makes the conservation of this species in the AFNP an
important conservation objective. It will be necessary to consider the success of this
Ref. 16/1/5/1/5/3/2 20

translocation operation using aerial surveying and ground based monitoring to
assess the habitat use by the species on the southern bank. It may be possible to
manage this population as part of a larger regional meta-population in the Goegap
Provincial Nature Reserve, while the species is also expected to occur in the
Richtersveld National Park. It may also be possible to source additional animals from
populations in the Eastern Cape.
Black rhinoceros
The arid-adapted, south-western ecotype of this species, Diceros bicornis bicornis,
has previously survived well in the AFNP and the preferred habitats that have been
recently incorporated through the purchase of additional properties on the southern
bank are likely to provide further suitable habitat. The continued utilization of the
northern bank for supporting black rhino should not be excluded, but this is
dependent upon successful negotiations with the Riemvasmaak community on the
contractual co-management of the Melkbosrand area to the northwest of the Park.
The management of this species in the AFNP should be guided by existing
documents (Castley 2004) that refer to the performance of the population in terms of
the growth rates shown over time. The best options for securing a founder
population may lie in further negotiations with the Namibian Ministry of Wildlife.
If animals cannot be donated to SANParks, an effort should be made to secure a
founder population on a custodianship basis with an agreed equitable distribution of
progeny.
3.1.7. Water programme
The AFNP is drained by the Orange River (O.R), which is normally a perennial water
course. The O.R is the largest river in SA. Its source is in the Drakensberg, at Mont
Aux Sources, which has an annual rainfall of more than 1200 mm. It flows into the
Atlantic Ocean at Alexander Bay, which has an annual rainfall of 55 mm. The total
length of the river is 2 200 km. The Vaal River joins the Orange River at Douglas - in
wet years the OR and the VR flood simultaneously, causing major floods in the lower
Orange River areas.
Great floods that can be remembered were in 1897, 1925, 1934, 1943, 1974, 1976
and the last flood in 1988. In these times the river flow could rise to 11 000 cumec
(11 000 litres per sec). In 1988 it rose to approx 7 800 l per sec. In later years the
dams upriver played a large role in slowing down the flow of the river. The river was
reduced to a trickle during the dry seasons but with the water regulations that have
been placed on the dams upriver it now has a constant flow.
Between Kakamas and the Park, a distance of approximately 35 km, the river flows
through a wide, flat, cultivated valley. From the 146 m high Falls it flows into a deep,
100 m-narrow gorge. The AFNP forms a system of braided channels before
cascading over a waterfall approximately 90 metres high with a 56 m freefall.
Downstream from the Falls the river flows through a 18 km gorge - a linear oasis
through the otherwise barren Park. Although the flow of the Orange River has been
controlled for agricultural irrigation, when it floods, the Falls are one of the largest
water volumes in South Africa. When in flood it offers the largest mass waterfall in
the country. Historically, the area flooded over a 6 km wide area. Much less water
now flows down the river as a result of the Lesotho Water Scheme.
The water serving the Park is pumped and filtered through a new electrical pump and
reservoir system.
Ref. 16/1/5/1/5/3/2 21

Section 3 of the National Water Act (Act 36 of 1998) clearly identifies the National
Government as the public trustee of the nation’s water resources, which, acting
through the Minister of Water Affairs and Forestry, has the power to regulate the use,
flow and control of all water in South Africa. SANParks thus does not directly, and in
most cases also indirectly, manage hydraulic processes and resource use in rivers.
The Act also states that the Department of Water Affairs and Forestry must devolve
most of the catchment management issues to Catchment Management Agencies
(CMAs) that include representatives of local interest groups and relevant government
agencies. The CMAs will provide opportunities for cooperative catchment
management.
3.1.8. Rehabilitation programme
This programme deals with habitat rehabilitation of environmental/biodiversity
parameters in the AFNP. Since the AFNP is in an arid area (low rainfall), minor soil
or vegetation disturbances may induce soil erosion during flash floods. There is also
minor vegetation transformation, which includes change of vegetation community in
terms of composition, density and structure. In the AFNP this has been as a result of
historical herbivory by domestic stock, and the resulting invasion of vegetation
communities by alien plant species.
The AFNP is still increasing in size through the purchase of agricultural land for the
Park. It is therefore possible that some of the land that will be purchased for the Park
will have been significantly transformed through agricultural practices.
Purpose
The main intention of restoration in the AFNP is to return a degraded system to some
form of cover or state that is protective, productive, aesthetically pleasing, or valuable
in a conservation sense. Hobbs & Norton (1996) have identified ecosystem
composition, structure, pattern, function, heterogeneity and resilience as attributes
that must be considered in restoration efforts.
Context
In the AFNP, transformed areas can be divided into the following sections:
1. Infrastructure related – this includes old buildings, fence lines, dams,
telephone lines, and old roads.
2. Excavations – this includes borrow pits for road construction, abandoned
rose quartz mines, and impoundments.
3. General refuse – this includes a variety of items scattered throughout the
bush (such as old drums, cement pipes, and rubbish tips).
4. Alien infestation – this refers largely to the extensive stands of Prosopis
spp (Mesquite) that are prevalent around the homesteads in particular, but
also along some of the dry river channels. Some of these stands are
quite large while others are just one or two trees. Other species include
Wild tobacco Nicotiana glauca and the Mexican poppy, Argemone
mexicana.
Management interventions
There are straight lines, effects of old fence-lines and packing of rocks along these
lines that are visible from tourist roads. The rocks on the historical fence-lines should
be dispersed back into the veld or collected from these lines to reduce the visual
impact of these lines.
Ref. 16/1/5/1/5/3/2 22

Another piece of infrastructure that requires urgent attention is the removal of the old
telephone line between Af en Toe and Seekoeisteek homesteads. There are also
large tracks of old farm roads.
The removal of alien vegetation from the various homesteads and river channels is a
priority. This is particularly important where some of these sites have been identified
as potential picnic and rest areas for tourists. There is not only a dense accumulation
of Prosopis at places but also a number of ruins and refuse that needs to be cleared.
Research
The invasion of exotic plants is generally accompanied by competition with
indigenous plant species. It is therefore assumed that the invasion of Prosopis
species and other exotic species has had a negative impact on the biology of
indigenous plant species. A vegetation survey in such areas and adjacent areas
infested by Prosopis species is therefore necessary before the clearing of these
exotic species.
The AFNP has two restoration objectives.
1. Site-by-site scale:
• To remove all unwanted structures in the Park
• To blend structures such as excavations with the natural environment
2. Landscape scale:
• To remove all alien plant species, thus improving the environmental
integrity of the Park
• To enhance hydrological regimes in the Park
3.1.9. Cultural heritage resource programme
Overall purpose and Objective
To manage and sustain the significance, authenticity and integrity of the tangible and
intangible cultural heritage resources for which SANParks is responsible, for the
enjoyment and benefit of all South Africans and of the world.
Brief overview of the cultural values of the Park
During the period September 1999 to March 2001, a project was undertaken to
compile a Cultural Heritage Management Plan. The AFNP area, which consisted at
the time of the original AFNP area as well as a number of newly-acquired properties
such as Seekoeisteek, Waterval, Melkbosrant and Omdraai, formed the primary area
of focus. In line with Park policy and the concept of a cultural landscape,
neighbouring areas such as Riemvasmaak were also included
As very little prior research had taken place in the area, a large component of the
research time was spent on compiling a heritage inventory. The fieldwork resulted in
the identification of 155 tangible heritage sites, of which 106 were from within the
Park boundaries and the remaining 49 from areas adjacent to the Park. These sites
include graves and burial grounds, Stone Age surface scatters, historic homesteads,
military structures and rock engravings. The research has shown that the AFNP area
possesses a rich diversity of heritage fabric which includes a diversity of cultures and
historic events.
One of the more interesting sites within the Park is a Quiver Tree that was inscribed
two days before the worst drought in living memory was broken. The inscription
reads “Die weer is Mooi 11 Des 1933. Daar is hoop.” (directly translated it would
read: “The weather is beautiful 11 Dec 1933. There is hope”).
Ref. 16/1/5/1/5/3/2 23

Another interesting site is located on one of the Orange River islands falling within
the Park boundaries. It consists of two small rock shelters associated with Later
Stone Age lithics, elongated grinding surfaces as well as two possible Later Stone
Age graves. At least one ceramic fragment has also been observed.
The occupation of the islands in the vicinity of the Augrabies Falls was recorded by
two of the earliest known European visitors to the area, namely the Swedish deserter
Hendrik Jacob Wikar in 1778 as well as Colonel Robert Jacob Gordon who visited
the Falls shortly thereafter on 15 October 1779. Although Wikar indicates only a
pastoralist group (referred to as the Namnykoa) residing on the islands, Gordon
found both pastoralists (he calls them Namneiqua) and hunter-gatherers (referred to
as Anoeeis) on the islands.
Intangible resources have also been documented, and include mythical creatures
such as the Water Snake and lesser known Dassie-adder (described by some as a
small creature with the body of a snake and the head of a wrinkled old man with a
white beard). Other intangible heritage resources recorded during community
participation include traditional dances and clothing, as well as medicinal uses for
plants.
Park management priorities and future intent
As mentioned above, a survey of the AFNP was undertaken and compiled in a
Cultural Heritage Management Plan. As part of the plan, evaluations were made on
the significance, conservation status and utilisation options of all the heritage
resources identified during the study. Detailed recommendations were also made on
ways to implement the plan. The Park has since expanded its boundaries, therefore
more surveys will still need to be done.
In order to fully comply with all management requirements for cultural heritage
resources in the Park, a number of initiatives have been planned and will be
implemented within the next five years. The SANParks legal obligations and
management principles regarding cultural heritage resources are included in the
Cultural Heritage Cooperate Policy Statement. The following table presents an
outline of planned management objectives and activities:
Table 2. Outline of the planned cultural objectives and activities
Management
Objectives
1. To further develop
and continuously
update an
inventory of cultural
resources in the
Augrabies Falls
National Park
Measures
• % of new
cultural
heritage
information
• Heritage
information on
new Park areas
Initiatives
• Documentation of newly discovered
cultural heritage sites and associated
oral histories and indigenous knowledge
(tangible and intangible heritage)
according to the standard of the existing
inventory and including all of this data
into the overall Cultural Heritage
Management Plan
• Priority must at present be placed on
areas acquired after the cessation of
the 1999 - 2001 fieldwork as well as the
highly potential Orange River islands
that were inaccessible at the time of
previous fieldwork due to heavy rains.
• Training and use of SANParks staff
• Association with relevant institutions
such as museums and universities
•
Ref. 16/1/5/1/5/3/2 24

2. To implement the
Cultural Heritage
Management Plan
(CHMP) for the
Augrabies Falls
National Park
3. To formulate and
implement Cultural
Heritage Site
Management
Plans for heritage
sites that have
been identified for
educational,
research and
tourism purposes
• The allocation
of resources to
enable
implementation
• Site monitoring
records
• Cultural
heritage site
management
plans
• Appropriate conservation measures of
all sites with the conservation status of
Ascertained Danger
• Implementation of a monitoring
programme with which the future
conservation and sustainable utilisation
of the heritage resources can be
maintained
• Involvement of stakeholders in the
implementation process
• Visitor control measures
• Information boards and signage
• Conservation measures
• Interpretation plan
• Maintain the sense of place at heritage
sites
3.2. Sustainable tourism
3.2.1. Conservation Development Framework (CDF)
Zoning Plan
The primary objective of a park zoning plan is to establish a coherent spatial
framework in and around a park to guide and co-ordinate conservation, tourism and
visitor experience initiatives. A zoning plan plays an important role in minimizing
conflicts between different users of a park by separating potentially conflicting
activities such as game viewing and day-visitor picnic areas whilst ensuring that
activities which do not conflict with the park’s values and objectives (especially the
conservation of the protected area’s natural systems and its biodiversity) can
continue in appropriate areas. The zoning of the AFNP was based on an analysis
and mapping of the sensitivity and value of the Park’s biophysical, heritage and
scenic resources, an assessment of the regional context, and an assessment of the
Park’s current and planned infrastructure and tourist routes/products. All these
aspects were interpreted in the context of the Park’s objectives.
Overview of the use zones:
The use zoning plan for the AFNP is shown in Figure 3. Full details of the use zones,
the zoning process, the Park Interface Zones (detailing Park interaction with adjacent
areas) and the underlying landscape analyses are included in the AFNP Zoning
Document which is available on request.
Remote Zone: This is an area retaining an intrinsically wild appearance and
character, or an area which is capable of being restored to such and which is
undeveloped and without roads. There are no permanent improvements required in
such a Zone, neither is there any form of human habitation. It provides outstanding
opportunities for solitude, with awe-inspiring natural characteristics. The sight and
sound of human habitation and activities are barely discernable and at a far distance.
In the AFNP, Remote Zones were designated in five rugged areas with high
environmental sensitivity.
Primitive Zone: The prime characteristic of this Zone is the experience of
wilderness qualities with access controlled in terms of numbers, frequency and size
of groups. The Zone shares the wilderness qualities of the Remote Zone, but with
Ref. 16/1/5/1/5/3/2 25

limited access roads, trails and the potential for basic small-scale self-catering
accommodation facilities such as a small bush camp. Views of human activities and
development outside of the Park may be visible from this Zone. In the AFNP,
Primitive Zones were designated to protect most of the remaining sensitive areas that
were not incorporated into Remote Zones from high levels of tourism activity. In
addition, Primitive Zones were designated along the southern boundary to buffer the
core of the Park from external impacts, and around the Remote Zones to buffer them
from higher use tourist areas. In areas where Remote Zones border on the Park
boundary, a 100m wide Primitive Zone was designated to allow Park management
access to boundaries. Primitive Zones were also designated to allow management
and controlled tourists 4x4 access through Remote Zones north of the Orange River.
Low Intensity Leisure Zone: The underlying characteristic of this Zone is motorized
self-drive access with self-catering accommodation units in small basic camps
without facilities such as shops and restaurants. Facilities along roads are limited to
basic self- catering picnic sites with toilet facilities. In the AFNP, Low Intensity
Leisure Zones have been designated along the current tourist access routes and
game viewing areas west of the Falls. The edges of the Low Intensity Leisure Zones
were defined in terms of landscape sensitivity and value (as well as topographic)
constraints, with most high sensitivity landscapes being excluded from this Zone.
High Intensity Leisure Zone: This Zone is characterized by high density tourist
development nodes with amenities such as shops, restaurants and interpretive
centres. This is the Zone where more concentrated human activities are allowed,
and is accessible by motorized transport on high volume transport routes. In the
AFNP, High Intensity Leisure Zones were designated around the main tourist
precinct around the Falls and gorge, as well as the main entrance road to the Park.
The two public roads which currently cut through the Park were also zoned
accordingly (despite the fact that these transport routes are inappropriate for the Park
and disrupt its zoning and land use scheme) to accommodate currently unavoidable
high levels of activity.
Overview of the Special Management Overlays of the Augrabies Falls National
Park
Special management overlays which designate specific areas of the Park that require
special management interventions were identified. Two types of areas were
designated:
• Special Conservation Area - Visual Protection: Areas with extremely high
sensitivity to visual impacts were included in this overlay. This area needs to
be carefully managed to minimize or eliminate any aesthetic or visual
intrusion of development and tourism activities. These areas were
concentrated along the gorge and Falls, as well as highly visible mountainous
areas both north and south of the Orange River.
• Special Conservation Area – Closed woodland Zizyphus mucronata:
This vulnerable and rare vegetation type was identified for special protection
to minimize the risk of any further loss of habitat as well as to prioritize
rehabilitation work.
Current status and future improvements:
The current Park use zonation is based on the same biodiversity and landscape
analyses undertaken for a Conservation Development Framework (CDF). However,
certain elements underlying a CDF, such as a tourism market analysis, are not to be
fully incorporated into the Park use zonation. A full CDF will be developed for the
AFNP within the current update cycle. Remote areas will be investigated for possible
formal declaration as Wilderness Areas in terms of Section 22 of the PAA.
Ref. 16/1/5/1/5/3/2 26

Figure 2:.Use zoning and special management of the Augrabies Falls National
Park
3.2.2. Tourism Programme
The AFNP attracts some 50 000 to 100 000 visitors annually. The wide variation in
numbers depends largely upon the fluctuating Namaqua wild flower displays. This
large influx of tourists offers the opportunity for day and overnight visitors. Some
come for a short visit to the Falls, and others stay longer to enjoy the diversity of
tourism attractions.
Although the Park is relatively small in size and provides 59 chalets (226 beds and
40 campsites), and a day visitors area with a picnic site, the Park plans to boost the
number of overnight accommodation options by offering a range of diverse products.
This is expected to have a positive knock-on affect for the Park’s income base and
the regional tourism industry.
Management and support infrastructure comprises park administration offices, staff
accommodation, a conference centre, public toilets, Masekhane hall complex,
technical stores, vehicle sheds, workshop and shop and restaurant complex.
Management roads and tracks are 120km in extent, while tourism roads are 80km
and fences are 242 km.
Underpinning the management of the Park is the maintenance of a balance between
ecological, social and economic needs. In order to manage visitors effectively, Park
management must ensure that economic needs are met through visitor enjoyment
(i.e. generating revenue), broader social needs are addressed (i.e. access to
recreational, educational and employment opportunities), and ecological protection is
ensured (i.e. natural and cultural resources, are protected).
Ref. 16/1/5/1/5/3/2 27

A walkway has been constructed to enhance the experience for visitors. Staff houses
are in a reasonable condition. Technical buildings are in poor condition and require
fairly extensive upgrading. Some upgrading and repairs have been carried out on the
water supply system. Roads are generally in a relatively good condition. The CDF will
inform future decisions regarding the potential use of some of the old buildings.
Appropriate renovation action will then take place.
The AFNP currently relies on SANParks corporate services to market the Park to
current and potential visitors using a variety of media such as brochures,
publications, the Internet, press releases, radio, newspapers and trade fairs. There
is, however, a growing need to expand the local capacity through the use of the
cluster marketing services to provide a marketing and communications service closer
to the Park.
As the AFNP recreational and visitor services grow and the Park becomes a stronger
driver in the regional ecotourism market, the corporate marketing capacity may be
complemented with a local marketing and communications support which can focus
on developing innovative packages to encourage visitors to both visit the Park and
stay longer. The wide diversity of local stakeholders will also require continual
iterative engagement to sustain a constructive and positive relationship with the Park.
3.2.3. Marketing Programme
The Augrabies Falls National Park operates in the Tourism and Conservation
spheres. For marketing purposes, the focus lies on the tourism and hospitality
services industry, which has shown considerable growth over the past years.
Challenging issues for the next financial year will be:
• To upgrade the remaining three chalets and two bed chalets that did not keep
up with those found in the private sector.
• Financial constraints. Tourism activities should be able to sustain themselves
and fund conservation activities.
The marketing objectives are set within the framework of some of the guidelines, as
follows:
• To maximize profits
• To maximize the number of community visitors
• To raise and maintain the AFNP standards for a bigger share in the market
• To increase public awareness of AFNP products
The marketing strategy is to develop an integrated socio-ecological plan to act as a
basis for the development of sustainable tourism. This plan must embrace social
values, be compliant with all reasonable biodiversity conservation needs, embrace
the principles of resilience and sustainability and the AFNP conservation ethic and be
financially viable, as well as contain practical tools and indicators.
Part of the marketing strategy is also to implement a service-delivery programme for
tourism products, and to manage and enhance this in a quality controlled manner by
providing a continuum of products and services along the full chain of visitor
accession, travel, entry, accommodation and experiences (including interpretation,
appreciation of wilderness and of community linkages) supported by appropriate
marketing.
Additionally, the marketing strategy aims to generate sufficient revenue from servicedelivery
to allow funding of conservation initiatives, maintenance of infrastructure, as
well as to contribute to community programmes. The investigation and enhancement
Ref. 16/1/5/1/5/3/2 28

of all underlying enabling factors which promote the success of sustainable tourism is
also part of the marketing strategy.
The AFNP currently relies on SANParks corporate services to market the Park to
current and potential visitors using a variety of media such as brochures,
publications, the Internet, press releases, radio, newspapers and trade fairs. There
is, however, a growing need to expand the local capacity through the use of the
cluster marketing services to provide a marketing and communications service closer
to the Park.
As the AFNP recreational and visitor services grow and it becomes a stronger driver
in the regional ecotourism market, the corporate marketing capacity may be
complemented with a local marketing and communications support which can focus
on developing innovative packages to encourage visitors to both visit the Park and
stay longer. The wide diversity of local stakeholders will also require continual
iterative engagement to sustain a constructive and positive relationship with the Park.
The marketing programme is at present under review and will be made
available for public scrutiny as soon as this process is finished.
3.2.4. Commercial Development Programme
The objective of commercial development is to manage concessionaires and
commercial tourism operators in the Park to ensure that ecological, cultural and
scenic resources and visitor experience are maintained and enhanced.
Commercial operators and concessions potentially offer an important source of
income for the Park, but their operations could have a negative effect on the
environment and would therefore require careful monitoring and evaluation. Equally
outsourcing a number of Park activities may provide the Park with complementary
skills and efficiencies, although this has its own set of management challenges. It is
envisaged that all concessionaires will continue to contribute to the AFNP income
through the establishment of fixed fees or a percentage of turnover. Opportunities for
public private partnerships will continue to be explored. Opportunities will especially
be sought to enhance the already successful partnership with EJ Viljoen Associates
and other small, medium and macro enterprises (SMMEs) from the immediate
communities.
3.3. Building cooperation and constituency
3.3.1. Stakeholder relationship management programme
Purpose
The P&C Department of the AFNP regularly engages with various governmental and
non-governmental departments. This positive cooperation builds bridges, enhancing
a people-friendly Park. Not only is the conservational ethic strengthened by
interactions, meetings and events, but it also nurtures the spirit of Ubuntu.
General Stakeholders
General stakeholder participation from P&C involves the following: DWAF, Kai Garib
Municipality, regional GCIS (Upington), regional Department of Labour, local
Department of Justice, local Department of Social Development and FAMSA
(Upington), the Regional Human Rights Commission, Provincial Public Protector,
regional Justice Centre, Youth Against Crime (SAPS), DoE, Learning Area Manager,
Indigenous Languages, and the Marcus Mbetha Centre for Youth Delinquencies.
These stakeholders are involved in many celebrations and in enhancing cooperation
between the Park and the people living in the area.
Ref. 16/1/5/1/5/3/2 29

The Kalahari Adventure Centre, Khamkirri, Daberas Adventures, and Zeekoeisteek
Adventures are examples of concessionaires operating businesses in and next to the
Park.
Current local suppliers such as PA Stationers, URB, Agri SA (Augrabies and
Kakamas), Andrag (Kakamas), Midas Upington, CAY Toyota (Upington) and other
interested businesses, also in the neighbouring communities, are all involved in
supplying the AFNP with their goods.
EJ Viljoen Associates are concessionaires in the Park. Other business associations
include the Kakamas Black Business Forum and the Kakamas Besigheidskamer.
Communities
The Park Forum, which was formed in 2004 and consists of community members, is
representative of many stakeholders in the area.
An Advisory Forum has been established with regards to the Poverty Relief Project.
Community organisations act as stakeholders and involve the Riemvasmaak Trust,
youth groups, elderly groups, women’s groups, HIV/Aids oriented groups, church
groups, political parties and the ‘Youth against crime’ (SAPS), with the common goal
of establishing a network with various organisations and Departments to address and
counteract problems collectively.
The Park, and especially the P&C Department, experiences a very good and positive
relationship with its neighbouring schools, including primary, secondary and tertiary
institutions and colleges in the neighbouring communities.
The neighbouring communities of Augrabies include Noudonsies, Marchand, Alheit,
Kakamas, Cillie, Lutzburg, Riemvasmaak, Vredesvallei, Blouputs and Rooipad.
Other communities include Keimoes, Upington, Kenhardt, Schuitdrift, Onseepkans
and Pofadder.
Employees
Employee representative bodies and unions: SACCAWU is supported.
The media
Newspapers in the area include the local Afrikaans newspaper, Die Gemsbok, and
the regional/provincial Volksblad.
National TV Broadcasting Corporations include SABC TV News and Radio, SABC
Education and KykNet. Radio Broadcasting Stations like Radio Riverside (local),
RSG, and OFM also form part of the media network, as well as Weg and Getaway
magazines.
Context and management
The main international stakeholders identified are BMW Germany and GVI. GVI
contributes mainly as an add-on to the human resources of the Park by providing
international members for a year, mainly to assist in P&C Park activities. GTZ is an
NGO involved in working with the Riemvasmaak Trust, especially regarding the
future of Melkbosrant. Other NGOs like PROJOB Vaardigheidsopleiding have been
involved in setting up training for the Poverty Relief Project.
Good relations currently exist with the Kai Garib Municipality as two members of this
Municipality are part of the Park Forum, namely the municipal manager and the
Augrabies ward councillor, who is also the chairperson of the Advisory Forum of the
Poverty Relief Project.
Ref. 16/1/5/1/5/3/2 30

Provincial Government Departments are involved via partnerships with various
Northern Cape Departments such as the Department of Tourism, Environment and
Conservation, DWAF, the DoE and Education Support Services in the staging of
special day commemorations with the Provincial Public Protector, GCIS, local
Department of Justice, local Department of Social Development and the Police
Services at least once a year.
Links with tourist associations like Khara Hais Tourism, the Green Kalahari Forum,
the Augrabies Contrast Route Forum and the Northern Cape Tourism Board exist.
The only tour operator involving in a contractual agreement with the Park is the
Kalahari Adventure Centre. Around the Park there is Khamkirri, Daberas Adventures
and Zeekoeisteek Adventures.
Risks
• The lack of overall ability to resource and fund activities
• Excluding any possible parties that could be involved as stakeholders
3.3.2. Environmental interpretation education programme
Education Development Programme
Purpose
To build constituencies amongst people in support of SANParks’ conservation
endeavours by playing a significant, targeted and effective role in promoting a
variety of educational opportunities and initiatives. The P&C will continue to focus
their attention on youth outreach functions and environmental education in order to
build a conservation constituency for the future.
Context and Management Actions
The management actions take place at many levels.
1. School interaction
Know Your Park Campaign with school visiting groups
This campaign deals with at least one school group visiting the Park per month.
These groups not only include local community school groups, but even school
groups from the Upington/Siyanda region, other provinces and even Namibia.
When the groups are at the Falls they are given educational information,
especially details of the physical experience such as the amounts of water, flow,
the name of the river, length of the river and the gorge.
Two focus Schools
This campaign has recently been launched at two neighbouring primary schools,
namely St. Maria Goretti and Assumpta.
Morula Kids
This project, applying to Grade 3-7 learners, is annually launched by the National
EIE P&C Department, of Ms Maria Moate, and has for the past two years been
successfully and enthusiastically accepted by the community schools in the area.
Ref. 16/1/5/1/5/3/2 31

2. Communities
Career Exposure Day
As part of the Department of Educational Support Services (Upington) career
exposure project for young female learners, learners come to the AFNP to learn
about careers in SANParks with a particular focus on tourism and nature
conservation.
Freedom Day
Elderly people from Marchand, one of the communities neighbouring the Park,
had free entrance into the Augrabies Falls National Park to commemorate this
special day.
Youth Day
The aim is to empower our local youth to obtain information and skills to combat
the problems identified by the youth, and to strive for a better life in general. The
objectives further enhance economic prosperity and the moral values of our
youth. This kind of day establishes positive thinking, and enhances networking
with various organisations and departments so that problems can collectively be
dealt with. Problems that are being addressed include crime, alcohol and drug
abuse, HIV/Aids and teenage pregnancies. The Park staff also strives to provide
opportunities for sharing best practice and skills transfer in the communities near
the AFNP.
Adult Awareness
A Women’s Day celebration was held where the P&C Department of the AFNP,
the local government, the Kai Garib Municipality and the Government
Communication Information Systems (GCIS, Upington) staged a Women’s Month
action plan. In this way the local women were kept up to date with the
conservational ethics of the area.
National Arbor Week
The essence of Arbor Week was commemorated in the AFNP by the visits of
school groups from the neighbouring Vredesvallei Primary School in
Riemvasmaak and the Sentraal Primary School in Kakamas. During these visits
the emphasis was on the important role of trees for life.
World Aids Day
The most challenging part of this event is the moment of disclosure when HIVpositive
sufferers make their status public for the first time. They are well
supported by members of the Chris Tana and Philson Care Groups, consisting of
HIV/Aids patients, caretakers and other interested parties involved in HIV/Aids
work.
Indigenous Knowledge Outreach programmes
Artefacts found in the AFNP area were brought by the Park’s P&C Officer and
GVI volunteer to the community in the hope of unlocking the mystery of the uses
of some of the artefacts so that they could be appreciated not just as items to be
catalogued but as pieces of living history. People of the community, especially the
older ones, were asked to share their indigenous knowledge regarding the origin
and use of some cultural artefacts. This interaction also brought some folk in
touch with their old environment that has been forgotten and lost with modern
lifestyles. Furthermore, elderly groups in and outside the Park, as well as
individual Nama-speaking community members, have been asked to help with
translations of terminology into the Nama language,
Ref. 16/1/5/1/5/3/2 32

3. School/communities outreach programmes
International Earth Day
The aim is to encourage especially the youth to take environmental action and
responsibility in their community.
World Environment Day
This is an opportunity to encourage learners and school staff members to
become active supporters of sustainable living. Awareness is promoted to
encourage community members to be owners of their communities and to take
responsibility for the environmental issues in the area.
Water Week
World Water Day is celebrated with water-related programmes taking place at
two neighbouring schools, namely Seekoeisteek PS and Vredesvallei PS. The
focus is to conserve and protect our scarce water resources. The water cycle is
explained to make learners aware of the importance of water, especially in the
context of the dry/arid region they live in.
World Environment Day
To celebrate World Environment Day’s 2006 theme of “Don’t Desert Our
Deserts”, the People & Conservation Departments from the Kgalagadi
Transfrontier Park and the Augrabies Falls National Park joined forces. Primary
school children enjoyed a slide show about the Kalahari Desert and a taste of
Tsamma melons.
4. Visitors
Visitor activities are directed around the self guided walks. Interpretative materials
are on display and a booklet of the self guided Dassie Trail is available free of
charge at the reception desk. Visitors may also buy a travel guide of the Park,
which is on sale for R30-00. During the school holidays, a holiday programme
consisting of slide shows on the Park, video shows on wild life and guided walks
is organised.
5. Teacher development
The AFNP staff developed an education and interpretation programme for the
Park that includes target recipients, community profiles, strategic options, access
to the Park, outreach, partnerships, educational and interpretation themes,
programme development and roll-out, resource and staffing requirements. The
AFNP helps to revamp the existing interpretive materials within the Park and
develop new interpretive signage for sites of special interest and at the Falls’
lookout points. Another interest is the development of OBE enhancement
programmes, linking the new curriculum with biodiversity conservation and Park
resources.
6. SANParks staff
Staff and families have been engaged with the HIV/Aids programme.
The holiday programme for staff children includes guided walks, interpretive talks,
slide shows, and guided drives in the Park.
Ref. 16/1/5/1/5/3/2 33

7. Research and monitoring
More research will be done on indigenous knowledge and how it could contribute to
the Park activities.
More capacity building amongst our local youth regarding their future career
involvement in parks will take place. Both external and internal monitoring and
evaluation is encouraged.
Objectives
• Development of education and interpretation programme for the Park
• Interpretive materials within the Park and signage for sites of special interest
need to be developed.
• Closer links with other SANParks educational and interpretive programmes
(notably those of the parks in the bioregional cluster) need to be created – this
includes the sharing of resources
• Flexible, pre-packaged outcomes-based educational resource materials,
which are linked to the school curriculum, must be developed and maintained.
• Training for teachers on how to use the Park as an educational resource
• Opportunities to facilitate access to the Park for educational programmes by
bona fide educational initiatives need to be provided - dedicated staff to
implement the education and interpretation strategy must be appointed
Risks
• The temporary use of the BMW Conference Centre as an interpretative centre
with various artefacts and skulls, amongst others, on display, could decrease
a visitor’s experience when it is not available
• Youth Development Programmes, for example youth groups, in the phase of
establishing eco clubs could pose a safety risk. Youngsters are taken over a
long period of time into abnormal circumstances like camping in the bush
• Lack of human resources for the implementation of effective educational
programmes
• Inadequate funding for programmes and activities
3.3.3. Local socio-economic programme
Purpose
The local socio-economic programme contributes to the local economic
development, economic empowerment and social development in communities and
neighbouring areas adjacent to national parks by partnering with local government
IDPs. The Park also participates in government programmes to contribute towards
local skills development by supporting learnerships, implementing needs-related
training programmes, and by creating business opportunities.
Ref. 16/1/5/1/5/3/2 34

Context and management
Basic skills development forms part of training. Some of the training areas include
OHS, First Aid and Fire fighting, which were carried out by Skills for Africa. All
successful students were issued a Level 1 certificate (SEDA). Local government
organisations like the Department of Health were invited to hold workshops, which
included Primary Health and HIV info sessions. The Department of Labour held a
SPWP workshop. Vocational construction training is available to all new employees.
Local SMMEs have been established to make T-shirts and overalls for the Park
projects, as well as to remove unwanted structures. In one case an SMME has grown
into a fully-fledged business.
The Business Plan includes Exit Employment Opportunities for 20 persons. The
AFNP and COWEP initiated one year Conservation learnership contracts for 4
Poverty Relief employees, which will enable them to obtain status as Field Rangers.
Support from USAID has helped in uplifting goat herders in the Riemvasmaak area
through links to a scientifically focused project.
Risks:
• A financial risk exists where some contractors have full control over their
finances, whilst other are being controlled
• OHS is a high risk
• Tasks were not always well organised and planned
• Some actions created only a temporary source of income, which does not
necessarily combat poverty in the long run
3.3.4. Communication programme
Media releases and various publications are mostly issued by the P&C officer. Film
permits are administered through Peninsula Permits, in consultation with the Park
manager and media liaison officer. Stakeholder liaison is ensured through various
regular interactions with key stakeholders, as mentioned in the special day
celebrations, and meetings are organised in the Park where feedback is given.
Visitors can also sign on to the website.
One local exhibition was held, but it did not pay off, as exhibitions are dependent on
the regional marketing manager, who is based in Upington, in order to promote the
Park to local visitors and stakeholders. The Park website is maintained by SANParks
head office according to corporate standards and image. Regular updates of
information and visual materials are made to constantly improve the Park’s website
information, mainly by the tourism and hospitality manager.
Communications with staff take the form of updates on a staff notice board,
distribution of the SANParks Go Wild magazine and information broadcasts on the
SANParks Intranet, as well as through regular staff meetings
Ref. 16/1/5/1/5/3/2 35

3.3.5. HIV/Aids programme
The Park and its staff are very involved with the poor of the AFNP area. The youth
that experience alcohol- and drug abuse, peer pressure, and low self-esteem as a
result of their environment are given new opportunities and advice. Furthermore, to
ensure economic and social prosperity for our youth and future leaders and to
cultivate a healthy environment and a culture of non-discrimination in terms of
HIV/Aids and other socio-economic challenges, we make World Aids Day alive and
real to our communities and staff. To ensure best practices in managing and
understanding HIV and Aids (and associated diseases), World Aids Day was
celebrated where 2 staff members engaged in voluntary testing in order to know their
status. A provision of lifestyle management programme is required. More than 80%
of the staff participated in the HIV/Aids prevalence surveys.
3.4. Effective park management
3.4.1. Environmental management programme (includes waste, energy,
water, NEMA compliance)
SANParks has committed itself to a set of corporate values, one of which state that
SANParks will embrace, and be guided by environmental ethics in all we do. Given
the national and international importance of our national parks, it is vital that parks
are managed according to world-class standards.
An environmental management system has been adopted and implemented in the
Park. This system will assist the Park and Park management in achieving their
environmental management responsibility.
The main objectives of utilizing and maintaining an Environmental Management
System (EMS) is to allow for the AFNP management to address their environmental
challenges in a consistent manner.
The EMS is applied with the standards of managing waste, pollution, uncontrolled
resource consumption, risks, and meeting stakeholder expectations, amongst others.
The implementation of an EMS offers benefits to the management of the AFNP, such
as:
• The compliance of legal requirements
• Provides improved organisational:
o Image
o Competitiveness
o Relationship with all neighbours
o Regulatory relationships
• Improved efficiency in the AFNP’s environmental responsibility
• Increase in the raising of environmental awareness and
• Placing environmental issues on the AFNP’s agenda
There is a growing awareness in the general community of problems associated with
the state of natural resources in South Africa. This is generating a community
expectation that natural resources must be managed and/or used sustainably if
South Africa is to maintain healthy ecosystems for the wellbeing of future
generations. Consumers are also beginning to demand that the environment be
taken into account in decision making.
Ref. 16/1/5/1/5/3/2 36

The EMS will focus on the following requirements:
• Environmental aspects: The Park identifies the environmental aspects which
the facility controls and over which it may be expected to have an influence,
and determines which of those aspects are considered significant.
• Legal and other requirements: The Park identifies access and communicates
legal and other requirements that are applicable to the Park.
• Environmental Objectives and Targets: The Park develops objectives and
targets for each significant environmental aspect. Objectives and targets are
developed considering significant environmental aspects, technological
options and financial, operational and business plans, as well as the views of
interested parties.
• Environmental Management Programmes: The Park establishes
environmental management programmes (EMPs) as a means for achieving
objectives and targets. These programmes define the principal actions to be
taken, those responsible for undertaking actions, and the scheduled times for
their implementation.
• Training, Awareness and Competence: The Park identifies, plans, monitors
and records training needs for personnel whose work may create a significant
impact upon the environment.
• Operational Control: The Park is responsible for identifying operations and
activities associated with significant environmental aspects that require
operational controls in procedures, work practices or environmental
management programmes.
• Emergency Preparedness and Response: The Park identifies potential for
and responds to accidents and emergency situations, and also seeks to
prevent and mitigate the environmental impacts that may be associated with
them.
3.4.2. Security and Safety Programme
Visitor and staff safety and security
Regular analysis of gathered intelligence is carried out to inform the Threat Analysis.
The programme will maintain appropriate and sufficient on-going training of
conservation staff in terms of Law Enforcement and First Aid. The Park management
accepts responsibility for visitor and staff safety and security. Furthermore, sufficient
on-going training of tourism staff in terms of Visitor Gateway Management and
general awareness of potential or possible criminal activities and the relevant
response to such actions is implemented.
Environmental crime
Analyses of gathered intelligence will regularly continue to inform the Threat
Analysis. The number of conservation staff will be increased after the completion of
the new predator proof boundary fence in March 2007 to ensure adequate fence
maintenance.
Cash in storage and transit
Intelligence is regularly analysed to inform the Threat Analysis. All staff are
responsible and it is our objective to ensure that they are trustworthy, especially staff
handling cash, regarding safety and security. It is important to maintain a heightened
awareness of all Park staff in terms of possible illegal activities such as cash
robberies.
Ref. 16/1/5/1/5/3/2 37

Access control and infrastructure (including document) security
All staff must accept responsibility of access control and infrastructure security. All
staff must be aware of potential criminal activities and the correct action to be taken
when such an activity occurs.
Risks and the way forward
While a single attack is one too many in terms of the risk to the SANParks brand and
reputation, mitigatory risk management measures are in place.
The Security Plan is informed by an analysis of the following aspects:
• The identification of high risk/use areas
• Associated crime statistics for each identified area
• The associated risks and criminal behaviour for each area
The strategic intent of this safety and security plan is to:
• Ensure that effective visitor safety measures are in place
• Ensure the safety and security of SANParks employees and concessionaires
• Ensure that tourist perceptions are managed in order to protect the brand and
reputation of SANParks and the SA Tourism Industry at large
The above plans of action, coupled with the combined operational experience of the
parties involved, enabled the AFNP to detail the needs for each area including
infrastructure, Operational Expenditure (OPEX), Capital Expenditure (CAPEX) and
Human Resources (HR) requirements.
The High Level Visitor Safety Forum will hold two meetings per year to monitor the
progress and implementation of the visitor safety plan. Smaller committees will meet
more regularly to ensure implementation and sustainability and report back to highlevel
meetings.
3.4.3. Infrastructure Programme
Although the Park is relatively small in size and provides 59 chalets (226 beds and
40 campsites), and a day visitors area with a picnic site, the Park plans to boost the
number of overnight accommodation options by offering a range of diverse products.
This is expected to have a positive knock-on affect for the Park’s income base and
the regional tourism industry.
Management and support infrastructure comprises Park administration offices, staff
accommodation, a conference centre, public toilets, the Masekhane hall complex,
technical stores, vehicle sheds, workshop and shop and a restaurant complex.
Management roads and tracks are 120km in extent, while tourism roads are 80km
and fences are 242 km in extent.
Underpinning the management of the Park, however, is the maintenance of a
balance between ecological, social and economic needs. In order to manage visitors
effectively, Park management must ensure that economic needs are met through
visitor enjoyment (through generating revenue), broader social needs are addressed
(access to recreational, educational and employment opportunities), and that
ecological protection is ensured (that natural and cultural resources are protected).
A walkway has been constructed to enhance the experience of visitors. Staff houses
are in a reasonable condition, while technical buildings are in poor condition and
require fairly extensive upgrading. Some upgrading and repairs have been
implemented on the water supply system. Roads are generally in a relatively good
Ref. 16/1/5/1/5/3/2 38

condition. The CDF will inform future decisions regarding the potential use of some of
the old buildings. Appropriate renovation action will then take place.
3.4.4. Staff Capacity Building Programme
The objective is to attract and retain the human capital meeting the skills required in
all the disciplines of the Park, through the implementation of structured remuneration
packages and relevant training programmes for Park management staff, contractors
and volunteers. The training needs of all the staff are continually assessed to ensure
that those responsible for the implementation of the Park objectives possess the
necessary skills to do so. Training needs of SMMEs are also assessed in order to
affect capacity building through the SEDA programme.
Furthermore, the capacity programme should function effectively to maintain
adequate human resources, staff development and training, and to develop a
learning environment and an attitude of ’lifelong learning’ to improve all staff skills in
the Park. Knowledgeable, experienced and healthy employees are critical to the
success of the AFNP. This requires the organisation to recruit and retain staff with
the appropriate competencies and to create an appealing work environment built
upon best practices. SANParks will strive to provide employees with opportunities to
directly impact the organisation’s performance, and to achieve goals that meet and
exceed customer and stakeholder needs and expectations. In order to do this, the
organisation will promote an environment of entrepreneurship within the context of
good corporate governance.
SANParks believes that recognition for prior learning as well as continuous
development contributes to a motivated, fulfilled and productive workforce. The
organisation’s objective is therefore to create a culture of learning and skills
development, whereby employees will be given opportunities to advance and better
themselves. This dynamic process of growth is also aimed at building world-class
best practices and leadership. All employees in SANParks will be required to have
Individual Development Plans as an approach to ensuring a development-oriented
organisation
The capacity programme also seeks to develop skills in Park staff by the
identification of training needs, and by ensuring that staff members attend corporate
or external managed training programmes, particularly in areas of visitor services and
occupational health and safety regulations. Training records must be maintained and
performance of staff must be evaluated.
The staff capacity building programme is currently under review and will be
made available for public scrutiny as soon as this process is complete.
3.4.5. Institutional Development and Administration Programme
Institutional development supports all of the other strategic objectives of the AFNP.
Essential parts of developing the AFNP as an organisation are staff development and
training, and developing a learning organisation.
Priorities in institutional development for the Park are the implementation of training
programmes for staff, the increase in staff capacity to implement the SMP, and the
implementation of the IEMS to enable continual improvement of Park management
through implementation, review and adaptation.
The institutional development and administration programme is currently
under review and will be made available for public scrutiny as soon as this
process is complete.
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3.4.6. Financial Sustainability Programme
Financial support for the AFNP is derived from complementary national programmes
(such as Working for Water and Poverty Alleviation), income generated by Parkbased
activities (primarily gate fees, overnight accommodation and adventure
activities), concessions, and private funding support. Although the AFNP is currently
financially self-sustaining, there is inadequate investment in maintaining the facilities
and infrastructure that generate the income. The challenge to the Park is, through
environmentally sensitive developments and activities, to move the Park’s income
base to a level of financial self-sustainability without compromising the resource base
and, over time, to generate a surplus. Table 3 provides an estimation of the costs
involved in striving towards the desired state for Augrabies Falls Park over the next
5-year period through all of the objectives and associated program detailed in this
management plan.
Table 3: – Estimated costs (in Rands) of reaching the desired state for Augrabies
Falls National Park
2006/2007 2007/2008 2008/2009 2009/2010 2010/2011
Park acquisition & rehab R 250,000 R 1,697,465 R 4,907,465 R 4,687,465 R 2,567,465
Park development R 0 R 43,000 R 10,979,720 R 249,853,525 R 731,720
Total operating costs R 4,861,000 R 6,987,281 R 7,438,628 R 7,827,705 R 8,805,531
Total costs R 5,111,000 R 8,727,746 R 23,325,813 R 262,368,695 R 12,104,716
Total secured annual R 5,111,000 R 0 R 9,100,000 R 0 R 0
costs
Total unsecured annual
costs
R 0 R 8,727,746 R 14,225,813 R 262,368,695 R 12,104,716
3.4.7. Legal compliance/risk management Programme
Policy
The purpose of corporate risk management is to ensure that strategic, business and
operational objectives are met and that continued, sustained growth and biodiversity
management are achieved. This is achieved by proactively identifying and
understanding the factors and events that may impact the achievement of the set
objectives, then managing, monitoring and reporting on these risks.
SANParks has adopted a comprehensive Risk Management Framework, depicting
corporate risk management policy, procedures and methodology (this document is
currently reflected on the SANParks Intranet). According to this, the board and
management are fully committed to and accountable for effective Corporate Risk
Management.
The process for the identification of risk is an objective-driven process which
assesses the impact that risks would have on the achievability of the objectives of
our organisation. Senior executives and line management within divisions, down to
each business unit, are accountable for risk. Each individual Park Scorecard
(Balanced Scorecard) reflects the goals, objectives, targets and performance
indicators for all its operations. They need to meet all applicable laws and regulations
as a minimum and, where appropriate, apply best practice.
Section 51 (1) (a) (i) of the PFMA requires the Accounting Authority of a Public Entity
to establish and maintain effective, efficient and transparent systems of financial and
risk management and internal control.
Ref. 16/1/5/1/5/3/2 40

Monitoring
Reporting on Risk Management occurs monthly at EXCO. Currently the existing
corporate risk registers (per division) are being aligned with the divisional scorecard
objective-setting. The process to integrate Park level scorecards with that of the
Director: Parks is currently in progress, but park managers must, in the interim,
advise the Manager: Admin Parks of any significant risk arising for their park that falls
outside the scope of ongoing management issues. The Head Risk Management or
Manager: Corporate Insurance can be contacted in this regard.
4. ADAPTIVE AND INTEGRATIVE STRATEGIES TO SUSTAIN THE DESIRED
STATE FOR THE AFNP
The desired state cannot be effectively maintained without explicit attention given to
prioritization, integration, operation, and above all, reflection and adaptation
according to the principles in the biodiversity custodianship framework. This will be
further developed in consultation with the public.
The desired state of the AFNP must be set in a focused way, reducing the need for
additional filtering processes to sift out what is most important. Most Park objectives
need to be seriously addressed in the next 5 year management cycle. A balance
must be struck between the energy needed to deal with immediate threats, and the
necessity of laying the all-important groundwork for longer-term strategic success.
The desired state will take long and be tough to reach, and difficult trade-offs will
need to be made along the way. It is hoped that the guidance offered in this section
assists that decision-making in a structured way, though obviously ongoing
evaluation is imperative.
Cultural and biophysical goals seem compatible given the current formulation of the
desired state. Community and visitor expectations need to be maintained in
convincing the public of the key cultural and biodiversity value of the Park. On the
other hand, it may be difficult to achieve all the goals within the next five years.
Given the desired state, the next step is for Park management to use this
management plan to draw up a detailed plan of action for annual operation, and,
wherever necessary, down to the level of tasks and duties. The Park manager must
be satisfied that all this serves the desired state as contained in this report. A further
cross-check is contained in the Balanced Scorecard system implemented by
SANParks, which serves not to replace any objectives contained in this plan, but
rather consolidates them into generic terms to be useful at corporate level to facilitate
strategic planning and measurement.
If these obligatory feedbacks are effectively honoured, it is believed that the AFNP
will be practicing an acceptable if not sophisticated level of adaptive management,
and in accordance with our overarching values around complex systems, will have
the best chance of achieving the desired state in a sustainable way.
Ref. 16/1/5/1/5/3/2 41

5. CONCLUSION
This plan hopes to underpin the expansion and consolidation of the AFNP to
conserve and increase its biological, cultural and tourism potential, making it an
economic engine for the Northern Cape. It endeavours to enhance the protection of
the important Gariep centre and important Orange river-Bushmanland linkages.
Possible transfrontier linkages would expand the ecological aspects of the region, as
well as diversifying the economic opportunities. The plan will focus on its linkages
with the Namaqualand, Kalahari and Namibian tourism initiatives to reduce current
seasonal tourism fluctuations towards making the park financially sustainable. In
addition, it strives to invest in conservation and socio-economic uplift-ment
programmes through its ecotourism activities and successful sourcing of social grant
funds.
Increased constructive involvement with the PF and its associated stakeholders is
seen as a fundamental activity to meet park objectives. If relationships between the
AFNP and the institutional capacity of surrounding communities are strengthened
and an integrated approach create a viable and integrated community-based AFNP
tourism sector, the park has the potential to be a successful example of how
partnerships between national parks and surrounding communities can be
beneficial to both.
Ref. 16/1/5/1/5/3/2 42

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SANParks would like to thank everyone who participated and had input in the
formulation of this document.
Ref. 16/1/5/1/5/3/2 44