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No. Stakeholder Comments LEDET/LTA Formal Response11Procurement: Many reserve managers do not know how to access fundsfrom LEDET’s/the LTA's central budget. The current LEDET/LTA procurementprocess is too laborious and ineffective for sustainable reserve management.This is emphasized by the lack of a petty cash system on the reserves forreserve managers to control. In addition, many local stakeholders have theexpertise to offer their services to reserves, but are unable to do so as aresult of current procurement.121314151617Marketing: Many stakeholders are concerned that most reserves do not havea dedicated and reserve specific marketing strategy in place. Currentmarketing is either absent, too broad or outdated.Legal implications: Stakeholders are concerned that most reserves are at riskfor legal contraventions and/or legal liabilities, such as wildfire risks (NVFFA),pollution (NWA), etc.<strong>Environmental</strong> education: Stakeholders are concerned that little to noenvironmental education is taking place at LEDET nature reserves.Poaching: Stakeholders are very concerned that most reserves areexperiencing a high incident rate of poaching (including possible internalpoaching) as a result of a lack of law enforcement/access control.Performance appraisal: Some stakeholders are concerned that there may notbe a performance appraisal system in place to reward hard work (and viceversa: accountability for poor performance).Limited internal support: Stakeholders are concerned that there seem to belimited internal support and/or guidance provided to reserve managers fromLEDET/the LTA, especially from PAM.18Internal department integration: Stakeholders are concerned that thereseem to be a lack of internal department integration, which leaves reservemanagers feeling disempowered and unable to manage reserves effectively.31
No. Stakeholder Comments LEDET/LTA Formal Response1920212223242526Poor internal communications: Reserve managers feel uninformed as towhat is happening within LEDET/the LTA as a result of poor communicationfrom the top down.Reserve information/inventory: Stakeholders are concerned that mostreserves do not have adequate/comprehensive information about thereserve available (e.g. ecological, historical, heritage and archaeologicalinformation, as well as information on the ecological capacity and specieslists, etc.).Culture of discipline: Stakeholders are concerned that there is an overall lackof discipline/code of conduct within most of the reserves (poor dress code,staff sitting around being unproductive, late arrivals at work, noaccountability, etc.)Vandalism: Stakeholders are concerned that most reserves experienceextensive vandalism and theft of reserve property.Research and programming: Stakeholders are concerned that there is a lackof research based biological management programming to guide effectivereserve management (e.g. fire, alien plant control, soil erosion, water, etc.)Status of land claims: The current status and progress of land claims need tobe made clear to the claimants and specifically reserve managers.Mandate: Stakeholders are unsure/unconvinced that LEDET/the LTA arecomplying with its mandate.Strategic partnerships: Stakeholders want to know what LEDET/the LTA'sstance is on developing strategic partnerships and accessing internationalfunding to help fulfil its mandates.32
Page 2 and 3: Legalameetse Nature ReserveReserve
Page 4: 1 BROADER STAKEHOLDER ENGAGEMENT PR
Page 8: Addressing workshop comments and co
Page 12 and 13: Chuene Madiba LEDET madibachuene@we
Page 14 and 15: ANNEXURE 3 - LEGALAMEETSE NATURE RE
Page 18: LETTER OF APOLOGY: SEIPONE EXPRESS1
Page 22 and 23: ANNEXURE 6- LEGALAMEETSE NATURE RES
Page 24 and 25: sent to all stakeholders via e-mail
Page 26 and 27: there are also people that can tell
Page 28 and 29: No comments.7. GENERAL COMMENTS AND
Page 30 and 31: PART BReserve Management Plans for
Page 34: No. Stakeholder Comments LEDET/LTA

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