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This SP is approved by:NAME AND TITLEHonourable PinkyKekanaMember of theExecutive CouncilLEDETSIGNATURE AND DATEReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 2

NOTEAt the time of writing, the Limpopo Department of Economic Development, Environment and Tourism(LEDET) is fulfilling the role of Management Authority of the provincial nature reserves of LimpopoProvince. It is, however, anticipated that this responsibility will be taken over by a different agencyduring the course of 2013. The details of this takeover were unfortunately not available during thecompilation of this Strategic Plan and, as a result, the term “Management Authority” is used to replacethe name of the existing Management Authority – LEDET - where relevant.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 3

TABLE OF CONTENTSAUTHORIZATION .......................................................................................................................................... 1FOREWORD .................................................................................................................................................. 7ABBREVIATIONS AND PLANNING TERMS ..................................................................................................... 8EXECUTIVE SUMMARY ............................................................................................................................... 10i) Purpose of the plan ............................................................................................................................. 10ii) Reserve context .................................................................................................................................. 10iii) Reserve values ................................................................................................................................... 11iv) Management issues and challenges .................................................................................................. 11v) Desired condition of the reserve ........................................................................................................ 12vi) Key management activities and targets ............................................................................................ 12vii) Institutional arrangements and budget requirements..................................................................... 131. INTRODUCTION .................................................................................................................................. 151.1 The Reserve Management Plan ....................................................................................................... 151.2 Purpose and structure of the Strategic Plan .................................................................................... 151.3 The steps in preparing the Strategic Plan ........................................................................................ 161.3.1 Stakeholder Consultation .......................................................................................................... 172. CONTEXTUAL FRAMEWORK ............................................................................................................... 182.1 Location ............................................................................................................................................ 182.2 Legal status ....................................................................................................................................... 182.3 Institutional arrangements ............................................................................................................... 222.3.1 General ...................................................................................................................................... 222.3.1.1 Limpopo Tourism Agency ....................................................................................................... 222.3.1.2 Department of Water Affairs ................................................................................................. 232.3.1.3 Department of Public Works .................................................................................................. 232.3.1.4 Department of Environmental Affairs .................................................................................... 242.3.1.5 Limpopo Department of Agriculture and the Expanded Public Works Programme ............... 242.3.2 Institutional Arrangements Specifically Relevant to the Atherstone Nature Reserve .............. 242.4.1 History ....................................................................................................................................... 252.4.2 Climate ...................................................................................................................................... 262.4.3 Topography ............................................................................................................................... 262.4.4 Geology and Soils ...................................................................................................................... 272.4.4.1 Geology ................................................................................................................................... 272.4.4.2 Soils ......................................................................................................................................... 27Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 4

2.4.4.3 Soil Erosion ............................................................................................................................. 272.4.5 Drainage and Hydrology ............................................................................................................ 272.4.6 Vegetation ................................................................................................................................. 282.4.6.1 Vegetation Types .................................................................................................................... 282.4.6.2 Species of Conservation Concern ............................................................................................ 302.4.6.3 Invasive Alien Plants ............................................................................................................... 302.4.7 Fauna ......................................................................................................................................... 302.4.7.1 Mammals ................................................................................................................................ 302.4.7.1.1 Mammal Species of Conservation Concern ......................................................................... 312.4.7.2 Avifauna ................................................................................................................................. 312.4.7.3 Reptiles and Amphibians ........................................................................................................ 312.4.7.4 Fish ......................................................................................................................................... 322.4.9 Reserve Infrastructure ............................................................................................................... 322.4.10 Social Context .......................................................................................................................... 332.6 Reserve Expansion ............................................................................................................................ 332.7 Strengths, Weaknesses, Opportunities and Threats ........................................................................ 353. STRATEGIC OBJECTIVES FRAMEWORK ............................................................................................... 373.1 Purpose ............................................................................................................................................. 373.2 Reserve Values ................................................................................................................................. 373.3 The Reserve Vision ........................................................................................................................... 373.4 Key Performance Areas and Objectives ........................................................................................... 383.5 Zonation ........................................................................................................................................... 394. STRATEGIC IMPLEMENTATION FRAMEWORK .................................................................................... 41KPA 1: BIODIVERSITY AND HERITAGE CONSERVATION .......................................................................... 42Guiding principles for reserve management .......................................................................................... 42Management actions and targets .......................................................................................................... 44KPA 2: SUSTAINABLE USE ....................................................................................................................... 48Guiding principles for reserve management .......................................................................................... 48Management actions and targets .......................................................................................................... 50KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROL .................................................................... 53Guiding principles for reserve management .......................................................................................... 53Management actions and targets .......................................................................................................... 54KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS).................................................................. 56Guiding principles for reserve management .......................................................................................... 56Management actions and targets .......................................................................................................... 57Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 5

FOREWORDNature reserves have numerous benefits to both humans and natural ecosystems.They contribute directly to local, regional and national economies throughtourism, employment and expenditure on reserve management. Nature reservesalso facilitate complementary private sector investments, such as infrastructureand commercial services, which includes enabled industries such as the hospitalityindustry. Important social benefits to the public include the provision of aneducational resource; indigenous and heritage values; and in increased quality oflife, health and wellbeing.Nature reserves are established in Limpopo Province as a strategy to protectbiodiversity and enhance ecotourism through Wildlife Resorts which are managedby the Limpopo Tourism Agency. In many instances it has, however, beendetermined that biodiversity continues to decline despite the resources that areinvested in nature reserve management. The current president of South Africa,Mr J.Z. Zuma, has also expressed concern over the threat of extinction of wildlifespecies in the Great Limpopo Trans-frontier Park, especially Rhino. The presence of this species is known toattract criminal syndicates from other countries, where Rhino horn is used for medicinal purposes (Sapa, 2010).The poaching of Rhino causes a disturbance in ecological systems and contributes to environmental degradationand, as a result, strong conservation measures in the nature reserves of Limpopo Province are required in thisregard.In 2004, the 7 th Conference of Parties decided that all member states of the Convention on Biological Diversityshould develop and apply methodologies and criteria that would enable them to measure the effectiveness ofnature reserve (protected area) management in the conservation and protection of biodiversity. South Africa hasendorsed the World Wide Fund for Nature (WWF) Management Effectiveness Tracking Tool (METT-SA) in thisregard, which is being used in Limpopo Province to measure management effectiveness in nature reserves.Management effectiveness evaluations of nature reserves are vital for the measurement and improvement of theperformance of each provincial nature reserve against set management objectives.The management plans that have been developed for Limpopo Province include: Conservation and tourism objectives for the effective management of the nature reserves that fall under thejurisdiction of Limpopo Province; Tourism marketing and the facilitation of investment opportunities; Capacity building and tourism transformation; METT indicators to ensure the continuous improvement of the management of these nature reserves; and Provision of mechanisms for collaboration with communities and neighbours for harmonious co-existence andbeneficiation to the province and the country.By developing these management plans, the Department has ensured: That Limpopo Province meets its obligatory implementation of international agreements; the Convention onBiological Biodiversity; the provisions of the Constitution of the Republic of South Africa, 1998 (Act No. 108of 1998); the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003); and theLimpopo Environmental Management Act, 2003 (Act No. 7 of 2003), through which natural resources aremanaged. The provision of ecosystem services for everyone in order to facilitate employment, exports, economicgrowth and a good quality of life. That the sourcing of funds for the management of nature reserves beyond the scope of formal Treasuryallocations is enhanced.HONOURABLE P. KEKANAMEMBER OF EXECUTIVE COUNCIL: LEDETMARCH 2013Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 7

ABBREVIATIONS AND PLANNING TERMSABBREVIATIONS:ANRAtherstone Nature ReserveANRCMCAtherstone Nature Reserve Co-Management CommitteeANRMACAtherstone Nature Reserve Management Advisory CommitteeAPOAnnual Plan of OperationsBCEA Basic Conditions of Employment Act, 1997 (Act No. 75 of 1997)CAPEXCapital ExpendituresCARA Conservation of Agricultural Resources Act, 1983 (Act No. 43 of 1983)DEADepartment of Environmental AffairsDPWDepartment of Public WorksDWADepartment of Water AffairsECParksEastern Cape ParksEEA Employment Equity Act, 1998 (Act No. 55 of 1998)EESEnvironmental Education DirectorateEPWPExtended Public Works ProgrammeFFAFFA Holdings (Pty) Ltd.FPAFire Protection Association [in terms of the National Veld and Forest FireAct, 1998 (Act No. 101 of 1998)]HDIHistorically Disadvantaged IndividualHOHead OfficeHODHead of DepartmentHRHuman ResourcesHRDHuman Resources DevelopmentIDP(municipal) Integrated Development PlanITInformation TechnologyIUCNInternational Union for the Conservation of NatureKPAKey Performance AreaLDALimpopo Department of AgricultureLEDETLimpopo Department of Economic Development, Environment and TourismLTALimpopo Tourism AgencyLRA Labour Relations Act, 1995 (Act No. 66 of 1995)MECMember of the Executive CouncilMETTManagement Effectiveness Tracking ToolMETT-SAManagement Effectiveness Tracking Tool for South AfricaNBRBSANational Building Regulations and Building Standards Act, 1977 (Act No. 103 of1977)NEMBANational Environmental Management: Biodiversity Act, 2004 (Act No. 10 of2004)NEMPAA National Environmental Management: Protected Areas Act, 2003 (Act No. 57of 2003)NEMWA National Environmental Management: Waste Act, 2008 (Act No. 58 of 2008)NHRA National Heritage Resources Act, 1999 (Act No. 25 of 1999)NPAESNational Protected Area Expansion StrategyNVFFA National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)OHSA Occupational Health and Safety Act, 1993 (Act No. 85 of 1993)OPEXOperating ExpendituresPAMProtected Area ManagementReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 8

PFMA Public Finance Management Act, 1999 (Act No. 1 of 1999)PSA Public Service Act, 1994 (Act No. 103 of 1994)RMPReserve Management PlanRPTReserve Planning TeamSANParksSouth African National ParksSANSSouth African National StandardSDA Skills Development Act, 1998 (Act No. 97 of 1998)SISSecurity and Investigation ServicesSOKDRState of Knowledge Data RepositorySONRState-owned Nature ReservesSPStrategic PlanTGPTechnical Guidelines and ProceduresUZMUse Zone MapVCAVeld Condition AssessmentWBRWaterberg Biosphere ReserveWSA Water Services Act, 1997 (Act No. 108 of 1997)DEFINITION OF KEY PLANNING TERMS:ActivitiesGuiding principlesMonitoringObjectivesOutcomesOutputsPerformanceassessmentPerformance indicatorResourcesTargetUse zone mapValueVisionActivities are management tasks required to collectively realise theobjectives.Guiding principles provide overall direction to the implementation ofactivities.Monitoring is the collection of data and information in a consistent mannerover time for the purpose of evaluation.Objectives are derived from the vision. They represent key areas in whichachievements must be obtained in total, or in some combination, to givedirection to the management aspiration (the vision).Ideally outcomes are benefits produced from objectives and activities.Outputs are tangible results produced by activities.Performance assessment is a measurement of accomplishment against a setof pre-determined criteria (e.g. efficiency or effectiveness).A performance indicator is a measurement used to evaluate the success inachieving targets and realising objectives.Resources include the people, materials, technologies, money, etc. requiredto implement the activities.Targets are set for particular aspects of performance – financial returns,efficiency, quality of services, etc. – against which performance is monitoredand measured.A use zone map is a spatial framework that guides and co-ordinatesconservation and development activities in a protected area.A value is a specific attribute or feature (cultural, ecological or recreational)within a reserve that may require additional/special consideration duringthe planning process and subsequent management.Vision indicates the direction of management aspiration.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 9

EXECUTIVE SUMMARYThe following Executive Summary provides an overview of the 5-Year Strategic Plan.i) Purpose of the planThe Strategic Plan sets out the ambitions for the Atherstone Nature Reserve (ANR), as articulatedthrough the vision and objectives for the reserve for the next 5 years. The plan sets out how theseambitions will be achieved and delivered through a range of management guidelines and actions. TheStrategic Plan strives to:Identify the defining qualities and characteristics of the reserve (i.e. what makes it special andunique);Describe the reserve’s management issues and challenges;Set out medium- and long-term ambitions for the desired state of the reserve;Provide a five-year implementation framework for delivering this desired state;Describe the specific activities to be implemented on an annual basis;Identify the measures required to evaluate if the management actions are collectivelycontributing to achieve the desired state; andDescribe the institutional, human resource and budget requirements for implementing themanagement plan.ii) Reserve contextThe ANR covers a total area of 23 334.168 ha and is located within the Thabazimbi Local Municipality,which forms part of the Waterberg District Municipality of Limpopo Province. The reserve wasproclaimed as a protected natural environment, known as the Atherstone Protected NaturalEnvironment, through Notice No. 124 of the Transvaal Official Gazette Extraordinary No. 237 and istherefore legally defined as a provincial nature reserve in terms of the National EnvironmentalManagement: Protected Areas Act, 2003 (Act No. 57 of 2003).A total of 70.96% of the surface area of the ANR is State-owned, whilst the remaining portion of thereserve is privately owned. At the time of writing, LEDET and a number of private land owners were inthe process of entering into a co-management agreement according to which a voluntary associationbetween these parties would be formed. LEDET and the Limpopo Tourism Agency (LTA) are currentlyresponsible for the conservation and tourism management, respectively, of the ANR in terms of anagreement which was entered into when the ANR became a collaborative reserve in 1994. However,the LTA has no presence in the reserve at the time of writing and, as a result, LEDET is fulfilling theconservation management function at the ANR, while tourism activities were inactive in the absence ofany LTA staff or capacity.The current staff complement of the ANR comprises 19 staff members, which is 10 staff members shortof the full staff complement required to manage the reserve effectively.The ANR is situated in a summer rainfall region, with a moderate summer rainfall and dry and cold tofrosty winter periods.The drainage system of the ANR forms part of the Limpopo River System and is comprised of numerousperiodic drainage lines located within the reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 10

The vegetation of the ANR comprises three Central Bushveld vegetation units of the Savanna Biome,and includes one potential plant species of conservation concern. No invasive alien plant species havebeen recorded in ANR to date.The topography of the reserve is characterised by flat to undulating plains that form part of theLimpopo River plains, thereby naturally favouring plains game species. The most recent game count(2012) revealed a total of 4 065 head of game, and a total of 24 different mammal species. The sheerdensity and diversity of animals present at the ANR makes it a very important keystone reserve forLimpopo Province. Ten mammal species of conservation concern can be found at the reserve. The ANRfurthermore has the potential to host a diverse range of grassland and woodland associated avianspecies. There are currently 129 verified avian species occurring at the reserve, of which eight occur onthe IUCN Red List of Threatened Species. Twenty-five reptile species and twenty-four amphibianspecies have been recorded in the MNR.Reserve infrastructure includes two entrance gates; two store rooms; three tourist camps withovernight facilities; a slaughtering facility with a cold room; an administration hub; a shooting rangelocated near the office block; a number of bomas; and an airstrip near the entrance of the reserve. Theadministrative hub of the ANR is located in the southern section of the reserve and consists of areception area, two offices, a kitchen and a bathroom. The majority of staff accommodation facilitiesare situated in the southern section of the reserve. These facilities include 18 two-bedroom hostels; tentwo-bedroom houses; one six-bedroom hostel to the left of the main gate; one six-bedroom hostel tothe right of the main gate; two rondavels and a cook’s camp. Two houses located near the entrancegate of the reserve have been allocated to the reserve manager and the LTA manager.Although the ANR is located within one of the focus areas identified for protected area expansion by theNational Protected Area Expansion Strategy, namely the Limpopo Central Bushveld focus area, noexpansion projects have been implemented at the reserve by the Management Authority to date.iii) Reserve valuesThe following key values were identified for the ANR:A high biodiversity as a result of a combination of the vegetation and large size of the reserve.The ANR forms part of the highly significant Limpopo Conservation Plan.The ANR forms part of a unique partnership between private landowners and Government.The unique gene pool of animals within the reserve was recognised in the National Strategy ofGovernment and provides excellent expansion possibilities for the ANR.The reserve boasts large populations of African Elephant, White Rhinoceros, Black Rhinoceros,Sable Antelope and Cape Buffalo.White-backed Vulture is known to breed within the reserve. This vulture population is regardedas healthy and growing.The reserve is situated far from any rural developments and communities.iv) Management issues and challengesThe ANR is faced with a number of management issue and challenges in light of serving its function as anature reserve. These include:Historical overgrazing has led to bush encroachment and subsequent habitat degradation withinthe reserve.A centralised budget, and de-capacitated reserve management.Limited capacity to ensure law enforcement.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 11

The relationship with the LTA is not conducive to a well-functioning reserve.The boundary fence is overgrown with vegetation, leaning in places and not electrified.A shortage of water points for fauna, especially African Elephant.No Reserve Manager is currently appointed at the reserve.The over-stocking of African Elephant poses a serious threat to the ecosystems and biodiversityof the reserve.Deteriorating staff morale.A lack of interest from the LTA.Broken water pumps and non-rigged boreholes.v) Desired condition of the reserveThe vision of the ANR can be summarised as follows: A collaborative partnership is envisioned betweenthe State and the Atherstone private sector in the ongoing conservation and sustainable use of theAtherstone Nature Reserve. From this partnership, it is envisaged that the following will be secured:Meaningful and sustained benefits derived for all stakeholders;A reserve that is sustainable and self-funding;A reserve that provides meaningful and fair employment to all its staff members;Protection of the reserve’s flora;Preservation of the reserve’s animal species, especially those of conservation importance;Conservation of the biodiversity and ecology of the reserve;A reserve that plays a constructive role in the surrounding communities;A reserve that provides the platform and attractiveness for expansion into neighbouring properties;andTo demonstrate the benefits of successful co –operation between Government and private landowners.vi) Key management activities and targetsTwenty-one objectives, anticipated to contribute to realising the vision of the ANR, were identified bythe RPT and can be grouped according to the following six key performance areas: Biodiversity andheritage conservation; sustainable use; enforcement, security and access control; infrastructure andequipment (operations); stakeholder involvement; and administration and planning. These objectivesare:1. Biodiversity and Heritage Conservation1.1 Re-establish, maintain and manage viable populations of locally indigenous fauna and flora in theANR.1.2 Maintain a natural fire regime within the ANR.1.3 Contain the spread, and impacts, of invasive alien plants and bush encroachment in the ANR.1.4 Update key baseline information, and develop and maintain a targeted research and monitoringprogramme to guide biodiversity management in the ANR.2. Sustainable Use2.1 Construct, upgrade and maintain day and overnight visitor buildings and infrastructure in the ANR.2.2 Develop, deliver and maintain a diverse range of tourism and recreational services for visitors to theANR.2.3 Develop and implement a focused and cost-effective marketing, awareness-raising and educationalprogramme for the ANR.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 12

2.4 Manage and mitigate the environmental impacts of conservation management, tourism, recreationand natural resource use in the ANR.3. Enforcement, Security and Access Control3.1 Secure the boundaries of, and maintain controlled access to, the ANR.3.2 Sustain an effective law enforcement and compliance capacity in the ANR.4. Infrastructure and Equipment4.1 Develop and maintain the road, track and footpath network in the ANR.4.2 Construct, maintain and upgrade the bulk services infrastructure in the ANR, with specific emphasison waterholes for game.4.3 Acquire and maintain operational equipment and vehicles for the ANR.5. Stakeholder Involvement5.1 Ensure the ongoing involvement of a representative and functional Atherstone Nature Reserve Co-Management Committee in the planning, development and management of the ANR.5.2 Develop, implement and maintain effective mechanisms for ongoing communications with comanagementpartners, private stakeholders and neighbouring land owners.5.3 Actively participate in local and regional conservation and socio-economic development initiativesthat may affect or benefit the ANR.6. Administration and Planning6.1 Review and amend the administrative system of the reserve to be more efficient in order to benefitthe ANR financially.6.2 Maintain an adequately equipped, trained, qualified and experienced staff complement for the ANR6.3 Institute and maintain an effective administrative and planning capability in the ANR.6.4 Establish, maintain and host a reliable inventory and data information of key information on theANR and its ongoing management.6.5 Secure the legal tenure of, and management authority for, the ANR.For each one of the aforementioned twenty-one objectives, a number of guiding managementprinciples (i.e. norms and standards by which operational decisions re. the ANR will be made),management actions (i.e. key strategic activities to be implemented in order to achieve the reserve’sobjectives) and management targets were set by the RPT. Each management action was defined andprioritised as being of a high, medium or low priority for the five year horizon covered by this StrategicPlan. Time frames, targets, key performance indicators and responsibilities were also allocated to eachmanagement action, or to a group of linked management actions.The aforementioned principles, actions and targets will be used to inform the annual plans of operationof the ANR, as well as the resources required to implement it.A Use Zone Map (UZM) was compiled for the ANR as a broad overarching medium-term spatial planningframework.vii) Institutional arrangements and budget requirementsThe following recommendations regarding the minimum staffing complement and funding required forthe successful implementation of the Reserve Management Plan (i.e. the SP and APO) was made by theRPT:Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 13

It was proposed that a total of 29 staff members (consisting of a reserve manager, tourism manager, asenior nature conservator, a senior field ranger, twenty field rangers, two gate guards, one cleaner, anadministrative officer and a artisan) would be required for the successful implementation of thisStrategic Plan.The following capital and operational budgets are proposed for the successful implementation of thisSP: 2013/2014: A total capital budget of R6 700 000 and an operational budget of R725 000. 2014/2015: A total capital budget of R2 300 000 and an operational budget of R345 000. 2015/2016: A total capital budget of R1 065 000 and an operational budget of R190 000. 2016/2017: A total capital budget of R510 000 and an operational budget of R140 000. 2017/2018: A total capital budget of R345 000 and an operational budget of R170 000.The key responsibilities of the Reserve Management team, as well as the Atherstone Nature ReserveManagement Committee are defined and recorded and are regarded as crucial in the development,implementation, monitoring and review of the RMP.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 14

1. INTRODUCTION1.1 The Reserve Management PlanThe Reserve Management Plan (RMP) is the overarching management planning document for theAtherstone Nature Reserve (ANR).The accompanying guideline document ‘Guidelines for the development of management plans forLimpopo’s Provincial Nature Reserves’ details the purpose, scope, approach to, and elements of allRMPs for State-managed conservation areas in Limpopo Province.The Atherstone Nature Reserve Management Plan comprises two complementary documents 1 :A Strategic Plan (SP) covering a period of five years (this document); andAn Annual Plan of Operation (APO) covering the current financial year.The relationship between these two documents is shown in Figure 1 below.Figure 1: The relationship between the five-year Strategic Plan (SP) and the consecutive Annual Plans of Operation (APO) thatguide the year-on-year reserve budget and activity planning.All the information necessary to guide the management of the ANR is included in these two documents.No major decisions potentially affecting the future of the reserve will be taken without reference to theRMP.This document constitutes the SP for the ANR and covers the period 2013-2017.1.2 Purpose and structure of the Strategic PlanThe purpose of the SP for the ANR is to set out the medium-term ambitions for the reserve. Theseambitions are expressed through the vision and objectives. The SP then describes how these ambitionswill be delivered through a range of management guidelines and management actions.1 These two planning documents may, in turn, be supported by a Reserve Database and program-specific, more detailed Subsidiary Plans.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 15

This SP has the following structure:SECTION 1SECTION 2SECTION 3SECTION 4SECTION 5INTRODUCTIONThis section briefly describes the: (i) planning context for the SP; (ii) purpose of the SP;(iii) structure of the SP; and (iv) approach to developing the SP.CONTEXTUAL FRAMEWORKThis section provides a succinct summary of contextual information about the reserve.STRATEGIC OBJECTIVES FRAMEWORKThis section defines the ambitions for the reserve, through the formulation of a visionand a set of objectives.This section also spatially represents the desired state of the reserve in the form of ause zone map for the reserve.STRATEGIC IMPLEMENTATION FRAMEWORKThis section defines how the vision and the objectives will be delivered. It details thekey management guidelines and management actions for six thematic areas (KeyPerformance Areas): biodiversity and heritage conservation; sustainable use;enforcement, security and access control; infrastructure and equipment (operations);stakeholder involvement; and administration and planning.RESOURCING AND GOVERNANCE FRAMEWORKThis section describes the: (i) governance arrangements for decision-making; (ii) rolesand responsibilities of affected institutions and stakeholders; (iii) the projected staffingrequirements; and (iv) the projected funding requirements for the implementation ofthe SP.1.3 The steps in preparing the Strategic PlanEight basic steps were taken in preparing this SP. These steps are outlined in the Table 1 below.Table 1: The eight basic steps taken in preparing the Strategic Plan of the Atherstone Nature ReserveSTEPSTEP 1: Data collection,background researchand site visit.STEP 2: Establishmentof a RPT.STEP 3: Identificationof the reserve values.STEP 4: Deciding on thedesired state for thereserve.STEP 5: Developmentof an action plan forthe reserve.STEP 6: Preparation ofthe first draft of the SPfor the reserve.PURPOSE OF STEPTo collect, collate and review the contextual reserve information thatinforms the reserve management planning process.To establish an inter-disciplinary team to guide and advise on thepreparation, and ongoing review and evaluation, of the RMP.To describe why the reserve was designated, and its associated values andbenefits.To develop and articulate a desired condition, state or appearance of thereserve (vision, objectives and use zone plan).To identify and develop the key management actions needed to achieve thedesired state for the reserve.To integrate all the information from Step 1 and Steps 3 to 5 into a first draftof the SP.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 16

Table 1 (contd.):The eight basic steps taken in preparing the Strategic Plan of the Atherstone Nature ReserveSTEPSTEP 7: Stakeholderconsultation (refer toSection 1.3.1 below).STEP 8: Revision of theSP to includecomments andrecommendations fromthe RPT and otherstakeholders.PURPOSE OF STEPTo create an opportunity for the RPT, and later the general public and otherstakeholders/interested parties, to review and comment on iterative draftsof the SP.To revise the draft SP, taking into account the comments received from theRPT and other stakeholders/interested parties and the public.1.3.1 Stakeholder ConsultationStakeholder consultation and support is an important aspect of effective protected area management.It is also a requirement in terms of Sections 39(3) and 41(2)(e) of the National EnvironmentalManagement: Protected Areas Act, 2003 (Act No. 57 of 2003). Accordingly, the development of this 5-year SP has been undertaken through a collaborative process involving local communities and other keystakeholders. Public consultation has been undertaken through a series of workshops and discussionswith key stakeholders culminating in a key stakeholder workshop, held on 30 November 2012.Furthermore, the draft SP has been made available for public review and comment through a 30 daypublic review and comment process prior to its finalisation. This process has ensured a great deal ofvaluable input into the development of the SP, the outcomes of which have been incorporated into theplan where applicable. A detailed public participation report is available as Annexure 1.Stakeholder engagement has furthermore also been set as a Key Performance Area in this 5-Year SP:Strategic Implementation Framework: KPA 5 - Stakeholder Involvement.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 17

2. CONTEXTUAL FRAMEWORKDISCLAIMERA reserve-by-reserve data gathering exercise (which excluded the ground truthing of the data collected) was undertaken by NCC EnvironmentalServices (Pty) Ltd. (NCC) during the initial phases of this project with the aim of collecting, collating and reviewing contextual reserveinformation that would inform the reserve management planning process. The outcome of this exercise was, however, not ideal: Very littleinformation in the form of scientific reports and/or data was made available to NCC during this process.A second attempt was made by NCC to source useful information via a Gap Analysis prepared for LEDET and LTA Directorates to feedback on.Limited feedback was received by NCC in this regard. A Third and final attempt via the appointment of a local specialist to source, and assessthe suitability of a number of old, archived reports - held at the Management Authority’s head office - for inclusion in the reserve managementplanning process. Most of the reports in question were, however, found to be outdated and stored in a state of disarray, resulting in a decisionnot to include this information in the relevant reserve management plans.The following additional step was taken by NCC to counteract the lack of information received from the Management Authority: A thoroughstakeholder engagement process, with a strong reliance on the Management Authority for assistance with the identification of potentialinterested and/or affected parties, was conducted with the aim of providing an opportunity to stakeholders to give input into the reservemanagement planning process and provide NCC with suitable scientifically based information and/or reports.2.1 LocationThe Atherstone Nature Reserve (ANR) is located in the Waterberg District of Limpopo Province, SouthAfrica and is situated approximately 60 km to the west of Thabazimbi, 280 km to the west-south-west ofPolokwane and 200 km to the north-west of Pretoria (Figure 2). The ANR is situated approximately 318km from the O.R. Tambo International Airport in Johannesburg, an important source of both domesticand international tourists to the area. The reserve can be accessed via the tarred R510.The ANR covers a total area of 23 334.168 ha and is located over portions of the following farms:Groengoud No. 162 KP, Dieplaagte No. 61 KP, Jackalskraal No. 45 KP, Vetboom No. 68 KP, Frankfort No.69 KP, Grootvlei No. 160 KP, Zuurverdiend No. 167 KP, Rust No. 166 KP, Summerfield No. 72 KP,Summerfield North No. 70 KP, Schaapvley No. 59 KP, Moorland No. 47 KP and Verpoort No. 161 KP(Figure 3) 2 .2.2 Legal statusThe farm Schaapvley No. 59 KP, which forms part of the modern-day ANR, was proclaimed as a gamereserve and native flora reserve, known as the Atherstone Private Nature Reserve, through Notice No.17 of the Transvaal Official Gazette Extraordinary No. CLXXIL (28) of 27 January 1960 in terms of Section11 of the Transvaal Game Ordinance, 1949 (Ordinance No. 23 of 1949) and Section 2 of the Native FloraProtection Ordinance, 1940 (Ordinance No. 9 of 1940).The farms Summerfield No. 72 KP, Rust No. 166 KP and Zuurverdiend No. 167 KP, which also form partof the modern-day ANR, were proclaimed as a game reserve and native flora reserve - known as theEaglestone Private Nature Reserve – through Notice No. 17 of the Transvaal Official GazetteExtraordinary No. CLXXIL (28) of 27 January 1960 in terms of Section 11 of the Transvaal GameOrdinance, 1949 (Ordinance No. 23 of 1949) and Section 2 of the Native Flora Protection Ordinance,1940 (Ordinance No. 9 of 1940).The above-mentioned properties, plus portions of an additional nine properties (Section 2.1) weresubsequently proclaimed as a protected natural environment, known as the Atherstone ProtectedNatural Environment, through Notice No. 124 of the Transvaal Official Gazette Extraordinary No. 2372 Current actual size of the reserve, as confirmed by LEDET. Please note that a larger area (29 118.6026 ha) was wrongfully proclaimed as theAtherstone Nature Reserve in 1994, which is currently in the process of being rectified.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 18

Figure 2: Regional location of the Atherstone Nature Reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 19

Figure 3: Locality map of the Atherstone Nature Reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 20

(4995) of 16 March 1994 in terms of Section 16 of the Environment Conservation Act, 1989 (Act No. 73of 1989). This area is commonly known as the ANR.In light of the above the ANR is legally defined as a provincial nature reserve in terms of the NationalEnvironmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) (NEMPAA) and falls underthe legal protection of NEMPAA in terms of Section 12 thereof.Table 2 lists key national, provincial and local legislation that has a direct influence on all reservemanagement activities.Table 2: Key national, provincial and local legislation with a direct influence on all reserve management activities 3NATIONAL LEGISLATION National Environmental Management Act, 1998 (Act No. 107of 1998) (NEMA); National Environmental Management: Biodiversity Act, 2004(Act No. 10 of 2004) (NEMBA); National Environmental Management: Protected Areas Act,2003 (Act No. 57 of 2003) (NEMPAA); National Environmental Management: Waste Act, 2008 (ActNo. 58 of 2008) (NEMWA); National Forest Act, 1998 (Act No. 84 of 1998); Agriculture Laws Extension Act, 1996 (Act No. 87 of 1996); Conservation of Agricultural Resources Act, 1983 (Act No. 43of 1983) (CARA); Environment Conservation Act, 1989 (Act No. 73 of 1989); National Water Act, 1998 (Act No. 36 of 1998); Water Services Act, 1997 (Act No. 108 of 1997) (WSA); National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)(NVFFA); National Heritage Resources Act, 1999 (Act No. 25 of 1999)(NHRA); Animal Diseases Act, 1984 (Act No. 35 of 1984); Animal Health Act, 2002 (Act No. 7 of 2002); Disaster Management Act, 2002 (Act No. 57 of 2002); Fencing Act, 1963 (Act No. 31 of 1963); Tourism Act, 1993 (Act No. 72 of 1993); Occupational Health and Safety Act, 1993 (Act No. 85 of 1993)(OHSA); National Building Regulations and Building Standards Act,1977 (Act No. 103 of 1977) (NBRBSA); Public Finance Management Act, 1999 (Act No. 1 of 1999)(PFMA); Public Service Act, 1994, (Act No. 103 of 1994), as amended(PSA); Labour Relations Act, 1995 (Act No. 66 of 1995) (LRA); Basic Condition of Employment Act, 1997 (Act No. 75 of 1997)(BCEA); Employment Equity Act, 1998 (Act No. 55 of 1998) (EEA); Skills Development Act, 1998 (Act No. 97 of 1998) (SDA); and Game Theft Act, 1991 (Act No. 105 of 1991).PROVINCIAL AND LOCAL LEGISLATION Limpopo Environmental ManagementAct, 2003 (Act No. 7 of 2003); Limpopo Tourism Act, 2009 (Act No. 2of 2009); Thabazimbi Local Municipality: RefuseRemoval By-laws; Thabazimbi Local Municipality: BuildingRegulations By-laws; and Thabazimbi Local Municipality: WaterSupply By-laws.3 Including all regulations promulgated in terms of the legislation listed.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 21

2.3 Institutional arrangements2.3.1 GeneralIn implementing the RMP, it is essential that Reserve Management understand the mandates of variousrole-players and the institutional framework in which decision making; implementation and monitoringwill be carried out. In light of this, a brief outline of the mandates and responsibilities of theManagement Authority and key supporting government departments is provided below:LEDET, as the current designated management authority of the ANR, has a strategic mandate to developthe provincial economy, as well as to promote and manage tourism and the sustainable use of thenatural environment in Limpopo Province. LEDET is currently in the process of compiling its Strategicand Annual Performance Plan that will aim at achieving key strategic objectives through the first draft ofthe plan for the phase 2012 – 2015, which is already completed. Some of the key strategic objectivesthat the plan aims to achieve include:Job creation within a sustainable environment;Ensuring healthy and fair trade;Establishing the province as a preferred eco-tourism destination;Sustainable environmental management;An increase in productive investment; andThriving enterprises in all sectors.The Strategic Plan for Limpopo Province also includes an Environmental Affairs Programme that aims toensure the development, promotion, management and regulation of environmental activities in theProvince. The programme is comprised of three sub-programmes, namely Environmental Trade andProtection; Biodiversity and Natural Resource Management; and Environmental EmpowermentServices. The programme is headed by a Senior General Manager with two Chief Directorates, eachwith a General Manager and one Directorate with a Senior Manager. Some of the strategic objectivesof the programme include:To manage the impacts of developments on the environment;To enforce compliance with environmental legislation;To regulate the use of natural resources;The sound management of air quality and waste;To provide scientific support towards biodiversity management;To establish and monitor a representative network of 43 of protected areas;To manage State-owned nature reserves; andTo provide environmental research and planning services.LEDET currently directly manages 43 nature reserves covering a total area of over 300 000 ha. LEDET isalso responsible for the biodiversity management of the entire Limpopo Province. In addition, a rangeof other core government departments have important roles to play in ensuring that the ANR isappropriately conserved and managed, including the following:2.3.1.1 Limpopo Tourism AgencyThe LTA is currently responsible for managing tourism-related infrastructure in the ANR. In this regard adraft service-level agreement has been developed between the LTA and LEDET in order to formalise theresponsibilities between these two agencies. Once finalised, this is anticipated to clarify specific roles ofthe LTA in terms of management.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 22

The mandate of LTA is to promote, foster and develop tourism to and within Limpopo Province. Its roleis therefore not only to grow the tourism sector of the ANR, but also to grow it in the broader region, asreflected in their mission:To encourage and facilitate the holistic development and promotion of the tourism industry inLimpopo Province;To encourage the participation of all people in the tourism industry;To ensure that all people have equal access to the social, economic and environmentalopportunities and benefits created by the tourism industry;To facilitate community empowerment as an essential part of tourism development;To ensure that nature reserves and protected areas are developed, promoted, managed andconserved effectively; andTo facilitate hospitality management in the province.2.3.1.2 Department of Water AffairsThe Department of Water Affairs (DWA) has the responsibility of developing tools and legislationrelated to water resource management; establishing appropriate institutional arrangements (CMA,other forums & advisory committees); and creating awareness and building capacity. Water resourceplanning, both quantity and quality, at catchment level, as well as the issuing of water use licences andthe enforcement and compliance of the provisions of the NWA also fall within the responsibilities ofDWA. Given the importance of catchment management in maintaining the integrity of the ANR, theDWA also has a very important role to play in ensuring the long-term protection and maintenance ofthe reserve.It is also the responsibility of the DWA to develop legislation and policies related to water resourcemanagement, namely:Developing approaches, systems, tools, standards, objectives and strategies that support andpromote the sustainable utilisation of water resources;Facilitating the implementation of catchment management and other related strategies;Monitoring resource quality (this includes hydrological, water quality and bio monitoring);Auditing the state of South Africa’s water resources against set objectives;Constructing & maintaining water-related infrastructure; andSetting water quality standards (www.reservoir.co.za).2.3.1.3 Department of Public WorksThe national Department of Public Works (DPW) directly undertakes functions that relate to nationalfunctions in the province, such as the construction and maintenance of facilities and properties that areof national importance. The DPW is guided by national policies aimed at transforming the publicservice, such as Batho Pele and the White Paper on Transformation of the Public Service. In Addition,the DPW is bound to work within the prevailing regulatory framework, including: The PSA; Regulations promulgated in terms of the PSA; The PFMA; Regulations promulgated in terms of the PFMA; and The Preferential Procurement Policy Framework Act, 2000 (Act No. 5 of 2000).Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 23

The provincial Limpopo DPW, in accordance with the Constitution, is responsible for Public Worksfunctions, which relate to provincial functions and provincial state property (including State-ownedNature Reserves). The core functions of the provincial DPW include: The maintenance of government-owned buildings, including gardens and residentialaccommodation used by members of provincial legislature grounds. (This is relevant to premisesthat accommodate more than one government department. Where a department occupies abuilding on its own, it is responsible for all maintenance. Refer to the State of Knowledge DataRepository (SOKDR) for relevant documentation, i.e. the EXCO Decision 59/2001). The provision and management of immovable properties that serve as a platform for the efficientdelivery of various government services. Rendering an expert built environment function that involves technical planning, design andconstruction management. Coordination of the expanded Public Works Programme.2.3.1.4 Department of Environmental AffairsThe Department of Environmental Affairs (DEA) is responsible for the overall coordination ofenvironmental activities in South Africa. It also coordinates environmental research, undertakesenvironmental education and ensures the implementation of environmental impact assessments,amongst other duties.2.3.1.5 Limpopo Department of Agriculture and the Expanded Public Works ProgrammeThe main focus of the Limpopo Department of Agriculture (LDA) is to promote economic growth andfood security through sustainable agricultural and entrepreneurship development. Apart from its coreagricultural focus, the LDA is also responsible for promoting sustainable natural resource utilization andagricultural land use management. The LDA is also the lead sector coordinating body for theEnvironment and Culture Sector within the following programme: the Expanded Public WorksProgramme (EPWP): Limpopo.The EPWP involves creating temporary work opportunities for the unemployed, using public sectorexpenditure. The environmental sector’s contribution to the EPWP involves employing people to workon projects to improve their local environments through programmes such as the Department ofAgriculture’s Land Care programme; the DEA’s People and Parks programme, Sustainable Land-basedLivelihoods, and Growing a Tourism Economy programmes; as well as the DWA’s Working for Water,Working for Wetlands, and Working on Fire programmes.2.3.2 Institutional Arrangements Specifically Relevant to the Atherstone Nature ReserveThe total of 70.96% of the surface area of the ANR is State-owned, while the remaining portion of thereserve is privately owned. At the time of writing LEDET and a number of private land owners were inthe process of entering into a co-management agreement according to which a voluntary associationbetween these parties would be formed (not incorporated by statute or registration) with a view toregulating the following:The delegation of powers;The apportionment of income;The use of biological resources;The occupation of the protected area;The development of economic activities;The development of local management capacity and knowledge exchange; andReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 24

Financial and other support.It should be noted here that, at the time of writing, the implementation of the above-mentioned comanagementagreement, including the reserve constitution associated therewith, was still dependanton the signing of the agreement by all the parties involved. As a result, the management implicationsresulting from this agreement have not all been incorporated into this RMP. However, the flexiblenature of the APOs associated with this SP allows for the inclusion of some or all of these managementimplications upon the signing of the agreement, in one or more of the five yearly APOs to be associatedwith this SP.At the time of writing LEDET and the Limpopo Tourism Agency (LTA) were responsible for theconservation and tourism management, respectively, of the ANR in terms of an agreement which wasentered into when the ANR became a collaborative reserve in 1994. However, the LTA had no presencein the reserve at the time of writing and, as a result, LEDET was fulfilling the conservation managementfunction at the ANR, while tourism activities were inactive in the absence of any LTA staff or capacity.An active sand mine is located in the southern part of the ANR.Table 3 details the current staff complement of the ANR.2.4 Reserve description2.4.1 HistoryTable 3: The current staff complement of the Atherstone Nature ReservePOSTNUMBERReserve Manager 1Field Ranger 17Cleaner 1Total 19The farm Rust No. 166 KP was purchased from the government of the time by Mr Arthur Kapel HydeAtherstone, the father of Norman Edward Atherstone (the founder of the ANR), in 1917. In so doing MrAtherstone Sr. became one of the first permanent white farmers of the former North-WesternTransvaal.Miss Alma Dicks, sister-in-law of Mr Atherstone Sr., became his partner in the farming of the propertyRust No. 166 KP in 1923. In 1930 Miss Dicks obtained the farm Zuurverdiend No. 167 KP andsubsequently incorporated this property into the Rust farming enterprise. In 1935 the farmSummerfield North No. 70 KP was acquired by the Rust enterprise, followed by the farm Schaapvley No.59 KP in 1952. In 1954 Norman Atherstone, son of Mr Atherstone Sr., obtained ownership of all theproperties owned by the former Rust enterprise and in 1960 he added to that the farm Moorland No.47 KP.The above-mentioned properties were used mainly for livestock farming of cattle and sheep until 1985,when Mr Atherstone Jnr made a complete switch to game farming. Even prior to switching to gamefarming in 1985, Mr Atherstone Jr. completely fenced in all his properties with game proof fencing in1975.Game was also kept, to a lesser extent, by Mr Atherstone Sr. prior to 1985. In 1945 Arthur Atherstoneenclosed an area measuring 200 ha on the farm Rust No. 166 KP with game proof fencing with thepurpose of housing one Greater Kudu bull and three Greater Kudu cows. This small herd increased to aReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 25

total of 22 individuals by 1952, wherafter it was moved to a camp covering 500 ha on the farmSchaapvley No. 59 KP. Small numbers of Impala and Eland were also kept in this camp.At the time of Norman Atherstone’s passing, he had managed to establish large herds of a diversenumber of game species on his property, including Blue Wildebeest, Giraffe, Waterbuck, Burchell’sZebra, Gemsbok, Sable Antelope, Red Hartebeest, Hartmann’s Zebra, White Rhinoceros, Tsessebe andRoan Antelope. It was Norman Atherstone’s wish that the area be utilised as a nature reserve andtherefore he bequeathed the farms to the former Province of Transvaal to be used for this purpose.2.4.2 ClimateThe ANR receives an average annual rainfall of 483 mm per year, most of which falls during the summermonths. The area receives the least amount of rainfall in July (with an average monthly rainfall of 0.1mm per month) and the most in February (with an average monthly rainfall of 98 mm per month)(Figure 4).The monthly average for maximum temperatures at the reserve ranges from 28°C in July to 38°C inJanuary. Frost does occur and the region is coldest in June, when temperatures can drop to -1°C atnight (Figure 4).Figure 4: Average monthly rainfall and maximum and minimum temperatures for the Atherstone Nature Reserve (graphcompiled from climatological data collected by reserve staff at the Atherstone Nature Reserve).2.4.3 TopographyThe landscape of the ANR can be described as a flat to slightly undulating peneplain, which forms partof the Limpopo River plains, with no hills or mountains located within the reserve boundaries (Figure 3).The reserve is located at elevations ranging from 905 m above sea level in the north-western section ofthe farm Moorland No. 47 KP to 980 m above sea level in the south of the farm Zuurverdiend No. 167KP (Figure 3).Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 26

2.4.4 Geology and Soils2.4.4.1 GeologyA variety of geological formations occurs at the ANR and can generally be grouped according to thevegetation unit it supports.The underlying geology of Dwaalboom Thornveld at the ANR is Archaean granite-gneiss terrane of theSwazian Erathem that is covered in parts by mainly clastic, but also chemical, sediments and volcanics ofthe Rayton and Silverton Formation, both of the Pretoria Group.The geology of Limpopo Sweet Bushveld at the ANR is comprised of sandstone, siltstone, and mudstoneof the Clarens Formation and the Matlabas Subgroup.Western Sandy Bushveld geology at the ANR is comprised of Archaean granite and gneiss of the SwazianErathem.2.4.4.2 SoilsA variety of soil forms occur at the ANR and can generally be grouped according to the vegetation unit itsupports.Dwaalboom Thornveld occurs on vertic black ultramafic clays, which develop from norite and gabbrorock forms. Some areas have less clay, while other areas have high base status eutrophic red soils.Limpopo Sweet Bushveld soils consist of calcrete and surface limestone layers, with brownish sandyclayey-loamy soils on the plains and low-lying areas. Shallow, gravelly, sandy soils occur on gentlysloping terrain. Localised areas of black clayey soils and Kalahari sand also occur.Western Sandy Bushveld occurs on plinthic catena, eutrophic, red-yellow apedal, freely drained, highbase status, Hutton and Clovelly soil forms. Glenrosa and Mispah soil forms occur as well.2.4.4.3 Soil ErosionThere are currently no signs of soil erosion within the ANR.2.4.5 Drainage and HydrologyThe drainage system of the ANR forms part of the Limpopo River System.The reserve drains in a north-westerly direction towards the Marico River, which flows past the westernboundary of the reserve. The topography of the ANR causes water to flow slowly across its flat to gentlyundulating landscape along underdeveloped, periodic drainage courses.A total of ten earth dams and eight boreholes (which are not currently in operation) are located withinthe ANR.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 27

2.4.6 Vegetation2.4.6.1 Vegetation TypesThe vegetation of the ANR comprises Central Bushveld vegetation units of the Savanna Biome (Figure5).Savanna is characterized by a herbaceous layer (usually dominated by grasses) with a woodycomponent – most typically an overstorey of trees. In southern Africa, bushveld is an apt description ofthe vegetation structure, as the vegetation most often does not comprise distinct shrub and tree layersand the shrubs and trees occur in a matrix with a grass-dominated herb layer.Savannas are fire prone ecosystems and therefore fire is essential to maintaining both its structure andfloristic composition. The exclusion of fire results in bush encroachment and a diminishing grass andherbaceous layer. Mid-dry season burns favour scrubby and coppiced savannah (i.e. an increase inbrowsing capacity at the expense of grazing), while early wet season burns favour grass production.Patch mosaic burning favours a higher diversity of vegetation structure and floristic composition. Highintensity fires can kill the shrub and tree component, resulting in a reduced browsing capacity.The vegetation description for the ANR follows Mucina and Rutherford (2006) (Figure 5).Dwaalboom ThornveldDwaalboom Thornveld (Figure 5) occurs on plains and is characterised by scattered, low to mediumhigh, deciduous microphyllous trees and shrubs with a few broad-leaved tree species. An almostcontinuous herbaceous layer that is dominated by grass species occur beneath the tree and shrub layer.Acacia tortilis and A. nilotica are most prominent on medium clayey soils. On particularly heavy claysmost other woody plants are excluded and the diminutive A. tenuispina, at a height of less than onemetre, dominates. On the sandy clay loam soils A. erubescens is the most dominant tree species. Thealternation of these soil types creates patch mosaics approximately 1 to 5 km across.Limpopo Sweet BushveldLimpopo Sweet Bushveld is characterised by short open woodland with the tree and shrub componentdominated by Acacia robusta, A. burkei, A. erubescens, A. nilotica, Albizia anthelmintica, Dichrostachyscinerea, Cataphractes alexandri, Ehretia rigida, Grewia flava, Acacia tenuispina and Gossypiumherbaceum subsp. africanum. Graminoid and herbaceous species found in this vegetation unit includeDigitaria eriantha, Enneapogon cenchroides, Panicum coloratum, Harpagophytum procumbens,Indigofera daleoides, Kleinia fulgens and Plectranthus neochilus.Western Sandy BushveldWestern Sandy Bushveld varies from tall open woodland to low woodland with broad-leaved andmicrophyllous tree species being prominent. Dominant tree species include Acacia erubescens on flatareas, Combretum apiculatum on shallow soils of gravelly upland sites and Terminalia sericea on deepsands. Other tree and shrub species include Acacia erioloba, A. nigrescens and Sclerocarya birrea subsp.caffra (tall trees); A. melifera subsp. detinens, A. nilotica and Combretum zeyheri (small trees);Combretum hereroense, Euclea undulata and Coptosperma supra-axillare (tall shrubs); andClerodendrum ternatum, Indigofera filipes and Justica flava (low shrubs). The field layer comprisesAnthephora pubescens, Digitaria eriantha subsp. eriantha, Eragrostis pallens, E. rigidior and Schmidtiapappophoroides (grasses); and Blepharis integrifolia, Chamaecrista absus, Evolvulus alsinoides andGeigeria burkei (herbs).Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 28

Figure 5: Vegetation map of the Atherstone Nature Reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 29

2.4.6.2 Species of Conservation ConcernTable 4 lists the plant species of conservation concern known to occur in the ANR area 4 .Table 4: Plant species of conservation concern known to occur in the Atherstone Nature Reserve areaPLANT SCIENTIFIC NAMEDrimia sanguineaIUCN STATUSNear-threatened2.4.6.3 Invasive Alien PlantsNo invasive alien plant species are known to occur at the ANR.2.4.7 FaunaThe sheer numbers and diversity of animals at the ANR make it a very important keystone reserve forLimpopo Province.2.4.7.1 MammalsA total of 24 mammal species were recorded at the ANR during the 2012 aerial survey, namely; BlueWildebeest (811), Cape Buffalo (80), Burchell’s Zebra (472), Red Hartebeest (29), Sable Antelope (46),Tsessebe (78), Warthog (296), Waterbuck (202) and White Rhinoceros (43) (grazers); Common Duiker,Eland (307), African Elephant (78), Gemsbok (205), Impala (935) and Steenbok (mixed feeders); BlackRhinoceros (16), Bushbuck, Giraffe (55) and Greater Kudu (309) (browsers); and Black-backed Jackal,Brown Hyena (5), Bat-eared Fox (3), Serval (1) and Leopard (7) (other feeders).A total of 4 065 head of game was recorded in the reserve in 2012, versus a total of 3 480 head of gamethat was recorded in the reserve in 2010. This is an increase of 585 animals over the two year period, ora recruitment rate of 14%.The elephant population of the ANR currently has a negative impact on the natural vegetation of thereserve: A number of large Marula and Knob Thorn Trees have been damaged and/or destroyedthrough extensive breakage, feeding and debarking. In addition, the electrified boundary fence is not ina good condition and is not well-maintained. This raises the concern of possible human/wildlifeconflicts if animals escape from the reserve.Both Black and White Rhino occur at the reserve, which calls for extra security vigilance in light of thecurrent poaching crisis in South Africa. Having a passionate, dedicated and well-resourced field rangercomponent is essential to safeguard the continued existence of this species. The poaching of individualsof both Black and White Rhinoceros is currently a problem within the ANR. It was reported that twoindividuals of these species were killed and three injured in an attempt to obtain rhino horn in March2012.The integrity of the ANR can be secured through well-motivated field ranger staff doing effective antipoachingpatrols. The habitat is especially suitable for the Black Rhino and could be an importantbreeding station for this species if their safety could be guaranteed.4 The species of conservation concern indicated in this section have a strong probability of occurrence at this reserve, based on the Plants ofSouth Africa (POSA) database. The POSA includes a database of all plants recorded by means of voucher specimens lodged with one of therecognised herbaria in South Africa. The actual occurrence of these species will, however, need to be ground-truthed as part of KPA 1:Biodiversity and Heritage Conservation (Objective 1.5).Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 30

2.4.7.1.1 Mammal Species of Conservation ConcernThe mammal species of conservation concern listed in Table 5 are known to occur at the ANR.Table 5: Mammal species of conservation concern known to occur at the Atherstone Nature ReserveSCIENTIFIC NAME COMMON NAME IUCN STATUSAcinonyx Jubatus Cheetah Vulnerable.Ceratotherium simum White Rhino Near-threatened.Diceros bicornis Black Rhino Critically Endangered.Loxodonta africana African Elephant Vulnerable.Panthera pardus Leopard Near-threatened.Hyaena brunnea Brown Hyena Vulnerable.Manis temminckii Pangolin Vulnerable.2.4.7.2 AvifaunaThe ANR has the potential to host a diverse range of grassland and woodland associated avian species.There are currently 129 verified avian species occurring at the reserve, of which eight occur on the IUCNRed List of Threatened Species, namely Bateleur (Vulnerable), Lanner Falcon (Near-threatened), LappetfacedVulture (Vulnerable), Kori Bustard (Vulnerable), Marabou Stork (Near-threatned), Secretarybird(Near-threatened), White-backed Vulture (Vulnerable) and Red-billed Oxpecker (Near-threatened). Thelevel of endemism reflected within the current verified species inventory includes 2 endemic and 14near-endemic species.Of particular concern is the decrease in White-backed Vulture breeding pairs in ANR, which is a result ofthe subsequent disturbance and/or removal of various appropriate nesting sites in the reserve. Feedingand foraging behaviour of the resident elephant population of the ANR have resulted in numerousdamaged and/or destroyed Marula and Knob Thorn Trees which were previously utilised as breedingsites by White-backed Vulture.Kori Bustard numbers have decreased both in range and abundance, predominantly as a result ofhabitat loss, collisions with overhead lines and poisoning. This species is largely restricted to largeprotected areas, but also occasionally occur in numerous small protected areas. Similarly, Lappet FacedVulture populations have experienced an extensive range contraction in the past as a result ofpersecution. Population recovery has been slow as a result of delayed breeding and low fecundity. TheANR offers both breeding and foraging habitat for Kori Bustard and Lappet-faced Vulture and cantherefore contribute to the conservation of these species in South Africa.2.4.7.3 Reptiles and AmphibiansA total of 25 reptile species occur at the ANR, including: Common Shield-nosed Snake, Puff Adder,Common Night Adder, Red-lipped Snake, Southern Brown Egg-eater, Black Mamba, Aurora HouseSnake, Southern File Snake, Snouted Cobra, Mozambique Spitting Cobra, Crossed Whip Snake, MoleSnake, Southern African Python, Eastern Tiger Snake and Southern Vine Snake, amongst others. Areptile species list for the ANR is available as part of the SOKDR.A total of 24 amphibian species are anticipated to occur at the ANR, including: Northern Pigmy Toad,Southern Pygmy Toad, Mottled Shovel-nosed Frog, Banded Rubber Frog, Dwarf Puddle Frog, Plain GrassFrog, African Bullfrog and Southern Foam Nest Frog. An amphibian species list for the ANR is availableas part of the SOKDR.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 31

2.4.7.4 FishNo information available.2.4.8 Heritage ResourcesNo known heritage resources or sites of historic significance occur within the boundaries of the ANR.2.4.9 Reserve InfrastructureThe ANR can be accessed via the main reserve gate, which is located along the southern boundary fenceof the reserve. A secondary gate, used for management purposes only, is located along the westernboundary fence.Signage leading to the ANR and displayed at the main entrance gate is sufficient and in a goodcondition. Signage within the reserve is, however insufficient and in a poor condition.The ANR is completely fenced-in. The perimeter fence is electrified, but it is in a poor condition as it isovergrown with vegetation and leaning in certain areas.An extensive road network has been developed within the ANR and consists of both tourist andmanagement roads constructed from either sand or gravel. The majority of the smaller roads and someof the major roads are currently overgrown, blocked by trees and basically not accessible by vehicles(even 4x4 vehicles).The following tourist accommodation facilities are located within the ANR:The Bertus Hunting Camp, which consists of one two-bedroom house with a bathroom and acampsite with an ablution facility. The former facility is equipped with both running water andelectricity. The Bertus Hunting Camp is situated in the central section of the reserve and is currentlyin a good condition.The Maroela Camp, located near the eastern boundary of the reserve, consists of four chalets,sleeping a maximum of two persons each. This camp is also equipped with a lapa and a smallswimming pool, but is currently in a poor condition.The Summerfield Camp, also located near the eastern boundary of the reserve, consists of an oldfarmstead and can accommodate up to 15 people. This camp is equipped with a lapa and iscurrently in a poor condition.The Verpoort House, which comprises a brick building with three bedrooms. This facility is locatedin the south-western part of the reserve and is currently in a fair to poor condition.The majority of staff accommodation facilities are situated in the southern section of the reserve. Thesefacilities include 18 two-bedroom hostels; ten two-bedroom houses; one six-bedroom hostel to the leftof the main gate; one six-bedroom hostel to the right of the main gate; two rondavels and a cook’scamp. Two houses located near the entrance gate of the reserve have been allocated to the reservemanager and the LTA manager. All of these facilities are currently in a good condition.The administrative hub of the ANR is located in the southern section of the reserve and consists of areception area, two offices, a kitchen and a bathroom.A slaughtering facility with a cold room is located next to the administrative hub of the reserve. Thisfacility is currently in a good condition.Two store rooms are located in close proximity to the office block.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 32

A shooting range is located near the office complex. This facility is, however, no longer in use.One African Elephant boma and a number of Rhinoceros bomas are situated to the south-east of themain gate. An additional boma is located in the northern section of the reserve. These facilities arecurrently in a poor condition and haven’t been used in years.Two solar panels and a number of old dilapidated buildings are located in the northern section of thereserve, while a number of old houses and three solar panels are scattered along the western boundaryof the reserve.A solid waste dumpsite is located near the staff accommodation facilities in the southern section of thereserve. Solid waste generated within the ANR is dumped and burned at this dumpsite.As is mentioned in Section 2.4.5, a total of ten earth dams and eight boreholes are located within theANR. None of these boreholes are, however, currently operational.An airstrip is located near the entrance gate of the reserve.A relatively large servitude is located within the boundaries of the ANR. Two additional servitudes arealso located along the south-western and western boundaries of the reserve. The exact location of eachof these servitudes is indicated in Figure 6.2.4.10 Social ContextThe ANR is surrounded by a population of approximately 85 234 individuals 5 .2.5 Local and Regional PlanningThe ANR falls within the boundaries of the Thabazimbi Local Municipality, which forms part of theWaterberg District Municipality of Limpopo Province.The Integrated Development Plan (IDP) of the Thabazimbi Local Municipality for the period 2012/2013identifies the ANR as one of the sensitive environments within the municipality and acknowledges thepositive contribution that the ANR makes to conservation and eco-tourism. The IDP warns thatdevelopment in close proximity to or within the reserve should be conducted carefully in order toprevent any negative impacts on the environment. The possible expansion of the WBR to include theANR is also mentioned in the IDP.No mention is made of the ANR in the IDP of the Waterberg District Municipality for the period2011/2012.2.6 Reserve ExpansionA National Protected Area Expansion Strategy (NPAES) was compiled for South Africa in 2008 andapproved for implementation in March 2009. The aim of the NPAES is to achieve cost-effectiveprotected area expansion that will ensure a) ecological sustainability and b) increased resilience toclimate change. The NPAES sets five- and twenty-year protected area expansion targets; identifies5 The social context of the ANR was determined by identifying the municipal wards within which the reserve is located, as well as thoseimmediately bordering the reserve. Using the results of the South African National Census of 2011, the total number of people within thesewards was then calculated to give a representation of the population in the vicinity of the reserve. It should be kept in mind that ward sizesdiffer considerably and that the value listed may include individuals residing relatively far from the reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 33

Figure 6: Servitudes located within and in close proximity to the Atherstone Nature Reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 34

focus areas for protected area expansion; and makes recommendations on potential mechanismsthrough which protected area expansion could be achieved.Although the ANR is located within one of the focus areas identified for protected area expansion by theNPAES, namely the Limpopo Central Bushveld focus area, no expansion projects have beenimplemented at the reserve by the Management Authority to date.2.7 Strengths, Weaknesses, Opportunities and ThreatsTable 6 lists the key strengths, weaknesses, opportunities and threats that were identified for the ANR.Table 6:Key strengths, weaknesses, opportunities and threats identified for the Atherstone Nature ReserveKEY STRENGTHS The reserve is located in a malaria free area. The reserve is easily accessible via the tarred R510. The main topography of the nature reserve is flat and therefore suitable for grazers. The nature reserve is home to White and Black Rhinoceros, as well as Sable Antelope – allspecies of conservation significance. The reserve is surrounded by game farms and not rural communities, thereby increasing itsbuffer zone. A good road network has been developed within the reserve. Adequate infrastructure, including tourism facilities, has been developed within the reserve. The reserve has a large grazing area and a high carrying capacity.KEY WEAKNESSES (ISSUES & CHALLENGES) Historical overgrazing has led to bush encroachment and subsequent habitat degradationwithin the reserve. A centralised budget, and de-capacitated reserve management. Limited capacity to ensure law enforcement. The reserve is isolated from major cities and towns. The relationship with the LTA is not conducive to a well-functioning reserve. No data on the fauna of the reserve is available. The boundary fence is overgrown with vegetation, leaning in places and not electrified. A shortage of water points for fauna, especially African Elephant. No Reserve Manager is currently appointed at the reserve. The over-stocking of African Elephant poses a serious threat to the ecosystems and biodiversityof the reserve. Deteriorating staff morale. A lack of interest from the LTA. Broken water pumps and non-rigged boreholes.OPPORTUNITIES The reserve could potentially be marketed as a Big Five destination upon the introduction ofLion to the reserve. The opportunity exists for the reserve to become one of the most successful breeding groundsfor Black Rhinoceros in Limpopo Province, based on the fact that the ANR houses ideal habitatsfor the thriving of this species. Possible future expansion of the ANR. Future tourism potential. Research opportunities. The establishment of other rare species, e.g. vultures, disease free Cape Buffalo, White Rhinoand African Wild Dog. The re-establishment of a Roan Antelope breeding programme.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 35

The establishment of an education/training centre for schools/universities/game rangers.Using the expertise available via private land owners.THREATSPoaching.Lack of up to date data and information on the fauna and flora of the reserve on which crucialmanagement decisions can be based (especially with regard to the stocking rates of the AfricanElephant).Bush encroachment.A time bomb situation with regard to individuals of African Elephant that could potentiallybreak out of the reserve as a result of a) a shortage of water points and b) the fact that theelectrical fencing of the reserve is not functional.Fire risk.Lack of funding/financial management.The risk of break-up of the ANR, making it difficult to maintain its biodiversity and animalpopulations.An excessive number of African Elephants are destroying the large trees and flora in general.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 36

3. STRATEGIC OBJECTIVES FRAMEWORK3.1 PurposeIt was the wish of Mr Norman Atherstone, the previous land owner of some of the properties on whichthe ANR is located, that the area be utilised as a nature reserve and therefore he bequeathed the farmsto the former Province of Transvaal to be used for this purpose. The reserve was approved for thereintroduction of Black Rhinoceros from Natal, as well as African Elephant. The ANR was also the firstcollaborative reserve between the State and the private sector – at the time a new concept forintegrated conservation and the safeguarding of anticipated future pressures on conservation.In present times, the value of the ANR as a conservation area can also be attributed to the following:It includes portions of the poorly protected Dwaalboom Thornveld and Western Sandy Bushveldvegetation units, as well as a portion of the hardly protected Limpopo Sweet Bushveldvegetation unit.A combined total of 14 threatened reptile, amphibian, bird and/or mammal species occur at thereserve.The Limpopo Central Bushveld area, in which the ANR is located, was identified as a focus areafor protected area expansion by the NPAES.The reserve contains areas classified as “highly significant” in terms of Critical BiodiversityValues.The reserve is regarded as playing an important social support role in local and surroundingcommunities.The reserve is regarded as having a high income generating potential.3.2 Reserve ValuesThe following key values of the ANR were identified by the RPT:KEY RESERVE VALUESHigh biodiversity as a result of a combination of the vegetation and large size of the reserve.The ANR forms part of the highly significant Limpopo Conservation Plan.The ANR forms part of a unique partnership between private landowners and Government.The unique gene pool of animals within the reserve was recognised in the National Strategy ofGovernment and provides excellent expansion possibilities for the ANR.The reserve boasts large populations of African Elephant, White Rhinoceros, Black Rhinoceros,Sable Antelope and Cape Buffalo.White-backed Vulture is known to breed within the reserve. This vulture population is regardedas healthy and growing.The reserve is situated far from any rural developments and communities.3.3 The Reserve VisionThe vision of the reserve describes the overall long-term goal for the operation, protection anddevelopment of the ANR. The following vision was developed by the RPT:Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 37

VISIONWe see a collaborative partnership between the State and the Atherstoneprivate sector for the ongoing conservation and sustainable use of theAtherstone Nature Reserve.From this partnership, we envisage securing:• Meaningful and sustained benefits derived for all stakeholders;• A reserve that is sustainable and self-funding;• A reserve that provides meaningful and fair employment to all its staffmembers;• Protection of the reserve’s flora;• Preservation of the reserve’s animal species, especially those ofconservation importance;• Conservation of the biodiversity and ecology of the reserve;• A reserve that plays a constructive role in the surrounding communities;• A reserve that provides the platform and attractiveness for expansion intoneighbouring properties; and• To demonstrate the benefits of successful co –operation betweenGovernment and private land owners.We will also strive to encourage other reserves to follow the working model ofthe Atherstone Nature Reserve.3.4 Key Performance Areas and ObjectivesThe RPT identified 21 Objectives for the ANR. Collectively these objectives are anticipated to contributeto realising the Vision for the reserve.These objectives have, in turn, been grouped into six Key Performance Areas (KPAs), as follows:KEY PERFORMANCEAREAS (KPA)KPA 1:Biodiversity andAnimal ConservationOBJECTIVES1.5 Re-establish, maintain and manage viable populations of locallyindigenous fauna and flora in the ANR.1.6 Maintain a natural fire regime within the ANR.1.7 Contain the spread, and impacts, of invasive alien plants and bushencroachment in the ANR.1.8 Update key baseline information, and develop and maintain a targetedresearch and monitoring programme to guide biodiversity management inthe ANR.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 38

KPA 2:Sustainable UseKPA 3:Enforcement,Security and AccessControlKPA 4:Infrastructure andEquipment(Operations)KPA 5:StakeholderInvolvementKPA 6:Administration andPlanning2.1 Construct, upgrade and maintain day and overnight visitor buildings andinfrastructure in the ANR.2.2 Develop, deliver and maintain a diverse range of tourism and recreationalservices for visitors to the ANR.2.3 Develop and implement a focused and cost-effective marketing,awareness-raising and educational programme for the ANR.2.4 Manage and mitigate the environmental impacts of conservationmanagement, tourism, recreation and natural resource use in the ANR.3.1 Secure the boundaries of, and maintain controlled access to, the ANR.3.2 Sustain an effective law enforcement and compliance capacity in the ANR.4.1 Develop and maintain the road, track and footpath network in the ANR.4.2 Construct, maintain and upgrade the bulk services infrastructure in theANR, with specific emphasis on waterholes for game.4.3 Acquire and maintain operational equipment and vehicles for the ANR.5.1 Ensure the ongoing involvement of a representative and functionalAtherstone Nature Reserve Co-Management Committee in the planning,development and management of the ANR.5.2 Develop, implement and maintain effective mechanisms for ongoingcommunications with co-management partners, private stakeholders andneighbouring land owners.5.3 Actively participate in local and regional conservation and socio-economicdevelopment initiatives that may affect or benefit the ANR.6.1 Review and amend the administrative system of the reserve to be moreefficient in order to benefit the ANR financially.6.2 Maintain an adequately equipped, trained, qualified and experienced staffcomplement for the ANR6.3 Institute and maintain an effective administrative and planning capabilityin the ANR.6.4 Establish, maintain and host a reliable inventory and data information ofkey information on the ANR and its ongoing management.6.5 Secure the legal tenure of, and management authority for, the ANR.3.5 ZonationBased on available information, and in consultation with the RPT, a Use Zone Map (UZM) is presentedas a broad overarching medium-term spatial planning framework for the ANR (Figure 7).The UZM indicates the extent and location of suitable visitor use zones for the reserve, withmanagement guidelines and broad conservation and tourism infrastructural requirements designatedfor each use zone.Annexure 2 describes the objectives, characteristics, uses and management guidelines for each of theuse zones shown in Figure 7.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 39

Figure 7: Use Zone Map for the Atherstone Nature Reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 40

4. STRATEGIC IMPLEMENTATION FRAMEWORKThis section translates the strategic objectives framework described in Section 3 into guiding principlesfor management, management actions and management targets (for each set of objectives withineach KPA), which will be used to inform Annual Plans of Operation (APOs) and the resources required toimplement it.The guiding principles are the norms and standards by which ANR will make its operationalmanagement decisions and conduct its activities.Management actions are the key strategic activities that should be implemented to achieve the reserveobjectives. Management actions are defined and prioritized for the five-year time horizon of this SP.Each management action has been prioritized as follows:CATEGORYHIGHMEDIUMLOWPRIORITIESCritical to the effective management 6 of the reserve. Funding and resources should besecured to implement these actions.Important to the effective management of the reserve, but its implementation may bedelayed because of limited funds or resources.Constitutes good management practice, but not necessarily critical or important toreserve management effectiveness. Implementation may be dependent on theavailability of external funding or support.Time Frames, Targets, Key Performance Indicators and Responsibilities are, in turn, allocated for eachmanagement action, or a group of linked management actions.In this section, the guiding principles and management activities (organised by management action,priority, target, performance indicator, responsibility and timelines) are presented separately for eachKPA and its set of related objectives.6 As reflected in the Management Effectiveness Tracking Tool (METT).Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 41

KPA 1: BIODIVERSITY AND HERITAGE CONSERVATIONGuiding principles for reserve managementFauna# GUIDING PRINCIPLEThe reserve shall conform to the following LEDET policies, strategies, procedures and/orguidelines relating to wildlife management: Guidelines for aerial game census on provincial nature reserves (12/6/12/7/1); Guidelines for culling on provincial nature reserves (12/6/12/7/7); Technical management guidelines and procedures for game registers on provincialnature reserves (12/6/12/7/8); Technical management guidelines and procedures for game capture on provincial naturereserves (12/6/12/7/8);1 Technical management guidelines and procedures for the introduction of mammals intoprovincial nature reserves (2008); Policy on the donation of game from State-owned nature reserves to HistoricallyDisadvantaged Individuals (HDIs) in the wildlife industry; Provincial directive on the control and management of damage-causing wild animals inLimpopo Province; Draft policy for the reduction of game from (provincial) nature reserves; and Game monitoring strategy for State-owned nature reserves in Limpopo Province (5 yearperiod).2Wildlife management in the reserve must be focused primarily on protecting the ecologicalfunctioning of the reserve.3456Wildlife stocking densities should be maintained within the ecological capacity of thesupporting habitats of the reserve.A regular programme for monitoring the veld condition, the animal numbers and the physicalcondition of animals must be in place to ensure that the ecological capacity of the reserve isnot exceeded (especially with regard to the African Elephant).Population management of wildlife species shall be required to ensure that such species arenot causing the ecological degradation of the reserve.Wherever practicable, non-lethal and environmentally-friendly measures should bedeveloped and implemented to limit, or mitigate, the impacts of any indigenous problemcausinganimal in, or escaping from, the reserve. This is especially relevant to the AfricanElephant.Fire# GUIDING PRINCIPLE1 The reserve shall conform to the legal requirements of the NVFFA.2Unplanned wildfires that occur in areas where it could have undesirable ecological effects,threaten reserve infrastructure, or threaten neighbouring properties, shall be suppressed orcontrolled wherever possible.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 42

3456Unplanned wildfires that occur in reserve areas where it will do no ecological harm and/orthreaten properties may be allowed to burn, provided that safety concerns are notcompromised.Fire protection measures and resources (equipment, trained personnel, firebreaks, etc.) mustbe maintained and effective in the reserve at all times.The reserve management shall, wherever possible, establish partnerships with neighboursand other role-players through agreements and membership of FPAs.Planned fires can only be implemented after an ecological assessment of the dry matter/fuelload has been completed.Invasive alien plants / bush encroachment# GUIDING PRINCIPLE12The reserve shall conform to the legal requirements of Sections 64-77 of NEMBA and therelevant sections of CARA, as amended.While active bush encroachment control measures (mechanical, fire, biological and/orchemical) shall be adopted in the reserve in the short-term, the primary long-termmanagement objective is sound veld management practices (conservative wildlife stockingrates, natural patch burn regimes, adequate water provision and soil conservation).Heritage resources# GUIDING PRINCIPLE1 The reserve shall conform to the legal requirements of the NHRA.Biodiversity inventory, research and monitoring# GUIDING PRINCIPLE1The reserve shall conform to the following LEDET policies, procedures and/or guidelinesrelating to monitoring: Guidelines for monitoring of climate and maintenance and establishment of climaterelatedinfrastructure on provincial nature reserves (12/6/12/7/2).2The collection of baseline information, support for research projects and the ongoingimplementation of monitoring programmes shall be focused on, and directed towards,supporting operational planning and decision-making in the reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 43

Management actions and targetsKPA 1: Biodiversity and Animal ConservationObjective 1.1: Re-establish, maintain and manage viable populations of locally indigenous fauna and flora in the ANRManagement action Priority Management targets Key performanceindicators(i) Develop and maintain a basic Wildlife Management Programme forthe ANR.(ii) Under the direction of the Game Monitoring Strategy conduct anaerial game census (during late winter).(iii) Develop and maintain a vegetation monitoring programme,including an annual veld condition assessment and biomass fuel loadassessment (during summer).(iv) Based on the outcomes of the most recent game census data, thecurrent veld condition assessment (VCA) and the stocking ratesdetermined in the Wildlife Management Programme, annuallydetermine and implement the culling/capture requirements formedium-sized and large game species.(v) Maintain and implement the water provision requirements for allgame species, as described the Wildlife Management Programme.(vi) Under direction of the Wildlife Management Programme(supplemented by consultation with wildlife specialists and theAtherstone private sector), implement any wildlife restocking or newintroductions that may be required.(vii) Under the direction of the Wildlife Management Programme,maintain the provision of salt licks specifically for Roan Antelope.(viii) Conduct a comprehensive Elephant Herbivory ImpactAssessment, finalize the ANR Elephant population demographics andbased on this assessment, implement control measures as per theANR Elephant Management Plan. The current Elephant ManagementAll wildlife stockingdensities containedat levels below theecological capacity ofthe vegetation.Elephant numbers tobe controlled asstipulated in theexisting (or revised)ElephantManagement Plan.Carrying capacity ofvegetation (based onVCA) vs. Large andmedium-sized gamecounts (based on gamecensus and existing orrevised ElephantManagement Plan).ResponsibilityManagementAuthority(Biodiversity Unit)ManagementAuthority(Biodiversity Unit)ManagementAuthority(Biodiversity Unit)ManagementAuthority(Biodiversity Unit);Reserve ManagerReserve ManagerManagementAuthority(Biodiversity Unit)Reserve ManagerManagementAuthority(Biodiversity Unit)Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 44

Plan may require updating based on the outcomes of theseassessments.(ix) Assess, and implement, environmentally friendly measures toreduce the impacts of any damage-causing problem animals (notablydamage to Marula Trees by the African Elephant).(x) In collaboration with academic institutions, consultants, andresearchers, document all animal populations within the reserve.(xi) Protect the White and Black Rhinoceros and Sable Antelopepopulations of the reserve and research all possible breeding options.Objective 1.2: Maintain a natural fire regime within the ANRAnimal populationsproperlydocumented, wellresearched andmanaged.Management action Priority Management targets Key performanceindicators(i) Prepare and/or update a functional Fire Management Programmefor the ANR, based on in-depth ecological assessments, as a matter ofurgency.(ii) Ensure that all reserve management staff members are adequatelytrained and equipped to implement the Fire ManagementProgramme.(iii) Under the direction of the Fire Management Programme,maintain a system of perimeter fire breaks and fire breaks around keyinfrastructure (i.e. the tourism camps, administrative facilities andstaff housing).(iv) Under the direction of the Fire Management Programme,implement a system of planned block burns.(v) Establish and maintain formal and informal partnerships withneighbours, the FPA and fire management agencies (e.g. Working onFire/FFA) to improve the capacity of the reserve to implement theFire Management Programme effectively.(vi) Install and maintain basic fire protection measures at theadministrative building and the Maroela Camp.(vii) Maintain, in accordance with the requirements of the FireManagement Programme, records of all fires occurring in the reserve.Fires in the reservedo not haveundesirableecological effects,threaten reserveinfrastructure orthreatenneighbouringproperties.n/aCost of damage resultingfrom fires spreading toneighbouring properties(based on insuranceclaim).Cost of damage toreserve infrastructurefrom fires (based oninsurance claim).Ecological condition(based on vegetationmonitoring).Biodiversity loss(especially White andBlack Rhinoceros).Reserve ManagerRegional Manager;Reserve Manager;BiodiversityManagerReserve Manager;BiodiversityManagerResponsibilityManagementAuthority(Biodiversity Unit)Reserve ManagerReserve ManagerReserve ManagerRegional Manager;Reserve ManagerReserve Manager;Tourism Operator/sReserve ManagerTime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 45

Objective 1.3: Contain the spread, and impacts, of invasive alien plants and bush encroachment in the ANRManagement action Priority Management targets Key performanceindicators(i) Eradicate, on an ongoing basis, all known invasive and alien plantinfestations occurring in the reserve.(ii) Develop partnerships with funding and implementing agencies toimprove the capacity of the reserve to sustain its invasive plantcontrol program.(iii) Map, and annually monitor, the extent and density of areas in thereserve subject to unacceptable levels of bush encroachment.(iv) Implement an ad hoc programme of mechanical and chemicalcontrol to contain the further spread, densification and impacts ofbush encroachment.To control andcontain invasive alienplant species andbush encroachmentin the ANR.Extent, by density, ofinvasive alien plants.Extent, by density, ofbush encroachment.ResponsibilityManagementAuthority(Biodiversity Unit);Reserve ManagerRegional Manager;Reserve ManagerManagementAuthority(Biodiversity Unit);Reserve ManagerReserve ManagerTime frame(Years 1 – 5)1 2 3 4 5Objective 1.4: Update key baseline information, and develop and maintain a targeted research and monitoring program to guide biodiversity management inthe ANRManagement action Priority Management targets Key performanceindicators(i) Identify, and prioritise, the reserve’s biodiversity managementrequirements for baseline information, research and monitoring.(ii) Collect key baseline biodiversity data and research information forthe reserve, including vegetation community and species mapping;faunal species data and population profiles; the ecological capacity ofthe reserve; optimal stocking rates of wildlife; fire history; optimal fireregimes for the reserve; climatological data collection; the state ofbush encroachment; and water availability and quality as a matter ofurgency.(iii) Develop, implement and/or maintain key biodiversity monitoringReserve database ofmanagementorientedbiodiversityinformation.Annually monitor thevegetationmonitoring anddetermine theecological capacity ofthe ANR.Daily and monthlyfield records to beBudget and monthlyreports.ResponsibilityManagementAuthority(Biodiversity Unit);Reserve ManagerManagementAuthority(Biodiversity Unit);Reserve ManagerManagementTime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 46

activities in the reserve, including vegetation monitoring; the state ofbush encroachment; and game counts.(iv) Facilitate access for external research institutions to implementthe reserve’s priority research and monitoring requirements.(v) Maintain the baseline biodiversity data sourced from field rangerreports, including information on fauna and flora.kept on file.Authority(Biodiversity Unit);Reserve ManagerManagementAuthority(Biodiversity Unit);Reserve ManagerReserve ManagerReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 47

KPA 2: SUSTAINABLE USEGuiding principles for reserve managementTourism and recreation infrastructure and services# GUIDING PRINCIPLE1In developing and maintaining tourism and recreational infrastructure and services, thereserve shall obtain the necessary authorisation in terms of the relevant building, water,drainage, health, safety, waste, traffic and environmental Acts, Regulations and By-laws.234Tourism and recreational infrastructure and services developed within the nature reservemust be appropriate to the purpose for which the reserve has been proclaimed, and must notthreaten its biodiversity or ecological function.Tourism and recreational infrastructure and services shall be developed in response totourism market demands and opportunities within the reserve, and should be carefullyassessed to determine its viability.A portion of the income derived from tourism and recreational services in the reserve shall bedistributed to the Atherstone private sector in accordance with the relevant clauses in theAtherstone Co-Management Agreement.Marketing, awareness-raising and education# GUIDING PRINCIPLE1The reserve shall collaborate and cooperate with key local, regional and institutional partnersto: (i) strengthen the marketing of the reserve’s tourism and recreational infrastructure andservices; (ii) improve the awareness of the reserve, and its prospective uses, further developthe use of the reserve as a local educational resource for teaching institutions.Natural resource harvesting# GUIDING PRINCIPLEThe reserve shall conform to the following LEDET policies, procedures and/or guidelinesrelating to natural resource use: Guidelines for culling on provincial nature reserves (12/6/12/7/7); Technical management guidelines and procedures for game capture on provincial nature1reserves (12/6/12/7/8); Policy on the donation of game from State-owned nature reserves to HistoricallyDisadvantaged Individuals (HDIs) in the wildlife industry; and Draft policy for the reduction of game from (provincial) nature reserves.2Sustainable use of natural and biological resources may be undertaken under strictlycontrolled conditions, provided that it does not compromise the ecological functioning orbiodiversity conservation imperatives of the reserve.3The Atherstone Nature Reserve Co-Management Committee shall review options for, andmake recommendations to, the ‘Executing Agency’ on the distribution of benefits accruingfrom the consumptive harvesting of natural and biological resources in the reserve.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 48

Managing environmental impacts of use# GUIDING PRINCIPLE1The reserve shall strive to continually improve its environmental management systems,through reducing or mitigating the environmental impacts of, inter alia: administrative andvisitor infrastructure; solid waste disposal; water supply and distribution systems; energysupply and distribution networks; sewage systems; and herbicide and fuel supplies.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 49

Management actions and targetsKPA 2: Sustainable UseObjective 2.1: Construct, upgrade and maintain overnight visitor buildings and infrastructure in the ANRManagement action Priority Management targets Key performanceindicators(i) Assess the cost-effectiveness of different management options (e.g.concessions, leasing, service agreement, etc.) for the operating ofMaroela Camp, Summerfield Camp and Verpoort House and select thepreferred/optimal management option/s.(ii) Implement, and formalise (as required), the selected managementoption for Maroela Camp, Summerfield Camp and Verpoort House.(iii) Upgrade, renovate and maintain the overnight visitor buildings,facilities, equipment and linked infrastructure (including bulkinfrastructure) to meet the LTA/LEDET standards for the provision ofnature-based tourism products.(iv) Upgrade and maintain all pumps and groundwater sources withinthe reserve.(v) Assess the feasibility of developing an overnightcamping/caravanning site near Maroela Camp.(vi) Upgrade the existing houses at Summerfield Camp and VerpoortHouse for potential visitors.(vii) Standardise and maintain all directional and informational signagewithin, and en route to, the reserve.Functional overnightbuildings andinfrastructure toenhance the tourismpotential of thereserve.Fully functional waterpumps and boreholeswithin the reserve.Level of conformance(%) with South AfricanNational Standard(SANS) 1197:2012.ResponsibilityPrivate Sector; LTA;ManagementAuthorityLTA; SeniorManager (SONR)TourismOperator/s; LTAReserve Manager;TourismOperator/s;ManagementAuthorityLTATourismOperator/s;Regional ManagerLTAReserve Manager;LTATime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 50

Objective 2.2: Develop, deliver and maintain a range of tourism and recreational services for visitors to the ANRManagement action Priority Management targets Key performanceindicators(i) Plan, budget and implement a range of tourism activities fortourists, including guided walks, game drives (day and night), birdingtours, vulture restaurant tours, archery, day tracking and field tours.(ii) Design, market and institute, a guided interpretive heritage routefor reserve visitors.Effectively managedand regularlymaintained tourismand recreationalservices.Level of conformance(%) with South AfricanNational Standard(SANS) 1197:2012.ResponsibilityAtherstone NatureReserve Co-ManagementCommitteeLTA; TourismOperator/sObjective 2.3: Develop and implement a focused and cost-effective marketing, awareness-raising and educational programme for the ANRManagement action Priority Management targets Key performanceindicators(i) Continually provide updated information in the ongoingdevelopment of corporate, regional and provincial tourism marketingproducts and materials.(ii) Design, publish and distribute reserve-specific brochures andpamphlets for visitors and users and advertise in the media.(iii) Establish links with local educational institutions and networks inorder to promote subsidised access to, and use of, the reserve as aneducational resource.(iv) Maintain daily information about the reserve visitors and users(e.g. numbers/group, age category, gender, time of visit, length ofstay, nationality, etc.) in a standardised corporate format.Improved awarenessof tourism andrecreational productsof the reserve.Numbers of visitors andusers.ResponsibilityReserve Manager;Regional Manager;LTALTA; ReserveManager; TourismOperator/sTourismOperator/s;Reserve Manager;ManagementAuthority: EESTourismOperator/s;Reserve ManagerTime frame(Years 1 – 5)1 2 3 4 5Time frame(Years 1 – 5)1 2 3 4 5Objective 2.4: Manage and mitigate the environmental impacts of conservation management, tourism, recreation and natural resource use in the ANRManagement action Priority Management targets Key performanceindicators(i) Introduce more environmentally-friendly technologies (e.g. lowwattage lighting, dual flush toilets, waterless urinals, water savingNo extraneousbuildings, equipmentn/aResponsibilityTourismOperator/s;Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 51

shower heads, the removal of baths, bio-technology for wastetreatment, drought tolerant grass, etc.) during the renovation andupgrading of the tourism and recreational buildings andinfrastructure, wherever this is cost-effective.(ii) Close and rehabilitate all solid waste dumpsites in the reserve, andremove all solid waste to the nearest municipal dump sites.(iii) Close/remove/demolish and rehabilitate all extraneous andunused buildings and foundations, dumped materials, old equipment,gravel pits and old fencing.and infrastructure inthe reserve.Reserve ManagerReserve ManagerReserve ManagerReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 52

KPA 3: ENFORCEMENT, SECURITY AND ACCESS CONTROLGuiding principles for reserve managementBoundaries and access control# GUIDING PRINCIPLEThe reserve shall conform to the following LEDET policies, procedures and/or guidelinesrelating to boundaries and access control: Technical management guidelines and procedures for the management of access and1access control on provincial nature reserves (12/6/12/7/4); Guidelines for fencing of provincial nature reserves (12/6/12/7/3); and Law enforcement strategy for Limpopo provincial nature reserves.2The boundaries of the reserve shall, at all times, be clearly demarcated and regularlymaintained.3All entry and exit points shall be properly managed to ensure that access to, and through, thereserve is effectively controlled at all times.Law enforcement and compliance# GUIDING PRINCIPLE1An adequately trained and suitably equipped field ranger complement shall be deployed inand around the reserve to, inter alia: control illegal activities; ensure the safety of visitors;monitor the activities of users and visitors; collect baseline information; and undertake thebasic maintenance of equipment and infrastructure.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 53

Management actions and targetsKPA 3: Enforcement, Security and Access ControlObjective 3.1: Secure the boundaries of, and maintain controlled access to, the ANRManagement action Priority Management targets Key performanceindicators(i) Ensure that all reserve visitor gates and management entry pointsare adequately staffed and administered.(ii) Establish, and maintain, a ‘gate entry pass/visitor permit book’system for all visitors to, and users of, the reserve.(iii) Repair all energizers and the electrified boundary fence in order tomeet the relevant requirements of the LEDET Technical Guidelinesand Procedures (TGP) for fencing.(iv) Ensure the regular maintenance of the reserve’s perimeter fence.(v) Ensure the implementation of a seasonal programme to keep theperimeter fence clear of any vegetation.(vi) Intensify patrols inside the reserve with a view to eliminatingRhinoceros poaching activities.(vii) Facilitate controlled access for external institutions undertakingrelevant research and monitoring programmes within the reserve.Secure reserveassets.Electrified perimeterfence in workingorder throughout theyear.Perimeter fence wellmaintained.Achieve zeropoaching incidentsper year.Objective 3.2: Sustain an effective law enforcement and compliance capacity in the ANRProfile of reserve visitorsand users.Record of all illegalaccess incidents.Records of poachingincidents.Management action Priority Management targets Key performanceindicators(i) Ensure the provision of enforcement and compliance training for allreserve field staff.Incremental decreasein incidences ofillegal activitiesNumber of formalwarnings, arrests madeand fines issued, andResponsibilityReserve ManagerReserve Manager,Regional Manager,ManagementAuthorityReserve Manager;ManagementAuthorityReserve ManagerReserve ManagerReserve ManagerManagementAuthority(Biodiversity Unit);Reserve ManagerResponsibilityManagementAuthority: HR &HRDTime frame(Years 1 – 5)1 2 3 4 5Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 54

(ii) Ensure that the field ranger staff complement is adequatelyresourced and equipped to fulfil an effective enforcement andcompliance function.(iii) Maintain regular patrols of the reserve and its boundaries.(iv) Undertake a threat analysis to determine all potential threats tothe safety and security of the reserve.(v) Maintain and collate information on all enforcement incidents.occurring in thereserve.successful prosecutionsconcluded.ManagementAuthority: HR, HRD,SIS & BiodiversityUnit; ReserveManagerReserve ManagerManagementAuthority: PAM &SpecialInvestigationsReserve ManagerReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 55

KPA 4: INFRASTRUCTURE AND EQUIPMENT (OPERATIONS)Guiding principles for reserve managementRoads, tracks and footpaths# GUIDING PRINCIPLE1The reserve shall conform to the following LEDET policies, procedures and/or guidelinesrelating to the development, maintenance and upgrading of roads: Technical management guidelines and procedures for the development, maintenanceand upgrading of roads in provincial nature reserves.2The reserve shall rationalise its network of roads, tracks and footpaths to reduce maintenancecosts and limit environmental impacts, while ensuring adequate access for tourism andoperational management requirements.Bulk services# GUIDING PRINCIPLEThe reserve shall conform to the legal requirements of the following legislation in supplyingbulk services: NEMWA;1 WSA; NBRBSA; and Municipal By-laws.2The reserve shall strive to phase out bulk services that have a detrimental impact on theenvironment. It shall, in turn, seek to introduce more sustainable technologies, whereverpracticable and cost-effective.Administrative and other operations infrastructure# GUIDING PRINCIPLE1In developing and maintaining administrative and operations infrastructure, the reserve shallobtain the necessary authorisation in terms of the relevant building, water, drainage, health,safety, waste, traffic and environmental Acts, Regulations and By-laws.2Administrative and operations infrastructure and services must be limited, and appropriatelyscaled, to the necessary administrative and operational requirements of the reserve, andmust not threaten its biodiversity or ecological function.Operations equipment and vehicles# GUIDING PRINCIPLE1The reserve shall acquire and/or replace the equipment and vehicles necessary to implementthe high priority activities identified in this SP.2All reserve equipment and vehicles shall be regularly maintained in accordance with themanufacturers’ specifications.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 56

Management actions and targetsKPA 4: Infrastructure and equipment (operations)Objective 4.1: Develop and maintain the road, track and footpath network in the ANRManagement action Priority Management targets Key performanceindicators(i) Schedule, and implement, the upgrading and maintenance of thenetwork of visitor roads in the reserve, with a strong focus onmaintaining the fire break roads within the reserve.(ii) Open up and maintain all secondary, less travelled roads within thereserve.(iii) Design and establish a network of self-guided and/or guided hikingtrails traversing in the reserve.Rationalised networkof well-maintainedvisitor andmanagement roadsand footpaths.Objective 4.2: Construct, maintain and upgrade the bulk services infrastructure in the ANRState (using a gradingsystem) of visitor andmanagement roads, aswell as footpaths.Management action Priority Management targets Key performanceindicators(i) Install and maintain generators and/or solar power systems for thefunctioning of remote park operational equipment (e.g. water pumps)and the smaller Maroela Camp facility.(ii) Expand and upgrade the water supply, storage and treatmentcapacity for the reserve, with a specific focus on the waterholesspread across the ANR.(iii) Improve and expand the capacity of the waste treatment facilitiesand waste removal systems for the reserve.Adequate wateravailable for gamewithin the ANRthroughout the year,and especially intimes of drought.Records of water supplyto dams.ResponsibilityReserve ManagerReserve ManagerReserve Manager;TourismOperator/s; LTAResponsibilityReserve Manager;ManagementAuthorityReserve Manager;ManagementAuthorityReserve Manager;ManagementAuthorityTime frame(Years 1 – 5)1 2 3 4 5Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 57

Objective 4.3: Acquire and maintain operational equipment and vehicles for the ANRManagement action Priority Management targets Key performanceindicators(i) Procure, install and maintain a reliable internal communicationsnetwork for the reserve, including repeaters, a base station, handheldradios and car radios.(ii) Install, maintain and service diesel pumps at all game water pointsand renovate the pipelines and water troughs at these water points,as required. Water pipes should be buried a minimum of 1.2 m belowthe soil surface in order to prevent damage by individuals of theAfrican Elephant.(iii) Assess the cost effectiveness of the acquisition of a grader (or thesharing of a grader within the cluster) and, if feasible, procuring it.(iv) Maintain and/or replace all reserve vehicles and equipmentaccording to the manufacturers’ specifications and/or corporatereplacement cycles. Staff to sign accountability sheets wheneverequipment and vehicles are used.(v) Establish an electronic network (i.e. internet and e-mail) for, andconnect services and applications to, the reserve.(vi) Maintain and constantly update an equipment and infrastructureregister.(vii) Maintain and safely store all firearms.Sufficient, andadequatelymaintained, reserveequipment andvehicles.Maintenance levelsof all equipment areup to standard.State (using a gradingsystem) of reserveequipment and vehicles.Monthly reports ondamage to all vehiclesand equipment.Service and maintenancerecords of all vehiclesand equipment.ResponsibilityRegional Manager;Reserve ManagerReserve ManagerRegional ManagerReserve Manager;ManagementAuthority:TransportManagementAuthority: IT;Reserve ManagerReserve ManagerReserve Manager;Firearm ControlOfficer: SISTime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 58

KPA 5: STAKEHOLDER INVOLVEMENTGuiding principles for reserve managementAtherstone Nature Reserve Co-Management and Advisory Committees# GUIDING PRINCIPLE12The reserve shall actively participate in, and support, the Atherstone Nature Reserve Co-Management Committee as an important governance mechanism to achieve the aims andobjectives of the Atherstone Co-Management Agreement.The reserve shall establish and maintain an effective Reserve Advisory Committee based onthe Regulations for the Proper Administration of Nature Reserves, promulgated in terms ofSection 86 (1) of NEMPAA.Stakeholder communications# GUIDING PRINCIPLEStakeholder communications shall be focused on strengthening a sense of ownership andempowerment in the Atherstone community, through an improved understanding of the1contribution of the reserve to socio-economic development and heritage/biodiversityconservation.2Stakeholder communications shall seek to develop a common understanding amongst privatestakeholders regarding issues affecting the integrity of the reserve, and collaborativeapproaches to resolve these.Local and regional initiatives# GUIDING PRINCIPLE12The reserve management shall actively collaborate with national, provincial and local tourismand conservation initiatives that could contribute to meeting the objectives of this SP.The reserve shall strive to work with the relevant government institutions in order tointegrate all local and regional planning and socio-economic development activities affectingthe reserve.Employment, empowerment and capacity building# GUIDING PRINCIPLE1The reserve shall strive to meet to the socio-economic development commitments made inthe Atherstone Co-Management Agreement.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 59

Management actions and targetsKPA 5: Stakeholder InvolvementObjective 5.1: Ensure the ongoing involvement of a representative and functional Atherstone Nature Reserve Co-Management Committee in the planning,development and management of the ANRManagement action Priority Management targets Key performanceindicators(i) Actively participate in regular meetings with the ANRCMC.(ii) Give regular feedback to private stakeholders regarding planned,and monthly progress on, reserve activities.(iii) Support the ongoing capacity building of ANR private land ownersserving on the ANRCMC.Regular meetings ofthe ANRCMC.Implementation ofdecisions made bythe ANRCMC.Record of meetings anddecisions.ResponsibilityReserve Manager;Regional ManagerReserve ManagerReserve Manager;Regional ManagerTime frame(Years 1 – 5)1 2 3 4 5Objective 5.2: Develop, implement and maintain effective mechanisms for ongoing communications with co-management partners, private stakeholders andneighbouring land ownersManagement action Priority Management targets Key performanceindicators(i) Host a regular monthly meeting, each on a different neighbouringproperty, to present and discuss issues of mutual concern.(ii) Hold quarterly (more regular if required) meetings with theANRCMC to ensure that co-management decisions are madetimeously and effectively.Regular meetingswith neighbouringland owners.Quarterly meetingswith the ANRCMC.Recording of meetings.Record of meetings.ResponsibilityReserve ManagerReserve ManagerTime frame(Years 1 – 5)1 2 3 4 5(iii) Under the guidance of the Regulations for the properadministration of Nature Reserves, as promulgated in terms of Section86 (1) of NEMPAA, establish a Reserve Advisory Committee and meeton a regular, agreed to basis.Regular meetingswith the ANRMAC.Reserve ManagerReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 60

Objective 5.3: Actively participate in local and regional conservation and socio-economic initiatives that may affect or benefit the ANRManagement action Priority Management targets Key performanceindicators(i) Participate in local municipal IDP planning processes, with a specificfocus on the provision of municipal infrastructure and services to thereserve and supporting local economic development initiatives in theAtherstone community.(ii) Participate in the planning and development of the WBR, with aspecific focus on strengthening linkages between the WBR and theANR’s tourism products and on improving access to technical andprofessional support/resources from WBR partners.Improved costeffectivenessofreserve operations asa result oflocal/regionalpartnerships.n/aResponsibilityReserve ManagerReserve Manager;Regional ManagerTime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 61

KPA 6: ADMINISTRATION AND PLANNINGGuiding principles for reserve managementLegal status# GUIDING PRINCIPLE1The legal tenure for the effective planning and management of the reserve as a provincialprotected area shall be secured.Human resources# GUIDING PRINCIPLEThe reserve shall conform to the legal requirements of the following human resourceslegislation: LRA; BCEA;1 EEA; SDA; OHSA; and PSA.Administration# GUIDING PRINCIPLE1The reserve shall conform to the legal requirements of the following financial managementlegislation: PFMA and associated Treasury Regulations.23The reserve shall conform to the following LEDET policies, procedures and/or guidelinesrelating to supply chain management: Draft procedure manual for demand and acquisition management.The reserve shall conform to all relevant provincial/departmental financial and administrativereporting requirements.Information management# GUIDING PRINCIPLE1All information that is used to support the operational planning and decision-making in thereserve shall be collected, collated, updated, maintained and presented in a cost-effectiveformat that is readily accessible for use by management.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 62

Management actions and targetsKPA 6: Administration and PlanningObjective 6.1: Review and amend the administrative system of the reserve to be more efficient in order to benefit the ANR financiallyManagement action Priority Management targets Key performanceindicators(i) Review and revise the administrative processes of the reserve to bemore effective, less time consuming and relevant to the ANR.Budget strictlycontrolled.Yearly monitoring ofprofit and loss.Objective 6.2: Maintain an adequately equipped, trained, qualified and experienced staff complement for the ANRManagement action Priority Management targets Key performanceindicators(i) Ensure that all vacant posts in the reserve’s approved organogramare filled with qualified and experienced candidates, in particular theposition of Reserve Manager.(ii) Identify training needs, and facilitate access to training programsfor reserve staff, with a priority focus on field ranger, first aid and ITskills training.(iii) Implement the institutional staff performance appraisal system.(iv) Ensure that each staff member is regularly issued with uniform,protective clothing (as may be required) and the necessary equipmentto fulfil their job function.(v) Maintain all staff information for the reserve (leave records,attendance registers, overtime, etc.).(vi) Implement the institutional Occupational Health and Safetypolicies and procedures in the reserve.Staff compliment upto date and chain ofcommand in place.High staff morale.Staff administrationeffectively managed.Number of staffmembers leaving thereserve.ResponsibilityReserve Manager;Regional Manager;ManagementAuthorityResponsibilityManagementAuthority: HR &HRDManagementAuthority: HR &HRD; ReserveManagerReserve Manager;ManagementAuthorityManagementAuthority: HR, HRD& SISReserve ManagerReserve ManagerTime frame(Years 1 – 5)1 2 3 4 5Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 63

(vii) Have clear job descriptions on record.(viii) Conduct regular shooting and drilling practice sessions.(ix) Maintain a high standard of discipline through regularreserve staff inspections.(x) Compile and sign a Memorandum of Understanding with all staffmembers on the reserve.Reserve Manager;ManagementAuthorityReserve Manager,Regional ManagerReserve Manager;Regional ManagerReserve Manager;Regional ManagerObjective 6.3: Institute and maintain an effective administrative and planning capability in the ANRManagement action Priority Management targets Key performanceindicators(i) Maintain and update all assets and stock inventory registers andreports for the reserve.(ii) Maintain a reserve-based record of all purchases made, accountspaid and services procured in support of reserve operations over eachfinancial year.(iii) Prepare the reserve APO.(iv) Facilitate the implementation of annual METT-SA assessments forthe reserve.(v) Read and apply all updated Management Authorityguidelines, policies and procedures to the daily functioning ofthe ANR.Asset inventory,stock registers,financial records,APOs and monthly,quarterly and annualreports are all up todate.Updated guidelines,policies andprocedures availableat the reserve.Spot checks.METT –SA assessments.Audits.Objective 6.4: Establish, maintain and host a reliable inventory of key information on the ANR and its ongoing managementManagement action Priority Management targets Key performanceindicatorsResponsibilityReserve Manager;ManagementAuthorityReserve Manager;ManagementAuthorityReserve PlanningTeam, chaired bythe ReserveManagerRegional Manager;Reserve ManagerReserve Manager;ManagementAuthority: PAMResponsibility(i) Institute and maintain an electronic and/or hard copy filing system Up to date, and n/a Reserve ManagerTime frame(Years 1 – 5)1 2 3 4 5Time frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 64

for all reserve-specific information.(ii) Determine the economic valuation of the ANR.accessible,information on thereserve and itsmanagement.Objective 6.5: Secure the legal tenure of, and management authority for, the ANRManagement action Priority Management targets Key performanceindicators(i) Review the efficacy and ongoing relevance of the Atherstone Co-Management Agreement as per the requirements of the 2009National Co-Management Framework, and amend or revise, asrequired.Transparent andefficientmanagement.Updated comanagementagreement.Reserve ManagerResponsibilityAtherstone NatureReserve Co-ManagementCommittee;ManagementAuthorityTime frame(Years 1 – 5)1 2 3 4 5Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 65

5. RESOURCING AND GOVERNANCE FRAMEWORKThis section provides brief recommendations on the minimum staffing complement and funding thatwould be required to implement the RMP (i.e. the SP and APO).This section also briefly describes the key responsibilities of the reserve management team andAtherstone Nature Reserve Co-Management Committee (ANRCMC) in the development,implementation, monitoring and review of the RMP.5.1 Staffing RequirementsIt is proposed that the following minimum staffing complement would be required to implement thisSP 7 :POST DESIGNATIONNUMBERReserve Manager 1Tourism Manager 1Senior Nature Conservator 1Senior Field Ranger 1Field Ranger 20Gate Guard 2Logistical Support Services:Cleaner 1Administrative Officer 1Artisan 1Total 297 The staffing requirements reflected in the SP are premised on two elements: (i) a critical assessment of the efficacy of the current approved(not actual) organogram for the reserve in respect of current reserve management responsibilities; and (ii) a facilitated discussion with the RPTon any (mostly minor) adjustments/changes that may be required to this approved organogram in order to more effectively implement the SPfor the next five years.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 66

5.2 Funding RequirementsIt is proposed that the following operational 8 and capital 9 budget would be required to implement this SP:KEY PERFORMANCE AREA2013/2014 2014/2015 2015/2016 2016/2017 2017/2018CAPEX (R)OPEX(R)CAPEX(R)OPEX(R)CAPEX(R)OPEX(R)CAPEX(R)OPEX(R)CAPEX(R)OPEX(R)KPA 1: Biodiversity and conservation 3,000,000 100,000 1,000,000 60,000 500,000 30,000 250,000 20,000 100,000 10,000KPA 2: Sustainable use 1,000,000 95,000 500,000 50,000 250,000 40,000 100,000 25,000 70,000 20,000KPA 3: Enforcement, security and accesscontrol500,000 350,000 250,000 120,000 100,000 25,000 50,000 20,000 100,000 10,000KPA 4: Infrastructure and equipment 2,000,000 100,000 500,000 65,000 200,000 40,000 100,000 40,000 65,000 20,000KPA 5: Stakeholder involvement 0 50,000 0 15,000 0 20,000 0 10,000 0 5,000KPA 6: Administration and planning 200,000 30,000 50, 000 35,000 15,000 35,000 10,000 25,000 10,000 5,000Total 6,700,000 725,000 2,300,000 345,000 1,065,000 190,000 510,000 140,000 345,000 70,0008 Operational costs are roughly based on an area-complexity factor (i.e. different cost ranges per ha, based on the level (high, medium or low) of management complexity). This was then moderated against documentedexpenditure for operational costs in Limpopo’s provincial reserves, wherever available. This was then again moderated against equivalent reserves in Kwa-Zulu Natal and the Western Cape, as well as reserves of SANParksand ECParks, where operating costs have stabilised and are well documented over a period of three to five years.9 Capital budget requirements are roughly based on known costs for similar capital investments, either in terms of replacement costs (e.g. vehicles), infrastructure development costs (e.g. cost/ha or cost/km for fencing orroads), bulk services (e.g. costs/m for pipelines, etc.), or building costs (e.g. cost/m 2 for staff accommodation or chalets), etc.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 67

5.3 Roles and Responsibilities5.3.1 Reserve ManagementThe key responsibilities of reserve management in the development, implementation, monitoring andreview of the RMP are summarised as follows:Protected AreaManagement (PAM)and Biodiversity Unit(ManagementAuthority HO)Regional ManagerReserve ManagerPAM and the Biodiversity Unit of the Management Authority will have directresponsibility for: Implementation of the designated priority activities in the SP, andlinked APO; and Providing professional and technical support to the Regional Manager,Reserve Manager and ANRCMC in the implementation of the SP andAPO.The Regional Manager will have overall responsibility for: Ensuring the alignment of the SP with Provincial and LEDET policies andguidelines; Ensuring the coordination and alignment of the SP with otherdepartmental activities and initiatives; Providing oversight of the implementation the SP and APO; Reporting on the performance of the ANR in the implementation of theSP and APO to the Senior Manager (SONR); Instituting corrective actions to ensure that the SP and linked APO isimplemented, reviewed and updated; and Approval of the APO.The Reserve Manager will have direct responsibility for: Annually drafting an APO to operationalise the priority activitiesidentified in the SP; Implementation of the APO; Monitoring of performance against the APO (and the SP); Reporting of performance against the APO (and the SP) to theANRCMC; Management of reserve staff, resources and finances in theimplementation of the APO; and Communicating with the Regional Manager about obstacles in theimplementation of the APO.The Regional Manager and Senior Manager (SONR) are the officials responsible for submitting the SP tothe Head of Department (HOD, Economic Development, Environment and Tourism) for formal approvaland adoption. The HOD will then submit the approved SP to the Limpopo MEC for EconomicDevelopment, Environment and Tourism as per the requirements of the NEMPAA. This can besummarized as follows:RESERVEMANAGEMENTPLANCOMPONENTSP / APO Reserve Manager AtherstoneNature ReserveCo-ManagementCommitteeRESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCYApproval of finaldraft.SP (at 5-yearintervals);APO (annually)SP / APO Regional Senior Manager Approval of final SP (5-yearly);Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 68

RESERVEMANAGEMENTPLANRESPONSIBILITY SUBMIT TO OUTCOME SOUGHT FREQUENCYCOMPONENTManager (SONR) version of SP and APO (annually)APO.SPSenior Manager HOD (LEDET) Departmental SP (5-yearly)(SONR)adoption of SP.SP HOD (LEDET) MEC (LEDET) Formal approvaland adoption as perlegal requirements.SP (5-yearly)5.3.2 Reserve Planning TeamA small interdisciplinary RPT has been constituted to guide and advise on the preparation, and ongoingreview and evaluation, of the RMP.The RPT may include any of the following persons:The Reserve Manager;Key reserve management staff;Regional Manager;Regional scientist/s;Landowner/s (in the case of stewardship agreements);Representative of affected municipality/ies and/or other organs of state;Representative/s of any reserve co-management committee (in cases where one has beenestablished); andCo-opted technical experts/consultants.The RPT is specifically responsible for the following:Overseeing all planning initiatives and activities in the reserve;Providing strategic direction to the RMP;Providing technical and scientific inputs into the RMP;Approving the first draft of the reserve’s SP for public consultation;Identifying the need for subsidiary plans in the reserve, and guiding its formulation;Providing technical inputs into the preparation of the APOs for the reserve;Approving the first draft of the reserve’s APOs for formal submission to the Management Authority;Reviewing the reserve’s performance against the objectives and goals established in the SP and APOs;Guiding the updating of the SP and APOs, based on the outcomes of the annual performance review;andAssisting in identifying the ongoing human resource and budgetary requirements of the reserve.The RPT should meet under the guidance of the Reserve Manager, who should also act as chairman atall meetings.5.3.3 Management Advisory CommitteeRegulation 9 of the Regulations for the Proper Administration of Nature Reserves made in terms ofSection 86 (1) of NEMPAA states that the Management Authority may establish one or more advisorycommittees in respect of a nature reserve according to the procedure stipulated in Regulation 10 of theaforementioned Regulations. Upon following this procedure, the Management Authority may appointReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 69

an advisory committee, provided that at least one employee of the Management Authority, nominatedby the Management Authority itself, serve as an ex officio member of the committee. Each member ofthe advisory committee is appointed by the Management Authority for a period determined by theManagement Authority, which may not exceed three years.The mandate of any advisory committee must be defined by the Management Authority itself in specificterms in writing. These specific terms must include the terms of reference; the method ofcommunicating advice; the acceptance and rejection of advice offered; the appointment and removal ofcommittee members; and the support to be provided, together with any remuneration payable and itsterms.5.3.4 Reserve Co-Management CommitteeThe key responsibilities of ANRCMC in the development, implementation, monitoring and review of theRMP are summarised as follows:Atherstone Nature Reserve Co-Management CommitteeThe ANRCMC shall have overall responsibility for: Representing the interests of the different reserve stakeholder groups and institutions duringthe preparation of the SP and APOs; Overseeing the drafting of the SP and APOs; Providing strategic inputs into the drafting of the SP, and technical inputs into the annualdrafting of the APOs; Making recommendations to the Regional Manager on the adoption of the SP and annual APOs; Reviewing the quarterly and annual performance of the ANR against the APO (and SP); and Providing inputs into ad hoc and emergency reserve decision-making not adequately addressedin the SP/APO.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 70

6. BIBLIOGRAPHYThe following references were extensively consulted during the drafting of this document:Anonymous. Undated. Status quo report on the management of Limpopo Provincial Nature Reserves:Towards putting provincial nature reserves on a more sound management footing. Unpublished report.Bass Air Aviation. 2010. Game Count: Atherstone Nature Reserve - 2010. Unpublished report.Bass Air Aviation. 2012. Game Count: Atherstone Nature Reserve - 2012. Unpublished report.Burger, M. 2012. Amphibian species list for Limpopo Province Nature Reserves. Unpublished report.Cowan, G.I. & Mpongoma, N. 2011. Guidelines for the development of a management plan for aprotected area in terms of the National Environmental Management: Protected Areas Act, 2003.Unpublished document.Eagan, V. T. 2012. Reptile species list for LEDET reserves. Unpublished report.Envirodel. 2004. Atherstone Nature Reserve Ecological Management Plan. Unpublished report.Hockey, P.A.R., Dean, W.R.J. and Ryan, P.G. (eds). 2005. Roberts – Birds of Southern Africa, VII th . Thetrustees of the John Voelcker Bird Book Fund, Cape Town.IUCN. 2012. [online] Available at: [Accessed July 2012].Keith, M. (Technical Editor). 2010. [online] Available at: http://sites.google.com/site/samammals/[Accessed January 2013].Kruger, J. W. 2012. Species list for LEDET reserves. Unpublished report.LEDET. 2012. Guidelines for the development of Management Plans for Limpopo’s Provincial NatureReserves. Unpublished planning guideline.Limpopo Department of Agriculture. 2012. [online] Available at: [AccessedJune 2012].Mucina, L. & Rutherford, M.C. (eds.). 2006. The vegetation of South Africa, Lesotho and Swaziland.Strelitzia 19. South African National Biodiversity Institute, Pretoria.Nel, E.J. & Kruger, J.W. 2012. Scientific Review: State Owned Nature Reserves – Limpopo. Unpublishedreport.Planetsave. 2012. [online] Available at: [Accessed July 2012].Stuart, C. & Stuart, T. 2007. Field guide to mammals of Southern Africa. Struik Publishers, Cape Town.Thabazimbi Local Municipality. 2012. IDP: 2012/2013. Local Municipal Integrated Development Plan.Waterberg District Municipality. 2011. IDP: 2011/2012. District Municipal Integrated DevelopmentPlan.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 71

ANNEXURE 1: PUBLIC PARTICIPATION REPORTRefer to attached document.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 72

ANNEXURE 2: ZONATION CATEGORIES (CHARACTERISTICS)The main characteristics of each use zone are summarized in the tables below:ZONE ZONE OBJECTIVE CHARACTERISTICSNaturalUsers:− To provide easy accessto experience thereserve’s naturallandscapes, habitats,species and heritageresources.Conservation:− To minimise andmitigate the effects ofvisitor use on thereserve’s naturalhabitats and speciesand its cultural sites.- Areas of extensive andaccessible naturalhabitats and species.- Areas with importantheritage sites andfeatures.- Areas whose primaryhabitats, species andcultural sites areresilient to the impactsof regular visitor use.- Areas with popular viewsites or natural andcultural attractions.- Areas with an extensiveand accessible road, trailand track network.- Areas that require activeconservationmanagementinterventions.- Areas with moderatelevels of visibilityobtrusiveness.VISITORACTIVITIES- Game viewing.- Motorised 2x4 selfdriveaccess ondesignated routes.- Permitted motorised4x4 trails ondesignated routes.- Day hiking trailsand/or short trails.- Bird hides, canoeing,mountain biking androck-climbing,where appropriate.- Other recreationalactivities that maybe consideredappropriate byreservemanagement.- No accommodationor camping.−−−−−−−FACILITIES /INFRASTRUCTURESelf-drive roads and 4x4tracks. Roads may besurfaced where visitor uselevels are high.Management accessroads and managementtracks.Perimeter firebreaks.Small picnic areas andablution facilities may beprovided.Parking or viewing sites/areas may be provided.No accommodation orcamping.Signage may be erectedto designate routes(including 4x4, horse,MTB, canoe, 2x4 selfdrive,etc.), closed areasor junctions.VISITOR ACCESS- Cater for all reservevisitors.- Vehicle access ondedicated routes,with pedestrianaccess from parkingareas or adjacentdevelopment zones.- On water, only nonmotorisedcraftsallowed, unlessotherwise agreed.MANAGEMENTGUIDELINESVisitor andconservationmanagement:- Intensivemaintenance ofvisitor facilitiesandinfrastructure.- Activeenforcement ofreserveregulations.− Intensiveconservationmanagementactivitiesundertaken.Consumptive Use:− Sustainable useof naturalresources may,where feasible,be considered onapplication, andsubject to aformal permittingarrangement.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 73

Development – Low IntensityUsers:− To provide small tomedium-sized picnic,accommodationand/or campingfacilities and services.− To facilitate access toenvironmentaleducational facilitiesand services.Conservation:− To contain the impactsand footprint ofreserve visitorfacilities, services andinfrastructure.−−−−−−−−−−Areas with acontained, low-densitydevelopmentfootprint.Areas with roads, trailsand small to mediumscalerecreationalfacilities andaccommodationinfrastructure.Degraded ortransformed areas.Natural or seminaturalhabitats.Areas with a highvisitor absorptivecapacity.Areas with limitedbiodiversitysignificance.Areas that are easilyaccessible from thereserve entry points.Areas where risk offire damage toinfrastructure is low,or can be mitigated.Areas with lowvisibility from thesurroundinglandscape.Areas that have accessto potable water, andnot sensitive todisposal of treatedwastewater.−−−−−Picnic and braaiing.Parking.Overnightaccommodation.Camping/caravanning.Environmentaleducation.- Reception offices.- Small camping/caravanning facilities.- Small lodges/ tentedcamps/ self-catering units.- Small restaurant orcatering facilities forovernight guests only.- Surfaced roads andparking areas.- Bird hides.- Services (power, wastemanagement, water,etc.).- Cater for all reservevisitors.- Motorised self-drivecar access.- Tour bus access.- Parking and walk-infor day and overnightvisitors.- Intensivedevelopment andmaintenance ofvisitor facilities,services andinfrastructure.- Activeenforcement ofreserveregulations.- Limitedconservationmanagementactivitiesundertaken.− Risk management(e.g. fire safety)measuresimplemented.− Developmentfootprint activelycontained.Consumptive Use:− Sustainable useof naturalresources may,where feasible,be considered onapplication, andsubject to aformal permittingarrangement.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 74

Development – High IntensityUsers:− To provide mediumsized to large scaleaccommodationfacilities, andassociated attractionsand conveniences.Conservation:− To contain the impactsand footprint ofreserve visitorfacilities, services andinfrastructure.−−−−−−−−−−Areas with an extensivehigh-densitydevelopment footprint.Areas with roads, trailsand small to mediumscalerecreationalfacilities andaccommodationinfrastructure.Degraded ortransformed areas.Natural or semi-naturalhabitats.Areas with a high visitorabsorptive capacity.Areas with limitedbiodiversity significance.Areas that are easilyaccessible from thereserve entry points.Areas where risk of firedamage toinfrastructure is low, orcan be mitigated.Areas with low visibilityfrom the surroundinglandscape.Areas that have accessto potable water, andnot sensitive to disposalof treated wastewater.- Picnicking andbraaiing.- Overnightaccommodation.- Camping/caravanning.- Meetings, workshopor mini conferenceactivities.- Parking.- Swimming.- Medium-sized lodges orhotels.- High density self-cateringunits.- Medium to large-scalecamping/ caravanningfacilities.- Fuel supply pump.- Amenities, includingrestaurants and shops.- Surfaced roads.- Services (power, wastemanagement, water, etc.).- Swimming pool.- Air strip.- Cater for all reservevisitors.- Motorised self-drivecar access.- Tour bus access.- Parking and walk-infor day and overnightvisitors.- Air access may bepermitted.Visitor andconservationmanagement:- Intensivedevelopment andmaintenance ofvisitor facilities,services andinfrastructure.- Activeenforcement ofreserveregulations.- Limitedconservationmanagementactivitiesundertaken.− Risk management(e.g. fire safety)measures−implemented.Developmentfootprint activelycontained.Consumptive Use:- None.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 75

Development - Reserve AdministrationTo define the location ofthe infrastructure andfacilities for reserveadministration.- Areas with extensivedegraded or transformedfootprints.- Areas able toaccommodate highdisturbance, with noidentified sensitivebiodiversity.- Areas proximate to highand low intensitydevelopment zones.- Areas with low visibilityfrom the surroundinglandscape.- Areas which are easilyaccessible from thereserve entry points.- Areas that have access topotable water, and notsensitive to disposal oftreated wastewater.n/a − Administrative offices.− Storage facilities.− Garage facilities.− Workshops.− Game capture andholding facilities.− Parking.NOTE:Reserve administrative officesmay also be located within theDevelopment - Low/HighIntensity Zones.Access to reservereception andadministrative offices.n/aReserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 76

Special Protection / Special ManagementSpecial Protection (Species, Habitats,Heritage)Special Management (ResourceUtilisation)−−−Protection ofspecies,habitats orheritage sitesof specialconservationconcern.Restrictaccess topreventdisturbanceand/ordamage.Regulationand control ofresourceutilisation(commercialand/orcommunitybased),includinghunting.- Sites or areas whereuncontrolled publicaccess is undesirable dueto the presence ofthreatened species andhabitats or sensitiveheritage features.- Demarcated sites orareas where seasonalutilisation of naturalresources (e.g.harvesting of grass forthatching, collection ofreeds for buildingmaterial, hunting ofwildlife for trophies ormeat, etc.) takes place.- Research.- Guided nature/heritage visits understrictly controlledconditions.- Motorised access ondesignated routes(primarily gravelroads).- Walking access ondesignated footpathsand trails.- Commercial hunting,under strict permitconditions.Usually none, but footpathsand tracks to allowmanagement access may bepermitted.Where visitor access ispermitted, strict accesscontrol is required to delimitaccess routes, and, ifnecessary, screen visitors; i.e.hides, boardwalks, screenedroutes, and paths with railingsmay be appropriate.Self-drive roads, 4x4 tracks,management access roadsand management tracks.Parking or viewing sites/ areasmay be provided.Basic accommodation orcamping facilities may beprovided.Signage may be erected todesignate seasonally closedareas.Public / tourism accessnormally not allowed.May be permitted undervery tightly controlledconditions, to bedetermined per site.Public / tourism accesswill only be regulatedduring the resourceutilisation season.For hunting areas, thezone will be closed for allother visitors.For other resourceutilisation zones,public/tourism accessmay be permitted,although the specificaccess conditions willvary from site to site.Visitor andconservationmanagement:− Restrictions onaccess andnumbers ofvisitors may beenforced.− Activeconservationand heritagemanagementactivitiesundertaken, asrequired.Consumptive Use:- None.Visitor andconservationmanagement:−−Seasonalrestrictions onaccess may beenforced.Activemanagement ofresourceutilisationpermits.Consumptive Use:- Naturalresourceharvesting andcollection.Reserve Management Documents: Atherstone Nature Reserve (Strategic Plan) 77