Okavango Delta Management Plan - Ramsar Convention on Wetlands

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process of analysing the strategic goals to determine how they can be attained and at another level how sectoral operational objectives can be packaged to reach the strategic objectives. The strategic objectives for the three subsystems are presented below. 4.2.1 STRATEGIC OBJECTIVES FOR THE INSTITUTIONAL SUBSYSTEM The strategic goal for institutional subsystem has three elements; the management infrastructure (institutions, related manpower and financial resources), management tools (policies, laws, regulations) and communication. Strategic Goal: • To establish viable institutional arrangements to support integrated resource management in the <strong>Okavango</strong> <strong>Delta</strong> at local, district, national and international (River Basin) levels. Strategic Objectives: • To establish viable management institutions for the sustainable management of the <strong>Okavango</strong> <strong>Delta</strong>. • To improve the planning and regulatory framework for sustainable management of the <strong>Okavango</strong> <strong>Delta</strong>. • To raise public awareness, enhance knowledge and create a platform for information exchange and learning about the <strong>Okavango</strong> <strong>Delta</strong>. 4.2.2 STRATEGIC OBJECTIVES FOR THE BIO-PHYSICAL SUBSYSTEM The strategic goal for the subsystem has elements of maintenance and conservation of biodiversity, monitoring of biodiversity as well as restoration and rehabilitation of wetland habitat and ecosystem that characterize the <strong>Okavango</strong> <strong>Delta</strong>. Strategic Goal: • To ensure the long-term conservation of the <strong>Okavango</strong> <strong>Delta</strong> and the provision of existing ecosystem services for the benefit of all organisms dependent on it”. Strategic Objectives • To conserve the biotic and abiotic functions of the <strong>Okavango</strong> <strong>Delta</strong>, and the interactions between them. • To maintain or restore the wetland habitats and ecosystems of the <strong>Okavango</strong> <strong>Delta</strong>. 4.2.3 STRATEGIC OBJECTIVES FOR THE SOCIO-ECONOMIC SUBSYSTEM The strategic goal for this subsystem relates to the sustainable use of the <strong>Delta</strong> resources as well as derivation of benefits from the use of the resources and these are given in table Strategic Goal • To sustainably use the natural resources of the <strong>Okavango</strong> <strong>Delta</strong> in an equitable way and support the livelihoods of all stakeholders. 103
Strategic Objectives • To sustainably use the wetland resources of the <strong>Okavango</strong> <strong>Delta</strong> for the longterm benefit of all stakeholders. • to develop socio-economic opportunities to improve livelihoods of the <strong>Okavango</strong> <strong>Delta</strong> stakeholders. 4.3 STRENGTHS-WEAKNESSES-OPPORTUNITIES-THREATS (SWOT) ANALYSIS The SWOT analysis involves close examination of factors that are likely to constrain or limit achievement of the strategic objectives through a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. SWOT is a simple framework for generating realistic and achievable sets of operational objectives and associated management actions from a situational analysis. This approach to evaluation focuses on internal and external environments. The internal analysis is a comprehensive evaluation of the internal environment’s potential strengths and weakness, whilst external evaluation provides the external environment opportunities and threats. When developing the operational objectives and the associated actions, the interaction between the four columns of the SWOT profile become important. The strengths can be leveraged to pursue opportunities and reduce threats, and at the same time planners and managers can be alerted to the weaknesses that may need to be overcome in order to successfully pursue the opportunities. The weaknesses in general form the basis for the development of operational objectives and actions using the available strengths and opportunities. The threats become the risks or assumptions. 4.3.1 INSTITUTIONAL SWOT ANALYSIS The SWOT analysis is given in Figure 4-1. The environmental profiling for the institutional subsystem indicates that institutions with clear mandates are in place. These institutions enjoy government support and some, such as government departments and certain NGOs, have a relatively good financial base and access to external funding. The major threat to the institutional strengthening is the zero growth moratorium, which government has put on the public sector and competing needs for financial support such as HIV and AIDS. However, with the advent of privatisation policy, strong private sector, NGOs and Community Based Orga nisations (CBOs), the manpower capacity could be augmented by taking advantage of these opportunities and strengths. Botswana being a stable country with a record of good governance and prudent fiscal management as well as high credit rating, can benefit from opportunities for external funding. These opportunities are to a large extent negated by the middle income status of Botswana accorded by the international community. 104
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i OKAVANGO DELTA MANAGEMENT PLAN PR
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2.3 ECOLOGICAL AND BIOLOGICAL FEATU
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5.2.7 FIRE MANAGEMENT .............
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TABLE 3-4: CRITERIA FOR FUTURE PRIO
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Ministry of Environment, Wildlife a
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It stands to reason that the ODMP s
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This chapter describes the strategi
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xiv FRAMP Framework Managem
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OKAVANGO DELTA VISION EXECUTIVE SUM
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physical subsystem. These are often
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Strategic Goal Stategic Objective K
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maintain them it accords prominence
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this, but sectors should continue t
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1.3 THE NEED FOR A MANAGEMENT PLAN
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Instrument Year Objective Relevance
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Relavant conventions which Botswana
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1.6.3.1 Project Design Phase Follow
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1.6.3.5 Final Management</s
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Part of the catchment in Namibia co
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Figure 2-3: The Okavango</s
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2.1.5.3 Tertiary stakeholders These
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2.1.6.7. Harry Oppenheimer
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The District Council is responsible
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The district is also affected by a
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which is itself an extension of the
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eastern from the central and wester
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Subsequently, flow from the Thamala
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capacity of these processes to elim
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dominated channel fringe and backsw
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grasslands which overlaps with the
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Figure 2-10: Distribution map of ra
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zooplankton biomass has been record
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40 All of the ardeids are primarily
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15000 in 1988 and 35000 in 2002 (Bo
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Figure 2-11: Spatial Distribution o
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Figure 2-12: Land use map of the OR
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Parks and Game Reserves provide for
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2.4.3.1 Angola Quantities of water
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Page 79 and 80: 2.4.6 2.4.6 FISHING The Oka
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Page 101 and 102: natural factors. There are two majo
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Page 139 and 140: 5.1.1 ESTABLISHMENT OF VIABLE MANAG
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Page 145 and 146: The maintance of this delicate bala
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Strategic Goal 1: To establish viab
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Strategic Goal 2: To ensure the lon
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Strategic Goal 3: To sustainably us
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162 APPENDIX II - MONITORING AND EV
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Appendix II. 2: Plan</stron
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180 APPENDIX III: ASSESSING IMPACTS
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I.1.3 Manpower capacity of the fish
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Appendix III. 2: Assessing Impacts
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B.2.4 The risk of Tsetse re-infesta
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