Okavango Delta Management Plan - Ramsar Convention on Wetlands

More documents

Recommendations

Info

Table 4-1: Institutional Subsystem SWOT Analysis 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 Objective 1.1: To establish viable management institutions for the sustainable management of the <strong>Okavango</strong> <strong>Delta</strong> Strengths Weaknesses Opportunities Threats Well established institutions (govt., NGO, CBO, private) 105 Manpower capacity limitation Clear mandates Poor institutional collaboration and communication as well as uncoordinated planning Good financial support for govt. institutions Organized community governance structures (Village Development Committees (VDC), Bogosi (chieftainship), Councillors, etc) High level of interest from institutions (private sector, communities, etc.) Inadequate financial resources Conflicts amongst and within community structures such as CBOs and VDCs Conflict amongst institutions and stakeholders emanating from resource utilization and management Political support Zero growth moratorium Good governance Staff turnover due to transfers and resignation, furthering education Access to external funding Financial ceilings and competing needs for funds Structured national and district planning framework Regional governance structures in place (OKACOM) Inadequate transport Collaboration with other initiatives Strong private sector base Possibility of outsourcing through private policy Limited external supp ort due to Botswana’s development status as middle income Strategic Obective 1.2: To improve the planning and regulatory framework for sustainable management of the <strong>Okavango</strong> <strong>Delta</strong> Strengths Weaknesses Opportunities Threats Good coverage of laws, policies, plans and strategies Legislative and policy formulation participatory Capacity to formulate policies and acts Gaps, conflicts in regulatory framework Long lead time for policy formulation and enactment Unclear institutional roles in enforcement Inadequacy of legislative framework in punitive measures Legislative framework not subjected to SEA Manpower and financial constraints to implement and monitor legislative instruments Support from the international community by being signatory to several conventions Willingness by govt. to harmonize regulatory framework SEA is provided for in the EIA Act Limited manpower capacity to undertake SEA Democratically elected legislative body Provisions of certain conventions not in line with the country’s development objectives (e.g. “elephant problem”) Independent judicial system Regional disharmony of regulatory framework National vision as a blue print for sustainable development Uncertainty of the future of OKACOM.
Strategic Object 1.3: To raise public awareness, enhance knowledge and create a platform for information exchange and learning about the <strong>Okavango</strong> <strong>Delta</strong>. Strengths Weaknesses Opportunities Threats Access to public/private media Some level of outreach programmes in place ODMP Communication strategy in place Funds available to support implementation of the communication strategy for two years. 106 Limited coverage by radio, electronic and print media Inadequate coverage of communications infrastructure Limitation of certain communication tools (e.g kgotla) Accessibility to certain parts of the area Inadequate skilled communication personnel Presence of Public Relations officers in government departments Presence of NGOs and CBOs to facilitate communication High national and international profile of the <strong>Okavango</strong> <strong>Delta</strong> Trans-boundary river basin forms the basis for engaging with other riparian states Mistrust Low literacy level HIV and AIDS Sustainability of funds for communication Lack of buy-in of the communication strategy by riparian states A major strength with the regulatory framework is that there is a good coverage of legislative instruments such as multi-lateral environmental agreements, acts, policies, plans and strategies. The major weakness is that some of these have gaps in terms of addressing environmental issues, whilst others are conflicting as well as limited enforcement. The greatest challenge is that of getting commitment from government institutions to harmonise these legislative instruments. In terms of raising public awareness on the importance of wise use of the <strong>Okavango</strong> <strong>Delta</strong> ecosystem, some institutions have outreach programmes and in addition a two year fully funded communication strategy is in place. There are opportunities for collaboration with other riparian states through the OKACOM process. Though the OKACOM agreement is in place, the challenge is the buy-in of the riparian states as well as uncertainties about of OKACOM. Another challenge is the sustainability of the continued engagement of stakeholders at all levels in terms of availability of manpower and financial resources in the long term. 4.3.2 BIO-PHYSICAL SWOT ANALYSIS The analysis is given in Table 4-2. In summary, the environmental profile for the bio-physical sub-system reflects that the <strong>Okavango</strong> <strong>Delta</strong> is almost in a pristine state. The conservation status of the <strong>Delta</strong> can be enhanced through enforcement of existing legislative instruments especially in non-protected areas, and the opportunities provided by existing multi-lateral environmental agreements as well as building upon traditional conservation knowledge within communities in the <strong>Delta</strong>. There is also the need to ensure that environmental management plans are developed and implemented through the provisions of the EIA Act of 2005. A major gap in the conservation and rehabilitation of the <strong>Okavango</strong> <strong>Delta</strong> natural resources is the understanding of the dynamics of the ecosystem. There is a need to enhance the capacity of those institutions dedicated to management of specific abiotic and biotic features to collect baseline information as well as implement the existing <strong>Okavango</strong> <strong>Delta</strong> research strategy.
Page 1 and 2:
i OKAVANGO DELTA MANAGEMENT PLAN PR
Page 3 and 4:
2.3 ECOLOGICAL AND BIOLOGICAL FEATU
Page 5 and 6:
5.2.7 FIRE MANAGEMENT .............
Page 7 and 8:
TABLE 3-4: CRITERIA FOR FUTURE PRIO
Page 9 and 10:
Ministry of Environment, Wildlife a
Page 11 and 12:
It stands to reason that the ODMP s
Page 13 and 14:
This chapter describes the strategi
Page 15 and 16:
xiv FRAMP Framework Managem
Page 17 and 18:
OKAVANGO DELTA VISION EXECUTIVE SUM
Page 19 and 20:
physical subsystem. These are often
Page 21 and 22:
Strategic Goal Stategic Objective K
Page 23 and 24:
maintain them it accords prominence
Page 25 and 26:
this, but sectors should continue t
Page 27 and 28:
1.3 THE NEED FOR A MANAGEMENT PLAN
Page 29 and 30:
Instrument Year Objective Relevance
Page 31 and 32:
Relavant conventions which Botswana
Page 33 and 34:
1.6.3.1 Project Design Phase Follow
Page 35 and 36:
1.6.3.5 Final Management</s
Page 37 and 38:
Part of the catchment in Namibia co
Page 39 and 40:
Figure 2-3: The Okavango</s
Page 41 and 42:
2.1.5.3 Tertiary stakeholders These
Page 43 and 44:
2.1.6.7. Harry Oppenheimer
Page 45 and 46:
The District Council is responsible
Page 47 and 48:
The district is also affected by a
Page 49 and 50:
which is itself an extension of the
Page 51 and 52:
eastern from the central and wester
Page 53 and 54:
Subsequently, flow from the Thamala
Page 55 and 56:
capacity of these processes to elim
Page 57 and 58:
dominated channel fringe and backsw
Page 59 and 60:
grasslands which overlaps with the
Page 61 and 62:
Figure 2-10: Distribution map of ra
Page 63 and 64:
zooplankton biomass has been record
Page 65 and 66:
40 All of the ardeids are primarily
Page 67 and 68:
15000 in 1988 and 35000 in 2002 (Bo
Page 69 and 70:
Figure 2-11: Spatial Distribution o
Page 71 and 72:
Figure 2-12: Land use map of the OR
Page 73 and 74:
Parks and Game Reserves provide for
Page 75 and 76:
2.4.3.1 Angola Quantities of water
Page 77 and 78:
Table 2-10: Tourism Enterprise Lice
Page 79 and 80: 2.4.6 2.4.6 FISHING The Oka
Page 81 and 82: 2.4.7.2 Tsodilo Hills World Heritag
Page 83 and 84: 2.4.8.2 Arable Farming Arable farmi
Page 85 and 86: can the correct management question
Page 87 and 88: 2.7 TOTAL ECONOMIC VALUE Total Econ
Page 89 and 90: household investors after deduction
Page 91 and 92: Table 2-16: Summary of the annual p
Page 93 and 94: 2.7.2 INDIRECT USE VALUES In this s
Page 95 and 96: use value of ecosystems (refs). Thu
Page 97 and 98: HOORC-UB has developed into a resou
Page 99 and 100: found in the fringes of the <strong
Page 101 and 102: natural factors. There are two majo
Page 103 and 104: However, there are indications that
Page 105 and 106: molesta as well as of planktonic an
Page 107 and 108: employed. Cross-border re-invasion
Page 109 and 110: and use of the area’s resources,
Page 111 and 112: 3.7 CRITERIA FOR DETERMINING MANAGE
Page 113 and 114: No. Management Are
Page 119 and 120: Table 3-2: Priority issues to be ad
Page 121 and 122: 3.7.2.3 Proposed criteria for futur
Page 123 and 124: 2 = Moderate social benefits 3 = Lo
Page 125 and 126: • clearing of small access channe
Page 127 and 128: The overall goal of the ODMP sets t
Page 129: Strategic Objectives • To sustain
Page 133 and 134: 4.3.3 SOCIO-ECONOMIC SWOT ANALYSIS
Page 135 and 136: Table 4-4: Operational Objectives t
Page 137 and 138: THEMATIC AREA: SOCIO-ECONOMIC Strat
Page 139 and 140: 5.1.1 ESTABLISHMENT OF VIABLE MANAG
Page 141 and 142: upstream - downstream interactions
Page 143 and 144: photography, birding, sightseeing e
Page 145 and 146: The maintance of this delicate bala
Page 147 and 148: It also provides for their integrat
Page 149 and 150: c) Existing lodges would continue,
Page 151 and 152: Table 5-2: Characterization of cond
Page 153 and 154: Category Natural / Bio-physical Tou
Page 155 and 156: Category Natural / Bio-physical Tou
Page 157 and 158: vi. Where vegetation resources are
Page 159 and 160: d) There should be adequate equipme
Page 161 and 162: implementers are presented in Appen
Page 163 and 164: 138 District and National Developme
Page 165 and 166: Butzer, K. W., 1984. Archeogeology
Page 167 and 168: Hancock, P. 2003b. Saddle-billed St
Page 169 and 170: McCarthy, T.S., W.N. Ellery and A.
Page 171 and 172: ODMP, 2006. Slaty Egret Baseline Su
Page 173 and 174: simulated SPOT VEGETATION imagery.
Page 175 and 176: Tyson, P.D.R. Fuchs, C. Fu, L. Lebe
Page 177 and 178: Appendix I. 1: Action Plan<
Page 179 and 180: Strategic Goal 1: To establish viab
Page 181 and 182:
Strategic Goal 1: To establish viab
Page 183 and 184:
Strategic Goal 2: To ensure the lon
Page 185 and 186:
Strategic Goal 3: To sustainably us
Page 187 and 188:
162 APPENDIX II - MONITORING AND EV
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Appendix II. 2: Plan</stron
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
180 APPENDIX III: ASSESSING IMPACTS
Page 207 and 208:
I.1.3 Manpower capacity of the fish
Page 209 and 210:
Page 211 and 212:
Appendix III. 2: Assessing Impacts
Page 213 and 214:
B.2.4 The risk of Tsetse re-infesta
Page 215 and 216:
show all

Okavango Delta Management Plan - Ramsar Convention on Wetlands

Create successful ePaper yourself

Delete template?

Save as template?