Okavango Delta Management Plan - Ramsar Convention on Wetlands

7 CONCLUSIONS
1. The <strong>Okavango</strong> <strong>Delta</strong> <strong>Management</strong> <strong>Plan</strong> (ODMP) project has reached its official
completion target. Four milestones (inception, framework management plan, draft
management plan and final management plan) were programmed for the delivery of
the project through collaborative efforts of twelve sectoral components anchored
within ten organizations both at central and local government levels as well as the
University of Botswana.
2. The ODMP process was largely issue-driven. Stakeholder consultations were held
at community, departmental, private sector, NGO/CBO and policy making level.
Their diverse interests and expectations on the ODMP were recorded, analysed
and, to the extent possible, incorporated into management options and action
plans contained in the draft management plan.
3. The approach of the ODMP was also premised on the <strong>Ramsar</strong> <strong>Plan</strong>ning Guidelines
as well as to a large extent informed by the policy framework in Government. A
learning-by-doing course of action was pursued in order to adapt methods
appropriate for the overall objective and principles of the ODMP as well as the
sectoral functions of participating organizations. It was therefore not plausible for
the process to follow to the letter, for example, the methodology outlined in the
<strong>Ramsar</strong> <strong>Plan</strong>ning tool. Some of its elements can only be implied.
4. The focus of the ODMP was on integrated resource management. There is
evidence of success attained through improved cross-sectoral planning even
outside the ODMP programme itself. Sectors express themselves in a more focused
way and can readily identify the synergies and complementary support which they
can source from other sectors in a more cordial manner and without necessarily
shifting burdens or pointing fingers. Integration is a process. ODMP has only
demonstrated that it is possible to integrate and its maturity will be realised
through change of mind-set as well as indicators for success in achieving plan
objectives over time.
5. Technical objectives often take supremacy in planning and it is becoming evident
that management issues that have recurred over time cannot only be solved by
applying science and through academic methods. Through the ODMP participatory
methods which advance the societal needs create room for improved understanding
and ownership of the decisions which are ultimately made. A deliberate effort was
made to engage all stakeholders through the services of a full-scale
communications team and a participatory planner. Such arrangements will
continue during implementation to keep the level of interest high and strengthen
opportunities for stakeholder involvement in decision making.
6. The sustainability of the ODMP process in the long-term continues to be raised
during all deliberations and ODMP platforms. The coordinating role which the DEA
possesses is now visible within the district. The DEA’s permanent location in Maun
will enhance opportunities for more focused environmental planning. Through
incorporation into the District Strategic <strong>Plan</strong> the ODMP has found its place in the
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