Okavango Delta Management Plan - Ramsar Convention on Wetlands

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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 137
138 District and National Development <strong>Plan</strong>ning frameworks. From a more technical standpoint, the existence of the Harry Oppenheimer <strong>Okavango</strong> Research Centre in Maun creates an opportunity for direct links with the ODMP implementation in order to guide the sectoral activities within the agreed research strategy. 7. Data gathering, updating, storage and processing for more informed decisions is key to the implementation of the ODMP. As new information is acquired through focused research, which should benefit communities in the ODRS, action plans should be adjusted accordingly. The ODMP should remain adaptable and flexible. Annual sectoral reviews should be institutionalized to keep the plan relevant. 8. Capacity building at institutional and community levels is crucial to enhance understanding, dispel misconceptions and create opportunities for sustainable use and management of the <strong>Okavango</strong> <strong>Delta</strong> resources. The ODMP project had allocated funds for this but sectors should continue to budget annually for training and capacity building programmes, which are relevant for the advancement of their ODMP implementation programme. 9. Regional or basin-wide collaboration is inevitable. Persuasion and constructive negotiations should be pursued through set mechanisms such as the OKACOM. Botswana stands to strengthen its negotiation power if its positions are based on information that is empirical. Mechanisms for continued updating at the regional platforms such as the ODMP Communication Strategy are encouraged. Partnership building with and participation in regional programmes and projects should be encouraged to push the basin-wide interests of the ODMP forward and therefore solicit buy-in from basin-states. 10. Recommendations from key ODMP studies should be tabled for consideration at appropriate levels and implemented. Through the ODMP monitoring and evaluation tool the impact of the implemented results should be noted and negative ones avoided while positive ones should be enhanced and replicated in other similar parts of the <strong>Delta</strong>. 11. Implementation of pilot projects, identification of best practices, infusion of traditional knowledge and enhancement of livelihoods are key elements that can enrich the impact of the plan. These elements will constitute a substantial part of the workplan under the communication component. Lessons derived from this process will inform management options and practices and can be shared locally, regionally (within the basin) and internationally. 12. Commitments of resources for integrated wetlands management planning should consider the dynamism of the processes adopted to service the needs which may be adequately articulated in project documents but assume a highly varied form when actual implementation happens. The finances, institutional arrangements, ecosystem dynamics, socio-political contexts within an integrated planning framework present a complex situation where adjustments should happen as implementation evolves.
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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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Table 2-10: Tourism Enterprise Lice
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2.4.6 2.4.6 FISHING The Oka
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2.4.7.2 Tsodilo Hills World Heritag
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2.4.8.2 Arable Farming Arable farmi
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can the correct management question
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2.7 TOTAL ECONOMIC VALUE Total Econ
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household investors after deduction
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Table 2-16: Summary of the annual p
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2.7.2 INDIRECT USE VALUES In this s
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use value of ecosystems (refs). Thu
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HOORC-UB has developed into a resou
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found in the fringes of the <strong
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natural factors. There are two majo
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However, there are indications that
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molesta as well as of planktonic an
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employed. Cross-border re-invasion
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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 and 130: Strategic Objectives • To sustain
Page 131 and 132: Strategic Object 1.3: To raise publ
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: implementers are presented in Appen
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 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 193 and 194: Appendix II. 2: Plan</stron
Page 197 and 198: Strategic Goal 3: To sustainably us
Page 205 and 206: 180 APPENDIX III: ASSESSING IMPACTS
Page 207 and 208: I.1.3 Manpower capacity of the fish
Page 211 and 212: Appendix III. 2: Assessing Impacts
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B.2.4 The risk of Tsetse re-infesta
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Strategic Goal 3: To sustainably us
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