Okavango Delta Management Plan - Ramsar Convention on Wetlands

Appendix III. 1: Assessing Impacts of the Action <strong>Plan</strong>s, Mitigation Measures of how to address them and Sustainability
Criteria for Institutional Thematic Area
Strategic Goal 1:
To establish viable institutional arrangements to support integrated resource management in the <strong>Okavango</strong> <strong>Delta</strong> at local, district level, national level and international (River Basin) level
Strategic Objective 1.1
To establish viable management institutions for sustainable management of the <strong>Okavango</strong> <strong>Delta</strong> ecosystem
ID Key issues Operational Objective Critical Activities Potential impact Mitigation measure Sustainable criteria
I.1.1 There is need to
establish a regional
DEA office in ODRS
and strengthen its
capacity to coordinate
and monitor the
implementation of the
ODMP.
I.1.2 There is need to build
the capacity of
communities for
delivering
management and
sustainable use of
natural resources
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DEA to strengthen the
capacity of the ODRS DEA
office to coordinate and
monitor implementation of
the ODMP.
NWDC to strengthen the
capacity of the communities
in the management and
sustainable use of the natural
DEA to complete the
recruitment of the regional
office staff.
DEA to prepare and sign a
memorandum of
agreement with HOORC for
HOORC to provide
technical support during
ODMP implementation.
Assess the capacity of
communities to manage
CBNRM programmes
resources. Develop and implement
capacity building
programmes
• Improved coodination
by DEA in the
implementation of
ODMP
• Influence of DEA may
not be felt in outlying
areas of ODRS and
Ngamiland District
• Staff turn-over will
hamper
implementation of the
plan
Technical sound
implementation
ODMP
of the
Improvement and
understanding of
sustainable management
practices in the <strong>Delta</strong>
• Differential
implementation of
capacity building
programme may
make some
communities to feel
left out,
• Poor turn out in
programmes may
hamper
implementation
• Programme may
conflict with existing
commuinities
activities to sustain
• DEA presence to be
expanded to subdistrict
level
• <strong>Plan</strong> to address
staff turn-over
needs to be put
inplace
Financila resources
needs to be availed by
MEWT to ensure the
agreement is
implemented
• Clear strategy for
identifying
beneficiaries and
clear programme
for implementation
has to be
developed
• The programme
has to be clearly
communicated to
the communities
• Mobilisation
strategies have to
be developed and
tested before
implemetation
• DEA staff to be trained in
critical relevant skills to the
management of the ODMP
such as ecosystem approach,
economic valuation and
strategic environmental
assessment
• Staff conditions should be
guided by strategic goals and
objecives set out by the
repective department with
regard to retaining staff
Use of the best available expertise
and knowledge required for the
management of the ODRS
• Communities trained are well
represented in terms of
gender, age, ethnic diversity
and social responsibilities
• Aspects for capacity building
should be focused on critical
areas such as basic
environmental management
systems and financial
accounting
• The capacity building
programmes should have a
provsion of r long-term
mentoring