Okavango Delta Management Plan - Ramsar Convention on Wetlands

More documents

Recommendations

Info

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 181 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
I.1.3 Manpower capacity of the fisheries division needs to be addressed I.1.4 The solid waste collection services within the ODRS need to be improved. I.1.5 The solid and liquid waste infrastructure in the ODRS needs to be improved. I.1.6 The institutional capacity of the district waste management needs to be improved 182 DWNP to improve the manpower capacity in the Fisheries Division to sustainably manage the fish resources by 2012 NWDC to improve solid and liquid waste collection within the ODRS NWDC to improve the solid and liquid waste infrastructures in the ODRS NWDC to improve the institutional capacity of the district waste management. Rationalization of DWNP positions to increase capacity of the Fisheries Division. Train existing rationalized staff Engage private sector to collect and dispose solid and liquid waste in settlements Ensure tour operators comply with provisions of waste management as contained in the lease agreement Operationalise Maun landfill site through procurement and installation of outstanding equipment To construct a landfill site in Gumare To increase temporary storage facilities in all settlements Increase operational technician staff compliment from 6 to 8 by rationalising existing positions. livelihoods Improved management of the fisheries resources Staff turn-over may hamper implementation of the programmes • Improved waste management system • Poor supervision and payment of contractors may result accumulation of waste Lack of monitoring may not significantly improve status Impacts related to operation of landfill such as leachate, gas emmissions, smell and air polllution Impacts related to construction and operation of land fill Additional storage facilities • Improved waste management • Increased financial obligations <strong>Plan</strong> for reainig staff should be put in place • Adequate financial resources should be made available for waste management • Before outsourcing NWDC should assess those waste management aspects they are able to adequately provide to reduce the financial burden EIA to be used to manage impacts • Qualified and skilled personnel to be recuited in to those posts • Proper incentives to retain staff Staffing conditions should be guided by strategic goals and objectives set out by respective department with regard to retaining staff Guidelines developed for the management should be used at all times Waste management practices should be in accordance with waste management and sanitation master plan A clear timetable for monitoring should be developed to ensure tour comply with provisions Landfill to operate in accordance with the EIA Act, Waste <strong>Management</strong> Act and Waste and Sanitation Master <strong>Plan</strong>. Well trained and equiped staff
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 115 and 116:
No. Management Are
Page 117 and 118:
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 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 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 205: 180 APPENDIX III: ASSESSING IMPACTS
Page 211 and 212: Appendix III. 2: Assessing Impacts
Page 213 and 214: B.2.4 The risk of Tsetse re-infesta
show all

Okavango Delta Management Plan - Ramsar Convention on Wetlands

Create successful ePaper yourself

Delete template?

Save as template?