Okavango Delta Management Plan - Ramsar Convention on Wetlands

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collaborative efforts of twelve sectoral components anchored within ten organizations both at central and local government as well as the University of Botswana. 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. 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 which support 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 the methodology outlined in the <strong>Ramsar</strong> <strong>Plan</strong>ning tool. Some of its elements, can only be implied. 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 apply 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 coorperative manner and without necessarily shifting burdens or pointing fingers. Integration is a process. ODMP has demonstrated that it is possible to integrate; its maturity will be realised through change of mind-set as well as indicators for success in achieving the plan objectives over time. 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 academic methods. The ODMP participatory methods, which take account of 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. 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 District and National Development <strong>Plan</strong>ning frameworks. At a more technical level, 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. 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 for it to be acceptable and effective. Annual sectoral reviews should be institutionalized to keep the plan relevant. Capacity building at institutional and community levels is crucial to enhance understanding, dispel misconceptions, and to create opportunities for sustainable use and management of the <strong>Okavango</strong> <strong>Delta</strong> resources. The ODMP project had allocated funds for xxiii
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. Regional or basin-wide collaboration is inevitable. Persuasion and constructive negotiations should be pursued through existing mechanisms such as the OKACOM. Botswana stands to strengthen its negotiation power if its positions are based on information that is emperical. 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. 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 adopted and replicated in other parts of the <strong>Delta</strong>. Implementation of pilot projects, identification of best practices, infusion of traditional knowledge and enhancement of livelihood 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 these processes will inform management options and practices and can be shared locally, regionally (within the basin) and internationally. Resource allocation commitments for integrated wetland 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 actually implemented. The finances, institutional arrangements, ecosystem dynamics, and sociopolitical contexts within an integrated planning framework present a complex situation where adjustments should happen as implementation evolves. xxiv
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: maintain them it accords prominence
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
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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,
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3.7 CRITERIA FOR DETERMINING MANAGE
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No. Management Are
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No. Management Are
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No. Management Are
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Table 3-2: Priority issues to be ad
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3.7.2.3 Proposed criteria for futur
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2 = Moderate social benefits 3 = Lo
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• clearing of small access channe
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The overall goal of the ODMP sets t
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Strategic Objectives • To sustain
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Strategic Object 1.3: To raise publ
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4.3.3 SOCIO-ECONOMIC SWOT ANALYSIS
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Table 4-4: Operational Objectives t
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THEMATIC AREA: SOCIO-ECONOMIC Strat
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5.1.1 ESTABLISHMENT OF VIABLE MANAG
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upstream - downstream interactions
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photography, birding, sightseeing e
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The maintance of this delicate bala
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It also provides for their integrat
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c) Existing lodges would continue,
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Table 5-2: Characterization of cond
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Category Natural / Bio-physical Tou
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Category Natural / Bio-physical Tou
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vi. Where vegetation resources are
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d) There should be adequate equipme
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implementers are presented in Appen
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138 District and National Developme
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Butzer, K. W., 1984. Archeogeology
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Hancock, P. 2003b. Saddle-billed St
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McCarthy, T.S., W.N. Ellery and A.
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ODMP, 2006. Slaty Egret Baseline Su
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simulated SPOT VEGETATION imagery.
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Tyson, P.D.R. Fuchs, C. Fu, L. Lebe
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Appendix I. 1: Action Plan<
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Strategic Goal 1: To establish viab
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Strategic Goal 2: To ensure the lon
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Strategic Goal 3: To sustainably us
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162 APPENDIX II - MONITORING AND EV
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Appendix II. 2: Plan</stron
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180 APPENDIX III: ASSESSING IMPACTS
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I.1.3 Manpower capacity of the fish
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Appendix III. 2: Assessing Impacts
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B.2.4 The risk of Tsetse re-infesta
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Okavango Delta Management Plan - Ramsar Convention on Wetlands

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