Okavango Delta Management Plan - Ramsar Convention on Wetlands

More documents

Recommendations

Info

Using the 1936 and 1946 population census figures about 12 different ethnic groups in Ngamiland were identified (Tlou, 1983). Cultural and ethnic diversity is evident in the numerous languages spoken in Ngamiland District. The following people are often cited as inhabitants of Ngamiland: San groups (Basarwa), Bayei, Bambukushu, Baherero, Batawana, Bakgalagadi and Basubiya. 2.1.5 STAKEHOLDER ANALYSIS The ODMP stakeholders incorporate a very broad range and a very large number of people. Stakeholders can thus be divided into primary, secondary and tertiary, with primary stakeholders more closely and intimately involved with the <strong>Delta</strong> and its resources than secondary and tertiary stakeholders. 2.1.5.1 Primary Stakeholders These are groups or individuals directly dependent on, and who derive immediate benefit from the natural or other (e.g. cultural) resources of the <strong>Delta</strong>, whether at a subsistence or small-scale commercial level. These people could be severely or permanently affected should such resources be damaged or destroyed; they would usually be without obvious or immediate alternatives in such an event. Primary stakeholders of the <strong>Okavango</strong> <strong>Delta</strong> are thus the more than 120,000 residents of the <strong>Okavango</strong> <strong>Delta</strong> and their various groupings include Community Based Organisations (CBOs), Village Development Committees (VDCs), Conservation Committees (CCs), Farmers Committees (FCs), Community Trusts (CTs) and Village Trust Committees (VTCs). 2.1.5.2 Secondary stakeholders These are groups or individuals indirectly dependent on, and who derive benefit from, the natural or other (e.g. cultural) resources of the <strong>Delta</strong> at an, often large-scale, commercial level. This category also includes individuals and institutions with some degree of influence on management and decision-making in the <strong>Delta</strong>. Secondary stakeholders would have their well-being undoubtedly affected, sometimes severely, should resources be damaged or destroyed, though they would often have recourse of action or the resources to develop alternative strategies in such an event. The major group of secondary stakeholders for the <strong>Okavango</strong> <strong>Delta</strong> is contained within the Government of Botswana as an economic entity, government institutions directly involved in the manangement of the <strong>Delta</strong>, the private sector tour operators (both fixed and mobile) operating in the <strong>Delta</strong> and local research institutions. Secondary stakeholders also include organisations that work to represent primary stakeholders, e.g. NGOs such as Tocadi, People and Nature (PAN) Trust, Conservation International (CI) and Kalahari Conservation Society (KCS), particularly through the Every River Has Its People project (ERP) as well as the organisations that represent secondary stakeholders themselves, e.g. Hospitality and Tourism Association of Botswana (HATAB) and the Botswana Wildlife <strong>Management</strong> Association (BWMA). In a shared river basin like the <strong>Okavango</strong>, upstream communities who are not directly dependent on the resources of the <strong>Delta</strong> but are part of the wider ecosystem and whose actions can affect such resources would also be classified as secondary stakeholders, as would river basin organisations such as OKACOM and other projects (and their associated organisations) running either in the <strong>Delta</strong> or in the <strong>Okavango</strong> River Basin. 15
2.1.5.3 Tertiary stakeholders These are groups and individuals with an interest in or influence over the <strong>Okavango</strong> <strong>Delta</strong> but not directly or indirectly dependent on it for their well-being and with other interests and responsibilities not related to the <strong>Delta</strong> itself. Tertiary stakeholders for the <strong>Okavango</strong> <strong>Delta</strong> thus include other Government of Botswana institutions not directly involved in the ODMP, international and national donor agencies, government departments in Namibia and Angola (other than those directly involved in OKACOM), certain other NGOs, international interests (such as the <strong>Ramsar</strong> Secretariat and the United Nations (UN)) and interested individuals, such as tourists. 2.1.6 MANAGEMENT FRAMEWORK The management of the ODRS and its resources is multi-sectoral and involves central government departments, district authorities and private sector. For the implementation of the ODMP, direct responsibilities lie within six ministries with specific functions within the following departments. 2.1.6.1 Ministry of Environment, Wildlife and Tourism Department of Environmental Affairs (DEA) The DEA is responsible for overall coordination of environmental activities in Botswana. It also coordinates environmental research, undertakes environmental education and ensures implementation of environmental impact assessments, amongst other duties. DEA is the government institution responsible for the implementation of the <strong>Ramsar</strong> <strong>Convention</strong> in Botswana and thus is the authority to coordinate wetlands management processes in the ODRS (in collaboration with District Authorities). Department of Wildlife and National Parks (DWNP), The DWNP is primarily responsible for wildlife (including fisheries) conservation and utilisation. Given the diverse wildlife resources within the ODRS, the role of DWNP in the management of the <strong>Okavango</strong> <strong>Delta</strong> is inevitable. Department of Forestry and Range Resources (DFRR) The DFRR has direct management authority over the utilisation of vegetation resources. The department is responsible for fire management activities. It also carries out extension on forestry management and range resources. The Department of Tourism (DoT) The department is established with a mandate to regulate tourism enterprises, set out procedures with respect of applications, undertake inspections and conduct appeals. It also serves as secretariat to the National Council on Tourism (NACT) and Tourism Licensing Board. The Department also work in close collaboration with the recently (in 2005) established Botswana Tourism Board which is charged with the responsibility to market the tourism plan of Botswana. 2.1.6.2 Ministry of Lands and Housing Tawana Land Board The Tawana Land Board administers the entire <strong>Okavango</strong> <strong>Ramsar</strong> site in the Batawana Tribal Territory. The Land Board which receives policy guidance through the Department of 16
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: Figure 2-3: The Okavango</s
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 181 and 182:
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 189 and 190:
Page 191 and 192:
Page 193 and 194:
Appendix II. 2: Plan</stron
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
180 APPENDIX III: ASSESSING IMPACTS
Page 207 and 208:
I.1.3 Manpower capacity of the fish
Page 209 and 210:
Page 211 and 212:
Appendix III. 2: Assessing Impacts
Page 213 and 214:
B.2.4 The risk of Tsetse re-infesta
Page 215 and 216:
show all

Okavango Delta Management Plan - Ramsar Convention on Wetlands

Create successful ePaper yourself

Delete template?

Save as template?