ODMP Inception Report Volume 2

OKAVANGO DELTA MANAGEMENT PLAN PROJECT
INCEPTION REPORT
VOLUME TWO – PROJECT COMPONENTS
February 2005
Okavango Delta Management Plan Project Secretariat

PO Box 35
Maun
Tel: 267 6801237
Fax: +267 6862503
Email: [email protected] / [email protected]
ABBREVIATIONS AND ACRONYMS .................................................................................................... 5 - 6
1 POLICY, PLANNING AND STRATEGY – COMPONENT 1 .....................................................................7
1.1 INSTITUTIONS AND FOCAL POINTS ...............................................................................................................7
1.1.1 Institutions .............................................................................................................................................7
1.1.2 Focal points ...........................................................................................................................................7
1.2 BACKGROUND .............................................................................................................................................7
1.3 COMPONENT RATIONALE ............................................................................................................................7
1.3.1 Objective................................................................................................................................................7
1.3.2 Inputs .....................................................................................................................................................8
1.3.3 Activities ................................................................................................................................................8
1.3.3.1 Project secretariat .........................................................................................................................................8
1.3.3.2 NCSA...........................................................................................................................................................9
1.3.4 Outputs ................................................................................................................................................10
1.3.4.1 Project secretariat .......................................................................................................................................10
1.3.4.2 NCSA.........................................................................................................................................................10
1.3.5 Outcomes .............................................................................................................................................11
1.3.5.1 Project secretariat .......................................................................................................................................11
1.3.5.2 NCSA.........................................................................................................................................................11
1.4 POLICY, PLANNING AND STRATEGY COMPONENT MONITORING AND EVALUATION (M&E) PLAN ..............12
1.4.1 Project secretariat M&E plan .............................................................................................................12
1.4.2 NCSA M&E plan .................................................................................................................................16
1.5 POLICY, PLANNING AND STRATEGY COMPONENT WORKPLANS ..................................................................19
1.5.1 Project secretariat workplan ...............................................................................................................20
1.5.2 NCSA workplan ...................................................................................................................................22
2 DIALOGUE, COMMUNICATION AND NETWORKING – COMPONENT 2.......................................24
2.1 INSTITUTION AND FOCAL POINT.................................................................................................................24
2.1.1 Institution.............................................................................................................................................24
2.1.2 Focal point...........................................................................................................................................24
2.2 BACKGROUND ...........................................................................................................................................24
2.3 COMPONENT RATIONALE ..........................................................................................................................25
2.3.1 Overall objective..................................................................................................................................25
2.3.2 Inputs ...................................................................................................................................................25
2.3.3 Activities ..............................................................................................................................................25
2.3.4 Outputs ................................................................................................................................................26
2.3.5 Outcomes .............................................................................................................................................27
2.4 DIALOGUE, COMMUNICATION AND NETWORKING COMPONENT MONITORING AND EVALUATION (M&E)
PLAN 27
2.5 DIALOGUE, COMMUNICATION AND NETWORKING COMPONENT WORKPLAN ..........................................27
3 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING – COMPONENT 3......28
3.1 INSTITUTION AND FOCAL POINTS ...............................................................................................................28
3.1.1 Institution.............................................................................................................................................28
3.1.2 Focal Point/s .......................................................................................................................................28
3.2 BACKGROUND ...........................................................................................................................................28
3.3.1 Objective..............................................................................................................................................28
3.3.2 Inputs ...................................................................................................................................................29
3.3.3 Activities ..............................................................................................................................................29
3.3.4 Outputs ................................................................................................................................................30
3.3.5 Outcomes .............................................................................................................................................30
3.4 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING COMPONENT MONITORING AND
EVALUATION PLAN ..................................................................................................................................................31
3.5 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING WORKPLAN .........................................37
4 HYDROLOGY AND WATER RESOURCES – COMPONENT 4.............................................................38
4.1.1 Institution.............................................................................................................................................38
4.1.2 Focal points .........................................................................................................................................38
4.1.3 Background..........................................................................................................................................38
4.2.1 Objective..............................................................................................................................................38
4.2.2 Inputs ...................................................................................................................................................39
2
4.2.3 Activities ..............................................................................................................................................39
4.2.4 Outputs ................................................................................................................................................40
4.2.5 Outcomes .............................................................................................................................................40
4.3 HYDROLOGY AND WATER RESOURCES COMPONENT MONITORING AND EVALUATION PLAN ......................41
4.4 HYDROLOGY AND WATER RESOURCES COMPONENT WORKPLAN ...............................................................44
5 WILDLIFE MANAGEMENT – COMPONENT 5.......................................................................................45
5.1 INSTITUTION AND FOCAL POINT/S ..............................................................................................................45
5.1.1 Institution.............................................................................................................................................45
5.1.2 Focal points .........................................................................................................................................45
5.2 BACKGROUND ...........................................................................................................................................45
5.3.1 Objective..............................................................................................................................................46
5.3.2 Inputs ...................................................................................................................................................46
5.3.3 Activities ..............................................................................................................................................46
5.3.4 Outputs ................................................................................................................................................48
5.3.5 Outcomes .............................................................................................................................................48
5.4 WILDLIFE MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN ..........................................49
5.5 WILDLIFE MANAGEMENT COMPONENT WORKPLAN ...................................................................................53
6 SUSTAINABLE TOURISM & CBNRM – COMPONENT 6......................................................................55
6.1.1 Institutions ...........................................................................................................................................55
6.1.2 Focal Points.........................................................................................................................................55
6.2 BACKGROUND ...........................................................................................................................................55
6.2.1 Social welfare services ........................................................................................................................56
6.2.2 Remote Area Development ..................................................................................................................56
6.2.3 CBNRM Facilitation............................................................................................................................57
6.3.1 Objective..............................................................................................................................................57
6.3.2 Inputs ...................................................................................................................................................57
6.3.3 Activities ..............................................................................................................................................57
6.3.4 Outputs ................................................................................................................................................62
6.3.5 Outcomes .............................................................................................................................................62
6.4 SUSTAINABLE TOURISM AND CBNRM COMPONENT MONITORING AND EVALUATION PLAN ......................63
6.5 SUSTAINABLE TOURISM AND CBNRM COMPONENT WORKPLAN ..............................................................70
7 SUSTAINABLE FISHERIES UTILISATION & MANAGEMENT – COMPONENT 7 .........................71
7.1.1 Institution.............................................................................................................................................71
7.1.2 Focal point...........................................................................................................................................71
7.2 BACKGROUND ...........................................................................................................................................71
7.3.1 Objective..............................................................................................................................................72
7.3.2 Inputs ...................................................................................................................................................72
7.3.3 Activities ..............................................................................................................................................72
7.3.4 Outputs ................................................................................................................................................73
7.3.5 Outcomes .............................................................................................................................................73
7.4 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENT COMPONENT MONITORING AND EVALUATION
PLAN 74
7.5 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENT COMPONENT WORKPLAN ................................77
8 VEGETATION RESOURCES MANAGEMENT – COMPONENT 8.......................................................79
8.1.1 Institutions ...........................................................................................................................................79
8.1.2 Focal points .........................................................................................................................................79
8.2 BACKGROUND ...........................................................................................................................................79
8.2.1 Component rationale ...........................................................................................................................79
8.2.2 Objective..............................................................................................................................................79
8.2.3 Inputs ...................................................................................................................................................80
8.2.4 Activities ..............................................................................................................................................80
8.2.5 Outputs ................................................................................................................................................81
8.2.6 Outcomes .............................................................................................................................................81
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8.3 VEGETATION RESOURCES MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN ..................82
8.4 VEGETATION RESOURCES MANAGEMENT COMPONENT WORKPLAN ...........................................................88
9 SETTLEMENT DEVELOPMENT PLANNING – COMPONENT 9 ........................................................90
9.1 INSTITUTION AND COMPONENT FOCAL POINT ............................................................................................90
9.1.1 Institution.............................................................................................................................................90
9.1.2 Focal points .........................................................................................................................................90
9.2 BACKGROUND ...........................................................................................................................................90
9.3.1 Objective..............................................................................................................................................91
9.3.2 Inputs ...................................................................................................................................................91
9.3.3 Activities ..............................................................................................................................................92
9.3.4 Outputs ................................................................................................................................................93
9.3.5 Outcomes .............................................................................................................................................93
9.4 SETTLEMENT DEVELOPMENT PLANNING COMPONENT MONITORING AND EVALUATION PLAN....................94
9.5 SETTLEMENT DEVELOPMENT PLANNING COMPONENT WORKPLAN ............................................................98
10 SUSTAINABLE LAND USE – COMPONENT 10 .....................................................................................100
10.1 INSTITUTION AND FOCAL POINT...............................................................................................................100
10.1.1 Institution......................................................................................................................................100
10.1.2 Focal points ..................................................................................................................................100
10.2 BACKGROUND .........................................................................................................................................100
10.3 COMPONENT RATIONALE ........................................................................................................................101
10.3.1 Objective .......................................................................................................................................101
10.3.2 Activities .......................................................................................................................................101
10.3.3 Outputs..........................................................................................................................................102
10.3.4 Outcomes ......................................................................................................................................102
10.4 LAND USE AND LAND MANAGEMENT COMPONENT MONITORING AND EVALUATION ................................103
10.5 LAND USE AND LAND MANAGEMENT COMPONENT WORKPLAN ...............................................................107
11 WASTE MANAGEMENT – COMPONENT 11.........................................................................................108
11.1 INSTITUTION AND FOCAL POINTS .............................................................................................................108
11.1.1 Institution......................................................................................................................................108
11.1.2 Focal points ..................................................................................................................................108
11.2 BACKGROUND .........................................................................................................................................108
11.3.1 Objective .......................................................................................................................................108
11.3.2 Inputs ............................................................................................................................................109
11.3.3 Activities .......................................................................................................................................109
11.3.4 Outputs..........................................................................................................................................110
11.3.5 Outcomes ......................................................................................................................................110
11.4 WASTE MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN ............................................112
11.5 WASTE MANAGEMENT COMPONENT WORKPLAN .....................................................................................115
12 SUSTAINABLE LIVESTOCK MANAGEMENT – COMPONENT 12 ..................................................116
12.1 INSTITUTION AND FOCAL POINTS .............................................................................................................116
12.1.1 Institution......................................................................................................................................116
12.1.2 Focal points ..................................................................................................................................116
12.2 BACKGROUND .........................................................................................................................................116
12.3.1 Objective .......................................................................................................................................117
12.3.2 Inputs ............................................................................................................................................117
12.3.3 Activities .......................................................................................................................................117
12.3.4 Outputs..........................................................................................................................................118
12.3.5 Outcomes ......................................................................................................................................118
12.4 SUSTAINABLE LIVESTOCK MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN ...............120
12.5 SUSTAINABLE LIVESTOCK MANAGEMENT COMPONENT WORKPLAN ........................................................122
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ABBREVIATIONS AND ACRONYMS
AG Attorney General
AIDS Acquired Immuno Deficiency Syndrome
ALDEP Arable Land Development Programme
ARB Agricultural Resources Board
ARD Associates in Rural Development
BDP Botswana Democratic Party
BTDP Botswana Tourism Development Programme
BWF Basin Wide Forum
BWMA Botswana Wildlife Management Association
BWP Botswana Pula
CBNRM Community Based Natural Resource Management
CBPP Contagious Bovine Pluero Pneumonia
CBD Convention on Biological Diversity
CBO Community Based Organisation
CC Conservation Committee
CCD Convention to Combat Desertification
CEDA Citizen Entrepreneurial Development Agency
CEO Chief Executive Officer
CEPA Communication, Education and Public Awareness
CFP Component Focal Point
CHA Controlled Hunting Area
CI Conservation International
CITES Commission for the International Trade in Endangered Species
CKGR Central Kalahari Game Reserve
CoP Convention of the Parties
CoS Communication Specialist
CPC Country Programme Coordinator
CS Council Secretary
CSO Central Statistics Office
CT Community Trust
CTA Chief Technical Advisor
CTO Central Transport Organisation
DAHP Department of Animal Health and Production
DANIDA Danish International Development Agency
DC District Commissioner
DCP Department of Crop Production
DDC District Development Committee
DDP District Development Plan
DED Deutscher Entwicklungsdienst or the German Development Service
DGS Department of Geological Surveys
DLUPU District Land Use Planning Unit
DMP Draft Management Plan
DMS Department of Meteorological Services
DOD District Officer Development
DOL District Officer Lands
DoL Department of Lands
DoT Department of Tourism
DPS Deputy Permanent Secretary
DSA Daily Service Allowance
DSM Department of Surveys and Mapping
DTRP Department of Town and Regional Planning
DWA Department of Water Affairs
DWNP Department of Wildlife and National Parks
EA Ecosystem Approach
EHD Environmental Health Department
EIA Environmental Impact Assessment
ERP Every River Has Its People Project
ESA European Space Agency
ETZ Federal Institute of Technology, Zurich
EU European Union
FAO Food and Agricultural Organisation
FAP Financial Assistance Policy
FC Farmers Committee
FIMP Final Management Plan
FMD Foot and Mouth Disease
FRAMP Framework Management Plan
GDP Gross Domestic Product
GEF Global Environmental Facility
GIS Geographical Information System
GoB Government of Botswana
GPS Global Positioning System
HATAB Hotel and Tourism Association of Botswana
HEC Human – Elephant Conflict
HIV Human Immuno Virus
HoD Head of Department
HOORC Harry Oppenheimer Okavango Research Centre
IAS Invasive Alien Species
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IPE Information and Public Education
IR Inception Report
IRBM Integrated River Basin Management
IT Information Technology
IUCN The World Conservation Union
IWRM Integrated Water Resources Management
KCS Kalahari Conservation Society
LAC Limits of Acceptable Change
M&E Monitoring and Evaluation
MEA Multilateral Environmental Agreements
MEWT Ministry of Environment, Wildlife & Tourism
MCM Million Cubic Metres
MFDP Ministry of Finance and Development Planning
MGDP Maun Groundwater Development Programme
MM Man Months
MMEWA Ministry of Minerals, Energy and Water Affairs
MoA Ministry of Agriculture
MWSSRUP Maun Water Supply and Sanitation Rehabilitation and Upgrade Project
NACT National Council on Tourism
NCSA National Conservation Strategy (Co-ordinating) Agency
NDP National Development Plan
NDSS Ngamiland District Settlement Strategy
NGO Non-Government Organisation
NWDC North West District Council
ODMA Okavango Delta Management Authority
ODMP Okavango Delta Management Plan
ODIS Okavango Delta Information System
OFMC Okavango Fishery Management Committee
OKACOM Permanent Okavango River Basin Commission
ORB Okavango River Basin
OWMC Okavango Wetland Management Committee
PAN Trust People and Nature Trust
PF Project Facilitator
PLA Participatory Learning and Action
PMG Project Management Group
PP Participatory Planner
PPADB Public Procurement and Asset Disposal Board
PPU Physical Planning Unit
PRA Participatory Rural Appraisal
PSC Project Steering Committee
RAD Remote Area Development
RIS Ramsar Information Sheet
SADC Southern African Development Community
SAP Strategic Action Plan
SDP Settlement Development Plan
SEA Strategic Environmental Assessment
SIDA Swedish International Development Agency
TDA Transboundary Diagnostic Analysis
TF Task Force
TLB Tawana Land Board
ToR Terms of Reference
TWINBAS Twinning European and third countries river basins for development of integrated water
resources management methods
UN United Nations
UNCED United Nations Conference on Environment and Development
UNDP United Nations Development Programme
UNEP United Nations Environmental Programme
UNFCCC United Nations Framework Convention on Climate Change
USAID United States Agency for International Development
USD United States Dollars
VDC Village Development Committee
VTC Village Trust Committee
WERRD Water and Ecosystem in Regional Development
WANI Water and Nature Initiative (IUCN)
WMA Wildlife Management Area
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1 POLICY, PLANNING AND STRATEGY – COMPONENT 1
1.1 INSTITUTIONS AND FOCAL POINTS
1.1.1 Institutions
National Conservation Strategy Agency (NCSA) and Okavango Delta Management Plan
(ODMP) project secretariat
1.1.2 Focal points
Stevie Monna – Principal Natural Resources Officer I, Programmes and Project Division
Portia Segomelo – Project Coordinator, ODMP Secretariat
1.2 BACKGROUND
The NCSA is the government institution responsible for overall coordination of

environmental activities and responsibilities in Botswana and falls under the Ministry of
Environment, Wildlife and Tourism. Its responsibilities include acting as a focal point for
environmental conventions and their translation into national policies and programmes.
It also coordinates environmental research, undertakes environmental education and
ensures implementation of environmental impact assessments, amongst other duties.
NCSA has an important and demanding task at both national and international levels to
coordinate environmental management programmes. The Agency is secretariat to a
multi-sectoral board where all major Government and non-government institutions are
represented. At international level, the Agency is a focal point for multi-lateral
environmental agreements.
NCSA is specifically the focal point for Botswana’s implementation of and
responsibilities relating to the Convention for the Protection of Wetlands of International
Importance especially as bird habitat (Ramsar Convention). The institution, therefore,
has responsibility for wetland management planning processes throughout the country
and specifically in the Okavango Delta as the country’s designated Ramsar site. It is for
this reason that the ODMP project was initiated and a project secretariat established to
coordinate and integrate the various component contributions into a single,
comprehensive and integrated management plan.
This particular component outlines the responsibilities of the project secretariat as well
as the broader responsibilities of the NCSA relevant to ODMP.
1.3 COMPONENT RATIONALE
1.3.1 Objective
To review all relevant policy, develop a shared vision of the Delta among all
stakeholders, review the Ramsar site boundary, undertake economic valuation and
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develop and implement a management plan with a view to contributing towards
sustainable natural resources management and improved livelihoods through integrated
management planning.
1.3.2 Inputs
Table 1 NCSA budget for the policy, planning and strategy component in Botswana Pula
(BWP)
Activity Input Unit Cost (BWP)
Preparation of the overall Management NCSA / World 39 months 5 355 000

Plan Conservation Union
(IUCN)
Policy Review NCSA / Consultant 276 000
Economic valuation NCSA / Consultant 462 000
Review of Ramsar site boundary NCSA 12 000
Development of the Delta Vision NCSA / Consultant 48 000
Office running costs 510 000
Transport 750 000
Office equipment 588 000
Training 687 000
Pilot projects 600 000
Travel and DSA 432 000
TOTAL 9 720 000
1.3.3 Activities
1.3.3.1 Project secretariat
Implement project governance structures and activities:

1) Establish project secretariat, project steering committee (PSC) and at district level
the Okavango wetland management committee (OWMC).
2) Organise and hold stipulated meetings, produce minutes and oversee or
undertake agreed actions.
3) Oversee establishment of component task forces (TFs).
4) Establish clear and regular reporting requirements within and outside the project.
5) Establish clear monitoring and evaluation requirements.
6) Implement detailed coordination and integration for the project by:
i) Highlighting, maintaining and promoting linkages between different project
components.
ii) Ensuring joint working.
iii) Promoting a cross-sectoral approach.
iv) Ensuring that all component activities adhere to the project principles.
v) Providing technical advice and guidance.
vi) Coordinating and integrating all project activities, outputs and outcomes
wherever possible.
8
vii) Mobilising and motivating participating institutions e.g. by confirming the
relevance of their components, assisting with their associated budgeting etc.
7) Prepare the ODMP through the following steps:
i) Draw together the proposed work of all components, ensure it is in line with
ODMP project principles and coordinate and prepare an Inception Report
(IR) that outlines the way forward.
ii) Draw together the initial management recommendations of all ODMP project
components and coordinate and prepare a Framework Management Plan
(FRAM).
iii) Revise the FRAM and continue to draw together the findings and
recommendations of all project components and pilot project results and
coordinate and prepare a Draft Management Plan (DMP).
iv) Consolidate the Final Management Plan (FIMP).
8) Develop a project wide training needs assessment by:
i) Overseeing and assisting in the identification of training needs for project
partners and stakeholders.
ii) Development and implementation of appropriate training programmes.
9) Develop a project wide capacity needs assessment by:
i) Overseeing and assisting in identification of capacity needs for project
partners and stakeholders.
ii) Development of recommendations on, and where possible implementation of,
capacity building measures.
1.3.3.2 NCSA
1) Undertake a comprehensive policy review:

i) In addition to the Vision 2016 document, identify all other relevant national
policies and legislation, regional protocols and agreements and international
conventions that have any bearing on any aspects of management within the
spatial coverage of the Delta Ramsar site.
ii) Conduct a retrospective strategic environmental assessment (SEA) of
existing national vision, policies, legislation and international conventions; the
findings of which will be used to guide and align all future policy formulation.
iii) Review all policies, protocols etc. identified in i) to determine inconsistencies,
contradictions, gaps and aspects not in keeping with the principles of
sustainability; make recommendations for review and streamlining.
iv) Analyse and assess the existing mechanisms within the GoB for the
formulation, coordination and translation of policy etc; propose
improvements.
2) Undertake an economic valuation exercise to assess the real economic value of
the Delta by:
i) Preparing an inventory of the Delta’s natural resources, i.e. its fauna, flora
and mineral resources.
ii) Prepare an inventory of Delta services, i.e. water supply, transport, tourism
etc.
9
iii) Estimate economic value of the resources and services, based on
appropriate valuation methodologies.
3) Review the Ramsar site boundary:
i) Hold consultative meetings with the different stakeholders to review the
existing Ramsar site boundary and build consensus.
ii) Prepare a report on the views of the stakeholders.
iii) Re-align and map the Ramsar site boundary accordingly.
iv) Update the associated Ramsar information sheet (RIS).
4) Formulate a common, long term, shared and agreed vision for the Delta:
i) Develop the strategy for the visioning exercise.
ii) Organise and facilitate stakeholder workshops/meetings to solicit views on
the future of the Delta (vision).
iii) Compile and synthesis stakeholders’ inputs.
iv) Prepare the vision.
v) Adopt vision through final consultation exercise.
5) In association with the project secretariat, undertake a training needs assessment:
i) Identify training needs for NCSA staff and stakeholders.
ii) Design and implement appropriate training courses and programmes.
6) In association with the project secretariat, undertake a capacity needs
assessment:
i) Identify capacity needs for NCSA and stakeholders.
ii) Develop recommendations and, where possible, implement capacity building
proposals.
1.3.4 Outputs
1) ODMP Management Structures in place.

2) A functional, integrated management planning process.
3) An integrated ODMP.
4) A project training programme.
5) Recommendations on how to undertake capacity building and, where possible,
implementation of actual capacity building measures.
1.3.4.2 NCSA
1) A report, including recommendations for review and streamlining, on policy review.

2) A report on the economic characterisation of the Delta.
3) An updated RIS and boundary map of the Ramsar site.
4) A common, shared and agreed vision for the Delta.
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5) An NCSA staff and stakeholder training programmes.
6) Recommendations on how to undertake capacity building in the NCSA and its
stakeholder organisations and, where possible, actual implementation of
recommendations.
1.3.5 Outcomes
1) The ODMP project and plan is effectively managed and guided both during its
development and implementation.
2) Detailed integration and consultation of all stakeholders during the planning
process results in identification with and support for development of the ODMP
plan and its implementation in the long-term.
3) Planning and management regulations, e.g. land use zones, carrying capacity
guidelines etc. covering the entire Ramsar site ensures the resources of the
Okavango Delta are conserved and used in a sustainable manner through
enhanced integration of the activities, plans and information held by all ODMP
partner institutions.
4) Improved component focal point (CFP) and stakeholder ability and the
understanding required to mange the natural resources of the Ramsar site
sustainably.
5) Improved institutional and stakeholder capacity to deliver management of the
Okavango Delta.
1.3.5.2 NCSA
1) Harmonised national vision, policies, strategies, plans, legislation and international

conventions, protocols and agreements to support implementation of the ODMP.
2) Investment and interventions in the Delta guided by economic characterisation in
absolute and relative terms and based on the environmental goods (resources)
and services (processes or activities) it provides or supports.
3) The boundary of the Ramsar site delineated on the basis of sound technical,
ecological, biological, physical, cultural, socio-economic functioning and
characterisation of the Delta ecosystem.
4) The management plan for the Okavango Delta and its resources guided by a
common, agreed and shared long term vision of the Delta.
5) Improved NCSA staff and stakeholder ability and understanding.
6) Improved capacity in the NCSA and, where possible, its stakeholder organisations.
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1.4 POLICY, PLANNING AND STRATEGY COMPONENT MONITORING AND EVALUATION (M&E) PLAN
1.4.1 Project secretariat M&E plan
Table 2 Tracking implementation and production of outputs for the project secretariat part of the policy, planning and strategy component
Main and supporting outputs Criteria for monitoring quality Main target group/s Expected date/s of Is it delivered If there are Comments by PMG
(deliverable products and delivery within time, budget deviations, why,
services) expected and criteria for what has been
monitoring about it?
quality?
Activity 1. Implement project governance structures and activities
1.1 Establish project Project office set-up July 2003

secretariat, PSC and OWMC
Personnel recruited August 2004
PSC and OWMC launched October 2003
Functional project structures in place
Proper representation of all
components and major stakeholder
groups
1.2 Organise and hold Meetings and minutes thereof held On going
stipulated meetings and produce and produced on time
minutes
Conform to district schedule of
meetings
Schedule of meetings produced
1.3 Oversee establishment of Functional TFs January 2004

TFs
Proper representation
Enhanced relationship between TFs
1.4 Establish reporting Clear and acceptable

requirements
Clear roles and responsibilities
1.5 Establish clear monitoring As above

and evaluation requirements
Activity 2. Coordination and integration of the Project
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2.1 Implement detailed Highlight linkages between project On going
coordination and integration of the components
project
Ensure joint working
Promote cross sectoral approach
Stakeholder representation at TFs
Collaborative planning between
components and between existing
sectoral programmes
Activity 3. Adherence to Project Principles
3.1 Ensure that all component Based on stakeholder consultations On going

activities adhere to project principles
Implementation by relevant
institutions
Dynamic, phased and integrated
approach of component delivery
Confirms to regional and
international protocols
Oriented towards conflicts resolution
Enhance capacity building and
training
Based on ecosystem approach
Recognises aspects of gender and
HIV/AIDS
Activity 4. Provision of technical guidance
4.1 Provide technical All project activities technically On going

guidance sound
Based on applicable policies and
legislation
Based on best practices and
standards
Considers scientific and traditional
knowledge
Follows Ramsar guidelines
Considers regional and international
linkages
Consider linkages between
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components and other programmes
Activity 5. Training and capacity building
5.1 Oversee a project wide Based on identified training and Continuous

training and capacity building capacity building needs
programme
Enhanced stakeholder training and
capacity
Based on integrated training and
capacity building between
components
Appraised of implementation of
training and capacity building
programmes
Activity 6. Prepare the ODMP
6.1 Mobilise participating Confirmed relevance of components July 2004

institutions activities and associated budgets
Based on stakeholder consultation
Identified component focal persons
Procure required equipment and
vehicles
6.2 Coordinate and prepare IR Agreed IR structure November 2004

Agreed component workplans and
M&E plans
Consolidate component
contributions
Cross reference and alignment of
activities
Produced on time
Approved by OWMC and PSC
6.3 Coordinate and prepare Agreed Framework Plan Structure September 2005
FRAM
Acceptable and realistic
Produced on time
Based on findings initial component
studies and existing information
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Based on Ramsar guidelines
6.4 Coordinate and prepare Agreed DMP structure March 2006

DMP
Based on feedback from stakeholder
consultation
Acceptable and realistic
Produced on time
Based on Ramsar guidelines
Clear recommendations and
linkages to DDP and NDP processes
Clear strategies for implementation
and monitoring
Flexible and dynamic
Based on action research
6.5 Consolidate the Final As above October 2006

ODMP
Endorsed by Government
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1.4.2 NCSA M&E plan
Table 3 Tracking implementation and production of outputs for the NCSA part of the policy, planning and strategy component
Major and supporting outputs Criteria for monitoring quality Main target groups Expected date of Is it delivered If there are Comments by PMG
quality?
Activity 1. Review and streamline national vision, policies, legislation and international conventions applicable to the Okavango Delta
1.1 Identify all relevant Considers national, district and July 2005
national vision, policies, legislation sectoral levels of policy application
and international conventions
applicable to the Okavango Delta Extent of integration between levels
of execution (national & district) and
between sectors
Determination of the extent of
implementation
Extent to which national policies
reflect provisions of international
conventions
Ensures integration of bio-physical
and socio-economic parameters of
the DDP and NDP.
Wide stakeholder consultations
1.2 Identify gaps and areas of Ensures that their execution is

realignment and make necessary mutually supportive.
recommendations
Feasible and acceptable
recommendations
1.3 Analyse and assess Wide stakeholder consultations

existing mechanisms for policy
formulation and coordination and Proper understanding of policy
propose improvements formulation process by different
stakeholders
Clear coordination, roles and
responsibilities
16
recommendations
1.4 Conduct a retrospective Clear articulation of environmental

Strategic Environmental Assessment concerns
(SEA) of existing national vision,
policies, legislation and international Acceptable and comprehensive SEA
conventions approach
Clear proposal/guidelines for future
policy formulation
Based on wide stakeholder
consultation
Activity 2. Undertake a valuation exercise to assess the economic value of the Delta
2.1 Prepare an inventory of Consultation with relevant January 2006

the Delta natural resources stakeholders
Comprehensive to include all natural
resources
2.2 Prepare an inventory of Consultation with relevant

the Delta services stakeholders
Comprehensive to include all
services (sectors and communities)
Based on integrated use of
resources
2.3 Estimate the value of the Appropriate natural resource

Delta resources and services accounting methods
2.4 Review economic Comprehensive and includes all

diversification and identify income economic diversification policies and
generating opportunities especially programmes
for rural communities
Considers wide sectoral economic
activities
Clear linkages of opportunities and
funding mechanisms
Clear ways of deriving economic
gains by communities
Wide stakeholder consultation
Activity 3. Review Ramsar site boundary
17
3.1 Hold consultative Wide stakeholder consultation September 2004
meetings with stakeholders
Consultations guided by specific
Ramsar guidelines
Target-group specific level of
consultation
Appropriate consultation methods
3.2 Prepare a report on the Clear presentation of issues raised

views of stakeholders
Reflect a synthesis and clear
recommendations for alignment of
site boundary
3.3 Re-align and map Ramsar Based on recommendations from February 2005
site boundary stakeholder consultations
Accurate, readable and user friendly
Useful for planning
3.4 Update the associate Follow Ramsar guidelines

Ramsar Information Sheet
Activity 4. Formulate a long term shared vision for the Delta
4.1 Develop strategy for Based on wide stakeholder September 2004

visioning exercise consultations
Refer to existing literature on
visioning
Agreed strategy
4.2 Organise and facilitate Wide stakeholder consultation

stakeholder workshops
Consultations guided by specific
Ramsar guidelines
Target-group specific level of
consultation
Appropriate consultation methods
4.3 Compile and synthesise Clear presentation of issues raised

stakeholders’ inputs
Clear recommendations for visioning
4.4 Prepare and adopt vision Based on stakeholder views and

visioning recommendations
18
Clear, simple and comprehensive
Accepted by stakeholders and
endorsed by government
Activity 5. Improved training and institutional & stakeholder capacity
5.1 Staff and other Done in a participatory manner

stakeholder training needs
assessment Using appropriate methodology
Assessment aimed at meeting
needs of the component and the
ODMP process
5.2 Institutional & stakeholder As above

capacity needs assessment
5.3 Training and capacity Relevant to fill the needs identified in

building plans Training needs assessment and
capacity building
Practical & affordable
Relevant to ODMP
5.4 Trained Staff and other Training done to meet needs

stakeholders (esp. CBOs) identified at the training and capacity
needs assessment
1.5 POLICY, PLANNING AND STRATEGY COMPONENT WORKPLANS
19
1.5.1 Project secretariat workplan
20
1.5.2
21
NCSA workplan
22
23
2 DIALOGUE, COMMUNICATION AND NETWORKING –
COMPONENT 2
2.1 INSTITUTION AND FOCAL POINT
2.1.1 Institution
National Conservation Strategy (Coordinating) Agency (NCSA)
2.1.2 Focal point
Steve Monna – Principal Natural Resources Officer I, Programmes and Project Division
2.2 BACKGROUND
Integrated management of the Okavango Delta deals with the interests of a large
number of stakeholders (including absentee interests). A number of these interests are
of a potentially or already conflicting nature (e.g. commercial and sport fishing). This
applies specifically to the upstream – downstream interactions in this shared river basin
(e.g. tapping water resources upstream for major settlements versus the sustainable
use and conservation of the resources of the Delta) as well as between perceived
national interests and those at the field/local level by the primary resource users (e.g.
national emphasis on biodiversity conservation and local emphasis on use of biological
resources).
Information, consultation and effective participation (e.g. in the decision taking process)
are therefore vital to arrive at a balanced plan where all stakeholders find their interests
rightfully considered.
Empowerment of communities to take decisions on issues that affect them or their
environment requires that they are fully able to understand such issues. This can only
come about through access to relevant information, communication, dialogue and
networking both amongst themselves and with other stakeholder groups. It can also
occur through direct involvement in environmental programmes. Since local people are
constantly in touch with the natural resources in their communities, they are better
placed to propose, or make, choices in resource use and management that meet their
current and future aspirations. It is from these choices that national policy options can
be developed to achieve a holistic approach to sustainable use and management of
natural resources and avoid antagonism between the governors and the governed.
Local users and beneficiaries of the Delta resources therefore have a lot to learn and
share with other communities across political boundaries in similar conditions. Ensuring
that the upstream riparian state is informed and is aware of the impacts of development
decisions to the sustainability of the Delta is essential. This can be achieved through
communicating the diverse resources and uses of the Delta, the findings of research
initiatives and by outlining potential or actual threats. It is in this way that the desirable
arrangements as well as the compromises required to achieve these can be arrived at.
A major impediment to broadening participation in the making of appropriate decisions
is the lack of appropriate information tools and communication mechanisms for different
24
stakeholder groups. Communication allows for dissemination of information, sharing of
ideas, lessons learnt and best practices as well as receiving feedback on the relevance
and impact of the disseminated information.
2.3.1 Overall objective
To develop an efficient and effective communications programme that ensures key

local, national, regional and international stakeholders share knowledge about the
functioning of the Okavango ecosystem and importance, mutually understand and
agree upon the strategic choices underlying the conservation and wise use of the Delta,
make certain these understandings and agreements are reflected in the FIMP and
participate fully and wholeheartedly in the drafting, adoption and the subsequent
implementation of the plan thereby ensuring their empowerment and promoting
sustainable use and conservation.
2.3.2 Inputs
Table 4 NCSA budget for the dialogue, communication and networking component
Activity Input Units Cost (BWP)
Develop Communication Strategy Consultant 20 days 69 399

Communication Specialist IUCN staff 30 man months 945 000
(MM) @ 31500 each
Rural sociologist IUCN staff 30 MM @ 13500 405 000
each
International travel and DSA IUCN staff 3 yrs @ 27 000 each 81 000
Local travel (rent of boats, aircraft, vehicles, per diem) IUCN staff 3 yrs @ 18 000 each 54 000
Communications PR IUCN staff & Lump sum 360 000
consultant
Vehicle 4x4 1 Lump sum 180 000
Vehicle running costs Annual 3 yrs @ 22 500 each 67 500
Training, workshops, seminars, conferences Annual 3yrs @ 45 000 each 135 000
Translation of documents (lump sum) Annual Lump sum 47 250
Engagement & communication with basin stakeholders Annual 3yrs @ 45 000 each 135 000
Administrative Overheads (10%) Annual Lump sum 288 225
GRAND TOTAL (Inception stage and main component) 3 239 874
2.3.3 Activities
1) Design ODMP Communication Strategy by:

i) Undertaking comprehensive stakeholder analysis with the view of identifying
key target groups at local, national, regional and international level for
awareness raising, participation and learning.
ii) Identifying projects and institutions working on the Okavango River Basin and
other similar wetlands e.g. NHI/IUCN Sharing Water, EU WERRD
programme, UNDP/GEF Okavango Basin study, Every River has its people
etc in the OWMC and specially convened stakeholder forums.
25
iii) Developing effective communication mechanisms for engagement of all
identified target groups in the development and implementation of ODMP.
iv) Reanalysing staff needs for the communication component.
v) Preparing job descriptions for Communication Specialist and Rural
Sociologist.
vi) Assessing and recommending a strategic location of the Communication
Specialist.
vii) Preparing a detailed work plan.
2) Implement ODMP Communication Strategy by:
i) Recruiting relevant staff.
ii) Designing, producing and disseminating appropriate communication tools
(print and electronic tools such as project brochure, newsletters, magazines,
press release, radio and television programmes, etc.).
iii) Undertaking stakeholder consultation at local, national, regional and
international forums.
iv) Establishing linkages with key national, regional and international networks.
v) Implementing information exchange mechanisms for purposes of sharing
findings, lessons and experiences.
vi) Participating and contributing to Ramsar meetings and reporting on the
progress of the project.
vii) Contributing articles to popular journals and magazines.
3) Develop a project wide communication training needs assessment by:
i) Overseeing and assisting in the identification of communication training
needs for project partners and stakeholders.
ii) Development and implementation of appropriate communication training
programmes.
4) Develop a project wide communication capacity needs assessment by:
i) Overseeing and assisting in identification of communication capacity needs
for project partners and stakeholders.
ii) Development of recommendations on, and where possible implementation of,
communication capacity building measures.
2.3.4 Outputs
1) A widely agreed and implemented Communication Strategy.

2) Communication mechanisms, tools and training manuals, meetings and workshop
proceedings.
3) Communication training programmes for project staff and stakeholder.
4) Recommendations on how to undertake communication capacity building in the
project institutions and stakeholder organisations and, where possible, actual
implementation of these recommendations.
26
2.3.5 Outcomes
1) Stakeholders (local, national, regional and international) fully engaged during the
development and implementation of the ODMP.
2) Detailed and effective information exchange and communication products and
their use have lead to increased stakeholder awareness and involvement at the
local, national, regional and international levels during the development and
implementation of the ODMP.
3) Improved staff and stakeholder ability and understanding in communication.
4) Improved communication capacity of project institutions and, where possible, its
stakeholder organisations.
2.4 DIALOGUE, COMMUNICATION AND NETWORKING COMPONENT

MONITORING AND EVALUATION (M&E) PLAN
The M&E plan for this component will need to be developed once the Communication
Strategy for the project has been completed.
2.5 DIALOGUE, COMMUNICATION AND NETWORKING COMPONENT

WORKPLAN
The workplan for this component will need to be developed once the Communication
Strategy for the project has been completed.
27
3 RESEARCH, DATA MANAGEMENT AND
PARTICIPATORY PLANNING – COMPONENT 3
3.1 INSTITUTION AND FOCAL POINTS
3.1.1 Institution
Harry Oppenheimer Okavango Research Centre (HOORC), University of Botswana
3.1.2 Focal Point/s
¾ Ms Hannelore Bendsen – Research Fellow, Participatory Planning

¾ Dr Lapo Magole – Research Fellow, Regional Development Planning
3.2 BACKGROUND
The HOORC was established in 1994 as an institution of the University of Botswana to

do research and monitoring on development and conservation issues in the Okavango
Delta, the entire river basin and other wetlands.
It is specialising in the areas of hydrology and water management, ecology, socio-
economic aspects of natural resource management, land use planning and tourism.
HOORC aims at enhancing the understanding of the natural systems of the Okavango
River Basin (ORB) and its relationship between human activities and ecosystem
functioning.
The focus of the centre is natural resource management of the Okavango Delta, with an
emphasis on stakeholder involvement. From its broad range of activities and location,
HOORC is well positioned to contribute effectively to the development and
implementation of the ODMP components. In addition HOORC is running some
research projects that can contribute to the development of the Delta management plan.
The HOORC is the ideal place for storing and managing a quality assured database on
the Delta to be used by all the planning and implementing agencies involved in the
ODMP.
The HOORC has regional recognition in the basin as a well established institution
whose role can and does benefit all Okavango basin states in research, data
management and other functions such as those of providing advice to Permanent
Okavango River Commission (OKACOM).
3.3.1 Objective
To develop a comprehensive and user friendly data and information management

system in an appropriate and accessible format, supported by an effective,
comprehensive and efficient library service, continuous, provision of relevant HOORC
28
research findings, undertaking of additional, specifically focussed additional research
required for management planning and identification and incorporation of local
knowledge through participatory means to support development and ultimately
implementation of the ODMP.
3.3.2 Inputs
Table 6 HOORC budget for the research, data management and participatory planning
component
Database development Danida consultants 1 806 000

Library HOORC 412 000
Research strategy Danida consultants 1 176 000
Participatory planning DED 1 080 000
Training and capacity building 0
Office costs 156 000
Transport and DSA 80 000
TOTAL 4 710 000
3.3.3 Activities
1) Set up comprehensive database, the Okavango Delta Information System (ODIS):

i) Collect, analyse and make data available to all partner institutions and
stakeholders.
ii) Format and store data in accordance with accepted national and international
formats.
iii) Draw up data-sharing agreements that require data source departments to
update the information regularly.
iv) Use data to produce base and thematic maps for and with the input of
partner institutions.
2) Build up a library with material relevant to the ODMP planning process:
i) Pool together scattered information from different institutions and private
sources.
ii) Keep information updated.
iii) Make information available to partners and stakeholders.
3) Make results of ongoing research activities available to the ODMP:
i) Publish research and monitoring findings.
ii) Hold seminar series on HOORC work and invite relevant partners
iii) Ensure research is permanently feeding key data into the management plan
to ensure and assist with updating and refining it in the future.
4) Develop an ODMP specific research strategy:
i) Inventory and assess research findings of HOORC and other stakeholders.
29
ii) Identify immediate research gaps of importance to formulation of the
management plan as required according to the Ramsar Convention.
iii) Carry out limited additional studies to fill crucial gaps.
5) Monitor and advise on the effectiveness of stakeholders’ participation in the ODMP
planning process:
i) Analyse and integrate the perceptions, expectations and needs of different
land users in and around the Delta and other district, national, regional and
international stakeholders in the planning process.
ii) Identify conflicts between different stakeholders.
iii) Identify the strength and weaknesses of different stakeholder groups to
participate in the ODMP.
iv) Recommend conflict resolution mechanisms amongst stakeholders in the
Okavango Delta.
6) Train partner institutions in participatory methods such as participatory rural
appraisal (PRA) and participatory learning and action (PLA)
3.3.4 Outputs
1) A comprehensive data storage and management function.

2) A library service supporting research and enquires of third parties.
3) Research results are provided to planners and decision makers in a format that is
understandable to them
4) An Okavango Delta 5–10 year research strategy is prepared based on wide
consultation.
5) Guidance in participatory planning is given to partner institutions (reports, advice
and training courses)
3.3.5 Outcomes
1) Research, planning, management and monitoring both for the ODMP and other
uses, such as proposed developments, is supported and directed by the
comprehensive data storage and management function located at the HOORC.
2) The library service supports research and information needs of partner institutions
and the public.
3) Results of research and analysis on the Okavango Delta carried out by HOORC
and others are utilised by managers, planners and researchers in decision making.
4) A 5 year research strategy provides the missing information needed to meet the
requirements of updating and improving the adaptable ODMP.
5) Stakeholder knowledge, opinions and concerns help to shape the planning
process and institutions and their stakeholders are better able to use participatory
methods in their routine work and decision making
30
3.4 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING COMPONENT MONITORING AND
EVALUATION PLAN
Table 7 Tracking implementation and production of outputs for the research, data management and participatory planning component
quality?
Activity 1. Data Management
1.1 Identify database issues Comprehensive list of issues ODMP 10/03 Yes
1.2 Identify tasks Comprehensive list of tasks ODMP 10/03 Yes

1.3 Draw up data-sharing Acceptable to all partner institutions Stakeholders Ongoing process Needs further
agreements between all institutions discussion within
responsible for project components ODMP. Linkage to
other IT projects on
national level.
1.4 Obtain equipment quotes Detailed equipment quotations HOORC 02/04 Yes
Acceptable specifications
1.5 Order and install Equipment professionally installed HOORC 06/04 Yes
equipment and operational
1.6 Obtain imagery quotes Detailed quotations obtained HOORC Yes
1.7 Order and process remote Imagery and digital photos for the HOORC 05/04 Yes
sensing material, acquire new entire Ramsar site acquired,
(2002) aerial photography in digital processed and made available to
rectified format covering Ngamiland partners on request.
District.
Acceptable standard
1.8 Inventory existing data Comprehensive detailed inventory ODMP 09/04 Yes
description and listing of all existing
data.
31
1.9 Identify data gaps Comprehensive list of data gaps. ODMP

consultation
1.10 Fill data gaps Plan of operation to acquire

additional data.
Acceptable specifications
1.11 Collect additional data. Additional data acquired and added ODMP, HOORC, 05/05 Ongoing process
(TLB, MoA DAHP, NWDC etc) and to ODMP data base. Stakeholders
from the private sector.
1.12 Design database structure Structure designed in three phases ODMP, HOORC 04/04 Yes
(prototype, provisional, final data
base)
Based on agreed design principles
1.13 Implement database Structure implemented in three ODMP, HOORC 09/04 Yes
structure. phases.
1.14 Load available data Database populated with available ODMP, HOORC 09/04 Yes
data.
1.15 Acquire additional data Additional data acquired through ODMP, HOORC 04/05
digitising and added to HOORC
data bank
1.16 Transform data to GIS Data transformed to relevant digital ODMP, HOORC 04/05
format and standardised projection.
1.17 Design ODIS ODIS databank designed in several ODMP, HOORC 09/04 Yes
stages
Compatible with other relevant
databases
1.18 Develop ODIS ODIS application programmed, ODMP, HOORC 04/05

installed and explained to users
Meet data needs of relevant users
Accessible to registered users
Clear updating requirements
1.18 Arc-Web-Database link Web-link designed and ODMP, HOORC 05/05 Simplified data
implemented.
32
User friendly
Easy access
1.19 Make data available to Maps and data provided to partner ODMP, HOORC, 05/05
other project components organisation on request and timely stakeholders
Appropriate formats
Database interface available at
HOORC
Activity 2. Library improvements
2.1 Register component ODMP institutions can make use of ODMP partner
institutions as members of the UB the library service at the HOORC. institutions, district
library. stake-holders
Based on UB registration formalities
2.2 Familiarise with existing Thorough knowledge of what is HOORC

collection available
Profound advice to users.
2.3 Catalogue index and Information easily accessible to ODMP partner

classify existing and new information ODMP partners. institutions, district
materials stake-holders
Conform to national cataloguing
system
2.4 Analyse activity plans of Thorough knowledge of information ODMP partner

the project participants to develop needs. institutions,
information need profiles
2.5 Order published Relevant published information ODMP partner

information materials related to the materials added to the stock. institutions, district
project stake-holders
Acquisition of latest publications
2.6 Acquisition of non- Relevant non-published materials ODMP partner

published information material added to the collection. institutions, district
stake-holders
Acquisition of latest non-published
information
2.7 Provide a tailor made User satisfaction by the ODMP ODMP partner
information service to members of partner organisations. institutions,
the project
2.8 Compilation and updating Comprehensive updated library ODMP partner

of bibliographies catalogue following international institutions, district
standards available to users. stake-holders
33
2.9 Maintenance of databases Accurate and searchable databases ODMP
available to users.
Regularly updated
2.10 Teach users in information Information literate ODMP users. ODMP partner
acquisition institutions,
Simple and easy to grasp methods
2.11 Management of the library Controlled spending and full HOORC, UB

budget accountability of project funds.
2.12 Facilitate the exchange of ILL and other information sharing ODMP partner
information between ODMP arrangements in operation institutions
stakeholders and the main UB
Library (inter library loans). Easy acquisition of loaned materials
Clear procedures
2.13 Creation and maintenance Easy to use dissemination tools ODMP partner
of dissemination tools to facilitate institutions
timely provision of information Clear maintenance responsibilities
Requested information timely
availed.
Activity 3. Research Strategy
3.1 Prepare an Okavango A comprehensive ODMP research HOORC, ODMP, 30.04. 2005
Delta 5 – 10 year research strategy strategy stakeholders
Based on agreed structure
consultation
Make it available to other project
participants and other stakeholders
3.2 Identify research needs A detailed research gap analysis PMG, ODMP 30.06.
partners, HOORC
Discussed with partner institutions and other research 2005
institutions
3.3 Carry out additional Involvement of other research HOORC and other Start 1.7.2005
studies where gaps have been institutions and individual stakeholder throughout the
identified researchers institutions project
3.4 Make results of ongoing Research results and findings HOORC, ODMP Ongoing throughout yes
research activities and inter-sector published in refereed journals, partner institutions the project
data analysis available to the articles and books and other
process as they become available. researchers
Disseminated to the public and
ODMP partners in monthly research
34
seminars.
3.5 Publish research, Scientific research reports HOORC and other Ongoing throughout yes
monitoring findings and a research published. research institutions the project
report series on Okavango studies and individual
Circulated widely in peer reviewed researchers
journals
Okavango research series produced
regularly
Regular publications
Activity 4. Participatory Planning
4.1 Assist stakeholders to Comprehensive reports PMG, all partner 11-12/ yes
identify key areas of concern and institutions,
conflicting issues to be addressed by Detailed minutes of meetings with communities, 2003
the ODMP stakeholders tourism sector and
2-3/2004
4.2 Analyse the perceptions, All issues raised by stakeholder PMG, all partner 4-6/2004 yes
expectations and needs of different grouped and rated in a hotspot institutions,
land users in and around the Delta. analysis. communities,
tourism sector
Results provided to partner
institutions
4.3 Analyse the participation Comprehensive analysis of PMG, all partner 8-10/2004 yes
process in the ODMP and advice stakeholder participation institutions
and assist partner institutions to
improve stakeholder participation in Results from participation process
the planning process. guiding the activity plans of ODMP
partner institutions
4.4 Identify the strength and Comprehensive and detailed report PMG, all partner
weaknesses of different stakeholder institutions
groups to participate in natural Based on level of understanding of
resource management different stakeholder groups
Discussed with the planning team
and partner institutions.
4.5 Channel the needs and Participation in ODMP TF groups PMG, all partner Through-out ongoing
services between the institutions and other district planning reference institutions,
responsible for district planning, groups communities,
other ODMP components and tourism sector ,
HOORC (data bank, library services, Professional advice on participatory
mapping and dissemination of planning given to ODMP partner District planning
research results) and provide institutions and district planners. institutions,
assistance and advice on
35
participatory planning methods.
4.6 Capacity building and Tailor made PRA/PLA learning for All partner 4/2004 yes
training on participatory techniques ODMP partners institutions,
Conducted for representatives of all
partner institutions
Meet the expectations of the
participants.
4.7 On request assist relevant Required professional advice given Interested partner Throughout
government departments with the timely to partner institutions. institutions
design and implementation of pilot
projects. Multi-sectoral approach to design of
pilot projects
Consideration of community needs
4.8 On request assist in Effective conflict resolution All stakeholders and Through-out
facilitating the conflict resolution mechanisms partner institutions,
process amongst stakeholders in the
Okavango Delta. Timely action
Holistic approach to conflict
resolution
36
3.5 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING
WORKPLAN
37
4 HYDROLOGY AND WATER RESOURCES –
COMPONENT 4
4.1.1 Institution
Department of Water Affairs (DWA)
4.1.2 Focal points
Mr. Kalaote Kalaote – Principal Water Resources Engineer I, Hydrology and Water
Resources Division, Gaborone
Dr Naidu Kurugundla – Senior Botanist, Hydrology and Water Resources Division,
Maun
4.1.3 Background
The DWA falls under the Ministry of Minerals, Energy and Water Affairs (MMEWA). It is
mandated with water resources development and management as well as water supply
to some designated villages. As such, DWA is responsible for ground and surface water
utilisation and monitoring.
Botswana has few permanent surface water sources and the largest of them is the
Okavango Delta which is at the terminus of the Okavango River. The river arises from
Angola and passes through Namibia before it enters Botswana.
The Hydrology and Water Resources component has been established to address
issues relating to one of the prime resources emanating from the Okavango system,
namely its water – its occurrence, state, distribution and utilisation within the Okavango
Delta. The component will address all facets of water as a resource.
DWA Gaborone, Hydrology Division is the base for the component. DWA has set up a
Modelling Unit with staff and computers, currently dedicated to the work of ODMP.
The DWA Maun office has three sections; Operation and Maintenance, Construction
(rural water supply) and Hydrology. The Hydrology Section monitors hydrological
variables and oversees protection of surface water through implementation of the Water
Act (1968).
4.2.1 Objective
To develop a hydrological model of the Okavango Delta and improve hydrological,

including water quality, monitoring and management, including control of invasive
aquatic weeds and understanding the nature, dynamics and effects of natural channel
blockages, in order to enhance understanding of the current situation and to be better
38
able to assess current and future impacts of hydrological change on the entire Delta
system.
4.2.2 Inputs
Table 8 DWA budget for the hydrology and water resources component
Hydrological modelling DWA/Consultant Lump sum 5 604 000

Monitoring programmes DWA/ Consultant Lump sum 840 000
Office costs Rent and utilities Lump sum 204 000
Transport Various Lump sum 498 000
Office equipment Various Lump sum 204 000
Travel and DSA Lump sum 1 128 000
Training and capacity building Lump sum 330 000
TOTAL 8 808 000
4.2.3 Activities
1) Develop an integrated (surface-groundwater) hydrological model and use it to

predict impacts of selected water resources interventions and climatic scenarios:
i) Develop a topographical model of the Delta.
ii) Construct and calibrate an integrated hydrological model.
iii) Test selected scenarios using the developed model. Scenarios include:
a) Upstream water resources developments: dams, irrigation, water supply
in Angola and Namibia.
b) Surface and ground water abstraction from the Delta.
c) Clearing choked channels and dredging.
d) Regional climate change.
iv) In association with all other ODMP partners, assess general water
requirements and any associated ecological and other impacts.
2) Design and implement an improved hydrological and climatic monitoring
programme:
i) Review, assess and recommend improvements to the current monitoring
programme.
ii) Make and implement specific recommendations on how to improve the
quantity and quality of sediment, water flow (surface and ground) and
pollution monitoring.
iii) Upgrade the monitoring equipment.
iv) Improve the spatial coverage of the programme.
3) Undertake a training needs assessment by:
i) Assisting the project secretariat in the identification of DWA staff and
stakeholders training needs.
39
ii) Assisting the project secretariat in development and implementation of
appropriate training programmes.
4) Undertake a capacity needs assessment by:
i) Assisting the project secretariat in identification of capacity constraints in
DWA and its stakeholder organisations.
ii) Assist project secretariat in developing recommendations on, and where
possible implementation of, capacity building measures.
4.2.4 Outputs
1) A comprehensive integrated hydrological model.

2) An improved hydrological and climatic monitoring programme.
3) DWA staff and stakeholder training programmes.
4) Recommendations on how to undertake capacity building in the DWA and its
stakeholder organisations and, where possible, actual implementation of these
recommendations.
4.2.5 Outcomes
1) Improved knowledge and understanding of the hydrology of the Delta informing

planning, decision making and operations.
2) Reliable data for planning and management of water resources.
3) Improved DWA staff and stakeholder ability and understanding.
4) Improved capacity in the DWA and, where possible, its stakeholder organisations.
40
4.3 HYDROLOGY AND WATER RESOURCES COMPONENT MONITORING AND EVALUATION PLAN
Table 9 Tracking implementation and production of outputs for the hydrology and water resources component
Major and supporting outputs Criteria for monitoring quality Main target groups Expected date of Is it delivered If there are Comments by
(deliverable products and delivery within time, budget deviations, why, PMG
quality?
Activity 1. Develop a hydrological model
1.0 Integrated hydrologic Realistic representation of the The ODMP April 2005
model for the Okavango Delta complex phenomena of the Delta
Stakeholders of the
Based on reliable data and Okavango Delta
information
Simple to understand and use by
majority of stakeholders
Accurate and reliable
Should be adaptable for updates
1.1 Digital topographic (digital Based on reliable data and October 2004
elevation) model information
Reflecting seasonal changes
Peer reviewed
1.2 Calibrate and construct Based on comprehensive and December 2004

integrated hydrological model reliable data
Acceptable methodology
1.3 Test selected scenarios Reflection of the overall functioning April 2005
using developed model (to show of the Delta
impact of various scenarios)
Applicable to other critical planning
and management interventions
Activity 2. Hydrological monitoring
2.0 Design and implement Simple and adaptable procedures April 2005
improved hydrological and climatic for successful monitoring
41
monitoring programme Based on lessons learnt from all the
previous monitoring systems
Realistic and simple to operate
Based on collaborative approach
with Meteorological department and
other stakeholders
Affordable
2.1 Review, assess and Based on lessons learnt from all the April 2004
recommend improvements to the previous monitoring systems
current monitoring programme
Accuracy of survey equipment
2.2 Make and implement Feasible and issue specific April 2005
specific recommendations on
sediment and water quality and Adaptable, affordable and
pollution monitoring acceptable
Based on acceptable standard and
methods
2.3 Upgrade the monitoring Tested and used with approved April 2005
equipment designs
Appropriate selection of equipment
to local needs
Affordable and easy to use
2.4 Increase spatial coverage Representative of the entire Delta April 2005
of the monitoring programme
Agreed site selection criteria
Accessible and practical

assessment Using standard/ appropriate
methodology
Aimed at meeting needs of the

component and the ODMP process
42
4.3 Training and capacity Relevant to fill the needs identified

building plans in Training needs assessment and
capacity building
Relevant to ODMP

stakeholders identified at the training and
43
4.4 HYDROLOGY AND WATER RESOURCES COMPONENT WORKPLAN
44
5 WILDLIFE MANAGEMENT – COMPONENT 5
5.1 INSTITUTION AND FOCAL POINT/S
5.1.1 Institution
Department of Wildlife and National Parks (DWNP)
5.1.2 Focal points
¾ Mr Daniel EC Mughogho – Acting Assistant Director, Research Division,

Gaborone.
¾ Ms Mompoloki Lettie Sechele – Head, Research Division, Maun.
5.2 BACKGROUND
The Okavango Delta is a very important region for tourism as well as biodiversity
conservation. It is one of the few localities on the African continent endowed with large
populations of buffalo and increasing populations of elephant. The Delta also boasts
good populations of lions and rhino have recently been reintroduced. Leopards are also
found in the area, although the numbers of these largely nocturnal and cryptic species
are not well known. The Delta is also home to certain rare and endangered mammal
species such as Sitatunga and threatened bird species such as wattled cranes and slaty
egret, amongst many others.
The DWNP, in the Ministry of Environment Wildlife and Tourism (MEWT), is the primary
government institution responsible for wildlife conservation and utilisation in the country.
DWNP is, therefore, a very important stakeholder in the management and planning for
the Okavango Delta. Although DWNP is the primary government institution, the
department acknowledges that effective management of natural resources can only be
achieved with the active engagement of other stakeholders, such as rural communities
(especially those on the periphery of the Delta and around protected areas such as
Moremi game reserve), as well as the private sector, particularly the tourism industry.
The Department’s recognition of the importance of stakeholders is manifested in its
active involvement in the development of the community based natural resource
management (CBRNM) activities and more recently the national CBNRM Policy as well
as its strong links to and frequent consultations with the tourism sector.
About 5.2% of Ngamiland district land is set aside as game reserve, while 13.2% is for
CBNRM, which takes place in gazetted wildlife management areas (WMA). 23.7% is for
concessions, 32% purely for communal pastoral activities, 7% for commercial farming
and the remaining 18.8% for pastoral activities with possible CBNRM activities.
The area designated as Moremi game reserve falls squarely in the middle of the
Okavango Delta Ramsar site and is thus covered by the ODMP planning process.
DWNP is, however, concurrently developing a revised management plan specifically for
Moremi. The two initiatives are seeking to work together and have overlapped at least at
the consultation stage. The current modus operandi of the two initiatives seems to be
that where management issues are specific to Moremi, such as provision of facilities,
45
gate opening times etc., they will be dealt with by the Moremi management plan
whereas more general issues, e.g. how to manage bigger threats to the whole Delta
area, will be dealt with by ODMP.
5.3.1 Objective
To increase understanding of the numbers, ecology and dynamics of buffalo, slaty

egret, African Skimmer, sitatunga, cheetah and leopard populations as well as the
interactions between humans and elephants and predators and livestock in order to
provide suitable information to ensure future sustainable management of the Delta’s
wildlife populations particularly in relation to the well-being of communities and
interactions with the livestock sector and tourism industry.
5.3.2 Inputs
Table 10 DWNP budget for the wildlife management component
Activity Input Unit Costs (BWP)
Buffalo Survey DWNP Lump sum 270 000

Slaty Egret Survey Consultant Lump sum 150 000
Predators Survey Consultant Lump sum 190 000
Human elephant conflict Consultant Lump sum 300 000
Rare species surveys DWNP & consultant Lump sum 350 000
Transport and DSA DWNP Lump sum 240 000
Office Equipment Lump sum 240 000
TOTAL 192 0000
5.3.3 Activities
1) Carryout work to reduce human-elephant conflicts by:

i) Analysing existing data on HEC incidents collected from various studies to
date and undertaking some further studies if needs be.
ii) Undertaking an analysis of the costs, e.g. crop loss etc., and benefits, e.g.
revenue from tourism etc., suffered and accrued by communities.
iii) Undertaking pilot mitigation measures to test their effectiveness. These could
be “active” measures, e.g. bells, rattles etc. designed to scare elephants
away or “passive” measures, e.g. different types of land use planning, to
prevent, or at least reduce the number of, elephants visiting fields.
iv) Educating stakeholders about elephants.
2) Carryout work required to produce a buffalo management plan:
i) Establishing numbers and distribution patterns.
46
ii) Design and implement monitoring programme where possible involving
stakeholders such as communities and the tourism sector.
iii) Make recommendations on management of buffalo, particularly in relation to
safari hunting, photographic tourism and actual or potential livestock
interaction.
3) Carryout work required to produce a Slaty Egret management plan by:
ii) Establishing feeding and breeding ecology.
iii) Designing and implementation of a monitoring programme, where possible
involving stakeholders such as communities and the tourism sector.
iv) Development of a “species action plan” with specific management
recommendations to ensure survival of the species.
4) Carryout work required to reduce predation of livestock by leopard and cheetah
by:
i) Establishing numbers and distribution patterns of leopard and cheetah.
ii) Identifying and mapping predation hotspots.
iii) Determining dynamics of predation incidents, e.g. time of day, location,
species taken etc.
iv) Designing and implementing conflict resolution and mitigation strategies.
v) Undertaking an analysis of the costs, e.g. livestock loss etc. and benefits,
e.g. revenue from tourism etc. suffered and accrued by communities.
vi) Educating stakeholders about leopard and cheetah.
5) Carryout rare species (i.e. sitatunga, reedbuck, African skimmer) baseline surveys
by:
ii) Determination of ecological requirements and threats to survival.
iii) Development of a “species action plans” for each with specific management
recommendations to ensure survival of the species.
iv) Designing and implementation of a monitoring programme for each where
possible involving stakeholders such as communities and the tourism sector.
i) Assisting in the project secretariat in identification of DWNP staff and
DWNP and its stakeholder organisations.
47
5.3.4 Outputs
1) HEC report with recommendations and maps.

2) Buffalo survey report with recommendations and maps.
3) Slaty Egret survey report with recommendations and maps.
4) Predator – livestock conflict report with recommendations and maps.
5) Rare species survey report with recommendations and maps.
6) A DWNP staff and stakeholder training programme/s.
7) Recommendations on how to undertake capacity building in the DWNP and its
recommendations.
5.3.5 Outcomes
1) Reduced human-elephant conflict in and around the Delta.

2) Safari tourism, photographic and hunting sectors guided and livestock threats
reduced based on accurate baseline data on buffalo.
3) Improved management of Slaty Egret.
4) Reduced livestock predation by leopard and cheetah.
5) Improved management of rare species.
6) Improved DWNP staff and stakeholder ability and understanding assists in
management of the wildlife resource.
7) Improved capacity in the DWNP and, where possible, its stakeholder organisations
assists in management of the wildlife resource.
48
5.4 WILDLIFE MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN
Table 11 Tracking implementation and production of outputs from the wildlife management component
Major and supporting outputs Criteria for monitoring quality Main target group Expected date of Is it delivered If there are Comments by PMG
quality?
Activity 1. Reduce human-elephant conflict
1.1 Analysis and mapping of Based on sound existing and current November 2005
existing information on HEC information
incidents and undertake further
studies Based on comprehensive and
appropriate method of analysis
Accurate readable and user friendly
maps
1.2 Analysis of costs and Based on wide stakeholder

benefits suffered and accrued by consultation
communities
Based on factual information
Use appropriate methods
1.3 Undertake pilot and test Based on recommendations from February 2006
mitigation measures HEC studies
Adaptable and applicable
management options which
considers both scientific and
traditional methods
consultations
Cost-effective and practical
Agreed pilot area
Integrated approach
Activity 2. Carry out work to produce buffalo management plan
2.1 Establish numbers and Sound buffalo-specific survey September 2004
49
distribution patterns method
Clear and useful maps for planning
maps
2.2 Design and implement Based on stakeholder consultation

buffalo monitoring programme
Viable and practical monitoring
programme
Simple and tailor-made to the level
of understanding of communities
2.3 Make recommendations Applicable and affordable

for management of buffalo management options
Acceptable to stakeholders
Activity 3. Carry out work to produce a Slaty Egret action plan
3.1 Establish numbers and Sound Slaty Egret-specific survey January 2005
distribution patterns method and analysis
maps
Based on consultations with
stakeholders
3.2 Establish feeding and Detailed maps at convenient

breeding ecology resolution to enhance utility
3.3 Design and implement a Based on stakeholder consultation

monitoring programme
programme
3.4 Develop species action As above February 2005

plan for Slaty Egret
Activity 4. Reduced predation of livestock by leopard and cheetah
4.1 Establish numbers and Sound leopard and cheetah specific February 2005
distribution patterns of leopard and survey method and analysis
cheetah
50
maps
stakeholders
4.2 Identify and map predation Based on sound existing and current
hotspots information
stakeholders
4.3 Determine dynamics of Appropriate recording system

predation incidents specific to hotspots
stakeholders
4.4 Design and implement Applicable measures or March 2005

conflict resolution and mitigation interventions
strategies
Recognises both scientific and
traditional methods
Affordable and practical
Acceptable to the stakeholder
4.5 Analysis of costs and Based on wide stakeholder

benefits suffered and accrued by consultation
communities
Based on factual information
Based on appropriate methods
Activity 5. Carry out rare species baseline surveys
5.1 Establish numbers and Based on sound existing and current August 2006
distribution patterns information
Species-specific method and
analysis
maps
5.2 Determine ecological Based on sound existing and current

requirements and threats to survival information
51
stakeholders
5.3 Develop species action Applicable and affordable

plans for each management options
Acceptable to stakeholders
5.4 Design and implement Based on stakeholder consultation September 2006

monitoring programme for each
programme

methodology
ODMP process


building plans training needs assessment and
capacity building
Relevant to ODMP

stakeholders identified at the training and capacity
needs assessment
52
5.5 WILDLIFE MANAGEMENT COMPONENT WORKPLAN
53
54
6 SUSTAINABLE TOURISM & CBNRM – COMPONENT 6
6.1.1 Institutions
The Department of Tourism (DoT) within the MEWT and North West District Council
(NWDC) will undertake this component. This came about after both DoT and NWDC
agreed to merge the two separate components of sustainable tourism and local
authority service provision because of similarities especially in the tourism sector
development, which would otherwise have led to duplication of efforts.
6.1.2 Focal Points
¾ Felicity Rabolo – Assistant Tourism Officer (DoT)

¾ Patricia Chilume – Regional Tourism Officer (DoT).
¾ Mafila Malesu – Tourism Officer, Economic Planning Unit (NWDC).
6.2 BACKGROUND
The DoT, established under the Tourism Act and contained within the MEWT, has a
mandate to regulate tourism enterprises, set out procedures in respect of applications,
undertake inspections and conduct appeals. DoT also serves as secretariat to the
National Council on Tourism (NACT) and Tourism Licensing Board.
The Okavango Delta is arguably the single most important tourism destination in
Botswana and in order for this to continue and for the benefits of this characteristic to be
properly spread, the local communities' active participation is very crucial for the
ongoing successful development of tourism in the area.
The DoT is responsible for pursuing the primary Government of Botswana (GoB) policy
objective of maximising utilisation, on a sustainable basis, of existing natural resources
in order to increase social and economic benefits to Batswana through tourism and
CBNRM. Tourism has been identified as one of the economic sectors with the potential
to contribute to the diversification of Botswana's economy and CBNRM has been
identified as a mechanism to assist with poverty alleviation in the rural areas.
The GoB’s Tourism Policy guides the operations of the DoT. In support of the policy, a
Botswana Tourism Development Programme (BTDP) and a Tourism Master Plan have
also been prepared. The master plan serves as a basic guideline for development of
tourism, enabling the decision makers to agree on the principles for the direction of
tourism development for the next decade. DoT has put major emphasis on the
diversification of the tourism away from wildlife based activities and toward other areas
through development of a National Ecotourism Strategy.
Work done by the DoT and the NWDC under the auspices of ODMP will concentrate on
environmentally sound, environment, culture, history, archaeology etc. based tourism;
more commonly referred to as “ecotourism”.
The National Tourism Policy framework and implementation is composed of:
55
¾ An institutional and legislative framework, where GoB and business must develop
into a stakeholder partnership.
¾ Product development, including consumptive and non-consumptive wildlife
utilisation and diversification into cultural tourism.
¾ Marketing and promotion, primarily through the formation of a National Tourism
Board.
¾ Training and education, to focus mainly on the quality and professional
performance of tourism services, and;
¾ Tourism awareness, to focus the impact of tourism on the economic, cultural and
environmental aspects.
A CBNRM policy is also in the final stages of development. The overall objective of the
policy is to enhance the conservation of Botswana’s natural resources and economic
and social development in rural areas by providing eligible communities with
opportunities and incentives to earn direct benefits from natural resource conservation.
It is founded on the premise that all members of the community share an interest in
conserving their local environment. The policy is needed to facilitate the stimulation and
growth of community interest and attract investment.
The Draft CBNRM Policy framework and implementation is designed to:
¾ Provide for broad stakeholder participation in natural resource management at
District and National level.
¾ Give communities incentives to engage in conservation activities leading to
sustainable development.
¾ Establish direct links between the reception of benefits and the conservation of
renewable natural resources.
¾ Strengthen community’s empowerment through programs directed towards
community self-reliance.
¾ Promote and ensure responsible, accountable and transparent decision making
process in CBNRM, and;
¾ Promote the adoption and use of the IUCN ecosystems approach to CBNRM.
NWDC provides a wide variety of services to communities in the District including those
within the Ramsar site. These include social services such as social welfare and
community development, remote area development and CBNRM facilitation.
6.2.1 Social welfare services
The main objective of social welfare services is to assist disadvantaged individuals,

groups and committees through provision of resources with a view to improving their
quality of life. The department also deals with community development aimed at
enhancing local institutions by building leadership capacity and promoting community
participation through self-help projects. The department works closely with local
institutions such as Village Development Committees (VDC) in community
development.
6.2.2 Remote Area Development
The primary aim of the programme is to integrate remote area communities into
mainstream society by providing access to economic opportunities and basic public
56
services. In most instances in Ngamiland, this has been through provision of livestock.
This approach excluded communities like Khwai and Mababe because their settlements
are situated inside the buffalo fence; a cattle free zone. Their economic base is
therefore dominated by tourism and CBNRM activities.
6.2.3 CBNRM Facilitation
NWDC’s involvement in CBNRM has increased with the creation of the position of
Tourism Officer. The aim of this post is to facilitate greater uptake of CBNRM activities
by communities in the district and to maximise benefits to them through the utilisation of
natural resources for tourism and/or other activities.
NWDC holds the secretariat for the Ngamiland district CBNRM forum. In addition,
NWDC will take an increasing role in district tourism planning.
6.3.1 Objective
To assess carrying capacity and limits of acceptable change (LAC) for tourism
businesses, diversify tourism offerings and CBNRM activities, increase citizen
engagement in the tourism sector, develop a district tourism development plan and
create a tourism monitoring and information system in order to create an enabling
environment for conservation, sustainable utilisation and management of natural
resources for the mutual benefit of local and national economies, livelihoods and
poverty alleviation.
6.3.2 Inputs
Table 12 DoT/NWDC budget for the sustainable tourism and CBNRM component
Carrying capacity and LAC Consultant 12 months 696 000

Tourism monitoring and information system and database Consultant 6 months 580 000
District tourism development plan Consultant 6 months 360 000
Diversifying tourism offerings & increase citizen engagement Consultant 6 months 348 000
CBNRM diversification Consultant 4 months 120 000
Local transport and DSA Lump sum 330 000
Office equipment Lump sum 120 000
CBNRM forum Lump sum 90 000
CBNRM newsletter Lump sum 30 000
TOTAL 3 394 000
6.3.3 Activities
1) Conduct carrying capacity and LAC studies within and outside Wildlife
Management Areas in and around the Okavango Delta. The following tasks should
be undertaken:
57
i) General tasks:
a) Conduct a desktop study to ascertain all existing information and the full
background to this area of work.
b) Undertake fieldwork to collect and verify information.
ii) Carrying capacity work:
a) Synthesise and harmonise existing systems of ecological
zonation/sensitivity for the Delta.
b) In close association with the ODMP Land Use Planning Component
being run by the Tawana Land Board (TLB), analyse existing tourism
issues in all existing land use and management plans.
c) Compare different existing management systems in controlled hunting
areas (CHAs) and analyse their effectiveness in relation to sustainable
use, conservation and delivery of benefits to Botswana.
d) Interview DWNP, TLB officials, tourism operators and any other
relevant stakeholders regarding carrying capacity and its enforcement
in Delta tourism.
e) In close association with the ODMP Land Use Planning Component
(TLB) conduct an analysis of how effectively any current carrying
capacity regulations are implemented and enforced.
f) Digitise and create a base map for tourism carrying capacity planning.
g) Compile a report on carrying capacity models, their assumptions,
strengths, weaknesses and, if necessary other relevant planning
regulations.
iii) LAC work:
a) Conduct a review of existing LAC models, especially those used in
other wetlands and areas similar to the Delta as well as that applied in
the Central Kalahari Game Reserve.
b) Establish guidelines and prepare an action plan to implement a LAC
study for the Okavango Delta Ramsar site.
c) Conduct stakeholder meetings to clarify issues, set goals, debate
standards.
d) Set standards and develop questionnaire.
e) Survey attitudes, expectations and perceptions of stakeholders and
analyse data.
f) Compile report that harmonises old carrying capacity assumptions and
planning regulations with the new LAC model.
2) Create a plan for tourism diversification and citizen empowerment, through:
i) Inventory and assessment of the current range of tourism offerings in and
around the Okavango Delta and make recommendations for diversification
away from the existing reliance on and desire for wildlife based tourism
ventures. Specific tasks include:
a) Undertake fieldwork to collect and verify information.
b) Conduct a desktop study to ascertain all existing information and the full
background to this area of work.
58
c) Undertake a survey of existing tourism industry offerings (private sector
and community based) and their seasonal pattern of visitation.
d) Assess impact of current type of tourism, its level of marketing and its
seasonality, on the economy and the environment.
e) Conduct a SWOT (strengths, weaknesses, opportunities, threats)
analysis of existing commercial and community-based tourism
enterprises.
f) Conduct a gap analysis to determine possible areas and activities for
expansion and diversification.
g) Compile draft development and marketing plan that incorporates
findings of the inventory, gap and SWOT analyses and determines
possible areas and activities for expansion and diversification,
concentrating on recommendations for where, when and how specific
new, especially community based ecotourism, activities should be
developed.
ii) Assessing the current extent to which Batswana participate in the tourism
industry at all levels (from seasonal employment, to management, to
ownership etc.) and make recommendations on how to improve the current
situation. Specific tasks include:
a) Review and assess existing government policies, programmes and
incentives to promote citizen participation and investment in the tourism
sector.
b) Conduct a desktop study to ascertain all existing information and
develop a full background to this area of work. This should include the
work done by Mbaiwa, Bernard etc. at HOORC.
c) Conduct a survey of reasons for low investment rates by Batswana in
the tourism sector (investment risks, investor profiles).
d) Conduct a survey on the current levels of citizen and non-citizen
engagement (employment at all levels, as well as whole or part
ownership) in the tourism sector.
e) Undertake a study on the existing demography (age, sex, race, skills,
qualifications, job title, work experience etc) of tourism employees at all
levels and explore the reasons for the findings.
f) Undertake a study on Batswana aims and desires in relation to
involvement in the tourism sector; both within those already involved in
the tourism sector, in other industries and more generally.
g) Analyse the existing skill requirements in tourism sector and locally
available training opportunities.
h) Develop a plan and make recommendations (based on the above) on
how to engage more Batswana in the tourism sector.
i) Input plan for citizen engagement into District Tourism Development
Strategy.
3) Assess the Ngamiland District CBNRM sector by investigating current CBNRM
activities with the purpose of determining their effectiveness and performance and
making recommendations for diversification of the sector, with particular emphasis
on non-tourism CBNRM activities. Tasks should include:
59
i) Conduct a desktop survey of all available pertinent literature on CBNRM,
especially that specific to Ngamiland and including the 2003 national CBNRM
review and the draft CBNRM policy.
ii) Undertake an inventory of existing tourism and non-tourism based CBNRM
activities in Ngamiland. The non-tourism work should be done after and
informed by the work of ODMP component 8 on Vegetation Resources
component that will:
a) Assess vegetation resource use.
b) Identify vegetation resource users.
c) Identify vegetation use conflicts.
d) Conduct stakeholder consultation.
e) Identify an appropriate pilot CBNRM project.
iii) Undertake a gap analysis of existing CBNRM activities.
iv) Undertake a SWOT analysis of b).
v) Assess the reasons why there is currently so few non-tourism based CBNRM
activities.
vi) Make recommendations on financially and technically viable methods of
diversifying, especially non-tourism, CBNRM activities.
vii) Propose suitable pilot projects to test the viability of recommendations made
in f). Such pilot projects should be developed in collaboration with those to be
developed by ODMP component 8 on Vegetation Resources.
4) Produce a comprehensive District Tourism Strategy containing an ecotourism
action plan. Specific tasks include:
i) Determine existence and usefulness of other regional tourism development
strategies, e.g. in Namibia, South Africa etc.
ii) Ascertain all existing relevant information and conduct a desktop study to
develop a full understanding and detailed background to tourism strategy
development. This should include but not be limited to information on
tourism, the ecosystem approach and planning relevant to Ramsar sites.
iii) Draw up participatory plan to engage stakeholders.
iv) Undertake wide consultation with the DoT, NWDC and all other relevant
tourism based or related stakeholders to determine their aspirations and
explain the information and plans collected and developed in the tourism and
CBNRM diversification, citizen engagement, carrying capacity and LAC work
undertaken as other activities in this component.
v) Achieve consensus on overall aims and objectives of strategy.
vi) Develop draft District Plan and Ecotourism Action Plan
vii) Consult widely on f) and review and revise as appropriate.
viii) Finalise district plan and action plan.
5) Develop a tourism (including ecotourism) monitoring programme and associated
information system and database. Specific tasks include:
i) Determine existence and usefulness of other regional tourism and
ecotourism monitoring programmes, e.g. in Namibia, South Africa etc. and
60
familiarise with any World Tourism Organisation and Ramsar guidelines for
data collection and analysis.
ii) Assess types and quality of tourism data currently held by DoT, NWDC and
other bodies, e.g. immigration, HOORC, HATAB, private sector etc.
iii) Undertake gap analysis on b) and make recommendations.
iv) Consult DoT, NWDC staff and other stakeholders, e.g. private sector,
HATAB, CBOs, on what they want to monitor and why.
v) Determine, in consultation with stakeholders, symptomatic environmental,
socio-economic, institutional and market indicators to systematically monitor
and determine required frequency of any such monitoring.
vi) Harmonise determined indicators with carrying capacity and LAC limits and
with the aims and objectives of the District Tourism Development Strategy
and Ecotourism Action Plan.
vii) Determine who will record what, how often etc. This should ensure a
participatory element to monitoring, i.e. that the private sector, CBOs, HATAB
etc. are integrally involved in the monitoring programme.
viii) Write guidelines for recording and reporting.
ix) Choose or create appropriate database/information system that holds
collected data and allows easy reporting.
x) Train DoT and NWDC staff in operation and maintenance of the
database/information system.
xi) Create clear reporting programme (structure, schedule etc.) from monitoring
programme.
xii) Determine possible risks to monitoring and reporting programme and develop
risk management strategies.
xiii) Develop draft tourism monitoring programme.
xiv) Consult widely on i) and m), review and revise as appropriate.
xv) Pilot test system, including reporting.
xvi) Finalise monitoring programme and implement.
i) Assisting the project secretariat in the identification of DoT/NWDC staff and
DoT/NWDC and its stakeholder organisations.
61
6.3.4 Outputs
1) A comprehensive report on carrying capacity and LAC in the tourism and

ecotourism sector with clear recommendations on setting limits.
2) A comprehensive report on tourism and ecotourism diversification, as well as
citizen participation, engagement and employment with recommendations on
areas for new tourism development and changes required to improve citizen
involvement.
3) An assessment of, and report on, the existing Ngamiland CBNRM sector with
recommendations for diversification, especially into new, non-tourism based
activities.
4) A District Tourism Strategy and an Ecotourism Action Plan.
5) A tourism and ecotourism monitoring programme built on and developed
simultaneously with a functioning and user friendly database and information
system that can be used to assess industry performance, trends and impacts.
6) DoT/NWDC staff and stakeholder training programme/s.
7) Recommendations on how to undertake capacity building in the DoT/NWDC and
its stakeholder organisations and, where possible, actual implementation of these
recommendations.
6.3.5 Outcomes
1) Improved understanding of tourism carrying capacity and the LAC related to

tourism, including ecotourism, allowing establishment and setting of limits.
2) Tourism and ecotourism diversified away from the existing reliance on and desire
for more wildlife based tourism ventures, e.g. camps and lodges, and that
demonstrates and delivers comprehensive participation, engagement and fair
employment of citizens, particularly from local communities, thereby improving
economic standing.
3) Improved and enhanced management of natural resources by communities
through activities and programmes that ensure and promote their economic
empowerment, as well as the future stability and transparency of such an
approach.
4) Improved planning, development and management of tourism and ecotourism in
the district such that it doesn’t create new (and reduces existing) conflicts, avoids
inappropriate development and does not degrade the resource base that draws
tourists to the Delta and surrounding areas.
5) Creation of the ability to monitor tourism and ecotourism activities and impacts,
founded on a state of the art information system and database, designed to assist
implement and further develop the District Tourism Plan and Ecotourism Action
Plan.
6) Improved DoT/NWDC staff and stakeholder ability and understanding assist in
management of the tourism and CBNRM.
7) Improved capacity in the DoT/NWDC and, where possible, its stakeholder
organisations assists in management of the tourism sector.
62
6.4 SUSTAINABLE TOURISM AND CBNRM COMPONENT MONITORING AND EVALUATION PLAN
Table 13 Tracking implementation and production of outputs for the sustainable tourism and CBNRM component
Major and supporting outputs Criteria for monitoring quality Main target Expected date of Is it delivered If there are Comments by
(deliverable products and groups delivery within time, deviations, why, PMG
services) expected budget and what has been
criteria for about it?
monitoring
quality?
Activity 1. Carrying capacity guidelines and LAC model
1.1 Ecological zonation and Accurate and based on relevant DoT, NWDC, Dec 2005
sensitivity maps information ODMP stakeholders
Clear, usable and acceptable to all
1.1.1 Synthesis of existing Level of detail, based on relevant As above Dec 2005
systems of ecological information
zonation/sensitivity for the Delta
1.1.2 Gap Analysis report of Comprehensive, clear

Ecological zonation systems
Based on stakeholder consultation.
1.1.3 Digitised base map for Accurate and based on relevant As above Dec 2005
tourism carrying capacity planning information
Clear, usable and acceptable to all
stakeholders/users
1.2 Inventory of carrying Comprehensive to include all As above Nov 2005

capacity guidelines and other known guidelines & regulations
planning regulations and their
enforcement Based on current information
1.2.1 Report of interviews with Report covers all pertinent issues As above Nov 2005
relevant sectors & tourism from stakeholder interviews
operators regarding carrying
capacity and its enforcement in Report is clear and based on
Delta tourism relevant information
Report must capture
recommendations from interviews
1.2.2 Review of carrying Comprehensive review of all known As above Nov 2005
63
capacity models, assumptions, models
strengths and weaknesses
Practicability and applicability of
the preferred models
1.3 Findings of the LAC Takes account of ecological As above Nov 2005
study for the Okavango Delta and zonation and existing carrying
environs capacity guidelines
findings are clear and based on
relevant information
use of appropriate methodologies
1.3.1 Review report of LAC Thorough review based on agreed As above Jan 2006
applied in the Central Kalahari terms of reference
Game Reserve (CKGR)
In-depth understanding of LAC
model used at CKGR
1.3.2 LAC Guidelines Clear, usable and based on As above Jan 2006
relevant information
Acceptable to all stakeholders
1.3.3 LAC Action plan Clearly stipulates actions, timing DoT, NWDC, Jan 2006
and cost ODMP stakeholders
Allocates responsibilities
Clear, usable and relevant
Acceptable to all stakeholders
1.3.4 Report of the survey of Consultation based on a As above Jan 2006

stakeholders attitudes, transparent process
expectations and perceptions
Relevant stakeholders consulted
Proceedings well captured
Appropriate consultation
methodologies
1.4 Guidelines on planning Clear, usable and relevant As above Apr 2006
and management based on LAC
model Acceptable to all
stakeholders/users
1.4.1 Report that harmonises Report is clear, accurate, usable As above Apr 2006
carrying capacity assumptions and and relevant
planning regulations with LAC
model Captures the interests of all
relevant stakeholders
64
Activity 2 To develop a tourism monitoring programme and associated database / information system for assessment and monitoring of Okavango Delta tourism industry performance, trends,
and impacts.
2.1 To develop a tourism monitoring programme
2.1.1 Tourism monitoring Includes symptomatic DoT, NWDC,

programme environmental, socio-economic, ODMP stakeholders
institutional, and market indicators
for systematic monitoring
Indicators harmonised with LAC
and other district tourism strategy
elements and especially with
ecotourism guidelines
Clearly identifies key feedback
loops to institutional, regulatory,
and management systems.
Includes a risk management and
risk reduction strategies
Clear, well understood and user
friendly
2.1.2 Plan for the Designed with full participation of As above

implementation of the tourism stakeholders expected to
monitoring programme participate in monitoring.
Practical & affordable by relevant
stakeholders
Adapt to changes
2.1.3 Inventory of studies and Inventory based on standard NWDC, DoT, Sep 2006
data sources on photographic, accepted methodology ODMP stakeholders
overlander, self-drive and safari
hunting tourism in the Okavango Report is clear and captures all
Delta issues
Report contains usable
recommendations
Inventory compile with input from
all operators
2.1.4 Updated bibliography Relevant, clear and usable As above Sep 2006
and reviewed reports
Comprehensive
2.1.5 Inventory of data sources Accurate and relevant As above Sep 2006
Comprehensive
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2.1.6 Reliability assessment Clear and based on standard As above As above
reports acceptable methodologies
2.1.7 Gap analysis report with Recommendations based on clear As above As above
recommendations findings (thus report links issues to
recommendations)
Practical usable recommendations
2.1.8 Determine and WTO standards incorporated

incorporate World Tourism
Organisation (WTO) and Ramsar Clear, relevant and achievable
data standards standards
2.1.9 Comprehensive, Compatible with other data bases DoT, NWDC, As above
integrated computerised tourism in the District especially those in ODMP
database the ODMP planning process
Can be operated by DoT & NWDC
staff and other stakeholders
Database is clear, functional and
contains instructions for updates
Accessible to relevant users
2.1.10 Synthesis of WTO Standards adaptable to local

standards and Ramsar planning situations
guidelines for data analysis
2.1.11 Guidelines for reporting Guidelines are clear, usable and As above
and recording data relevant
Acceptable by all
stakeholders/users
2.1.12 Feasibility study for The study is based on accepted As above

implementing information system standard methodology
Report is clear, usable, accurate
and precise
2.1.13 Database software Software is user-friendly and As above

adopted relevant
Compatible with other users
2.1.14 System pilot testing Results are accurate and precise As above
results and report
Report is clear.
66
2.1.15 Electronic and paper Both versions of the system are As above
versions of data reporting system clear, user-friendly and reliable
Availability to all users
2.1.16 Geographic Information GIS is clear, accurate, relevant and As above

System (GIS) for tourism in the compatible with other GIS’ in the
Okavango Delta district
Can be easily used by layman
Activity 3. Tourism diversification and citizen engagement
3.1 Inventory of current Inventory takes into account all DoT, NWDC,
range of tourism offerings and existing tourism offerings in ODMP stakeholders
seasonality in the Okavango Delta Ngamiland
and environs
Covers all seasons
3.1.1 Survey Report of tourism Report is clear and accurate As above

offerings and seasonal patterns of
visitation Based on standard accepted
methodology
3.1.2 Assessment of impact of Explores all marketing strategies As above

current level of marketing and
seasonality on the economy and Cover all aspects of tourism(non
the environment of the Okavango wildlife tourism)
Delta Based on stakeholder
consultations
3.2 Gap analysis of tourism Recommendations are clear and

offerings and recommendations on practical
new eco- and cultural tourism
activity should be developed Based on stakeholder
consultations
3.2.1 Report of a preliminary Consultation & participation of all As above

Environmental Impact Assessment relevant stakeholder institutions &
(EIA) groups
Clear and accurate
Based on standard accepted
methodologies
3.2.2 Report of an analysis of As above As above

comparative investment risks and
opportunities in tourism sector
3.3 Action plan for increased Consultation & participation of all As above
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engagement of Batswana in the relevant stakeholders, institutions &
tourism sector of the Okavango groups
Delta
Clear and practical
3.3.1 Report on determining Covers all existing managerial As above

levels of managerial positions by levels,
citizens in tourism operations
(effectiveness, socio-economic, & Clear and accurate
ecological impacts) Provides recommendations for
citizen involvement at managerial
levels
3.3.2 Assessment of Consultation with relevant As above

opportunities for increasing the stakeholders
participation of Batswana in the
tourism sector of the Okavango Provide recommendations
Delta
Activity 4. Tourism and non-tourism CBNRM review and diversification
4.1 Report of the review and Report takes into account all DoT, NWDC,
assessment of CBNRM tourism & existing literature on CBNRM in the ODMP stakeholders
non-tourism sector in the district and nationwide
Okavango Delta and environs
Should document existing
information on non-tourism
CBNRM
Clear and relevant
4.2 Report of the analysis of Thorough consultation with all DoT, NWDC,
strengths and weaknesses of relevant stakeholders, CBOs, CBOs, NGOs, etc
CBOs in sustainable management NGOs, Govt sectors, ODMP etc.
of their enterprises
4.3 Report of the training Training needs determined through DoT, NWDC, CBOs
needs for CBOs needed for consultation with CBOs, DoT, & ODMP
profitable and sustainable NWDC, ODMP stakeholders
management of their enterprises
4.4 Plan for the engagement Plan is practical DoT, NWDC,

of CBOs in tourism & non-tourism ODMP stakeholders
CBNRM and for ensuring better Clearly identifies relevant groups CBOs
spread of benefits to membership Plan is acceptable by users
of CBOs
Specific guidelines on non-tourism
CBNRM
Activity 5. To produce a comprehensive district tourism strategy that lays the foundation for an eco tourism action plan for the Okavango Delta
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5.1 Develop draft district The strategy is practical & clear DoT, NWDC ODMP
tourism strategy with an eco stakeholders
tourism action plan Should show elements of sectoral
integration
Based upon LAC model and
knowledge gained from information
systems, product diversification,
CBNRM, and citizen participation
subcomponents
5.2 Stakeholders inputs into Based on a transparent As above

the tourism strategy consultation process using
appropriate communication
methodologies
Representative cross section of
tourism stakeholders consulted and
input captured and fed back into
the draft strategy
5.3 Develop final district Based on draft and inclusive of As above

tourism strategy maps of planning zones and
guidelines for Ecotourism
Includes cost estimates and
identification of responsible parties
Activity 6. To Improve training and institutional & stakeholder capacity

stakeholder training needs Using standard/ appropriate As above
assessment methodology
ODMP process
6.2 Institutional & As above As above
stakeholder capacity needs
assessment
6.3 Training and capacity Relevant to fill the needs identified As above
building plans in Training needs assessment and
capacity building
Relevant to ODMP
6.4 Trained Staff and other Training done to meet needs As above
stakeholders (esp. CBOs) identified at the training and
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6.5 SUSTAINABLE TOURISM AND CBNRM COMPONENT WORKPLAN
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7 SUSTAINABLE FISHERIES UTILISATION &
MANAGEMENT – COMPONENT 7
7.1.1 Institution
Division of Fisheries, Maun
7.1.2 Focal point
Shaft Nengu – Senior Scientific Officer
7.2 BACKGROUND
The Okavango Delta, being the largest natural water body in Botswana, is endowed
with an abundance of fish and other aquatic resources. If managed responsibly, the fish
resources in the Delta can provide considerable potential in terms of income generation,
employment creation and high quality protein to local citizens.
The Division of Fisheries is housed in the DWNP in the MEWT and the DWNP is
involved in the utilisation, conservation and protection of the natural resources through
their programs and extension services.
The Division of Fisheries is involved in extension, production and research specifically
on Botswana’s fish resources, of which the Okavango Delta’s are of great significance.
The promotion and implementation of income generating and job creation projects in the
fisheries sector is one of its major activities. The Division of Fisheries is furthermore
involved in assessment of the fish resource, ensuring its sustainable utilisation and the
application of regulatory measures.
The Division of Fisheries also has an aquaculture component that promotes
propagation of fish in ponds. This is seen as a vital way of releasing fish exploitation
pressure that is currently being exerted on the natural fisheries
The Okavango Delta fishery is comprised of 71 known fish species. Of these, only a few
contribute to the commercial fishery. These are predominantly cichlid species (bream),
followed by the clariids (catfish), Hydrocynus vittatus (tigerfish) and Schilbe (silver
catfish or butter barbel). Fishers are made up of subsistence, commercial and sport
fishers, with the traditional subsistence fishers being the most numerically dominant.
Most commercial projects were funded through the Financial Assistance Policy (FAP)
but the phasing out of the FAP grant scheme by government in June 2001 resulted in
quite a number of these financially assisted projects gradually dying out as they weren’t
economically viable without assistance.
The Division of Fisheries frame surveys of September 1997 to March 1998 indicated
that there were 3243 fishers in the Okavango Delta of all categories although the
numbers of active fishers was marginal.
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7.3.1 Objective
To revise and implement the draft Fisheries Act and fisheries regulations, improve
understanding of fish resource dynamics via rigorous scientific monitoring, better
planning, practical field interventions, greater stakeholder participation and appropriate
conflict resolution mechanisms to ensure sustainable use and management of the
Okavango Delta’s fish resource.
7.3.2 Inputs
Table 14 Division of Fisheries budget for the sustainable fisheries management and
utilisation component
Socio-economic study Fisheries/Consultant 3.5 months 175 000

Fish stock assessment Fisheries/Consultant On-going 65 000
Management Plan Consultant 5 months 60 000
Office Equipment Lump sum 30 000
TOTAL 585 000
7.3.3 Activities
1) Design and implement an appropriate fish stock assessment programme:

i) Perform fish stock analysis.
ii) Present results to stakeholder workshop.
iii) Monitor fish resources.
2) Carry out a socio-economic survey:
i) Undertake desktop study.
ii) Carry out a field survey to determine the socio-economic status of the fishery
on households.
3) Carry out a fish frame survey.
4) Carry out creel surveys at two sites yet to be selected.
5) Formulate a long-term fisheries management plan:
i) Assess traditional user right and access to fisheries resources.
ii) Conduct a stakeholder workshop to assess the current conflicts.
iii) Develop appropriate fisheries conflict resolution mechanism.
iv) Facilitate the re-vitalisation of the Okavango Fishery Management Committee
(OFMC).
v) Investigate the possibility of adoption of the CBNRM model.
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vi) Develop sustainable use guidelines.
i) Assisting the project secretariat in the identification of Division of Fisheries
staff and stakeholders training needs.
Division of Fisheries and its stakeholder organisations.
7.3.4 Outputs
1) Report on status of the fish stock.

2) Socio economic study report.
3) Fishery frame survey report.
4) Fishery creel survey report.
5) Fisheries management plan.
6) Division of Fisheries staff and stakeholder training programme/s.
7) Recommendations on how to undertake capacity building in the Division of
Fisheries and its stakeholder organisations and, where possible, actual
implementation of these recommendations.
7.3.5 Outcomes
1) Enhanced understanding of the Delta fish stocks and dynamics in relation to

natural pressures (changes in hydrology etc.) and anthropogenic pressures
(fishing, pollution etc.).
2) Enhanced participation of communities in management of fisheries resources and
equitable distribution of benefits to improve their livelihoods.
3) Improved understanding of the fishery structure.
4) Improved understanding of the traditional fishery.
5) Long-term sustainable planning and management of the Delta fishery and fish
stocks.
6) Improved Division of Fisheries staff and stakeholder ability and understanding
assist in management of the fish resource.
7) Improved capacity in the Division of Fisheries and, where possible, its stakeholder
organisations assists in management of the fish resource.
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7.4 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN
Table 15 Tracking implementation and production of outputs from the sustainable fisheries utilisation and management component
quality?
Activity 1 To ensure that effective community participation in planning, implementation and monitoring of the fish resources exists and that adequate data on fisheries is available for management
planning
1.1 Inventory of fish resources Data obtained from current surveys Continuous
and long term monitoring of fish using accepted scientific
stocks commenced methodologies.
Results and recommendations
accepted by all stakeholders
Database compatible with local and
regional databases and useful for
management and planning
processes.
1.2 Socio-economic report Study findings based upon up-to- End of

date scientific and sound socio- February2005
economic methodologies which
recognise traditional knowledge.
Reports acceptable with practical
and useful recommendations
1.3 Fish Frame Survey report Based on up-to-date scientific End of PY2
fisheries frame survey
methodologies
1.4 Creel surveys report Based on up-to-date scientific End of PY2

fisheries creel surveys
methodologies
74
1.5 Capacity building and Staff practically trained on fish October 2004
training programme developed identification site using locally
caught fish species
Staff trained by a well qualified fish
taxonomist
Community trained on fish recording
and management practices
Adequate training materials availed
Activity 2. To address land and water use conflicts in relation to fisheries
2.1 Traditional user rights and Based on transparent consultations End of PY2
access to fish resources described
and users effectively participating in Use of appropriate and effective
conflict resolution methods of stakeholder discussions
Stakeholders recommendations from

well captured and considered
2.2 Okavango Fisheries Effective, functional and End of PY2

Management Committee (OFMC) representative management
functioning structure
2.3 CBNRM model tried Model based on relevant inputs from

existing CBNRM bodies
Activity 3. Fisheries management plan drafted
3.1 Draft Fisheries Based on the findings of the End of PY3

Management Guidelines outcomes preceding it, thus linked to
issues raised by stakeholders
Clearly defined, practical, feasible,
implementable and affordable
Activity 4. To Improve training and institutional & stakeholder capacity
4.1 Staff and other Done in a participatory manner As above

methodology
ODMP process
4.2 Institutional & stakeholder As above As above

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4.3 Training and capacity Relevant to fill the needs identified in As above
capacity building
Relevant to ODMP
needs assessment
76
7.5 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENT
COMPONENT WORKPLAN
77
78
8 VEGETATION RESOURCES MANAGEMENT –
COMPONENT 8
8.1.1 Institutions
The Division of Range Ecology in the Ministry of Agriculture (MoA), the Division of
Forestry and the Agricultural Resources Board (ARB) in the MEWT.
8.1.2 Focal points
¾ Mr Kealeboga Kemoreile – Regional Forestry Officer (Division of Forestry)

¾ Mr Boikago Maswabi – Conservation Officer (Agricultural Resources Board)
8.2 BACKGROUND
Vegetation resources in the Delta provide various goods and services such as grazing
fodder and veld products (building material, fodder, medicines, crafts, mokoros etc.).
These support the tourism and livestock industries and provide environmental services
such as vegetation cover preventing soil erosion and contributing to the stabilisation of
the local environment and climate conditions.
Data and information on the Delta’s vegetation resources is needed to enable sound
planning and economic development through monitoring and assessment of carrying
capacities for grazing, sustainable use and harvest levels of veld products, as well as to
support decision making on the use of natural resources in general.
This and other ODMP components need to be based on proper inventory and
monitoring of the vegetation resource. Such work can be undertaken using a range of
different methodologies, technologies and field experiments and requiring the services
of botanists, taxonomists, rangeland ecologists, remote sensing experts, geographic
information systems (GIS) and database managers.
8.2.1 Component rationale
8.2.2 Objective
To determine accurate ecological data and information on local user demands, develop
vegetation and fire management plans through the use of localised management
structures to ensure sustainable management of vegetation resources and resolution of
vegetation management conflicts.
79
8.2.3 Inputs
Table 16 ARB and Division of Forestry budget for the vegetation resources component
Study on alien species Consultant 4 months 72 000

Study on threatened and endangered species Consultant 6 months 108 000
Preparation of vegetation resources management plan Consultant 4 months 72 000
Preparation of fire management plan Consultant 6 months 108 000
Training & capacity building Lump sum 180 000
Local transport & DSA Lump sum 95 000
Office equipment, computer software Lump sum 150 000
TOTAL 785 000
8.2.4 Activities
1) Conduct biomass assessment in four planning zones.

2) Carry out classification of vegetation and map vegetation cover.
i) Associate vegetation map with distribution and habitat requirements of key
wildlife species and domestic stock.
3) Conduct study on alien species.
4) Conduct a study on threatened and endangered species.
5) Prepare Vegetation Resources Management Plan including zoning and
management recommendations.
i) Assess vegetation resource use.
ii) Identify vegetation resource users.
iii) Identify vegetation use conflicts.
iv) Identify and map present and predict future demand on the vegetation
resource.
v) Conduct stakeholder consultation.
vi) Identification of pilot CBNRM project.
vii) Identify additional vegetation resources monitoring sites and design a
monitoring programme.
viii) Design an implementation strategy.
6) Prepare Fire Management Plan:
i) Identify fire ecological zones.
ii) Determine fire frequencies in fire ecological zones.
iii) Establish fire monitoring sites.
iv) Choose a suitable site for a fire management pilot project.
v) Design an implementation strategy.
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i) Assisting the project secretariat in the identification of Division of Forestry,
ARB and Range Ecology staff and stakeholders training needs.
i) Assisting the project secretariat in identification of capacity constraints in the
Division of Forestry, ARB and Range Ecology and its stakeholder
organisations.
8.2.5 Outputs
1) A report and maps on carrying capacity and stocking rates.

2) Vegetation profiles and maps (types, composition and condition).
3) Vegetation Resources Management Plan.
4) Fire Management Plan.
5) Division of Forestry, ARB and Range Ecology staff and stakeholder training
programme/s.
6) Recommendations on how to undertake capacity building in the Division of
Forestry, ARB and Range Ecology and its stakeholder organisations and, where
possible, actual implementation of these recommendations.
8.2.6 Outcomes
1) Improved access to accurate data on vegetation and biomass production allowing

for better analysis, planning and management.
2) Description and harmonisation of resource user needs and resolution of vegetation
management conflicts.
3) Improved fire management strategies that will lead to reduced land degradation.
4) Zoning recommendations and management interventions based on the ecological
conditions (fragility, biodiversity, distribution of rare and endangered species) and
user needs.
5) Improved Division of Forestry, ARB and Range Ecology staff and stakeholder
ability and understanding assist in management of the vegetation resource.
6) Improved capacity in the Division of Forestry, ARB and Range Ecology and, where
possible, its stakeholder organisations assists in management of the vegetation
resource.
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8.3 VEGETATION RESOURCES MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN
Table 16 Tracking implementation and production of outputs for the vegetation resources component
services) expected and set criteria what has been
done
Activity 1. Carry capacity & stocking rates report and maps
1.1 Biomass assessment in Accepted sampling & assessment Enumerators, GIS July 2005
four planning zones methods specialist and data
analysts
1.2 Selection of sampling sites Representative Enumerators, GIS July 2005

specialist and data
analysts
1.3 Selection sampling Accepted data analysis Enumerators, GIS July 2005
methods methodologies specialist and data
analysts
Cost effectiveness
Stakeholder input (local knowledge)
Accepted mapping standards
Maps accurate, readable and user
friendly
1.4 Vegetation profile and As above Enumerators, GIS December 2004

maps (Types) Composition and Specialist and data
Condition) analysts
Activity 2. Carry out classification of vegetation
2.1 Review of existing Accepted sampling & assessment

information methods
2.2 Undertake field surveys Representative

2.3 Recommend classification Accepted data analysis

system methodologies
Wide stakeholder consultations and
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peer reviewed
Cost effectiveness
Based of accepted standards
friendly
Activity 3. Conduct study on alien species
3.1 IR Accepted by component TF January 2005
3.1.1 Approach and Realistic and based on

methodology to be employed in contemporary planning concepts
executing the project
Well proven methodology
3.1.2 Work plan and schedule of Clear timelines and activities

activities to complete the project
Realistic and practical
Tally with overall project time line
3.2 Report of Survey Based on wide stakeholder April 2005

consultations
3.2.1 Identification and map Based on field surveys

occurrence of alien plant species
Conform to TOR
Clear and valid methods of study
friendly
3.2.2 Recommend strategies for Based on wide stakeholder April 2005

control of spread consultations
Conform to adopted guidelines and
protocols
Activity 4. Study on endangered and threatened species
4.1 IR Accepted by component TF January 2005
4.1.1 Approach and Realistic and based on January 2005

83
4.1.2 Work plan and schedule of Clear timelines and activities January 2005
4.2 Report of survey Based on wide stakeholder April 2005

consultations
4.2.1 Identification and map Based on field surveys April 2005

occurrence of threatened and
endangered plant species Conform to TOR
friendly
4.2.2 Recommend strategies for Based on wide stakeholder April 2005

management action consultations
Feasible and affordable
Recognise input from traditional
knowledge
Activity 5. Vegetation Resources Management Plan
5.1 Assess vegetation Based on wide stakeholder May 2005

resource use consultation
Based on existing information
Based on appropriate consultation
methods
Type of feedback mechanisms used
5.2 Identify vegetation As above May 2005

resources
5.3 Identify vegetation As above May 2005

resource use conflicts
5.4 Develop management Based on the findings of the above

options for vegetation resources activities and all other relevant
information
Feasible and affordable
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knowledge
Flexible and dynamic to changes
Conform to adopted guidelines and
protocols
Aligned to national policies and
programmes
5.5 Identify additional Representative of the entire Delta August 2005

vegetation resource monitoring sites
and monitoring programme Agreed sites selection criteria
Based on acceptable methods
Based on lessons learnt from all the
previous monitoring systems
Feasible, affordable and acceptable
5.6 Identification of pilot Based on wide stakeholder

CBNRM project consultation
knowledge
Integrated approach
Aligned to national policies
programmes
5.7 Design implementation Clear roles and responsibilities December 2005

strategies
Practical and affordable
Flexible and dynamic to adapt to
changes
Time bound
Have strong elements of capacity
building and training
Activity 6. Fire Management Plan
6.1 Identify and map fire Based on wide stakeholder Government June 2005
ecological zones consultations institutions
Based on existing information Communities
85
Based on field surveys Private sector
Conform to TOR
friendly
6.2 Determine and map fire As above September 2005

frequencies in fire ecological zones
6.3 Establish fire monitoring Consider seasonal changes and June 2005
sites flooding
Representative of the entire Delta
Based on consultation with other
relevant institutions
Based on agreed methods
6.4 Develop fire management Based on ecological zoning, June 2005

strategies frequency of fire incidents and other
information
knowledge
Flexible and dynamic to changes
Conform to adopted guidelines
Aligned to national policies and
programmes
6.5 Design implementation Clear roles and responsibilities

strategies
changes
Time bound
Have strong elements of capacity
86
building and training
7.1 Staff and other Done in a participatory manner October 2004

methodology
ODMP process


capacity building
Relevant to ODMP

needs assessment
87
8.4 VEGETATION RESOURCES MANAGEMENT COMPONENT WORKPLAN
88
89
9 SETTLEMENT DEVELOPMENT PLANNING –
COMPONENT 9
9.1 INSTITUTION AND COMPONENT FOCAL POINT
9.1.1 Institution
The NWDC’s Physical Planning Unit (PPU).
9.1.2 Focal points
¾ Mr Fanuel Kibakaya – Principal Physical Planner II

¾ Mr M. Morapedi – Physical Planner I
9.2 BACKGROUND
The Department of Town and Regional Planning (DTRP) has the mandate at national
level to formulate development policies and to ensure their coordination and
implementation. The responsibility for implementation of these policies around the
country is devolved to district and town councils through their PPUs. It is these PPUs
who have to undertake work on the ground. These units have the responsibility of
preparing settlement development and detailed layout plans, ensuring development
control and advising the TLB and other institutions and committees, as well as the
general public, on land related matters.
Physical planning, which incorporates settlement planning as well as planning for
developments in hinterlands, may have substantial environmental impacts. Opening up
an area, by improving the road network, for example, can often have dramatic
consequences for the natural resources of the area, unless proper measures for their
protection and wise use have been taken. Similarly, planning new settlements brings
about all the impacts of accelerated demographic pressure on the resources of that
area. Planning of infrastructure and settlement on a well-informed basis is therefore
arguably the most important instrument to avoid anarchic developments that so often
had irreversible negative consequences for the natural richness of the areas in which
they occur.
There are six broad levels of planning. In Okavango Delta four of these are executed,
namely:
1) District Settlement Strategy
2) Settlement Development Plans
3) Detailed Layout Plans
4) Infrastructure Development Plans
The first of these, i.e. the District Settlement Strategy, has already been prepared and
exists in the form of the Ngamiland District Settlement Strategy (NDSS). Development
of the NDSS led to the focal points for this component to focus on the next level of
planning, i.e. the need for Settlement Development plans, on which to base their
90
contribution to the ODMP. The NDSS will still, however, form an integral and important
part of the component’s background, reference work and materials in delivering this.
Specifically, a Settlement Development Plan (SDP) for Shakawe was identified as of the
highest priority activity within the NDSS. Both the PPU and the ODMP secretariat
support this activity because of Shakawe’s:
¾ Relative importance and relation to surrounding settlements and in the national
settlement hierarchy
¾ Strategic role in the district.
¾ Location as the biggest, single settlement positioned directly adjacent to the
Okavango River and especially due to its location at the top of the Delta system.
¾ Existing and growing population
¾ Level and variety of available services
¾ Location in relation to Botswana’s international borders
¾ Location in the north western region of Botswana, i.e. about 370kms north west of
Maun and 10KM from the Botswana-Namibia border post at Mohembo.
9.3.1 Objective
To create a settlement development plan for the village of Shakawe, supported by a

detailed geotechnical survey and environmental impact assessment and that takes into
consideration the socio-economic needs of present and future populations as well as
the principles of conservation and sustainable use of natural resources and which will
provide lessons and management examples for the development of other settlement
and infrastructure plans across the Okavango Delta that are properly attuned to its
unique environment, its ecological functioning and natural resources base.
9.3.2 Inputs
Table 17 NWDC Physical Planning unit budget for the settlement development planning
component
Geotechnical survey, Environmental Impact Assessment & Consultants and Lump Sum 1 300 000
Shakawe Settlement Development Plan Physical Planning
Transport & DSA Lump Sum 95 000
Training & capacity building Lump Sum 189 000
TOTAL 1 614 000
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9.3.3 Activities
1) Undertake a geo-technical survey. This should include, but not be limited to, the
following:
i) Topographic surveys.
ii) Engineering and geological surveys.
iii) Soils survey.
iv) Hydrological and hydro-geological surveys, including production of a flood
risk map.
v) Preparation of geotechnical maps suitable for engineers and urban planners.
2) Undertake an Environmental Impact Assessment. This should include, but not be
limited to, the following:
i) Ecological survey.
ii) Identification of existing and potential impacts.
iii) Design of mitigation measures for all the identified impacts.
iv) Development of an Environmental Management Plan.
3) Prepare a development plan for Shakawe. This should include, but not be limited
to, the following:
i) Synthesis of the Geotechnical Survey and Environmental Impact Assessment
findings.
ii) Review existing settlement development plans for Maun and Gumare.
iii) Analysis of demography and its attributes in Shakawe.
iv) Investigation and analysis of the available socio economic resources.
v) Investigation of existing and proposed infrastructure services within the
village.
vi) Identified planning issues, considerations, constraints, and development
opportunities.
vii) Preparation of a summary of the findings, opportunities and
recommendations from the above.
viii) Preparation of a structure plan for the entire village.
ix) Determine a two phased implementation program outlining the proposals and
their related cost estimates that should be undertaken in each phase of the
programme.
x) Prepare a detailed upgrading layout plan for the built up area.
xi) Consultation with all stakeholders through out the development plan. This will
involve:
xii) Assessing settlement problems, needs and wants.
xiii) Analysing i) and addressing and incorporating issues where possible.
i) Assisting the project secretariat in the identification of NWDC’s PPU staff and
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NWDC’s PPU and its stakeholder organisations.
9.3.4 Outputs
1) A Geotechnical survey report.

2) An Environmental Impact Assessment report.
3) The Shakawe Development Plan.
4) NWDC’s PPU staff and stakeholder training programme/s.
5) Recommendations on how to undertake capacity building in the NWDC’s PPU and
its stakeholder organisations and, where possible, actual implementation of these
recommendations.
9.3.5 Outcomes
1) Improved planning that guides appropriate settlement development and

management of Shakawe village as well as resource allocation and use.
2) Shakawe Development Plan process guided by stakeholders and the final plan
adopted by stakeholders.
3) Improved NWDC’s PPU staff and stakeholder ability and understanding assist in
management of the settlements and settlement development.
4) Improved capacity in the NWDC’s PPU and, where possible, its stakeholder
organisations assists in management of the settlements and settlement
development.
93
9.4 SETTLEMENT DEVELOPMENT PLANNING COMPONENT MONITORING AND EVALUATION PLAN
Table 18 Tracking implementation and production of outputs for the physical planning component
Major and supporting outputs Criteria for monitoring quality Main target groups Expected date of Is it within time, If there are Comments by PMG
(deliverable products and delivery budget and set deviations, why,
services) expected criteria what has been
done
Activity 1. Geotechnical Survey Report of Shakawe village
1.1 IR Accepted by component TF ODMP Stakeholders July 2005
1.1.1 Approach and Realistic and based on ODMP Stakeholders July 2005
1.1.2 Work plan and schedule of Clear timelines and activities ODMP Stakeholders July 2005
1.2 Report of survey Based on latest aerial survey and

ground-truthing
1.2.1 Topographical survey Conform to mapping standards
1.2.2 Analysis of terrain and Conform to mapping standards

physical features
1.3 Investigation of Based on latest aerial survey and

infrastructure services ground-truthing
Based on as-built infrastructure
Based on latest aerial survey and
ground-truthing
Conform to mapping standards
1.4 Investigation of the As above

substructure
1.5 Investigation of all facets Based on agreed methodologies

of the soil
94
1.6 Analysis of hydrology and Based on agreed methodologies
hydrogeology
1.7 Preparation of geo- Conform to mapping standards

technical maps
Maps suitable for urban planners
and Engineers.
Accurate, clear, readable and user
friendly
Activity 2. Environmental Impact assessment
2.1 IR Accepted by component TF

2.1.2 Work plan and schedule of Clear timelines and activities

2.2 Establish baseline Based on agreed methodology

information on the ecology of the
area Based on wide stakeholder
consultation
2.3 Analysis of demographic, Based on wide stakeholder

land use and socio-economic consultation
aspects of Shakawe
2.4 Identification of existing Based on wide stakeholder

and potential impacts consultation
2.5 Design of mitigation Based on wide stakeholder

measures consultation
Practical, affordable and acceptable
2.6 Development of Based on wide stakeholder

Environmental Management consultation
Programme
Practical, affordable and acceptable
Clear and feasible recommendations
Have clear roles and responsibilities
Activity 3. Shakawe Development Plan
95
3.1 IR Accepted by component TF

3.1.2 Work plan and schedule of Clear timelines and activities April 2005
3.2 Report of Survey Utilization of recommendations ODMP stakeholders December 2005
3.3 Synthesis of geo-technical Lessons learned from the two plans

survey and EIA studies are applied
3.4 Refer to the reviews of Based on wide stakeholder ODMP Stakeholders December 2005
Maun and Gumare Development consultation
Plans by TLB
Based on the most recent
publications
3.5 Analysis of demographic, As above

land use and socio-economic
aspects of Shakawe
3.6 Investigation of existing Stakeholder opinions and

and proposed infrastructure services aspirations for the development
within the village plan.
Based on as-built infrastructure
3.7 Identification of planning Clearly analysed and presented

issues, considerations, constraints
and development opportunities Clearly stipulated recommendations
3.8 Preparation of structure Based on wide stakeholder

plan for the entire project area consultation
Based on the acceptable planning
standards
3.9 Determine a phased Incorporates recommendations from

implementation programme and EIA, Geotechnical studies
outlining the proposals and related
cost estimates for the first phase Concomitant with District and
National Development Plans
Clear linkages of the phases
Acceptable and affordable
96
consultation
3.9 Prepare a detailed Clear design concept

upgrading layout plan for the built up
area Cost effective
Activity 4. Training and Capacity building
4.1 To Improve training and Done in a participatory manner

institutional & stakeholder capacity
4.2 Staff and other Using standard/ appropriate

stakeholder training needs methodology
assessment
ODMP process


capacity building
Relevant to ODMP
needs assessment
97
9.5 SETTLEMENT DEVELOPMENT PLANNING COMPONENT WORKPLAN
98
99
10 SUSTAINABLE LAND USE – COMPONENT 10
10.1.1 Institution
The TLB in conjunction with the District Land Use Planning Unit (DLUPU)
10.1.2 Focal points
¾ Mr. Shimane Mongati – Senior Physical Planner
10.2 BACKGROUND
The TLB administers land in the Batawana Tribal Territory (Ngamiland district) including
the entire Ramsar site. The Ngamiland district is located in the north-western part of
Botswana and covers an area of 109 130km2. TLB is statutorily charged with
responsibility for land administration and land allocation and management (for
residential, industrial, commercial, tourism, agricultural, civic and community etc).
Furthermore it is also charged with the responsibility for determining and defining land
use zones within its area of jurisdiction.
There are six sub land boards (Maun, Gumare, Shakawe, Sehitwa, Seronga and
Nokaneng) under the main TLB, these deal mainly with customary land grant allocations
and other land matters in the entire Ngamiland District.
The DLUPU, which is a sub committee of the District Development Committee (DDC),
serves as an advisory organ of the TLB on matters related to land use planning and
management. DLUPU is made up of different officers from ministries and departments
with a stake in land use and land related matters. The core DLUPU membership is
composed of the following:
¾ District Officer Development (Chairperson)
¾ Principal/Senior District Officer Lands (Secretary)
¾ Council Physical Planner
¾ Land Use Officer/Range Ecologist (Ministry of Agriculture)
¾ Council Economic Planner
¾ Land Board Secretary
¾ District Agricultural Officer
¾ Game Warden
¾ Animal Health & Production Officer
¾ Secretary, District Conservation Committee
¾ Regional Forestry Officer
¾ Environmental Health Officer
¾ Land Physical Planner
100
DLUPU is empowered to co-opt other members like Tourism, TLB technicians etc.
whenever there is a need.
10.3.1 Objective
To develop an integrated land use management plan of the entire Ramsar site, based
on existing land use and land management plans and supported by a comprehensive
land data management system that in combination will ensure long-term conservation
and sustainable use of land in the Ramsar site for the well being of present and future
generations.
Table 19 TLB budget for the land use planning component
Preparation of integrated land use plan Land Use Planner Lump sum 320 000
Consultant 9 months 760 000
Office Equipment Computers, printers Lump sum 30 000
TOTAL 1 440 000
10.3.2 Activities
1) Develop an overall land use plan for the entire Ramsar site. This should include,
but not limited to, the following:
i) Undertake an inventory of land use plans covering the Ramsar site.
ii) Identification of the level of detail, areas covered by, gaps in and reasons for
any lack of enforcement of and in all existing land use plans.
iii) An analysis of current land and natural resources use and reconciliation of
these with land potential as well as future requirements.
iv) An assessment of the land use aspirations of local communities and other
stakeholders.
v) Identification of the need for detailed land use plans for areas currently not,
or insufficiently, covered in the Ngamiland District/Delta Ramsar site.
vi) Prepare an integrated land use plan for the Okavango Ramsar site.
vii) Prepare detailed guidelines for the long-term implementation of the plan.
viii) Design a long-term monitoring system that will assist in regular revision of the
developed plan.
2) Develop a comprehensive land use database management system.
i) Assisting the project secretariat in the identification of TLB staff and
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i) Assisting the project secretariat in identification of capacity constraints in TLB
and its stakeholder organisations.
10.3.3 Outputs
1) A report of survey detailing gaps in existing plans, current land and natural
resources use, stakeholder aspirations as well as need for detailed land use plans.
2) An integrated land use plan regulating land use and land management paying
specific attention to vulnerable areas in the Okavango Delta.
3) Plan and policy implementation guidelines (land management, ecosystem and
natural resources management and wetland management).
4) A comprehensive land use database management system.
5) TLB staff and stakeholder training programme/s.
6) Recommendations on how to undertake capacity building in the TLB and its
recommendations.
10.3.4 Outcomes
1) Improved land use planning based on accurate and detailed baseline information.
2) Improved land use zoning and management.
3) Informed decision making in land allocation and management.
4) Improved land inventory and distribution system.
5) Improved TLB staff and stakeholder ability and understanding assist in
management of the land resource.
6) Improved capacity in the TLB and, where possible, its stakeholder organisations
assists in management of the land resource.
102
10.4 LAND USE AND LAND MANAGEMENT COMPONENT MONITORING AND EVALUATION
Table 20 Tracking implementation and production of outputs for the land use and land management component
Major and supporting outputs Criteria for quality Expected Date of Target groups Is it delivered If there are Comments by PMG
quality? about it?
Activity 1. Develop an integrated land use plan that enhances sustainable use and conservation of natural resources in the Okavango Delta
1.1 IR Approved by TF December, 2004
1.1.1 Approach and Realistic and based on December, 2004

1.1.2 Work plan and schedule of Clear timelines and activities December, 2004
1.2 Progress report Approved by TF February, 2005
1.2.1 The extent to which the Conform with the agreed work plan February, 2005
project has been executed
Satisfactory performance of
scheduled activities
1.2.2 Problems encountered Give a genuine account of problem February, 2005

and limitations to the project since its areas
inception
1.2.3 Strategies of ameliorating Should be accompanied by realistic February, 2005

the encountered problems and costs time and personnel
diminishing (and or addressing) the requirements
limitations
Strategies should not alter the
original intention of the overall
project
1.3 Report of survey Approved by TF April 2005
103
1.3.1 Analysis of current land Based on comprehensive primary April, 2005
use and natural resources relative to information
potential and future requirements
Based on field surveys and
stakeholder consultations
1.3.2 Inventory of all existing Based on wide stakeholder April, 2005

land use plans and the extent consultations
implementation
Give a synopsis of each plan
Comprehensive
1.3.3 Articulation of land use Based on wide stakeholder April, 2005

and land management issues consultation
Should capture
traditional/community land use
needs and aspirations
1.3.4 Land suitability, capability Based on geology, hydrology,

and vulnerability analysis maps ecology and socio-economic aspects
Conform to agreed classification
systems
Accurate, readable and user friendly
Useful for planning purposes
1.3.5 Recommendations to Clear and achievable

reconcile the existing land use plans
with land potential and future Based on existing policies and
requirements regulatory systems
Incorporate the views of
communities and other stakeholders
1.3.6 Maps of current land uses Accurate, readable and user friendly
Contain necessary details
Conform to the mapping standards
1.3.7 List of village, community Comprehensive list

and institutional structures consulted
Representative sample of
consultees
104
1.4 An integrated land use Approved by TF
plan
1.4.1 Land use regulations Useful for planning purposes October, 2005
Realistic and achievable
Address land use conflicts and
issues
Based on recommendations land
use analysis
change
1.4.2 Report of the aspirations Should capture

of local communities regarding land traditional/community land use
use and land management needs and aspirations
Incorporate the views of
communities and other stakeholders
1.4.3 Maps of proposed land Accurate, readable and user friendly

uses and zones
Contain necessary details
1.4.4 Guidelines for Pays special attention to the October, 2005

implementation of the plan and vulnerable areas in the Okavango
policies Delta
Agreement with stakeholders on
land use zones and land
management regulation (where
appropriate)
Based on current information
Developed with the participation of
appropriate stakeholders
1.4.5 TLB staff and DLUPU Training needs assessment Continuous with
members well trained on multi-zone three months
land use planning, integrated water Training programme feedback
resources management and conflict Training material and training events
resolution
Post of land use planner created, job
description done and person
recruited
Office equipment acquired
105
Activity 2. Develop a land use and land management database
2.1 A well developed and An inventory of all existing data Continuous with
functioning comprehensive land data bases within TLB three months
base for TLB. feedback
Report on the assessment of the
performance of existing data bases
Synthesis of existing data quality,
usefulness and management
system, with recommendations
Data base that enables easy
capturing, managing and updating
data
Data base that enables easy data
sharing (retrieval and dissemination)
Data base that is compatible with
GIS and other data bases in the
District (other ODMP stakeholders,
National Registration, TLIMS,
SLIMS, Birth & Deaths, etc.)
Database that can be supported by
existing computer systems and skills
in the district
Database that can be operated
sustainably by the skills existing in
the region even after the project
ends
3.1 Staff and other Done in a participatory manner April 2005

stakeholder training needs Using standard/ appropriate
3.3 Training and capacity Needs identified in Training needs
building plans assessment and capacity building
Relevant to ODMP
3.4 Trained Staff and other Training done to meet needs September 2006
stakeholders (esp. communities) identified at the training and capacity
needs assessment
106
10.5 LAND USE AND LAND MANAGEMENT COMPONENT WORKPLAN
107
11 WASTE MANAGEMENT – COMPONENT 11
11.1.1 Institution
NWDC’s Environmental Health Department (EHD), Waste Management Section
11.1.2 Focal points
¾ Mrs Retty Koosimile – Acting Senior Environmental Health Officer

¾ Mrs Letty Regonamanye – Principal Technical Officer
11.2 BACKGROUND
NWDC provides a wide variety of services to communities in the District and to other
groups, such as tourism businesses, within the Ramsar site. These services include
responsibility for environmental health issues and waste management and the
responsibility of this component lies with the Waste Management Section under the
EHD. The division is responsible for management of both solid and liquid waste and is
guided by the Waste Management Act (1998), Public Health Act (1971) and Council
Bye Laws (1968).
The Department operates at sub-district level in Ngami and Okavango. Its core
responsibilities include conducting business inspections for the issuance of licences to
business communities, organisation and coordination of cleanup campaigns,
supervision and collection of refuse and determination of the cleanliness of the
environment.
11.3.1 Objective
To develop a solid and liquid waste management system for the Okavango Delta
Ramsar site, with particular emphasis on waste disposal from tourist facilities in the
Delta proper, that ensures waste management practices comply with national policies
and regulations and meet, or where possible exceed, international standards thereby
preventing possible loss of biodiversity and other environmentally harmful
consequences from poorly or incorrectly managed waste.
108
11.3.2 Inputs
Table 21 NWDC EHD budget for the waste management component
Waste Management Strategy Consultant Lump sum 360 000

Local transport & DSA Lump sum 90 000
Training & capacity building Lump sum 90 000
TOTAL 570 000
11.3.3 Activities
1) Prepare a District Waste Management Strategy for solid and liquid waste:
i) Review the existing North West District Waste Management Plan, other
relevant literature and other existing solid and liquid waste management
strategies used elsewhere, with particular reference to management
practices in other wetland areas.
ii) Undertake appropriate fieldwork to collect and verify information.
iii) Assess existing institutional and logistical capacity for solid and liquid waste
management in national and local government structures, communities,
private sector etc. in Maun, other villages and tourism facilities/camps/lodges
in and around the Delta.
iv) Conduct an inventory of the existing types and quantities of liquid and solid
(especially litter) waste produced in and around the Delta and write report.
v) Survey and develop an understanding of current practices relating
specifically to disposal of “special” types of solid (medical products etc.) and
liquid (fat, oil etc.) waste and make recommendations on best practice.
vi) Survey and develop an understanding of all other existing solid and liquid
waste management practices and assess impact of these on the Delta
environment.
vii) Survey and develop an understanding of existing waste
management/treatment methods and procedures as outlined in existing
international conventions, national regulations and policies and local
stipulations and arrangements, e.g. in lease agreements, in and around the
Delta.
viii) Assess extent to which agreed methods and procedures outlined in g) are
being met.
ix) Undertake an environmental assessment and cost-benefit analysis on
collection of solid (and certain types of liquid) waste from tourism facilities in
the Delta proper and transport to existing waste treatment/disposal centres
outside the Delta.
x) If results of i) are favourable and collection currently little utilised, undertake a
feasibility study on collection of solid (and certain types of liquid) waste.
109
xi) Undertake a feasibility study on reduction, recycling, and reuse of solid and,
where possible, liquid waste, e.g. engine and cooking oil.
xii) Undertake a survey of attitudes to litter and littering with communities, private
sector and other groups and individuals in and around the Delta.
xiii) Develop a high profile campaign as well as propose “carrot and stick”
measures specifically designed to reduce litter and littering – aimed
especially at Maun itself.
xiv) Conduct detailed stakeholder consultation in delivery of all these activities.
xv) Synthesise results from all of the above activities and produce a draft District
Waste (solid and liquid) Management Strategy complete with specific
recommendations and a detailed implementation plan.
xvi) Hold stakeholder meeting/s to discuss this draft strategy.
xvii) Incorporate comments from stakeholder meeting/s and finalise strategy.
xviii) In conjunction with ODMP secretariat, agree practical measures
recommended within the strategy for immediate testing/implementation on
the ground (pilot studies) designed to test key elements of strategy, allow
adaptation of the strategy based on the obtained results and to demonstrate
action to stakeholders.
xix) Conduct workshops, seminars, run modules and conduct “on-the-job” training
with staff from the NWDC EHD.
i) Assisting the project secretariat in the identification of EHD staff and
EHD and its stakeholder organisations.
11.3.4 Outputs
1) A District Waste Management Strategy developed and implemented.

2) EHD staff and stakeholder training programme/s.
3) Recommendations on how to undertake capacity building in the EHD and its
recommendations.
11.3.5 Outcomes
1) Long-term sustainable management of solid and liquid waste informed by agreed

and well defined mechanisms and strategies.
110
2) Improved EHD staff and stakeholder ability and understanding assist in
management of waste.
3) Improved capacity in the EHD and, where possible, its stakeholder organisations
assists in management of waste.
111
11.4 WASTE MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN
Table 22 Tracking implementation and production of outputs for the waste management component
Major and supporting outputs Criteria for quality Target groups Expected Date of Is it delivered If there are Comments by PMG
quality? about it?
Activity 1. Develop a Waste Management Strategy
1.1 Report of the review of the Review based on accepted methods Environmental Nov,2004
existing NWDC waste management health staff
plan and other relevant literature Based on most recent literature
Well written, simple to understand
and use
Provide recommendations
1.2 A report on the cost and Based on consultation of a wide Communities October,2004
benefit analysis of the Okavango range of relevant players and issues
Delta solid and liquid waste of waste management Environmental
practices health staff
Methodology well explained
Facts well presented findings clearly
explained and easy to use.
1.3 A report (findings) of the As above Communities Nov, 2004

review of the extent to which
institutions and others are complying
with the current waste management
regulations
1.4 Report of the Institutional Method of assessment valid and well Institutions Nov,2004
capacity assessment for handling explained
liquid and solid waste
Findings clearly presented
Recommendations linked to findings
1.5 Feasibility study on solid Based on consultation with a wide Communities Dec, 2004
and Liquid waste collection in the range of relevant stakeholders
Delta Tour operators
Methodology well explained
Facts well presented,
112
Findings clearly explained and easy
to use.
1.6 Feasibility study on As above Communities Nov, Dec,2004

reduction, recycling and re-use of
solid and where possible, liquid Tour operators
waste
1.7 Assessment of use of Product of wide stakeholder Staff Nov,,2004

economic instruments to manage consultation
solid and liquid waste (reports) Communities
Applicable to local situation
Tour operators
Compatible with waste management
regulatory systems
Practical and clearly linked to the
problems, issues and potential of the
District.
1.8 Assessment of impact of Method of assessment valid and well Environmental Dec,2004
the NWDC Environmental Education explained health staff
Programme and Waste
Management Act of 1998 Findings clearly presented
Based consultation of a wide range
of relevant stakeholders
Recommendations linked to findings
1.9 An assessment of current As above Communities Dec, 2004

practices of waste disposal
1.10 Recommendations on As above

waste disposal best practices
1.11 Draft solid and liquid Clearly based on the findings of the Environmental Jan,2005
waste management strategy (based assessments preceding it. health staff
on all other activities)
Linked to issues raised All stakeholder
Clear, practical, feasible,
implementable and affordable by
District (includes a practical
fundraising strategy)
1.12 Minutes (and/or reports) of Based on transparent consultations Stakeholders Jan, 2005
stakeholder discussions of the draft using appropriate and effective
waste management strategy methods of stakeholder discussions,
recommendations from the
stakeholders well captured
1.13 Revised draft reflecting Stakeholder comments incorporated Environmental Feb, 2005
113
the input of stakeholders health staff
Communities
1.14 Proposal for piloting key Clearly states the selection criteria Communities Feb,2005
elements of the waste management for choosing pilot sites
strategy Environmental
Clearly explains implementation health staff
mechanisms for piloting
Clearly identifies what the piloting
aims at learning and how this will be
used for the overall waste
management strategy
2.1 Training programme for Based on a training needs Environmental March,2005

staff, training materials, trained staff assessment undertaken health staff
Using a clear, up to date and
accepted methods
2.2 EHD Capacity Undertaken using a clear, up to date Environmental April, 2005
assessment and recommendations and accepted methods health staff
for improving the Department’s
capacity to implement the waste Recommendations clearly linked to
management proposal findings
114
11.5 WASTE MANAGEMENT COMPONENT WORKPLAN
115
12 SUSTAINABLE LIVESTOCK MANAGEMENT –
COMPONENT 12
12.1.1 Institution
Department of Animal Health and Production (DAHP).
12.1.2 Focal points
¾ Mr Onkeme Gaebope – Field Services Division

¾ Mr Patrick Kgori –Tsetse Control Division
12.2 BACKGROUND
The DAHP is based within the MoA. The department has 5 functional divisions that
undertake different activities. These include animal production, veterinary field services
and Tsetse control all of which are relevant to the ODMP project.
The Botswana economy is predominantly rural with a significant proportion of the
population still dependent on agriculture for a substantial part of their well being. Due to
unfavourable agro-climatic conditions, however, only about 5% of the land is cultivable
although this figure is higher in Ngamiland. This means that the livestock sub-sector is a
major contributor to the rural economy, on average providing around 80% of
agriculture's share of gross domestic product. The national herd is estimated at 2.5
million cattle with the same number of small stock, predominately sheep and goats; the
most recent figures for cattle numbers in Ngamiland are from the April 2004 foot and
mouth disease (FMD) vaccination programme which put the figure at 170 000. With
good management, improved levels of productivity within the sub-sector and
appropriate programme and policy support, this population of cattle and small stock has
the potential to provide secure and sustainable livelihoods for a significant number of
Batswana. It should also be capable of providing up and downstream industrial linkages
within the economy and hence also directly contribute to employment creation and
economic diversification.
The dairy industry is still at its infant stage and most fresh milk and dairy products are
still being imported from South Africa. Under the more recent initiatives to expand
production and improve returns, this sub-sector has specifically been targeted for
increased support and development under the National Master Plan for Arable
Agriculture and Diary Development (NAMPAADD).
In an area like the Okavango Delta the presence of a wetland provides a very
productive habitat of essential importance throughout the year to different biota and
stakeholders. The areas surrounding the Okavango Delta provide plentiful grazing in
times of good rain and the floodplains of the Okavango Delta provide a large mass of
vegetation all year round, but especially after the floods have receded. These
vegetation resources provide ample grazing opportunities for both wildlife and livestock,
although livestock grazing in the wetland areas tend to suffer from a higher worm
116
burden than those grazing in the surrounding dryland leading to beliefs that the wetland
grasses are less nutritious. Both livestock and wild grazers (and their associated
predators) tend to concentrate in the same areas, especially during drought, for the
same reasons and the resulting interactions often lead to conflicts between the two
sectors. Strategies therefore need to be developed in pursuance of the dual objective of
sustainable livestock farming and wildlife management.
12.3.1 Objective
To assess the disease control strategies currently utilised in the Okavango Delta and
make recommendations on potential changes or improvements to these that will ensure
sustainable management of livestock and the concomitant conservation of wildlife.
12.3.2 Inputs
Table 23 DAHP budget for the sustainable livestock management component
Tsetse fly environmental monitoring programme DAHP & consultants 360 000
Assess current veterinary fence maintenance programme DAHP & consultants 6months 180 000
Education programme on disease control strategies DAHP & consultants 3 months 90 000
Assess effectiveness of boreholes away from the Delta DAHP & consultants 3 months 90 000
Vehicle Maun 2 420 000
Office costs Gaborone and Maun Lump sum 60 000
TOTAL 1 500 000
12.3.3 Activities
1) Implement recommendations from the Tsetse Environmental Monitoring Report:

i) Establish a permanent set of terrestrial and aquatic baseline monitoring sites.
ii) Agree on frequency of sampling and methodology etc.
iii) Develop a wider network of monitoring sites should spraying campaigns be
extended to other areas, e.g. the Kwando-Linyanti system.
iv) Conduct monitoring at these sites using the same techniques as used in the
monitoring of the 2001/2 spraying campaign.
v) Monitor these sites annually on a minimum of two occasions, once in the dry
season (May) and once in the flood season (August/September).
2) Continue with tsetse fly monitoring programme:
i) Use odour bait traps and other scientific techniques to assess number and
location of any tsetse fly in and around the Delta in order to monitor
reinfestation or spread.
117
ii) Work with stakeholders, e.g. livestock farmers, communities and the tourism
sector to achieve i).
3) Assess current veterinary fence maintenance programme with a view to improving
its effectiveness by:
i) Establishing the reasons for damage to fences.
ii) Identifying the problems associated with fence maintenance.
iii) Making and implementing recommendations to improve fence maintenance
programme.
iv) Implement recommendations and options of the Scott-Wilson fencing study.
4) Undertake desk and field studies on the effectiveness of providing water to
livestock through boreholes away from the central Delta and assess whether this
meets the needs of the livestock sector and reduces conflict between livestock and
wildlife.
5) Undertake a programme of educational visits to stakeholders to explain the
disease control measures DAHP implements and why.
i) Assisting the project secretariat in the identification of DAHP staff and
DAHP and its stakeholder organisations.
12.3.4 Outputs
1) Baseline data monitoring programme.

2) Tsetse fly monitoring programme.
3) Report on maintenance of veterinary fences.
4) Report on effectiveness of provision of boreholes away from the Delta.
5) Educational programmes on disease control measures.
6) DAHP staff and stakeholder training programme/s.
7) Recommendations on how to undertake capacity building in the DAHP and its
recommendations.
12.3.5 Outcomes
1) Adequate baseline information on which to assess any effects of future Tsetse fly
control through aerial spraying.
118
2) Reduced interaction between livestock and wild animals in areas where fences are
the best tool for disease control by improved fence maintenance and through
development of alternative watering sources for cattle usage in the sand veld away
from the Delta proper.
3) Stakeholders educated on disease control measures.
4) Improved DAHP staff and stakeholder ability and understanding assist in
management of livestock.
5) Improved capacity in the DAHP and, where possible, its stakeholder organisations
assists in management of livestock.
119
12.4 SUSTAINABLE LIVESTOCK MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN
Table 24 Tracking implementation and production of outputs for the sustainable livestock management component
Major and supporting outputs Criteria for monitoring quality Target groups Expected date of Is it delivered If there are Comments by PMG
quality?
1.0 To implement the Consensus on the timing of the 9/11/06

recommendations from Tsetse commencement of pre-spraying
Environmental Monitoring Report monitoring by stakeholders
Establish the basis for future
spraying and monitoring
1.1 Permanent set of Monitoring sites form a

terrestrial and aquatic monitoring representative sample of the area
sites established
Criteria for sites selection valid, well
explained and agreed by relevant
stakeholders
Monitoring programme afforded by
the department
1.2 Agreed frequency of Affordable and practical

sampling and methodology
Adaptable
1.3 Develop a wider network Monitoring sites form a

of monitoring sites to cover the representative sample of the area
Kwando-Linyanti system
Criteria for sites selection valid, well
explained and agreed by relevant
stakeholders
Monitoring programme affordable
1.4 Conduct monitoring at the Regular monitoring annually at least 8/30/06 Re

identified sites twice (one in low flood and one in
the high flood season)
Using appropriate techniques
2. 0 Assess the current f Capture stakeholder views on 9/11/06

veterinary fences maintenance
120
programme maintenance
Consider stakeholder responsibilities
in fence maintenance
Programme affordable by
department (or has a realistic fund
raising strategy)
2.1 Establish reasons for Based on stakeholder consultations

damage of fences
Thorough review of existing
information (formal or informal)
2.2 Identify problems As above

associated with fence maintenance
2.3 Make recommendations to Based on stakeholder consultations 8/30/06

improve maintenance programme
Thorough review of existing
information (formal or informal)
Take cognisance of existing policies
3.0 An assessment of the Undertaken with participation of 9/26/06

viability and effectiveness of relevant stakeholders
providing borehole water to livestock
away from the central Delta (report Recommendations economically,
with recommendations) socially and environmentally viable
4.0 Improve training and Done in a participatory manner 9/25/06

institutional & stakeholder capacity
ODMP process
4.1 Staff and other Done in a participatory manner 4/30/05

stakeholder training needs Using standard/ appropriate
capacity building
Relevant to ODMP
4.4 Trained Staff and other Training done to meet needs 9/25/06
stakeholders (esp. communities) identified at the training and capacity
needs assessment
121
12.5 SUSTAINABLE LIVESTOCK MANAGEMENT COMPONENT WORKPLAN
122

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OKAVANGO DELTA MANAGEMENT PLAN PROJECT

VOLUME TWO – PROJECT COMPONENTS

Okavango Delta Management Plan Project Secretariat

1.1 INSTITUTIONS AND FOCAL POINTS

1.1.2 Focal points

The NCSA is the government institution responsible for overall coordination of

1.3 COMPONENT RATIONALE

Activity Input Unit Cost (BWP)

Preparation of the overall Management NCSA / World 39 months 5 355 000

TOTAL 9 720 000

1.3.3.1 Project secretariat

Implement project governance structures and activities:

1) Undertake a comprehensive policy review:

1.3.4.1 Project secretariat

1) ODMP Management Structures in place.

1) A report, including recommendations for review and streamlining, on policy review.

1.3.5.1 Project secretariat

1) Harmonised national vision, policies, strategies, plans, legislation and international

1.4.1 Project secretariat M&E plan

Activity 1. Implement project governance structures and activities

1.1 Establish project Project office set-up July 2003

1.3 Oversee establishment of Functional TFs January 2004

1.4 Establish reporting Clear and acceptable

1.5 Establish clear monitoring As above

Activity 2. Coordination and integration of the Project

Activity 3. Adherence to Project Principles

3.1 Ensure that all component Based on stakeholder consultations On going

Activity 4. Provision of technical guidance

4.1 Provide technical All project activities technically On going

Activity 5. Training and capacity building

5.1 Oversee a project wide Based on identified training and Continuous

Activity 6. Prepare the ODMP

6.1 Mobilise participating Confirmed relevance of components July 2004

6.2 Coordinate and prepare IR Agreed IR structure November 2004

6.4 Coordinate and prepare Agreed DMP structure March 2006

6.5 Consolidate the Final As above October 2006

1.2 Identify gaps and areas of Ensures that their execution is

1.3 Analyse and assess Wide stakeholder consultations

1.4 Conduct a retrospective Clear articulation of environmental

2.1 Prepare an inventory of Consultation with relevant January 2006

2.2 Prepare an inventory of Consultation with relevant

2.3 Estimate the value of the Appropriate natural resource

2.4 Review economic Comprehensive and includes all

Activity 3. Review Ramsar site boundary

3.2 Prepare a report on the Clear presentation of issues raised

3.4 Update the associate Follow Ramsar guidelines

Activity 4. Formulate a long term shared vision for the Delta

4.1 Develop strategy for Based on wide stakeholder September 2004

4.2 Organise and facilitate Wide stakeholder consultation

4.3 Compile and synthesise Clear presentation of issues raised

4.4 Prepare and adopt vision Based on stakeholder views and

Activity 5. Improved training and institutional & stakeholder capacity

5.1 Staff and other Done in a participatory manner

5.2 Institutional & stakeholder As above

5.3 Training and capacity Relevant to fill the needs identified in

5.4 Trained Staff and other Training done to meet needs

1.5 POLICY, PLANNING AND STRATEGY COMPONENT WORKPLANS

2.1 INSTITUTION AND FOCAL POINT

National Conservation Strategy (Coordinating) Agency (NCSA)