odmp inception report volume 2

8/8/2019 ODMP Inception report Volume 2

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3.4 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNING COMPONENT EVALUATION PLAN

Table 7 Tracking implementation and production of outputs for the research, data management and participatory planning compone

Major and supporting outputs(deliverable products andservices) expected

Criteria for monitoring quality Main target groups Expected date ofdelivery

Is it deliveredwithin time, budgetand criteria formonitoringquality?

Activity 1. Data Management

1.1 Identify database issues Comprehensive list of issues

Wide stakeholder consultations

ODMP 10/03 Yes

1.2 Identify tasks Comprehensive list of tasks


ODMP 10/03 Yes

1.3 Draw up data-sharingagreements between all institutionsresponsible for project components

Acceptable to all partner institutions Stakeholders Ongoing process Needs

1.4 Obtain equipment quotes Detailed equipment quotations

Acceptable specifications

HOORC 02/04 Yes

1.5 Order and installequipment

Equipment professionally installedand operational

HOORC 06/04 Yes

1.6 Obtain imagery quotes Detailed quotations obtained HOORC Yes

1.7 Order and process remotesensing material, acquire new(2002) aerial photography in digitalrectified format covering NgamilandDistrict.

Imagery and digital photos for theentire Ramsar site acquired,processed and made available topartners on request.

Acceptable standard

HOORC 05/04 Yes

1.8 Inventory existing data Comprehensive detailed inventorydescription and listing of all existingdata.

ODMP 09/04 Yes


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1.9 Identify data gaps Comprehensive list of data gaps.

Based on wide stakeholderconsultation

ODMP

1.10 Fill data gaps Plan of operation to acquireadditional data.

Acceptable specifications

1.11 Collect additional data.(TLB, MoA DAHP, NWDC etc) andfrom the private sector.

Additional data acquired and addedto ODMP data base.

ODMP, HOORC,Stakeholders

05/05 Ongoing process

1.12 Design database structure Structure designed in three phases(prototype, provisional, final database)

Based on agreed design principles

ODMP, HOORC 04/04 Yes

1.13 Implement databasestructure.

Structure implemented in threephases.


1.14 Load available data Database populated with availabledata.


1.15 Acquire additional data Additional data acquired throughdigitising and added to HOORCdata bank

ODMP, HOORC 04/05

1.16 Transform data to GIS Data transformed to relevant digitalformat and standardised projection.

ODMP, HOORC 04/05

1.17 Design ODIS ODIS databank designed in severalstages

Compatible with other relevantdatabases


1.18 Develop ODIS ODIS application programmed,

installed and explained to usersMeet data needs of relevant users

Accessible to registered users

Clear updating requirements

ODMP, HOORC 04/05

1.18 Arc-Web-Database link Web-link designed andimplemented.

ODMP, HOORC 05/05 Simplified data


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User friendly

Easy access

1.19 Make data available toother project components

Maps and data provided to partnerorganisation on request and timely

Appropriate formatsDatabase interface available atHOORC

ODMP, HOORC,stakeholders

05/05

Activity 2. Library improvements

2.1 Register componentinstitutions as members of the UBlibrary.

ODMP institutions can make use ofthe library service at the HOORC.

Based on UB registration formalities

ODMP partnerinstitutions, districtstake-holders

2.2 Familiarise with existingcollection

Thorough knowledge of what isavailable

Profound advice to users.

HOORC

2.3 Catalogue index and

classify existing and new informationmaterials

Information easily accessible to

ODMP partners.Conform to national cataloguingsystem

ODMP partner

institutions, districtstake-holders

2.4 Analyse activity plans ofthe project participants to developinformation need profiles

Thorough knowledge of informationneeds.


ODMP partnerinstitutions,

2.5 Order publishedinformation materials related to theproject

Relevant published informationmaterials added to the stock.

Acquisition of latest publications


2.6 Acquisition of non-published information material

Relevant non-published materialsadded to the collection.

Acquisition of latest non-publishedinformation


2.7 Provide a tailor madeinformation service to members ofthe project

User satisfaction by the ODMPpartner organisations.


2.8 Compilation and updatingof bibliographies

Comprehensive updated librarycatalogue following internationalstandards available to users.



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2.9 Maintenance of databases Accurate and searchable databasesavailable to users.

Regularly updated

ODMP

2.10 Teach users in informationacquisition

Information literate ODMP users.

Simple and easy to grasp methods


2.11 Management of the librarybudget

Controlled spending and fullaccountability of project funds.

HOORC, UB

2.12 Facilitate the exchange ofinformation between ODMPstakeholders and the main UBLibrary (inter library loans).

ILL and other information sharingarrangements in operation

Easy acquisition of loaned materials

Clear procedures

ODMP partnerinstitutions

2.13 Creation and maintenanceof dissemination tools to facilitatetimely provision of information

Easy to use dissemination tools

Clear maintenance responsibilities

Requested information timelyavailed.

ODMP partnerinstitutions

Activity 3. Research Strategy

3.1 Prepare an OkavangoDelta 5 10 year research strategy

A comprehensive ODMP researchstrategy

Based on agreed structure


Make it available to other projectparticipants and other stakeholders

HOORC, ODMP,stakeholders

30.04. 2005

3.2 Identify research needs A detailed research gap analysis

Discussed with partner institutions

PMG, ODMPpartners, HOORCand other researchinstitutions

30.06.

2005

3.3 Carry out additionalstudies where gaps have beenidentified

Involvement of other researchinstitutions and individualresearchers

HOORC and otherstakeholderinstitutions

Start 1.7.2005throughout theproject

3.4 Make results of ongoingresearch activities and inter-sectordata analysis available to theprocess as they become available.

Research results and findingspublished in refereed journals,articles and books

Disseminated to the public andODMP partners in monthly research

HOORC, ODMPpartner institutionsand otherresearchers

Ongoing throughoutthe project

yes


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seminars.

3.5 Publish research,monitoring findings and a researchreport series on Okavango studies

Scientific research reportspublished.

Circulated widely in peer reviewed journals

Okavango research series producedregularly

Regular publications

HOORC and otherresearch institutionsand individualresearchers

Ongoing throughoutthe project

yes

Activity 4. Participatory Planning

4.1 Assist stakeholders toidentify key areas of concern andconflicting issues to be addressed bythe ODMP

Comprehensive reports

Detailed minutes of meetings withstakeholders

PMG, all partnerinstitutions,communities,tourism sector

11-12/

2003

and

2-3/2004

yes

4.2 Analyse the perceptions,expectations and needs of different

land users in and around the Delta.

All issues raised by stakeholdergrouped and rated in a hotspot

analysis.Results provided to partnerinstitutions

PMG, all partnerinstitutions,

communities,tourism sector

4-6/2004 yes

4.3 Analyse the participationprocess in the ODMP and adviceand assist partner institutions toimprove stakeholder participation inthe planning process.

Comprehensive analysis ofstakeholder participation

Results from participation processguiding the activity plans of ODMPpartner institutions

PMG, all partnerinstitutions

8-10/2004 yes

4.4 Identify the strength andweaknesses of different stakeholdergroups to participate in naturalresource management

Comprehensive and detailed report

Based on level of understanding ofdifferent stakeholder groups

Discussed with the planning team

and partner institutions.

PMG, all partnerinstitutions

4.5 Channel the needs andservices between the institutionsresponsible for district planning,other ODMP components andHOORC (data bank, library services,mapping and dissemination ofresearch results) and provideassistance and advice on

Participation in ODMP TF groupsand other district planning referencegroups

Professional advice on participatoryplanning given to ODMP partnerinstitutions and district planners.

PMG, all partnerinstitutions,communities,tourism sector ,

District planninginstitutions,

Through-out ongoing


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participatory planning methods.

4.6 Capacity building andtraining on participatory techniques

Tailor made PRA/PLA learning forODMP partners

Conducted for representatives of allpartner institutions

Meet the expectations of theparticipants.

All partnerinstitutions,

4/2004 yes

4.7 On request assist relevantgovernment departments with thedesign and implementation of pilotprojects.

Required professional advice giventimely to partner institutions.

Multi-sectoral approach to design ofpilot projects

Consideration of community needs

Interested partnerinstitutions

Throughout

4.8 On request assist infacilitating the conflict resolutionprocess amongst stakeholders in theOkavango Delta.

Effective conflict resolutionmechanisms

Timely action

Holistic approach to conflict

resolution

All stakeholders andpartner institutions,

Through-out


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3.5 RESEARCH, DATA MANAGEMENT AND PARTICIPATORY PLANNINGWORKPLAN

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4 HYDROLOGY AND WATER RESOURCES COMPONENT 4

4.1 INSTITUTION AND FOCAL POINTS

4.1.1 Institution

Department of Water Affairs (DWA)

4.1.2 Focal points

Mr. Kalaote Kalaote Principal Water Resources Engineer I, Hydrology and WaterResources 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 ismandated with water resources development and management as well as water supplyto some designated villages. As such, DWA is responsible for ground and surface waterutilisation and monitoring.

Botswana has few permanent surface water sources and the largest of them is theOkavango Delta which is at the terminus of the Okavango River. The river arises fromAngola and passes through Namibia before it enters Botswana.

The Hydrology and Water Resources component has been established to addressissues relating to one of the prime resources emanating from the Okavango system,namely its water its occurrence, state, distribution and utilisation within the OkavangoDelta. 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 aModelling 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 hydrologicalvariables and oversees protection of surface water through implementation of the WaterAct (1968).

4.2 COMPONENT RATIONALE

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 invasiveaquatic weeds and understanding the nature, dynamics and effects of natural channelblockages, in order to enhance understanding of the current situation and to be better

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able to assess current and future impacts of hydrological change on the entire Deltasystem.

4.2.2 Inputs

Table 8 DWA budget for the hydrology and water resources component

Activity Input Unit Cost (BWP)

Hydrological modelling DWA/Consultant Lump sum 5 604 000Monitoring programmes DWA/ Consultant Lump sum 840 000Office costs Rent and utilities Lump sum 204 000Transport Various Lump sum 498 000Office equipment Various Lump sum 204 000Travel and DSA Lump sum 1 128 000Training 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 topredict 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 waterrequirements and any associated ecological and other impacts.

2) Design and implement an improved hydrological and climatic monitoringprogramme:

i) Review, assess and recommend improvements to the current monitoringprogramme.

ii) Make and implement specific recommendations on how to improve thequantity and quality of sediment, water flow (surface and ground) andpollution 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 andstakeholders training needs.

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ii) Assisting the project secretariat in development and implementation ofappropriate training programmes.

4) Undertake a capacity needs assessment by:

i) Assisting the project secretariat in identification of capacity constraints inDWA and its stakeholder organisations.

ii) Assist project secretariat in developing recommendations on, and wherepossible 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 itsstakeholder organisations and, where possible, actual implementation of theserecommendations.

4.2.5 Outcomes

1) Improved knowledge and understanding of the hydrology of the Delta informingplanning, 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.

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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




Idwa

Activity 1. Develop a hydrological model

1.0 Integrated hydrologicmodel for the Okavango Delta

Realistic representation of thecomplex phenomena of the Delta

Based on reliable data andinformation

Simple to understand and use bymajority of stakeholders

Accurate and reliable

Should be adaptable for updates

The ODMP

Stakeholders of theOkavango Delta

April 2005

1.1 Digital topographic (digitalelevation) model

Based on reliable data andinformation

Reflecting seasonal changes

Peer reviewed

October 2004

1.2 Calibrate and constructintegrated hydrological model

Based on comprehensive andreliable data

Acceptable methodology

December 2004

1.3 Test selected scenariosusing developed model (to showimpact of various scenarios)

Reflection of the overall functioningof the Delta

Applicable to other critical planningand management interventions

April 2005

Activity 2. Hydrological monitoring

2.0 Design and implementimproved hydrological and climatic

Simple and adaptable proceduresfor successful monitoring

April 2005


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monitoring programme Based on lessons learnt from all theprevious monitoring systems

Realistic and simple to operate

Based on collaborative approachwith Meteorological department andother stakeholders

Clear roles and responsibilities

Affordable

2.1 Review, assess andrecommend improvements to thecurrent monitoring programme

Based on lessons learnt from all theprevious monitoring systems

Feasible and acceptable

Accuracy of survey equipment

April 2004

2.2 Make and implementspecific recommendations onsediment and water quality andpollution monitoring

Feasible and issue specific

Adaptable, affordable andacceptable

Based on acceptable standard andmethods

April 2005

2.3 Upgrade the monitoringequipment

Tested and used with approveddesigns

Appropriate selection of equipmentto local needs

Affordable and easy to use

April 2005

2.4 Increase spatial coverageof the monitoring programme

Representative of the entire Delta

Agreed site selection criteria

Accessible and practical

April 2005

Activity 4. Improved training and institutional & stakeholder capacity

4.1 Staff and otherstakeholder training needsassessment

Done in a participatory mannerUsing standard/ appropriatemethodology

Aimed at meeting needs of thecomponent and the ODMP process

4.2 Institutional & stakeholder As above


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capacity needs assessment

4.3 Training and capacitybuilding plans

Relevant to fill the needs identifiedin Training needs assessment andcapacity building

Practical & affordable

Relevant to ODMP

4.4 Trained Staff and otherstakeholders

Training done to meet needsidentified at the training andcapacity needs assessment


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4.4 HYDROLOGY AND WATER RESOURCES COMPONENT WORKPLAN

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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

Mr Daniel EC Mughogho Acting Assistant Director, Research Division,Gaborone.

Ms Mompoloki Lettie Sechele Head, Research Division, Maun.

5.2 BACKGROUND

The Okavango Delta is a very important region for tourism as well as biodiversityconservation. It is one of the few localities on the African continent endowed with largepopulations of buffalo and increasing populations of elephant. The Delta also boastsgood populations of lions and rhino have recently been reintroduced. Leopards are alsofound in the area, although the numbers of these largely nocturnal and cryptic speciesare not well known. The Delta is also home to certain rare and endangered mammalspecies 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 primarygovernment institution responsible for wildlife conservation and utilisation in the country.DWNP is, therefore, a very important stakeholder in the management and planning forthe Okavango Delta. Although DWNP is the primary government institution, thedepartment acknowledges that effective management of natural resources can only beachieved with the active engagement of other stakeholders, such as rural communities(especially those on the periphery of the Delta and around protected areas such asMoremi game reserve), as well as the private sector, particularly the tourism industry.The Departments recognition of the importance of stakeholders is manifested in itsactive involvement in the development of the community based natural resourcemanagement (CBRNM) activities and more recently the national CBNRM Policy as wellas 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 forCBNRM, which takes place in gazetted wildlife management areas (WMA). 23.7% is forconcessions, 32% purely for communal pastoral activities, 7% for commercial farmingand the remaining 18.8% for pastoral activities with possible CBNRM activities.

The area designated as Moremi game reserve falls squarely in the middle of theOkavango Delta Ramsar site and is thus covered by the ODMP planning process.DWNP is, however, concurrently developing a revised management plan specifically forMoremi. The two initiatives are seeking to work together and have overlapped at least atthe consultation stage. The current modus operandi of the two initiatives seems to bethat where management issues are specific to Moremi, such as provision of facilities,

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gate opening times etc., they will be dealt with by the Moremi management planwhereas more general issues, e.g. how to manage bigger threats to the whole Deltaarea, will be dealt with by ODMP.


5.3.1 Objective

To increase understanding of the numbers, ecology and dynamics of buffalo, slatyegret, African Skimmer, sitatunga, cheetah and leopard populations as well as theinteractions between humans and elephants and predators and livestock in order toprovide suitable information to ensure future sustainable management of the Deltaswildlife populations particularly in relation to the well-being of communities andinteractions 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 000Slaty Egret Survey Consultant Lump sum 150 000Predators Survey Consultant Lump sum 190 000Human elephant conflict Consultant Lump sum 300 000Rare species surveys DWNP & consultant Lump sum 350 000Transport and DSA DWNP Lump sum 240 000Office Equipment Lump sum 240 000Training and capacity building Lump sum 180 000

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 couldbe active measures, e.g. bells, rattles etc. designed to scare elephantsaway or passive measures, e.g. different types of land use planning, toprevent, 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.

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ii) Design and implement monitoring programme where possible involvingstakeholders such as communities and the tourism sector.

iii) Make recommendations on management of buffalo, particularly in relation tosafari hunting, photographic tourism and actual or potential livestockinteraction.

3) Carryout work required to produce a Slaty Egret management plan by:

i) Establishing numbers and distribution patterns.ii) Establishing feeding and breeding ecology.

iii) Designing and implementation of a monitoring programme, where possibleinvolving stakeholders such as communities and the tourism sector.

iv) Development of a species action plan with specific managementrecommendations to ensure survival of the species.

4) Carryout work required to reduce predation of livestock by leopard and cheetahby:

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 surveysby:

i) Establishing numbers and distribution patterns.

ii) Determination of ecological requirements and threats to survival.

iii) Development of a species action plans for each with specific managementrecommendations to ensure survival of the species.

iv) Designing and implementation of a monitoring programme for each wherepossible involving stakeholders such as communities and the tourism sector.


i) Assisting in the project secretariat in identification of DWNP staff andstakeholders training needs.



i) Assisting the project secretariat in identification of capacity constraints inDWNP and its stakeholder organisations.


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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 itsstakeholder organisations and, where possible, actual implementation of theserecommendations.

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 inmanagement of the wildlife resource.

7) Improved capacity in the DWNP and, where possible, its stakeholder organisationsassists in management of the wildlife resource.

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5.4 WILDLIFE MANAGEMENT COMPONENT MONITORING AND EVALUATION PLAN

Table 11 Tracking implementation and production of outputs from the wildlife management component


Criteria for monitoring quality Main target group Expected date ofdelivery


Activity 1. Reduce human-elephant conflict

1.1 Analysis and mapping ofexisting information on HECincidents and undertake furtherstudies

Based on sound existing and currentinformation

Based on comprehensive andappropriate method of analysis

Accurate readable and user friendlymaps

Wide stakeholder consultation

November 2005

1.2 Analysis of costs andbenefits suffered and accrued bycommunities


Based on factual information

Use appropriate methods

1.3 Undertake pilot and testmitigation measures

Based on recommendations fromHEC studies

Adaptable and applicablemanagement options whichconsiders both scientific andtraditional methods

Based on wide stakeholderconsultations

Cost-effective and practical

Agreed pilot area

Integrated approach

February 2006

Activity 2. Carry out work to produce buffalo management plan

2.1 Establish numbers and Sound buffalo-specific survey September 2004


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distribution patterns method

Clear and useful maps for planning


2.2 Design and implementbuffalo monitoring programme Based on stakeholder consultationViable and practical monitoringprogramme

Simple and tailor-made to the levelof understanding of communities

2.3 Make recommendationsfor management of buffalo

Applicable and affordablemanagement options

Acceptable to stakeholders

Activity 3. Carry out work to produce a Slaty Egret action plan

3.1 Establish numbers anddistribution patterns

Sound Slaty Egret-specific surveymethod and analysis

Clear and useful maps for planningAccurate readable and user friendlymaps

Based on consultations withstakeholders

January 2005

3.2 Establish feeding andbreeding ecology

Detailed maps at convenientresolution to enhance utility

3.3 Design and implement amonitoring programme

Based on stakeholder consultation

Viable and practical monitoringprogramme


3.4 Develop species actionplan for Slaty Egret

As above February 2005

Activity 4. Reduced predation of livestock by leopard and cheetah

4.1 Establish numbers anddistribution patterns of leopard andcheetah

Sound leopard and cheetah specificsurvey method and analysis


Accurate readable and user friendly

February 2005


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maps


4.2 Identify and map predationhotspots




4.3 Determine dynamics ofpredation incidents

Appropriate recording systemspecific to hotspots


4.4 Design and implementconflict resolution and mitigationstrategies

Applicable measures orinterventions

Recognises both scientific andtraditional methods

Affordable and practicalAcceptable to the stakeholder

March 2005

4.5 Analysis of costs andbenefits suffered and accrued bycommunities


Based on factual information

Based on appropriate methods

Activity 5. Carry out rare species baseline surveys

5.1 Establish numbers anddistribution patterns


Species-specific method andanalysis


Wide stakeholder consultation

August 2006

5.2 Determine ecologicalrequirements and threats to survival



Based on consultations with


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stakeholders

5.3 Develop species actionplans for each

Applicable and affordablemanagement options

Acceptable to stakeholders

5.4 Design and implementmonitoring programme for each

Based on stakeholder consultationViable and practical monitoringprogramme


September 2006

Activity 6. Improved training and institutional & stakeholder capacity


Done in a participatory manner

Using standard/ appropriatemethodology

Assessment aimed at meetingneeds of the component and theODMP process

6.2 Institutional & stakeholdercapacity needs assessment

As above


Relevant to fill the needs identified intraining needs assessment andcapacity building


Relevant to ODMP

6.4 Trained Staff and otherstakeholders

Training done to meet needsidentified at the training and capacityneeds assessment


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5.5 WILDLIFE MANAGEMENT COMPONENT WORKPLAN

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6 SUSTAINABLE TOURISM & CBNRM COMPONENT 6

6.1 INSTITUTION AND FOCAL POINTS

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 NWDCagreed to merge the two separate components of sustainable tourism and localauthority service provision because of similarities especially in the tourism sectordevelopment, which would otherwise have led to duplication of efforts.

6.1.2 Focal Points

Felicity Rabolo Assistant Tourism Officer (DoT)

Patricia Chilume Regional Tourism Officer (DoT).

Mafila Malesu Tourism Officer, Economic Planning Unit (NWDC).

6.2 BACKGROUND

The DoT, established under the Tourism Act and contained within the MEWT, has amandate to regulate tourism enterprises, set out procedures in respect of applications,undertake inspections and conduct appeals. DoT also serves as secretariat to theNational Council on Tourism (NACT) and Tourism Licensing Board.The Okavango Delta is arguably the single most important tourism destination inBotswana and in order for this to continue and for the benefits of this characteristic to beproperly spread, the local communities' active participation is very crucial for theongoing successful development of tourism in the area.

The DoT is responsible for pursuing the primary Government of Botswana (GoB) policyobjective of maximising utilisation, on a sustainable basis, of existing natural resourcesin order to increase social and economic benefits to Batswana through tourism andCBNRM. Tourism has been identified as one of the economic sectors with the potentialto contribute to the diversification of Botswana's economy and CBNRM has beenidentified as a mechanism to assist with poverty alleviation in the rural areas.The GoBs Tourism Policy guides the operations of the DoT. In support of the policy, aBotswana Tourism Development Programme (BTDP) and a Tourism Master Plan havealso been prepared. The master plan serves as a basic guideline for development oftourism, enabling the decision makers to agree on the principles for the direction oftourism development for the next decade. DoT has put major emphasis on thediversification of the tourism away from wildlife based activities and toward other areasthrough development of a National Ecotourism Strategy.

Work done by the DoT and the NWDC under the auspices of ODMP will concentrate onenvironmentally sound, environment, culture, history, archaeology etc. based tourism;more commonly referred to as ecotourism.The National Tourism Policy framework and implementation is composed of:

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An institutional and legislative framework, where GoB and business must developinto a stakeholder partnership.

Product development, including consumptive and non-consumptive wildlifeutilisation and diversification into cultural tourism.

Marketing and promotion, primarily through the formation of a National TourismBoard.

Training and education, to focus mainly on the quality and professionalperformance of tourism services, and;

Tourism awareness, to focus the impact of tourism on the economic, cultural andenvironmental aspects.

A CBNRM policy is also in the final stages of development. The overall objective of thepolicy is to enhance the conservation of Botswanas natural resources and economicand social development in rural areas by providing eligible communities withopportunities 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 inconserving their local environment. The policy is needed to facilitate the stimulation andgrowth of community interest and attract investment.The Draft CBNRM Policy framework and implementation is designed to:

Provide for broad stakeholder participation in natural resource management atDistrict and National level.

Give communities incentives to engage in conservation activities leading tosustainable development.

Establish direct links between the reception of benefits and the conservation ofrenewable natural resources.

Strengthen communitys empowerment through programs directed towardscommunity self-reliance.

Promote and ensure responsible, accountable and transparent decision makingprocess in CBNRM, and;

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 thosewithin the Ramsar site. These include social services such as social welfare andcommunity 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 theirquality of life. The department also deals with community development aimed atenhancing local institutions by building leadership capacity and promoting communityparticipation through self-help projects. The department works closely with localinstitutions such as Village Development Committees (VDC) in communitydevelopment.

6.2.2 Remote Area Development

The primary aim of the programme is to integrate remote area communities intomainstream society by providing access to economic opportunities and basic public

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services. In most instances in Ngamiland, this has been through provision of livestock.This approach excluded communities like Khwai and Mababe because their settlementsare situated inside the buffalo fence; a cattle free zone. Their economic base istherefore dominated by tourism and CBNRM activities.

6.2.3 CBNRM Facilitation

NWDCs involvement in CBNRM has increased with the creation of the position ofTourism Officer. The aim of this post is to facilitate greater uptake of CBNRM activitiesby communities in the district and to maximise benefits to them through the utilisation ofnatural 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 tourismbusinesses, diversify tourism offerings and CBNRM activities, increase citizenengagement in the tourism sector, develop a district tourism development plan andcreate a tourism monitoring and information system in order to create an enablingenvironment for conservation, sustainable utilisation and management of naturalresources for the mutual benefit of local and national economies, livelihoods andpoverty alleviation.

6.3.2 Inputs

Table 12 DoT/NWDC budget for the sustainable tourism and CBNRM component

Activity Input Unit Cost (BWP)

Carrying capacity and LAC Consultant 12 months 696 000Tourism monitoring and information system and database Consultant 6 months 580 000District tourism development plan Consultant 6 months 360 000Diversifying tourism offerings & increase citizen engagement Consultant 6 months 348 000CBNRM diversification Consultant 4 months 120 000Training and capacity building Lump sum 360 000Local transport and DSA Lump sum 330 000Office equipment Lump sum 120 000CBNRM forum Lump sum 90 000CBNRM newsletter Lump sum 30 000

TOTAL 3 394 000

6.3.3 Activities

1) Conduct carrying capacity and LAC studies within and outside WildlifeManagement Areas in and around the Okavango Delta. The following tasks shouldbe undertaken:

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i) General tasks:

a) Conduct a desktop study to ascertain all existing information and the fullbackground to this area of work.

b) Undertake fieldwork to collect and verify information.

ii) Carrying capacity work:

a) Synthesise and harmonise existing systems of ecologicalzonation/sensitivity for the Delta.

b) In close association with the ODMP Land Use Planning Componentbeing run by the Tawana Land Board (TLB), analyse existing tourismissues in all existing land use and management plans.

c) Compare different existing management systems in controlled huntingareas (CHAs) and analyse their effectiveness in relation to sustainableuse, conservation and delivery of benefits to Botswana.

d) Interview DWNP, TLB officials, tourism operators and any otherrelevant stakeholders regarding carrying capacity and its enforcementin Delta tourism.

e) In close association with the ODMP Land Use Planning Component(TLB) conduct an analysis of how effectively any current carryingcapacity 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 planningregulations.

iii) LAC work:

a) Conduct a review of existing LAC models, especially those used inother wetlands and areas similar to the Delta as well as that applied inthe Central Kalahari Game Reserve.

b) Establish guidelines and prepare an action plan to implement a LACstudy for the Okavango Delta Ramsar site.

c) Conduct stakeholder meetings to clarify issues, set goals, debatestandards.

d) Set standards and develop questionnaire.

e) Survey attitudes, expectations and perceptions of stakeholders andanalyse data.

f) Compile report that harmonises old carrying capacity assumptions andplanning 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 andaround the Okavango Delta and make recommendations for diversificationaway from the existing reliance on and desire for wildlife based tourismventures. Specific tasks include:

a) Undertake fieldwork to collect and verify information.

b) Conduct a desktop study to ascertain all existing information and the fullbackground to this area of work.

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c) Undertake a survey of existing tourism industry offerings (private sectorand community based) and their seasonal pattern of visitation.

d) Assess impact of current type of tourism, its level of marketing and itsseasonality, 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 incorporatesfindings of the inventory, gap and SWOT analyses and determinespossible areas and activities for expansion and diversification,concentrating on recommendations for where, when and how specificnew, especially community based ecotourism, activities should bedeveloped.

ii) Assessing the current extent to which Batswana participate in the tourismindustry at all levels (from seasonal employment, to management, toownership etc.) and make recommendations on how to improve the currentsituation. Specific tasks include:

a) Review and assess existing government policies, programmes andincentives to promote citizen participation and investment in the tourismsector.

b) Conduct a desktop study to ascertain all existing information anddevelop a full background to this area of work. This should include thework done by Mbaiwa, Bernard etc. at HOORC.

c) Conduct a survey of reasons for low investment rates by Batswana inthe tourism sector (investment risks, investor profiles).

d) Conduct a survey on the current levels of citizen and non-citizenengagement (employment at all levels, as well as whole or partownership) 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 alllevels and explore the reasons for the findings.

f) Undertake a study on Batswana aims and desires in relation toinvolvement in the tourism sector; both within those already involved inthe tourism sector, in other industries and more generally.

g) Analyse the existing skill requirements in tourism sector and locallyavailable training opportunities.

h) Develop a plan and make recommendations (based on the above) onhow to engage more Batswana in the tourism sector.

i) Input plan for citizen engagement into District Tourism DevelopmentStrategy.

3) Assess the Ngamiland District CBNRM sector by investigating current CBNRMactivities with the purpose of determining their effectiveness and performance andmaking recommendations for diversification of the sector, with particular emphasison non-tourism CBNRM activities. Tasks should include:

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i) Conduct a desktop survey of all available pertinent literature on CBNRM,especially that specific to Ngamiland and including the 2003 national CBNRMreview and the draft CBNRM policy.

ii) Undertake an inventory of existing tourism and non-tourism based CBNRMactivities in Ngamiland. The non-tourism work should be done after andinformed by the work of ODMP component 8 on Vegetation Resourcescomponent 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 CBNRMactivities.

vi) Make recommendations on financially and technically viable methods ofdiversifying, especially non-tourism, CBNRM activities.

vii) Propose suitable pilot projects to test the viability of recommendations madein f). Such pilot projects should be developed in collaboration with those to bedeveloped by ODMP component 8 on Vegetation Resources.

4) Produce a comprehensive District Tourism Strategy containing an ecotourismaction plan. Specific tasks include:

i) Determine existence and usefulness of other regional tourism developmentstrategies, e.g. in Namibia, South Africa etc.

ii) Ascertain all existing relevant information and conduct a desktop study todevelop a full understanding and detailed background to tourism strategydevelopment. This should include but not be limited to information ontourism, 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 relevanttourism based or related stakeholders to determine their aspirations andexplain the information and plans collected and developed in the tourism andCBNRM diversification, citizen engagement, carrying capacity and LAC workundertaken 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 associatedinformation system and database. Specific tasks include:

i) Determine existence and usefulness of other regional tourism andecotourism monitoring programmes, e.g. in Namibia, South Africa etc. and

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familiarise with any World Tourism Organisation and Ramsar guidelines fordata collection and analysis.

ii) Assess types and quality of tourism data currently held by DoT, NWDC andother 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 monitorand determine required frequency of any such monitoring.

vi) Harmonise determined indicators with carrying capacity and LAC limits andwith the aims and objectives of the District Tourism Development Strategyand Ecotourism Action Plan.

vii) Determine who will record what, how often etc. This should ensure aparticipatory 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 holdscollected data and allows easy reporting.

x) Train DoT and NWDC staff in operation and maintenance of thedatabase/information system.

xi) Create clear reporting programme (structure, schedule etc.) from monitoringprogramme.

xii) Determine possible risks to monitoring and reporting programme and developrisk 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 andstakeholders training needs.



i) Assisting the project secretariat in identification of capacity constraints inDoT/NWDC and its stakeholder organisations.


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6.3.4 Outputs

1) A comprehensive report on carrying capacity and LAC in the tourism andecotourism sector with clear recommendations on setting limits.

2) A comprehensive report on tourism and ecotourism diversification, as well ascitizen participation, engagement and employment with recommendations onareas for new tourism development and changes required to improve citizeninvolvement.

3) An assessment of, and report on, the existing Ngamiland CBNRM sector withrecommendations for diversification, especially into new, non-tourism basedactivities.

4) A District Tourism Strategy and an Ecotourism Action Plan.

5) A tourism and ecotourism monitoring programme built on and developedsimultaneously with a functioning and user friendly database and informationsystem 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 andits stakeholder organisations and, where possible, actual implementation of theserecommendations.

6.3.5 Outcomes

1) Improved understanding of tourism carrying capacity and the LAC related totourism, including ecotourism, allowing establishment and setting of limits.

2) Tourism and ecotourism diversified away from the existing reliance on and desirefor more wildlife based tourism ventures, e.g. camps and lodges, and thatdemonstrates and delivers comprehensive participation, engagement and fairemployment of citizens, particularly from local communities, thereby improvingeconomic standing.

3) Improved and enhanced management of natural resources by communitiesthrough activities and programmes that ensure and promote their economicempowerment, as well as the future stability and transparency of such anapproach.

4) Improved planning, development and management of tourism and ecotourism in

the district such that it doesnt create new (and reduces existing) conflicts, avoidsinappropriate development and does not degrade the resource base that drawstourists 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 assistimplement and further develop the District Tourism Plan and Ecotourism ActionPlan.

6) Improved DoT/NWDC staff and stakeholder ability and understanding assist inmanagement of the tourism and CBNRM.

7) Improved capacity in the DoT/NWDC and, where possible, its stakeholderorganisations assists in management of the tourism sector.

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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


Criteria for monitoring quality Main targetgroups

Expected date ofdelivery

Is it deliveredwithin time,budget andcriteria formonitoringquality?

If devwhaabo

Activity 1. Carrying capacity guidelines and LAC model

1.1 Ecological zonation andsensitivity maps

Accurate and based on relevantinformation

Clear, usable and acceptable to all

DoT, NWDC,ODMP stakeholders

Dec 2005

1.1.1 Synthesis of existingsystems of ecologicalzonation/sensitivity for the Delta

Level of detail, based on relevantinformation As above Dec 2005

1.1.2 Gap Analysis report ofEcological zonation systems

Comprehensive, clear

Based on stakeholder consultation.

1.1.3 Digitised base map fortourism carrying capacity planning

Accurate and based on relevantinformation

Clear, usable and acceptable to allstakeholders/users

As above Dec 2005

1.2 Inventory of carryingcapacity guidelines and otherplanning regulations and theirenforcement

Comprehensive to include allknown guidelines & regulations

Based on current information

As above Nov 2005

1.2.1 Report of interviews withrelevant sectors & tourismoperators regarding carryingcapacity and its enforcement inDelta tourism

Report covers all pertinent issuesfrom stakeholder interviews

Report is clear and based onrelevant information

Report must capturerecommendations from interviews

As above Nov 2005

1.2.2 Review of carrying Comprehensive review of all known As above Nov 2005


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capacity models, assumptions,strengths and weaknesses

models

Practicability and applicability ofthe preferred models

1.3 Findings of the LACstudy for the Okavango Delta andenvirons

Takes account of ecologicalzonation and existing carryingcapacity guidelines

findings are clear and based onrelevant information

use of appropriate methodologies

As above Nov 2005

1.3.1 Review report of LACapplied in the Central KalahariGame Reserve (CKGR)

Thorough review based on agreedterms of reference

In-depth understanding of LACmodel used at CKGR

As above Jan 2006

1.3.2 LAC Guidelines Clear, usable and based onrelevant information

Acceptable to all stakeholders

As above Jan 2006

1.3.3 LAC Action plan Clearly stipulates actions, timingand cost

Allocates responsibilities

Clear, usable and relevant

Acceptable to all stakeholders


Jan 2006

1.3.4 Report of the survey ofstakeholders attitudes,expectations and perceptions

Consultation based on atransparent process

Relevant stakeholders consulted

Proceedings well captured

Appropriate consultationmethodologies

As above Jan 2006

1.4 Guidelines on planningand management based on LACmodel

Clear, usable and relevant

Acceptable to allstakeholders/users

As above Apr 2006

1.4.1 Report that harmonisescarrying capacity assumptions andplanning regulations with LACmodel

Report is clear, accurate, usableand relevant

Captures the interests of allrelevant stakeholders

As above Apr 2006


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Activity 2 To develop a tourism monitoring programme and associated database / information system for assessment and monitoring of Okavango Delta tourism industry peand impacts.

2.1 To develop a tourism monitoring programme

2.1.1 Tourism monitoringprogramme

Includes symptomaticenvironmental, socio-economic,institutional, and market indicatorsfor systematic monitoring

Indicators harmonised with LACand other district tourism strategyelements and especially withecotourism guidelines

Clearly identifies key feedbackloops to institutional, regulatory,and management systems.

Includes a risk management andrisk reduction strategies

Clear, well understood and userfriendly


2.1.2 Plan for theimplementation of the tourismmonitoring programme

Designed with full participation ofstakeholders expected toparticipate in monitoring.

Practical & affordable by relevantstakeholders

Adapt to changes

As above

2.1.3 Inventory of studies anddata sources on photographic,overlander, self-drive and safarihunting tourism in the OkavangoDelta

Inventory based on standardaccepted methodology

Report is clear and captures allissues

Report contains usablerecommendations

Inventory compile with input fromall operators

NWDC, DoT,ODMP stakeholders

Sep 2006

2.1.4 Updated bibliographyand reviewed reports

Relevant, clear and usable

Comprehensive

As above Sep 2006

2.1.5 Inventory of data sources Accurate and relevant

Comprehensive

As above Sep 2006


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2.1.6 Reliability assessmentreports

Clear and based on standardacceptable methodologies

As above As above

2.1.7 Gap analysis report withrecommendations

Recommendations based on clearfindings (thus report links issues torecommendations)

Practical usable recommendations

As above As above

2.1.8 Determine andincorporate World TourismOrganisation (WTO) and Ramsardata standards

WTO standards incorporated

Clear, relevant and achievablestandards

2.1.9 Comprehensive,integrated computerised tourismdatabase

Compatible with other data basesin the District especially those inthe ODMP planning process

Can be operated by DoT & NWDCstaff and other stakeholders

Database is clear, functional andcontains instructions for updates

Accessible to relevant users

DoT, NWDC,ODMP

As above

2.1.10 Synthesis of WTOstandards and Ramsar planningguidelines for data analysis

Standards adaptable to localsituations

2.1.11 Guidelines for reportingand recording data

Guidelines are clear, usable andrelevant

Acceptable by allstakeholders/users

As above

2.1.12 Feasibility study forimplementing information system

The study is based on acceptedstandard methodology

Report is clear, usable, accurateand precise

Based on stakeholder consultation

As above

2.1.13 Database softwareadopted

Software is user-friendly andrelevant

Compatible with other users

As above

2.1.14 System pilot testingresults and report

Results are accurate and precise

Report is clear.

As above


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2.1.15 Electronic and paperversions of data reporting system

Both versions of the system areclear, user-friendly and reliable

Availability to all users

As above

2.1.16 Geographic InformationSystem (GIS) for tourism in theOkavango Delta

GIS is clear, accurate, relevant andcompatible with other GIS in thedistrict

Can be easily used by layman

As above

Activity 3. Tourism diversification and citizen engagement

3.1 Inventory of currentrange of tourism offerings andseasonality in the Okavango Deltaand environs

Inventory takes into account allexisting tourism offerings inNgamiland

Covers all seasons


3.1.1 Survey Report of tourismofferings and seasonal patterns ofvisitation

Report is clear and accurate

Based on standard acceptedmethodology

As above

3.1.2 Assessment of impact ofcurrent level of marketing andseasonality on the economy andthe environment of the OkavangoDelta

Explores all marketing strategies

Cover all aspects of tourism(nonwildlife tourism)

Based on stakeholderconsultations

As above

3.2 Gap analysis of tourismofferings and recommendations onnew eco- and cultural tourismactivity should be developed

Recommendations are clear andpractical

Based on stakeholderconsultations

3.2.1 Report of a preliminaryEnvironmental Impact Assessment(EIA)

Consultation & participation of allrelevant stakeholder institutions &groups

Clear and accurate

Based on standard acceptedmethodologies

As above

3.2.2 Report of an analysis ofcomparative investment risks andopportunities in tourism sector

As above As above

3.3 Action plan for increased Consultation & participation of all As above


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engagement of Batswana in thetourism sector of the OkavangoDelta

relevant stakeholders, institutions &groups

Clear and practical

3.3.1 Report on determininglevels of managerial positions bycitizens in tourism operations(effectiveness, socio-economic, &ecological impacts)

Covers all existing manageriallevels,

Clear and accurate

Provides recommendations forcitizen involvement at manageriallevels

As above

3.3.2 Assessment ofopportunities for increasing theparticipation of Batswana in thetourism sector of the OkavangoDelta

Consultation with relevantstakeholders

Provide recommendations

As above

Activity 4. Tourism and non-tourism CBNRM review and diversification

4.1 Report of the review andassessment of CBNRM tourism &

non-tourism sector in theOkavango Delta and environs

Report takes into account allexisting literature on CBNRM in the

district and nationwideShould document existinginformation on non-tourismCBNRM

Clear and relevant


4.2 Report of the analysis ofstrengths and weaknesses ofCBOs in sustainable managementof their enterprises

Thorough consultation with allrelevant stakeholders, CBOs,NGOs, Govt sectors, ODMP etc.

DoT, NWDC,CBOs, NGOs, etc

4.3 Report of the trainingneeds for CBOs needed forprofitable and sustainablemanagement of their enterprises

Training needs determined throughconsultation with CBOs, DoT,NWDC, ODMP stakeholders

DoT, NWDC, CBOs& ODMP

4.4 Plan for the engagementof CBOs in tourism & non-tourismCBNRM and for ensuring betterspread of benefits to membershipof CBOs

Plan is practical

Clearly identifies relevant groups

Plan is acceptable by users

Specific guidelines on non-tourismCBNRM

DoT, NWDC,ODMP stakeholdersCBOs

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 districttourism strategy with an ecotourism action plan

The strategy is practical & clear

Should show elements of sectoralintegration

Based upon LAC model andknowledge gained from informationsystems, product diversification,CBNRM, and citizen participationsubcomponents

DoT, NWDC ODMPstakeholders

5.2 Stakeholders inputs intothe tourism strategy

Based on a transparentconsultation process usingappropriate communicationmethodologies

Representative cross section oftourism stakeholders consulted andinput captured and fed back intothe draft strategy

As above

5.3 Develop final districttourism strategy

Based on draft and inclusive ofmaps of planning zones andguidelines for Ecotourism

Includes cost estimates andidentification of responsible parties

As above

Activity 6. To Improve training and institutional & stakeholder capacity


Done in a participatory mannerUsing standard/ appropriatemethodologyAssessment aimed at meetingneeds of the component and theODMP process

As above

6.2 Institutional &stakeholder capacity needsassessment

As above As above


Relevant to fill the needs identifiedin Training needs assessment andcapacity buildingPractical & affordableRelevant to ODMP

As above

6.4 Trained Staff and otherstakeholders (esp. CBOs)

Training done to meet needsidentified at the training andcapacity needs assessment

As above


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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 INSTITUTION AND FOCAL POINT

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 endowedwith an abundance of fish and other aquatic resources. If managed responsibly, the fishresources 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 isinvolved in the utilisation, conservation and protection of the natural resources throughtheir programs and extension services.

The Division of Fisheries is involved in extension, production and research specificallyon Botswanas fish resources, of which the Okavango Deltas are of great significance.The promotion and implementation of income generating and job creation projects in thefisheries sector is one of its major activities. The Division of Fisheries is furthermoreinvolved in assessment of the fish resource, ensuring its sustainable utilisation and theapplication of regulatory measures.

The Division of Fisheries also has an aquaculture component that promotespropagation of fish in ponds. This is seen as a vital way of releasing fish exploitationpressure that is currently being exerted on the natural fisheries

The Okavango Delta fishery is comprised of 71 known fish species. Of these, only a fewcontribute to the commercial fishery. These are predominantly cichlid species (bream),followed by the clariids (catfish), Hydrocynus vittatus (tigerfish) and Schilbe (silvercatfish or butter barbel). Fishers are made up of subsistence, commercial and sportfishers, 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 inquite a number of these financially assisted projects gradually dying out as they werenteconomically viable without assistance.

The Division of Fisheries frame surveys of September 1997 to March 1998 indicatedthat there were 3243 fishers in the Okavango Delta of all categories although thenumbers of active fishers was marginal.

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7.3.1 Objective

To revise and implement the draft Fisheries Act and fisheries regulations, improveunderstanding of fish resource dynamics via rigorous scientific monitoring, betterplanning, practical field interventions, greater stakeholder participation and appropriate

conflict resolution mechanisms to ensure sustainable use and management of theOkavango Deltas fish resource.

7.3.2 Inputs

Table 14 Division of Fisheries budget for the sustainable fisheries management andutilisation component

Activity Input Unit Costs (BWP)

Socio-economic study Fisheries/Consultant 3.5 months 175 000Fish stock assessment Fisheries/Consultant On-going 65 000Management Plan Consultant 5 months 60 000Office Equipment Lump sum 30 000Local transport and DSA Lump sum 75 000Training and capacity building Lump sum 180 000

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 Fisheriesstaff and stakeholders training needs.



i) Assisting the project secretariat in identification of capacity constraints inDivision 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 ofFisheries 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 tonatural pressures (changes in hydrology etc.) and anthropogenic pressures(fishing, pollution etc.).

2) Enhanced participation of communities in management of fisheries resources andequitable 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 fishstocks.

6) Improved Division of Fisheries staff and stakeholder ability and understandingassist in management of the fish resource.

7) Improved capacity in the Division of Fisheries and, where possible, its stakeholderorganisations assists in management of the fish resource.

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7.4 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENT COMPONENT MONITORING AN

Table 15 Tracking implementation and production of outputs from the sustainable fisheries utilisation and management component




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 aplanning

1.1 Inventory of fish resourcesand long term monitoring of fishstocks commenced

Data obtained from current surveysusing accepted scientificmethodologies.

Results and recommendations

accepted by all stakeholdersDatabase compatible with local andregional databases and useful formanagement and planningprocesses.

Continuous

1.2 Socio-economic report Study findings based upon up-to-date scientific and sound socio-economic methodologies whichrecognise traditional knowledge.

Reports acceptable with practicaland useful recommendations

End ofFebruary2005

1.3 Fish Frame Survey report Based on up-to-date scientificfisheries frame survey

methodologiesReports acceptable with practicaland useful recommendations

End of PY2

1.4 Creel surveys report Based on up-to-date scientificfisheries creel surveymethodologies

sEnd of PY2

Reports acceptable with practicaland useful recommendations


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1.5 Capacity building andtraining programme developed

Staff practically trained on fishidentification site using locallycaught fish species

Staff trained by a well qualified fishtaxonomist

Community trained on fish recordingand management practices

Adequate training materials availed

October 2004

Activity 2. To address land and water use conflicts in relation to fisheries

2.1 Traditional user rights andaccess to fish resources describedand users effectively participating inconflict resolution

Based on transparent consultations

Use of appropriate and effectivemethods of stakeholder discussions

Stakeholders recommendations fromwell captured and considered

End of PY2

2.2 Okavango Fisheries

Management Committee (OFMC)functioning

Effective, functional and

representative managementstructure

End of PY2

2.3 CBNRM model tried Model based on relevant inputs fromexisting CBNRM bodies

Activity 3. Fisheries management plan drafted

3.1 Draft FisheriesManagement Guidelines

Based on the findings of theoutcomes preceding it, thus linked toissues raised by stakeholders

Clearly defined, practical, feasible,implementable and affordable

End of PY3

Activity 4. To Improve training and institutional & stakeholder capacity


Done in a participatory manner

Using standard/ appropriatemethodology

Assessment aimed at meetingneeds of the component and theODMP process

As above

4.2 Institutional & stakeholdercapacity needs assessment

As above As above


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Relevant to fill the needs identified inTraining needs assessment andcapacity building


Relevant to ODMP

As above

4.4 Trained Staff and otherstakeholders (esp. CBOs)

Training done to meet needsidentified at the training and capacityneeds assessment

As above


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7.5 SUSTAINABLE FISHERIES UTILISATION AND MANAGEMENTCOMPONENT WORKPLAN

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8 VEGETATION RESOURCES MANAGEMENT COMPONENT 8

8.1 INSTITUTION AND FOCAL POINT

8.1.1 Institutions

The Division of Range Ecology in the Ministry of Agriculture (MoA), the Division ofForestry and the Agricultural Resources Board (ARB) in the MEWT.

8.1.2 Focal points

Mr Kealeboga Kemoreile Regional Forestry Officer (Division of Forestry)

Mr Boikago Maswabi Conservation Officer (Agricultural Resources Board)

8.2 BACKGROUND

Vegetation resources in the Delta provide various goods and services such as grazingfodder and veld products (building material, fodder, medicines, crafts, mokoros etc.).These support the tourism and livestock industries and provide environmental servicessuch as vegetation cover preventing soil erosion and contributing to the stabilisation ofthe local environment and climate conditions.

Data and information on the Deltas vegetation resources is needed to enable soundplanning and economic development through monitoring and assessment of carryingcapacities for grazing, sustainable use and harvest levels of veld products, as well as tosupport decision making on the use of natural resources in general.

This and other ODMP components need to be based on proper inventory andmonitoring of the vegetation resource. Such work can be undertaken using a range ofdifferent methodologies, technologies and field experiments and requiring the servicesof botanists, taxonomists, rangeland ecologists, remote sensing experts, geographicinformation 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, developvegetation and fire management plans through the use of localised managementstructures to ensure sustainable management of vegetation resources and resolution ofvegetation management conflicts.

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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 theDivision of Forestry, ARB and Range Ecology and its stakeholderorganisations.


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 trainingprogramme/s.

6) Recommendations on how to undertake capacity building in the Division ofForestry, ARB and Range Ecology and its stakeholder organisations and, wherepossible, actual implementation of these recommendations.

8.2.6 Outcomes

1) Improved access to accurate data on vegetation and biomass production allowingfor better analysis, planning and management.

2) Description and harmonisation of resource user needs and resolution of vegetationmanagement 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) anduser needs.

5) Improved Division of Forestry, ARB and Range Ecology staff and stakeholderability and understanding assist in management of the vegetation resource.

6) Improved capacity in the Division of Forestry, ARB and Range Ecology and, wherepossible, its stakeholder organisations assists in management of the vegetationresource.

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8.3 VEGETATION RESOURCES MANAGEMENT COMPONENT MONITORING AND EVALUATION PL

Table 16 Tracking implementation and production of outputs for the vegetation resources component



Is it deliveredwithin time, budgetand set criteria

Activity 1. Carry capacity & stocking rates report and maps

1.1 Biomass assessment infour planning zones

Accepted sampling & assessmentmethods

Enumerators, GISspecialist and dataanalysts

July 2005

1.2 Selection of sampling sites Representative Enumerators, GISspecialist and dataanalysts

July 2005

1.3 Selection samplingmethods

Accepted data analysismethodologies

Cost effectiveness

Stakeholder input (local knowledge)

Accepted mapping standards

Maps accurate, readable and userfriendly

Enumerators, GISspecialist and dataanalysts

July 2005

1.4 Vegetation profile andmaps (Types) Composition andCondition)

As above Enumerators, GISSpecialist and dataanalysts

December 2004

Activity 2. Carry out classification of vegetation

2.1 Review of existinginformation

Accepted sampling & assessmentmethods

2.2 Undertake field surveys Representative

Agreed site selection criteria

2.3 Recommend classificationsystem

Accepted data analysismethodologies

Wide stakeholder consultations and


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Well proven methodology

4.1.2 Work plan and schedule ofactivities to complete the project

Clear timelines and activities

Realistic and practical

Tally with overall project time line

January 2005

4.2 Report of survey Based on wide stakeholderconsultations

April 2005

4.2.1 Identification and mapoccurrence of threatened andendangered plant species

Based on field surveys

Conform to TOR

Clear and valid methods of study

Accepted mapping standards

Maps accurate, readable and userfriendly

April 2005

4.2.2 Recommend strategies formanagement action

Based on wide stakeholderconsultations

Feasible and affordable


Recognise input from traditionalknowledge

April 2005

Activity 5. Vegetation Resources Management Plan

5.1 Assess vegetationresource use


Based on existing information

Based on appropriate consultationmethods

Type of feedback mechanisms used

May 2005

5.2 Identify vegetationresources As above May 2005

5.3 Identify vegetationresource use conflicts

As above May 2005

5.4 Develop managementoptions for vegetation resources

Based on the findings of the aboveactivities and all other relevantinformation

Feasible and affordable


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Recognise input from traditionalknowledge

Flexible and dynamic to changes

Conform to adopted guidelines andprotocols

Aligned to national policies andprogrammes

5.5 Identify additionalvegetation resource monitoring sitesand monitoring programme

Representative of the entire Delta

Agreed sites selection criteria

Based on acceptable methods

Based on lessons lear

odmp inception report volume 2

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