final odmp delta ramsar site vision report

8/8/2019 Final ODMP Delta Ramsar Site Vision Report

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Okavango Delta Ramsar Site Shared andCommon Vision for 2016

A carefully managed, well functioning ecosystem that equitable andsustainably provides benefits for local, national and international

stakeholders

Department of Environmental Affairs Republic of Botswana

Department of Environmental Affairs, September 2006


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TABLE OF CONTENTSList of Figures ....................................................................................................................................iiAcronyms ...........................................................................................................................................iiiAcknowledgements ..........................................................................................................................ivSummary of the Vision .....................................................................................................................v1 Background ................................................................................................................................1

1.1 Introduction .........................................................................................................................11.2 The Okavango Delta A Unique Ecosystem ...............................................................11.3 Purpose of the Vision Document ....................................................................................21.4 Approach Used to Capture the Vision ............................................................................3

2 Key Issues And Drivers For Change .....................................................................................42 Key Issues And Drivers For Change .....................................................................................5

2.1 Existing Core Values and Visions ...................................................................................52.2 Key Issues ........................................................................................................................12

3 Vision Description ..................................................................................................................173.1 Okavango Delta Ramsar Site Shared and Common Vision .....................................173.2 Critical Factors for Achieving the Vision. .....................................................................173.3 Okavango Delta Ramsar Site Vision Implementation ...............................................18

References .......................................................................................................................................19


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List of Figures

Figure 1: Main Natural Resource Activities in the Okavango Delta2

Figure 2: Okavango Delta Ramsar Site Shared and Common Vision Context5

Figure 3: Stakeholder Ecological Perspectives of the Okavango Delta ..12

Figure 4: Stakeholder most expressed fears on the status of the Okavango Delta Ramsar .12

Figure 5: Okavango Delta Ramsar Site Stakeholder Landscape


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Acronyms

IUCN The World Conservation UnionODMP Okavango Delta Management PlanDEA Department of Environmental AffairsIUCN ROSA The World Conservation Union, Regional Office for Southern AfricaMDGs Millennium Development GoalsNGOs Non Governmental OrganizationsOKACOM Okavango River Basin CommissionSADC Southern Africa Development Community CBD Convention on Biological Diversity MPs Members of ParliamentGWP SA Global Water Partnership Southern AfricaUSAID-IRBM United States AID Integrated River Basin Management Project


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Acknowledgements

The development of the Okavango Delta Ramsar Site Shared and Common Vision has been anundertaking of the Department of Environmental Affairs (Environment, Wildlife & Tourism),supported by IUCN Botswana. The document was prepared under the direction of the ODMP

Visioning Team which comprised of David Aniku (DEA), Tabeth Matiza Chiuta (IUCN ROSA), TiegoMpho (IUCN Botswana), Solomon Mombeshora (IUCN ROSA); Alejandro Iza (IUCN ELC), TigeleMokobi, Kamwenje Nyalugwe (IUCN ROSA).

In producing this document, the ODMP Vision Team benefited from the input of many people. Theteam would like to thank Mr. Steve Monna, the Executive Director of DEA and his team for leadershipand strategic direction during the various review meetings, the Permanent Secretary and Deputy Permanent secretary for their leadership support during the visioning process, the IUCN BotswanaCountry Programme Coordinator and her team for both administrative support and technical input inthe process, the communities of Maun, Jao island, Gumare, Nokaneng, Mabale, Sethithwa and Tutu

villages, and Gaborone for their valuable input in coming up with the vision statement. Last but notleast, the Visioning Team is heavily indebted to the ODMP Team under the leadership of Ms. PortiaSegomelo and Mr. Comfort Molosiwa, without whose contribution, the team would not have managedto produce a vision statement shared by many.


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Summary of the VisionBotswanas stock of natural resources forms theback borne of the economy and the livelihoodsof many people. The Okavango Delta, situatedat the northern most edge of the Kalahari sand

veld in north-western Botswana, is one of thepre-eminent habitats in Botswana and uniqueecosystems on earth. Being one of the largestinland deltas in the world, the delta is anextremely diverse and ecologically richecosystem that supports the finest wildlife. TheOkavango Delta supports a key component of Botswanas growing tourist industry andsustains many thousands of rural inhabitants inthe country in an area characterized by a harshenvironment. The Delta is one of Botswanasleading tourist destination areas, and is the mainearner of tourism revenue.

Concerns over increasing threats to, as well asactual impacts on, the well-being and changesin the ecological functioning of the OkavangoDelta and other wetlands have been raised andobserved over the years. These concernsencouraged the Government of Botswana todevelop the draft National Wetlands Policy andStrategy (2001) and the designate the OkavangoDelta as a Ramsar site. The provisions of the

Wetlands Policy, including obligations underthe Ramsar Convention, compelled theBotswana government to develop an IntegratedManagement Plan of the Okavango Delta.

The Okavango Delta is an ecosystem affectedand influenced by numerous and diverse groupof stakeholders, whose interests and demandson the ecosystem are often conflicting. It is

widely recognised that the implementation of the integrated management plan for theOkavango Delta brings together diverseinterests of local, national, regional andinternational stakeholders. The importance of understanding the views, values and interests of these stakeholders, as far as the developmentand use of natural resources in the delta; andthe need to determine common areas of interestthat should guide the long- term resourceutilization and development of the ecosystem is

well appreciated and shared by many stakeholders. It is therefore an agreed fact thatthe effective development and management of the deltas resources could not be effectively

achieved without a shared and common visionamong the various stakeholders.

The current efforts towards the wise use andmanagement of the Okavango Delta RamsarSite is affected by numerous issues, which rangefrom ecological to institutional. These includediminishing ecological qualities, wide range of land and resource utilization practices, complex stakeholder landscape, institutional coordination challenges, diverse stakeholder values and priorities, limited understanding and appreciation of the ecosystem approach, and absence of a common overall objective .

The Okavango Delta Ramsar Site Shared andCommon Vision is thus designed to provideguidance to policy development and theexecution of the various sector programmesthat brings sustainability to the OkavangoDelta; help inform the Government and itspartners, of the stakeholder priorities for futureaction; and provide a common focus anddirection (roadmap) to the diverse stakeholdersutilising and managing natural resources withinthe Ramsar site. This vision is intended tonurture healthy relationships among OkavangoDelta ecosystem stakeholders and enable themto move from the status quo (business as usual)towards a new reality that meets future naturalresources needs, and brings socio-economicprosperity and sustainability of the ecosystem.

The Okavango Delta Ramsar Site Shared andCommon Vision is for:

A carefully managed well functioning ecosystem that equitable and sustainably

provides benefits for local, national and international stakeholders by 2016

It is a shared and common vision where the forthe Okavango Delta Ramsar Site is:

Maintained as a clean and beautifulplace to all local and national people,and visitors.Maintained as a wilderness area of national and international importancefor its biodiversity, geological, socialand cultural significance.


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Developed and managed as a shining tool and flagship tourism asset shapedand stewarded by sustainable tourismthat provides active engagement of native citizen entrepreneurs, rewarding employment to local people and

sustained revenue to the treasury. An area with dynamic, responsible and vibrant communities whose membershave secure and sustainable livelihoods,and enjoy a high quality of life.

Valued and understood by all those who live in, work in, or visit, so thatthey contribute positively to the shaping of its future.

A wisely used area, where there is fairaccess to natural resources, equitable

distribution and sharing of benefitsderived from the delta for livelihoods of current and future generations.

The strategies for achieving the vision calls forintegrated planning, management anddevelopment of the Okavango delta. It calls fora framework for action that is underpinned by partnership and solidarity between stakeholdersat the local, national and basin level. It requiressome changes in policies, strategies and legal

frameworks, as well as changes in institutionalarrangements and management practices. Above all, the vision requires that the following critical success factors are ensured:

The development of appropriateinstitutional structures

Adopting adaptive managementstrategies to facilitate the periodicreview of plans.

Provide necessary resources finance andhuman to facilitate achievement of the vision, appropriate resources on theground are needed otherwise vision willbe a mirage.Effective communication strategy inplace to facilitate communicationbetween the stakeholders.Endorsement of the vision by parliament so that it can (have therequisite political support).

The attainment of the desirable outcomes fromthe Vision requires action at various levels, suchas the grassroots level, the national level andbasin levels. The Okavango Delta ManagementPlan forms an action plan for achieving theOkavango Delta Ramsar Site Shared andCommon Vision. The short to medium priority actions that need to be undertaken toimplement the Okavango Delta Ramsar SiteShared and Common Vision are articulated in

the Okavango Delta Management Framework Plan.


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1 Background

1.1 IntroductionBotswana is a country endowed withastounding and diverse ecosystems. It is acountry of extremes where one of Africas lastgreat wilderness, the Kalahari desert, whichcovers nearly 70% of the country collide withthe edges of the Okavango delta, a complexecosystem of rivers, marshes, and islands withdiverse wildlife and communities that haveadapted to cyclical changes in landscape and

vegetation. Botswanas extreme environmentalconditions have produced ecosystems ranging from the driest and most biologically hostileareas in the Kalahari Desert and Makgadikgadisalt pans, to the lushest ecosystems such as theOkavango Delta where the variety of habitatsand species is immense, each providing its ownimportant and spectacular characteristics(Botswana Biodiversity Strategy and ActionPlan, 2004). Nowhere else on earth has natureproduced a complex tapestry of species; 147mammals, 188 trees, 570 birds, and 2150 plants(IUCN Botswana Country Strategy, 2005). Thepre-eminent habitats of Botswana provide a

variety of natural resources ranging from rangeand arable land, woodlands, a large wildlifepopulation and a variety of mineral resourcesBotswana Biodiversity Strategy and ActionPlan, 2004).

Botswanas stock of natural resources includeland, minerals, water, flora and fauna whichforms the back borne of the economy and thelivelihoods of many people. Natural resourcesare seen as production factors or capital thatneed to be used to improve peoples welfare,and conserve to ensure that the welfare benefitsare lasting. The government of Botswanasubscribes to the principles of sustainabledevelopment, i.e. Agenda 21, the MDGs andthe Johannesburg Plan of Action. Inconformity with the principles of Agenda 21,Botswanas long term planning for sustainabledevelopment is based on four pillars, i.e. human resources development; sustainable use of natural resources; sustainable economic growth and diversification; and timely policies, management and decision making combined with democracy.

1.2 The Okavango Delta A Unique Ecosystem

The Okavango Delta, situated at the northernmost edge of the Kalahari sand veld in north- western Botswana, is one of the pre-eminenthabitats in Botswana and unique ecosystems onearth. Being one of the largest inland deltas inthe world, the delta is an extremely diverse andecologically rich ecosystem that supports thefinest wildlife. The ecosystems found in thedelta are so diverse, ranging from permanent toseasonal floodplains, lagoons, dry grassland,mopane forest and palm islands. The Delta is

one of Botswanas leading tourist destinationareas, and is the main earner of tourismrevenue.

Being one of the largest inland deltas in the world, the Okavango delta was designated aRamsar site in April 1997. The OkavangoDelta, is one of the largest Wetland of International Importance protected as a Ramsarsite. The Okavango Delta ecosystem isimportant for terrestrial and water bird species

with 650 birds species identified. The Delta

contains high densities of large mammal speciesparticularly elephant and has a high floraldiversity with 208 aquatic and semi-aquatic


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The Okavango Delta is an ecosystem affectedand influenced by numerous and diverse groupof stakeholders, whose interests and demandson the ecosystem are often conflicting. Being a

wetland of international importance, the useand management of the ecosystem is also

influenced by external forces. The effectivedevelopment and management of the deltasresources could not be effectively achieved

without a shared and common vision among the various stakeholders. It is for this reasonthat the Okavango Delta Ramsar Site Sharedand Common Vision was developed.

A considerable percentage of thepopulation in Ngamiland lives below the poverty line. Large proportionsof Ngamilands population stilldepend directly on the utilisation of natural resources for subsistence.

Fishing, hunting, livestock grazing,floodplain cultivation and collectionof raw materials for building, fueland the production of handicrafts areimportant factors of the localeconomy, while recreation andtourism are the main economicactivities. Figure 1 shows the currentnatural resource use activities in theOkavango Delta.

Main Natural Resource Use Activities in theOkavango Delta

Agriculture

Harvest wild plantsFishingHuntingLeisureEmployment in tourismResearchVendingNR management

Figure 1: Main natural resource useactivities in the Okavango Delta

Source: ODMP Visioning Questionnaire survey, 2006.

species, 675 herbs and grasses and 195 woody species (ODMP Inception Report, 2004).

The Okavango Delta area is a densely populated area according to Botswanastandards. Human habitation of the OkavangoDelta dates back as far as 100 000 years.

The Okavango Delta is a critical ecosystemfor Botswanas economic and social

development. The Delta is one of Botswanasleading tourist destination areas, and is themain earner of tourism revenue. The Deltasupports a key component of Botswanasgrowing tourist industry and sustains manythousands of rural inhabitants in the countryin an area characterized by a harshenvironment. Tourism in the delta generatesabout 6% of Botswanas GDP and providesemployment to many in the district of Ngamiland (ODMP Inception Report, 2004).

1.3 Purpose of the VisionDocumentConcerns over increasing threats to, as well asactual impacts on, the well-being and changesin the ecological functioning of the OkavangoDelta and other wetlands have been raised andobserved over the years. These concernsencouraged the Government of Botswana todevelop the draft National Wetlands Policy and

Strategy (2001). The provisions of the WetlandsPolicy, including obligations under the RamsarConvention, compelled the Botswanagovernment to develop an IntegratedManagement Plan of the Okavango Delta.

The development of this Vision stems primarily from the recognition of the implementation of the integrated management plan for theOkavango Delta brings together diverse

interests of local, national, regional andinternational stakeholders; the importance of understanding the views, values and interests of these stakeholders, as far as the developmentand use of natural resources in the delta; and


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It is a vision intended to nurturehealthy relationships among Okavango Delta ecosystemstakeholders and enable them tomove from the status quo(business as usual) towards a new

reality that meets future naturalresources needs, and bringssocio-economic prosperity andsustainability of the ecosystem.

the need to determine common areas of interestthat should guide the long- term resourceutilization and development of the ecosystem.

The Vision has been developed to serve threefunctions, firstly, to provide guidance to policy

development and the execution of the varioussector programmes that brings sustainability tothe Okavango Delta; secondly, to help informthe Government and its partners of thestakeholder priorities for future action; andthirdly, provide a common focus and direction(roadmap) to the diverse stakeholders utilising and managing natural resources within theRamsar site.

The Okavango Delta Ramsar Site Shared and

Common Vision defines the aspiration of thestakeholders and serve as the roadmap/endpoint that Okavango Delta community isstriving towards.

1.4 Approach Used to Capture the Vision A consultative and participatory approach wasfollowed in preparing the Okavango DeltaRamsar Site Shared and Common Vision. Theapproach included creation of a visioning team;initial screening and scooping of key social,economic and sustainable developmentdocuments, as well other policy documents(local, national and international) to set thecontext for the vision formulation; gathering and reviewing existing vision, policy andstrategy documents to capture and documentkey vision and policy statements; identificationof stakeholders; questionnaires surveys andinterviews to obtain stakeholder interests and

aspirations; formulation of the draft (mock) vision statements; stakeholder consultations workshops; and production of the final visiondocument.

Questionnaires were administered in Maun, Jaoisland, Gumare, Nokaneng, Mabale, Sethithwaand Tutu villages inside and on the fringes of the Delta and in Gaborone. In each village,

interviews began with a visit to the local Chief who subsequent to being interviewed wasbriefed on the background to the study andsensitized about the presence of researchers inhis village. The questionnaire survey involved adiverse group of stakeholders, inclusive of localcommunities, NGOs, central government,academic institutions, ODMP componentimplementers, civil society and the youth toestablish views, aspirations and vision ideas

within the existing the Okavango Delta Ramsar

site.


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The approach was designed to facilitate theparticipation and contribution of a diversegroup of stakeholders and to encourageeffective participation of local communities.

The ultimate goal was to generate stakeholderownership of the vision statement needed to

encourage its implementation.


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BOTSWANACONSTITUTION

VISION 2016

NATIONALDEVELOPMENT PLAN 9

NGAMILAND DISTRICTDEVELOPMENTPLANS

ECONOM IC & SOCIALDEVELOPMENT

IMPERATIVES INANGOLA & NAM IBIA

SADC TREATY,PROTOCOLS,

AGREEMENTS ETC

OKACOM AGREEMENT& GOALS

RAMSAR, CBD& OTHER

CONVENTIONS

SECTORAL VISIONS,POLICIES & GOALS

OKAVANGODELTA SHARED &COMMON VISION

Figure 2: Okavango Delta Ramsar Site Shared and Common Vision Context

2 Key Issues And DriversFor Change

While Botswana has over the years created oneof the most stable enabling environment forsustainable development, the country still facesa number of issues and challenges in itsendeavour to achieve real sustainable andeffective management of ecosystems andrelated natural resources. The Okavango Deltabeing a critical ecosystem in Botswanaseconomic and social development, thegovernment has focused most of its sustainabledevelopment efforts on this ecosystem, among many others. The management of naturalresources and their sustainable use in Botswanaand in the Okavango Delta in particular isaffected and influenced by numerous issues andpressures.

2.1 Existing Core Values and Visions Visioning is not a new phenomenon inBotswana. Sustainable development, and theuse and management of natural resources in thecountry has been, for a long time, guided by numerous value statements. The developmentof a shared and common vision for the

Okavango Delta ecosystem was thus guidedand influenced by these historical values andaspirations.

The Okavango Delta Ramsar Site Shared andCommon Vision is presented in this document

within the context of various drivers and variables which include the Botswanaconstitution; vision 2016; national developmentpriorities, sectoral policies, vision and goals;Ngamiland district development plans;OKACOM agreement and goals; internationalconventions and agreements, economic anddevelopment imperatives in Angola andNamibia, Southern Africa Vision for Water,Life and the Environment, SADC protocols,agreements and strategies; and the challenges

and opportunities faced by the key stakeholders who reside within and around the delta. Figure2 illustrates the context in which the visionshould be viewed and implemented.

VISION 2016 Vision 2016 characterises the kind of society the people of Botswana aspire to be by the year2016. It identifies goals to be reached, themajor challenges that must be met andopportunities that must be productively


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exploited to attain these national aspirations. Vision 2016 calls for:

a transformation of Botswana into anation, which is educated and informed; prosperous and innovative; compassionate, just and caring; safe and secure; open,democratic and accountable; moral and tolerant; and united and proud .

These aspirations as expressed in vision 2016forms the basis for implementing theOkavango Delta Ramsar Site shared andcommon vision. A critical aspect for theOkavango Delta shared and common vision arethe targets set for attaining Vision 2016. Thetargets of an annual growth rate of 8%, fullemployment by the year 2016, tripling the realper capita income, are also equally importantfor the Okavango Delta Ramsar Site Sharedand Common vision.

The sub-vision for a prosperous, productiveand innovative nation calls for sustainablegrowth and diversification, sustainable growthand development, and employment generation.

As part of this sub-vision, Botswana aspires for:

sustainable growth and a diversified economy, with mining, agriculture,industry, manufacturing, services and tourism all making a substantial contribution, resulting in a vibrant and energetic economy that is able to meet the competitive demands of 21st century, and attract investors .

Specific emphasis is placed on agriculture being

productive, profitable and sustainable, andmaking a full contribution to economicdevelopment, poverty alleviation, food security,improvement of the quality of life, and thesustainable utilisation of our natural resources;the development of the role of women in themain-stream of development; and partnershiparrangements between local and foreigninvestors that will empower citizens. This sub

vision is particularly important for theOkavango Delta, since the resources found in

the delta are the key drivers of growth anddiversified economy called for in this statement.

In the field on environment, Batswana aspiresfor:

sustainable economic growth and development by the year 2016 .

Renewable resources will be used at a rate thatis in balance with their regeneration capacity.Non-renewable resources such as minerals willbe used efficiently, and their depletion will bebalanced by enhanced physical and labourcapital. There will be a fully integrated approachtowards conservation and development. Thekey natural resources and assets of the country

will be equitably distributed between its people.Communities will be involved in the use andpreservation of their environmental assets, and

will benefit directly from their exploitation. Theattitude towards natural resources will pay attention to a fair distribution between presentand future generations. The eradication of poverty will have created a situation where no-one will be forced to damage the environmentin order to obtain their basic needs. The wildlifeof Botswana will be managed for thesustainable benefit of the local communities,and in the interests of the environment as a

whole. By the year 2016, Batswana will take

pride in their clean and unlettered surroundings. The sub vision on environment has directrelevance to the Okavango Delta Ramsar SiteShared and Common Vision.

As far as employment generation, Botswanaaims to have reached full employment, wherethe total number of jobs available in the formalor informal sectors is in balance with thenumber of job seekers. The economic growth

will come from diverse sources that generate

jobs for the ordinary Batswana. Equitabledistribution of resources will have eliminatedbottlenecks, and given control and managementto the people.

Under the sub-vision of a Compassionate, Justand Caring Nation, Botswana aspires for:

a more equitable income distribution that ensures the participation of as many people as possible in its economic success by the year 2016 .


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There will be policies and measures thatincrease the participation of poorer householdsin productive and income earning activities.

The economy will be growing in a distributivemanner that is in a way that createssustainable jobs. In addition, the country should

have eradicated absolute poverty, so that nopart of the country will have people living withincomes below the appropriate poverty datumline. Within the next ten years, the percentageof people in poverty will have been reduced toat most 23%, which is half the level in 1994. Allpeople will have access to productive resources,regardless of ethnic origin, gender, disability ormisfortune and the potential of traditional andspiritual healing systems will be fully tapped andutilised in co-operation with modern medical

practices, within the framework of modern law, The values expressed under this sub vision alsoallude to the need for adequate nutrition for allcitizens, in addition to good quality sanitation,and an adequate supply of safe water for humanneeds, issues that are critical to the OkavangoDelta Ramsar Site .

As far as the aspiration for an Open,Democratic and Accountable Nation isconcerned, the focus is on

good governance, where the Botswana of the future will be a community oriented democracy, with strong decentralised institution .

In this future, the role of civil society, including the churches, the non-governmental and

voluntary organisations will be enhanced in theBotswana of 2016. These organisations are key elements of good governance, and will promoteaccountability within the democratic systems.In addition, the role of local and traditionalinstitutions will for an important part of thedemocratic process. The aspirationsacknowledges the fact that Traditional leaders

will be an important part of the democraticprocess through which the long lasting Kgotla system will pass from generation togeneration. They will play a significant role ascustodians of our culture and tradition, which

will be dynamic in response to changing conditions. The role of the House of Chiefsand other traditional leaders will be clearly defined to suit the changing circumstances of

Botswana. The co-operative relationshipbetween traditional leaders and elected politicalleaders will promote social tranquillity andorderly governance.

National Development Plan 9

The NDP9 which, covers the period from 1st

April 2003 to 31st March 2009, marks the firstmajor step towards integration of Botswanaslong-term vision, Vision 2016, into thedevelopment planning process. The theme of this plan is:

Towards Realisation of Vision 2016:Sustainable and diversified Development through Competitiveness in Global Markets.

The plan is also based on the national principlesmentioned earlier as well as the nationalplanning objectives. Most of the chapters in theNDP articulate value statements that arerelevant to the Okavango Delta ecosystem andthe visioning exercise.

The chapter on Planning and Strategy forDevelopment contains Botswanas expressed

values on economic diversification and employment creation; poverty reduction; environmental protection; and rural development . The section on economicdiversification and employment creationrecognizes the potential for diversification inthe agricultural, manufacturing, tourism, andfinancial services sectors of the economy, inaddition to diversification within the mining sector itself. Through the diversification of economy in these different sectors, poverty alleviation and employment creation can thenbe achieved. In the area of poverty reduction, astrategy has been developed to adopt a multi-dimensional concept of poverty, incorporating incomes issues, human capabilities andparticipation. With a focus on expanding employment opportunities through broad-based growth; enhancing the accessibility of thepoor to social investments that enhance humancapabilities; and strengthening the capacity of individuals, families, communities and localinstitutions to enhance their absorptive capacity for assistance schemes, the strategy clearly outline the areas that Botswana should work on. As far as environmental protection isconcerned, the aim is to fully integrate


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environmental issues into development policies,programmes and projects. This will then besupported by the development of appropriatelegislative framework and the necessary institutional reform to monitor and enforcesuch legislation. Promotion of sustainable rural

livelihoods, land and natural resourcesmanagement, social protection, and re-tooling the institutional framework and capacity forimplementing rural development initiatives isanother focus area of the strategy.

The chapter on Trade and Industry articulatesthe main goal of trade and industrialdevelopment in Botswana. The main goalunder this sector is to:

enable Botswana to be a vibrant, self-sustaining and diversified economy, ranked among the best in the world and the preferred destination for investors by 2016.

This goal is in line with the aspirations and vision statements forum in the National vision2016. More specifically, the Ministry of Industry and trade strategic plan hasincorporated the following strategic goals,ensuring the sustainable use of naturalresources, protecting the environment, gendermainstreaming, contributing to poverty alleviation, and fostering skills development.

The NDP9 energy strategy aims at providing aleast cost mix of supply reflecting total life cyclecosts and externalities such as environmentaldamage. The objectives include, economic efficiency(energy supplies should be suppliedat least cost to the economy); energy security (all users to have security in their access toenergy); social equity (adequate and affordableenergy services to households and community services should be provided where it iseconomically feasible);environmental qualityand sustainability (energy extraction,production, transport and use should notdamage the environment or peoples health andsafety); and gender equity (sustainabledevelopment through the integration of womenand gender issues into all facets of the energy

provision process). The main focus of NDP 9 agricultural strategiesrevolve around development and adoption of

appropriate agricultural technology,conservation of agricultural land resources,development of drought management schemes,mechanisation and commercialisation of agricultural operations, disease control, andfarmer education as well as timely provision of

agribusiness information. The Ministrys visionis:

provision of dynamic leadership in the development of sustainable, diversified agriculture and conservation of natural resources.

Some of the policy objectives of the National Agricultural Policy that will be pursued during NDP9 include; improvement in food security atthe household and national levels with anemphasis on household food security;diversification of the agricultural productionbase, including veld products; and conservationof scarce agricultural and land resources foefuture generations.

Under the chapter on Mineral Development,the overall policy objective of maximising economic benefits for the nation fromdevelopment of mineral resources whileallowing investors to earn competitive returnsremain unchanged. In addition, NDP 9 policy objectives will focus on; encouraging prospecting and new mine developments;creating opportunities for generating linkages with the rest of the economy and increasing local value added; conserving and protecting the environment; and identifying and developing appropriate strategies for dealing with challenges facing

the minerals sector . The chapter on water resources makesreference to the Vision 2016 statements, i.e. by the year 2016:

Botswana must have a national water development and distribution strategy that will make water affordable and accessible to all, including those who live in small and remote settlements.

The water resources chapter specifically notesthat Botswana is a country with scarce water


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resources and therefore Batswana must use water as efficiently as possible by using water efficient technology and variouswater conservation techniques such as water harvesting from rooftops, and that it must play a full part in negotiating and promoting international agreementsconcerning water usage and storage at aregional level, to provide a buffer against localised drought . This aspiration isconsistent with the SADC vision for water,

which envisions the utilisation of the regions water resources in an equitable and reasonablemanner.

The chapter on Wildlife, National Parks and

Tourism alludes to the challenge of preserving the environment and making prudent use of thenatural resource base of Botswana is crucial toits survival and future prosperity. The plan alsoaims at developing partnerships with thecommunities, a concept essential for futureconservation of the wildlife resources. Thefocus of the Wildlife strategy is to sustain the wildlife population, including raising the numbers of those animal species that have become endangered, and resolve serious

conflicts between humans and wildlife. This chapter also highlights the Department of Tourisms Vision, which is:

By the year 2009, we, the Department of Tourism, will have facilitated the development, diversification and promotionof sustainable tourism products thereby positioning Botswana among the top ten preferred destinations in the world.

The department will continue to pursue thepolicy on sustainable utilisation of Botswanasresources and will ensure that the tourismindustry makes greater contributions to socio-economic development, and facilitates thecreation of opportunities for Botswana toderive significant levels of benefits.

The chapter on Environmental Managementbuilds on the National Policy on NaturalResources Conservation and development of 1990 is founded on the principle and conceptof sustainable development defined as;..development that meets the needs of the present

generation without compromising the ability of future generations to meet their on..The primary goal is:

to increase the effectiveness with whichnatural resources are used and managed, sothe beneficial interactions are optimised and harmful environmental side-effects are minimised.

The values statements contained in Chapters15, 16, 17, and 18 of the NDP9 are alsorelevant to the Okavango Delta visioning process. The chapter on education and training reiterated the Vision 2016 values of all Batswana will have the opportunity for continued and universal educationEducation must be made more flexible, so thatpeople can enter and leave the educationsystem at different times in their lives. TheHealth chapter reaffirms the fact that healthremains an integral part of the pillars of thelong-term vision of Botswana - Vision 2016.

The overall goal is to have a healthy nationthat is fully involved and can contribute meaningfully to the countrys development .

The ministrys goal is to improve efficiency and cost-effectiveness of health care delivery; to

ensure equitable distribution of services; toimprove the quality of care; to retainappropriate skilled health personnel; andstrengthen primary health care programmes.In addition, NDP9 will focus on developmentof health service infrastructure, supported by appropriate technology, will be driven by theneed to ensure equitable access to essentialhealth services as well as improvement in thequality of health service delivery. Under theLand Management, Housing and Settlement

chapter, the main focus of the housing sectorduring the NDP9 will be to ensure that all Batswana will be able to obtain access to good quality basic shelter in both urban and rural areas . The chapter on Culture andSocial Services focuses on creating a caring and supportive environment is created byempowering and rehabilitating individuals, groups and communities with a view tocreating sustainable social development .

Biodiversity Vision for Botswana The biodiversity vision for Botswana is criticalto the Okavango Delta Ramsar Site. As stated


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in the Botswana Biodiversity Strategy and Action report, 2004, Botswana aspires to be:

A nation in balance with nature, with fair access to biological resources, where the benefits deriving from the use of these resources are shared equitably for the benefit and livelihoods of current and future generations, and where citizens recognize and understand the importance of maintaining Botswanas biological heritage and related knowledge and their role in the conservation and sustainable use of Botswanas biodiversity.

Southern Africa Vision for Water, Life

and the EnvironmentIn 2000, the SADC Water Sector facilitated theformulation of the Southern Africa Vision for

Water, Life and the Environment in the 21stCentury. The aspiration expressed by thepeople of Southern Africa for an:

Equitable and sustainable utilization of water for social and environmental justice,regional integration and economic benefit for present and future generations"

This vision was endorsed and adopted by thegovernments of the region (Botswana included)has strong relevance to the Okavango DeltaRamsar Site Shared and Common Vision.

National Water Master Plan The twelve (12)-volume report makes provisionfor the water needs of all sectors of thecommunity and covers the period 1990 2020.Section 10.3.9 of the report is dedicated to the

Okavango Delta and states, any diversion of water resources for development projectswhether they are urban industrial, mining or irrigation will diminish the area of the wetland. It goes on to provide that, toachieve the sort of regularity of supply desiredby developing societies, it appears likely thatconstant and expensive manipulation of theseasonally inundated swamp front would haveto occur, with the possibility of major loss of important habitats. The Report further statesthat an assessment of developmental optionsfor the [Okavango Delta] must properly takeinto account local, national and international

concerns for the environment with true costs of foregone opportunities made apparent.

Due to the complex nature of the hydrologicalsystem of the Delta, the report suggests thatonly through detailed research and investigation

can sufficient knowledge be generated toinform prudent/ rational management of thesystem. The section on the Delta ends with apassive conclusion that if the costs of thesedetailed investigation, necessary for effectivemanagement, are added to development costs,it may well be that any development in theDelta would effectively be uneconomic leaving the ecosystem and hydrology as merely intellectual challenges.

Draft Wetlands Policy and Strategy The main goal of the draft Policy and Strategy is:

to promote the conservation of Botswanaswetlands in order to sustain their ecological and socio-economic functions as well as providing benefits for the present and future well-being of the people.

The policy recognises the following: The irreplaceable ecological andsocio-economic value of wetlandsBotswanas internationally important and unique wetlandsOngoing degradation of wetlandsresources

The responsibility of the people forstopping wetlands loss

The need to maintain wetlandsthrough sustainable use, improvedmanagement and full public support

NGO Strategy on the Environment This vision was formulated by the Non-Governmental Organisations in Botswana in1997 with a focus on Forestry and VeldProducts, Okavango Delta, UrbanEnvironment And Wildlife is: To improve the quality of life of the people of Botswanathrough sustainable management of natural resources and conservation of their

environment . The NGO strategy wasdeveloped to initiate a process on improvedstrategic environmental planning in order to


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work effectively together towards their vision. The environmental NGOs have identified fourkey areas for emphasis and action over the nextfive years, namely the ecological, social,institutional and economical aspects of theenvironment. The key issues to focus on in the

Okavango Delta are:Improving the understanding of theenvironmental functions of theOkavango Delta: A much more holisticpicture of the functioning of the systemneeds to be created and understood by both communities and policy implementers to relate their particularactivities to broader activities going onin other areas within the system. This is

so as to gain knowledge that wouldallow informed decision-making onnatural resources management, thusenhancing the sustainable utilisation of these resources.

Developing Tran boundary ResourceManagement: The major goals fordeveloping trans-boundary resourcemanagement would be to enhancecohesive resource management tools

and policies across national borders while learning from each other; toincrease the size of habitat available to

wildlife; and to improve cross-borderrelations and common understanding

Promoting education and informationsupply for wise water use: Theobjectives for promoting education andinformation exchange for wise wateruse would be to increase the awareness

of communities and other actors on water issues, and to enhance theirparticipation in management, thereby promoting environmentally soundpractices at the local and district levels

Improving equitable land rights andland tenure, and sharing of benefitsfrom the use of natural resources:

Awarding communities traditional landrights and tenure over particular areas

would therefore provide an incentivefor interest in and commitment tosustainable resources management.

Expansion of sustainable community based tourism: The objective of this

would be to generate income andreduce poverty for local communities,to diversify tourism products to include

those based on cultural and socialaspects of local community livelihoodsand lifestyles, and to raise the tourism-related skills levels of communities

Improved Marketing and GenerationOf Revenues From Veld Products: Themain objective of this would be togenerate income and reduce poverty forlocal communities. To improve craftskills, and to market a wider range of

products

Improving Knowledge Of Environmental Policies AndLegislation, And Strengthening Enforcement At Local Level: Theprimary objective of this would be toimprove the knowledge andunderstanding of environmental policiesand legislation at local level, and toreduce fragmentation of the

environmental agenda throughinformation sharing and coordination

Adjusting Conflicting AndInappropriate Environmental Policies,Legislation And Plans: The objective of this would be to harmonise andreconcile conflicting policies, andreview and update policies to enhancethe management of the OkavangoDelta.

Okavango River Pan HandleManagement Plan

Commissioned by the Tawana Land Board, theOkavango River Pan Handle Management Plangenerally recommends the maintenance of the wetland ecosystem, its functioning and the benefits it provides, while authorising acertain level of resource use that ensures that the magnitude of use does not exceed the regeneration capacity of natural resources;and the use does not, under anycircumstances, result in any notable change


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Current Status of the Okavango Delta

Ecologically intactFairly intactDeclining statusDegradedDon't knowOther

Figure 3: Ecological perspective of the Okavango Delta

Source: ODMP Visioning Questionnaire Survey, 2006

Most Expressed FearsDrying up

OvercommercializationMany permanentstructuresLoss of ecologicalintegrity

Taken over byforeignersReduction intourism earningsMass tourism

Changes in landuse

Other

Figure 4: Most expressed fears

Source: ODMP Visioning Questionnaire Survey, 2006

in the functioning or characteristics of the Okavango panhandle system as a whole .

2.2 Key Issues The wise use and management of theOkavango Delta Ramsar Site is affected by numerous issues, which range from ecologicalto institutional.

Diminishing Ecological Qualities: The factthat the delta itself, with its ecological qualities

and the natural processes is a complex system,posses a key challenge for its sustainable useand management. Due to natural processes,

there have been some signs of the deltadiminishing in size, with lower rainfall and lessinflows. This is happening within the context of increasing users and uses. The Delta is alsoexperiencing a decline in wildlife numbers anddiversity. The loss of wildlife species and veld

products is also a growing concern. The figure3 illustrates the stakeholder perspective of theecological status of the Okavango Delta thebased on the questionnaire administered as partof the visioning process.

Other ecologically related problems highlightedby stakeholders include water scarcity and rapidgrowth in water demand, the degradation of


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There is a wide range of land andresource utilization practices undertakenby a spectrum of users deriving varying benefits from the resources of the delta.Over the years, land conflicts increasing between different forms of land use andbetween urban and rural areas. Landdegradation, especially around largesettlements and water points is a growing

concern.

rangelands in certain areas, and groundwaterpollution. The public in Botswana is concernedthat the Okavango Delta will loose itsecological integrity and may dry up. Figure 4illustrate the most expressed fears by a sampleof stakeholders consulted as part of the

visioning process. Wide range of land and resource utilization practices:Complex Stakeholder Landscape: Being oneof the prime ecosystems in Botswana, theOkavango Delta has attracted a number of stakeholders, producing a complex sub-sets of individual and collective actions take place on adaily basis in the delta, all with economic,political, social, cultural or ecological

motivations. Farmers graze and water theircattle, women cut palm leaves for their baskets,boys fish for their supper, men cut down age-old trees to make mokoro, tourists go on gamedrives, ngos & universities set up camps toconduct research, the North West DistrictCouncil & Department of Water Affairs drillboreholes and put pipelines to provide water tosettlements, the Tsetse Fly Control Unit erectsinsecticide-impregnated flags in tsetse proneareas, etc. (IUCN Botswana, 2002).

The Okavango Delta is an ecosystem affected

and influenced by numerous and diverse groupof stakeholders, whose interests and demandson the ecosystem are often conflicting. Being a

wetland of international importance, the useand management of the ecosystem is alsoinfluenced by external forces. The termstakeholder as used in this report refers to aperson or group of people with an interest, asexpressed in form of rights to, claims onand/or responsibilities for water and relatedresources (Karanja, F. etal., 2002). A key

ecosystem management issue in Botswana andthe Okavango Delta in particular is themultiplicity of stakeholders.

These varied range of actors and role players inthe Okavango Delta ecosystem, making

decisions based on vested interest in the nameof management. While some of these actionscan be complimentary, many are conflicting anddetrimental to the vitality of the delta. Many arealso contradictory providing a combination of good and bad effects. At the national level,government ministries and departments,academic and research institutions, non-governmental organizations, traditional leadersand local communities, and the private sectorare all interested in the natural resources of the

Okavango Delta ecosystem. Figure 5 shows the

A big challenge faced by the Botswanagovernment is in fostering effectivecoordination and collaboration among andbetween the diverse group of stakeholders whoare currently involved in the management of the ecosystem at the local and national level andto also bring on board new players in theplaying field.


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Economic Planning and Development, Ministry of Agriculture,Ministry of Mineral Resources and Water Affairs, Ministry of LocalGovernment Lands and Housing, OKACOM

Kee Informed Ministry of Environment, Wildlife & TouriEnvironmental Affairs, Department of WildDepartment of Tourism, Fisheries DepartmAnimal Health and Production, AgriculturaDepartment of Crop Production and ForestDepartment of Water Affairs, North West DDepartment of Environmental Health (WasDepartment of National Museum, MonumeTawana Land Board, North West District CPlanning Unit, Harry Oppenheimer OkavanHotel and Tourism Association of BotswanChiefs, Community Based Organizations, MConservation Committees, North West Dis

Maximum attention

Local Village Community, The Kalahari CoPeople and Nature Trust, Birdlife Botswan

Address their concerns Department of Geological Survey, Department of Town andRegional Planning National Department of Survey and Mapping,Department of Meteorological Services, Botswana MeatCommission, University of Botswana, SADC, GWP SA - BotswanaChapter, Conservation International, Institutional Reinforcement forCommunity Empowerment, IUCN The World Conservation Union,USAID IRBM, Working Group for Indigenous Minorities in SouthernAfrica, Botswana Council of Churches, Parliament, Media, Youth,Ordinary persons

Minimum attention needed

INTERESTLow

Low

S T A K E

H O L D E R I M P O R T A N C E

Figure 5: Okavango Delta Ramsar Site stakeholder landscape.


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Effective Institutional Coordination: Institutional arrangements, in terms of how thestakeholders are organized are key to theeffectiveness sustainable development.Sustainable development and effective naturalresource management requires cooperation of

institutions from various stakeholders. Soundinstitutional arrangements and frameworks atall levels of natural resources management areone of the pre-requisites for sustainableresources management. This may require thedevelopment of new institutions, orrestructuring or building the capacity of existing institutions, as well as development of linkagesfor formal collaboration between institutions indifferent sectors and countries.

While Botswana has most of the policies,legislation and plans required for sustainabledevelopment and the effective management of the delta ecosystem, the main challenge iscoordinated implementation. Limitedintegration and interaction are one challengefaced in the use and management of theOkavango Delta ecosystem. The use andmanagement of the Okavango Delta ecosystemrequires institutional structures that caneffectively facilitate the necessary coordination

within and between the various sectors in orderto achieve sustainable natural resource use andmaintain the balance of the ecosystem.

Diverse Stakeholder Values and Priorities: Environmental values are individual orcollective attitudinal relationships onpreferences for determined states of ecosystems, natural or artificial, with whichhuman beings interact. Being one of the primeecosystems in Botswana, the Okavango Delta

has attracted a number of stakeholders,producing a complex sub-sets of individual andcollective actions take place on a daily basis inthe delta, all with economic, political, social,

cultural or ecological motivations.

These stakeholders have different values andsocio-economic development priorities. The

values attached by stakeholders on theOkavango Delta ecosystem range from

social/cultural, ecological, economic anduniqueness/aesthetic. The Okavango Deltaecosystem is mainly valued for itssocials/cultural values since it is the foundationof the livelihoods of the communities living inand around it. The second most important

value is economic, followed by uniqueness/aesthetic and ecological. Thereconciliation of these values is a majorchallenge for the wise use and management of the Okavango Delta Ramsar Site.

From a socio-economic developmentperspective, the Okavango Delta is a criticalecosystem in Botswanas economic and socialdevelopment. The diverse stakeholders in theOkavango Delta Ramsar Site hold differentsocio-economic development priorities. Thosestakeholders who reside within the delta aspireto have improved service infrastructuredevelopment, while those residing outside andon the fringes, and those with the mandate of

conserving the delta are interested in minimaldevelopment mostly within the context of tourism (community initiatives around tourism).It is critical that the community serviceinfrastructure requirement and minimaldevelopment interests and reconciled in the

wise use and management of the OkavangoDelta Ramsar Site.

Limited Understanding and Appreciationof the Ecosystem Approach: The Okavango

Delta Ramsar Site is a dynamic complex of (living) plant, animal and micro organismcommunities (or producers, consumers anddecomposers) and their non-living environment(physical factors such as sunlight, temperature,precipitation, terrain, wind and chemical factorsessential for living organisms) interacting as afunctional, largely self sustaining unit but also inconjunction with the larger cycles of nature.

The Okavango communities and ecosystemsare bound together by the strands of a web that

is both resilient and complex. Understanding these relationships is critical to sustainable useof the Okavango Delta Ramsar Site.


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Absence of Common Overall Objective: Theexperience in ecosystem management, within asituation of diverse stakeholders has shown thatsustainable use and effective managementcannot achieve its full potential if there is no

common overall objective. Okavango DeltaRamsar Site as a single unit affected by theinterplay of a multitude of stakeholders whoseinterests and aspirations are sometimescompeting and conflicting, a common shared

vision and/or aspiration is a very importantdimension in the sustainable use and effectivemanagement of these systems. Given thediversity of stakeholders and their interests inthe Okavango Delta ecosystem, a common

vision among stakeholders is of paramount

importance.


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3 Vision Description

3.1 Okavango Delta Ramsar SiteShared and Common VisionFrom the review of the key variables, issues anddrivers affecting the Okavango Delta, it isapparent that business as usual will beinadequate in addressing the ecological andnatural resource problems in affecting theOkavango Delta Ramsar Site. A radical changein approach is required if the wise use andeffective management of the Delta ecosystem isto be achieved. Such an approach calls for ashared and common vision for the OkavangoDelta Ramsar Site responding to the aspirationof Batswana and the developments within andoutside Delta ecosystem.

The Okavango Delta Ramsar Site Shared andCommon Vision was formulated against abackground of the issues, challenges, values andpriorities expressed by Okavango Deltastakeholders. It is a shared and common visionof:

A carefully managed well functioning ecosystem that equitable and sustainably

provides benefits for local, national and international stakeholders by 2016

It is a shared and common vision for theOkavango Delta Ramsar Site where the delta is:

Maintained as a clean and beautifulplace to all local and national people,and visitors.Maintained as a wilderness area of

national and international importancefor its biodiversity, geological, socialand cultural significance.Developed and managed as a shining tool and flagship tourism asset shapedand stewarded by sustainable tourismthat provides active engagement of native citizen entrepreneurs, rewarding employment to local people andsustained revenue to the treasury.

An area with dynamic, responsible and

vibrant communities whose membershave secure and sustainable livelihoods,and enjoy a high quality of life.

Valued and understood by all those who live in, work in, or visit, so thatthey contribute positively to the shaping of its future.

A wisely used area, where there is fairaccess to natural resources, equitabledistribution and sharing of benefitsderived from the delta for livelihoods of current and future generations.

3.2 Critical Factors for Achievingthe Vision.Many factors will influence attainment of theOkavango Delta Ramsar Site Shared andcommon Vision. Among these are demographicdynamics and trends, life styles andconsumption patterns, structure and level of economic development, technology development and choice, governance, policiesand institutions. The structuring of thesefactors is what will determine the attainability of the Vision. For example, achieving the vision

will call for integrated planning, managementand development of the Okavango delta. It willcall for a framework for action that isunderpinned by partnership and solidarity between stakeholders at the local, national andbasin level. It will require some changes inpolicies, strategies and legal frameworks, as wellas changes in institutional arrangements andmanagement practices. Above all, it will requireto the following critical success factors areensured:

The development of appropriateinstitutional structures

Adopting adaptive management

strategies to facilitate the periodicreview of plans.Provide necessary resources finance andhuman to facilitate achievement of the


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vision, appropriate resources on theground are needed otherwise vision willbe a mirage.Effective communication strategy inplace to facilitate communicationbetween the stakeholders.

Endorsement of the vision by parliament so that it can (have therequisite political support)

3.3 Okavango Delta Ramsar Site Vision Implementation The attainment of the desirable outcomes fromthe Vision requires action at various levels, suchas the grassroots level, the national level andbasin levels. The Okavango Delta ManagementPlan forms action plan for achieving theOkavango Delta Ramsar Site Shared andCommon Vision. The priority actions that needto be taken are articulated in the OkavangoDelta Management Framework Plan.

ODMP Long Term Goals and StrategicObjectives

Through the current management planning process for the Okavango Delta, long- termgoals and strategic objectives have beenformulated and these are criticalaspiration/value statements that should beconsidered in the formulation of a shared andcommon vision for the delta. The long-termobjective of the Okavango Delta ManagementPlan (ODMP) is:

to integrate resource managementfor the Okavango Delta that willensure its long term conservationand that will provide benefits for the

present and future well being of the people, through sustainable use of its natural resources

This long-term goal is supported by threestrategic objectives, and these are:

o To establish viable managementinfrastructure and tools tosustainably manage the deltaresources at the local, district,national and international (riverbasin) level.

o To ensure that the Okavango delta(and its associated dry lands)

continues to deliver present day ecosystem services and products forthe benefit of all organismsdependent on it.

o To sustainably use the deltaresources for improvement of

livelihoods of all stakeholders thatare directly and indirectly dependenton the ecosystem products andservices of the Okavango Delta(and associated dry lands) in anequitable way.


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References1. ODMP Project, 2006. Final Framework

Management Plan2. Botswana Biodiversity Strategy and Action

Plan, 20043. IUCN Botswana Country Strategy, 2005.4. ODMP Inception Report, 2004.5. IUCN Botswana, 2002.6. Rizalino Noble Malabed, Ecosystem

Approach and Interlinkages: A socio-ecological approach to natural and Humanecosystems, University of Florida,Discussion Paper series 2001-005

7. Lake Erie LaMP Vision, EcosystemManagement objectives and Indicators,

April, 2006.8. Averil Lamont, 2006, Policy

Characterization of EcosystemManagement, Environmental Monitoring and Assessment (2006) 113:5-18, Springer,2006.

9. United Nations, 2002, Botswana Country Profile, Johannesburg Summit, 2002.

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Frameworks for Community-basedRangeland Sustainability Assessment:Lessons from the Kalahari, Botswana,Sustainability Research Institute, School of Earth and Environment, University of Leeds, Leeds, LS2 9JT; [email protected]

16. Pirot, Jean-Jves, Meynell, P. J. and Elder,D., 2000, Ecosystem Management, Lessonsfrom around the World. A guide forDevelopment and ConservationPractitioners, IUCN Gland, Switzerlandand Cambridge, UK. X + 132pp.

17. Botswana Wetlands Policy and Strategy,1998, Government printer, Gaborone,Botswana.

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Maun, May, 2006.19. ODA -Social Development Department,1995, Guidance Note on How to doStakeholder Analysis of AID Projects andProgrammes.

20. Schimeer Kammi, Stakeholder Analysis at aGlance

21. John MacArthur, 1996, Stakeholder Analysis in project planning: origins,applications and refinements of themethod, Project Appraisal, December 1997.

22. Paul A. Garrett and Fred G. Bank, 1995,Ecosystem approach and TransportationDevelopment, A paper presented to theStanding Committee on the Environment,Norfolk, Virginia.

23. Marlene Rebori, Loretta Singletary and AnnBall, Shared Vision: Managing NaturalResource Disputes, Cooperative Extension,No. 10, University of Nevanda.

24. Collaboration Toolkit, Shared Vision andCommon Goals.

25. Yukon Tourism Vision, June 2000.26. ODMP Visioning Questionnaire survey Report, 2006

27. Botswana Government, Vision 201628. Botswana Government, National

Development Plan 9: Towards Realizationof Vision 2016: Sustainable and DiversifiedDevelopment through Competitiveness inGlobal Market.

29. Botswana NGO Strategy on theEnvironment 2002 2007.

final odmp delta ramsar site vision report

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