Communication Strategy

for the Okavango Delta Management Plan

Dec 2006

Final Draft

Contact:
The District Environmental Coordinator
Department of Environmental Affairs (DEA)
Box 35, Maun, Botswana
Tel: (267) 6801237
Fax: (267) 6862503
Email: 57Hdea@gov.bw
Website:
58Hwww.envirobotswana.gov.bw

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 Acknowledgements

Several individuals have been instrumental in developing this communications strategy. We would like
to thank the funding partners SIDA, IUCN and the Government of Botswana for their generous
contributions, and the Director of DEA for leading on the component. The project coordinator of ODMP
Portia Segomelo, Tabeth Matiza Chiuta and Masego Madzwamuse at IUCN for overall supervision,
Oliver Chapeyama for delivery of the framework of the communication strategy, valuable inputs from
the IUCN ROSA Communications team Maxwell Gomera, Caroline Gwature and The Water
Programme Coordinator Lenka Thamae, James Makunike at IUCN ROSA for developing the IUCN
communication toolbox, and comments from Elliot Taylor. We would like to extend a warm Thank you
to all IUCN Botswana and ODMP Secretariat staff, and staff at relevant governmental departments and
OKACOM Commissioners and Secretariat who have supported our work. The ODMP communications
team greatly appreciates the active participation and selfless commitment demonstrated by the partner
stakeholders, communities in the development and implementation of the ODMP project. We also want
to thank Kumbulani Murenga for his continuous support and patience and Victoria James for reviewing
and assisting in developing the strategy.

Sekgowa Motsumi – District Environmental Coordinator

Tigele Mokobi- Communication Specialist
Åse Johannessen – Associate Expert
Ramogaopi Gaborekwe – Rural Sociologist

December 2006

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Table of Contents

Acknowledgements .................................................................................................................. 3
Table of Contents..................................................................................................................... 4
Abbreviations........................................................................................................................... 6
Executive Summary ................................................................................................................. 7

1. Introduction.......................................................................................................................... 9

2. Background to the Okavango Delta Management Plan - ODMP.............................................. 11

3. Situational analysis - Environmental and livelihood issues in the Delta .................................... 13

3.1 Sorting out the facts from the myths ............................................................................... 13
3.2 Trade offs between livelihoods and hydrology ................................................................. 13
3.3 Vegetation changes ...................................................................................................... 13
3.4 Agriculture ................................................................................................................... 14
3.5 Human - wildlife conflicts ............................................................................................... 14
3.6 Land use conflicts between different users...................................................................... 14
3.7 Conflicts between private concessions and traditional land use......................................... 15
3.8 Inadequate benefit sharing arrangements ....................................................................... 15
3.9 Transboundary issues................................................................................................... 15
3.10 Poverty ...................................................................................................................... 15
3.11 Gender inequality........................................................................................................ 16
3.12 HIV and AIDS pandemic.............................................................................................. 16

4. The media environment in Botswana.................................................................................... 17

4.1 General ....................................................................................................................... 17
4.2 Media as a communication channel................................................................................ 17
4.3 Policy developments ..................................................................................................... 17
4.4 Media sector initiatives .................................................................................................. 17
4.5 Gender perspectives in media regionally......................................................................... 18
4.6 Communication infrastructure in Botswana ..................................................................... 18

5. Stakeholders analysis and key audiences............................................................................. 20

5.1 Local and National Stakeholders.................................................................................... 20
5.1.1 ODMP internal project ............................................................................................ 20
5.1.2 Local Communities ................................................................................................ 20
5.1.3 Businesses and their associations ........................................................................... 21
5.1.4 Schools and other educational institutions................................................................ 21
5.1.5 Research Institutions.............................................................................................. 21
5.1.6 NGOs and iNGOs .................................................................................................. 22
5.1.7 Local Government in the Ngamiland District ............................................................. 22
5.1.8 Public Authorities (parastatals)................................................................................ 22
5.1.9 National Government ............................................................................................. 22
5.2 Regional and international stakeholders ......................................................................... 23
5.2.1 Regional institutions & networks.............................................................................. 23

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 5.2.2 Partnership bodies ................................................................................................. 23
5.2.3 International Organisations ..................................................................................... 23
5.2.4 Upstream stakeholders........................................................................................... 24

6. Communication tools .......................................................................................................... 25

7. Rationale for a communication strategy ................................................................................ 27

8. Scope of the ODMP Communication Strategy....................................................................... 28

8.1 The Communication Strategy implementation process to date .......................................... 28
8.1.1 Achievements and results to date............................................................................ 28
8.1.2 Challenges to date ................................................................................................. 29
8.1.3 Key lessons learnt to date....................................................................................... 31
8.2 Communication strategy 2006 – 2008............................................................................. 31
8.2.1 Evidence base....................................................................................................... 32
8.2.2 Vision, Overall Goal and Broad Objectives of the ODMP ........................................... 32
8.2.3 Values and principles of the ODMP ......................................................................... 33
8.2.4 Overall Objective, Broad Objectives and specific Objectives of the of the communication
component .................................................................................................................... 33

9. Management and implementation arrangement..................................................................... 41

10. Monitoring & Evaluation (M & E) ........................................................................................ 42

11. Budget Communication Strategy........................................................................................ 47

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Abbreviations

ACADIR Assocao de Conservacao do Ambiente e Desenvolvimento Rural Integrado (The Association for Environmental Conservation and
Integrated Rural Development)
AIDS Acquired Immune Deficiency Syndrome
BOCOBONET Botswana CBO network
BOCONGO Botswana Council of Non-Governmental Organisations
BOMWA Botswana Media Women’s Association
BTA Botswana Telecommunication Authority’s
BTV Botswana Television
BWF Basin Wide Forum
CBNRM Community Based Natural Resource Management
CBO Community Based Organisation
CC Conservation Committee
CEC Commission on Education and Communication
CEM Commission on Ecosystems Management
CGIAR Consultative Group on International Agricultural Research
CITES Convention on International Trade in Endangered Species
CPA Commission on Protected Areas
CSIR The Council for Scientific and Industrial Research
DANIDA Danish International Development Agency
DBS Department of Broadcasting Services
DEA Department of Environmental Affairs
DEC District Environment Coordinator
DED The German Development Service
DWNP Department of Wildlife and National Parks
ERP Every River Has Its People
GEF Global Environment Facility
GEMSA The Gender and Media in Southern Africa
GoB Government of Botswana
GWP-SA Global Water Partnership Southern Africa
HIV Human Immuno Virus
HOORC Harry Oppenheimer Okavango Research Centre
ICT Information and Communications Technology
iNGOs International Non-Governmental Organizations
IRBM Okavango Integrated River Basin Management Project
IWMI International Water Management Institute
IWRM Integrated Water Resource Management
IUCN The World Conservation Union
IUCN ROSA IUCN Regional Office for Southern Africa
JAHABO Journalists against HIV and AIDS in Botswana
JEA Juventude Ecológica Angolana
KCS Kalahari Conservation Society
M&E Monitoring & Evaluation
NBB National Broadcasting Board
NCSA National Conservation Strategy (Co-ordinating) Agency
NEECC The National Environmental Education Coordinating Committee
NGO Non Governmental Organisation
NNF Namibia Nature Foundation
OBSC Okavango Basin Steering Committee
ODMP Okavango Delta Management Plan
OKACOM Permanent Okavango River Basin Commission
PAN People and Nature Trust
SADC Southern African Development Community
SAWINET Southern Africa Water Information Network
SIDA Swedish International Development Agency
TOCaDI Trust for Okavango Cultural and Development Initiatives
UN United Nations
UNDP United Nations Development Programme
USAID the United States Agency for International Development
VDC Village Development Committee
VTC Village Trust Committee
Wani Water and Natural Initiative
WAR Women Against Rape

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Executive Summary

The Okavango Delta was declared a wetland of international importance when the Government of
Botswana ratified the Ramsar Convention in April 1997. The Okavango Delta which forms part of the
trans-boundary Okavango River Basin is one of the most exclusive tourist attractions of the world due
to its relatively pristine condition and rich wildlife. Okavango River basin is shared by Angola, Namibia
and Botswana, and terminates its flow in Botswana forming the Okavango Delta. In the basin there are
many transboundary, national and local issues that needs to be addressed through collaboration,
information exchange, sharing of experiences and lessons. On a transboundary level, the sustainability
of the delta is dependent on the upstream activities due to its downstream nature. It is therefore vital for
Botswana to continuously engage with the upstream riparian states through open and proper channels
of communication. The delta is also home to many local people that derive their livelihood from fishing,
livestock rearing and floodplain farming in the delta. Local issues concern channel blockages and
community water use, alien invasive species, human-wildlife conflicts, land use conflicts including
tensions between traditional land use and private concessions, overfishing and land degradation.
Social issues concern poverty, HIV and Aids, and gender inequality.

The Okavango Delta Management Plan (ODMP) Project was formally established in April 2002 to
integrate resource management for the Okavango Delta ensuring its long-term conservation and
providing benefits for the present and future well being of the people through sustainable use of its
resources. The ODMP project was designed under the main principle of strengthening ownership
through accountability and active participation of all stakeholders. A main feature is also integration of
sector administration and planning to create a holistic wetland management that addresses cross
cutting issues. ODMP has 12 sector based components, of which one is dedicated to communication.

The overall objective of the communication component is that effective communication, dialogue and
information exchange between the project and local, national, regional and international stakeholders
and between stakeholders themselves directly supports the development and implementation of the
ODMP.

This document outlines the Communication Strategy of the ODMP and its purpose is to provide
strategic and practical guidance to the communication activities that supports the development and
implementation of the plan.

To support project learning and address issues in the Delta locally and nationally and with its regional
partners, this communication strategy has developed five objectives for communication: 1) To support
project learning and reporting 2) to enhance the state of knowledge in the delta for improved
stakeholder participation, 3) to contribute to the policy process using issues and lessons learnt from the
ODMP, 4) to promote best practices in the management of the Okavango Delta, and 5) to promote
shared learning, dialogue and partnerships with relevant initiatives (projects, networks and institutions).
An operational workplan, budget and monitoring & evaluation framework has been developed for the
remaining of the project (until February 2008) to serve these communication objectives. The
implementation of the activities will be supported by different communication tools for the variety of
national, regional and international stakeholders, which are also outlined in this document.

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 Figure 1. An Overview of the logical framework for the Communication Strategy

Vision for the Okavango Delta

“A carefully managed well functioning ecosystem that equitably and sustainably provides benefits for local, national and international stakeholders by 2016”

Overall goal of ODMP

“To integrate resource management for the Okavango Delta that will ensure its long-term conservation and that will provide benefits for the present and future well being of the
people through sustainable use of its resources.”

Overall objective of ODMP

“To develop a comprehensive, integrated management plan for the conservation and sustainable use of the Okavango Delta and surrounding areas.”

Overall objective of the communication component

Effective communication, dialogue and information exchange between the project and local, national, regional and international stakeholders and between stakeholders themselves
directly supports the development and implementation of the ODMP.

Broad Communication Objectives

1. Empowerment of local and national stakeholders to participate in the development and implementation of the ODMP through communication, dialogue and information exchange
2. Regional and basin wide participation and awareness of the ODMP through communication, networking and information exchange between the project and basin and regional
stakeholders
3. International awareness of the ODMP process through information sharing between the project and the international community

The 5 Specific Objectives of the Communication Strategy, their expected outcomes and impacts:

Objective 1: Objective 2: Objective 3: Objective 4: Objective 5:

To support project learning To enhance the state of To contribute to policy To promote best practices To promote shared
and reporting knowledge in the delta for process using issues and in the management of the learning, dialogue and
improved stakeholder lessons learnt from ODMP Okavango Delta partnerships with relevant
participation initiatives

Expected Outcomes:
- Access and utilization of
information of the delta by
stakeholders
- Improved information flow
between the project and
stakeholders
- Improved HIV and AIDS
and Gender and Poverty
mainstreaming into the
management of the delta
- Increased cross-
fertilization between
programmes and regional
initiatives
Main expected Expected Outcomes: Expected Outcomes: Expected Outcomes:
Outcomes: - Informed policy - Increased livelihoods and - Strengthened capacity of
- Improved access to environment options for local the delta institutions
information about the delta - Improved access to communities - Wide understanding of
- Increased stakeholder information by policy - Increased awareness of delta, its processes and
(knowledge and) makers sustainable management of management issues
participation natural resources - Improve coordination in
- Improved visibility of the - Reduction in human the delta and
ODMP environmental conflict and implementation of the
- Improved information flow among resource users ODMP
between the project and - Strengthened - Increased collaboration
stakeholders management options and coordination between
- Increased appreciation of - Increase of the basin wide partners
other stakeholders mainstreaming of best - Increased exchange of
interest/viewpoint practices into district lessons learnt in the region
- Improved support to the planning and internationally
establishment of - Increased recognition of - Increased appreciation of
community radio traditional knowledge the Delta
- Increased exchange of
lessons learnt in the region

Overall Impacts: - Improved sustainable management of natural resources in the delta

- Increased awareness of the delta

Additional Impacts: Additional Impacts: Additional Impacts: Additional Impacts:

- Increased integration of HIV
and AIDS, Gender & Poverty
in the Delta management
- Reduced prevalence of HIV
and AIDS, improved gender
equality and reduced poverty
in the Delta
- Increased stakeholder
knowledge and participation
- Increased access to (oral)
information flow
- Improved policy environment
- Improved sustainable natural resource management in the basin
Additional Impacts:
- Increased stakeholder buy-in
- Increased communication and
dialogue among basin wide
stakeholders

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1. Introduction

The primary purpose of the Communication Strategy is to provide direction for those responsible for
making strategic decisions. This entails to provide a systematic framework for communication within
the ODMP, between the project external partners and stakeholders who support our work.

This document is aimed at four target audiences:

• The Botswana Ministry of Environment, Wildlife and Tourism (MEWT), especially the
Department of Environmental Affairs (DEA) and the ODMP Secretariat, who are responsible for
overall development and implementation of the ODMP including its communication activities;
• Stakeholder groups who carry out communication activities in the Okavango Delta, or who
want to be engaged in these activities in future
• Other Government departments that are responsible for implementing the different sectoral
plans of the ODMP
• Upstream stakeholders and regional partners who should be consulted on the objectives of
communication and activities on regional outreach.

Among the values that guided the development of this strategic framework is that communication is an
important management tool, especially in an area such as the Okavango Delta where integrated
management deals with the interests of a large number of stakeholders. A number of these stakeholder
interests are of a potentially or already conflicting nature. This applies mainly to the perceived national
interests on biodiversity conservation and those at the local level by the primary resource users, who
directly depend on use of biological resources. Looking at a regional level, tapping of water resources
in Angola and Namibia upstream will inevitable have an effect on the sustainable use and conservation
of the resources of the Delta. Information, consultation and effective participation are therefore vital to
arrive at a balanced plan where all stakeholders find their interests rightfully considered.

Various sources and processes informed the development of the Communication Strategy. The most
important has been the ODMP consultative planning phase which continuously has informed of the
issues, challenges and the communication needs in the Delta. Another important source has been the
ODMP communication framework which was designed during the Inception Phase of the
communication component from June 2004 to June 2005, which main achievements are included in
section 8.1.

The Okavango Delta Management Plan (ODMP) was finalised in October 2006 and its implementation
is expected to be officially launched in April 2007. Aspects of communication have been internalised in
the project to facilitate the cooperation of project partners in the plan. Most important of all,
communication has assumed a bridge-building function in getting all stakeholders to have a mutual
understanding and consensus on the strategic choices underlying the conservation and wise use of the
Delta. This will include Angola and Namibia, upstream partners of the Okavango river basin. The aim of
the regional outreach will be to contribute to basin wide cooperation over the shared water resources
through building bridges to regional partners.
A major impediment to information sharing and broadening participation in the making of appropriate
decisions is the lack of appropriate information tools and communication mechanisms for different
stakeholder groups, especially local community groups that lack access to internet, and where access

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and use of printed information is limited. Different and innovative communication and information tools
therefore have to be carefully selected to suit the different stakeholders and reach the desired target
audience.

The next sections will give a background to ODMP as well as a situational analysis and evidence that
form a base for the development of the communication strategy. The scope of the communication
strategy then follows outlining the objectives for communication and sections giving guidance to the
implementation of the strategy, such as an operational workplan, budget and an monitoring and
evaluation framework.

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2. Background to the Okavango Delta Management Plan - ODMP 1

Located in the Kalahari Desert, and shared by Angola, Namibia and Botswana, the Okavango River
basin is one of the largest river basins in Southern Africa. The Okavango river, the fourth longest
(approximately 1,100 km) in the region flows off the well-watered highlands of Huambo in Angola, and
is joined by the Cuito before crossing the Caprivi Strip of Namibia and then dispersing its flow in a great
inland fan of channels and swampland in the Jewel of the Kalahari, the Okavango Delta in Botswana.
The Okavango Delta is unique in that it is the only perennial river in Africa that flows eastwards without
reaching the ocean, forming one of the world’s largest inland wetland ecosystems.
In April 1997, the Government of Botswana ratified the Convention on Wetlands of International
Importance, commonly known as the Ramsar Convention. It listed the Okavango Delta and the
surrounding areas as a Ramsar site and in so doing created the world’s second largest area (55 374
km2) protected under the Convention for the Protection of Wetlands. Concerns over increasing threats
to the ecological functioning of these pristine wetlands have been observed and raised over the years.
Among the many pressures that present serious challenges for the future of the country’s wetlands are
a growing population, it’s accompanying socio-economic developments and the impacts of these. The
Okavango Delta is no exception in this respect and such concerns led Government to develop the draft
National Wetlands Policy and Strategy (2001). The provisions of the Wetlands Policy, packaged with
obligations under the Ramsar Convention, require that Botswana develop an integrated management
plan for the Okavango Delta, the Okavango Delta Management Plan (ODMP), to guide and regulate all
activities that take place within the Okavango Delta Ramsar Site. The existing diverse and complex
nature of the Okavango Delta in terms of its natural resources, its wide range of users and uses, its
multiple managers (both in and outside government and including communities) and an array of
national laws, policies and guidelines as well as regional and international conventions, agreements
and protocols are all factors that dictate the need for an integrated management planning process for
the Okavango Delta.
The Delta holds a vitally important place in the ecological, economic and cultural fabric of Botswana as
it provides a vast area of water and flooded grassland with good grazing for the rich diversity of wildlife
and livestock. Many people derive their livelihood from fishing and floodplain farming. The Delta is also
economically valuable as it serves both as a source of revenue from tourism and source of water for
the region. The integrated water and wetland management interventions in the Okavango Delta by the
Botswana Government are a response to major water sharing and aquatic ecosystem concerns
downstream.
The trans-boundary nature of the wetland ecosystem has therefore made it critical for riparian countries
to establish platforms for discussion and exchange of views, and mutual beneficial cooperation in order
to achieve better management of the shared water resource. These efforts are made in order to
promote the sustainable and environmentally safe development of such a resource. With growing
water demand in the basin states, the development approaches and directions taken by upstream
Angola will determine future water flow to downstream Namibia and Botswana. Both Angola and
Namibia have legitimate water resources needs and interests and the potential and actual effects of
realising such needs, together with the interventions of ecological processes taking place in the two

1
ODMP Draft final inception report Vol 1. Feb 2005. Maun.

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countries will have to be balanced with the sustainable conservation and use of the resources in the
Okavango Delta within the boundaries of Botswana itself.
The process followed in developing the ODMP presented the Government of Botswana with a unique
opportunity to meet its obligations under the Ramsar Convention, and simultaneously, achieve the
necessary level of integration and co-ordination of activities and priorities.

The ODMP project have been developed within the context of regional and international conventions,
agreements and protocols as well as the national vision, policies, plans and strategies to address the
management issues emanating from the long term conservation and sustainable use of the Delta
natural resources. The most noteworthy instruments are the Ramsar Convention, Southern African
Development Community (SADC) Protocol on Shared Water Courses, the National Vision (Vision 2016
– the pillar of a prosperous nation) and the environmental policies (i.e. Natural Resources Act of 1990,
Draft Wetlands policy of 2000, Waste Water Management Act of 1998) and plans which have
provisions for the development of the ODMP.

The ODMP Project was formally established in April 2002 following the endorsement of the project
document by the Government of Botswana, IUCN World Conservation Union, Swedish International
Development Agency (SIDA), Danish International Development Agency (DANIDA) and the German
Development Service (DED).

The ODMP is delivered through twelve (12) sector-based components. The components span the
functions of five line ministries in government. The 12 components are: Policy, planning and strategy;
Communication; Research, data management and participatory planning; Hydrology and water
resources; Wildlife management; Sustainable tourism and Community Based Natural Resource
Management (CBNRM); Fisheries management; Vegetation resources management; Physical
planning; Waste management; Sustainable livestock management; and Land use planning and land
management.

The ODMP was launched in 2003 and it came to an end in October 2006, however the
Communications Component will continue its activities until February 2008.

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3. Situational analysis - Environmental and livelihood issues in the Delta

The Okavango Delta system is an inland drainage system which is important for terrestrial and water
bird species with 450 birds species identified. The Delta also contains high densities of large mammal
species particularly elephant. There is a high floral diversity with 208 aquatic and semi-aquatic species,
675 herbs and grasses and 195 woody species.

Through extensive consultation process which involved use of various platforms such as Kgotla
meetings and stakeholder workshops (private sector, community leaders, local Councillors, Land Board
members, District Development Committee, etc) with different stakeholders a number of “hot spots”
(problem areas or burning issues) were identified by the traditional land users and should be addressed
by the plan and in this regard the ODMP communication strategy. Some requests and suggested
solutions are listed under the paragraphs below, including the responsible partner that the
Communication strategy will work with to communicate these issues.

3.1 Sorting out the facts from the myths

There are many misconceptions about what has caused reduction in water flow over the years and
many needs for communication the reasons for flow reduction. To improve information of the
hydrological status, communities have requested to get regular updates about the inflow in the Delta,
and rainfall in the region. The strategy will collaborate with the Department of Water Affairs to
communicate in this issue.

3.2 Trade offs between livelihoods and hydrology

In an ecosystem like the Delta, natural processes come together to shape a dynamic landscape where
water flow will alternate between major channels. From time to time channels get blocked by vegetation
(papyrus, reeds and deposition of debris) and others open up elsewhere to allow the water to flow
downstream. At the same time channels provide fish, harvest reed and thatching grass for local
communities that express the need to unblock these choked channels. In a pristine ecosystem, the
system should define the channels, with its inherent dynamic qualities, but as some manipulation may
be necessary there is a need to find a balance. Other issues include the presence of too many (speed)
boats and the inadequate handling of liquid waste that is allowed to flow directly into the Delta. The
strategy will work with the Department of Water Affairs to communicate in these issues.

3.3 Vegetation changes

There is an issue of vegetation changes in the Delta where on one hand is over harvesting of
resources and on the other an increasing spread of invasive alien species, such as the “Kariba weed”
(Salvinia molesta) or the Water hyacinth. To communities, extensive cover of Salvinia impacts on fish
stocks and the ability to fish and supporting livelihoods, and they are not always aware where it comes
from and how they contribute to spreading it. However, some communities have suggested how
Salvinia blockages could be identified and cleared effectively. Also, when trying to manage the weed by
containing it, Department of Water Affairs may be forced to block certain channels and so depriving
downstream communities of water, and sometimes this is not properly communicated to them.

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3.4 Agriculture
Agriculture, inclusive of arable and livestock grazing is one of the major livelihoods for local
communities. Molapo farming (flood recession farming), is commonly practiced, but it is currently
discouraged by government policy because of potential problems associated with the practice
(eutrophication, compensation for damaged property etc). The Tawana Land Board, Ministry of
Agriculture Crop Production Division are responsible for acting on this. Another issue is when
veterinary fences, which separate cattle and buffalo, are not properly maintained, which may result in
conflicts. The Department of Wildlife and National Parks (DWNP) or the Department of Animal Health
and Production may use many resources to drive back a buffalo through the broken fence, but when
livestock cross to the cattle free zone they are killed. Farmers feel that they compensation is
inadequate and accessing it is a cumbersome process, and they might have to travel and spend more
funds going collecting the compensation. Communities have had suggestions about fencing as well as
boreholes. For examples if boreholes are available in the dryland, conflicts with wildlife can be avoided.

3.5 Human - wildlife conflicts

In the Delta there are a huge number of elephants. The national elephant population is about 130,000
and most of them are found within the Ramsar site. About a third of Ngamiland’s population (121,000)
lives in Maun, and therefore the ratio of humans to elephants is high. Too many elephants in one place
lead to degradation of the environment, and elephants destroy agricultural fields and their harvest.
Another issue is the predators (hyenas, lions) that attack farmer’s livestock. Communities have for
example suggested how to scare away wildlife from human settlements. They also suggest that the
DWNP should advise communities how to protect their crops against elephants. To reduce conflict
these elements need to be addressed through communication in collaboration with Department of
Wildlife and National Parks and liaison with CITES to advocate for a reduction of the elephant
population or the opportunity of corridors for elephant migration. Another conflict of concern is legal
hunting vs poaching.

3.6 Land use conflicts between different users

There are many types of resource users and uses in the Delta and where these users have competing
interests land use conflicts emerges. For example, livestock farmers contribute to land degradation
through overgrazing, and encroach into wildlife areas. Uncontrolled and frequent veld fires are a major
threat to the integrity of the Delta ecosystem and suggestions from communities has for example been
to involve elders more on when and where to set fires, form fire watch groups and educate on impacts
on fire. The Agricultural Resource Board, Forestry Division are responsible for acting on the issue of
veld fires. The other pertinent issue is that of access rights to resources. When tour operators and
fishermen, who share the same fishing ground, have access rights that are not clear cut or determined,
this creates conflicts. Also, the sport fishermen and the tour operators may claim the area is over
fished while the commercial fishermen may say it is not so they can continue fishing as usual. The
Fisheries Department is responsible for acting on this.

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3.7 Conflicts between private concessions and traditional land use
When Government gives concessions to a private business and a lease to operate in a specific area,
land use rights are transferred from common to private property. For local communities that were using
the land on the basis of traditional user rights, this implies a change in livelihood strategies. They are
faced with a situation where their access has been restricted and perhaps their alternatives for
livelihood support are limited. Where subsistence use has been allowed on private concessions the
problem occurs when these communities use the land both for subsistence use, which is allowed and
for commercial purposes, like harvesting reeds for a market. The difficulty is to discern what is
subsistence use and commercial use. The solution then becomes restricted access for all users. It is
also a matter of how transparent the process is of getting concessions. Communities have perception
that this is not transparent and not fair. The Tawana Land Board is responsible for action on this issue.

3.8 Inadequate benefit sharing arrangements

Currently the benefits from tourism often do not directly benefit the local communities but only tour
operators, most of which are foreign owned. Tour operators pay concession fees to the Government,
but these funds are centrally collected and distributed accordingly. Local communities also need to be
empowered and trained to be successfully involved in the tourism industry. The strategy needs to work
with the Tawana Land Board, District Land Use Planning Unit, North West District Council Tourism
Office, and Department of Tourism to communicate in this issue.

3.9 Transboundary issues

There are trans-boundary issues in land, natural resource use and planned water management
interventions in the river basin, the movement of wildlife populations between Botswana and its
neighbours and shared problems like the distribution of Tsetse fly with its range covering parts of
Angola through to the Okavango Delta. Spraying has been carried out in the Delta to eradicate tsetse,
(with impacts on the Delta ecosystem), however re-infestation may occur. Responsible division belongs
to the Department of Animal Health and Production. Both Angola and Namibia have among other aims,
legitimate water resources needs and interests and the potential and/or actual effects of realizing such
needs will have to be balanced with the sustainable conservation and use of the resources in the
Okavango Delta within the boundaries of Botswana itself. Overall responsible party for action is
OKACOM.

3.10 Poverty 2
Botswana has achieved a middle income status due to sound macroeconomic policies and prudent use
of diamond revenues. It has made Botswana one of the fastest-growing countries in the world over the
last 25 years. Botswana has an enviable record of political stability and economic achievement 3. In
spite of that, the amount of people living below the poverty line in Botswana was 30.6 % in 2003, and in
Ngamiland it was 43.8%. This trend has probably not changed a lot since then. Ngamiland is a very
remote and vast district and therefore it is difficult to provide services and facilities for livelihood

2
3.1.10-3.1.12 in: ODMP. 2006. Mainstreaming as a strategy to the goal of sustainable utilization of natural
resources. ODMP background paper. Maun.
3
OECD, African Economic Outlook 2005-2006 www.oecd.org/dev/publications/africanoutlook

15
improvement. Economic stratification in Botswana is related to remoteness and ethnicity. Poverty and
remoteness are therefore linked through the limited potential of land. For various historical reasons,
inhabitants of these marginal areas are largely Basarwa who have lost access to their traditional
nomadic lifestyle without having found adequate alternative means of income. The skewed distribution
of cattle is symptomatic of the growing gap between the rich few and the poor majority. Poverty has
become one of the factors that fuel the spread of HIV and AIDS especially to a larger part of
unemployed youth. Ngamiland has the highest illiteracy rates of between 30 – 40% and the most
affected segment of the society is women.

3.11 Gender inequality

According to the study of the socio-economic implications of violence against women of 1999, poverty
and low level of education leave women with few economic options. They are often obliged to
exchange sex for money or favour hence HIV infection. It is therefore of paramount importance to
mainstream poverty alleviation strategies into the ODMP process to reduce poverty levels in the
Okavango Delta Ramsar Site and reduce vulnerability of females to HIV infection.
Ngamiland like many other areas in Botswana have pronounced gender disparities. The believe
systems are mainly traditional, which in most cases promotes gender imbalances.

3.12 HIV and AIDS pandemic

HIV infection thrive more in the environment of poverty and the disease particularly affects women
because of culture and economic circumstances. Imbalances in power between women and men limit
women’s sexual autonomy and expand men’s freedom, which increases the vulnerability of HIV for the
entire community. Some of the reasons accounting for the high spread of the virus in rural Botswana
are:
• Deepening poverty and social inequality
• Limited access to employment
• Limited access to capital

The HIV and AIDS pandemic continue to be a major impediment to national development programmes.
A huge proportion of the national budget is used for HIV and AIDS intervention. Life expectancy in
Ngamiland decreased from 65.3 years in 1991 to 55.6 years in 2001. The Botswana AIDS Impact
Survey II of 2004 revealed that the percentage of people who get infected is increasing.

The increase in HIV infection in the area has put and continues to put pressure on already little rural
household income because of increased costs for transporting patients to health services, payments for
medical fees and increased funeral costs. It also puts pressure on labour in the agricultural sector. Loss
in employment occurs because of the long-term illness of some of the household members especially
the breadwinners. Despite the increase of HIV infection in the country, the Government of Botswana is
doing all in its power to fight the pandemic and its related repercussions on households.

16
4. The media environment in Botswana 4

4.1 General
Overall, the media environment is open and free for operation in Botswana. However, there is a
tendency to allow proportionately more space for Governmental information and coverage in both
public and private media organizations. The state media is still a leading source of vital public
information and discourse for most people in Botswana. At present, the state media is still run as a
Government department and not as a public entity, but processes are underway to make BTV a public
service company and Radio Botswana has already been licensed as a public media outlet. Botswana’s
Ministry of Communication, Science and Technology is presently in charge of the Department of
Broadcasting Services (DBS) which run the state media services.

4.2 Media as a communication channel

Media is a channel to reach a broad category of stakeholders. Media can be used in social marketing
and is a powerful tool for influencing and portraying issues as common knowledge. The important issue
for the Communication strategy is to ensure that media reports on key ODMP developments and
influences people to participate and adopting a behaviour that is contributing to sustainable
development. Good relationships with media have to be maintained and issues have to be
communicated in such a way that it catches the attention of a media / news editor who knows his
audience best.

4.3 Policy developments

Some commendable efforts have been made in enabling the media environment, and several policies
have been developed. The Government has drafted a policy on Information and Communications
Technology (ICT), which is yet to be endorsed by government. The policy seeks to empower
communities by providing schools, libraries, community centres and other institutions with improved
access to television, radio, and Internet services. A draft Communications Policy has been drafted to
allow for community radio stations, which would be another form of media for communities in the Delta
to access information.

4.4 Media sector initiatives

The Press Council of Botswana encourages an ethical and professional media in Botswana. Another
welcome initiative has been the formation and registration of the Botswana Editors’ Forum that
encourages a culture of continued learning. For example, a meeting on environmental reporting has
been convened at BTV. Another fora for reporting on important issues is for example “Journalists
against HIV and AIDS in Botswana” (JAHABO) that was established in 2004. The Gender and Media in
Southern Africa (GEMSA) umbrella organisation was formed in 2004 and is expected to change how
the media reports on women and other gender-related matters.

4
4.1-4.5 in: Media Institute of Southern Africa. 2005. So this is Democracy? Report on the state of media
freedom and freedom of expression in Southern Africa.

17
4.5 Gender perspectives in media regionally
There is a strong tendency in the region that only men in prominent positions are visible in and through
the media. Women who are portrayed in media in the SADC region are likely to be in the 35-49 year
bracket and older women are virtually invisible. The Communication strategy will develop systems and
tools that will ensure that women’s issues are also heard, including men who are not in prominent
positions and who are either young or above 50, especially those from marginalised communities.

The Communication team will also develop tools to appreciate women who carry out important
functions in natural resource management, such as water and sanitation, backyard gardening etc. It will
explore ways of how to show the gender dimension of every day situations such as the gender
dynamics at play in the HIV and AIDS pandemic. Female journalists tend to better access information
relating to female issues. The strategy therefore encourages female reporting on livelihood issues to
bring out a more balanced gender perspective.

4.6 Communication infrastructure in Botswana

Printed media
There are daily (e.g. Mmegi and Daily News) and weekly (e.g. Botswana Guardian, Ngami Times)
printed and electronic media in Botswana that will be avenues to reach are targeted stakeholders
nationally and in the district.

There are also monthly magazines printed in Botswana and South Africa that has national cover, which
covers topics about the environment (Wena) and tourism (Getaway and Peolwane).

Many organisations print newsletters that are distributed at different frequencies and to different target
audiences in Botswana (Conservation News Botswana – the DEA Newsletter, Kalahari Conservation
Society KCS Newsletter) the region (OKACOM newsletter OKAFLOW, Every River Has Its People -
ERP Project Newsletter). The communication strategy is going to use this information tools as vehicles
for information dissemination in the region.

Electronic multimedia
Radio is an important communication tool as many stakeholders cannot read or write and often printed
media is inaccessible, especially to those residing in the Delta. Through radio oral information can be
distributed to many households of Botswana and the Delta. The ODMP communication strategy will be
able to utilize both state and commercial radio.

Access to television is a limited form of media, especially in the Delta communities where there is no
network at all. However, where there is coverage TV remains one of the most powerful communication
tools available. The communication strategy will be using national (BTV) and local TV (GBC TV) to
cover issues in the delta.

Botswana has started to get coverage both through modem and broadband, but the connections
outside cities like Gaborone and Francistown are generally of low quality and there are still many
interruptions in the supply. Internet is an important tool to reach out to people in the delta with a reliable
internet connection, but you can never assume that the message has reached the targeted audience.

18
With a reliable internet connection, Email however remains one of the cheaper and effective methods
of reaching the regional and international stakeholders.

Telephone
Mobile telephones are prevalent among the low-income groups, only excluding people who do not have
an income more than on a subsistence basis. The communication strategy intends to develop
mechanism to use this new technology, for example the text function on mobile phones can be used to
distribute messages on issues concerning stakeholders in the Delta.

Road network

The road network is still relatively limited to support effective communication. The access roads to
major villages are tarred while those to smaller settlements are still in poor condition.

Fairs and events

There are a number of fairs which the communication component can tap into to reach out to a number
of stakeholders, these include; International Trade Fair, World Environment Day, World Wetlands Day,
Clean Up the World etc.

19
5. Stakeholders analysis and key audiences

The Okavango Delta provides the basis of sustenance and economic activity for a variety of
stakeholders groups. These attributes largely define the range of stakeholders that have interest in the
sustainable management of the ecosystem as well as the issues of concern to such groups. On a
basin-wide scale, there are other stakeholder interests that may be different from those found in the
delta and its environments. Of particular importance are the UNDP – GEF Okavango River basin
project, the ERP project and the OKACOM activities across the basin.
For each stakeholder group there are preferred communication tools and channels, as well as ways of
communicating values that reach out most effectively and initiate a change in behaviour. Trust in the
source of communicating is very important, as well as timing. Therefore it is important that the most
appropriate method of communicating is chosen for the relevant target audience. In each stakeholder
group there are also intermediates or representatives whereby the project aims at channelling
information to the whole stakeholder group.

5.1 Local and National Stakeholders

5.1.1 ODMP internal project

This group includes staff and partners directly involved in the Okavango Delta Management Plan,
through technical task forces and a project management group, the Project Secretariat,
Directors/Heads of all ODMP component institutions, project donors/partners, NGOs and the private
sector at national level through the Project Steering Committee. Here, there are needs for cross-
sectoral communication and agreement between the parties of frequency of reporting and sharing
project experiences etc.

5.1.2 Local Communities

Local communities are those stakeholders that directly depend on water and natural resources of the
delta for their sustenance needs. Communities can be represented by individuals such as Headmen
and Chiefs, and institutions such as Community Based Organisations (CBOs), Conservation
Committees (CCs), Farmers Committees, Community Trusts, Village Trust Committees (VTCs),
Women Committees and Village Development Committees (VDCs). In the event of communicating to
representatives, measures have to ensure that they communicate back to their constituencies of what
has been said at higher-level meetings.
The Kgotla is the traditional fora for Community participation in villages and traditional towns of
Botswana, whereby individuals can address issues that concerns him/her and where consultations
within the community can take place. The Headman or the Chief calls for these meetings at times when
they are needed, and anyone who wish to address local communities are advised to announce this at a
Kgotla beforehand. This ensures acceptance by the structures of the community and achieving a better
level of participation and engagement. Public consultation is an important feature of Botswana's
democratic traditions and the Kgotla provides a unique forum for open discussion and a free and
proper exchange of ideas and views. The Kgotla is dominated by men, but women often become
involved through the Kgotla if there are issues that concern them and they are often present at the
meetings.
Stakeholders in local communities may include subsistence fishermen, livestock and arable farmers,
weavers, firewood and reed gatherers, herbalists and traditional doctors, hunters, wood carvers, grass

20
and timber harvesters, people employed by tourism and working with handicraft, and often special
groups such as women, youth and elderly. The knowledge of these groups has remained untapped for
incorporation into management planning processes until the introduction of projects such as CBNRM
(Community Based Natural Resource Management) and the ERP (Every River has its People). These
initiatives have raised the need for considering community interests, in their broadest form, including
gender and youth interests, in project design and management. Activities emanating from the
Communication Strategy should link closely with these already existing initiatives.
Communities are often characterised by a low level of education and traditional values that impact on
women’s participation, and create difficulties of how to address issues of HIV and Aids. This implies
that innovative and creative solutions must be employed in order to reach this target group effectively,
while at the same time respecting traditional norms, values and other institutions.

In each community ODMP has a contact person that is able to give a brief update to the ODMP office
in Maun on what is ongoing in the communities and he/she provides an important mechanism to
ensure two way communications.

5.1.3 Businesses and their associations

This group depend on the Delta and its resources for business purposes. This group includes
commercial tour operators who run the burgeoning tourism industry in the Okavango Delta. Some
community groups have also entered this category of stakeholders as they have established business
entities based on the Delta and its resources through the CBNRM initiatives that have been
implemented in Botswana and Namibia over the past fifteen years. If any new plans are implemented
in the delta, Government at both national and local level will assume overall responsibility for ensuring
that tourists and tour operators are informed about any new initiatives arising from the ODMP. Tour
operators will also be encouraged to incorporate any information emanating from planning processes
that might be relevant to tourists and other visitors in their marketing packages. If tour operators are not
part of CBNRM activities they rarely participate in Kgotla meetings and has to be informed in specific
tailored meetings or through other means of communication.

5.1.4 Schools and other educational institutions

Schools and educational institutions are working to improve the understanding of the Delta and its
dynamics among students in the area. They represent a target audience whose mindset is open to
change and teachers will play an important part in channelling information and motivation to engage in
studying this system further. Teachers and School Heads will therefore be important group to reach
and supply with information in a format that is readily accessible to them. The school environment- and
wildlife clubs will also be a good entry point. Consideration has to be taken to teachers’ time
constraints, and consultations should be made with them on a regular basis to work out in what format
and at what level they require background information for their lectures. Innovative tools such as school
contests are suitable to involve schools. The National Environmental Education Coordinating
Committee (NEECC) will be a one of the government institutions the communications team can liaise
with to facilitate outreach to schools. The strategy will also liaise with other initiatives that already have
developed targeted educational material, for example ERP.

5.1.5 Research Institutions

One key player in the research efforts in the Okavango is the Harry Oppenheimer Okavango Research
Centre (HOORC), which is part of the University of Botswana, based in Maun and is part of a broad

21
international network of research institutions. HOORC has developed its own research strategy as well
as a strategy for research within the ODMP and has its own Communications Strategy. HOORC is an
important link for ODMP to the regional and international research efforts, with an extensive network of
partnerships with research institutions around the world.

5.1.6 NGOs and iNGOs

Non-Governmental Organizations (NGOs) and international Non-Governmental Organizations (iNGOs)
work with communities on specific attributes of the delta. They provide services to communities and are
an important player in two way communications as they often work on the ground and have acquired
trust from the communities and can pick up small changes in attitudes and emergent issues. Examples
of NGOs are for example Kalahari Conservation Society (KCS), BOCONGO (Botswana Council of
NGOs), WAR (Women against Rape), BOCOBONET (Botswana CBO Network), TOCaDI (Trust for
Okavango Cultural and Development Initiatives), People and Nature (PAN) Trust. Conservation
International is an example of an iNGO that has been very active in the delta.

5.1.7 Local Government in the Ngamiland District

At the project or district level this category is represented by elected local authority representatives who
are charged with the responsibility to interpret government policy and direct the implementation of
these policies through projects and programmes. These include government departments, local
authorities, the District Land Use Planning Unit, the District Development Committee and the Plan
Management Unit. The Land Board, the North West District Council and District and Tribal
administrations have regularly been briefed on progress by the ODMP Secretariat. The North West
District Council organises an annual/biannual CBNRM forum that will be one of the communication
platforms for the strategy.

5.1.8 Public Authorities (parastatals)

Public authorities include for example utility companies such as the Water Utilities Corporation that
have a strong public service role. They can be approached through targeted meetings and workshops
in order to inform and initiate projects for common purposes. They should be regarded as an important
partner in informing the public. They should be encouraged to look for information on the ODMP
website to get the latest updates.

5.1.9 National Government

This group includes government entities that have management responsibilities for the Delta and its
resources. It includes policy makers at national level who formulate national development policies as
well as the politicians themselves and the parliamentary process and discussions at cabinet level.
The ODMP feeds into the National Development Plan that in turn determines the policy direction
nationally. Project Steering Committee meetings also provide a feedback mechanism between the
ODMP and national level. Examples include Department of Environmental Affairs (DEA, former NCSA)
under the Ministry of Environment, Wildlife and Tourism. Others include Ministry of Finance and
Development Planning, The Department of Geological Surveys, Department of Meteorological
Services, The Department of Surveys and Mapping, The Central Statistics Office, Economic Planning
and Development, Department of Wildlife & National Parks, Department of Tourism, Department of
Water Affairs, Department of Animal Health and Production, Division of Range Ecology, Forestry and
Bee Keeping etc.

22
5.2 Regional and international stakeholders

5.2.1 Regional institutions & networks

National policies feed into regional (trans-national) policies through regional integration mechanisms
such as OKACOM and SADC. This is done through different mechanisms, for example, the Director of
DEA is a commissioner of OKACOM. In addition, OBSC (Okavango Basin Steering Committee) is a
group of professionals that provide OKACOM with technical information. SADC Water Division will be a
key partner for communicating, as well as GWP-SA, Global Water Partnership Southern Africa that
promote capacity building in IWRM (Integrated Water Resources Management), coordinated through
WaterNet, and information sharing through the Southern Africa Water Information Network (SAWINET).
Other key regional partners are USAID RCSA (Regional Center for Southern Africa), UNDP – GEF,
and IUCN ROSA (Regional Office for Southern Africa). Other regional institutions or networks include
ERP – Every River has its people that work on community level in the three riparian states Botswana,
Angola and Namibia through organizations such as Kalahari Conservation Society, International Rivers
Network, Namibian Nature Foundation, Integrated Rural Development and Nature Conservation, and
Desert Research Foundation of Namibia. ERP organises a Basin Wide Forum that have a direct link to
OKACOM level processes.

5.2.2 Partnership bodies

Partnership bodies are other projects such as the regional CBNRM forum for CBNRM stakeholders, the
USAID sponsored project in the Okavango Basin - IRBM Integrated River Basin Management that span
its activities in the Okavango basin, in particular Angola. Sharing Water was a partnership during 2001-
2004 with many organisations involved that aimed at supporting OKACOM planning processes. ODMP
should build on previous work done in the basin and link up with these projects to build synergies,
through be complementary what they do and try to use the resources that are available as effective as
possible.

5.2.3 International Organisations

Due to this designation as a World Heritage Site and The World’s largest Ramsar site the Okavango
Delta is a prime concern to the international audience and its organisations. Primary among these are
organizations such as IUCN with its Water and Natural Initiative (Wani), the IUCN Commission on
Ecosystems Management (IUCN-CEM), the IUCN Commission on Education and Communication
(IUCN-CEC) and the Commission on Protected Areas (IUCN-CPA). Regular updates are also shared
within the Ramsar community. International donor organizations that are supporting programmes
aimed at improving the management of the site are also important stakeholders. Among these are
Swedish International Development Agency (Sida), the United States Agency for International
Development (USAID) and the United Nations Development Programme (UNDP). This group also
encompasses international research institutes such as IWMI (International Water Management
Institute) funded by CGIAR (Consultative Group on International Agricultural Research), and other
Research Institutes outside Botswana such as CSIR (The Council for Scientific and Industrial
Research) and University of Witwatersrand that have a history of research activities in the Okavango
River Basin. Apart from reports and publications, this group is most effectively reached by electronic
means, as many organisations forward interesting features through an extensive informal and formal
networking. At international seminars personal engagements can be made, and setting the project
under the mantle of global environmental agendas, and exchange information with other projects.

23
5.2.4 Upstream stakeholders
Upstream stakeholders are of all the categories above, but do not necessarily share the same frames
of mind, and they have different political agendas and social contexts compared to Botswana.
Communication therefore has to be following protocols and be closely worked out with local partners to
ensure correct understanding. To reach out in the basin the strategy will work with stakeholders that
have been identified by key informants, a process which would have to be endorsed by OKACOM.
Such key players are OKACOM Commissioners themselves, individuals of OBSC, who could help the
communication strategy to identify key partners and individuals for consultation in the two riparian
countries. The team will work through existing projects and strategic partners that will be key vehicles
for outreach. A project such as ERP that spans its activities across the basin is a crucial vehicle to
reach communities in Namibia and Angola. Key environmental organizations in Namibia and Angola, in
particular Namibia Nature Foundation (NNF), and ACADIR (Assocao de Conservacao do Ambiente e
Desenvolvimento Rural Integrado) based in the Cuando Cubango province and JEA (Juventude
Ecológica Angolana) based in Luanda, Angola that have their own substantial network and
communication activities that the strategy will synergize with.

24
6. Communication tools

Communication is not only about providing information. It is also about collaboration, networking and
dialogue. This may contribute to evidence-based policy, and building a shared understanding which
can lead to social change. Communication activities can come in different forms: dissemination,
guidelines, prescriptions, recommendations, advocacy, promotion, persuasion, education,
conversation, roundtables, consultations, dialogue, counselling or entertainment. 5

Depending on the activity, stakeholders require different communication tools, which help delivering
targeted messages. For example, radio is a suitable tool to reach out to communities that do not use
printed media. In a similar way, information emanating from the ODMP planning process will have to be
repackaged and disseminated, depending on target audience and the nature of the messages.
Important questions for the communications team will be:

• Who is the primary target audience?

• What is the primary objective of communication?
• How many people do we want to reach?
• Do we know how to reach them?

Reaching out with general messages

Media is an excellent way of reaching out with general messages, which can have a substantial impact
depending on the reader. For example, policy makers and decision makers often keep a close eye on
the newspapers. Communication activities and tools to involve the media include media tours/visits,
press releases, articles in publications, media events and relations, press conferences and interviews.

Reaching out with technical information

Technical information should be packaged and distributed with care so that they are accessible to the
appropriate audience. A scientific report on livestock in the hands of a fisheries planner will probably
not make any significant impact on him or her. Written information in the form of publications, leaflets,
letters, brochures, and other promotional material are however very effective tools once they reach the
right audience. Other means of communication technical information are conferences, workshops,
training, forums and seminars, display panels, trade fairs, or speaking engagements. Field trips as well
as targeted meetings are time consuming but regarded as some of the most effective to convey a
message or advocating for best practices or policies, where fact sheets and policy briefs can be
distributed as a memory aid. Print and electronic media articles (success stories, letters to the Editor)
newsletters, email and internet sites also work very well for this type of information.

Innovative ways of communicating

Drama, radio, drawings, dancing, puppetry and road shows are innovative ways of communicating that
can spur interest and engagement with everyone, especially valuable to communities. Radio has
enormous potential to communicate to a wide audience, especially valuable to those who do not read
or write, or to young people. Drama can also be broadcasted on radio and are a useful educational
tool. The strategy aims at engaging professionals in this field and to create innovative ways of
5
Ingie Hovland. 2005. Successful Communication, a toolkit for researchers and civil society organizations.ODI.

25
conveying messages in a way that does not point fingers, but still effective in influencing people to
change behaviour.

Communicating information across borders

Communication is the first step in building of trust, and is a necessary brick in building bridges between
partners, which is especially important when partners are representing different countries. In this case,
communication needs to be even more sensitive to the target audience, and the way the message may
be received. Communicating across borders means that messages are taken out of their familiar
context and may suddenly need additional clarification when people from a different political and socio-
cultural environment interpret them. Ensuring two–way communication, for example, taking onboard
feedback from our regional partners on how we communicate will therefore be very important.
Workshops will also be an effective way to share different viewpoints, strategies, plans and practices
with partners. To communicate complex ecological and livelihood issues in the delta for upstream
stakeholders a Documentary and a book will be suitable tools.

Table 6.1 Tools selected for communication with different stakeholder groups
This table has been produced with the help of the IUCN toolbox for choosing appropriate
communication tools.

Stakeholder category Tools for communication

ODMP internal project Briefing sessions, project reports, email, small and individual meetings, training, field trip, phone calls

Local Community Groups Film/documentaries, special interest meetings with resource users, kgotla meetings, Radio, Road
shows, meetings with community representatives, drama, brochures

Businesses and their associations Internet, field trip, Trade fairs, newsletters, brochures and Promotional material, small and individual
meetings, training, phone calls, synthesized information and policy material

Schools and other educational Newsletters, Fact sheets, Internet, Research publications, targeted meetings, presentations,
institutions cartoons, school competitions, public events

Research Institutions
NGOs and iNGOs
Local Government
Public Authorities (parastatals)
National Government
Regional institutions
Partnership bodies
International Organisations
Media
Upstream stakeholders
Targeted small or individual meetings, field trips, workshops, Internet, fact sheets, briefs, radio,
research publications, reports, brochures, seminars, blogs
Targeted small or individual meetings, training, workshops, field trips, Internet, fact sheets, briefs,
radio, research publications, brochures, seminars, phone calls, project reports
Individual or small meetings, field trips, Internet, phone calls, workshops, reports, fact sheets ,
training
Individual and small meetings, field trips, Internet, phone calls, workshops, training, reports, fact
sheets.
Individual and small meetings, field trip, Internet, phone calls, workshops, training, reports, briefs and
fact sheets.
Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, consultation, meetings,
email, Internet, International seminars
Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, meetings, Internet,
workshops, reports, joint planning, fact sheets.
Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, Internet, email, publications,
posters, print and electronic media, scientific articles, seminars, IUCN Knowledge Network,
brochures, meetings, blogs.
Press releases, Media tours/visits, Updated website, Internet/email, media events and relations,
Meeting with BTV, liaison with ODMP Secretariat and BTV in Maun, linking personally with journalists
more often. Media briefings on a regular basis with local newspapers, monthly coverage in
magazines, invite them to the IUCN/DEA office, producing press kits, producing press releases
Consultations, targeted individual and small meetings, email, Internet, International seminars,
workshops, book, documentary, phone calls, field trips, newsletter, presentations.

26
7. Rationale for a communication strategy
People’s cooperation and conflict over resources together with their relation with the environment do
not occur in a communication vacuum. The development, organisation and dissemination of
information are central processes in any society. Communication assists informed decision-making
processes. It plays a key role in the process of creating public understanding, engendering participation
and involvement and creating an informed citizenry. Communication is essential to address the
emerging issues in the Delta and the river basin. The table below outlines the rationale of the strategy 6.

Table 7.1 The rationale for communication

Communication areas Rationale for communication

Meeting the needs of
stakeholders
Increasing awareness of different
stakeholders needs
Creating support for the plan
Linking stakeholder groups and
networking
Improve reporting and feedback
mechanisms in the project
Empowering local communities
Creating awareness to clarify
misconceptions and myths and
to change behaviour
Addressing trans-boundary
issues, creating basin-wide
awareness and buy-in
• A need to address a wide array of conflicting issues among local,
national, regional and international stakeholders
• The need for conflict resolution
• A need to communicate the functioning of the Okavango ecosystem
and the different priorities and preferences on resource use
• The need for the stakeholders to act on this information and collaborate
for sustainable management
• A need for a broad consultation process where stakeholders fully
participate in the drafting, adoption and implementation of the plan
• The need for buy in of the management plan from all stakeholders at
local, national, regional, and international level
• A lack of appropriate information tools and communication
mechanisms for the different stakeholder groups
• The need to create mechanisms for dialogue and raising awareness of
other stakeholders needs including surrounding countries.
• A need for dialogue to address technical and operational issues
• ODMP needs to benefit from networking with other initiatives.
• The need for communities to feed into programmes and to continuously
maintain these links and feedback mechanisms
• A need to communicate the many policy initiatives and management
strategies underway to stakeholders, including internal communication
between components
• The need to empower communities to enable them to take decisions
on issues that affect them and their environment
• A need for communities to access relevant information and create
platforms for communicating with other communities and stakeholders
• A need to address misconceptions among downstream stakeholders
• A limited knowledge on environmental status (e.g. hydrological
dynamics, fish stocks).
• A need to address sustainable practices and how to mitigate
environmental challenges.
• A need to create awareness on access rights and land tenure
• A need for improved collaboration and cooperation to communicate the
aspirations of both downstream and upstream stakeholders.
• A limited number of mechanisms and appropriate tools to address
shared challenges in the river basin.
• ODMP has lessons learnt that could contribute to river basin planning

6
IUCN ROSA. Component 11. Dialogue, communication and networking on the ODMP. Dec 2003.

27
8. Scope of the ODMP Communication Strategy

8.1 The Communication Strategy implementation process to date

The Communication Strategy has evolved through two stages:

• The Inception phase (communication framework from Oct 2003 - Feb 2006)
• The Design Stage of the communication strategy (Mar 2006 – Dec 2006)
• The Operationalization and Implementation Stage (from 2003 to date)

The Communication activities within ODMP have been ongoing since the inception of the project in
2003. This Communication Strategy has been designed parallel to its implementation stage. It
represents a document that includes achievements, lessons learnt and challenges as well as an
implementation plan for the remainder of the project. Principles of ODMP and the communication
component have provided guidance during the planning and implementation to date.

The monitoring of the strategy is a continuous process in the implementation of the activities outlined in
the strategy. However, at the end of the project an evaluation to ascertain achievements of the
Communication Strategy has been scheduled to take place in February 2008.

8.1.1 Achievements and results to date

During the last 3 years of implementing the communication component within the ODMP project the
component has achieved an impressive set of results 7:

• The presence of a Public Education and Information Officer, a Participatory Planner and later
on a communication team (Rural Sociologist, Communication Specialist and Associate Expert)
has facilitated communication and participation of stakeholders.
• Approximately 43 community contact persons have been recruited from each community on a
voluntary basis to participate in the ODMP project. Contact persons have brought the ODMP
project closer to the community through facilitating continuous information flow between the
project and the local communities.
• The selection of 12 focal persons (e.g. planners) from each component in the ODMP project
has ensured cross-sectoral communication.
• The exchange of information through the integrated planning approach has increased the level
of trust amongst the sectors and stakeholders. The communities and other non-governmental
organizations are beginning to plan and work together. The consultation process and the
structures that have been initiated by the project such as community contact persons have
provided a feedback mechanism which was lacking in past projects.
• The ODMP has had frequent media coverage of its activities in both print and electronic media,
especially in the local district newspaper Ngami times. Journalists are now taking initiative in
reporting regularly on the ODMP. The World Wetlands documentary received wide coverage
on national TV increasing the level of awareness of the Delta.

7
Progress Reports submitted to Sida 2005-2006

28
 • Three pilot projects have been identified and will commence in 2007; 1) clearing of small
channels to facilitate access to livelihood resources; 2) building local community capacity to run
a cultural tourism enterprise and 3) vegetation based liquid waste polishing system.
• The participation of ODMP at the NEECC has opened opportunities for future collaboration and
platforms for sharing experiences and lessons from the basin with regional and international
initiatives in education
• A number of kgotla meetings were held during the development of the plan throughout the
Ramsar site including 33 meetings in the first round , 43 inception phase consultations and
recently, 43 kgotla meetings to report back to communities.
• Between 2004 and 2005 at least 15 consultations were held with various stakeholders in the
district (Community leaders, NGOs Tribal Authorities, Resource Users, village leaders
Community Based Natural Resource Management (CBNRM) fora, exchange students at
Botswana Wildlife Training Institute, private sector stakeholder workshop, District Development
Committee, North West District Council Secretary and Deputy Council Secretary, Tawana Land
Board Secretary and Deputy Land Board Secretary)
• Private sector workshops were held in January 2004 and September 2006
• The ODMP Draft Management Plan has been presented to the Parliamentary Committee on
Agriculture and the Environment, the Tawana Land Board and the District Council to provide
policy makers with information on key management issues within the ODRS, influence policy
makers on issues and lessons learnt from the project.
• An extensive district and national participatory (2 workshops) and regional stakeholder analysis
was undertaken throughout the development of the communication framework between June
2004 and June 2005.
• Identifying projects and institutions working on the Okavango River Basin and other similar
wetlands e.g. was covered through the design of the communication framework.
• At least 4 consultations were held in the region (USAID funded Integrated River Basin
Management, GEF funded Wetland Biodiversity Conservation project, OKACOM Basin Wide
Forum (Local Authorities from Namibia) and one with an international stakeholder (Ramsar
Convention COP 9).
• The ODMP Communication component helped in 2006 to formulate a proposal for a regional
communication strategy. In addition OKACOM has initiated a process for the development of a
regional information database. HOORC-UB has been identified as a potential repository hub
increasing access to information at the regional level.

8.1.2 Challenges to date

However, not withstanding this contribution, key challenges have been experienced, which will be
addressed during the implementation stage of Dec 2006 – Feb 2008.

• Inadequate monitor and evaluation within the communication component has resulted in limited
capture of the outcomes of the planned activities. This includes the lack of systematically
identification of procedures and forum to discuss project outcomes and share experiences.
• A late start of some of the activities of the communication component has resulted in a lack of
agreed standards of reporting and inadequate archiving and documentation guidelines.
• The cultural practices in the district, especially in marginalized communities are patriarchal in
nature. Few women attend Kgotla meetings, and those who do, often rarely contribute to the

29
 discussions further marginalizing women’s contribution to decision making process. In addition
Kgotla meetings are not popular among youth and professional residents leading to non-
participation of these groups as proceedings at these meetings are dominated by older men.
• Limited appreciation of traditional structures, mechanisms and knowledge leads to the
undermining of traditional knowledge in the ODMP.
• There is need for continued strengthening of communication throughout the ODMP process.
Even though the project has facilitated the reduction of mis-trust between certain stakeholders,
there still remains the major challenge of bridging the gap between the local communities and
the tour operators which largely emanates from the issue of access, rights and equitable
sharing of benefits accruing from the use of those natural resources. This prevailing situation
poses a challenge for the communication team in facilitating the bridging of that gap by
providing the necessary information.
• Community representatives that attend workshops often fail to disseminate information to the
broader mass of stakeholders in their constituencies due to limitation in transport and lack of
other means of communication at local level;
• Community generally lacks the (technical) capacity for gathering information and disseminate
it. Illiteracy levels in Ngamiland are above 30%, which is one of the highest in the country.
• There are inadequate feedback mechanisms to community groups in the consultation process.
This has resulted in communities being unsure that their interests were taken on board in the
project design;
• There is not adequate support by the relevant stakeholders in addressing conflicts amongst
resource users
• The limitation of the print media to reach a sizable but remote constituent within the Ramsar
site means the expense is out of reach for many communities. In addition low literacy rates and
the oral nature of Batswana society limits further use of this medium.
• Majority of the articles and other coverage that the project has enjoyed have been in English,
and thus have excluded a large number of stakeholders with limited access to information, who
can’t read.
• In advancing the objectives of the ODMP in the region there is need to appreciate that all three
riparian states are at different stages of development hence the different legitimate pressing
needs for use of the shared water resources e.g. augmentation of water supply and power
generation in Namibia and Angola, and re-settlement in Angola are priorities for those
countries.
• Language has hampered regional and broad participatory consultative basin-wide
consultations. The official language in Angola is Portuguese in the two riparian states it’s
English. The cost implications in presenting documents in two languages may hamper bridging
the communication gap across the basin
• Accessibility in most of Angola poses a challenge because of post war impacts e.g. landmines
and poor communication infrastructure.

30
8.1.3 Key lessons learnt to date
The abovementioned challenges calls for the communication strategy to be innovative and bridging the
communication gaps in specific areas.

• The Kgotla system need to be complemented with other communication tools to overcome its
limitations with regard to engaging with local communities. There is need to develop strategies on
engaging groups that are marginalized by the Kgotla system and invest in sustainable long term
strategies of engaging appropriate mediums.
• The stakeholder consultation activities have generated recommendations and suggestions which
can inform future planning initiatives. The communication strategy needs to capture those lessons
and communicate them to the relevant audiences.
• The experience of ODMP through interactions with the ERP’s Basin-Wide Forum has shown to be
an effective means of information exchange within the basin both at grass root and policy making
levels. The strategy will work closely with its Basin Wide Forum as a vehicle for communicating
with communities across the basin.
• Due to insufficient coordination and planning of efforts from stakeholders working in the Okavango
Delta Ramsar local stakeholder consultation exhaustion has resulted due to excessive consultation
and involvement. Communities are instead expecting activities on the ground.
• There are ill defined access rights to livelihood resources, like the commercial harvesting of
thatching grass fishing grounds etc. (Lack of well defined policies)
• There is a need to address conflicting policies or practices, and put in place measures and
incentives to encourage compliance to regulations/policy.
• The lack of appreciation of traditional knowledge of resource conservation in the Delta. The chiefs
have volunteered to select the right people to guide the ODMP teams. Local people would be
prepared to actively assist the responsible departments to identify issues.
• The revitalisation of traditional rules that regulated the time, location and amount of veld products
to be harvested could contribute to the protection, sustainable harvesting methods of veld products
(fire wood, thatching grass, fruit trees)
• There is a lack of appropriate marketing facilities for traditional products
• At national level Okavango River Basin Water Commission (OKACOM) is in place to ensure basin
wide collaboration. At community level, a Basin Wide Forum (BWF) is in place through the Every
River has its People (ERP) project that addresses local community issues across the basin.
However, there are limited mechanisms for mid-level collaboration between planners e.g. technical
and operational professionals in the basin.

8.2 Communication strategy 2006 – 2008

The Communication Strategy has selected a few strategic areas emanating from the abovementioned
situational analysis, challenges and lessons learnt, which forms an evidence base or rationale for the
focus of the work during 2006-2008. This work will be carried out guided by five objectives that have
been developed under the framework of the overall vision, overall goal and broad objectives of the
ODMP. Further, they are informed by the values and principles of ODMP, and overall and broad
objectives of the communication component.

31
8.2.1 Evidence base
• The project needs strengthening of internal communication and knowledge management, which
includes setting standards for communication, reporting, and visual identity.
• Delta communities continue to be ignored by mainstream HIV and AIDS, Gender and Poverty
interventions thus marginalising and socially excluding the communities that reside in them.
• Evidence is accumulating that communities residing in the Delta, both upstream and downstream
have limited access to relevant information to allow them to make informed decisions to safeguard
the natural resources of the Delta and also improve livelihoods.
• Involving and empowering the communities helps to increase participation and fosters community
ownership to safe guarding the natural resources of the Delta.
• Although there is a good number of policy coverage and legislative framework within the Ramsar
site there is need to continuoulsly ensure a conducive policy environment for sustainable
management, e.g. some policies are inconsistent and conflicting, and some are not well defined.
There exists a limited access to information and understanding of policy issues, which reduces
participation by stakeholders.
• There is a lack of capacity, manpower and knowledge on best practices, including traditional
knowledge, which prevents improved resource use and conflict resolution.
• To address reduction of the inflows to the delta, appropriate mechanisms and specific tools have to
be developed to communicate to upstream stakeholders under the mantle of OKACOM.

8.2.2 Vision, Overall Goal and Broad Objectives of the ODMP

The vision of the Delta was developed through an extensive consultative process with different
stakeholders ranging from communities to governmental officials in Botswana 8.

The Delta vision statement

The final communication strategy derives its mandate from the vision developed in consultation with
various stakeholders of the Delta:

“A carefully managed well functioning ecosystem that equitably and sustainably provides benefits for
local, national and international stakeholders by 2016”

Overall Goal of ODMP

“To integrate resource management for the Okavango Delta that will ensure its long-term conservation
and that will provide benefits for the present and future well being of the people through sustainable
use of its resources.”

Overall Objective of the ODMP

“To develop a comprehensive, integrated management plan for the conservation and sustainable use
of the Okavango Delta and surrounding areas.”

8
ODMP. 2006. Streamlining Policy Frameworks and Development of a Common Vision for the Okavango
Delta Ramsar Site. Draft Report on Progress from the ODMP visioning team.

32
8.2.3 Values and principles of the ODMP

Values
Informed by the visioning exercise carried out among stakeholders in the Okavango Delta the
communication strategy of the ODMP should reflect the following values:
• Values of social and cultural integrity - The Okavango Delta is valued for its
social/cultural/values since it is the foundation of the livelihoods of the communities living in
and around it.
• Benefit sharing - Economic value to all stakeholders through local livelihood generation and a
unique world-class tourism.
• Respect, consideration and care – for the unique, aesthetic and ecological values in the Delta,
which directly or indirectly supports the human livelihoods and social and cultural values.

The principles of ODMP

Guiding principle:
• The ODMP project has been designed under the main principle of strengthening ownership
through accountability and active participation of all stakeholders. To ensure the effective
execution of the strategic thinking of the ODMP, buy-in needs to be enhanced through effective
communication, dialogue and information. This creates ownership of the wetland management
planning process and aims for all the stakeholders (communities, national, regional and
international) to be empowered in the sustainable use and conservation of the Okavango Delta
and its resources.

Supporting principles of the ODMP include:

• Association of international stakeholders through the fulfilment of obligations outlined in
relevant multi-lateral environmental agreements, the Ramsar Convention and those of the
Permanent OKACOM and other regional protocols ratified by Botswana
• The adoption of an integrated planning process where all sectors collaborate at all planning
and implementation stages
• Enhancement of capacity within project institutions and communities residing in the Delta area
Provision of data and filling of information gaps
• Provision of data and filling of information gaps
• Using the Ecosystem Approach in order to comprehensively manage the Delta in a manner
which devolves responsibility to the lowest levels of society and within the acceptable
ecological limits, economic context and using a broad information base
• Sensitivity to aspects of HIV/AIDS, gender and poverty

8.2.4 Overall Objective, Broad Objectives and specific Objectives of the of the communication
component

Overall objective of the communication component

Effective communication, dialogue and information exchange between the project and local, national,
regional and international stakeholders and between stakeholders themselves directly supports the
development and implementation of the ODMP.

33
Broad Communication Objectives
The three specific objectives of the Communication component were developed as:
• Empowerment of local and national stakeholders to participate in the development and
implementation of the ODMP through communication, dialogue and information exchange
• Regional and basin wide participation and awareness of the ODMP through communication,
networking and information exchange between the project and basin and regional stakeholders
• International awareness of the ODMP process through information sharing between the project
and the international community

The Specific Objectives of the Communication Strategy

The Communication Strategy has selected five specific objectives for communication. The five
objectives were derived through unpacking the three objectives of the communication component.

The five objectives are:

• To support project learning and reporting
• To enhance the state of knowledge in the delta for improved stakeholder participation
• To contribute to policy process using issues and lessons learnt from ODMP
• To promote best practices in the management of the Okavango Delta
• To promote shared learning, dialogue and partnerships with relevant initiatives. (Projects,
networks and institutions)

Objective 1: To support project learning and reporting

Communication has an important role to play to ensure project learning through collaboration and
engaging with stakeholders. Effective communication should be improved to ensure timely reporting
and a visual identity (corporate style). The different project partners and stakeholders have different
communication and reporting protocols, which the communication strategy has to be aware of and
position itself accordingly to effectively use these protocols in its communication. A website will be an
electronic link between ODMP and all its stakeholders that have access Internet. Mainstreaming of
livelihood issues (gender, poverty, HIV and AIDS) should be tested within the ODMP, and there are
other initiatives which have had considerable experiences that the project could learn from.

Activities under objective 1: Expected Outcomes under objective 1:

• Identify appropriate reporting • Access and utilization of information

protocols and entry points of the delta by stakeholders
• Develop a corporate style guide • Improved information flow between
• Develop an ODMP webpage the project and stakeholders
• Establish a resource centre • Improved HIV and AIDS and Gender
• Develop a proposal for an and Poverty mainstreaming into the
intranet system management of the delta
• Mainstreaming HIV and AIDS, • Increased cross-fertilization between
Gender and Poverty into the programmes and regional initiatives
planning and management of
Delta resources
34
 Objective 2: To enhance the state of knowledge in the delta for improved stakeholder
participation

There is generally a lack of adequate knowledge of the dynamics of the Delta, including socio-
economic issues and linkages between livelihoods and the environment. The strategy will base its
communication messages on the different experiences and products coming out of the planning phase
of the ODMP. The rationale is that if stakeholders better understand the linkages and the functioning of
the delta they can make informed decisions and choose to contribute to sustainable development. The
objective also encompasses mechanisms for feedback that are needed in order to facilitate a two-way
flow of information and also capture knowledge about the delta coming from stakeholders.

Activities under objective 2: Expected Outcomes under objective 2:

• Information needs analysis • Improved access to information about the

• Select and repackage information
• Select communication tools and
translate and disseminate documents
• Showcasing ODMP at strategic
platforms
• Produce Ramsar signs
• Select and use mechanisms for
feedback at existing platforms
• Advocate for the establishment of a
community radio station
delta
• Increased stakeholder (knowledge and)
participation
• Improved visibility of the ODMP
• Improved information flow between the
project and stakeholders
• Increased appreciation of other
stakeholders interest/viewpoint
• Improved support to the establishment of
community radio
• Increased overview of the institutional
setting for community radio
• Increased civil society engagement &
advocacy for community radio

Objective 3. To contribute to the policy process using issues and lessons learnt from ODMP

This objective addresses the importance of an enabling policy environment and the need to strengthen
it through communication. The strategy will be informed by experiences emanating from the ODMP
planning phase as well as expertise on policies and assist in policy development. Where policies are
not well defined and conflicting, this has to be documented and communicated to the relevant forum.
Alternative means (complementary measures) to support regulations and policies must be made aware
to different stakeholders.

Activities under objective 3: Expected Outcomes under objective 3:

• Identify and inform relevant fora for • Informed policy environment

policy dialogue • Improved access to information by
• Develop and produce policy briefs policy makers
• Organize key fora
35
 Objective 4. To promote best practices in the management of the Okavango Delta

This objective addresses the need for knowledge of best practices, may they be traditional, local or
modern, as long as they are affordable and effective for the user. Traditional knowledge is often well-
informed practices that have lost some of their status as with time, and the strategy intends to support
them in case they are indeed best practices. The strategy will be informed by he different experiences
coming out of three pilot projects on: 1) clearing of small channels to facilitate access to livelihood
resources; 2) building local community capacity to run a cultural tourism enterprise and 3) vegetation
based liquid waste polishing system. The strategy will also be informed through other best practices
emanating from ODMP planning stage and other local, regional and international initiatives. The
documentation will be shared and available as a resource for upstream users, to contribute to
sustainable development in the river basin.

Expected Outcomes under objective 4:

Activities under objective 4:
• Communicate lessons learnt and
best practices from pilot projects
• Identify, synthesize, document
and disseminate best practices
from ODMP and other initiatives
• Design tools for planners to
incorporate traditional knowledge
• Organize and facilitate workshop
on traditional knowledge
• Increased livelihoods and options for
local communities
• Increased awareness of sustainable
management of natural resources
• Reduction in human environmental
conflict and among resource users
• Strengthened management options
• Increase of the mainstreaming of best
practices into district planning
• Increased recognition of traditional
knowledge
• Increased exchange of lessons learnt
in the region

Objective 5. To promote shared learning, dialogue and partnerships with relevant initiatives
(projects, networks and institutions)

The strategy aims to share lessons learnt in ODMP at existing strategic platforms, as well as to
organise own platforms. This objective ensures basin wide communication through networking and
information exchange between the project and basin stakeholders. In this way the ODMP
Communication strategy may also serve other initiatives and assist basin wide planning if required.
Regular liaison should be made with OKACOM to ensure communication is endorsed and protocols are
followed. Other key vehicles of collaboration are BWF, the Ramsar Convention, and the SADC Protocol
on Shared Water Courses. International awareness of the ODMP process is also desirable through
information sharing between the project and the international community.

36
Activities under objective 5: Expected Outcomes under
objective 5:
• Document, disseminate and
share lessons from ODMP at • Strengthened capacity of the
strategic platforms. delta institutions
• Share ODMP communication • Wide understanding of delta, its
strategy with the basin processes and management
• Synthesize lessons from other issues
initiatives and disseminate • Improve coordination in the delta
internally in ODMP and implementation of the ODMP
• Publish ODMP milestone reports • Increased collaboration and
• Develop media information coordination between basin wide
• Produce an ODMP documentary partners
• Produce a book on the ODMP • Increased exchange of lessons
• Organize regional workshop for learnt in the region and
people at technical level internationally
• Increased appreciation of the
Delta

8.6 Operational implementation plan

The proposed activities to achieve the objectives for the communication strategy have been put in an
operational implementation plan. The plan provides for flexibility, given that changes are justified. The
monitoring and evaluation described later on in this document will be able to assist in assessing
progress, identifying challenges and proposing changes to the action and/or work plans.

37
Table 8.1 Operational implementation plan

In
Budget Year
Year 2007 2008
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

Objective 1: To support project learning and reporting

Develop guidelines
Identify appropriate reporting protocols for partners involved in the
implementation of the plan
Identify appropriate entry points for reporting for different
stakeholders: locals, regional, and international
Develop a corporate style guide for the ODMP project *
Establish a resource centre
Develop multimedia platforms
Develop ODMP webpage *
Identify and insert ODMP information and links on other websites
Develop a proposal for an intranet system
Mainstream HIV and AIDS ,Gender and Poverty into the planning and management of delta resources
Identify, document and disseminate lessons learnt in ODMP
Synthesize, document and disseminate lessons from other
initiatives
Organize training workshops *
Develop mainstreaming tools and guidelines
Implement HIV and AIDS mainstreaming tools to components
activities

Objective 2: To enhance the state of knowledge in the delta for improved stakeholder participation

Re-packaging of information from the planning phase

Information needs analysis
Select and repackage information *
Select communication tools
Translate information *
Disseminate information
Showcasing ODMP at strategic events *
Production of conference paper

38
Reprint and reproduce display materials *
Develop and produce Ramsar signs *
Place Ramsar signs at main entry points *
Establish mechanisms for feedback
Select and use tools for feedback at existing platforms, (meetings,
workshops and panel discussions etc)
Advocate for the establishment of a community radio station
Research on community radio
Panel discussion with stakeholders *
Meeting with authorities
Identify and engage civil society platforms

Objective 3: To contribute to policy process using issues and lessons learnt from ODMP

Identify and inform relevant forum for policy dialogue

Identify policy areas
Identify forum for policy dialogue
Develop and produce policy briefs *
Disseminate policy briefs
Develop and make presentations *
Organize key fora *

Objective 4: To promote best practices in the management of the Okavango Delta

Communicate processes and results from pilot projects

Identify, document and disseminate experiences *
Identify, document and disseminate best practices *
Translation of documents *
Organize exchange programme *
Capture and communicate best practices and approaches from ODMP
Identify, synthesize, document and disseminate best practices *
Develop Terms of References
Design traditional knowledge mainstreaming tools for planners
Organize and facilitate workshop *
Capture and communicate best practices and approaches from other local, regional and international initiatives
Synthesize existing information
Translate synthesized information *
Disseminate information
39
Objective 5: To promote shared learning, dialogue and partnerships with relevant initiatives (projects, networks and institutions)

Utilize existing platforms for learning and sharing in the region and internationally
Document, disseminate and share lessons learnt *
Develop and produce presentations
Attend and present at existing strategic platforms *
Share the ODMP communication strategy with regional and basin
wide initiatives *
Capture feedback from stakeholders
Synthesize and disseminate lessons from strategic platforms
Capture and communicate lessons learnt from project
processes
Publish ODMP milestones *
Disseminate ODMP milestones
Develop tools to capture feedback from stakeholders
Preparation of the script *
Produce documentary on the ODMP *
Disseminate documentary to stakeholders
Develop media information pack
Translate media information pack *
Secure space in media *
Disseminate information to existing media
Produce a book on lessons learnt *
Disseminate books
Organize a book launch *
Organize regional workshop for learning and sharing *

40
9. Management and implementation arrangement

In order to successfully implement the communication strategy a dedicated communications team has
been established, which is based at the DEA offices in Maun. It is currently consisting of a
Communications Specialist, a Rural Sociologist and an Associate Expert, lead by the District
Environment Coordinator (DEC). The different communications activities will however be shared with
project partners and some special tasks will be outsourced to specialists in their respective fields.

The communications team communicate and report on progress regularly to the Director of DEA. The
team receives technical assistance from IUCN and reports on progress quarterly as part of the annual
planning cycle of IUCN. IUCN reports on progress to Sida, which is submitted on a bi-annual basis.

Director
DEA
GoB
Headquarters

SIDA

District Environment Coordinator

GoB
District

Communication team:

Communication Specialist
Associate Expert
IUCN Rural Sociologist

IUCN
District

Reporting Line
Liaison

41
10. Monitoring & Evaluation (M & E)

M & E is essential in order to:

• Establish performance incentives for programme implementers;

• Detect and address problems so that programme redesign and improvement become standard
operating procedures for the ODMP Project including the communication component;
• Provide early evidence of programme effectiveness; and
• Communicates to our multi-level stakeholders, in transparent and objective ways, the efforts
being made the ODMP Project

Monitoring of the strategy will be conducted through regular programmatic and financial reports,
periodic visits to relevant stakeholders by staff and through annual review and re-planning exercises.
ODMP and its stakeholders will update its existing Monitoring system (logframe, instruments,
databases, etc.), so that accurate information collected in the field can be demonstrated.

Program monitoring and performance evaluation will focus on the extent to which expected results are
being achieved. Programmatic progress towards achieving expected results and desired impact will be
tracked through carefully structured performance monitoring tools for each of the 5 objectives. The M &
E system will be implemented to regularly collect and analyse data not only to determine program
progress in achieving stated objectives and results, but also to guide the program planning and
management decisions, and establish informed rationale for adjusting the program’s activities.

The results framework (Table 10.1) has been structured according to the 5 key objectives noted above
with clear performance indicators and targets.

In order to measure progress and performance during the implementation period of the Communication
Strategy component, the baseline and performance target data have also been added to the
framework. Progress and performance will be measured against these targets on an annual basis.

42
 Table 10.1 Communication Strategy Monitoring Results Framework

Outcome assessment/ Core Indicators Targets

2006 2007 2008
Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

Objective 1: To support project learning and reporting

Quarterly program
monitoring reports
(QPMR) Annual
Number of guidelines produced 2004 Review 0
(QPMR) Annual
Number of entry points identified Review 0
QPMR
% of increase of partners utilizing the guidelines 0
Number of people utilizing the resource centre QPMR 0
Number of hits on the ODMP webpage QPMR 0
Number of partners reporting utilizing information on the QPMR
website 0
Number of proposals developed for intranet system QPMR 0
Number of documents on gender, HIV, AIDS and poverty QPMR
developed and produced 0
Number of information on gender, HIV, AIDS and poverty QPMR
disseminated by type 0
Number of synthesized documents on gender, HIV, AIDS QPMR
and poverty developed 0
Number of partners utilizing the synthesized documents on QPMR
gender, HIV, AIDS and poverty 0
Number of workshops on gender, HIV, AIDS and poverty QPMR
mainstreaming held 2
Number of participants at workshops (desegregated by QPMR
gender/level) 0
Number of gender, HIV, AIDS and poverty mainstreaming QPMR
tools and guidelines developed 29
Number of partners reporting utilization of gender, HIV, QPMR
AIDS and poverty mainstreaming tools and guidelines 0

9
One on gender and one on HIV and Aids

43
Outcome assessment/ Core Indicators Targets
2006 2007 2008
Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

Objective 2: To enhance the state of knowledge in the Delta for improved stakeholder participation
Number of repackaged information (by type) QPMR 0
Number of information disseminated (by type) QPMR 0
% increase of communities participating in decision making QPMR
process as a result of the information repackaged and
disseminated 0
% knowledge increase of knowledge about the delta of QPMR
various stakeholders 0
Number of requests for information from various QPMR
stakeholders about the delta 0
Number of events attended by ODMP Communication QPMR
Team 0
Number of display materials produced (by type) QPMR 0
Number of signs developed, produced and placed QPMR 0
Number of signs remaining QPMR 0
Number of feedback items captured by type QPMR 0
Number and types of participatory tools utilized QPMR 0
Number of stakeholders giving feedback QPMR 0
Number of researches carried out on community radio QPMR 0
Number of panel discussions held on community radio QPMR 0
Number of meetings held on community radio QPMR 0
Number of stakeholders participating QPMR 0
Number of Civil society partners identified QPMR 0
% increase of Civil Society organizations actively advocating QPMR
for community radio 0

44
 Outcome assessment/ Core Indicators Targets
2006 2007 2008
Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

Objective 3: To contribute to policy process using issues and lessons learnt from ODMP
QPMR
Number of policy briefs developed and produced (by type) 0
Number of areas and forum for policy dialogue identified QPMR 0
Number of policy briefs disseminated (by type) QPMR 0
Number of policy makers utilizing policy briefs QPMR 0
Number of presentations held by ODMP staff (by type) QPMR 0
Number of fora organized QPMR 0
Number of participants at the workshop (by gender, sector QPMR
and level) 0
Objective 4: To promote best practices in the management of the Okavango Delta
Number of pilot projects documented on process QPMR 0
Number of documents disseminated (by type) on process QPMR 0
Number of pilot projects documented on best practices QPMR 0
Number of documents disseminated (by type) on best QPMR
practices 0
Number of exchange visits organized QPMR 0
% increase in application of sustainable practices QPMR 0
Number of documents produced and disseminated to basis QPMR
wide stakeholders 0
Number of traditional knowledge mainstreaming tools QPMR
designed 0
Number of workshops on traditional knowledge held QPMR 0
Number of participants at traditional knowledge workshops QPMR
(by type) 0
% increase in use of best practices by planners (by type eg QPMR
traditional knowledge, ODMP or other initiative) 0
% increase in use of traditional knowledge mainstreaming QPMR
tools by planners 0
Number of traditional knowledge documents synthesized QPMR
and produced 0
Number of traditional knowledge documents disseminated QPMR 0

45
 Outcome assessment/ Core Indicators Targets
2006 2007 2008
Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

Objective 5: To promote shared learning, dialogue and partnerships with relevant initiatives (projects, networks and institutions)
Number of documents on lessons learnt produced QPMR 0
Number of documents on lessons learnt disseminated QPMR 0
Number of presentations on ODMP produced QPMR 0
Number of presentations produced and held QPMR 0
Number of Strategies disseminated to partners (by type) QPMR 0
Numbers of partners actively collaborating with ODMP QPMR 0
% increase in the number of initiatives established QPMR 0
Number of feedback on the strategy (by type) QPMR 0
Number of lessons learnt synthesized QPMR 0
Number of documents on lessons disseminated to planners QPMR 0
Number of platforms attended by Communication Team QPMR 0
Number international platforms collaborating with ODMP QPMR 0
Number of milestones produced QPMR 0
Number of milestones disseminated QPMR 0
Number of tools for feedback on milestones developed QPMR 0
Number of ODMP documentaries produced QPMR 0
Number of documentaries disseminated QPMR 0
Number of feedback on the documentaries (by type) QPMR 0
% increase in knowledge of the Delta (type) QPMR 0
Number of media information pack developed & produced QPMR 0
Number of media information packs disseminated QPMR 0
Number of journalists utilizing the media packs (by type) QPMR 0
% increase in the space secured in the media QPMR 0
Number and type of information disseminated to media QPMR 0
Number of books produced on the ODMP project QPMR 0
Number of books disseminated QPMR 0
Feedback on the book by type QPMR 0
Number of regional workshops held QPMR 0
Number of participants (by type) QPMR 0
% Increase in regional cooperation and learning QPMR 0

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11. Budget Communication Strategy
Line Item 2007 2008 (Jan Feb)
BWP USD BWP USD
Communication Specialist 82,500 13,750
Rural Sociologist 39,225 6,538
International Travel 11,000 2,000
Local Travel 8,100 700
Vehicle running costs 9,000 500

Communications PR
Develop a corporate style guide, Consultant (two days) 5,000 820
ODMP webpage, Consultant (six days) 25,000 4,098
Ramsar site signs 10,000 1,639
PR material (Newsletters, drama, subsciptions to newspapers) 19,200 3,148 2,000 328
Adverts in Newspapers and Magazines 32,000 5,246 2,000 328
Fact sheets (pilot projects, best practices, policy briefs) 48,000 7,869 2,500
Pilot projects comics and drama 16,000 2,623
Booklets on best practices (pilot projects etc) 17,000 2,787 3,000 492
Document best practices (Consultant) 60,000 9,836
Launch of ODMP workshop (inlc publicity materials) 85,000 13,934
Publication of ODMP milestones 95,000 15,574
Documentary on ODMP 115,000 18,852
ODMP book 125,000 20,492
Publicity equipment 10,000 1,639

Training/workshops/seminars/conferences
Community radio station 15,000 2,459
ODMP stakeholder forum 50,000 8,197
Ngamiland CBNRM forum 30,000 4,918
Exchange programmes on best practices 9,000 1,475 1,000 164
Workshop on best practices (consultant) and pilots 50,000 8,197
Workshop on Gender, Poverty HIV and Aids mainstreaming 20,000 3,279

Translation of documents
Pilot projects fact sheets 9,000 1,475 1,000 164
Communication strategy 4,000 656
Simultaneous translation for regional consultation 3,000 492
Publications translation 16,000 2,623 2,000 328
Translation of documentary 1,000 164

Engagement & communication with basin stakeholders

Exchange programmes on best practices-pilot proj. 9,000 1,475 1,000 164
Lodgistics in Angola (accomodation, flights, car) 28,000 4,590
Regional workshop for technical people 100,000 16,393

Administrative Overheads (10%) 24,428 4,071

TOTAL 339,204 29,526

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