final communication strategy framework for odmp

8/8/2019 Final Communication Strategy Framework for ODMP

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COMMUNICATIONS FRAMEWORK FOR THE

OKAVANGO DELTA MANAGEMENT PLAN

Drafted by Oliver Chapeyama

ENVIROPLAN (Pty) Ltd P.O. Box 70079GaboroneTel; +267-3972489

E-mail:[email protected]


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Table of Contents

List of Acronyms 3

1.0 Introduction and Background 4

2.0 Purpose of consultancy 6

3.0 Linkages with related initiatives 8

4.0 Definition of Communication 12

5.0 Stakeholder Analysis 12

6.0 Communication Framework 16

7.0 Resource Requirements 21

8.0 Proposed Workplan 28

9.0 References 29

Annexes 30

Annex 1 Issues and recommended actions and tools

Annex 2 Position Descriptions

Annex 3 List of stakeholders Consulted

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List of Acronyms

CEDA Citizen Empowerement and DevelopmentAgency (Botswana)

CBNRM Community-based Natural Resources Management

CBO Community-based OrganisationDWA Department of Water Affairs (Namibia)ERP Every River Has Its PeopleEIA Environmental Impact AssessmentESA European Space AgencyHOORC Harry Oppenheimer Okavango Research CentreIWRM Integrated Water Resources ManagementIUCN The Word Conservation UnionKCS Kalahari Conservation SocietyNCSA National Conservation Strategy AgencyNGO Non-governmental Organisation

ODMP Okavango Delta Management PlanOKACOM Okavango River RBasin CommissionSAP Strategic Action PlanSADC Southern Africa Development CommunitySME Small and Medium Scale EnterpriseTDA Transboundary Diagnostic AnalysisUNDP/GEF United Nations Development

Programme/Global Environment FacilityVDC Village Development CommitteeWERRD Water and Ecosystems in Regional Development

1.0 INTRODUCTION AND BACKGROUND

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1.1. Introduction

The Okavango River basin, located in the northern fringe of the Kalahari Desert, isone of the largest river basins in Southern Africa and is shared by Angola, Namibiaand Botswana. The Okavango river is the fourth longest (approximately 1,100 km) in

the region flowing off the well-watered highlands of Huambo in Angola, is joined bythe Cuito before crossing the Caprivi Strip of Namibia and then dispersing its flow ina great inland fan of channels and swampland, known as the Okavango Delta, inBotswana. The inland delta forms the core of the largest declared Ramsar site or Wetland of International Importance under the International Convention for the Protection of Wetlands. The site, which also includes the Kwando / Linyati river system, is locatedentirely within Ngamiland District, in the north-west region of Botswana. This is asemi arid area that experiences large variations in flooding on an annual basis, theDelta being comprised of permanent, seasonal and intermittently flooded zones, as

well as from year to year, e.g. this year has seen the biggest flood since 1984. TheDelta holds a vitally important place in the ecological and cultural fabric of Botswanaas it provides a vast area of water and flooded grassland with good grazing and arich diversity of wildlife. Many people derive their livelihood from floodplain (molapo)farming in the area while the delta is also economically valuable as it serves both asa source of revenue from tourism, (mostly based on wildlife and natural scenicbeauty) and as a source of water for the district.

The Okavango is one of the few large rivers in the world that has so far remainedrelatively pristine with minimal development and is regarded as one of the best-preserved corners of wilderness left in the world. Its structure and functioning is

essentially dependent on the water and sediment that enter from upstream.The upstream riparian state of Angola, is relatively water rich, while the downstreamriparian states of Namibia and Botswana are water poor. The developmentapproaches and directions taken by Angola will therefore determine future water flows to Botswana and Namibia. With growing water demand in the basin states,water sharing has become a major concern. Transboundary issues in land andnatural resource use, such as planned water and wetland management interventions,make it necessary to include the surrounding countries in the Okavango Deltaplanning process. It is therefore important for riparian countries to establish linksallowing for discussion and exchange of views and mutually beneficial cooperation in

order to achieve better management of shared water resources. The incorporation of these regional considerations in project management will ensure that the ODMPbecomes fully responsive to SIDAs desire to have the project address the regionaldimension of river basin management without which sustainability cannot beguaranteed.

In order to ensure the conservation and wise use of the Okavango, the Governmentof Botswana has embarked on a project to develop a management plan for theOkavango Delta. The specific objective of the project is to develop a comprehensive,integrated management plan for the conservation and sustainable use of theOkavango Delta and surrounding areas.

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An integrated management plan for the Okavango Delta will need to deal with andaddress the needs and interests of a large number of local, national, regional andinternational stakeholders. A number of these needs and interests are of a potentiallyconflicting nature (e.g. tourism and irrigated agriculture, wildlife and cattleproduction). This applies at the local and national level within the Okavango Delta

itself but it is equally true of the upstream downstream interactions in the wholeriver basin and thus also at both the regional and international scale. Both Angolaand Namibia have, among other development aspirations, legitimate water resourcesneeds and interests. The potential effects of realizing such needs will have to bebalanced with the sustainable conservation and use of the resources in theOkavango Delta within the boundaries of Botswana itself.

Detailed consultation and effective participation (e.g. in the decision making anddecision taking process), accompanied by effective communication and informationexchange at the local, national, regional, and international level, are therefore vital toarrive at a balanced plan where all stakeholders find their interests rightfully

considered. It is within this context that the Government of Botswana has embarkedupon the development of a communications strategy as part of the ODMPformulation process. This strategy will propose a methodology for implementingComponent 11 of the Okavango Delta Management Plan entitled Dialogue,Communication and Networking on the Okavango Delta Management Plan. Thecomponent is designed to deliver effective communication and information exchangebetween the project and stakeholders, and among stakeholders themselves, at alllevels. This will be achieved by institutionalising communication and informationexchange within the project in order that the processes involved and the informationexchanged in development of the ODMP directly supports that development andimplementation of the ODMP and, through IUCN and SIDA, other similar plans and

projects worldwide. Information exchange and dissemination across the Okavangobasin will ensure that regional concerns are brought to bear on all actions taken tomanage the Delta in Botswana.

It is important to note that the current exercise will not produce a comprehensiveCommunication Strategy under the ODMP. At best, the study will provide guidelinesfor the development of a strategy and do the following:

identify the major stakeholders to be addressed in a communications strategy; highlight the major issues to be addressed by such a strategy; recommend approaches and tools for use in communication; and

give pointers to possible results that can be achieved through theimplementation of the strategy.

A comprehensive Communication Strategy for the ODMP will be developed bythe Communications Specialist to be engaged under the project.

2.0 Purpose of Consultancy

The purpose of this consultancy was to design a Communication Strategy for the ODMP initiative to fulfil the requirements of Component Number 7 of theproject. This purpose was later changed to require the formulation of aCommunication Framework instead.

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Specific tasks that were conducted included the following:

a) Undertake comprehensive stakeholder analysis with the view of identifying key target groups at local, national, regional andinternational level for awareness raising, participation and learning.

b) Identify projects and institutions working on the Okavango River Basin and other similar wetlands e.g. NHI/IUCN Sharing Water, EUWERRD programme, UNDP/GEF Okavango Basin study, Every River has its people etc in the OWMC and specially convened stakeholder forums.

c) Develop effective communication mechanisms for engagementof all identified target groups in the development and implementation of ODMP.

d) Re-assessment of staff needs for the communication component.

e) Preparation of job descriptions for Communication SpecialistandRural Sociologist.f) Assess and recommend strategic location of the CommunicationSpecialist.

g) Prepare a detailed work plan for the Communication Component.

2.1 Methodology

A variety of approaches and methods were used to collect data and design theCommunications Framework for the Okavango Delta Management Plan. Primarymethods used included desk studies for literature reviews, gleaning relevantinformation from websites, stakeholder consultations, and review of Government of Botswana and IUCN requirements for drafting position descriptions.

A number of stakeholders were consulted on a one-on-one interview basis whileothers were contacted by telephone. The consultant had to resort to using workshopsas a means of reaching as many stakeholders as possible in the short timeframeallowed for the task. Two workshops were held-one in Maun and one in Gaborone-for this purpose. The workshops discussed the following questions as a way of focusing data collection:

1. Identify major issues of concern to your group in the development of theODMP. Highlight those issues relating to communication.

2. What role do you see communication/information sharing playing in advancing

your issues as the ODMP is developed?

3. What Communication tool best suits your needs?

4. How can your sector contribute to the development of the ODMPcommunications strategy?

A list of stakeholders consulted during the consultations is attached as Annex 2.

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The process of developing the Communications Framework was affected by anumber of limitations. Primary among these were the limited financial resources andtimeframe allocated to the effort which limited the extent to which the consultantcould consult stakeholdes in the three riparian countries. These limitations resulted inlimited consultations being held only in Botswana. The consultant could also not

travel to Angola and Namibia due to lack of resources.Although the assignment was originally intended to produce a communicationsStrategy for the ODMP, it was realized after the production of the draft report that itwould not be possible to produce a comprehensive strategy in the timeframeallocated to the task. On the suggestion of SIDA it was decided to change the focusof the consultancy to instead produce a Communication Framework that would beused to guide the formulation of a comprehensive Strategy by the CommunicationSpecialist after he/she is engaged.

2.2 Goal and Rationale of the ODMP Communications Framework

2.2.1 Overall Goal

The overall goal of the ODMP Communication Strategy is the promotion of effectivecommunication, dialogue and information exchange between the project and local,national, regional and international stakeholders, among the various projectcomponents and among the various stakeholders themselves. The strategy hasthree specific objectives as follows:

a) Raising awareness and disseminating project information;b) Supporting project internal learning and development;

c) Promoting shared learning with other projects and institutions. In doing so, itis hoped it will lead to greater awareness, understanding and contribution(participation) of multi-level stakeholders to the ODMP planning process.

2.2.2 Rationale

Empowerment of stakeholders to take decisions on issues that affect them requiresthat they are fully able to understand these issues through access to relevantinformation, communication, dialogue (all presented or available in anunderstandable format, language, etc.) and networking between and amongthemselves and other stakeholder groups as well as to be involved in undertaking

environmental programmes themselves.(Adapted from Okavango DeltaManagement Plan: Component 11, Dialogue, communication and networking on theOkavango Delta Management Plan). Since local people constantly utilize thenatural resources in and around their communities, they are better placed to voicetheir choices and suggestions on resource use and management that better meettheir current and future aspirations. It is from these choices and suggestions thatnational policy options can be developed to achieve a holistic approach tosustainable use and management of natural resources and avoid antagonismbetween the governors and the governed.

A major impediment to broadening participation in the making of appropriate

decisions is the lack of appropriate information tools and communicationmechanisms for the different stakeholder groups. Communication allows for 7


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dissemination of information, sharing of ideas, lessons learnt and best practices andreceiving feedback on the relevance and impact of the disseminated information.

The Okavango River, as it flows from its source to the Delta and beyond, sustainssocio-economic and environmental systems and biodiversity, e.g. the rivers

associated wetlands provide livelihood options for various stakeholder groups andimportant habitats for wildlife and migratory birds. The wetlands also play animportant role as natural reservoirs for storing and regulating river flows andrecharging groundwater aquifers. The actions of one stakeholder group within thissystem will therefore impact on other stakeholders. Local users and beneficiaries of the Delta resources therefore have a lot to learn and share with other communitiesboth within and across political boundaries.

With an appropriate communication programme for the ODMP, key stakeholders,including those that represent upstream interests in the river basin, will share the

knowledge about the functioning of the Okavango Delta ecosystem and itsimportance for the different resource users thereby assisting in the development of the ODMP. They will understand and agree upon the strategic choices underlying theconservation and wise use of the Delta as reflected in the management plan.

3.0 Linkages with related Initiatives

It must also be highlighted that through the ODMP, the Government of Botswana isundertaking groundbreaking work in the international arena. The Okavango isthe largest Ramsar site in the world thus the process, experiences and lessonslearnt during development and implementation of the management plan will be

of interest to the international community. At the local level ODMP is alreadyworking closely with, or actively seeking to build contacts with other relevantand related projects in the Okavango Delta and the wider Okavango River Basin. Some of the other Okavango projects and programmes are outlinedbelow:

Environmental Protection and Sustainable Management of the Okavango River Basinand Permanent Okavango River Basin Commission (OKACOM) initiatives

The long-term goal of this project is to protect the ecological integrity of the basin. Itis funded by United Nations Development Programme (UNDP) and the Global

Environmental Fund (GEF) and coordinated by OKACOM and will entail completionof a Transboundary Diagnostic Analysis (TDA) and formulation of a Strategic ActionProgramme (SAP).

At a regional level the planned river basin management planning activities of OKACOM, and the tri-partite commission comprising government officers fromAngola, Namibia and Botswana charged with overseeing development of the river basin, are crucial. The ODMP Project Proposal states that development of theOkavango Delta Management Plan (ODMP) would be expected to provide input intothe overall management of the Okavango River Basin. Close cooperation with all theOKACOM countries and OKACOM structures on the development of the

management plan is vital for its success.8


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Sharing Water

This was an initiative that recognised the complexity of the Okavango/Cubango Basinin terms of its international status, its cultural and economic diversity, its ecological

importance, the expectations and possible pressures on the system to support localand national development and the uncertainties associated with future managementof a highly variable system. Sharing Water offers a platform, called collaborativelearning, for collective resource inquiry and for negotiation about sharing water andrelated ecological resources. This approach was designed to build the commitmentand knowledge base needed to manage ecological complexity and uncertainty. Thedata collected under this initiative will therefore be useful in ODMP planningprocesses as it increases the levels of understanding of the flow characteristics of the river system. The data will also facilitate decision-making processes relating toresource allocation across the basin.

WERRD

The Water and Ecosystem in Regional Development: balancing societal needs andnatural resources systems sustainability in international river basins (WERRD)project is designed to:

a) improve and develop scientific methods that will facilitate the monitoringof fluctuations of hydrological and ecosystem variables of the OkavangoRiver Basin

b) articulate local knowledge and relate this to other dimensions of knowledge

c) link the components of the natural resource system to the socio-economic dynamics and to national and international policy

All these will contribute to the development and implementation of an all inclusiveODMP planning process that incorporates resource dynamics, indigenousknowledge systems and social and economic principles.

TwinBas

The Twinning European and third world countries river basins for development of integrated water resources management methods (TwinBas) project is a European

Union funded research project with the goal of knowledge brought to a level whereintegrated water resources management (IWRM) can be implemented for fivetwinned river basins around the world, including the Okavango River Basin.In addition to institutionalising the principles of IWRM into basin-wide planning

processes, this project will also facilitate learning and information exchangesamong the five target river basins.

Leseding Project

This is an initiative from the University of the Free State, South Africa conductingresearch focusing on fish ecology and the sustainability of livelihoods of Ngamiland

people. Since the livelihoods of the majority of the community groups in Ngamiland9


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depend upon the exploitation of the resources in and around the delta, the LesedingProject is expected to provide critical information on the resources found in the delta.Decisions affecting levels of resource off take in the delta will be based on theinformation generated by this project. The Government of Botswana is also workingtowards establishing carrying capacity levels of the resources in the subject area.

The results of this project will be useful input into this planning consideration.TIGER Partnership

This is a partnership between the European Space Agency, the Federal Institute of Technology Zurich and DWA aimed at establishing a monitoring programme for theOkavango Delta based on remote sensing. This project will assist with provision of data on the changes in the delta resources which will be a useful input into on-goingODMP planning and project implementation activities.

Proposed hydropower scheme at Poppa Falls

The Namibian government is currently investigating the possibility of constructing ahydro-electric power generation scheme at Popa Falls on the Okavango River just upstream of the Delta. A pre-environmental appraisal has been completedfor Namibias proposal to develop a hydro-power scheme at Popa Falls and afull EIA has now been commissioned. The sustainability of the Deltaecosystem depends to a large extent on what happens in the upper reachesof the basin. The findings of the EIA will provide information regarding theextent to which stream flows will be affected by this project. Extrapolations canthen be made as to the extent to which the ecological processes in the deltawill be affected by the projected changes in stream flows.

The Every River has its People Project (ERP)The Kalahari Conservation Society (KCS) in Botswana, the Namibia NatureFoundation in Namibia and ACADIR in Angola, have been running a communityengagement and awareness raising project for communities, called the Every River Has Its People project (ERP). This has been operating in communities based in andaround the Delta in Botswana, as well as along the river in Namibia. In Angola,community involvement in ERP brings in community groups over a much wider geographic spread in the upper reaches of the river system.. The three organisationshave undertaken consultations and studies in each country and the next step is toensure that people are fully informed and consulted about future developments in the

river basin. The activities outlined in the ODMP project proposal in many instancescame from information collected by the ERP. ODMP and the ERP have alreadybegun a collaborative and cooperative approach to their communication andconsultation efforts, especially concerning aspirations of the communities. Staff fromthe ERP and ODMP worked closely together during community consultation carriedout during this Inception Phase and the ERP benefited from Kgotla meetingsorganised by ODMP through widening their base of participation in the projectsBasinwide Forum by recruitment of one or two people from each village. TheBasinwide Forum interacts with OKACOM, a process that has facilitated thecompletion of the loop including communities, NGOs and government.

Government Initiatives10


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The Government of Botswana is also undertaking various developmental activities inthe project area ranging from the efforts of local authorities (land allocation, primaryeducation, primary health care, community development etc.) to the activities of devolved central government institutions such as protected areas management,community based natural resource management (CBNRM), road construction,

agricultural development and promotion of small and medium enterprises oftenthrough the Citizen Entrepreneurial Development Agency (CEDA). All of theseinterventions have a bearing on the management of the Okavango Delta andalthough not directly part of the ODMP project structure must be taken into accountas the project undertakes planning and programming activities. In order to facilitatethis, the ODMP Secretariat has contacted all local authorities and institutions in thedistrict as well as central government institutions devolved to district level to highlightthe existence of the ODMP and ensure joint working and decision-making wherever possible.

Probably the single most important and relevant of these activities to the ODMP will

be the activities and developments outlined in the recently completed NgamilandDistrict Settlement Strategy which goes well beyond just addressing purelysettlement related matters. The secretariat and some of the project partners haveprovided input to the Report of Survey (July 2003) and the Draft Report (January2004) thereby allowing the NDSS to be influenced by the ODMP and making theODMP secretariat aware of the recommendations coming out of it. The ODMP cantherefore be planned with these in mind ensuring effective delivery and reducing thepossibility either of duplication of work or leaving of gaps.

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4.0 Definition of Communication

Communication is the passing of news or information from one to another. It can beused in a variety of ways to achieve various goals. In the context of the ODMP,communication refers to activities aimed at facilitating information exchange betweenthe project and stakeholders, and among stakeholders themselves in the process of developing and implementing the project.

Communication can be used to raise awareness about an activity or programme, toeducate stakeholders about the major features of a programme and to promotelearning through training and participation by all stakeholders. Unlike informationdissemination, communication provides for feedback and dialogue, which generateknowledge upon which decisions are made.

5.0 Stakeholder Analysis

As stated in the introduction to this document, the Okavango Delta is the largestRAMSAR wetland site in the world. Together with the associated Okavango river thesystem traverses three countries and various ecosystem types. Because of this, thesystem has international significance as a unique ecological feature. The Okavangodelta provides the basis of sustenance and economic activity for a variety of stakeholder groups. These attributes largely define the range of stakeholders thathave an interest in the sustainable management of the ecosystem as well as theissues 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 environs. Thesewill need to be identified and pursued as the ODMP Communications Strategy isdeveloped and implemented in tandem with initiatives being developed in other partsof the Okavango river basin. Of particular importance in this regard are the UNDP-GEF Okavango River basin project, the ERP project and the OKACOM initiatedactivities across the basin.

The analysis of stakeholders carried out as part of the process of formulating thisframework for communication identified the following categories of stakeholders:

a) Primary Stakeholders:

These are those stakeholders that directly depend on the water and naturalresources of the delta for their subsistence needs. They include community groups inand around the delta. An estimated 120,000 people reside in the delta and itsenvirons. This stakeholder group is inextricably bound to the delta and its resourcesand possess intimate knowledge about the dynamics of the delta that had hithertoremained untapped for incorporation into management planning processes until theintroduction of projects such as the Every River Has Its People. These initiativeshave raised the need for considering community interests, in their broadest form,including gender and youth interests, in project design and management. The ODMPprocesses will need to incorporate the interests of these groups to ensure that they

do not continue along development paths that are considered to be unsustainable.12


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b) Secondary Stakeholders

Secondary stakeholders were defined as those groups that depend on the delta andits resources for business purposes. For purposes of the development of thisframework this group includes commercial tour operators who run the burgeoning

tourism industry in the Okavango Delta, In defining this category of stakeholders itwas noted that through the CBNRM initiatives that have been implemented inBotswana and Namibia over the past fifteen years, some community groups havealso entered this category of stakeholders as they have established business entitiesbased on the delta and its resources.

c) Tertiary Stakeholders

This group of stakeholders includes the representatives of independent as well asgovernment entities that have management responsibilities for the Delta and itsresources. These include those based in the project area itself as well as those

based in Gaborone. The primary responsibility of this category of stakeholders is theprovision of services to both the primary and secondary stakeholders. Non-governmental organisations working with communities on specific attributes of theDelta and research institutions such as the Harry Oppenheimer Okavango ResearchCenter (HOORC) are also included in this category.

Also included in this category of stakeholders are educational institutions that areworking to improve the understanding of the delta and its dynamics among studentsin the area.

d) Policy makers

Another distinct category of stakeholders identified during the consultation processleading to the formulation of this framework was that of policy makers at variouslevels. At the project or district level this category is represented by elected localauthority representatives who are charged with the responsibility to interpretgovernment policy and direct the implementation of these policies through projectsand programmes. Policy makers at national level include legislators who formulatenational development policies. These policies also feed into regional (trans-national)policies through regional integration mechanisms such as OKACOM and SADC.

e) International Stakeholders

The Okavango Delta is an internationally significant wetland system. This hasresulted in the three countries that are riparian to the delta engaging in a basin widemanagement programme through the OKACOM processes. The delta has also beendesignated a RAMSAR site by the Government of Botswana. Due to this designation,a fourth and critical stakeholder group representing international conservationinterests also has interests in the conservation and ecological integrity of the delta.Primary among these are organisations such as IUCN with its Water and NatureInitiative, the Commission on Ecosystems Management, the Commission onEducation and Communication and the Commission on Protected Areas.International donor organisations that are supporting programmes aimed at

improving the management of the site are also important stakeholders. Among theseare Swedish International Development Agency, the United States Agency for 13


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International Development and the United Nations Development Programme.

Tourists that visit the Okavango Delta are an important class of internationalstakeholder. New management plans for the Okavango Delta will have an impact onthe tourism product offered in and around the Delta. If any new plans are

implemented in the delta, Government at both national and local level will assumeoverall responsibility for ensuring that tourists and tour operators are informed aboutany new initiatives arising from the ODMP. Tour operators will also be encouraged toincorporate any information emanating from planning processes that might berelevant to tourists and other visitors in their marketing packages.

The stakeholder categories identified above are of necessity generic and are basedon clustering stakeholders with similar information needs. In developing thecomprehensive Communication Strategy, it may be necessary to review thisclassification of stakeholders with a view to identifying specific groupings with specialcommunication needs. In doing this however there will be need to incorporate the

need for cross-sectoral communication.5.1 Issues related to Communication Identified by Stakeholder Groups

a) Primary Stakeholders

The primary stakeholders consulted identified the following issues as requiringattention in the formulation of a communications strategy for the ODMP:

Community groups would like to be consulted by project proponents at allstages of programme development. This consultation should involve all

stakeholders on an equal footing; There were inadequate feedback mechanisms to community groups in theconsultation process. This resulted in communities being unsure as to whether their interests were taken on board in project design;

There is usually little coordination among different government and NGOentities working on programmes with communities resulting in duplication of effort and too frequent calls on the time of community groups;

Community representatives that attend workshops often fail to disseminateinformation to the broader mass of stakeholders in their constituencies due tolimitations in transport and the lack of other means of communication at locallevel;

Communities generally lack the capacity (technical) for gathering informationand disseminating it. Illiteracy levels in Ngamiland are of the order of 30%,which is one of the highest in the country. This situation requires the designand use of appropriate communication tools to reach these stakeholders asconventional methods will not yield the desired results;

Community groups are not homogenous entities. They are made up of discrete interest groups each with its own valuable knowledge of the dynamicsof the Delta. This traditional knowledge needs to be marshaled and used indeveloping plans for the sustainable management of the Delta;

Project and government personnel use technical language in communicatingwith community groups. Such language is not easily understood by community

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Lack of gender sensitivity in communication means that disadvantaged groups(e.g. women) are left out of development planning processes;

b) Secondary Stakeholders

The secondary stakeholders consulted raised the following issues: Poor coordination among service providers. Service providers are usually

concerned with delivering on their institutional mandates and pay littleattention to the need to coordinate with others in the field;

Lack of information networks on projects e.g. data bases not linked;

Resource limitations among service providers. Budget and personnelallocations to most service providers are usually limited while manpower deployed to the field usually lacks appropriate skills;

High levels of bureaucracy and the tendency among government entities tohold on to information also militate against effective service delivery;

c) Tertiary Stakeholders

The tertiary stakeholders consulted raised the following issues for consideration inthe formulation of the communications strategy:

Poor communication among government departments due to stove-pipedreporting structures;

Poor communication within government institutions. Field levels needs are

not usually reflected in management decisions at national level; Sector based-planning resulting in uncoordinated approaches to

development problems of the district. The major problem with this is thatcommunities end up receiving sector-based information on these problemsinstead of consolidated information that they can use to effectively plan their interventions;

Poor financial and human resource allocation to government institutions thataffect their capacity to deliver;

Too frequent staff changes due to transfers affect continuity;

NGO priorities are not always coincident with those of government and

community groups. These varying interests result in uncoordinatedinformation being delivered to intended beneficiaries; Language barriers as some technical information is difficult to translate into

language other stakeholders such as community groups can understand; The need to keep some information outside the public domain means that

government entities are unable to provide some information that may berelevant to development planning;

d) Policy Makers

Policy makers were separated from tertiary stakeholders as their roles and functions

were considered to be different. Policy makers create the policy environment within15


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which all other stakeholders, including the tertiary category, operate. The few policymakers that were consulted raised the following as issues that need to be taken intoaccount as the Communication Strategy is developed:

Uncoordinated and slow service provision by government entities and NGOs

distorts the message to be sent to project beneficiaries; Inadequate resource allocation to service providers results in some serviceproviders placing information dissemination very low in their list of priorities;

Lack of standardization of information and data across jurisdictionalboundaries, especially international borders;

e) International Stakeholders International stakeholders consulted raised the following issues:

The need to ensure adequate linkages of the ODMP processes to other

regional initiatives that are on-going in the Okavango basin; The need to ensure that the ODMP communications strategy is linked intointernational initiatives such as the IUCN Water and Nature Initiative.

6.0 The Framework for a Communication Strategy

A communications strategy illustrates the way an organization or programme aims topackage and disseminate information to concerned groups of stakeholders so as toachieve the following objectives:

Improve the state of knowledge about issues among stakeholders; Influence the attitudes of stakeholders to major issues; and

Influence the practices of stakeholders.

In developing the strategy, the Communications Specialist will need to demonstratehow the actions they propose will shape the knowledge, attitudes and practices of principal stakeholders in line with the development of the ODMP. This action isindicative of the fact that communication will be a component of this project in boththe planning and implementation phases.

It is also important to identify the target groups to be addressed, and the approachesand tools of communication to be used. This is particularly important as it determineswhether the right audience is being reached with the right messages. Reaching thewrong people with the right message or the right people with the wrong messageresults in communication not having any effect.

The vast size of the Ramsar site, and the whole Okavango River basin that is alsothe target of the ODMP communication strategy and the unique difficulties in physicaland remote (radio, telephone, email, internet etc.) access, present enormouschallenges in the formulation of an effective communication strategy. In view of this,it is important that the formulation of a communication strategy takes into account the

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presence of on-going activities that can be used as building blocks for effectivecommunication. Strategic partnerships will need to be developed between the ODMPand other projects in the Okavango basin to achieve maximum outreach and impact.Cases in point include the Every River project and the UNNP-GEF Okavango River Basin project. These two projects will help with the mobilization of stakeholders

across the basin for involvement in project activities.In proposing a framework for a communications strategy for the ODMP it is notedthat communication takes place at various levels. In addition, each of the stakeholder groups identified within the ODMP project context has issues that are associated withit. The resolution of these issues requires the identification of specific actions to beundertaken and the use of different communication approaches and tools.

The Communication Framework for the ODMP will have the following elements;

Communication between the ODMP project and stakeholders at local primary

stakeholder level; Communication among planning stakeholders within the project site; Communication among the various components of the ODMP; Communicating project experiences to decision and policy makers; Communication between ODMP and other projects in the basin; Communication with International Initiatives;

Each of these elements is discussed below with recommendations made regardingapproaches and tools that can be used to operationalise each element. Theserecommendations are synthesized from the list provided in Annex 1 to thisCommunication Framework.

a) Communication between the ODMP project and stakeholders at local primarystakeholder level.

Community groups in the delta and surrounding areas depend upon the delta for their livelihoods. They draw primary resources such as fish, timber and other resources from the delta. The Delta, as a source of livelihood, is increasingly comingunder pressure from commercial activities related to tourism. As the ODMP isdeveloped, it will be important to ensure that the implications of activities emanatingfrom this major initiative are communicated to community groups. Communityinterests also need to be factored into the plan.

Most community groups highlighted limited consultation, lack of feedback on issuesof concern to them and the use of inappropriate language by project proponents asmajor communication issues. Ways of improving consultations with this category of stakeholder will therefore need to be identified. Government has establishedstructures such as VDC, CBOs and traditional authorities to facilitate increased flowof information to community groups. The local traditional administration has alsoestablished the kgotla as a system of communication. All these structures will beuseful in disseminating information on the ODMP processes among communitygroups in the project area.

It has been highlighted that community groups are not homogenous entities. Thereare special interest groups such as basket weavers associations, pollers associations17


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and fishermens groups that have special information needs and require the use of specific communication approaches. It is important that these factors are taken intoconsideration in designing a communication strategy for the ODMP.

The proposed communication strategy will need to identify appropriate tools for

communicating the message with this category of stakeholders. An importantconsideration in designing a communications strategy for the ODMP project site isthe low literacy levels amongst the gateway community groups to the Delta. The useof written material to communicate programme matters under these circumstanceswould therefore have limited impact. Useful experiences with communication havebeen gained through the ERP project which has established systems that can beused to promote community level communication both at project level and at river basin level. In addition, peer learning through participatory planning and role- playingshould also be considered as it can play an important and useful role in this situation.Peer exchange visits could also be considered as an effective means of communication with community members visiting their peers in other parts of the

Okavango Basin and elsewhere where similar programmes are being implemented.The use of radio should also be considered as a means of communication althoughthe utility of this means will need to be determined through an assessment of levelsof access to radio within the community.

The frequency of communication with community groups will depend on the issuesunder consideration and should be determined by the Communications Specialist.

b) Communication among planning stakeholders within the project site.

Although the District Land Use Plan provides a framework for coordinated planning,this does not necessarily occur in practice as the various institutions involved inplanning still operate as separate entities responsible to their respective head officesin Gaborone. Little information is shared among these various institutions resulting inuncoordinated planning. As the ODMP processes are developed, it will be necessaryto ensure that the needs and activities of the various stakeholders are made knownto other groups. To facilitate this, the project should encourage planning meetings,disseminate summaries of planning documents, and consider the use of newsletters,and pamphlets dealing with specific subject matter. Primary institutions that could beused at this level include the Ngamiland District Council, the District DevelopmentCommittee, tribal administration and organizations representing commercial tour

operators in the delta and surrounding areas.Monthly meetings could be scheduled to discuss specific issues while monthlynewsletters and quarterly magazines could be produced to facilitate communicationat this level.

c) Communication among the various components of the ODMP.

The ODMP is structured according to targeted components that in total add to acomprehensive plan for the project. Lack of information sharing among these variouscomponents could easily result in parallel programmes being developed with little

synergy. It is important that information flows among the various project componentsare developed and maintained. Joint planning sessions across g components, e-mail18


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connectivity, introduction of an ODMP newsletter and press releases are possibleways that can be used to promote communication among the various components. Amajor problem that might be encountered is the limited access to suchcommunication means such as e-mail in some institutions. The ODMP Secretariatwill need to invest in e-mail connectivity within the various lead institutions to ensure

that this communication means is institutionalized to allow for optimal disseminationof information. Problems have been experienced lately with telephone connectionsat the ODMP Office in Maun. Government needs to facilitate the improvement of telephone services to the various project offices to enable the project tocommunicate effectively with stakeholders in and around the Delta.

In addition to cross-component information sharing, the ODMP provides a venue for learning through the application of the ecosystems approach to wetland managementand planning. The project will also yield lessons in integrated natural resourcesmanagement and governance that will be valuable to similar projects that are beingimplemented in other parts of the world.

d) Communicating project experiences to policy makers

The ODMP project will need to monitor the impacts of various policies on variousstakeholder groups and package the results for use in communicating with policymakers and highlight policy changes and improvements that would promotestakeholder interests. The objective of this would be to ensure that policies thatpromote sustainable development are implemented in the delta. The project couldalso organise workshops to increase policy makers' awareness and knowledge of current planning processes in the Okavango Delta. Other tools that can be used withthis group of stakeholders include newsletters, magazines and field visits to project

sites.Policy makers will range from councillors who operate at district level toparliamentarians that represent the district at the national assembly level wherenational policies are drawn up. It will be important that these various classes of policymakers are provided with appropriate information on the planning processes beingused in the ODMP processes which they can use in the formulation of effectivepolicies. Such information could be obtained through research and monitoringactivities to track changes in ecological conditions in and around the delta. Themonitoring exercises to be implemented by the ODMP project team and technicalsupport institutions from the district will need to be done at periods to be defined by

the Communication Specialist over the project life.e) Communication between ODMP and other projects in the basin

The range of projects and programmes being implemented in the Okavango Deltaand river basin that complement the work envisioned under the ODMP has beenhighlighted elsewhere in this communication framework. There are areas whereactivities and products under these projects overlap. These include the following:

Development of databases; Collection of climate data; Basin and delta modeling;

Capacity building; Creation of international river basin institutions19


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It is important that contacts among these projects are developed at professional leveland that information regarding each projects area of activity is freely exchanged tominimize duplication of effort and possible confusion of the already complicatedprocesses involved in the development of the management plans for the project site.

f) Communication with International Initiatives/StakeholdersDue to the international significance of the Okavango Delta and its declaration as aRAMSAR site, a lot of international attention is being paid to what happens with theecological integrity of the ecosystem. The RAMSAR Secretariat, the IUCN Water andNature Initiative, relevant IUCN Commissions and the secretariats of all thebiodiversity related UN Conventions have registered an interest in what will happenas a result of the implementation of the ODMP. It is therefore imperative that theODMP communicates with all these initiatives to ensure dissemination of informationas well as to benefit from the experiences from other parts of the world where similar programmes are being implemented. Communication at this level could also be

facilitated through sharing of progress reports between the ODMP and similar initiatives from elsewhere, exchange of project staff and linkages among communitygroups involved in these activities.

ODMP communication could also take advantage of Conference of the Parties (COP)and Working/Technical Group meetings under the various biodiversityconvenventions. Appropriately packaged information on activities under the ODMPcould be disseminated at these meetings. This will also facilitate the dissemination of lessons in integrated water resources management and governance.

Resource requirements

Human Resource Requirements The operationalisation of the proposed Communications Strategy Framework willrequire human and financial resources as well as equipment for use by all thoseinvolved. A comprehensive budget for the component has been developed andagreed with the Swedish International Development Agency (SIDA).

Although the NCSA has a cross-sectoral mandate, its capacities to develop aneffective communication programme covering all actors, both within and outsideBotswana, are limited. This is partly due to the relatively recent creation of theAgency but is also related to the enormous amount of work involved in dealing withand communication about environmental issues and their ramifications for all layersof society.

A concerted effort is needed to enhance the capacity of the NCSA and all other institutions involved in the project to address the issue of communication within theODMP as well as ensuring that community concerns are brought on board throughencouraging the participation of community groups in implementing communicationin the project area.

Currently, there is no clearly defined responsibility for communication under theODMP. The role is shared between the Project Coordinator, the Project Facilitator,and the Chief Technical Advisor who already have other responsibilities. This

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important component of the project needs to have dedicated attention. Althoughthere is a member of staff responsible for Public Education/Information on the staff of the ODMP, this staff position handles information dissemination and outreachprogrammes within the project site and does not extend to the national, regional andinternational levels.

The communication aspects of the project require the engagement of aCommunications Specialist who will pay dedicated attention to this task. Thespecialist will liaise closely with the Project Coordinator, the Public Education/Information and Outreach Officer and the Participatory Planner all of whom arebased in Maun. He/she will also work closely with the Project Facilitator who isbased in Gaborone at the NCSA. An additional position of Rural Sociologist is alsoproposed for the secretariat offices in Maun. Figure 1 below shows the proposedreporting arrangements among these staff members.

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7.2 Location of Project Staff

The ODMP is implemented through a partnership involving the Government of Botswana, IUCN and the Government of Sweden. Each of these institutions has its

own goals which will be advanced by the communication processes implementedunder the project. A number of critical positions have already been created withsupport from these principal stakeholders and deployed to either Gaborone or Maun.Staff recruited under the Communication Component will also have to be locatedwhere they will have maximum influence on the planning processes througheffective provision of information about the project to all stakeholders. The sectionsbelow provide an assessment of the merits or demerits of locating theCommunication Specialist in either Maun or Gaborone.

In deciding the location of the Communications Specialist under the ODMP a criticalfirst step is to distinguish the role this position will play under the project from the

role of the Project Facilitator with whom the incumbent will work closely.The Project Facilitator has primary responsibility for representing the ODMP withinthe Botswana Ministry of Environment Wildlife and Tourism and at the projectSteering Committee. At this level, the Facilitator ensures that the project is meetingits targets through the inputs of all stakeholders. The Facilitator is also responsiblefor liaison between the ODMP and other relevant initiatives that are ongoing in theOkavango basin. At the international level, the Facilitator is responsible for identifying and synthesising lessons from activities similar to the ODMP and bringingthese to bear on ODMP processes.

The Communication Specialist will work very closely with the Project Facilitator. Theincumbent will be responsible for collecting project level information and experiencesfrom implementation and packaging these for dissemination to various stakeholders.As the specialist in communication, the specialist will possess an in-depthknowledge of communication tools that can be used in various situations. In additionto packaging project information and experiences, the Communication Specialist willtherefore be responsible for recommending appropriate tools to be used indisseminating project information to the various project personnel.

Two schools of thought emerged among stakeholders interviewed regarding thepreferred location of the Communication Specialist. These were those that preferred

that the incumbent be located in Gaborone and those that preferred a Maunlocation.

Those that preferred a Gaborone location gave the following reasons for their preference:

The Communication Specialist needs to communicate with senior levelpersonnel and institutions at national and international level and this would bedone more effectively from Gaborone;

Locating the position in Gaborone would help maintain the profile of theCommunication Specialist and avoid the appearance of the incumbent as

project specific personnel therefore allowing them to liase with all stakeholder groups;22


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ODMP is a Government of Botswana initiative and should be communicatedas such to outside agencies. The Communication Specialist should thereforebe located in Gaborone at the NCSA for this reason.

Stakeholders that preferred that the Communication Specialist be located in Maun

had the following reasons: This would co-locate the Specialist with other Project personnel and improvethe coordination of communication activities that are at the project coal-face;

The Specialist will be able to effectively supervise the Rural Sociologist andthe Public Information and Education Officer both of whom are located inMaun at the ODMP Secretariat;

A Maun location would also help avoid possible confusion of roles betweenthe Project Facilitator and the Communication Specialist which would arisewith a Gaborone location;

The Communication Specialist is responsible for collecting project informationand packaging it for dissemination. He/she is not necessarily responsible for

the process of dissemination, which is the primary role of the ProjectFacilitator. A Maun location would place the officer close to project activitiesand allow him/her to collect information as required;

The Memorandum of Understanding between IUCN and the Government of Botswana indicates that the Communication Specialist shall be located in theCommunication Unit to be based in Maun.

A third suggestion was that the Communication Specialist be placed with a projectimplementing partner. This suggestion raises questions relating to protocol whereinformation on a government initiative cannot be handled and communicatedthrough an external agency.

A review and assessment of the above scenarios shows that the CommunicationSpecialist will need to work very closely with stakeholders in collecting and collatingcommunication data at the project level and communicate major milestones to aswide a spectrum of stakeholders as possible from there. It is acknowledged thatthere is a second and possibly higher level of communication involving participatinginstitutions in Gaborone and those in the broader Okavango river basin. Theresponsibility for this level of communication rests with the Project Facilitator who isalready in position at the NCSA in Gaborone.

It is therefore recommended that the Communication Specialist be located with the

rest of the Secretariat in Maun from where it would be possible for him/her tocommunicate with all categories of stakeholders. The Communication Specialist willmanage the Communications Unit under the project and report directly to the ProjectCoordinator. He/she will also supervise the Rural Sociologist/Participatory Planner and the Education and Outreach Officer. The Specialist will liaise closely with theProject Facilitator to ensure that consistent messages about the project are sent outto stakeholders at all levels., Locating the Communication Specialist in Maun willalso probably force the hand of decision makers to improve communication facilitiesat the Secreatariat offices in Maun. A Participatory Planning expert currently serves the project from HOORC. This staff

position has provided valuable input regarding community concerns in planningprocesses in the project area. The ODMP project document proposes the position of 23


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a Rural Sociologist to join the Communications Unit and work hand in hand with theCommunication Specialist. A review of the responsibilities of the ParticipatoryPlanner, who should ideally be co-located with other project staff at ODMP, and theroles envisioned for the Rural Sociologist point to considerable overlap betweenthese two positions. Project Management needs to consider the value added of

having these two positions serving the project. The initial recommendation is thatconsideration be given to merging these two positions and have the holder of thenew position sit with the rest of the project staff at ODMP in Maun.

Draft Position Descriptions for the two positions are provided in Annex 1.

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Fig 1 Proposed reporting arrangements: Communications component staff

Key: Direct Reporting

Liaison

25

Executive SecretaryNCSA

Project CoordinatorProject Facilitator

RuralSociologist/ParticipatoryPlanner

Information andOutreach officer

Chief TechnicalAdvisor

Communication Specialist


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7.3 Equipment and facilities

Communication among the various institutions involved in the ODMP is currentlyhampered by the unreliability of telecommunications in Maun. Only the Chief Technical Advisor was connected to an unreliable e-mail service in the ODMP office

at the time this consultancy started. Telephone services are also temperamentalwith regular service disruptions.

The majority of institutions participating in the ODMP also did not have equipmentsuch as computers which made it impossible to get connected to the internet for them to receive electronic mail.

Each institution in Maun reported back to their respective Head Quarters inGaborone and have budgets that are managed from their individual Head Quarters.These budgets do not include allocations of resources and vehicles for use onODMP work. Where resources have been allocated to institutions to cover for this

shortcoming, there has been little effort made to draw down on these allocations by alot of the institutions. This situation will continue to hamper the participation of institution of institutions in ODMP processes unless it is resolved urgently.

7.3 Financial Resources

Financial resource needs for the Communications Component of the ODMP havebeen secured from the Swedish International Development Agency. A total of US$720 000 has been secured. The table below summarises the budget agreed tobetween the Government of Botswana, IUCN-ROSA and the funding organisation.

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Table 1 Budget for the Communication component

Category Cost/Unit (USD) Duration/quantity Total Cost (USD)

Develop Communication Strategy 20 days 15 422Communication specialist 7 000 per Mm 30 Mm 210 000Rural sociologist 3 000 per Mm 30 Mm 90 000International travel and DSA) 6 000 per year 3 years 18 000Local travel (rent of boats, aircraft,vehicles, per diem) 4 000 per year 3 12 000Communications PR (incl.Subcontracting to specialised agencies) 80 000Vehicle 4x4 40 000 1 40 000Vehicle running costs 5 000 per year 3 15 000Training, workshops, seminars,conferences

45 000 per year 3 135 000

Translation of documents (lump sum) 10 500 1 10 500Engagement & communication withbasin stakeholders 10 000 per year 3 30 000Administrative Overheads (10%) 64 050

Sub total 704 550

GRAND TOTAL (Inception stage and main component)

719 972

The project budget was drawn up some two years ago. There will be need to revisit

some components of the budget to bring them into line with current cost levels.Specific examples of budget line items that will need to be reviewed are internationaland local travel and vehicle running costs.

It is also noted that the project is behind schedule requiring that the final budget bedeveloped when component staff are engaged.

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8.0 The ODMP Communication Strategy Workplan

It is expected that the ODMP activity will be implemented over a period of thirty-ninemonths. The table below details a proposed work plan for the implementation of the

Communication Strategy for the project. The work plan is a very broad statement of envisioned activities at this juncture and only provides very broad guidelines as to themajor activities to be implemented. It is difficult to provide details of thecommunication plan and this will need to be drawn up by the CommunicationSpecialist team at the time of mobilising for implementing the strategy.

Figure 2. ODMP Proposed Communications Work Plan

Activity/Months 12 24 36

Recruit CommunicationsStaff

Develop CommunicationInstruments (publications,radio programmes etc)

Implement Components of Communication Strategy inBotswana

Implement CommunicationStrategy in Basin

Review of impact of Communication Startegy

Redefine Strategy

9.0 References

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1. Hamu, Denise, Auchincioss, Elisabeth and Goldstein, Wendy (Eds) (2004);Communicating Protected Areas;IUCN Commission on Education andCommunication.

2. IUCN ROSA: Okavango Delta Management Plan: Component 11 Dialogue,Communication and Networking on the Okavango Delta Management Plan. 3. Muthui V. (2004): Learning Lessons on Mainstreaming the Ecosystems Approachto Natural Resources Management-Okavango Delta Management Plan Project.

4. National Conservation Strategy Agency (2003): ODMP proceedings of the OfficialLaunch.

5. National Conservation Strategy Agency: Okavango Delta Management PlanProject Proposal.

6. UNDP-GEF (2003): Okavango Basin Project Document.

7. USAID/RCSA (2003): Integrated River Basin Management Strategy.

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ANNEX 1:

ISSUES IDENTIFIED AND RECOMMENDED ACTIONS AND TOOLS FORCOMMUNICATION

A. Communication between the ODMP project and stakeholders at local primarystakeholder level:

This ODMP project is intended to produce a comprehensive plan that identifies andarticulates the interests of all groups within the project area including communitygroups. Communication needs of community groups in Ngamiland are especiallyunique given high levels of illiteracy among them.

1. Issue: Community groups are not adequatelyconsulted at all stages of programme development;

Desired Results: Improve knowledge about project activities among

communities;Effective information dissemination;Action Needed: Formulate appropriate communication systemsAppropriate Tools: Face to face contact, radio, drama/theater, kgotla

meetings.

2. Issue: There is inadequate attention to communityconcerns and limited consultation with community groupsin project design.

Desired Results: Communities contribute to programme plans andcan report on progress with their implementation.

Action Needed: Institutionalise planning and reporting systems thatprovide for feedback to communities on programmedecisions .

Appropriate Tools: Kgotla meetings; face-to-face briefing meetings,participatory planning processes.

3. Issue: Community groups have serious technicalcapacity limitations and can therefore not gather information on projects and disseminate it.

Desired Result: Improved natural resources management practicesAction Needed: Implement training and capacity building

programmes at community levelAppropriate tools: Community mapping, peer exchanges

4. Issue: The language used in communicating withcommunities is unsuitable especially when technicalinformation is being communicated.

Desired Results: Improved knowledge and awarenessAction needed: Use appropriate language and other media for

communicationAppropriate Tools: kgotla meetings; brochures

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5. Issue: There is no gender sensitivity incommunication so disadvantaged groups (e.g. women)are left out of the information loop.

Desired Result: Increased appreciation of roles of all stakeholders.Action Needed: Identify and work through special interest groups

(e.g. basket weavers and youth groups)Appropriate tools: Focus group meetings; targeted informationpackages.

B. Communication among stakeholders within the project site: Such communicationcould be between NGOs working on the ODMP and government entities or betweengovernment entities and community groups.

1. Issue: Poor coordination among NGOsDesired Result: Increased networking among stakeholders Action Needed: Creation of networks, joint programme planning

Appropriate Tools: E-mail, information sharing, newsletters, magazines,flyers, newspapers

2. Issue: Lack of information networks on projectse.g. data bases not linked

Desired Results: Rationalised knowledge/information data basesAction Needed: Information sharing, joint research,Appropriate Tools: GIS, social and ecological surveys, joint policy review

programmes.

3. Issue: NGO priorities are not always coincident

with those of government and community groupsDesired Results: Aligned priorities in ODMP planningAction Needed: Joint programme planning among stakeholdersAppropriate Tools: Planning meetings, public media.

4. Issue: Government entities are too bureaucraticand hold on to information unnecessarily.

Desired Results: Improved information flow from government entitiesAction Needed: Government publish unclassified informationAppropriate Tools: Use Government websites, Statistical Office documents

C. Communication among the various components of the ODMP: The project hastwelve components each with a distinct set of activities contributing to the realizationof the project objectives. It is imperative that information is shared among thesecomponents to ensure rationalized achievement of the project objectives.

1.Issue: Need to coordinate planning across ODMPcomponents

Desired Result: Coordinated development planAction Needed: Promote information sharing; Promote joint

planning sessions across component boundaries

Appropriate Tools: E-mail, Planning meetings.31


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D. Communicating project experiences to decision and policy makers: This willinvolve producing project and news briefs for the project Steering Committee, Senior officials and policy makers in institutions working on the ODMP.

1. Issue: Poor packaging of information for decision

makersDesired Result: Increased knowledge of programme elementsamong policy makers

Action Needed: Programme to coordinate packaging of informationfor policy and decision makers, Project Advocacyprogramme

Appropriate Tools: Project briefs, Newsletters, brochures, Exchange visitsamong projects.

2. Issue: Poor communication among and withingovernment departments

Desired Result: Improved planning capacity in government throughinformation sharing, and coordinated planning processes.Action Needed: Promote joint planning of ODMP programme elementsAppropriate Tools: National and District Development Planning processes;

Comprehensive sectoral websites.

3. Issue: Too frequent staff changesDesired Result : Institutionalisation of knowledgeAction Needed: Create comprehensive data-bases in MinistriesAppropriate Tools: Periodic reporting; Targeted Technical Assistance

E. Communication between ODMP and other projects in the basin: This level of communication entails synthesis of best practices from the implementation of theODMP and disseminating these to other projects in the region and receipt of experiences from these projects and incorporation of these into the ODMPimplementation processes. Communication in this context could include the hostingand arrangement of high-level exchange visits.

1. Issue: Ensure development of adequate linkages of the ODMP processes to other regional initiatives that areon-going in the Okavango basin.

Desired Results: Effective information sharing among variousprojectsActions Needed: Encourage joint planning; Institutionalise

information sharing.Appropriate Tools: E-mail, Newsletters, Sharing progress reports; Joint

planning meetings; staff secondments.

F. Communication with International Initiatives: This level of communication willinvolve linkages between ODMP and international institutions such as the RAMSAR32


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Secretariat in Geneva, and initiatives such as the IUCN Water and Nature Initiativeand IW-Learn.

1. Issue: Ensure that the ODMP communicationsstrategy is linked into international initiatives such as the

IUCN Water and Nature InitiativeDesired Results: Increased learning; change in attitude to resources.Actions Needed: Promote E-learning across projects; Appropriate Tools: Newsletters, E-mail, use of websites;

G. Communication between the project and the funding organizations: This willinvolve contributing to contractual progress reports and sharing of experiencesregarding project results.

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Annex 2: Proposed Draft Position Descriptions

POSITION DESCRIPTION

COMMUNICATIONS SPECIALIST

Introduction

In order to ensure the conservation and wise use of the Okavango, the Governmentof Botswana has embarked on a project to develop a management plan for theOkavango Delta. The overall objective of the Okavango Delta Management Plan is tointegrate resource management for the Okavango Delta that will ensure its long-termconservation and that will provide benefits for the present and future well being of thepeople, through sustainable use of its natural resources. The specific objective of theproject to develop the plan is to develop a comprehensive, integrated managementplan for the conservation and sustainable use of the Okavango Delta andsurrounding areas.

An integrated management plan for the Okavango Delta will need to deal with andaddress the needs and interests of a large number of local, national, regional andinternational stakeholders. A number of these needs and interests are of a potentiallyconflicting nature (e.g. tourism and irrigated agriculture, wildlife and cattle productionetc.). This applies at the local and national level within the Okavango Delta itself andis equally true with regards to the upstream downstream interactions in the wholeriver basin and thus also at both the regional and international scale. Both Angolaand Namibia have, among other aims, legitimate water resources needs andinterests and the potential and/or actual effects of realizing such needs will have tobe balanced with the sustainable conservation and use of the resources in theOkavango Delta within the boundaries of Botswana itself.

Detailed consultation and effective participation (e.g. in the decision making anddecision taking process), accompanied by effective communication and informationexchange at the local, national, regional, and international level, are therefore vital toarrive at a balanced plan where all stakeholders find their interests rightfullyconsidered.

The Government of Botswana is implementing this activity with technical supportfrom the World Conservation Union Regional Office for Southern Africa (IUCN-ROSA) and financial support from SIDA The government seeks to engage a senior level professional to serve as Communication Specialist under the Okavango DeltaManagement Plan project. The Communication Specialist will perform the followingtasks.

Manage communication needs between the ODMP project and stakeholders

at local primary/community stakeholder level. This will involve the packagingof information in mediums that are suitable for dissemination at this level.

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Suggested media will include exchange visits, drama, posters, kgotlameetings and other appropriate media;

Promote and encourage communication and information sharing among thevarious stakeholders within the project site. Stakeholders involved in the

project include government entities, community groups, private sector entities,NGOs and planning authorities working on the ODMP;

Manage the communication of project experiences to decision and policymakers in Botswana, Angola and Namibia. This will involve the production of project briefs for the project Steering Committee, Senior officials and policymakers who have an influence on ODMP processes;

Ensure effective communication between the ODMP and regional initiativesuch as the basin-wide OKACOM initiative and similar initiatives in other basins around the region;

Synthesise best practices from the implementation of the ODMP and, incollaboration with the Project Facilitator, disseminate these to other projectsin the region and receive similar experiences from these projects andincorporate them into the ODMP implementation processes;

Arrange and host high-level exchange visits to the ODMP project site;

Communicate with International Initiatives and ensure that the ODMPcontinues to contribute to such initiatives. Examples of such initiatives are theRAMSAR programme of work, the IUCN Water and Nature Initiative and IW-

Learn programmes in the region; Manage communication between the project and the funding organizations

through contributing to the production of contractual progress reports.

The Communications Specialist will report to the Project Coordinator based at theODMP office in Maun and work closely with the Project Facilitator based inGaborone. In dealing with international stakeholders the Communication Specialistwill also liaise with the IUCN Botswana Country Programme Coordinator.

POSITION DESCRIPTION

RURAL SOCIOLOGIST35


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Introduction

(As above)

The Rural Sociologist will perform the following tasks: Coordinate the collection of socio-economic data within the project area. This

will include the conduct of periodic survey to establish indices for measuringchanges in socio-economic status of community groups;

Coordinate the conducting of targeted surveys to establish potential for investment in income generating projects by community groups. This task is tobe conducted in close collaboration with relevant Research Fellows atHOORC;

Design instruments for conducting participatory planning with communitiesinvolved in the ODMP;

Collaborate with the GIS Specialist at HOORC in the collection of communitylevel data for use in project planning processes; Coordinate community level social and economic research with similar

initiatives in other projects in the Okavango delta; Liaise with the Project Information and Outreach Officer to facilitate training

workshops for project level stakeholders; Design instruments for project Monitoring and Evaluation in close liaison with

the Project Coordinator; Assist the Communication Specialist in design and packaging of

communication strategies for the project;

The Rural Sociologist will report to the Project Coordinator based at the ODMP officein Maun.

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Annex 3. List of Stakeholders Consulted

MAUN WORKSHOP: Facilitator: O. Chapeyama

Name Position Organisation TelephoneB. Maphane Operations Manager People and Nature 6865129O. Gaebope Senior Scientific Officer Animal Health and

Production6860236

S. Modo Ag Chief technicalOfficer

Tsetse Control 6860236

K. Kemoreile Regional ForestryOfficer

Forestry Division 6800060

M. Sekgopo Forestry Officer HOORC 3950687O.T. Thakadu Research Fellow HOORC/CBNRM

Forum6861833

S. I.R. Mongati Senior PhysicalPlanner

Tawana Land Board 6860292

B. Maswabi Conservation Officer Agricultural ResourcesBoard

6861133

L. Sola Programme Director ConservationInternational

6860017

C. Zuze Wildlife Officer Department of Wildlife 6860368G. Otumile DWC Department of Wildlife 6860368D. G. Kenetseng Admin Secretary Jakotsha CBO 6874929K. Puthego Deputy Chair/Kgosi

ChanongaBasinwide Forum 6867001

T. Mmapatsi Senior Outreach Officer Every River Project 6862351M. Selawe Outreach Officer Kalahari Conservation

Society6862351

G. Kgetho Coordinator Okavango Pollers Trust 6876937

E. R. Mutebe Environmental healthTechnician Environmental HealthDepartmnant 6860241P. Motswadi Board of Trustees Tebelopele Community

TrustN. Molele UB/HOORC UB 6861833F. Rabolo Assistant Tourism

Officer Dept of Tourism 6860492

M. Morapedi Physical Planner NWDC 6860241F. Kibakaya Principal Physical

Planner NWDC 6860241

R. Kelebemang Principal Officer-Lands District Administration 6860510O. Ledimo Kgosi/Chief Tribal Administration 6960207K.C. Tsima Facilitator TCHEKU/TOCADI 6875085

K. S. Tsima Chairperson BCCT 6860017H. Bendsen Participatory Planner HOORC 6861833C. Masalila GIS Provider HOORC 6861833S. Motsumi Information Oficer ODMP 6801237P. Segomelo Project Coordinator ODMP 6801237

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GABORONE WORKSHOP: Facilitator; O. Chapeyama

Name Position Organisation

Address Telephone E-mail

M.Madzwamuse

CountryProgrammeCordinator

IUCNBotswana

P.Bag00300Gaborone

3971584 [email protected]

M. L. Nchunga ExecutiveSecretary

NCSA P/Bag0068Gaborone

3902055 [email protected]@gov.bw

R. M.Kwerepe

Chief_ ForestryRangelandEcology

Ministry of Agriculture

P/Bag003Gaborone


NeoGaetsewe

Chief Economist

MFDP P/Bag008Gaborone


T. G.Mmpelwa

PrincipalScientificOfficer

DWNP P.O. Box131Gaborone


O. Dikgomo Senior Water Engineer

DWA P/Bag0029Gaborone


ArabangKanego

PrincipalNaturalResourcesOfficer

NCSA P.Bag0068Gaborone


D. Malepa PNRO NCSA P/Bag0068


Govinda R.Emmadi

PrincipalTourismOfficer

DoT P/Bag0047Gaborone


M. Montshiwa RegionalProjectManager

Every River Project


E.G. Ndadi SUD FieldCoordinator

Agric/DAHP P/Bag0032Gaborone


S.G. Monna Head-PolicyProgramme

NCSA P/Bag0068Gaborone


D. Aniku SNRO NCSA P/Bag0068,Gaborone


C. Molosiwa ODMPProjectFacilitator

IUCN/NCSA P/Bag0068Gaborone


S.K. Seopane PFO Forestry P/Bag199Gaborone


D. Mmui SecretaryARB

ARB P/Bag00424Gaborone


Wazha Tema DeputyDirector

DoT P/Bag0047Gaborone


K Chigodora NRO 1 NCSA P/Bag0068Gaborone


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final communication strategy framework for odmp

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