Final ODMP Research Strategy-Jan2006

Ministry of Foreign Affairs, Danida Government of the Republic of Botswana
NCSA and HOORC
Final Research Strategy
For: Okavango Delta Management Plan,

Research and Data Management Component
January 2006
In association with:
DHI Water and Environment

Hedeselskabet
Ref No. 104.Botswana.1.MFS CSIR
DEVELOPMENT OF A FIVE-
YEAR RESEARCH STRATEGY
FOR THE OKAVANGO DELTA
MANAGEMENT PLAN (ODMP)
By
PJ Ashton, SD Turner, KH Jensen, PJ Mundy and B Neergaard Bearden
January 2006
Okavango Delta Management Plan Project
Research Strategy Report
The Development of a Five-Year Research Strategy for the

Okavango Delta Management Plan (ODMP)
Contact details for the Research Strategy Project Team:
Dr Peter J Ashton: Division of Water Environment & Forestry Technology, CSIR, P.O. Box 395,
Pretoria 0001, South Africa.
Email: pashton@csir.co.za
Dr Stephen D Turner: Centre for International Co-operation, Vrije Universiteit Amsterdam,

De Boelelaan 1105, 1081 HV Amsterdam, The Netherlands.
Email: sdturner@iafrica.com
Professor Karsten H Jensen: International Research School of Water Resources FIVA, Geological
Institute, University of Copenhagen, Øster Voldgade 10, DK-1350 Copenhagen, Denmark.
Email: KHJ@geol.ku.dk
Professor Peter J Mundy: Department of Forest Resources and Wildlife Management, National
University of Science and Technology, P.O. Box AC 939, Ascot, Bulawayo, Zimbabwe.
Email: mundy@nust.ac.zw
Dr Birgitte Neergaard Bearden: NIRAS/Scanagri A/S, Sortemosevej 2, DK-3450 Alleroed, Denmark.

Email: bnb@niras.dk
When used as a reference, this document should be cited as follows:
Ashton PJ, Turner SD, Jensen KH, Mundy PJ and Neergaard Bearden B
(2005). Development of a Five-Year Research Strategy for the Okavango
Delta Management Plan (ODMP). Contract Report for the Okavango Delta
Management Plan (ODMP) Secretariat, Maun, Botswana, by Scanagri A/S,
Copenhagen, Denmark. Xiv + 101 pages.
Cover photograph:
Aerial view of a portion of the Okavango Delta

(Photograph supplied by Dr Cornelis VanderPost, HOORC, Maun).
January 2006
OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT
RESEARCH STRATEGY REPORT
Table of Contents
Page
Executive Summary ..............................................................................................................iii

Acknowledgements.............................................................................................................xiii
Abbreviations ......................................................................................................................xiv
1. Approach to the ODMP Research Strategy Assessment ......................................1
1.1. Introduction..................................................................................................................1
1.2. Target Audience for this Document.............................................................................1
1.3. Procedure and Approach Adopted in this Study .........................................................2
1.4. Structure of this Document..........................................................................................3
2. Background to the ODMP Research Strategy ........................................................4
2.1. Introduction..................................................................................................................4
2.2. The Okavango Delta Management Plan (ODMP) .......................................................5
2.3. Setting the Scene: Research to Support Management ...............................................6
2.4. The Need for an ODMP Research Strategy................................................................8
2.5. The Links between Research, Monitoring and Data Management .............................9
3. The Proposed OMDP Research Strategy ..............................................................10
3.1. Objectives of the Research Strategy.........................................................................10
3.2. Defining and Segmenting the Research Components ..............................................10
3.3. Hydrological Research ..............................................................................................12
3.3.1. Key issues...................................................................................................12
3.3.2. Current status of monitoring and research..................................................13
3.3.3. Requirements for management ..................................................................15
3.3.4. Monitoring and research strategy ...............................................................17
3.4. Ecological Research..................................................................................................21
3.4.1. Introduction .................................................................................................21
3.4.2. Key issues...................................................................................................21
3.5. Socio-economic Research ........................................................................................30
3.5.1. Introduction .................................................................................................30
3.5.2. Key issues...................................................................................................30
3.6. Recommendations for Selected Cross-cutting Research..........................................45
3.6.1. Introduction .................................................................................................45
3.6.2. Examples of cross-cutting research themes ...............................................46
4. Roles, Resources and Management Responsibilities .........................................49
4.1. Participation...............................................................................................................49
4.2. Institutional roles .......................................................................................................50
4.3. Integration and Co-ordination....................................................................................51
January 2006 i
4.4. Human Resources and Capacity...............................................................................53

4.5. Material and Budgetary Resources ...........................................................................54
4.6. From Research to Sustainable Development............................................................54
5. Conclusions and Recommendations ....................................................................55
5.1. Conclusions...............................................................................................................55
5.2. Recommendations ....................................................................................................56
Appendix 1. Terms of Reference for the Strategy Development Team...........................59
Appendix 2. Schedule of Activities.....................................................................................63
Appendix 3. List of Key Documents Consulted ................................................................67
Appendix 4. List of Stakeholders Consulted .....................................................................78
Appendix 5. Proceedings and Concluding Comments from the Maun Workshop ........81
Appendix 6. List of Applicable Conventions, Treaties, Accords and Protocols ..........100
List of Tables
Table 1. Segmentation of the 12 ODMP components into four categories ............................11

Table 2. Hydrological research topics of highest priority........................................................18
Table 3. Hydrological research topics of medium priority.......................................................19
Table 4. Hydrological research topics of lower priority...........................................................19
Table 5. Key ecological issues ...............................................................................................23
Table 6. Available biodiversity statistics for the Okavango Delta ...........................................25
Table 7. Ecological research required for a deeper understanding of the Okavango Delta ...28
Table 8. Priority topics for focused ecological research in the Okavango Delta ....................29
List of Figures
Figure 1. The Okavango Delta Ramsar Site ............................................................................4

Figure 2. Typical elements in a cyclical, adaptive management plan for the Okavango Delta 7
Figure 3. Functioning of the Okavango Delta.........................................................................11
Figure 4. From hydrological research to management...........................................................20
Figure 5. Structure of the socio-economic research strategy.................................................37
Figure 6. Arrangement, sequence and responsibilities for conducting the
recommended decisions and/or actions in the research strategy…………………..58
January 2006 ii
Executive Summary
The Okavango Delta Ramsar Site is the world’s largest area protected in terms of the
Ramsar Convention and forms the focal point of Botswana’s growing tourism sector. The
requirements of the Ramsar Convention, combined with the expanding local and global
interest in the Okavango Delta, made it necessary for the Government of Botswana to
develop an adaptable management plan, the Okavango Delta Management Plan (ODMP), to
guide and regulate all activities that take place within the Okavango Delta Ramsar Site. 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.
This report is divided into five sections (Section 1.4); the content of each section is
summarized here to provide a convenient overview.
Section 1 provides a brief introduction to the research strategy assignment and a

description of the three target audiences for this report, followed by a description of the
procedure followed during the execution of this assignment.
Section 2 contains a broad overview of the background to the Okavango Delta

Management Plan (ODMP), explaining how research is needed to support management
and the specific role of the ODMP research strategy. The distinction between background
(“Pure”) and more applied (“Focused” or “Mission-orientated”) research, and the
importance of sustained stakeholder engagement in all processes, is followed by a short
explanation of the links between research, monitoring and data management.
Section 3 details the specific objectives of the ODMP research strategy, explaining why
the proposed research activities have been segmented into three core components, and
then describes each section of the proposed research strategy. This is followed by an
explanation as to how the different components should be integrated into a coherent
whole, and how this research strategy should be implemented.
Section 4 briefly discusses the roles, resources required and management

responsibilities of individuals and institutions that conduct research within the ODMP.
Specific attention is directed to capacity building and institutional structures, as well as
the need for formal co-ordination of the various research efforts carried out by different
parties by a Research Advisory Group (RAG).
Section 5 lists the conclusions and recommendations derived from the elements of the
research strategy set out in Sections 3 and 4. This section also includes suggestions for
ensuring that the integrated research programme is implemented and evaluated.
Finally, six appendices list important supporting information relating to this assignment.
This report provides the details and rationale for a five-year research strategy as a key part
of the ODMP, and is part of the research and data management component (Component 3)
of the ODMP. This assignment was conducted by a small group of independent external
specialists (see the team’s Terms of Reference in Appendix 1 and schedule of activities in
Appendix 2), thus avoiding possible perceptions of ‘conflict of interest’ that might arise if the
strategy was compiled by researchers working within the ODMP components, and who might
subsequently tender for specific research components.
January 2006 iii

The research strategy presented in this report was drawn up after examination of extensive
documentation (Appendix 3) and after consultation with a wide range of key stakeholders
(Appendix 4), and is designed to complement the goals and objectives of the ODMP. The
research strategy team received inputs during structured interviews with stakeholders and
from feedback received during a stakeholder workshop held in Maun on 16 May 2005.
Details of the workshop feedback are provided in Appendix 5.
It is important to recognize that this research strategy provides a strategic

overview of the specific priority research areas that need to be addressed
as part of the ODMP. This research strategy does not provide a list of
specific research projects within defined areas of investigation. It is the
responsibility of the ODMP Secretariat, working through the Research
Advisory Group (RAG) and the ODMP components, to work within the
framework of the research strategy presented here and define specific
research projects to be undertaken by each participating institution.
The role of research activities is extremely important to both the development and
implementation of the ODMP. In particular, this ODMP research strategy has been designed
specifically to focus on those issues that will help to improve management of the Okavango
Delta Ramsar Site. This research strategy also acknowledges and emphasizes the
importance of directed and long-term monitoring activities. These complement and inform
on-going research and the management activities by providing evidence for the success or
failure of management actions, as well as a record of the state of the environment and the
implications for communities that depend on this environment. An effective system of
monitoring is thus critically important for the ODMP.
Another extremely important issue is the essential support role provided by effective
management of data and information. This activity, as represented by the Okavango Delta
Information System (ODIS), provides the basis for sound decision-making while also
providing a formal record of both the decisions taken and their outcomes (or impacts) on the
environment and wider society. Therefore, it is essential that sufficient resources (skilled
staff, equipment, and funding) are made available to ensure that this keystone activity is
managed and operated in a sustainable way.
Effective implementation of the ODMP requires information from two interdependent kinds of
research. Experience elsewhere has shown that neither of these types of research are very
useful when considered alone, and the correct management decisions need to be based on
the deeper understanding provided by basic research. The two types of research are:
• Basic research in many different fields as the basis for understanding the full range of
physical, chemical, ecological, socio-economic, and political factors that influence the
interactions within and between society and ecosystem components.
• Directed, management-orientated research that addresses focused ‘cause and effect’
questions are essential for effective implementation of the ODMP.
Both of these types of research are necessary for the ODMP. However, it is very important
to ensure that the ‘mix’ of research types is properly balanced to suit management needs.
Often, the relevance of long-term research studies within the Okavango Delta is not
immediately apparent, but answers to management questions must be based on a sound
fundamental or ‘academic’ understanding. Typically, such ‘academic’ or ‘background’
studies are undertaken by university scholars, such as those at HOORC. However, both
academic researchers and other stakeholders within the Okavango Delta Ramsar Site can
engage in research activities designed to guide and inform the ODMP.
January 2006 iv
At this point it is appropriate to emphasize that HOORC staff must adopt a more overt
leadership role in research activities designed to support the ODMP. To do this, HOORC
needs to adopt a stronger profile with greater emphasis on focused or directed research
activities that are designed to complement and inform the management goals of the ODMP.
This will also require improved levels of communication between HOORC staff and
stakeholders in the region, as well as a clearer acknowledgement from the University of
Botswana that HOORC has a special status and is not simply a group of academics.
The broad objective of this assignment is to provide a clear and unambiguous five-year
research strategy that will support the planning and implementation of the research needs of
a long-term adaptable management plan for the Okavango Delta. This research strategy
must be robust enough to be extended into a longer time frame as and when this is required,
and it will be complemented by a series of specific outputs arising from investigations that
are being carried out in parallel by the different ODMP components. In essence, this
research strategy has been designed to help the ODMP management address three tasks:
1. Implement the ODMP;
2. Evaluate the effectiveness with which the ODMP is implemented; and
3. Assess the outcomes of the ODMP implementation process and, where required,
provide information that will allow the management plan to be adapted appropriately.
In this research strategy, we emphasize that research and monitoring activities play a pivotal
role in providing information to management decision-making processes in the ODMP. While
research helps to define the criteria for successful management interventions, monitoring
allows the success or failure of management actions to be evaluated against these criteria.
This research strategy has been structured to reflect the three broad categories that provide
a convenient way to segment the Okavango Delta system. These categories comprise:
1. Physical and chemical (principally hydrological) processes and features;
2. Ecological processes linking habitats to populations of specific organisms; and
3. Social and economic processes that exploit or derive benefits from the ecosystem.
The research activities proposed in this report are designed to reflect the closely interlocking
nature of these three components (hydrology, ecology and sociology), with several cross-
cutting themes and a common need for multidisciplinary and interdisciplinary approaches.
Based on our reviews of previous research, meetings with researchers and other
stakeholders, presentation of research topics at a workshop, and detailed discussions in
working groups, it was agreed that research should be focused at two different scales:
1. Delta-wide research:
• Research on the spatial variation of key processes.
2. Local research:
• Research centered on a few selected common research sites (small catchments
of a few km2 in extent), representing typical landscape elements such as
permanent, seasonal, intermittently flooded, and dry areas, respectively; and
• Interdisciplinary field and theoretical studies of: hydrology; hydraulics; sediment
transport; in-stream flow requirements; channel blocking and shifting; water
quality – including nutrients and salt accumulation within islands; ecological
interactions – including human – animal interactions; impacts of grazing on island
vegetation; distribution, abundance and implications of keystone bird, amphibian,
fish and mammal (herbivores and predators) species; socio-economic studies of
communities within the Okavango Delta Ramsar Site – based on the four
frameworks and two cross-cutting themes proposed in this report; and social
dependencies of communities on natural resources within the Okavango system.
January 2006 v
The report lists three sets of proposals for monitoring and research strategies in hydrology,
ecology and socio economic issues. The research topics of highest priority in each of these
areas are listed below; topics of medium and lower priority are listed in the body of the report.
Priority topics for focused hydrological research in the Okavango Delta
Topic Delta-wide activities Local-scale activities

Sediment 1. Finalize sediment transport module 1. Sediment transport studies:
transport in the ODMP hydrological model • Sediment transport processes
and rates
• Sediment accumulation and
effect on channel blocking
• Morphological studies
Water quality 1. Include water quality module in the 1. Studies of transport and turnover
ODMP hydrological model to of selected compounds
simulate: 2. Effect of land use:
• Turbidity • Irrigation
• Nutrients • Settlements
• Selected pollution compounds • Fire
• Lodges
3. Interaction with vegetation,
especially channel blocking
4. Interaction with animals
Factors 1. Development of improved 1. Ground truth mapping of

affecting flood mapping techniques for flooding flooding
distribution based on remote sensing 2. In-stream Flow Requirements
and frequency 2. Mapping of floods. This should (IFRs) at key sites that reflect
explicitly address derivation of ecological water and sediment
factors such as long-term data on needs for maintenance of
flood duration and flooding habitats.
frequency at detailed spatial
scales;
3. Analyze sensitivity of hydrological
model to topography, morphology,
vegetation
The hydrological model developed for the Okavango delta Ramsar Site (based on the MIKE
SHE modelling framework) provides an efficient management tool for answering “cause-and
effect” questions about the interactions between the hydrological, ecological and socio-
economic functioning. This model needs to be finalized and adopted for routine
management. In addition, the hydrological model will have very important implications for In-
stream Flow Requirement (IFR) studies at key points in the Okavango Delta, providing
essential information for ecologists.
January 2006 vi
Priority topics for focused ecological research in the Okavango Delta
Priority Topic Specific issues to be Investigated

Detailed knowledge of • Numbers;
elephant populations • Seasonal distribution of populations;
• Age structure of populations;
• Rate of annual increase;
• Impacts on vegetation (especially riverine woodland);
• Impacts on agricultural crops.
Impacts of fire • Impacts on vegetation, including riverine vegetation.
Resource exploitation • Measures of reed, palm, mukwa, bird plum and fish
extraction.
Impacts of poaching activities • When?
• Where?
• What species?
• How much?
• By whom?
Aquatic invertebrates • Selection of indicator species for water quality;
• Key species forming food base for fish populations.
Important vertebrate species • Lion;
• Wild dog;
• Hippo;
• Nile crocodile;
• Five key bird species (Wattled crane, Slaty egret,
African skimmer, Pel’s fishing owl, White pelican);
• Sharptooth catfish;
• Cichlid species.
(Population and ecological information needed).
In-stream Flow Requirements • Specific water and sediment flows required at key
(IFRs) points within the Okavango Delta;
• Seasonal patterns of aquatic habitat availability;
• Distribution and abundance of key species of aquatic
invertebrates and vertebrates at key sites.
Biodiversity indicators • Identify potential indicator species (e.g. Papyrus),
endemic species and threatened species;
• Monitor trophy species;
• Study poorly-known groups, especially rodents, frogs,
termites, ants and algae.
Priority topics for focused socio-economic research in the Okavango Delta
We recommend that the socio-economic research should be conducted within four

interlocking frameworks that integrate the concerns and priorities identified in the report, and
provide a rationale for the ‘background’ research that will guide and inform applied research
to answer specific management questions. The four frameworks are:
1. Livelihoods;
2. Economics;
3. Governance; and
4. Issues of spatial organization and development.
In addition, two cross-cutting concerns need to be addressed within each of these

frameworks. These concerns are:
January 2006 vii
1. Gender; and
2. HIV/AIDS
Furthermore, and taking note of these cross-cutting issues, the ODMP research strategy
proposes that a set of selected socio-economic concerns be addressed. These are located
within:
1. The fisheries sector;
2. The livestock sector;
3. Crop production;
4. The wildlife sector;
5. Wild plant collection;
6. Human health issues;
7. The tourism sector; and
8. Community-Based natural Resource Management.
Each of these broad socio-economic research topics emphasizes the fact that it is essential
to address the linkages between human poverty and the state of the natural environment.
In addition to the three focused areas of high priority research outlined above (hydrology,
ecology and socio-economics), this report recommends that a series of seven specific cross-
cutting research themes are investigated by multidisciplinary teams of researchers. Each of
these themes is directed towards the provision of useful management information to areas
where action is required urgently; the specific research themes are:
1. Minimizing adverse interactions between wildlife and humans;
2. In-stream Flow Requirements (IFRs) at selected points;
3. Implications of loss of riparian trees for salt accumulation in Okavango Delta islands;
4. Influence of increased nutrient loads on aquatic ecosystem functioning;
5. Influence of flooding on grazing availability and resource utilization patterns;
6. Implications of fire for flooding patterns and water quality; and
7. Implications of channel blockages for management of the Okavango Delta.
It is essential to emphasize the importance of ensuring that all research and monitoring
activities linked to the Okavango Delta Ramsar site should be closely managed and co-
ordinated to ensure that there is no duplication of effort and no unnecessary wastage of
scarce resources such as time, funding and equipment. To achieve this objective, and to
ensure that the research outputs are taken up into management to become research
outcomes, we have proposed that a small (with a suggested maximum of 6-8 people)
Research Advisory Group (RAG) should be formed.
We believe that the RAG should comprise decision-makers drawn from key government
departments, supported by representatives from those institutions (such as HOORC) that
conduct most of the research in the Okavango Delta. The RAG should be chaired or
convened by the DEA representative responsible for leading the ODMP Secretariat. The
RAG should meet four times each year, to set and confirm the research agenda for that year,
review the results obtained to date, and decide on the inclusion of new priorities and the
termination of completed projects. Ideally, one of the DEA members of the RAG should also
be a member of the DEA group working on Botswana’s national research priorities to ensure
that the ODMP Research Strategy is both coherent and aligned with research strategies for
the country. Every six months, the RAG should host and facilitate a forum for the
presentation of research results and evaluate the implications of these results for
management of the Okavango Delta Ramsar Site. The RAG should also be able to review
new research proposals, realign these if necessary to meet the goals of the ODMP, and then
guide the respective researchers as to where possible funding may be obtained.
January 2006 viii

The widespread shortages of professional staff in many Government institutions engaged in

activities relevant to management of the Okavango Delta are unlikely to be resolved in the
short- to medium-term. Therefore, the duties of RAG representatives should not be made so
onerous that they would interfere with their existing duties.
We suggest that the key component of the RAG’s co-ordination activities should be a
comprehensive annual review of the ODMP Research Strategy, where the RAG would
exercise a supervisory and controlling role. The RAG should review progress against the
strategy every six months and, only where appropriate, adjust content and direction. Every
two to three years the RAG should arrange for an independent external review of the ODMP
Research Strategy to confirm that it remains relevant and practical in terms of the ODMP
goals. The RAG should also ensure that they are aware of other research and monitoring
activities conducted elsewhere in the Okavango catchment in Angola and Namibia. The
necessary preparatory work of procuring the research and monitoring progress reports
should be shared between HOORC and the ODMP Secretariat.
It is essential to ensure that adequate human and material resources are made available for
the research strategy to be implemented effectively. This would include appropriate
resources for monitoring activities and all associated data management activities.
During the course of this assignment, the research strategy team arrived at a series of formal
conclusions that encompass a variety issues that could influence the success of this
research strategy. These are detailed in Section 5.1 (page 55) of this report.
Apart from the series of firm recommendations for research and monitoring that were listed in
each of the core disciplines detailed in this report (hydrology, ecology, socio-economics), we
have made fifteen generic or strategic recommendations (in Section 5.2) about how best to
make this ODMP research strategy work. These fifteen recommendations are repeated here
for completeness.
1. The perceived authority problem experienced by the former NCSA has been resolved
with its incorporation within the new DEA, thereby allowing ODMP activities to be
properly prioritised in all government departments. It is extremely important that DEA
are able to co-ordinate inter-departmental activities effectively, and that all agencies
of government collaborate promptly and proactively to ensure the success of the
ODMP. Since DEA has the correct level of official status, the ODMP Secretariat will
be able to co-ordinate research and management activities far more efficiently and
effectively;
2. Establish the Research Advisory Group (RAG) as soon as possible. Ensure that the
RAG is properly resourced and empowered to co-ordinate and monitor
implementation of this research strategy, and periodically to update this strategy to
reflect evolving priorities. Ensure that there is a clear definition of tasks, roles and
responsibilities among RAG, the ODMP Secretariat, DEA and HOORC, with regard to
co-ordinating the implementing and updating of the ODMP Research Strategy. The
ODMP Secretariat has overall responsibility for co-ordinating the activities of ODMP
components and research institutions such as HOORC, but is not directly responsible
for the technical work of each component;
3. As the host for the research component, HOORC should accept responsibility for a
leading role in the execution of this ODMP Research Strategy, and adjust its own
institutional strategy so that it explicitly accepts that role. It should be adequately
resourced for this purpose. For this to be effective, the University of Botswana should
institute a specific staff appraisal system for HOORC that adequately acknowledges
‘practical’ contributions. When this system is in place, HOORC will be able to be
January 2006 ix
more explicit in committing itself to society and environment in the Okavango Delta,
and thereby avoiding perceptions that some its researchers and academics have
‘distanced’ themselves from the practical issues of managing sustainable
development there;
4. Stimulate meaningful communication and effective long-term collaboration between

HOORC, government departments and other stakeholders;
5. Ensure that adequate capacity is made available for the operation of the Okavango
hydrological model in Maun; ensure close collaboration between DWA and HOORC
in the operation of the model and in the development and implementation of an
adequate hydrological modelling programme;
6. Recognize the integrated roles of monitoring and research. This includes affirming
and enhancing the important roles that standard government monitoring activities
(e.g. hydrology, tourism, health, education, population and agricultural censuses) play
as a foundation for effective research;
7. Emphasise multidisciplinary research approaches, often involving both natural and

social scientists, to tackle the integrated challenges of human and environmental
welfare in the Okavango Delta Ramsar Site;
8. Screen all research activities, together with all ODMP components, prior to formal
evaluation each year. Prioritize suggested research activities to make sure that work
activities and fund raising efforts are concentrated on those activities with the highest
priority for the entire ODMP group;
9. Apart from the Research Advisory Group (RAG), establish a procedure and an
appropriate forum for research collaboration among all ODMP components that work
in related areas or collaborate on solving multi-disciplinary problems. Once this
forum has been established, the ODMP Secretariat should co-ordinate, advise and
manage the participation of component organizations, and report progress and
achievements to the RAG;
10. Ensure adequate resources for ODIS, and insist (through the ODMP Secretariat, not
just the RAG) that all organizations or individuals that generate data must supply
these to HOORC for capture in ODIS;
11. Acknowledge and support the mutual functions of broad, background, ‘framework’
research on how systems function, and of more focused, directed research that seeks
specific answers to pressing management questions;
12. Emphasise the role of residents and resource users (including the private sector) in
and around the Okavango Delta in monitoring and research; respect, integrate and
acknowledge the formal and informal knowledge systems (e.g. traditional knowledge
in rural communities) that these stakeholders can deploy;
13. Achieve true value for the outputs of this research strategy by converting them into
research outcomes that reflect and help accomplish the goals of the ODMP (see
Section 4.6);
14. Ensure that implementation of the ODMP Research Strategy gives adequate
attention to the linkages between human poverty and the state of the natural
environment, and seeks ways to alleviate the former while enhancing the latter; and
January 2006 x
15. As the ODMP moves into implementation, its monitoring and evaluation must be
linked to the research strategy, without confusing the two. Here, the outcomes
achieved by implementation of the ODMP need to be assessed against the original
goals. The DEA, the ODMP Secretariat and the RAG should take the lead in
ensuring that the ODMP is reviewed at regular intervals and amended to incorporate
new knowledge and insights where needed.
The ODMP Secretariat need to take the following important action steps as soon as
practically possible:
• Confirm the time frame needed to finalize the research component of the ODMP and
the time required by HOORC (and Ms Hannelore Bendsen as co-ordinator) to
produce any additional reports and/or final progress reports;
• Complete the compilation of all research findings from other ODMP components,
including those that have been out-sourced to consultants, for example the tourism
consultancy;
• Work with DEA to ensure that the status of DEA is established and confirm that all
organizations accept the priority status of the ODMP. Finalization of the status of
DEA will help to ensure that this research strategy is both legitimate and effective;
• Establish the RAG and confirm which stakeholders will be represented on the RAG.;
agree on its role and operating procedures, including its monitoring and evaluation
system for the five year implementation of this strategy; and
• Implement the research strategy described in this report.
Certain of the actions listed in the recommendations should be carried out in a definite
sequence since they are dependent on prior decisions or activities by specific organizations.
In an attempt to provide additional guidance to DEA and the ODMP Secretariat, these have
been arranged so as to display their inter-dependencies during four conceptual phases of the
ODMP research strategy, and to emphasize the organizations with principal responsibilities
for ensuring that these actions are carried out (Figure 6 – copied from page 58).
Importantly, the sequence of decisions and activities shown in Figure 6 should not be
interpreted to mean that each activity in a particular “box” has to be completed before the
next can begin. Instead, these activities should be initiated in the sequence shown but may
be carried out simultaneously / in parallel since they will all take time to complete. Each of
the activities and decisions shown is an integral part of the overall system and all activities
and decisions should be carried out.
January 2006 xi
Establishment Initiation Implementation Evaluation
DEA empowers ODMP Secretariat ODMP Secretariat stimulates

Confirm the authority of DEA communication and
to effectively co-ordinate research
and management activities collaboration between HOORC,
government departments and
other stakeholders
University of Botswana devise

and adopt a specific staff ODMP Secretariat finalize
appraisal system for HOORC compilation of all research
findings from ODMP
components and HOORC
make them available
through ODIS
DEA, ODMP Secretariat, and
UB/ HOORC confirm / accept
the ODMP Research Strategy Provide adequate resources
for ODIS and ensure that all
organizations supply data
HOORC accepts responsibility for a Establish a procedure and an

leading role in the execution of the appropriate forum for
ODMP Research Strategy research collaboration among
all ODMP components
Ensure regular screening of

research activities where all
ODMP components participate
to make sure that effort is Evaluate outcomes of
Emphasize multidisciplinary concentrated on activities with ODMP implementation
research approaches in ODMP highest priority for the ODMP against original goals.
Establish the RAG as soon as group
possible. Confirm
representation on RAG. Ensure adequate attention Setup and maintain appropriate
paid to the linkages between Evaluate outcomes of
Properly resource and monitoring programmes in
human poverty and the state ODMP research
empower RAG to co-ordinate recognition of the integrated
of the natural environment strategy and revise
implementation of research roles of monitoring and where required
strategy. Clearly define tasks, research
roles and responsibilities.
Ensure that adequate
capacity is available for All research outputs are
operation of the ODMP converted to research
hydrological model in Maun outcomes with real value to
ODMP components
Figure 6. Arrangement, sequence and responsibilities for conducting the recommended

decisions and/or activities in the research strategy.
This conceptual diagram shows the sequence of specific actions and/or decisions the DEA,
ODMP Secretariat, HOORC and the RAG, respectively, need to carry out from establishment
of the ODMP Research Strategy, through initiation, implementation and final evaluation of
the research outcomes.
January 2006 xii

Acknowledgements
The research strategy team interviewed numerous individuals from a range of government,
NGO and private sector organizations in Maun and in Gaborone during the execution of this
assignment. A full list of these individuals and their institutions is provided in Appendix 4.
Everyone willingly provided information and technical insights, enabling the team members to
develop a far broader perspective and deeper appreciation of the prevailing issues and
concerns related to the management of the Okavango Delta Ramsar Site. The assistance
provided by all of these individuals is gratefully acknowledged.
More specifically, the research strategy team wish to extend their grateful thanks to:
• Ms Portia Segomelo, Dr Eliot Taylor and Mr Sekgowa Motsumi of the ODMP

Secretariat, who provided the research strategy team with invaluable logistical
support, documentation and office facilities in Maun;
• Professor Lars Ramberg, ODMP Co-ordinator Ms Hannelore Bendsen, and all the
staff members at the Harry Oppenheimer Okavango Research Centre (HOORC), who
freely made time available to discuss a wide range of key issues with the team,
willingly provided documents, maps and copies of personal papers, and allowed the
team free access to HOORC’s impressive library resources;
• The various national and district government stakeholders (listed in Appendix 4) who
also considerately made time available to be interviewed by the team, especially the
managers and staff of the National Conservation Strategy (Co-ordinating) Agency,
the Department of Wildlife and National Parks Research and Fisheries Divisions,
Department of Water Affairs in Maun and the Department of Water Affairs Modelling
Unit in Gaborone, Department of Tourism, Department of Animal Health and
Production, Department of Agricultural Research, Department of Geological Survey,
Ministry of Agriculture, Forestry Division of the Department of Crop production and
Forestry, Agricultural Services Board, Ngamiland District Administration, Tawana
Land Board, North West District Council Physical Planning and Economic Planning
Units and Waste Management Section, Division of Agricultural Planning and
Statistics;
• The various NGO and private sector stakeholders who kindly agreed to set aside
sufficient time to meet with the team, including representatives from Bosele
Investments, Birdlife Botswana, Conservation International Botswana, Okavango
Wilderness Safaris, the World Conservation Union, and private researchers and
consultants; and
• Mr Tlhokomelo Phuthego of DEA (Gaborone) who accompanied the research

strategy team and participated in their numerous interviews with stakeholders.
The collective encouragement and support received from all these individuals and
organizations made it possible for the research strategy team to incorporate an exceptionally
wide range of views and information into their research strategy report. In turn, we hope that
this research strategy will help the authorities and residents of the Okavango Delta Ramsar
Site to ensure that this exceptional area is properly managed and conserved in perpetuity.
January 2006 xiii

Abbreviations
AIDS Acquired Immune Deficiency Syndrome

ARB Agricultural Resources Board
CBNRM Community-Based Natural Resource Management
CBO Community Based Organization
CBPP Contagious Bovine Pleuro-Pneumonia (Cattle Lung Disease)
DAHP Department of Animal Health and Production
DAR Department of Agricultural Research
DCPF Department of Crop Production and Forestry
DEA Department of Environment Affairs
DLUPU District Land Use Planning Unit
DMS Division of Meteorological Services
DoT Department of Tourism
DTRP Department of Town and Regional Planning
DWA Department of Water Affairs
DWNP Department of Wildlife and National Parks
GEF Global Environmental Facility
HATAB Hotel and Tourism Association of Botswana
HIV Human Immuno-deficiency Virus
HOORC Harry Oppenheimer Okavango Research Centre
IFR In-stream Flow Requirements
MoA Ministry of Agriculture
MEWT Ministry of Environment, Wildlife and Tourism
NCSA National Conservation Strategy (Co-ordinating) Agency
NDDP Ngamiland District Development Plan
NGO Non-Government Organization
NWDC North West District Council
ODIS Okavango Delta Information System
ODMP Okavango Delta Management Plan
PRS Poverty Reduction Strategy
RAG Research Advisory Group
TAC Technical Advisory Committee
TLB Tawana Land Board
UB University of Botswana
WERRD Water and Ecosystem Resources in Regional Development
WMA Wildlife Management Area
January 2006 xiv

OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT
RESEARCH STRATEGY REPORT
1. Approach to the ODMP Research Strategy Assessment
1.1. Introduction
The Government of Botswana is responsible for managing the Okavango Delta Ramsar Site,
and faces the major challenge of ensuring that the ecological integrity of the ecosystems
remains intact. A decisive part of the Government’s response has been to commission the
collaborative Okavango Delta Management Plan (ODMP) that will guide and regulate all
activities that take place within the Okavango Delta Ramsar Site. Research and monitoring
activities are seen as central components of the ODMP; first, to guide the formulation of the
ODMP, secondly, to assess whether or not the ODMP has been effective in achieving its
overall goal, and thirdly, to enable the plan to be refined with time.
This assignment to draw up a research strategy for the ODMP falls within the research and
data management component (Component 3) of the ODMP. Independent external
consultants were selected to prepare this draft ODMP research strategy so as to eliminate
possible perceptions of ‘conflict of interest’ that could arise if staff from the Harry
Oppenheimer Okavango Research Centre (HOORC) drew up the research strategy and also
tendered for specific research projects.
The consultants have long-term experience of the technical issues relevant to management
of the Okavango Delta, as well as extensive regional experience in southern Africa. They
are able to bring in new ideas, and base their findings on consultations with ODMP
stakeholders and evaluation of available material. The Terms of Reference for the research
strategy team are listed in Appendix 1.
1.2. Target Audience for this Document
This document is aimed at three separate audiences:

• First, the Botswana Ministry of Environment, Wildlife and Tourism (MEWT), especially the
Department of Environment Affairs (DEA) and the ODMP Secretariat, who are
responsible for overall development and implementation of the ODMP;
• Secondly, stakeholder groups who carry out research and / or monitoring activities in the
Okavango Delta, especially HOORC, or who want to be engaged in these activities in
future; and
• Thirdly, other Government departments that are responsible for implementing different
parts of the ODMP, or who conduct monitoring or other activities that could influence the
success of the ODMP.
The structure and objectives of the ODMP are summarized in Section 2 of this document to
assist these audiences to understand the context of this research strategy.
January 2006 1
1.3. Procedure and Approach Adopted in this Study
The assignment started with a preparatory mission to Botswana, where the team co-
ordinator met key stakeholders who had been identified as the most important for the
research strategy formulation. Specific issues were identified for more detailed discussions
with the research strategy team, and appointments were scheduled. After the preparatory
meetings, discussion notes were distributed to the stakeholders and the research strategy
team to ensure that later talks were clearly focused.
The research strategy team arrived in Botswana 3 weeks after the preparatory mission. The
team consisted of a Team Leader with specialist knowledge of the Okavango Delta, an
Ecologist, a Hydrologist, a Sociologist, and a Team Co-ordinator with expertise in tropical
soils and agriculture. The team held discussions with all of the key stakeholders of ODMP
(HOORC and Government Departments that host the 12 components), as well as with
NGOs, private consultants, and safari operators who had expressed a keen interest in the
ODMP. A schedule of activities is shown in Appendix 2, while a list of the individuals and
organizations that were consulted is shown in Appendix 3. The research strategy team also
examined written materials provided by DEA and HOORC, and by the twelve ODMP
components and other sources. A list of key documents is provided in Appendix 4.
One of the main objectives of ODMP is to ensure that different stakeholders co-operate and
co-ordinate their work. Therefore, the discussions with stakeholders focussed on their ideas
for specific research within their fields of responsibility, and where greater collaboration was
needed with other components. Specific points in these discussions included:
• Identifying knowledge gaps that hamper appropriate management of the Okavango
Delta Ramsar Site;
• Suggestions on specific applied research topics provided by stakeholders;
• Identifying ways to achieve an appropriate balance between research to understand
the ecosystems and research for direct management purposes, and how these types
of research should interact and inform each other;
• The challenge of developing a research strategy that will meet the needs of 13
Government departments, agencies or divisions and HOORC, and how best to
integrate the ODMP research strategy with the existing research activities that are
already in progress; and
• Clarifying the organisational arrangements within and between the institutions that
undertake research and monitoring activities as part of the ODMP. Specific attention
was paid to the different roles and responsibilities of Government departments,
HOORC and the ODMP Secretariat. These organisations have to implement the
ODMP research strategy and evaluate the degree of success achieved in
implementing the research strategy. This issue is particularly important – especially
considering the as yet undecided future of the ODMP Secretariat and DEA.
The draft research strategy in this document is the product of this stakeholder engagement
process. The team found stakeholders to be committed, though their involvement in the
ODMP was often made difficult by conflicting obligations within their respective departments.
Towards the end of the mission, an overview of the draft research strategy was presented
and discussed during a workshop for all ODMP stakeholders. Valuable comments and
suggestions were received, while new and previously discussed issues of relevance to
ODMP research were raised. The feedback from workshop participants and the closing
remarks presented at the Maun Workshop are shown in Appendix 5. The contributions from
the stakeholders have been included in this “Draft ODMP Research Strategy”. The
document is now being circulated among stakeholders for review and to elicit any additional
comments. These will be included in a Final Draft version, the “ODMP Research Strategy”.
January 2006 2
The Final Draft “ODMP Research Strategy” will be submitted to the ODMP Secretariat, who
will secure formal approval for the strategy through the project structures. The ODMP
Secretariat will also negotiate the division of responsibilities for implementation among
themselves, the proposed Research Advisory Group (RAG), HOORC and different
Government partners.
1.4. Structure of this Document
This document is divided into five sections:
Section 1 consists of a brief introduction to this research strategy assignment and a

description of the three target audiences for this research strategy report. This is followed by
a description of the procedure followed during the execution of this assignment and
concludes with a brief description of the structure of this document.
Section 2 provides a broad strategic overview of the background to the Okavango Delta
Management Plan (ODMP), explaining briefly how research is required to support
management and the need for the ODMP research strategy. The distinction between
background (“Pure”) and more applied (“Focused” or “Mission-orientated”) research is
explained, and the importance of sustained stakeholder engagement in all processes is
emphasized. This is followed by a short explanation of the links between research,
monitoring and data management, and the important role and validity of indigenous
knowledge.
Section 3 describes the specific objectives of the ODMP research strategy and then explains
how and why the proposed research activities have been segmented into three core
components. This is then followed by a detailed description of each section of the proposed
research strategy, how the different components should be integrated into a coherent whole,
and how this research strategy should be implemented.
Section 4 introduces a brief discussion on the roles, resources required and management
responsibilities of individuals and institutions that are tasked with conducting research within
the ODMP research strategy. Specific attention is directed to issues of capacity building and
institutional structures, as well as the need for formal guidance, direction and co-ordination of
the various research efforts carried out by different parties. In this context, the concept of a
Research Advisory group (RAG) is introduced and discussed.
Section 5 comprises a set of conclusions and recommendations, based on the different

elements of the research strategy set out in Sections 3 and 4. This section also includes
some operational or procedural suggestions for ensuring that the integrated research
programme is implemented and evaluated.
Finally, six appendices list important supporting information that relates to this assignment.
These consist of: the specific terms of reference for this assignment; the schedule of
activities undertaken by the research strategy team; a list of key information sources
consulted; a list of key stakeholders consulted; the proceedings and conclusions of the
stakeholder workshop held in Maun; and a list of relevant international, regional and national
policies, statutes, treaties, accords and protocols.
January 2006 3
2. Background to the ODMP Research Strategy
2.1. Introduction
In April 1997, the Government of Botswana ratified the Convention on Wetlands of

International Importance, more commonly known as the Ramsar Convention. In line with its
responsibilities, the Okavango Delta and its surrounding areas were listed as a Ramsar site.
Since its original declaration, the boundaries have been rationalized to include the Tsodilo
Hills World Heritage Site to the west, and exclude certain ranching areas to the south. The
new boundary of the Okavango Delta Ramsar Site encloses an area of 55,374 km2. This is
slightly smaller than the original area that was proposed, but still represents the world’s
largest area protected under the Ramsar Convention. The area contains many different
types of land and water habitats and supports an exceptionally rich diversity of plants and
animals. The extent of the revised Okavango Delta Ramsar Site is shown in Figure 1.
18° S
22° E 24° E
Mohembo
Mohembo East Tobera
West
Yakao
Sekondomboro
Shakawe Ngarange Okavango
Sechenje Delta
Samochima Mogotho
Xhaoga Shaowe
Gudigwa
Ncamaseri
Kajaja Mawana Beetsha

Dungu Eretogha
Tsodilo Sepopa
Seronga
Gonutiogha
Jao
Etsha 13
Etsha 8
Etsha 6 Khwai
Mababe
Etsha 1
Gumare Tutu
Sankuro
LEGEND
Nokaneng Ramsar Site
Ditshipi
Shorobe
Daunara
Flooded Area
Boro
Habu
Xaraxau Matlapaneng Lodge
20° S
Maun Airfield
Chanoga
Tsao Veterinary Fence
Homana
Semboyo
Makukung
Sehitwa Village
Makalamabedi
Toteng
Kgakga
Sehitwa
N
Lake Ngami Bottratogo
Kareng Sodibeng 50 km
Figure 1. The Okavango Delta Ramsar Site.
The area that is normally flooded each year (i.e. combined perennially and annually flooded
areas) is shaded. Inset shows the position of the Okavango Delta in northern Botswana.
January 2006 4
The Okavango Delta is the focal point of Botswana’s growing tourism sector. Major portions
of the delta and its peripheral areas are managed as formal wildlife management areas,
while the town of Maun is the administrative centre for the Ngamiland District. Several
villages and settlements are located within the boundaries of the Okavango Delta Ramsar
Site (Figure 1). The livelihoods of these communities are based largely on subsistence
fishing, hunting, livestock grazing, floodplain cultivation and collection of raw materials for
building, fuel and production of handicrafts. Relatively small numbers of people are
employed in different tourism-related activities throughout Ngamiland. Migrant workers seek
employment in Maun and further afield (e.g. Gaborone). Conflicts commonly occur over land
use options and between humans and wildlife, while resource management policies and
strategies are not always aligned or in harmony with each other.
In recent years, increasing concerns have been expressed about possible local and external
threats to the ecological functioning of the Okavango Delta. Locally, the growing population
depends heavily on the natural resource base; meeting their needs for socio-economic
development will increase their pressure on the ecosystem. Externally, proposed
development projects in the upper Okavango River catchment in Angola and Namibia could
also have adverse impacts on the Okavango Delta ecosystem. In addition, the possible
implications of climate change on the Okavango Delta are poorly understood at present.
As an additional response to these perceived pressures, the Government of Botswana

developed the draft National Wetlands Policy and Strategy in 2001. The provisions of this
policy, together with the specific obligations of the Ramsar Convention, require the Botswana
Government to develop an integrated management plan for the Okavango Delta. Several
other international treaties, regional protocols, and national policies, statutes and plans
(Appendix 6) provide additional emphasis on the need for such a management plan.
2.2. The Okavango Delta Management Plan (ODMP)
If there were no human presence in the Okavango Delta, or if there were no external
pressures likely to cause adverse changes in the ecosystem, there would be no need for an
Okavango Delta Management Plan (ODMP). People’s activities and interactions with the
natural resources of the Okavango Delta and the upstream river basin have made it
necessary to declare the area a Ramsar site and to develop a management plan for the
system. Understanding the social and economic drivers of these interactions is important for
the ODMP, because effective management of the Okavango Delta means effective
management of the people who use its resources. Therefore, while technical understanding
of the natural resources is essential, the real challenge of the ODMP is essentially a
challenge of governance. The process of developing the ODMP presents the Government of
Botswana with a unique opportunity to meet its obligations under the Ramsar Convention
and achieve the necessary level of integration and co-ordination of activities and priorities.
The Ministry of Environment, Wildlife and Tourism (MEWT) through the newly formed
Department of Environment Affairs (DEA) is responsible for overall development and
implementation of the ODMP. Since DEA is the Government institution responsible for
implementing the Ramsar Convention in Botswana, it has the necessary authority to
facilitate, coordinate and supervise the management planning process for the Okavango
Delta, and take responsibility for overall project implementation. Within the Botswana
Government, the DEA is recognized as occupying an appropriate position within the
hierarchy of Government departments that enable it to request participating departments to
prioritise ODMP activities above their normal activities.
January 2006 5
The ODMP project started in July 2003 and comprises twelve components or thematic areas
based on the issues that were raised during extensive stakeholder consultations. Each
component is being driven by relevant organisations drawn from government departments
and participating agencies, and has designated a focal point person for direct contact with
the ODMP Project Secretariat and other components. Full details of the ODMP project, as
well as details of the twelve components and their participating agencies, and their activities
and achievements to date, are provided in the ODMP Inception Report (ODMP, 2005a; b).
For a variety of reasons, most notably the shortage of competent technical personnel in
participating institutions, very uneven progress has been achieved with the designated
activities in each component. Several activities have been outsourced to consultants due to
insufficient capacity within the institution concerned.
2.3. Setting the Scene: Research to Support Management
In the past, many studies were carried out on social, economic, ecological and management
topics related to the Okavango Delta. These studies extended our collective understanding
of the structure, functioning, and composition of the ecosystem components in the Okavango
Delta, and broadened our knowledge of the ways in which local communities rely on the
system for their livelihoods.
However, our understanding of the different ways in which the Okavango Delta system
responds to changes in the external driving forces (principally related to climatic and
hydrological features) and patterns of natural resource exploitation (driven mainly by
ecological and social processes) remains incomplete. This is due to the fact that earlier
studies followed individual research agendas, rather than forming part of a comprehensive
and carefully co-ordinated research programme. This has obvious implications for the way
that research is conducted in future, and presents a challenge to the Government of
Botswana who must manage the Okavango Delta and maintain the ecological integrity of its
ecosystems. Importantly, the research community and stakeholders share responsibility to
define a research agenda that guides and informs the Okavango Delta Management Plan.
Effective implementation of the ODMP will need information from two interdependent kinds of
research. Neither type of research is very useful to managers when considered alone, nor
can the correct management questions be asked without the deeper understanding provided
by more basic research. The two types of research are:
• First, a thorough understanding is needed of the full range of physical, chemical,
ecological, socio-economic, and political factors that influence the interactions within
and between society and ecosystem components. This requires basic research in
many different fields such as: hydrology, climatology, ecosystem functioning,
agriculture, and social dependency patterns, supported by knowledge of issues such
as: culture, ethics, economics, governance and livelihood strategies.
• Secondly, effective implementation of the ODMP requires directed, management-
orientated research that answers focused ‘cause and effect’ questions. These
questions address issues such as: interactions between external driving forces in the
Okavango catchment; the distribution and abundance of natural resources in the
Okavango Delta; the patterns of resource use; the requirements of society; and the
ecological and economic implications of different resource use patterns.
While both types of research are necessary for the ODMP, it is very important to ensure that
the ‘mix’ of research types is properly balanced to suit management needs. Often, the
relevance of long-term research studies within the Okavango Delta is not immediately
apparent. But, when the Ramsar Site managers pose questions that require specific
January 2006 6
answers for decision-making, these answers will need to be based on a sound fundamental
or ‘academic’ understanding. Typically, these types of ‘academic’ or ‘background’ studies
are undertaken by university scholars, such as those at HOORC. However, all academic
researchers have a wider responsibility to demonstrate that their work can guide and inform
more directly applied research that must answer the types of questions posed by the ODMP.
Implementation of the ODMP research strategy will yield valuable outputs if it is based on the
principles of stakeholder inclusivity and transparency. But the research will only be truly
useful for its intended purpose if the research results (outputs) are converted into appropriate
management outcomes. In essence, these are: better informed and better targeted
management of the Okavango Delta Ramsar Site, which will enhance the livelihoods of all
stakeholders while simultaneously conserving the natural resources of the system in
perpetuity (Section 4.6).
While research seeks to understand the characteristics of a particular situation and identify
the key factor(s) involved, management must follow up with the desired action. However, it
is also important to track the success or failure of the implementation process once a
decision has been taken to implement a management action. In simple terms, management
has three fundamental objectives: (i) focussed action; (ii) monitoring and evaluation of that
action; and then (iii) adaptive change if the action does not produce the desired result. This
is known as the “adaptive management” cycle, as shown in Figure 2. In some instances,
further research may be needed to re-define the situation and determine the next possible
decision or set of actions.
Provide Sufficient:
Information, Skills,
Funding, Equipment
Design
Select Preferred Options Management Plan Implement Management
and Take Decisions and Allocate Actions
Responsibilities
Monitor, Evaluate
Identify Appropriate Agree on criteria for
Management Strategies success
and Audit Effectiveness M
of Management Actions
M R
R
Create Shared Vision Commission and R
and Agree on Objectives Evaluate Focussed
Research Programmes
Design, Implement and

Review Long-Term
Confirm Stakeholder Understand System Monitoring Programme M
Issues Characteristics
M R M R
Figure 2. Typical elements in a cyclical, adaptive management plan for the Okavango Delta.
Specific research and monitoring activities, designated as (R) and (M), respectively, play a
critical role in informing and guiding the management plan at different stages.
January 2006 7
In Figure 2 the management process starts with clarification of the system characteristics
and confirmation of stakeholder issues, based on the information available from existing
research and monitoring activities. Management and stakeholders create a shared vision for
the system, agree on specific management objectives, and identify appropriate management
strategies that could best achieve these objectives. Management and stakeholders also
jointly agree on appropriate criteria that will demonstrate the success or failure of these
management actions. Management then designs a suitable implementation plan with clearly
designated responsibilities, time schedules and measurements of success, and ensures that
the designated officials have sufficient resources to implement the management plan.
In the adaptive management plan shown in Figure 2, designated managers are responsible
for ensuring that each activity is carried out effectively and efficiently. In the case of the
ODMP, this responsibility would fall upon the DEA, as the Government institution that is
accountable for implementing the provisions of the Ramsar Convention. Alternatively, the
DEA may choose to delegate this responsibility to a specific institution that would implement
the ODMP. While different stakeholders contribute information at many stages in the cyclical
management process, ultimate accountability for effective management remains with the
designated authority.
Importantly, Figure 2 emphasizes the importance of allocating sufficient resources (skilled

staff, equipment, facilities, funding and information) to the appointed management authority.
Without proper support, even the best plans cannot be implemented effectively.
2.4. The Need for an ODMP Research Strategy
The wide variety of stakeholders and issues of concern to the management of the Okavango
Delta requires the research strategy to integrate a variety of technical disciplines and cover a
range of spatial and temporal scales. Essentially, the ODMP research strategy must provide
a logical framework and a strategic direction for the diverse array of research activities
conducted by different component institutions and individuals.
Importantly, the specific focus of the ODMP research strategy is to provide information that
will help to ensure effective management of the Okavango Delta. This emphasis on
management is critically important since the ODMP research strategy must guide and inform
the research activities within each of the twelve components, enabling each to inform
management decision-making. In essence, the ODMP research strategy must help
management to address three tasks, namely to:
1. Implement the ODMP;
2. Evaluate the effectiveness with which the ODMP is implemented; and
3. Assess the outcomes of the ODMP implementation process and, where required,
provide information that will allow the management plan to be adapted appropriately.
Much of the preparatory work needed to finalize the ODMP is being undertaken by the
component task teams. Each task team must list the specific management information
needs within its mandate area and provide these to the ODMP Secretariat, who compile the
ODMP. However, progress to date has been very variable and delays within the different
task teams mean that finalization of the ODMP may also be delayed.
While the ODMP research strategy must include and build on these ongoing activities, most
emphasis should be placed on the research to be conducted during implementation of the
ODMP. This will allow the effectiveness of the ODMP implementation process to be
assessed and adapted if required.
January 2006 8
2.5. The Links between Research, Monitoring and Data Management
Research and monitoring activities are closely inter-linked; each activity provides information
that guides and directs the other, and neither can function effectively on its own. The
closeness of these linkages is emphasised in the ODMP research strategy, where these
activities are integrated and inter-dependent. Research and monitoring activities have a
pivotal role in providing information to management decision-making processes in the
ODMP, as shown in Figure 2. While research helps to define the criteria for successful
management interventions, monitoring allows the success or failure of management actions
to be evaluated against these criteria.
All of the data generated by monitoring and research in the Okavango Delta Ramsar Site
must be safely stored, logically structured and readily accessible. Much of the information
produced during past research and monitoring activities is fragmented, dispersed across
various institutions, or otherwise inaccessible to resource managers. Different groups of
researchers used a variety of data collection techniques – not all of these are compatible with
one another, thereby reducing the value of many data sets. While much of the information
may be interesting, it often serves little or no management purpose and its usefulness is
therefore questionable from an ODMP management perspective. In future, all research
information and monitoring data should be stored in a central repository where it can be
accessed and used appropriately. The Okavango Delta Information System (ODIS) at
HOORC is ideal for this purpose. All researchers, government departments and other
agencies engaged in monitoring should deliver their data to the ODIS system regularly – this
will help to improve the level of integration achieved by the research strategy.
At another level, many residents in the Okavango Delta Ramsar Site have extensive local
knowledge about resource management issues in the system. However, this asset remains
largely untouched. Far more attention needs to be focussed on this issue in future and local
residents need to be more closely engaged in the various research and monitoring activities.
In addition, the research strategy explicitly recognizes that Government, the academic
community and the private sector can contribute to research and monitoring activities. Each
of these groups can and should help to implement the ODMP, though there is also a clear
need to define their respective roles, responsibilities and levels of accountability.
January 2006 9
3. The Proposed OMDP Research Strategy
3.1. Objectives of the Research Strategy
To correctly support the ODMP, the ODMP Research Strategy must have clear and
unambiguous objectives. Based on the Terms of Reference given to the Research Strategy
Group (Appendix 1) and the ODMP Inception Report, the specific objectives for the research
strategy presented in this document can be summarized and adapted as:
The preparation of a five year Research Strategy for the Okavango Delta
Management Plan (ODMP) and identified stakeholders, … (which) …. will support
the planning and implementation of the research needs of ..(a).. long-term adaptable
management …(plan)…. for the Okavango Delta, based on systematic long-term
monitoring, and incorporating key indicators of the system’s ecological character,
and (which) must be capable of identifying adverse trends and their causes.
While the primary objective specified in the Terms of Reference is a five-year research
strategy, this has to be robust enough to be extended into a longer time frame. This will help
to ensure continuity and cohesion of the management and research efforts.
The ODMP Inception Report identified specific outputs that need to be produced in parallel to
the implementation of the ODMP Research Strategy. These are:
• A compilation of the research results held by HOORC and other stakeholders;
• A listing of immediate needs for information to enable the formulation of an adaptable
management plan as required by the Ramsar Convention;
• The initiation of limited additional studies to fill crucial information gaps;
• The regular provision of the results of ongoing research activities to the ODMP;
• Publication of research and monitoring findings; and
• A process to ensure that research permanently feeds key data into the management
plan to ensure and assist with updating and refining it in the future.
Many of the ODMP components have started work on these activities and helped to inform
the listing of stakeholder concerns. Their progress will be reported by the ODMP Secretariat.
3.2. Defining and Segmenting the Research Components
In broad terms, the Okavango Delta Ramsar Site shares the same basic features with other
complex systems that comprise human and environmental interactions. In their simplest
form, these can be summarized as: physical and chemical processes that define the basic
template of ecosystem habitats; the biological and ecological processes that occupy these
different habitats, exert their own ‘signature’ and further segment the habitats into niches
occupied by particular species; and the political, social and economic processes that derive
goods, services and other benefits from the ecosystem components.
In essence, therefore, the Okavango Delta system can be conveniently segmented into three
broad categories, namely:
• Physical and chemical (principally hydrological) processes and features;
• Ecological processes linking habitats to populations of specific organisms; and
• Social and economic processes that exploit or derive benefits from the ecosystem.
January 2006 10
Though artificial, these categories provide a convenient way to address the complex range of
ecosystem components and human issues making up the Okavango Delta Ramsar Site.
The separation of the ecosystem components into these categories, and examples of
important human uses of the ecosystem, are shown in Figure 3. These three categories
frame the activities listed in the following three sections of this research strategy (Sections
3.3, 3.4 and 3.5). The three categories are then integrated by cross-cutting research that
focuses on linkages between categories (Section 3.6) The research strategy team used
these three categories to group the twelve ODMP components into logical units, with a fourth
category, ‘management’, to co-ordinate all activities, including research (Table 1).
Angola
Okavango River
Namibia Human Use:
Water for Domestic, Agricultural
and Industrial Uses
Botswana
Water
and Sediments
Hydrology
Okavango Delta -
A Dynamic Alluvial Fan
Mosaic of Many Biological Diversity & High Rates of Biological

Different Habitats Abundance Productivity Species & Ecosystems
Human Use :
Molapo Agriculture, Gathering Plant Products, Hunting,
People
CBNRM, Livestock, Tourism, Commercial Extraction
Figure 3. Functioning of the Okavango Delta.
This conceptual diagram shows how the principal (hydrological) drivers of the Okavango
Delta form the template for a mosaic of species, habitats and key ecosystem features and
processes, and how patterns of human uses derive benefits from these ecosystem resources
and impact on the specific characteristics of the ecosystem.
Table 1. Segmentation of the 12 ODMP components into four categories.
Category ODMP Component

Hydrology 4. Hydrology and Water Resources
Species and Ecosystems 5. Wildlife Management
7. Sustainable Fisheries Utilisation & Management
8. Vegetation Resources Management
12. Sustainable Livestock management
People 6. Sustainable Tourism and CBNRM
8. Settlement Development Planning
10. Sustainable Land Use
11. Waste Management
Management 1. Policy, Planning & Strategy
2. Dialogue, Communication & Networking
3. Research, Data Management & Participatory Planning
January 2006 11
In Table 1, it is clear that all of the ODMP Components contain different degrees of
emphasis on ‘people’ issues or concerns. The ‘Management’ category seeks to integrate
these issues with those that relate more closely to the natural environment into a coherent
structure that will promote the sustainable use of the Okavango Delta’s natural resources.
The fourth category of ‘Management’ also provides critically important linkages between
water, species and ecosystems, and people, principally through the focus on governance
structures and issues in Section 3.5. The central roles of management processes and
institutional responsibilities, together with their integration and co-ordination with stakeholder
participation processes, are emphasised in Section 4 of this report. Special attention is
given to recommending how best to move forward from the present situation where
participation is relatively fragmented and uncoordinated, to a future position where the
principles of sustainable development underpin management decision-making.
Another key responsibility of ‘Management’ is the collection, interpretation, communication

and storage of monitoring data and information. The ODMP Secretariat or another
designated institution will be responsible for assembling and reviewing all management-
related information that is collected on the Okavango Delta. This would form the basis for
evaluating the effectiveness of the management process and for evaluating possible
alternative management strategies. Where other, more basic, monitoring data and
information are collected as part of a strategy to improve our collective understanding of the
long-term functioning of the Okavango Delta, these data should first be examined and
interpreted by the relevant specialists before they are made accessible to the designated
management authority. These activities must be closely co-ordinated to ensure that the
necessary management information is provided as and when it is needed; the appropriate
ODMP components (shown in the ‘Management’ category in Table 1) will need to take
responsibility for these activities.
3.3. Hydrological Research
3.3.1. Key issues
The hydrology of the Okavango Delta is extremely complex and highly dynamic in both time
and space, and significant water exchanges occur between the different components of the
hydrological cycle at very variable spatial and temporal scales. High evapotranspiration
losses account for most of the Okavango River inflows and only an insignificant fraction of
the Delta’s inflow discharges to downstream river systems.
The natural hydrological fluctuations of the Okavango Delta vary over many time scales
(seasonal, annual and decades due to long-term climatic variations). The key processes that
govern the hydrological behaviour and transport of sediments and dissolved compounds are:
• Inflow of water, sediments and compounds (nutrients, pollutants);
• Rainfall in the Delta;
• Flow and related transport of sediments and compounds through river channel
network and bifurcations;
• Channel blocking and opening caused by sediment, vegetation and mammals;
• Spills from channels to floodplain and swamps and related flow and transport in these
areas;
• Surface water – groundwater interaction, recharge and exfiltration;
• Groundwater flow and solute transport;
• Evaporation from open water and vegetation;
• Salt accumulation and fresh water – salt water interaction.
January 2006 12
Superimposed on the natural fluctuations are changes imposed on the system by:
• Long-term trends in climate change;
• Developments in the upper catchment, including existing and proposed irrigation
schemes and proposed hydropower schemes;
• Anthropogenic activities in the Delta, including: surface and groundwater
abstractions; channel clearing operations; sewage discharges; and accidental spills of
pollutants such as oil and fuel;
• Catastrophic tectonic events; and
• Water management actions.
Balanced and well-informed management decisions, with due consideration of the socio-
economic needs on one hand and the ecosystem sustainability on the other, require that the
above hydrological factors and their interactions are understood at an appropriate level.
3.3.2. Current status of monitoring and research
Systematic monitoring of water quantity and water quality
Long-term monitoring of basic hydrological and water quality parameters should serve
several purposes including:
• Improved scientific understanding of the Okavango Delta system;
• Support for water management decisions;
• Evaluations of the impact of water management decisions; and
• Assessments of the potential implications of external effects such as climate change
and human interventions in the upper basin, as well as the effects of episodic events
such as contamination spills and tectonic activity.
Without securing a reliable database of long-term basic hydrological and water quality
parameters with reasonable spatial coverage, proper and sustainable water management is
seriously hindered. At present, the long-term monitoring of basic water quantity and water
quality parameters is in a relatively poor state both upstream and within the Okavango Delta.
Monitoring in the upstream basin (Angola) has not been properly performed for more than 30
years due to civil war. Thus, the inflow to the Okavango Delta has to be based on flow
recordings at Mohembo, both retrospectively and probably also in the years to come.
However, this very important flow station has not functioned properly for several years
because the hydraulic control section allows for overflow and some water consequently
bypasses the flow gauge and is not recorded.
Within the Okavango Delta, the spatial and temporal coverage of basic monitoring
parameters is relatively poor due to a variety of circumstances including:
• Difficult access;
• Damage by wild animals;
• Insufficient maintenance;
• Too few trained technical staff;
• Insufficient use of modern database management approaches; and
• Not enough data interpretation and use on a routine basis.
The present state of the current monitoring system has been described in detail in the report:
“Recommendations for Improved Monitoring” by Scanagri Denmark (May 2004). In summary
the current state is as follows:
January 2006 13
1. Rainfall and meteorology:

Five weather stations are operated by the Department of Meteorological Services along
the western and southern margins of the Okavango Delta; two of these have reasonable
time series data. There are almost no long-term data from the Okavango Delta itself.
2. Surface water:
There is a rather dense network of gauging stations in the channel sections of the
Okavango Delta, while no measurements are carried out in the flood plains. The gauging
stations for the channel sections include 73 stations for water level measurements, of
which 17 are equipped with automatic water level recorders. Thirty of these stations are
discharge (flow) stations. Measurements are performed (or daily data retrieved) on a
monthly basis. Due to the problems listed above there are problems with the continuity
and quality of the data.
3. Sediment transport:
Virtually no systematic or long-term monitoring data are available.
4. Surface water quality:

Very few systematic or long-term monitoring data are available.
5. Groundwater:
There are over 1000 recorded boreholes within the Okavango Delta Ramsar Site. Most
of these are located in areas from which water is abstracted for water supply to towns
and settlements along the southern and western rim of the Okavango Delta. There are
very few boreholes along the north-east margin and virtually no boreholes in the Delta.
Water level records are routinely logged in a few of the boreholes in well fields around
Maun, while the vast majority of boreholes are not monitored.
6. Groundwater quality:
A few of the boreholes in well fields near Maun are routinely logged for water quality.
Process understanding
Because the Okavango Delta is hydrologically unique in many respects, process

understanding that has been obtained from other catchments cannot easily be transferred to
the Delta system. Several studies have been carried out on the Okavango Delta by different
national and international groups and individuals, though most of the Okavango research
published in the international literature has been conducted at HOORC and at the
Witwatersrand University in South Africa. Both of these research organizations have linked
up with various international research groups and many of the published articles are multi-
authored. Much of the published research has a good international standing and, being
published in international journals, the results are easily accessible.
However, the results from several studies are only published as theses, scientific reports and
consultancy reports. While this research also contributes to the hydrological knowledge base
for the Okavango Delta, many of these reports are not easily accessible. The development
of the ODIS data management and information system at HOORC will enhance the
accessibility of such information in the future.
Earlier research conducted at HOORC and at the Witwatersrand University has covered a
number of topics including:
• Water flow dynamics and water balance studies at various scales;
• Annual and seasonal flooding using modelling and satellite images;
January 2006 14
• Mapping of vegetation and ecological conditions in Delta with several techniques;

• Effects of flooding on nutrients and biology;
• Transport of bed load sediments and their importance to hydrological and ecological
processes in the Okavango Delta;
• Surface water – groundwater interactions;
• Groundwater resources in Maun area; and
• Sedimentation and inorganic chemistry, especially in relation to islands.
Hydrological Modelling
Hydrological models are very important tools for gaining an improved and more integrated
understanding of the system behaviour. Furthermore, such models are important tools for
providing valuable information to support water resource management decisions. In the
past, various models have been developed for the Okavango Delta, including: (1) simplified
conceptual models (Dincer et al., 1987; SMEC, 1990; IUCN, 1993; WCT, 1997); (2) lumped
regression models (Gumbricht et al., 2004); (3) advanced conceptual models (Wolski et al.,
2005); and (4) distributed and integrated models (Bauer, 2004; DHI, 2004). All of these
modelling studies have improved our understanding of the integrated behaviour of the
hydrology and flooding patterns of the Okavango Delta.
3.3.3. Requirements for management
In the Okavango Delta Ramsar Site, ‘water management’ covers a far wider array of issues
than merely dealing with water abstraction from the system and ensuring that water supplies
can meet the needs of people. Indeed, the fundamental role of water in all physical,
chemical, ecological and social processes makes ‘water management’ a central issue to the
management of every issue in the entire Okavango Delta. Typical water management
questions that need to be answered by whoever is responsible for managing the Okavango
Delta Ramsar Site include:
1. How can the water needs for upper and lower catchment users be balanced, while at
the same time securing the ecological integrity of the Okavango Delta?
2. What are the potential impacts of proposed water development schemes in the upper
catchment on the ecological and socio-economic functioning of the Delta?
3. What are the potential impacts of climate change on the ecological and socio-economic
functioning of the Delta?
4. How can people’s conditions and activities in the Delta and the ecosystem sustainability
be balanced?
5. What are the implications of possible future flooding patterns for the positioning of
communities and their agricultural activities?
6. What are the hydrological processes that determine or control the functioning and the
biodiversity of the Delta ecosystems?
7. What are the impacts of vegetation and wildlife on water flow and water quality?
8. What are the impacts of the socio-economic system on water flow and water quality,
e.g. land use and water management strategies?
9. What are the impacts of changes in flooding behaviour on the socio-economic system
e.g. settlements, water supply and sanitation, land-use, livelihoods, and tourism?
10. What are the impacts of changes in flooding behaviour on the functional biodiversity of
the ecosystem and species habitats?
The issues addressed by these questions are both diverse and complex. The management
authorities responsible for managing the Okavango Delta Ramsar Site (i.e. DEA) must
January 2006 15
therefore be able to respond appropriately to these questions and ensure that the needs of
people and of the ecosystem are met.
Relevant information
Important data that need to be gathered and processed to produce the information required
for management purposes include:
• Flooding (distribution, timing, duration and frequency);
• Overall water balance for the whole Okavango Delta and its sub-catchments;
• Water levels;
• Water flows;
• Groundwater levels;
• Sediment loads and accumulation patterns (especially in specific sites);
• Water quality of surface water;
• Water quality of groundwater;
• Processes and locations where salts accumulate;
• Water requirements for different purposes;
• Settlement patterns across Ngamiland, including those settlements that do not yet
have any official recognition; and
• Patterns of current water use and likely trends of future water use.
Water management tool
A comprehensive water management tool (or model) is an essential requirement for effective
decision-making and for the management of a complex system such as the Okavango Delta
Ramsar Site. The hydrological model developed under ODMP and based on the MIKE SHE
modelling code provides an integrated and physically-based distributed description of all
important surface and subsurface processes occurring in the Okavango Delta (DHI Water &
Environment, 2005a; b). The model represents the state of the art in integrated and
distributed hydrological models and it offers a robust modelling framework for quantitative
descriptions and predictions of the Okavango Delta hydrology. Furthermore, the model
offers user-friendly input-output facilities that facilitate using the model for management
purposes and for presenting results to professionals, managers and stakeholders.
Information on water quantity as well as water quality is needed for effective management of
water resources. The model development carried out under the present stage of the
development phase of ODMP only allows for predictions of water quantity. A sediment
transport model is currently being developed and, as part of the future developments, a water
quality module should be included as well.
Both vegetation and wildlife depend on water. The model is therefore essential not only to
water management (for human purposes) but also for management of the entire Okavango
Delta. Based on the existing availability of input information, the current version of the model
has a spatial discretization of 1 km2. This is suitable for overall water management but not for
management of vegetation and wildlife, which needs information at a much smaller scale.
Future development of the model needs to bear this in mind so that it can use data and
information at a finer scale and provide this type of information for selected areas of the
Okavango Delta where monitoring of vegetation and wildlife is essential.
January 2006 16
Human capacity issues
The model operator has to be trained in the proper handling of the model to allow for reliable
predictions that can be used for management purposes. Currently, the model is operated
from the modeling unit at DWA Gaborone, where four local staff members have received
dedicated training courses in integrated hydrological modelling, surface water modelling,
topographical modelling and sediment transport modelling. These staff members have
received daily on-the-job training since the unit was established and their participation in
additional overseas training courses has been arranged. These important initiatives are
fundamental to the long-term usefulness and reliability of the ODMP model.
As all other ODMP activities are carried out in Maun, a transfer of hydrological technology is
essential in order to ensure that the model can also be operated in Maun; though the model
may not necessarily require further local development. Due to a lack of trained hydrologists
at the DWA offices in Maun, additional trained personnel are urgently needed or existing staff
should receive additional training in the use of the model. This could be achieved by
transferring trained DWA staff from Gaborone to Maun. Furthermore, it is strongly
recommended that a HOORC hydrologist should actively support the implementation of the
model in Maun. The present detached state of the hydrological work could have a negative
effect on the integration of all ODMP research and the integrity of the management plan.
3.3.4. Monitoring and research strategy
Monitoring
A proposal has been prepared to upgrade and rehabilitate the hydrological, sediment and
water quality monitoring system for the Okavango Delta (“Recommendations for Improved
Monitoring” by Scanagri Denmark, May 2004). This is a sound and practical proposal for a
long-term monitoring programme that can support the development and use of the water
management model. Funding under ODMP has been provided for new equipment and for
building a database; the programme should be implemented as soon as possible.
The Department of Water Affairs (DWA), in collaboration with the Department of

Meteorological Services (DMS), is the government office responsible for the implementation
of hydrological monitoring. However, DWA lacks sufficient numbers of trained technicians for
installing and maintaining the instruments, for carrying out the measurements, for analyzing
water samples, and for analyzing and interpreting the data before entering into the database.
Because reliable and continuous hydrological, sediment and water quality monitoring data
are fundamental for a programme of sustainable water management in the Okavango Delta,
DWA needs to expand its technical expertise so that its staff members can accomplish this
critically important monitoring task.
It is strongly recommended that HOORC’s expertise in monitoring should take an active role
in designing, establishing and supporting the implementation of the monitoring programme.
Active involvement of HOORC staff in the monitoring programme will also help to ensure that
the data that are collected can also serve the needs of research.
Research
Despite the relatively abundant hydrological research that was carried out in the past, there
is still a need for basic and directed interdisciplinary research that will support water resource
management in the Okavango Delta, and the hydrological model currently used for assisting
January 2006 17
the management. The present choice of hydrological model is MIKE SHE, but the research
proposed here can also support other models that may be used in the future.
Based on a review of previous research, meetings with several researchers, presentation of

research topics at a workshop, and a detailed discussion in a working group, the following
research priorities have emerged. In essence, the research should be focused at two scales:
1. Delta-wide research:
• Research on the spatial variation of key processes.
2. Local research:
• Research centered on a few selected common research sites (small catchments of a
few km2 in extent), representing typical landscape elements such as permanent,
seasonal, intermittently flooded, and dry areas, respectively; and
• Interdisciplinary field and theoretical studies of hydrology, hydraulics, sediment
transport, channel blocking and shifting, water quality, and ecological interactions.
Details of the proposed research topics that are considered to have highest, medium and
lowest priorities are given in Table 2, Table 3 and Table 4, respectively.
Table 2. Hydrological research topics of highest priority.

Sediment 1. Finalize sediment transport 1. Sediment transport studies:
transport module in the ODMP hydrological • Sediment transport processes
model and rates
• Sediment accumulation and
Water quality 1. Include water quality module in 1. Studies of transport and
the ODMP hydrological model to turnover of selected
simulate: compounds
• Turbidity 2. Effect of land use:
• Nutrients • Irrigation
• Selected pollution compounds • Settlements
• Fire
• Lodges
• Interaction with vegetation,
especially channel blocking
• Interaction with animals
Factors 1. Development of improved 1. Ground truth mapping of
affecting flood mapping techniques for flooding flooding
distribution based on remote sensing 2. In-stream Flow Requirements
and frequency 2. Mapping of floods. This should (IFRs) at key sites that reflect
explicitly address derivation of ecological water and sediment
factors such as long-term data on needs for maintenance of
flood duration and flooding habitats.
scales;
3. Analyze sensitivity of hydrological
model to topography, morphology,
vegetation
January 2006 18
Table 3. Hydrological research topics of medium priority.

Assimilation of 1. Improvement of spatial 1.Ground truth mapping
remote sensing coverage of rainfall estimates
data in the 2. Improvement of estimates of
ODMP evapotranspiration
hydrological
model
Tectonic activity 1. Analysis of effect of tectonic
activity on flow and flooding
patterns in the ODMP model
Impact of climate 1. Analysis of effect of climate
change change on flooding conditions in
Delta using climate change
scenarios in the ODMP model
Surface water – 1. Process studies of linkages
groundwater between surface water and
interaction groundwater in flood plains
2. Effect of groundwater depth on
evapotranspiration
3. Effects of groundwater
abstraction for water supply
Salinization 1. Relationships between fresh
water and saline water
2. Effect of groundwater mining on
salinization
3. Impact of groundwater salinity
on root uptake
Table 4. Hydrological research topics of lower priority.

Airborne 1. Airborne geophysics for 1. More detailed investigations
measurements measurements of aquifer and ground truth
characteristics:
• Geological structure, stratification
and composition
• Saline areas and interface fresh
water / saline water
• Depth to groundwater table
Groundwater 1. Analysis of boundaries of 1. Borehole logging
boundaries and regional aquifer and impact on 2. Surface seismic and electrical
dynamics overall water balance resistivity profiling
2. Analysis of flow exchanges 3. Analysis of groundwater
between aquifer units dynamics and exchange
between aquifer units
January 2006 19
A relatively minor research project, though one that would be particularly important, is a
hydraulic study of river inflows at Mohembo that focuses on:
• Establishing correction factors for overflows;
• Reviewing and correcting historical time series as needed; and
• Designing, improving and maintaining the control section at the flow gauge.
Moving from the hydrological research strategy to improved management
Water management in the Okavango Delta Ramsar Site will be greatly improved when more
reliable predictions of the possible consequences of management actions can be made. A
schematic outline of the steps involved in this management-orientated hydrological research
strategy is shown in Figure 4. The proposed monitoring and research activities will deepen
and broaden our understanding of the hydrological behaviour of the Okavango Delta. Of
crucial importance to the ODMP, the proposed activities will provide continuous support to
the hydrological model. As more data and research results are collected the model can
undergo a continuous upgrading, adjustment and validation according to the new knowledge.
Monitoring Existing knowledge Delta-wide investigations Local-scale investigations
Conceptual understanding of system
ODMP MODEL
Calibrate and adjust model
Analyze and evaluate uncertainty of results
Scenario predictions
Management options
Impact predictions
Management decisions and actions
Figure 4. From hydrological research to management.
This conceptual diagram shows how the different modelling processes are linked to the
monitoring and research activities in a process that allows continuous improvement of the
ODMP Model, and enables managers to test and evaluate scenarios and model predictions.
The hydrological model provides an efficient management tool for answering “cause-and
effect” questions about the interactions between the hydrological, ecological and socio-
economic functioning. In addition, the hydrological model will have very important
implications for In-stream Flow Requirement (IFR) studies at key points in the Okavango
Delta, providing essential information for ecologists.
January 2006 20
3.4. Ecological Research
3.4.1. Introduction
The first detailed ecological study in the Okavango Delta area was conducted in 1964, prior
to the declaration of the (smaller) Moremi Wildlife Reserve in 1965. Several years later
(1976) the chief’s hereditary hunting ground (Chief’s Island) was included into the now-
renamed Moremi Game Reserve. The Department of Wildlife and National Parks has
managed the reserve since 1967, initially together with the Ngamiland Fauna Conservation
Society, and later on its own. The borders of the Moremi Game Reserve were extended in
1990 to include an additional area in the north-west, and the reserve now covers an area of
almost 4,900 km2. Declaration of the original Okavango Delta Ramsar Site in 1997 allowed
for the inclusion of an important ‘buffer zone’ around the periphery of the Okavango Delta.
The subsequent rationalization of the Ramsar Site’s boundaries in 2003 resulted in a small
reduction in area, so that a total area of 55,374 km2 is now under formal conservation.
A considerable amount of fundamental and applied research has been carried out in the
Okavango Delta area during the four decades since declaration of the Moremi Wildlife
Reserve. Perhaps one of the most notable milestones in this period was the ecological
zoning project. This project provided the basis for dividing Ngamiland District into controlled
hunting areas that remain in place to this day. Another important milestone was the
establishment of the Harry Oppenheimer Okavango Research Centre (HOORC) in Maun in
1994, within the University of Botswana, to carry out basic (and some applied) research in
and on the Okavango Delta in order to better understand its ecosystems.
Despite the relatively large volume of research that has been conducted in and around the
Okavango Delta system since the mid 1960s, many of the research results are very difficult
to locate. While the results obtained in some research projects were reported formally in the
peer-reviewed literature, which is relatively easy to access, much of the research was simply
recorded in project reports. This ‘grey literature’ is notoriously difficult to find since it consists
mainly of departmental reports, consultancy reports and university theses, where very few
copies were produced.
The central objective of ecological research in the Okavango Delta Ramsar Site can be
summarized as follows:
To secure and maintain the structure, composition and functioning of the

ecosystems in the Okavango Delta for the long-term conservation of the entire
system, as a basis for ensuring that local people, and external individuals such as
tourism operators, can use selected resources on a sustainable basis, with
negligible adverse impact on the system as a whole.
This objective aligns closely with the overall objective for research in the Okavango system.
3.4.2. Key issues
The Okavango Delta is somewhat unusual as a Ramsar Site in that many people live within
its boundaries. Local people rely on the natural resources as a basis for subsistence
livelihoods, with a few seeking their livelihoods from commercial ventures, while commercial
safari operators use the system as a basis for international tourism and hunting activities. At
the same time, the presence of the Moremi Game Reserve, and a stated desire by the
Botswana Government to conserve wildlife (Republic of Botswana, 1990; 2004), compound
the variety of uses that are made of the Okavango Delta’s resources. Clearly, any
January 2006 21
pronouncements that promote the Okavango Delta as being “pristine”, (e.g. based on the
“Myth of Wild Africa” paradigm - Adams & McShane 1996), need to be considered very
carefully and honestly, since the system has already undergone considerable change and
will likely continue to do so in future.
There are a wide range of problems that require urgent management attention. Solutions to
most of these issues or problems can only be provided by directed, management-oriented
research. Solving these problems will help to prevent or reduce conflicts between competing
resource users, and will also promote more sustainable approaches to both consumptive
(e.g. hunting) and non-consumptive (e.g. tourism) resource use and exploitation options.
There are three groups of key issues presented in Table 5; the first group represent
perceived ‘threats’ to the ecological integrity, dynamics and functioning of the Okavango
Delta Ramsar Site; the second group lists issues that are unlikely to undergo dramatic
change in the near future, while the last issue (potential impacts due to climate change) is
not possible to control through management action.
The first group of issues must be resolved if the Okavango Delta system is to be maintained
over the long-term. Those issues are all amenable to direct management intervention and
can be controlled or, in some cases, eliminated altogether. The second group of issues will
also require management attention; either to resolve the matter now, or to anticipate the
need to resolve the matter in future and set appropriate action plans in place.
Systematic monitoring of ecological systems and processes
Long-term monitoring of the status and rates of change of specific ecological systems within
the Okavango Delta should serve several purposes, including that of improved management
of the system. Examples of these purposes include:
• Improved ecological understanding of the seasonal and inter-annual dynamics of key
ecosystem components such as the perennial swamps, seasonally flooded
grasslands, pans and river channels;
• Firm ecological support for water and/or landuse management decisions;
• Assessments of the ecological impact(s) of management decisions; and
• Evaluations of the potential ecological implications of external effects such as
possible climate change, and human activities in Angola and Namibia.
However, despite the extraordinary scenic beauty of the Okavango Delta and its mosaic of
component ecosystems, no systematic, delta-wide, long-term ecological monitoring is carried
out. This is surprising, given the intense local and international interest in the ecological
integrity of the Okavango Delta. Annual aerial surveys of larger herbivores have been
carried out by DWNP, who also carry out smaller monitoring studies of selected rare or
endangered species. NGOs such as BirdLife Botswana also conduct limited monitoring of
the abundance and distribution of selected rare and/or endangered species. The DWA
carries out limited monitoring of the occurrence and permanence of channel blockages by
accumulated plant debris.
January 2006 22
Table 5. Key ecological issues.
[P] = priority attention needed
Management Actions Specific Details

that are Urgently Needed
Uncontrolled exploitation of Possible unsustainable use of fish, Phragmites reeds,
resources [P] Hyphaene palms and Berchemia discolor trees, all of which
are on open access rather than ‘belonging’ to communities.
Impacts of fire [P] Uncontrolled and frequent burns will change and likely
reduce the woody vegetation and its structure; Elephant-
damaged trees are at extra risk. Also the grass sward will
change. Fire has adverse impacts on small grassland
animals (e.g. insects, reptiles, rodents), and will induce
movements of large herbivores.
Increasing elephant Increasing impact (=damage) on the woody vegetation,
numbers [P] driving it towards a shrubland vegetation form. Riverine and
riparian woodland is at particular risk.
The extent of increased human-elephant conflict is unknown
but will likely occur. Implementation of management options
could also have an adverse effect on local biodiversity.
Poaching [P] How much poaching occurs? Although illegal, is it at a
sustainable level?
Alien plant species The invasive aquatic weed Salvinia molesta is being
controlled by the weevil biological control agent, but the fern
will spread more rapidly if eutrophication occurs. Terrestrial
alien invasive species may out-compete indigenous species,
and may poison herbivores.
Over exploitation of Risk of over exploiting and changing vegetation structure
floodplain vegetation with the present load of wildlife (12 tonne/km2 on floodplain
grassland in the dry season), of which elephant and buffalo
comprise about 75% (Bonyongo 2004). On top of that, cattle
numbers are probably increasing in peripheral areas.
Management attention needed, but major changes unlikely to happen in the near
future
Reduced water inflows Caused by natural decline, or by human extraction, will affect
the Delta’s dynamics and reduce the floodplain habitats. Will
have a negative effect on fish breeding.
Reduced sediment inflows Caused by upstream weirs and dams, would have disastrous
effects on the system’s dynamics.
Increased eutrophication From any agricultural developments upstream that may use
fertilisers; as well as from increased sewage discharges from
tourist lodges and settlements would adversely affect plant
and animal communities and is likely to promote growth of
aquatic alien plants.
Increased pollution From any use of pesticides, no matter how benign and low
volume in application, would disturb or alter the invertebrate
prey base;
Any heavy metals will poison aquatic organisms.
No management control yet possible
Global warming/climate Will there be more or less river inflow and rainfall? Would
change lead to an increase in evapotranspiration.
January 2006 23
In addition, some relatively small-scale and short-duration ecological monitoring has been
carried out by different university research groups (including HOORC) and by various safari
operators. These monitoring efforts are usually directed towards specific study areas (e.g.
within particular management areas). Overall, these monitoring efforts have been focused
mainly on large herbivores (Elephant and Buffalo), primates (Baboon), predators (Lion,
Leopard, Wild dog and Hyena), and rare or threatened bird species (Wattled crane, Slaty
egret, African skimmer, and Pel’s fishing owl). No routine monitoring is carried out on fish,
amphibians, reptiles, terrestrial and aquatic insects, termites, arachnids or birds.
Therefore, the present state of routine (or long-term) ecological monitoring can best be
described as “almost non existent”. This represents a serious shortcoming since, without
routine ecological monitoring of key processes and sensitive sites, management decisions
bear the risk of causing unanticipated changes.
Process understanding
Several decades of ecological research in the Okavango Delta have produced only an
outline understanding of the functioning of the ecosystem and of the extent and condition of
its biodiversity. Indeed, despite the length of time that ecological research has been
conducted in the area, most of the research has been in the form of relatively short duration
projects with specific objectives that covered restricted geographical areas. No long-term
comprehensive ecological research programmes have been conducted for the Okavango
Delta as a whole. The different research studies conducted by the University of the
Witwatersrand and HOORC have provided the basis for our understanding of ecological
processes and interactions between ecosystem components and hydrological processes.
Most research has taken the form of targeted investigations in specific areas (e.g. Moremi
Game Reserve), where studies have concentrated on a single animal or group of animals
(e.g. Wild dog, Pel’s Fishing Owl, Nile crocodile), or on a specific geographical area (e.g.
Gadikwe Lediba, Maunachira channel, Shakawe). These studies usually consist of a single
discipline and seldom involve more than two different disciplines. Slightly wider
investigations have included limited-duration campaigns to investigate the distribution
patterns and behaviour of herbivores, elephants, predators and fishes. In contrast, several
groups of organisms have not been investigated in any depth at all, with only the most basic
of inventory work being undertaken. These groups include: amphibians, reptiles, arachnids,
termites, molluscs and other aquatic invertebrates, and insects. At this time, our knowledge
of the total variety of organisms present in the Okavango delta is unfortunately incomplete.
Table 6 presents a summary of available biodiversity statistics for the Okavango Delta.
Some of the earlier research on the Okavango Delta has provided useful, though incomplete,
insights into how best to manage the system in the long-term. The most important of these
aspects have been included in the ODMP Inception Report, but there are still important gaps
in our understanding. For example, improved management of the Okavango Delta as an
ecosystem requires detailed understanding of the processes of salt accumulation during
island formation and how these salts behave when island vegetation becomes denuded or
removed by grazing. Another example is the need to define the ways in which seasonal
changes in elephant numbers and their resulting patterns of grazing pressure could decrease
the rate and quantity of salt accumulation within islands, and lead to a deterioration in water
quality through the gradual increase in concentration of total dissolved salts in the water
surrounding “over-grazed” islands.
January 2006 24
Table 6. Available biodiversity statistics for the Okavango Delta.
Number of Species
Group Total Endemic Threatened Aquatic
Vascular plants > 1250 3 (?) (?) 205
Algae 100s
Mammals 122 0 1 12 (?)

Birds 450 1 (?) 8 112
Reptiles 64 0 0 12
Amphibians 33 0 0 33
Fish 71 0 0 71
Molluscs 22 0 (?) 20
Butterflies 124 0 0
Odonata 94 7 0 94
Termites > 30
Aquatic invertebrates > 170 > 170
Zooplankton 37 0 37
The shortage of systematic monitoring and research information is reflected in the

incomplete understanding of ecosystem responses to natural variations in hydrological
features. This means that it will be difficult for management to provide an appropriate
characterization of the ecosystem against which possible changes can be detected, as
required by the Ramsar Convention.
Ecological modelling
No systematic effort has been made to develop a comprehensive ecological model of the
Okavango Delta. This deficiency needs to be remedied through the development of an
ecological model that is fully aligned with the MIKE-SHE hydrological model. This would
then be able to provide management with suitable information on the ecological
consequences of specific hydrological scenarios or management manipulations.
There are many topics that need to be addressed in this ecological research strategy, but it is
first necessary to appreciate that there are three possible levels of management response to
the key issues shown in Table 5 above. This ecological research strategy seeks to meet all
three of these levels of management requirements:
• First, and perhaps the most prominent of these issues, the Ramsar Convention
strictly requires the Government of Botswana to be able to detect and report on any
ecological change in the Okavango Delta Ramsar Site.
• However, at another level, and perhaps more important from a strictly national
perspective, local residents within the Okavango Delta Ramsar Site experience many
problems that affect their livelihoods. These can only be resolved by urgent and
directed research that can provide management- or problem-oriented solutions.
• Thirdly, in the long-term, as is emphasised in Section 2.3, it is essential to increase
our collective understanding of the Okavango Delta ecosystem, because only then
will management be able to answer problems into the future.
January 2006 25
Taking into account the key ecological issues summarised in Table 5, the three broad levels
of management requirements just outlined, the information currently available and detailed
discussions with stakeholders, the following more detailed set of management priorities can
be identified. Ecological research will have to enable managers of the Ramsar site to:
• Ensure that adequate patterns of water and sediment inflows enter the Okavango
Delta at all times – these should not deviate significantly from natural patterns.
• Protect the riverine woodland on island perimeters to ensure that these island
systems continue to regulate the salt and water balances of the Okavango Delta.
• Set acceptable upper limits of change for key water quality parameters – nutrients
and aquatic invertebrates – so as to maintain the Okavango Delta’s current nutrient-
poor status.
• Understand the relationships between hydrological and ecological features, and
particularly between the different flooded and non-flooded habitats. This equates to
the more traditional approach of assessing In-stream Flow Requirements (IFRs) in
river systems. Use this knowledge as a basis for defining specific limits to designated
land uses and specific inflow requirements to meet ecological requirements.
• Determine indicator species for key environmental processes, such as permanent
swamps (e.g. Papyrus), clean water, nutritious floodplain grasses, energy flows –
monitor these indicators regularly and report on the ecological integrity of the system.
• Protect areas of high biodiversity, especially riverine woodland around islands, and
fringe zones of the Delta, from excessive herbivore impact / damage. This will ensure
that these systems continue to control the salt and water balances within the system,
and also continue to provide refuges for organisms.
• Control the impact of elephants on key vegetation resources and agricultural crops.
• Control the detrimental effects of fire and poaching on the plant and animal resources
of the Okavango Delta.
• Improve the knowledge of key groups of invertebrate and vertebrate animals,
especially soil fauna, and also of algae and bacteria.
• Ensure that management plans and actions will secure the long-term survival of
certain key species of plants and animals, particularly those that are regarded as
keystone, threatened or endemic species.
• Compile a comprehensive list of endemic and threatened plant and animal species,
and those with small and / or isolated populations in the Okavango Delta. Use this
listing to prioritise the species of greatest conservation concern, and implement
appropriate management actions to ensure the long-term survival of these species.
• Control the extent to which local people and external contractors (e.g. construction
contractors) use plant and animal species that are considered to be exploitable
resource assets, and ensure that the respective use patterns remain within renewable
limits.
• Maintain hunting quotas of trophy animals at sustainable levels, and in ways that do
not disrupt their absolute populations or the composition and structure of these
populations.
• Measure the impact of CBNRM activities on the species of plants and animals that
are exploited, and ensure that these exploitation patterns are regulated at a
sustainable level.
• Continue the use of “environmentally friendly” (i.e. with low or negligible impacts on
non-target organisms) methods of controlling the tsetse fly.
• Ensure that all management activities form part of an adaptive management plan,
where the efficiency and effectiveness of the plan are examined on an annual basis.
While research provides information and insights into the cause and effect relationships that
define a particular situation, management needs to use this information to define appropriate
January 2006 26
follow-up actions. To be fully effective, management must also monitor the degree of
success with which the selected action is implemented, and the outcome of that action. If the
management action has been inefficient, or the desired outcome has not been achieved,
then the management plan needs to be adapted accordingly. This is the so-called “adaptive
management paradigm” that relies on accurate ‘feedback’ provided by research and
monitoring actions.
Monitoring
The absence of a systematic ecological monitoring programme means that DEA should
carefully consider the design of an appropriate monitoring programme that will assist with
management decision-making. This monitoring programme could also be used to guide
(and, in turn, be guided by) specific research efforts that would also answer pressing
management questions. Here it would be appropriate to combine suitable remote sensing
approaches with more conventional “on-the-ground” activities in key locations, so that the
monitoring could deal appropriately with the full extent of the Okavango Delta. Importantly,
existing monitoring efforts (e.g. those conducted by DWNP and some tourism operators)
should be linked more closely to the wider monitoring programme for the Okavango Delta.
This would ensure the widest possible coverage while also providing relevant management
information for specific areas. Examples of specific aspects that should be included are:
• The extent of different vegetation types in response to the frequency, depth and
duration of annual floods;
• The location and extent of fires, especially in relation to peat deposits;
• The distribution, movement patterns and abundance of key herbivore and predator
species (Elephant, Buffalo, Lion, leopard, Wild dog, Hyena);
• Threatened bird species at appropriate sites (Wattled crane, Slaty egret, African
skimmer, Pel’s fishing owl);
• Fish catches made by artisan fishermen, commercial fishermen and sport anglers;
• Extent of agricultural activities associated with ‘molapo cultivation’;
• Use of traditional boats (mokoros) and motor boats in designated “sensitive” areas;
• Possible changes to the health or vigour of keystone plant species such as Papyrus
in the upper Panhandle, that could indicate a change in inflowing water quality; and
• Patterns of alteration to the vegetation of riparian zones and island fringes.
Research
First, as explained in Section 2.3, a range of more fundamental or basic ecological research
is needed to provide a deeper understanding of the ecological systems and their functioning.
This kind of research is essential for meeting the requirements of the Ramsar Convention
regarding the detection and reporting of any ecological change in the Okavango Delta
Ramsar Site. Furthermore, the results will form the basis for posing the essential
management questions for long-term sustainable management and, eventually, the
development and implementation of appropriate management strategies. The main groups
of key issues for longer-term basic research, as set out in Table 7, are:
1. Ecological processes;
2. The food base for the different life forms in the delta;
3. Ecological studies of selected species of importance to the local population, the
functioning of the Okavango Delta ecosystem, or the tourism industry;
4. Biodiversity; and
5. Impact of CBNRM on target species and wildlife and vegetation in general.
January 2006 27
Table 7. Ecological research required for a deeper understanding of the Okavango Delta.
Ecological processes:
• Specific processes linked to seasonal changes (Rainy season: xii – iii; Winter months
and/or flood season: iv – viii; Dry season: ix – xi);
• Water – rainfall, inflow, flooding extent, water chemistry, deoxygenation and fish kills;
• In-stream flow requirements (in terms of the extent of different habitat types created by
the duration, timing and frequency of specific classes of water depth and flow velocity,
and sediment transport patterns in specific channels);
• Nutrients – concentration measurements and load estimates for inflows and outflows;
• Herbivory – by elephants, ungulates, rodents and insects; their protein and calcium
requirements;
• Fire – impacts on nutrient loss processes – also see Table 5; and
• Resilience – especially riverine trees around islands.
Food base:
• Grass – structure, dynamics and nutrient cycles within grassland vegetation types;
• Invertebrates – both aquatic and terrestrial species;
• Algae – especially phytoplankton and nitrogen-fixing cyanobacteria;
• Fish – species harvested for food and trophy species; species interactions; and
• Rodents – populations, abundances, cycles of population change.
Animal ecology studies:
• Large herbivores – including elephant, hippo, white rhinoceros;
• Carnivores – especially lion and wild dog;
• Key bird species – Slaty egret, Wattled crane, African skimmer, White pelican, Pel’s
fishing owl;
• Nile Crocodile – breeding cycles, ecosystem role;
• Fish – particularly cichlid species (e.g. Oreochromis andersonii, Serranochromis
robustus, Tilapia sparrmanii), tigerfish (Hydrocynus vittatus), Sharptooth catfish (Clarias
gariepinus); and
• Termites – especially Macrotermes michaelseni.
Biodiversity:
• Inventories of species (see biodiversity species data presented in Table 6);
• Poorly studies groups, especially algae, soil fauna, frogs, rodents;
• Relict forest patches in the Panhandle area (Smith 1976);
• Other threatened plant species, e.g. orchids (Setshogo & Hargreaves 2002);
• Threatened bird species (Stattersfield & Capper 2000); and
• Endemic / threatened / rare / trophy / indicator species (e.g. Papyrus) / Isolated
populations.
Long-term ecological studies:
• Satellite imagery of vegetation, flooding and fire, as ongoing and annual monitoring of
the environment; and
• Studies on the impact of CBNRM on target species and wildlife in general. Are local
communities through CBNRM projects using resources sustainably and having a
beneficial effect on the conservation of wildlife? (See Section 3.5.4 in the Socio-
economic research strategy)
Secondly, on the basis of the immediate management requirements that are set out in
Section 3.4.4 above, a series of more focused ecological research tasks can be identified.
These tasks are proposed in Table 8 below.
January 2006 28
Table 8. Priority topics for focused ecological research in the Okavango Delta.
Priority Topic Specific issues to be Investigated

Detailed knowledge of • Numbers;
elephant populations • Seasonal distribution of populations;
• Age structure of populations;
• Rate of annual increase;
• Impacts on vegetation (especially riverine woodland);
• Impacts on agricultural crops.
Impacts of fire • Impacts on vegetation, including riverine vegetation.
Resource exploitation • Measures of reed, palm, mukwa, bird plum and fish
extraction.
Impacts of poaching activities • When?
• Where?
• What species?
• How much?
• By whom?
Aquatic invertebrates • Selection of indicator species for water quality;
• Key species forming food base for fish populations.
Important vertebrate species • Lion;
• Wild dog;
• Hippo;
• Nile crocodile;
• Five key bird species (Wattled crane, Slaty egret,
African skimmer, Pel’s fishing owl, White pelican);
• Sharptooth catfish;
• Cichlid species.
(Population and ecological information needed).
In-stream Flow Requirements • Specific water and sediment flows required at key
(IFRs) points within the Okavango Delta;
• Seasonal patterns of aquatic habitat availability;
• Distribution and abundance of key species of aquatic
invertebrates and vertebrates at key sites.
Biodiversity indicators • Identify potential indicator species (e.g. Papyrus),
endemic species and threatened species;
• Monitor trophy species;
• Study poorly-known groups, especially rodents, frogs,
termites, ants and algae.
(Note: See Table 6 for currently known status).
As progress is made with the many broad and more focused research priorities identified
within the ecological sector, it will be important to construct an ecological model of the
Okavango Delta system. This ecological model will need to be fully compatible with the
hydrological model, and able to provide managers with sound insights on which to base their
decisions. This model would also need to be updated periodically with the latest appropriate
ecological information from monitoring and research activities. Importantly, this ecological
model will help to foster multi-disciplinary and inter-disciplinary research. This will stimulate
and promote collaboration between researchers from different technical disciplines who need
to work together to address critical issues of management concern.
Ideally, a “systems analysis approach” (Walker 1974) should be used as the basis for the
ecological model, where functional compartments or ‘black boxes’ can be used to help
January 2006 29
understand the system. However, this level of refinement will only be possible once the
results of the proposed research activities have been obtained and our collective
understanding of the system has improved. Importantly, the research strategy proposed in
this document includes the three central monitoring processes (hydrology, ecology and
socio-economics) and their associated monitoring and analytical tasks that are needed for
this type of approach.
Moving from the ecological research strategy to improved management
Management decisions in the Okavango Delta Ramsar Site will be greatly improved when
more reliable predictions can be made of the possible ecological consequences of
management actions. The monitoring and research activities proposed above will strengthen
our understanding of the ecological responses of the Okavango Delta ecosystems and also
provide useful information that can be used for the hydrological model and its ecological
model counterpart. In addition, the integration of ecological research with hydrological and
socio-economic research components, as outlined in Section 3.6, will help to transcend the
boundaries of individual disciplines and provide integrated solutions to so-called ‘cross-
cutting’ or ‘trans-disciplinary’ problems that require a combination of hydrological, ecological
and sociological research.
Section 4 contains additional recommendations on appropriate ways to direct, integrate and

manage the execution of the overall research strategy plus its three main components.
Specific recommendations address institutional roles, human and other resources, and
implementation of the research strategy.
3.5. Socio-economic Research
3.5.1. Introduction
The presence of people in and around the Okavango Delta, and their interactions with the
natural resources of the area, have made it necessary to declare the area a Ramsar site and
to draw up the Okavango Delta Management Plan (ODMP). In essence, management of the
Okavango Delta Ramsar Site has to be based on effective management of the people who
use its resources. While a technical understanding of the area’s resources is essential, the
fundamental challenge of the ODMP is therefore a challenge of governance. This challenge
cannot be tackled successfully if research cannot inform managers how and why local and
external people function in their interactions with the natural resource base.
3.5.2. Key issues
Researchers and stakeholders have identified five key issues that influence the socio-
economic basis for the livelihoods of communities in the Okavango Delta Ramsar Site.
These issues are described briefly below.
Poverty
Ngamiland is one of the poorest districts in Botswana. In the 2003 WERRD study of
Okavango Delta communities, ‘government assistance’ was the most commonly cited source
January 2006 30
of livelihood (mentioned by 66% of respondent households) (Kgathi et al., 2004). Like many
other African countries, Botswana has developed a Poverty Reduction Strategy (PRS); but
there is little direct emphasis on the causes or alleviation of poverty in natural resource
management or development policy for Ngamiland District or the Okavango Delta. Since
they live in poverty, the people of the delta have little choice but to exploit natural resources
in every way that can possibly provide them with an income in cash or in kind. In such
circumstances, conservation efforts aimed at the natural resource base of the system cannot
succeed unless the prevailing poverty is also alleviated. In effect, this also means that local
residents will consider the ODMP to be irrelevant if it does not reflect and address the
underlying poverty that characterizes the lives of so many people in the Okavango Delta
Ramsar Site.
HIV/AIDS
In common with other areas in Botswana and elsewhere in southern Africa, the HIV/AIDS
pandemic has accentuated the poverty crisis in Ngamiland. Although accurate data for the
whole district population are hard to obtain, one indicator of the severity of the pandemic is
the HIV prevalence rates among pregnant women tested at ante-natal clinics. The available
HIV prevalence data indicate that 34% of these women were HIV positive in Ngami sub-
district in 2002, compared to the Okavango sub-district where 41% of the pregnant women
tested at clinics were HIV positive in that year.
As infected individuals sicken and weaken, households lose access to labour and must
devote more of their remaining work force and resources to caring for those with AIDS. In
the process, livelihood options become severely constrained, resulting in increased
dependence on welfare assistance, or on natural resource extraction, or both. Meanwhile,
the illness and death of qualified personnel hamper all activities in the district and hinder
execution of the ODMP. Awareness of the impacts of HIV and AIDS, and measures to
alleviate them, must be mainstreamed into every ODMP component. Every part of the
ODMP’s analysis and understanding of society and governance in the Okavango Delta
Ramsar Site must include an assessment of these impacts and of ways to moderate them.
Trends in livelihood strategies
While almost all livelihoods in the Ramsar site are directly or indirectly dependent on the
natural resource base, these livelihoods are rarely static. Their component strategies
change as people give greater emphasis to activities that, for various reasons, are more
feasible or profitable. Effective governance of the various resource uses making up
livelihoods in the Okavango Delta requires an understanding of the dynamics of these
strategies. For example, while the area cultivated per household is generally in decline
across the district, land may be more intensively farmed in areas where flooding increases.
In contrast, farmers whose land is no longer flooded may exploit other natural resources.
Trends in fish and crop production are likely to influence fire management in the Okavango
Delta. A key aim of conservation strategy for the Okavango Delta is that, as livelihood
dependence on wildlife increases through CBNRM programmes, people will increase their
commitment to the care and sustainable use of these resources. One of the most marked
current trends in the livelihoods of Ngamiland is the rapidly growing dependence on Maun as
a place of residence and economic activity. This has clear implications for natural resource
demand and management in the southern part of the Ramsar site. These examples of
trends in livelihood strategies must be accurately understood if the ODMP is to be
implemented effectively.
January 2006 31
Governance
As noted above, the ODMP and all natural resource management in the Okavango Delta are
fundamentally a governance challenge. The effectiveness of the ODMP depends on
effective governance at several levels, ranging from international and basin-wide processes
through national and district-level structures and systems to the local-level governance of
natural resources by rural communities. No amount of technical understanding about the
functioning of the Okavango Delta can achieve its conservation if a sound understanding of
its governance is lacking. The rapid modernisation of Botswana society in recent decades
means that much of this governance is in flux. Indigenous resource management institutions
are challenged or replaced by new social structures and local government arrangements.
Newer institutions like Land Boards, government agencies and the ODMP itself have
expanded so fast, and adopted so many new responsibilities, that they simply lack depth of
experience in much of what they have to do. Evolving political and economic expectations
also mean that the management of the Okavango Delta is an arena that is ripe for conflict.
The origins, character and resolution of disputes over the Ramsar site’s resources all have to
be understood if those resources are to be managed effectively and used sustainably.
Demographic and settlement trends
While the Okavango Delta Ramsar Site is the largest such site in the world, it has a
population of only about 125,000. Despite their small numbers, the human population exert
very real pressures on its natural resources through crop and livestock production, hunting
and fishing, and collection of many plant resources. Additional pressures are exerted by
formal and informal tourism enterprises, disposal of waste, and consumption of water and
construction of infrastructure. Where people are located in the delta, and the types of
impacts that they have on the system through their settlements and services, are key
influences on ecosystem well-being. It is therefore essential to understand demographic and
settlement dynamics in the Okavango Delta Ramsar Site, and their interaction with the
hydrological and ecological dynamics of the area. Traditional patterns of settlement and
resource use could respond rapidly to the seasonal and inter-annual dynamics of the system,
such as shifts in flooding patterns. Modern settlements and patterns of resource use are less
able to respond to such changes, giving rise to a different kind of demographic response.
Maun has grown rapidly over the last two decades and now accommodates more than a third
of the Okavango Delta Ramsar Site’s population. This trend is reflected in the new District
Settlement Strategy for Ngamiland and it is essential that key components of the ODMP
should be closely aligned with this District Settlement Strategy.
Poverty
Despite Botswana’s PRS, there is no focused monitoring of poverty status or trends in

Ngamiland. Periodic status reports on poverty can be derived from government’s income
and expenditure surveys, but since these are sample surveys they are not useful for detailed
planning purposes within the Okavango Delta Ramsar Site. Similarly, very little research has
been conducted on poverty in the area. Indirectly, a measure of the severity and prevalence
of poverty can be derived from recent research on livelihoods in the area (see below).
January 2006 32
HIV/AIDS
Botswana has a comparatively progressive and well-resourced programme to combat HIV

and AIDS. However, monitoring of the pandemic remains largely inadequate and the most
reliable data come from testing of pregnant women at ante-natal clinics. There is also some
monitoring of the impacts of HIV/AIDS through the provision of food baskets to orphans and
beneficiaries of the Community Home-Based Care programme. However, no monitoring is
carried out on the broader livelihood impacts of the pandemic as households cope with the
shocks and stresses that it imposes. The WERRD study conducted some research into
these livelihood impacts, but this did not extend to the effects that HIV/AIDS is having on
natural resource use and management in the Okavango Delta. One other HOORC study has
investigated its impact on fishing, food security and children’s well-being.
ACORD carried out a knowledge, attitudes and practices survey in Ngamiland West, and
there have been investigations of strategy and capacity for tackling HIV/AIDS in the district
as a whole. Various other HIV/AIDS impacts and responses are also being researched: for
example, the status of AIDS orphans; the responses of community- and faith-based
organisations to the pandemic; the coping strategies of informal care givers; and the roles of
traditional and spiritual healers.
Trends in livelihood strategies
Livelihoods per se are not monitored in the Okavango Delta Ramsar Site. While a composite
picture of livelihood trends can be built up from monitoring data on various sectors such as
crop and livestock production and fisheries, this monitoring is not done with explicit reference
to the livelihoods concept. Substantial research has been conducted on livelihood trends by
the WERRD project and in preparatory studies for the proposed GEF project on ‘Building
Local Capacity for Conservation and Sustainable Use of Biodiversity in the Okavango Delta’.
However, this research does not construct an overall model of livelihoods in the Okavango
Delta Ramsar Site, nor does it offer an analysis of trends in the interaction between different
livelihood elements. The impact of livelihood trends on the Okavango Delta natural resource
base receives little consideration in work to date. Instead, some attention has been paid to
the impacts of natural resource trends (such as channel desiccation) on livelihoods.
Governance
Governance is not very amenable to monitoring, although governance researchers could

keep systematic records of governance actions and decisions by bodies such as tourism
licensing authorities and the Tawana Land Board. While there is a well established body of
research on many aspects of governance in Botswana, some of the levels of governance
identified above have received more research attention than others in the context of the
Okavango Delta. In particular, international or basin-level issues have attracted considerable
research interest. At the local level, the governance of the Okavango Delta’s natural
resources through community-based natural resource management (CBNRM) has had a
high profile in research as well as in policy. However, there seems to have been less
governance research done at the national and district levels with regard to the Okavango –
for example, on the perpetual tension between national and local interests in the ownership,
governance and use of the area’s resources, or on the functions and performance of district-
level development and resource management institutions such as the Tawana Land Board
and the District Development Committee. The interaction of regional, national and local
interests in the creation and management of the ODMP opens up new governance
challenges and corresponding research needs.
January 2006 33
Demographic and settlement trends
Demographic and settlement trends are monitored through the decennial censuses, the most
recent of which took place in 2001. They are extensively discussed in the recent Ngamiland
District Settlement Strategy, but less analysis has so far been undertaken of the 2001 census
results by the Central Statistics Office than that done of the 1991 census. Apart from the
discussion in the District Settlement Strategy and some work by VanderPost, there appears
to have been little research into recent demographic and settlement trends in Ngamiland or
the Okavango Delta Ramsar Site.
As noted above, a clear understanding of the socio-economic drivers of resource use and
management in the Okavango Delta is critically important for the ODMP. Managers of the
Okavango Delta Ramsar Site need socio-economic research for several purposes.
First, managers need to understand the interactions between livelihoods and the natural
resource base, so as to make resource management and conservation more feasible,
realistic and effective. As people’s economic status changes, and as they confront new
shocks and stresses in their livelihoods – such as HIV/AIDS - their use and management of
natural resources will change. The spatial organisation of the Okavango Delta Ramsar Site
will evolve as people migrate to new economic or service opportunities. Shifting spatial and
demographic patterns will alter patterns of resource demand and redraw the map of human
impacts. Effective management of the Okavango Delta must be based on an understanding
of why, where and how such livelihood variance occurs. Resource management measures
that lack this understanding may make unrealistic assumptions about resource users’ ability
or willingness to comply, and could exacerbate poverty rather than alleviate it.
Successful long-term conservation of the Okavango Delta Ramsar Site requires a significant
improvement in the standard of living of the human population because the conservation and
the development challenges are inseparable. Successful management of the Okavango
Delta must be integrated with effective socio-economic development strategies, so that the
ODMP is part of a successful Ngamiland District Development Plan. Managers need to
know how to make natural resource management processes economically profitable for the
people of the district. Managers of the district development process need to know how to
make that process environmentally sustainable. Both groups need to understand the causes
of poverty, and the ways in which that poverty can be alleviated.
Managers of the Okavango Delta Ramsar Site need to know the economic value of the
system’s resources and the uses to which they can be put. This economic analysis enables
appropriate choices to be made between land uses, and can provide a convincing rationale
for a particular choice to be presented to decision makers. The evolving science of
environmental economics allows consumptive and non-consumptive uses of natural
resources to be assessed side by side, where direct use values, indirect use values, option
values and existence values can be compared systematically. For example, further
economic research is needed to refine the conclusion of an initial study that wildlife-based
tourism in the Okavango Delta is economically efficient, and that capital-intensive
commercial livestock production is inefficient and should not be promoted in Ngamiland.
A related management need is for detailed economic analysis and understanding of the key
natural resource-based sectors in the Okavango Delta, namely tourism, crop and beef
production, and fisheries. Typical research questions could include: What are the economics
January 2006 34
of irrigated crop production in the Panhandle? What are the implications of a demand for
significantly more irrigation water? How competitive and profitable is the tourism product
going to be on the international market over the first quarter of this century, and what could
that mean for visitor numbers and the pressure of ecotourism facilities on the delta? Will the
extent and nature of tsetse spraying in the area be influenced by trends in the economics of
Botswana’s beef industry, and what has happened to the Ngamiland livestock sector since
the CBPP and cattle killing of 1995-1996? By extension, this kind of analysis is also needed
for activities in Namibia and Angola that may ultimately influence the amount and quality of
water entering the Okavango Delta at Mohembo.
Finally, managers of the Okavango Delta Ramsar Site need to understand the core of their
task: governance. In essence, they need to know how to make the resource management
institutions and processes of the Okavango Delta strong and effective. This requires an
understanding of the social, political and economic forces at work in the region, the nation,
the district and the Okavango Delta. Typical questions to be answered by research include:
What are the strengths and weaknesses of resource management and allocation by Land
Boards? What is the best way to implement the ODMP within the existing institutional
architecture of Ngamiland, taking into account the recent replacement of the trans-
governmental NCSA by a Department of Environmental Affairs that is situated within a single
Ministry? How can ODMP managers balance national and local interests in the management
and use of the delta’s resources? How can the early weaknesses of CBNRM institutions be
overcome, and how can women play a stronger role in them? Effective management of the
Okavango Delta requires answers to these and related governance questions. As
hydrological and ecological research provides a deeper understanding of the hydrology,
ecology and biodiversity of the delta, governance research is needed to show how best to
apply that understanding.
Monitoring
This ODMP research strategy emphasises the interdependence of research and monitoring
and stresses the important role that the residents and resource users of the Ramsar site can
and should play in monitoring work. All of these principles hold true for socio-economic work.
Some fields of socio-economic monitoring are the natural domain of Government agencies.
Examples include the routine collection of data by the Central Statistics Office, the Division of
Agricultural Planning and Statistics in the Ministry of Agriculture, the Ministry of Health and
the Ministry of Education. The collection of tourism data should logically be shared between
the Department of Tourism, DWNP, HATAB and the CBNRM Forum. DWNP also monitors
human-wildlife conflicts. It is well known that monitoring of HIV prevalence and AIDS
mortality is inadequate; research results will not be useful until the shortcomings are rectified.
Academic researchers, led by HOORC, should spearhead the long-term monitoring of

livelihoods in the Okavango Delta Ramsar Site. It should combine analysis of the routinely
collected government statistics with periodic participatory monitoring of livelihoods in
selected communities. Through the WERRD project and its research at five sites around
Ngamiland, good foundations have already been laid for this work. We recommend that the
HOORC Social Systems (or Livelihoods) Unit commit itself to a long-term process of repeat
livelihood surveys at these sites.
Maun should be added to the study because of the importance of the town in the society,
economy and natural resource use of the area. Long-term analytical observation of
January 2006 35
livelihood trends is a crowning achievement in socio-economic research. HOORC would

make a major contribution to the ODMP and local residents if it achieved something similar
for a decade or more, periodically revising its overall model of Okavango livelihoods on the
basis of this monitoring. A long-term commitment to such a programme would provide a
valuable backbone to the ongoing strategy of the Social Systems Unit and to the socio-
economic research strategy of the ODMP.
Basic principles of socio-economic research
Whatever kind of socio-economic research is conducted in the Okavango Delta Ramsar Site,
one basic principle should always apply, namely: the principle of participation by local
people, who are usually the subjects of the research. Okavango Delta residents should
always understand why socio-economic research is being done about them and their
livelihoods; endorse the work; and believe that it can contribute directly or indirectly to their
welfare. Research methods should maximise participation by local men and women, make
optimum and respectful use of their knowledge, and take due account of their attitudes and
perceptions. At the same time, socio-economic research should respect people’s privacy
and priorities, and should not intrude unduly in their lives or make unreasonable demands on
their time. Research findings should always be returned to the communities that they
describe and that have helped to generate them. While this basic principle of participatory
and ethical practice is widely accepted and applied routinely by socio-economic researchers
working in the Okavango Delta, it is important to emphasise its central importance in the
ODMP research strategy.
The structure of socio-economic research
As was explained in Section 2.3, the ODMP research strategy must comprise two elements:
wide-ranging framework research to build a background understanding of how the delta and
its users function in their multiple physical and social contexts; and directed, management-
orientated research that addresses specific issues.
The socio-economic research strategy therefore needs to address specific issues of concern
within a broader framework that builds an overall understanding of how society and the
economy function in the Okavango Delta Ramsar site. We recommend that the strategy be
developed within four interlocking frameworks of general socio-economic research and
understanding about the delta. These four frameworks integrate the concerns and priorities
identified in Sections 3.5.2 and 3.5.4 and provide a rationale for the ‘background’ research
that will guide and inform applied research to answer specific management questions. The
four frameworks are:
1. Livelihoods;
2. Economics;
3. Governance; and
4. Spatial Issues.
All four of the frameworks nest local concerns and processes within broader socio-economic
forces and trends at district, national, Okavango basin, southern African and sometimes
global levels. We recommend that research programmes tackling each of these four
frameworks be built into the medium-term strategic plan of HOORC, while recognising that
not all the work we propose below can or should be done by the scholars there. The
proposed Research Advisory Group (Section 4.3) should be responsible for co-ordinating
the four socio-economic research frameworks, as well as the applied research that focuses
on management questions.
January 2006 36
The relationship of the proposed framework research to research on specific themes can be
visualized as shown in Figure 5. The diagram also shows two cross-cutting issues that must
be addressed in all of this more focused work. We now outline the work that needs to be
done in each of the four framework research areas. We then present the focused socio-
economic research themes for management, beginning with the two cross-cutting issues
shown in Figure 5.
Livelihoods framework
Focused research
Cross-cutting issue: HIV/AIDS

Cross-cutting issue: Gender
themes for
Governance framework
Economics framework
management:
• Fisheries sector
• Livestock sector
• Crop production
• Wildlife sector
• Wild plant collection
• Human health
• Tourism
• CBNRM
Spatial framework
Figure 5. Structure of the socio-economic research strategy.
This conceptual diagram shows how the four frameworks are linked to the two cross-cutting
issues of Gender and HIV/AIDS, and in combination with these, support eight focussed
research themes for management of the Okavango Delta Ramsar Site.
Four general frameworks
A. The livelihoods framework
The livelihoods framework is the first of these four overarching analytical structures for socio-
economic research in the Okavango Delta. The concept of livelihoods has proved to be a
powerful tool in efforts to understand and enhance the socio-economic status of people in
developing countries. This is partly because it affirms the resources and capabilities of those
whom development planning has often patronised as the powerless beneficiaries of outside
assistance, and partly because it offers a more integrated understanding of how natural,
political, economic, cultural and other forces interact in determining the constraints and
opportunities that such people face. Several different livelihood models are available that
January 2006 37
could guide integrated socio-economic analysis of how residents of the Okavango Delta
Ramsar Site confront their daily challenges and try to build their futures. Several elegant
diagrams can be used to explain how the many factors and forces interact in determining
how people use their resources and achieve more or less attractive livelihood outcomes.
These need not be explained here, but it is helpful to emphasise certain common features of
the livelihoods framework that are particularly relevant to an understanding of how the people
of this Okavango Delta Ramsar Site interact with their natural resource base.
• Analysis of the human and social capital available to Okavango households includes
understanding the skills and knowledge that people have as a basis for their
livelihoods. This including the indigenous knowledge that is critical to such resource-
use sectors as fisheries and ecotourism. It also covers the ways in which people can
claim support from each other, from their customary institutions and from the state, as
they confront the hardships of poverty and specific crises like HIV/AIDS and wildlife
damage. Analysis of human and social capital also means understanding the many
influences of gender on economic strategies, patterns of natural resource use and the
functioning of natural resource management institutions.
• A key part of livelihoods analysis is the vulnerability context within which households
must strive to use their resources to achieve desired outcomes. In a society and
economy like those of the Okavango Delta Ramsar Site that depend heavily on the
natural resource base, much of this vulnerability arises from trends or events in the
natural environment. Recent work by the WERRD project on Okavango livelihoods
identified channel desiccation, HIV/AIDS, the cattle killing that followed the outbreak
of CBPP, and the sometimes traumatic impacts of wildlife on crops and livestock as
key features of the local vulnerability context. Some of these hardships take the form
of shocks, such as the cattle killing or the death of family members from AIDS. Other
more protracted constraints, such as the burden of caring for sick family members or
producing food where delta channels no longer flood, are described as stresses.
• Livelihoods analysis identifies the coping and adaptive strategies that households use
to react to shocks and stresses, respectively. In an area like the Okavango Delta
Ramsar Site, many of these strategies are linked to natural resource use. These may
be intensified, abandoned, relocated or carried out with new methods or equipment
as households react to trends in the policy, natural or economic environments.
Livelihoods analysis offers an important way to understand the overarching human concern
in the Okavango Delta – poverty. People’s poverty is driven by their various vulnerabilities.
Their coping and adaptive strategies are the ways they seek to alleviate this hardship, while
their human and social capital are the key resources they can deploy for this purpose.
While some valuable livelihoods research has been done in the Okavango Delta, this work
provided little insight on how the different elements of local livelihoods fit together, and
focused more on selected key issues such as HIV/AIDS, CBPP and local institutions. We
have also noted that, despite the obvious severity of poverty in Ngamiland, the issue has
received little focused research or policy attention in the district.
We recommend that the existing HOORC Social Systems Unit build on the foundations laid
by the WERRD project and produce a synthesis study of livelihoods in the Okavango Delta.
This study should present a general livelihoods model and then systematically describe and
explain each element of that model. The analysis should present sub-studies of key
livelihood types within the Okavango Delta, referring to different areas, since there are likely
to be significant differences between livelihoods in different rural areas, as well as livelihoods
in the increasingly dominant (peri-) urban area of Maun. Poverty should be the key theme of
this livelihoods analysis: how it is caused and constituted, and what the prospects are for
alleviating it. If resources are available, further field work should be done to complement the
January 2006 38
findings of the WERRD study by asking residents how they define and experience poverty,
and what coping and adaptive strategies they view as most promising.
A second key theme that should drive Okavango Delta livelihoods research is HIV/AIDS.
What are its impacts on delta households’ livelihoods – their human and social capital, and
their coping and adaptive strategies? In particular, how do these impacts affect interactions
between livelihoods and the natural resource base, for example through the adoption of less
labour-intensive resource extraction techniques?
B. The economics framework
The second overarching analytical structure for socio-economic research in the Okavango
Delta is the economics framework. Obviously interlocking with livelihoods analysis, the
necessary work in this field takes three forms.
First, more thorough overviews are needed of the different current or potential economic
strategies for the Okavango Delta. Barnes et al. (2001) laid important foundations for this
analysis in their comparative review of the economic returns to selected land uses in
Ngamiland. While this work was based largely on assumptions, more detailed work is
needed to collect and apply empirical data to refine their initial analysis. Further foundation
work may be laid by the economic valuation of the Okavango Delta included in Component 1
of the ODMP, and additional input will come from the PhD thesis of a HOORC researcher.
An alternative paradigm for this kind of economic overview is that of water accounting, an
approach that DEA has already launched in Botswana and that is supported by an initial
analysis conducted by a regional team working on Botswana, Namibia and South Africa. A
comprehensive water accounting study for the entire Okavango system, and within that for
the Okavango Delta Ramsar Site, would generate valuable insights and data for managers
who model different water use and management scenarios.
Secondly, the overall economic valuation of the Okavango Delta and individual sector
policies require more detailed research on the direct and indirect use values of the various
resources, such as fish, wildlife, livestock, thatching grass and reeds. Some work has been
done for certain resources, but much of it consists of indicative estimates rather than
carefully researched, empirical analysis. Valuation of the ecosystem services provided by
the Okavango Delta will influence national decision-making about the use of Okavango
water. As policy increasingly recognises the cultural, social and political contexts in which
people determine their use of natural resources, environmental economists will also need to
develop research approaches to the intangible or ‘existence’ value of these resources.
The third kind of economics research links to analysis of Okavango livelihoods and the
government’s social, spatial and land use policies for Ngamiland. What are the economic
and fiscal costs and benefits of the current rapid urbanisation of the district’s population,
compared with higher investment in services to small settlements? How would increasing
levels of state-provided social protection compare with increased government investment in
economic activity by rural households? Analysis of this kind would enhance the macro-
economic framework used for policy decisions about natural resource use and conservation
in the Okavango Delta Ramsar Site.
C. The governance framework
The third broad analytical framework of research needed to guide management of the
Okavango Delta Ramsar Site concerns governance. While the livelihoods framework is
arguably the most vital for understanding how people in the Okavango Delta interact with
January 2006 39
nature, the governance framework is the key to understanding what to do about it. The key
principle in governance research for the ODMP must be the integration of the different socio-
economic levels and spatial scales at which the governance of resources takes place. The
need for research at the international and basin-level scales, at the national level of
Botswana as a whole, at the level of Ngamiland district, and at the local level of individual
resource management agencies and processes, has already been emphasized. Research at
each of these scales will generate important insights into how management of the area’s
natural resources can be made more effective in the context of current political, economic,
social and environmental trends. But none of these insights will be adequate if they are not
cross-referenced to governance structures, processes and trends at the other levels.
Within an overall approach to governance research that differentiates the various levels and
scales while emphasising their interaction, a number of specific issues need to be highlighted
for research attention. First, given that the declaration of the Ramsar site and the launch of
the ODMP process all stem from Botswana’s national and regional water strategy, it is
particularly important for governance research to address issues of trans-boundary natural
resource management. Governance of the basin’s water resources is obviously the key topic
here; but trans-boundary management of elephants, and the potential and impacts of
broader trans-boundary nature conservation, also need to be investigated. Secondly, gender
in governance is an important issue that cuts across all levels and scales but needs
particular attention at the local level, where women, despite being key resource users, are
often marginalised in natural resource management. Thirdly, the impacts and implications of
HIV/AIDS permeate every aspect of governance in the Okavango Delta Ramsar Site and
require urgent assessment. Next, the centrality of CBNRM in strategies for the sustainable
use of the Ramsar site make it essential for local-level NRM to remain part of the governance
research strategy - despite the amount of research already done on local-level governance of
society and resource use through structures like the kgotla and the community trust.
There is general awareness of the governance research needs identified above, though most
attention has been paid to the international (basin-wide) level and the local or community
level. Arguably the highest priority for governance research has received the least attention,
namely: the functioning of district-level institutions for local government, development
planning and natural resource management. This research should have the highest priority
because it addresses the key governance question facing ODMP: how to fit execution of the
plan into existing institutions and processes in such a way that it actually happens?
Attempting to implement the ODMP in parallel with these other institutions and processes
would make it irrelevant. The core challenge for governance research is to identify how the
DEA can work with and within the District Council, the Land Board and the District
Administration to turn the ODMP into practical action by resource users, administrators,
planners and politicians. It will be important correctly to understand the context here since
the governance issue is significantly different for the DEA as a department of a line ministry,
than it was for a supra-ministerial agency such as the former NCSA.
We recommend that governance researchers, led by social scientists at HOORC, consult

with DEA and the various Ngamiland institutions to agree a process of investigation and
assessment, with two outcomes. First, clarity is needed on the roles and relationships of the
DEA, the district-level institutions and the line Ministries in implementation of the ODMP.
Secondly, these agreements, and the ODMP itself, should be integrated with the next
Ngamiland District Development Plan (see Section 4.6). This will require a comparative
assessment of ODMP obligations in terms of the Ramsar Convention, and the existing
architecture of natural resource management and development planning in the district. It
should be a major input to Component 1 of the OMDP. As governance capacity and
challenges in Ngamiland evolve in future, it will remain a key research priority for at least the
medium-term.
January 2006 40
D. The spatial framework
The fourth overarching analytical structure for research in the Okavango Delta is the spatial
framework. Management of the Ramsar site and development planning in Ngamiland both
require a sound understanding of the evolving spatial organisation of the district. The first
step in this research is demography: monitoring and analysing the changing age and gender
structures of the district’s population, while identifying and understanding the impacts of
HIV/AIDS will be a key task. The next step is to understand the shifting spatial distribution of
this changing population, including the urbanisation of the district’s population, and the large
proportion of the population who live in small, unserviced settlements.
Many of these issues are dealt with in the Ngamiland District Settlement Strategy, which
appears to be comprehensive and thorough, but reaches some counter-intuitive conclusions,
for example a much lower growth rate for Maun over the coming decades. In the context of
the ODMP, demographers and geographers need to undertake a critical review of the NDSS,
highlighting the implications of its findings and recommendations and verifying their
accuracy. It is vitally important for the ODMP to know where the human population are likely
to be living in one and two decades from now, and in what kind of settlement pattern they are
likely to be pursuing their livelihoods. As part of this critical review of the NDSS, with
linkages to the livelihoods analysis recommended above, researchers should assess the
impact of settlement and land allocation policies on residents’ livelihoods – notably the lack
of service provision to small settlements, the prohibition of land allocations within 500 metres
of river banks, and the lack of formal rights to molapo farm land.
The outcome of this work should be confident and well-informed use of the NDSS in the next
Ngamiland District Development Plan. A related task is for demographers to interrogate and
interpret the available data on HIV and AIDS in the district, and to recommend ways in which
these data can be better collected and reported.
Answering focused questions for management
If researchers work systematically to build the four frameworks of socio-economic

understanding proposed above, it will be easier for the ODMP research strategy to tackle
specific questions that are likely to arise during the management process. Given the
dynamic nature of the management challenge, it is not possible to predict these applied
research requirements in full. Nevertheless, several likely areas of focused research can be
identified, and recommendations can be made about how to proceed in these various fields.
However, before we outline the priority fields of focused research, we need to briefly discuss
two cross-cutting concerns that should be addressed in all of them.
Two cross-cutting issues
The first of these cross-cutting issues is gender. The human and social capital that women
represent must be fully and equitably used if poverty is to be successfully alleviated, the
environment is to be sustainably used and natural resources are to be effectively managed in
the Okavango Delta. This issue has not been adequately researched, and the ODMP would
reap significant benefits if its implementation were informed by clearer insights into gender.
The second cross-cutting issue is HIV/AIDS. This issue needs to be mainstreamed into each
of the four frameworks of background understanding that the ODMP socio-economic
research strategy should generate. It is equally important to consider the impacts of the
January 2006 41
pandemic in specific resource sectors or fields of economic or governance activity. Whether

they are tackling trends in livestock production for example, or citizen empowerment in the
tourist industry, managers of the Okavango Delta Ramsar Site must always understand what
HIV and AIDS are doing to the region’s human and social capital.
Focused research themes
Noting these two cross-cutting research issues, we can identify selected socio-economic
concerns that the ODMP research strategy must tackle. The first of these is the fisheries
sector. Here, the short-term research needs have already been addressed in the relevant
component of the ODMP, where the Fisheries Division of DWNP will undertake a fish frame
survey with HOORC. This survey will investigate the overall structure of the sector, covering
subsistence, commercial and recreational fishers. A socio-economic survey of the Okavango
fishery will also be funded by ODMP. This work will report on the socio-economic status of
commercial and subsistence fishers, the degree of pressure placed on the fisheries resource,
and the role of fishing in livelihood strategies. These two planned ODMP activities promise a
comprehensive socio-economic overview of the sector that can be linked into the overall
livelihoods model proposed above. However, in the medium-term, it will be necessary to
research the governance of the Okavango fishery as seasonal regulations are introduced.
Despite the traumas of the 1995 CBPP outbreak and the subsequent killing of all the cattle in
Ngamiland, the livestock sector remains a mainstay of the local economy. Interactions
between livestock and the natural resource base are a key management issue for the
Okavango Delta Ramsar Site, and pose several research challenges. One of these is to
understand how cattle production is reviving since the 1996 killing, and what role cattle and
other livestock now play in livelihoods and natural resource use. Opinions differ, for
example, about whether current cattle herds are larger than those before the CBPP
outbreak, whether the same people managed to rebuild their holdings, and how far poorer
and female-headed households are now able to undertake livestock production.
Management of the Okavango Delta Ramsar Site requires a better understanding of how the
spatial distribution of Ngamiland’s livestock has evolved since 1996. Commercial ranches
are located some distance to the south of the Ramsar site, but commercial livestock
production is not restricted to these areas. The extent and impact of human settlement at
unserviced cattle post areas has obvious implications for the natural resource base and
research is needed to measure and assess these impacts. Disease control and wildlife
predation on livestock remain major resource management challenges in the area. ODMP
Component 12 (Sustainable Livestock Management) includes a study on the effectiveness of
establishing boreholes in the western parts of Ngamiland, thus reducing livestock pressure
on the Okavango Delta, but it is not clear whether this study will proceed. Another valuable
area of research would be the role that indigenous knowledge can play in veterinary
medicine. It is well known that such knowledge exists, but little has been done to integrate it
with government provision of veterinary services. Government livestock research at the
Sebele facility near Gaborone focuses on production issues like animal nutrition and
breeding, and is only indirectly relevant to the research needs in Ngamiland. The work
identified above would mainly have to be carried out by academic or consultant researchers
in partnership with local people, and the Department of Animal Health and Production would
be willing to collaborate.
Crop production in the Ramsar site has always been a risky enterprise because soil fertility
and water holding capacity are generally low. Rainfall is low and inconsistent, and although
some farmers can increase yields by flood recession agriculture (known locally as molapo
farming), flooding regimes are unreliable. While the sector is widely considered to be in
decline (Arntzen, 2005), it nevertheless remains very important in many local people’s
January 2006 42
livelihoods, particularly those of the poor, and there is periodic discussion about large-scale
commercial irrigation in the Panhandle. At both subsistence and commercial levels, crop
production has obvious demands and impacts on the natural resource base, and it is
surprising that there is no ODMP component for this sector.
There is a long history of crop production research in Ngamiland, for example the farming
systems research programme on the western fringes of the Okavango Delta and the Molapo
Development Programme in the south eastern areas. The Department of Agricultural
Research still carries out some on-farm work on irrigated horticulture and dryland crop
varieties in Ngamiland. Although these programmes may have limited benefits for some crop
producers, they are unlikely to make a major difference to the sector – partly because of
weak research-extension linkages, and partly because of the inherently difficult conditions in
the area. It could therefore be argued that further crop production research is not a priority.
However, we recommend that crop production should have a significant place in the ODMP
socio-economic research strategy, because of its current and potential roles in livelihoods
and resource use. As in the livestock sector, this research should contribute to a deeper
understanding of livelihoods in the Okavango Delta. For example, what is the current nature
and extent of dependence on crop production? If the livelihood contribution of cropping is in
decline, is this increasing dependence on other natural resource use, on social protection or
on both? How will people’s resource use be influenced by deteriorating farming prospects as
flooding patterns shift? How do crop producers react to the authorities’ reluctance to allocate
any land titles within 500 metres of water courses, and the consequently ‘informal’ status of
molapo land rights? How much is crop production suffering from reduced labour availability
caused by HIV/AIDS, and how can households afflicted by AIDS adjust their crops and
methods in order to optimise their food production? We recommend that all these questions
be built into the overall ongoing review of livelihoods that was proposed above.
We also recommend that ODMP facilitate a joint effort by the Department of Agricultural
Research and academic investigators to review the findings of the last four decades of crop
production research in Ngamiland and assess their relevance to current conditions. That
would pose the obvious question of how best to make relevant findings available to local land
users. It leads to a further research recommendation: a study of the agricultural extension
process, spanning the crop and livestock sectors, to assess its current operations and impact
and advise on its future role and resourcing. The assessment and recommended strategies
should include the potential roles of indigenous knowledge and farmer to farmer extension.
Although dominated by the natural sciences, the wildlife sector is an important field for
socio-economic research. Human-wildlife conflicts are an obvious research priority for
managers of the Ramsar site who seek to reconcile the human presence with the area’s
biodiversity. Substantial research has already been done on human-elephant conflict and
the ODMP’s Component 5 will support further work on this issue. DWNP’s national research
strategy commits it to continued monitoring of human-wildlife conflict in support of
management efforts to reduce these conflicts. However, there is clearly scope for further
research on such problems, notably on the predation of livestock, and collaboration between
natural and social scientists in this research field is particularly necessary.
Another necessary field of research, feeding into the overall framework recommended
above, concerns the role of wildlife use in delta residents’ livelihoods. While some work has
been done on the livelihood benefits generated by community-based hunting and
ecotourism, less is known about subsistence hunting, within or beyond the law. This is of
course a sensitive subject, but it is important for managers of the Ramsar site to understand
how much delta residents continue to depend on it – particularly as settlement patterns shift
and the population becomes more urbanised. It will be important to ensure that this work is
January 2006 43
properly co-ordinated with parallel activities proposed under the ecological component of this
research strategy (see Section 3.4.3).
Wild plant collection is an important but under-researched resource sector in the Okavango
Delta, probably playing a particularly important role in the livelihoods of poorer and female-
headed households. A number of studies have touched on the significance of veld foods and
of the plant resources used for handicrafts, but little systematic, quantified research has been
conducted into the role of these many wild plants in different types of livelihoods, or the
extent to which their use may be regulated. At present, it seems that only the mokola palm
and some plants used for dye extraction may be over-used. Probably the most important
issue is the pressure placed on fuel and building material resources by increasing
urbanisation around Maun. This is a sector where close collaboration is needed between
social and natural scientists. We recommend that a focused effort be made to research and
quantify the extent of human use of and pressure on wild plant resources. The findings of
this study should be fed into the overall livelihoods model that was recommended above.
In addition to the cross-cutting concern with HIV/AIDS, we propose a socio-economic

research focus on human health issues in the Okavango Delta. Again, this is not the
subject of any specific ODMP component, but the significance of water-borne diseases is so
great that this should be a research priority for the Okavango Delta Ramsar Site. There
seem to be few links between the research community and the Ministry of Health, but it is
important to build a working relationship that identifies the key trends in local epidemiology
and assesses their relationship with natural resource status and management. There are
clearly linkages between this research on health and the proposed research focus on
demography and the dynamics of settlement patterns. Research on human health should
also be linked to ODMP Component 11 on Waste Management. At present there seems to
be little capacity for health research in Ngamiland, and it is not clear where such capacity
could be sourced. Ideally, HOORC should employ one or more specialists in this field.
Tourism is the mainstay of the local economy, and the tourism attractions of the Okavango
Delta are the main reason why this sector is Botswana’s second biggest export earner. A
Tourism and Protected Areas Unit at HOORC carries out a number of studies of community-
based ecotourism and of the tourist activities managed by DWNP. Two current projects are
investigating ecotourism and the socio-economic development of the Basarwa at Gudigwa,
and the character and impacts of tourism in the Moremi Game Reserve. Most tourism
research at HOORC links to DWNP and the Ngamiland District CBNRM Forum, rather than
to the Department of Tourism or to HATAB and the private sector. The Social Systems Unit
aims to recruit further staff in order to develop “comprehensive professional capacity” by
2009.
These research activities and plans will be complemented by ODMP Component 6, where
the Department of Tourism will award a multipurpose consultancy comprising several
research studies. These include assessments of carrying capacity and the ‘Limits of
Acceptable Change’ as well as investigations of tourism diversification and citizen
empowerment. A study of the CBNRM sector in Ngamiland will also be carried out.
Given the status of existing work and of the various ODMP studies just outlined, the main
additional area of tourism research that is needed concerns the economics of the sector – at
both household and district levels - including the potential for capturing more of its revenues
within Ngamiland.
Although CBNRM and community-based ecotourism have been extensively researched in

the Okavango and continue to be the subject of studies by HOORC staff and others, their
prominence in the livelihoods, economy and natural resource management of the Okavango
Delta Ramsar Site mean that they must remain prominent in the ODMP socio-economic
January 2006 44
research strategy. Current HOORC research capacity, and continued interest by external
researchers, gives some assurance of this. Despite the good links between HOORC and the
CBNRM Forum, the ODMP research strategy should aim to strengthen ties between applied
research and the CBNRM sector – for example, by including at least one HOORC researcher
on the Technical Advisory Committee (TAC) that supports community trusts in Ngamiland.
HOORC should co-ordinate a CBNRM research strategy that is explicitly designed to feed
the CBNRM Forum and the TAC with progress reports and analysis of the sector’s
development and challenges, while also linking to the overall model of Okavango livelihoods
recommended above.
There is widespread pessimism in Botswana at present about the effectiveness of CBNRM

and community-based ecotourism. Advocates of the approach argue that anyone who
expected quick success was naïve and that a much longer period of trial and error is
inevitable. In these circumstances, there is a clear role for applied research to monitor and
assess the ongoing experiment, on which so many livelihoods and resources depend.
3.6. Recommendations for Selected Cross-cutting Research
3.6.1. Introduction
The enormous variety of ecosystem components in the Okavango Delta Ramsar Site are the
result of interactions between physical (particularly hydrological, hydraulic and
geomorphological processes), chemical and biological processes, and have been modified
by patterns of exploitation of different plant and animal species by different communities of
people. As a result, focussed research that addresses one specific set of cause and effect
relationships that define a single component becomes problematic and often provides
incomplete information for management. Yet it is this focussed, single-discipline research
that provides the foundation for wider, more closely integrated, directed research that is able
to address the inter-linkages between components and provide management information.
The term ‘cross-cutting research’ is used to mean integrated research that combines more
than one discipline into a coherent investigative process to address specific complex
problems. In a system such as the Okavango Delta Ramsar Site, the problems facing
management are often of a highly complex nature and usually relate to the interface between
society, ecosystems and hydrological processes. As a consequence, the solutions to such
problems require technical inputs from several disciplines, and the research activities must
be closely integrated so that the different specialists are able to address each specific
problem from their own technical perspective. This process is both complex and complicated
and requires careful co-ordination and management to ensure success. A proposed
approach to ensuring that this cross-cutting research is co-ordinated and integrated as the
basis for directed management actions is described in Section 4.
Specific recommendations for cross-cutting research in the Okavango Delta Ramsar Site will
depend on the precise formulation of management goals within the ODMP, which, though
they have been drawn up, must still be formally accepted by key stakeholders (mainly DEA).
Nevertheless, the hydrological, ecological and sociological research sections of this research
strategy (Sections 3.3, 3.4 and 3.5, respectively), have already identified a few important
issues that will need cross-cutting research as a basis for effective management. Seven
examples of management issues that require directed cross-cutting research are listed and
described below.
January 2006 45
3.6.2. Examples of cross-cutting research themes
The examples listed below are considered to be sufficiently important in their own right for
them to be undertaken independently, and they are not presented in any order of priority.
Each of these cross-cutting themes is directed towards the provision of useful management
information for the Okavango Delta Ramsar Site.
Minimizing adverse interactions between wildlife and humans
Recent studies on adverse interactions between wildlife and humans have shown that the
frequency of these incidents is increasing, particularly along the eastern and western
margins of the Okavango Panhandle. Two ‘types’ of adverse interactions dominate; these
are human-elephant interactions and predator-livestock interactions. Different techniques
are needed to prevent or manage these two types of interactions, and these may also need
to be ‘customized’ to suit specific circumstances in particular areas. Research is needed to
confirm the specific situations of those communities that are most at risk from interactions
with wildlife, clarify the exact nature and extent of the problems caused by interactions with
wildlife, and devise appropriate management responses. There is also a need to understand
whether these incidents are related in any way to flooding patterns (e.g. through controls on
the availability of grazing for elephants and livestock) and/or to changing demographic
patterns.
The technical disciplines or specialists that would need to be involved include: range
ecology, terrestrial ecology, agricultural economics, animal ecology and behaviour, wildlife
surveys and management, fisheries, land management, sociology and tourism.
In-stream Flow Requirements (IFRs) at selected points
Internationally, there is growing awareness of the need to ensure that the seasonal and inter-
annual patterns of water flows in river systems are sufficient to ensure that all of the
ecological processes and functions within a particular river system can continue to function
normally. However, the Okavango Delta displays an important but subtle difference from
most other river systems in that sediment inflows (as bed load movement of sand brought in
from the upper catchment) are also critically important for the continued functioning of the
system. Importantly, however, the Okavango Delta is not a static system; the flow
distributary channels are frequently blocked by accumulations of aquatic vegetation and
sand, while new channels are formed by ‘overflows’ or created by the movements of Hippo.
As a result, any evaluation of the In-stream Flow Requirements (IFRs) of the Okavango Delta
must account for flows of water and sand, as well as changes to the physical location of
channels, making the system far more complicated than most rivers elsewhere in the world.
In particular, accurate measurement of sediment (bed load) flows requires a high degree of
technical skill. Nevertheless, there is a need to develop a suitable multi-disciplinary
approach that will provide useful estimates of in-stream flow requirements at selected key
points in the Okavango Delta. These can form the core of specific monitoring activities that
will reflect the effectiveness of management activities in the Okavango Delta Ramsar Site.
The technical disciplines or specialists that would need to be involved include: hydrology and
hydrological modelling, geomorphology, sonar measurement of bed load flows, aquatic and
terrestrial (riparian ecosystems) ecology, water quality, aquatic and terrestrial animal ecology
and behaviour, entomology (specifically aquatic invertebrates), ichthyology and fisheries
science, land management, sociology and tourism.
January 2006 46
The implications of loss of riparian trees for salt accumulation in islands
Earlier research has shown that the transpiration processes of riparian trees play a pivotal
role in the accumulation of dissolved salts within islands in the Okavango Delta, thereby
‘freshening’ nearby surface water sources. These trees are also important sources of food
for elephants and there are signs that elephants are exerting increasingly heavy pressure on
them. Research is needed to understand the likely consequences of such pressure for
processes of salt accumulation in different sectors of the Okavango Delta and the potential
for salts to leach out of islands that have been denuded of their riparian vegetation. If salts
do leach out from islands, this will have adverse effects on the quality of nearby surface and
groundwater resources, especially in the lower reaches of the Okavango Delta. Ultimately,
increasingly adverse water quality will have adverse effects on communities that rely on
these water resources, as well as other ecological components within the system.
The technical disciplines or specialists that would need to be involved include: aquatic and
terrestrial plant ecology, plant water use, soil science, geomorphology, physical chemistry,
water quality, entomology, hydrology and hydrological modelling, animal ecology and
behaviour, wildlife surveys and management.
Influence of increased nutrient loads on aquatic ecosystem functioning
The Okavango Delta is regarded as an oligotrophic (nutrient poor) system because very few
dissolved nutrients are available in the water. Virtually all of the nutrients that enter the
system are taken up by aquatic plants and are only released when these plants die and
decompose. Nutrients that are released in this way are once again rapidly taken up by other
aquatic plants. There is concern that increased agricultural activities (especially irrigated
agriculture) in the upper portions of the catchment could lead to increased return flows of
water containing nutrients, salts and other agro-chemicals. There is a need for management
to understand the potential risks associated with the possible inflow of increased nutrient
loads, in terms of their potential impact on the abundance and diversity of aquatic plants and
possible changes to the role played by these plants in the Okavango Delta. This information
will allow management to formulate appropriate policies and plans to deal with proposals for
increased irrigation agriculture along upstream reaches of the Okavango River.
The technical disciplines or specialists that would need to be involved include: aquatic plant
ecologists, water quality, inorganic and organic chemistry, hydrology and hydrological
modelling, hydraulics, entomology (specifically aquatic invertebrates), irrigation specialists,
soil science, ichthyology and fisheries science.
Influence of flooding on grazing availability and resource utilization patterns
The timing, duration, depth and frequency of annual flooding patterns regulate the biological
responses within different ecosystem components in the Okavango Delta. The availability of
suitable grazing (for both livestock and wildlife) is dependent on these flooding patterns, as
well as annual rainfall patterns. The specific location of suitable grazing resources, as well
as their accessibility and nutritive quality, determines the extent to which these grazing
resources are utilized by wildlife and livestock. The availability of suitable grazing will also
influence some of the interactions between humans and wildlife. In addition, detailed
knowledge of the available grazing resources will assist managers to define more clearly the
areas where livestock grazing can be allowed, as well as the most appropriate stocking
densities for these areas. Furthermore, this knowledge will also be useful for decisions about
the best locations to site tourist lodges and construct access roads.
January 2006 47
hydrological modelling, geomorphology, soil science, range ecology, terrestrial ecology,
entomology (specifically tsetse fly specialists), agricultural economics, animal ecology and
behaviour, wildlife surveys and management, fisheries, land management, sociology and
tourism.
The implications of fire for flooding patterns and water quality
In the areas of the Okavango Delta where fires are experienced, the burning process
releases large quantities of volatile compounds (especially nitrogen and carbon compounds)
into the atmosphere and converts the residual plant nutrients and salts into a mineral ash.
Inundation of this ash by the seasonal floods results in an immediate ‘flush’ of salts into the
water. While most of these salts are likely to be taken up in the new growth of aquatic and
semi-aquatic plants, the remaining salts could cause adverse water quality problems if they
enter the local groundwater system. Specific information is needed on the annual extent of
fires and the quantities of salts liberated into the ecosystem. This will enable management to
devise an appropriate strategy for responding to annual fires and the occasional fires that
occur in dried out peat deposits.
hydrological modelling, water quality, atmospheric chemistry, aquatic and terrestrial plant
ecology, fire ecology, animal ecology and behaviour, wildlife surveys and management,
fisheries, land management, sociology and tourism.
The implications of channel blockages for management of the Ramsar Site
Earlier studies have clearly illustrated the natural processes of channel blockage that occur
in several parts of the Okavango Delta, where patterns of sediment deposition and
vegetation growth are implicated. These channel blockages usually result in a new channel
forming in another area that may be some distance from the original channel. This pattern of
changing channel locations is entirely natural and is a major contributor to the diversity of
habitats in the Okavango Delta. However, these channel blockages also pose considerable
difficulties for communities and tourism operators by eliminating reliable access routes for
boats and mokoros, and by diverting water away from favoured locations. Management
needs reliable predictions of the set of circumstances that give rise to channel blockages and
cause channels to be re-routed. This will allow decisions to be made regarding specific
management options such as channel clearing operations, selecting sites for lodges and
roads, as well as the selection of possible zoning options for mokoros and motorboats, etc.
The technical disciplines or specialists that would need to be involved include: aquatic and
terrestrial plant ecology, water quality, sedimentology, geomorphology, hydraulics, hydrology
and hydrological modelling, geomorphology, range ecology, terrestrial ecology, agricultural
economics, wildlife surveys and management, ichthyology and fisheries science, land
management, sociology and tourism.
January 2006 48
4. Roles, Resources and Management Responsibilities
4.1. Participation
It is important to ensure that all stakeholders should be closely involved in decisions and
actions that affect their livelihoods or their working environment (Section 3.5.5). This
approach provides ideal opportunities, for example, to engage:
• Local residents and tour operators in data collection activities and routine
observations;
• HOORC staff in evaluating the quality of data, collecting specific data and conducting
specialised analyses, research and mapping;
• Government departments that are already involved in a certain amount of monitoring
could and should continue these activities; and
• Independent researchers could be invited to pursue specific projects that would also
inform the management of the Okavango Delta Ramsar Site. Clearly, all proposals or
requests to undertake independent research should be screened by the proposed
Research Advisory Group (RAG) and/or HOORC to ensure that the research is
aligned with the needs of the ODMP and that the anticipated research outputs will
contribute to improved management of the Okavango Delta Ramsar Site.
In this way, a ‘critical mass’ of researchers could be assembled, although they would be
dispersed widely and belong to different organizations, to form a “virtual team”. While this
would help to overcome some of the existing capacity shortages and reduce the financial
burden on the Government of Botswana, it would be essential to ensure that everyone was
closely networked and their efforts properly co-ordinated.
All stakeholders are sensitive to perceptions of overly critical comment, but there is clearly a
need to evaluate existing structures and approaches and, where necessary, modify these to
ensure the greatest possible overall benefit for the Okavango Delta Ramsar Site. This
situation could be resolved by means of an appropriate forum where different stakeholders
and managers can examine data, debate their meaning, and jointly propose decisions,
actions and methods. HOORC could and should play a very important facilitation role here
as an independent and ‘honest broker’.
It is also important to understand that the Okavango Delta ‘environment’ is characterised by

disputes between resource users and between users and resource managers. Added to this
is the additional complicating factor that the Okavango Delta and the entire Okavango basin
are considered to be “internationalized”; two other countries (Angola and Namibia) share the
upper basin and there is also a growing global interest in the future of this system. This
makes it difficult for a single country or institution to take unilateral decisions regarding the
future management of one part of the system. While the Botswana government remains
responsible as the sole custodian of the Okavango Delta Ramsar Site, the system is
inextricably linked to and dependent upon water inflows from upstream countries. This
complicates the issue of ‘stakeholder participation’. Therefore, though Botswana’s
responsibility to manage the Okavango Delta Ramsar Site must take first priority in the
context of the ODMP, the ODMP should remain closely aligned with other international
initiatives to manage the entire Okavango River basin. Accordingly, participation in the
research conducted within the ODMP should also be aligned with these wider initiatives. In
addition, we recommend that the Chairperson of the ODMP Secretariat, through DEA,
maintain formal contact with OKACOM and request opportunities to participate in formal
OKACOM activities to ensure that OKACOM is fully aware of ODMP research activities.
January 2006 49
4.2. Institutional roles
The DEA has been mandated to direct and implement the ODMP, including the
implementation of this proposed research strategy. The ODMP Secretariat has been
appointed by DEA to act on its behalf and to lead and co-ordinate the implementation of the
ODMP and to ensure that this research strategy is implemented. However, while the role of
the ODMP Secretariat is critical to the success of the ODMP, it is essential that the ‘parent
organization’ – DEA – should be recognized by other government departments as having the
necessary authority to insist on its priorities. This will allow effective implementation of the
ODMP and this research strategy.
Many Government departments are involved in monitoring and also conduct some research
though they appear to be understaffed for both of these activities. The Government of
Botswana has confirmed that it has no plans to increase the capacity for research and
monitoring in these different departments. This makes it difficult for them to undertake
ODMP-related research and monitoring activities as part of their normal departmental duties
and suggests that many of these activities will have to continue to be outsourced to
consultants also in future. However, the different departments would still be responsible for
ensuring that the correct research and monitoring was carried out to appropriate quality
standards.
In Botswana, the research permit process has been transferred from the Office of the
President to the various Line Ministries. For all research projects related to the Okavango
system, the RAG should play the roles of research permit appraisal and research monitoring
in consultation with the relevant Ministries.
The Department of Water Affairs (DWA), in collaboration with the Department of

Meteorological Services (DMS), should continue to be the Government office responsible for
the implementation of hydrological monitoring. However, HOORC’s expertise in monitoring
should be used during the implementation phase and as back-up expertise for data analysis
and storage.
The Department of Water Affairs (DWA) should retain overall responsibility for maintenance
and further development of the hydrological model to be used to assist management. Most
of these activities may take place at the modelling unit in the Gaborone office but it is
essential that the model also can be operated from the office in Maun. The active
involvement of HOORC hydrologists and modelling experts will be fundamental to the
sustainability of the model and its use for scientific and management purposes.
The proposed hydrological research activities to support the ODMP should be anchored at
HOORC. However, in addition to specialist staff from the Department of Water affairs, it is
imperative that all relevant local, national and international expertise should be included in
accomplishing the research goals, including:
• University of Botswana (i.e. other university departments besides HOORC);
• Department of Geological Survey;
• Private researchers;
• Private consultants;
• International research collaborators; and
• Government offices.
The proposed ecological and sociological research activities should be co-ordinated by

HOORC researchers, who should also work in close collaboration or partnership with DEA,
DWNP, the Tawana Land Board and the North West District Council. All of the research
January 2006 50
activities and objectives of these institutions should be co-ordinated by the proposed

Research Advisory Group (RAG) described in Section 4.3, below.
Several stakeholders have expressed the view (Appendix 6) that HOORC is the only
organisation that has the critical mass of capable staff to conduct research. However, some
HOORC staff members have indicated that while this would be desirable, their institution is
understaffed and poorly equipped to take on the leading role in research and monitoring. If
HOORC were to take the lead role in conducting research, it would need additional
resources to be able to achieve the desired research goals. Several NGO and government
stakeholders at a workshop in Maun also felt that HOORC should coordinate research and
monitoring activities, that it should ensure that its activities supplement the research and
monitoring conducted in Government departments, and that routine monitoring should be
guided by research needs and management needs. Many other agencies in Maun and
Gaborone will have important roles to play in the ODMP research strategy – either through
direct execution of research tasks, or through collaboration with researchers. Co-ordination
of all these institutional roles is addressed in Section 4.3, below.
During the Research Strategy Team’s interactions with stakeholders in Maun, it was
repeatedly stated that HOORC did not communicate enough with government and other
agencies who are often unaware of HOORC’s activities and achievements. Whether or not
this perception is accurate, it is partly a challenge to HOORC itself and partly a challenge to
the overall co-ordination of the ODMP research strategy. If the ODMP is to succeed in its
aims, it will be important for all stakeholders to work closely together at all times, and to
acknowledge the specific roles and responsibilities of each stakeholder grouping. This will
also require all stakeholders to agree to participate freely within the more formalized
structure represented by the ODMP and not to simply pursue their own agendas.
At another level, the formal involvement of HOORC staff within the ODMP will require a
special arrangement with the University of Botswana (UB). At present, the UB system for
staff performance appraisal does not adequately recognize and accredit contributions to
activities such as the ODMP, but rather places heaviest emphasis on the production of peer-
reviewed articles in academic journals.
Once the RAG has been formed, the DEA will be able to act through the ODMP Secretariat
to give HOORC the mandate to co-ordinate research and monitoring and report as
appropriate to DEA or RAG or ODMP Secretariat. As this responsibility is handed over to
HOORC, it will be very important to ensure that sufficient funding is provided to enable the
necessary co-ordination activities to be carried out. If this suggestion is accepted, it would
allow HOORC do the actual co-ordination and report to RAG (or to the ODMP Secretariat),
who would then have an appropriate supervisory and controlling role. Importantly, HOORC
should not undertake this role by assigning a single staff member to the activity. It would be
far more appropriate to involve a larger group of people to provide the required breadth of
insights, though a single individual could be appointed to undertake the bulk of the work.
4.3. Integration and Co-ordination
It is important to emphasize once again that the most important requirement of research
strategy co-ordination is the need to ensure that there is no duplication of effort and no
unnecessary wastage of scarce resources such as time, funding and equipment. This is
particularly crucial for the ODMP where research is needed to answer specific management
questions and where researchers from several different institutions may be involved. In the
past, most of the research conducted in and around the Okavango Delta has been directed
by individual research agendas; as a result, much of the potential value of this work has not
January 2006 51
been fully realized. To meet the needs of the ODMP, research must be closely co-ordinated
so that urgent and important issues are addressed first.
A second key function of research strategy co-ordination will be to ensure that there is
continuity, so that research and management programmes continue to be implemented
effectively despite any personnel changes or staff transfers that may occur. This will be
particularly important where longer-term research needs to be carried out or where cross-
cutting research depends on the concerted efforts of several individuals with different
technical backgrounds who may be drawn from different institutions.
Delegates to the Maun workshop agreed that the different research programmes and
projects must be co-ordinated effectively, under the auspices of ODMP, to ensure that their
collective outputs have the greatest advantage for ODMP. It seems clear that this would
require some form of advisory group or committee that can co-ordinate and advise whichever
body or organization is tasked with implementing the ODMP. However, if such a Research
Advisory Group (RAG) is to be constituted, this raises four important questions:
• How large should the RAG be to ensure that it remains effective?

There is ample evidence to show that a large co-ordinating group is far less effective
than a smaller organization. Therefore, we suggest that the RAG should ideally
comprise approximately 4 to 6 members, perhaps up to a maximum of 8 members,
chaired by a senior representative from DEA and/or the ODMP Secretariat. If
necessary, the different organizations could take turns to select their representative
on the RAG.
• Which organizations should be represented?

Key organizations need to be represented, either individually or as groups, by
acknowledged representatives who are empowered to speak and act on their behalf.
We suggest that the list of organizations to be considered should include: DEA and
the ODMP Secretariat, as well as one representative each from HOORC, DWA,
DWNP, DoT, TLB, as well as one representative each from organized tourism and
local communities. Ideally, the DEA representative should also be part of the group
charged with responsibility for Botswana’s National Research Strategy.
• How frequently should the RAG meet?

In accordance with earlier recommendations, we suggest that the RAG should meet
four times each year, to approve planned research and monitoring activities, review
and evaluate progress on ongoing projects, confirm alignment with national priorities
and discuss progress and potential new research issues with researchers.
• What would be the respective roles of the participants?

Participants in the RAG should support HOORC, by taking responsibility for
reviewing and approving work conducted for the ODMP, identifying research
priorities, identifying potential sources of funding for appropriate research and
monitoring activities, and reporting to government on the progress made against
timeline targets set in the ODMP. The DEA, as Chair, or represented by the ODMP
Secretariat, would be responsible for arranging meetings, keeping suitable records
of all decisions taken at meetings, sourcing funding for priority research activities,
and co-ordinating the research activities conducted as part of the ODMP. The
ODMP Secretariat should have overall responsibility for co-ordinating the activities
of ODMP components and research institutions such as HOORC, but would not be
directly responsible for the technical work of each component.
The research strategy team believes that the RAG should comprise decision-makers drawn
from key government departments, supported by representatives from those institutions
January 2006 52
(such as HOORC) that conduct most of the research in the Okavango Delta. The RAG
should be chaired or convened by the DEA representative responsible for leading the ODMP
Secretariat. The RAG should meet four times each year, to set and confirm the research
agenda for that year, review the results obtained to date, and decide on the inclusion of new
priorities and the termination of completed projects. Ideally, one of the DEA members of the
RAG should also be a member of the DEA group working on national research priorities to
ensure that the ODMP Research Strategy is coherent and aligned with research strategies
for the country. Every six months, the RAG should host and facilitate a forum for the
presentation of research results and evaluate the implications of these results for
management of the Okavango Delta Ramsar Site. The RAG should also be able to review
research proposals, realign these if necessary to meet the goals of the ODMP, and then
guide the respective researchers as to where possible funding may be obtained.
The widespread shortages of professional staff in many Government institutions engaged in

activities relevant to management of the Okavango Delta are unlikely to be resolved in the
short- to medium-term. Therefore, the duties of RAG representatives should not be made so
onerous that they would interfere with their existing duties.
We suggest that the key component of the RAG’s co-ordination activities should be a six-
monthly review of the ODMP Research Strategy, where the RAG would exercise a
supervisory and controlling role. This would include a formal assessment of the progress
made in each field of monitoring and research and, where necessary and appropriate,
adjusting priorities and adding new themes and tasks. A formal review and updating of the
strategy should be conducted at the end of each year. The RAG should also ensure that
they are aware of other research and monitoring activities conducted elsewhere in the
Okavango catchment in Angola and Namibia. The necessary preparatory work of procuring
the research and monitoring progress reports should be shared between HOORC and the
ODMP Secretariat.
4.4. Human Resources and Capacity
While a research strategy cannot fully address the issue of “capacity building”, it is clearly
recognised that research and management actions cannot be properly planned and
performed unless the ‘researchers’ are competent. In this sense, the individuals must
possess the required standards of technical ability and have the necessary set of
professional credentials to undertake the work effectively and efficiently. This is equally true
for implementation of the adaptive management plan, as shown in Figure 2, where adequate
resources (competent personnel, funds, equipment and information) must also be provided.
Here, HOORC and the University of Botswana can play a pivotal role in the provision of
appropriate training and skills development programmes for researchers. At this time, there
is little encouragement for staff members in government departments to undertake research
and, as a result, research is not a prominent activity in these departments. However, where
a specific government department may in future decide to undertake a particular piece of
research as part of this research strategy, it will be important to ensure that their staff have
the required levels of skills to undertake this research, and also that they work closely with
HOORC staff.
At present, staff members in several different government departments (e.g. DWA, DWNP)
undertake a variety of routine monitoring activities across the Okavango Delta. These
activities are appropriate for these departments and should be continued in future, provided
that these activities are fully aligned with the ODMP and this research strategy.
January 2006 53
4.5. Material and Budgetary Resources
For this research strategy to succeed, it is essential to ensure that the researchers and
managers are properly resourced with the necessary equipment, facilities and funding.
Therefore, whenever the RAG is able to commission specific research activities to be carried
out for the ODMP, the RAG must also take responsibility for ensuring that whichever
institution undertakes this research is adequately resourced. Since it is unlikely that the RAG
will be in a position directly to fund research activities, it will need to be able to advise
research groups where appropriate funding may be obtained, and it should be ready to lobby
for this funding on their behalf. Therefore, it will be important for the RAG to work closely
with the relevant Government departments (DEA, DWA, etc.) to identify potential sources of
funds and other material resources.
4.6. From Research to Sustainable Development
This research strategy for the ODMP will be valuable if it carries out the work proposed in
Section 3. But it will only be useful for its intended purpose if research outputs are
converted into appropriate research outcomes: better informed, better targeted management
of the Ramsar site that enhances livelihoods while conserving the natural resources of the
Okavango Delta.
The conversion of research outputs into the intended research outcomes should be overseen
by the Research Advisory Group. But all suppliers and users of research should be
committed to the process, which should focus in the short- to medium-term on the next
Ngamiland District Development Plan. We assume that the next DDP, which will probably
run from 2010, will incorporate the goals, strategies and activities of the ODMP, just as it
should subsume all the land use plans at various scales for which the Tawana Land Board is
responsible. It will be the responsibility of ODMP managers and the other development
planning and natural resource management agencies in the district to work with the research
community, through the RAG, to ensure that the next DDP makes optimum use of the
analysis this ODMP research strategy will provide. As they work to this end over the coming
five years, researchers and research users will identify and address new issues for focused
attention, while researchers continue to build a background understanding of the Ramsar site
through the various analytical frameworks we have identified.
January 2006 54
5. Conclusions and Recommendations
5.1. Conclusions
In the process of developing a five-year research strategy for the ODMP, the research
strategy team examined available documentation and consulted a wide range of role-players
and stakeholders who either carry out research or who use research results in their day-to-
day activities. This process has provided the research strategy team with an exceptionally
broad view of the diverse needs for research and monitoring in the Okavango Delta.
Perhaps more importantly, the process also allowed the research strategy team to segment
out those research topics that are of special importance for effective management of the
Okavango Delta Ramsar Site.
The initial views of the research strategy were then tested in a stakeholder workshop and the
additional feedback obtained allowed the team an opportunity to further refine the research
strategy. The findings of the research strategy team have been discussed in this report and
are presented in the form of a defined five-year research strategy for the ODMP.
The research strategy team members are confident that both the overall research strategy
and its individual elements, as presented here, comprise a series of feasible and practical
actions that will assist DEA and the Government of Botswana to meet their major obligations
in terms of the Ramsar Convention. Importantly, the research strategy provides guidance on
those actions and decisions that are needed for effective management of the Okavango
Delta Ramsar Site.
Several important concerns have surfaced during the interactions with stakeholders and
during subsequent discussions amongst the members of the research strategy team. These
problems could hamper the effective implementation of the ODMP research strategy, and are
listed below as additional guidance to the ODMP Secretariat:
• Continuing ambivalence (mainly in Gaborone) about some of the ODMP components
is impeding some research tasks to which those components should have been
contributing;
• The common failure amongst many organizations and authorities to recognize the
pivotal importance of monitoring in all disciplines in the natural and social sciences
and the tendency to treat monitoring as if it were a ‘poor relation’. The shortage,
inadequacy or absence of specific monitoring information (e.g. climatic features, flow
measurements at key locations other than the inflow at Mohembo, groundwater
quantity and quality measurements, regular censuses of resource use by
communities, records of water usage patterns) make it very difficult indeed for the
appropriate authorities to develop and implement an effective management plan for
the Okavango Delta Ramsar Site;
• The urgent need for effective co-ordination of research (and monitoring) activities;
• The continuous inadequacy of communications between researchers at HOORC and
stakeholders and authorities in Maun;
• The general lack of adequate operating resources (skilled personnel, funding,
equipment) for the necessary monitoring and research functions, despite Botswana’s
comparative affluence;
• The tendency to consider research an academic sideline, rather than an operational
necessity that underpins effective management;
January 2006 55
• The related tendency to ignore the knowledge and roles of Delta residents and users
in monitoring and research; and
• The assumption that the ODMP research strategy will contribute only to the ODMP,
rather than the recognition that any such contribution to the ODMP, and any
achievements of the ODMP, should be integrated with the broader management and
planning work of existing institutions and processes, such as the Ngamiland District
Development Plan.
The Research Strategy Team members feel that all of these problem areas must be openly
discussed and resolved collaboratively by DEA, the ODMP Secretariat and all of the
components comprising the ODMP. Failure to successfully resolve all of these concerns will
prevent effective implementation of the ODMP and this research strategy.
5.2. Recommendations
A series of firm recommendations for research and monitoring strategies were listed in each
of the three core disciplines detailed in this report (Hydrology: Section 3.3.4; Ecology:
Section 3.4.5; Sociology: Section 3.5.5) and are not repeated here. The recommendations
listed in these three sections form the core of our specific recommendations for this ODMP
research strategy. In this section, we concentrate on more generic or strategic
recommendations about how to make the ODMP Research Strategy work. These fifteen
strategic recommendations are based on the investigations conducted by the research
strategy team, and are listed below:
1. The perceived authority problem experienced by the former NCSA has been resolved
with its incorporation within the new DEA, thereby allowing ODMP activities to be
properly prioritised in all government departments. It is extremely important that DEA
are able to co-ordinate inter-departmental activities effectively, and that all agencies
of government collaborate promptly and proactively to ensure the success of the
ODMP Since DEA has the correct level of official status, the ODMP Secretariat will
be able to co-ordinate research and management activities far more efficiently and
effectively;
2. Establish the Research Advisory Group (RAG) as soon as possible. Ensure that the
RAG is properly resourced and empowered to co-ordinate and monitor
implementation of this research strategy, and periodically to update this strategy to
reflect evolving priorities. Ensure that there is a clear definition of tasks, roles and
responsibilities among RAG, the ODMP Secretariat, DEA and HOORC, with regard to
co-ordinating the implementing and updating of the ODMP Research Strategy. The
ODMP Secretariat should have overall responsibility for co-ordinating the activities of
ODMP components and research institutions such as HOORC, but would not be
directly responsible for the technical work of each component;
3. HOORC should accept responsibility for a leading role in the execution of this ODMP
Research Strategy, and adjust its own institutional strategy so that it explicitly accepts
that role. It should be adequately resourced for this purpose. For this to be effective,
the University of Botswana should institute a specific staff appraisal system for
HOORC that adequately acknowledges ‘practical’ contributions. When this system is
in place, HOORC will be able to be more explicit in committing itself to society and
environment in the Okavango Delta, and thereby avoiding perceptions that some its
researchers and academics have ‘distanced’ themselves from the practical issues of
managing sustainable development there;
January 2006 56
4. Stimulate meaningful communication and effective long-term collaboration between

HOORC, government departments and other stakeholders;
5. Ensure that adequate capacity is made available for the operation of the Okavango
hydrological model in Maun; ensure close collaboration between DWA and HOORC
in the operation of the model and in the development and implementation of an
adequate hydrological modelling programme;
6. Recognize the integrated roles of monitoring and research. This includes affirming
and enhancing the important roles that standard government monitoring activities
(e.g. hydrology, tourism, health, education, population and agricultural censuses) play
as a foundation for effective research;
7. Emphasise multidisciplinary research approaches, often involving both natural and

social scientists, to tackle the integrated challenges of human and environmental
welfare in the Okavango Delta Ramsar Site;
8. Ensure regular screening of research activities where all ODMP components

participate prior to annual evaluation and prioritisation of suggested research
activities in order to make sure that work and fund raising is concentrated on the
activities with the highest priority for the entire ODMP group;
9. Separate from the Research Advisory Group (RAG), establish a procedure and an
appropriate forum for research collaboration among all ODMP components that work
in related areas or collaborate on solving multi-disciplinary problems. Once this
forum has been established, the ODMP Secretariat should co-ordinate, advise and
manage the participation of component organizations and report progress and
achievements to the RAG;
10. Ensure adequate resources for ODIS, and insist (through the ODMP Secretariat, not
just the RAG) that all organizations or individuals that generate data must supply
these to HOORC for capture in ODIS;
11. Acknowledge and support the mutual functions of broad, background, ‘framework’
research on how systems function, and of more focused, directed research that seeks
specific answers to pressing management questions;
12. Emphasise the role of residents and resource users (including the private sector) in
and around the Okavango Delta in monitoring and research; respect, integrate and
acknowledge the formal and informal knowledge systems (e.g. traditional knowledge
in rural communities) that these stakeholders can deploy;
13. Achieve true value for the outputs of this research strategy by converting them into
research outcomes that reflect and help accomplish the goals of the ODMP (see
Section 4.6);
14. Ensure that implementation of the ODMP Research Strategy gives adequate
attention to the linkages between human poverty and the state of the natural
environment, and seeks ways to alleviate the former while enhancing the latter; and
15. As the ODMP moves into implementation, its monitoring and evaluation must be
linked to the research strategy, without confusing the two. Here, the outcomes
achieved by implementation of the ODMP need to be assessed against the original
goals. The DEA, the ODMP Secretariat and the RAG should take the lead in
January 2006 57
ensuring that the ODMP is reviewed at regular intervals and amended to incorporate
new knowledge and insights where needed.
Certain of the actions listed in the recommendations should be carried out in a definite
sequence since they are dependent on prior decisions or activities by specific organizations.
In an attempt to provide additional guidance to DEA and the ODMP Secretariat, the actions
in the recommendations have been arranged so as to display their inter-dependencies during
four conceptual phases of the ODMP research strategy, and to emphasize the organizations
with principal responsibilities for ensuring that these actions are carried out (Figure 6).
Establishment Initiation Implementation Evaluation
DEA empowers ODMP Secretariat ODMP Secretariat stimulates

Confirm the authority of DEA communication and
to effectively co-ordinate research
and management activities collaboration between HOORC,
government departments and
other stakeholders
University of Botswana devise

and adopt a specific staff ODMP Secretariat finalize
appraisal system for HOORC compilation of all research
findings from ODMP
components and HOORC
make them available
through ODIS
DEA, ODMP Secretariat, and
UB/ HOORC confirm / accept
the ODMP Research Strategy Provide adequate resources
for ODIS and ensure that all
organizations supply data
HOORC accepts responsibility for a Establish a procedure and an

leading role in the execution of the appropriate forum for
ODMP Research Strategy research collaboration among
all ODMP components
Ensure regular screening of

research activities where all
ODMP components participate
to make sure that effort is Evaluate outcomes of
Emphasize multidisciplinary concentrated on activities with ODMP implementation
research approaches in ODMP highest priority for the ODMP against original goals.
Establish the RAG as soon as group
possible. Confirm
representation on RAG. Ensure adequate attention Setup and maintain appropriate
paid to the linkages between Evaluate outcomes of
Properly resource and monitoring programmes in
human poverty and the state ODMP research
empower RAG to co-ordinate recognition of the integrated
of the natural environment strategy and revise
implementation of research roles of monitoring and where required
strategy. Clearly define tasks, research
roles and responsibilities.
Ensure that adequate
capacity is available for All research outputs are
operation of the ODMP converted to research
hydrological model in Maun outcomes with real value to
ODMP components
Figure 6. Arrangement, sequence and responsibilities for conducting the recommended

decisions and/or activities in the research strategy.
This conceptual diagram shows the sequence of specific actions and/or decisions the DEA,
ODMP Secretariat, HOORC and the RAG, respectively, need to carry out from establishment
of the ODMP Research Strategy, through initiation, implementation and final evaluation of
the research outcomes.
Importantly, the sequence of decisions and activities shown in Figure 6 should not be
interpreted to mean that each activity in a particular “box” has to be completed before the
next can begin. Instead, these activities should be initiated in the sequence shown but may
be carried out simultaneously / in parallel since they will all take time to complete. Each of
the activities and decisions shown is an integral part of the overall system and all activities
and decisions should be carried out.
January 2006 58
Appendix 1. Terms of Reference for the Strategy Development Team
Scope and Responsibilities

The scope of the responsibilities of the Research Strategy Group will be to prepare a five year
Research Strategy for the Okavango Delta Management Plan (ODMP) and identified stakeholders, as
foreseen in the Research, Data Management and Training Component of ODMP. The strategy will
support the planning and implementation of the research needs of long term adaptable management
planning for the Okavango Delta, based on systematic long term monitoring incorporating key
indicators of the ecological character and adverse trends.
Approach
The team will base its elaboration on the ODMP Inception Report (February 2005), information
compiled by HOORC, the requirements according to the Ramsar Convention and discussions with key
stakeholders. The team will work in Botswana from 2nd to 20th May 2005, undertaking interviews and
discussions with key staff from the University of Botswana and stakeholders. A draft research strategy
will be prepared and discussed with HOORC and key stakeholders before the group departs. The
final strategy will be prepared in June 2005.
The development of the Research Strategy will involve all relevant stakeholders. The work will be
undertaken in close cooperation with the Department of Environment Affairs (DEA), identified
stakeholders in support of their role in ODMP, and relevant HOORC staff in support of HOORC’s role
as the data and information management institution for ODMP.
The approach to the formulation of the Research Strategy will be based on:
• A multidisciplinary approach to research as well as integration and cooperation among
all relevant stakeholders, whether part of the ODMP project or not
• Identification of possible constraints to future research (financial, equipment, human
resources and capacities), and recommendations on how to circumvent the constraints
• Proposed Terms of Reference and composition for a Research Technical Advisory
Group or Task Force, to guide long term support to management planning
• A report on the draft Research Strategy for presentation and discussion of the
recommendations among the Technical Advisory Group or Task Force, identified key
stakeholders, key counterparts at HOORC and the Project Management Team.
Group Composition and Experience

The Research Strategy Group comprises a Group Leader who is also a hydrologist with broad
expertise of relevance to the Delta, an Expert Hydrologist, an Expert on Plant Ecology and Vegetation
of the Delta, a Rural Development Sociologist and a Group Coordinator. The members of the group
will have the following expertise:
• The Group Leader will have experience as leader of multidisciplinary teams and have a good
overview of the ODMP and involved stakeholders, solid insight and understanding of the
research requirements according to the Ramsar Convention and ODMP, and experience
related to most of the topics covered by the group.
• The Expert Hydrologist will have wide ranging experience in hydrology including surface
water and ground water interaction, meteorological aspects, hydrogeological processes,
sedimentation, water quality (especially related to nutrients), and integrated hydrological
modelling (including water resources scenarios).
January 2006 59
• The Expert on Plant Ecology and Vegetation will have experience in institutional
strengthening and capacity building, development and management of ecotourism and nature
based tourism, international law and its national implementation, management planning,
management and research requirements as stipulated by the Ramsar Convention and related
conventions ratified by Botswana, biodiversity and natural resources management (including
veld products and community based), management of wetlands, protected areas, rare and
endangered species (including birds and mammals) and habitats, wildlife management,
economical and ecological validation of natural resources, human impact on the delta
(including fencing and tsetse fly spraying), long term indicators of ecosystem health, invasive
species of flora, flora and plant ecology of the Okavango Delta, vegetation dynamics in the
delta.
• The Rural Development Sociologist will cover gender issues, participatory approaches,
conflict resolution, livestock and agricultural systems, pastoralism, rural water supply, social
and cultural validation of natural resources (incl. veld products), indigenous knowledge
systems and management, community forestry and use on non-wood products, empowerment
of local communities, migration and population distribution, settlement strategy, demographic
development, human and animal disease.
• The Group Coordinator will have strong communication and coordination skills, backed up
by research experience at least to doctorate level, and broad experience in integrated river
basin management, fully conversant with the hydrology, biology and sociological sectors.
Activities
Introduction
The Activity Schedule for the preparation of the Research Strategy for ODMP is attached. The total
duration is six weeks, though if the Stakeholders require longer to submit their comments to the draft
strategy, this may be extended. The sections below provide an outline of the individual activities.
Preparation
The group members will familiarise themselves with key documents such as the ODMP Inception
Report (objectives, outputs, activities of all ODMP partner institutions), the HOORC research strategy
document, HOORC annual reports, annual reports of key departments at the University of Botswana,
minutes of meetings held by Birgith Sloth (the previous Coordinator) with various institutions and the
National Biodiversity document (NCSA).
Other documents the group members will familiarise themselves with are reports and information
available from development projects (SMEC, IUCN, FAO, Molapo Development Project) and other
planning exercises (Panhandle Management Plan, Fencing study, Elephant Management Plan, Draft
Moremi Game Reserve Management Plan).
Visit Stakeholders
The Strategy Coordinator will visit all Stakeholders (including GoB institutions, NGOs, private Sector
representatives) prior to the Bilateral Meetings between the Strategists and the Stakeholders to
discuss key issues, agendas and attendance for the meetings, and the programme for the Workshop.
Meeting and Workshop Preparations
The Strategy Coordinator will prepare agendas and discussion notes for the Bilateral Meetings, and
finalise the programme for the Workshop.
List Research Documents
The individual research strategists will be asked in advance to prepare lists of relevant research
papers with a brief description of the contents, and to bring copies of the documents to Botswana.
These will be compiled and categorised with references from other sources (HOORC, ODMP partner
institutions, other government and non-government Institutions such as Conservation International,
January 2006 60
TOCaDI, People and Nature Trust, individual researchers, safari company environmental officers,
IUCN, National Archives, University of Botswana main campus, Internet, etc). Actual copies of the
documents will be brought together in the operations room.
Strategy Preparation
Meeting with HOORC
On the first day, the strategists come together in Maun and will meet key HOORC staff for an initial
exchange of views and ideas on the formulation of the Research Strategy over the coming weeks.
Assess Existing and On-Going Research
The Research Strategists will review the existing research papers and reports, and details of on-going
research as available. Gaps in available data and information for the formulation of an integrated
Okavango Delta Management Plan will be identified. A summary report will be prepared for each
sector.
Bilateral Meetings
The Research Strategists as a group will together with the Coordinator hold meetings with stakeholder
representatives for each of the twelve ODMP components, including the Project Management Group.
(The main activities of the Hydrology and Water Resources component are carried out in DWA,
Gaborone – special arrangements will be made). The meetings (and the Workshop) will be the key
source of information on the up-to-date perceptions of needs directly relevant to ODMP, and
information requirements specified in the Ramsar Convention.
Preliminary Sectoral Strategies
Based on the Assessment of the existing and on-going research, and discussions with the
Stakeholders, the individual research strategists will prepare preliminary strategies for their individual
sectors. Research requirements will be set against available information.
The Group Leader will prepare a note setting out the approach to integrating the sectoral strategies
into a comprehensive and consistent strategy for ODMP, and a draft list of contents for the document.
Stakeholder Workshop
A one day Workshop involving representatives from partner organisations, government and non
government institutions, NGOs, private sector, and the District CBNRM Forum) will be held for the
strategists to present their preliminary sectoral strategies, and the approach to synthesising an overall
strategy for ODMP. The Workshop should be planned to stimulate wide ranging discussion of the
issues not only with the Strategists but among the stakeholders themselves. The coordinator will
prepare Workshop proceedings for rapid distribution.
Refine Sectoral Strategies
Following the Workshop, the strategists will revise their sectoral strategies, taking into consideration
the approach set out to preparing an overall comprehensive and consistent strategy for ODMP, and
the views expressed by the Stakeholders.
Finalise Strategy
Compile Draft Strategy
The Strategy Group Leader will take the sectoral strategies prepared by the individual strategists, and
prepare a draft comprehensive and consistent Research Strategy for ODMP, for distribution and
comments to the Stakeholders and HOORC. This will include constraints to implementing the
January 2006 61
strategy, and recommendations on how to relax these constraints, and propose the composition and
terms of reference for a Research Advisory Group to guide the implementation of the strategy.
Comments from Stakeholders
The stakeholders will review the draft Strategy, and submit written comments to HOORC. These will
be forwarded to the Group Leader. (This may take longer than the one week suggested.)
Finalise Strategy
The Group Leader will take the Stakeholders’ comments on board, and prepare a final Research
Strategy document for submission to HOORC.
Staffing
The Staff Schedule is shown below the Activities, covering the period the individual strategists should
be in Botswana. There will in addition be some preparation and wrapping up activities outside this
period. A total of four weeks has been allocated to each of the Research Strategists, and five to the
Coordinator.
AC TIV ITY S C H E D U L E F O R IM P L E M E N TATIO N O F R E S E AR C H S TR ATE G Y

R esp o n s- A p ril M ay Ju n e
AC T IV IT Y
ib ility 24 2 5 26 2 7 28 29 30 1 2 3 4 5 6 7 8 9 10 1 1 12 13 14 15 16 17 1 8 19 20 21 22 23 24 2 5 26 27 28 29 30 31 1 2 3 4
1 P rep ara tio n
1 .1 V isit S takeh olders BNB
1 .2 M eetin g & W orksh op P repara tions BNB
1 .3 C ollate R esearch D ocum ents BNB
2 S trateg y P rep aratio n

2 .1 M eetin g with H O O R C A ll
2 .2 A ssess E x isting a nd O n -going R ese arch A ll
2 .3 B ilate ral M e etings A ll
2 .4 P relim inary S ecto ral S trategie s A ll
2 .5 S take holder W ork shop A ll
2 .6 R efine S ectoral S trateg ies A ll
3 F in alise S trateg y
3 .1 C om p ile D ra ft S trategy PA
3 .2 C om m ents from S takeh olders S takeho lders
3 .3 F inalise S tra tegy PA
S taffin g
BNB B irgitte N ee rgaard B earden C o ordina tor
PA P eter A shto n G roup Le ader
KH K arste n H ø g h H y drolog ist
PM P eter M und y B io logist
ST S teph en T u rner S o ciolog ist
January 2006 62
Appendix 2. Schedule of Activities
Consisting of:
Group leader, Dr. Peter Ashton – [PA]
Sociologist, Dr. Stephen Turner – [ST]
Hydrologist, Dr. Karsten Hoegh Jensen – [KJ]
Ecologist, Dr. Peter Mundy – [PM]
Coordinator, Dr. Birgitte Neergaard Bearden – [BB]
DEA Representative, Mr Thlokomelo Phuthego – [TP]
Date Present Organisation

1 May Dr. Ruud Jansen, Former Director IUCN,
Morning [PA, Alasdair Macdonald, Team Leader Comp. 3 and 4] Gaborone
2 May Dr.Cornelis VanderPost HOORC
Afternoon Ms. Connie Masalila
[ST, BB]
3 May Dr. Eliot Taylor ODMP
Morning Ms. Portia Segomelo Secretariat
Mr. Sekgowa Motsumi
[PA, ST, PM, BB, TP]
3 May Mr. S. Mosojane DWNP,
Afternoon Dr. Debbie Gibson, Research
Ms. Zenzele Mpofu Division
Ms. Eda Gaobinelwe
[PA, ST, KJ, PM, BB, TP]
4 May Prof. Lars Ramberg HOORC
Morning Ms. Hannelore Bendsen
Dr. Eliot Taylor
4 May Ms. Connie Masalila HOORC
Morning [PA, PM, KJ]
4 May Ms. Hannelore Bendsen HOORC
Morning [ST, BB]
4 May Mr. G. Mmopelwa HOORC
Morning [ST]
4 May Dr. Caspar Bonyongo HOORC
Afternoon [PA, ST, PM, BB, TP]
4 May Dr. Margaret J McFarlane Bosele
Afternoon [KJ] Investments
4 May Mr. Kealeboga Kemoreile Forestry
Afternoon [PA, ST, KJ, PM, BB, TP] Division
5 May Public holiday – screening of available material
6 May Mr. T. Balapi NWDC,
Morning [PA, ST, KJ, PM, BB, TP] Waste
Management
6 May Ms. Felicity Rabolo Department of
Morning [PA, ST, KJ, PM, BB, TP] Tourism
6 May Dr. C. Naidu Kurugundla DWA
Morning [KJ, TP]
6 May Prof. Susan Ringrose HOORC
Morning [PA, ST, PM, BB]
January 2006 63
6 May Mr. Mike Murray-Hudson HOORC

Afternoon [PA, ST, KJ, PM, BB, TP]
6 May Dr. Don Kgathi HOORC
7 May Drafting
8 May Mr. Pete Hancock Birdlife
Morning [PA, ST, KJ, PM, BB] Botswana
8 May Drafting
9 May Ms. Belda Mosepele Conservation
Morning [PA, ST, KJ, PM, BB, TP] International
9 May Dr. C. Naidu Kurugundla DWA
Morning Mr. B.S Majatsie,
Mr. B.M. Majatsie
Mr. K. Baeti
Mr. M.R. Gojamang
9 May Mr. S. Mosojane DWNP
9 May Mr. H. Kiberu Library at
Afternoon [PA, PM, BB] HOORC
10 May Dr. Piotr Wolski HOORC
Morning [PA, KJ, BB]
10 May Mr J. Mbaiwa HOORC
Morning [ST]
10 May Dr. Kita Mosepele HOORC
Morning [ST, PM]
10 May Dr. Masambra HOORC
Morning [PA, KH]
10 May Mr. Map Ives Okavango
Morning [PM, BB] Wilderness
Safaris
10 May Prof. Larry Swatuk HOORC
Morning [PA, ST, KJ]
10 May Mr. Boikago Maswabi Agricultural
Afternoon [PA, KJ, PM, BB] Resources
Board
10 May Mr K. Macha District
Afternoon [ST, TP] Administration
10 May Mr. Grant Atkinson Okavango
Afternoon [PM, PA] Wilderness
Safaris
Evening Dining with International IUCN Group IUCN
11 May Mr. Paul Sheller Private
Morning [PA, KJ, PM, BB] Consultant
11 May Mr Geoff Wiles Department of
Morning Mr Jonah Luzani Agricultural
Mr Orman Roy Research
[ST, TP]
11 May Mr. Shaft Nengu DWNP,
Morning Mr Thethela Bokhutlo Fisheries
[PA, ST, KJ, PM, TP] Division
11 May Ms. Mompoloki Lettie Pitlagano DWNP,
Morning [PA, KJ, PM] Research
Division
January 2006 64
11 May Mr. Innocent Magole HOORC

Afternoon [PA, ST, PM, BB, TP]
11 May Mr. R. Khan Agricultural
Afternoon [ST, BB, TP] Planning and
Statistics
12 May [KJ] visited the following people in Gaborone:
Mr Magowe Magowe, Hydrogeology division,
Mr Chakalisa Chilume, Environmental division, Department of
Mr Thatauaone Tladi, Chemistry, Geological
Mr L.V. Ramokate, Regional, Survey
Mr Dgopotse Motsewabathata, Chemistry,
Mr Mothusi Ntshole, Regional,
Mr T.H. Ngwisanyi, Geophysics. DWA,
Mr Benjamin Mofa, Hydrology
Mr Ditiro Moalafhi, Modelling Unit,
Mr Kolamelo Dikkgola Gaborone
12 May The other members of the Research Strategy Team IUCN
participated in IUCN workshops about ODMP
13 May Mr O.T. Thakadu HOORC
Morning [PA, ST, PM, BB, TP]
13 May Mr. O. Gaepone Department of
Afternoon [PA, ST, PM, BB] Animal Health
and Production
13 May Mr Fanuel Kibakaya NWDC,
Afternoon Mr. M. Morapedi Physical
[ST, BB, TP] Planning Unit
13 May Mr. Shimane Mongati TLB
Afternoon [PA, ST, KJ, PM, BB]
14 May Mr. Mafila Malesu NWDC,
Morning [PA, ST, PM, KJ, BB] Economic
Planning Unit
14 May Preparing presentations for Workshop
Morning
and
Afternoon
14 May Raymond M. Kwerepe Ministry of
Afternoon [PA, PM, BB] Agriculture
15 May Preparing presentations for Workshop
16 May Workshop with presentation and discussion of draft ODMP
research strategy
16 May Internal evaluation of workshop and research strategy
Afternoon formulation assignment
Dr Alasdair Macdonald, Team Leader Comp. 3 & 4
[PA, ST, KJ, PM, BB]
17 May Closing session at HOORC HOORC
Morning Prof. Lars Ramberg
Ms. Hannelore Bendsen
Dr. Eliot Taylor
Dr Alasdair Macdonald, Team Leader Comp. 3 & 4
[PA, ST, KJ, PM, BB]
17 May Prof. Larry Swatuk HOORC
Morning [ST]
January 2006 65
17 May Dr. P. Wolski HOORC

Morning [BB]
18 May Dr. Debbie Gibson DWNP,
Morning [PM] Research
Division
18 May Closing Session with ODMP Project Secretariat
Afternoon Dr. Eliot Taylor
Ms. Portia Segomelo
Mr. Sekgowa Motsumi
[PA, ST, PM, BB]
18 May Ms. Alice Morrin Private
Afternoon [ST] researcher
19 May Departure from Maun
January 2006 66
Appendix 3. List of Key Documents Consulted
ACORD (No date). Knowing and Doing. A Study on Knowledge, Attitudes, Practices and Behaviour on
HIV/AIDS in Ngamiland West. Gomare: ACORD.
Acreman M (2004). Water and ecology. In: Dooge J and Selborne J (eds), Water and Ethics. Paris:
United Nations Educational, Scientific and Cultural Organization (UNESCO). 35 pp.
Adams JS and McShane TO (1996). The Myth of Wild Africa. Berkeley: University of California Press.
282 pp.
Agosti D, Majer JD, Alonso LE and Schultz TR (eds) (2000). Ants. Standard Methods for Measuring
and Monitoring Biodiversity. Washington: Smithsonian Institution Press. 280 pp.
Ali SH (1996). Water and Diamonds: The Lost Paradox of Resource Scarcity and Environmental
Degradation in Southern Africa. Unpublished Master of Environmental Studies Thesis, Yale
University, New Haven.
Alonso LE and Nordin L-A (2003). A Rapid Biological Assessment of the Aquatic Ecosystems of the
Okavango Delta Botswana: High Water Survey. Rapid assessment Program Bulletin of
Biological Assessment, 27. Washington: Conservation International. 248 pp.
Andersen L, Magnussen P, Wouters JSM, Berczy JJ, Friis H and Ali MI (1985). Human
schistosomiasis in Ngamiland, Botswana. Tropical and Geographical Medicine, 37: 291-294.
Andersson A, Gumbricht T, Hughes D, Kniveton D, Ringrose S, Savenije HHG, Todd M, Wilk J and
Wolski P (2003). Water flow dynamics in the Okavango River basin and Delta - a prerequisite
for the ecosystems of the Delta. Physics and Chemistry of the Earth, 28: 1165-1172.
Arntzen JW (2003). An Economic View on Wildlife Management Areas in Botswana. Gaborone:
IUCN/SNV CBNRM Support Programme Occasional Paper 10.
Arntzen JW (2005). Livelihoods and Biodiversity in the Okavango Delta, Botswana. Gaborone: Centre
for Applied Research. Report prepared for the PDF-B stage of the GEF project ‘Building Local
Capacity for Conservation and Sustainable Use of Biodiversity in the Okavango Delta’.
Ashton PJ (2000a). Potential environmental impacts associated with the proposed abstraction of water
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January 2006 77
Appendix 4. List of Stakeholders Consulted
ODMP Project Secretariat, Maun

Ms Portia Segomelo, Project Coordinator
Dr Eliot Taylor, Chief Technical Advisor
Mr Sekgowa Motsumi, Outreach Officer
Okavango Delta Management Plan Project, Components 3 and 4

Dr Alasdair Macdonald, Team Leader, Components 3 and 4
Harry Oppenheimer Okavango Research Centre (HOORC), Maun

Professor Lars Ramberg, Director
Ms Hannelore Bendsen, Project Leader for HOORC ODMP component, Participatory planner
Ms Connie Masalila, ODMP GIS Expert, (Responsible for the ODMP database)
Dr Cornelis VanderPost, ODMP Task force for land use, (Responsible for Data Management)
Mr Mike Murray-Hudson, ODMP Task force for vegetation
Dr Piotr Wolski, ODMP task force for hydrology
Professor Susan Ringrose, Ecology of the delta e.g. soil, geology, vegetation etc.
Dr Caspar Bonyongo, ODMP Task force for wildlife
Dr Molele, Co-ordinating proposal for the “Wet Bio-Project” to be funded by UNDP/GEF
Dr Don Kgathi, ODMP Task force for waste management, Coordinator WERD project (EU)
Dr W. Masambra, Water quality e.g. nutrients and aquatic weeds
Mr Kita Mosepele, ODMP Task force for fisheries
Mr Innocent Magole, ODMP Task force for tourism
Professor Larry Swatuk, ODMP Task force for Policy and planning
Mr O.T. Thakadu, Outreach and Information Officer
Mr H. Kiberu, Librarian
Mr J. Mbaiwa, Tourism and Protected Areas
Mr G. Mmopelwa, Social Systems
Government of Botswana – Ngamiland:
District Administration, Ngamiland District, Maun

Mr K. Macha, Principal District Officer (Development)
Department of Tourism (DoT), Maun

Ms Patricia Chilume, Regional Tourism Officer
Ms Felicity Rabolo, Assistant Tourism Officer
Department of Water Affairs (DWA), Maun

Dr C. Naidu Kurugundla, Senior Botanist, Aquatic Vegetation Control
Mr B.S Majatsie, Hydrology
Mr B.M. Majatsie, Water Law
Mr K. Baeti, Hydrology
Mr M.R. Gojamang, Water Supply
Ministry of Agriculture, Gaborone

Mr Raymond M. Kwerepe, Member of ODMP Steering Committee
January 2006 78
Department of Agricultural Research, Maun

Mr Geoff Wiles, Principal Agricultural Research Officer
Mr Jonah Luzani, Senior Agricultural Research Officer
Mr Orman Roy, Research Officer
Agricultural Planning and Statistics, Maun

Mr R. Khan, Senior Agricultural Officer
Agricultural Resource Board (ARB), Maun

Mr Boikago Maswabi, Conservation Officer
Forestry Division, Maun

Mr Kealeboga Kemoreile, Regional Forestry Officer
Department of Animal Health and Production (DAHP), Maun

Mr O. Gaepone, Senior Veterinary Officer
Tawana Land Board (TLB), Maun

Mr Shimane Mongati, Senior Physical Planner
Department of Wildlife and National Parks (DWNP), Maun

Mr S. Mosojane, District Wildlife Co-ordinator
Department of Wildlife and National Parks (DWNP), Research Division, Maun

Ms Mompoloki Lettie Pitlagano, Head of Research Division
Dr Debbie Gibson, Consultant to DWNP
Ms Zenzele Mpofu, Research Officer
Ms Eda Gaobinelwe, Research Officer
Department of Wildlife and Nature Parks (DWNP), Fisheries Division, Maun

Mr Shaft Nengu, Senior Scientific Officer
Mr Thethela Bokhutlo
North West District Council (NWDC), Waste Management, Maun

Mr T. Balapi
North West District Council (NWDC), Physical Planning Unit, Maun

Mr Fanuel Kibakaya – Principal Physical Planner II
Mr M. Morapedi, Physical Planner 1
North West District Council (NWDC), Economic Planning Unit, Maun

Mr Mafila Malesu, Tourism Officer
Government of Botswana – Gaborone:
Department of Water Affairs, Hydrology Modelling Unit, Gaborone

Mr Benjamin Mafa, dmafa@gov.bw
Mr Ditiro Moalafhi, dmoalafhi@gov.bw
Mr Kolamelo Dikgola, kdikgola@gov.bw
Department of Geological Survey, Gaborone

Mr Magowe Magowe, Hydrogeology division, mangowe@gov.bw
Mr Chakalisa Chilume, Environmental division, cchilume@gov.bw
Mr Thatauaone Tladi, Chemistry, chtladi@gov.bw
January 2006 79
Mr L.V. Ramokate, Regional, lvramokate@gov.bw

Mr Dgopotse Motsewabathata, Chemistry, dmotsewabathata@gov.bw
Mr Mothusi Ntshole, Regional, mmntshole@gov.bw
Mr T.H. Ngwisanyi, Geophysics, tngwisanyi@gov.bw
Individuals from Other Organisations:
Dr Ruud Jansen, Former Director, IUCN Botswana, Maun

Mr Pete Hancock, Birdlife Botswana, Maun
Ms Belda Mosepele, Conservation International, Maun
Mr Map Ives, Okavango Wilderness Safaris, Maun
Mr Grant Atkinson, Okavango Wilderness Safaris, Maun
Mr Paul Sheller, Independent Consultant, Maun
Dr Margaret J McFarlane, Bosele Investments, Maun
Ms A. Morrin, Independent Researcher, Maun
January 2006 80
Appendix 5. Proceedings and Concluding Comments from the Maun Workshop
Stakeholder Workshop, Maun Lodge, 16 May 2005
Introduction
An ODMP Stakeholder Workshop for the Research and Data Management Component was
held on 16 May at the Maun Lodge. The main objectives of the workshop were to present
the working methodology and the draft approach to the research strategy prepared by the
research strategy team, and to obtain feedback from stakeholders that would be used to
finalise the research strategy.
The workshop opened with four brief presentations on: An overall approach to the research
strategy, followed by three overviews on more specific research needs in three key areas
within the framework of ODMP, namely hydrology, ecology and socio-economics. This
division was used for simplicity; however, the research strategy team stressed that these
sections would not simply stand alone in the final research strategy. Instead, they would be
closely integrated into a cohesive strategy that focussed on management-related issues
within the Okavango Delta Ramsar Site. The various points that were made during the four
presentations are shown in the PowerPoint slides provided at the end of Appendix 5.
After the presentations, the workshop participants divided into three focus groups (hydrology,
ecology, and socio-economics) to discuss the proposed research strategy components for
each of these sub-sections. Each focus group then reported back on their findings to the
plenary session of the workshop.
Feedback from the Ecology working group
The Ecology working group expressed that the material that was presented was not clear
enough, especially regarding the objectives of the strategy. For example: 1) Is human use
the only objective of the strategy? 2) Should the objective of the strategy rather be to
address the impacts of the users on the ecological system? 3) Do the present problems of
stakeholders provide a solid base for a research strategy for future management of the Delta
Management Plan? 4) Can management provide clear management-oriented questions to
lay the foundation for the research strategy? (For example, what are the population trends
and dynamics of large herbivores?)
During the discussion in the group, and later in the final plenary session, it was clarified that
the focus of the draft research strategy is on management with respect to human use, for
example: what are the key ecological aspects that require management in order to achieve a
situation that can sustain human use of the Okavango Delta and its ecological components?
Thus, while human use might not be the only objective of the management of the Ramsar
site, the main problems requiring research and action are related to human use and
exploitation of the Okavango Delta’s natural resources.
The working group thought that more focus should be placed on conservation objectives,
since the requirements of a Ramsar site are focused on conservation as well as wise-use of
resources. However, since the ODMP has to address both the existing and anticipated
future problems related to human use of all natural resources comprising the Okavango
Delta, the ODMP research strategy must have a primary focus on management questions.
January 2006 81
Nevertheless, while the primary objective of the ODMP research strategy is to provide the
information needed for wise management of the resources, rather than attempting only to
improve the scientific understanding of ecological processes, it is anticipated that successful
execution of the research strategy will achieve both of these objectives. Ideally, the research
strategy has to provide a balanced portfolio of broad strategic, longer-term research
guidelines and specific key problem areas that require immediate attention. Researchers in
the working group noted this difference and felt that some of the topics presented were too
broad and strategic in nature, appearing almost vague, while other topics were too narrowly
focussed. The main problem faced by the group was the need to accept that a research
strategy normally contains a broad, over-arching approach that spans many different
technical disciplines, and seldom contains specific details of individual research projects.
The approach followed by the research strategy team was to provide broad research
guidelines that would assist management decision-making, and not to identify specific
research needs. However, the group felt that more specific details were needed and that
careful attention should be given to prioritisation of research needs, and that care should be
taken to avoid confusing a strategy with a general wish list.
The working group recommended that a high priority should be given to understanding the
relationships and dynamics between organisms and their habitats, for example with respect
to:
• Veld fire impacts on grazing resources;
• Predators and their interactions with herbivores;
• Vegetation harvesting by communities;
• Channelling of water and sediment flows in the Delta; and
• Water obstructions caused by vegetation blockages in channels.
The participants also pointed out that there is a need to identify appropriate biological
indicators that can be used to monitor the “health” of the Okavango Delta ecosystem.
The remainder of the discussion was not focused on the ODMP research strategy but was a
(very valid) exchange of views on the frustrations experienced by delegates regarding the
scope, content and operations of the ODMP project; limited technical capacity within most
participating institutions; and lack of certainty about government priorities.
The different roles of government organisations and universities (e.g. HOORC) were
discussed in broad terms. Many Government departments are involved in monitoring and
also conduct some research, but are generally understaffed for both of these activities. From
the discussion, it appears that Government has no plans to increase the capacity for
research and monitoring in different departments, preferring to do only the most
strategic/critical research and monitoring internally, and outsourcing the remainder. The
available capacity for research and monitoring differs between departments. For example,
DWNP conducts some research internally while other projects are outsourced to consultants
(for example under ODMP); while DoT have very limited resources indeed and must rely on
external consultants for all their research needs.
A large part of the working group came to the very logical conclusion that HOORC is the only
organisation that has the critical mass of capable staff to conduct research. The group felt
that HOORC should coordinate research and monitoring activities, ensure that their activities
supplement the research and monitoring conducted in Government departments, and that
routine monitoring is guided by research, research needs and management needs. Local
people can assist in monitoring as is happening in the “MUMS” project. However, while such
an approach is desirable, it would need careful quality checks as well as thorough guidance.
January 2006 82
Some of the HOORC staff members present argued that their institution is understaffed and
poorly equipped to take on the leading role in research and monitoring. The present system
for performance evaluation and promotion of HOORC staff (as for other staff members in the
University of Botswana) has a primary focus on the publishing of peer-reviewed articles in
scientific journals. While HOORC staff has a mandate to serve local communities and assist
them in the sustainable use of their natural resources, the performance evaluation scheme
downplays the community service part of their overall performance.
Delegates indicated that there appears to be a widespread problem with retaining qualified
and experienced staff in the Government service. Personnel who are motivated to improve
their qualifications and experience tend to leave Government service once they have
obtained a higher degree, to take up better-paid jobs that have greater challenges and higher
levels of responsibility. Therefore, improved capacity building with respect to research and
monitoring in the Government sector is likely be provide only one part of the solution; the
need to ensure job satisfaction in the Government sector is equally important.
The different components of the ODMP project appear to demonstrate varied levels of
enthusiasm for their participation in the project. Most individuals are trying hard to participate
effectively, but experience the situation that the ODMP project does not enjoy a high enough
priority within their respective departments. The present situation with frequent staff
transfers and most Government employees in Maun being deployed there from elsewhere,
does not improve the motivation of personnel within the district. The former NCSA did not
appear to have the necessary level of authority to insist on its priorities with regard to the
ODMP; without that impetus, the ODMP project was only able to move slowly. Delegates
expressed the opinion that NCSA’s expected change of status from an agency to a full
department (DEA) would hopefully change the situation significantly.
Feedback from the Hydrology working group
The discussion of the hydrology working group was closely aligned with the material that was
presented and the participants produced a consensus list of research priorities.
The fundamental issues discussed were:

1. The great importance of predictions of the spatial distribution of floods.
2. A comprehensive research database and a library for the ODMP project are presently
being developed at HOORC under the Data Management and Research Component,
where all the following information can be found:
• Documents detailing previous research outputs;
• On-going research reports;
• Lists of data collected – i.e. data archive;
• Information (i.e. meta-data) on what data are available; and
• Copies of post-graduate MSc and PhD theses.
Once the database is fully updated and functional, research gaps can be identified.
3. The relationships between monitoring activities and research activities:
• When the ODMP monitoring programme for the hydraulic component was being
developed, the importance of clearly separating the monitoring and research activities
was stressed. However, because research results can provide important inputs to
the design of a monitoring programme, the two components should be closely
integrated. This will ensure that the design of a monitoring network is based on well
January 2006 83
researched formulations of significant hydrological variables to be monitored at

clearly identified monitoring locations. This feature was missing from the workshop
presentation that outlined the monitoring programme for the hydraulic component, as
well as the draft ODMP research strategy.
• The proposed hydrology and water quality monitoring programme includes basic
hydrological and water quality parameters but does not include measurements of
water levels in the flood plains. It was agreed that this information is important to
enable satellite images of flooded areas to be ground-truthed.
4. Relationship between research strategy and the hydrological model:
• The draft research strategy for ODMP presented some research issues which were
clearly driven by the need to improve the inputs and parameterization of the
hydrological model. However, the emphasis of a research strategy for the entire
ODMP should focus on problem-solving research rather than only on improvement of
the hydrological model. Research that is directed towards improving the model
should only be undertaken where a clear benefit can be derived, in terms of
improvement of model’s capacity to solve management problems.
• The hydrological research results should be widely and generally applicable, and
useable in any model.
• Data remain while models come and go. At present, the MIKE SHE model is used as
the water management model of choice; this may change with time and other models
may replace the MIKE SHE model in the future.
Discussion of research priorities
The research topics presented at the workshop were discussed. Some topics were modified
while others were merged or omitted. A consensus list of research priorities was formulated.
The delegates recognized the need to establish long-term interdisciplinary research sites,
and suggested that these research sites should be structured according to hydro-ecology
zones, to cover the Panhandle, permanent swamp, seasonal floodplains, etc.
Research topics considered to be of the highest priority were:

Sediment Finalize sediment transport Sediment transport studies:
transport module in ODMP model • Sediment accumulation and
Water quality Include water quality module in the 1. Transport and turnover of
ODMP model to simulate the selected compounds
behaviour of: 2. Effects of land use, especially:
• Turbidity • Irrigation
• Nutrients • Settlements
• Selected pollutants • Fire
• Lodges
3. Interactions with vegetation,
specifically channel blocking by
vegetation
4. Interactions with animals
Factors affecting 1. Develop improved mapping Ground truth mapping
flood distribution techniques for flooding based
and frequency on remote sensing data;
January 2006 84
2. Mapping of floods. This should

explicitly address derivation of
factors such as long-term data
on flood duration and flooding
scales;
3. Quantification of controls to
flow (topography, vegetation
and its dynamics in response
to flood variation, fire, etc.),
and their relative importance,
in connection specifically with
an analysis of model sensitivity
to topography, morphology,
vegetation dynamics.
Research topics considered to be of medium priority:

Assimilation of 1. Improving spatial coverage of Ground truth mapping
remote sensing rainfall estimates
data 2. Improve estimates of evapo-
transpiration
Tectonic activity Analysis of effect of tectonic
activity on flow patterns
Impact of climate Analysis of potential effects of
change climate change on flooding
conditions in Delta using climate
change scenarios
Surface water – 1. Process studies of linkages
groundwater between surface water and
interaction groundwater in flood plains
2. Effect of groundwater depth on
evapo-transpiration
Salinization 1. Relationships between fresh
water and saline water
2. Effect of groundwater mining
on salinization
3. Impact of groundwater salinity
on (plant) root uptake of water
Research topics considered to be of lower priority:

Airborne Airborne geophysics for measuring Investigations may include
measurements aquifer characteristics selected research sites
• Geological structure,
stratification and composition
• Saline areas and interface
fresh water / saline water
• Depth to groundwater table
Groundwater 1. Analysis of boundaries of 1. Borehole logging
boundaries and regional aquifer and impact on 2. Surface seismic and electrical
January 2006 85
dynamics overall water balance resistivity profiling

2. Analysis of flow exchanges 3. Analysis of groundwater
between aquifer units dynamics and exchange
between aquifer units
Feed back from the Socio-economic Working Group
The socio-economic working group found that the proposed framework for the socio-
economic sub-strategy, e.g. division of the sector into four segments, namely: 1) Livelihoods;
2) Economics; 3) Governance; and 4) Spatial distribution, was appropriate for the ODMP
project. The working group discussed specific areas that should be given a high priority for
research.
1. Health:
• Impacts of HIV with respect to:
o Income-generating activities;
o Land use changes; and
o Strategies to mainstream HIV/AIDS into governance and service provision – for
example, agricultural extension services.
• Demographic data:
o Lack of data on causes of mortality; and
o Predictions regarding the percentage of the population that is affected by
HIV/AIDS are extrapolated from data on pregnant women attending antenatal
clinics; are these data sufficiently reliable for management decisions and actions?
• Monitoring of diseases, especially waterborne diseases:
o Bilharzia; and
o Malaria.
2. The International dimension:

• Need to include the dynamics of people and land use changes in the entire basin;
• Impact of trans-boundary natural resource management (TBNRM) on the Okavango
Delta and on the Okavango basin as a whole.
3. Impact of changing Government institutional structures on land use, and the

effectiveness of these Government institutions in terms of their ability to manage natural
resources and provide services to people.
4. Impact of hydraulic changes on land use and livelihood strategies, taking into
consideration urban migration as well as limitations to the earlier flexibility of these
communities by:
• Fences;
• The new Settlement Strategy; and
• Modernisation processes, e.g. Schools, boreholes and health clinics.
The presence or absence of water is a determining factor for most processes that are
important to human life and well-being in the Okavango Delta. Therefore, there is a
pressing need for socio-economic research (as well as ecological research) to provide
information that can be used to improve model predictions on hydrological conditions.
However, there are several problems associated with the different scales at which socio-
economic (finer) and hydrological (coarser) issues are currently dealt with. The working
group stressed that it would be a great advantage if the hydrological component of the
January 2006 86
ODMP project could provide information at a finer scale in some selected areas of
particular importance for socio-economic research and monitoring.
5. Effect of urbanisation on patterns of use of natural resources.
6. The role of the Okavango Delta inhabitants in conservation planning and the sustainable
use of the natural resources.
7. Impact of tourism developments on the:

• Status of the environment; and
• Job creation.
Besides identifying relevant broad socio-economic research areas, the delegates discussed
the need to co-ordinate research and monitoring activities. Delegates also identified the
important issue that most institutions have insufficient technical capacity to conduct whatever
research and monitoring activities might be needed for the ODMP. It was clear that there
was very little information available on who (in which institutions) would be capable of
carrying out the required socio-economic research, and who could coordinate it.
Because HOORC has a limited research capacity, delegates suggested that other
organizations should be involved to a greater extent than they are at present, e.g. the
University of Botswana Main Campus, Government organisations, the private sector, NGO’s
and private researchers. Close co-ordination is essential for both research and monitoring;
HOORC could fulfil this role and also conduct some research, supplemented by researchers
from the University of Botswana Main Campus and private researchers. NGO’s could
contribute especially to applied research while Government organisations could contribute to
the implementation of monitoring programmes. Wherever possible, local communities
should also be involved in monitoring environmental changes in the Okavango Delta. Some
projects are already underway where communities monitor their environment to identify
changes that they have agreed as being either “acceptable” or “unacceptable”.
The delegates stressed the urgent need to closely co-ordinate and manage research and
monitoring activities. Delegates also expressed the opinion that all data collected by
government departments should feed into the research process to provide a sound basis for
continuously updating the monitoring process.
Final comments
Dr Alasdair Macdonald (Team Leader for the Research and Data Management Component
of the ODMP Project) raised the issue of how best to use the small remaining budget for this
component. Dr Macdonald proposed that the research strategy team should advise the
ODMP Secretariat how the use of these remaining funds should be prioritised; for example:
to extend the contract of essential staff working for the component, or to undertake some
form of urgent short-term research. HOORC will make the final decision, based on the
recommendation made by the research strategy team.
Delegates expressed the fact there is still some confusion as to how the research strategy
process will be finalized; for example, which organisation has to approve the finalised
research strategy and who will be responsible for its implementation. Ms Portia Segomelo,
the ODMP Project Co-ordinator, explained that the formal process for approving the draft
research strategy will be driven by the ODMP Project Steering Committee. In future, the
Department of Environmental Affairs (DEA), perhaps in the form of a semi-permanent body
responsible for implementing the ODMP, will have overall responsibility for the research
January 2006 87
strategy. However, the main responsibility for implementation of the research strategy will
probably be placed at HOORC.
Some HOORC staff members expressed their concern that HOORC might not be properly
able to take on the additional responsibilities linked to the ODMP research strategy because
of present staff shortages and funding restrictions.
The research strategy team stressed that HOORC’s role is made more complicated by the
present internal agreement, where HOORC is unable to tender for consultancies under
ODMP; this difficult situation is compounded by the publications criteria used by the
University of Botswana to evaluate staff performance and promotion prospects. Concerted
attempts need be made to rationalize these obstacles to HOORC’s successful participation in
the ODMP project.
HOORC could have a unique role in terms of reviewing consultancies under ODMP, bringing
people together to coordinate and facilitate research for ODMP and finally as a preferred
supplier of research. Discussions between HOORC and the ODMP Project Secretariat are
needed to finalise the role of HOORC in providing research services to the ODMP.
The chairman, Professor Lars Ramberg, ended the workshop session by expressing his
appreciation with the process that had been followed. The research strategy team are
“Outsiders” who have been brought in to ensure objectivity in formulating the research
strategy, and to bring in new ideas. The result presented at the workshop is a reasonably
comprehensive draft research strategy that is based on stakeholder interviews and has been
discussed with stakeholders. The comments received from the workshop delegates will now
be used to finalise the research strategy and stakeholders will again be given a chance to
comment on the final version of the research strategy. Thus the final research strategy will
be a collective achievement. Adding to the positives, the Okavango Delta has found new
ambassadors outside Botswana, who will continue to work for the interest of this place and
its people.
Dr. Debbie Gibson closed the workshop with optimism regarding the many issues brought up
and discussed openly and the achievements that have been made to date. Finally, she
confirmed the offer of close support and assistance from all stakeholders to the research
strategy team so that research strategy could be finalized and implemented.
Concluding Comments by P.J. Ashton
2. Today’s workshop on the ODMP Research Strategy addressed Hydrology, Ecology and
Socio-economics. These represent the three key focus areas for management of the
Okavango Delta and are also closely inter-related. It is important to note that these
components must now be fully integrated to form the final ODMP Research Strategy –
they will not remain as three individual, ‘stand alone’ strategies.
3. From the discussions that have arisen during this workshop, it is clear that our team
should have indicated more clearly where and how the Research Strategy fits into the
overall ODMP. This would have helped everyone to have a better, shared
understanding of the purpose and scope of the strategy.
4. There is a clear need to indicate what will happen after the ODMP has been drawn up.
More specifically, people need to know:
• Who will be responsible for implementing the plan?
• How the plan will be implemented?
• Who will review and evaluate the degree of success achieved by the plan?
5. Delegates at today’s workshop have expressed a need for a much clearer
understanding of the management objectives in the ODMP, how these will be translated
January 2006 88
into research questions, who will do this, and the basis upon which decisions will be
made.
6. There is a clear recognition that pressing capacity shortages (of skilled, trained and
experienced personnel) could prevent effective implementation of the ODMP, or delay
its implementation.
7. There is a need to understand the linkages and inter-relationships between the ODMP,
Botswana’s national research strategy, the HOORC research strategy and the
OKACOM Okavango Basin Management Plan. Clearly, these strategies and plans
must be aligned with, and complement, each other.
8. There is a need for greater clarity on how the different research programmes and
projects will be co-ordinated effectively under the auspices of ODMP, to ensure that
their collective outputs have the greatest advantage for ODMP. It seems clear that this
could only be achieved if there is some form of Research Advisory Group or Committee
that can co-ordinate and advise whichever body or organization is tasked with
implementing the ODMP. However, if such a Research Advisory Group (RAG) is to be
constituted, this will raise some important additional questions, for example:
• How large should the RAG be? If it is too large, it may not be efficient or effective in
its deliberations.
• Which organizations should be represented?
• How frequently should they meet?
• What would be the respective roles of the participants?
• What executive powers would each representative have?
9. Many stakeholders have indicated that there is a clear need to improve the way that the
research permit process is conducted. This would help to avoid duplication of effort,
assist the Botswana Government to achieve its various responsibilities with regard to
the Okavango Delta, and ensure that the benefits of the research are properly
understood, aligned with, and assist management of the Okavango Delta.
10. The Government of Botswana has indicated that there is little likelihood that the
country’s public service will be expanded. Therefore, there is little likelihood that the
widespread shortages of professional staff in many institutions engaged in activities
relevant to management of the Okavango Delta will be resolved in the short- to medium-
term.
11. In view of this (point #9), it will probably be necessary for individuals in these institutions
to form some type of “virtual institution” or “community of practice” and use innovative
ways to extend and improve the ways in which they communicate and interact with each
other.
12. There is a clear need for guidance as to how the different Government Departments will
be able to deliver on their ODMP responsibilities when these may not always be fully
aligned with the respective line functions and priorities within these Departments. This
is particularly important for those institutions with a shortage of professional staff, where
pressing departmental matters may be considered to take first priority.
13. Staff shortages in many Government Departments have forced these Departments to
outsource many (if not most) of their research requirements. Importantly, HOORC
occupies a rather unique position as the largest source of researchers on the Okavango
Delta. The ODMP Secretariat in consultation with the other institutions and stakeholder
groups may need to consider allowing HOORC to enjoy a “preferred supplier” status
with regard to research services.
14. Ultimately, the ODMP must make a sustained and positive difference in people’s lives
over the long-term. In particular, it must ensure that:
• The Okavango Delta ecosystem retains all of its essential characteristics and
functions, and continues to be able to meet the human-centred needs for goods,
services and benefits on a sustainable basis.
• ODMP can support Botswana’s position in OKACOM interactions and must be able
to link clearly with other basin-wide initiatives.
January 2006 89
• Research conducted under ODMP must be closely aligned with ODMP needs and
must help to improve and refine management decisions and actions.
• There is a clear and acknowledged role for researchers and their research outputs,
and a defined process whereby these research outputs can be translated into social
and economic outcomes that benefit stakeholders.
15. Today’s workshop has demonstrated very clearly that stakeholders are both passionate
about, and committed to, the Okavango Delta. It is very important for us all to recognize
this, since this passion and commitment is the basis upon which stakeholders are able
to demonstrate responsibility, accountability and ownership for their actions. Without
this commitment, it will be impossible to ensure that the Okavango Delta continues to
remain a global ‘flagship’ in future.
Thank you for your attention. It has been a pleasure and a privilege to work with you.
Copies of PowerPoint slides presented at the Maun Workshop
Objectives of this Workshop

1. The role of the reseach strategy team
2. The team approach to the research

strategy formulation
3. Presentation of findings and ideas

Development of a
Research Strategy for 4. Discussions and Feedback
the Okavango Delta
5. Finalisation of the research strategy
Management Plan
and “handing over the baton”
Outline Of Presentation
RESEARCH AND THE
1. Botswana responsible for managing
OKAVANGO DELTA the Okavango Delta - the ODMP
MANAGEMENT PLAN
2. Critical role of research for effective
implementation of the ODMP and
managing the Okavango Delta
Peter J. Ashton
3. Need to plan and co-ordinate research
and monitoring efforts
CSIR, Pretoria
4. Developing a five-year strategy that
follows the ODMP preparation
January 2006 90
The Okavango Delta Ramsar Site Systems Dependencies

18° S
22° E 24° E
Mohembo
Mohembo Angola
East Tobera
Human Use:
West
Namibia
Yakao
Sekondomboro
Shakawe Ngarange
Samochima
Sechenje
Mogotho
Domestic, Agriculture,
Xhaoga
Ncamaseri
Shaowe
Gudigwa
Botswana Water Industry
Kajaja Mawana
Dungu Eretogha
Beetsha
and Sediments
Hydrology
Tsodilo Sepopa
Seronga
Gonutiogha
Jao
Dynamic Alluvial
Etsha 13
Etsha 8
Etsha 6 Khwai
Fan
Mababe
Etsha 1
Gumare
Many Habitats
Tutu
Sankuro
Biological Species &

LEGEND
Population
Nokaneng Ramsar Site Diversity & Ecology
Green Grass on Productivity
Ditshipi
Abundance
Shorobe
Daunara
Flooded Area
Floodplains
Boro
Habu
Xaraxau Matlapaneng Lodge
20° S Maun Airfield
Chanoga
Tsao Veterinary Fence
Makukung
Semboyo
Homana
Makalamabedi
Sehitwa Village Human Use : People
Hunting, CBNRM, Tourism,
Toteng
Kgakga
Sehitwa
N
Bottratogo
50 km
Commercial Extraction
Kareng Sodibeng
Botswana’s Responsibilities Okavango Delta Management Plan

• Signed and ratified several key 8.
Vegetation
12.
Sustainable 11. 9.
international conventions and accords Resources Livestock Waste
Management
Settlement
Development
Management Management
• Okavango Delta is the world’s largest
Species
5.
Wildlife
6.
Planning
Ramsar Site – formal requirement for a and Management Vision &

Sustainable
Tourism and People
Ecology
management plan to be implemented Communication CBNRM
7.
• Signed and ratified several regional Sustainable
Fisheries Utilisation
Okavango Delta
Management Plan
10.
Sustainable
Land Use
treaties and protocols - e.g. OKACOM & Management
Negotiation,
• Increased attention focused on the Hydrology
Decisions,
Actions Management
Delta as a key component of national 4. 2.
3.
Research, Data
economy – society, tourism, economics Hydrology &
Water Resources
1.
Policy, Planning
Dialogue,
Communication &
Management &
• ODMP & Strategy Participatory

Networking
set up to integrate sectors Planning
Research and Monitoring in Key Research Issues

the Management Process
Provide sufficient Skills
Information, Equipment,
• Effective management of the Okavango
Select Options
Design
Management Plan
Funding
Implement
Delta requires a balance of many types
and Take
Decisions
and Allocate
Responsibilities
Management
Actions
of research - usually with very different
M purposes, ranging from improved
Identify Appropriate
Management
Agree on
Criteria for
Monitor, Evaluate
and Audit Effectiveness understanding to answering specific
Strategies Success of Management Actions
M R
management-oriented questions
Create Shared
Vision and Agree
R Design, Implement
and Review Long-
Term Monitoring
• Research linked closely to monitoring
on Objectives
Programme M and data management activities
Confirm
Stakeholder
Issues
Understand
System
Characteristics
Commission and
Evaluate Focussed
R • Research must be carefully planned
M R M R
Research Programmes
and co-ordinated to be effective
January 2006 91
Need for Co-ordination Developing a Research Strategy

• Need to identify specific roles and
• Focus on:
requirements of different monitoring,
research and data management “agents” Providing answers to specific management
questions – emphasis on directed research
– GoB, academics, private sector, NGOs
and independent researchers
Improved understanding of system features
and responses – increased confidence in
• Need to co-ordinate the research permit predictions and improved reliability of
process and promote sharing of information for decision-makers
research findings Effective and efficient use of resources
• Ministries need to work together to Avoiding duplication of effort / time wasting
examine “research applications” and Helping Botswana meet expectations
their potential outcomes Ensuring viability of the Okavango Delta
Keys to Successful
Implementation of a Research
Strategy for the ODMP Suggestions for Hydrological
• Defined and agreed roles and Research
responsibilities for all parties
• Close co-ordination of all research
efforts – alignment with strategic
objectives of ODMP Karsten H. Jensen
• Effective sharing of research results
and incorporation into management University of Copenhagen, Denmark
decisions and actions
• Dissemination to all stakeholders
Objective Requirements for Water

Management Tool
Improved integrated water
resources management of the • Provide reliable answers to management
Okavango Delta Ramsar Site questions
Methodology: • Provide reliable answers to stakeholder
• Develop a water resources questions
management tool • Provide reliable answers to questions
• Monitoring about the state of the Okavango Delta
• Research
January 2006 92
Overall Concept Modelling Approaches (1)

Answers to be Provided
• Earlier model developments
System understanding Insufficient description of processes
• Gumbricht
Research
et al.
Predictions of
• flooding :
Does not provide sufficiently detailed
Monitoring data Management
• water balance
• water levels
representation of catchment characteristics
model
• water flow
• groundwater levels
for management purposes
• sediment
• water quality • Wolski et al.
Not yet able to analyze effects caused by
What if ? Model operator
Appropriate
Management
physical changes within Delta
Response
• Bauer et al.
Not fully appropriate for management
Data Requirements for

Modelling Approaches (2)
ODMP Model
• MIKE SHE • Driving variables
Integrates flows in channels and
Flows at Mohembo
floodplains, plus unsaturated and
Spatial and temporal rainfall and
climatological data in Delta
groundwater flows, and evapotranspiration
Advanced input-output facilities assist • Vegetation characteristics
management decision-making Land-use patterns
Spatial and temporal variation in vegetation
characteristics (height, leaf, root depth)
• Calibration and validation variables
Flood distribution
Water levels and flows in channels
Groundwater levels
Specific Information Monitoring of Hydrology and

Requirements Water Quality
• Topographical information • Primary purposes
Surface elevation (digital elevation model)
Improved understanding of Okavango Delta
Channel cross-sections
system
• Geological information Support / underpin water management
Sedimentological settings of basin decisions
Boundaries, fault zones Evaluate impact of water management
• Distributed parameters decisions
Surface flow resistance values Evaluate external effects such as climate
Soil hydraulic values change, human intervention in the upper
Groundwater hydraulic values basin, as well as episodic events such as
Vegetation resistance to flow contamination spills and tectonic activity
January 2006 93
Existing Monitoring (1) Existing Monitoring (2)

• Upper basin (Angola) • Rainfall and meteorology
No systematic data collection for 30 years 5 DMS weather stations along western and
southern margins; 2 with reasonable time series
• Delta area Almost no long-term data from inside Delta
In general terms in a relatively poor state • Surface water
- Access difficult Dense network in Delta, approximately:
- Damage by wild animals - 70 water level stations, of which
- Not enough maintenance - 30 are discharge stations
- Too few trained technical staff Problems with continuity and quality of data
- Insufficient use of modern database • Sediment transport
management approaches
- Not enough data interpretation and use Few systematic or long-term monitoring data
Existing Monitoring (3) Upgrading and Rehabilitation

of Monitoring Programme
• Groundwater
• Responsibility: DWA in collaboration
Over 1000 boreholes within the Ramsar with Dept. Met. Services
Site, but very few are monitored • Database in Gaborone, transfer to
HOORC for further dissemination
Few boreholes along the north-east margin • Allocated funding under ODMP:
Virtually no boreholes in the Delta BWP 1,390,000
Some DWA monitoring in well fields OPINION :

around Maun for water level and quality • Sound and practical proposal that
can support the data requirements
• Surface water quality of the ODMP model
• Implementation should begin as soon
Few systematic or long-term data available as possible
• Gives rise to concern that there is no
allocation for additional technical staff
Most Previous Research Future Research Requirements

Conducted at HOORC and Wits
Improved reliability and predictive
• Water flow dynamics and water balance capability of the ODMP water resources
studies at various scales management model requires basic and
• Annual and seasonal flooding using directed interdisciplinary research at:
modelling and satellite images • Delta-wide scale
• Mapping of vegetation and ecological Spatial variation of key processes
conditions in Delta with several techniques • Local scale
• Effects of flooding on nutrients and biology Establish selected common research sites (small
• Surface water – groundwater interactions
catchments of few km2) representing typical or key
landscape elements
• Groundwater resources in Maun area Interdisciplinary field and theoretical studies of
• Sedimentation and inorganic chemistry
hydrology, hydraulics, sediment transport, channel
blocking and shifting, water quality, ecology
January 2006 94
Delta-Wide Research (1) Delta-Wide Research (2)

• Finalize sediment transport component • Refine topographical model based on
(currently being developed) additional field surveys, satellite data and
• Include water quality component to simulate: airborne data
Analyze sensitivity to spatial resolution
Transport of nutrients
• Map and analyse seasonal and annual
Transport and accumulation of salts fluctuations in flooding characteristics using
• Assimilate remote sensing data in model for satellite data
improved spatial coverage of rainfall and ET • Define boundaries of regional aquifer and
• Use airborne geophysics to measure aquifer flow exchanges between aquifer units
characteristics in larger parts of the Delta: • Analyse impacts of tectonic activity on Delta
Geological structure • Evaluate impacts of climate change
Saline areas and fresh water / saltwater interfaces • Investigate integrated water resources
Groundwater depths management
Local-Scale Research at Selected Local-Scale Research at Selected

Representative Sites (1) Representative Sites (2)
• Channel blocking and shifting • Water quality of surface and groundwater
Basic interdisciplinary research into the effects of Transport and turnover of oxygen, nutrients and
sediment transport, channel morphology, pollutants
vegetation, water quality and mammals with the Effects of land use (e.g. irrigation, settlements,
aim to prioritize important factors lodges, fires)
• Process studies of linkages between surface • Structural geology and groundwater
water and groundwater in Delta floodplains Surface seismic and electrical resistivity profiling
Spatial and temporal variation of recharge Analysis of groundwater dynamics including
• Salt balance interaction between different aquifers
Relationships between freshwater and saline water • Evapotranspiration

Effect of groundwater “mining” Root uptake vs salinity and groundwater depths
Research Item of Particular Overall Research Strategy for

Importance Water Resources Management
Monitoring Existing knowledge Delta wide investigations Local scale investigations
• Hydraulic study of river inflows at Conceptual understanding of system

Mohembo
ODMP MODEL
Establish correction factors for overflows Calibrate and adjust model
Review and correct historical time series Analyze and evaluate uncertainty of results
Design and improve control section at Scenario predictions
Management options
gauge
Impact predictions
Management decisions and actions
January 2006 95
Research Community
• HOORC Suggestions for Species and
• University of Botswana Ecological Research
• Department of Geological Survey
• Private researchers
• Consultants
• DWA modelling unit Peter J. Mundy
• DWA monitoring unit
• International research collaborators: National University of Science
Visiting scholars and Technology, Bulawayo
Joint graduate thesis projects
Species and Ecology Species and Ecology

Already in the ODMP Already in the ODMP
Component 5 : Wildlife Management Component 7 : Sustainable Fisheries
• Buffalo management plan • Fish stock assessment
• Slaty Egret study • Creel survey
• Predators (Leopard and Cheetah) survey • Fisheries management plan
• Human – Elephant conflict
• Rare species survey (Sitatunga, African
Skimmer, Reedbuck)
Species and Ecology Species and Ecology

Already in the ODMP Already in the ODMP
Component 8 : Vegetation Resource Management Component 12 :
Sustainable Livestock Management
• Biomass assessment in 4 planning zones
• Vegetation resource management plan • Tsetse environmental monitoring report -
• Alien species study implement
• Classification of vegetation and map (for • Tsetse monitoring programme
herbivores)
• Veterinary fence maintenance
• Threatened and endangered species programme
• Fire management plan
January 2006 96
Threats to the Species and

Threats - (Continued)
Ecology of the Okavango Delta
• Pollution– kills the invertebrate prey base;
• Water - natural decline, human extraction heavy metals poison organisms
• Sediment – loss from upstream dams gain • Ungulate carrying capacity – 12 tonne/km2 in
from erosion dry season
• Eutrophication – human sewage, fertiliser • Elephants – increased impact (= damage) on
runoff vegetation; human – elephant conflict
• Fire – changes and reduction in vegetation; • Poaching – unsustainable (?) and illegal (!)
declines in small animals; movements of harvesting
large herbivores; changes in sward structure
• Uncontrolled exploitation – unsustainable ?
• Alienplant species – poisoning of livestock,
competition with indigenous species • Global warming / climate change – ……. ?
Outline of a Research Strategy Ecological Processes

(Three Distinct Seasons)
• Water - inflow, rainfall, flooding, chemistry,

• Ecological processes deoxygenation
• Food base • Nutrients - inflow / outflow estimations;
carbon, nitrogen, phosphorus, calcium
• Animal ecology studies • Herbivory - by elephants, ungulates, rodents,
• Biodiversity insects; their protein and calcium
requirements
• Long-term ecological research, • Fire - effects on woody plants and grasses;
including CBNRM also on smaller animals; nutrient loss
• Frost - any effects ?
• Resilience / stability - vegetation tending to
shrubland ? ; Riverine trees
Food Base Animal Ecology Studies

(cycles, behaviour, abundance) • Large herbivore assemblage
• Grass: Structure, dynamics and nutrient • Elephant, White rhinoceros, Hippo
cycles
• Browse (?) • Sitatunga, Roan ?
• Invertebrates : • Carnivores - especially Lion, Wild dog
Aquatic (including zooplankton and molluscs • Slaty egret, Wattled crane, African
Terrestrial (termites, ants, Orthoptera) skimmer, White pelican ?
• Algae, including phytoplankton
• Nile crocodile
• Fish
• Rodents • Cichlid fish, Tigerfish, Sharptooth catfish
• Macrotermes michaelseni
January 2006 97
Biodiversity (1) Biodiversity (2)

(What do we have, and where is it ?)
• Endemic species
• Poorly studied groups: • Threatened species
Algae
• Rare species
Most insect orders, especially termites
and ants • Isolated populations
Soil fauna in general • Indicator species
Frogs
• Trophy species
Small mammals, including bats
• Vulnerable habitats (e.g. riverine
woodland)
Long-term Ecological Research

Suggestions for
(How many years have we got ?) Socio-economic Research
• CBNRM – studies needed on the Stephen D. Turner

impact of these programmes on species
survival and ecosystem structure and
function
Vrije Universiteit Amsterdam
Socio-economic Research: The Livelihoods Framework

An Overview
• Key elements:
• Our basic concern: interaction
Vulnerability context
between people and nature
• Our approach: four frameworks for Coping and adaptive strategies
analysis of specific resource Human and social capital
sectors and NRM models:
Livelihoods • Substantial research done
Economics • But a more explicit model needed
Governance
Spatial organisation • Build as part of proposed GEF
(Biodiversity) project ?
January 2006 98
The Economic Framework: The Governance Framework

Valuing the Delta
• International,
national, district and
local dimensions
• Valuable overviews available
• More detailed research needed on • Some research done and planned at
direct and indirect use values of international level
the various resources • Substantialresearch on local
• Develop research approach to governance – must continue
assessing intangible values
• More needed on national and district
• Water accounting research needed governance of natural resources
The Spatial Framework Sector-specific Research (1)
• Demographic and settlement trends • Fisheries: ODMP studies largely sufficient

influence human impact on resource • Livestock: more work needed on impacts
base of CBPP
• Significant redistribution of resource • Crops: not in ODMP, but still a key

demand interface between (poor) people and nature
– can more research help?
• Foundations laid by WERRD and • Wildlife:
ODMP study on HEC, more
District Settlement Strategy needed on predator-livestock conflicts
• Need for analysis in terms of impact • Other natural resource use: potentially
on resource base important impacts need to be researched
Sector-specific Research (2) Roles and Responsibilities

• Monitoring: district-wide by GOB,
• Tourism: after ODMP studies, most case studies by HOORC
work will be needed on economic
impacts at household and district • Data management: GOB with HOORC
levels [and environmental impacts] • Framework research: HOORC [and
• CBNRM: intensively researched, but independent researchers]
warrants continued attention – • Sector-specific research: HOORC with
especially governance [and GOB
conservation impact]
• Feed research into LUPs and the
DDP !
January 2006 99
Appendix 6. List of Applicable Conventions, Treaties, Accords and Protocols
List of International Treaties, Accords and Protocols Relevant to,

or Having an Influence on, Management of the Okavango Delta
International Agreements and Treaties:
• Helsinki Rules on the Uses of Waters of International Rivers (1966).

• Convention on Wetlands of International Importance Especially as Waterfowl Habitat (1971).
• World Heritage Convention (1973).
• Convention on the Conservation of Migratory Species of Wild Animals [Bonn Convention
(1979)].
• World Commission on Environment and Development (1987).
• United Nations: Convention on the Protection and Use of Transboundary Watercourses and
International Lakes (1992).
• United Nations Convention on Biological Diversity (1992).
• United Nations Framework Convention on Climate Change (1992).
• Agenda 21 – Earth Summit Agreement (1992).
• Draft Articles on the Law of Non-Navigational Uses of International Watercourses (1994).
• Agreement on the Conservation of African-Eurasian Migratory Water birds (AEWA Agreement)
(1996)
• United Nations Convention on the Law of the Non-Navigational Uses of International
Watercourses (1997).
• Protocol on Water and Health to the 1992 Convention on the Protection and Use of the
Transboundary Watercourses and International Lakes (1999).
• World Commission on Dams Report (2000).
• Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES).
• Cartagena Protocol on Biosafety to the Convention on Biological Diversity (2000)
• United Nations Convention to Combat Desertification in Countries Experiencing Serious Drought
and/or Desertification, Particularly in Africa (2001).
• Stockholm Convention on Persistent Organic Pollutants (2001)
Bi-lateral, Multi-lateral and Regional (SADC) Agreements, Treaties and Protocols:
• Formation of the Joint Permanent Technical Committee (JPTC), [between Botswana,

Mozambique, South Africa and Zimbabwe], to make recommendation on matters concerning
common interests in the Limpopo River basin (1983).
• Formation of the Limpopo Basin Permanent Technical Committee (LBPTC), [between
Botswana, Mozambique, South Africa and Zimbabwe], to advise the parties on issues regarding
the Limpopo River (1986).
• Formation of the Joint Permanent Water Commission (JPWC) [between Botswana and Namibia]
for the bilateral management of the Okavango River and the Kwando-Chobe-Linyati reach of the
Zambezi River (1990).
• Declaration and Treaty of the Southern African Development Community (SADC) (1992).
• Agreement Between the Governments of the Republic of Angola, the Republic of Botswana and
the Republic of Namibia on the Establishment of a Permanent Okavango River Basin Water
Commission (OKACOM) (1994).
• Protocol on Shared Watercourse Systems in the Southern African Development Community
(SADC) Region (1995).
• Formation of the Limpopo River Basin Commission (LRC), [between Botswana, Mozambique,
South Africa and Zimbabwe], to set up the necessary institutional arrangement to manage water
in the Limpopo Basin (1995).
• SADC Protocol on Transport, Communications and Meteorology (1996).
January 2006 100

• Regional Strategic Action Plan (RSAP) for Integrated Water Resources Development and
Management in the SADC Countries (1999-2004) (1998).
• Formation of the Orange/Senqu River Commission (ORASECOM), [between Botswana,
Lesotho, Namibia and South Africa], the first full River Basin Organization to be established in
terms of the Revised SADC Protocol on Shared Watercourse Systems (2000).
• Revised Protocol on Shared Watercourse Systems in the Southern African Development
Community (SADC) Region (2001).
• The New Partnership for Africa’s Development (NePAD), Document of Accord drawn up on 3
July 2001.
• SADC Protocol on Fisheries (2001).
• SADC Protocol on Forestry (2002).
• Formation of the Limpopo Watercourse Commission (LIMCOM), [between Botswana,
Mozambique, South Africa and Zimbabwe], to manage the Limpopo River and facilitate the
building of capacity within the four countries to manage the water resource (2003).
• Formation of the Zambezi Watercourse Commission (ZAMCOM), [between Angola, Botswana,
Democratic Republic of Congo, Malawi, Mozambique, Namibia, Tanzania, Zambia and
Zimbabwe], to manage and develop the Zambezi River's water resources (2004).
National Policies, Strategies and Plans:

• Wildlife Conservation Policy (1986).
• National Conservation Strategy: National Policy on Natural Resources Conservation and
Development (1990).
• National Tourism Policy (1990).
• National Policy on Natural Resources Conservation and Development (1990).
• National Development Plan 7 (1991-1997) (1991).
• National Policy on Agricultural development (1991).
• Moremi Game Reserve Management Plan (1991).
• National Water Master Plan Phase II (1992).
• National Policy on the Use and Management of Natural Resources (1999).
• Ngamiland Comprehensive District Plan on HIV/AIDS (2000).
• National Wetlands Policy and Strategy (2001).
• Ngamiland District Settlement Strategy (2003-2027) (2002).
• Strategic Plan for Wildlife Research in Botswana (2004).
• Shaping the Future of the Harry Oppenheimer Okavango Research Centre, University of
Botswana, 2004-2009 and Beyond (2005).
National Statutes and Laws:

• Tourism Act (Act No. 22 of 1992).
• Wildlife Conservation and National Parks Act (Act No. 28 of 1992).
• National Parks and Game Reserves Regulations (S.I. No. 28 of 2000).
• Agricultural Resources Conservation Act (Cap 35:06).
• Herbage Preservation (Prevention of Fires) Act (Cap 38:02).
• Forest Act (Cap 38:04).
• Water Act (Cap 34:01).
• Fish protection Act (Cap 38:05).
• Monuments and Relics Act (Cap 59:03).
January 2006 101

Final ODMP Research Strategy-Jan2006

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Ministry of Foreign Affairs, Danida Government of the Republic of Botswana

NCSA and HOORC

Final Research Strategy

For: Okavango Delta Management Plan,

DHI Water and Environment

PJ Ashton, SD Turner, KH Jensen, PJ Mundy and B Neergaard Bearden

The Development of a Five-Year Research Strategy for the

Contact details for the Research Strategy Project Team:

Dr Stephen D Turner: Centre for International Co-operation, Vrije Universiteit Amsterdam,

Dr Birgitte Neergaard Bearden: NIRAS/Scanagri A/S, Sortemosevej 2, DK-3450 Alleroed, Denmark.

When used as a reference, this document should be cited as follows:

Aerial view of a portion of the Okavango Delta

OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT

RESEARCH STRATEGY REPORT

Executive Summary ..............................................................................................................iii

4.4. Human Resources and Capacity...............................................................................53

Table 1. Segmentation of the 12 ODMP components into four categories ............................11

Figure 1. The Okavango Delta Ramsar Site ............................................................................4

Section 1 provides a brief introduction to the research strategy assignment and a

Section 2 contains a broad overview of the background to the Okavango Delta

Section 4 briefly discusses the roles, resources required and management

January 2006 iii

It is important to recognize that this research strategy provides a strategic

Priority topics for focused hydrological research in the Okavango Delta

Topic Delta-wide activities Local-scale activities

Factors 1. Development of improved 1. Ground truth mapping of

Priority topics for focused ecological research in the Okavango Delta

Priority Topic Specific issues to be Investigated

Priority topics for focused socio-economic research in the Okavango Delta

We recommend that the socio-economic research should be conducted within four

In addition, two cross-cutting concerns need to be addressed within each of these

January 2006 viii

The widespread shortages of professional staff in many Government institutions engaged in

4. Stimulate meaningful communication and effective long-term collaboration between

7. Emphasise multidisciplinary research approaches, often involving both natural and

Establishment Initiation Implementation Evaluation

DEA empowers ODMP Secretariat ODMP Secretariat stimulates

University of Botswana devise

HOORC accepts responsibility for a Establish a procedure and an

Ensure regular screening of

Figure 6. Arrangement, sequence and responsibilities for conducting the recommended

January 2006 xii

• Ms Portia Segomelo, Dr Eliot Taylor and Mr Sekgowa Motsumi of the ODMP

• Mr Tlhokomelo Phuthego of DEA (Gaborone) who accompanied the research

January 2006 xiii

AIDS Acquired Immune Deficiency Syndrome

January 2006 xiv

OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT

RESEARCH STRATEGY REPORT

1. Approach to the ODMP Research Strategy Assessment

1.2. Target Audience for this Document

This document is aimed at three separate audiences:

1.3. Procedure and Approach Adopted in this Study

1.4. Structure of this Document

This document is divided into five sections:

Section 1 consists of a brief introduction to this research strategy assignment and a

Section 5 comprises a set of conclusions and recommendations, based on the different

2. Background to the ODMP Research Strategy

In April 1997, the Government of Botswana ratified the Convention on Wetlands of

Kajaja Mawana Beetsha

Figure 1. The Okavango Delta Ramsar Site.

As an additional response to these perceived pressures, the Government of Botswana

2.2. The Okavango Delta Management Plan (ODMP)