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Communication Strategy

for the Okavango Delta Management Plan

Dec 2006

Final Draft

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

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Acknowledgements

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

Sekgowa Motsumi – District Environmental Coordinator Tigele Mokobi- Communication Specialist Åse Johannessen – Associate Expert Ramogaopi Gaborekwe – Rural Sociologist

December 2006

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Table of Contents

Acknowledgements .................................................................................................................. 3 Table of Contents..................................................................................................................... 4 Abbreviations........................................................................................................................... 6 Executive Summary ................................................................................................................. 7 1. Introduction.......................................................................................................................... 9 2. Background to the Okavango Delta Management Plan - ODMP.............................................. 11 3. Situational analysis - Environmental and livelihood issues in the Delta .................................... 13

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

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

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

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

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

5.2 Regional and international stakeholders ......................................................................... 23 5.2.1 Regional institutions & networks .............................................................................. 23

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

6. Communication tools .......................................................................................................... 25 7. Rationale for a communication strategy ................................................................................ 27 8. Scope of the ODMP Communication Strategy ....................................................................... 28

8.1 The Communication Strategy implementation process to date .......................................... 28 8.1.1 Achievements and results to date ............................................................................ 28 8.1.2 Challenges to date ................................................................................................. 29 8.1.3 Key lessons learnt to date....................................................................................... 31

8.2 Communication strategy 2006 – 2008............................................................................. 31 8.2.1 Evidence base ....................................................................................................... 32 8.2.2 Vision, Overall Goal and Broad Objectives of the ODMP ........................................... 32 8.2.3 Values and principles of the ODMP ......................................................................... 33 8.2.4 Overall Objective, Broad Objectives and specific Objectives of the of the communication component .................................................................................................................... 33

9. Management and implementation arrangement..................................................................... 41 10. Monitoring & Evaluation (M & E) ........................................................................................ 42 11. Budget Communication Strategy ........................................................................................ 47

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Abbreviations ACADIR Assocao de Conservacao do Ambiente e Desenvolvimento Rural Integrado (The Association for Environmental Conservation and

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

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Executive Summary The Okavango Delta was declared a wetland of international importance when the Government of Botswana ratified the Ramsar Convention in April 1997. The Okavango Delta which forms part of the trans-boundary Okavango River Basin is one of the most exclusive tourist attractions of the world due to its relatively pristine condition and rich wildlife. Okavango River basin is shared by Angola, Namibia and Botswana, and terminates its flow in Botswana forming the Okavango Delta. In the basin there are many transboundary, national and local issues that needs to be addressed through collaboration, information exchange, sharing of experiences and lessons. On a transboundary level, the sustainability of the delta is dependent on the upstream activities due to its downstream nature. It is therefore vital for Botswana to continuously engage with the upstream riparian states through open and proper channels of communication. The delta is also home to many local people that derive their livelihood from fishing, livestock rearing and floodplain farming in the delta. Local issues concern channel blockages and community water use, alien invasive species, human-wildlife conflicts, land use conflicts including tensions between traditional land use and private concessions, overfishing and land degradation. Social issues concern poverty, HIV and Aids, and gender inequality. The Okavango Delta Management Plan (ODMP) Project was formally established in April 2002 to integrate resource management for the Okavango Delta ensuring its long-term conservation and providing benefits for the present and future well being of the people through sustainable use of its resources. The ODMP project was designed under the main principle of strengthening ownership through accountability and active participation of all stakeholders. A main feature is also integration of sector administration and planning to create a holistic wetland management that addresses cross cutting issues. ODMP has 12 sector based components, of which one is dedicated to communication. The overall objective of the communication component is that effective communication, dialogue and information exchange between the project and local, national, regional and international stakeholders and between stakeholders themselves directly supports the development and implementation of the ODMP. This document outlines the Communication Strategy of the ODMP and its purpose is to provide strategic and practical guidance to the communication activities that supports the development and implementation of the plan. To support project learning and address issues in the Delta locally and nationally and with its regional partners, this communication strategy has developed five objectives for communication: 1) To support project learning and reporting 2) to enhance the state of knowledge in the delta for improved stakeholder participation, 3) to contribute to the policy process using issues and lessons learnt from the ODMP, 4) to promote best practices in the management of the Okavango Delta, and 5) to promote shared learning, dialogue and partnerships with relevant initiatives (projects, networks and institutions). An operational workplan, budget and monitoring & evaluation framework has been developed for the remaining of the project (until February 2008) to serve these communication objectives. The implementation of the activities will be supported by different communication tools for the variety of national, regional and international stakeholders, which are also outlined in this document.

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

Expected Outcomes: - Access and utilization of information of the delta by stakeholders - Improved information flow between the project and stakeholders - Improved HIV and AIDS and Gender and Poverty mainstreaming into the management of the delta - Increased cross-fertilization between programmes and regional initiatives

Main expected Outcomes: - Improved access to information about the delta - Increased stakeholder (knowledge and) participation - Improved visibility of the ODMP - Improved information flow between the project and stakeholders - Increased appreciation of other stakeholders interest/viewpoint - Improved support to the establishment of community radio

Expected Outcomes: - Informed policy environment - Improved access to information by policy makers

Expected Outcomes: - Increased livelihoods and options for local communities - Increased awareness of sustainable management of natural resources - Reduction in human environmental conflict and among resource users - Strengthened management options - Increase of the mainstreaming of best practices into district planning - Increased recognition of traditional knowledge - Increased exchange of lessons learnt in the region

Expected Outcomes: - Strengthened capacity of the delta institutions - Wide understanding of delta, its processes and management issues - Improve coordination in the delta and implementation of the ODMP - Increased collaboration and coordination between basin wide partners - Increased exchange of lessons learnt in the region and internationally - Increased appreciation of the Delta

Objective 1: To support project learning and reporting

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

Objective 5: To promote shared learning, dialogue and partnerships with relevant initiatives

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

- Increased awareness of the delta

Additional Impacts: - Improved policy environment

Additional Impacts: - Increased stakeholder knowledge and participation - Increased access to (oral) information flow

Additional Impacts: - Increased integration of HIV and AIDS, Gender & Poverty in the Delta management - Reduced prevalence of HIV and AIDS, improved gender equality and reduced poverty in the Delta

Additional Impacts: - Improved sustainable natural resource management in the basin

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

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

Additional Impacts: - Increased stakeholder buy-in - Increased communication and dialogue among basin wide stakeholders

Overall goal of ODMP “To integrate resource management for the Okavango Delta that will ensure its long-term conservation and that will provide benefits for the present and future well being of the people through sustainable use of its resources.” Overall objective of ODMP “To develop a comprehensive, integrated management plan for the conservation and sustainable use of the Okavango Delta and surrounding areas.” Overall objective of the communication component Effective communication, dialogue and information exchange between the project and local, national, regional and international stakeholders and between stakeholders themselves directly supports the development and implementation of the ODMP. Broad Communication Objectives 1. Empowerment of local and national stakeholders to participate in the development and implementation of the ODMP through communication, dialogue and information exchange 2. Regional and basin wide participation and awareness of the ODMP through communication, networking and information exchange between the project and basin and regional stakeholders 3. International awareness of the ODMP process through information sharing between the project and the international community

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

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

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

• The Botswana Ministry of Environment, Wildlife and Tourism (MEWT), especially the Department of Environmental Affairs (DEA) and the ODMP Secretariat, who are responsible for overall development and implementation of the ODMP including its communication activities;

• Stakeholder groups who carry out communication activities in the Okavango Delta, or who want to be engaged in these activities in future

• Other Government departments that are responsible for implementing the different sectoral plans of the ODMP

• Upstream stakeholders and regional partners who should be consulted on the objectives of communication and activities on regional outreach.

Among the values that guided the development of this strategic framework is that communication is an important management tool, especially in an area such as the Okavango Delta where integrated management deals with the interests of a large number of stakeholders. A number of these stakeholder interests are of a potentially or already conflicting nature. This applies mainly to the perceived national interests on biodiversity conservation and those at the local level by the primary resource users, who directly depend on use of biological resources. Looking at a regional level, tapping of water resources in Angola and Namibia upstream will inevitable have an effect on the sustainable use and conservation of the resources of the Delta. Information, consultation and effective participation are therefore vital to arrive at a balanced plan where all stakeholders find their interests rightfully considered. Various sources and processes informed the development of the Communication Strategy. The most important has been the ODMP consultative planning phase which continuously has informed of the issues, challenges and the communication needs in the Delta. Another important source has been the ODMP communication framework which was designed during the Inception Phase of the communication component from June 2004 to June 2005, which main achievements are included in section 8.1. The Okavango Delta Management Plan (ODMP) was finalised in October 2006 and its implementation is expected to be officially launched in April 2007. Aspects of communication have been internalised in the project to facilitate the cooperation of project partners in the plan. Most important of all, communication has assumed a bridge-building function in getting all stakeholders to have a mutual understanding and consensus on the strategic choices underlying the conservation and wise use of the Delta. This will include Angola and Namibia, upstream partners of the Okavango river basin. The aim of the regional outreach will be to contribute to basin wide cooperation over the shared water resources through building bridges to regional partners. A major impediment to information sharing and broadening participation in the making of appropriate decisions is the lack of appropriate information tools and communication mechanisms for different stakeholder groups, especially local community groups that lack access to internet, and where access

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and use of printed information is limited. Different and innovative communication and information tools therefore have to be carefully selected to suit the different stakeholders and reach the desired target audience. The next sections will give a background to ODMP as well as a situational analysis and evidence that form a base for the development of the communication strategy. The scope of the communication strategy then follows outlining the objectives for communication and sections giving guidance to the implementation of the strategy, such as an operational workplan, budget and an monitoring and evaluation framework.

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2. Background to the Okavango Delta Management Plan - ODMP1 Located in the Kalahari Desert, and shared by Angola, Namibia and Botswana, the Okavango River basin is one of the largest river basins in Southern Africa. The Okavango river, the fourth longest (approximately 1,100 km) in the region flows off the well-watered highlands of Huambo in Angola, and is joined by the Cuito before crossing the Caprivi Strip of Namibia and then dispersing its flow in a great inland fan of channels and swampland in the Jewel of the Kalahari, the Okavango Delta in Botswana. The Okavango Delta is unique in that it is the only perennial river in Africa that flows eastwards without reaching the ocean, forming one of the world’s largest inland wetland ecosystems. In April 1997, the Government of Botswana ratified the Convention on Wetlands of International Importance, commonly known as the Ramsar Convention. It listed the Okavango Delta and the surrounding areas as a Ramsar site and in so doing created the world’s second largest area (55 374 km2) protected under the Convention for the Protection of Wetlands. Concerns over increasing threats to the ecological functioning of these pristine wetlands have been observed and raised over the years. Among the many pressures that present serious challenges for the future of the country’s wetlands are a growing population, it’s accompanying socio-economic developments and the impacts of these. The Okavango Delta is no exception in this respect and such concerns led Government to develop the draft National Wetlands Policy and Strategy (2001). The provisions of the Wetlands Policy, packaged with obligations under the Ramsar Convention, require that Botswana develop an integrated management plan for the Okavango Delta, the Okavango Delta Management Plan (ODMP), to guide and regulate all activities that take place within the Okavango Delta Ramsar Site. The existing diverse and complex nature of the Okavango Delta in terms of its natural resources, its wide range of users and uses, its multiple managers (both in and outside government and including communities) and an array of national laws, policies and guidelines as well as regional and international conventions, agreements and protocols are all factors that dictate the need for an integrated management planning process for the Okavango Delta. The Delta holds a vitally important place in the ecological, economic and cultural fabric of Botswana as it provides a vast area of water and flooded grassland with good grazing for the rich diversity of wildlife and livestock. Many people derive their livelihood from fishing and floodplain farming. The Delta is also economically valuable as it serves both as a source of revenue from tourism and source of water for the region. The integrated water and wetland management interventions in the Okavango Delta by the Botswana Government are a response to major water sharing and aquatic ecosystem concerns downstream. The trans-boundary nature of the wetland ecosystem has therefore made it critical for riparian countries to establish platforms for discussion and exchange of views, and mutual beneficial cooperation in order to achieve better management of the shared water resource. These efforts are made in order to promote the sustainable and environmentally safe development of such a resource. With growing water demand in the basin states, the development approaches and directions taken by upstream Angola will determine future water flow to downstream Namibia and Botswana. Both Angola and Namibia have legitimate water resources needs and interests and the potential and actual effects of realising such needs, together with the interventions of ecological processes taking place in the two

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

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countries will have to be balanced with the sustainable conservation and use of the resources in the Okavango Delta within the boundaries of Botswana itself. The process followed in developing the ODMP presented the Government of Botswana with a unique opportunity to meet its obligations under the Ramsar Convention, and simultaneously, achieve the necessary level of integration and co-ordination of activities and priorities. The ODMP project have been developed within the context of regional and international conventions, agreements and protocols as well as the national vision, policies, plans and strategies to address the management issues emanating from the long term conservation and sustainable use of the Delta natural resources. The most noteworthy instruments are the Ramsar Convention, Southern African Development Community (SADC) Protocol on Shared Water Courses, the National Vision (Vision 2016 – the pillar of a prosperous nation) and the environmental policies (i.e. Natural Resources Act of 1990, Draft Wetlands policy of 2000, Waste Water Management Act of 1998) and plans which have provisions for the development of the ODMP. The ODMP Project was formally established in April 2002 following the endorsement of the project document by the Government of Botswana, IUCN World Conservation Union, Swedish International Development Agency (SIDA), Danish International Development Agency (DANIDA) and the German Development Service (DED). The ODMP is delivered through twelve (12) sector-based components. The components span the functions of five line ministries in government. The 12 components are: Policy, planning and strategy; Communication; Research, data management and participatory planning; Hydrology and water resources; Wildlife management; Sustainable tourism and Community Based Natural Resource Management (CBNRM); Fisheries management; Vegetation resources management; Physical planning; Waste management; Sustainable livestock management; and Land use planning and land management. The ODMP was launched in 2003 and it came to an end in October 2006, however the Communications Component will continue its activities until February 2008.

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3. Situational analysis - Environmental and livelihood issues in the Delta The Okavango Delta system is an inland drainage system which is important for terrestrial and water bird species with 450 birds species identified. The Delta also contains high densities of large mammal species particularly elephant. There is a high floral diversity with 208 aquatic and semi-aquatic species, 675 herbs and grasses and 195 woody species. Through extensive consultation process which involved use of various platforms such as Kgotla meetings and stakeholder workshops (private sector, community leaders, local Councillors, Land Board members, District Development Committee, etc) with different stakeholders a number of “hot spots” (problem areas or burning issues) were identified by the traditional land users and should be addressed by the plan and in this regard the ODMP communication strategy. Some requests and suggested solutions are listed under the paragraphs below, including the responsible partner that the Communication strategy will work with to communicate these issues.

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

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

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

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

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

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

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

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

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

3.10 Poverty2 Botswana has achieved a middle income status due to sound macroeconomic policies and prudent use of diamond revenues. It has made Botswana one of the fastest-growing countries in the world over the last 25 years. Botswana has an enviable record of political stability and economic achievement3. In spite of that, the amount of people living below the poverty line in Botswana was 30.6 % in 2003, and in Ngamiland it was 43.8%. This trend has probably not changed a lot since then. Ngamiland is a very remote and vast district and therefore it is difficult to provide services and facilities for livelihood

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

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

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

3.12 HIV and AIDS pandemic HIV infection thrive more in the environment of poverty and the disease particularly affects women because of culture and economic circumstances. Imbalances in power between women and men limit women’s sexual autonomy and expand men’s freedom, which increases the vulnerability of HIV for the entire community. Some of the reasons accounting for the high spread of the virus in rural Botswana are:

• Deepening poverty and social inequality • Limited access to employment • Limited access to capital

The HIV and AIDS pandemic continue to be a major impediment to national development programmes. A huge proportion of the national budget is used for HIV and AIDS intervention. Life expectancy in Ngamiland decreased from 65.3 years in 1991 to 55.6 years in 2001. The Botswana AIDS Impact Survey II of 2004 revealed that the percentage of people who get infected is increasing. The increase in HIV infection in the area has put and continues to put pressure on already little rural household income because of increased costs for transporting patients to health services, payments for medical fees and increased funeral costs. It also puts pressure on labour in the agricultural sector. Loss in employment occurs because of the long-term illness of some of the household members especially the breadwinners. Despite the increase of HIV infection in the country, the Government of Botswana is doing all in its power to fight the pandemic and its related repercussions on households.

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4. The media environment in Botswana4

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

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

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

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

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

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4.5 Gender perspectives in media regionally There is a strong tendency in the region that only men in prominent positions are visible in and through the media. Women who are portrayed in media in the SADC region are likely to be in the 35-49 year bracket and older women are virtually invisible. The Communication strategy will develop systems and tools that will ensure that women’s issues are also heard, including men who are not in prominent positions and who are either young or above 50, especially those from marginalised communities. The Communication team will also develop tools to appreciate women who carry out important functions in natural resource management, such as water and sanitation, backyard gardening etc. It will explore ways of how to show the gender dimension of every day situations such as the gender dynamics at play in the HIV and AIDS pandemic. Female journalists tend to better access information relating to female issues. The strategy therefore encourages female reporting on livelihood issues to bring out a more balanced gender perspective.

4.6 Communication infrastructure in Botswana Printed media There are daily (e.g. Mmegi and Daily News) and weekly (e.g. Botswana Guardian, Ngami Times) printed and electronic media in Botswana that will be avenues to reach are targeted stakeholders nationally and in the district. There are also monthly magazines printed in Botswana and South Africa that has national cover, which covers topics about the environment (Wena) and tourism (Getaway and Peolwane). Many organisations print newsletters that are distributed at different frequencies and to different target audiences in Botswana (Conservation News Botswana – the DEA Newsletter, Kalahari Conservation Society KCS Newsletter) the region (OKACOM newsletter OKAFLOW, Every River Has Its People - ERP Project Newsletter). The communication strategy is going to use this information tools as vehicles for information dissemination in the region. Electronic multimedia Radio is an important communication tool as many stakeholders cannot read or write and often printed media is inaccessible, especially to those residing in the Delta. Through radio oral information can be distributed to many households of Botswana and the Delta. The ODMP communication strategy will be able to utilize both state and commercial radio. Access to television is a limited form of media, especially in the Delta communities where there is no network at all. However, where there is coverage TV remains one of the most powerful communication tools available. The communication strategy will be using national (BTV) and local TV (GBC TV) to cover issues in the delta.

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

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

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

Road network

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

Fairs and events

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

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

5.1 Local and National Stakeholders

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

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

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

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

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

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

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

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

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

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

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

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5.2 Regional and international stakeholders

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

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

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

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

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6. Communication tools Communication is not only about providing information. It is also about collaboration, networking and dialogue. This may contribute to evidence-based policy, and building a shared understanding which can lead to social change. Communication activities can come in different forms: dissemination, guidelines, prescriptions, recommendations, advocacy, promotion, persuasion, education, conversation, roundtables, consultations, dialogue, counselling or entertainment.5 Depending on the activity, stakeholders require different communication tools, which help delivering targeted messages. For example, radio is a suitable tool to reach out to communities that do not use printed media. In a similar way, information emanating from the ODMP planning process will have to be repackaged and disseminated, depending on target audience and the nature of the messages. Important questions for the communications team will be:

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

Reaching out with general messages Media is an excellent way of reaching out with general messages, which can have a substantial impact depending on the reader. For example, policy makers and decision makers often keep a close eye on the newspapers. Communication activities and tools to involve the media include media tours/visits, press releases, articles in publications, media events and relations, press conferences and interviews. Reaching out with technical information Technical information should be packaged and distributed with care so that they are accessible to the appropriate audience. A scientific report on livestock in the hands of a fisheries planner will probably not make any significant impact on him or her. Written information in the form of publications, leaflets, letters, brochures, and other promotional material are however very effective tools once they reach the right audience. Other means of communication technical information are conferences, workshops, training, forums and seminars, display panels, trade fairs, or speaking engagements. Field trips as well as targeted meetings are time consuming but regarded as some of the most effective to convey a message or advocating for best practices or policies, where fact sheets and policy briefs can be distributed as a memory aid. Print and electronic media articles (success stories, letters to the Editor) newsletters, email and internet sites also work very well for this type of information. Innovative ways of communicating Drama, radio, drawings, dancing, puppetry and road shows are innovative ways of communicating that can spur interest and engagement with everyone, especially valuable to communities. Radio has enormous potential to communicate to a wide audience, especially valuable to those who do not read or write, or to young people. Drama can also be broadcasted on radio and are a useful educational tool. The strategy aims at engaging professionals in this field and to create innovative ways of 5 Ingie Hovland. 2005. Successful Communication, a toolkit for researchers and civil society organizations.ODI.

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conveying messages in a way that does not point fingers, but still effective in influencing people to change behaviour. Communicating information across borders Communication is the first step in building of trust, and is a necessary brick in building bridges between partners, which is especially important when partners are representing different countries. In this case, communication needs to be even more sensitive to the target audience, and the way the message may be received. Communicating across borders means that messages are taken out of their familiar context and may suddenly need additional clarification when people from a different political and socio-cultural environment interpret them. Ensuring two–way communication, for example, taking onboard feedback from our regional partners on how we communicate will therefore be very important. Workshops will also be an effective way to share different viewpoints, strategies, plans and practices with partners. To communicate complex ecological and livelihood issues in the delta for upstream stakeholders a Documentary and a book will be suitable tools. Table 6.1 Tools selected for communication with different stakeholder groups This table has been produced with the help of the IUCN toolbox for choosing appropriate communication tools.

Stakeholder category

Tools for communication

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

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

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

Schools and other educational institutions

Newsletters, Fact sheets, Internet, Research publications, targeted meetings, presentations, cartoons, school competitions, public events

Research Institutions Targeted small or individual meetings, field trips, workshops, Internet, fact sheets, briefs, radio, research publications, reports, brochures, seminars, blogs

NGOs and iNGOs Targeted small or individual meetings, training, workshops, field trips, Internet, fact sheets, briefs, radio, research publications, brochures, seminars, phone calls, project reports

Local Government Individual or small meetings, field trips, Internet, phone calls, workshops, reports, fact sheets , training

Public Authorities (parastatals)

Individual and small meetings, field trips, Internet, phone calls, workshops, training, reports, fact sheets.

National Government

Individual and small meetings, field trip, Internet, phone calls, workshops, training, reports, briefs and fact sheets.

Regional institutions

Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, consultation, meetings, email, Internet, International seminars

Partnership bodies Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, meetings, Internet, workshops, reports, joint planning, fact sheets.

International Organisations Book, report, workshop, CD_ROM, magazine, event, newsletter, poster, Internet, email, publications, posters, print and electronic media, scientific articles, seminars, IUCN Knowledge Network, brochures, meetings, blogs.

Media Press releases, Media tours/visits, Updated website, Internet/email, media events and relations, Meeting with BTV, liaison with ODMP Secretariat and BTV in Maun, linking personally with journalists more often. Media briefings on a regular basis with local newspapers, monthly coverage in magazines, invite them to the IUCN/DEA office, producing press kits, producing press releases

Upstream stakeholders

Consultations, targeted individual and small meetings, email, Internet, International seminars, workshops, book, documentary, phone calls, field trips, newsletter, presentations.

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7. Rationale for a communication strategy People’s cooperation and conflict over resources together with their relation with the environment do not occur in a communication vacuum. The development, organisation and dissemination of information are central processes in any society. Communication assists informed decision-making processes. It plays a key role in the process of creating public understanding, engendering participation and involvement and creating an informed citizenry. Communication is essential to address the emerging issues in the Delta and the river basin. The table below outlines the rationale of the strategy6. Table 7.1 The rationale for communication

Communication areas Rationale for communication

Meeting the needs of stakeholders

• A need to address a wide array of conflicting issues among local, national, regional and international stakeholders

• The need for conflict resolution Increasing awareness of different stakeholders needs

• A need to communicate the functioning of the Okavango ecosystem and the different priorities and preferences on resource use

• The need for the stakeholders to act on this information and collaborate for sustainable management

Creating support for the plan

• A need for a broad consultation process where stakeholders fully participate in the drafting, adoption and implementation of the plan

• The need for buy in of the management plan from all stakeholders at local, national, regional, and international level

Linking stakeholder groups and networking

• A lack of appropriate information tools and communication mechanisms for the different stakeholder groups

• The need to create mechanisms for dialogue and raising awareness of other stakeholders needs including surrounding countries.

• A need for dialogue to address technical and operational issues • ODMP needs to benefit from networking with other initiatives.

Improve reporting and feedback mechanisms in the project

• The need for communities to feed into programmes and to continuously maintain these links and feedback mechanisms

• A need to communicate the many policy initiatives and management strategies underway to stakeholders, including internal communication between components

Empowering local communities

• The need to empower communities to enable them to take decisions on issues that affect them and their environment

• A need for communities to access relevant information and create platforms for communicating with other communities and stakeholders

Creating awareness to clarify misconceptions and myths and to change behaviour

• A need to address misconceptions among downstream stakeholders • A limited knowledge on environmental status (e.g. hydrological

dynamics, fish stocks). • A need to address sustainable practices and how to mitigate

environmental challenges. • A need to create awareness on access rights and land tenure

Addressing trans-boundary issues, creating basin-wide awareness and buy-in

• A need for improved collaboration and cooperation to communicate the aspirations of both downstream and upstream stakeholders.

• A limited number of mechanisms and appropriate tools to address shared challenges in the river basin.

• ODMP has lessons learnt that could contribute to river basin planning

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

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8. Scope of the ODMP Communication Strategy

8.1 The Communication Strategy implementation process to date The Communication Strategy has evolved through two stages:

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

The Communication activities within ODMP have been ongoing since the inception of the project in 2003. This Communication Strategy has been designed parallel to its implementation stage. It represents a document that includes achievements, lessons learnt and challenges as well as an implementation plan for the remainder of the project. Principles of ODMP and the communication component have provided guidance during the planning and implementation to date. The monitoring of the strategy is a continuous process in the implementation of the activities outlined in the strategy. However, at the end of the project an evaluation to ascertain achievements of the Communication Strategy has been scheduled to take place in February 2008.

8.1.1 Achievements and results to date During the last 3 years of implementing the communication component within the ODMP project the component has achieved an impressive set of results7:

• The presence of a Public Education and Information Officer, a Participatory Planner and later on a communication team (Rural Sociologist, Communication Specialist and Associate Expert) has facilitated communication and participation of stakeholders.

• Approximately 43 community contact persons have been recruited from each community on a voluntary basis to participate in the ODMP project. Contact persons have brought the ODMP project closer to the community through facilitating continuous information flow between the project and the local communities.

• The selection of 12 focal persons (e.g. planners) from each component in the ODMP project has ensured cross-sectoral communication.

• The exchange of information through the integrated planning approach has increased the level of trust amongst the sectors and stakeholders. The communities and other non-governmental organizations are beginning to plan and work together. The consultation process and the structures that have been initiated by the project such as community contact persons have provided a feedback mechanism which was lacking in past projects.

• The ODMP has had frequent media coverage of its activities in both print and electronic media, especially in the local district newspaper Ngami times. Journalists are now taking initiative in reporting regularly on the ODMP. The World Wetlands documentary received wide coverage on national TV increasing the level of awareness of the Delta.

7 Progress Reports submitted to Sida 2005-2006

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• Three pilot projects have been identified and will commence in 2007; 1) clearing of small channels to facilitate access to livelihood resources; 2) building local community capacity to run a cultural tourism enterprise and 3) vegetation based liquid waste polishing system.

• The participation of ODMP at the NEECC has opened opportunities for future collaboration and platforms for sharing experiences and lessons from the basin with regional and international initiatives in education

• A number of kgotla meetings were held during the development of the plan throughout the Ramsar site including 33 meetings in the first round , 43 inception phase consultations and recently, 43 kgotla meetings to report back to communities.

• Between 2004 and 2005 at least 15 consultations were held with various stakeholders in the district (Community leaders, NGOs Tribal Authorities, Resource Users, village leaders Community Based Natural Resource Management (CBNRM) fora, exchange students at Botswana Wildlife Training Institute, private sector stakeholder workshop, District Development Committee, North West District Council Secretary and Deputy Council Secretary, Tawana Land Board Secretary and Deputy Land Board Secretary)

• Private sector workshops were held in January 2004 and September 2006 • The ODMP Draft Management Plan has been presented to the Parliamentary Committee on

Agriculture and the Environment, the Tawana Land Board and the District Council to provide policy makers with information on key management issues within the ODRS, influence policy makers on issues and lessons learnt from the project.

• An extensive district and national participatory (2 workshops) and regional stakeholder analysis was undertaken throughout the development of the communication framework between June 2004 and June 2005.

• Identifying projects and institutions working on the Okavango River Basin and other similar wetlands e.g. was covered through the design of the communication framework.

• At least 4 consultations were held in the region (USAID funded Integrated River Basin Management, GEF funded Wetland Biodiversity Conservation project, OKACOM Basin Wide Forum (Local Authorities from Namibia) and one with an international stakeholder (Ramsar Convention COP 9).

• The ODMP Communication component helped in 2006 to formulate a proposal for a regional communication strategy. In addition OKACOM has initiated a process for the development of a regional information database. HOORC-UB has been identified as a potential repository hub increasing access to information at the regional level.

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

• Inadequate monitor and evaluation within the communication component has resulted in limited capture of the outcomes of the planned activities. This includes the lack of systematically identification of procedures and forum to discuss project outcomes and share experiences.

• A late start of some of the activities of the communication component has resulted in a lack of agreed standards of reporting and inadequate archiving and documentation guidelines.

• The cultural practices in the district, especially in marginalized communities are patriarchal in nature. Few women attend Kgotla meetings, and those who do, often rarely contribute to the

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discussions further marginalizing women’s contribution to decision making process. In addition Kgotla meetings are not popular among youth and professional residents leading to non-participation of these groups as proceedings at these meetings are dominated by older men.

• Limited appreciation of traditional structures, mechanisms and knowledge leads to the undermining of traditional knowledge in the ODMP.

• There is need for continued strengthening of communication throughout the ODMP process. Even though the project has facilitated the reduction of mis-trust between certain stakeholders, there still remains the major challenge of bridging the gap between the local communities and the tour operators which largely emanates from the issue of access, rights and equitable sharing of benefits accruing from the use of those natural resources. This prevailing situation poses a challenge for the communication team in facilitating the bridging of that gap by providing the necessary information.

• Community representatives that attend workshops often fail to disseminate information to the broader mass of stakeholders in their constituencies due to limitation in transport and lack of other means of communication at local level;

• Community generally lacks the (technical) capacity for gathering information and disseminate it. Illiteracy levels in Ngamiland are above 30%, which is one of the highest in the country.

• There are inadequate feedback mechanisms to community groups in the consultation process. This has resulted in communities being unsure that their interests were taken on board in the project design;

• There is not adequate support by the relevant stakeholders in addressing conflicts amongst resource users

• The limitation of the print media to reach a sizable but remote constituent within the Ramsar site means the expense is out of reach for many communities. In addition low literacy rates and the oral nature of Batswana society limits further use of this medium.

• Majority of the articles and other coverage that the project has enjoyed have been in English, and thus have excluded a large number of stakeholders with limited access to information, who can’t read.

• In advancing the objectives of the ODMP in the region there is need to appreciate that all three riparian states are at different stages of development hence the different legitimate pressing needs for use of the shared water resources e.g. augmentation of water supply and power generation in Namibia and Angola, and re-settlement in Angola are priorities for those countries.

• Language has hampered regional and broad participatory consultative basin-wide consultations. The official language in Angola is Portuguese in the two riparian states it’s English. The cost implications in presenting documents in two languages may hamper bridging the communication gap across the basin

• Accessibility in most of Angola poses a challenge because of post war impacts e.g. landmines and poor communication infrastructure.

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8.1.3 Key lessons learnt to date The abovementioned challenges calls for the communication strategy to be innovative and bridging the communication gaps in specific areas. • The Kgotla system need to be complemented with other communication tools to overcome its

limitations with regard to engaging with local communities. There is need to develop strategies on engaging groups that are marginalized by the Kgotla system and invest in sustainable long term strategies of engaging appropriate mediums.

• The stakeholder consultation activities have generated recommendations and suggestions which can inform future planning initiatives. The communication strategy needs to capture those lessons and communicate them to the relevant audiences.

• The experience of ODMP through interactions with the ERP’s Basin-Wide Forum has shown to be an effective means of information exchange within the basin both at grass root and policy making levels. The strategy will work closely with its Basin Wide Forum as a vehicle for communicating with communities across the basin.

• Due to insufficient coordination and planning of efforts from stakeholders working in the Okavango Delta Ramsar local stakeholder consultation exhaustion has resulted due to excessive consultation and involvement. Communities are instead expecting activities on the ground.

• There are ill defined access rights to livelihood resources, like the commercial harvesting of thatching grass fishing grounds etc. (Lack of well defined policies)

• There is a need to address conflicting policies or practices, and put in place measures and incentives to encourage compliance to regulations/policy.

• The lack of appreciation of traditional knowledge of resource conservation in the Delta. The chiefs have volunteered to select the right people to guide the ODMP teams. Local people would be prepared to actively assist the responsible departments to identify issues.

• The revitalisation of traditional rules that regulated the time, location and amount of veld products to be harvested could contribute to the protection, sustainable harvesting methods of veld products (fire wood, thatching grass, fruit trees)

• There is a lack of appropriate marketing facilities for traditional products • At national level Okavango River Basin Water Commission (OKACOM) is in place to ensure basin

wide collaboration. At community level, a Basin Wide Forum (BWF) is in place through the Every River has its People (ERP) project that addresses local community issues across the basin. However, there are limited mechanisms for mid-level collaboration between planners e.g. technical and operational professionals in the basin.

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

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8.2.1 Evidence base • The project needs strengthening of internal communication and knowledge management, which

includes setting standards for communication, reporting, and visual identity. • Delta communities continue to be ignored by mainstream HIV and AIDS, Gender and Poverty

interventions thus marginalising and socially excluding the communities that reside in them. • Evidence is accumulating that communities residing in the Delta, both upstream and downstream

have limited access to relevant information to allow them to make informed decisions to safeguard the natural resources of the Delta and also improve livelihoods.

• Involving and empowering the communities helps to increase participation and fosters community ownership to safe guarding the natural resources of the Delta.

• Although there is a good number of policy coverage and legislative framework within the Ramsar site there is need to continuoulsly ensure a conducive policy environment for sustainable management, e.g. some policies are inconsistent and conflicting, and some are not well defined. There exists a limited access to information and understanding of policy issues, which reduces participation by stakeholders.

• There is a lack of capacity, manpower and knowledge on best practices, including traditional knowledge, which prevents improved resource use and conflict resolution.

• To address reduction of the inflows to the delta, appropriate mechanisms and specific tools have to be developed to communicate to upstream stakeholders under the mantle of OKACOM.

8.2.2 Vision, Overall Goal and Broad Objectives of the ODMP The vision of the Delta was developed through an extensive consultative process with different stakeholders ranging from communities to governmental officials in Botswana8. The Delta vision statement The final communication strategy derives its mandate from the vision developed in consultation with various stakeholders of the Delta: “A carefully managed well functioning ecosystem that equitably and sustainably provides benefits for local, national and international stakeholders by 2016” Overall Goal of ODMP “To integrate resource management for the Okavango Delta that will ensure its long-term conservation and that will provide benefits for the present and future well being of the people through sustainable use of its resources.” Overall Objective of the ODMP “To develop a comprehensive, integrated management plan for the conservation and sustainable use of the Okavango Delta and surrounding areas.”

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

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8.2.3 Values and principles of the ODMP Values Informed by the visioning exercise carried out among stakeholders in the Okavango Delta the communication strategy of the ODMP should reflect the following values:

• Values of social and cultural integrity - The Okavango Delta is valued for its social/cultural/values since it is the foundation of the livelihoods of the communities living in and around it.

• Benefit sharing - Economic value to all stakeholders through local livelihood generation and a unique world-class tourism.

• Respect, consideration and care – for the unique, aesthetic and ecological values in the Delta, which directly or indirectly supports the human livelihoods and social and cultural values.

The principles of ODMP Guiding principle:

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

Supporting principles of the ODMP include:

• Association of international stakeholders through the fulfilment of obligations outlined in relevant multi-lateral environmental agreements, the Ramsar Convention and those of the Permanent OKACOM and other regional protocols ratified by Botswana

• The adoption of an integrated planning process where all sectors collaborate at all planning and implementation stages

• Enhancement of capacity within project institutions and communities residing in the Delta area Provision of data and filling of information gaps

• Provision of data and filling of information gaps • Using the Ecosystem Approach in order to comprehensively manage the Delta in a manner

which devolves responsibility to the lowest levels of society and within the acceptable ecological limits, economic context and using a broad information base

• Sensitivity to aspects of HIV/AIDS, gender and poverty

8.2.4 Overall Objective, Broad Objectives and specific Objectives of the of the communication component Overall objective of the communication component Effective communication, dialogue and information exchange between the project and local, national, regional and international stakeholders and between stakeholders themselves directly supports the development and implementation of the ODMP.

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Broad Communication Objectives The three specific objectives of the Communication component were developed as:

• Empowerment of local and national stakeholders to participate in the development and implementation of the ODMP through communication, dialogue and information exchange

• Regional and basin wide participation and awareness of the ODMP through communication, networking and information exchange between the project and basin and regional stakeholders

• International awareness of the ODMP process through information sharing between the project and the international community

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

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

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

Expected Outcomes under objective 1: • Access and utilization of information

of the delta by stakeholders • Improved information flow between

the project and stakeholders • Improved HIV and AIDS and Gender

and Poverty mainstreaming into the management of the delta

• Increased cross-fertilization between programmes and regional initiatives

Activities under objective 1: • Identify appropriate reporting

protocols and entry points • Develop a corporate style guide • Develop an ODMP webpage • Establish a resource centre • Develop a proposal for an

intranet system • Mainstreaming HIV and AIDS,

Gender and Poverty into the planning and management of Delta resources

Objective 1: To support project learning and reporting

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There is generally a lack of adequate knowledge of the dynamics of the Delta, including socio-economic issues and linkages between livelihoods and the environment. The strategy will base its communication messages on the different experiences and products coming out of the planning phase of the ODMP. The rationale is that if stakeholders better understand the linkages and the functioning of the delta they can make informed decisions and choose to contribute to sustainable development. The objective also encompasses mechanisms for feedback that are needed in order to facilitate a two-way flow of information and also capture knowledge about the delta coming from stakeholders. This objective addresses the importance of an enabling policy environment and the need to strengthen it through communication. The strategy will be informed by experiences emanating from the ODMP planning phase as well as expertise on policies and assist in policy development. Where policies are not well defined and conflicting, this has to be documented and communicated to the relevant forum. Alternative means (complementary measures) to support regulations and policies must be made aware to different stakeholders.

Activities under objective 2: • Information needs analysis • Select and repackage information • Select communication tools and

translate and disseminate documents • Showcasing ODMP at strategic

platforms • Produce Ramsar signs • Select and use mechanisms for

feedback at existing platforms • Advocate for the establishment of a

community radio station

Expected Outcomes under objective 2: • Improved access to information about the

delta • Increased stakeholder (knowledge and)

participation • Improved visibility of the ODMP • Improved information flow between the

project and stakeholders • Increased appreciation of other

stakeholders interest/viewpoint • Improved support to the establishment of

community radio • Increased overview of the institutional

setting for community radio • Increased civil society engagement &

advocacy for community radio

Activities under objective 3: • Identify and inform relevant fora for

policy dialogue • Develop and produce policy briefs • Organize key fora

Expected Outcomes under objective 3: • Informed policy environment • Improved access to information by

policy makers

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

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

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

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

Activities under objective 4: • Communicate lessons learnt and

best practices from pilot projects • Identify, synthesize, document

and disseminate best practices from ODMP and other initiatives

• Design tools for planners to incorporate traditional knowledge

• Organize and facilitate workshop on traditional knowledge

Expected Outcomes under objective 4: • Increased livelihoods and options for

local communities • Increased awareness of sustainable

management of natural resources • Reduction in human environmental

conflict and among resource users • Strengthened management options • Increase of the mainstreaming of best

practices into district planning • Increased recognition of traditional

knowledge • Increased exchange of lessons learnt

in the region

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

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

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

Activities under objective 5: • Document, disseminate and

share lessons from ODMP at strategic platforms.

• Share ODMP communication strategy with the basin

• Synthesize lessons from other initiatives and disseminate internally in ODMP

• Publish ODMP milestone reports • Develop media information • Produce an ODMP documentary • Produce a book on the ODMP • Organize regional workshop for

people at technical level

Expected Outcomes under objective 5: • Strengthened capacity of the

delta institutions • Wide understanding of delta, its

processes and management issues

• Improve coordination in the delta and implementation of the ODMP

• Increased collaboration and coordination between basin wide partners

• Increased exchange of lessons learnt in the region and internationally

• Increased appreciation of the Delta

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Table 8.1 Operational implementation plan

In Budget Year 2007

Year 2008

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Objective 1: To support project learning and reporting Develop guidelines Identify appropriate reporting protocols for partners involved in the implementation of the plan Identify appropriate entry points for reporting for different stakeholders: locals, regional, and international Develop a corporate style guide for the ODMP project * Establish a resource centre Develop multimedia platforms Develop ODMP webpage * Identify and insert ODMP information and links on other websites Develop a proposal for an intranet system Mainstream HIV and AIDS ,Gender and Poverty into the planning and management of delta resources Identify, document and disseminate lessons learnt in ODMP Synthesize, document and disseminate lessons from other initiatives Organize training workshops * Develop mainstreaming tools and guidelines Implement HIV and AIDS mainstreaming tools to components activities Objective 2: To enhance the state of knowledge in the delta for improved stakeholder participation Re-packaging of information from the planning phase Information needs analysis Select and repackage information * Select communication tools Translate information * Disseminate information Showcasing ODMP at strategic events * Production of conference paper

39

Reprint and reproduce display materials * Develop and produce Ramsar signs * Place Ramsar signs at main entry points * Establish mechanisms for feedback Select and use tools for feedback at existing platforms, (meetings, workshops and panel discussions etc) Advocate for the establishment of a community radio station Research on community radio Panel discussion with stakeholders * Meeting with authorities Identify and engage civil society platforms Objective 3: To contribute to policy process using issues and lessons learnt from ODMP Identify and inform relevant forum for policy dialogue Identify policy areas Identify forum for policy dialogue Develop and produce policy briefs * Disseminate policy briefs Develop and make presentations * Organize key fora * Objective 4: To promote best practices in the management of the Okavango Delta Communicate processes and results from pilot projects Identify, document and disseminate experiences * Identify, document and disseminate best practices * Translation of documents * Organize exchange programme * Capture and communicate best practices and approaches from ODMP Identify, synthesize, document and disseminate best practices * Develop Terms of References Design traditional knowledge mainstreaming tools for planners Organize and facilitate workshop * Capture and communicate best practices and approaches from other local, regional and international initiatives Synthesize existing information Translate synthesized information * Disseminate information

40

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

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

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9. Management and implementation arrangement In order to successfully implement the communication strategy a dedicated communications team has been established, which is based at the DEA offices in Maun. It is currently consisting of a Communications Specialist, a Rural Sociologist and an Associate Expert, lead by the District Environment Coordinator (DEC). The different communications activities will however be shared with project partners and some special tasks will be outsourced to specialists in their respective fields. The communications team communicate and report on progress regularly to the Director of DEA. The team receives technical assistance from IUCN and reports on progress quarterly as part of the annual planning cycle of IUCN. IUCN reports on progress to Sida, which is submitted on a bi-annual basis.

Reporting Line Liaison

District Environment Coordinator GoB

District

IUCN

Director DEA GoB

Headquarters

Communication team:

Communication Specialist Associate Expert Rural Sociologist

IUCN

District

SIDA

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10. Monitoring & Evaluation (M & E) M & E is essential in order to:

• Establish performance incentives for programme implementers; • Detect and address problems so that programme redesign and improvement become standard

operating procedures for the ODMP Project including the communication component; • Provide early evidence of programme effectiveness; and • Communicates to our multi-level stakeholders, in transparent and objective ways, the efforts

being made the ODMP Project Monitoring of the strategy will be conducted through regular programmatic and financial reports, periodic visits to relevant stakeholders by staff and through annual review and re-planning exercises. ODMP and its stakeholders will update its existing Monitoring system (logframe, instruments, databases, etc.), so that accurate information collected in the field can be demonstrated. Program monitoring and performance evaluation will focus on the extent to which expected results are being achieved. Programmatic progress towards achieving expected results and desired impact will be tracked through carefully structured performance monitoring tools for each of the 5 objectives. The M & E system will be implemented to regularly collect and analyse data not only to determine program progress in achieving stated objectives and results, but also to guide the program planning and management decisions, and establish informed rationale for adjusting the program’s activities. The results framework (Table 10.1) has been structured according to the 5 key objectives noted above with clear performance indicators and targets. In order to measure progress and performance during the implementation period of the Communication Strategy component, the baseline and performance target data have also been added to the framework. Progress and performance will be measured against these targets on an annual basis.

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Table 10.1 Communication Strategy Monitoring Results Framework

9 One on gender and one on HIV and Aids

Outcome assessment/ Core Indicators Targets 2006 2007 2008

Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1 Objective 1: To support project learning and reporting

Number of guidelines produced 2004

Quarterly program monitoring reports (QPMR) Annual Review 0

Number of entry points identified (QPMR) Annual Review 0

% of increase of partners utilizing the guidelines QPMR

0 Number of people utilizing the resource centre QPMR 0 Number of hits on the ODMP webpage QPMR 0 Number of partners reporting utilizing information on the website

QPMR 0

Number of proposals developed for intranet system QPMR 0 Number of documents on gender, HIV, AIDS and poverty developed and produced

QPMR 0

Number of information on gender, HIV, AIDS and poverty disseminated by type

QPMR 0

Number of synthesized documents on gender, HIV, AIDS and poverty developed

QPMR 0

Number of partners utilizing the synthesized documents on gender, HIV, AIDS and poverty

QPMR 0

Number of workshops on gender, HIV, AIDS and poverty mainstreaming held

QPMR 2

Number of participants at workshops (desegregated by gender/level)

QPMR 0

Number of gender, HIV, AIDS and poverty mainstreaming tools and guidelines developed

QPMR 29

Number of partners reporting utilization of gender, HIV, AIDS and poverty mainstreaming tools and guidelines

QPMR 0

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Outcome assessment/ Core Indicators Targets 2006 2007 2008

Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

Objective 2: To enhance the state of knowledge in the Delta for improved stakeholder participation Number of repackaged information (by type) QPMR 0 Number of information disseminated (by type) QPMR 0 % increase of communities participating in decision making process as a result of the information repackaged and disseminated

QPMR

0 % knowledge increase of knowledge about the delta of various stakeholders

QPMR 0

Number of requests for information from various stakeholders about the delta

QPMR 0

Number of events attended by ODMP Communication Team

QPMR 0

Number of display materials produced (by type) QPMR 0 Number of signs developed, produced and placed QPMR 0 Number of signs remaining QPMR 0 Number of feedback items captured by type QPMR 0 Number and types of participatory tools utilized QPMR 0 Number of stakeholders giving feedback QPMR 0 Number of researches carried out on community radio QPMR 0 Number of panel discussions held on community radio QPMR 0 Number of meetings held on community radio QPMR 0 Number of stakeholders participating QPMR 0 Number of Civil society partners identified QPMR 0 % increase of Civil Society organizations actively advocating for community radio

QPMR 0

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

Number of policy briefs developed and produced (by type) QPMR

0 Number of areas and forum for policy dialogue identified QPMR 0 Number of policy briefs disseminated (by type) QPMR 0 Number of policy makers utilizing policy briefs QPMR 0 Number of presentations held by ODMP staff (by type) QPMR 0

Number of fora organized QPMR 0 Number of participants at the workshop (by gender, sector and level)

QPMR 0

Objective 4: To promote best practices in the management of the Okavango Delta Number of pilot projects documented on process QPMR 0 Number of documents disseminated (by type) on process QPMR 0 Number of pilot projects documented on best practices QPMR 0 Number of documents disseminated (by type) on best practices

QPMR 0

Number of exchange visits organized QPMR 0 % increase in application of sustainable practices QPMR 0 Number of documents produced and disseminated to basis wide stakeholders

QPMR 0

Number of traditional knowledge mainstreaming tools designed

QPMR 0

Number of workshops on traditional knowledge held QPMR 0 Number of participants at traditional knowledge workshops (by type)

QPMR 0

% increase in use of best practices by planners (by type eg traditional knowledge, ODMP or other initiative)

QPMR 0

% increase in use of traditional knowledge mainstreaming tools by planners

QPMR 0

Number of traditional knowledge documents synthesized and produced

QPMR 0

Number of traditional knowledge documents disseminated QPMR 0

Outcome assessment/ Core Indicators Targets 2006 2007 2008

Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

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

Outcome assessment/ Core Indicators Targets 2006 2007 2008

Targets are cumulative Ref Data source Baseline Q4 Q1 Q2 Q3 Q4 Q1

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11. Budget Communication Strategy Line Item 2007 2008 (Jan Feb) BWP USD BWP USD

Communication Specialist 82,500 13,750Rural Sociologist 39,225 6,538International Travel 11,000 2,000Local Travel 8,100 700Vehicle running costs 9,000 500 Communications PR Develop a corporate style guide, Consultant (two days) 5,000 820 ODMP webpage, Consultant (six days) 25,000 4,098 Ramsar site signs 10,000 1,639 PR material (Newsletters, drama, subsciptions to newspapers) 19,200 3,148 2,000 328Adverts in Newspapers and Magazines 32,000 5,246 2,000 328Fact sheets (pilot projects, best practices, policy briefs) 48,000 7,869 2,500 Pilot projects comics and drama 16,000 2,623 Booklets on best practices (pilot projects etc) 17,000 2,787 3,000 492Document best practices (Consultant) 60,000 9,836 Launch of ODMP workshop (inlc publicity materials) 85,000 13,934 Publication of ODMP milestones 95,000 15,574 Documentary on ODMP 115,000 18,852 ODMP book 125,000 20,492 Publicity equipment 10,000 1,639 Training/workshops/seminars/conferences Community radio station 15,000 2,459 ODMP stakeholder forum 50,000 8,197 Ngamiland CBNRM forum 30,000 4,918 Exchange programmes on best practices 9,000 1,475 1,000 164Workshop on best practices (consultant) and pilots 50,000 8,197 Workshop on Gender, Poverty HIV and Aids mainstreaming 20,000 3,279 Translation of documents Pilot projects fact sheets 9,000 1,475 1,000 164Communication strategy 4,000 656 Simultaneous translation for regional consultation 3,000 492 Publications translation 16,000 2,623 2,000 328Translation of documentary 1,000 164 Engagement & communication with basin stakeholders Exchange programmes on best practices-pilot proj. 9,000 1,475 1,000 164Lodgistics in Angola (accomodation, flights, car) 28,000 4,590 Regional workshop for technical people 100,000 16,393 Administrative Overheads (10%) 24,428 4,071

TOTAL 339,204 29,526