the role of tourism in natural resource management in the okavango ...

at the same time allowing them to derive direct sodo-economic benefits from such
resources. Income generation and employment opportunities for the rural people in
CBNRM projects should be regarded as one of the success areas of the programme
in the Okavango Delta. CBNRM in the Okavango has also had the effect of
increasing the value of natural resources, particularly wildlife. For example, in 2001,
local people knew that an elephant sells at Pula 42 000 (US $ 7000) to a safari
operator. In fact, resource revenue/land rentals have increased to better reflect the
value of natural resources in the Okavango Delta. CBNRM has also increased the
value of cultural resources, especially in the production of traditional crafts such as
baskets and wood carvings, and through traditional singing and dancing for tourists.
These activities are perceived as building a sense of pride and self-worth for local
communities, as well as preserving cultural identities (Mbaiwa, 2004).
7.3.7 Problems and Challenges Facing CBNRM in the Okavango Delta
Although the implementation of the CBNRM programme in and around the
Okavango Delta has had several positive results, the Community Based
Organisations involved in CBNRM are characterised by problems, which generally
hamper the performance and success of their various projects. Most of the CBNRM
projects in the Okavango are constrained by factors such as a lack of
entrepreneurship and managerial skills in the tourism business, that is, the lack of
training and capacity building, insecurity of tenure, conflicts between stakeholders,
management problems of community trusts and the misuse of funds. These
problems affect the success and sustainability of CBNRM in the Okavango Delta
(National CBNRM Forum, 2001; Mbaiwa, 2004).
7.3.7.1 Lack of Entrepreneurship and Managerial Skills
The Department of Wildlife and National Parks (DWNP) notes that the CBOs in the
Okavango Delta, in general, lack business management skills as well as the
necessary experience in developing viable tourism projects in their respective areas.
The lack of entrepreneuership and managerial skills in the tourism business by local
communities has led many of them to form joint partnerships with safari companies.
Most joint ventures are in the form of contract agreements rather than community­
private sector partnerships. The latter requires substantial management skills and
333