Mmadinare Development Trust Strategic Plan: 2014 - 2019

MMADINARE DEVELOPMENT TRUST STRATEGIC PLAN: 2014 - 2019

Old Mmadinare Traditional Harvest Storage (Matlole)

Mmadinare Development Trust P O Box 216, Mmadinare Tel: 2617334 Fax: 2617374 Email: [email protected] Website: http/www.trust.mmadinare.org

Contents GLOSSARY ...... 3 Acknowledgements ...... 4 Executive Summary ...... 5 1.0 Introductory Statement ...... 7 2.0 Background Statement ...... 8 2.1 Mmadinare village at a glance (overview) ...... 8 2.2 About Mmadinare Development Trust ...... 15 2.2. About Mmmadinare Development Trust ...... 15 4.0 The MDT Strategic Foundations ...... 17 4.1 Organizational Vision ...... 17 4.2 Mission Statement ...... 17 4.3 Values:...... 17 5.0 Mmadinare Community SWOT Analysis ...... 18 6.0 Key Result Areas …………………………………………………………………………………………………………………………… 19

7.0 Major Goals...... 23 7.1 Specific Objectives ...... 23 7.2 Implementation Plan for the Strategy ...... 27 8.0 GANTT CHART FOR MDT PROJECTS ……………………………………………………………………………………………….. 29

9.0 Evaluation ...... 31 10.0 Summary ...... 32 11.0 Appendices ...... 32

GLOSSARY

BOCCIM Botswana Confederation of Commerce Industry and Manpower

BOCOBONET Botswana Community Based Organization Network

CBO Community Based Organization

CBNRM Community Based Natural Resources’ Management

MDT Mmadinare Development Trust, also “The Trust”

MP Member of Parliament

MTA Mmadinare Tribal Authority

NDDC National District Development Conference

NGO Non-Governmental Organization

RADS Remote Area Rural Development Settlement

SPEDU Selibe Phikwe Economic Diversification Unit

TAC Technical Advisory Committee

VDC Village Development Committee

VET Village Extension Team

Acknowledgements

Mmadinare Development Trust (MDT) is indebted to, and would like to acknowledge the following distinguished people and organizations for their varied and concrete contributions to this Strategic Plan exercise. i) His honor the Vice President of the Republic of Botswana and MP for Mmadinare Constituency, Dr. Ponatshego H. K. Kedikilwe, ii) Mr Sylvester G. Masweu, Bachelor of Social Science (UB), iii) Mr. Lawrence A. B. Madzinyane, Senior Assistant Council Secretary, Tutume Sub District Council, iv) Mr Seno F. Mokhondo PCH. Councillor, Serule Ward, v) Dr Tshiamo Motshegwa, (BEng, PhD, MBCS City University, U.K.): Botswana National Technology Transfer Office Project Coordinator, Computer Science Department, University of Botswana. vi) Mr Kabelo David Sima, B A in Graphics and Design, Teacher, Mmadinare Senior Secondary School vii) Mr Pantanowitz Motshegwa, M.Sc, B. Eng Computer Engineering (University of Victoria, Canada): IT Applications/Systems Manager, FNB Botswana viii) Mmadinare Tribal Authority, ix) The Community, NGO’S, Government departments and all MDT Stakeholders x) Regional Development Agency SPEDU, xi) MDT Board of Trustees Members

Executive Summary

This document outlines the Mmadinare Development Trust (MDT) strategic plan. The plan is authored by MDT - a body and a village think tank set up to manage the village resources, preserve cultural heritage, analyze local socio economic challenges and build strategic partnerships for the purposes of advancement and development. MDT aims to achieve this through implementation of projects for economic diversification, capacity building amongst both the youth and the old, and general employment creation. The MDT has carried out, through a series of inclusive workshops, a consultative introspective analysis of the village’s position in terms of opportunities, strengths, weaknesses and perceived threats and produced a Strategic Plan that discusses amongst others, broad and concrete proposals for;

 Plans for optimal and sustainable use of accrued economic and natural resources for use in projects aimed at economic diversification,

 Plans for investment in income generating activities through physical infrastructure development,

 Plans for building strategic partnerships to effect sound running and management of these investments,

 Plans for projects for community organization, capacity building in farming (including dairy, crop, animal, and poultry), as well as improvement of farming practices and indigenous food processing,

 Plans for projects aimed at improving and creating gainful employment for both youth and the older generation for improved quality livelihoods, and wealth creation for the local communities,

 Plans for new and innovative ventures in line with developments in the village and its periphery such as horticultural farming, fish farming, canoeing, boating and related leisure activities at the new dams surrounding the village,

 Plans for engagement with the new agro-processing plant in Selibe-Phikwe, to supply the rest of the country and foreign markets with locally processed foods,

 Plans for activities to rehabilitate the environment and reverse the degradation and ravages arising from the mining activities of the Selibe-Phikwe, including processes for recycling and shredding cans use in the mine in place of sand that is degrading the rivers of the village,

 Plans for cataloguing, conservation, and preservation of cultural, indigenous and natural resources.

Figure 1: His Honour the Vice President, Dr P. H. K. Kedikilwe, Patron of MDT & Kgosi P. Seeletso of Mmadinare during the Figure 2: Col. Moseki A. Moseki, MDT Chairperson, giving MDT Strategic Plan Conference welcome remarks at MDT Strategic Plan Conference

Figure 4: His Honour the Vice President, Dr P. H. K. Kedikilwe Figure 3: Kgosi Seeletso of Mmadinare welcoming participants giving a Keynote address at the MDT Strategic Plan Conference

6 Figure 5: Participants at the MDT Strategic Plan Figure 6: MDT Vice Chairperson, Mr D. Ntwaagae giving a presentation at the MDT Conference.

Figure 7: Mr A. B. Madzinyane, Snr Asst. Figure 8: Mr P. Kedisitse, SPEDU at the Council Secretary, Tutume Sub District MDT Conference Council, Facilitating at the MDT Conference

Figure 9: Mr B. Motshegwa (MDT Board member), Director of Ceremonies at the MDT Conference

Figure 10: Mr M. Mankge, of Dept. of Wildlife & National Parks at the MDT Figure 11: Mr S. F. Mkondo, PCH, Councilor, Serule facilitating at the MDT Conference 1.0 Introductory Statement

MDT has analyzed and identified development opportunities and challenges in the village and has carried out a strategic planning exercise to explore ways and means of using existing accrued resources for economic diversification and addressing socio-economic problems such as youth unemployment, empowerment of local farmers and community organization. The exercise has also considered the sustainable use and conservation of local natural resources and preservation of cultural heritage. MDT also recognizes the importance of strategic partnerships and aims at reaching out to other parties locally, nationally and internationally for technical and management assistance in planning, execution of projects, seeking additional resources in realizing its objectives and vision.

2.0 Background Statement

2.1 Mmadinare village at a glance (overview)

Mmadinare is a Village that is located in the Bamangwato Tribal Territory - North East of the Central District of Botswana, about15 km North of Selibe Phikwe. Like the ancient Mesopotamia, which is today modern Iraq, Mmadinare is situated between two rivers: Motloutse in the North and Letlhakane in the South. Another feature of this village is its location in the middle of four hills namely, Makome in the South, Matshwakwe in the North, Magolo in the West and Lehokoje in the East. As it was the case elsewhere in Southern Africa then, the village first came into existence during the 1800 Mfecane- a tumultuous period of strife, and chaos and war among indigenous communities in southern Africa that resulted in dispersal and forced migration and conquest . At that time, the hills were used as a form of defensive position and fortress protection against enemies, and acted as sentry outposts to spot - from a distance - the marauding Ndebeles.

Historically, the name Mmadinare literally translates to Buffalo matriarch, and stems from the fact that once upon a time, the stretch along the Motloutse river, where the village subsequently sprouted, used to be a preferred habitat and a favorite drinking spot and stomping grounds for herds of buffalos and an ideal sanctuary and nursery for the herds’ young calves whenever their mothers had gone to distant places for grazing.

The village, which is now slowly growing into a township, came into existence around 1900, and has a population estimated to over 17 000 people. The demographics reflect a diverse makeup of the population. Tribes making up this village include but, not limited to - Batalaote, Bangwato, Basarwa, Bapedi, Babirwa and others. Mmadinare has close historical ties and relations with other villages namely, Sefophe, Tobane, Robelela, Damuchojenaa and others in the periphery.

Geography:

Motloutse River passes on the northern part of the village. This river was dammed at the outskirts of the village to create and supply the Letsibogo Dam (with 100 cubic metres of water).It is the third biggest in the country after Gaborone Dam (with 141 cubic metres) and Dikgatlhong Dam (with 400 cubic metres).The river is part of a river system and chain to the Indian Ocean. Before it drains into Limpopo River down further east, it is joined by Letlhakane River and other smaller streams due East and then drains into the Limpopo that in turn drains into the Indian Ocean. The River is historically a water supply to communal farmers and cattle posts along its banks both during the wet and dry seasons as subsistence and livestock water can easily be accessed from it by hand digging up just beneath the sand. The current and topical

8 issues concerning the River relate to depletion of river sand as a result of sand mining by the copper mine in Selibe Phikwe for the purpose of copper ore processing. There are also concerns with mine waste deposited into the River and potential pollution downstream.

Figure 12: Arial View of Motloutse River showing Letsibogo Dam catchment area [Source Google Maps]

Figure 13: Motloutse River flowing. Near Mashatu [Photo by Henry Parsons]

Figure 14: Motloutse River, showing healthy vegetation growth and natural sand accumulation [Photo by Phil Johnson]

Figure 15: Example river Sand mining a - Acute water shortage due to river sand mining reported by local famers [Story source Botswana Daily News, 18 November 2013, Photo: Gaseitsiwe Moruakgomo]

Figure 16: Typical Effects of unchecked Sand mining - Showing Musavezi River in Zimbabwe [Story Source -The Zimbabwean, 26 March, 2014]

Wildlife

The area also has a great deal of potential for tourism and wild life resources. It was historically, a flourishing habitat of a variety of wildlife and flora. Currently, in the surrounding areas, there are resident herds of elephants and other wildlife species. Elephants in particular have become problematic animals. As a consequence, there have been a considerable number of reported cases of seasonal man-animal conflicts regarding crop destruction and threat to human life.

Figure 17: Elephant foraging. Mmadinare area has a sizeable resident elephant herd

Culture and Sports

The people of Mmadinare are conservative and typically prefer a very quiet life style. Mmadinare like most Botswana villages is a cradle of Setswana culture; this is entrenched in the way of life of the village residents, especially the pool of elders. Cultural artifacts, indigenous foods, oral culture, and ceremonies are examples. Residents are passionate and accomplished pastoral farmers; animal and plant breeders; A very wide variety of traditional foods are produced, harvested, processed, preserved and are mostly preferred cuisine and/or diet.

Figure 18: The Vice President, Dr Ponatshego Kedikilwe, attending the Mmadinare North Agricultural Field Day on April16 [Source Daily News, 16 April 2014]

Figure 19: Mr E. Masalila, MDT Board Member, exhibiting Figure 20: Traditional Troupe performing at the 2013 handcrafts at MDT stall Strategic Plan Workshop However, due to its proximity to Selibe Phikwe mine town, the village is developing into urban type of life whereby, it gets most of its goods supplies from the town. As part of recreation, Mmadinare hosts, amongst others - an annual Christmas marathon on Christmas day whose patron is His Honor, the Vice President of the Republic of Botswana and MP, Dr P.H.K. Kedikilwe, Football, Netball, Basketball, etc.

Transport and infrastructure

Mmadinare is in the group of Botswana villages that can be classed as old and large and has a political Constituency centered on it. The village has an old established primary hospital, (legacy of the missionary presence in the village), a satellite police station, land board offices, Power (electricity), Water utilities, Post Office, Tribal authority and Community Organization structures and infrastructure.

In education, the village has a well-resourced senior secondary school attracting students regionally and nationally. Mmadinare has two Junior Secondary Schools, six primary schools and few pre-primary schools.

The village is also a “water hub” of the country, hosting the Letsibogo and Dikgatlhong dams in the vicinity; arguably, between them the largest expanse of water reservoirs in the country with great deal of potential in Aquaculture through fisheries and water based recreational activities - such as Sport Fishing etc.

Figure 21: Dikgatlhong Dam in Mmadinare Constituency near the village of Robelela few kilometers below the confluence of Shashe and Tati Rivers. The dam13 holds 400,000,000 cubic metres at peak capacity.

The village is well connected via a tarred road to Selibe Phikwe and gravel road to Robelela and Dikgatlhong dam. There are good telecommunication links with some households having phone lines and internet connections. There is a proportional village shopping complex, retail, fuel depot and plethora of general dealers strewn around the village.

Figure 22: Selibe Phikwe, 12 Km from Mmadinare, the third largest urban centre in Botswana after Gaborone and Francistown.

Mmadinare Community Organization and Structures:

In addition to the MDT, the village has, inter alia, Tribal Authority, wards and Dikgosana, community committees and sub committees that include but not limited to - a functional Village Development Committee(VDC) -(a village Parliament), that has a responsibility to implement various development projects in the village; Village Extension Team (VET), comprising of all civil servants in the village:

2.2 About Mmadinare Development Trust

Figure 23: Part of Mmadinare village committees’ members at MDT 2013 Strategic Plan Conference

2.2. About Mmadinare Development Trust 2.2.1 Current Members of the Board of Trustees:

Col. Moseki A Moseki Chairman Mr Ditshupo Ntwaagae Vice Chairman Mr Eric Masalila Board Member Mrs Morwadi Rantsudu Board Member Mr Baabetswe Motshegwa Board Member Mrs Mangi Mulenga Board Member Mr Lebofane Rachere Board Member Mrs Neo Mauta Board Member Elizabeth Keoletile Board Member Banyana Motlhabani Board Member

Manager

Mr Banyatsi Leposo

MDT was formed In April 2001. The Trust is mandated to manage natural resources for the benefit of the people of Mmadinare and the surrounding areas.

The Trust is the brain child of the people of Mmadinare Village, formed after a realization that there is need for an organization or entity that will manage local natural resources; it also draws inspiration in part from Community Based Natural Resource Management, (CBNRM).

Some of its core objectives are to coordinate conservation based natural resource management within the area; to monitor the condition of natural resources of the area for better protection and sustainability. The Trust, through its programs aims at improving rural livelihoods and reduces poverty through diversification of rural economy with the promotion of tourism, social and economic advancement of residents.

The organization is apolitical and therefore does not indulge in partisan politics or tribal administration issues; its mandate is solely focused and centered on community development.

The Board of Trustees is led by a chairperson who provides an oversight role to the organization. Membership to the Trust is restricted to Mmadinare residents only.

MDT office is manned by a hired manager. Currently, the Trust solely relies on proceeds accrued from sales of elephants to hunting Safaris, and this income stream is used for development projects in Mmadinare and to pay for Manager’s salary and settle office running costs. But as of January 2014 this income stream has dried up when the hunting ban in Botswana took effect.

Figure 24: MDT Manager, Mr Banyatsi Leposo: 2012 – May, 2014

Management Board and Staff

Figure 25: His Honour the Vice President, Dr P. H. K. Kedikilwe (C) & some members of the MDT Board

4.0 The MDT Strategic Foundations

4.1 Organizational Vision A center of excellence in sustainable management and conservation of natural resources for improved quality of life for the Community of Mmadinare.

4.2 Mission Statement We the Mmadinare Development Trust, in partnership with stakeholders, to plan and implement integrated natural resources management strategies, programs, policies and projects through skilled manpower, modern technology for the upliftment of the living standards of the community we serve.

4.3 Values: 1. Customer Centric 2. Transparency 3. Trustworthy 4. Integrity 5. Competence 6. Courteous 7. Teamwork 8. Timeliness

5.0 Mmadinare Community SWOT Analysis

STRENGHTS

 Most village committees have committed, experienced and strong will powered members.  Letsibogo and Dikgatlhong Dams have good potential for business and economic value addition through aquaculture projects like fisheries and water based recreational activities  The presence of flora and fauna provides an opportunity for tourists to visit the area and for sustainable revenue streams and income generation.  The village has good infrastructure and transport links and its proximity to Selibe-Phikwe town facilitates economic activity.  The political will and support at national level is satisfactory.

WEAKNESSES

 Tribal and local political leadership cooperation with village committees is unsatisfactory.  Failure to explore business potential of available infrastructures and resources, such as - the Letsibogo and Dikgatlhong Dams.  Insufficient tourists’ attraction marketing strategies and services that results in low numbers of tourists visiting the area.  Project management skills low

OPPOTUNITIES

 The village has ample natural resources to harness.  Presence of tourists due to Letsibogo and Dikgatlhong Dams in the village and Robelela village provides a window for tourism based business.  MDT serves as an assurance that there will always be an entity to manage natural resources.  There is a base for farming and farming activities and farmers networks.

THREATS

 Foot and Mouth Disease is a threat to farmers as it affects economic lives.  Prolonged droughts sometimes disturb economic activities amongst arable farmers.  Roaming elephants are a threat to everyone as they threaten lives.

6.0 KEY RESULT AREAS (KRAS)

KRA 1 DEVELOPMENT PROJECTS PLANNED AND SUCCESSFULLY DELIVERED

 To provide effective and efficient delivery of development projects

KRA 2 INSTITUTIONAL EFFECTIVENESS ACHIEVED

 To achieve/promote high levels of institutional effectiveness

KRA 3 CUSTOMERS AND STAKEHOLDERS SATISFACTION ACHIEVED

 To achieve high levels of customer and stakeholders’ satisfaction

KRA 4 ECONOMIC DIVERSIFICATION PROMOTED

 To promote economic diversification

KRA 5 SUSTAINABLE ENVIRONMENTAL MANAGEMENT ACHIEVED

 To promote sustainable environmental management

KRA 6 HIV/AIDS INFECTION AND IMPACT REDUCED

 To reduce the impact of HIV/AIDS

KRA 7 STAKEHOLDER COLLABORATION ACHIEVED

 To create strategic partnerships

KRA 8 REVENUE GENERATION ENHANCED

 To increase Revenue base

KRA 9 EMPLOYMENT GENERATION ACHIEVED

 To create employment opportunities

KRA 1 DEVELOPMENT PROJECTS DELIVERED

Strategic Goal 1

To have quality Community development projects delivered by 2019

Strategic objectives

 To timorously deliver community development projects 19

 To deliver quality Community development projects within approved budget  To deliver Community projects according to specification standards

KRA 2 ECONOMIC EMPOWERMENT ACHIEVED

Strategic Goal 1

To have empowered communities to be self-sustainable by 2019

Strategic objectives

 To effectively disseminate information on the Trust’s policies, programmes and activities  To build capacity within the communities for effective project implementation by ………..  To foster participation of disadvantaged groups into economic activities  To promote effective dissemination of information

Strategic Goal 2

To have delivered social services and programmes by 2019

Strategic Objectives

 To provide all essential services timely  To ensure compliance to set service standards  To implement all set programmes

KRA 3 INSTITUTIONAL EFFECTIVENESS ACHIEVED

Strategic Goal 1

To have developed institutional capacity to execute by 2019

Strategic objectives

 To develop appropriate skills and competencies  To advocate for provision of appropriate levels of staff  To ensure provision of appropriate technology

Strategic Goal 2

To have in place effective procedures and processes by 2019

Strategic Objectives

 To operationalise the strategic plan effective May 2014  To develop process management plan 20

KRA 4 CUSTOMERS AND STAKEHOLDERS SATISFACTION ACHIEVED

Strategic Goal 1

To have satisfied customers and stakeholders by 2019

Strategic objectives

 To develop standards for measuring customer/stakeholder satisfaction  To conduct customer satisfaction surveys

Strategic Goal 2

To have in place full stakeholder participation by 2019

Strategic Objectives

 To establish data base for all stakeholders/customers participation by May 2014  To create strategic partnerships

KRA 5 ECONOMIC DIVERSIFICATION PROMOTED

Strategic Goal 1

To have secured alternative sources of revenue by 2019

Strategic Objectives

 To promote utilization of other natural resources  To promote tourism

Strategic Goal 2

To have created a conducive environment for economic growth b 2019

Strategic Objective

 To reduce procedural delays that hinder investment

KRA 6 SUSTAINABLE ENVIRONMENTAL MANAGEMENT ACHIEVED

Strategic Goal 1

To have effective environmental management systems by 2019

Strategic objectives 21

 To promote environmental awareness  To promote environmental friendly practices  To mainstream environmental issues in all developmental projects and programmes

Strategic Goal 2

To have sustainable use of natural resources by 2019

Strategic Objectives

 To promote prudent utilization of natural resources  To promote effective mechanism for natural resources sustainability and utilization  To assess all waste land for potential use

KRA 7 EMPLOYMENT GENERATION ACHIEVED

Strategic Goal

 To have sustainable forms of employment by 2019

Strategic Objectives

 To create job opportunities

KRA 8 HIV/AIDS INFECTION AND IMPACT REDUCED

Strategic Goal

To have in place migration measures by 2019

Strategic Objectives

 To increase awareness on HIV/AIDS prevention programmes  To increase public awareness on care and support programmes  To mainstream HIV/AIDS in all planned projects

7.0 Major Goals

The proposed strategic plan encompasses a number of goals centered on establishing joint agreement ventures, collection of royalties, development of infrastructure, utilizing Letsibogo and Dikgatlhong dams, improvement of farming through provision of farming machinery, indigenous food processing and others.

The following section and tables provide details on each of these aspects.

7.1 Specific Objectives

Goal No1: Joint Venture Agreements and Strategic Partnerships

STRATEGY PROJECTS Go into joint venture agreement with other Income generation through property parties, e.g. a company that can help construct investment at the plot adjacent to the Kgotla and run infrastructure that will then be rented out to generate and provide and additional income stream to the Trust.

Facility for Recycling and shredding of cans Joint venture with a local or foreign company For use in the mines that might want to invest in such a venture

Mega Environmental Rehabilitation Project Joint venture with business interested in Planting trees and re-fertilizing the soil in the investing in such a venture for creation of jobs areas where vegetation has been destroyed and income to the Trust coffers. by the sulfur;

Project to extract and convert sulfur from the As above smelter smoke into usable substance, e.g. manure

Goal No2: Payment of Royalties.

STRATEGY PROJECTS Department of Mining could pay royalties for Generate income through royalty payments sand mining in Mmadinare. This projects could be managed by MDT thus making an economic activity both to MDT and the village

Goal No3: Commercial Guest House

STRATEGY PROJECTS Convert and renovate the old water Affairs 1. MDT to invest in the hospitality industry plots buildings alongside the river banks of Motloutse River into a guest house By virtue of the plot being along the river 2.Raising funds through investing in banks, the place could be used as a vegetable, Vegetables fruit and flower garden. 3.Fundraising through entertainment Because the place is in a quiet location which is also eye catching, MDT could use it for retreats, and entertainment; perhaps Jazz festival

Goal No 4: Establishment of an Eco Lodge

STRATEGY PROJECTS Establishment of an Eco lodge. Also a craft 1.Utilization of MDT eco lodge plot for shop where local artifacts could be sold. The income generation jungle, where this plot is situated provides an opportunity for business. MDT has already drafted a business plan for the eco Lodge

MDT shall explore nature reserve business with 2. Exploring nature reserve business its plot allocated for the same venture. The place will be home to various animals which could in turn be used to attract tourists. Business Plan already drafted.

Goal No 5: Phane Packaging

STRATEGY PROJECTS

Utilization of Natural resources to fund raise Sale of Packed Phane and to create a Phane market trading place

Goal No 6: Sale of Jam to Fund Raise

STRATEGY PROJECTS

Utilization of Natural resources to fund Raise Taking advantage of the availability of Morula tree to make jam that could be sold to fund raise. Also, the presence of Marotse could be used to make Mpale and thus preserve culture while also making money for the community. Community to approach National Food Technology Research Center on technical capacity building on Indigenous food processing and technology.

Goal No 7: Sport Fishing and recreation

STRATEGY PROJECTS Engage in Sport Fishing through the help of 1. To attract more tourists that could professionals. This would make us take generate income into MDT advantage of Letsibogo Dam and generate money. There is also potential for fisheries

2. Boating, canoeing and other water As above engage with interested stakeholders activities at the Letsibogo and Dikgatlhong or business to carry out these activities for Dams profit-sharing with the Trust

MDT to propose business deals with Water utilities cooperation, where MDT could benefit 3. Entering into business deals with Water from services like boat cruising, boat rentals Utilities Cooperation issuance of fishing permits, etc.

Goal No 8: Agricultural machinery Hiring

STRATEGY PROJECTS

To make effort to secure funds so as to Embark upon a program to encourage farmers purchase Machinery and Farming Implements to engage in farming and, in turn, farmers to hire/lease MDT tractors and Implements. In the process, this will raise funds for the MDT.

Encourage Horticultural, poultry and Fish Facilitate young or older entrepreneurs from Farming activities around the dams to create the village to engage in these activities to gainful employment and wealth creation provide fresh vegetables, poultry products and ventures for the local communities fish for supply to the Agro-processing plant in Selibe-Phikwe. Also encourage and facilitate setting up food/eatery markets for freshly prepared meals catering for working people in the vicinity and visitors/tourists visiting to see and enjoy the ventures and activities at the dams

Goal No 9: Exploration of natural resources in and around MDT Area

STRATEGY PROJECTS

Establish Resource Inventory of historic In partnership with other stake holders, that places of interest and Archeological Sites for include a resident archeologists, (Museum and tourism purposes. Art Gallery) government departments, the trust will embark upon a search for either natural, physical or social features that could serve as attraction to Mmadinare village and therefore be used for income generation. Such features could be the example of our historic silos that we have in the village- i.e (matlole a mabele - captioned on Cover page).The other example is lentswe la boreledi that we have in the village.

Goal No 10. Creation of Mmadinare Development Trust Website

STRATEGY PROJECTS

MDT to engage experts to create a Website. Formulation and adoption of a strong marketing strategy, and launching of a dedicated website and web portal for marketing purposes.

7.2 Implementation Plan for the Strategy

PROJECT RISKS/CHALLENGES MITIGATORY MEASURES

Office construction Lack of funds to contribute Fundraising and Donations would be MDT share in the joint sought with the help of networks venture and lobbying by MDT members. Also plot ownership could be used as MDT’s contribution to the project

Payment of Royalties There must be trust that the The MDT Board should have a good funds paid would be used to track record. This could soften develop the community. MDT relations with other stakeholders. must prove this to stakeholders and government and demonstrate how the royalties would be used to improve the lives of the community Commercial guest house Lack of funds Donations could be sought to carry on with the project Donations could be sought not only Establishment of an Eco Lodge Lack of Funding locally but also, nationally and abroad. Nature Reserve Business Lack of funds Assistance from Government Lack of skills to run this Funds from other donors business Self-reliance initiative by community Phane Packaging Higher prices from Phane When people realize that it is MDT harvesters, also Phane is only purchasing, they might hike prices, seasonal and there the as a consequence, a marketing business would not make strategy should be in place to

constant sales throughout the support MDT to find a solution year Sale of Jam People might not prefer The standard of the product would homemade jam have to be high in order to keep the customers. Engaging National Food Technology Research Center on technical help will also alleviate this potential problem

Fish Sport Lack of sporting facilities, i.e., Need to engage other stake holders, Sailing boats. i.e., Water Utilities, Department of No trained operators. Wildlife MDT might not have enough Available Machinery and Secure Farming Machinery and machinery and Implements to implements would be used for initial Implements for hire cover its clients. implementation. Natural Resources Inventory Lack of resources i.e (funds, Archeological sites already been transport) identified by Department of Museum and Art Gallery personnel around the area

Data on historical sites around Mmadinare area is readily available

There is cooperation between the archeologists and MDT

8. GANTT CHART FOR THE MDT PROJECTS

2015 2016 2017 2018 2019 No. ACTIVTIES Jun Dec Jul Oct Dec Jun Nov Dec Dec Jan Oct Dec 1 Creation of Mmadinare Development Trust Website

2 Creation of Resource Inventory 3 Sport Fishing and recreation 4 Payment of Royalties 5 Sale of Jam to Fund Raise 6 Phane Packaging 7 Commercial Guest House 8 Joint Venture Agreements and Strategic Partnerships 9 Office Construction 10 Establishment of Eco Lodge 11 Nature Reserve Business 12 Agricultural Machinery Hiring

9.0 Evaluation Miscellaneous Issues and Challenges

MDT faces a financial challenge that mainly came about as result of Government decision to ban hunting in Botswana - which came into effect beginning 2014. The effect of this moratorium is that Government no longer grants hunting quota of elephants to MDT. As a consequence, this has resulted in loss of revenue that would have been accrued through sales of Elephant hunting licenses. This natural resource has been a commodity that has since been the sole source of sustenance to MDT to date. This remains a challenge because other financial avenues have to be found urgently to take MDT forward.

Figure 26: Botswana hunting moratorium came into effect January 2014. MDT lost a revenue stream from proceeds of government hunting quota of elephants MDT has got a challenge also of convincing the village leadership on the importance of collaboration with the trust. Once this could be resolved, it would be easier to market the organization and take it forward.

Way forward

It is of no doubt, that if MDT could put into practice the suggestions made during the three workshops –i.e. consultation with the community; building strategic partnerships and adoption of this plan, then more will be achieved in the future.

The ten goals set are a big challenge to MDT as they signal the beginning of a development process that requires selflessness and dedication. Though it is important to plan, it is even more important to execute the plan.

10.0 Summary

This document has provided a detailed strategic plan drawn up upon concluding a consultative process and an analysis that identified MDT’s strengths, opportunities, perceived weaknesses and threats.

A proposed implementation of the strategy has been detailed. The implementation is through identification of goals, strategic partnerships, execution, and implementation of concrete projects for income stream generation and rejuvenation of economic activity.

The implementation is to be done through utilization of accrued proceeds from current and available sources such as sustainable utilization of natural resources, infrastructure development and farming activities, indigenous food processing and maximizing the use and exploitation of water reservoirs at Letsibogo and Dikgatlhong Dams. There is also objective to identify new sustainable revenue income streams.

11.0 Appendices

APPENDIX A: NATURAL RESOURCES WITHIN MMADINARE DEVELOPMENT AREA Morula trees

Mogwana

Mowana

Moretologa

Historic Hills

Rivers and Vegetation

Letsibogo Dam

Sand

Phane

Motlopi

APPENDIX B STAKEHOLDER ANALYSIS 1. BOCCIM

2. BOCOBONET

3. CBOs

4. COMMUNITIES

5. COUNCIL

6. COUNCILLORS

7. DESTITUTES

8. FARMERS

9. LANDBOARD

10. MEMBERS OF PARLIAMENT

11. MINISTRIES

12. NDDC

13. NGOs

14. PARASTATALS

15. PENSIONERS

16. POLITICIANS

17. RADS

18. SUPPLIERS

19. TAC

20. TRIBAL ADMINISTRATION

21. YOUTHS