*4.2.5 The existing ecosystem in Cuando Cubango*

To know the supply of ecosystems, we substantially reviewed the data of the NGOWP that since 2015 makes a scientific task to study the biomes of the Rivers Cuando and Cubango, in order to make known to the world.

**Table 9** shows the results of the first stage of the research.

The amount of fauna and flora resources recorded evidences the current situation, but they are not the totality of the existing natural heritage, as will be noted below.


#### **Table 9.**

*Faunal and floristic resources.*

#### *4.2.6 Description of major wildlife resources*

For the present study, the author presented mainly the animals that have been seen and studied in the last three years of empirical research within the protected area. Among them, you can find:

Fish: clams, catfish, sardines, freshwater crab, mullet, trout and limbombo. Reptiles: alligator (order crocodile), lizards, chameleons and snakes.

Mammals and wild: black elephants (one of the highest populations in Africa), cheetah, hyena, leopard, wild dog, zebra, hippopotamus, lion, hyena, royal lever, nguelengue, buffalo, rabbit, gazelle (bambi, local name), jaguar, badger, inhala, puku, chango, topi, impala, oribi, steenbok, lechwe, olongo and boar that need natural and ample spaces to move.

Birds: ostrich, bico-de-serra, peru-do-mato, guinea fowl, Angolan hen, red throat grace, carunculadosted guru and secretary.

Livestock and poultry: cattle, goats, pigs and horses. The populations also raise ducks, chickens and pigeons.

Flora, mineral and river resources.

In this region of Africa there is an ecosystem characterized by savannah, where small shrubs and trees are found [31]. Among the main resources of the flora in Cuando Cubango, is:

Flora: muxumba, mucussi, muvambo, mumwe, mucoxo, mucuvi, muxexe, mungolo, mussivi, muvambe, girassonde or mucula and palmeiras. The flora is made up of forests of zambezia miombo and xerophilous forests and savannas. Areas with a water table near the surface are occupied by grasslands (chanas). In the riverbed there are palustrial and aquatic communities with a preponderance of grasses existing at the northeast end of the Okavango sub-basin and most of this unit is occupied by rooted vegetation that corresponds to palustr reeds and thorny trees (Manja) and there are also several extensions. However, part of the territory is almost a desert. You can also see swamps, virgin areas and observation.

Agriculture: maize; beans, macunde beans, green beans; cassava; massango, massambala and nuts and wild fruits.

*DOI: http://dx.doi.org/10.5772/intechopen.100333 The Management of Ecotourism as a Way of Contributing to the Development of Protected…*

Rocks: in the municipalities of Cuchi and Menongue it is possible with techniques to findethyst, tourmaline, seawater, gunza iron, diamond, varied clays and other ornamental minerals.

Water resources: its two important rivers are Cuito and Cubango.

### **4.3 III. Stage: definition of key factors**

It is reasoned the need to know exactly the internal and external factors that affect the normal local development. Of all the diagnostic analysis process, 58 variables were accurately identified: 28 (51.8%) economic; 19 (35.1%) sociocultural and 11 (20.3%) environmental. In this stage, the action is to identify which of these variables have the greatest influence on others. To carry out this analysis, the research was based on the opinion of experts.

13 experts were chosen, under the following characteristics:


Of these, 7 (53.8%) are Doctors of Science, 5 (38.4%) Master and 1 (7.6%) Graduate. The selected experts present a Kendal Coefficient of 0.79 very close to high, which is considered valid for the present analytical stage.

An instrument was applied to qualify each variable. For this step, the methodology containing three phases was fulfilled (1 – estimation of the variables, assuming the frequencies, 2 – SWOT matrix and 3 – obtaining the key factors). All inherent mathematical-statistical process was processed by Excel 2013 and the MicMac method.

Step 3. Determination of internal and external factors.

Identifying internal and external factors is a tool that makes it possible to know and evaluate the real operating conditions of the management, in order to propose actions for its benefit [19].

In this sense, 58 variables were identified from the environment. Of these, 24 (44.4%) internal and 34 (55.5%) external. Among the 24 internal variables: 12 (50%) are economic; 9 (37.5%) are sociocultural and 3 (12.5%) are environmental and among the 34 external variables: 16 (47%) are economic; 10 (29.4%) are sociocultural and 8 (23.5%) environmental.

To evaluate each variable, the Likert method was adapted to (1 – Low, 2 – Medium and 3 – High). In the expert consensus, no variable averaged 3 values. The closest, with 2.8 was: theprovince has a gran ecotourism potential. Factor que puede se asumido com una base fundamental para los objectivos de la investigação.

#### *4.3.1 Internal*

From a total of 24 internal factors put to the assessment of the experts (Delphi Criterion), they chose 10 factors: 5 Strengths and 5 Weaknesses (**Table 10**).

#### *4.3.2 External*

It is related to the outer part of the territory, over which you cannot have direct control. Of the 34 variables, experts selected 10 (**Table 11**).


#### **Table 10.**

*Internal factors.*


**Table 11.** *External factors.*

Step 4. SWOT Matrix Analysis (Weaknesses, Threats, Strengths and Opportunities).

The experts evaluated the influence between the internal and external variables. This process was completed with the search for consensus for the evaluation of each relationship of the SWOT matrix (Weaknesses, Threats, Strengths and Opportunities). As a result, it was obtained that the largest number of greatest impact was located in the upper right quadrant of the matrix (2.5228).

The SWOT matrix presents the highest result of 2.5228 in the Maxi-Mini area, which translates into a defensive strategy, which must minimize threats against

*DOI: http://dx.doi.org/10.5772/intechopen.100333 The Management of Ecotourism as a Way of Contributing to the Development of Protected…*

strengths, or take advantage of strengths to reduce those interferences that still slow down management processes.

Step 5. Determination of key factors.

Based on the 20 factors (internal and external) that most influence decisionmaking about the context, the MICMAC method was used to analyze the


**Table 12.**

*Direct influence matrix.*

interdependence and influence of each variable, to identify the most influential among them. This method allows you to verify the dependence of each of the variables with the others in the system (**Table 12**).

The use of the MICMAC method allowed to identify three variables that have a strong influence on the design of the current ecotourism management strategy. These variables or key factors are:


From these traits derived from the internal processes of the investigation, the critical factors of success of the strategy were determined, which are: (1) interests in nature; (2) accessibility and infrastructure; and (3) preserved territory.

In this way, it can be inferred that the management of ecotourism is the dependent variable (effect) and the current independent variables (cause) are: the growing interest, accessibility and potentialities, depending on the transversality of ecotourism.

## **4.4 IV. Stage: formulation of the strategy**

Step 6. Identification of strategic objectives.

Based on the approach pursued, the research seeks to operate the following general strategic objective: to design a procedure for the management of ecotourism that contributes to the local development of Cuando Cubango and creates a theoretical-methodological basis for local policies.

To follow up on the proposed general objective, three strategic objectives were raised, the critical factors of success of the strategy:

OE1. Take advantage of the growing interest in wildlife destinations, achieving the participation of communities to enhance the benefit of the natural and cultural potential of the province.

OE2. Promote accessibility and infrastructure in the potential area of ecotourism, motivating the competent bodies and private companies to improve roads, bridges, schools and hospitals.

OE3. Promote the care of existing natural, historical and cultural resources, in order to guarantee the conservation of nature and ethnic identity of its inhabitants towards sustainable development.

Step 7. Definition of priority actions.

The actions carried out serve to use the strategic objectives set. In this regard, an action plan was developed that connects local aspirations, which had contributions from members of the hierarchical management structure, experts and the creativity of the researcher.

Methodologically, each strategic objective proposed has a set of actions in the plan, which in turn, integrate: start date (2021–2031); the resources required (local activity, programme or project); the person responsible (level of management hierarchies) and the specific place to develop (sectors or premises).

#### *4.4.1 Priority actions by strategic objectives (APOE)*

In the practical context, the priority actions were designed to achieve the following multidimensional goals within ten years:

