1

CAMPFIRE

REVENUE

GUIDEL INES

These Guidelines are based on a study commissioned by the CAMPFIRE Association. This was followed and verified bya stakeholders’ workshop in April 2002. The Guidelines also draw on the collective experience of the CAMPFIRE ServiceProviders over the last 12 years. The Guidelines are based on the Wildlife Management Series (WMS) developed byWWF-SARPO for CAMPFIRE (see back page). This publication has been funded by the United States Agency forInternational Development’s (USAID) Natural Resource Management Project (NRMP) II.

Editing, design, illustration and production: Action

Co-published in 2003 by the CAMPFIRE Association and WWF-World Wide Fund for Nature (formerly World WildlifeFund) Southern African Regional Programme Office (SARPO). Any reproduction in full or in part of this publicationmust mention the title and credit the above-mentioned publishers as the copyright owners.

Comments and Enquiries:The DirectorCAMPFIRE AssociationPO Box 661, Harare, ZimbabweTel: +263 4 747422 or 29/30 Fax: +263 4 747470Email: campfire@ecoweb.co.zw

This publication was also made possiblethrough support provided by the office ofUSAID Harare under the terms of project613-0241 and grant 690-0251-4-9001-00. The opinions expressed herein arethose of the authors and do not necessarilyreflect the views of USAID. This materialhas been produced by the authority of andfor the use of the CAMPFIRE programme inZimbabwe for information purposes only.

ACTIONU S A I D

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INTRODUCTIONBackground to the CAMPFIRE Revenue Guidelines .........................................................

CHAPTER 1Sources of CAMPFIRE Revenue ............................................................................................

CHAPTER 2Allocation and distribution of CAMPFIRE revenue ..........................................................

CHAPTER 3CAMPFIRE revenue at Rural District Council (RDC) level ..............................................

CHAPTER 4CAMPFIRE revenue at community level .............................................................................

CHAPTER 5The CAMPFIRE Association ..................................................................................................

APPENDICES ....................................................................................................................37

33

29

25

21

11

5

3

CONTENTS

4

Preface to the CAMPFIRE Revenue Guidelines

Zimbabwe’s Community Based Natural ResourcesManagement (CBNRM) programme, spearheaded through theCommunal Areas Management Programme for IndigenousResources (CAMPFIRE) since the 1980s, has recorded majorsuccesses with over US$10 million devolved to communitiessince 1989. However this figure represents only 46% of thetotal revenue generated through community based naturalresources management activities. This trend undermines thefundamental CAMPFIRE principle that people living with theresources and who bear the full costs of resource managementand control, should benefit directly from the structuredexploitation of such resources. Since 1991 the relationshipbetween the Rural District Councils and CAMPFIREcommunities has been characterised by a set of financialguidelines proposed by the then Department of National Parksand Wildlife Management, now the National Parks andWildlife Management Authority. While the guidelines and theother "understandings" that have evolved with CAMPFIREhave been sustainable to date, there is real concern as to thelack of real proprietorship that CAMPFIRE communities canexert over natural resources, ultimately compromising theirinterest in managing natural resources into the future.

I am pleased to note that after extensive consultation amongstmembers in 2001 it became imperative to investigate thecauses of declining revenue to communities and to developnew guidelines for managing and accounting for CAMPFIRErevenue. One of the major outcomes of this process has beenthe endorsement and production of formal CAMPFIRERevenue Guidelines by CAMPFIRE Association members. Keyfeatures of this manual include: (a) a commonly accepted

definition of CAMPFIRE revenue that maximises benefits tocommunities without unduly prejudicing other responsibilitiesthat the Rural District Councils have to discharge; (b) explicitguidelines on the distribution of revenue, budgeting andaccounting, tendering and management of safari huntingcontracts bought into by stakeholders and applied to theprogramme; and (c) strengthening of the role of CAMPFIREAssociation in revenue performance monitoring and reporting.

Many thanks go to PriceWaterhouseCoopers, who conductedthe initial research and provided useful recommendations,WWF SARPO, co-publishers of this manual, and otherstakeholders who contributed in various ways towards theproduction of this manual.

J. S. Nare, Chairman, CAMPFIRE Association, June 2003

2002 CAMPFIRE Revenue Guidelines

CAMPFIRE revenue is the gross revenue that accruesdirectly or indirectly out of a community managed natural resource.

Producer communities: Shall receive not less than55% of gross revenue

Management activities: RDCs may receive amaximum of 26% of gross revenue

RDC Levy: RDCs shall receive a maximum of 15% of gross revenue

CAMPFIRE Association: CA shall receive 4% of gross revenue

How did CAMPFIRE develop? During the period of colonial administration a legalframework was set up under which the government wasresponsible for the management of natural resources. Thismeant that the state directed both communal and private landfarmers on how they should use their resources. These lawsseverely limited farmers on what natural resources they coulduse, for example wildlife, and how they could use them.Farmers who did not follow the legislation were prosecuted.As a result, all farmers had a very poor attitude towardswildlife.

In 1975 the Parks and Wildlife Management Authority(PWMA) (formerly National Parks and Wildlife Management)changed the legislation so that commercial farmers, on privateland, had full control over their wildlife resources. Over thenext 25 years this resulted in commercial farmers allocatingland to wildlife and developing very viable, wildlife-basedactivities such as tourism and trophy hunting. Through thesechanges wildlife populations and the quality of wildlifehabitat benefited considerably.

The ideas behind the Communal Areas ManagementProgramme for Indigenous Resources (CAMPFIRE) weredeveloped in the early 1980s and practised in Mahenye,Chipinge in 1982 following an amendment to the Parks and

Wildlife Act. It was only in 1989, however, that Nyaminyamiand Guruve District Councils received Appropriate Authority(AA) for the management of wildlife. The granting of AA todistricts meant that they could enter into agreements withprivate sector wildlife operators, retain the revenue and, in the‘spirit of CAMPFIRE’, devolve it to those wards and villageswhich lived with and produced wildlife.

Since Nyaminyami and Guruve Districts received AppropriateAuthority (AA) in 1989, CAMPFIRE has grown significantly. Itis now a national programme and currently 30 RDCs have AAfor the management of wildlife. CAMPFIRE is in the process ofdiversifying to include the management of other naturalresources such as grass, timber and indigenous fruits. The corerevenue and activities are still based on wildlife management.

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INTRODUCTION

THE BACKGROUND TO THE CAMPFIRE REVENUE GUIDELINES

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Why is revenue important to natural resource management? Under CAMPFIRE, rural communities actively participate inthe management of their wildlife and other natural resources.The money that communities receive provides the incentiveneeded for them to manage wildlife.

The last 10 years of CAMPFIRE experience has shown thatinterest in natural resource management is closely linked tothe levels of benefits that are received at the community level.The more benefits they receive, the greater will be theirinterest and investment in wildlife.

To be successful, CAMPFIRE also depends on the RuralDistrict Councils (RDCs), the activities of the CAMPFIREAssociation (CA) and the private sector. It is important thatsufficient incentives also exist for these stakeholders to workwith producer communities.

What are the objectives of the CAMPFIRE Revenue Guidelines? This Manual has several objectives. These are:

• to provide an agreed framework that allows maximumfinancial benefits to reach communities who aremanaging natural resources;

• to establish a transparent and accountable set ofprinciples, which fairly allocate the financial benefitsfrom CAMPFIRE among the stakeholders; and

• to provide efficient, up-to-date and accurate informationwhich can be used to monitor and guide thedevelopment of CAMPFIRE.

Districts granted Appropriate Authority (AA)

While financial controls and contracts can be put in place, asuccessful CAMPFIRE requires a high level of trust betweenthe stakeholders, and, in particular:

• RDCs need to trust that the private sector partners aremaximising the income from the use of natural resourcessuch as wildlife;

• Producer communities must trust that their RDCs arebeing open and accountable about the income that hasbeen earned;

• Producer communities, who manage the naturalresources together with their elected representatives,must trust that their elected representatives aremanaging the natural resources and the money devolvedto community level in a responsible and accountablemanner;

• RDCs need to trust that the producer communities areresponsible in the management and use of their revenue.

How will the CAMPFIRE Revenue Guidelines be enforced?The Guidelines are an agreed set of principles and procedures.Members of the CAMPFIRE Association are bound by theirConstitution to implement these principles and procedures.

Who are the stakeholders in CAMPFIRE? CAMPFIRE has many stakeholders. The key stakeholders are:

• Producer Communities: These are the communitiesmade up of households which depend on, manage andlive with the natural resources under their control.Decision making is facilitated through village/wardCAMPFIRE committee structures. Trusts have also beendeveloped for the management of small communityenterprises or income generating projects.

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• Rural District Councils: Are responsible for theplanning and administration of the district. They consistof elected representatives (councillors) who form theCouncil and an executive, which administers thedecisions of the Council. Under current legislation,RDCs are responsible for the management of all naturalresources on behalf of the producer communities.(Environmental Management Act [Chapter 20:27]).

• The CAMPFIRE Association: Is a registered welfareorganisation whose members are the RDCs who areimplementing CAMPFIRE. The CAMPFIRE Associationleads and co-ordinates the roles of other supportingagencies including government departments and NGOs.Its objective is to support the ability of ruralcommunities to participate in the economy through wiseand sustainable use of natural resources.

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CAMPFIRE Association offices

Rural District Council offices

• Government Departments: Sustainable management ofnatural resources and protection of the environment is astatutory function of the Government of Zimbabwe.Ministries and government departments, such as theMinistry of Environment and Tourism, the Ministry ofLocal Government, Public Works and National Housing,the Parks and Wildlife Management Authority (formerlyNational Parks and Wildlife Management), theDepartment of Natural Resources and the ForestryCommission continue to provide technical support andguidance for the development of CAMPFIRE.

• Non-Governmental Organisations (NGOs): SeveralNGOs have assisted with the development ofCAMPFIRE over the last decade. They are also known as"CAMPFIRE Service Providers." (See Appendix 3).

How were the CAMPFIRE Revenue Guidelines developed?The first CAMPFIRE Revenue Guidelines were produced in1991. The Guidelines simply recommended that:

• At least 50% of the revenue go to the wildlife producercommunities,

• Up to 35% of the revenue should be invested in wildlifemanagement, and

• Up to 15% of revenue should go to the RDC as a levy forCAMPFIRE administration.

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The weaknesses of the Guidelines were that:

• they focussed on wildlife based revenue but they did notdefine the sources of revenue, for example trophy fees,concession lease fees; and

• they were developed with very little stakeholder inputand so were ignored by some RDCs.

The 2002 CAMPFIRE Revenue Guidelines were developed bythe members of the CAMPFIRE Association based on:

• 12 years of experience implementing CAMPFIRE;

• A study requested by the CAMPFIRE Association on thesources and uses of CAMPFIRE revenue; and

• A workshop at which CAMPFIRE stakeholders met andagreed on the new Guidelines.

How is this Manual organised? In addition to the Introduction, this Manual has five furtherchapters. These are as follows:

• Chapter One: Sources of CAMPFIRE Revenue

• Chapter Two: Allocation and Distribution of CAMPFIRE Revenue

• Chapter Three: CAMPFIRE Revenue at the Rural District Council (RDC) Level

• Chapter Four: CAMPFIRE Revenue at the Community Level

• Chapter Five: The CAMPFIRE Association

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Revenue from timber should accrue

to my ward!

IntroductionThis chapter defines the main categories, activities and sourcesof CAMPFIRE revenue; strategies for maximising revenue andhow it should be managed. Importantly, this includes optionsfor the financial structure of contracts between private sectorpartners, RDCs and producer communities.

What is CAMPFIRE revenue? Under the 2002 Guidelines CAMPFIRE revenue is defined as,"the gross revenue that accrues directly or indirectly out of acommunity-managed, natural resource". The gross revenuefrom the following activities should be treated as CAMPFIRErevenue and be disbursed according to the 2002 CAMPFIRERevenue Guidelines.

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CHAPTER 1

SOURCES OF CAMPFIRE REVENUE

Resource Activities Sources of RevenueWildlife Tourism - trophy hunting Lease fees

Daily ratesTrophy fees% of gross revenue

Tourism – photographic Lease feesDaily rates% of gross revenue

Other Ivory salesHide salesMeat salesCrocodile egg collection

Forestry Commercial logging Lease feesLogging fees

Non-timber forest products Bee-keepingMopane wormsFruit sales

Fisheries Sport fishing Lease feesDaily rates

Grass Grazing Grazing feesThatching User fees

Other Sand extraction User fees

How is CAMPFIRE revenue generated? The general CAMPFIRE model is that the RDCs lease outbusiness opportunities based on natural resources, to privatesector partners. Most of the revenue earned by RDCs is fromwildlife-based activities. Of the wildlife-based activities, over90% of the revenue is from trophy or sport hunting leases withcommercial safari operators. The balance of the revenue isfrom leases for other forms of tourism, the sale of hides, ivoryand other animal products. Since the year 2001 CAMPFIREhas actively sought to diversify the programme to includerevenue from other sources.

Elephants are very important to CAMPFIRE revenues because over 60% of trophy revenue can be directly linked with elephants.

How much revenue has been earned so far? Between 1989 and 2001 (inclusive) the income earned by RDCs with Appropriate Authority has been Z$454 million or US$20 million. The highest income achieved was in 1999when districts received revenue from trophy hunting andivory sales.

CAMPFIRE Revenue, 1989 to 2001

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Elephants

Other

40% 60%

How should RDCs choose a private sector partner? There are a number of different methods for selecting a privatesector partner. These are:

• Negotiation and Roll-Over: Where the RDC, theproducer community and the private sector partner(safari operator) are happy with an existingarrangement, at the end of the contract period all partiesmay simply agree to extend the period of the contract.This is called a "roll-over". The RDC and producercommunity must first analyse the financial performanceof the contract and assess what changes need to be madein terms of lease fees to accommodate changingeconomic circumstances. All parties then need to sitdown and negotiate any changes to the specifics of the contract.

Advantages – When a contract is "rolled-over" all parties havethe opportunity to build on the trust and good workingrelationship already established, instead of having to startdeveloping new relationships with new partners. It is also lessexpensive, in terms of time and money, as no marketing has tobe undertaken to find a new partner.

Disadvantages – Negotiations between all parties for the roll-over must be completely open and transparent to avoidaccusations of corruption. Unless charges are adjustedproducer communities could also lose out on earning morefrom their natural resources.

• Postal Tender Only: Potential private sector partners arerequired to complete a standard tender document,which is returned to the RDC by post before a statedclosing date. These tender documents are then openedand examined by a "tender selection committee" toassess which tender response is the most competitive.The lease is then awarded to the most competitiveoperator. There is no contact between the RDC selectioncommittee and the potential safari operators.

Advantages – If the postal tenders are well thought out andwell designed they can be an excellent tool for gathering allinformation on potential operators effectively. Good postaltenders also help speed up the selection process.

Disadvantages – Postal tenders can be too simplistic and donot allow for a well-judged evaluation of the tenders. This canlead to allegations of corruption, as not all the relevant factsare available.

• Postal Tender and Interview: This is a combination ofthe postal tender method whereby tenders are submittedby post and the tender selection committee then drawsup a shortlist of potential private sector partners to beinterviewed by the committee. This allows thecommittee to assess the potential partner at face value as well as through studying of the tenderdocument returns.

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Advantages – A more thorough assessment of potentialprivate sector partners is possible through the interviews. Theapplicant’s character can be determined and all parties havethe opportunity to discuss details of their plans and proposals.Sometimes during the interview process potential privatesector partners have increased their bid in order to becomemore competitive.

Disadvantages – There is a time and money cost to having theextra step of the interview. Producer communities are notdirectly involved in interviews and final selection often leadsto accusations of corruption and imposed choices.

• Public Auction: The lease of the natural resources to aprivate sector partner is offered to the highest bidder ata public auction. An auction needs to be organised bythe RDC and the producer community in a public place.All potential private sector partners must receivenotification of the auction well in advance in order toensure good attendance at the auction. The potentialprivate sector partners then compete against each otherto offer the highest price.

Advantage – The public auction is a highly transparent meansof selecting a private sector partner. All bids are made knownpublicly. It is efficient, in terms of time, and is a very effectiveway of maximizing income from a lease.

Disadvantages – There is always the risk of the highest bidderthen being unable to come up with the money for the lease bythe due date. In other words, the winner "defaults" on hispayment and the whole selection process has to start again.The public auction does not allow for a good evaluation of thetechnical capabilities or character of the auction participants.

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Guruve RDC

NATURALRESOURCES

PUBLICAUCTION

-------------Friday 14th

MarchCouncil Hall

10AM

Furthermore, it does not allow the producer communities toparticipate in the process, except as spectators.

There are four principles that RDCs and/or producercommunities should follow when establishing a relationshipwith a private sector partner. These are:

• Competition: Do not accept the first offer that is made.Creating competition between potential private sectorpartners will increase the revenue to RDCs and producercommunities.

• Active Participation: The decisions over which partnerto select should be made by those most affected by thedecision. This means that members of the producercommunities should be well represented in the decisionmaking process.

• Openness: To avoid any suspicion of corruption, theprocess must be conducted openly. This means thatprocedures laid out in the RDCs’ Financial andAdministrative Handbooks should be followed. Outsideagencies, such as the CAMPFIRE Association, serviceproviders or even other RDCs, can be used asindependent monitors.

• Planning: It is very important that RDCs and/orproducer communities plan the process from start tofinish. They must then allow themselves enough time tocomplete each stage of the process. Too often importantstages are missed or only partially completed because ofpoor planning. This reduces revenue.

Note: Details on Principles of Marketing can be found in theWMS Guideline Manual - Marketing Wildlife Leases.

15

HUNTING SUCCESS IN CHIREDZI

NHUNTING SUCCESS IN CHILAZI

Why is a written contract important? The written contract is the foundation of the relationshipbetween the RDC, its producer communities and the private sector.

What needs to be covered in the contract? Before starting to look for a partner, RDCs and producersshould agree on the broad outline of the contract. Key issuesthat must be included in the contract are:

• The financial structure

• The duration of the contract

• The activities to be undertaken

• The non-financial components such as training,employment, etc

• Monitoring and reporting systems

• Frequency and type of reporting required

• Relationships with other private sector activities

• Relationships with leaders

• Penalties for non-compliance/non-performance

• Close out procedures at end of lease.

Above all, RDCs are strongly advised to get technical and legaladvice before concluding a contract, especially if the revenueinvolved is significant.

There are four basic types of contract. These are:

• Single lease fee: This is a single sum paid per annum. Itis not dependent on the quantity of the resource that hasbeen used. Although simple to administer, it willprobably not maximise revenue to the RDC andproducer communities.

• User fees: Under this option, the private sector partnerpays for each unit of the natural resource used - forexample a trophy fee or logging fees. This is a simplesystem to administer and makes a direct link betweenthe producer community and the natural resource.

• Percentage of gross revenue: Under this option the RDCreceives a fixed percentage of the gross revenue earnedby the private sector partner. The contract must be basedon gross revenue rather than net income, which will beaffected by the partner’s costs and efficiency. It isimportant to very clearly define exactly how grossrevenue is calculated, so that at the end of the year thereare no arguments. In addition, the contract shouldalways include a minimum annual payment. This willprovide the RDC and producer communities with aguaranteed income annually.

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• Joint ventures: There is no standard model for jointventures and these are negotiated on a case-by-casebasis. A joint venture is where two parties come togetherin a unique partnership. Under this partnership there isgenerally a profit incentive for the RDC. However, thereis also the chance to make a loss. Experience with jointventures has been that they take a long time to negotiateand are not necessarily more rewarding thanconventional lease agreements.

There is also the option of combining the basic types ofcontract as outlined above. Further details can be found in theWildlife Management Series Manual on Marketing Wildlife Leases.

Advantages and Disadvantages of Different Contracts

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Comparison of different methods of charging safari operators

Structure of payment

A single fee for all trophies and the lease

Fee per animal shot,with a guaranteed minimum income

Percentage of gross income, with a guaranteed minimum income

Individually negotiatedjoint venture

Advantages

• Income guaranteedregardless of howmany animals shot

• Simple to administer

• Fees can benegotiated in US$

• The links betweenproduction andbenefit are clear

• Simple to administer

• Gives incentives foroperator and councilto work together

• Risks are sharedequally

• Develop a contract to suit specificconditions

Disadvantages

• The links betweenproduction andbenefit are not clear

• Will probably notmaximise income

• The links betweenproduction andbenefit are not clear

• Can be difficult toadminister andmonitor

• Can take time todevelop

• Usually needs expert advice

How should RDCs deal with unstable economic conditions?Over the last 12 years, CAMPFIRE has had to operate withindifferent and difficult economic frameworks. In times ofhyper-inflation and fixed exchange rates, RDCs, theirproducer communities and the private sector partners receivefixed (or in some cases declining) income, while costs arerising dramatically. This results in fewer incentives to managenatural resources and wildlife. The following options arepresented as a menu to the producer communities and theRDCs. All RDCs should ensure that they are abreast of theprevailing economic policy and know the legal implications ofthe choices that they are making. Some of the financial options are:

• Option One: All fees are set in US dollars in thecontract. The private sector partner pays all the fees tothe RDC in Zimbabwe dollars at the official exchangerate. This option works extremely well when the localcurrency is stable and there is no fixed exchange ratepolicy. Under conditions of fixed exchange rates andhigh inflation this is not a good option.

• Option Two: All the fees are set in US dollars in thecontract. The private sector partner pays all the fees tothe RDC in Zimbabwe dollars using the most favourableexchange rate on the day of payment or an average forthe period. This option works well when there is anofficial parallel exchange rate.

• Option Three: Under most of the contracts betweenRDCs and private sector partners most of the paymenthas been in the form of ‘user fees’ and the lease fee hasbeen considered as a minimum guaranteed payment.Under difficult economic conditions RDCs are advisedto restructure their contracts so that the lease fee formsbetween 75% and 90% of the total payment. Thepayment should be made in Zimbabwe dollars, based ongross earnings from previous years using a favourableexchange rate. User fees can be set in US dollars payableat the official exchange rate. Contracts structured likethis should allow RDCs and their producer communities to retain real gross income from the use of natural resources.

• Option Four: All the fees are set in US dollars and paidinto a US dollars foreign currency deposit accountnegotiated with the Reserve Bank of Zimbabwe toensure that the RDC sells its foreign currency to its bestadvantage.

In these situations it is very important that RDCs keepthemselves informed about changes in the economic policy. Inaddition, RDCs should seek advice on the best option formaximising revenue in the existing economic climate. Forexample, advice can be obtained from chartered accountants,lawyers, government departments, the CAMPFIREAssociation and CAMPFIRE Service Providers.

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Why is it important to monitor the contract? The contract is the basis of the relationship between theprivate sector and the RDC. The monitoring system should beable to:

• Record the amount of the resource that has been used atany time. For example, the number of animals killedand/or wounded.

• Record the payments received and revenue due. (RDCsneed to charge interest on late payments).

Who are the private sector? One of the important lessons learned from CAMPFIRE hasbeen that commercial activities are best carried out by aprivate sector partner. However, there has always been a myththat private sector partners must be urban business people.While these might be the only people who have the financialresources and skills to negotiate large leases, there areopportunities for other kinds of investors. For example, localresidents can also be a private sector partner in a naturalresource based project or activity. In these cases the principlesof marketing the lease and the broad contract guidelines arestill appropriate.

SummaryIt is important that RDCs maximise CAMPFIRE revenue. Inchoosing a private sector partner the RDC should receive bidsfrom more than one potential partner to create competition.Representatives of the producer communities must beinvolved in the final choice of the partner. The process shouldbe conducted in an open and transparent manner. It isimportant to have a legally binding contract with the privatesector partner. Leases should not be abnormally long fixingRDC/producer communities to an agreed income that willbecome irrelevant over the duration of the lease. Leases alsocannot be too short so as to avoid private sector partnerinvestment in the area. (See lease renewal).

Time and planning must be given to this whole process.

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20

Signing ceremony for contract

IntroductionCAMPFIRE revenue is received, allocated and distributed bythe RDC. The CAMPFIRE Revenue Guidelines should ensurethat revenue is fairly allocated and then distributed betweenthe different stakeholders in a transparent manner thatincludes producer communities.

What are the 2002 CAMPFIRE Revenue Guidelines?The 2002 CAMPFIRE Revenue Guidelines are:

• Natural resource producer communities who "live andsuffer the cost socially and economically and have theresponsibility of preserving as well as managing thenatural resource concerned" receive not less than 55% ofgross revenue;

• RDCs receive a maximum of 26% of gross revenue formanagement activities. Producer communities may alsoreceive a portion of this revenue if managementactivities, such as resource monitoring, are directlymanaged by the community;

• RDCs receive a maximum of 15% of gross revenue as a levy;

• The CAMPFIRE Association receives 4% of grossrevenue as a levy.

RDCs must open a separate CAMPFIRE Bank Account.Revenue from all CAMPFIRE activities should be banked inthis account. Where large sums of money are being deposited,the RDC should use a current account to meet recurrentexpenses, while the balance of the deposit is kept in a savingsaccount so as to maximise the interest that can be earned. Inall cases all revenue due to the producer communities and theAssociation must be disbursed within one month of receipt ofsuch revenue.

Who are the beneficiaries of revenue? The 2002 CAMPFIRE Revenue Guidelines define the producercommunity as:

"Those who live and suffer the cost socially and economicallyand have the responsibility of preserving as well as managingthe natural resource concerned".

This shows two important ways of defining the producercommunities. These are:

• Social and economic cost: Means that those who liveclosest to and bear the cost of the natural resourcesshould be the main beneficiaries. This is very importantwhere wildlife are concerned.

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CHAPTER 2CHAPTER 2

ALLOCATION AND DISTRIBUTION OF CAMPFIRE REVENUE

• Management activities: Means that those who investtime and money in management activities should beconsidered the producers.

Using the CAMPFIRE Revenue Guidelines the RDCs and theirCAMPFIRE stakeholders should develop a district levelpolicy. This policy can be enforced by adopting it as a bylaw.In the case of wildlife, a common method of defining producerwards is to define the ward in which the animal is hunted andkilled as the producer ward.

What has happened to CAMPFIRE revenue in the past?Between 1989 and 2001 the US$20 million that has beendefined as CAMPFIRE revenue has been allocated as follows:

Graphic representation of the following figures:

∑ Producer Communities – US$9.8 million (49%)∑ Wildlife Management – US$4 million (20%)∑ Council Levy – US$2.4 million (12.5%)∑ Other – US$0.6 million (3%)∑ Unallocated – US$3.1 million (15.5%).

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Allocation of CAMPFIRE revenue 1989-2001

MILL

ION

DO

LLA

RS (Z

$)

Producer Community

0

2

4

6

8

10

12

WildlifeManagement

Council Levy Other Unallocated

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What lessons have been learned? By experimenting with different models of revenue allocationand distribution, the RDCs and their producer communitiesnow have a much greater understanding of the role offinancial incentives in natural resource management. Themajor lessons learned include:

• Size does count: The size of the dividends devolved tosub-district level will affect the communities’ attitudeand commitment to natural resource management.Whist RDCs are sometimes recognised as being "cashstrapped", their ability to earn long-term revenue fromnatural resource management will be determined by thesize of the benefits devolved in the short-term.

• Transparency and accountability: RDCs are partnersand gatekeepers for producer communities. RDCsshould not delay the disbursement of CAMPFIRErevenue to the producer communities. When thishappens intense suspicion can develop between theRDC and the producer community.

Public meeting: RDC accounting for CAMPFIRE revenue

• Role of CAMPFIRE Revenue Guidelines: Due to thedifferent interpretation of past CAMPFIRE RevenueGuidelines and the absence of mechanisms to enforcethem, wildlife producer communities have receivedvarying proportions of the gross revenue. This hasreduced the ability of producer communities to managewildlife and other natural resources.

• Sustainability of CAMPFIRE: The challenge of buildinga sustainable CAMPFIRE programme requires theCAMPFIRE Association to support the ability of theRDCs and their communities to increase their naturalresources based revenues. Most of the Association’sinstitutional needs have been donor funded resulting inlittle incentive to collect levies from members. Thisneeds now to be corrected and full levies remitted toensure continued support.

Why monitor CAMPFIRE revenues?Monitoring is the collection of key information over time.

At a national level, monitoring the allocation anddisbursement of CAMPFIRE revenue is important because it isone measure of performance. The monitoring information willalso be used to measure the RDCs’ adherence to theCAMPFIRE Revenue Guidelines and where necessary toenforce them. In addition, the financial monitoring

information is used by the CAMPFIRE Association to invoiceits members and to ensure financial sustainability.

At district level, RDCs need to monitor their CAMPFIRErevenue to ensure that they are generating the maximumpossible revenue from the sustainable use of natural resources.

At ward level, producer communities need to monitorCAMPFIRE revenue earned so that they recover the correctamount from the RDC.

How will monitoring be done?The CAMPFIRE Association will use the bi-annual orquarterly CAMPFIRE returns as a monitoring tool (See Appendix 2b).

SummaryDistribution of CAMPFIRE revenue should be carried outaccording to the 2002 CAMPFIRE Revenue Guidelines. RDCsare responsible for the collection, allocation and disbursementof CAMPFIRE revenue. It is important that a district levelpolicy is developed by each RDC for the collection, allocationand disbursement of CAMPFIRE revenues. Disbursement ofCAMPFIRE revenue to the producer communities should takeplace 30 days after receipt of such revenue as agreed byCAMPFIRE members.

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IntroductionUnder the 2002 CAMPFIRE Revenue Guidelines RDCs areentitled to a maximum of 15% of gross revenue as a levy andnot more than 26% for CAMPFIRE and natural resourcemanagement activities. This chapter describes how theCAMPFIRE levy and the management fee should be used bythe RDCs and how producer communities are represented atRDC level.

What guides RDC financial management? The overall policy for financial administration by RDCs is setout in the Rural District Councils Act (1988) and theAccounting Handbook for Rural District Councils. These statethat:

• Every council shall maintain proper books of accounts;

• The books shall be kept using double entry accountingprinciples;

• Every council will maintain a permanent record ofmoveable and immovable assets.

These policies also apply to the financial administration ofCAMPFIRE revenue and assets. Importantly, the AccountingHandbook clearly prohibits loans between accounts. RDCscannot use the CAMPFIRE Account to make loans to otherRDC accounts.

What should the CAMPFIRE levy be used for? The RDC levy is set at a maximum of 15% of gross CAMPFIRE revenue. The levy should be paid from theCAMPFIRE Account to the RDC’s General Account at the same time revenue is disbursed to producer communities.Once in the General Account the levy can be used for general council activities.

What should the management fee be used for? The management fee is set at a maximum of 26% of grossrevenue. To balance income and costs to the RDCs allappropriate natural resource management activities should betransferred to sub-district levels along with the disbursementof the management fee to the community. The activities andcosts incurred by the RDC will depend on the scale andcomplexity of CAMPFIRE within the district.

The RDC’s management fees should not be used forinfrastructural development. Even when such projects areproposed to donors, RDCs need to be very careful about theirlong-term technical viability and who will bear themaintenance costs.

25

CHAPTER 3

CAMPFIRE REVENUE AT RURAL DISTRICT COUNCIL (RDC) LEVEL

The types of expenditure of RDCs can be broken into:

• Programme management and co-ordination: The needfor the RDC to manage and co-ordinate CAMPFIREactivities will depend on:

- the scale and diversification of CAMPFIRE activities;- the level to which activities have been devolved;- the development of new activities.

All RDCs will have to fund some CAMPFIRE managementand co-ordination activities. The scale of CAMPFIRE activitieswill determine the costs. The costs of travel, meetingallowances, accommodation and stationery, at a district level,should all be met from the management fees.

• Resource management: To be cost effective there aresome activities which are best done at district level.These activities can legitimately be paid out of the RDCmanagement fees. An example of such an activity mightbe small and armed "anti-poaching" or "problem animalmanagement " teams.

For other activities, which involve many producercommunities, for example district level quota setting, the RDCmight request producer communities to make a financialcontribution to the costs.

26

Anti-poaching unit

• Training and technical support: Successful devolutionof natural resource management activities is a process. Itis important that communities receive appropriatetraining and technical support. CAMPFIRE aims todevelop producer community capacity to managenatural resources. RDCs need to ensure that this processis being adequately supported through training andtechnical advice. It is, however, important that it isprovided in efficient and cost effective ways. The exactmechanisms for doing this will vary from district todistrict.

• Capital and other equipment: To support the smoothrunning of CAMPFIRE activities, RDCs may invest incapital and other equipment such as: a vehicle, officefurniture, computers, and other equipment for use in theimplementation of a natural resource managementprogramme. The equipment should be used forCAMPFIRE in a cost effective way.

SummaryIn Zimbabwe CAMPFIRE producer communities cannotfunction independently of the RDC. A maximum of 26% of thegross CAMPFIRE revenue should be used to supportcommunity-based, natural resource management activities atRDC or community level. RDCs need carefully to consider thecost of their CAMPFIRE activities in relation to the revenuethey can retain.

27

28

29

IntroductionThis chapter defines what type of expenditure can be made atcommunity level and how producer communities shouldmanage their revenue. This is important because poormanagement of community revenue from natural resourceswill reduce the incentive to manage wildlife and other natural resources.

What are community-based natural resource management activities?These are all the activities that are necessary to ensure that theproducer community is managing its natural resourceseffectively. Examples of natural resource managementactivities that have been successfully carried out by producercommunities are:

• Law enforcement: Many communities employ "resourcemonitors" or "game-scouts" to monitor and apprehendthose persons breaking the national, district or locallydeveloped rules for using (or not using) resources.

• Monitoring commercial activities: Communities usually use resource monitors to ensure that commercialactivities are being undertaken in accordance with the contract.

• Managing human-wildlife conflicts: In somecommunities, monitors are employed over the wetseason to assess and report crop damage by wildlife.Other activities, such as electric fence maintenance,require daily maintenance all year round.

• Fire management: Some communities have developedfire management programmes that involve early burningand, in some cases, making firebreaks.

• Counting wildlife and quota setting: For communitiesto effectively manage wildlife they must be able tomonitor changes in wildlife populations. Where thesechanges are significant, then they should be reflected inthe off-take quotas.

CHAPTER 2CHAPTER 4

CAMPFIRE REVENUE AT COMMUNITY LEVEL

30

• Wildlife management calendars: A simple managementcalendar, which indicates when an activity must beundertaken, is a very useful tool for ensuring thatessential activities are scheduled, included in the budgetand carried out.

What expenditure can be made at producer community level?

• Direct incentives: These are the household dividendspaid by communities to individual households.Household incentives are very effective at raising theawareness of CAMPFIRE within an entire community. Topay household dividends means that:

- decisions on how a household qualifies for adividend have been made and agreed upon by thecommunity;

- an inventory of all households in the communityhas been completed and lists of eligible andineligible households compiled;

- secure arrangements have been made to deliver themoney and distribute the money;

- the money needed to meet other requirements has been deducted from the amount paid to households.

• Development projects: These are projects that are eitherfully or partially funded by revenue earned fromCAMPFIRE. Development projects are the most commoninvestment made by communities from CAMPFIRErevenue. Generally these projects are used to enhanceexisting social infrastructure such as school buildings,clinic buildings, and diptanks. Successful projects arethose that have:

- clearly defined management and responsibilityroles,

- realistic and current budgets, and that

- benefit most of the households within thecommunity.

As a general rule, communities should avoid undertakinglarge projects, which take several years to complete, or tryingto do too many small projects, never finishing any of them.

31

• Income generating projects: These are secondaryactivities whose objectives are to earn further revenue,as well as provide a service for the community. Incomegenerating projects are found throughout CAMPFIREcommunities. Experience has shown that many of theseprojects fail in their objectives. This is becausecommunities and their representative structures (such asa ward wildlife committee) do not have the necessaryskills, time or organisation to run business activities.RDCs and communities are strongly advised to avoidthis category of investment. This does not mean thatcommunities should not encourage business activities. Ifcommunities want to encourage business then theyshould consider:

- building and owing the infrastructure (i.e. a shop,a mill, a guest house) which is then leased to abusiness person. If this option is chosen themanagement committee must enter into a written and legally binding contract with thebusiness person;

- using CAMPFIRE revenue as a loan for localemergent businesses. If this option is chosen themanagement committee must assess and minimisethe risk to the community of the business person defaulting.

Some projects are managed by Trusts. The advantage of acommunity trust is that it is legally recognised and enablesthe community to own the project. The RDC should overseetheir development and operation.

• General management activities: Producer communitymanagement activities include all the activities that arenecessary to ensure that the community is able toactively manage its natural resources. For example,meetings, training, quota setting, project planning andresource monitoring.

32

How should producer communities manage their revenues?CAMPFIRE was the first development programme thattransferred the responsibility for large sums of money to ruralcommunities. To use their CAMPFIRE revenue effectively,communities need to develop financial management systemsthat are able:

• To provide an orderly system for managing andrecording all income and expenditure of communityfunds;

• To provide an open and transparent financialmanagement system so that people in the communityhave trust and faith in those handling CAMPFIRErevenue;

• To provide accurate and up to date information formanagement, planning and budgeting purposes.

Communities need simple financial systems to achieve theabove objectives. Above all else the systems need to encouragethose running them to be consistent and regular in the waythey do transactions.

Note: Details on Financial Management can be found in theWMS Manual entitled Financial Management.

How should producer communities account for their expenditure? Annual summaries of expenditure and proposed expenditurefor the future year should be presented at the producercommunity’s Annual General Meeting. This will allowmembers of the community to monitor and comment on howtheir representatives are using CAMPFIRE revenue. Inaddition, this information should be given to the RDC for their records.

SummaryThe amount of revenue received annually will affect aproducer community’s attitude to CAMPFIRE. It is importantthat money is used effectively in order to maximise theincentive for natural resource management. Producercommunities must have in place systems for managing andrecording all income and expenditure. All financialtransactions must be carried out in a transparent manner so tokeep the confidence and trust of the community members.

33

IntroductionThis chapter outlines the development and role of theCAMPFIRE Association, its objectives and how it is funded.As the umbrella organisation for RDCs that implementCAMPFIRE, the CAMPFIRE Association provides a vital linkbetween producer communities, government, serviceproviders and donors.

Why and when was the CAMPFIRE Association formed? The CAMPFIRE Association was formed in 1991 to representthe interests of the District Councils who had recently beengranted Appropriate Authority. In 1992 the CAMPFIREAssociation took the leading role in the co-ordination ofCAMPFIRE activities and the representation of the CAMPFIREwithin national, regional and international fora.

How is the CAMPFIRE Association Structured? The CAMPFIRE Association is structured like its memberRDCs. There is a Board that is made up of electedrepresentatives from the members and is accountable to theGeneral Assembly. The Board directs an executive to carry outits policy decisions.

CHAPTER 2CHAPTER 5

THE CAMPFIRE ASSOCIATION

CAMPFIRE Association organogram

PRODUCER COMMUNITIES

GENERAL ASSEMBLY

BOARD OF DIRECTORS

CAMPFIRE ASSOCIATION SECRETARIAT

What are the objectives of the CAMPFIRE Association? The objectives of the CAMPFIRE Association have evolvedover the years with the development of CAMPFIRE. Thecurrent objective or vision of the CAMPFIRE Association is:

"By 2006, the CAMPFIRE Association will operateas the hub of a sustainable system of community-based natural resource management developmentpartnerships and be recognised as the leadingpartner to Government in the development andimplementation of community directed sustainabledevelopment initiatives in Zimbabwe".

In all its activities and operations, the CAMPFIRE Associationwill facilitate the practice of the philosophy of CAMPFIRE,with its focus on supporting the ability of rural communities toparticipate in the economy through wise and sustainable useof natural resources.

What is the Strategic Growth Initiative? In 2002 the CAMPFIRE Association started a process to refocusits activities. A three-year plan called the "Strategic GrowthInitiative (SGI) 2002-2005" was developed. Under the StrategicGrowth Initiative the CAMPFIRE Association has five coreprogrammes. These, developed with its members andCAMPFIRE Stakeholders, will guide the Association’sactivities over the next three years.

How is the CAMPFIRE Association funded? The CAMPFIRE Association has several sources of funding.These are:

• Membership fees: All RDCs pay an annual membershipfee to the CAMPFIRE Association. Currently this isZ$15,000. The Association invoices RDCs in January.Membership fees can only be revised at the AnnualGeneral Meeting of the CAMPFIRE Association.

• Levies from members: Members whose grossCAMPFIRE revenue exceeds Z$10,000 per annum arerequired to pay an annual levy to the CAMPFIREAssociation of 4% of total gross CAMPFIRE revenue asdefined earlier in this Manual. The Association invoicesRDCs on a bi-annual basis (June and December). Thelevies will be calculated from the bi-annual reportssubmitted by the RDCs (See Appendix 2b).

34

Cashbank

Cashbank (Pvt)Limited, Jason Moyo Ave, HarareDate

Pay

or order

the sum of $

Signed

GURUVE RDC

4 6 8 - 3 2 - 8 9

2

TO

OLD BALANCE

DEPOSITS

TOTAL

THIS CHEQUE

NEW BALANCE

468-32-89

Not

Neg

otia

ble

CAMPFIRE Association

Fifteen thousand dollars only

15 May 2003

15 000.00

K. Mabhena

Cheque written toCAMPFIRE Association

35

• Grant funds: The CAMPFIRE Association has and willcontinue to develop project proposals that can besubmitted to donors for funding. Over the last decadethe CAMPFIRE Association has received funding fromUSAID, NORAD, the European Union and theDepartment for International Development (UK). Grantfunds have been used for institutional support ofCAMPFIRE and infrastructural development projects atcommunity level.

• Endowment or Trust Funds: The CAMPFIREAssociation is in the process of setting up an endowmentor trust fund. This fund would be structured so that onlythe interest earned on the fund is used each year. Theuse of the fund in this way will give donor agenciesconfidence to make available similar such funding in thefuture. A separate Board of Directors and managementwill administer the trust fund.

How does the CAMPFIRE Association use its revenue? The CAMPFIRE Association uses its membership fees andother revenue to support the interests of its members atnational and international levels. This involves working withgovernment on issues that affect natural resourcemanagement, liaising with NGOs on supporting naturalresources management activities at producer community leveland sourcing donor funds to support new initiatives atcommunity level.

Graph of expenditure

2001

25,000,000

20,000,000

15,000,000

10,000,000

5,000,000

Z$

2000

How does the CAMPFIRE Association account for its revenue?Under the Private Voluntary Organisations Act theCAMPFIRE Association is required to produce an audited setof accounts on an annual basis. These are presented by theChairman at the Annual General Meeting.

SummaryThe CAMPFIRE Association is the umbrella association ofRDCs implementing CAMPFIRE. The Association receivesrevenue in the form of membership fees and donor grantfunds and, in future, trust funds. The Association uses itsrevenue to represent and promote the interests of its membersat national, regional and international level.

36

37

Word

Mea

nin

g /

Ex

am

ple

Acc

ount

abili

tyB

eing

res

pons

ible

and

exp

lain

ing

one’

s ac

tion

s to

som

ebod

y.

Acc

ount

ing

The

sys

tem

atic

and

acc

urat

e re

cord

ing

of in

com

e an

d e

xpen

dit

ure.

Acc

rue

To a

dd

to.

Allo

cati

onT

he p

roce

ss o

f dec

idin

g ho

w m

oney

is s

hare

d

betw

een

stak

ehol

der

s.

Ann

ual G

ener

al M

eeti

ngA

mee

ting

of t

he m

embe

rs o

f a s

ocie

ty o

r al

l st

akeh

old

ers

inte

rest

ed in

a p

roje

ct.

The

mee

ting

ha

ppen

s on

ce a

yea

r an

d is

use

d fo

r al

l int

eres

ted

part

ies

to d

iscu

ss is

sues

of c

once

rn to

them

and

to

ass

ess

the

fina

ncia

l per

form

ance

of a

pro

ject

.

Aud

ited

Set

of A

ccou

nts

A s

et o

f fin

anci

al r

ecor

ds

that

hav

e be

en c

heck

ed

by a

n in

dep

end

ent o

rgan

isat

ion

of a

ccou

ntan

ts,

and

whi

ch h

ave

been

sig

ned

off

as

accu

rate

by

the

outs

ide

acco

unta

nts.

Ban

k R

econ

cilia

tion

A m

etho

d fo

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ng a

nd r

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g m

oney

go

ing

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and

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ing

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ank

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a fi

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sho

win

g w

hat m

oney

isre

mai

ning

in th

e ac

coun

t. A

form

sho

uld

be

used

to

cal

cula

te th

e ba

nk b

alan

ce. A

n ex

ampl

e of

this

is

sho

wn

in A

ppen

dix

2b.

Bud

get

A w

ritt

en, a

gree

d p

lan

for

a fi

xed

futu

re p

erio

d

on h

ow m

uch

mon

ey is

exp

ecte

d to

com

e in

and

ho

w it

will

be

spen

t.

Cap

ital

Equ

ipm

ent

Equ

ipm

ent s

uch

as d

esks

, cha

irs,

tabl

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kboa

rds,

com

pute

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ll w

hich

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ve a

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ale

valu

e.

Cas

hboo

kA

boo

k in

whi

ch a

ll fi

nanc

ial t

rans

acti

ons

are

reco

rded

.

Dis

trib

utio

nT

he p

hysi

cal t

rans

fer

of th

e ag

reed

sha

res

of

gros

s re

venu

e to

sta

keho

lder

s.

APPENDICESA

PPEN

DIX

1

GLO

SSA

RY O

F W

ORD

S A

ND

TER

MS

USE

D

38

Word

Mea

nin

g /

Ex

am

ple

Div

iden

dA

per

son

or o

rgan

isat

ion’

s sh

are

of in

com

e w

hich

they

hel

ped

to g

ener

ate.

For

exa

mpl

e, th

e an

nual

CA

MPF

IRE

div

iden

d is

the

mon

ey p

aid

to th

e pr

oduc

er c

omm

unit

ies

for

thei

r sh

are

of m

oney

ea

rned

from

res

ourc

e m

anag

emen

t act

ivit

ies

in

the

dis

tric

t.

Exc

hang

e R

ate

The

pri

ce o

f one

cou

ntry

’s c

urre

ncy

in Z

imba

bwe

dol

lar

term

s. F

or e

xam

ple,

US$

1.00

cos

ts

Zim

babw

e $1

,000

. T

he r

ate

of e

xcha

nge

is,

ther

efor

e, Z

$1,0

00 to

US$

1.00

.

Foru

m (F

ora)

A m

eeti

ng (m

eeti

ngs)

for

dis

cuss

ion

of to

pics

of

spec

ific

inte

rest

.

Gro

ss R

even

ueT

he to

tal a

mou

nt o

f mon

ey r

ecei

ved

bef

ore

ded

ucti

ons

are

mad

e fo

r ex

pens

es s

uch

as

sala

ries

, equ

ipm

ent p

urch

ases

, pay

men

t of t

axes

.

Gui

del

ine

A p

rinc

iple

or

set o

f sta

ndar

ds

reco

mm

end

ing

cert

ain

acti

on.

Hyp

er In

flat

ion

An

extr

emel

y hi

gh le

vel o

f inf

lati

on.

(See

the

mea

ning

of "

infl

atio

n" b

elow

).

Ince

ntiv

eSo

met

hing

rea

l and

mea

ning

ful t

o en

cour

age

peop

le to

get

invo

lved

in a

n ac

tivi

ty.

The

mon

ey

peop

le r

ecei

ve th

roug

h C

AM

PFIR

E is

an

ince

ntiv

e fo

r th

em to

take

par

t in

man

agin

g na

tura

l res

ourc

es.

Infl

atio

nR

isin

g pr

ices

. In

flat

ion

of 5

0% in

a y

ear

(per

an

num

) mea

ns th

at s

omet

hing

that

cos

t $10

0 in

Ja

nuar

y w

ill c

ost $

150

by D

ecem

ber

of th

e

sam

e ye

ar.

Infr

astr

uctu

ral

Wor

k on

larg

e pr

ojec

ts s

uch

as im

prov

emen

t to

Dev

elop

men

tbu

ildin

gs, r

oad

s, p

aths

, bui

ldin

g of

sch

ools

, ho

uses

and

wel

ls.

Inte

rest

Thi

s is

the

mon

ey e

arne

d o

n yo

ur C

AM

PFIR

E

bank

acc

ount

.

GLO

SSA

RY O

F W

ORD

S A

ND

TER

MS

USE

D

39

Word

Mea

nin

g /

Ex

am

ple

Lev

yT

he m

oney

rai

sed

from

cha

rgin

g a

fee

for

the

use

of s

omet

hing

.

Nat

ural

Res

ourc

eSo

met

hing

whi

ch o

ccur

s na

tura

lly.

For

exam

ple,

m

iner

als

(in

min

es),

wat

er, w

ildlif

e, fo

rest

s, s

oil.

Rec

urre

nt E

xpen

ses

Cos

ts th

at o

ccur

reg

ular

ly e

very

wee

k, m

onth

or

year

. Fo

r ex

ampl

e, s

alar

ies,

sta

tion

ery,

tran

spor

t co

sts.

Rev

enue

Mon

ey c

omin

g in

. Fo

r ex

ampl

e, m

oney

com

ing

in fr

om p

aym

ent o

f wild

life

leas

es, s

port

s fi

shin

g le

ase

fees

and

san

d e

xtra

ctio

n.

Stak

ehol

der

sA

ll th

e pe

ople

who

hav

e an

inte

rest

in th

e pe

rfor

man

ce o

f any

act

ivit

y or

pro

ject

.

Tour

ism

Act

ivit

ies

whi

ch in

volv

e th

e ho

stin

g of

vis

itor

s fr

om o

utsi

de

the

loca

l are

a.•

Con

sum

ptiv

e (s

port

hun

ting

);

•N

on-c

onsu

mpt

ive

(pho

togr

aphi

c sa

fari

s).

Tran

spar

ent

Cle

ar a

nd o

bvio

us fo

r ev

eryo

ne to

und

erst

and

an

d fo

llow

all

the

step

s an

d a

ctio

ns ta

ken.

Ope

n,

noth

ing

hid

den

.

GLO

SSA

RY O

F W

ORD

S A

ND

TER

MS

USE

D

40

APPENDIX 2a

A SAMPLE CAMPFIRE ASSOCIATION MEMBERSHIP STATEMENT

CAMPFIRE ASSOCIATION MEMBERSHIP STATEMENT

INVOICE/STATEMENT – SUBSCRIPTION

NAME OF RDC: ………………………………NO: …………………

DATE:…………………..............

.....

Balance

Date

DescriptionDebit

Credit

Balance B/Fxxx

xxx

3 Jan 2001

Annual Subscriptionxxx

20 Jan 2001Receipt No. 001

xxx

41

RU

RA

L D

IST

RIC

T C

OU

NC

IL F

INA

NC

IAL

MO

NIT

OR

ING

STA

TE

ME

NT

(To

Be

Com

plet

ed b

y R

DC

s E

ithe

r B

i-A

nnua

lly o

r Q

uart

erly

)

RU

RA

L D

IST

RIC

T C

OU

NC

IL

QU

AR

TE

RLY

RE

POR

T T

O C

AM

PFIR

E A

SSO

CIA

TIO

N

Exa

mpl

e of

Lay

out

Bal

ance

at 1

Janu

ary

2002

xxxx

Ad

d:

Trop

hy fe

esxx

xxH

ide

sale

sxx

xxM

eat s

ales

xxxx

Fish

per

mit

sxx

xxIv

ory

sale

s xx

xxH

unti

ng le

ases

xxxx

Cro

cod

ile e

gg c

olle

ctio

nxx

xxSa

nd e

xtra

ctio

nxx

xxG

rass

sal

esxx

xxxx

xxL

ess:

Gra

nts

to p

rod

ucer

com

mun

itie

sxx

xxC

AM

PFIR

E m

anag

emen

t cos

tsxx

xxR

DC

levy

xxxx

CA

MPF

IRE

Ass

ocia

tion

mem

bers

hip

xxxx

CA

MPF

IRE

Ass

ocia

tion

levy

xxxx

Ban

k ch

arge

sxx

xxxx

xxB

alan

ce a

s at

31

Mar

ch 2

002

xxxx

BA

NK

RE

CO

NC

ILIA

TIO

N S

TAT

EM

EN

T A

S A

T 3

1/03

/20

02

Bal

ance

as

per

cash

book

xxxx

Ad

d o

utst

and

ing

cheq

ues

xxxx

Bal

ance

as

per

bank

sta

tem

ent

xxxx

APP

END

IX 2

b

A S

AM

PLE

RURA

L D

ISTR

ICT

COU

NCI

L FI

NA

NCI

AL

MO

NIT

ORI

NG

STA

TEM

ENT

42

Full Name Physical Addres/Tel/Fax Postal AddressAction Magazine Mukuvisi Woodlands, Harare PO Box GT1274, Graniteside, Harare

Tel: 747274/13/17 Fax: 747409Africa Resources Trust 3 Allan Wilson Ave, Harare P O Box A860, Avondale, Harare

Tel: 732254, 732625, 735497 Fax: 731719

AREX Block 2, Makombe ComplexHarare St/H Chitepo Ave, HarareTel: 707311/2, 794601/7Fax: 730820/6

Centre for Applied Social Studies (CASS) 5 Aberdeen Road, Avondale, P O Box MP167, Mount Pleasant,Harare HarareTel: 303211, 307155/6/7 Fax: 333407

DNR Block 1, Makombe Complex PO Box CY385, Causeway, HarareHarare St/H Chitepo Ave, HarareTel: 705661, 705671 Fax: 793123

Forestry Commission 1 Orange Grove Drive, Highlands, P O Box HG139, Highlands, HarareHarare Tel: 498436/9 Fax: 497066

Ministry of Local Government, Makombe Building, Herbert Chitepo Ave P Bag CY7706, CausewayPublic Works and National Housing Tel: 779060/9, 728201/9 Fax: 703690 Harare

HarareSAFIRE 10 Lawson Ave, Milton Park, Harare P O Box 398, Belvedere, Harare

Tel: 795461, 794333 Fax: 790470WWF-SARPO 10 Lanark Road, Belgravia, Harare P O Box CY1409, Causeway, Harare

Cell: 091 234 513 Tel/Fax: 252534 Zimbabwe National Parks and Botanical Gardens, Harare P O Box CY140, Causeway, HarareWildlife Authority (formerly DNPWLM) Tel: 792786/9, 707624 Fax: 793123Zimbabwe Trust 4 Lanark Road, Belgravia, Harare P O Box 4027, Harare

Tel: 730543, 722957 Fax : 795150

APPENDIX 3

SUMMARY OF CAMPFIRE SERVICE PROVIDERS

The WWF Wildlife Management Series provides information and guidance to members of villages, wards and Rural District Councilsinvolved in the management of CAMPFIRE. These booklets are linked to training programmes being undertaken by members of theCAMPFIRE Collaborative Group.

Booklets in the Wildlife Management Series include:1. Problem Animal Reporting2. Electric Fencing Projects3. Marketing Wildlife Leases4. Managing Safari Hunting5. Quota Setting Manual

District Quota Setting Toolbox6. Maintaining Electric Fences7. Counting Wildlife Manual8. Fire Management Manual9. Project Planning Manual10. Financial Management Manual

Financial Management Toolbox

WWF is a member of the CAMPFIRE Collaborative Group supporting CAMPFIRE in Zimbabwe and has provided support and trainingto communities for the establishment of wildlife management systems.

WWF’s mission is to stop the degradation of the planet’s naturalenvironment and to build a future in which humans live in harmonywith nature by:

• conserving the world’s biological diversity• ensuring that the use of renewable natural resources is sustainable• promoting the reduction of pollution and wasteful consumption

WWF - SARPOP.O. Box CY 1409CausewayHarareZimbabwe

Tel: Harare 252533/4

WWF WILDLIFE MANAGEMENT SERIES