Conservation & Wildlife Fund

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CWF Strategy Workshop Report – September 2020

In July and August 2020 the CWF board and management spent time in a Strategy Planning workshop. This is a summary of what we achieved      

In the latter part of 2019 an independent consultant, Mujon Baghai, was engaged to review CWF’s institutional and governance structures relative to Zimbabwe law and regional best practice, with the goal of ensuring a strong platform for the long-term growth and success of CWF. She recommended that CWF’s leadership develop a clear, shared vision that everyone can unite behind. In July and August 2020 the CWF board and management spent time in a Strategy Planning workshop to work on this vision, to assess our position and to plan to implement any necessary reforms that will help set CWF up for further success in the future.

This is a summary of what we achieved:

Who are we? Why are we here? We are a collaborative group determined to give conservation the impact it deserves. Our purpose is to enable communities and wildlife to thrive, supporting authorities to deliver sustainable human-wildlife co-existence.

What do we do? Why does it matter?

  • We are currently focused on protecting Zimbabwe’s wildlife and habitats in the Hwange region.
  • This matters because Africa’s wildlife is in a crisis and it requires a holistic approach to meaningfully protect this irreplaceable heritage.
  • To achieve this, our work starts with creating wide-spread connections between government, local authorities, tour operators, donors and conservationists in order to overcome the challenges in conservation together.

What do we value? How do we do things? We have 4 values and beliefs that we are going to be known for at CWF. Please expect us to be:

  • Deliberately inclusive
  • Boldly transparent
  • Collaborative team players
  • Constantly results-focused

What is our vision? Our vision is simple and clear: to become a role model for conservation in Africa.

To achieve this, we created a 2-phase plan:

Phase 1: Establish the fundamentals
2020

Phase 2: Scale for growth
2021 – 2022

  1. Secure significant funding
  2. Recruit new board members
  3. Improve reporting & communications
  4. Establish efficient operations
  1. Secure larger membership
  2. Scale up management
  3. Increase conservation resources
  4. Engage wider stakeholders
  5. Maintain effective operations

In order to achieve Phase 1 (establish the fundamentals) above, we identified our current reality and our desired future. We then detailed items that require resolving, where leverage is required as well as additional focus to take us from our current reality to our desired future. The result is an Action Plan divided into four sections: Fundraising Strategy, Leadership Plan, Marketing and Communication Plan and Daily Operations and Governance Plan. The details are set out in the diagram below, followed by illustrations specifying the four sections which comprise the Action Plan.

CURRENT REALITY
WE NEED TO RESOLVE:

  1. Lack of capacity to lead CWF
  2. Lack of funds
  3. Communication problems
  4. Low Membership
  5. Unclear Financials & reporting
  6. Poor team work

WE NEED TO LEVERAGE:

  1. Our networks and relationship skills
  2. The time we have now to execute
  3. The common crisis for all in the region

CWF Strategic Summary 2020

FUND RAISING STRATEGY

  1. Create a more transparent and fair bed levy structure and contribution plan
  2. Hold Covid and Post-Covid Fund Raisers
  3. Complete NGO’s/ Embassy’s – grant applications

LEADERSHIP PLAN

  1. Establish new board
  2. Re-establish clear leadership roles
  3. Create a list outlining decision making and sign off ability for Management vs Board Members

MARKETING & COMMUNICATION PLAN

  1. Develop a broader marketing campaign of CWF’s influence on the ground and about who CWF is
  2. Consistent marketing
  3. Increase stakeholder engagements
  4. Distribute 2 Monthly internal report
  5. Increase database
  6. Develop a strategy for increasing membership

DAILY OPERATIONS & GOVERNANCE PLAN

  1. Distribute clear timeous financial reporting to stakeholders
  2. Send quarterly update to donors
  3. Improve current administration documents and systems
  4. Employ and train ten more scouts
  5. Increase communication between governors and staff
DESIRED FUTURE
WE NEED TO FOCUS ON:
  1. Getting finances in from membership and funding
  2. Recruit new board members
  3. Improve reporting & communications
  4. Establish efficient operations

SO THAT WE CREATE:

  1. A good balance of Levy and Funding pipelines to run the fund now and scale later
  2. Bigger membership numbers and a better balance between tourism and conservation stakeholders
  3. A diverse, independent, and collaborative board –with the capacity to lead and create a stable management system
  4. A trusted model of governance
  5. Tangible conservation results
  6. A solid reputation

FUND RAISING STRATEGY

WHAT?
(Action + improvement)

WHY?
(To enable)

Create a more transparent and fair bed levy structure and contribution plan.

To secure transparent, reliable financials that win new member buy-in and trust

Hold Covid and Post Covid Fund Raisers

To collect funds within Zimbabwe/sponsorship from local corporates; create visibility for CWF

Complete NGO’s/ Embassies – grant applications

To build a wider pipeline

 


 

LEADERSHIP PLAN

WHAT?
(Action + improvement)

WHY?
(To enable)

Establish new board

To increase membership base and increase bed night levies

Re-establish clear leadership roles  (board)

To ensure clarity and accountability

Create a list outlining decision making and sign off ability for Management vs Board members

In order to create efficient execution by management whilst freeing board members to bigger-picture things. To avoid frustration to Management leading to bottle necks in execution

 


 

MARKETING & COMMUNICATION PLAN

WHAT?
(Action + improvement)

WHY?
(To enable)

Develop a broader marketing campaign of CWF’s Influence on the ground and about who CWF is

Gain support / fundraising
Build a trusted brand
Attract new members
Enhance reputation
Connect effectively with supporters, partners and community

Consistent Marketing

Increase stakeholder engagements

Increase stakeholder engagements

Distribute Monthly internal reports

Connect effectively with donors, community, stakeholders
Improve reputation
Better governance
To win buy-in

Increase database

Attract fresh support and funding
Ethical education

Develop a strategy for increasing membership

Grow membership
Build a strong brand
Win buy-in

 


 

DAILY OPERATIONS & GOVERNANCE PLAN

WHAT?
(Action + improvement)

WHY?
(To enable)

Distribute clear, timely financial reporting to stakeholders

Establish better governance; improve financial transparency to win trust effectively with funders, community and stakeholders

Quarterly update to donors

Connect effectively with partners, funders, community and stakeholders; build a trusted brand; fundraising

Improve current administration documents and systems

To inspire confidence in potential donors and members

Employ and train 10 more scouts

To increase the range and so effectiveness of our APU patrols. Make potential members in the Hwange area WANT to join CWF

Increase communication between governors and staff

To improve morale