Neo Moroka, Chairman of Kalahari Conservation Society (KCS), says dependence on donor funding makes budgetary planning very difficult for the organisation as project turnaround time will always be beyond control.
Moroka, who is also De Beers Botswana CEO, said in order to address the revenue base anomaly the KCS has developed a broad framework of focused programmes that are not dependent on timing, and is gradually shifting away from project management as a primary emphasis.
Delivering the Chairman’s report at the KCS AGM, Moroka said the paradigm shift has broadened the scope to recognise the evolving operating landscape and outlined a strategic niche that will realise biodiversity conservation and ecosystem management objectives.
KCS has been successful in securing funding either through direct sponsorships, collaborations and partnerships for project implementation. For example, KCS was able to raise about P215 000 at its 2013 Annual Dinner Dance to be used towards establishment of its secretariat in Botswana. As the largest and most diverse partnership in environmental conservation since its establishment in 1982, KCS’s dominant conservation and development strategies have been to accommodate relevant national priorities; thereby minimising the fragmentation risk and contributing immensely to sustainable programmes.
“Contrary to assumptions, experience from the Integrated Water Resources Management (IWRM) project we facilitated and managed for the Botswana Government over the last four years has taught us that alignment, harmonisation and building on existing processes are effective. Various stakeholder collaboration links were instrumental to the project success and we hope the same shall happen during the implementation phase,” he said.
KCS inspires environmentally conscious citizens striving for a healthy balance between present and future generations’ wellbeing and healthy ecosystems. Sanctuaries and reserves like Mokolodi and Khama Rhino Sanctuary must be designed not only in partnerships within the larger context of sustainable development, but also to address the economic and social environments. Environmental education forms the first collaboration point, the so called ‘low hanging fruits’ most of the prospective partners are implementing. Moroka said this approach in 2013 KCS resolved to review programming and align its strategy to activities that will ensure its continued sustainability.
Despite financial challenges following a major global recession and Botswana’s recent designation as an upper middle income country, KCS, together with its partners, has been able to continue contributing remarkably to the country’s conservation efforts, from a purely diversified wildlife management and biodiversity conservation perspective. KCS Chief Executive Officer, Felix Monggae, said: “During 2013, the Society, together with its partners, was able to continue to contribute remarkably to the country’s conservation efforts.”
Treasurer John Hinchliffe was also proud to report a 100 per cent clean audit, something which he said reflects KCS’s good accounting systems and procedures and enhances the Society’s trustworthy reputation. The newly elected KCS Board comprises: Moroka (Chairman), Bruce Blewett (Vice Chairman), Peter van Riet-Lowe (Secretary), John Hinchliffe (Treasurer), Terance Dambe (Legal Affairs). Other members included S. K. Kaunda, R. Jansen, P. Tafa, R. N. Matthews, G. Kiss, S. C. Modise, M. E. K. Masisi, Elias M. Dewah and S. W. Makhabu.
