1. Richard W. Diggle NACSO Members Meeting Date: 4th March 2009
Background comments
i. Interest in a Trust Fund, but was advised that to attracted large investors, to get a better understanding of what the programme costs.
2. Model is based on examples developed and used by WWF for Networks of Protected Areas.
3. Challenge is to keep it simple enough to be workable but incorporate all the variables and dynamics

2. Establish a financial plan for NACSO to support the conservancy programme.
Help determine the funding strategy, i.e. what funding / income should cover what purpose.
Identify the gaps in financing, i.e how much and for what purpose.
Provide a logic to motivate for external funding, particularly for a Trust Fund

3. A financial plan (model) is a long-term estimate of all costs and income, usually over 5 to 10 years.
Identifies the costs, revenue and funding gaps, which helps determine and motivate a clear income target.
Can also be a useful management tool in prioritizing scarce resources and tracking progress and assumptions.
Model is built on estimates and extrapolations and are general by nature; it is not a budget.

4. Identify clear objectives of the financial plan.
i.e. provision of long term funding strategy
Confirm geographic or thematic scope
i.e. communal conservancies throughout Namibia
Consider long term strategies and priorities ,
i.e build on the CBNRM Sustainable Workshop
Identify the owner and users of the model.
i.e NACSO and members in tandem with MET
Important to be clear on purpose / objective of having a financial plan

5. National / Regional Level MET Private Sector
Conservancies
NACSO members
National / Regional Level
MET
Private Sector
Data useful to collect in the time resources that we currently have.

6. Costs Income Grants Others i.e. Salaries, Operational, Capital
i.e. Lodge, Hunting, Campsites, Other.
Grants
i.e. Sink, Revolving, Endowerment
Others
i.e. MET, In Kind, PES, Other
Data useful to collect in the time resources that we currently have.

7. Potential of Conservancies,
i.e. fast, medium and conservation
Status of Conservancies
i.e. emerging, developing and maintaining.
Investment levels
i.e. average, piloting (cutting edge/ buy-in) and opportunity.
Support approaches
i.e. high or low level field based support
i.e. National , Regional / Cluster, per Conservancy
Each has significant bearing on the cost and income figures.

14. CBO Revenue: A special worksheet to calculate the revenue which will automatically be transferred to the All Revneue worksheet.

18. Applicability Scale of Use Integration Thank You
i.e. type of data, level of complexity
Scale of Use
i.e. per partner, per region, national level
Integration
i.e. CBNRM Conservancy Sustainable Strategy
Thank You