This document is a manual for community based organizations (CBOs) in Zimbabwe that covers topics related to community rights, project planning and management, financial management, and advocacy. It was produced by the Zimbabwe Environmental Law Association (ZELA) with support from the European Union. The manual provides guidance to CBOs on securing community rights, developing and implementing community projects, governance and administrative issues for CBOs, financial management best practices, and advocacy strategies. It includes sections on community rights, project cycles, proposal writing, governance, financial management procedures, reporting, and record keeping. The intention is to build the capacity of CBOs to advocate for the rights of mining communities in Zimbabwe.

1. COMMUNITY RIGHTS ADVOCACY
AND PROJECT MANAGEMENT MANUAL
Tendayi
Bobo
Shamiso
Mtisi
Gilbert
Makore
Plaxedes
John
a u t h o r s
A TOOLKIT FOR USE BY COMMUNITY BASED ORGANISATIONS (CBOs)
F
f
Zimbabwe Environmental
Law Association

2. Publishedby: ZimbabweEnvironmentalLawAssociation (ZELA)
Sponsoredby: EuropeanUnion
Authors: ShamisoMtisi,GilbertMakore,
PlaxedesJohnandTendayiBobo
Copyright: 2010.ZimbabweEnvironmentalLawAssociation(ZELA)
Thispublicationmaybereproducedinwholeorinpart
and in any form for educational or non-profit uses,
without special permission from the copyright holder,
provided full acknowledgement of the source is made.
No use of this publication may be made for resale or
other commercial purposes without the prior written
permissionofZELA.
YearofPublication: 2010
Availablefrom: ZimbabweEnvironmentalLawAssociation(ZELA),
No.6LondonDerryRoad,Eastlea,
Harare, Zimbabwe: Tel: 253381;252093,
Email:zela@mweb.co.zw,
Website:www.zela.org
LayoutArtist: DorcasChamatunhu(Suneagles
email:dikudk@yahoo.com)
SupportedBy:
ZimbabweEnvironmentalLawAssociation EuropeanUnion
F
f

3. TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit
TABLE OF CONTENTS
Acknowledgement 3
Abbreviations ........... 4
Introduction ........... 5
Community Rights ........... 7
Environmental, Economic, Social and Cultural Rights ........... 7
Strategies to Secure Community Rights ........... 8
........... 10
Project Planning and Implementation ........... 14
Project Evaluation ........... 16
Tools for Project Implementation Management ........... 17
Promoting Participation and Ownership by the Community ........... 18
HIV/AIDS and Gender Mainstreaming in Projects ........... 19
Project Proposal Writing Structure ........... 20
CBO Governance Issues ........... 22
Common Institutional and Administrative Arrangements ........... 23
Board Meetings ........... 24
Financial Management ........... 29
Golden Rules of Financial Management ........... 30
Key Books of Accounts to be Kept ........... 30
Expenditure Cycle ........... 32
Reporting ........... 33
Bookkeeping and Record Keeping ........... 34
Glossary ........... 35
...........
Policy And Practice Advocacy Toolkit

4. ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
3
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.
ACKNOWLEDGEMENTS
The initial recognition of the need to develop this manual on community rights
and project management arose out of a project being implemented by ZELA to
support the organizational development of Community Trusts in Zimbabwe. The
project is aimed at building the capacity of community based organizations to
demand and claim the environmental, economic, social and cultural rights of
miningcommunities.
To a larger extent this report is a result of the sterling efforts of different
individuals and organizations. In particular, the authors would like to thank the
European Union for providing the financial support that enabled the
organization to publish this work and to implement the project on building the
capacity of community based organizations as a vehicle for spearheading the
environmental, economic, social and cultural rights of communities in mining
areas. The authors would also like to thank all ZELA staff members for lending
theirsupportduringthewritingofthisimportantbook.
We hope this guide will assist the local communities to appreciate their role in
environmental management and community development and that it will
enablethemtobetterperformthatrole.

5. ABBREVIATIONS
CBO CommunityBasedOrganisation
EESCR Environmental,Economic,Social
and CulturalRights
EIA EnvironmentalImpactAssessment
NGO Non-GovernmentalOrganisation
JCT JusticeforChildrenTrust
LRF LegalResourcesFoundation
RDC RuralDistrictCouncil
TAI TheAccessInitiative
ZELA ZimbabweEnvironmentalLawAssociation
ZLHR ZimbabweLawyersforHumanRights
ZWLA ZimbabweWomenLawyersAssociation
4

6. INTRODUCTION
This manual is meant to help Community Based Organizations (CBOs) to better
understandtheoftencomplicatedandtheoreticalaspectsofcommunityrightsand
project management. It is intended to capacitate CBOs with knowledge so that
theycaneffectivelyimplementprojectsandadvocateforpolicy,administrativeand
legalchangesthatadvancetheirenvironmental,economic,socialandculturalfrom
a development perspective. This manual will therefore guide them in taking steps
towardsreachingtheirdevelopmentalgoals.Inparticularthefollowingaspectsare
explained in this manual and can serve as a guide to CBOs to effectively implement
theirprojectsanddemandandclaimtherightsofcommunities;
· Knowledge of community rights and the strategies to use to demand and
claim them is very important. For rural communities there is need to
demand and claim ownership over natural resources, public participation
in decision making processes around natural resources management and
access to information. In that matrix, the rights to derive economic, social
and cultural rights cannot be
overemphasized. In urban
areas CBOs should be able to
focus on issues such as the
right to access safe and clean
water, shelter, transport,
waste management facilities,
education and electricity
amongothers.
It is vital that CBOs also devise
their own strategies in
advocating for policy, legal
and administrative or practical
changes that will enhance
community development
especially anchored around
natural resources management.
In that regard the manual
contains a toolkit derived from an Advocacy Handbook developed by The
Access Initiative (TAI) which outlines the key tools and steps that can be
used to achieve change at both a practical and policy level. Some of the
steps include; the need to clearly identify the problem to be addressed,
defining the policy and practical solution being advocated for by the
group, identifying the individuals and institutions that can assist the
Quick Reference
·Environmental,
economic, social and
cultural rights
·Advocacy strategies
·Project management
·Proposal writing
·Financial
management
5

7. CBO to achieve change, identifying existing and ongoing opportunities
that can be used to leverage change, assessing both the financial, human
and technical resources available to the CBO or its partners, developing a
workplan and evaluating and monitoring the impact of their advocacy
activities.
When community based organisations are implementing projects, it is
vital that they systematically organize their intervention or project
activities according to some widely accepted guidelines, although these
should be customized. In this manual there is information on how a
project is designed, planned, implemented, monitored and evaluated.
Further, it contains information on cross-cutting issues that are central to
project implementation such as gender mainstreaming and HIV/AIDS.
Another importantaspect is the ability to write a good project proposal as
themanualcontainsasectiononprojectproposalwriting.
More importantly, CBOs should be aware of the basic tenets of financial
management. Financial management is key to the sustainability of CBOs.
There is need for CBOs to know how to manage, account and report on
financial resources received from donors or derived from income
generating activities. The CBOs should know the books of accounts to
keep, the purchasing procedures, financial reporting and how to
fundraise.
CBOs should also be able to put in place governance structures that
ensure transparency and accountability in the management of the affairs
of the CBO. In that regard the manual advocates for religious compliance
with the provisions of the legal document setting up the CBO or other
national laws and policies that impact on operations of CBOs in
Zimbabwe.
WhoCanusethisManual?
Thismanualcanbeusedbycommunitybasedorganizationsandindividualsinrural
and urban settings. The issues raised in this manual apply to the operations of
grassroots organizations that have been recently formed and those that are facing
problems in managing their affairs. It can also be used by organizations that are
tryingtoengagepolicymakersandthosetryingtoenforcecommunityrights.
6

8. COMMUNITYRIGHTS
Environmental,Economic,SocialandCulturalRights(EESCR)
Community Based Organizations should be aware of the rights and principles that
may enhance community development. These rights and principles are provided
for in national, regional and international legal instruments. The two major
international and regional instruments that provide economic, social and cultural
rights and principles are the African Charter on Human and Peoples' Rights and the
International Convention on Economic, Social and Cultural Rights. The
Environmental Management Act (Chapter 20:27) also contains environmental
rights that are important for CBO activists to know and claim. It is vital for
government, local authorities and other actors to take measures to fulfill these
rights. In summary the following rights and principles should be claimed at the
grassrootslevel;
· Right of every person to an adequate standard of living for himself and his
family, including adequate food, clothing and housing. In that regard
governments are encouraged to take measures to improve methods of
production, conservation and distribution of food, disseminate knowledge of
the principles of nutrition and develop or reform agrarian systems to achieve
efficientdevelopmentandutilizationofnaturalresources;
· Right of every person to the enjoyment of the highest attainable standard of
physical and mental health. The State is required to take the necessary
measures to protect the health of
people and to ensure that they
receive medical attention when they
aresick.
· Right of everyone to take part in
cultural life. The State has a duty to
promote and protect morals and
traditional values and customs
recognizedbythecommunity.
· Right to work and enjoyment of just
and favourable conditions at work
such as safe and healthy working
conditions. Safe and healthy working
conditions may include working in an
environment that does not cause
injury,deathordisease
· Righttoeducation
· All peoples shall freely dispose of their
wealth and natural resources. The
7
SNAPSHOT OF RIGHTS
Environmental, Economic,
Social and Cultural Rights
·Food
·Education
·Shelter
·Clothing
·Safeandhealthy
environment
·Medicalcare
·Protectionoftraditional
values
·Accesstoenvironmental
information
·Use naturalresources

9. state is encouraged to ensure that this right is exercised in the exclusive
interestofthepeople.
· Every person shall have the right to a clean environment that is not harmful to
health
· Every person shall have access to information concerning the environment
andanopportunitytoparticipateindecision-makingprocesses
· Every person shall have effective access to judicial and administrative
proceedings,includingredressandremedywhentheirrightsareviolated.
· Every person has a duty to protect the environment for the benefit of present
andfuturegenerations,and
· Environmental management must place people and their needs at the
forefront of its concern. This means people should be allowed to use natural
resourcesfordevelopment.
StrategiesToSecureCommunityRights
In this section it is important to outline the different strategies that can be used by
CBOs in both rural and urban communities to claim, demand and assert
environmental, economic, social and cultural rights. The following strategies can
beused;
Identify and report cases of environmental, economic, social and cultural
rights violations in your area to public interest law groups. Public interest law
groups that offer free legal assistance include; Zimbabwe Environmental Law
Association (ZELA) (Tel: 04 253381; Email: zela@mweb.co.zw), Zimbabwe
LawyersforHumanRights(ZLHR)(Tel:04251468),LegalResourcesFoundation
(LRF) (04 251170-4); Justice for Children Trust (JCT) (Tel: 04 797723) and
Zimbabwe Women Lawyers Association (ZWLA) (Tel: 04887187) among
others.
· Establish/form Community Based Groups (CBOs) or grassroots organisations
composed of local residents. The CBOs should be legally registered and the
objective will be to advance and spearhead community interests and rights.
Formation of CBOs will eliminate fear and build confidence since residents
will act as a group than as individuals in trying to enforce and claim their
rights.
Engage and lobby without fear, local representatives such as the Councilors,
village heads, Chiefs, Rural and Urban District Councils, Members of
Parliamenttobemorerepresentativeandaccountabletothepeople.Thiswill
compel them to find ways of having the concerns and problems facing the
community addressed by the government, private companies, local
authoritiesorotherresponsiblepersons.
8

10. Write letters to newspapers and
other media outlets to draw
attention to violations of
environmental, economic, social
and cultural rights. This can
include letters demanding for
more clinics, schools, water supply
points, electricity, transport and
improvedroadnetwork.
Approach public interest civil
society organisations for advice so
that legal action/litigation can be
taken in situations where
communityrightsareviolated
Use conflict resolution mechan-
isms to resolve disputes that can
easily be resolved through
negotiationswithoutgoingtocourt
Approach public interest groups for continuous legal education and rights
trainingworkshopsandseminars.
During community meetings with decision makers and in situations where
there is not enough time for all people to speak, identify community
champions or individuals who can effectively speak on behalf of the whole
communitytopresenttheproblemsfacingthecommunity
Write petitions or letters to Parliament or responsible government agencies
aboutyourenvironmental,social,economicandculturalproblems.
Adopt an advocacy strategy that shapes how the CBO engages decision
makers(seesectiononpolicyadvocacy).
SNAPSHOT OF
STRATEGIES TO CLAIM
RIGHTS
·Petitions
·Court action
·Conflict resolution
·Letters to newspapers
·Formation of community
trusts
·Seek legal advice from
public interest lawgroups
9

11. POLICYANDPRACTICEADVOCACYTOOLKIT
This section is a summary of a set of tools or activities that were developed by The
Access Initiative (TAI) coalition to help partners to achieve reform and policy
practice around the world through advocacy on access to environmental
information, public participation in decision making processes and access to
justice. The activities and strategies are contained in what is called the Advocacy
and Policy Change Workbook. However, in this section we have decided to extract
and summarise some of the key strategies and tools that Community Based
Organisations may find useful in trying to achieve change and reforms of policies
and practice at the local level. What this entails is that since most CBOs are agents
ofchangeatthegrassrootslevelandareexpectedtoassertcommunityrights,they
should also adoptstrategies to engageand influencedecisions bylocalauthorities,
government departments, local politicians, traditional leaders and the local elites.
More importantly, it is vital that the CBOs demand embark on advocacy activities
on various livelihoods issues such as agricultural and farming policies, natural
resources management, clean water supply, food provision, transport and road
network,schoolsandhospitalsrehabilitationamongotherservices.
Before embarking on locally based advocacy campaigns, CBOs should be able
to plan their activities and strategies. A critical step in this process will be to
hold a workshop in which the members of the CBOs come together with like-
minded organizations and individuals to develop a shared advocacy strategy
for achieving their goals or how they can influence change. This will be an
advocacy planning workshop at which the CBO members and partners can
discuss the problems they would want to be addressed by the authorities, the
proposed solution, the available resources and identify stakeholders or allies
who can assist. The following issues are critical in shaping the advocacy plan;
ProblemIdentification
The CBOs should be able to identify the problems they would want the authorities
to address before taking any definitive action. The problems can be ranked
depending on which ones are more urgent and a priority. Problems can be
identified from the concerns raised by community members. Some of the
problems that may be identified that are related to environmental, economic,
social and cultural rights of the community may include; lack of access to clean
water as boreholes may have broken down, shortage of school books, shortage of
drugs at the local clinic, food insecurity due to drought or floods, water pollution
from mining activities, poor waste collection services in urban areas or electricity
shortages, poor road network and limited economic benefits accruing to the
1
Adapted from The Access Initiative (TAI), Advocacy and Policy Change Workbook
1
01

12. community from natural resources extraction (e.g. in forestry, wildlife or mining
areas). The above problems may also have been identified through research
undertaken by the CBO or by other Civil Society Organisations (CSOs) working with
the CBO at the local level. The CBO members and partners can then come to a
consensus on reforms that can be pursued to have the problems addressed by the
government,localauthority,politiciansortraditionalleadership.
ElaboratingaPolicyorPracticalSolution
The CBOs should also develop a set of policy or practical solutions they think can
address the problem identified. This means the CBO can come up with suggestions
of how existing policies or even laws that affect their livelihoods can be changed or
improved. Examples of a policy or legal solution can be to lobby the local authority
to pass by-laws that gives the community a certain percentage of earnings from
natural resources levies collected from mining companies or from safari hunters. A
practical solution the CBO may lobby for is a community request for the Zimbabwe
National Water Authority (ZINWA) to drill more boreholes in the area. In advocating
for legal and policy reforms it is important for the CBOs to work closely with public
interest groups. In adopting a solution it is also important to ensure that all
community members actively participate in reaching the decision. In coming up
with a policy or administrative solution there is need to ask a number of questions
that can help. The following questions are key; what is the problem, what is causing
the problem, have the solutions proposed been used elsewhere and how they
fared. Using these previous policies and the lessons learned from other cases as a
starting point, rank how each would fare if implemented in the society. Then, tailor
thechosenpolicyandadministrativealternativetothesituationathand.
AnalyzingtheOpportunitiestoInfluenceChange
It is importantfor CBOs to identify where and when they have a chance to influence
policy, legal processes or administrative changes. This will change depending on
whether the problem is high on the political agenda, whether there are already
proposals for solving the problem. If there are ongoing processes to make policy
and legal changes the CBOs should take advantage of them and advocate for
change. An example is a situation where the country is in the process of
Constitutional Reforms that includes community consultations, outreach
programmes and public hearings by Parliamentarians. The CBOs should actively
participate in these processes. The same applies to a situation where legal reforms
on mining are taking place for example. In these processes CBOs should advocate
for the recognition of the right of communities to derive economic and social
benefits from mineral resources or generally natural resources. Other opportunities
or spaces that can be used to advocate for change may include administrative
11

13. 21
processes such as Environmental Impact Assessments (EIA) undertaken by
proponentsof projects thathave impacts on communitylivelihoods such as mining
projects. If environmental impact assessments are being carried out, CBOs should
energise the people to participate in the process so that their views and interests
areconsideredintheplanningprocesses.
StakeholderandRelationshipAnalysis
The goal of relationship analysis is to identify the people or organizations or
institutions the CBO knows or that it should know to in order for it to achieve
change in the community. In order to carry out relationship analysis, there are a
number of steps that can be followed. For example there is need to identify the
targets group of stakeholders possibly as sectors or individuals that should be
targeted. The relationship analysis also includes a stakeholder analysis and there is
need to identify lobbying strategies thatsuit each stakeholder or thatcan make the
CBO reach a specific stakeholder. Sometimes it may be important to target specific
individuals rather than “an NGO” or “the government,” because organizations may
have different people doing different things and it may take more resources to
target an entire organization. In cases where some people within the organization
the CBO is targeting, agree with the CBO’s position while others are opposed, it is
vital to spend more time and energy to persuade those who are opposed so that
theysupporttheCBOsposition.
It is also vital to identify those who are in a position of authority and target them.
There is need to know their contact details and other relevant information that will
enable the CBO to contact them. Some of the stakeholders that are important to
target include the councilors, traditional leaders, local politicians such as the local
Member of Parliament, local government officials, and civil society organisations
working in the area, the media and generally all community members. In sum
stakeholderanalysisshouldbedrivenbyanumberofquestionsthatarecriticaland
these are; Who are the relevant stakeholders? What interest does each
stakeholder have in the policy or administrative reform being sought? What
resources are available to each stakeholder? Can the stakeholder mobilize those
resources? And does the stakeholder support or oppose the policy and
administrativereform?
Self-analysis
Besides analysing the stakeholders, CBOs should also do an analysis of themselves
as an entity. The objective of this self-analysis is to take stock of the resources
available to the CBO such as human resources or financial resources. Human

14. 31
resources may include the relevant staff members, experts or more importantly
community champions to carry out the advocacy work. A list of available resources
can be drafted. The CBO should also look at the funds available to support the
advocacy activities such as workshops, presentation of petitions, litigation and
even protects where necessary. The CBO can also think about how these resources
iftheyarenotreadilyavailablecanbemobilized.Itwillalsobevitaltopooltogether
resourceswithalliesorotherorganisationsthatmayhaveresourcesavailable.
TacticsorStrategiesthatCanbeUsedtoInfluenceChange
There are many tactics or activities that can
be used by a CBO to influence change This
section will help CBOs to narrow their
possible tactics. There is need to assess how
effective and feasible each strategy is. This
means there is need to assess if each
strategy or activity can easily achieve
desired results and whether resources are
enough to embark on that activity. Some of
the activities that can be implemented by
CBOs to influence change at the grassroots
level may include; grassroots based
research on the problem, analyzing the
budgets allocated to environmental issues
by the local authority in the area,
organizing outreach meetings for
parliamentarians, networking with other
civil society organisations, petition writing to decision makers, protests and
marches, press releases in the media, boycotts, direct correspondence (e.g. phone
calls,letters,etc.)and classactionlawsuits/litigation(alsoseesectiononstrategies
to claim community rights). It is important for the CBO to identify which of the
tactics above can best be used to achieve change in practice and policy for the
benefitofthecommunity.
WorkPlan
In order to effectively carry out the advocacy work, CBOs should also come up with
work plans. The work plan helps identify who will carry out which tasks and when.
For example it would make sense to divide the work and give each other duties and
deadlines.
SNAPSHOT OF ADVOCACY
STEPS
·Problem identification
·Framing a policy or
practical solution
·Identifying opportunities
to influence change
·Stakeholder analysis
·Self-Analysis
·Tactics and strategies to
influence change
·Workplan

15. 41
PROJECTPLANNINGANDIMPLEMENTATION
Whatisaproject?
A project is an intervention which seeks to solve a specific problem(s) being faced
by a defined target group in a specific area(s). A project has a timeframe within
which the interventions or activities to support the people should be
accomplished.Projectsaremostlyimplementedtoimprovethelivingconditionsof
the people. A project has a few characteristics i.e. timeframe (has a beginning and
an end), a budget, definition of roles and responsibilities for everyoneinvolved and
set of results or a goal to be achieved. Examples of projects include; water supply
project for a community, food relief project, health education project and
environmental rights training. CBOs can come up with projects to implement that
will be aimed at uplifting the livelihoods of people in that particular community.
However, it is important for the CBOs to know that most projects have a life cycle
whichshouldbefollowedindevelopingandimplementingthem.
ProjectLifeCycle
The project management cycle consists of four major elements namely; project
initiation, project design and planning, project implementation and ending the
project.
Project Closure
Project Implementation
Project Design
Project Initiation

16. 51
ProjectInitiation
Since we have said each project has a beginning, the first phase in the Project Life
Cycle is called the Project Initiation phase. This is when one develops some ideas
about whatneedstobeaddressed,whatwouldyouliketochangeandpossiblyhow
you are going to do it. This stage includes defining the purpose of the project and
the areas that will be covered, the reasons why it will be implemented and the
activities to be undertaken to achieve the goal of the project. You may share those
original ideas with a potential donor to see who will be interested in providing
support.
DesignandPlanning
After receivingan initialanswer from the donor, you may embark on developing the
proposal to the donor that explain your idea in more details. At that time you need
to establish the parameters of the project – rationale, purpose, objectives,
strategies that help you achieve objectives, management structure and processes.
This involves putting together documents that can help guide the team throughout
theprojectimplementationphase.Theprojectplanninginvolvesthecreationofthe
following: Project Plan (outlining the activities, tasks, beneficiaries and
timeframes), Resource Plan (listing the labour, equipment and materials required)
and Financial Plan (identifying the labour, equipment and materials costs). At this
timeyouwouldreceivetheapprovaloftheprojectbythedonor(securefunding).
ProjectImplementation
After receiving a final approval and the funds, the project may commence its
implementation. This is the phase of implementing the project. It includes
accomplishing some activities and tasks aimed at achieving the intended impact on
the community. While implementation is ongoing other processes should be
activated to monitor and control the deliverables. These processes include
managingtime,cost,impact,effectiveness,change,risksandcommunication.Once
all the deliverables have been produced and the beneficiaries have accepted the
intervention,theprojectisreadyforclosureortermination.
Endingaproject
ProjectClosureinvolvesreleasingthefinaldeliverablestothetargetgroup,handing
over project documentation, terminating contracts releasing project resources and
communicatingtheclosureoftheprojecttoallstakeholders.

17. 61
ProjectImplementation
The implementation stage of the project cycle is in many ways the most critical;
as it is during this stage that planned benefits are delivered. All other stages in
the cycle are therefore supportive of this stage. During the implementation of
the project, project managers are responsible for undertaking three main sets
of tasks:
(a) Monitoring and regular review: Project management must keep track of
how the project is progressing in terms of expenditure, resource use, and
implementation of activities, delivery of results and the management of
risks. Monitoring can be done internally by the CBO or by an external
person. This provides an opportunity to reflect on progress, agree on the
contentofprogress.
(b) Planning and re-planning: Plans are estimates of what will happen in the
future, but must be modified on an ongoing basis to take account of what
actuallyhappensduringimplementation.Theactivitiesandbudgetsmust
therefore be periodically reviewed, refined, and updated based on
experience.
(c) Reporting: CBOs must produce reports on physical and financial progress
to stakeholders. The aim of these reports should be to: inform
stakeholderslikedonorsofprojectprogress,constraintsencounteredand
any significant remedial action required like trainings; provide a record of
what has been achieved during the reporting period, and thus facilitate
future reviews or evaluations; document any changes in plans, including
budgetary requirements; and therefore promote transparency and
accountability.
ProjectEvaluation
The purpose of project evaluation is to make an assessment of an ongoing or
completedprojecttodeterminetherelevanceandfulfillmentofobjectives,impact
andsustainabilityandprovideinformationthatiscredibleanduseful.
PrinciplesofEvaluation
There are principles that underpin evaluation and these are; impartiality and
independence of the evaluator from the programming and implementation
functions, use of appropriately skilled and independent experts, transparency of
the evaluation process, participation of stakeholders in the evaluation process
andtimelypresentationof informationtodecisionmakers.

18. Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
Decisionoptionsafterevaluation
Depending on the outcome, timing and objectives of the evaluation, there are
somemaindecisionoptionsthataretobemade:
continueprojectimplementationasplanned,
re-orient/restructuretheproject,
intheworstcase,tostoptheproject(mid-termevaluation);
modify the design of future projects or programmes in light of lessons
learned(ex-postevaluation);or
modify policies, co-operation strategies, and subsequent programming
or identification exercises in the case of sector, thematic or cross-sector
evaluations
ToolsforProjectImplementationandManagement
TheLogicalFrameworkApproach
TheLogicalFrameworkApproachisanextremelyusefultooltosupportthedesign
and establishment of effective monitoring, review and reporting systems. It
provides a framework of objectives, indicators (and targets) and sources of
information which should be used to further develop and implement the
monitoring,reviewandreportingsystem.Itprovidesalistofkeyassumptionswhich
mustbemonitoredaspartoftheproject'sriskmanagementarrangements.
Administrativeandmanagementrecords
Within the CBOs there will be a requirement to keep some basic administrative
records of what is being done on a day to day, weekly or monthly basis. These
records will then often be summarised periodically in a management report.
Information that may be recorded as part of such administrative records might
include:
Financialinformation–incomeandexpenditure.
Staffing – numbers, location, designation, training received and
performance
Procurementandassetrecords
Service delivery/provision records (e.g. number of households receiving
game meat or other inputs, no. of miners receiving training, number of
children vaccinated, no. of children attending school, number of
householdsconnectedtotheelectricitygrid,etc).
71

19. 81
RegularReviewMeetingMinutes
Regular reviews may be undertaken more or less regularly, and be more or less
formal,dependingprimarilyontheirpurposeandwhoisexpectedtoparticipate.
Progressreportsandupdatedplans
Plans must be regularly reviewed and updated if they are to remain relevant. The
preparationofanannualplanprovidesthisopportunityformulti-yearprojects.The
specific sub-headings and the quantity of information provided should be adapted
to suit the scope and scale of the project, and to existing monitoring and reporting
systems.Annualplansarerequiredforeverymulti-yearproject.
PromotingParticipationandOwnershipbytheCommunity
Local ownership of development programmes and projects is a key theme of
community development. Participation and ownership are fundamental to
ensuring relevance, effectiveness and sustainability. Empowerment is often a key
objective of participation i.e. bringing about a more equitable sharing of power,
increasing the political awareness of disadvantaged groups, and supporting them
in taking actions that will allow them to take more control of their own futures.
Further, people learn best by doing things for themselves. If people are assisted to
plan and manage their own affairs the outcomes are more likely to meet their real
needs. Building capacity within local communities and groups is thus an important
objective of participatory approaches. Capacity building is also important because
itisapreconditionforthesustainabilityofdevelopmentinitiatives.
Keyprinciplesofparticipationare:-
Involvingpeopleassubjectsnotobjects
Respectforlocalknowledgeandskills
Ensuringinfluenceoverdevelopmentdecisions,notsimplyinvolvement
Alearningprocessasmuchasanoutcome
Anapproachandattituderatherthanaspecificsetoftechnicalskills

20. 91
HIV/AIDSandGenderMainstreaminginProjects
Due to the HIV/ AIDS pandemic, CBOs should recognizes the need to mainstream
HIV and AIDS in all its interventions so as to create a healthy and safe working
environment at the workplace and in the communities they work in. All CBOs
should consider mainstreaming Gender, HIV and AIDS in their programmes and
activities in order to minimize the negative impacts of the pandemic in the long
term. Gender mainstreaming is a process of ensuring that in all our work and the
way we do it should contribute to gender equality by transforming the balance of
powerbetweenmenandwomen.

21. 02
PROJECTPROPOSALWRITINGSTRUCTURE
The following are some of the key elements of a proposal. This section is aimed at
helpingCBOstowriteproposalsforprojectfunding.
ContextandBackground
In this part of a proposal, the CBO should be able to describe the social, economic,
political and cultural background from which the project is being initiated. The
CBOcancollectdatafromotherresearchmaterial.
Problemstatement
In the problem statement section the
CBO should provide a description of the
specific problem(s) the project is trying
to solve, in order to “make a case”for the
project. Furthermore, the project
proposal should point out why a certain
issue is a problem for the community or
society as a whole, i.e. what negative
implications affect the target group.
There should also be an explanation of
the needs of the target group that
appear as a direct consequence of the
described problem. Examples of
problems may include limited access to
clean water as a result of broken down
boreholes or limited access to markets
becauseofpoorroadnetwork.
Activities
In this part of the proposal there is need to outline the activities that will be
undertaken to achieve the project goal and objectives. The activities should be
used as strategies for solving the problem. There is also need to state how these
strategieswillleadtoimprovement.
Projectgoal(oroverallobjective)
The project goal is the ultimate state of affairs that the CBO would desire to see in
the community. This will be the long term benefit to the target group or to the
community. Some examples of a project goal might be: raising environmental
awarenessorimprovingthequalityoflifeinthecommunity.
STRUCTURE OF PROJECT
PROPOSAL
·Context/Background
·Problem Statement
·Objectives
·Activities
·Results
·Target Group
·Workplan
·Implementing
organisation
·Budget
·Monitoring
and Evaluation

22. 12
Projectobjectives
The objectives should address the core problem in terms of the benefits to be
receivedbytheprojectbeneficiariesortargetgroupasadirectresultoftheproject.
The objectives may be defined as: improving the water supply in the village and
reducingmalnutrition.Aprojectwilllikelyhavemultipleobjectives.
Projectresults
Results describe the services or products to be delivered to the intended
beneficiaries. The results should address the main causes of the problem that the
target group faces. Examples of results are as follows: increased number of
households connectedtothewatersupplysystem;increasednumberofwatertaps
inthevillage.Theresultsoftheprojectcanbetiedbacktotheproject'sobjectives.
Targetgroup
There is need to define the target group and show how it will benefit from the
project. The project should provide a detailed description of the size and
characteristics of the target groups. The criteria for target group analysis may be
ethniccomposition,gender,age,etc.
Workplan
The workplan should include specific information and explanations of each of the
planned project activities.The duration of the project should be clearlystated,with
considerabledetailonthebeginningandtheendoftheproject.
Theimplementingorganisation
This section should describe the capabilities of the CBO by referring to its capacity
andpreviousprojectrecord.DescribewhyexactlyyourCBOisthemostappropriate
to run the project, its connection to the local community, the constituency behind
the organisation and what kind of expertise the CBO can provide. If other partners
areinvolvedinimplementationprovidesomeinformationontheircapacityaswell.
Budget
A budget is an itemised summary of a CBO's expected income and expenses over a
specifiedperiodoftime.
Monitoringandevaluation
The project proposal should also indicate: how and when the project management
team will conduct activities to monitor the project's progress; which methods will
beusedtomonitorandevaluate;andwhowilldotheevaluation.

23. 22
WhatisGovernance?
In this handbook governance refers to the legal and administrative arrangements
used to manage a CBO. Governance relates to the management, administration
and leadership structures within a CBO. Besides structure, governance also
establishes the process of managing or exercising authority within a CBO. In terms
of process, governance relates to the manner in which a Board of Trustees for
exampledirectsaCBO.
WhyisGovernanceImportant?
GoodgovernanceensuresthattheCBOsuccessfullymeetsitsobjectivesandgoals.
It is good governance that appraises the performance of the management arm of
the CBO and ensures that policies that enhance growth are put in place. Without
good governance, a CBO is likely to collapse due to internal fighting, lack of a
credible vision, absence of robust policies and lack of transparency and
accountability. The importance of governance can be better appreciated by
considering its responsibilities. Governance is expected to establish over-riding
principles and objectives, develop policy and regulatory frameworks, maintain the
capacity to learn and change, manage stakeholder interaction, enforce decisions
anddefineconditionsfortheallocationofauthorityandresources.
CBO GOVERNANCE ISSUES
Objectives
Theobjectivesofthissectionareasfollows;
Ensure that Community Based Organisations (CBOs) comply with their
constitutionsorDeedsofTrust
Improvetransparencyandaccountability
Enhanceimageoftheorganisation
Improvecommunitybuy-inintoCBOs'projects
Ensureresolutionandorpreventionofpotentialinternalconflicts
EnsurecontinuedcommitmenttothemissionandvisionoftheCBOs

24. 32
Common Institutional and Administrative Arrangements
Most CBOs are composed on different organizational levels. The majority have
advisors or patrons, Board of Trustees and a secretariat. Others have some key
documentsthatguidethemanagementoftheCBO.Belowisadetailedexplanation
ofthesestructures,theirfunctionsandhowtheyshoulddischargetheirduties.
BoardofTrustees
Most CBOs that are registered as common law trusts, commonly referred to in
Zimbabweascommunitytrusts.TheyhaveaBoardofTrusteesestablishedinterms
of Deed of Trust. The Board of Trustees is made up of Trustees. The Board is in
charge and directly accountable for the overall direction and policies of the
organisation. It is the Board that has the authority to develop, implement and
ensure adherence to policies. Ideally, the Board should be representative of the
communityalthoughitisimportanttotakeintoaccountothercriticalskillsin-order
to ensure continued growth of the organisation. In addition to being in charge of
overall policy and direction, the Board also has the duty of managing stakeholder
relationships.ThismeansthatitisthedutyoftheBoardtomanagetherelationship
of the Community Based Organisation (CBO) with development partners, funding
agencies, government, local authorities and the community. The Board, while
beingthemaingovernancearmoftheorganisation,isultimatelyresponsibletothe
community which the CBO serves. The community is the beneficiary of the CBO
projects.
PowersoftheBoard
Most Deeds of Trust give the Board of Trustees the following powers; to purchase,
lease or sell any property, to borrow and raise money for the Trust, to open and
operate banking and savings accounts, to accept any donation to the trust, to
employ and remunerate such officers as the Board may deem necessary to fulfill
the objects of the Trust, to appointthe head of the secretariat of the trust who may
be called the Executive Director, to revoke, amend or modify any of the rules for
administration of the Trust, to enter into all such contracts as shall serve to further
the purposes and objects of the Trust, to cause a proper set of books and accounts
to be kept relevant to the affairs of the Trust which books and accounts will be
auditedannuallybyanAuditortobeappointedbytheBoardofTrustees.

25. 42
InsummarytheresponsibilitiesoftheBoardofTrusteesinmostcasesinclude:
Determiningtheorganisation'smissionandpurpose
SelectingtheExecutiveDirector
Providingproperfinancialoversight
Ensuring adequate resources (this includes taking an active role in
fundraising)
Ensuring legal and ethical integrity (ensuring transparency and
accountability)
Ensuringeffectiveandresultsdrivenorganisationalplanning
Enhancingtheorganisation'spublicstanding
Determining, monitoring and strengthening the organisation's programs
andservices
Supporting the Executive Director and assessing the Executive Director's
performance.
Another key point to note is that trustees of smaller organisations may, by
necessity, find themselves more involved in the day to day operations of the
organisation as the organisation will be growing and facing capacity constraints to
recruitotherpeopletoserveasthesecretariat.
BoardMeetings
The above responsibilities are largely carried out through the holding of meetings
of the Board as required by the Deed. It is during these meetings that discussions
and adoption of resolutions take place. The Board of Trustees acts as a body and
individual Board members generally have no authority to bind the organisation or
take action on its behalf unless authority has been given by the Board. It is
however, important to note that some of the work of the Board may be
accomplished outside of Board meetings as Board members are expected to serve
as advocates for the organisation in various fora. In-order to be effective, Board
members may need to meet with donors, the community and employees outside
thenormalBoardmeetings.
General Meetings: The Board of Trustees shall meet to consider and administer
the affairs of the Trust at such times as they may determine from time to time.
Some Deeds prescribe that the Board must meet not less than four times in each
year. In most cases the notice of every meeting is given in writing or sent by e-mail

26. 52
or ordinary post to each Trustee not less than seven (7) days before the date of the
meeting to give trustees time to prepare. The notice will state the date, place and
hour of the meeting and the nature of the business to be transacted. The Board is
required to cause proper minutes of the proceedings and resolutions adopted
during meetings to be kept and entered in a book provided for the purpose. In
mostcasestheminutesaretakenbytheSecretaryoftheBoard.
Special Meetings: These could be meeting that may be convened by the Board to
dealwithurgentissuesaffectingtheoperationsoftheCBOorcommunitytrust.
Annual General Meeting: The Trustees may call for an Annual General Meeting of
the members of the Trust once in every year. An annual general meeting may be
called 30 daysor such other time the trustees feel is adequate before the meeting.
The notice will specify the business of the meeting. The meeting may be attended
bycommunitymemberswhoarethebeneficiariesoftheTrust.
Voting and Decisions of Board of Trustees: In most casesthe quorum atan Annual
General Meeting or General Meeting or special meeting to proceed may be not be
less than two thirds of the members. However, in many cases trustees reach
decisions byconsensus.In some casesit canbe the majority of the total number of
trustees available. If there is no consensus on an issue they may resort to a vote. If
thedecisionislefttoavoteeachTrusteeshallhaveonlyonevoteeitherbyshowof
hands or even secret ballot. Further, in the eventof tie of votes on any issues some
trusts may give the Chairperson a casting vote which shall decide the issue and will
befinal.
SampleAgenda
The agenda for the Board meeting must be circulated in advance and can take the
formatbelow
1. Opening of meeting and introductions (Chair)
2. Approval of minutes of previous meeting (secretary)
3. Reports and discussions ( the chair calls for reports from the treasurer,
executive director , committees etc)
4. Old business to be brought up (chair)
A. Unfinished business from previous meetings
B. Motions that were tabled from previous meetings
5. New business-motions to be made for voting by the Board (Chair)
6. Adjournment

27. 62
Building and Maintaining an Effective Board
An effective Board of Trustees understands the mission of the organisation, helps
move the organisation's mission forward and understands and operates in
accordance with legal responsibilities. Dysfunctional or ineffective boards are
typicallycharacterisedbyoneormoreofthefollowing:
TheBoarddoesnothaveordoesnotabidebyaregularmeetingschedule
Nothing much happens at Board meetings and many Board members do
notattend
Trustees do not understand the mission of the organisation and are not
passionateaboutit
The Trustees do not understand the financial underpinning of the
organisation
Trusteesattempttomicro-managestaff
There is a lack of trust and confidence between the Board and the
Management
Trusteesspeakdisrespectfullyofeachotherandofmanagement
AfewTrusteesdominateBoardmeetings
Theorganisationisflounderingordying
Below are some key questions thatmay assist the Board Members in ensuring good
governanceoftheCBO.
ChecklistfortheBoardofTrustees;
1. Are you committed to helping advance the organisation's mission and are
youawareofthetimeandresourcecommitmentsinvolved?
2. Do you have a copy of the organisation's Deed of Trust and the mission
statement and have you read these? Does the Board periodically review
thesedocumentstomakesuretheyarecomplyingwiththem?
3. IsthereaCodeofConductandhaveyougonethroughthedocument?
4. Are the financial performance and budget documents accessible,
understandableandregularlymonitoredbytheBoard?
5. Is the Board functioning effectively, with regular well attended and well
runmeetingsaddressingimportantissues?
6. DoestheBoardreviewitsowneffectiveness?

28. 72
7. IsthereaBoardorientationprogramormanual?
8. Are key staff members formally evaluated by the Chief Executive and
thoseevaluationssharedwiththeBoard?
Secretariat
ExecutiveDirector
The Board of Trustees appoints the Executive Director who is ultimately
responsible for carrying out the wishes of the Board and overseeing the
implementation of projects. The Executive Director is accountable for the work of
staffandsupportstheworkoftheBoard.
Staff
The staff is responsible for implementing projects and programmes that meet the
needs of the community. The staff does the work to ensure the realisation of the
organisation'sobjectivesandgoalsandisaccountabletotheExecutiveDirector.
SAMPLEORGANOGRAM
Advisor/Patrons
Project Officers
Board of Trustees
Executive Director
Project Assistant
Accountant
Messenger/Security
Guard/General hand worker

29. 82
KeyGovernanceDocuments
DeedofTrust
The Deed of Trust is the main governance document within CBOs that are
registered as common law trusts or community trusts. The deed establishes the
officialstatusoftheCBOasanon-profitorganisation.Itisthedeedthatsetsoutthe
'constitution' of the organisation. The Deed outlines the basic operating rules for
the organisation and spells out how the CBO is structured and governed. As an
example, the Deed sets out the minimum and maximum number of persons
making up the Board of Trustees, the number of times the Board has to meet, the
setting up of Board Committees and the decision making processes within the
Board (e.g. voting). It is important for all the members of the Board of Trustees to
have full knowledge of the Deed and to strictly adhere to what is set out within the
DeedintermsofelectionofBoardmembersandholdingofBoardmeetingsamong
otherrequirements.
CodeofConductorInternalRegulations
A CBO may develop a code of conduct or some internal regulations to further define
internal procedures to be followed in managing the affairs of the CBO. The Code of
Conduct helps to define what the organisation expects of Board Members and the
Board as a whole and what the Board expects of the management. The Code of
ConductmayhelptheBoardofTrusteestodealwithrealandperceivedconflictsand
conflicts of interest within the organisation. It may also help provide guidelines for
dealing with sensitive information with other constituencies, organisations and the
press.Itmayalsoestablishdisciplinaryprocedures.

30. 92
FINANCIALMANAGEMENT
DraftingaProjectBudget
A project budget is normally drafted during the project development phase as an
estimate of the potential costs of implementing project activities.Whatthis means
is that all project activities should be budgeted in order to achieve project
objectives. Financial resources are a key input for all projects. In most cases the
following costs are budgeted for e.g. money for holding a consultation workshop
money to pay for the venue and food for participants, salaries which will be used
forpayingstaffmembersimplementingtheprojectandadministrationcostswhich
include funds for paying other expenses to be incurred by the organization such as
rentals.
ProjectContract
Most donors draft a contract or agreement that will set out the terms and
conditions under which the funds awarded to an organization should be used. In
mostcasesthesetermsandconditionsrestatetheexpectationsofthedonorbased
on what the recipient organization would have stated it would accomplish with the
funds. The contract normally state when and howthe grantrecipient should report
to the donor. Reports that are normally required are financial reports and the
donor will outline the reporting format and the dates or frequency of reporting.
Donor conditions and requirements vary and are not uniform so it is important for
the recipient or grantee to closely and thoroughly read the contract to enhance
compliancewiththerequirements.
BankAccounts
Community Based Organisations should open bank accounts. If the CBO has more
than one donor or projects, it is advisable to open separate bank accounts for each
project or donor. The purpose of setting up separate bank accounts is to facilitate
tracking and monitoring of expenditures incurred in connection with grants. The
bank accounts shall not be overdrawn. An account shall be deemed overdrawn
This section is intended to la the basis for sound financial management for
community based organisations so that the funds are maintained prudentl and
conservatively It is aimed at simplifying the financial and record keeping practices.
The section sets out some of the basic financial al controls and
monitoring procedures designed to protect funds from misuse and loss and for
safeguardingtheassetsoftheorganization.
y
y
procedures, financi
.

31. 03
when the cashbook shows a credit balance. If the CBO is to have a bank account,
there should be a panel of more than 3 signatories, of which at least 3 can sign.
SignatoriesshouldbeatleasttheChairperson,TreasurerandSecretary.
GOLDENRULESOFFINANCIALMANAGEMENT
1. Alwaysreceiptallmoniesreceived
2. Alwaysobtainreceiptsforpaymentsmadeout
3. Allfinancialdealingsshouldbesupportedbyawrittenrecord
4. Avoid situation where you are seen to be the beneficiary of all
decisionsortransactionsfacilitatedbyyourself
5. Avoidleavingorganizationfundsininsecurelocations.
6. Avoidmixingorganizationfundswithpersonalfunds
7. Neverborroworganizationfundsforpersonalusewithoutauthority
8. Avoidkeepingorganizationalfundsathome
9. Ensure that every transaction or decision you facilitate is transparent
anddoesnotraisequestionsaboutyourintegrity
10. Keepincomingandoutgoingmoneyseparately
KEYBOOKSOFACCOUNTSTOBEKEPT
ReceiptBook
This is a book in which all income received is receipted before use. All amounts not
spent, (Change) should be receipted for accountability. The information that
should appear on the receipt include: the name of the person or organisation from
whichthemoneywillbecomingfrom,amount,dateandpurpose.
Cashbook
A cashbook should be maintained. This is to account for all the receipts received
and all the expenditure incurred. Payments in the cash book should be subdivided
e.g. travel expenses, project expenses, stationery etc. In the cash book there are
two sections, that is, the receipts side and the payments side. The information to
be contained on the payment side include the date on which the payment was
made, the name of the organisation to which the payment was made, description
of the goods or service being paid for and the amount. The receipt side should

32. show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
show the date the money was received, the name of the organisation from which
themoneycamefrom,purposeforthemoneyreceivedandtheamountreceived.
PettyCash
Money should be set aside for Petty Cash, i.e. if the organization has a bank
account. This is to cater for expenses of small amounts. The imprest system should
be used whereby the total amount of actual cash available in the cashbox and the
total of petty cash vouchers and receipts amount to the petty cash float set by the
organization. The custodian of the petty cash box is the treasurer and it should be
locked in a safe. Limits of expenses that qualify to be of petty cash should be set by
the organization. Surprise petty cash counts should be done by the Chairperson as
oftenaspossibleandheshouldsignforittoshowisolationofresponsibility.Apetty
cash register should be maintained where all the payments made using the petty
cash and all the reimbursements made will be recorded. This will also be used to
reconcilethepettycashwherereimbursementsaretobemade.
Asset Register
The Asset Register is a record of all the property, plant and equipment owned by
the organization. The assets must be separately identified in the assets register as
those acquired under each of the projects. The Asset register shall contain the
following details: date when asset was purchased or donated, full details of asset
including descriptionand serial/registration number, cost of assetand place where
assetiskept.
Invoicebook
The invoice book is used to charge a customer who would have bought goods or
received services from the organisation. The invoice will include the date, type,
quantityandamountofthegoodsorservicespurchased.
RequisitionBook
Thisisusedinternallybystaffmemberstomaketheirrequestsforgoodsorservices
to be made available for a project. The requisition form will be completed stating
the description and quantity of goods or services needed. This should also be
approvedbeforequotationsaresourced.
OrderBook
This is a book in which a request to the supplier is written for the supply of goods or
services. An order is written and approved after the quotations have been
approved. On the order form, the quantity , description and price of the goods or
service are written. This will then be given to the supplier so that he can supply the
goodsorservices.
13

33. 23
EXPENDITURECYCLE
· In cases where there is no involvement of invoices or receipts, an
acknowledgement of receipt should be prepared and it should be attached
to the requisition. It should be signed by the person receiving the money, and
he/she should include his identity number and the date of receiving the
money.
· For major purchases there should be 3 quotations for which the most
favorable quotation is selected. For a purchase to be considered major there
has to be a limit for the organisation to distinguish petty cash purchases
from major purchases, eg if the set limit for petty cash purchases is US
$100.00, then all purchases of above US $100.0 will need to have 3
quotations.
· Petty cash voucher should be used for amounts that are classified by the
organizationaspettycash.
· Changereceivedfromindividualsshouldbereceiptedfirstbeforeuse.
· Salaries: A schedule of salaries should be prepared by the Treasurer and
signed for authorization by the Chairperson before processing. Salaries
schedule should be in line with statutory requirements such as payment of
income tax, national social security scheme payments, AIDS Levy or
voluntary medical aid schemes. Tax deductions should be deducted if the
gross salaries are within the tax bracket. There is also need to note that all
allowancesaretaxable.

34. 33
REPORTING
Financial reporting is important in order to ensure that the community based
organization fulfills donor requirements and account to its beneficiaries. Financial
reports furnish the funding partner or donor with the progress being made by the
grantee in line with the project proposal and indicate the use of funds and
compliancewithgrantagreement.
· Financial Reports: The financial report shows the amount of funds that were
received for certain project activities, amounts spent and the balances left for
those budgeted activities. Financial reports can be prepared monthly,
quarterly or annual. E.g. may be required by donors and should be drafted in
accordancewithdonorrequirements.Theformatisusuallyshowninthegrant
agreement. However, in the majority of cases financial reports should show
thefollowingdetails.
Activity Budgeted
Amount
Expenses for this
period
Cumulative
Expenses
Balance
Consultation
meeting
$3,000.00 $1,500.00 $2,100.00 $900.00
FinancialAudit
The Community Based Organisations shall annually contract an independent
auditingfirm,toaudittheannualfinancialrecords.Thepurposeofanauditistoget
a reasonable assurance that the financial statements are free of material
misstatements. An audit is also done to assess the accounting principles used and
the significant estimates made by management as well as evaluating the overall
financialstatementpresentation.Attheendofeachfinancialyeartheorganization
is expected to engage an external auditor to carry out an independent financial
audit.

35. 43
BOOKKEEPINGANDRECORD-KEEPING
Cashbooksandledgersshouldbeproperlymaintained
Requisitionsshouldbefiledinasequentialorder
Grantagreementsandquarterlyreportsshouldbefiledintheirownfile
Minutesshouldalsobefiledintheirownfileaccordingtodates
SecurityandCustody:Securityitemsincludesafekeys,vehicleregistration
books, spare keys, order books, cashbooks, letterheads, asset registers,
rubber stamps, receipt books, cheque books. It is the responsibility of the
Finance Officer or Treasurer to ensure that these security items are
securedandkeptsafely.
Employee Files: This is a file which contains the information relating to the
employee and the information contained in this file is very confidential
therefore it should be kept in a very secure place. The following should be
contained in each employee file, employment contract, Curriculum Vitae,
Educationalcertificatesandnationalidentitycard.

36. 53
GLOSSARY
Advocacy: Advocacy can include many activities that an individual or
organization undertakes to influencechangeof policyor practice
as well as allocation of resources within political, economic, and
social systems and institutions. It may include media campaigns,
public speaking, and publishing research or litigation aimed at
2
influencingchange.
Budget: A budget is a forecast of expenses drawn up by an organisation
based on a project proposal. It outlines the project costs and
administration costs that the organization expects to spend.
Most organizational budgets include costs such as hiring the
venue for meetings, transport hire, communication, rentals and
salaries.
CulturalRights: Cultural rights are normally claimed by groups of people.
Cultural rights focus on groups such as religious and ethnic
minorities and indigenous societies. Cultural rights include a
group's ability to preserve its way of life, such as child rearing,
continuation of language, and security of its economic base in
the nation, in which it is located. The cultural rights movement
has been popularized because much traditional cultural
knowledge has commercial value, like ethno-medicine,
cosmetics, cultivated plants, foods, folklore, arts, crafts, songs,
3
dances,costumes,andrituals.
The content of environmental rights includes many elements
that the state and other actors may be required to fulfill or
respect. The rights include the right to a clean environment that
is not harmful to health or well-being. This means government
must take necessary protective steps and measures that prevent
pollution and damage to the environment, promote
Environmental
Rights:
2
Wikipedia;
3
Ibid

37. 63
conservation, and balance economic, social and environmental
development. In particular, it is important that people access
clean water, breathe fresh air, access and derive benefit from
natural resources. Environmental rights also include access to
information on environmental decision making processes, public
participation in environmental decision making processes and
accesstojusticewhentheirenvironmentalrightsareviolated.
These rights in their nature require the state to provide services
to the people. They are also human rights. Examples include, the
the right to work, the right to the enjoyment of just and
favourable conditions of work, the right to join and form trade
unions and to strike, the right to social security, the right to
protection of the family, the right to an adequate standard of
living, including adequate food, clothing, and housing and the
continuous improvement of living conditions, the right to the
enjoyment of the highest attainable standard of mental and
physical health, the right to education and the right to have
cultureprotectedamongothers.
Financialmanagementisplanning,directing,monitoring,organizing
andcontrollingthemonetaryresourcesofanorganization
It is an agreement or contract entered into by a donor and an
organisation that will be implementing a project. The agreement
set out the terms and conditions within which the project will be
implemented. In most casesthe agreement states the duration of
the project, the amount of funds provided, the financial and
narrative reporting requirements and the expected results as
indicated in the proposal submitted by the implementing
organisation.
Economic,
Social and
Cultural Rights:
Financial
Management:
Grant
Agreement:

38. 73
Indicators: Indicators are the benchmarks, pointers, measures, numbers,
facts, opinion and perceptions used as a yardstick to measure
progress towards achieving the project objectives. Indicators are
used to determine the degree to which results are being
achieved in a project. They provide evidence that a result has
been achieved or a signal that progress is being made towards
achieving the result. They are also used to monitor or check the
successoftheproject.
PettyCash: This is a sum of money that is kept at the office to cater for
expenses of small amounts that may arise. An organisation
should set aside a specific amount of money as petty cash to
caterforeventualities.
ProjectCycle: Entails the various stages of a project which encompass the
projectdesign,implementation,monitoringandclosure.
ProjectGoal: A project goal is the vision of society that the project will
contributetothroughimplementation.
It means to continuously check progress of project activities and
financesoveraperiodoftime. Thiswillhelpprojectstafftoknow
how things are going, as well as giving early warning of possible
problemsanddifficultiesinprojectimplementation.
Project
Monitoring:

39. NOTES:
F
f

40. NOTES:
F
f

41. NOTES:
F
f