Institutional Mechanisms for REDD+ - Case Studies Working Paper

� They are working with safari operators without the use of contracts, 103 but they have hired lawyers to
help.
� The AA is not satisfied with the revenue-sharing rule adopted by the Wildlife Division (35 percent to
government and 65 percent to WMA). They also question whether they are actually getting 65 percent of
revenues collected by the government, since all the money goes first to government, which then passes it
down to the AA. The AA said they started to keep records and in the future they will monitor contracts
with operators more closely.
� They have no capabilities for marketing purposes and are, therefore, unable to advertise their WMA.
� Finally, financial sustainability of the WMAs was also raised as a concern in Enduimet WMA. Although it
is expected that WMAs depend on donor money to start up, they should be able to support their own
operating costs and to generate profits once they are established. This situation does not seem to have
been the case for the Enduimet yet, which still relies significantly on the AWF to cover its management
costs (estimated to be approximately $100,000 US/year, including $45,000 US in salaries 104).
3.3.3 FUNCTIONS PERFORMED BY THE INSTITUTION
As mentioned above, the Enduimet WMA is managed by an AA, which reports back to the Village Councils
and to the District Council. The AA of the Enduimet WMA has approximately 40 game scouts, vehicles, and
communications equipment.
Designation of beneficiaries and design of benefit-sharing rules:
The rule used to share benefits among the government, the District, and the AAs have been described above.
Within AAs, the 2002 WMA Regulations (article 21) stipulate that the AA must ―develop a mechanism for
benefit sharing among the villages which form the WMA‖, which must be reviewed and approved by Village
Councils. Article 73 of the WMA Regulations requires that the AA passes down to villages 50 percent of the
revenue received from the District.
The money the AA receives is used as follows:
� 25 percent for AA office costs;
� 50 percent is divided equality among the nine member villages (regardless of how much land or wildlife
each village brings to the WMA);
� 10 percent is used for scholarships (secondary school costs); and
� The remaining 15 percent is used for conservation.
In the Enduimet WMA, revenues are allocated exclusively to community projects (e.g., repairing cattle
troughs, (Minwary, 2009) building schools, paying scholarships). According to the AWF (the facilitating
agency for the Enduimet WMA), villages would prefer to distribute cash to households but the current
benefits are not sufficient and are rather used to support community projects.
Joining the WMA resulted in an increase of revenue for some villages, while others are getting less than they
previously made through private deals with tour operators. For example, one researcher 105 indicated that one
103 Apparently, the AA‘s relationship with operators was based on verbal agreements.
104 Estimates provided by Damian Bell, Honeyguide Foundation, in May 2011.
105 Interview with Laura Tarimo, Round Table Africa.
PRRGP INSTITUTIONAL MECHANISMS FOR REDD: CASE STUDIES – WORKING PAPER 53