John Cassim
Harare—Deafening silence and spider webs at the gate greeted this journalist during a visit to 5 Reigate Road, Highlands, in Harare.
Despite its abandoned appearance, the property remains Akashinga’s official Harare address, according to the organisation’s website and social media platforms.
Akashinga, Zimbabwe’s once-mighty all-female wildlife conservation unit, has since moved from this house to a rented property belonging to its procurement and ddministrative officer, Bongani Sibanda, in Greendale.
As previously reported, Akashinga has been rocked by internal squabbles as its finances dwindled.
Akashinga is registered in Zimbabwe as a non-governmental organisation but, like other organisations in the country, has reapplied and is yet to be certified as a private voluntary organisation (PVO).
The unit relies heavily on donor funding, making transparency and credibility critical.
“We are renting a shipping container and using part of Bongani’s house at the back of the main property. We were told to tighten belts with the office shutdown and vehicle disposal in September 2025, but the office was only shut down in November. I am being told new donors have come on board, but the reality on the ground is that we are not yet back to normalcy,” explained a senior employee who spoke on condition of anonymity.
“The organisation is financially stable now, but we decided to close an office that was only being used by two people. We have opted to use their homes for Akashinga work. We would prefer to channel all that money to the field. If we have visitors, they come to the field, and if we want to meet other stakeholders, we go to their offices. We don’t see any story in the closure of the office apart from you journalists just scratching,” said Akashinga’s Africa Operations Director, Bastiaan Boon.
Boon declined to comment on other issues related to the organisation’s current financial status, or whether the non-disclosure of the office closure was a deliberate attempt to conceal information.
Meanwhile, some employees have expressed concern over the failure by Akashinga to disclose the office shutdown.
“Following the departure of the former managers, Akashinga no longer has a resident focal point person in the country. This is the person we contact for payments relating to various issues, including compensation for injuries sustained on duty.
“They have closed their office in Highlands but we have not been updated on the way forward,” said another employee who asked not to be named due to the sensitivity of the matter.
“I am worried that the change of management and lack of transparency around their movements may hinder my chances of being compensated,” said the employee who suffered injuries on duty.
A governance expert who is a senior lecturer at Midlands State University waved the red flag over Akashinga’s non-disclosure of its office shift.
“This may appear minor, but lack of communication risks undermining trust and could potentially jeopardise ongoing support and collaboration vital for conservation efforts.Amid the current internal crisis, Akashinga must adopt a transparent approach.
“Stakeholders and the public must be kept informed of the organisation’s true state, financial integrity, and future plans. Compliance and transparency are not merely regulatory obligations but are essential for safeguarding the organisation’s reputation and continuity of its vital conservation work,” said the expert, Stephen Nhuta.
Vimbai Dzingirai, a crocodile farmer, pointed to possible penalties under the new PVO Amendment Act.
“To the best of my knowledge, the updated and more stringent conditions of the PVO Amendment Act of 2025 require organisations to inform the registrar of any change in office address within one month, using the prescribed amendment form. Failure to comply may constitute an offence, attracting penalties such as daily fines for up to 90 days if not reported on time.
“Specifically, Section 13A introduces re-registration or amendment requirements for material changes, including shifts in beneficial ownership, control, or operational scope. Organisations must therefore keep the registrar informed of all significant internal changes to avoid sanctions,” she explained.
“Most conservation organisations rely on donors, volunteers and subscribers who help with fundraising. Sudden closures of offices or communication platforms without announcement undermine trust. There is an expected degree of accountability, and failure to disclose such changes—especially while continuing to use a vacated address—can be interpreted as an attempt to avoid scrutiny during financial turmoil,” said conservation advocate and journalist, Rumbi Takawira.
Repeated efforts to get a comment from ZimParks were fruitless.
Akashinga was founded in 2017 as an all-female anti-poaching and wildlife protection unit operating primarily in Zimbabwe’s Lower Zambezi Valley before expanding to other regions.
The model gained attention for recruiting and training women—many from marginalised backgrounds, including survivors of domestic abuse and former subsistence poachers—as armed rangers, combining conservation with social rehabilitation and community development.
Akashinga attracted international attention for its militarised conservation approach, emphasis on local empowerment, and claims of significantly reducing poaching in its operational areas, drawing substantial donor support.
Among those employed by the organisation was Tariro, daughter of President Emmerson Mnangagwa, who has since left.
The organisation is alleged to be facing financial challenges following a bitter boardroom dispute that resulted in the departure of more than a dozen senior and middle managers.
The alleged “soft coup” reportedly began at the end of 2024, when a former employee, Colin Cloete, submitted a whistleblower statement citing alleged violations within the organisation.
Sources claimed the whistleblowing involved allegations of misuse of funds, including US$70,000 allegedly paid to Cloete for his role in contesting the Akashinga Zimbabwe board in an internal factional struggle.
The payments were allegedly masterminded by Melody Western, a former Akashinga USA executive director and current head of Embrace Global.
A human resources report compiled by Gareth Chagonda of Smart HR Solutions and dated May 23, 2025, indicates the payments were made to cover an internal investigation.
In March 2025, Akashinga USA, under Western’s leadership, initiated investigations into alleged financial and human resources misconduct.
Akashinga has refuted allegations that it paid Cloete to suppress an internal investigation.
“Colin Cloete was a former Akashinga employee whose departure and any related agreements occurred under a previous senior leadership team and board.
None of Akashinga’s current executive team or board members were involved in, or party to, discussions or decisions regarding payments to him, and most have no direct knowledge of him at all.
“We want to be unequivocal. We do not make payments to suppress, conceal, or excuse wrongdoing or misconduct. We also reject claims that any such payment reflected personal favouritism or improper influence.
“Any financial arrangements made at the time would have been handled through the legal, contractual, and governance frameworks in place then. As standard practice, we cannot comment publicly on the specifics of individual employment or settlement matters,” said Brian von Kraus, the executive director in charge of Akashinga’s transformation, in a statement.
Kraus added that Akashinga is “focused on upholding rigorous ethical governance, operational integrity, human rights protections, and responsible stewardship of donor funds. Our current leadership has strengthened oversight, compliance, and accountability systems, and we remain firmly committed to delivering conservation impact and supporting the communities, conservation teams, and rangers on the frontline of our work.”
While the statement projects optimism, the boardroom upheaval that saw more than 12 senior managers and executives resign between late 2024 and 2025 has left a significant dent in the organisation’s credibility moving forward.