SCERA’s technical staff and the Value Chain Analysis and Participatory Land Use Planning (PLUP) Feasibility study consultant, Dr Adam Manvell, implemented work on Agricultural value chain analysis around Okomu National Park. The team visited 8 support zone communities, 4 Local markets, 3 Agricultural Service providers and one Tree crop research Institute - Rubber Research Institute of Nigeria (RRIN). Based on findings from engagements with communities, communities are interested in forest friendly farming practices such as beekeeping and tree crop farming particularly Bitter kola (Garcinia kola), African cherry (Chrysophyllum albidum), bush mango (Irvingia gabonensis), pepper fruit (Dennettia tripetala), black pear (Dacryodes edulis), Avocado pear and importantly Timber species. There is high demand for timber in the area which has led to illegal logging issues in ONP. It has been observed that the environment is conducive for the farming of these crops and most of the trees are indigenous to the area. Local, regional and national markets are available for the sales of these products and the income generating potentials are encouraging. 

SCERA carried out a training on beehives construction from 24th-26th of October 2023, at the Okomu National Park Conference Hall, Okomu National Park Headquarters, Udo, Ovia South-West, Edo State. A total of 14 carpenters from communities were trained. The aim was to equip community carpenters with the skills for constructing beehives within their communities using locally sourced materials. These practices enhance the earning opportunities for carpenters, make beehives easily accessible and relatively cheaper for interested community farmers, and increase their interest in conservation initiatives. 

As part of the process of developing a law enforcement strategy for Okomu National Park that is focused on crime prevention, and to build capacity of rangers of the park in data collection and analysis using Spatial Monitoring and Reporting Tool (SMART), SCERA organised a 5 days training workshop. The course aimed to build the capacity of ONP staff, national park service staff and SCERA staff in core SMART skills, and provide them with resources to support further training of protected area staff. The training/workshop was taught by a consultant TCHAKOUDEU KEHOU Stephane

More so, a 2-day training on Human Rights and Social Safeguards training took place. The same batch of rangers that were trained on SMART were the ones trained. After the training, a WhatsApp group was created for the consultant to continue to share information with the rangers

Alongside the technical solution and the financial model, GIC developed a training module, which assures that farmers who adopt the solution are prepared to produce and apply biological inputs such as Jeevamrut (liquid organic fertilizer), Ghanjeevamrut (solid organic fertilizer), and Neemastra (natural pest control).

Based on this module, all adopting farmers were trained on how to safely operate the system, how to maintain it, ensuring consistent fermentation quality and system longevity, and how to carry out basic troubleshooting to avoid the need for external technical support. Furthermore, they received training on the formulation of different organic inputs and their use in soil, foliar, and drip irrigation systems. Basic principles of nutrient management were also introduced, emphasizing balanced fertilisation and the role of these inputs in maintaining soil health.

By building these skills and understanding through the practical training sessions, the module supports farmers in adopting natural farming methods with greater confidence. Furthermore, it serves as a replicable model for scaling the use of biofermenters and natural inputs across other regions and contexts.

During the two international learning events, which took place from February to October 2024, participants were tasked with developing country-specific transformation initiatives to work on collaboratively as a team. This activity constituted the core working stream for action in respective countries and was part of the Academy’s Growing phase. The country teams were responsible for developing and implementing at least one joint project aimed at advancing agroecological transition. The nature and topic of the transformation initiative were intentionally left open. Participants reported their progress through a video presentation and shared their results at the second international learning event held in Hawassa. 
Participants expressed a profound depth and intensity of learning throughout these initiatives, particularly in areas such as leadership, teamwork, and agroecology. Most of the initiatives were highly successful and will continue beyond the conclusion of the Academy. For example, in India, a roadmap for agroecological transition was developed for a specific district. In Burkina Faso, a tour for journalists was organised, which helped to raise awareness of agroecology within the country.

Two international four-day learning events framed the Academy, occurring at its beginning and end. The first event took place in February 2024 in Kisumu, Kenya, as part of the Sowing phase of the Academy. The objective of this event was to bring all participants together for the first time in a spirit of collaborative learning and support. It aimed to introduce the participants to the key concepts of leadership and agroecology while laying the foundation for successful work and group cooperation. During this event, participants began developing stakeholder systems maps to advance agroecology in their countries and collaborated to create a vision for change. Additionally, a field visit took participants to a local demonstration farm (BIOGI) and a farm practicing agroforestry, supported by the NGO Trees for the Future. 
After several months of learning in country groups and meeting the global cohort online four times, the second event was held in November 2024 in Hawassa, Ethiopia. This marked the final official activity of the Academy and served as the core event of its Harvesting phase, transitioning participants into the Transforming phase. The key objectives of this event were to support country groups and individuals in taking and scaling up action, to deepen the learning from previous months, to discuss the potential for upscaling the initiatives developed during the Academy, and  to celebrate and strengthen the networks that had formed.
During this event,  participants reflected on and shared learnings with other country teams, exploring key topics such as personal ecology, individual leadership, habit formation, and communication. A field visit included a tour to a local coffee co-operative processing facility and a diversified small-scale farm. Participants also planned their next steps as transformation makers for agroecological change.
The two international learning events were complemented by a total of four online session, each lasting 2,5 hours, which took place in March, May, July and September 2024. These sessions provided participants with additional insights on models and tools for leading transformation initiatives and advancing agroecology, including effective communication, overcoming obstacles, and influencing political narratives. Thus, these online sessions constituted an important component of the Academy’s Growing phase. 

The purpose of the Academy was to support participants in developing the skills and experience necessary for leadership in navigating complex systems and fostering agroecological transformation.
A suitable concept to fulfill this purpose was developed over a span of three months (July – September 2023): 

Consequently, the purpose was distilled into three key objectives: Learning, Acting, and Networking. These objectives were reflected in the design of each session and supported at three levels:  individuals, country teams, and the global cohort.
The methodology of the Agroecology Leadership Academy was based on 7 principles:

• A close connection between the topic of Agroecology (the “What”) and Transformation and Leadership (the “How”)
• A clear focus on transformation skills and mindset
• Transformation initiatives as core learning projects
• In-Country facilitators to support the country teams
• Linking Learning, Acting and Networking
• Systemic, experiential and relational learning
• The strong role of communication

The general structure of the Academy was organised into four phases: Sowing, Growing, Harvesting and Transforming. Various learning formats were implemented throughout these phases, including an online kick-off event, two international in-presence learning events, four international online sessions, and individual workshops for the different country teams. These formats concentrated on the aforementioned levels. While the meetings within the country teams emphasised teamwork at the national level, the international sessions facilitated mutual learning among the global cohort. 

After the concept development phase, the participant selection process commenced. The goal was to assemble a heterogenous group representing diverse stakeholder groups, skills, ages and genders. 
A call for applications was sent out to a pre-defined group of potential participants from agroecology-networks in the respective countries. Following the evaluation of initial applications based on predefined selection criteria, individual selection conversations were conducted to finalise the group composition, with five participants chosen from each country. 
In selecting participants, not only individual criteria were considered, but also the need for complementary skills within the group composition.  Each participant was expected to contribute something from their personal background that would benefit the group as a whole.
This selection process ensured that different levels of the agricultural and food system were represented - participants included, among others, farmers, founders of agricultural enterprises, university professors, and representatives of ministries of agriculture - as well as ensuring a balanced gender ratio within the group.

Se trata de una herramienta para el monitoreo de grandes peces pelágicos y/o depredadores (especies focales) en Áreas Marinas Protegidas (AMP) del Sistema Nacional de Áreas de Conservación (SINAC) de Costa Rica.  Este protocolo cuenta con una selección de indicadores que permitirán evaluar el estado de conservación en el que se encuentran las especies focales año tras año con el fin de identificar cambios a corto plazo y proporcionar alertas tempranas a los tomadores de decisiones. Se proponen técnicas de monitoreo estandarizadas, efectivas y accesibles que no dependan necesariamente de personal científico especializado en el campo. A largo plazo, esta información servirá para evaluar tendencias poblacionales, identificar amenazas y fortalecer la efectividad de las AMP hacia la conservación de un grupo de especies cuya presencia es vital para el funcionamiento y salud de los ecosistemas.

This protocol is contained in Resolution 0841 of 2024, issued by the Corporación Autónoma Regional para el Desarrollo Sostenible del Chocó (Codechocó), which seeks to define behavioral actions and establish measures for  responsible whale sharks tourism (including other species) to safeguard their welfare. It is aimed at fishermen, tourists and the community in general. 

Measures include the number of boats allowed with a shark or group of sharks at the same time, the maximum time and minimum distance, the mandatory use of life jacket and the carrying capacity of the area. It also prohibits feeding sharks, swimming near them,  free-diving, and throwing garbage in places not designated for it. 

Randilen Wildlife Management Area (WMA) generates tourism income that directly supports community development, fostering sustainable growth and improving local livelihoods. Revenue from tourism activities, such as park entry fees, guided tours, and eco-lodges, is reinvested in key sectors like education, healthcare, and infrastructure. Additionally, these funds empower local communities by creating jobs, enhancing conservation efforts, and supporting small businesses. The income also contributes to cultural preservation and environmental sustainability, ensuring long-term economic stability while promoting responsible tourism practices that benefit both people and wildlife.

Trust-building is essential for an effective feedback mechanism, ensuring stakeholders feel safe raising concerns. Without trust, people may hesitate to report issues due to fear of retaliation or inaction, undermining the system’s purpose.

As stakeholders see their concerns addressed, trust deepens, leading to greater participation and stronger relationships between communities and conservation partners. Over time, this trust improves conflict resolution and increases local support for conservation efforts.