Inception phase | PANORAMA

Building Bridges: The Academy’s Multidimensional, Multistakeholder Approach

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.

Utilising a core model developed during the concept development phase, which was introduced at the beginning of the programme and referenced throughout The core model for Agroecology Leadership was designed in a circular format with multiple rings. The centre of the model, Agroecological Transformation, was to be achieved by interweaving elements of the inner circle – leadership elements at various levels – with the outer circle – agroecological principles.
Implementing a communication action plan to ensure that all participants understood the planned communication tools and materials, alongside establishing frequent communication to share information and include modules on effective communication.
Involving country focal persons in the development and implementation of the Academy to provide context specific support for both the facilitation team and participants.
Adapting the Academy’s curriculum based on participants’ needs to ensure those needs were adequately met. Regular feedback from participants was solicited for this purpose.

The overall structure and duration of the Academy appeared appropriate. The 11-month duration, combined with a mix of live and online events and transformation initiatives, was beneficial for learning.
The participant selection process was effective, as invitations sent through agroecology networks attracted two to three times as many applicants as available spots. The application process utilised simple and streamlined forms, and requesting application videos proved helpful in assessing participants.
Country teams, with diverse representation from various sectors (public sector, start-ups, academia) were highly active and successful. It is essential to emphasise the critical need for farmer representation and participation in forums like this.
The facilitation team demonstrated adaptability in creating a programme that addressed participants’ learning needs. Rather than establishing a fixed curriculum at the outset, topics were developed based on participant feedback, which proved to be effective.
Initially intended to focus solely on creating materials such as videos and factsheets, communication activities became integral to all aspects—from the application process and session preparation to facilitation, documentation, and participant management. Therefore, it is recommended to incorporate the strong role of communication consistently into future Academies from the onset.

Structure of the Agroecology Leadership Academy

Core Model of the Agroecology Leadership Academy

Agroecology Leadership Academy - Aligned Project with Agroecology TPP (access t…

Local capacity building

As a following step to the shark camp, we seek to contribute to the generation of conservation measures for the protection of the whale shark, based on scientific tourism and knowledge, as mechanisms of transformation.

In doing so, we intend to strengthen local capacities and contribute to the development of sustainable local productive activities, aware of the need to protect the marine ecosystems in the northern Colombian Pacific. Thus, generating behavioral changes that contribute to the conservation of this endangered species.

This next step is supported by the Save the Blue Five project, which is funded by the BMUV (German Federal Ministry for the Environment, Nature Conservation, Nuclear Safety and Consumer Protection) through the International Climate Initiative (IKI). This alliance seeks to have a more significant positive impact in other areas of the Colombian Pacific where whale shark interactions also occur, raising awareness in local communities, promoting behavioral change to improve responsible sighting and tourism practices, and, when possible, promote local conservation agreements.

In addition, ongoing work and connections with the local community, especially those involved in marine megafauna tourism, are key factors in generating local capacity building and behavioral changes for conservation.

The coordination of regional organizations and authorities in the local communities is essential for the correct development of this next step to follow, as well as for the adoption of new regulatory and operational guidelines for tourism.

Inception phase

Subnational

Establishing local leadership and community-buy in

Engaging traditional leaders for their support in working with the general communities

FAO

The first step is to engage local leaders, traditional authorities, and respected community members. By involving them from the start, the project gains trust and ensures alignment with community values. These leaders promote community buy-in and support for FFS, reinforcing the importance of restoration activities and encouraging widespread participation. This step ensures that the lead farmers chosen are acceptable by the entire community.

Key to this initial step is engaging local leaders early on to build trust and ensure alignment with community values. Regular meetings with village chiefs, community representatives, and influential figures help establish project credibility and relevance. The active involvement of respected figures encourages wider community participation and commitment to FLR practices, as leaders can mobilize and inspire residents to take ownership of restoration activities. This foundational support is essential for gaining both legitimacy and momentum for FFS within the community.

When local leaders are engaged early, the community is more likely to accept and sustain FFS initiatives. Building on trusted leadership fosters long-term commitment to restoration.

Inception phase

Local

Allowing communities to factor in their indigenous techniques.

One of the groups in Kasale community is managing Nkhongo Yazizira part of the reserve and makes notices around the area

FAO

Part of the regenerated Nkhongo Yazizira portion of the reserve

FAO

In order to achieve sustainability, the communities were allowed to factor in their traditional knowledge and skills on how to concretize the new working modalities. The communities added another set of working groups from various villages. The working groups were shared a portion of the reserve to manage. This made the work of the overall committee easy as it turned into a monitoring committee. The groups make their own plans (work plans) for various activities such as patrolling, making of firebreaks etc.

The achievement of building block 3 was largely due to the willingness of the involved communities to execute various roles assigned to and chosen by them.

When communities are given the opportunities to weigh in their knowledge and skills, the success can be guaranteed. Professional knowledge should be blended with indigenous knowledge to attain maximum benefits.

Inception phase

Implementation

Local

Revamping forestry block committees and communities surrounding the reserve

The first step is to convene all the forest block committees, local leaders and rural communities in general. These meetings focus on addressing issues that have negatively affected the communities as a result of the deforested reserve. This is followed by the establishment of new committees to oversee the new management plans.

Although not selected in committees, local leaders are vested with the role of patron for any community committee. The leaders therefore own the initiative and become key in achieving the results. Conflicts end at them.

Proper selection of committees and engagement of local leaders provide conducive environments for all the communities to own and participate in the activities.

Inception phase

Implementation

Local

Community Education and Sensitization

Paramount Chief Gomani V (standing right), Chair of the Chief’s Forum holding a communi-ty meeting to conserve Mvai Forest Reserve

FAO

Community education and sensitization were essential components of the project to reduce encroachment and promote sustainable practices in Mvai Forest Reserve. The Chiefs Forum organised field visits to showcase governance challenges and educate participants on the environmental, social, and economic benefits of natural resource management. Local leaders conducted advocacy and awareness sessions to inform communities about the importance of conservation, sustainable land use, and legal regulations on resource use. Sensitization campaigns emphasized the impacts of deforestation and introduced sustainable livelihood alternatives, aiming to shift behaviors away from forest exploitation. These activities have empowered communities to take responsibility for forest protection and reporting illegal activities, significantly reducing encroachment and fostering a conservation mindset among local residents.

Local Advocacy: Traditional leaders played an influential role in sensitizing the community and raising awareness.
Practical Demonstrations: Field visits highlighted real-world governance and conservation challenges.
Resource Mobilization: Support for materials and logistical needs ensured effective sensitization efforts.

Community education builds understanding and shifts attitudes towards conservation. When local leaders lead sensitization efforts, community members are more likely to trust and adopt sustainable practices. Field demonstrations of governance challenges provide tangible insights into the importance of resource management, reinforcing the value of conservation. Ongoing sensitization efforts are critical, as changing long-established behaviors takes time and consistency. Engagement must include practical guidance on alternative livelihoods to effectively reduce dependency on forest resources.

Inception phase

Implementation

Subnational

Establishment of the Chief’s Forum

Stakeholder engagement meeting where Chiefs Forum on Restoration was born

FAO

The Chief’s Forum was created to strengthen governance and reduce encroachment by uniting local chiefs, district council officers, and community representatives in a collaborative approach. Formed after extensive consultations in 2022, the Forum established a formalized structure to coordinate natural resource management efforts, aligning with traditional authorities and local government to enforce sustainable practices. Key responsibilities include advocacy for resource management, mobilizing funds, creating and enforcing by-laws, and promoting community sensitization on sustainable land use. The Forum acts as a bridge between the project and local stakeholders, fostering cooperation and accountability. Regular meetings and field visits enable chiefs to observe forest management challenges firsthand and address issues such as grazing and farming within protected areas.

Inclusive Representation: Engagement of chiefs, district council members, and community groups promoted balanced decision-making.
Government and Project Support: Provided resources and legitimacy for Forum activities.
Community Trust: The traditional authority of chiefs ensured community respect and adherence.

The Chief’s Forum demonstrates the value of engaging local governance structures in resource management. Including traditional leaders and diverse community groups ensures that policies are respected and tailored to local needs. The Forum’s structure creates accountability and improves communication between stakeholders, fostering a collaborative approach. Regular meetings and field visits provide chiefs with direct insight into conservation challenges, enabling them to make informed decisions and gain community support. Establishing a formalized governance body is essential for sustaining long-term conservation efforts and aligning local practices with national restoration goals.

Inception phase

Implementation

Subnational

Establishment of Entarara Community Forest Association (CFA)

Raphael Leneo is the Chairman of Entarara Community Forest Association (CFA)

WWF Kenya

The formation of the Entarara Community Forest Association (CFA) marked a critical step in managing and conserving the forest through community engagement. WWF facilitated discussions with the seven nearby villages on the benefits of creating a CFA to allow legal and organized community involvement in forest management. By 2023, the CFA was officially formed, with a governance structure and a participatory forest management plan (PFMP) developed in collaboration with the Kenya Forest Service and Kajiado County. The CFA serves as the primary organization responsible for implementing restoration, protection, and community-led activities in the forest. It plays an essential role in mobilizing community members, organizing user groups, and ensuring that forest resources are managed sustainably, offering an inclusive platform for local voices and promoting ownership.

Legal Framework: Kenya’s forestry laws support the establishment of CFAs and participatory forest management.
Community Buy-in: Engagement through village meetings built local trust and commitment.
Capacity Building: WWF provided training on governance, financial management, and planning to empower the CFA

Forming a CFA requires time and structured engagement to ensure community trust and organizational effectiveness. Clear governance structures, with roles and responsibilities well-defined, facilitate efficient management. Empowering community members with leadership and management skills is crucial for the CFA’s sustainability. The project found that regular consultations and clear legal guidelines for community associations are essential to secure buy-in and align with national forestry policies.

Area survey and boundary marking

To address the degradation and encroachment of Entarara Forest, the Kajiado County government initiated an area survey and boundary marking in 2018. The entire 23-acre forest was officially surveyed, and processing of beaconing is underway to underway to determine the official boundaries. This process is crucial in halting unauthorized expansion by neighboring farmers and reclaiming encroached areas. The survey provides legal recognition and clarity over the forest's extent, enabling authorities to enforce protection measures effectively. Boundary marking also facilitates subsequent restoration activities, such as tree planting in previously encroached zones and removing invasive species. This building block established the foundational framework for community engagement, leading to the formation of the Community Forest Association (CFA) and the development of a participatory forest management plan (PFMP).

Local Government Support: The decisive action by the Kajiado County government and support from the local Member of County Assembly (MCA) were pivotal as it provided legal backing and legitimacy.
Community Engagement: Local leaders and community members participated in the marking, reinforcing respect for the boundaries.
Clear Physical Markers: Beacons will serve as a visible reminder of the forest’s protected status, preventing unauthorized access.

Establishment of clear, legally recognized boundaries is crucial in preventing encroachment and managing community expectations. Engaging the local community in the survey and marking process increases awareness and ownership, ensuring the boundaries are respected. Legal validation of the boundaries by the county government will help prevent disputes and provided a foundation for structured management. Additionally, the boundary marking set a clear zone for targeted restoration activities and conservation efforts, creating a protected environment for biodiversity recovery. This process highlights the importance of combining technical support (survey and marking) with community buy-in for long-term conservation success.

Planning phase

Inception phase

Local

Initial evaluation and community entry

Group of people sitting outside on a tarpaulin on the ground, some holding documents or smartphones and looking at a wall of a house on which large posters and summaries have been hung. A man stands on this wall and explains something to the section. Palm trees and shrubs can be seen in the background.

Introduction of the sustainable fisheries resource management approach to the community

The graphically designed landscape highlights the important steps of the approach: Initial evaluation and community entry to identify fisheries management systems; election of committees in new or existing community management organisations; support for demands-oriented capacity development; operational planning and implementation of fisheries management system; fostering cooperation between community and authorities for joint resource management

Project activities to develop a community-led fisheries management system

Katrin Straßburger, Sandra Winter/ W4 Büro für Gestaltung, Frankfurt, Germany

Community-based approaches refer to strategies that involve local communities in the management and decision-making processes of their natural resources. In the context of fisheries management, these approaches engage local inhabitants in conserving and sustainably managing fish stocks and aquatic ecosystems. This local involvement helps ensure that fishery management practices are culturally appropriate, environmentally sustainable, and economically beneficial, ultimately leading to improved resource management and community well-being. Such approaches are particularly relevant for small-scale fisheries in natural waterbodies, where community livelihoods are closely tied to the health and productivity of aquatic environments.

The community entry process is a systematic method to initiate successful and sustainable fisheries management by focusing on trust and close cooperations between local communities and other stakeholders. The solution outlines the measures required to establish those cooperations and a fisheries management system through the election of a management committee. Furthermore, the approach assists existing or new established committees, such as dam or community fish refuge committees to develop objectives and activities, an effective administration and monitoring and evaluation system.

As a first step, to evaluate the feasibility of a community-led fisheries management system, it is most important to comprehend the current situation in the community regarding the power dynamics between relevant players, such as local government and community representatives. Going to the right location, doing site inspections, and having one-on-one meetings with those stakeholders are part of this phase in the process. These activities can be further supported by conducting workshops or interviews with all stakeholders.

The aim of the community entry phase is to identify the existing water and fisheries management systems. This means getting together in groups with members of the community and organisations that manage and make use of the available resources. It is common to select and utilize some of the following participatory rural appraisal instruments: wealth ranking, semi-structured interviews, visualizing the needs of different groups, timelines, seasonal calendars, physical and social mapping, and transect walks, where community members and stakeholders are walking through an area to observe and document its features and issues, helping to gather local insights and information. It is used to identify potential issues with resource management and exploitation, obtain a thorough understanding of the resources, and produce recommendations that may be put into practice. The walk allows for a more in-depth and targeted discussion of the conditions on the ground, in order to understand the overall condition of the waterbodies and the overall image of fishery resource management. Typically, this procedure would also provide opportunities for deeper exploration of local interest groups’ opinions on cooperating in the management of shared resources and for more insightful discussions between stakeholders.

The initial evaluation and the community entry procedures are important steps that offer vital information for diagnosing the community’s condition and the management of water and fishery resources, as well as a path forward. There are two viable courses of action after this initial phase: creating new community groups or bolstering those that already exist.

Concerns about collaboration and the establishment of joint management can already be addressed while following the different participatory rural appraisal instruments. The discussion can find ways to reduce these and emphasize the benefits of the approach for all involved, so all stakeholders can work together for a shared purpose.

Additionally, the walk can present excellent chances to find community members who are willing and able to take on leadership roles in the management committees of waterbodies or other positions involving special responsibilities.

Planning phase

Inception phase

Local