Transboundary Marine Conservation Area (TBCA)

Transboundary conservation areas (TBCAs) are designated regions that extend across international borders and are collaboratively managed by multiple nations or administrative divisions. These areas are pivotal for biodiversity conservation and ecological connectivity, serving as vital corridors for wildlife migration and fostering cooperation in preserving shared ecosystems. The significance of TBCAs is underscored by their role in addressing the challenges posed by habitat fragmentation and climate change, as they encompass large, ecologically critical regions that facilitate the movement of species and support the resilience of natural habitats.

International community has increasingly recognized the value of TBCAs, leading to the establishment of various initiatives and agreements to enhance collaboration among nations. Africa hosts at least 27 TBCAs, approximated to cover an area of 847,158 square km. TBCAs have become an important tool for promoting environmental sustainability and diplomatic relations between neighboring countries. These areas serve as platforms for dialogue and cooperation, addressing the paradox of globalization and the challenges posed by militarized interstate disputes in conservation efforts. 

The Kenya-Tanzania Transboundary Marine Conservation Area (TBCA) delivers ecological, socio-economic, and governance benefits. It links vital habitats like mangroves, seagrass, and coral reefs, supporting biodiversity, species migration, and ecosystem resilience to climate change. The TBCA provides annual ecosystem services ranging between US$127–229 million/year (UNEP, 2023). Eco-tourism and recreational services contribute an additional US$65-117 million annually, improving livelihoods and advancing conservation efforts.

Regional and local efforts by the United Nations Environment Program (UNEP), Nairobi Convention, Western Indian Ocean Marine Science Association (WIOMSA), and other institutions have aimed to address transboundary issues in East Africa’s coastal and marine ecosystems. Identified challenges required tailored management strategies to mitigate and minimize externalities and negative impacts, prompting conservation initiatives across Western Indian Ocean (WIO) countries. Regional decisions, starting with the 8th COP of the Nairobi Convention (2015) emphasized transboundary conservation areas and joint management efforts to meet international targets and improve ecosystem governance. The Decision was supported by a technical report jointly developed by Kenya Wildlife Service and Tanzania Marine Parks and Reserves Unit. This was followed in 2019 by reviewing coordination mechanisms and institutional capacity to implement TBCA, supported through the Indian Ocean Commission. In 2020, the Wildlife Conservation Society (WCS) and WIOMSA initiated a project to integrate the Kenya-Tanzania TBCA into the broader WIO Marine Protected Area network through a comprehensive conservation plan.

Through the TBCA, collaborative research between Kenya and Tanzania focuses on biodiversity monitoring, climate change mitigation and ecosystem health. Integrating local and indigenous knowledge into conservation efforts enriches scientific insights and ensures inclusivity, enhancing the effectiveness of strategies. 

COMMUNITY DIALOGUE MEETINGS

Community meetings (barazas) were conducted in November 2024 in 7 selected BMUs within the Vanga-Shimoni seascape. These BMUs included Vanga, Jimbo, Majoreni, Kibuyuni, Mkwiro, Shimoni, and Wasini; and were selected based on their general proximity to the Kenya-Tanzania border and their active conservation efforts. 

A total of 175 participants participated in community Barazas; each BMU being represented by 25 participants. The representation in the barazas was based on gender, age, as well as memberships of either BMU or Community Forest Associations (CFAs) in the area. The meeting program included presentations on the TBCA concept, group work, and interactive plenary sessions . Break-out sessions were included to further dig for additional information on threats facing coastal and marine resources within their areas, current interventions, as well as community perceptions of the TBCA concept.

Following the presentation, participants were divided into different breakout groups where they identified and discussed the following: (i) Perceived impacts of TBCA upon implementation, (ii) Conservation issues within the TBCA and their root causes, and (iii) Current interventions and proposed solutions to the identified problems. Each group got to present the results of the discussions during a plenary session. 

Fishbone Analytical Tool was employed as a participatory method to engage BMU members in identifying and analyzing root causes of issues affecting operations and ecosystems within their seascape. Members of BMUs were briefed on the purpose and structure of the tool, ensuring they understood how it could be used to dissect complex problems systematically. They were then split into two groups to ensure focused collaboration, with each group tasked with creating a fishbone diagram for a specific issue relevant to their BMU areas or operational challenges.

The process began with the groups defining a clear problem statement, which was placed at the "head" of the fishbone diagram. From there, members identified major categories of contributing factors, such as environmental, financial, social, regulatory, and operational aspects, which were represented as "bones" branching out from the main spine. Within each category, the groups brainstormed on potential causes, breaking them down into smaller, more specific factors that could contribute to the problem. This hierarchical structure facilitates a detailed analysis, where each category can be further examined to uncover underlying issues. 

Once the issues were populated, the groups reconvened to present their findings to the full team. This collective sharing enabled cross-group learning; and allowed identification of recurring themes or interconnections between categories. Through this participatory and systematic process, members of the BMU were not only able to map out the root causes of their challenges but also to prioritize areas requiring immediate intervention.

Following the Questions and Answers session, participants showed consensus to the establishment of the Kenya-Tanzania TBCA by show of hands. Finally, the participants nominated 3 representatives (male, female and youth) from each BMU to attend a community representative meeting. 

Engaging local communities in planning and implementation of TBCA is vital. Education and awareness-creating initiatives should empower communities to actively contribute to conservation while ensuring equitable access to benefits.

park-adjacent communities, local, state and federal government and non-government stakeholders are actively working together in the revision and implementation of a collaborative management plan for the Okomu National Park (ONP)

In collaboration with the park management authority and stakeholders, including the ONP Management Plan Steering Committee and the Okomu Biodiversity Stakeholders Platform (OBSP), and supported by the SCERA National Programme Coordinator to be recruited, the park management plan will be revised. Stakeholders will be involved in objectives setting, identifying and agreeing appropriate guidelines, management priorities and strategies and tools, such as zonation, biodiversity research and monitoring, law enforcement, collaborative management, implementation plans etc. to ensure effective protected area (PA) management. A PA management planning specialist will be engaged to facilitate this process and lead the drafting of the management plan. The Okomu Biodiversity Stakeholders Platform (OBSP) is a coordination platform made up of 12 support zone communities, local and state authorities, non-governmental organisations and private sector members. The ONP Management Plan Steering committee is a technical committee consisting of government ministries, natural resource companies and international and local NGOs set up to update the previous ONP management plan. 

  • In order to properly engage communities and other stakeholders, and integrate them into the process of updating the Management Plan, the OBSP with support from SCERA has constituted the Grievance Redress Committee (GRC).  17 members of the GRC trained on stakeholders’ grievance handling include representatives of the ONP, SCERA, Support Zone Communities (SZC), Okomu Oil Palm Company, a private company adjacent to ONP and Edo State Forestry Department.
  • The baseline Knowledge,Attitude and Perception (KAP) survey has been carried out in 3 SZC, these are Ofunama, Okomu Ijaw and Inikorogha communities. During the surveys SCERA used the opportunity to educate communities further on the park and its activities. Results from this KAP will aid in the design of effective awareness raising messages
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.
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. 

Establishing local leadership and community-buy in

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.

Allowing communities to factor in their indigenous techniques.

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.

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.

Community Education and Sensitization

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.

Establishment of the Chief’s Forum

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.