Identification of a Suitable Community-Based Organization (ALOCA)

The selection of a trusted community-based organization was vital for engaging local communities in rangeland restoration. ALOCA (Amboseli Land Owners Conservation Association) was selected due to its dual focus on protecting wildlife corridors and promoting Maasai cultural heritage. Since its inception in 2008, ALOCA has worked closely with Maasai communities in Amboseli, creating sustainable land management plans and implementing indigenous grazing practices that reflect the Maasai’s seasonal land use patterns. ALOCA’s experience and credibility with local landowners positioned it as an ideal partner to lead restoration efforts, bridge communication between stakeholders, and champion the sustainable use of rangelands. The area area is central to wildlife conservation being a  wildlife corridor.

  • Community Trust and Established Presence: ALOCA’s is owned  and management by the Maasai communities thus providing foundation of trust, making it easier to mobilize support for new restoration initiatives.
  • Stakeholder support: Initially supported by the African Wildlife Foundation and later backed by Big Life Foundation, ALOCA had stability and access to resources necessary for the project’s long-term success.
  • Governance and Structure: With a 27-member management board and regular meetings, ALOCA provided a structured approach to decision-making, enabling swift responses to challenges and maintaining accountability.
  • Value of Established Partnerships: Collaborating with a trusted, community-based organization speeds up the process of gaining local support and trust, which are critical for sustainable project implementation.
  • Community-Led Governance Enhances Project Ownership: Empowering local governance structures, such as ALOCA’s board, fosters a sense of community ownership, increasing the likelihood of project sustainability and willingness to scale up restoration efforts in the future.
  • Importance of Financial Backing for Longevity: Securing consistent financial support (e.g., conservancy leases covered by Big Life Foundation) is essential to maintain ongoing commitments and ensure that community-based organizations can sustain their efforts long-term.
Identification des forêts sacrées potentielles pour la restauration

L’identification des forêts sacrées potentielles se fait avec les chefferies et populations locales.  Il y en a deux types de forêts sacrées.  Les forêts sacrées du quartier et des forêts sacrées des chefferies.  Pour les derniers les règles sont plus strictes.  Les surfaces restantes de ces forêts sacrées vont de moins d’un hectare jusqu’à plus de 40ha et leurs dégrées de dégénération sont très diverses. 

Pour le choix des forêts sacrées à restaurer c’est surtout la volonté de la chefferie traditionnelle, mais aussi la volonté de la population locale qui sont crucial.  L’idéale c’est de lancer une pépinière locale de concert ou après l’élaboration d’une Convention Locale (CL) de gestion de  la forêts sacrées en question.  En tout cas il faut les responsabilités claires qui s’occupera de la pépinière.   

Dans le cadre du projet AREECA 3 forêts sacrées ont été identifié dont la chefferie s’intéressait de restaurer leur  forêts sacrées. Pour la forêts sacrées de Mekoup, parallèlement à l’installation de la pépinière une CL a été développé, dont la pépinière fait partie intégrante dans son texte.   

Les Conventions Locales sont des documents signés par la chefferie locale, Service Technique et la commune en question et des riverains des FS.  Pour la méthodologie d’élaboration des Conventions locales voir en bas Block 3 et surtout le Panorama spécifique « Développement de conventions locales pour la Gestion des Ressources Naturelles, Cameroun »

  • Volonté nette et claire des chefferies traditionnelles de restaurer les forêts sacrées
  • Chefferie et traditionnelles encore respectée 
  • Minimum des espèces locales encore disponible pour multiplication rn pépinière

Ne pas lancer une pépinière en cas de doute sur l’engagement volontaire ou des conflits dans la communauté.   

Identification du besoin et repérage forfaitaire de l’espace et des acteurs

Une CL contribuera seulement à une amélioration si les riverains ou usagers voient un intérêt de changer ou d’améliorer la gestion de cette ressource. Le besoin doit donc être exprimé sous forme de demande par des personnes et groupes clés concernées par la ressource. 

Sur la base de la demande le cadre de concertation est défini : Qui facilitera le processus, avec l’appui de qui et avec quels moyens. 

Pour pouvoir identifier les acteurs et afin de pouvoir lancer une analyse ultérieure plus détaillée, un premier repérage forfaitaire de la ressource en question est important. 

Définir le site ou bien la zone en question, d’esquisser l’emplacement et le caractère des différentes sous zones ou ressources concernées et de fournir une première description approximative. Ces travaux se font avec des usagers et populations concernées. 

L’identification des différents acteurs et décideurs, l’organisation sociale des communautés et des utilisateurs permanents et temporaires ainsi que le type et l’intensité des relations qu’ils entretiennent indique des centres de décisions. Souvent des sites ou ressources naturelles disposent déjà des règles de gestion. Il s’agit ici de les identifier et de les analyser. 

Outils : Fiches descriptives, entretiens individuels et groupes, sorties terrain avec photos de base.

  • Veiller qu’il y a une demande bien exprimez par des chefferies traditionnelles et usagers pour l’élaboration d’une CL 
  • Inclusion de tous les acteurs pertinents. Attention à la tendance d’exclusion de certains groupes sous représentés ou moins influents dans le CP ou bien des groupes thématiques. 
  • A veiller sur différentes sources de conflits autour de la ressource et la manière que ces conflits sont résolus.
  • A veiller que les personnes chargées plus tard avec l’appui à l’élaboration de la Convention Locale sont présentes lors des premiers ateliers.  Free Prior Informed Consent (FPIC)
  • L’identification précoce des conflits prévient les litiges futurs.
  • Une cartographie complète des ressources garantit une restauration ciblée.
  • Analyser les règles traditionnelles aide à mieux intégrer les dynamiques locales
Orientation générale pour identifier des options pour l’élaboration des Conventions Locales (CL)

Une étude de base réalisée dans le cadre du programme AREECA au Cameroun a mis en évidence une grave dégradation des terres dans les zones situées au-dessus de 1 800 m. Les forêts montagnardes, réduites de 16 155 ha à 1 822 ha, ont été remplacées par des cultures vivrières, qui ont connu une expansion rapide (de 2 078 ha à 5 573 ha). Ces changements ont fragilisé les écosystèmes locaux et accru les pressions sur les ressources naturelles. 

L’approche pour ’élaboration des CL a émergé comme une solution pour établir un cadre collaboratif entre les parties prenantes et gérer durablement les ressources au niveau le plus proche à la ressource (subsidiarité). Ce processus repose sur des prérequis clés : une dégradation avérée des ressources, la reconnaissance de l’autorité traditionnelle, une zone cible limitée et un engagement volontaire des acteurs

L’objectif est d’identifier les problématiques principales (ex. : restauration forêt sacrée ou d’un cours d’eau), d’impliquer les parties dans des discussions pour établir des règles de gestion partagées et de définir un cadre formel de collaboration. Les résultats attendus incluent la meilleure compréhension des défis, la priorisation des zones à restaurer et cadrer les solutions pour réduire menaces identifiées. Sur cette base les CL seront proposés des usagers et riverains directes. 

  • Existence de zones dégradées avec potentiel de restauration.
  • Engagement volontaire des parties prenantes.
  • Chefferies traditionnelles respectées
  • Une évaluation initiale solide oriente les interventions ciblées.
  • L’adhésion des parties prenantes est essentielle pour un succès durable. 
  • Baser et aligner les CL avec les lois et plans locaux/communales
Participatory Forest Management Planning (PFMP) AND AGREEMENTS

The MTAKIMAU Mangrove Participatory Forest Management Plan (PFMP) 2024–2028 guides the sustainable management of approximately 2,550 hectares of mangrove forest across Mtwapa, Takaungu, and Kilifi. Developed under Section 47(1) of the Forest Conservation and Management Act (2016), the plan resulted from a highly participatory process led by the Mtakimau Community Forest Association (CFA), in collaboration with the Kenya Forest Service (KFS), WWF-Kenya, and other local stakeholders.

The process began with community barazas that restructured and registered the CFA. Stakeholders then formed and trained a Local Planning Review Team (LPRT), which conducted forest assessments, household surveys, participatory mapping, and community dialogues. Together, they designed the PFMP to define sustainable forest use practices, identify conservation priorities, and establish equitable benefit-sharing mechanisms. The plan reflects community aspirations, ensures ecological integrity, and builds climate resilience. KFS and the CFA formalized their partnership by signing a legally binding Forest Management Agreement (FMA) based on this plan.

  • Strong institutional collaboration between KFS, WWF-Kenya, the County Government of Kilifi, and local communities ensured technical and administrative support.
  • Early and inclusive community engagement, including village barazas and user group formation, fostered ownership and trust.
  • Capacity building of the Local Planning Review Team (LPRT) empowered community members to lead surveys, mapping, and planning activities.
  • Legal backing under the Forest Conservation and Management Act (2016) provided a clear framework for community participation and co-management.
  • Adequate financial and technical support from the Bengo Project (funded by BMZ through WWF-Kenya) enabled thorough data collection and plan development.
  • Early community involvement builds ownership and leads to more inclusive, practical management plans.
  • Training local representatives (LPRT) creates lasting capacity for community-led planning and decision-making.
  • Legal recognition of community forest associations (CFAs) is essential for formal co-management and accountability.
  • A multi-stakeholder approach strengthens the legitimacy, resource mobilization, and technical quality of the plan.
  • Field-based data collection and participatory mapping ensure that community knowledge and local realities shape the final plan.
Working with Government & Legal Setup

Successfully establishing and scaling a social enterprise like a pad factory requires careful coordination with government authorities and strict compliance with legal requirements. This building block focuses on creating a strong foundation by building trust, ensuring legality, and protecting the enterprise from future risks.

The first step involves informing local and national government bodies about your project plans and activities. Regular communication not only builds transparency and trust but also makes it easier to gain support when needed. It ensures that the enterprise is seen as a responsible and contributing part of the community's development.

Secondly, it is crucial to coordinate with local or provincial offices to confirm that the factory is located appropriately and meets all zoning, operational, and environmental requirements. Early consultation helps avoid future legal complications and promotes smoother project implementation.

Before any physical construction begins, the enterprise must complete all legal steps, such as securing land use permits, building approvals, and environmental clearances. This process prevents future disputes and ensures that the factory is legally protected at every stage.

If the enterprise plans to import machinery or raw materials from abroad (for example, from India and Chaina), it is essential to follow all import rules, including documentation and tax payments. Compliance with import regulations helps avoid customs delays, penalties, and additional operational costs.

Further, to operate legally in the market, the enterprise must register officially and gain approval to sell its products, such as sanitary pads. Official registration enhances the company’s credibility among customers, partners, and regulatory bodies, opening doors to wider distribution opportunities.

Finally, it is critical to insure the factory, machinery, and assets against potential risks like fire, natural disasters, burglary, or other damages. Having appropriate insurance coverage provides financial protection and ensures business continuity even during unforeseen events.

By following these structured steps, the enterprise not only secures its legal standing but also strengthens its reputation, improves sustainability, and creates a solid platform for growth and social impact.

  • Transparent Communication: Sharing project plans early with government builds trust.
  • Understanding Legal Requirements: Knowing laws and regulations ensures smooth operation.
  • Strong Local Relationships: Good ties with local offices help in faster approvals.
  • Timely Legal Compliance: Completing permits and registrations early prevents delays.
  • Insurance Coverage: Protects the enterprise against damages or losses.
  • Hire Local Staff
    Hiring local people provides more than just employment opportunities, it builds trust, improves communication, and creates smoother coordination with community members and local authorities. Locals understand the cultural and political dynamics and can help navigate formal and informal systems more effectively.
  • Visit Similar Factories First
    Before setting up your own facility, visit other factories, especially those producing sanitary pads or similar products. Learning from their challenges and operations can save you from repeating mistakes. You’ll better understand what machinery to use, what space you’ll need, how to manage waste, and how to streamline operations.
  • Secure and Legalize Land Early
    Before starting any construction, ensure that you have the correct amount of land required for your facility. Consider space for production, storage, waste management, and possible future expansion. Make sure land ownership or lease documents are fully legal and registered to avoid future disputes.
  • Evaluate Surroundings Carefully
    Survey the neighboring properties and evaluate your factory’s impact on the local environment and community. Avoid locations too close to residential zones or schools that might raise noise or hygiene concerns. A peaceful relationship with neighbors ensures long-term sustainability.
  • Ensure Road Access for Transport
    A factory must be accessible by road, especially for the transport of raw materials, machinery, and finished products. Good road connectivity reduces logistic costs, speeds up delivery, and enables regular visits from partners, government, or donors.
  • Start Government Communication Early
    Informing local and national government bodies from the beginning builds transparency and trust. Officials who understand your goals are more likely to support your work or provide valuable guidance, making your operations smoother and more credible.
  • Understand Local Regulations Thoroughly
    Be aware of legal requirements such as construction permits, environmental clearances, import duties, and licensing rules. Complying with these from the beginning prevents delays, fines, or shutdowns. Seek legal consultation when needed.
  • Get Proper Insurance
    Factory operations involve risks like fire, theft, and natural disasters. Insuring your buildings, equipment, and products protects you financially and offers peace of mind, especially in emergencies.
  • Budget for Legal and Administrative Costs
    Often underestimated, these costs can include permits, taxes, legal consultations, and registration fees. Having a buffer in your budget for such expenses ensures your progress isn’t stalled by unplanned costs.
  • Collaborate with Local NGOs and INGOs
    Identify local organizations that work on women’s health, empowerment, or education. They can be strong partners for community engagement, awareness campaigns, and advocacy efforts. Their networks and local trust can help scale your impact more quickly.

 

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. 

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.
Degradation Mapping and Baseline Survey

Mapping the degraded areas within Mvai Forest Reserve was an essential first step to identify the extent of encroachment and prioritize restoration efforts. The process involved assessments of the reserve to locate areas impacted by charcoal production, firewood collection, and farming expansion. By 2021, 450 hectares of the forest were confirmed as affected by encroachment activities. This mapping provided a clear view of degradation hotspots and facilitated targeted interventions, forming the foundation for boundary demarcation, enforcement strategies, and community engagement. The mapped data helped the project team and local authorities to understand the scale of degradation and to set measurable targets for restoration and conservation, ensuring that resources and efforts were allocated effectively to the most critical areas.

  • Community Participation: Local knowledge contributed to accurately identifying degraded areas.
  • Government Support: Official backing from the Forestry Department enabled systematic mapping.
  • Technical Resources: Use of mapping tools helped clearly delineate impacted zones for prioritization.

Degradation mapping is vital for understanding the extent of encroachment and organizing targeted responses. Engaging local communities in the mapping process enhances accuracy and ownership, as they provide on-the-ground insights into affected areas. The mapping highlighted that the level of forest degradation is closely linked to the role and effectiveness of local authorities, with variation in encroachment levels depending on the jurisdiction. This insight emphasized the importance of unified enforcement across administrative areas to ensure consistent resource protection. Clear identification of degradation zones allows for efficient allocation of resources and focuses restoration efforts where they are most needed, improving the chances of successful rehabilitation.

Establishment of Entarara Community Forest Association (CFA)

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.