Communication, advocacy, public policies, research and teaching programs take in account the general phenomenon in view of the transformation of the dominant paradigms of development, growth, wealth, power and freedom embedded at political, economic, educational and cultural levels. Earth’s regeneration and mankind’s regeneration, as faces of the same coin, are addressed simultaneously, for their mutual support, in view of all dimensions of being in the world, as they combine, as donors and recipients, to induce the events (deficits/assets), cope with consequences (desired/undesired) and contribute for change (potential outputs): intimate, interactive, social and biophysical. In the socio-cultural learning niches, heuristic-hermeneutic experiences could generate awareness, interpretation and understanding beyond established stereotypes, from a thematic (“what” is at stake), an epistemic (“how” to understand and define the events) and a strategic (who, when, where) point of view. 

Another key component of the Agroecology Leadership Academy was the regular evaluation of its outcomes. Participants were frequently surveyed about their experiences with the Academy, its content, and their personal progress. This feedback was utilized not only to adapt the Academy's programme flexibly to meet the demands of the participants - an aspect previously identified as a success factor in other building blocks – but also to evaluate the entire programme more effectively and derive lessons learned for potential future academies. After the Academy concluded, these findings were compiled and discussed in an internal workshop involving the implementing organisations. The lessons learned, along with other relevant materials, are shared on various platforms, particularly Agroecology TPP, to assist organisations in planning and implementing similar projects. Additionally, the project was presented in a public webinar upon completion. During this webinar, Academy participants had the opportunity to showcase their transformation initiatives, providing a valuable chance to expand their networks and enhance the sustainability of the Academy.

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.

Incorporating storytelling and visuals is essential for effective communication and engagement with the target audience. Combining storytelling and visuals in a media campaign on sustainable fisheries and aquaculture can help increase awareness, educate stakeholders, and inspire action towards sustainable practices. For instance, a visual representation of depletion of fish in a dam can help building a connection between the audience and the cause, fostering a sense of understanding for the importance of preserving aquatic resources and promoting responsible practices in the industry.

By presenting information in a compelling and relatable way, it can evoke emotions, capture attention, and make complex concepts easier to understand. Visuals, such as images, videos, and infographics, enhance the storytelling experience by providing a visual representation of the information being conveyed in a specific context. Visuals can help to reinforce key messages, increase retention of information, and appeal to different learning styles. 

Overall, clear objectives and target audience identification, strategic planning and message development, effective use of various media channels, consistent messaging and branding, monitoring and evaluation of campaign performance, and adaptability to feedback and changing circumstances are important for communication purposes. Additionally, collaboration with stakeholders, understanding of audience preferences and behaviours, and creativity in content creation are essential for the success of media campaigns.
 

Collaborating with key stakeholders such as fishers, fish farmers, government agencies, project implementing partners, and local communities can enhance the credibility and outreach of the campaign. Involving these stakeholders in the planning and implementation process of a media campaign on fisheries and aquaculture is crucial for gathering support and ensuring the sustainability of the initiatives by spreading them more widely beyond the project duration. This can be done by identifying the necessary stakeholders for a media campaign on fisheries and aquaculture and requesting input on concepts, Terms of Reference, or script content for the campaign. This can help ensure that the messaging is accurate, relevant, and resonates with the target audience. Establishing feedback loops during the campaign development process allows for continuous input and adjustments based on stakeholder feedback, leading to a more refined and successful campaign. Involving stakeholders in the planning and implementation of the media campaign not only ensures quality control of the campaign material but can also increase buy-in and support for the initiative. This collaborative approach fosters a sense of ownership among stakeholders, enhances the credibility of the campaign, and ultimately contributes to the long-term sustainability and success of the fisheries and aquaculture initiatives being promoted. Furthermore, working with key stakeholders can help identify potential challenges or opportunities that may not have been apparent initially, leading to more informed decision-making and strategic planning. Engaging stakeholders also leverage their networks and resources to amplify the reach and impact of the media campaigns.