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).

The KCNRN enhances local capacity for FLR through targeted training and resource mobilization. A needs assessment informed the development of thematic leadership roles and capacity-building programs for local organizations. Training initiatives strengthen skills in sustainable land management, value chain development, and resource mobilization. The network also supports knowledge sharing and cross-sector collaboration, ensuring that member organizations can efficiently implement restoration activities.

The KCNRN promotes FLR awareness and community participation through innovative campaigns, such as linking restoration efforts to cultural events. The "Miti" festival mobilizes schools, businesses, and government institutions for large-scale tree planting, using social media influencers to amplify participation. This campaign integrates cultural identity with environmental action, fostering a sense of ownership among community members. By making tree planting a shared cultural event, the network raises awareness of sustainable land use while strengthening public support for FLR initiatives.

Using the described approach is set to simplify formally linking a community group with the authorities and empower these organisations to assist in sustainably managing natural resources. Fostering and preserving positive ties is important, as the government agencies are usually in charge of managing natural resources, such as fisheries. When a committee oversees this resource, it must answer to these authorities and take responsibility. The committee does not intend to strip the government’s authority to resource management but instead to collaborate with them for the community’s benefit.

Once the committee is officially recognized and its members’ capabilities are clear, it needs to start the creation of a development plan. This development plan includes a clear vision for the future, outlines the course of action and envised outcomes. All committee members should be involved in the creation of this joint picture of the future of their waterbodies and the planned management practices to reach this joint picture.

Such a target could be combating illegal, unreported, and unregulated fishing (IUU) in the waterbody the committee is managing. Therefore, the management committee assesses the initial status of the waterbody and fishing activities, develops patrol plans, and organises awareness-raising events to inform the community of new regulations. 

When necessary, the management can request assistance from relevant authorities, like commune chiefs, fisheries administrations or provincial departments of agriculture and fisheries. In addition, the supported committee can collect fishing data, document all their patrolling and record or report any IUU fishing incidents that occur within its area. They achieve this by either using paper forms or digitally with tablets or cellphones when trained accordingly.

Next, the committee must learn how to turn its development plan into a monthly action plan. This can be done following the same process as was used to establish their development plan, just for the course of one month at a time. With the help of external assistance, they can determine what they can do over the next thirty days. 

Finally, a simple monitoring and evaluation system needs to be set up. Generally, this involves monitoring the progress of the tasks listed in their action plan. This includes recording any deviations from the plan, documenting any modifications made, and keeping track of the expenses associated with each activity. The committee should meet at the end of each month to review the previous month’s work and schedule the next one. 

When the needs for capacity building are evaluated, it is time to deliver the trainings regarding management, e.g. state regulations, creating officially recognized bylaws, and monitoring, and on technical topics such as legal fishing practices and patrolling.

When supporting existing management systems and committees, it is recommended to assess the group’s status by reviewing its membership size, existing statutes or bylaws including objectives, management structure, and activities. Then evaluate the management committee’s ability to fulfil its foreseen obligations either through individual interviews and questionnaires or focus-group discussions.  If existing organisations are not operational, it may be necessary to work with the local fisheries authorities to revive the current structure and to ensure that these organisations are being supported in fulfilling their tasks. This can be through revisions of statues, assistance with the registration at fisheries administrations, the identification of fundraising aims, or the recruitment of new members.

It is recommended to form a local group through elections if none already exists. The community and relevant parties need to be notified about the upcoming election (e.g. through community meetings, village get-togethers, and other events) and to find possible candidates for the committee that will lead the communities fisheries resource management (e.g. by speaking with influential members of the community and contacting the relevant candidates directly). The election should be attended by local government representatives, interested parties, and the public. 

After the election, it is important to provide the newly elected committee with technical support to help them establish their management structure during their first meeting. This includes defining roles such as secretary, accountant, leader, and vice leader.

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 implementation of these CSA practices has led to significant changes in beneficiary behavior. Minority groups have started adopting appropriate CSA technologies, engaging with local technical advisors, diversifying income sources, and exploring market opportunities. Additionally, knowledge and skills related to CSA techniques have been disseminated to the local community through project partners, including unions and institutions.