The European Union’s Landscapes for Our Future programme supports 22 integrated landscape management projects across 19 countries and 3 sub-regions across the Global South.
Dialogue in disintegrated landscapes: insights on stakeholder engagement
One of the six core dimensions of Integrated Landscape Management (ILM), as articulated in our Central Component’s initial hypothesis, is stakeholder engagement: inclusive, meaningful engagement of all those who shape or depend on a landscape is vital. But what does effective engagement look like in practice?
Dominique le Roux
01/10/2025
One sunny morning in Kenya, a lively discussion between Divine Foundjem, Valentina Robiglio and Raphael (Rapha) Tsanga – three of our regional focal points – brought to light some of the challenges and opportunities of engaging diverse, and sometimes conflicting, stakeholders across Africa and Latin America.
Through their conversation – and especially some of the provocative statements the three made – several pieces of advice emerged for those planning to implement future projects:
The first step in stakeholder engagement is to map who the stakeholders are. Farmers, cooperatives, local leaders, government agencies, private companies, and donors – all bring different priorities. But identification alone is not enough.
You identify who the stakeholders are, but it does not stop there. You need to move a step further by identifying what their role is in that given landscape, why they are interested, and how much they can influence things positively or negatively.
– Divine Foundjem
Stakeholders may seek livelihoods, resources, political influence or conservation outcomes. Their power can be enabling or obstructive.
Divine pointed to North Cameroon as an example: “We have in the north the effect of Boko Haram. These actors stop development partners from going to the field because they may easily be kidnapped. Those are powerful actors – but can you bring them to the table?”
Stakeholder engagement risks becoming a “checklist exercise” – inviting one farmer, one woman, or one minority representative to tick a box.
They say, ‘Okay, farmers are represented. The minority groups are represented.” But it’s just a checklist. They don’t really care whether that category of persons has the decision-making power to say things that they really want to say.
– Divine Foundjem
Real inclusivity means active participation:
Less powerful groups need empowerment to speak and relay messages back to their communities. Rapha cited the example of including informal loggers: “This inclusion is a long-term strategy. It is a process that requires tact and support. At first, these actors couldn’t even speak in front of the Director of Forests. As facilitators, we helped them build confidence, learn from others in the region, and engage in dialogue that led to changes in regulation.”
Less powerful groups need capacity-building to speak and to carry messages back to their communities.
More powerful actors need support to accept the participation of minorities and listen without feeling their authority is threatened.
As Valentina noted: “The important thing is that the powerful people have to listen. That is the most challenging – because sometimes they feel that by listening, they are losing their power.”
Rapha reminded us that local realities often clash with formal law: “Most of the actors in the landscapes where we are working are local communities, operating informally in fishing, hunting or logging – and most of the time they are treated like criminals. In my perspective, they are not.”
He stressed the need to distinguish between legal, illegal, legitimate and illegitimate.
Sometimes the law doesn’t capture the local dynamic. Encroachment may be informal and illegal, but actually legitimate. That legitimacy organizes the way people intervene in the landscape.
– Rapha Tsanga
He cited an example of informal logging in the Congo Basin which illustrates how inclusion over time can shift dynamics: “For the government, informal logging was illegal. But we called it informal because we didn’t want to treat these actors as criminals. If they are not criminals, they can sit around the table, talk to the government, discuss regulations, and gradually operate legally.”
This nuance is crucial in designing multi-stakeholder fora where rules must balance conservation, livelihoods and legitimacy.
What about groups that cannot be brought to the table – armed rebels, narco-traffickers, or criminal gangs?
“This is the elephant in the room,” Rapha said. “If we take them on board, we create conflict with the government. If we do not, we can’t implement ILM practices because they are the ones controlling the landscape.”
ILM projects can play a stabilizing role in violent conflict settings:
In Burkina Faso, projects created social centres where young people play football or watch films, helping build trust and exchange information about external threats.
In Colombia, initial stakeholder mapping omitted mention of armed groups – but facilitators used background knowledge to ensure their influence was acknowledged, even if they weren’t physically present.
In Central African Republic, projects have worked indirectly through humanitarian organizations and the UN.
As Rapha emphasized, “ILM cannot solve all the problems, but at least it can maintain a kind of balance. Without ILM, the situation would probably be worse.”
Armed groups and war economies often attract young people with the promise of money and influence. ILM projects must therefore create livelihood alternatives.
Sometimes it is easier for a young person to join an armed group. When you have a weapon, you can get money. The idea is to create alternative activities, income-generating projects, so that they don’t have to join.
– Rapha Tsanga
This requires coalitions of actors – governments, donors, civil society – complementing project-level initiatives.
It’s important that those who sit together in a platform to manage a landscape develop a common vision of where they want to go. People come first. Landscapes are about human beings.
– Divine Foundjem
This vision cannot be forged in a single meeting. It is a long-term process of negotiation, adaptation and trust-building – but one that is essential for resilience.
The conversation then turned to the practitioners themselves. They are not neutral observers; they are facilitators, brokers, and often the only actors trusted enough to mediate.
Rapha recalled the emergence of forest certification in the Congo Basin nearly two decades ago: “The government allocated logging concessions on the map, everything was fine on paper. But logging companies had to deal with local communities who were hunting and fishing in the concessions. One of the solutions was to put in place multi-stakeholder platforms to discuss rights, what was legal, what was forbidden, and to adapt strategies iteratively when problems arose.”
He stressed that ILM practitioners have a critical role in organizing such processes at the landscape level, while also recognizing when to bring in state officials who ultimately hold policymaking authority.
Valentina underscored the importance of trust: “It’s important for practitioners to build trust so that all stakeholders recognize their facilitating role and so can genuinely broker dialogue.”
When people trust that the process can lead to change, even if it takes time, they are willing to sit at the table.
– Valentina Robiglio
Divine expanded: “In contexts of weak governance, farmers often don’t trust government officials to mediate conflicts. They believe officials can be corrupted by richer actors. That is where we, as practitioners, have to come in – to facilitate trust building, to guarantee trust, to create spaces where actors can see for themselves what is right and wrong.”
Meetings are just one element in a much broader journey, as Valentina pointed out: “What’s important is to remember that multi-stakeholder platforms are not just about meetings. They are long-term processes – bilateral engagements, informal meetings, listening, and building enabling conditions. Meetings are just the visible tip of the iceberg.”
Rapha was clear about the proportion of effort required:
Ninety percent of the work is the invisible part – informal meetings, bilateral conversations, listening, understanding local dynamics. Only once that groundwork is done can you organize big meetings with nice pictures. Those are the visible end stage, but the real process is long, patient, invisible work.”
Divine raised a challenge: “Donors often measure processes by the number of formal meetings held. But the groundwork – the informal meetings, negotiations, and mediation – is what really matters. It is resource-intensive, but it is what builds trust and makes change possible.”
Donors often complain about ‘transaction costs’. But really, transactions – the informal meetings, the shared meals, the building of trust and familiarity, the listening – are what results in successful ILM. Transaction costs shouldn’t be eschewed, but rather, invested in. High transaction costs are, in our view, an indicator of likely ILM success.”
Kim Geheb, Landscapes For Our Future Central Component Coordinator
Stakeholder engagement is not a technical step but the very backbone of Integrated Landscape Management. It requires patience, humility, courage and creativity – particularly in fragile and conflict-affected contexts.
As the examples from Cameroon, Burkina Faso, Colombia and the Congo Basin show, meaningful engagement not only builds governance but also contributes to peace, stability and resilience.
Through these insights, we’re continuing to refine and demonstrate ILM practice – showing that inclusive, negotiated and adaptive engagement is the path to sustainable and just landscapes.
Facilitating with respect: Lessons from Zimbabwe’s Lowveld
When Lemson Betha first arrived in Zimbabwe’s southeast Lowveld to work as a facilitator for SAT-WILD, he was stepping into unfamiliar territory: he hadn’t grown up in the region, and didn’t speak the local language. But he knew that building trust would be the foundation of any successful work.
Dominique le Roux
30/09/2025
Today, the Sustainable Integrated Landscape Management in the Gonarezhou National Park and surrounding communities project is regarded as one of the strongest role models amongst the 22 projects in the Landscapes For Our Future programme, not because SAT-WILD and the other project partners had all the answers from the start, but because they have remained committed to facilitation, co-creation, and adaptive learning. Lemson’s reflections below offer invaluable guidance for anyone working with communities on complex, long-term landscape challenges.
Learn directly from Lemson or read the summary below:
Begin with respect
For Lemson, the starting point is simple but powerful: treat communities as equals. “View them as people with the same potential and capability in achieving goals,” he says. Respect isn’t just an attitude – it’s also shown through action.
That means recognizing and following local structures. Traditional leaders such as chiefs and headmen hold important roles, and there are established cultural protocols for introducing yourself. “If you don’t follow their procedures, you’ll struggle to penetrate those communities.”
Respecting these systems signals humility and seriousness. It opens the door for collaboration rather than confrontation.
Work through local voices
Language can be a barrier – or a bridge. Lemson speaks Ndebele and Shona, but in Gonarezhou most people use Tsonga or Shangaan. Rather than seeing this as an obstacle, he teamed up with colleagues from the area who can translate and explain cultural nuances.
Communication, he stresses, isn’t just about words. It’s about ensuring that everyone understands, feels included, and sees themselves in the process. That often requires adapting your methods.
Make it practical and participatory
“We are not there to deliver PowerPoints,” Lemson says with a smile. In communities where abstract diagrams don’t resonate, SAT-WILD uses props and local metaphors.
A sponge becomes a model of resilience – it can be squeezed but always bounces back, and it holds water for future use.
A three-legged cooking pot illustrates sustainable development: social, environmental, and economic “legs” must all be balanced, while governance provides the base.
By drawing on everyday objects, facilitators turn complex concepts into something tangible, memorable, and actionable. Group work, illustrations, and hands-on activities ensure that knowledge is not just shared but co-created.
Value indigenous knowledge
Too often, practitioners treat communities as “empty jars” to be filled with external expertise. Lemson rejects this model. “They already have water in their jars,” he insists. Communities bring rich indigenous knowledge and lived experience that must be woven together with scientific and technical insights.
By asking “What do you know about this?” facilitators create space for dialogue. That blending of perspectives doesn’t just build better solutions – it builds ownership. And ownership is what makes projects last beyond donor cycles.
Stay flexible
Development timelines are often tight, but rigid schedules rarely work on the ground. Community events, ceremonies, or farming activities may clash with planned workshops. Lemson’s advice: don’t force it.
“Be flexible to change, tailor-make activities to fit into their plans, and work with them,” he says. “We are not at war. We are one big family wanting to achieve greater work in the landscape.”
Facilitate for co-creation
Ultimately, Lemson sees his role not as leading but as facilitating. SAT-WILD doesn’t claim the project as its own. “It’s not our project – it’s their project,” he explains, referring to the communities and other partners, including Malipati Developmentt Trust, Ngwenyeni Community Environment & Development Trust, local Authorities, Gonarezhou Conservation Trust, Manjinji Bosman’s Community Conservation and Tourism Partnership and SAT-WILD “We are just coming as facilitators, working with them.”
That mindset transforms relationships. It shifts from top-down instruction to shared problem-solving. It builds resilience not only in communities but also in the partnerships that support them.
Conclusion: A role model for ILM
For practitioners working in Integrated Landscape Management, Lemson’s advice is clear: respect local structures, adapt communication, make learning practical, value indigenous knowledge, and remain flexible.
It sounds simple – and in many ways it is. But doing these things consistently, with patience and humility, is what allows trust to grow. And trust, as SAT-WILD’s experience shows, is the foundation of lasting change.
Guardians of the green: local stewardship of a global treasure
Mauritius dazzles with emerald peaks and turquoise seas — but its “green” landscapes hide centuries of ecological loss. Nearly 90% of native forests are gone, leaving Mauritians with the urgent responsibility of stewarding biodiversity of global significance.
Khalil Walji
23/09/2025
When you land in Mauritius, the first impression is one of dazzling beauty: emerald mountains rising above a turquoise lagoon, sugarcane swaying in the breeze, and pockets of deep green forest. As you step out of the airport, the first sign that greets you proudly proclaims: “Welcome to Mauritius – a Green Island.” Looking out towards the horizon, all you see are rolling green landscapes stretching to the sea. But it is a trick of the eye: these are not native forests, but vast expanses of sugarcane plantations. The island’s rich natural heritage has been reshaped over centuries, and beneath the surface of this apparent greenness lies a deeper story.
A story of centuries of ecological transformation. Since human arrival, Mauritius has lost almost 90% of its native forests, much of it cleared for sugarcane and settlements. Invasive plants and animals now dominate many landscapes, and the once-thriving populations of endemic species have been reduced to fragile fragments. It is this history that gives urgency to today’s efforts to restore and steward the island’s unique, globally relevant biodiversity.
The Mauritius from Ridge to Reef (R2R) project has taken up this challenge with a holistic vision: linking mountains, rivers, forests, and reefs into one continuous fabric of restoration. From weeding invasive plants on steep slopes, to encouraging community apiculture, to protecting coastal wetlands and coral reefs, the project is premised on the idea that resilience is only possible when land and sea are managed together.
Restoration, however, is not only about plants and trees – it is about people. The conservation space in Mauritius has many actors: NGOs, government departments, and ministries whose mandates sometimes overlap. Collaboration among them must be strengthened. Restoration itself is a natural integrator: degraded land is found on coastal shores, within forests, and across agricultural landscapes. But for these efforts to truly benefit biodiversity, connectivity, and resilience, ecosystems – and the ministries responsible for them – need better integration.
Recognizing this, CIFOR-ICRAF this past month worked alongside partners to support a consultation workshop for the new Biodiversity Stewardship Platform (BSP).
Over three dozen participants gathered, representing a rich cross-section of Mauritian society: government ministries, NGOs, research institutions, youth representatives, private sector leaders, and local community organizations. Together, they grappled with a simple but profound question: how can Mauritius move from fragmented projects toward an integrated, long-term platform for stewardship?
The conversations were lively and candid. Stakeholders spoke of the need for a common vision, one that balances conservation with development, and puts equity at the heart of decision-making. Breakout groups wrestled with the design of the BSP — its governance structure, its functions, and how it could build credibility through transparency and inclusive participation. Ideas flowed: a communications hub to tell Mauritius’s biodiversity story; a knowledge-sharing system to capture lessons; and mechanisms for monitoring progress, so that commitments translate into results.
Workshop outcomes
By the close of the workshop, three major outcomes had emerged:
A shared vision for the BSP as a national hub for coordination, learning, and action on biodiversity stewardship.
Agreement on a draft structure, including a steering group and multi-stakeholder working groups to carry forward priority themes.
Commitment to collaboration, with participants voicing readiness to contribute data, align projects, and champion the BSP across their networks.
There was a sense of possibility in the room — that Mauritius, despite its small size, can pioneer innovative governance for restoration and biodiversity.
We cannot afford to work in silos any longer. The Platform is where our efforts will finally meet.
BSP workshop participant
Looking ahead, the BSP will aim to knit together the many threads of biodiversity work across the island. Its ambition is to become a space where government, civil society, communities, and businesses co-create solutions, exchange lessons, and hold each other accountable. If successful, the Platform will not only accelerate restoration outcomes but also embed stewardship into the social fabric of Mauritius – ensuring that the island’s globally important natural heritage is cherished and safeguarded for the world.
Mauritius’s story, then, is one of both loss and renewal: centuries of degradation now giving rise to bold new approaches. The Ridge to Reef project shows what’s possible in practice; the BSP offers a governance model to sustain it. Together, they chart a hopeful course for an island that has long been defined by its nature, and whose future depends on it.
Evidence from a contested landscape in Ghana
From conflict to collaboration through inclusive landscape governance: in this new paper, James Reed and fellow authors describe an engagement and visioning experience in Northern Ghana that holds lessons for ILM practitioners in so many other landscapes.
Dominique le Roux
03/09/2024
Donkey transportation in Northern Ghana.
Photo by Axel Fassio/CIFOR
These engagement processes enabled stakeholders to reflect on their contributions and the historical and contemporary challenges obstructing landscape resilience and sustainability. Despite the contested nature of land and natural resource use, stakeholders were able to agree on specific issues of common concern and an idealized shared vision of a future landscape… We expect that the theory of change model and recommendations within can inform the development of a sustainable landscape management plan and future evidence-based policy.
Reed et Al.
The Western Wildlife Corridor (WWC) in Ghana’s Northern Savannah ecological zone is a contested landscape where efforts to reverse widespread environmental degradation often conflict with local livelihood concerns and broader development objectives. Despite policy measures to devolve natural resource decision-making authority, poor environmental management, persistent socioeconomic challenges, and increasingly limited livelihood op- portunities for people living within the corridor prevail. This study investigates environmental degradation in the WWC and natural resource governance using information on stakeholder perceptions from stakeholder work- shops, focus group discussions, and key informant interviews. We also explore how natural resource management might be strengthened to better deliver social, economic, and environmental goals. We found that despite a history of contestation, stakeholders were able to agree upon specific issues of common concern and generate a collaborative vision for the WWC landscape. Transitioning toward such a vision requires significant investment in strengthening current governance structures and building natural resource management capacity within the corridor and beyond. Furthermore, persistent challenges of conflicting stakeholder objectives and issues related to coordination, corruption, and non-inclusion in decision-making about natural resources must be addressed to advance progress. Stakeholders were able to formulate specific recommendations and a participatory theory of change to inform the development of a sustainable landscape management plan and future evidence-based policy that could steer the WWC toward a more resilient and multifunctional system that equitably supports livelihoods, biodiversity, and wider economic development. The methods for inclusive engagement in environmental decision-making are extrapolatable to other contexts facing similar social-environmental challenges.
Moreover, sector-specific discussions and group negotiations helped formulate concrete short-, mid-, and long-term objectives and specific actions, interventions, and a suite of potential solutions to current barriers that combined could help to reorient and transform the governance and management of the WWC. These recommendations enabled us to generate a working theory of change for the WWC landscape that will be shared and validated with a broader group of stakeholders, including those not present at the workshops.
An at-a-glance summary of a session at the global summit that explored the issue of power within Integrated Landscape Management.
Khalil Walji
08/12/2023
One of the sessions at our recent global summit looked at the the issue of power within Integrated Landscape Management. As we know, power dynamics between different groups, including genders, ethnicities, education levels, and professions, significantly impact land use. Here, I summarize the main points from this excellent session.
↔️ These interactions are instrumental in shaping the landscape we see.
⭕️ 𝐀𝐠𝐞𝐧𝐜𝐲⭕️ As landscape actors, we must recognize our own agency and decide whether to address inequality or remain passive observers.
The session explored three key strategies for empowerment.
1️⃣ Identify stakeholders and understand their sources of power, using tools like a power/influence matrix and net-mapping.
⚒ A power/influence matrix is a classic method to sort out actors in a system and associate them to dimensions of both power, interest, and attitude, helping to navigate the complexities of a social system. (Read the paper, Making Sense of Stakeholder Mapping here)
🛠 A method we have been using in across the Landscapes For Our Future program is Net-Mapping. A highly participatory exercise to understand levels of influence and visualize power between actors, helping to diagnose the political landscape. (Read more about Net-Mapping here)
2️⃣ Recognize power disparities and voicelessness.
3️⃣ Enable empowerment through tailored approaches and strategies, including training, safe spaces, alliances, resource access, and rights, such as legal or cultural rights, that have been historically denied (e.g., women’s land rights).
Empowering others means giving them a voice, enhancing visibility, and fostering innovation and diversity. It’s about intentionally creating safe spaces and using spatial leadership to amplify the voices of the marginalized.
❓ A critical question persists: How do we engage powerful actors in discussions about changing the status quo, especially those who may resist such change and stand to lose power?
📓 Read the article, “Power, politics and participation: Naming the non-technical in multi-stakeholder processes” here.
📝 Read the article, “Navigating power imbalances in landscape governance: a network and influence analysis in southern Zambia” here.
A methods toolbox for integrated landscape approaches
This chapter aims to give guidance for those working within integrated landscape approaches. It suggests key points for consideration to allow those involved to have a better understanding of the landscape context and dynamics.
Stakeholder identification and development of a common vision: on a learning mission to Papua New Guinea, our Central Component Coordinator highlights two of the six critical dimensions of Integrated Landscape Management.
As part of this process, the SISLaM team organised a workshop, inviting more than 30 stakeholders to participate. Kim introduced ‘Net-Mapping’, which was employed to identify the stakeholders’ relevance to the project, the relationships between them, and the influence they can marshal to enable the project to achieve its vision.
Net-Mapping in action at the workshop.
This process drew upon the SISLaM project’s goals to establish a defined project vision:
Because of the project, Enga Province’s sustainable and inclusive economic development was increased when the impacts of climate change were mitigated, and its people adapted; the food and nutrition security of its people was strengthened; and its biodiversity, land and forests were conserved, sustainably used and restored.
SISLaM Project vision.
Because of the large number of stakeholders at the workshop, participants were divided into two groups. They started by identifying who they thought was the most influential stakeholder at present and awarded that stakeholder 10 points. Other stakeholders were then identified and scored relative to the first stakeholder group. When they had completed this exercise, they then assessed scores for stakeholders in the future, thinking about whether they believed scores should increase or decrease in order for the project to achieve its vision. The result from one of the teams is shown below.
Kim explained that “there are many institutions with relatively high contemporary scores. In other words, SISLaM sees multiple actors as currently very important to fulfilling the project’s vision at present. This speaks to the importance of creating a platform where these actors can be convened, where dialogue can happen, and integration occur. There are some actors that have lower contemporary scores than future desired scores. This suggests that the project needs these agencies to increase their influence if its vision is to be achieved. It also suggests that the project needs to work out strategies for how the influence of these agencies can be increased.”
The Net-Map also displayed ‘risk communities’ which are those communities, such as landowners, who have been in conflict with each other. Enga Province is among several Papua New Guinean provinces which have suffered from communal violence since the national elections in 2022. While the project regarded their present influence to be medium (receiving a score of five), it would prefer this influence to be reduced to zero.
“It seems that traditional institutions remain very powerful – and therefore it makes sense to explore how the project can capitalise on these,” was Kim’s observation.
SISLaM also took Kim to visit three recipients of the project’s low-value grants. The first of these was a reforestation initiative being implemented by the Yakam Resort Cooperative Society. Emmanual Kilanda, the chairman of the cooperative, showed the team the work that is being done to reforest unstable slopes. As these slopes are extremely steep, planting trees on them has been a significant challenge, yet the cooperative has managed to plant 12,572 pine and kamare trees over 45 hectares since receiving the grant.
The SISLaM project includes components to help Engan farmers improve their value chain access and develop sustainable revenue streams. To illustrate this, the team visited the Wabag Coffee Growers Cooperative, where the initiative works to provide farmers with coffee seedlings. Kandes Nyia, the chairman of the cooperative, took the group to see the cooperative’s coffee nurseries and two farms. The grant has resulted in significant production increases, but the farmers struggle with an overabundance of coffee for their relatively localised markets. This situation highlights the need for Engan communities to extend and strengthen their value chains as they have a high-quality product and are located close to transport links.
Kandes Nyia, the chairman of the Wabag Coffee Growers’ Cooperative, explains his work from inside a coffee store.
Finally, the team journeyed to Laiagam District, where they were given an exuberant welcome by the Kinapulam Farmers’ Cooperative Society, which is working on producing sweet and English potato seed for local farmers. They visited several farms to understand the work of the cooperative and the results being achieved with the help of the grant. As in Wabag district, the low-value grant has resulted in significant production increases, however, ensuring the produce gets to market remains a challenge for these communities.
At the end of the visit, Kim reflected he was “particularly impressed by the implementation team.”
“Sam Moko provides very impressive leadership in a very challenging operating context, and I can see the strength of the team from its dynamic. The team is well selected and has a deep knowledge of Enga Province and its people. From what I have seen of the low-value grants, these have created real opportunities to communities. Of course, attention will need to be given to how recipient communities can market their outputs – and SISLaM can play a key role in convening this discussion so that communities can identify their own solutions and ensure this project’s long-term sustainability”.
The welcome from the Kinapulam community. Here, the leader of Ward 2 delivers his welcome speech.
This post is based on an article that was first published in UNDP’s July 2023 newsletter.
Participant Information
Landscapes For Our Future - Global Summit & Knowledge Exchange event, Nairobi, Kenya
16th to 20th October 2023
Dominique le Roux
24/08/2023
The one-week Global Summit & Knowledge Exchange event, hosted by the Central Component (CC) of the Landscapes For Our Future (LFF) programme aims to foster engagement between the 22 LFF project teams, global experts and members of the LFF programme. This event will share lessons learned, focus on key capacity gaps and explore the rich solutions and innovations on offer across the LFF programme in addressing the global climate and sustainability crises through landscape approaches.
Objectives:
To facilitate cross-learning and knowledge exchange between implementing partners within the LFF program.
To further knowledge and share experiences on implementing ILM across various contexts.
To provide capacity development and technical support to project teams.
To further strengthen the LFF community and make further plans for CC support to project teams.
To find out more or view the agenda, please bookmark our Global Summit event page:
The Summit will be held on the campus of the World Agroforestry Centre, United Nations Avenue, Gigiri, Nairobi, Kenya. Please use the gate indicated below.
TRAVEL
All participants are required to facilitate their individual travel arrangements (flights, airport transfers, accommodation and per diem) to and from Kenya, and secure travel insurance during this period in case of any emergency medical attention and any other travel related risks through their respective project budgets.
All international participants are encouraged to purchase their tickets early enough to ensure all other logistics are sorted out in good time. Note that many other events are being held in Nairobi in October.
TRAVEL DOCUMENTS
PASSPORT: Kindly ensure that your passport is valid for at least 6 months prior to travel.
HEALTH: A valid yellow fever certificate. Ensure possession of Valid Covid-19 certificate prior to your travel.
VISA: Ensure that you have valid Visa entry requirements for both any transit and destination country. We suggest that you print off a copy of your Kenyan visa for flight boarding and immigration.
ACCOMMODATION: Note that some airlines will require evidence of hotel accommodation before allowing participants to board. We advise that you print off confirmation of your hotel accommodation.
FLIGHTS: Note that some airlines will require evidence of participants’ flights out of Kenya before allowing participants to board.
For a personalised version with your name, please email F.Wanda@cifor-icraf.org.
KENYA VISA
Note that it is NOT possible to obtain visa on arrival. Please apply for a TOURIST visa.
Nationals of the following countries do not require visas to enter Kenya: Bahamas, Barbados, Belize, Botswana, Brunei, Burundi, Cyprus, Dominica, Eswatini (Swaziland), Ethiopia, Fiji, Gambia, Ghana, Grenada, Jamaica, Kiribati, Lesotho, Malawi, Malaysia, Maldives, Mauritius, Namibia, Nauru, Papua New Guinea, Rwanda, Samoa, Saint Kitts and Nevis, Saint Lucia, Saint Vincent and the Grenadines, San Marino, Seychelles, Sierra Leone, Singapore, Solomon Islands, South Africa, Tanzania, Tonga, Trinidad and Tobago, Tuvalu, Uganda, Vanuatu, Zambia, Zimbabwe.
All other countries require a visa to enter the Republic of Kenya. Please apply for a tourist visa at the link below:
A credit or debit card will be needed to make visa payment, which is approximately US$52. When you apply, you will be asked to upload: 1. passport photo of the applicant 2. bio page of your passport 3. proof of accommodation 4. proof of a departure flight out of Kenya.
Tip: Upload JPEG files only (not PDF).
KENYA COVID-19 TRAVEL REQUIREMENTS
COVID-19 entry regulations were lifted on 9 May 2023.
HOTEL ACCOMMODATION
Accommodation reservations for participants shall be made upon request on the standard bed and breakfast rate unless otherwise requested by participants and based on room availability. Ifyou do not ask us for assistance with hotel bookings, we shall assume that you are making your own arrangements. We are pleased to offer Summit participants pre-negotiated rates at the following hotels, all of which are close to The World Agroforestry Center. All quoted rates include VAT and are for bed and breakfast. All rates are quoted in Kenya shillings (Kes) and United States dollars (US$) (approx. Kes 141.7 = US$ 1 as of August 10, 2023).
Airport transfers will be arranged by respective hotels (Airport-Hotel-Airport). The main airport serving international flights in Nairobi is Jomo Kenyatta International Airport and is approximately 10.2 Km to Gigiri.
GETTING TO AND FROM THE MEETING VENUE
Shuttle transport has been arranged by the organizers from hotel to the Campus in the morning and return in the evening during the summit period.
MEALS
Lunch, morning and evening tea breaks shall be provided throughout the Summit period. We shall also have a cocktail evening incorporated into the agenda on one of the evenings and these expenses shall be covered by the organizers.
PER DIEM ALLOWANCE
Kindly plan to bring your daily subsistence allowance to cater for your dinner and incidental expenses during your stay in Kenya. The Summit organizers will not be paying per diem or any other allowances.
GENERAL INFORMATION
Time Zone
Kenya is in the East Africa Time (EAT) zone (GMT+3).
Currency and Payment Methods
The official currency of the Republic of Kenya is the Kenya shilling (KES).
Visa cards are widely accepted, with Mastercard/Maestro/Cirrus also accepted although less commonly, and Amex also often used in international chains and tourist areas.
Language
The official languages in Kenya are English and Swahili and both are widely spoken.
Internet and Mobile Communications
Kenya is generally well connected. If participants wish to purchase a SIM for mobile data and calls, these are available at Safaricom, Airtel or Telecom Kenya outlets after immigration and baggage claim at Jomo Kenyatta International Airport.
Hotels will offer free Wi-Fi internet. and the same shall also be available at the Summit venue.
Power supply
Power supplied at socket in Kenya is 240V. Kenya uses a Type G socket (three rectangular pins).
Weather
Notwithstanding climate change, average Nairobi temperatures in October range from a high of 28°C to a low of 14°C. Please be aware that there may be monsoon rains during the summit. You may want to consider bringing an umbrella, a raincoat and other suitable wet weather clothing.
Security
The World Agroforestry Center’s campus is located in Gigiri, alongside the United Nations and a large number of embassies. The area is well policed by Kenya’s Diplomatic Police, military and private security firms.
The political situation in Kenya is currently calm, although participants may wish to refer to their respective embassies’ travel advisories.
It is important to always take responsibility for your personal safety and exercise necessary precautions.
Participants are encouraged to always carry a photocopy of their passport.
On arrival at the World Agroforestry Center’s gates, participants will be cleared by security and issued with an adhesive pass or a name Tag, and this must always be worn within campus.
We hope this helps you to prepare optimally for your stay in Kenya and we look forward to welcoming you.
Safe Travels!!
Newsletter #5 | August 2023
Welcome to our Latin American and Caribbean special edition newsletter, where we delve into the transformative power of Integrated Landscape Management
Dominique le Roux
23/08/2023
Clockwise from top right: Les Pitons and town of Soufriere in Saint Lucia, OECS. Aerial view of Bahía Negra town, on the banks of the Paraguay River. Organic panela production and donkeys in Ecuador. Cattle rancher in San Ignacio de Velasco in Bolivia. Cattle ranch in Honduras. Signage in Ecuador. Photos by Peter Cronkleton and Natalia Cisneros/CIFOR-ICRAF.
The Central Component’s Natalia Cisneros meets with Mi Biósfera team members during our learning visit to Honduras. Photo by Peter Cronkleton/CIFOR-ICRAF
We, the Central Component, see six critical elements in the ILM process. To see them in action, you need look no further than our programme’s remarkable Latin American and Caribbean projects, which have embraced integrated landscape approaches to revolutionize land use practices, conserve biodiversity and foster sustainable development.
Can ILM contribute to sustainable cattle ranching? And vice versa?
Chiquitanía landscape of Bolivia. Image by GIZ/Paisajes Resilientes
In recent years, strategies to promote sustainable alternatives to conventional ranching have emerged, aiming to mitigate and adapt to the effects of climate change, reduce deforestation, conserve vulnerable ecosystems, and mitigate impacts from cattle production. Achieving these objectives often involves endorsing enhanced practices, implementing robust monitoring systems, and fostering collaboration among various stakeholders. ILM could enable pathways to achieving impact at scale.
Landscape Learning Session #2: Criteria, Indicators & Tools of ILM
Despite its application over the past few decades in various contexts to harmonize conflicting land management goals such as development and conservation, there remains no systematic framework to guide the implementation, monitoring, and evaluation of ILM projects.
We set out to fix that, conducting a global review to propose such a framework. This learning event presented the results of this review and delved into two examples of monitoring tools applied in ILM projects.
MSF fatigue? How to design for context, inclusion and effectiveness
A tale of two Brazilian states leads us to really useful tips to design meaningful, inclusive platforms for transformation. In the 1990s and early 2000s – in response to calls for participatory land-use planning and concerns about deforestation – Brazil’s state governments began to carry out Ecological-Economic Zoning processes to collectively lay out land-use plans that were inclusive and sustainable. These processes were mandated to be developed and implemented using multi-stakeholder participatory mechanisms.
Two states ended up with very different results. Explore the lessons to be learned through this curation of research and interviews, and download at-a-glance factsheets with tips on how to how to manage power, politics and participation in your own multi-stakeholder processes.
We often take too much for granted in MSPs. Some considerations are simple – like changing where the platform is held, or adjusting seating arrangements – and some require deeper strategic thinking. Our research has unearthed a host of practical steps that convenors can take to help empower marginalised stakeholders and create lasting impact.
Anne Larson on CIFOR-ICRAF’s info sheets and how-to guides
Key ILM elements at work in our Latin American and Caribbean projects
We keep saying it; they’re showing it.
Natalia Cisneros with Peter Cronkleton and Valentina Robiglio
06/08/2023
Chiquitanía landscape of Bolivia.
Our experience suggests that Integrated Landscape Management is a process for managing the competing demands on land through the implementation of adaptive and integrated management systems.
When combined with well-planned and executed technical interventions, ILM enables landscape multi-functionality to be managed, and its benefits to society and the environment to be captured and distributed.
We see six critical elements in the Integrated Landscape Management (ILM) process. To see them in action, you need look no further than our programme’s remarkable Latin American and Caribbean projects, which have embraced the ILM approach to revolutionize land use practices, conserve biodiversity and foster sustainable development.
It is important that we understand what it is that we are integrating and managing when it comes to ILM. From our perspective, it is the people who make claims on the landscape that matter. Hence why the first two of our ILM ingredients focus on stakeholders. We see these organized behind a common vision, which they seek to reach through adaptive management and the right mix of tools. Finally, because the process works well, it is institutionalized
Kim Geheb, Coordinator, Central Component of the LFF
Chiquitanía landscape. Cattle rancher and herd in San Ignacio de Velasco.
About the project
The department of Santa Cruz is part of the Amazon basin and comprises a large part of Bolivia’s lowland forests. It is home to numerous Indigenous communities and smallholder farmers who are highly vulnerable to poverty and climate-related risks. The department contains 78% of Bolivia’s biodiversity and supports 70% of the country’s agricultural production.
The Paisajes Resilientes en la Chiquitanía (Resilient Landscapes in the Chiquitanía) project, managed and implemented by GIZ, has made promising strides towards ILM to address the impacts of climate change in the the world’s largest preserved tropical dry forest and on the livelihoods of populations in nearby watersheds. It focuses on promoting water and productive security while strengthening governance structures and sustainable socio-economic activities.
Key ILM elements
Stakeholder identification
A key strength of the Paisajes Resilientes project lies in its robust stakeholder mapping exercises. The project utilizes the comprehensive Capacity Works tool to identify and engage relevant stakeholders in the landscape. This tool enables the project to assess the capacities and roles of different stakeholders, ensuring their active involvement and meaningful participation in decision-making processes. By mapping stakeholders and understanding their capacities, the project fosters stronger collaboration, builds local ownership, and enhances the overall effectiveness and sustainability of its interventions.
Multi-stakeholder Fora (MSF)
There is no MSF covering the entire landscape or functioning at the scale of the two watersheds making up the project area. However, there are several platforms that provide incipient foundations for MSFs within subunits in the project area. In each sub-watershed, the Paisajes Resilientes team has formed or reactivated Management Committees (Comités de Gestión), which are platforms composed primarily of representatives from communities participating in their pilot activities but also draw in other government actors, like municipal agencies, the municipal council, and the sub-gobernación (provincial government). Each management committee functions autonomously without coordination with the others.
In the Alto Paraguá sub-watershed, the Paisajes Resilientes team supported the creation of the MSF, strengthening the Asamblea Distrito (8th District Assembly), who leads it. In Bajo Paraguá and Tarvo, Paisajes Resilientes supported the strengthening of existing MSFs; and in the Alta sub-watershed, Paisajes Resilientes was behind the MSF’s reactivation. Community representatives are also involved the Asamblea Districto 8, which brings together cabildo representatives from communities in the sub-watershed of Alto-Paraguá.
The management committees have statutes and regulations designed specifically for each sub-watershed. In most cases, the Management Committees meet monthly, and once in a while the RLC team participates, to present advances related to their project.
These MSFs may pave the way for inclusive decision-making and potential collaboration, amplifying the project’s impact.
Common Vision
The Paisajes Resilientes team has organized a series of workshops to build collaboration among stakeholders around a common agenda. In signing a collaborative agreement with the Santa Cruz Departmental government, the project facilitated an inter-sectorial meeting with representatives of different agencies in the departmental government to dialogue needs and urgent issues to tackle. This was followed by a workshop with private sector and finance sector stakeholders.
Iterative and Adaptive Management
The Paisajes Resilientes project exhibits a strong commitment to reflection, learning and adaptation throughout its implementation. Recognizing the complexity and uncertainties associated with managing natural resources and ecosystems, the project continually assesses the effectiveness of its strategies, adapts to changing circumstances and integrates new knowledge and community perspectives into decision-making processes. This commitment is evident in the selection and design of pilot projects, which have been adjusted based on realities encountered in the field. For example, the exchanges of indigenous female leaders, initially planned as a single event, were expanded to multiple meetings due to their positive response. Similarly, the inclusion of apiculture and environmental education in the communication program, which were not initially defined in the project’s design, reflects the project’s adaptive planning and responsiveness.
Furthermore, the Paisajes Resilientes project places a strong emphasis on knowledge sharing and learning. It facilitates the exchange of experiences, best practices, and lessons learned among different stakeholders, including local communities, government agencies, and partner organizations. This collaborative learning approach enables the project to leverage collective knowledge, build on successful approaches, and adapt strategies based on shared experiences. By fostering a culture of learning and continuous improvement, the project strengthens its capacity to address complex challenges, promote innovation, and achieve long-term sustainability in the landscapes it works in.
Institutionalization
The project also excels in cultivating partnerships with the local and regional governmental actors responsible for governing the landscape. The Santa Cruz Departmental Assembly, a legislative body approving departmental policies, has closely aligned itself with the project’s objectives, providing a solid foundation for transformative change. Similarly, the Municipal Government of San Ignacio de Velasco, with its mandate to provide essential services and public works, has emerged as a robust ally, fostering positive local dynamics. These partnerships enhance the project’s potential for impact, engaging stakeholders who possess the power to effect change in the landscape.
Learn more from this project
A notable strength of the Paisajes Resilientes project is its adoption of a nested approach to landscape management. Recognizing the complexity and scale of the landscapes involved, the project divides the areas into sub-watershed units. This approach allows for a more focused and targeted implementation of interventions within specific ecological units. By addressing the unique characteristics and challenges of each sub-watershed, the project team tailors its strategies and actions to the specific needs and opportunities of different areas, thereby enhancing the effectiveness and impact of its interventions. Furthermore, the establishment of the sub-watersheds’ Management Committees, serving as a multi-stakeholder platform for diverse stakeholders to convene — even those who seldom interact in the landscape — paves the way for inclusive decision-making and potential collaboration, amplifying the project’s impact.
Aerial view of Bahía Negra town, on the banks of the Paraguay River. Photo by WWF Paraguay.
About this project
One standout project in Latin America and the Caribbean is the Cerrado Resiliente (Resilient Cerrado) project, CERES. Led by WWF Brazil, WWF Paraguay, and the Institute for the Preservation and Promotion of Indigenous Peoples, CERES is a holistic project that focuses on the intricate interconnections between agriculture, natural resources, and rural livelihoods.
The Cerrado Biome is the world’s most biodiverse savanna, covering more than 2 million km2 in Brazil and Paraguay. It is home to 83 different Indigenous groups and communities, who have received varying degrees of recognition and land tenure. The Cerrado provides crucial ecosystem services at national, regional and global scales, supplying 70% of the country’s agricultural output and 44% of its exports.
Key ILM elements
Multi-stakeholder Fora (MSF)
By bringing together diverse stakeholders, including farmers, researchers, and policymakers, CERES creates a collaborative platform for knowledge exchange and action.
CERES also recognizes the significance of promoting sustainable value chains in responsible land use. Through its collaboration with the Tamo de Olho initiative, CERES further enhances its impact. Tamo de Olho (meaning “We’re Watching” in Portuguese) is a community-driven monitoring program that engages local communities in the collection and analysis of data related to land use, deforestation, and conservation. By involving communities as active participants in monitoring efforts, CERES fosters a sense of ownership and strengthens local knowledge systems.
WWF Paraguay, responsible for implementing the CERES project in the Alto Paraguay landscape, has successfully engaged small, medium, and large ranches through a multistakeholder forum that highlights shared interests among stakeholders. WWF Paraguay’s efforts have resulted in significant collaboration among diverse stakeholder groups, focusing on the Bahía Negra district’s land use management plan, known as POUT (Plan De Ordenamiento Urbano y Territorial).
The POUT roundtable was established as an MSF to support the POUT process. It facilitated dialogues and feedback from a wide variety of government, private sector, producer associations, indigenous communities and NGOs in the landscape. Their participation was driven by the desire to have their interests represented in the final land use planning process. Valentina Bedoya, WWF Paraguay’s Sustainable Landscapes Officer, emphasizes that the POUT Roundtable, initially established with a specific goal, has evolved into an entry point for multi-stakeholder dialogue that was previously lacking in the landscape.
The POUT Roundtable has proven to be a successful mechanism for participatory decision-making and consensus-building regarding land use in the territory, a sensitive topic because it touches on people’s livelihoods. However, an important lesson learned, says Patricia Roche, WWF Paraguay’s Project Specialist, is the need to empower governmental authorities to lead these spaces effectively. As highlighted by Roche, “It is crucial for these platforms to be led and convened by local or national authorities, as certain interest groups may view international NGOs as outsiders with conservation biases that could influence the outcomes.”
Institutionalization
CERES has successfully established partnerships with government agencies, local organizations, and indigenous communities, fostering a collaborative approach to integrated landscape management. This institutionalization ensures that the project’s strategies and initiatives are embedded within existing frameworks, policies, and governance structures, leading to long-term sustainability and impact.
Learn more from this project
CERES stands out for its ability to support decision-making, providing stakeholders with valuable tools and knowledge for informed choices. Leveraging cutting-edge technologies like remote sensing and data analytics, CERES guides informed decision-making and optimizes resource use. For instance, the project employs satellite imagery to assess land cover changes and identify priority areas for conservation and restoration efforts. CERES also emphasizes precision agriculture, enabling farmers to adopt sustainable practices tailored to their specific landscapes and challenges.
Through its comprehensive research and monitoring efforts, CERES generates reliable data on land use, biodiversity, and ecosystem services, enabling evidence-based decision-making. This approach helps stakeholders understand the potential social, economic, and environmental impacts of different land management practices and guides the development of sustainable strategies. Moreover, CERES facilitates capacity building and knowledge exchange among stakeholders, empowering them to actively participate in decision-making processes and implement effective solutions for ILM.
CERES fosters transparency and accountability along value chains, encouraging responsible production and consumption. By promoting sustainable sourcing and traceability, CERES ensures that products reaching the market are produced in a manner that safeguards ecosystems, respects workers’ rights, and contributes to local communities’ well-being. The Central do Cerrado Cooperative, a key partner supported by the CERES project, represents a collective enterprise combining multiple stakeholders to develop and maintain a productive value chain with standout products that include wild, endemic Non Timber Forest Products (NTFPs) such as the prized barú nut which is gathered from the wild. This initiative has gained traction among consumers, who increasingly prioritize ethical and environmentally-friendly products. By promoting sustainable value chains, CERES contributes to the economic viability of integrated landscapes management, creating market incentives for sustainable practices and supporting the livelihoods of local communities.
Palafittic community in the Ciénaga Grande de Santa Marta, Colombia
Paisajes Sostenibles (Sustainable Landscapes) is a project in Colombia coordinated by FAO. It aims to promote sustainable land and resource management practices, biodiversity conservation and improving local community livelihoods. By integrating social, economic and environmental dimensions, the project seeks to achieve a balance between conservation and development in two landscapes: the Colombian Caribbean and the Central Andes.
The project is part of the larger private-public initiative called Herencia Colombia (HeCo), led by the Ministry of the Environment and Sustainable Development and National Natural Parks. Other project partners include WWF Colombia, the Institute for Marine and Coastal Research José Benito Vives de Andréis (INVEMAR), and the Instituto Alexander von Humboldt.
Key ILM elements
Common vision
Focusing on the Caribbean landscape, INVEMAR plays a pivotal role in addressing trust-building and supporting alternative sustainable livelihoods in vulnerable communities. For instance, INVEMAR collaborates with the palafitic communities in the Ciénaga Grande de Santa Marta area. Heavily reliant on fishing, these communities have been significantly affected by climate change and the armed conflict. Through capacity-building programs, infrastructure development, and marketing support, INVEMAR empowers communities such as these to establish sustainable ecotourism enterprises. These initiatives not only provide alternative sources of income but also contribute to the conservation of ecosystems and cultural heritage. INVEMAR’s holistic approach, integrating trust-building efforts with sustainable livelihood opportunities, ensures the well-being and resilience of these communities.
Technical solutions and tools
One of the standout features of the Paisajes Sostenibles project is the financial sustainability platform for entrepreneurs, led by WWF Colombia. This dynamic platform empowers local entrepreneurs involved in sustainable activities within the project landscapes. By providing access to funding, technical assistance and business mentorship, WWF Colombia supports the growth of environmentally responsible businesses. Through this platform, entrepreneurs can pursue resilient livelihoods while contributing to the conservation of natural resources, creating a win-win scenario for both communities and the environment.
Organic panela production and its transport and landscapes in Ecuador.
About the project
The Paisajes Andinos project aims to use an integrated landscapes approach to promote sustainable livelihoods and protect Andean ecosystem services. Implemented by Food and Agriculture Organization, in collaboration with the Ministry of the Environment, Water, and Ecological Transition and the Ministry of Agriculture and Cattle, it operates in multiple parishes across four of Ecuador’s provinces in collaboration with local associations and communities to implement a range of activities that support organic agriculture, value chain development, capacity building, and market access for agricultural products.
Key ILM elements
Multi-stakeholder fora (MSF)
The Paisajes Andinos project actively participates in the early stages of the Minga de Montaña, a community of practice that brings together various landscape management projects and stakeholders, serving as an MSF for coordination, knowledge sharing and collaboration among different initiatives in the region. By engaging in this community of practice, the project avoids overlap, learns from others’ experiences and contributes to the development of effective landscape management approaches. This collaborative network strengthens the overall impact and outcomes of landscape management projects, promoting integrated and holistic approaches to sustainable development.
Technical solutions and tools
The Paisajes Andinos project demonstrates exceptional strengths in monitoring and evaluation, leveraging a range of advanced tools and technologies to collect, analyse and interpret data. One notable aspect is the project’s utilization of System for Earth Observation Data Access, Processing, and Analysis for Land Monitoring (SEPAL) tools for satellite data analysis. By harnessing the power of satellite imagery, the project can monitor land cover changes, vegetation health, and other environmental indicators. SEPAL tools enable the project to access near real-time data, facilitating the identification of areas that require intervention and providing valuable insights for adaptive management.
Additionally, the project employs KoboToolbox, an open-source data collection platform, to gather field-level information efficiently. Through this tool, project staff and community members can collect survey data, track progress, and monitor indicators in a systematic and streamlined manner. KoboToolbox’s user-friendly interface and customizable forms enhance data quality and enable real-time data analysis, empowering the project with up-to-date information for decision-making.
Furthermore, Paisajes Andinos makes effective use of OpenForis, a suite of open-source software tools for environmental data collection and analysis. OpenForis facilitates the design of complex surveys, enables systematic sampling and supports data validation and quality control.
The project also benefits from SAP Crystal Reports, a data visualization and analysis platform. Crystal enables the project team to transform complex monitoring and evaluation data into clear and insightful visual representations, such as interactive maps, graphs, and charts. These visualizations facilitate data interpretation, communication and knowledge sharing among project stakeholders and decision-makers, supporting evidence-based decision-making and promoting transparency.
By leveraging these tools, the project ensures accuracy and reliability in the collection of data related to biodiversity, forest cover and other environmental parameters, contributing to robust monitoring and evaluation processes. By harnessing their capabilities the Paisajes Andinos project demonstrates a strong commitment to utilizing cutting-edge technologies in its monitoring and evaluation efforts.
Learn more from this project
One of the key strengths of the Paisajes Andinos project lies in its work around productive, sustainable value chains, with a notable example being its focus on the production of organic panela, an unrefined cane sugar. The project provides essential infrastructural support to enable farmers to qualify as organic panela producers, including the enhancement of ovens for more efficient production processes. Moreover, the project encourages diversification of products by supporting the production of other crops alongside panela. This diversification not only adds value to the farmers’ offerings but also contributes to their overall resilience. The project promotes sustainable production practices, such as selective harvesting and environmentally friendly approaches, while providing capacity building and training programmes to improve farmers’ skills and knowledge. Furthermore, through organic certification and collaboration, the project facilitates international market access for organic panela, creating broader market opportunities for farmers and increasing their income potential.
Cattle ranching landscapes and Mi Biósfera project teams during the Central Component’s learning mission.
About this project
The Integrated Management Project for the Río Plátano Biosphere (Mi Biósfera) aims to protect the Río Plátano Biosphere Reserve, which is one of the last remaining tropical rainforests in Central America and is rich in biodiversity. Mi Biósfera’s objective is to reduce deforestation, protect biodiversity, and improve food security in a pilot area of the biosphere reserve. It focuses on promoting sustainable and integrated landscape management systems through agricultural value chains and zero deforestation approaches.
The project is divided into five components, including strengthening landscape management, fostering livestock and coffee value chains, implementing a climate financing mechanism, restoring degraded forest areas, and generating knowledge related to climate, biodiversity, and livelihoods.
Coordinated by the Honduran National Institute for Forest, Protected Areas and Wildlife Conservation and Development, the project involves several institutions, including the Zamorano Panamerican Agriculture University, the Honduran Foundation for Rural Business Development, the National University of Agriculture, and the Presidential Climate Change Office, Climate Plus.
Key ILM elements
Stakeholder identification
Preliminary information to map key stakeholders for the Mi Biósfera project’s interventions, the team used a methodology called the ‘Key Stakeholder Mapping’. This is a rapid assessment method that allows the team to understand, in a simple way, the social realities in which the project is immersed, the potential stakeholders present in a territory, how they interact with each other, what their beliefs, values and behaviour are and how they are defined, as well as their perceptions and their influence on the implementation of the Mi Biósfera project.
Iterative and adaptive management
The Mi Biósfera project also benefits from its integration of scientific research and monitoring. By collaborating with universities, research institutions, and environmental experts, the project has access to cutting-edge knowledge and expertise in the field of conservation and sustainable development. This scientific approach allows for evidence-based decision-making and the continuous evaluation of project outcomes. Monitoring systems are in place to assess the effectiveness of conservation measures, identify emerging challenges, and adapt strategies accordingly. The integration of research and monitoring ensures that the project remains adaptive and responsive to the evolving needs of the ecosystem and the communities it serves. It also provides a valuable platform for knowledge exchange and the dissemination of best practices, both within Honduras and globally, contributing to the broader field of conservation and sustainable development.
Learn more from this project
One notable strength of the Mi Biósfera project lies in its work around productive zero-deforestation cattle ranching. By implementing innovative techniques and practices, the project has reduced carbon emissions associated with cattle farming. Through measures, such as the use of rotational grazing and improved pasture management, the project has minimized the environmental impact of cattle ranching while maintaining high productivity levels. The adoption of sustainable wiring and solar panels for energy supply in ranching operations has further reduced reliance on fossil fuels and contributed to lower carbon emissions. These climate-smart farming practices have demonstrated the efficienct use of land, allowing for increased cattle stocking rates without compromising environmental sustainability.
Model farm developments have been established to showcase these practices as examples of better resource management, attracting other farmers to adopt similar sustainable and climate-smart farming approaches. The project even reported successful outcome stories in which at least two model farms, Miguel Arias’ Las Marías and Ramón Santos’ Río Negro-Pisijire, have a negative carbon balance. Other positive outcomes include improved soil quality, enhanced water conservation, and increased revenues for farmers, all achieved with fewer human and financial costs.
A Jamaican Path from Hills to Ocean focuses on increasing resilience to climate change and reducing poverty through integrated and sustainable landscape management in three selected watershed management units (WMUs). Its goal is to support community-based organizations, including farmers, fisherfolk, entrepreneurs, and environmental groups, in improving their management and stewardship of targeted areas. A key aspect of the project’s objective is to address the negative impacts of hillside farming, such as soil erosion and landslides during the rainy season.
Executed by the Planning Institute of Jamaica, the project’s technical implementation is carried out by the Rural Agricultural Development Authority and the Public Gardens Division, both under the Ministry of Agriculture and Fisheries, and the National Environment and Planning Agency.
Key ILM element
Institutionalization
One salient characteristic of this project lies in the involvement of main implementing agencies that possess mandates for policy action in the landscapes. Agencies such as the National Environment Planning Agency, the Forestry Department, and the Fisheries Division have the authority and expertise to enforce regulations and guidelines for sustainable resource management. Leveraging their legitimacy and institutional capacity, these agencies play a key role in convening stakeholders, including local communities, businesses, and civil society organizations. Through collaborative platforms and participatory processes, they facilitate dialogue, build consensus, and promote sustainable practices. The agencies’ involvement ensures the alignment of policies and actions across different sectors, fostering a holistic and integrated approach to landscape management.
Learn more from this project
During its initial phases, the H2O project conducted a Rapid Ecological Assessment (REA) through the University of the West Indies (Mona). This assessment specifically focused on understanding the dynamics and health of ecosystems in the selected WMUs. It referred to stakeholder activity driving degradation as well as stakeholder impacted by degradation trends. The REA reported data on the level of “resilience” of informants surveyed in each of the WMUs. This assessment served as a basis to identify priority areas for project intervention efforts.
Organisation of Eastern Caribbean States: OECS-ILM
Les Pitons, Soufriere town and surrounds, Saint Lucia
Forest with ecotourism potential in Soufriere watershed, Saint Lucia
LFF Latin America and Caribbean team with OECS-ILM Grenada team at Grand Bacolet Estate, Grenada.
Finca, Grand Bras, Grenada
About this project
This project, implemented by the Organization of Eastern Caribbean States (OECS) and its member states, encompasses nine individual projects tailored to the unique situations of each island. Among these, three (in Anguilla, Dominica, and Grenada) are classified as ILM projects, while six (in Antigua and Barbuda, the British Virgin Islands, Montserrat, St. Kitts and Nevis, St. Lucia, and St. Vincent and the Grenadines) are categorized as isSimple Land Management projects.
The primary objective is to address challenges such as land degradation, deforestation, and biodiversity loss, with a focus on promoting sustainable land management practices and enhancing ecosystem resilience. The overall project aims to optimize land’s contribution to agriculture, food security, climate change mitigation and adaptation, while preserving ecosystem services and improving the quality of life for stakeholders, including local farmers and communities in selected watersheds and geographic locations.
Key ILM element
Institutionalization
A noteworthy characteristic of the OECS-ILM project is its comprehensive approach that spans nine initiatives across small island developing states. Each initiative is designed to tackle specific issues related to land degradation and sustainable land management, employing customized strategies and interventions based on the individual island’s unique needs and challenges. This diversity of projects provides opportunities to enhance the effectiveness and relevance of the overall programme, as it recognizes the distinct characteristics and requirements of each participating island.
Learn more from this project
Recognizing the significant potential of agroforestry systems, the OECS-ILM project places particular emphasis on their application in countries like St Lucia and Grenada, where they can help mitigate risks associated with hillside farming and soil erosion, especially in hurricane-prone areas. These systems offer opportunities to harness the benefits of trees and perennial crops within agricultural landscapes.
In Grenada, the project focuses on promoting agroforestry systems that support the cultivation of valuable crops such as nutmeg, cocoa, and other species, which are well-suited to the local conditions and have economic significance. Similarly, in St. Lucia, the initiative aims to establish agroforestry options to diversify existing farming systems, which are currently dominated by dasheen monocultures. Additionally, St. Lucia plans to create an agro-tourism park, further diversifying income sources and promoting sustainable land use practices.
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Dominique le Roux
Dominique le Roux
Khalil Walji
Natalia Cisneros with Peter Cronkleton and Valentina Robiglio
