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Patricia Bon, Max Levy, and Bemmy Granados. EcoAgriculture Partners

January 29, 2024

STAKEHOLDER IDENTIFICATION & ENGAGEMENT

Welcome!

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PROGRAM

OUTLINE

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Jan 30	Introduction to ILM
Feb 1	Five Interactive Elements of the ILM Framework
Feb 27	Integration of Diversity, Equity, Inclusion and Justice as a Cross-Cutting Part of ILM
Feb 29	Inclusive Stakeholder Identification and Engagement as a Foundation for ILM
March 19	Landscape Partnerships: Cross-Sectoral and Multi-Stakeholder Governance
March 21	Landscape Action Planning for a Multi-Generational Landscape Strategy
April 23	Shared Vision for a Thriving Landscape for All
April 25	Introduction to Integrated Landscape Finance Strategy and Tools
May 21	Landscape Investment Portfolio
May 23	Bringing it All Together Across Landscapes: Training Reflective Showcase

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RULES &

ROLES FOR A WELCOMING LEARNING SPACE

Find a quiet space with good internet
Keep video on
Keep yourself on mute unless speaking
“Raise hand” when you’d like to speak
Use the chat function and reactions liberally
Expect to interact. Ask questions!
Speak slowly, not everyone has the same first language
Enjoy!
What else…?

Only include this bullet if group comes from different countries and speaks multiple languages

Goal: Create clarity around expectations of engagement

[Set the rules for the session process and the roles that people in the session can have]

Online learning is tough - there is a lot less space for interaction than in-person workshops and a much bigger chance that people “zone out” and lose focus, especially when there's too much text on the slides, or the presenter is going on and on for too long.

We are aware of this challenge, and we want to shake it up as much as possible to make sure you all get the most out of our time together. We are committed to making the sessions as interactive as possible, with breaks for discussions, activities, questions, quizzes, and more. Please feel free to email us with any suggestions for how we can do that! If you know of any apps we can use or have any icebreakers or energizers to suggest, we would love to include them.

And to make this a more dynamic space, we need your help too. We need to feel that you are engaged and that you want to participate too - this has to be reciprocal!

[Read out and speak to each of the bullets on the slide]

We suggest that you always try to find a quiet space with no distractions and good internet connectivity to participate in the sessions
We ask that you always keep your video on unless you need a brief pause. We understand, of course, that if you don’t have good connectivity, you may need to keep your cameras off, but that also speaks to the first point - as much as possible try your best to be in a place that has good internet, so that you can keep your video on and participate fully
Please keep yourself on mute unless you are speaking to avoid distractions for others
"Raise your hand” when you’d like to speak. Does everybody know how to do that?

[Facilitator should hover over "raise hand" function so that everyone knows where it is]�

Please feel free to use the chat function! Post questions, comments, observations, and share experiences. This is a great space to share your thoughts, learnings, and experiences with other participants. Take advantage of this time together to bond and strengthen these relationships.
Expect to interact. We welcome questions, we welcome critical observations, and we encourage you to make this training your own. And, if you have questions, it’s likely that someone else does too!

[If the participants come from different countries, flag sensitivity toward different languages]

Finally, let’s remember that we have a very diverse group here with us, and speak many different languages! Let’s make sure we speak slowly and clearly so everyone can understand. And if anyone doesn’t understand anything, please don’t feel shy about asking questions, or asking us to repeat anything

[Ask participants if they have suggestions to add to the list]

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WELCOME

Meet the EcoAgriculture Team

Bemmy Granados

Max Yamauchi

Patricia Bon, Project Manager

Replace with name of your organization

Replace photos and names of facilitators

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OBJECTIVES

Introduce the concept & tools for�Stakeholder Identification
Introduce the relevance & practices of Stakeholder Engagement
Understand how to identify & engage key stakeholders in your landscape

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AGENDA

Check-in
Pre-test
What is Stakeholder Identification?
The process of stakeholder identification, mapping and analysis

What is Stakeholder Engagement? Why is it important?
Practices for engaging different groups
Sharing stories & check-out

COFFEE BREAK

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Why is diversity important to our Landscape or ILM Process?
What kinds of gaps exist in your landscapes?
Why is it important to identify these gaps for ILM?

SESSION RECAP

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WHAT

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What words and phrases come to mind when you think of

?

INCLUSIVE STAKEHOLDER IDENTIFICATION & ENGAGEMENT

Goal: Have participants reflect on how they define inclusive stakeholder identification and get a sense of what people know about the subject.

[We recommend using Mentimeter for these prompts and sharing that screen]

[Send question and Mentimeter link into Zoom chat]

[Narrate words that come in]

[Speak to the results in the word cloud/Mentimeter]

What words and phrases come to your mind when you think of Inclusive Stakeholder Identification and engagement?

It is great that you have a lot of experience with the Multi Stakeholder Platform (MSP) approach! It is similar to the Integrated Landscape Management (ILM) approach. So today we will be talking about Stakeholder Identification and Engagement, sharing our experiences with this topic, and exploring concepts and tools that can support us in this process.

Let’s write it down in Mentimeter/Word Cloud. And also discuss a bit in here!

[Return shared screen to display Slide deck]

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WHAT IS A

STAKEHOLDER?

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STAKEHOLDER

Stakeholders are relevant players who might affect or be affected by the landscape

Goal: Introduce definition of a stakeholder

What is a stakeholder? Feel free to raise your hands or comment in the chat box.

Stakeholders are relevant players who might affect or be affected by the landscape.

You may see a stakeholder as a person or an institution that is somehow involved in the supply chain of certain products. Is that right?

In the ILM approach, we consider a wider range of actors in the system, so we try to understand and have a perspective over the “whole” system, not single parts of it.

�The idea is that landscapes are complex systems, so we must have a perspective of it all in order to recognize patterns and create effective solutions to challenges - by understanding and approaching problems from a systems perspective to the landscape.

�To make the concepts clear, stakeholders can be defined as:

• Those whose interests are affected by the landscape or those whose activities strongly affect the landscape;

• Those who possess resources of all kinds (financial, influence, expertise) needed to address the issues in the landscape;

• Those who control relevant implementation “instruments” (usually the public sector).

I would like to hear from you! Tell me about some of the stakeholders of your landscape!

[Finish this slide listening to their experience within stakeholder of their landscape.]

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Stakeholders in a landscape can be from multiple sectors and organizations

STAKEHOLDERS IN A LANDSCAPE (ILM)

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Can anyone share experiences of

STAKEHOLDER IDENTIFICATION

?

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STAKEHOLDER IDENTIFICATION

Who are the relevant stakeholders of your landscape?

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STAKEHOLDER IDENTIFICATION AND MAPPING

BRAINSTORMING

MAPPING

ANALYSIS

Goal: Introduce what stakeholder identification and mapping is and the process

Stakeholder identification and mapping is about identifying people, groups of people, and organizations who are interested, are affected, or affect the landscape.

The process provides valuable insights about the relationship between people and organizations and their interdependencies in the landscape.

One sentence that I love in this context is from a World Resources International (WRI) paper (Mapping Social Landscapes):

“People are the heart of landscapes” (WRI, 2018).

The process of Stakeholder identification normally consists of three main steps:�- Brainstorming;�- Stakeholder Mapping;�- Stakeholder Analysis.�

Brainstorming

�Brainstorming is a common technique that can be used to identify and create a list of stakeholders. We try to answer the question: Who are the relevant stakeholders of your landscape?

Having interviews with key players can also be used to identify and create a first list of stakeholders. Also, quick research can bring good information to start!�(Simply schedule an interview or meeting with a group of people that can help you identify all stakeholders that should be met with. You can also do simple research on previous projects in the landscape, or contact relevant landscape leaders to help out)�

A good place to start is a brainstorming session.�These questions may help you to start the process of Brainstorming:�

Who is affected by the landscape activities?
Who will be able to influence the outcomes of the LP?
Whose voices or interest on the subject might not be heard

2. Stakeholder Mapping

The process of stakeholder mapping is a tool that consists of organizing a list of the stakeholders and clustering them into groups (common groupings may include: government, donors, international NGOs, local NGOs, private sector, local community, etc.). It is also possible to develop a mind map template, which can help to organize thoughts or information in a logical and visually appealing manner. Mind map templates often include elements like boxes or circles to represent ideas or concepts, connecting lines to show relationships, and sometimes even color and icons for more clarity.��The stakeholder mapping offers a method to identify all stakeholders that are part of the landscape and also to recognize disparities in equity, diversity, and inclusion within the LP’s framework. It also provides an understanding of "who we are" and the specific role each partner plays within the landscape system.

While mapping it is common that you begin to see clusters (a group of similar organizations or individuals that are close together around an issue or objective), as well as entities or individuals with limited or no connections to other parts of the network.��Stakeholder mapping provides very important learning for the landscape partnership!

3. Stakeholder analysis

We will come to this topic soon!

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Potential users

Anglers

Walkers

Local Schools

Wild Food Collectors

Mountain Bikers

Horse Riders

Walking Clubs

Day Trippers from City

Bird Watching Group

Schools/�Universities

Divers

Artists

Public Health NGO

University Researchers

Students

Independent Experts

Ecological

Experts

Green Infrastructure Experts

Hotels

B&B

Coach/Train Companies

Renewable Energy Companies

Water

Companies

Convenience

Store

Pubs &�Restaurants

Livestock Farming

Fish Farming

Canoeists

Conservation

NGO

Bike Hire Centre

Borough Council

Parish Council

County Council

National Trust

Shooting Club

Fruit Orchards

Crop Farming

STAKEHOLDER IDENTIFICATION

& MAPPING

Regular users

Other users

Regular users

Potential users

Other users

NGOs

Academics

Consultants

Tour

Operators

Utility

Companies

Other

Businesses

Local Authority

Private Estate

Farming

Potential users

LOCAL�USERS

WIDER

CATCHMENT USERS

ECONOMIC

BENEFICIARIES

LANDOWNERS

STAKEHOLDERS

IN ECOSYSTEM

PROFESSIONAL

INTERESTS

Goal: Explain how stakeholder mapping works and what tools are used to perform stakeholder mapping��The image presents the Stakeholder mapping tool, from the Rikolto MSP Guide.�To develop this mind map, we can use online mind mapping tools, such as: Miro, Coggle, Mural etc.

By mapping together, the LP will gather new information. It will of course still be incomplete, as it’s impossible to map complex systems completely in this way as they are dynamic and ever changing, but they will be a better resource and foundation to work with than starting from a place where everyone can only see their part of the system.

As you build the physical map, it will bring new perspectives which may not have seen before. This is an opportunity to investigate the interconnectedness of your landscape; the relationship between people and organizations, for example.��The stakeholder mapping exercise provides a systematic approach to identifying all interested / interesting parties and also identify equity, diversity, and inclusion gaps on the LP’s.�It also highlights who is already part of the LP and who is not there - and should be. It enables us to identify the gaps on the landscape representation and be more strategic for the engagement approach.��

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Organization	Type of Stakeholder	Description	Relevance to Landscape
Example:�Government Department of Agriculture	Public agency. Agriculture, food security, and protect natural resources.	Subjected / restricted	Ensures government partnership
Example: Tesco�(UK flower retailer)	Big retailer based in the UK. Tesco.com	Subjected / restricted	Consumers of Lake Naivasha flowers
Local Farmers	Farming: cabbage, carrots, peas, fruit crops such as apples, dairy, and beekeeping.	Yes	A traditional and native group of people

Stakeholder identification and Mapping - Listing the actors (Module 1.1 Stakeholder Mapping and Analysis - 1000 Landscapes for 1 Billion People)

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Additional Resources & Tools:

Public-private-civic partnerships for sustainable landscapes (IDH and Eco Agriculture Partners).
A Practical Guide to Integrated Landscape Management (1000 Landscapes for 1 Billion People)
Mapping Social Landscapes�(World Resources International, 2018).
Stakeholder Characteristics and Roles Matrix (The MSP Tool Guide, Wageningen University and Research).

STAKEHOLDER IDENTIFICATION

& MAPPING

Goal: Provide supplemental resources that can help participants shape their stakeholder identification and mapping process. ��I would like to share with you some additional resources for Stakeholder Identification and Mapping.

�The publications:

Public-private-civic partnerships for sustainable landscapes (IDH and Eco Agriculture Partners).
A Practical Guide to Integrated Landscape Management (1000 Landscapes for 1 Billion People).

�The tools:�Mapping Social Landscapes - A Guide to Identifying the Networks, Priorities, and Values of Restoration Actors is very valuable to understand connectivity of individuals and organizations in the landscape and mapping actors’ priorities and values.�Also the tool Stakeholder Characteristics and Roles Matrix from The MSP Tool Guide, Wageningen University and Research - which helps to analyze the most important stakeholders in a partnership by focusing on their characteristics and roles.��There are many more tools available from a diverse range of sources!��[ Send links in the chat box:� Public-private-civic partnerships for sustainable landscapes (IDH and Eco Agriculture Partners, 2017).

A Practical Guide to Integrated Landscape Management (1000 Landscapes for 1 Billion People, 2022).�Mapping Social Landscapes (World Resources International, 2018).�Stakeholder Characteristics and Roles Matrix (The MSP Tool Guide, Wageningen University and Research, 2017).]

�

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Q & A

Any questions?

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Time for practice!

CASE STUDY & EXERCISE

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CASE STUDY:

LAKE NAIVASHA

Kenya

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Lake Naivasha Basin

CASE STUDY:

LAKE NAIVASHA

Kenya

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CASE STUDY: LAKE NAIVASHA (Kenya)

Goal: Provide more context about the landscape

Watch the video of Lake Naivasha from the United Nations Environment Program.

[Watch:�0 - 1:20

4:09 - 4:49

5:47 - end.]��We will also send you more resources for our case study through the chat box.

[Share the other resources for the case study in the chat

�More resources for the case study:

Landscape Profile: <https://peoplefoodandnature.org/landscape/naivasha-landscape/>
Shared risk and opportunity in water resources - Seeking a sustainable future for Lake Naivasha. <https://awsassets.panda.org/downloads/navaisha_final_08_12_lr.pdf>
Lake Naivasha Basin Landscape Association (LANABLA): <https://lanabla.org/>
Financing Strategies for Integrated Landscape Investment: Case Study of Lake Naivasha, Kenya: <https://peoplefoodandnature.org/wp-content/uploads/2014/04/Financing-Strategies-for-Integrated-Landscape-Investment-Case-Study-Imarisha-Naivasha-Lake-Naivasha-Kenya.pdf>]

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Who is affected by the landscape activities?
Who will be able to influence the outcomes of the LP?
Whose voices or interest on the subject might not be heard?
Report back in plenary

BREAKOUT GROUPS

Goal: Allow participants to talk through their understanding of the case study and apply what they've just learned about stakeholder identification and mapping

[15 mins for activity]

After watching the video, I would like to share with you some links for you to explore the Lake Naivasha Case Study:

Each group has to brainstorm together and discuss about who are the relevant stakeholders of the Lake Naivasha Landscape.�The idea is that you come up with either a list of the stakeholders or a mind map exploring who are the main actors of the landscape and which group they represent.��If you want to develop a mind map or brainstorm together, you can explore the Miro Tool - have you ever used it? It is very simple and dynamic.�<https://miro.com/>

[Do not enter breakout rooms just let participants talk amongst themselves]

[POST questions in chat:

15 minutes to discuss:

Who is affected by the landscape activities?

Who will be able to influence the outcomes of the LP?

Whose voices or interest on the subject might not be heard?]

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COFFEE BREAK

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3 mins for each group to share their reflections

TIME FOR SHARING

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Approach to gain insight into relevant stakeholders, their characteristics & interrelationships to prioritize stakeholders for engagement.

STAKEHOLDER ANALYSIS

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STAKEHOLDER ANALYSIS

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IMPORTANCE & INFLUENCE OF STAKEHOLDERS

Source: Adapted from Wageningen University Center for Development Innovation 2012

A

High Importance

Low Influence

The “victims”

B

High Importance

High Influence

The ones that can make the difference

D

Low Importance

Low Influence

The “bystanders”

C

Low Importance

High Influence

The “irresponsible”

Level of Importance

Level of Influence

Goal: Ensure participants understand the video and concept of stakeholder analysis ��Any questions? Did you like the video?�I personally really like this video and I think it is very clear and instructive.��Importance and Influence Matrix - Adapted from Wageningen University Center for Development Innovation.��As the video presents, Stakeholder analysis is also a very important step to understand who are the stakeholders of the landscape in more detail.�The idea is that we can capture certain characteristics of the actors in order to develop a specific approach and strategy for engaging with them.

�The Importance/Influence Matrix (or interest/influence) aims to capture the degree of influence and level of importance of each stakeholder over the relevant issues or possible objectives of the LP. So then we can include each one of them into one quadrant of the matrix.��To make the matrix more clear, we define level of importance as the priority given to satisfying the needs and interests of each stakeholder. The level of influence is defined as the power a stakeholder has to facilitate or impede the achievement of an activity’s objective.

�Based on this analysis, the LP can develop a consultation and awareness-raising strategy to help secure their engagement.

�The matrix on the next slide provides more information over the position of each stakeholder and what would that indicates.�

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HIGH INFLUENCE

Meet their needs
Engage and consult
Try to increase interest
Aim to move into right-hand box

KEY PLAYERS

Involve as allies/partners
Target in advocacy campaigns
Include in decision making
Engage and consult

LEAST IMPORTANT

Low interest and influence
Keep informed
Try to increase interest
Aim to move into right-hand box

HIGH INTEREST

Show consideration
Involve in low-risk areas
Keep informed
Engage and consult
Potential supporter/ambassador

Level of Influence of Stakeholders

Level of Interest of Stakeholders

INFLUENCE/INTEREST GRID

- Low

+ High

- Low

This grid helps you

to prioritize the various stakeholders, understand who the partnership should address, how and what to ask them.

Make sure to include your own organization and internal stakeholders.

Goal: Provide tool that will help with stakeholder analysis

This Interest and Influence Matrix is a Tool from the Rikolto MSP Guide, and the purpose of the tool is to understand the level of influence and interest of key stakeholders and strategies for higher engagement.

�GUIDING QUESTIONS:

• How can we strengthen the dynamics between those actors with high interest and high influence (collaborate)?

• How can we empower those stakeholders with high interest but low influence (consult/empower)?

• What could be the reasons why some stakeholders with high influence, but low interest, may want to hinder our initiative?

• How to deal with them? How to bring them in?��Of course, it is very important to make clear that this matrix is very “conventional” and the process of stakeholder analysis is far more complex and dynamic, as you know!��But it can provide good insights for us. So we use it as a reference as much as it is useful.

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Q & A

Any questions?

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WHAT IS

ENGAGEMENT?

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What words or phrases come to

mind when you think of

“ENGAGEMENT”

?

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Stakeholder engagement is the process of including stakeholders in an action or decision-making process.

(USAID, 2018)

STAKEHOLDER ENGAGEMENT

Goal: Have participants reflect on their thoughts about engagement and get a sense of what people know about the subject. ��Stakeholder engagement is the process of including stakeholders in an action or decision-making process. (USAID, 2018)

�There are many definitions for Stakeholder Engagement, here we share another one from UNDP:��UNDP: Stakeholder engagement is a process to ensure participatory equity, accountability and transparency, and to develop partnerships and networks amongst different stakeholders. According to them, engagement should be timely, open, transparent, informed, inclusive, and iterative��Stakeholder engagement can bring to light the issues that matter most to those affected and ensures that stakeholders are represented in decision-making process. Stakeholder engagement provides a range of viewpoints and perspectives, as well as valuable knowledge about the local social and ecological systems.��

What is essential to understand regarding this phase, is that every stakeholder group is different, therefore the strategy (format/method/process) will be different for each one.

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Transformative participation empowers all actors involved.

Change the structures of power and decision-making,

making all more representative and equitable.

(Rikolto MSP Guide)

PARTICIPATION

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“When we use power to empower others, you open the door to more democratic relationships between different stakeholders.”

(Rikolto MSP Guide)

POWER

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Why is engagement important?

Goal: Participants understand why engagement is important

�We first listen to the audience here. Then we share a few reasons and discuss with them.�

Stakeholder engagement is important in the ILM process for many reasons, some of them include: �I would like to highlight:

Raise awareness of the landscape partnership;
Gain trust and improve working relationships, form new partnerships, create new networks;
Encourage a sense of ‘ownership’ of the project;
Taking a broad spectrum of ideas and thoughts on board enables the adoption of a more holistic approach to addressing potential problems, limitations or conflicts;
Development of a transparent decision-making process and ensure policy decisions can be based upon stakeholder views;
Create new (or improved) communication channels.
Better understand the diverse landscape values, the needs of other land users and the impact of various activities on land users,
Share knowledge and collect data that will inform decision making and to jointly plan and integrate activities so that impact can be minimized.

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CASE STUDY:

PRODUCE, CONSERVE, INCLUDE

(PCI)

Mato Grosso,

Brazil

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CASE STUDY:

PRODUCE, CONSERVE, INCLUDE

(PCI)

Mato Grosso,

Brazil

Goal: Outline key features of the case study's landscape

�Here we have the landscape boundaries and its map.�Mato Grosso lies at the intersection of the Amazon rainforest, the Cerrado (tropical savannah), and the Pantanal wetlands and is known as a deforestation hotspot in Brazil.

�It is a coalition primarily built by the public sector, with a strong governance system that includes its own institute. With the support of private companies, NGOs, and other civic sector entities, the partnership creates a structure of high relevance and impact on public policies, with substantial capacity of raising funds and effective management for the region.

�Mato Grosso state is the largest agricultural exporter state in Brazil, as well as the largest national producer of cereals and leader in beef production.

�The context of the region: suffers from crop and pasture expansion - vast amounts of forest have made way to agricultural lands, which are mostly used for the production of soy and beef, since the turn of the century. From 1988 to 2018, Brazil’s National Institute for Space Research (INPE) estimates that 14.5 million ha of natural forests in the Amazonia biome in Mato Grosso have been clear-cut.�

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Different sectors at the table
Involvement of actors with substantial financial influence
Political will demonstrated by the state government
Engagement in collective & participatory construction

EFFECTIVE ENGAGEMENT STRATEGY

Goal: Participants understand the key factors needed to make an engagement strategy successful�

Why the engagement process was so effective? �I would like to highlight a few reasons why this project was so successful in engaging different actors and having a substantial impact in Mato Grosso.

Different sectors to the table - encouraging dialogue among various stakeholders;
The involvement of pioneer actors with substantial financial influence;
Political will demonstrated by the state government was fundamental;
Engagement in collective and participatory construction.

�Any concerns?�In MT there are a lot of Indigenous communities, and I would like to share with you my concern with local and traditional communities in this case study. I know that they were invited to participate, but they are not being empowered to take part in the decision making process of the initiative.��When we talk about engagement - it has to be inclusive!��

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INCLUSIVE STAKEHOLDER ENGAGEMENT

Diverse range of participants, including underrepresented identities within a community
Landscape Partnerships co-designed with Indigenous Peoples & local communities
It is necessary to remove barriers to engagement

Goal: Offer tips on how to be inclusive ��Equitable and inclusive stakeholder engagement is essential in the process of building a partnership and having cooperation.��- Equitable stakeholder engagement should include a diverse range of participants that represent the varying and often underrepresented identities within a community.

- Landscape Partnerships are more likely to achieve positive and lasting results when they are co-designed with Indigenous Peoples and local communities as much as possible.

Integrating scientific and technical knowledge with practical, local, traditional and/or other ways of knowing to improve the scientific basis of decision-making.�

- Remove Barriers To Engagement. What do you think can be barriers to engagement? Any idea?�Present a few examples:�For example when setting up in-person meetings it is very important to make sure everyone has a transportation to participate. Or if a meeting is remote, it is very important to make sure that all actors have access to internet and smartphone. Another example could be language - when working with groups that speak different languages, we have to ensure that project documents and communications are translated for everyone, specially local communities and traditional peoples.�

Time of the day: Provide participants with opportunities to engage at different times of day to accommodate schedules and work/home demands.
Transportation: If stakeholders are asked to travel to participate in the project or to attend in-person meetings, provide transportation for those who need it.
Communications and technology access: If stakeholders are asked to participate remotely, provide other means of participation if internet and smartphone access are significant barriers.
Language: When working with groups that speak different languages, ensure that communications and project documents are translated into these languages. This will allow stakeholders to better understand the content and messaging.
Demands on time: In many cases, some stakeholders will have other commitments which limit their opportunities to engage, including jobs, medical issues and childcare. Provide multiple methods of participation and offer childcare when possible. Also, demonstrate how stakeholder’s time is valued by providing compensation in the form of stipends, gift cards, meals, etc.
Information presentation: Break down complex issues and concepts so those who are new to the topic(s) don’t feel the subject matter is either “over their head,” “too scientific,” or that they are being “talked down to.”
Freedom of expression: Certain groups may not be comfortable expressing their needs and opinions due to lack of influence, empowerment or visibility within society. Project managers must identify these groups and provide safe spaces for them to communicate, such as separate meetings or options for anonymous input (UNECE, 2021).�

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When being consulted or engaged with a new project, what formats/processes do I most engage with? (Interviews, grabbing a coffee, presentation, survey, storytelling, casual walk, being on the land. etc.)�
If someone invited you to get involved in a new project or idea, what would make you say yes?

REFLECTION TIME

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Choose one of the tools shared today to map the key stakeholders in your landscape.
Analyze the results: is there anyone missing?
Develop an engagement strategy: think about how you could effectively engage stakeholders in your activities and identify entry points for collaboration

Mapping and analyzing stakeholders in your landscapes

HOMEWORK

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PROGRAM

OUTLINE

Update session dates

Update session names

Jan 30	Introduction to ILM
Feb 1	Five Interactive Elements of the ILM Framework
Feb 27	Integration of Diversity, Equity, Inclusion and Justice as a Cross-Cutting Part of ILM
Feb 29	Inclusive Stakeholder Identification and Engagement as a Foundation for ILM
March 19	Landscape Partnerships: Cross-Sectoral and Multi-Stakeholder Governance
March 21	Landscape Action Planning for a Multi-Generational Landscape Strategy
April 23	Shared Vision for a Thriving Landscape for All
April 25	Introduction to Integrated Landscape Finance Strategy and Tools
May 21	Landscape Investment Portfolio
May 23	Bringing it All Together Across Landscapes: Training Reflective Showcase

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THANK

YOU!

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FACILITATORS:

Replace names of facilitators and dates

LOGOS:

Add partner logos

Replace names and emails of facilitators

PATRICIA BON: pbon@ecoagriculture.org

MAX LEVY: mlevy@ecoagriculture.org

Patricia Bon, Max Levy, and Bemmy Granados. EcoAgriculture Partners

January 29, 2024