Landscape Action Plan (short-term)

Based on the long-term Landscape Strategy (3.2), the LP members can develop a short-term (typically 2-5 years) Landscape Action Plan to begin implementing the strategy. This process commonly includes an initial stock-taking and spatial mapping of projects, businesses and programs already underway in the landscape that are aligned with the Landscape Vision and Strategy. The Action Plan may involve expanding or linking these. There will usually also be proposals for new activities and investments that are unfamiliar locally, that need to be studied, perhaps through visits to see them in operation outside the landscape or inviting others to share their experiences with the LP.

Activities to consider in an Action Plan may be very diverse, reflecting the involvement of diverse actors. An illustrative set might include: engaging with cooperatives to develop a sustainable smallholder support programme, conducting cross sectoral capacity building activities, investment by agribusinesses to reduce water pollutants, setting up a crop certification program, instituting a local government small grant program for innovators, doing market research for new sustainably grown products, setting up a food safety net program for the poor, modifying the route or construction materials for a new road, and organizing an annual arts festival around the Landscape Vision to mobilize greater citizen support.

Thoughtful evaluation is needed to determine the potential costs and benefits (for different stakeholders) of the proposed activities, synergies and tradeoffs among them, and their alignment with the Strategy. A collaborative priority-setting exercise may be useful. Working collaboratively to develop the Action Plan involves practical discussions and negotiations on how to align, coordinate or integrate the proposed actions within stakeholders’ own existing mandates, work programs and business plans. The LP may need to consider how to mobilize inputs and support from farmers and community groups within the landscape, and from state and national government authorities or corporations whose engagement (or at least acquiescence) is needed for successful implementation of the Plan. Typically, LPs will invite or set up Working Groups to work out the details.

The agreed Landscape Action Plan may be fairly high-level or quite detailed, and may be shared in the form of a written report, table, calendar, map or video. In whatever form, it should clearly communicate the activities, who will be responsible for implementing those activities, and the timeline for action. These can then be regularly tracked, as described in 4.1. The location of proposed activities can be shown on the LP’s landscape map, to provide a visual representation and highlight synergies. As landscape initiatives face continually changing conditions, it can be useful to adjust action plans regularly, perhaps every 6-12 months, and revise the full Action Plan every 2-5 years.

Landscape Action Plan (short-term)

Landscape Action Plan (short-term) Tools

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Work Plans

  • Co-design

Designed to be used in conjunction with a logical framework or pre-designed project, a work plan demonstrates how the project activities will be operationalized, provides the basis for preparing the project budget and ensures efficient use of resources and time. This tool explains the four key steps of a work plan and provides case studies to demonstrate how work plans can apply to specific projects.

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Collaborative Change: A Communication Framework for Climate Change Adaptation and Food Security

  • Co-design

This guide provides a preliminary framework for strengthening the capacity of development organizations and programs to address the communications aspect of challenges related to climate change and food security. It explains how the design and use of participatory communications processes, strategies and community media to share information among relevant stakeholders in an agro-ecological context can encourage attitudes and practices that promote resilience and offer livelihood options to cope with climate change.

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Communication for Rural Development: Guidelines for Planning and Project Formulation

  • Co-design

This manual provides step-by-step guidance to assist in the effective planning and implementation of Communication for Development (ComDev) activities. ComDev rests on the premise that sustainable development and social change cannot happen without the conscious and active participation of stakeholders at every stage of a development process. It combines a range of participatory methods and media to ensure more equitable access to information, knowledge sharing and inclusive decision-making for farmers and rural communities.

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Community-Based Agricultural Development Planning

  • Co-design

This manual aims to provide practitioners basic information and tips on how to plan, implement and monitor a Community-Based Agricultural Development Plan (CADP). A CADP is an action plan: 1) that engages the whole community over several years, 2) that is negotiated and implemented by the local community and district extension agents together, 3) that seeks the support of multiple partners/projects for implementation, and 4) that provides clear indicators to monitoring implementation and impacts. It is an adaptive learning process in which the planning, implementation and monitoring activities are highly interrelated.

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Logical Frameworks

  • Co-design

A logical framework sets out the basic structure of a project in a four by four matrix and can be used to guide both project preparation and monitoring and evaluation. This guide explains the key parts of a logical framework and provides case studies and checklists to help partners understand how to apply them to their own projects.

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Timeline

  • Co-design

This tool describes a variety of uses for timelines including mapping moments and metrics, highlighting developments and guiding reflections among historical trends. It goes on to provide guidance on how to facilitate the development of a timeline amongst stakeholders in the partnership.

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