Over two days of the meeting, diverse stakeholders representing CSOs, governments, multi-lateral and bi-lateral organisations, philanthropy and direct-action partners, and knowledge partners came together with a shared goal: to unlock the conditions for scaling LLA by 2030. It was an opportunity to work across stakeholder groups and stimulate new relationships with the intention of triggering changes in institutions, programmes, and approaches.
Through intensive collaboration, participants identified five critical levers for transformation: addressing the inaccessibility of finance, strengthening communications and advocacy, packaging and generating evidence, increasing institutional support for LLA, and building government leadership. Stakeholders committed to concrete actions that will shape the future of climate resilience. The aim was not to debate challenges already well known, but to co-create solutions and chart a path for collective action.
Fundamental to the discussions were notions of justice and equity and the moral imperative to put communities at the heart of all climate resilience efforts.
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LLA in practice in Kenya
During the opening sessions and discussions, participants shared case studies and examples which illustrated the need for LLA and steps that can be scaled up. One example is below:
In 2024, extreme flooding in Mathare, Kenya killed over 200 people and displaced 150,000. Communities have been at the forefront of developing a solution to the flooding. Years of community engagement work has created trust between community leaders and first responders to the emergency. With improved capacity and data to hand, the youth mapped the floods, and women’s savings’ groups managed the emergency funds. Through collaboration and the availability of resources, communities and the government negotiated to find solutions. This locally led response was possible because of years of work with organisations and communities who now have their own agency, who are mobilised, and who have passion for organising. Scaling up LLA therefore requires patience and investment in long-term community development to build trust and capacities.