Governance
that changes
behavior
not just structures.

Governance

Our governance training and coaching focus on driving behavioral change, not just establishing systems.

Effective governance is essential for ensuring transparency and fairness in Wildlife Management Areas.

By strengthening leadership, decision-making, and accountability, communities can openly manage resources and revenues, ensuring that benefits are shared equitably among all members. Transparent systems reduce conflicts, build trust, and demonstrate to both local stakeholders and external partners that the WMA is well-managed. This not only empowers communities but also creates a stable foundation for sustainable development and long-term conservation success.

Our governance work equips leaders of these social enterprises

With the skills, knowledge, and confidence to turn their vision for managing natural resources into practical actions that improve community livelihoods. By strengthening leadership, financial oversight, and decision-making capacity, we ensure that communities can sustainably manage their resources, generate economic benefits, and build resilient, self-reliant conservation enterprises.

Accountable

Accountable to their members and community.

Capable

Capable managing land, resources & finances

Transparent

Open, transparent how information is shared.

Participatory

Participatory and inclusive in decision-making.

A deep dive in Makame WMA — how governance support strengthens social outcomes

What happens when governance actually works? Makame WMA shows us. 

Makame Wildlife Management Area demonstrates why Honeyguide invests in governance as a foundation of community-based conservation. Protecting wildlife and attracting investors is important, but it is not enough. For conservation to last, communities must trust the institutions managing their land. They must understand how decisions are made, know who represents them, and see that leaders are accountable.

Makame shows what becomes possible when governance is not just written into policies, but lived out in everyday practice.

Learn more how our approach has had meaningful impact in Makame>

Makame WMA and Honeyguide have collaborated on various activities and projects that focus on governance: the Site-level Governance & Equity Assessment (SAGE), the Governance Capacity-Building Framework (GCBF) and the Governance in Action (GIA) Assessment System are tools all developed for the very purpose of building effective and equitable natural resource governance. Throughout this process Makame has worked to strengthen how their Authorised Association (AA) functions as the governing body of a community-based organisation; how leaders communicate with member villages, how decisions are made and followed up on, and how the concerns of community members are considered and resolved. These efforts focus on practical improvements such as transparent meetings, clearer roles between governance and management, stronger participation in decision-making and visibility of community development initiatives supported by the WMA. Governance becomes real when it is built into daily operations.

How these changes materialise over time is best viewed through changes in behaviour and perspectives. Governance is tricky, and to really understand whether governance is working or not, the perspectives of all stakeholders involved need to be considered, but above all, the attitudes and perspectives held by community members, is the heartbeat  of community-based conservation. Gathering these perspectives and reflecting shows how investments into governance translate into lived experience.

Awareness and understanding: the result of sustained engagement & improved visibility
In Makame, 94% of respondents reported awareness of the WMA, compared with 90% across the Northern Zone and 83% nationally.

This reflects years of structured engagement between WMA leadership and communities — a core element of Honeyguide’s governance support — ensuring that the WMA is understood as a local institution rather than an external conservation project. Whether it be through awareness films, community meetings, village game scouts protecting people and their livelihoods, community development projects with clear visuals that show communities it was supported by the WMA, or a WMA leader conveying the WMA to their village, all of these contribute to a community that understands what the WMA is, and crucially, that there are all members of the WMA.

Governance is not only about knowing that the WMA exists. It is about participating in how it is run.

In Makame, a strong majority of community members understand how their village representatives are elected, and participation in elections is higher than regional and national averages. These figures show that governance structures are not only in place, but actively used.

When people understand how leadership works and take part in it, conservation becomes a shared responsibility. Decision-making is no longer distant. It becomes something communities help shape.
Governance strengthening has emphasised making leadership processes visible and inclusive. In Makame:

  • 78% of respondents understand how village WMA representatives are elected, above the Northern Zone average of 72%.
  • 66% reported participating in elections, higher than 59% regionally and 52% nationally.

These results align with the aims of GCBF and GIA activities, which focus on improving representation, clarifying procedures, and ensuring governance structures are not only in place but actively used.

Accountability sits at the heart of strong governance. In Makame, most respondents say they know who their village WMA representatives are. A significant majority also believe elections are conducted fairly, again above regional and national comparisons.
Governance support also prioritises accountability as the first governance principle in both the GCBF trainings and GIA Assessment, actively engaging communities so they know who represents them and coaching leaders to understand the significance of their leadership role within their community.

  • 82% of Makame respondents said they know their village WMA representatives, slightly higher than both the Northern Zone (78%) and national (78) averages.
  • 65% felt elections were conducted fairly, compared with 57% regionally and 54% nationally.

These indicators suggest that governance improvements are strengthening legitimacy, a key outcome tracked through the Governance in Action (GIA) Assessment, which links institutional performance to community confidence in their leaders and the WMA as a community-based organisation.

When governance systems function well, protecting the environment becomes something communities recognise as their own. The overwhelmingly positive perspectives community members hold towards the WMA is significant evidence that a sense of community ownership of the WMA has been achieved; ‘The WMA is ours, we are the WMA’. Without ownership, genuine participation in natural resource governance through the WMA model is limited at best. Honeyguide’s role is not to manage WMAs, but to help them become durable local institutions capable of managing resources, revenues, and relationships independently. Makame shows that when governance is strengthened, the benefits extend beyond administration: communities participate more, trust leadership more, and are better positioned to sustain conservation over the long term.

Trust cannot be demanded. It must be built.

Governance strengthening in Makame has combined structured tools with practical coaching. Assessments help track progress, but real change happens when leaders grow in confidence and clarity. Every leader brings different strengths and weaknesses, and governance support recognizes that.

Governance is not a one-time intervention. It is a continuous process of strengthening people, systems, and relationships. When that foundation is solid, everything else — protection, enterprise development, social impact — has something strong to stand on.

Tools such as GCBF and GIA provide structured and scalable ways to build that capacity, track progress, and ensure governance improvements translate into changes in daily actions and long-term social outcomes over time. When paired with direct coaching, where every community leader and manager is viewed as an individual with different strengths and weaknesses to work on, this structured approach has the potential to be incredibly effective. Invest in people and systems, and communities will do the rest.

Makame’s experience shows that when governance works, conservation becomes something communities own, shape, and sustain.

From Assessment to Action: Building Governance in Cycles

Our governance work starts with a baseline SAGE assessment to identify strengths and gaps. We then deliver core and targeted governance training through the Governance Capacity Building Framework, building leaders’ skills in oversight, accountability, finance, and HR. Ongoing follow-up—Governance in Action—tracks behaviour change and ensures governance improvements translate into better decisions and stronger WMAs.

Our work on governance begins with a baseline assessment using a tool called SAGE, carried out during the first year of engagement. Based on the results, we introduce our Governance Capacity Building Framework, starting with core governance training for all WMA community leaders. We then provide more targeted technical trainings that strengthen leaders’ ability to support management, hold teams accountable, and confidently engage in areas such as finance and human resources. A critical part of our approach is ongoing follow-up, known as Governance in Action: we track whether the training is changing leaders’ behavior, whether that behaviour is improving decision-making, and ultimately whether the WMA is progressing toward stronger, more effective governance.

GOVERNANCE-APPROACH-TO-WMA MORE ABOUT SAGE MORE ABOUT GCBF MORE ABOUT GIA

We work toward this vision by combining practical tools, data, and hands-on support with WMA leaders, village governments, community members, and national partners.

SAGE Guiding WMAs Toward Success

Honeyguide uses the SAGE tool to help communities assess governance and equity in their WMAs. By bringing stakeholders together, it identifies gaps, informs targeted training, and strengthens management.

SAGE- (Site-level Assessment of Governance and Equity)

Honeyguide utilises the SAGE tool and approach. This is a simple, low-cost tool developed by IIED and its partners to help people involved in protected and conserved areas assess how well these areas are governed and how equitable they are. Using a questionnaire based on IUCN principles, SAGE brings different stakeholders together to discuss what is working, what is not, and what can be improved. This shared process helps strengthen governance, promote equity, and achieve better social and environmental outcomes, while supporting global goals such as the CBD’s 30x30 target.

The results of the SAGE process help Honeyguide teams and WMA leaders clearly understand where gaps exist and where improvement is needed. These insights are then used to design targeted training and growth programmes, enabling leaders to respond directly to the findings and strengthen how the WMA is managed. In addition, SAGE outcomes inform the design of the  BEST (Business Enterprise Sustainability Tool), a key part of Honeyguide’s long-term vision to support professional, well-run WMAs that deliver positive impact and real benefits for communities and all stakeholders.

GCBF Strengthening WMA Leadership for Lasting Impact

Honeyguide works directly with WMA leaders to strengthen how decisions are made, money is managed, and communities are represented. Through the Governance Capacity Building Framework (GCBF), we deliver hands-on training, mentoring, and follow-up that turns governance principles into daily practice—supporting leaders to run their WMAs transparently, accountably, and in the best interests of their communities and wildlife.

Governance Capacity Building Framework (GCBF)

The Governance Capacity Building Framework (GCBF) is Honeyguide’s core approach to building strong, effective governance in Wildlife Management Areas (WMAs). Grounded in over a decade of experience working alongside community institutions, the GCBF provides a clear, structured pathway for strengthening accountable, transparent, and inclusive leadership that enables WMAs to function as viable, community-led conservation enterprises.

Co-developed with community leaders, the GCBF equips WMA boards and leaders with the practical skills needed to oversee conservation, manage revenues, and make informed decisions. Built on 12 principles of good governance and anchored in a sustainability model that balances economic, social, and ecological outcomes, the framework combines core governance training with targeted technical modules. A strong emphasis on mindset shifts and behaviour change helps professionalise leadership, improve transparency, and build the confidence required to engage effectively with investors, government, and partners.

The GCBF establishes a shared standard for governance capacity development across Honeyguide and its partner WMAs. Its vision is strong, inclusive community governance systems that uphold equity, transparency, and local leadership. Through training, coaching, and ongoing mentoring, the framework strengthens leadership, coordination, and decision-making while fostering financial accountability and ethical resource management.

Implementation of the GCBF is coordinated through Honeyguide’s Governance and Communications Programme and delivered by Honeyguide staff, consultants, and certified trainers. The framework is embedded through continuous learning, follow-up, and periodic review, ensuring it remains practical, relevant, and responsive to real governance challenges on the ground. WMAs also use the GCBF as a reference point and self-assessment tool to track progress and guide institutional renewal.

As a living framework, the GCBF continues to evolve alongside changing governance and conservation contexts. By embedding it across all governance work, Honeyguide ensures continuity, institutional memory, and quality assurance, reinforcing its leadership in advancing equitable, community-led conservation across Tanzania.

The Framework structure is designed around two main components: Core Modules and Customized Modules.

The Core Modules establish the fundamental pillars of governance. These essential areas include Governance and Leadership principles, a focus on Legal and Policy Frameworks, stringent guidelines for Financial Management and Accountability, and standards for Human Resource Oversight and Ethics.

The Customized Modules allow for flexible, targeted training based on specific organizational needs. These supplementary areas cover specialized topics such as Conflict Management and Resolution, fostering Gender and Social Inclusion, enhancing Communication and Stakeholder Engagement, and practical methods for Monitoring Governance Performance.

Improving information sharing and participation

Many governance challenges stem from information gaps. Honeyguide supports WMAs to design systems that reach community members, NGOs and investors, government bodies, and governing body members.

The goal is that no one is surprised by decisions that affect their land, rights, or livelihoods.

Governance in Action (GIA): Assessing and strengthening governance

Honeyguide has developed the Governance in Action (GIA) Assessment Toolkit. GIA helps WMA leaders turn governance principles into action. By combining audits of systems and documents with community feedback, it shows where leadership, accountability, and inclusion can improve. Honeyguide uses GIA to track performance, guide decisions, and embed good governance into daily operations—helping WMAs become transparent, professional, and investment-ready while delivering real benefits for communities and wildlife.

GIA assesses governance across five dimensions: Accountability, Capacity, Participation and Consensus, Openness and Transparency, and Sustainability.

The assessment brings together multiple perspectives from community members, WMA governing bodies, management teams, field officers, and external stakeholders.

The GIA combines two approaches: 

Audit-based indicators

Such as governance documents, financial systems, AGMs, and benefit-sharing agreements

Perception-based indicators

Capturing experiences of fairness, inclusion, and trust inclusion, and trust inclusion, and trust

Each WMA receives dashboards and scorecards showing strengths, gaps, risks, and priority actions. GIA is a continuous learning system used over time by WMAs, partners, and government.

Governance in Action (GIA): Assessing and Strengthening WMA Leadership

Honeyguide has developed the Governance in Action (GIA) Assessment Toolkit to strengthen governance in Wildlife Management Areas (WMAs) and other community-based natural resource management systems in Tanzania. GIA is designed to translate abstract principles of good governance into practical, measurable actions, giving local leaders clear insights into how their institutions are performing and where improvements are needed.

GIA assesses governance across five dimensions: Accountability, Capacity, Participation and Consensus, Openness and Transparency, and Sustainability. It brings together multiple perspectives—from community members, WMA governing bodies, management teams, field officers, and external stakeholders—to provide a comprehensive view of governance in action.

The toolkit combines audit-based indicators, such as governance documents, financial systems, AGMs, and benefit-sharing agreements, with perception-based indicators that capture experiences of fairness, inclusion, and trust. This dual approach ensures that GIA reflects both formal structures and lived experiences, highlighting gaps in leadership, accountability, and inclusivity.

At its core, GIA is a tailored Monitoring, Evaluation, Accountability, and Learning (MEAL) system. It allows WMAs to track performance in real time, integrate good governance into daily operations, and benchmark progress against international standards. For example, in 2024, five WMAs used GIA to identify gaps and achieved 50% progress toward global best practices, with Waga WMA demonstrating how the framework can drive institutional renewal and performance tracking.

GIA’s design also links governance performance to practical decision-making. Honeyguide builds dashboards that combine GIA scores with financial, benefit-sharing, and ecological data. This integration helps WMA leaders see how decisions affect their communities and natural resources across the landscape, supporting transparency, efficiency, and accountability.

By using GIA, WMA leaders can make informed decisions, strengthen stakeholder trust, and position their areas as professional, investment-ready social enterprises. Strong governance, backed by reliable data and inclusive leadership, is essential for attracting long-term financing, securing political support, and ensuring that community conservation delivers real social, economic, and ecological benefits.

GIA Dimensions

Q&A

Governance involves setting the organization’s strategy, providing oversight, and ensuring accountability to the board and stakeholders. Management is the day-to-day execution, implementing the policies and plans set by governance to achieve organizational objectives.

In order to simplify the program and to focus on the critical principles for governance of natural resources, we decided to hone in on 5 key principles.