How Partnerships with Indigenous Communities Can Strengthen Africa’s Climate Resilience

Hilina Yalem

Hilina Yalem

Hilina Yalem is a consultant at Triple Line Consulting with expertise in qualitative and mixed-methods research, including tool development, stakeholder engagement, data collection, analysis, reporting, and dissemination of findings. Her work focuses across Ethiopia.

Climate change isn’t just a distant threat- it’s a daily reality for communities across Africa. From longer droughts to sudden floods and growing food insecurity, the continent is feeling the pressure. But while global strategies often focus on high-tech solutions and sweeping policies, there’s a powerful resource that’s sometimes overlooked: the deep, place-based knowledge of Indigenous communities.

As Stanley-Jones (2025) points out, resilience isn’t just about adapting- it’s about understanding the land through lived experience. Indigenous communities have been doing this for generations. Their connection to nature allows them to notice subtle changes in the environment, often more accurately than satellite data or external forecasts. These local systems aren’t static; they evolve over time, shaped by the rhythms of the land and the wisdom passed down through stories, rituals, and shared practices.

Yet, according to a 2025 UN report, there’s a serious disconnect. Many global climate strategies don’t align with the perspectives of Indigenous Peoples and local communities. This mismatch can lead to solutions that don’t fit, and sometimes even disrupt the traditional ways people have learned to cope with climate change.

Across Africa, we see powerful examples of traditional knowledge in action. Farmers in Zimbabwe and pastoralists in Kenya use seasonal cues, oral histories, and community-based resource sharing to manage droughts and floods. These methods are grounded in reality and tailored to local conditions- something that top-down approaches often miss. When Indigenous knowledge is integrated into climate planning, the results speak for themselves. In places like the Sahel and the Horn of Africa, community-led projects have helped restore degraded land, improve food security, and bring people together. As Tashi Dorji et al. (2024) emphasise, real progress happens when Indigenous voices aren’t just heard- they’re part of the decision-making process.

To make this shift, we need to create space for Indigenous communities to lead. That means recognising their expertise, embedding their knowledge into national frameworks, and building systems that support, not replace, their ways of life.

One inspiring example comes from the Mekong region, where the “Voices for Mekong Forests” (V4MF) project has been working to strengthen the role of non-state actors in forest governance. Conducted by Triple Line, the initiative helps forest-dependent communities monitor and protect their landscapes, respond to policy challenges, and build capacity through tools like the Forest Governance Monitoring System (FGMS).

While the context in Southeast Asia may differ from Africa, the lesson is universal: when communities are respected, trusted, and equipped, they become drivers of resilience. The experience from the Mekong region reminds us that real climate resilience doesn’t come from distant decisions but begins in the hands of those who live closest to the land. When people are empowered to lead, they don’t just weather the storm- they bring their own wisdom, strength, and solutions to the table. They show us what it truly means not just to survive climate change, but to build a future that is fairer, stronger, and grounded in the realities of those most affected.

Therefore, forging meaningful partnerships with Indigenous communities is not only a strategic necessity but a moral imperative for climate resilience in Africa- these collaborations bring together generations of ecological wisdom, foster inclusive and culturally grounded solutions, and lead to more sustainable, community-driven outcomes (Dorji et al., 2024; Ebhuoma, 2024; Leal Filho et al., 2023).

References

  • Dorji, T., Rinchen, K., Morrison-Saunders, A., Blake, D., Banham, V., & Pelden, S. (2024). Understanding how Indigenous knowledge contributes to climate change adaptation and resilience.
  • Ebhuoma, E. E. (2024). Indigenous knowledge and natural infrastructure resilience to climate change in developing countries.
  • FAO. (2010). Indigenous Peoples’ Knowledge and Climate Change Adaptation in Africa.
  • Leal Filho, W., et al. (2021). Indigenous knowledge and climate change in Africa. Sustainability, 13(10).
  • Palmer, C. (2025, March 25). The benefits of culturally responsive community-based research partnerships. American Psychological Association.
  • Stanley-Jones, L. (2025). Place-Based Resilience in the Global South. UNEP.
  • Tashi Dorji, S., et al. (2024). Participatory Climate Governance and Indigenous Knowledge. Journal of Adaptation and Resilience.
FROM THE DESK

Latest Blogs

Anand Roop

Anandroop Bahadur

Group Head – Human Resources

Expertise

Human Resource Expertise, HR Strategy, Oragnisational Design, Talent & Leadership Development, Policy Governance

Anandroop Bahadur is a seasoned HR leader and strategic advisor with nearly two decades of experience across the development, consulting, and social impact ecosystem. She brings a strong blend of deep technical HR expertise, organizational design acumen, and a people-centric ethos to her work.

At IPE Global, Anandroop leads the Group Human Resources function across IPE Global and its associated entities, including Triple Line Consulting and IPE Africa. Her focus is on strengthening organizational foundations, enabling leadership effectiveness, and building scalable people systems aligned with the organisation’s global growth ambitions. Her remit spans HR strategy, organizational design, talent and leadership development, compensation and performance frameworks, policy governance, safeguarding, and culture integration across geographies.

Over the course of her career, Anandroop has held senior HR leadership and consulting roles with organisations such as Clinton Health Access Initiative (CHAI), Ford Foundation, NASSCOM Foundation, Central Square Foundation, Amity Education Group, and other international institutions. She has advised leadership teams and boards through periods of scale, transition, and transformation, and has led HR operations in high-growth, high-complexity environments.

She holds an Executive Degree in Human Resources from XLRI Jamshedpur and is a SHRM–SCP (Senior Certified Professional), reflecting her grounding in global HR standards and best practices. She has also completed advanced executive and leadership programmes, including training in coaching and organisational transformation, and is an ICF-trained executive coach, currently working towards her ACC credential.

 

Nikos Papachristodoulou

Nikos Papachristodoulou

Director

Expertise

Urban, Infrastructure, Disaster and Climate Resilience, Inclusive Growth

Nikos has expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. He oversees and manages projects for Triple Line’s cities and infrastructure portfolio.

Nikos is an urban specialist, with principal areas of expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. Over the past 12 years he has worked for a range of clients including the World Bank, FCDO, EU, USAID, Cities Alliance, Global Green Growth Institute (GGGI), Norwegian Refugee Council (NRC), and local authorities.

Nikos’s work has incorporated the full spectrum of the project cycle, from analytics and programme scoping and design, through implementation, and evaluation and learning.

He has a high level of familiarity with HMG business cases and ODA eligibility criteria having led and supported the development of FCDO’s urbanisation strategy and options for future investments in Somalia’s cities, Prosperity Fund Global Future Cities Programme (GFCP) scoping in Nigeria, and the development of the business case for an urban resilience programme in Tanzania.

Nikos also brings excellent understanding of World Bank latest trends and procedures as a result of his involvement in a number of analytics and technical assistance projects, including on informal settlements upgrading in Mogadishu, climate change adaptation planning in Latin American and Caribbean cities, assessment of the climate resilience of Dar es Salaam’s transport infrastructure, spatial development in Nigeria, and preparation of a handbook on integrated urban flood risk management.

Nikos holds a BSc in Economics from the University of Piraeus and an MSc in Social Development Practice from the Development Planning Unit at University College London (UCL).

 

Ricardo Pinto

Ricardo Pinto

Associate Director

Expertise

Private Sector Development, Regulatory Reform, Regional and Local Economy

Ricardo has 35 years´ experience in private sector development, regulatory reform, regional and local economic development in the European Union, Western Balkans, Easter Partnership Countries, Middle East, Africa, etc. He is tasked with developing our strategic operations in continental Europe and Ukraine.

Ricardo is a seasoned international development professional with over 30 years of experience designing and delivering Private Sector Development and economic growth initiatives across more than 50 countries spanning Central, Eastern and Southeast Europe, the CIS, Africa, MEDA, and Asia. He holds both a bachelor’s degree and PhD from the London School of Economics and Political Science (LSE) and is a Certified Management Consultant (CMC).

Ricardo brings a unique combination of strategic insight and practical implementation expertise. He has led high-impact assignments for key development institutions, including the European Commission, OECD, GIZ, FCDO/DFID, UNDP, UNCTAD, EBRD, ILO, ADB, World Bank, USAID, and Danida.

With a deep and practical understanding of institutional architecture, policy environment, and post-conflict recovery dynamics, and a career spanning over 30 years across transition economies, Ricardo brings not only technical depth but also a trusted reputation among donors, policymakers and peers.He is leading Triple Line’s strategic expansion into continental Europe, including Ukraine, while strengthening our credibility across the broader region and beyond. Proven Expertise Across Our Core Pillars. Ricardo’s work focuses on the areas central to Triple Line’s evolving service offering: Governance & Institutional Reform: advising public institutions on regulatory impact, policy reform, and donor coordination, Private Sector Development: strategy development for SME ecosystems, innovation, and competitiveness, Infrastructure Enabling Conditions: support for investment climate improvement and regional/local economic development and Cross-cutting themes, including green transition, women’s economic empowerment, and inclusive growth

 
LIFE AT IPE

Learning &
Development (L&D)

We inspire people to be better.

Our intuitive and personalised programmes provide clear path for growth, leadership development, and help people sharpen their skills.

0 %
People trained in last 3 years
0 %
Participation in L&D Initiatives in 2025

Your journey starts from Day One….

Structured Onboarding

Helps align expectations and lays the foundation for your success

New Hire Training

Makes you familiar with the organisation; helps you settle down in a new work environment

Customized L&D Platform

Helps upskill at your own pace through continuous learning and training programmes

Linkage with
Performance Management

Aligns resources and training needs based on your skill set

Learning is not always a formal process. We also align our organisation values to a culture of learning