Background
In 2017, Akashinga set out to challenge conventional wisdom by empowering women from surrounding communities to become the front line of wildlife protection. But by 2020, with growing operational demands and the need for more skilled personnel, the academy found itself at a crossroads. Outsourcing training programmes to external consultants could no longer meet the scale and specificity required. The growing need for locally grounded instruction became clear.
Enter LEAD Conservation. With its expertise in developing locally led training programmes, LEAD immediately recognised the opportunity to not just fill gaps, but to build a scalable, sustainable training infrastructure that would ensure Akashinga’s ability to operate independently, even as it grew. The challenge was clear: how could the academy develop a system capable of creating skilled instructors who could sustain their own training without outside reliance?
The answer was deceptively simple: local leadership. LEAD focused on identifying and empowering local talent to train others. It was a forward-thinking move—one that ensured Akashinga didn’t just rely on external expertise, but built up its own capacity to adapt and thrive. With this foundation in place, LEAD’s task was to transform 15 internal rangers into certified instructors capable of passing on vital skills, knowledge, and leadership.
Approach and methodology
LEAD’s strategy revolved around a single, core principle: empowerment through knowledge. Local rangers, many of whom had limited formal education but vast on-the-ground experience, were trained in a programme that was both hands-on and tailored to the challenges they faced in the field. The training incorporated practical, real-world scenarios where participants would use their intuition and expertise rather than relying solely on theory. They didn’t just learn how to instruct—they learned how to be leaders in their own right.
One of the most compelling aspects of the programme was its emphasis on cultural relevance. Training is often criticised for being out of touch with local realities, but LEAD’s method centred on training instructors who were from the communities they served. These instructors, such as Sergeants Petronella Chigumbura and Julianna Murumbi, had not only been part of the Akashinga programme from the start but also understood the unique cultural nuances of Phundundu. They were then sent to Kenya for advanced training, where they earned qualifications that would allow them to lead the training efforts locally.
LEAD’s approach, much like Akashinga’s own ethos, wasn’t just about teaching skills—it was about developing leaders who would pass those skills down, creating a ripple effect of empowerment. The model was designed to build trust within the community, while preparing each instructor to deal with a different set of challenges every day.
Key outcomes
What emerged from this process wasn’t just a shift in how training was delivered, but an organisational transformation.
The first, and perhaps most important, result was cost efficiency. Akashinga no longer had to rely on external trainers to run courses, reducing its costs by an estimated 50%. But the financial savings weren’t just about budget cuts—they reflected a deeper shift in mindset. Instead of outsourcing expertise, Akashinga was now developing its own home-grown solution. This wasn’t just a tactical win; it was a philosophical one.
Secondly, cultural relevance became the cornerstone of Akashinga’s success. With locally trained instructors who understood the specific challenges faced in the Phundundu region, the training programmes resonated more deeply with those they were intended to teach. This wasn’t just about training rangers; it was about ensuring they connected with the material in a meaningful way. The integration of language and cultural understanding meant that every lesson learned was not only actionable but contextually appropriate.
In a place where sustainability is not an abstract goal but an everyday necessity, self-sufficiency was the final breakthrough. Akashinga no longer needed to rely on external experts for their training needs. By developing a system for locally led instruction, they had ensured the continuity of their mission, even in challenging times. It was a model built on local expertise, capable of evolving as the operational demands changed.
Lastly, community engagement took centre stage. Local instructors, such as those delivering the Ranger Life Saver course, played an instrumental role in strengthening trust between Akashinga and surrounding communities. These training courses, grounded in Zimbabwean realities, served as a constant reminder that conservation wasn’t just an activity but a shared endeavour. Without local buy-in, conservation initiatives remain hollow, and the academy’s success was as much about building partnerships as it was about training rangers.
Broader implications for conservation
What Akashinga has achieved goes beyond its own success. The model that LEAD helped establish serves as a scalable template for other conservation efforts across Africa and beyond. Local leadership is the key—this isn’t a model that requires a large donor-funded infrastructure or a constant influx of external expertise. Instead, it focuses on developing sustainable, adaptable local capacity that can meet evolving challenges without external dependence.
More importantly, Akashinga’s approach has changed the narrative around gender inclusion in conservation. By empowering women to become trainers and leaders, Akashinga is not just tackling conservation issues; it’s addressing broader societal imbalances. This shift is crucial for breaking the status quo and setting a new precedent for the role women can play in conservation leadership.
Finally, the integration of community engagement into the training model ensures that conservation doesn’t operate in isolation. It becomes a shared responsibility, creating partnerships that are essential for long-term sustainability. This dynamic approach to conservation security ensures that local communities aren’t just passive beneficiaries—they are active participants.
Conclusion
The development of in-house instructional capacity at the Akashinga Academy has shown what is possible when a conservation programme focuses on local leadership, empowerment, and sustainability. Through LEAD Conservation’s collaboration, Akashinga has not only secured a model for long-term self-sufficiency but has also set an example for the wider conservation community. By empowering local communities to lead, it has created a system that is resilient, adaptive, and capable of evolving with the changing face of conservation challenges.
This case study demonstrates that the future of conservation doesn’t lie in external intervention but in local leadership, adaptability, and community engagement—principles that will continue to shape the way we approach wildlife protection across the globe.
