Ms. Lewis’ career spans strategic leadership roles at USAID, the White House, and global development organizations, where she successfully designed and directed more than $500 million in transformative worldwide portfolios, raised more than $650 million for anti-corruption and governance initiatives, and shaped U.S. and international integrity policy and practice. She is recognized for her strategic vision, technical expertise, success in building influential global and local coalitions, track record of leading organizational evolution, and credibility on the global stage. As Deputy of USAID’s Anti-Corruption Task Force and founder of the USAID Anti-Corruption Center, she led efforts to elevate, scale, and integrate anti-corruption into the Agency’s broader development mission, from health and education to climate and infrastructure, and cultivate internal champions and external partners for impact. She designed and launched USAID’s first global anti-corruption programming, resulting in a $150 million portfolio spanning every region of the world, led USAID donor and global partnership engagement – spearheading new global partnerships with the Open Government Partnership and Extractive Industries Transparency Initiative – and successfully led USAID’s Integrity for Development Campaign, which mobilized over $500 million in anti-corruption funding from bilateral donors. In 2024, she was selected for detail to the Executive Office of the President, where she served as Senior Advisor for Open Government at the Office of Science and Technology Policy, launching the first U.S. Open Government Secretariat and spearheading national initiatives and coalitions on open government and technology with Federal and state/local actors. For 15 years prior, Ms. Lewis managed and led a total of more than $250 million in diverse development programs across Latin America and Eastern Europe for Chemonics International Inc. and Development Alternatives Inc. ensuring program impact, leading donor engagement, mentoring and leading global teams, and building diverse pipelines of next-generation leaders committed to institutional transformation.

Ms. Lewis currently serves on the board of the Fund for Constitutional Government and on the inaugural advisory board of STROIKA. She previously served as a U.S. government steering committee member of the Open Government Partnership and as the USAID steering committee member of both the World Bank Global Partnership for Social Accountability and the Trust, Accountability, and Inclusion Collaborative. Ms. Lewis also served as the three-term Chair of the OECD/DAC’s Anti-Corruption Task Team, and as a Community Engagement Lead for USAID’s Hispanic Employee Council of Foreign Affairs Agencies (HECFAA).

Ms. Lewis, a bilingual/heritage Spanish speaker from Washington, DC, received her JD from American University’s Washington College of Law, and a BA in international relations, law and organization from Georgetown University’s School of Foreign Service.

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Previously, Jonen led the World Movement for Democracy, where he mobilized a broad network of civil society organizations, political actors and reformers to advocate for democratic institutions and protect civic space. He has designed and led international advocacy campaigns on issues ranging from political prisoners to solidarity with democracy movements, while fostering collaboration across sectors and borders.

He also launched the Hurford Youth Fellowship Program, helping nurture emerging democracy leaders globally. Today, alumni of the program serve in leadership roles across government and civil society, championing transparent and responsive governance.

Jonen’s contributions include co-founding the Community of Democracies Working Group on Enabling and Protecting Civil Society and helping establish the U.N. special rapporteur on the rights to freedom of peaceful assembly and of association. He supported efforts to ratify the African Union’s Charter on Democracy, Elections and Governance and co-authored the Defending Civil Society report, which helped catalyze international mechanisms to safeguard civic space.

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As associate director of Results for Development’s Nigeria office, Esther leads country practice strategy and program management, including partner engagement and client relationship management. She oversees country office operations, manages team performance, and provides technical and quality review of project deliverables. Her focus is on strengthening program operations, enhancing delivery and efficiency and expanding partnerships to promote long-term sustainability.

Prior to joining R4D, Esther served as country lead for the Evidence for Action Program, managed by Options Consultancy in Nigeria. In this role, she established and nurtured 11 state-led accountability mechanisms for maternal and newborn health across Nigeria. Her work has emphasized grassroots advocacy, capacity building and empowering citizens to demand their rights from duty bearers. She has worked to increase access to equitable health care services for vulnerable populations in rural communities and has contributed to significant increases in state budgetary allocations for health in Bauchi, Kaduna, and Yobe — raising them to 15% of total state budgets. Additionally, she has helped secure increased financing for priority maternal, newborn and child health programs in Lagos, Yobe, Bauchi, Niger and Kaduna.

Esther served as a steering committee member and co-chair of the Accountability Working Group of the Civil Society Coordinating Group on Global Financing Facility (CSCG) from 2019 to 2024.

She holds a master’s degree in project development and implementation from the University of Ibadan, Nigeria, and is currently pursuing a PhD in public health policy at the SWISS International School of Business Management. Esther is fluent in English as well as the Nigerian languages Efik/Ibibio and Ejagham.

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The current administration under President Petro has made an ambitious commitment to establish 20,000 new structures called energy communities, aiming to drive a significant shift in the existing energy system in favor of equity, through cleaner forms of energy. By making communities protagonists in their own energy solutions, with subsidies for initial investments for unconnected communities and interesting incentives to crowd in new actors to the sector outside capital cities, the new framework provides the basis for a transition in energy with justice at its core. While the approach and level of ambition is commendable, the risk of implementation gaps, if this new enabling environment is not used, is real. Although changes to policies and incentives on paper were an important first step, real equity improvements will depend on local actors embracing new behaviors and practices that will result in energy transition being used as a means to more inclusive governance of the sector and improved local development outcomes.

In late 2023, the Governance Action Hub launched a political economy analysis using the SOAS-ACE framework to identify feasible entry points to support efforts in Colombia around climate change and energy transitions that could have a sustainable impact on more inclusive development outcomes. The analysis aimed to understand actors, their behaviors, their relative power, capabilities, and interests at the national, sector, and sub-sector levels of energy transition.

The Governance Action Hub’s Colombia team sought to understand if there was a way to support a long-term shift in the energy system toward greater equity, particularly given the leadership of the new administration under President Petro on climate change at the global level, and the need for an energy transition rooted in justice at its core at home.

This paper (originally titled, Colombia, Energy Transition and the Governance Action Hub) outlines the Governance Action Hub’s analysis on Colombia to date, summarizing findings from two initial stages of exploration: identifying feasible entry points and ground testing a working hypothesis around supporting the comunidades energéticas (energy communities, ECs) as a feasible entry point for promoting better access to affordable and reliable energy, ultimately resulting in improved local development outcomes and democratic resilience.

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Introducción

Al entrar, fue impresionante ver la sala llena: más de 60 representantes gubernamentales, líderes comunitarios, e integrantes de ONGs y donantes. Todos trabajando a nivel nacional y local a lo largo del corredor minero (en los departamentos de la Guajira, Cesar y Magdalena), compartiendo sus lecciones y preguntas sobre las apuestas en las Comunidades Energéticas (CE). Todos unidos por un objetivo común: navegar las incertidumbres hacia una Transición Energética Justa (JET) y co-crear una visión resiliente para CEs sostenibles.

Este fue el ambiente en nuestro reciente taller co-organizado con la Universidad del Magdalena en Santa Marta, donde exploramos cómo aplicar el pensamiento sistémico y el análisis político-económico para informar nuestro trabajo en Colombia. Con seis Comunidades Energéticas y diversas organizaciones mapeamos los sistemas locales de actores y sus relaciones, y señalamos los desafíos, necesidades y oportunidades para fortalecer el rol de las CEs en su evolución. Identificamos ideas sobre cómo aprovechar sus fortalezas colectivas y relacionamiento para abordar los desafíos únicos en el diseño e implementación de acciones hacia una TEJ; y cuáles son esos factores críticos para fortalecer y asegurar comunidades energéticas sostenibles para el futuro.

Las visiones emergentes

Facilitación que permitió un diálogo participativo. En la imagen de la izquierda Farid Rodríguez del Semillero de Transición Energética de la U. Magdalena, Doris González Epieyu Líder de la comunidad Kasipaichi 2 y Robert Correa de Coomustier, Junto con la representante de la Alcaldía de Uribia. Y en la Imagen de la derecha, Carlos Díaz del Governance Action Hub y Jeannette Moreno de INSUCO.

En nuestra exploración al desarrollar los mapas de cada CE, probamos en la práctica una metodología de diseño de sistemas participativos. Los líderes comunitarios identificaron visiones claras que aspiran guiar su camino y lograr un impacto positivo y sostenible en sus territorios. Lo identificado y lo que motiva a las comunidades es lo siguiente:

• Generar beneficios económicos y sociales: Utilizar la energía como medio para impulsar el desarrollo económico local y ofrecer nuevas oportunidades de empleo.
• Ofrecer alternativas para la transición laboral: Facilitar el acceso a fuentes de ingresos alternativos y oportunidades de reconversión laboral para los miembros de la comunidad. Y aprender nuevas formas de subsistir.
• Autogenerar energía y reducir costos: Promover la autogeneración de energía para reducir los gastos en electricidad y mejorar la autosuficiencia energética.
• Preservar la identidad étnica: Integrar la tecnología de manera que respete y potencie la identidad cultural y las prácticas tradicionales.
• Mejorar la soberanía alimentaria: Aumentar el acceso al agua y mejorar las prácticas de refrigeración de alimentos para fortalecer la seguridad alimentaria.

Hay un nuevo paradigma en el acceso y generación de energía. Juan Fernando Higuita nos comenta en este video cómo las personas pueden ser socios de los proyectos de energía, y autogenerar y disminuir costos de la factura. Así la energía se convierte en un habilitador de múltiples procesos que potencian el desarrollo siendo una oportunidad para obtener beneficios y explorar formas de vida alternativas. Al comprender las realidades presentes y los desafíos diarios de las CEs, descubrimos en los grupos de trabajo oportunidades latentes para fomentar beneficios económicos y sociales a través de programas de energía y creación de empleo. Este enfoque holístico no sólo aborda áreas críticas como la salud, educación y acceso al agua, sino que también fortalece los lazos comunitarios y participativos. Promueve el desarrollo sostenible del territorio, y nutre el liderazgo local en torno a las CEs.

Como destacó PARES, estas visiones buscan fortalecer el liderazgo, formar líderes competentes para una participación activa, y fomentar colaboraciones y redes de trabajo en pro de la gobernanza. Este enfoque integral también subraya los posibles planes de acción y los compromisos a futuro que pueden realizarse con una red ampliada de actores y las CEs para implementar de forma resiliente mejoras en su relacionamiento externo.

Promoviendo el cambio en múltiples frentes

El compromiso del Governance Action Hub por generar impacto a nivel local e incidir en políticas públicas hacia una TEJ, nos ha permitido fomentar una conversación enfocada al desarrollo comunitario inclusivo y empoderar a los actores locales a través de prácticas participativas. Juntos definimos las siguientes áreas donde deben plantearse cambios y dinamizar conversaciones:

1. Relaciones institucionales y promoción de la participación: Las CEs deben fortalecer estructuras internas para su gobernanza comunitaria y fortalecer su relacionamiento con actores públicos y privados. Esto implica empoderar el liderazgo y asegurar la continuidad de los procesos de toma de decisiones. Además, requiere de colaborar con instituciones gubernamentales y no gubernamentales para garantizar que sus voces sean escuchadas y se está garantizando la prestación de servicios públicos básicos alrededor de las CEs.
2. Fortalecimiento productivo para el bienestar comunitario: Las soluciones energéticas pueden ayudar a optimizar los procesos de producción. Fortalecer alianzas con empresas locales e implementar métodos eficientes para la producción, almacenamiento y logística del transporte de bienes puede mejorar las oportunidades económicas dentro de la CE. Adicionalmente, dotar a los miembros de las CEs con las habilidades necesarias puede ayudar a desarrollar sus apuestas de negocio y de crecimiento.
3. Resiliencia social para abordar desafíos en el territorio: Social y territorialmente, las iniciativas buscan promover la cohesión comunitaria y la resiliencia. Creemos que prácticas innovadoras como el ahorro comunitario y una gestión energética eficaz pueden fortalecer los lazos sociales y contribuir a la sostenibilidad ambiental. Adicionalmente, al mejorar las colaboraciones y facilitar el acceso a programas de responsabilidad social empresarial, las CE pueden empoderar a las comunidades para enfrentar los desafíos sociales de manera colectiva y sostenible.
4. Conservación y Sostenibilidad ambiental: Los esfuerzos para promover la aplicación de lecciones aprendidas del pasado extractivo y prácticas ecológicas sostenibles, así como para crear conciencia, pueden proteger los sistemas locales, mitigar el impacto ambiental y promover la conservación de la biodiversidad. Colaborar estrechamente con diferentes partes interesadas puede ayudar a minimizar la huella ecológica mientras se fomenta la prosperidad comunitaria.

Caminos colaborativos que fortalecen a las comunidades energéticas en el corredor minero

Con estas prioridades en mente y enfocándonos en la colaboración entre los diferentes actores participantes, nuestro objetivo es explorar cómo todas las organizaciones y entidades gubernamentales pueden colaborar para apoyar a las comunidades en su proceso. Así, al finalizar el taller en colaboración con los participantes delineamos rutas estratégicas para aunar esfuerzos e intereses, y empoderar a las comunidades energéticas:

• Acompañamiento Social de la Escuela de Comunidades Energéticas: Se están construyendo metodologías compartidas y sólidas para fomentar el apoyo comunitario, empezando en los departamentos de La Guajira y Cesar. Estas iniciativas son lideradas por el Instituto de Planificación y Promoción de Soluciones Energéticas (IPSE) en la Escuela de Comunidades Energéticas con apoyo técnico de las organizaciones participantes.
• Modelos de Sostenibilidad y Experiencia Técnica: Diseñar y apoyar modelos sostenibles impulsados por expertos técnicos y socios como el Global Green Growth Initiative (GGGI) asegura la viabilidad a largo plazo de las CEs.
• Procesos del Conocimiento y la Investigación: El enfoque en estudios de caso localizados e investigación, en colaboración con World Resources Institute y la Universidad de Magdalena, busca profundizar nuestra comprensión e informar estrategias efectivas.
• Desarrollo de Nuevas Narrativas: La captura y difusión de nuevas narrativas que elevan las voces de líderes locales y destacan los impactos transformadores de las iniciativas de CE. En colaboración con PARES y otros socios exploraremos como utilizar estas narrativas para promover la sostenibilidad de la política.
• Coordinación Interinstitucional: La facilitación de colaboración y coordinación que permita aumentar el impacto de los proyectos desarrollados por diversos actores alrededor de las CE es fundamental. Desde el Governance Action Hub continuaremos fomentando conversaciones y la colaboración entre sectores para asegurar una implementación efectiva e inclusiva de las CEs que contribuya al desarrollo local.

Para mantener el impulso, nosotros, en coalición con nuestros aliados, estamos tomando acciones concretas dentro del corredor minero y estableciendo un marco de coordinación liderado por IPSE, el Ministerio de Minas y Energía, y otras ONG para fortalecer el desarrollo comunitario local. Este enfoque se centra en cultivar un ecosistema colaborativo resiliente, preparando el terreno para un futuro más brillante y sostenible para todos en el corredor minero.

Al finalizar este primer evento reconocemos las diversas perspectivas de cada CE. Con sus desafíos para mantener las soluciones energéticas y administrarlas en un esfuerzo colectivo a ser apropiado por tod@s.

Algunos entre nosotros, e incluso aquellos ausentes, pueden verse como competidores, ya sea trabajando en las mismas regiones, abordando problemas similares o buscando las mismas oportunidades de financiamiento. “La clave en tales situaciones es valorar la diversidad de enfoques aportados, y en lugar de evitar los desafíos, aprovechemos para impulsarnos hacia mayores impactos y oportunidades,” comentaba Mario Picón, Director del Action Hub, al finalizar el taller.

Juntos, podemos navegar estas complejidades en la era de la TE, trazar nuevos cursos y, en última instancia, crear cambios positivos profundos y justos para las comunidades y más allá. Recientemente empezamos este trabajo colaborativo al aunar esfuerzos con la Universidad de la Guajira y el Semillero de Transición Energética de la Universidad del Magdalena con apoyo del programa Frontiers de la Royal Academy of Engineers para desarrollar metodologías sistémicas para el fortalecimiento organizativo y comunitario de Comunidades Energéticas.

Únete a nuestro recorrido y colabora con nuestros socios en Colombia para actuar sobre las prioridades identificadas. Contáctenos para juntos apoyar al acompañamiento social a las CEs en la Guajira, y a los grupos de trabajo que tienen potencial para convertirse en verdaderas coaliciones de cambio.

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When entering it was impressive to see the room filled: over 60 government representatives, community leaders, and members of NGOs and donors. All working at both national and local levels across the mining corridor (in the departments of La Guajira, Cesar, and Magdalena), sharing their lessons and questions about the stakes in Energy Communities (CEs). All united by a common goal: navigating uncertainties towards a Just Energy Transition (JET) and co-creating a resilient vision for sustainable CEs.

This was the atmosphere at our recent workshop co-organized with the University of Magdalena in Santa Marta, where we explored how to use systems thinking and political-economic analysis to inform our work in Colombia. We mapped out the local systems of actors and their relationships with six Energy Communities and various organizations invited. We identified the challenges, needs, and opportunities to strengthen the role of CEs in their context. We surfaced ideas on how to harness CEs’ strengths and relationships to tackle challenges in designing and implementing actions towards an energy transition, and we also identified critical factors needed to strengthen and ensure sustainable energy communities for the future.

The resulting vision

Image left: Farid Rodríguez from the Energy Transition Hub at the University of Magdalena (left); Doris González Epieyu, leader of the community Kasipaichi 2 and Robert Correa, Coomustier (center); representative, Uribia’s Mayor Office (right). Image right: Carlos Díaz, Governance Action Hub (center); Jeannette Moreno, INSUCO (right).

In our exploration developing the maps for each CE, we tested a participatory systems design methodology. Community leaders articulated clear visions to guide their journey and achieve a positive and sustainable impact in their territories. The communities prioritize in their visions:

• Generating economic benefits: Use energy as a means to drive local economic development and offer new job opportunities.
• Providing alternatives for subsistence and labor transition: Facilitate access to alternative sources of income and opportunities for job retraining for community members, and learn new ways of subsisting.
• Self-generating energy and reducing costs: Promote self-generation of energy to reduce electricity expenses and improve energy self-sufficiency.
• Preserving ethnic identity: Integrate technology in a way that respects and enhances cultural identity and traditional practices.
• Improve food sovereignty: Increase access to water and improve food refrigeration practices to strengthen food security.

There is a new paradigm in energy access and generation. In this video, Juan Fernando Higuita explains how people can become partners in energy projects, self-generate energy, and reduce their utility bills. Energy becomes an enabler of various processes that enhance development by offering opportunities to gain benefits and explore alternative ways of living. Understanding the current realities and daily challenges faced by the CEs led to the identification of opportunities to promote economic benefits through energy programmes and job creation. This holistic approach not only addresses critical areas such as health, education, and access to water but also strengthens community and participatory bonds. It also promotes sustainable territorial development and nurtures local leadership within the CEs.

As highlighted by PARES, these visions aim to strengthen leadership, train competent leaders for active participation and foster collaborations for better governance. This comprehensive approach highlights possible action plans and commitments in an expanded network of actors and CEs to improve their external relationships and resilience.

Promoting change on multiple fronts

The Governance Action Hub’s commitment to local impact and influencing public policies towards a JET has encouraged a conversation focused on inclusive community development and empowering local actors through participatory practices.

Together, we have identified the following areas where changes need to be proposed and discussions need to be invigorated:

1. Institutional relations and promotion of participation: CEs must strengthen their internal structures for community governance and enhance their relationships with public and private actors. This involves empowering leadership and ensuring the continuity of decision-making processes. Furthermore, it requires collaboration with governmental and non-governmental institutions to ensure their voices are heard and access to basic public services around the CEs is guaranteed.
2. Productive strengthening for community well-being: Energy solutions can help optimize production processes. Strengthening partnerships with local businesses and implementing efficient methods for the production, storage and logistics of goods transportation can improve economic opportunities within the CE. Additionally, equipping CE members with the necessary skills can help develop and grow their business initiatives.
3. Social resilience to address territorial challenges: Socially and territorially, the initiatives aim to promote community cohesion and resilience. We believe that innovative practices such as community savings and effective energy management can strengthen social ties and contribute to environmental sustainability. Additionally, by improving collaborations and facilitating access to corporate social responsibility programs, CEs can empower communities to collectively and sustainably face social challenges.
4. Conservation and environmental sustainability: Efforts to apply lessons learned from past experience in the extractive sector, with sustainable ecological practices and raising awareness can protect local systems, mitigate environmental impact and promote biodiversity conservation. Working closely with various stakeholders can help minimize the ecological footprint while fostering community prosperity.

Building collaborative pathways and strengthening energy communities in the mining corridor

With these priorities in mind and focusing on collaboration, our goal is to explore how all organizations and government entities can work together to support local communities in their process. Thus, at the end of the workshop, in collaboration with the participants, we outlined strategic paths to unite efforts and interests to empower energy communities:

• Social support from the energy communities school: Robust methodologies are being developed and shared to strengthen community support, starting in the departments of La Guajira and Cesar. These initiatives are led by the Institute of Planning and Promotion of Energy Solutions (IPSE) within the Energy Communities School with technical support by partner organizations.
• Sustainability models and technical expertise: Design and support of sustainable models driven by technical experts and partners such as the Global Green Growth Initiative (GGGI) to ensure the long-term viability of CEs.
• Knowledge and research processes: Localized case studies, evidence, and research, in collaboration with the World Resources Institute and the University of Magdalena, seeks to deepen our understanding and inform effective policy and practice around CEs.
• Development of new narratives: Capture and dissemination of new narratives that elevate communities’ voices and highlight the transformative impacts of CE initiatives. We are collaborating with PARES and other partners to explore how to use these narratives to promote the sustainability of the CEs policy..
• Inter-institutional coordination: Facilitation of collaboration of coordination that enhances the impact of projects led by diverse stakeholders around CEs is paramount. The Governance Action Hub will continue to foster conversations and collaboration across sectors to ensure an effective and inclusive implementation of CEs which contributes to local development.

To sustain momentum, we, in coalition with our allies, are taking concrete actions within the mining corridor and establishing a coordination framework led by IPSE, the Ministry of Mines and Energy, and various NGOs to strengthen local community development. This approach focuses on fostering a resilient collaborative ecosystem, laying the groundwork for a brighter and more sustainable future for everyone in the mining corridor.

As we conclude this first workshop, we recognize the diverse perspectives of each Energy Community (CE), along with the challenges they face in maintaining and collectively managing energy solutions. Some of us, and even those absent, might see each other as competitors—working in the same regions, addressing similar issues, or seeking the same funding opportunities.

“The key in such situations is to value the diversity of approaches brought to the table, and instead of shying away from challenges, let’s use them to drive greater impacts and opportunities,” remarked Governance Action Hub Director Mario Picón at the end of the workshop.

Together, we can navigate these complexities in the era of the Energy Transition, chart new courses, and ultimately create deep positive change and justice for communities and beyond. Recently, we embarked on this collaborative effort by joining forces with the University of La Guajira and the Energy Transition Research Group at the University of Magdalena, with support from the Royal Academy of Engineers’ Frontiers program, to develop systemic methodologies for the organizational and community strengthening of Energy Communities.

Join us on this journey and collaborate with our partners in Colombia to act on the identified priorities. Contact us to support the social accompaniment of CEs in La Guajira and to work with groups that have the potential to become true coalitions for change.

The post Building Energy Communities: Collaborative efforts for a just transition appeared first on Results for Development.

At Results for Development (R4D), Tracy serves as Associate Director of the Governance Action Hub, which supports a global community of change-makers to develop practical solutions to governance challenges. She works with local partners to design and test these solutions, connects them with the global governance and anti-corruption community, and helps turn good ideas into meaningful change.

Throughout her career across academia, government, business, and nonprofits, Tracy has led teams and built partnerships to strengthen public services and accountability. In South Africa, she developed a gender-responsive budgeting program that improved water and sanitation services for women and girls and influenced government policy. She was part the leadership team that established the national Asivikelane campaign, which improved water, sanitation and hygiene (WASH) services for more than 5 million people living in informal settlements. She also led a health advocacy campaign that strengthened services at 45 public clinics serving over 650,000 people and helped restore critical health services for young people and women. Prior to that role, she served as Director of Policy and Research for Human Settlements in the Western Cape Government, where she established public sector partnerships with civil society, academia, and philanthropy.

Tracy is a Senior Atlantic Fellow for Social and Economic Equity at the London School of Economics, an inaugural Leader in Residence for Policy Change at the Atlantic Institute, and an alumna of the Mandela Washington Fellowship for Young African Leaders. For several years she led the Young African Leaders Initiative (YALI) online program in public management and governance, teaching young professionals from 14 African countries.

She holds a bachelor’s degree in politics, philosophy, and economics and a master’s degree in public policy from the University of Cape Town, and a postgraduate diploma in housing and urban finance from Erasmus University Rotterdam.

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