Collaboration with the local population has been a major factor in the success of anti-poaching operations, and must be maintained in order to strengthen confidence and build up the sources of intelligence essential for well-targeted actions in the Protected Areas (PA).

The objective of restoring public confidence in the security and defense forces (FDS) and creating a climate of serenity was 100% achieved under the project. The mixed units not only had access to eco-guards from the communities, but were also able to interact with the local population, exchanging ideas and restoring their confidence. This contact between the mixed units and the local populations was a unique opportunity that should be repeated.

Contact cells (intelligence cells) from the communities were also set up, with the overall mission of infiltrating the area covered by the PONASI complex in order to detect any suspicious poaching or criminal activity, and to quickly pass on information, process and analyze it, and initiate action or have it initiated.

Training was a key factor in the success of anti-poaching operations.

The different elements did not have the same working procedures, the same work rhythm or the same rigor.

The men all received technical and tactical training, as well as knowledge of wildlife and the forest environment. This training was highly beneficial, enabling the men to reinforce their knowledge in various fields (forest combat, combat first aid, IST, ISTC, navigation, operational motorcycle driving, camp defense, logistical and operational mission preparation, RETEX, etc.). A total of 10 operational training modules are delivered each time a force projection is planned.

The capacity-building achieved through the operations supported by the project should be maintained for future operations, as it fosters close collaboration and a climate of trust between the various units deployed.

Throughout the project, the involvement and collaboration of the administrative, military and paramilitary authorities representing the State has enabled the launch of large-scale joint anti-poaching operations capable of dissuading any desire to occupy the Protected Areas, given the level of insecurity.

This strong involvement of the State has enabled the various local security actors (FDS) to come together around the same table, bringing them to federate their efforts to achieve common goals.

The army's full collaboration in these kinds of activities is essential, and was a reality in the context of this project, enabling all members of the mixed units to be equipped with protective gear, weapons and ammunition.

The assessment of social impacts was based on a participatory method that involved first consulting local communities on their perception of the impacts linked to the existence of the protected area, then carrying out an in-depth analysis of these impacts through a survey of a sample of households, and drawing up an action plan. At each stage of stakeholder consultation, a report is made to the consulted stakeholders on the results obtained and the next steps to be taken. The IMET evaluation involved the same stakeholder groups as the SAPA evaluation, but in smaller numbers and using a different method based on a series of evaluation questions. At the end of the process, each assessment produced action proposals based on the gaps identified. Although conducted by different teams and using different methods, most of the actions proposed by the two assessment methods were similar. This reflects the quality of the investigations carried out, as well as a sound methodological application and analysis of the results. We can also conclude that these two methods, although one addresses social impacts, the other management effectiveness, can be complementary in the evaluation of protected areas.

CHICOP closely collaborates with representatives from neighboring communities, facilitated through regular village meetings and the establishment of an MPA advisory committee. The park actively engages with the local communities to gather their feedback and incorporate it into the planning and decision-making processes for adaptive management planning and implementation. A recurring 10-year management plan provides the bedrock for the Chumbe project (now in its 3rd iteration). Feedback to planning is collected through in-person interviews and meetings, ensuring open and transparent communication channels with the local communities. Moreover, by providing extensive employment opportunities for the local communities (both on the island, and through supporting a range of off-island enterprises that contribute to island operations, such as sustainable agricultural products, organic soap production and the like), Chumbe fosters mutual benefits, sustainable livelihoods, and ensures strong representation of local community considerations in all aspects of management.

Education played a crucial role in the successful protection of the marine protected area (MPA). Prior to its designation as an MPA (which is 100% no-take zone), the park was a free fishing zone. To increase awareness about the closure of the site in the 1990s, and help local people understand the importance of conservation and its benefits, CHICOP implemented an extensive outreach program and established an Environmental Education (EE) program by providing hands-on environmental education experiences for local school children, teachers, community members and government officials, that has continued to date.

Thethree-dimensional mapping process of the Yanesha Communal Reserve has made it possible to rescue information that only the wise men knew and was unknown to many; to rescue ancestral roads, routes that were being forgotten and that can be used for the surveillance of the communal forests and the Reserve; to locate the colpas where the animals gather to drink water; the names of the streams in the native language, among others.

The rescue of ancestral knowledge is one of the pillars of REDD+ Amazon Indigenous REDD+ (RIA), the indigenous peoples' climate ambition strategy that is being promoted in the communal reserves and throughout the Amazon basin. These processes contribute to the implementation of this strategy, which AMARCY implements in the Yanesha Communal Reserve and is part of the Executor's financial sustainability strategy.

Theparticipatory process of the construction of the three-dimensional mapping of the Yanesha Communal Reserve is a key factor for the community members to feel ownership of the tool: through workshops with the participation of young people, wise men, community leaders and women who have contributed to the elaboration of the model and the legend, among others.

In a protected natural area such as the Yanesha Communal Reserve, where indigenous peoples have the right to manage and use the natural resources, it is an obligation of the Management Contract Executor to encourage the participation of the partner communities it represents. Knowledge building processes that ensure the full and effective participation of indigenous peoples not only contribute to the appropriation of the knowledge generated, but also allow the characteristics that make a communal reserve different and unique to be rescued: the presence of indigenous peoples, which is why they were created.

The principle of interculturality is one of the three pillars on which the co-management model is built, together with the pillars of transparency and trust. The intercultural approach promotes respect and tolerance for the diversity of perceptions, conceptualizations and values that make up the cosmovision of the Yanesha indigenous people living in the communities surrounding the Yanesha Communal Reserve and that make up the Association for the Management and Conservation of the Yanesha Communal Reserve (AMARCY).

This principle of interculturality considers this reality and different conditions, giving it the same value and importance compared to the western view of the other party, promoting mutual respect, reciprocity and equity between the co-managers (ECA+Peruvian State).

A stakeholders workshop was conducted to share assessment results, address questions from the 2nd workshop, and discuss an action plan for mitigating identified negative impacts. Actions, activities, and timelines were discussed for each impact.

Based on the collected data, TT successfully engaged donors in funding projects aligned with reducing the negative impacts.

To mitigate the Human-Wildlife Conflict (HWC) negative impact, TT has constructed a 33km Elephant exclusion Fence and 8 additional 10% fences,  reducing HWC by over 80%.

To address the lack of water, TT provided 110 dam liners, each with a capacity of 56,000 L, resulting in the harvesting of over 6 million litres of surface run-off water.

In support of schools, TT is offering scholarships to 9 students and has constructed and equipped a Science and computer laboratory in a local secondary school.

To overcome information barriers, TT established a BULK SMS platform and grievances log to facilitate communication on key issues, ongoing projects, and address grievances between TT and communities.

TT is currently developing a SAPA review scheduled for July 2023 to assess the impact and change in perceptions resulting from the implemented interventions in communities.