The SAGE Assessment is a participatory process involving all the key stakeholders of the conservancy.  Identification of stakeholders was carried out at the planning phase of the assessment. This stakeholder mapping was spearheaded by the SAGE consultant and involved Kenya Wildlife Conservancies Association (KWCA), Taita Taveta Wildlife Conservancies Association (KWCA landscape level Association working within Tsavo Landscape) and Amboseli Ecosystem Trust (KWCA Landscape level Association working within Amboseli Landscape). The following stakeholder groups were identified and invited for the assessment workshops: Conservancy management, Conservancy Investors, Youth, Men, Women and Board.  The  assessments were attended by a total of 99 participants.

Each assessment was followed by a synthesis workshop where each group selected two to three representatives to attend the synthesis workshop. The findings of the assessment workshops were presented at the synthesis workshop and ideas for action were discussed. A total of 46 stakeholders from two conservancies attended the synthesis workshop.

The engagement of all relevant stakeholders in the SAGE ensures that stakeholders are all heard and invested in the actions that they collectively decide on. 

Implementation is the desire of any plan. It is the “boots on the ground” that counts. A portion of the equation is developing a protected area enforcement plan. Equally important is the capacity to implement. To determine ability to implement, an organization must carry out a self-analysis. The plan can outline fundraising needs: capacity needs, equipment and tools. Additionally, an organization can have a buildup period for implementation showing donors the full picture of desired impact.

This process involved peer-to-peer learning among the different sites of the project beneficiaries, to learn from one another, adopt some good governance practices and adapt to their local situations such as how to structure good benefit-sharing mechanisms.

Blue Parks relies heavily on collaborations with other conservation NGOs, communications and marketing professionals, government leaders, MPA managers, scientists, and local ocean champions. Growing the network of Blue Parks and amplifying the Blue Park standard for conservation effectiveness requires many partners.

To shift from unsustainable to sustainably produced charcoal and alternative fuels (e.g. briquets from agricultural residues) they need to be competitive in the market. This can only be achieved with government support by regulating charcoal production and enabling competitive prices. These include the setting up of a formal sector and a sustainable forest management system (see building block 2).  

The effectiveness of training is increased if follow-up with participants is ensured. This allows the organisers to check on the feasibility of follow-on activities discussed during the training and can account for the follow-up needs[NM1]  of the participants. Follow-up activities can range from webinars to on-site activities in the respective countries

 [NM1]Needs: unclear. = if something has not been understood or if there are follow up questions, or resources needed or something of the sort?

If so: see suggestion for possible re-formulation.

Integrating FMNR with livelihood activities is strongly recommended. For example, alternative livelihood development activities can support FMNR uptake by reducing household dependence on unsustainable timber harvesting for subsistence and/or sale. Complementary livelihood activities to support FMNR outcomes include: 

1. Agricultural development activities that promote sustainable intensification and/or diversification of smallholder agricultural production. Combining trees on cropland and pasture with conservation agriculture practices has proved to increase crop yields and improve livestock productivity.
2. Market development activities that support more profitable marketing of products produced by smallholder farmers. They enhance the adoption and sustainability of FMNR by increasing smallholder incomes, thereby reducing the need for households to adopt coping strategies that can further damage the natural environment and reduce biodiversity.
3. Energy-saving solutions (e.g. clean cookstoves) that support FMNR by reducing household demand for wood, thus increasing the likelihood that trees that can regenerate will not cut down or felled for their wood in unsustainable ways.

The institutional capacity to support EbA technology transfer has been built through training and the joint development and implementation of the Long-Term Research Programme (LTRP) in partnership with local universities, for measuring the short- and long-term effects of EbA interventions. The activities included establishing monitoring sites, conducting research activities, collecting data, and publishing findings as technical reports, research papers, bachelor theses, master theses, Ph.D. theses, and peer-reviewed papers.

In Nepal, for example, the development of EbA interventions started with assessing local practices and determining whether these practices can be improved or upscaled before introducing new approaches. Based on these findings, the Chinese and South African experts designed possible interventions together with the local expert and advised on their implementation and monitoring against project indicators and targets.

The technology transfer also took place through inter-regional capacity-building, with the EbA experts, and the project coordinators regularly meeting through the steering committee, workshops, training, site visits, and conferences. 

In 1998, site managers and scientists discussed the possibility of reintroducing a crocodile population at Bau Sau. This was because the lake was situated in the historical occupation range of the species, and at that time, the habitat quality had been improved and ready for a reintroduction program. Feasibility studies were carried out. The park also held discussions among experts, managers, and authorities at all levels to gain consensus on the program.

In 2000, with the support from international experts, purebred Siamese Crocodiles, which are believed to have provenance from Cat Tien area, were selected from a farm in Ho Chi Minh City, to training for restoring their natural behaviours. From 2001 to 2005, a total of 60 adults were released into Bau Sau. In September 2005, the first baby crocodiles were recorded.

Recent monitoring shows that the number of individuals is increasing, the distribution area is also expanding with records in some neighbouring lakes. As of 2019, monitoring data has recorded at least 286 individuals (including 228 juveniles). Up to now, it can be confirmed that freshwater crocodile populations have been successfully re-established in Cat Tien National Park. The number and structure of the recorded population ensures that this is a healthy and viable population.

Under the "Strengthening community organization" component, the project worked with the Tanta community to develop a livestock management strategy, with the support of a specialist, to improve livestock management in the community’s farm territory. The objective was to fortify the community’s collective decision-making process in regards to the management of its natural resources, thus contributing to the recovery of grazing areas, which in turn ensures having the necessary level of food for livestock and improving both productivity and ecosystem services for water regulation.

The livestock management strategy has been the product of a participatory process facilitated by Instituto de Montaña and led by the authorities and the community's livestock department (committee). As part of this process, visual materials (maps and infographics) have been developed to graphically represent the proposed management plan and rotation of livestock among the different sectors of the communal farm. These visual materials are exhibited in the community premises so that the community members can follow up on the plan and the agreements and commitments made by all.