Although the MPA quickly recovered and livelihoods began to improve part of the management plan was to introduce other non-fishing based enterprises in an attempt to achieve a self-sustainable solution. Initially, outside funding had to be sourced to enable this to happen, and various grants were forthcoming. Initially, a tourism business taking advantage of the improvement of coral and biodiversity within the MPA attracted visitors. This produced training opportunities, created steady employment to fishers improving their livelihood and taking pressure off the marine resource. The youth were trained in furniture making from old dhows, honey was produced, sustainably caught fish sold to restaurants, vegetables and crops grown and sold, various aquaculture projects are underway, and the women group have various enterprises including tailoring and a craft shop selling products made from driftwood and natural soaps. A loan scheme allows the members to finance other projects. A portion of the profit goes towards community welfare needs like water, health and sanitation. Beach waste is collected and sold to recycling companies. A school education programme educates the children on the importance of sustainable use of resources, and we provide trips within the MPA. 

Since KCWA initiated the first MPA in Kenya, the policy that regulates the recognition of a Locally Managed Marine Area was not clear. KCWA engaged other stakeholders like the East African Wildlife Society who helped with legal frameworks and policy advocacy. The recognition of this area under the National Environmental Management Authority (NEMA) secured fishers rights to manage their area and paved the way for the 20 other community projects that have sprung up following the KCWA movement.

This new legislation recognised the fisher’s effort for a collaborative governance model for the management of the marine territory. A 5-year adaptive management plan was drawn up drawing from local knowledge of the area with the help of other strategic partners. Rules and governance of the project were set out in a constitution document.

Community recognition that action was needed to improve dwindling fish stocks was followed by the identification of various stakeholders to help us achieve our goals. Communication, outreach and awareness building programmes were set up and a visit to a similar project in Tanzania went ahead in 2004, and encouraged the community to use local marine resources sustainably.

A democratic decision to close an agreed lagoon area was agreed. Legal and policy frameworks were put in place, and the first LMMA in Kenya was approved in 2006 under the National Environmental Management Authority. Following this, a collaborative governance model has emerged under Beach Management Units (BMU's), where fishers and government work together towards sustainable fishing and improved livelihoods. In setting up the MPA, we went through various phases; conceptualisation; inception; implementation; monitoring; management and ongoing adaptive management.

Awareness raising campaigns were conducted in each of the 9 cantons. They covered the following elements:

1. field to discuss about FLR and the planning of potential activities
2. local meetings with 77 villages, to share findings from field visits
3. radio programs in local languages
4. exchange sessions with the prefectural director for environment,
5. design & development of signboards for each village

After the participative mapping and inventory findings were shared with the communities by the installation of synoptic tables in the villages themselves, visible and accessible for everyone. This triggered community internal discussions and allowed to identify one or two low-cost restoration options per village to be implemented by the communities themselves under the technical supervision by forest service staff. The continuous information provision via various awareness raising formats and participatory meetings to identify FLR priority options in each of the cantons, led to a high momentum and legitimacy in the communities to engage in restoration.

The inventory of natural forests and plantations was based on the participatory mapping. It covered the following steps:

1. Training of forest inventory teams

2. Definition of forest types and layers (stratification): analysis and interpretation of RapidEye 2013-2014 satellite images (resolution of 5 m x 5 m)

3. Implementation of pre-inventory: Assessment of results from national forest inventory, preparation of field work, determination of variation coefficient and statistical method, measurement of 20 circular plots. Inventory of main forest stand with a 20 m radius for samples ≥ 10 cm in diameter and ≥ 1.30 m height; inventory of forest undergrowth in circular plots with 4 m radius on trees and shrubs samples with a diameter between 5 and 10 cm open and a height ≥ 1.30 m

4. Implementation of inventory: preparation of field work, measurement of 173 circular plots with same sample plot features as during pre-inventory and with the support of local cartographers.  

5. Data processing at regional management level with support from the inventory database management unit

6. Zonation and identification of forest landscape restoration options
 

Using modern communication network, Sapu Jerat campaign at Kitabisa.com opens new opportunity for local, national and international communities to get involved volunteering to protect endangered species like sumatran tiger by donating through the Sapu Jerat campaign and getting involved in clearing sumatran tiger traps in the buffer zones and national park areas.

Potential communities to be involved in Sapu Jerat campaign are Tiger Heart Community by Forum Harimau Kita, Sumatran Tiger Project advocacy communities (journalists, communication officers), artists, students, tourists, forest rangers, etc. 

Local, national and international communities involvement in Sapu Jerat Campaign should be closely coordinated with national park officials.  

Sumatran Tiger Project, Forum HarimauKita and UNDP Indonesia started the campaign in conjunction of Global Tiger Day to bring awareness about Sapu Jerat campaign to local and national audiences. 

Sapu Jerat Crowd Funding to Protect Sumatran Tigers used local crowdfunding platform, Kitabisa.com that has enabled us to reach wider supporters (communities, philantropies, artists, influencers) by campaigning in social media. KItabisa.com generates funding online to support campaigns set up by organizations, individuals and communities. Sapu Jerat Crowd Funding to Protect Sumatran Tigers has given an examples for others to set up new campaign in supporting wildlife and biodiversity conservations.  

The Sapu Jerat campaign was also promoted using Sumatran Tiger, FHK and UNDP Indonesia social media channels and project's communication networks in four national parks. The networks consist of local journalists who - in coordination with Project Implementation Unit (PIU) in each landscape - continue to report Sumatran Tiger Project's initiatives, .   
 

Relevant stakeholders are engaged to identify challenges within their respective communities and solutions that are ecosystem friendly but contribute to the enhancement of local livelihoods. This process follows a prior participatory community-wide assessment and validation of results from the assessment or survey process. The assessment identifies livelihood and climatic trends and impacts on various sectors. Following this, a stakeholder meeting is initiated through which potential adaptation and sustainable livelihood stategies are proposed and adopted against each challenge and included in the overal community-based adaptation plan. A community-based action plan matrix is then generated through the stakeholder participatory process that includes the following sections: livelihood and adaptation options, duration of implementation, actors, required resources, key expected results and estimated amount to implement each adopted strategy or action.

Exchange visits were organized to places where the initiative has been active for some time and the implementation is on-going. For example, in order to acquire drought tolerant crops for local production, Ecofinder Kenya visited the Tangokona community in Busia County, Kenya where improved cassava and sweet potato varieties have been promoted and grown by local communities. The model was studied by Yala wetland communities, seeds purchased and farmers are now growing drought tolerant cassava and sweet potatoes.

This involves participation of all stakeholders at the local level in order to come up with locally viable solutions that all participants are comfortable with and that contribute to sustainable livelihoods and long term conservation of local biodiversity. We achieved this building block by involving stakeholders at different levels, i.e. at the meso or County level and micro or local community level. First, we engaged representatives of the Siaya County government departments  (such as Agriculture, Lands, Tourism, Environment and Natural Resources) and Civil society representatives working at the local and regional levels. A workshop was organised upon which the government and non-government actors discussed the challenges facing agriculture and biodiversity in relation to climate chage in the County and amicable and potential solutions sought from the participants. Secondly, local level meetings were held with community members and local leaders and resource persons including elders, retired government staff, health workers and conservation enthusiasts. The challenges facing agriculture and local biodiversity were sought and potential solutions reached. These were then analysed to come up with overal challenges and solutions from the stakeholders perspective.