The achieved results relied heavily on the collaboration and cooperation partnerships among various stakeholders, including government agencies, conservation organizations, scientists, and local communities. Collaboration with the Ministries/Government departments was key in sensitizing the communities on issues around human-wildlife conflict and suggested environmentally friendly ways to mitigate the conflict. The scientists were there to collect information related to wildlife poisoning and give feedback to the government ministries. The communities were the key stakeholder since they are the sole custodians of the environment.

The drone unit started operational activity in August 2018 with a quadcopter drone equipped with a thermal night vision camera, because sea turtles’ nest at night. As the operation and use at night requires advanced skills, rangers are trained as drone pilots.

The mobile vehicle patrols cover daily several dozen kilometres of beach per night with high poaching risks. At strategically selected points or in case of suspicious circumstances (e.g. tyre or footprints), the patrols were stopped and the area was searched with the drone. A large part of these missions take place accompanied by one or two police officers. For operations without police, the authorities are to be alerted, as direct contact of the team with the offenders must be avoided.

Furthermore, the team is equipped with binoculars and radio devices. The rangers can communicate with each other practically at any time and without being noticed. This way they are virtually inaudible on the beach in the dark, but they always have all the information they need. Communication training in different situations is conducted regularly. So the rangers learn how to tell the team on the radio precisely what a person is doing on the beach, where they are and where they are going. A skill that enables the rangers to observe a suspect with the divided team.

Our team has identified the importance of accurate data collection, regular monitoring and oversight of data is done by the science and research adviser and Chief Operations officer to ensure accurate data is uploaded to the database. Population management and scientific decisions concerning the rhino population in the country are guided by the data collected during monitoring conducted by our patrol teams. Data based inputs are used to define the carrying capacity for wild-life based tourism and to plan and manage conservation and development activities.

Creating an enabling environment that is conducive to business requires strategic investment in the financing initiative. This is inclusive of financial investment, equipping the business with the tools and resources necessary to conduct operations, and providing training and capacity building of community enterprises that are service providers to visitors.  

Before the assessment, stakeholders were planning separately in their individual organizations. The assessment brought together Uganda Wildlife Authority, Centre for Research Uptake in Africa, Local Government of Kanungu, Rubanda and Kisoro and other key conservation organizations such as Bwindi Mgahinga Conservation Trust, International Gorilla Conservation Programme, United Batwa Organisation Development in Uganda, Bwindi Batwa Community Development Association and Uplift the Rural Poor to collectively come up with an integrated action plan and take responsibility for their actions and inactions. This had not taken place in a long period of time. After the integrated action plan, each actor was able to take up their share of actions.

To catalyze revenue generation via ETB, strategic long-term business partnerships must be fostered and established with international and national partners. This includes securing partnerships via agreements with profitable customer bases such as international universities and institutions that work with student groups seeking experiential learning. In addition, securing business agreements with community-based sustainable eco-tourism enterprises to provide key products and services that will enhance the experiences of customers and help the business achieve its goals 

After an initial delay, the rat eradication operation was conducted in two campaigns between May 31st and July 3rd 2022, with a gap of 17 days between them. Aerial broadcast of bait containing brodifacoum at 25ppm was carried out by drone (UAV), which was more economical than a helicopter but presented significant operational challenges. The two campaigns were each completed at a minimum target rate of 30kg per hectare, with higher application rates applied along the coast and on steep faces. Baiting was supplemented by hand on the rocky coastline and steep faces. Buildings were treated by hand-baiting and bait stations. A total of 7,183.65 kg of bait was applied, 6210 kg by drone and 973.65 kg by hand. Eight full bags of bait (181.6 kg) were left securely stored in case it is required for a biosecurity response.

Before the governance assessment, we undertook a scoping exercise that involved all relevant stakeholders. The assessment used a multistakeholder and multistage engagement process for the scoping exercise, information gathering and validation of results. The scoping workshop informed key governance aspects that enabled the selection of critical governance principles assessed. Various governance issues were identified and how they relate to the conservation of Bwindi. Stakeholders were able to identify best alternative priority actions and how they work. Stakeholders were able to identify the integration of Batwa cultural values as a key feasible solution that can link indigenous people to conservation and their livelihoods. In the implementation of the cultural values approach, various stakeholders are being involved to measure its effectiveness.

The management of the Kisite Mpunguti MPA is mandated to the Kenya Wildlife Service and the Wildlife Research and Training Institute. It was therefore critical to have buy-in from the managers of these institutions in the implementation of project activities including WIO-COMPAS. This ensured the endorsement of the WIO-COMPAS programme and its subsequent recognition for career development.

For this reason, the two institutions were included in the process from inception to completion. This ensured the MPA staff that this venture would add value, at individual levels, to their careers, and not just to the MPA management. This was crucial, as the WIO-COMPAS assessment preparation process is quite daunting, and a motivating factor is necessary to ensure their participation.

Communities and local stakeholders living adjacent to the protected areas were not aware of the importance of vultures. The capacity building involved raising awareness among communities on the value of vultures, the threats they face and their need for conservation. Repeated face-to-face formal meetings, informal meetings, and engaging the community in each step enabled the achievement of the results.