Internal training and accreditation are instrumental to the deployment of HeroRATs, which are conducted at APOPO's training headquarters on the campus of the Sokoine University of Agriculture in Morogoro, Tanzania. Here, African giant pouched rats are bred and trained for scent detection purposes. They are each trained for a specific programme following strict protocols, where they learn to detect and indicate their target scent and complete search strategies required for deployment. Once training is complete and the rats have been internally accredited, they can then be deployed across the world for operations. APOPO works with implementation and supports partners to achieve the best possible outcomes. Additional accreditation from independent sources can occur at this stage, before rats begin operations. 

In order to be able to pay fees for agreed management with landowners, the legislation had to be approved allowing such expenditures from the state budget.

The landscape treatment project was the subject of consultation between all the site's stakeholders: the DREAL inspector of the classified site (classified as a landscape under the 1930 law), the RNR-FE curator, the Natura 2000 site coordinator, the commune owning the forest concerned, and the Enedis representatives in charge of maintaining the line and its right-of-way.

The study was submitted to the RNR-FE management committee for approval, and then to the departmental commission for nature, landscapes and sites.

Development of an action plan after the SAGE process was very crucial as it ensured that recommendations provided in the SAGE process were addressed in a systematic and targeted manner whereby key stakeholders who participated in the SAGE process were also engaged in the action planning process hence, they drew the roadmap for implementation of those recommendations.

In addition, recommendations which came out of the SAGE process informed Honeyguide on areas of priority in designing WMA governance capacity building programs.

- Training and supply of inputs:

Training is provided by professional consultants in the field (SEMAGRI), and consists of building members' capacities in agropastoral techniques according to the chosen activity. AVEC then used their own funds to purchase the inputs they needed to develop their activities.

-The development of school/experimental fields: these are test areas where the training received is put into practice. Depending on the activity, there were school fields for agriculture and school farms for livestock. These areas are managed by the community and the profits are paid back to the group. These fields also enable members to identify the activities they would like to pursue.

The process involved in Data for decision-making included gathering information by conducting participatory community Focus Group Discussions (FGDs) and from key stakeholders, development of digital questionnaires, enumerators training on data collection, community data collection exercise and analysing the collected data to draw meaningful insights.

The data-gathering process involved participatory FGDs and engaging stakeholders, collecting information on the positive and negative impacts of Tsavo Trust (TT). This supported the development of a structured survey. The first Stakeholder meeting presented FGD findings, with participants providing additional insights. A digital questionnaire was created based on this input. Ten trained enumerators collected data from 156 households (approx. 950 individuals), achieving gender balance.

Community meetings shared survey results and ideas for addressing negative impacts. A second Stakeholder workshop gathered additional ideas. These components generated meaningful insights for decision-making.

These key components, including participatory discussions, stakeholder engagement, the development of a digital questionnaire, and data collection from households, were instrumental in generating meaningful insights for decision-making.

The objectives of the Preparing for Assessment block were: 

• Conduct a feasibility check, to determine whether SAPA was an appropriate methodology for assessing the social impacts of Kamungi.
• Plan for the assessment, to ensure that the assessment was implemented as a high-quality multi-stakeholder process
• Conduct community mapping, to help ensure that SAPA included all relevant communities within Kamungi.
• Review existing information, To ensure the assessment builds upon existing data relevant to the design and implementation of the assessment.
• Conduct stakeholder analysis,  To identify critical actors that should be engaged in SAPA

The SAPA team provided an overview of the SAPA to TT and Kamungi Conservancy management, this was followed by a community visit for mapping and awareness of the SAPA process, Two facilitators from Kamungi were identified, a male and a female, and trained for 2 days on gathering data from community members on positive and negative effects TT has had in the area. TT management provided the necessary data to facilitate the assessment and identified and ranked its stakeholders, clarifying their interests and Influence, the preparation phase helped set the base for the assessment ensuring all checkboxes were catered for and paving the way for the next building block

The first stage focused on mobilizing local communities for the participatory identification of the major values of the TNP on the one hand, and the associated pressures/threats on the other. The mobilization of this stakeholder group was also crucial to the participatory formulation of solutions. Our approach consisted in identifying the resource persons to be involved in gathering information on the values of the protected area, focusing on their perfect knowledge of local culture and customs. These are mainly customary authorities, notably canton chiefs, land chiefs and village chiefs, on the one hand, and opinion leaders and heads of women's and youth associations, on the other.

Local communities are the stakeholders most involved in implementing the solution. Indeed, 232 local residents from the 5 management sectors, including 67 women, took part in the community workshops. In addition, 10 representatives (2 per management sector) of these communities, including 4 women, were mobilized for the technical document validation workshops.

Discussions with stakeholders to put the project into context and identify the role of each player in order to ensure more effective implementation. A field mission was carried out to meet with local authorities (sub-prefects and mayors), the local administration of the Ministry of Forests and Fauna (MINFOF), local elected representatives, traditional chiefs, local elites and guides.

Expert fishermen are encouraged to train professional divers in the identification of the sea cucumber. Fishermen are encouraged to share their old techniques for recognizing the animal (feces tracking, circular search, etc.).