Since the software being deployed (SMART) was not being developed but rather an implementation, there existed other organizations that have used it. It was necessary to adapt and capitalize on the experience of other partners for a smooth process. This project engaged Space for Giants (SFG) who monitor large mammals in the landscape to provide guidance, templates and training. The training of trainers was conducted by SFG who also offered support in the development and configuration of necessary databases, online platforms and data collection models.

Two years before the project was conceived, a collaboration between Ol Pejeta and Vulcan Inc. through the Tech Lab saw the creation of an online visualization platform, EarthRanger that has since been used to integrate reports from various sources within the organization and from partners.

The aim was to regularly communicate the progress of the work to the entire population of the archipelago. To do this, we relied primarily on our FaceBook page; then we responded to all requests from the local channel (SPM La Première), whether on radio or television. Finally, we organized specific events (presentations for the general public) or presented at a congress on the archipelago.

Holothurian stock assessments have been carried out elsewhere in the world, but the target species, depths and logistical requirements were different. In our case, it was imperative to rework the initial protocol so that it was more adapted to the field, more realistic and more efficient.

The purpose was to bring together all the affected persons, the potential beneficiaries and all the concerned community members, partners to introduce to them the project idea, its anticipated impacts both negative and positive, whilst explaining the responsibility of the community members their roles during the implementation. This was also meant to get the different views and ideas of members to aid the successful implementation of the activities of the project. It was also meant to share with the community members the relevant knowledge required to utilize the wetland and its various resources/products  sustainably in order to live in harmony with nature. The engagement involved teaching the members the need for their participation for each step during implementation. Different individuals or households were engaged in different activities in the wetland. This sensitisation meeting further explored how each activity in the wetland can be carried out to minimize negative impacts and maximize positive impacts both economically and environmentally. A call for a community meeting was announced on radio, church gatherings and other media. This was a continuous activity throughout the implementation of the project.

This helps to orient and introduce the project idea to the relevant officials working with the district/administrators directly or indirectly involved in the project. This was meant to avoid any future audit queries, conflicts arising from implementation of activities. These involved local councilors, local council or village chairmen, district political leaders, environmental police, internal security organizations, district administration officials, district technical staff from different departments(finance, procurement, natural resources, community development, engineering etc). This included other private stakeholders doing more or less similar projects, lodge owners etc. The engagement involved an organized project launch activity or ground breaking ceremony to educate them on the project anticipated activities, locations/areas, budget, beneficiaries, potential risks and the anticipated outcome, plus seeking their input and support for the success of the project. This also involved field visits to access the situation on ground before implementation.

Data collection is digitised using technological applications often selected to meet the needs of a particular project. In wildlife monitoring and protection, SMART for Conservation was identified as a suitable software for it provides a quick form to record incidents while tracking the distance covered by each team. Further, data collected in this manner needs to be used alongside other datasets for well informed decision making. To achieve this, an integration with Earthranger (an online visualization platform) was instituted to allow visual analysis of incidents and patrol coverage against other components such as tagged animals, live streaming images from security cameras, points of interest and environmental hazard reports.

The purpose of this building block is to ensure that the broader communities are involved in the conservation efforts through activities that they are passionate about i.e youth through sports, school children through reading programmes. This helps to improve the connectedness that the local people have with the rhinos and they value the rhino more. 

Before responding to the call for projects, it is very important to draw up a list of the equipment available within the structure, and to check that it is in good working order. Then, a list of additional equipment needed to carry out the various activities must be discussed with the relevant people in the project. It is important to check whether the new equipment is available locally or externally, and in the latter case to take into account delivery times (sometimes several weeks or months) and additional costs. Next, it's very important to plan field activities according to weather conditions, and above all to adapt schedules very quickly.

From the outset, the aim was to set up a consortium that would bring together all the local stakeholders involved in nature management on the archipelago, as well as French metropolitan colleagues with expertise in a number of complementary fields: geography, fish biology. Given that only one technician is employed by the fishing federation (all other members are volunteers) and that the project's scientific leader does not live on site, it was crucial to recruit someone who would be responsible for running the project on site. This person was key throughout the project. In addition, we recruited a Master's student to support the CDD in the second year of the project.

An excellent communication plan/network with different stakeholders was initiated across different levels. From the inception of the project, the community and other stakeholders were constantly capacitated on how the project is going. A relay of relevant vulture conservation and policy issues was achieved to the target stakeholders within the communities and KAZA TFCA.