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.

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.

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.

The key players in the nursery market were first identified and classified into four categories: growers, buyers, project leaders and technical partners. These actors, through their experience, represent the basis of the study to determine the challenges and limits of the project.

Through interviews, we were able to identify problems such as :

• difficulty in obtaining seed at fruiting time,
• lack of recognition of the sector in the tribe and in vocational training,
• the difficulty of developing an economic activity in the tribe, adapted to the community rhythm,
• the high level of technical skills required to produce seedlings in nurseries,
• the lack of popularized tools adapted to the local context for understanding the nursery trade,
• the lack of support for the industry (training, matching buyers and retailers, etc.).

The solutions proposed and discussed at the time were the development of a less technical seed-harvesting channel, better adapted to the local rhythm, the publication of a popularized nurseryman's guide and the introduction of vocational training courses in training organizations and directly on the tribe.

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.