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.

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.

All employees received theoretical and practical training on sea turtle conservation practices prior to the initiation of foot and drone patrols. Training covered sea turtle biology, patrol protocols and tagging of turtles, followed by practical training on the use of GPS, track identification, turtle tagging, nest relocation and excavation. Continuous practical training was conducted throughout the season during patrols targeted at the employee’s experience. Those in positions such as team leader were also given continuous support and training to improve on their leadership skills.

Communication played a key role in the success of this project. KWCA held a number of virtual meetings from the planning stages to the assessment stage. The choice for virtual meetings was necessitated by the covid-19 pandemic and the associated government measures to control its spread including  country lock down thereby disrupting mobility and physical meetings. Some of the virtual calls included planning meetings, inception meeting with the conservancy members to enhance a shared understanding of the project scope and manage stakeholder expectation. Virtual meetings were also held to create awareness of SAGE to the key stakeholders, and to also collaboratively map out the conservancy stakeholders.

The lead consultant, with support from the assistant facilitators, spearheaded the translation of the SAGE principles and questions to the local language for wider uptake especially by the stakeholders who were only proficient in the local language.