The project’s approach to community engagement is always to listen first, understand local problems and preoccupations, and discuss the issue of elephants within this context. Recognising all perspectives and developing a common perspective of the problem is a key first step. Identifying the parameters of the problem and the common vision is the next step. By then, asking communities to devise a solution, with the MEP as a stakeholder, builds their trust and imparts ownership, thereby fostering sustainability.

It implies a lot of unknowns, requires flexibility and a readiness to learn, but means that initiatives are a lot more likely to succeed because they rely on existing local knowledge and knowhow, and are automatically validated and adopted by participants from the start, essential elements to building locally adapted and therefore robust/resilient solutions.

The process involves the active participation of the communes’ mayors and the government’s technical services, whose role is to support communities in the implementation of local initiatives and their integration with commune development plans. All have to demonstrate their commitment if project activities are to go ahead. This strengthens local governance by empowering all stakeholders to take responsibility for the management of their natural resources together.

No species exists in a vacuum. A myriad interacting forces come into play to shape their fate, at levels that go far beyond their direct ecological environment. Recognising this means shifting the focus from the species alone to englobe the entire system (ecological, social, political, economic) in which they live. It also implies accepting the uncertainty that arises from these interactions “that simultaneously affect, and are shaped by, the wider system” (Canney, 2021). This means preconceived solutions have very little, if no, chance of truly succeeding.

Not knowing what to do forced the project to ask, observe and listen, letting the answer be shaped by the context. Over the years, it has meant understanding the social-ecological context to identify key intervention points where small inputs can have relatively large impacts, “planning for a greater degree of flexibility in responding to the unexpected, seizing opportunities, and adapting to changing circumstances” (idem), and working at different levels and with a variety of stakeholders to achieve objectives. While the initial focus was on elephants, this approach has in effect delivered multiple benefits and contributed to improving many problems at once, from ecosystem degradation to compromised livelihoods, youth unemployment, local governance and social conflict.

Community support and involvement in the project was critically important to its success.  The restoration project was a key feature of the draft Plan of Management and received strong positive support during community consultation. During the development of the project, managers consulted with local organisations including Aboriginal Elders and communities, the Royal Society for Prevention of Cruelty to Animals and seabird scientists. 

Volunteers and the community were instrumental in helping overcome logistical challenges such as replanting thousands of native seedlings.  Diverse organisations offered to help including local community members, local school students, Charles Sturt University undergraduate students and ecotour participants.

Interest in the island has expanded and the island is now an iconic tourist destination. Visitors join a NPWS ranger or trained volunteer on an education tour to learn about the island, its wildlife and history. In addition to supporting a thriving tour boat industry, educational tourism creates a greater awareness of the conservation value of the island, its unique wildlife and its value to the local community. 

Eradicating pests and controlling invasive weeds on a large offshore island requires a commitment of significant resources over a long time to ensure 100% success and support ongoing management and monitoring. Otherwise the pests and weeds would simply regenerate. The length of the project, the number of staff with specialist expertise and types of equipment required e.g. helicopters and boats meant that the project was expensive. Therefore, sustained funding over the life of the project was needed to complete the project in stages. This was critical to the success of the project.  After a three-year pilot project started in 2001 to identify the best method for restoration, full implementation began in 2004 with the support of NPWS, Charles Sturt University and external funding from the NSW Environmental Trust of $200,000 over four years.

The Seabird Habitat Restoration Project was based on a very strong scientific foundation.

The geology, flora and fauna of Montague Island Nature Reserve is relatively well studied as the island has been an important site for environmental monitoring and research for decades. It boasts the world’s longest continuous seabird monitoring program in the world. Therefore, much was known about the species present, their population dynamics, biology and ecology. This baseline information was important in understanding the impact of the kikuyu on seabird breeding success.  Scientists had documented the significant impact of the invasive kikuyu grass on increased mortality of Little Penguins and determined the percentage cover of kikuyu that caused significant problems.

Scientific knowledge was critical in the development of the project objective and scope.  Scientists from universities and NPWS who were experts in the field of island ecology and seabird biology worked together to identify the most effective method to control kikuyu grass through field trials. They undertook specific research projects and monitored seabird populations and weed distribution.  This formed the basis of post graduate Honours and PhD research projects to determine suitable methods of control for use on Montague Island.

The success of this project was due to the full support and long-term commitment from all levels of NPWS to a bold vision for an ambitious conservation program.  Eradication of mice and rabbits and control of invasive weeds on a relatively large remote island could not be achieved through half measures and was critical to protect this internationally significant site for breeding seabirds.  However, a project at this scale had not previously been undertaken in NSW. Organisational commitment ensured the project was prioritised for long term (10 year +) funding and that staff with the right skills and experience were assigned to this project. Partnerships with universities and community organisations were supported and valued. It also meant that NPWS was willing to take risks and try innovative approaches e.g. using fire to control kikuyu grass.

Project oversight plays an important role in implementing lessons learned, and there is a constant flow of information between our team in Congo and the UK office. Beyond the core team access to other key professionals is also continuously available, such as our UK veterinary team, should their advice be needed. Setting effective baselines at the start of the project is an effective tool when evaluating progress. The project has no defined end date, and future planning is always under review. Information and data gained through oversight and evaluation are key elements of future planning.

Camera traps are an important tool for monitoring and gathering information, and have been used by the team for a number of years. More recently we have been able to train, and equip patrol teams in using the Spatial Monitoring and Reporting Tool (SMART).

Involving local communities was a key element of our work in Congo from the beginning and, in 2010, The Aspinall Foundation was able to create a more formal structure with the establishment of PROFADELLL (The Project, in Favour of Local Development in Periphery of the Natural Reserve of Gorillas Lésio-Louna). Its aim to support communities on the outskirts of the enlarged Lésio-Louna Reserve with a comprehensive community programme to enable local people to benefit from, and become custodians of, their environment.  The programme was in place for a period of ten years with positive results and elements such as the eco-tourism product are ongoing.

The original aim of the project was the reintroduction of Critically Endangered western lowland gorillas back to a protected area in the wild. Initially the project would enable the release of rehabilitated wild-born orphans, with captive-bred animals repatriated from the UK as the project progressed. Having a clear aim enabled the plan to be developed and that included, but was not limited to:

• Location and establishment of the protected area
• Legal requirements, including licences and permissions
• Staffing requirements, including training
• Animal care, including veterinary support
• Identification of threats & pressures and mitigation measures required
• Infrastructure required
• Local community impact and engagement
• Local community support through capacity building and alternative income streams
• Funding requirements, including capital expenditure and operating costs
• Reporting Structure
• Sustainability

Projects are not static, they evolve and bring about change. In addition they can be affected by outside factors. Once the project commenced it has been subject to regular assessment. As the project developed it has broadened in scope and adaptations have been made through continuous oversight of the activities in progress.