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.

Female rangers play an important part in the conservation of black rhinos in the Kunene and Erongo regions of Namibia. They are equally willing and able to conduct patrols and are fully supported by the custodian conservancies.

After staying afloat and fulfilling government health requirements, the island was reopened earlier than expected to ecotourism. Staff were trained by health officials on maintaining safety during visits, and signage directing visitors to observe hygiene and other protocols put up. The entire team on the island was vaccinated. As part of a digitization process, Nature Seychelles provided an online payment option for ease of ticketing. Tour operators were contacted and apprised of the health authority's requirements before the reopening.

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.

Recruiting personnel with the desired skills, attributes and a willingness to undergo desierd training. This included a Project Manager for the SLNT PSEPA Programme to provide leadership and manage implementation of project activities; and a team of rangers to conduct the monitoring and surveillance activities. These resources supported delivery of the following outputs:

Output 1 - Increased surveillance of targeted areas within the PSEPA to address illegal activities and species conservation

Activity Implemented 1.1 - PSEPA Ranger recruitment

Activity Implemented 1.2 - Surveillance of key PSEPA resources

Activity Implemented 1.5 - Recruitment of Conservation Officer 

Output 2 - Improved Species monitoring programmes

Activity Implemented 2.1 – Offshore islands monitoring

Activity Implemented 2.2 – Wildlife survey

Activity Implemented 2.3 – Equipment purchase turtle monitoring

Activity Implemented 2.4 – Turtle monitoring training

Activity Implemented 2.5 – Turtle monitoring

The rationale for this building block is such that the activities and outputs presented above assisted with the generation of data required to inform future programming and lay the foundation for an established conservation programme at the SLNT southern office responsible for the PSEPA.

Additional manpower was provided by students from two institutions - the Seychelles Maritime and Seychelles Tourism Academies - on work-based attachments. A total of 10 students came to the island. They were extremely useful, taking the place of paying volunteers from the Conservation Boot Camp, which also collapsed in the wake of Covid-19 restrictions for travel. One of the students was eventually employed. Another budding partnership was formed with the Seychelles Coast Guard to whom the staff reported illegal fishing boats. And finally, once the government allowed for a resumption of ecotourism, partnering tour operators began to bring visitors back to Cousin Island.

Staff retention was made possible through the availability of the Rapid Response Grant to fund salaries. Cousin Island has been self-sustaining for many years before the pandemic. The donor funding helped to rectify the shortfall in financing experienced by the reserve due to the collapse of the tourism industry in Seychelles

In the case of Sehlabathebe National Park, the analysis of the data and the priority actions for improvement  identified during the processes are feeding directly into the management plan for the area. This gives the outputs from the assessment more legitimacy, as they are 1) jointly identified by all relevant stakehodlers and 2) embedded in the formal government processes of managemen planning. The management plan can be used as a tool for resource mobilisation amongst donors and priority actions can then also be monitored through the monitoring of the management plan implementation.

The effective management of the Reserve depended on the willingness of core staff - 8 wardens and 1 science officer - to remain on the nature reserve despite the countrywide lockdown and restrictions. This staff chose to stay on the island to carry out MPA activities instead of being at home with their families. For context, Cousin Island is relatively remote. Staff live on the island without partners or families, and have the opportunity to get off the island over the weekend. However, during the Covid-19 lockdowns, their limited movement was further curtailed by restrictions.