Before the assessment, stakeholders were planning separately in their individual organizations. The assessment brought together Uganda Wildlife Authority, Centre for Research Uptake in Africa, Local Government of Kanungu, Rubanda and Kisoro and other key conservation organizations such as Bwindi Mgahinga Conservation Trust, International Gorilla Conservation Programme, United Batwa Organisation Development in Uganda, Bwindi Batwa Community Development Association and Uplift the Rural Poor to collectively come up with an integrated action plan and take responsibility for their actions and inactions. This had not taken place in a long period of time. After the integrated action plan, each actor was able to take up their share of actions.

To catalyze revenue generation via ETB, strategic long-term business partnerships must be fostered and established with international and national partners. This includes securing partnerships via agreements with profitable customer bases such as international universities and institutions that work with student groups seeking experiential learning. In addition, securing business agreements with community-based sustainable eco-tourism enterprises to provide key products and services that will enhance the experiences of customers and help the business achieve its goals 

After an initial delay, the rat eradication operation was conducted in two campaigns between May 31st and July 3rd 2022, with a gap of 17 days between them. Aerial broadcast of bait containing brodifacoum at 25ppm was carried out by drone (UAV), which was more economical than a helicopter but presented significant operational challenges. The two campaigns were each completed at a minimum target rate of 30kg per hectare, with higher application rates applied along the coast and on steep faces. Baiting was supplemented by hand on the rocky coastline and steep faces. Buildings were treated by hand-baiting and bait stations. A total of 7,183.65 kg of bait was applied, 6210 kg by drone and 973.65 kg by hand. Eight full bags of bait (181.6 kg) were left securely stored in case it is required for a biosecurity response.

To establish a functional and sustainable financing initiative, and integrated business plan to generate funding for Ya’axche’s conservation work in the Maya Golden Landscape while creating economic opportunities for community-based sustainable enterprises and supporting community livelihoods. Key strategies include increasing the core customer base, securing strategic partnerships, strengthening marketing, and building financial and operational autonomy.  

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.