Investment in a radar tracking system for broader monitoring of the area. The radar tracking system is real-time monitoring speed, and directional heading of the boat in the marine protected area's vicinity. The radar information can infer the type of activity of the boat is likely to be engaged in the sea. For example, a fish trawler boat that is trawling tends to move at a slower speed of 7-10 kph than a passing trawler that usually travels at a speed of 16 – 20 kph. Furthermore, five blast detectors were installed to monitor and analyse blast fishing activities within SIMCA. The blast detector's information enables the Reef Guardian enforcement team to do strategic sea patrol to increase enforcement presence in the hot spot where illegal fish bombing often occurred.

Effective enforcement relied on the main four steps from Step 1 on detection of illegal fishing, Step 2 on successful detention of the suspect, Step 3 on the case prosecution and Step 4 on the criminal conviction. The Reef Guardian enforcement team plays an essential role in the early process of detecting illegal fishing.  Enforcement guideline has been used to standardize the sea patrol operation, ensure the team safety and efficiency from boat check, and preserve all criminal evidence (protected species, illegal fishing equipment/substances). The guideline has been used as capacity training for systematic enforcement procedures to the recruit.

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.

In 2020, CORAL and the Polo’s Water Board commissioned a third-party consultant to assess the WWTP's performance and necessary improvements. Identifying improvement areas to achieve continued compliance with high water quality standards and a wastewater treatment capacity for the projected population growth of the greater West End area and its tourism industry until the year 2040.

The result is an investment gap of approximately USD 300,000.00. However, phased investment is considered in the fundraising strategy.

Projected Investments (currently in fundraising stage)

By 2022: Replacements in the aeration system, going from aerator pumps to a fine bubble diffuser system.  

By 2030: Addition of a new anoxic tank for denitrification.

By 2040: Addition of a new decanter and mechanical sludge dehydrator. 

The projection for 2040 is based on population growth/requirements as a tourist destination/compliance with national & international water quality regulations). The estimated average daily flow will be 612 m3/day. 

This integrated and highly participatory approach has been fundamental to ensure the success of the WWTP.  The Polo's Water Board collaborated with CORAL, The West End Patronato (Community board), and the Roatán Municipality to gain support and cooperation from the local community; which was essential to ensure the connection of residences and businesses.

The community was also involved in the establishment of a fee, a process developed by Polo's under the guidance from the Ente Regulador de los Servicios de Agua y Saneamiento (ERSAPS), which is the federal government entity responsible for regulating water and sanitation providers. 

It has allowed us to secure funding, build strong partnerships, and most importantly gain the community’s support and trust by creating a positive change in their environment and creating job opportunities.

Budget modeling has been incorporated into the plant’s management model. With CORAL’s support, Polo’s Water Board has been able to design its annual budget based on different economic scenarios that range from the financial needs to ensure operations remain at full capacity to budgeting based on austerity measures due to reduced revenue. 

Coral and Polo's Water Board are also collaborating on creating a strategy to diversify income sources by engaging with new partners and donors and the potential commercialization of the treatment process (sludge composting). 

The partnership between Polo’s Water Board, CORAL, and the Bay Islands Conservation Association (BICA - Roatán) has strengthened local marine water quality monitoring efforts.

The partnership created a win-win collaboration where BICA can learn more about the connection between their control sites and the impact of wastewater infrastructure; while Polo's Water Board can have access to data that helps them assess the plant’s performance and CORAL can also access valuable data and information to continue promoting clean water for reefs.