Gender Equality/Mainstreaming

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.

  • Capacity building opportunities
  • Knowledge exchange with partner conservancies
  • Supportive management and employment policies

We have learned that female rangers are willing and able to conduct patrols together with their male counterparts.

Compliance with health and tourism safety requirements for reopening

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.

  • Staff were vaccinated and taken through new health protocols for visitors
  • Nature Seychelles/Cousin Island management worked hard to successfully complete all requirements and to get certified as safe.
  • An online payment system was put in place to supplement physical transactions
  • Adaptive management to quickly find ways in which to operate during times of crisis was required
  • A proactive management that worked outside the conservation box and worked with all authorities to ensure species conservation was given priority
Building Capacity for addressing programming gaps through personnel recruitment

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.

The following activities enabled delivery of the outputs defined in Building Block 1. Prior to being deployed into the field to engage in monitoring, surveillance and data collection, the ranger team needed to be equipped and trained as demonstrated by the activities below.

Activity Implemented 1.3 - Procurement of equipment and supporting hardware and software for use in monitoring of targeted areas within PSEPA

Activity Implemented 1.4 - Conduct training of surveillance personnel in the use of monitoring equipment

Implementation of this project provided a few important lessons:

  1. The benefits of this project to the Saint Lucia National Trust would have been more apparent to internal and external stakeholders if a well-defined communication programme had been developed and built into the project design. While there was mention of communication and knowledge materials, the processes for generating them were not well defined, given the fact that the project implementation process focused on addressing the human resource needs and functions. Well-designed communications actions add value to projects and provide avenues and tools for documentation, celebration and for continuous growth and development.
  2. The COVID context, especially the prohibitions on travel and face to face contact, limited training opportunities and activities. Most of these activities were conducted towards the end of the project and this did not allow sufficient time for practice of desired skills. Those skill sets that were softer and easier to internalize and reproduce were successfully transferred, but some that require practice are still ongoing.
Partnerships for conservation

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.

  • Nature Seychelles’ training program already in place known as the “EnvironMentor” and a long-term relationship with the placing schools. Most of the staff on the island have come from these institutions
  • A long-term relationship with tour operators who have been bringing visitors to the island for decades

Trust built with tour operators over the years played an important role in the resumption of ecotourism, but new tour practitioners (small scale) have begun to come to the island probably as a result of diversifying incomes during and after the pandemic.

Availability of donor funding for salaries

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

  • A donor willing to fund salaries
  • Dedicated staff
  • The traditional sources of funding and other kinds of support dried out during Covid-19. This crisis was a red alert for the conservation of biodiversity. Conservationists must look for innovative kinds of support, learn many new things and do more with less, particularly by using disruptive technologies such as AI and drones or monetising virtual tourism experiences
  • We need to look for avenues for unrestricted income for recurrent conservation budgets outside of tourism. Notably in 2021, we worked with IUCN and Porini Foundation to launch the Seychelles Magpie Robin as the first nature collectible, an NFT for conservation to raise funds to conserve the species
PA Effectively manned - "The last band on the titanic"

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.

  • Available donor funding to retain core staff
  • Committed staff
  • A committed team that goes beyond the call of duty is required to run an MPA. However, they must also be remunerated for their work
  • Management effectiveness can plummet depending on capacities to cope with extended periods of financial difficulties
  • We need to continue to safeguard strategic natural assets and the essential services they provide so that resilience is maintained to help us bounce back from crises
Awareness and community outreach

The purpose of this building block is to ensure that the broader communities are involved in the conservation efforts through activities that they are passionate about i.e youth through sports, school children through reading programmes. This helps to improve the connectedness that the local people have with the rhinos and they value the rhino more. 

  • Organized youth groups and structures

  • Willing and welcoming community

  • Strong partner co-operation

Feedback meetings attended by conservancy leadership have proven to be an important communication tool to discuss objectives, challenges and ways to improve the monitoring programme. We have also implemented various projects to engage local communities through sports, reading programmes and youth clubs. Through awareness campaigns local people feel and realize the important role they play towards the conservation of rhinos.

Effective communication

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.

Through strong relations established, the project implementers were flexible to engage with different stakeholders at different levels. This would include the arrangement of informal meetings and the use of local language to target different audiences. Social media, distribution of communication material and the power of face-to-face meetings enabled the implementer to reach grassroots levels.

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Face-to-face meetings are a powerful tool for effective communication and enable the project implementers to relay the relevant vulture conservation and policy issues to the target stakeholders within the KAZA TFCA.

Partnerships between key local actors and multi-sectorial, transboundary collaborations

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.

The implementers connected with local communities was that we were already working with communities on some other projects, so this enabled our relations to be strengthened. By involving communities in decision-making, they were able to identify some stakeholders with whom we collaborated to share skills, knowledge, and experiences resulting in the project's success. The transboundary collaboration enabled the implementers to focus on tackling vulture poisoning across three countries separately but fighting for the same cause.

Partnering with other organizations trying to achieve the same goal makes the implementation of project results much easier and quicker without a scenario of duplicating the work on the ground. Ideas and possible solutions to a problem can be freely shared resulting in problems being addressed holistically.

Application of a team consists of drone pilots equipped with modern night vision technology (drones and binoculars with thermal imaging technology)

The drone unit started operational activity in August 2018 with a quadcopter drone equipped with a thermal night vision camera, because sea turtles’ nest at night. As the operation and use at night requires advanced skills, rangers are trained as drone pilots.

 

The mobile vehicle patrols cover daily several dozen kilometres of beach per night with high poaching risks. At strategically selected points or in case of suspicious circumstances (e.g. tyre or footprints), the patrols were stopped and the area was searched with the drone. A large part of these missions take place accompanied by one or two police officers. For operations without police, the authorities are to be alerted, as direct contact of the team with the offenders must be avoided.

 

Furthermore, the team is equipped with binoculars and radio devices. The rangers can communicate with each other practically at any time and without being noticed. This way they are virtually inaudible on the beach in the dark, but they always have all the information they need. Communication training in different situations is conducted regularly. So the rangers learn how to tell the team on the radio precisely what a person is doing on the beach, where they are and where they are going. A skill that enables the rangers to observe a suspect with the divided team.

  • quadcopter drone equipped with a thermal night vision camera
  • further equipment like a vehicle, binoculars with thermal imaging technology, mobile phones, radio advices, batteries etc.
  • special trained drone pilots, who have a special talent and interest in technical advises and strategic operation planning
  • A project coordinator and trainer
  • Effective and concise communication between team members

Both the drone and the thermal imaging camera (including batteries) suffer from frequent use under harsh environmental conditions (sun, wind, salt, water) and need to be replaced regularly (approx. every three years).

 

There were changes in the personnel of both the dog handlers and the drone pilots. In order to compensate for the absence of team members more quickly in the future, we decided to train the rangers in two ways. They now learn not only to lead a dog, but also to fly a drone in an emergency and vice versa.