IMET is an integrative tool. It requires input from people who are in charge of the protected area, and also those who have a recognizable interest in the area but are not directly in charge. Prior to implementation, we determined who the right stakeholders were, such as key Government agencies, including the Forestry Department, which was in charge of managing the forest reserve, and the office of the Surveyor General, who were not directly connected to the management of the reserve but were custodians of the reserve maps. Equally important among stakeholders are Civil Society Organizations (CSOs), local community groups, and traditional leaders. Government and CSOs were engaged in project design and implementation. We engaged the stakeholders first by writing official letters with simplified explanations of the IMET process. The letters outlined the information gaps specific to each stakeholder. That way, the stakeholders were able to provide relevant information and documents that would feed into the IMET evaluation. Secondly, the stakeholders were invited to attend two workshops; 1. data collection, and 2. data collection and validation. These workshops aimed to create ownership and validation of the results generated.

Our team has identified the importance of accurate data collection, regular monitoring and oversight of data is done by the science and research adviser and Chief Operations officer to ensure accurate data is uploaded to the database. Population management and scientific decisions concerning the rhino population in the country are guided by the data collected during monitoring conducted by our patrol teams. Data based inputs are used to define the carrying capacity for wild-life based tourism and to plan and manage conservation and development activities.

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.

Rangers are trained on the use of new SMART technology used to record patrol data. It is crucial to have well trained and equipped ranger teams to collect accurate data during their patrols.

Issues of poisoning are sometimes sensitive and people might be reluctant to share much-needed information. To gain their trust, the implementer approached the local government authority and signed a Memorandum of Understanding which enables us to work in the area. Another engagement meeting was done with the local leadership (chiefs, headman) to discuss our intention in the area as a conservation organization. These steps increased our transparency as an honest organization. Building on these strong relations and trust with local communities is essential to ensure that they share such information.

While the WIO-COMPAS programme aims at improving the individual capacity of MPA professionals, it also has a compounding effect on the management effectiveness of an MPA. Therefore, a prior assessment on the different aspects of MPA management effectiveness is necessary for monitoring, evaluation, learning and adaptive management purposes.

It is thus recommended that the MPA implementing this process commences with at least one of the following assessments

• Integrated Management Effectiveness Tool (IMET) or Management Effectiveness Tracking Tool (METT)

• Social Assessment for Protected Areas (SAPA)

Combined, these highlight gaps in the different aspects of an MPA, including management, governance, ecological health, and social wellbeing. These gaps can be used to tailor the WIO-COMPAS training programme towards addressing the gaps identified.

Dogs have a highly developed sense of smell that enables them to locate hidden objects and follow traces of odorous objects. Thanks to their excellent ability to perceive acoustic and olfactory impressions, they are the ideal complement to humans in detecting difficult-to-see situations despite the darkness. Because of this profile, conservation dogs can provide valuable services in tracking and tracing poachers, for example. Dogs are also increasingly used for research, surveillance and protection purposes on sea turtle nesting beaches.

The training of the dog handlers and the conservation dogs is done by an expert dog trainer. The dog trainer spends at least 6 weeks per year on the project side and accompanies the team with online trainings.

The dogs' most important task is to search larger areas during beach patrols in order to detect unauthorised persons. Furthermore, they are specially trained to detect turtle meat and are able to find it in travellers' luggage at ports and airports, as well as in houses and cars. The dogs are also trained in mantrailing. This means that they are able to follow poachers who have left objects such as clothing, knives or ropes at the scene of a crime to which their scent adheres. This supports the local law enforcement authorities to track and prosecute poachers.

Implementation is the desire of any plan. It is the “boots on the ground” that counts. A portion of the equation is developing a protected area enforcement plan. Equally important is the capacity to implement. To determine ability to implement, an organization must carry out a self-analysis. The plan can outline fundraising needs: capacity needs, equipment and tools. Additionally, an organization can have a buildup period for implementation showing donors the full picture of desired impact.

Enforcement involves more than just one organization. The entire process in development and implementation of an enforcement strategy must be participatory. Ultimately, stakeholders must be involved as they can have a positive or negative effect on outcomes. In this case local government agencies are crucial to be involved (i.e coast guard, police, military, government agencies). Equally important are community members of influence who can become stewards educating on legislation and the protected area rules ultimately to help reduce poaching. Additionally, the value of strong community support is the fact that they can become “eyes on the ground”.