The Turtle Foundation maintains a very close relationship with the local conservation authority and the national police for several years. We provide extensive professional, financial, human, logistical and technical assistance to support the authorities' law enforcement efforts against sea turtle poaching.

The project includes the use of conservation dogs and modern night vision technology (drones and binoculars with thermal imaging technology) and their professional application within the framework of coordinated operational concepts and strategies. The operational concepts are developed in cooperation with the police, who partly accompany the operations or are on call in case our teams uncover a poaching case.

While previous strategies focused mainly on preventing poaching activities through the presence of rangers and volunteers on the beaches, the more proactive approach of the Dog & Drone team involves detection, intervention and prosecution of poaching activities.

The main SAGE workshop started with pre-workshop orientation of participants and facilitators followed by two days assessment. During these sessions participants were provided with an initial overview of the SAGE process through presentations, followed by printed score cards for each of the 39 SAGE questions based on the ten principles of good governance and equity, from which each stakeholder group discussed the question, scored the results and presented to the plenary. The major differences in opinion between the different stakeholder groups could likely indicate governance challenges therefore these differences were well noted and justifications of their scores were provided.

This process continued by provision of ideas for action from each stakeholder group on the areas where the major differences occurred. For example, differences of opinion on benefit sharing among different actor groups may occur because the different stakeholder groups may have different information or different understandings of the available information. Therefore, for this to be easily resolved, recommendations for better transparency and sharing of proper information among stakeholder groups could be identified as a recommended solution as well as the plans for its implementation put in place.

Field missions associated with IMET only take a few days to conduct. It is therefore important that the project team be adept at using the IMET prior to the field mission. Building the technical capacity of the team will enable smooth implementation and reduce the risk of overrunning timelines. In our project, we underwent a series of capacity development sessions. During project design, we underwent several online training sessions organised by BIOPAMA. These meetings provided the knowledge and skills needed to conduct the data collection and analysis within a short period of time. Equally important is ensuring that the computers to be used  are up to date in terms of specifications. Thus, capacity development includes technical and logistical aspects 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.

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

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.