TMNP could see commitment from its stakeholders, but not a clear picture of who they were or what each group actually needed. Communities, tour operators, religious groups and conservation partners all cared about the park, yet each expected something different from it. Before TMNP could engage well and build trust, it needed a proper way to segment these groups and match engagement to their real, evidenced needs.

BCA conducted a mixed-methods, evidence-driven process with multiple data sources and validation points.
BCA reached stakeholders through a mix of online surveys, intercept interviews, in-depth interviews and focus groups, and mapped stakeholder groups by their influence and interest in the park. In-depth interviews with TMNP staff and management added an internal view, checking the findings against how the park itself experienced these relationships. A social media and PR audit of TMNP communication gave context and complemented these findings.

The study evaluated current engagement perceptions, identified strengths and gaps, mapped stakeholders behaviourally, determined preferred channels, highlighted psychological barriers and motivators, and established measurable indicators for tracking improvement over time.

The headline finding was a striking mix: strong commitment sat alongside declining trust. Four distinct stakeholder personas emerged, each with different needs and expectations of TMNP. But across all four stakeholder personas, the needs that all shared were: people wanted follow-through, clear roles and processes, and a visible route to give feedback and see it acted on.