To advance the development of a value chain, a multi-stakeholder platform (MSP) was established. In the field of traditional medicine, it included representatives of local communities, traditional practitioners and/or small enterprises, researchers, and national government actors.

The first meeting introduced participants, clarified their roles and contributions, and allowed space to discuss interests, expectations, needs, and challenges. It also served to define strategic directions and a shared vision for the platform.

In a second workshop, stakeholders were trained by experts in the valorisation of traditional medicine- from plant to product- covering sustainable use, market access, toxicity testing, quality standards, and other key steps in building a viable value chain.

The third MSP meeting focused on building trust through intensive dialogue and the development of a joint action plan as well as a written agreement outlining each group’s roles and responsibilities.

The process was supported by a study on the availability and sustainable use of selected medicinal plants.

Joint results were presented to the Ministry of Environment during a public event with all stakeholders, media, a mini-exhibition, product displays, and a short video featuring community feedback.

Wewalkele is one of the pilot ESAs, is home to several threatened animal species such as the Thambalaya (Labeo lankae), the Leopard (Panthera pardus), the Fishing cat (Prionailurus vi-verrinus), the Elephant (Elephas maximus), and the Eurasian otter (Lutra lutra). Amidst the 125 flora species identified, cane plants grow to be quite tall and dense, are usually located in mud-dy groves, and are extremely thorny. People from the surrounding villages harvest Heen Wewal (Calamus) from Wewelkele using unsustainable means to make handicraft items that often sup-plement their household incomes. Recognizing the role played by the Wewalkele area in biodi-versity and sustenance of ecosystem services, and its potential threats, Divisional Secretariat (DS) and the community members joined hands to safeguard it via the respective Local Management Committee (LMC) in 2018, defining Wewalkele Co-Management Plan. The area was surveyed both socially and physically, demarcated to avoid further encroachment to ensure its conservation targets are met. And, to leave no one behind, the project focused on incentivizing the surrounding community to conserve the ESA while sustaining the economic benefits derived from it by transforming their existing natural resource usage to green jobs by enhancing their skills, facilitating stable market linkages and ultimately promoting the cane industry further. To ensure the sustainability of the community livelihoods, the project also worked towards setting up cane nurseries along with the required replanting facilities and support the village craftsmen to develop craftsmanship on value added products and to link them with marketing networks. The strong partnership with the local government bodies the community and oversight of LMC was the secret to the success of the managing ESA. Communities, natural habitats and biodiversity can co-exist, benefit each other, be protected and thrive, and the Wewalkelaya ESA is evi-dence of that!

This building block highlights the importance of forming strong, collaborative partnerships to achieve meaningful and sustainable grassroots impact. The success of any social enterprise, especially one focused on menstrual health or community wellbeing, depends not only on the product but also on the strength of the networks that support it.

First, by working closely with local partners (such as municipalities, local NGOs, girls' schools, colleges, hostels, and health centers), you can directly engage with the community. These partners help spread awareness about your product, support outreach activities, and even assist in distribution or sales. They also help ensure that the solutions are tailored to the specific cultural, geographic, and economic needs of the area.

Second, being active in national networks, such as the Menstrual Health Management Partner Alliance (MHMPA) Nepal, allows your project to stay aligned with national goals and current discussions. These networks offer a platform for advocacy, peer learning, joint campaigns, and collective problem-solving, enabling you to scale your impact beyond your immediate locality.

Third, building global partnerships opens the door to shared learning and innovation. For example, learning from other initiatives, such as the banana fiber pad project in Cameroon, can help you avoid common mistakes, adopt better technology, and improve your operations through exposure to diverse approaches.

Finally, teaming up with women’s rights organizations is crucial, especially when addressing issues such as menstrual health. These organizations already have strong community relationships, experience in gender-based advocacy, and a trusted presence in the field. Collaborating with them helps you access the right audience more effectively and lends greater legitimacy to your work.

Together, these partnerships enable your enterprise to grow stronger, gain trust, improve outreach, and build long-term sustainability.

Successfully establishing and scaling a social enterprise like a pad factory requires careful coordination with government authorities and strict compliance with legal requirements. This building block focuses on creating a strong foundation by building trust, ensuring legality, and protecting the enterprise from future risks.

The first step involves informing local and national government bodies about your project plans and activities. Regular communication not only builds transparency and trust but also makes it easier to gain support when needed. It ensures that the enterprise is seen as a responsible and contributing part of the country and community development.

Secondly, it is crucial to coordinate with local or provincial offices to confirm that the factory is located appropriately and meets all zoning, operational, and environmental requirements. Early consultation helps avoid future legal complications and promotes smoother project implementation.

Before any physical construction begins, the enterprise must complete all legal steps, such as securing land use permits, building approvals, and environmental clearances. This process prevents future disputes and ensures that the factory is legally protected at every stage.

If the enterprise plans to import machinery or raw materials from abroad (for example, from India and Chaina), it is essential to follow all import rules, including documentation and tax payments. Compliance with import regulations helps avoid customs delays, penalties, and additional operational costs.

Further, to operate legally in the market, the enterprise must register officially and gain approval to sell its products, such as sanitary pads. Official registration enhances the company’s credibility among customers, partners, and regulatory bodies, opening doors to wider distribution opportunities.

Finally, it is critical to insure the factory, machinery, and assets against potential risks like fire, natural disasters, burglary, or other damages. Having appropriate insurance coverage provides financial protection and ensures business continuity even during unforeseen events.

By following these structured steps, the enterprise not only secures its legal standing but also strengthens its reputation, improves sustainability, and creates a solid platform for growth and social impact.

The local CBO, largely led by women, implements an integrated approach to conservation and community empowerment:

• Mangrove Restoration: In December alone, 200 women restored 24 hectares of degraded mangrove habitat within four days—averaging 4 hectares per day.
• Environmental Monitoring: Female patrollers lead regular patrols to detect illegal harvesting of marine resources (e.g. juvenile crabs and shrimp during closed seasons).
• Financial Empowerment: Women like Alima provide training in financial literacy and savings through the Village Savings and Loans Associations (VSLA). This helps diversify income sources and reduces dependence on natural extraction.
• Peer Leadership & Advocacy: Women like Soatombo encourage others in the community to join restoration efforts and take ownership of local conservation.

The Golf for Biodiversity Programme is built on a structured and accessible approach that encourages participation and continuous improvement. Its clear step-by-step process—from engagement to certification—helps golf clubs understand what is expected and reduces barriers to entry. 

Throughout each phase, clubs receive technical and scientific support from ffgolf and the National Museum of Natural History. This guidance, from ecological diagnostics to action planning, ensures that clubs are not alone in the process and strengthens their capacity to act effectively.

Participation is managed via a dedicated online platform where each club has a personal space to track progress, access resources, exchange with ffgolf, and connect with other committed clubs.

The programme’s tiered structure (Bronze, Silver, and Gold certification) allows clubs to begin regardless of their readiness, while motivating them to improve over time. This accessible yet ambitious model has helped engage over 30% of France’s golf clubs (220 clubs so far - summer 2025), making it a key driver of the programme’s success.

• Its purpose was for provision of tree seedlings, land and manpower/human resource

   

It is based on the explicit recognition of traditional knowledge and the socio-cultural role of fishers in the management and conservation of natural protected areas. The approach is organized around the three pillars of the conservation agreements: recognition of traditional knowledge, vigilance, and waste management, within the framework of a participatory and co-responsibility process. Their empirical experience on the high seas is valued to identify species, ecological interactions and environmental changes, strengthening their participation as ecosystem watchdogs. Citizen science is promoted to record biodiversity and encourage integrated waste management from departure to return to port. 

It was developed by consolidating the participation of the OSPAS through conservation agreements. The articulation was based on aligning the productive interest - the continuity of activities such as fishing and egg collection - with the need for conservation, given the increasing fishing effort and the decrease in resources such as flying fish. The users themselves recognized the urgency of ordering the activity to ensure its sustainability. This openness was also reflected in buyers who supported the regulation measures, consolidating a shared perspective on the importance of balancing exploitation and conservation in the Dorsal de Nasca National Reserve. 

It focused on transforming the initial relationship between the protected area's management and the Artisanal Fishers Social Organizations (OSPAS), which initially acted as defenders of their interests in the face of fears of restrictions on their activities. Through a transparent dialogue process, the scope of management was explained, assuring that artisanal fishing would not be prohibited and that sustainable resource management would be pursued. This helped build trust and change the dynamics of the committee, moving from a defensive posture to active and committed participation, with the members themselves promoting the incorporation of new stakeholders and strengthening the planning and conservation process of the Dorsal de Nasca National Reserve.