This building block outlines the findings and methodology of a nationwide field study conducted in 2022, which informed the Sparśa Pad Project. The research examined menstrual product usage, access, stigma, and user preferences among 820 Nepali women and adolescent girls in 14 districts across all seven provinces.

Using a structured face-to-face interview approach, the team employed ethically approved questionnaires administered by culturally rooted female research assistants. This method ensured trust, context sensitivity, and accurate data collection across diverse communities. The interviewers were trained in ethical protocols and worked in their own or nearby communities, thereby strengthening rapport and enhancing their understanding of local norms, power relations, and languages.

Key findings revealed a high reliance on disposable pads (75.7%) and ongoing use of cloth (44.4%), with product preferences strongly shaped by income, education, and geography. Respondents prioritized absorbency, softness, and size in menstrual products. While 59% were unfamiliar with the term “biodegradable,” those who understood it expressed a strong preference for compostable options, over 90%. Importantly, 73% of participants followed at least one menstrual restriction, yet 57% expressed positive feelings about them, seeing them as tradition rather than purely discriminatory.

These findings directly shaped the design of Sparśa’s compostable pads, informed the user testing protocols, and guided the development of targeted awareness campaigns. The accompanying link and PDFs include a peer-reviewed research article co-authored by the team and supervised by Universidade Fernando Pessoa (Porto, Portugal), as well as informed consent forms, a statement of confidentiality, and a research questionnaire. These documents are provided for practitioners' reference or replication purposes.

Why this is useful for others:

For Nepali organizations and local governments:

• The study provides representative national data to inform product design, pricing strategies, and outreach campaigns.
• It reveals regional, ethnic, and generational differences in attitudes that are essential for localized intervention planning.
• The questionnaire is available in Nepali and can be adapted for school surveys, municipal assessments, or NGO projects.

For international actors:

• The research demonstrates a replicable, ethical field methodology that balances qualitative insight with statistically relevant sampling.
• It offers a template for conducting culturally sensitive research in diverse, low-income settings.
• Key insights can guide similar product development, health education, and behavior change interventions globally.

Instructions for practitioners:

• Use the attached PDFs as templates for conducting your own baseline studies.
• Adapt the questions to reflect your region’s cultural and product context.
• Leverage the findings to avoid common pitfalls, such as overestimating awareness of biodegradable products or underestimating positive views on restrictions.
• Use the structure to co-design products and testing tools that truly reflect end-user needs.

The second phase of the apiculture training, conducted in Kwale, focused on post-harvest handling and value addition of hive products. It was designed as a follow-up Training of Trainers (ToT) activity to complement the technical skills acquired during the first phase. Participants included beekeeping ToTs and select group members who had harvested honey from their hives. The training covered proper harvesting techniques, hygiene, and methods for processing raw honey and hive by-products such as beeswax and propolis. Hands-on sessions enabled participants to make a range of marketable items including beeswax candles, body cream, lip balm, lotion bars, burn ointment, and cough syrup. Locally available materials such as coconut husks, bamboo, and recycled glass were used in packaging and product design. The training emphasized product quality, shelf life, and branding to improve marketability. This phase also encouraged innovation and peer exchange, as participants shared ideas for using bee products in traditional medicine or personal care. The value addition component strengthens income potential for beekeepers and supports the broader objective of creating sustainable, mangrove-compatible livelihoods.

Beekeepers in both Kwale and Mkinga had limited knowledge of improved hive management and struggled with low yields, poor equipment handling, and lack of confidence in basic apiculture practices. To address this gap, the project delivered a comprehensive Training of Trainers (ToT) programme on sustainable beekeeping practices. Participants included selected beekeepers, women and youth, as well as livestock production officers. The training focused on key topics such as bee biology and ecology, apiary site selection, colony management and multiplication, pest and disease control, pollination services, beekeeping equipment, record keeping, and the impact of pesticides on bees. Hive products and current research in the sector were also covered. Practical, hands-on learning was emphasized to ensure participants could apply knowledge immediately and confidently. The involvement of extension officers improved institutional capacity to support beekeepers beyond the project. Trained individuals were expected to pass on their knowledge and mentor others in their communities, contributing to broader uptake of improved practices and long-term sustainability of beekeeping as a nature-based livelihood in mangrove areas.

In both Kwale (Kenya) and Mkinga (Tanzania), locally produced beehives were often substandard and contributed to poor colony occupancy and low honey yields. The project responded by identifying carpentry workshops and training selected carpenters in the production of improved Kenya Top Bar Hives (KTBH) and other standardized models. In Kwale, two workshops (Lunga Lunga and Tiwi) were targeted, with Lunga Lunga already producing hives at scale but requiring technical improvement. In Mkinga, training took place in Tanga City. The training emphasized correct hive dimensions, appropriate materials, and basic bee biology to ensure the carpenters understood the functionality of each design feature. Following training, the workshops continued to produce hives to meet local demand, allowing community members to purchase hives rather than rely on donations. This helped build local ownership and supported a sustainable model for hive supply that could be scaled beyond the project. This intervention also laid the groundwork for additional support to beekeepers, who could now access better equipment within their region.

This building block ensures Sparsa’s financial sustainability and product-market fit through a structured 4-year financial plan and iterative feedback collection. The financial plan forecasts pad sales to track progress toward independence from donations, helping avoid budget overruns. Simultaneously, a two-phase feedback process, first with close contacts for honest critiques, then with 300+ users from schools and communities refines product quality based on real insights. By aligning finances with customer needs, Sparsa can achieve long-term viability and user satisfaction. 

This building block focuses on building and maintaining key partnerships with NGOs, INGOs, municipalities, schools, colleges, hostels, and health centers to expand the reach of Sparsa’s biodegradable menstrual pads. These partnerships help create demand, enable pad distribution in rural and urban areas, and build long-term relationships that promote menstrual health awareness and sustainable business models. 

At both factory locations, we have formed user committees made up of local women. These women sell Sparsa pads in their communities, earn income, and help make  themself and the project sustainable. 

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.