The Social Enterprise and Biosphere Reserve (SEBR) Development Framework can be applied to any protected area and aims to provide a living document that will be flexible and adaptable in different countries and contexts, within their own norms, values and approaches. As such the Framework is designed as a route map towards the emergence of social enterprise as a means to promote sustainable economic development, in harmony with social and environmental sustainability. For this reason we have developed a Framework that looks at the importance of four key Factors - Public Participation, Social Enterprise, Social Investment and Sustainable Public Procurement.

The Framework can be used to plot the current context in a protected area, highlighting local strengths and weakness in relation to 4 key Factors. Once this mapping process has been carried out an Action Plan can be designed, relevant to the particular country and BR. It is likely to take around 3 years to establish the momentum necessary for this approach to become self-organising and so sustainable into the future. 

Scientists, who have been monitoring the area before it was closed, estimate a 500% increase in biomass within the area since the closure. The area, previously covered with sea urchins, is now a thriving biodiversity hotspot with the balance restored. The elders report new species in the MPA that have not been seen in living memory. The coral, previously destroyed by human feet, has recovered quickly and the lagoon area is now known as one of the best snorkelling destinations on the Kenyan coast. Local and international students come and learn in our living marine classroom. Turtles feed on the seagrass beds undisturbed, and the number of nests has increased significantly. The area has returned from being a marine desert to a marine paradise and a critical model globally that shows how a poor community can help conserve nature and benefit from it too. Bigger and better catches outside the MPA has ensured support for the permanent closure.

Although the MPA quickly recovered and livelihoods began to improve part of the management plan was to introduce other non-fishing based enterprises in an attempt to achieve a self-sustainable solution. Initially, outside funding had to be sourced to enable this to happen, and various grants were forthcoming. Initially, a tourism business taking advantage of the improvement of coral and biodiversity within the MPA attracted visitors. This produced training opportunities, created steady employment to fishers improving their livelihood and taking pressure off the marine resource. The youth were trained in furniture making from old dhows, honey was produced, sustainably caught fish sold to restaurants, vegetables and crops grown and sold, various aquaculture projects are underway, and the women group have various enterprises including tailoring and a craft shop selling products made from driftwood and natural soaps. A loan scheme allows the members to finance other projects. A portion of the profit goes towards community welfare needs like water, health and sanitation. Beach waste is collected and sold to recycling companies. A school education programme educates the children on the importance of sustainable use of resources, and we provide trips within the MPA. 

Using modern communication network, Sapu Jerat campaign at Kitabisa.com opens new opportunity for local, national and international communities to get involved volunteering to protect endangered species like sumatran tiger by donating through the Sapu Jerat campaign and getting involved in clearing sumatran tiger traps in the buffer zones and national park areas.

Potential communities to be involved in Sapu Jerat campaign are Tiger Heart Community by Forum Harimau Kita, Sumatran Tiger Project advocacy communities (journalists, communication officers), artists, students, tourists, forest rangers, etc. 

Local, national and international communities involvement in Sapu Jerat Campaign should be closely coordinated with national park officials.  

The GAW campaigns are organized in such a manner that each year there is a common theme for all the participating countries globally. This enhances learning from each other as there are common resources that are shared by the coordinating agencies such as brochures and provision of a common platform for cross learning and shring amongst participating partners. There are opportunities that are provided for joint meetings to review the progress of the campaign and share experiences from various parts of the globe. This provides an opportunity to jointly evaluate what has been working and what has not been working for improvement and learning. Having a common theme around the globe enhances the level of achievement of the anticipated results from various continents. The campaign also takes place simultaneously around the world.

The "helicopter approach" has become part of our philosophy and is an important key to success in Protected Areas. As an NGO, we constantly hover between local and international, and we aim to be rooted locally, while universally connected.

We thrive to balance between local assets, skills, and needs, with international concepts and expertise, without the need to stop at any "intermediary".

We seek to be adaptive and collaborative in our management of the Reserve: we seek the guidance of locals to adapt techniques and recommendations to our local context.

Our staff and board members are predominantly local residents; we have direct links with local stakeholders, and we advance personal relationships over numbers in large scale surveys. On the other hand, we aim at adapting the international concepts of the Man and Biosphere Programme, and we seek to have an active role in regional and international networks, and to build partnerships with multilateral donors and international foundations.

We believe that by having been locally rooted, and internationally connected, we became trustworthy partners on both levels.