The community initiative has been designed in a participatory manner, together with representatives from the selected community. Activities included reflective sessions on gender, social roles and work, and local economic opportunities. The format of the sessions was held in a participatory methodology based on MUVA principles.

Interviews with participants after the training sessions revealed that they were perceived as very helpful in promoting a better understanding of gender inclusion. Participants learned different things from what they had in mind and realized that there is not much difference between men and women and that they have the same rights. Responses indicated a transformation in the perceptions of the participants, who have come to recognize and value equal opportunities in business and the breaking down of gender stereotypes associated with commercial activities. These changes indicate a move towards a more inclusive and equitable vision of professions and types of business for men and women.

Based on the leadership and Change Makers Group training, participatory action plans were developed. These plans were translated into changes in institutional practices and policies in the following areas: personal and professional development; health and well-being; maternity and paternity; and inclusive leadership. The action plans were collaboratively crafted by the teams and subsequently approved by leadership. This process led to the establishment of working groups comprising diverse members from the company, each responsible for developing the specific details of their assigned actions. 

Key results from the action plans within Aquapesca include: changes in the communication of vacancies and recruitment process to encourage the inclusion of women in different work positions; the dissemination of maternity and paternity policies for staff awareness; the improvement of staff equipment for health and safety; new multi-sectorial working groups for more inclusivity in decision making; the creation of a physical mural for inclusive communication about companies key information and opportunities; and the implementation of new activities in the community for better relationship, support and communication.

The Change Makers Group at the business partner Aquapesca was formed by seven individuals from different departments. The identification of key individuals for this group was made possible through collaboration between MUVA and Aquapesca's leadership. The rapid assessment of the organizational culture of Aquapesca enabled the team to map those potential champions to participate in the Change Makers Groups. The selected team members were then listed for the approach.

Training and capacity building for the change makers group took place intending to equip the Aquapesca team with the MUVA facilitation methodology, which is grounded in participatory popular education techniques. The training program with the Change Makers Group at Aquapesca had specific objectives designed to empower the group and equip them with necessary skills and knowledge, including a significant component on the gender perspective. This involved a comprehensive review of the concept of gender and an examination of societal norms that shape gender roles and expectations. By understanding these dynamics, participants were better equipped to address gender-related issues in their training and community engagement efforts. 

A rapid assessment enabled us to intricately outline the methodological workflow for our collaboration with the company Aquapesca. This workflow began with the formation of the Change Makers Group, working in close tandem with the MUVA team to grasp the methodologies necessary for ensuring the sustainability of our approach within the organization. The Change Makers Group was entrusted with the responsibility of spearheading processes within the organization, ultimately becoming champions of inclusion and gender equality, working in conjunction with colleagues and leadership. Following the group's inception, leadership training was conducted to create awareness and generate initial ideas regarding the areas of focus for action plans with new practices and policies for the company. Subsequently, the Change Makers Group was trained, building capacity for them to facilitate the approval of these plans and mobilize working groups dedicated to each area of work. 

Recognizing the ongoing threat of APL forest conversion by the palm oil sector, Kalfor identified the need to develop sustainable alternatives for revenue generation, employment, and livelihoods. Despite conservation efforts, only 56% (197.152 ha) of APL forests in four pilot districts have enhanced legal protection, leaving the majority at conversion risk. The project emphasizes finding sustainable uses for these forests that offer economic incentives for conservation. 

For APL (Non-State-Owned Forest Area) forests, lacking legal protection and reliant on voluntary conservation, quality data on forest cover is crucial. The Kalfor project addressed the need for accurate forest cover data in APL areas. Initially, the existing data was unreliable.  MoEF through KalFor facilitation, improved data accuracy using high-resolution remote-sensing from LAPAN collaborating with provincial universities This revised data, showing a total HCVF area of 347,922ha in four districts, provided a solid foundation for decision-making and highlighted the project's commitment to accuracy and empirically-driven, evidence-based practice.