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.

The use of illustrated cards 

Natural Justice was commissioned to develop a set of eight illustrated cards and a facilitator manual to support local communities in understanding ABS processes. Designed for use in low-literacy, multilingual settings, these cards simplify complex topics like the value of genetic resources, value chains, and benefit-sharing agreements. This visual tool encourages dialogue enabling local communities to engage meaningfully in ABS discussions. Only the images are shown to participants, while the manual helps facilitators explain each concept and ask the right questions.

The cards allow community members to connect the content to their own lives strengthening ownership.

The use of role games

Role games help communities understand complex processes, such as ABS by simulating real-life access requests to local resources. Participants act out roles, being community members, government, and users (e.g., companies) to practice negotiations, benefit-sharing, and communication. Performed in local languages, the sketch is repeated until key ABS steps are correctly represented, helping embed knowledge through active participation. It should be explained that the role play is to illustrate how the procedure just explained works in practice. The script is explained to all participants before the sketch begins. 

The key game changer in the process was the inclusion of young community members, known as animateurs, who had been identified by GIZ’s bilateral Pro2GRN project, active in the Comoé region. Already engaged in local outreach, these animateurs supported the transfer of project ideas to village level. With their strong standing in local structures, they facilitate internal discussion of GIZ ideas, fostering local ownership without GIZ presence.

In collaboration with the Ministry of Environment, the ABS Initiative conducted a workshop with around 40 animateurs. Using illustrated cards and role games, they were trained on key issues of valorising biological resources and ABS processes in an interactive, playful way.

The animateurs also developed initial criteria to identify local representatives for upcoming workshops. Over the next three months, they reached around 250 villages, raising awareness, helping communities select around 100 workshop participants. They provided crucial assistance with translating information and actions into local languages.

During the workshops, the animateurs facilitated group activities, led role games, translated, and enabled open, participatory dialogue on genetic resources, traditional knowledge, community needs, effective value chain participation and ABS.

The approach began at the national level, recognising the pivotal role of traditional leadership in community engagement. The National Chamber of Kings and Traditional Chiefs, representing 31 regions and thousands of villages, serves as a key communication channel between communities and the national government, even up to the presidency.

Together with the Ministry of Environment (MINEDDTE), an interactive workshop was held with ten kings to openly analyse the current context and co-design activities to better integrate local communities into the valorisation of biological resources. These sessions were not only informative but essential in shaping a locally grounded and culturally appropriate approach.

With official ministerial backing, the project engaged regional administrative representatives, followed by administrative and traditional authorities in northeastern Côte d’Ivoire, especially near Bouna and Dabakala.

At each level, interactive, participatory methods tailored to local realities were used. Authorities expressed support, shared insights, and provided key contacts. Their involvement enabled direct outreach to communities and laid the foundation for their participation in the value chains on medical plants.

Integrating different forms of knowledge to learn and plan how to restore degraded farmland into biodiverse natural habitat

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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 focuses on communication and advocacy as essential tools for creating systemic change—not just spreading information. Menstrual health is deeply personal but also shaped by institutional silence, stigma, and policy neglect. To challenge these patterns, the way we communicate must be intentional, inclusive, and tailored to each audience.

We develop distinct strategies for different stakeholders: government actors require policy-aligned framing and formal presentations; schools and youth respond better to creative, interactive materials; funders seek clarity, evidence, and long-term potential. Understanding what matters to each group—and delivering it in their language—has been key.

At the same time, we frame menstrual health as part of larger social goals: education, gender equality, environmental sustainability, and health equity. This framing helps broaden the base of support, positioning the issue within mainstream development agendas and attracting allies beyond the menstrual health space.

Advocacy happens through both formal and informal channels. While we participate in national alliances like MHMPA Nepal to shape policy and coordinate campaigns, we also invest in everyday conversations with local leaders, NGOs, and school staff. In both spaces, trust and consistency matter as much as messaging.

Strong communication gives menstrual health a visible, legitimate place in public life. It opens doors to new partnerships, mobilizes communities, and helps dismantle the silence that sustains discrimination.

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.