The successful implementation and longevity of the MSP relies on several key factors: Establishing a system that maintains transparency and trust among stakeholders is a fundamental prerequisite and the basis of effective collaboration. Transparency can be achieved through open communication and honest sharing of information among the stakeholders. Open communication together with holding stakeholders accountable for their commitments as anchored in the governance framework helps to build trust.

Flexibility is another critical factor MSPs should endeavour in order to adapt to evolving sectoral priorities as well as to stakeholder dynamics. Therefore, the platform should be capable and open to react to changes and new information and accordingly revise its strategy and work plan or include emerging stakeholders. This can be achieved through regular evaluations and adjustments – also regarding the general MSP performance – which contributes to the achievement of its mission. 

As MSPs have the long-term purpose of sectoral improvement, members need to recognize that meaningful change may take time and requires sustained efforts. Developing and communicating a clear joint vision helps to keep stakeholders committed to the set goals over the long haul. In addition, creating ownership through the allocation of responsibilities keeps stakeholders engaged and should be considered as an essential aspect in terms of sustainability. 

In terms of communication, the development and sharing of a clear strategy to all new members helps to facilitate communication inside and outside the MSP. 

Another important aspect is the promotion and coordination of research and data collection through the MSP with the goal of ensuring evidence-based decision-making and strategies, and to remain the MSP effective in its mission. One example is a feasibility study on authorizing catch and release during the fish ban, aimed at establishing a peak period for tourism. Catch and release is a key activity in tourism, and this study seeks to harmonize evidence-based legislation between tourism and fisheries.

Identifying sustainable funding sources or mechanisms is essential for the long-term viability of MSP, because without adequate financial support, the platform will struggle to maintain its activities. Considering this aspect already in the planning and formation phase of the MSP avoids problems later, especially when the platform is initiated with the financial support of donors that have only limited time and resources for the facilitation. 
 

Avoiding risks

For the successful establishment and management of MSPs, it is also important to consider potential internal risks that exist. One of them being the dominance of powerful stakeholders which marginalizes the voices of smaller or less influential groups. This highlights the importance to implement mechanisms that ensure power balance, especially when developing the governance framework. The rotation of leadership positions and equal say for all members regardless of their size or lobbying power are two possible ways of addressing this. 

Another potential risk is the occurrence of conflicting interests due to the wide array of stakeholders engaged. This can slow down consensus building and the joint decision-making. Striking a balance between inclusivity and efficiency is a continual challenge.
 

The organisational structure of the MSP can vary according to the agreed governance framework, but a common set-up includes a governance body and several working groups. The governance body usually comprises a chair and co-chairs, and a limited amount of members which should represent the stakeholder groups engaged in the MSP. 

The tasks of the body will be: 

• General steering 
• Holding accountability for strategic evolution 
• Overseeing the working groups 
• Reviewing strategic plans 
• Ensuring the engagement of stakeholders 
• Holding responsibility for continuous collaboration between platform & government (especially in terms of policy formation) 

To ensure a smooth implementation and to avoid risks, it is key to develop a precise work plan that defines: 

• concrete steps to achieve the MSP´s objectives
• clear activities 
• timelines
• resources
• necessary funds 
• ways to obtain the funds

The governance framework will be the steering- and implementation structure and function as the core of the MSP. It should define: 

• the rules of operation
• roles of the participating stakeholders
• responsibilities of the participating stakeholders
• leadership positions

The governance framework ensures that the MSP operates efficiently and that decision-making processes are clear and transparent with mechanisms for dispute resolution and conflict management in place.

After the stakeholders have been mapped, they are brought together to find common grounds and build consensus. During engagement meetings, facilitated by a moderator of neutral third party, the stakeholders cooperatively: 

• identify and discuss joint challenges 
• define shared objectives 
• formulate a common vision that align with national and global agendas

These collective discussions ensure the inclusion of the different perspectives in the strategic and content-related orientation of the MSP. The creation of a shared vision and joint goals help to align efforts, create ownership, and maintain momentum amongst the members.

To ensure comprehensive representation, stakeholder groups and actors that are directly and indirectly connected to fisheries and aquaculture have to be mapped.

In workshops, key stakeholders jointly identify other relevant stakeholders. General key stakeholder groups and actors that are involved can be:

• Public sector: ministries and departments responsible for fisheries and aquaculture and, potentially, other governmental bodies that are connected to the sector, e.g. dealing with forestry, water, or agriculture
• Private sector: various actors including small scale fishers and fish farmers, large scale operators and companies, as well as actors along the value chain, operating in e.g. feed and gear production, fish processing, transportation, or marketing
• Agriculture farmers having impact on water quality and use
• Other users of water bodies related to aquaculture and fisheries; Civil society organisations and the media
• Cooperating partners: international and national development agencies, international organisations (e.g. FAO, World Bank, WorldFish, WWF, etc.), and development banks
• Academia and research: universities and research institutions
• Traditional leaders
• indigenous communities, and community members
• Conservation groups: agencies working in environmental protection and conservation

 Enhance publicity and guidance to elevate public awareness of wildlife protection. The Dalaoling Reserve prioritizes ongoing public engagement, frequently organizing nature education activities centered on wildlife conservation, particularly during significant events such as National Ecology Day. Additionally, the short video footage of forest musk deer captured by infrared cameras has been featured multiple times on CCTV's "The Eye of the Secret Environment," achieving commendable results in science popularization and significantly enhancing public awareness of forest musk deer conservation.
Develop green industries and encourage surrounding villagers to join the protection army. With good mountains and good water as the medium, the green development model of "tea - fruit - bee - wine" is constructed for Qianjinyuan Village, and the rural green industry chain is created. To promote the development of the bird-watching industry around Dalaoling, attracting more than 400 bird watchers from outside to watch birds in the Dalaoling Reserve every year, creating an average economic income of more than 100,000 yuan for local farmers. Assisted in the establishment of the Dalaoling Forest Health Association, promoted the development of the surrounding farm music industry, and increased the average household income of nearly 20,000 yuan in 2024, so that villagers can change the tradition of relying on natural resources as the main economic source, serve the "green bowl" at the door, eat the "ecological meal", and join the wild resources "protection group".