It evolved from the community level, and is based on traditional uses of the forest by communities. This bottom-up approach is a great strength of the Nepalese model as it gives ownership and leadership to communities to decide both where to create a community forest and how to run it.

A previus sensibilization work needs to be done to the government representatives. In Costa Rica we have 10 years working on the recommendation of mitigation measures on roads for wildlife. It is a long way, but when the mitigation measures are expensive you need a long-term management, to achieve solid results. Mitigation measures on new road projects are been implemented since 2015, but for existing roads we just found the way for its implementation, through a collaborative work, in 2020. This project is one of our fist attempts at a national level to activate the process of implementing measures on existing roads , through the maintaneiance activities.

NATURAL RESOURCE BENEFITS—the ultimate aim of UCRT’s efforts is to enable communities to benefit from their sustainably managed land and natural resources in order to improve their livelihoods. There are several key steps to this—building local capacity, strengthening governance institutions, securing rights and tenure, improving management, and finally generating benefits. We identified that UCRT needs to engage in all aspects of this process, or, through their foundational work on capacity building, governance, and securing rights are they delivering enough critical impact that only they can provide.

WOMEN’S ECONOMIC EMPOWERMENT— Capable women are often prevented from holding leadership positions due to their poverty. The entry point for these activities will be women in the Women Right’s and Leadership Forums that UCRT already works to strengthen. UCRT will build its internal capacity in order to directly assist women to develop nature-based livelihoods. UCRT will also work closely with partners who already have skills in naturebased enterprise development to bring additional knowledge, skills and opportunities to the WRLFs.

1. SUSTAINABLE MANAGEMENT— Building on the development of land-use plans and bylaws, UCRT expanded its approach by:
   • Ensuring communities protect connectivity between migratory livestock routes;
   • Integrating scientific knowledge with customary management approaches to improve pasture; and
   • Mainstreaming information related to climate change impacts and population growth.
   UCRT now works with elected Grazing Committees comprised of Traditional Leaders and build their knowledge and skills on rangeland management at the village level, by communicating relevant scientific knowledge in ways that can be understood in a traditional context. UCRT helps them engage with other Grazing Committee representatives from connected villages to develop cross border grazing and land use agreements. These cross-border MOUs between villages with communal grazing CCROs supports livestock and wildlife mobility and ensure resources are shared fairly and sustainably beyond village borders.
    

NATURAL RESOURCE BENEFITS—the ultimate aim of UCRT’s efforts is to enable communities to benefit from their sustainably managed land and natural resources in order to improve their livelihoods. There are several key steps to this—building local capacity, strengthening governance institutions, securing rights and tenure, improving management, and finally generating benefits. We identified that UCRT needs to engage in all aspects of this process, or, through their foundational work on capacity building, governance, and securing rights are they delivering enough critical impact that only they can provide.

WOMEN’S ECONOMIC EMPOWERMENT— Capable women are often prevented from holding leadership positions due to their poverty. The entry point for these activities will be women in the Women Right’s and Leadership Forums that UCRT already works to strengthen. UCRT will build its internal capacity in order to directly assist women to develop nature-based livelihoods. UCRT will also work closely with partners who already have skills in naturebased enterprise development to bring additional knowledge, skills and opportunities to the WRLFs.

1. While monetary accounts are the ideal, physical accounts (e.g. kg spawning stock biomass) can be useful where market prices do not exist. 
2. Tracking changes in the asset balance sheet are more important than a comprehensive asset balance sheet compiled as a one-off exercise. These data must be collected with regularity to be useful for tracking the sustainability of the blue economy.

• Focus training processes around the needs of the target audience and exemplify through practical exercises.
• It may be necessary to sensitize and train technicians and decision-makers at different levels, for which the training program should contain conceptual elements for each stakeholder group, based on their role, responsibility and specific tasks.

• Funding is key to the development of such a solution, as it requires expensive geospatial imagery and specialized personnel for information analysis.
• The availability of temporary funding (e.g., through international cooperation) may be the push for the construction of this tool, but it does not ensure its sustainability (maintenance, updating and usefulness in the long term).

We have shown a link between Good Nutrition which these indigenous plants bring and health of the Environment and Forests around these communities. Irrespective of the effects of the COVID-19 pandemic on our food systems, seed saved in the Community seed bank was able guarantee continuity in the supply and distribution of seeds which represented major boater to creating resilient local food-systems at the community.

Households created small/medium-sized enterprises for steady economic growth which put less pressure to their surrounding forest. As a result of less pressure on the forest for livelihood, new revenue streams are up and running. Local base ecosystems have facilitated growth not only within the Forest Community but beyond, creating opportunities for decent work. Achieving social inclusion was to emphasize “local ownership”. Setting up spaces for dialogue that allowed for the active and inclusive participation of local people ensured that priorities were determined locally and that local concerns were at the core of all activities.