Recognition of the traditional knowledge and socio-cultural role of fishers in monitoring, surveillance, and waste management activities.

It is based on the explicit recognition of traditional knowledge and the socio-cultural role of fishers in the management and conservation of natural protected areas. The approach is organized around the three pillars of the conservation agreements: recognition of traditional knowledge, vigilance, and waste management, within the framework of a participatory and co-responsibility process. Their empirical experience on the high seas is valued to identify species, ecological interactions and environmental changes, strengthening their participation as ecosystem watchdogs. Citizen science is promoted to record biodiversity and encourage integrated waste management from departure to return to port. 

  • To rescue the traditional knowledge of the artisanal fisher in his knowledge of the environment, of the resources, understanding the level of risk of the activity. 
  • To know and share the experience of the activity and the offshore marine environment. 
  • Articulate the experience to the tasks and goals to be achieved in the management of the NPA. Citizen research or monitoring, surveillance actions and care of the marine ecosystem with the management of solid waste and recovery of abandoned fishing gear. 
  • Include in the training package, topics that are of genuine interest to local stakeholders, which help with the certifications required by PRODUCE or SANIPES, articulating these to the conservation goals. 
  • With the passage of time and technological progress, traditional knowledge is being lost. 
  • Conservation tasks such as waste management require a gradual adaptation and the involvement of other institutions to guarantee the effectiveness of the collection and final disposal system.
  • Failure to comply with agreements or to keep stakeholders informed of changes generates mistrust. 
Strengthening Systems Through Strategic Partnerships

The project works closely with city councils to establish efficient municipal waste management systems, ensuring a steady supply of organic waste for composting. In addition, it advocates for policy development that supports composting, waste segregation, and circular economy practices. These partnerships and advocacy efforts are vital to creating an enabling environment for sustainable compost production and long-term soil restoration in Malawi.

Unlocking Market Access to Strengthen Women-Led Compost Businesses

Under the Promoting Organic Systems of Soil Improvements to Build a Lasting Economy (POSSIBLE) Project, women’s compost products are linked to reliable markets. This market access has boosted incomes, improved product consistency, and enabled women to scale up their operations—contributing to wider adoption of composting for improved soil health.

Building Skills for Soil Regeneration and Business Growth

Through tailor-made capacity-building trainings, women have gained the technical skills to produce high-quality compost and the knowledge to run successful compost businesses. Trainings in business management and gross margin analysis have empowered them to track profits, plan growth, and sustain their enterprises—laying a strong foundation for both soil restoration and economic resilience.

4. Integrated Livelihood Development for Conservation NNT NP recognizes that sustainable conservation is intertwined with the well-being of local communities.
  • Participatory Approach (PICAD Model): Livelihood development is guided by the Participatory Integrated Conservation and Development (PICAD), fostering "community ownership" of activities by involving villagers in problem-solving and encouraging their contributions (labour, materials). The management incorporates the Government's "Sam Sang" policy, which promotes the village as the basic unit of development and the district as the development manager. Empowering communities in resource management. Village Development Plans (VDPs) are crucial, guiding the allocation of support from funds like the WB LENS2 and LLL programs
  • Eco-tourism Development: NNT NP facilitates community-based eco-tourism to provide socio-economic benefits to villagers with minimal environmental impact. 
  • Community Outreach and Awareness (COCA): Programs are delivered to communities within the park to raise awareness about conservation issues and integrate conservation messages into local culture.
  • Land Use Planning: Capacity building for district staff in Participatory Land Use Planning (PLUP) and GIS mapping supports the land use plans, ensuring that land use in and around the park is both productive for communities and consistent with conservation goals.
3. Robust Biodiversity Monitoring and Law Enforcement A key pillar of NNT NP's success is its systematic approach to protecting its natural assets.
  • Law Enforcement Program: NNT NP has a proactive law enforcement program focused on protecting wildlife and biological resources, with emphasis on endangered Annamite endemic species. This includes forest patrols (35,000 man-days pa) and operating checkpoints at strategic locations.
  • Targeted Protection: Efforts are concentrated on 3 Biodiversity Priority Zones, based on global conservation importance and threat analysis. The zones are crucial for species like the Critically Endangered Large-antlered Muntjac, offering significant hope for long-term survival.
  • Combating Illegal Activities: Strategies to reduce illegal poaching and trade through improved cooperation with neighbouring countries and intensive patrols along the Lao-Vietnam border. Adaptive law enforcement strategies are informed by "Patrolling Hit Rate" data.
  • Long-term Wildlife Monitoring: The park has a wildlife monitoring program using 300 camera-traps deployed biennially to estimate trends in populations and distribution. This provides essential data for evaluating conservation effectiveness.
  • Research Partnerships: NNT NP actively partners with specialized research organizations to expand knowledge of the park's biota and build staff capacity. Ongoing research includes programs for the Asian Elephant and Chinese swamp cypress.

Support from organizations such as Association Anoulak, Leibniz Institute for Zoo and Wildlife Research, Royal Botanic Gardens Edinburgh

Early capacity building by the Wildlife Conservation Society on law enforcement, wildlife monitoring and populational analysis of Asian elephant

Support from NTPC with their Wildlife Program from 2006 to 2012

An extensive list of biologists, wildlife ecologists, botanists and anthropologists   that have developed a wealth of knowledge of the NNT NP ecology

2. Comprehensive Planning and Adaptive Management using the Social and Environmental Management Framework and Operational Plan (SEMFOP) The core of NNT NP's adaptive management lies in its iterative planning process, centred around the SEMFOP.
  • Strategic Planning: A comprehensive 5-year strategic plan (now at SEMFOP 4, 2022-2026). The plan is developed with participatory consultations with the Committee, management, staff, inhabitants, and Implementing Agency staff. The SEMFOP is the strategic framework for NP management, defining its vision, goals, objectives, and strategies for conservation and development. The vision is to protect biodiversity, enhance ecosystems, protect rivers and soils, and improve inhabitants' livelihoods.
  • Iterative Development: A SEMFOP is developed every 5 years through extensive consultations with stakeholders to ensure plans are contextually relevant to needs and widely supported.
  • Adaptability: A feature is the mechanism for adjusting the SEMFOP or annual Operational Plans in response to unforeseen circumstances or new priorities. Such proposed changes are reviewed by the Independent Monitoring Agency (IMA) and subsequently approved by the Managing Committee. This ensures flexibility and responsiveness to changing ecological and social conditions.
  • Integration of Objectives: The SEMFOP integrates various objectives, from protecting riparian forests and water quality for the NT2 Reservoir to preserving biodiversity, fostering research, strengthening management capacity, improving multi-ethnic livelihoods, and prudently managing finances.

The NT2 CA which defines the process and provides the annual funding of USD1,000,000 (CPI adjusted from 2010) supports the planning process and contributions from district agencies from 4 districts across 2 provinces.

Involvement of the Managing Committee, NTPC, World Bank, NNT NP management and staff, NP inhabitants and implementing partners in the review and feedback on SEMFOP drafts

Inputs from IMA providing guidance on areas for improvement.

The considerable research undertaken for the development of SEMFOP 1 and subsequently to enhance knowledge of NP values.

1. Evolving Legal and Governance Framework The governance of NNT NP has undergone a significant evolution, establishing a structure aligned with international conservation standards.
  • Legal Basis: The NNT NP's governance is structured through a hierarchy of legal instruments, starting with the Concession Agreement (CA), which established fundamental commitments for environmental and social management. This is reinforced by Prime Ministerial Decrees, including PM122 which have refined the legal status, roles, duties, and organizational structure of the NP. The evolution of these decrees facilitated the transition from a NPA to a National Park, and proposed changes to PM122, aim to align governance with Green List and World Heritage requirements. 
  • Governing Body: The Nakai-Nam Theun National Park Authority is the responsible entity. It is governed by a Managing Committee, chaired by the Minister of Agriculture and Environment and including representatives from central and local government agencies, and NTPC.
  • Operational Management: Day-to-day operations are carried out by the NNT NP Management Division.
  • CA: The entire framework operates under the CA of the Nam Theun 2 Power Project. This agreement provides consistent annual funding for the NP.
  • Decentralization and Collaboration: The structure facilitates decentralization of management to local authorities and emphasizes collaboration with Implementing Partners. This multi-level engagement ensures coherence and effective implementation.

Considerable work went into the development of both the Nam Theun 2 Concession Agreement, providing guaranteed funding, and the first version of the Social and Environmental Management Framework and Operational Plan. These framework documents and the support from the World Bank, Asian Development Bank and the International Panel of Social and Environmental Experts set the NNT NP up with an adaptive management process to drive continual improvement. 

The annual monitoring by the Independent Monitoring Agency provides continuing guidance for improvement.

 

Monitoring of Success

In 2028, two further surveys are to be carried out in the stream where the crayfish were released to determine whether the release campaigns of 2024-2026 were successful and a stable population of crayfish was able to establish itself in the stream.

Incorporating Climate Change into the Strategy of SBD

The Development Banking System (SBD), a second-tier financial entity of the Costa Rican state, has the mandate to provide financing for vulnerable individuals in rural Costa Rica at favorable rates, particularly focusing on women and youth. Though there are existing institutional policies and strategies at national and territorial levels, there are large gaps in integrating climate change adaptation as an investment priority for financial entities. 

Until recently, climate change and the concepts of climate resilience and ecosystem-based adaptation (EbA) have been largely absent from the agenda of SBD. However, by providing training and capacity-building on these topics, the SBD can now pave the way for the development of innovative financial products and the enhancement of existing ones. 

Additionally, developing monitoring and evaluation systems for financial products helps measure the impact of adaptation measures integrated into local enterprises' business models. This strengthens transparency and builds trust among the financial sector, beneficiaries, decision-makers, and international financiers.

• Strong regulatory framework and public policies that incorporate climate change adaptation into national and territorial development strategy.

• Clear political commitment and alignment with the national climate agenda.

• Active institutions mandated to provide financial resources for rural ventures.

• Flexibility to modify existing financial instruments to include adaptation criteria.

• Strong institutional capability to collect, evaluate, and strategically use monitoring data

• Building an enabling institutional framework for financing adaptation measures requires time and inter-institutional commitment. A staged approach with concrete steps allows for orderly progress and helps identify areas for improvement when scaling.

• Developing or adapting effective financial products requires close coordination and active consultation between the financial sector and potential clients. 

• Integrating adaptation criteria into financial products needs a broad conceptual framework that encompasses both gray and green adaptation measures. The availability and channeling of international funds at competitive rates helps facilitate the financing of climate-resilient financial products.