This component focuses on increasing the use of digital and physical market linkage platforms by male and female adult and youth smallholder farmers. Limited access to markets, pricing information, and quality inputs remains a barrier to productivity and income generation. By leveraging ICT tools, the initiative helps farmers connect to buyers, suppliers, and service providers more efficiently. It strengthens their participation in the agricultural value chain, enhances transparency, and improves decision-making. As a result, farmers are better positioned to sell their produce at competitive prices, access affordable inputs, and increase their resilience to market shocks.

This intervention aims to establish a conducive policy environment for the integration of ICTs—such as radio, mobile phones, and digital tools—into agricultural extension and advisory services. Many smallholder farmers in Malawi face challenges accessing timely and relevant agricultural information. By advocating for ICT-based approaches within national policies and working closely with stakeholders and government institutions, the initiative promotes long-term institutional support and sustainability of these services. It ensures that ICT-enhanced extension is formally recognized, funded, and embedded within agricultural strategies, ultimately expanding the reach and impact of extension services for men, women, and youth farmers.

It is key to ensure that information about new technologies is accessible, practical, and relevant to local contexts.

Key technologies promoted include drip irrigation for tomatoes, which helps farmers conserve water and increase yields; soil rejuvenation using Mucuna, a leguminous cover crop that improves soil fertility; and onion nursery establishment and disease control, which supports healthier crop development.

Other examples include nematode management in vegetable crops to reduce pest-related losses, and home-based chick rearing to support income generation for women and youth. These technologies are selected for their practicality, affordability, and relevance, and are shared through participatory radio programs, SMS alerts, and community ICT hubs.

Special attention is given to addressing gender and age-related barriers to adoption, ensuring that all groups have equal opportunities to benefit.

• Increasing awareness, knowledge and skills of adult and youth male and female SHFs in agriculture extension through provision of comprehensive information on Agriculture extension and advisory services. By delivering accurate, relevant, and timely information via radio and other ICT platforms, the initiative empowers farmers with practical knowledge on sustainable agriculture, climate-resilient practices, and improved farm management. It ensures inclusivity by targeting both men and women, including youth, fostering informed decision-making, productivity, and resilience in farming 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.

• 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.

• 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.

• 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.

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 collaboration between government agencies, research institutions, local farmers, and private sector partners mobilizes resources, enhances project sustainability, and empowers local communities.