Participatory land governance was central to the project’s long-term success. Communities were engaged in developing and adopting legal texts for two ecological corridors (Nazinga and Nazinon), covering a total of 37,500 ha. These corridors reconnect critical biodiversity areas while being managed by local populations. Traditional and local authorities, women, and youth participated in land-use planning and landscape governance training. Communities also contributed to restoration and management plans for 16,547 ha. By strengthening local legal literacy and providing technical guidance, the project ensured that biodiversity conservation, land use rights, and sustainable livelihoods were legally protected. The institutionalization of co-managed landscapes enabled communities to transition from passive beneficiaries to rights-holders and stewards.

The project integrated ecological restoration with local economic development through a co-production model rooted in community needs and knowledge. Interventions included assisted natural regeneration, use of manure pits, nursery establishment, beekeeping, agroforestry, and conservation of wooded areas. These restoration techniques were linked to income-generating activities—e.g., production and marketing of honey, shea butter, soumbala, and soya products. Communities received training, equipment, and support in forming or strengthening cooperatives. The integration of sustainable practices into value chains increased ownership and accelerated adoption. Community-led planning further ensured that ecological outcomes also served livelihoods. A unique aspect was the legal recognition and management of ecological corridors that improved biodiversity while securing local rights to restored land. This model strengthened food security, social cohesion, and economic inclusion while rehabilitating degraded landscapes.

• 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.

VLUAPs were developed in 200 villages through participatory processes involving women, youth, indigenous people, agribusinesses, NGOs, and churches. The plans identified land use priorities and restoration needs and were integrated into district-level annual plans and budgets. This alignment with the District Imihigo performance system ensured local accountability and long-term institutional support.

Land degradation in Sebeya was addressed by restoring 7,700 hectares with terraces (both radical and progressive), afforestation, trenching in forests and tea plantations, gully treatment, and riverbank protection. These interventions stabilized soils, reduced runoff, improved infiltration, and minimized landslide and flood risks. Restoration activities were tailored to agro-ecological zones, and linked to productivity improvements. Afforestation and fruit tree planting contributed to erosion control and diversified incomes.

Providing entrepreneurs with technical tools is essential for integrating adaptation measures into their business models and increasing their climate resilience. This building block combines financial mechanisms in building block 2 with non-financial services—including coaching programs and specialized technical assistance—to support entrepreneurs from the pre-incubation through incubation stages. A special aspect is that this coaching is not only provided after the successful application of entrepreneurs but also during the application phase. Thus supporting good ideas to become successful, climate-resilient businesses that incorporating EbA measures into their business models.  

The training builds foundational knowledge of climate change, territorial vulnerability, and sector-specific adaptation measures and the individualized support strengthens entrepreneurs' abilities to develop financing proposals, create sustainable business plans, and identify context-appropriate marketing strategies.

The coaching program also facilitates networking among entrepreneurs to integrate their ventures into local and national value chains and markets. Business fairs and exchange events are key components of the program design.

This comprehensive approach strengthens entrepreneurial competencies while ensuring investments and financing create meaningful impact on climate resilience and local development

Strengthening and consolidating climate-resilient rural ventures requires financing products that support these initiatives from inception. Rural entrepreneurs often encounter barriers to accessing traditional credit financing, particularly during the startup phase of their business models.

In this context, non-repayable funds—also known as seed capital—serve as a vital tool. This financing enables entrepreneurs to prototype promising ideas that can become dynamic ventures, fosters an entrepreneurial culture in rural territories, and provides crucial support during the early "valley of death" phase of business development.

This building block focuses on developing open public calls for seed capital funds that incorporate climate change adaptation criteria across business models. The design of these calls must include clear eligibility requirements for climate resilience, adaptation practices, and profitable business models with measurable socio-environmental impact. This financing can particularly benefit ventures led by youth, women, and vulnerable rural populations—making it essential to consider these demographics in the eligibility criteria