Strategic Plan 2022-2026

i. Develop a fundraising strategy with an implementation plan,

ii. Continue fundraising with historical contributors (KfW, AFD, WB, CI, FFEM, WWF, GEF ),

iii. Conduct fundraising campaigns with new external sources (bilateral funds, philanthropic foundations, international initiatives, multilateral funds),

iv. Create a corporate fund for the protection of biodiversity,

v. Mobilize potential local funding.

i. Update FAPBM's investment policy to reflect the CBD's 2030 and 2050 issues and targets (local investment decision, impact investment, risk and return),

ii. Optimize the management of the Foundation's portfolio.

i. Obtain accreditation to the Green Climate Fund,

ii. Develop and implement the FAPBM strategy and action plan on climate change financing mechanisms (GEF/LDCF, GEF/SCCF, GEF/AF , carbon funds, REDD +, Green Climate Fund, private funds, ...), FEM/FSCC, FEM/AF , fonds carbone, REDD +, Fonds Vert pour le Climat, fonds privés, …),

iii. Promote the role of PAs as nature-based solutions to climate change and mobilize funds for this purpose.

i. Establish a Disaster Emergency Fund (fires, cyclones, floods, pollution, etc.) in PAs,

ii. Raise sinking funds for direct financing of PAs,

iii. Promote innovative financing to increase the financing of PAs.

i. Revise the prioritization manual based on relevant criteria that address biodiversity conservation, ecosystem service importance, human well-being, climate change and resilience objectives,

ii. Implement the prioritization manual to increase the number of PAs, including MPAs.

i. Maintain the prioritization of funding for PA operating costs by respecting the distribution of 60% for PAs managed by MNP and 40% for NAPs,

ii. Revise the financing manual to better monitor impacts, particularly with regard to environmental and social safeguards, community development, the fight against climate change, the development of own resources, the raising of additional financing from other contributors and the financial empowerment of the PAs,

iii. Ensure rapid mobilization of funds in response to man-made and natural crises and disasters,

iv. Support the development and operationalization of a fire fighting system (active and passive fire fighting).

i. Promote the integration of funded PAs into an integrated management approach at the landscape level,

ii. Support restoration efforts to strengthen the resilience of PAs and the habitats they support, following a forest landscape restoration (FLR) approach,

iii. Support PA managers in their advocacy with the regional/local private sector for local financing.

i. Support managers in the development of standardized management tools,

ii. Ensure that PAs at risk are adequately equipped to deal with crises and disasters,

iii. Provide technical and financial support to PA managers in their efforts to be included in the IUCN green list.

i. Disseminate management tools and good practices to PAs not yet funded,

ii. Support the development and operationalization of a networking mechanism to capitalize on experiences and exchanges between supported managers,

iii. Support the initiatives of valorization of the biodiversity in the PAs (Lemurs Portal for example),

iv. Support networks and platforms that link PAs,

v. Support the development of databases to improve knowledge on biodiversity.

i. Accompany the government in the steps (research and communication) for the economic accounting of PAs and biodiversity,

ii. Support the Ministry in charge of the environment in the development and operationalization of a standardized environmental and socio-economic impact monitoring system for the SAPM and their integration into the GNP ,

iii. Participate in the development of a multisectoral strategy improving existing intersectoral agreements (such as Mines-Environment, Fisheries-Environment, Tourism-Environment) and taking into account the new sectors to be integrated,

iv. Support the institutionalization of systematic joint evaluations of the environmental and socio-economic impacts of FAPBM financing.

i. Establish national and international partnerships with production professionals for communication products for environmental awareness and education at different scales and with different targets (decision makers, contributors, private sector, civil society, volunteers),

ii. Support communication materials related to biodiversity and PAs.

i. Establish a partnership framework to ensure the FAPBM's accountability to the State,

ii. Establish a regular and structured dialogue with a view to taking into account the needs of the PAs in public policies and promoting synergy between the State and the FAPBM.

i. Update and implement prioritization policies,

ii. Revise funding manuals and funding agreements,

iii;.Conduct a training and awareness campaign for managers on funds, funding tools and procedures.

i. Establish a policy of ethics and good conduct, including the fight against corruption,

ii. Establish an ethics committee at the level of the Board of Directors,

iii. Develop a human resources management policy based on the new strategic orientations of the FAPBM,

iv. Clarify and document the respective responsibilities of the PCA, the Executive Committee, the other Committees and the Executive Management.

i. Strengthen the capacity of the Executive Management by allocating the necessary resources to implement the Strategic Plan in an effective and efficient manner,

ii. Implement an adequate capacity building program for each position and for the personal development of staff,

iii. Strengthen the capacity to monitor external placements in conjunction with the Financial Advisor,

iv. Establish a job evaluation system so that positions can be redefined as needed to ensure greater complementarity between them,

v. Establish a system for monitoring FAPBM's assets and scheduling their maintenance and renewal.