CEPF's investment in the Indo-Burma Biodiversity Hotspot is guided by the following strategic directions as outlined in the ecosystem profile.

1. Safeguard priority globally threatened species by mitigating major threats.

  • 1.1 Transform pilot interventions for core populations of priority species into long-term conservation programs.
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  • 1.2 Develop best-practice approaches for conservation of highly threatened and endemic freshwater species.
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  • 1.3 Conduct research on globally threatened species for which there is a need for greatly improved information on status and distribution.
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  • 1.4 Support existing funds to become effective tools for the conservation of priority species in the hotspot.
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2. Demonstrate innovative responses to illegal trafficking and consumption of wildlife.

  • 2.1 Support enforcement agencies to unravel high-level wildlife trade networks by introducing them to global best practice with investigations and informants.
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  • 2.2 Facilitate collaboration among enforcement agencies and non-traditional actors to reduce cross-border trafficking of wildlife.
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  • 2.3 Work with selected private sector companies to promote the adoption of voluntary restrictions on the international transportation, sale and consumption of wildlife.
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  • 2.4 Support campaigns, social marketing, hotlines and other long-term communication programs to reduce consumer demand for wildlife and build public support for wildlife law enforcement.
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4. Empower local communities to engage in conservation and management of priority Key Biodiversity Areas.

  • 4.1 Raise awareness about biodiversity conservation legislation among target groups at priority sites.
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  • 4.2 Pilot and amplify community forests, community fisheries and community-managed protected areas.
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  • 4.3 Develop co-management mechanisms for formal protected areas that enable community participation in all levels of management.
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  • 4.4 Conduct a gap analysis of key biodiversity areas in Myanmar and support expansion of the protected area network using community-based models.
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6. Engage key actors in mainstreaming biodiversity, communities and livelihoods into development planning in the priority corridors​.

  • 6.1 Support civil society efforts to analyze development policies, plans and programs, evaluate their impact on biodiversity, communities and livelihoods and propose alternative development scenarios and appropriate mitigating measures where needed.
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  • 6.2 Integrate the biodiversity and ecosystem service values of priority corridors into land-use and development planning at all levels.
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  • 6.3 Develop protocols and demonstration projects for ecological restoration that improve the biodiversity performance of national forestry programs.
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  • 6.4 Engage the media as a tool to increase awareness and inform public debate of environmental issues.
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8. Strengthen the capacity of civil society to work on biodiversity, communities and livelihoods at regional, national, local and grassroots levels.

  • 8.1 Support networking activities that enable collective civil society responses to priority and emerging threats.
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  • 8.2 Provide core support for the organizational development of domestic civil society organizations.
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  • 8.3 Establish clearing house mechanisms to match volunteers to civil society organizations’ training needs.
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11. Provide strategic leadership and effective coordination of conservation investment through a regional implementation team.

  • 11.1 Operationalize and coordinate CEPF’s grant-making processes and procedures to ensure effective implementation of the investment strategy throughout the hotspot.
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  • 11.2 Build a broad constituency of civil society groups working across institutional and political boundaries towards achieving the shared conservation goals described in the ecosystem profile.
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Read more about CEPF's strategy in the hotspot in chapter 12 of our ecosystem profile (PDF - 8.4 MB).

Note: To facilitate cross-referencing, numbering of strategic directions and investment priorities in the CEPF niche (six strategic directions) follows that in the overall strategy (11 strategic directions). At the mid-term assessment in March 2015, the participating stakeholders made a number of revisions to the investment strategy. For this reason, the investment priorities on this page do not always correspond to those in the ecosystem profile. In cases of discrepancy, the information on this page should be considered correct.