The Foundation must serve as a coordinator of cooperation among all parties, while simultaneously enhancing their understanding of conservation. At the same time, decision-making must be based on transparent disclosure of information. On the other hand, the rights of communities to live according to their culture must be respected, in alignment with the preservation of biodiversity, and ecological balance and sustainability. The Foundation must carry out its duties without fear of any challenge, as this duty is the moral obligation of humanity to protect and safeguard natural resources and to defend the right of wildlife to exist according to its natural way of life.

To maintain the value of the Huai Kha Khaeng – Thung Yai Naresuan Forest Complex to serve as a model for balanced co-management among forests, wildlife, and communities, and to expand this model to surrounding areas. Additionally, to be the principal conservation organization monitoring situations that impact forests, wildlife, and natural resources, in order to reduce threats and restore Thailand’s biodiversity based on academic principles.

1. Support the area-based management of the Huai Kha Khaeng – Thung Yai Naresuan Complex to foster balanced co-existence and expand work to surrounding areas.

2. Monitor the natural resource situation in Thailand, protect forests and wildlife, and jointly drive and restore biodiversity.

3. Build awareness and cooperation among networks in natural resource conservation.

4. Strive to be an organization with good governance.

1. Develop a model for area-based management of balanced co-existence to maintain the value of the Huai Kha Khaeng – Thung Yai Forest Complex.

Over the 4-year period of this strategic plan, the Foundation will support operations in the Huai Kha Khaeng – Thung Yai Forest Complex to maintain its outstanding universal value. This will be achieved by implementing a co-management approach among the forest, wildlife, and communities to ensure balanced co-existence. Furthermore, it will build awareness and participation in management with all sectors of the network, making this area a co-management model for Thailand.

2. Expand operations into the areas surrounding the Huai Kha Khaeng – Thung Yai Complex to protect forests and wildlife.

This involves increasing forest area through an appropriate concept of forest connectivity and conserving the buffer zone of the Western Forest Complex World Heritage Site (Mae Wong – Khlong Lan). It also aims to reduce human-wildlife conflict by creating stable livelihoods for communities, while simultaneously establishing a network for monitoring and safely driving wildlife out of community areas. Finally, it seeks to promote and develop model forest protection units.

3. Policy Advocacy and Legal Reform for Natural Resources and Environment

The objective is to drive the work of managing Thailand’s forests and wildlife. This is achieved by pushing efforts through policy recommendations and by revising and amending laws concerning natural resources and Environmental Impact Assessment (EIA) preparation. This ensures that decision-makers responsible for development projects in forest areas utilize accurate, up-to-date, and academically sound data with meticulous care, allowing development to progress alongside natural resources in a sustainable manner.

4. Monitor Thailand’s Natural Resources, Protect Forests, Wildlife, and Drive Biodiversity Restoration

The Foundation will maintain its crucial role as a monitoring organization for projects or activities that impact Thailand’s forests and wildlife. This process will be guided by academic knowledge and public participation, ensuring the public is a key part of both the decision-making and advocacy efforts. The focus will primarily be on the Western Forest Complex.

5. Build Collaborative Networks in All Dimensions

The strategy is to support and collaborate with conservation network organizations in all dimensions, including youth, students, communities, and the general public, as well as media networks and forest rangers, both domestically and internationally. This aims to broaden public awareness and secure strong and serious support from various agencies for the Foundation’s work.

6. Communication

The goal is to develop professional communication capabilities that are modern, understandable, accessible, and impactful. This includes developing content and presentation formats that align with social media trends and target audiences. The Foundation will establish a national database for natural resources and the environment and actively disseminate facts to the public, government, and key decision-makers. This will ultimately build awareness and understanding of natural resource conservation and the work of the Seub Nakhasathien Foundation.

7. Organizational Management Based on Good Governance

This strategy is critically important as it encompasses the internal functions that support the work of all other strategies. Three internal divisions fall under this strategy:

1) Organizational Management: Over the four years of this strategic plan, the Foundation will manage the organization based on good governance principles to become a sustainable organization. It will effectively adopt the 2023 Staff and Organizational Administration Manual as the guideline for internal management over the next four years. The Foundation will develop positions and restructure to support the management of work groups, ensuring staff agility. It will also standardize the compensation and welfare system and consistently develop staff potential to enable them to effectively manage the Foundation’s programs and activities. This effort aims to raise organisational work standards through transparency in all aspects, while adhering to the philosophy of balanced management via the four M’s (Management, Man, Money, and Material).

2) Fundraising: Fundraising involves developing various forms of support for the Foundation’s work through public relations and activities. This is designed to encourage the public to provide financial support necessary for the implementation of the Foundation’s strategic plan.

3) Merchandise/Souvenirs: This involves developing products to communicate the Foundation’s mission through merchandise and souvenirs for the public. These efforts serve two purposes: generating income to be used in operations, and simultaneously acting as a campaign or public relations tool for the Foundation’s work.

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