Indigenous Peoples’ (IPs) dignified voices and choices in Asia are recognised, empowered and sustainably progressing with fully secured rights and dignity in an environment of justice, peace and equality.

To secure the rights of and enable the progressive growth of the Indigenous Peoples (IPs) of Asia through effective engagements, innovative partnerships, and inclusive actions to empower, uplift and secure the rights, dignity and adaptive capacities of communities.

Building on lessons learned, emphasizing on AIPP’s contribution to the aspirational empowerment of IPs, and recognizing the need to work across sectors on cross-cutting issues of equity, gender and sustainability, the Strategic Plan 2021-2024 will increase AIPP’s ability to deliver results for IPs, Member Organizations (MOs) and partners, by:

1. AIPP’s organisational co-responsibility, governance, leadership, and accountability framework realigning strategies to address post-COVID19 pandemic challenges and related issues of rights, self-government, food sovereignty, health and sustainable development.
2. Aligning AIPP’s human, financial & technical resources around the common but priority areas in meeting the aspirations of the IPs.
3. Supporting AIPP’s ability to adapt and to make strategic choices and actions.
4. Creating more effective coordination, collaboration, and communication to win intensified support for the cause of IPs.
5. Strengthening ensuring gender equality and intersectionality.

Goal 1: Increase AIPP’s Impacts

1.1: Strengthen governance and build co-responsibility among AIPP’s EC, MOs and networks for securing their rights and to create impact at the local and country levels.
1.2: Focus on revival of Indigenous values, practices, and principles of customary institutions and governance systems for a sustained advocacy & impact at all levels.
1.3: Focus on Indigenous Knowledge for co-creation and documentation around bio-cultural landscapes including Indigenous foods systems, natural resource management, biodiversity and climate change with that of global best practices at all levels to create impacts.

Goal 2: Expand AIPP’s Outreach

2.1: Expand and build the capacity of the AIPP networks for greater outreach and integrated leadership with necessary skills
2.2: Create new channel of partnerships to expand networks of donors, knowledge & advocacy partners at all levels.

Gold 3: Enhance Rights Holders’ and Stakeholders’ Effective Engagements

3.1: Support AIPP’s MOs and networks in localizing SDGs, rights-based conservation, FPIC, and related capacity building modules in their respective contexts.
3.2: Expand and strengthen AIPP’s foundational and integrated leadership in realizing its organizational mandate and vision.
3.3: Enhance  IW, youth and IPwD’s engagement in the local and country-level processes and actions and at decision-making level for building an integrated Indigenous movement and distributed leadership. 

Goal 4: Strengthen AIPP’s Ability To Adapt

4.1: Promote a culture of research and innovation to take new initiatives and approaches
4.2: Build institutional, human capacity, and framework for catalysing actions, communication, monitoring results and measuring impacts.

The General Assembly (GA), held every four years, is AIPP’s highest decision making body. The GA adopts the strategic 4-year program, approves policies, guidelines and resolutions and elects a 12-member Executive Council (EC), including indigenous youth and women representatives, the Chairperson and the Secretary General. The Executive Council, chosen from the different sub-regions, provides collective leadership to the organization through sharing of tasks and organizational representation. The Secretary General, directly accountable to the EC and the members, leads the Secretariat in the implementation of programme activities. The Programme Committees, Executive Council, member organizations and partner organizations are actively involved in programme implementation.

AIPP is mainly guided by its Constitution and by-Laws, Organizational Manual, Strategic Plan (2013 – 2016) as well as Gender, Anti-corruption and Finance Management Policies. Through the years it has demonstrated its good practices of transparency and accountability in the functioning of the organization.