Estado del arte

a. Implementation Plan (to be completed by SSNP Team)

6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

50,000

De s i gn a nd cos ti ng ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ● ● ● ●

I mpl e menta ti on ● ● ● ● ● ●

Eva l ua ti on ● ● ● ● ● ●

De s i gn a nd cos ti ng ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ●

I mpl e menta ti on ● ● ● ● ● ● ● ● ● ● ● ● Eva l ua ti on _{● ●} 3,000 ● ● ● ● 3,000 ● ● ● ● 5,000 De s i gn a nd cos ti ng ● ● ● ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ● ● ● ●

I mpl e menta ti on ● ● ● ● ● ●

Eva l ua ti on ● ● ●

2011 (Month) Es t. cos t

(€ 000)

Entry fees sales and fees collection

Mud-bath spa

Accommodation facilities assessment Camping and parking facility assessment

Postal stamp

Financial mechanisms and key activities

Market based

SSNP BP Implementation program 2010-2012

Page | 59

6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

5,000

De s i gn a nd cos ti ng ● ● ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ● ● ●

I mpl e menta ti on ● ● ● ● ● ● ● ● ● ● ● ●

Eva l ua ti on ● ●

60,000

De s i gn a nd cos ti ng ● ● ● ● ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ● ● ●

I mpl e menta ti on ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Eva l ua ti on ● ●

5,000 ● ● ● ●

15,000

De s i gn a nd cos ti ng ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ●

I mpl e menta ti on ● ● ● ● ●

Eva l ua ti on ● ● ● ●

SSNP BP Implementation program 2010-2012

2012 (Months )

Non-market based options

Financial mechanisms and key activities

Es t. cos t (€ 000)

2011 (Month)

Tax deductable donations-CGS

NP Trust Fund

Green venture capital

Page | 60

6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

5,000

De s i gn a nd cos ti ng ● ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ● ●

I mpl e menta ti on ● ●

Eva l ua ti on ● ●

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

3,000 ● ● ● ● ● ● ● ● ● ● ● ●

10,000

Pl a nni ng, pha s i ng & cos ti ng ● ●

Ne goti a ti ons a nd a pprova l ● ● ● ●

Pha s ed i mpl e me nta ti on ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Eva l ua ti on ● ● ●

15,000

De s i gn a nd cos ti ng ● ● ● ●

Ne goti a ti ons a nd a pprova l ● ●

I mpl e menta ti on ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Eva l ua ti on & upda ti ng ● ● ● ●

● ● ● ● ● ● ● ● ● ● ● ● ● 179,000 SSNP BP Implementation program 2010-2012 2012 (Months )

Cost-saving strategies and key activities

Management and reporting

2011 (Month)

Monitoring & evaluation / PI Communications strategy Green labor month

BP Partnership

Assessment of other cost savings

SSNP Business unit

TOTAL ESTIMATED COST

Financial mechanisms and key activities

Es t. cos t (€ 000)

Page | 61 b. Financial performance indicators guideline21

When designing financial performance indicators (FPI), the details of the indicators determines how we can measure to what extent the objectives have been achieved at different times. Measurements can be:

• Quantitative, e.g. number of target protected areas within a national system of protected areas (Qualitative indicators should be measurable as far as possible).

• Qualitative, e.g. effective financial mechanisms established.

• Behavioral, e.g. manager of PA systems prioritize the development of business plans and establishment of financial instruments.

Direct indicators may need to be supplemented by additional indirect (proxy) indicators. Example of direct and indirect (proxy) indicators:

PURPOSE

Increased income in the protected area

DIRECT INDICATOR Entry fees

INDIRECT INDICATOR

Purchased park guards’ equipment Desks in Park Management offices Treated Word signs in parks trails

Several indicators are better than one. Single indicators seldom convey a comprehensive picture of change.

Indicators specify the performance standard to be reached in order to achieve an outcome or an objective. Therefore, indicators should specify: target group (for whom); quantity (how much); quality (how well); timeframe (by when) and location (where).

Formulating the FPI

Financial performance indicator should have the following characteristics:

• Substantial, i.e. it reflects the essential aspect of an objective in precise terms.

• Independent, at the different levels. The same indicator cannot normally be used for more than one objective / output / outcome.

• Factual, the indicator should reflect fact rather than subjective. It should have the same meaning for Project supporters and to informed skeptics.

• Plausible, i.e. changes recorded can be directly attributed to the proposed activities.

• Based on obtainable data. Indicators should draw upon data that is ready available or that can be collected with reasonable extra effort as part of the proposed activities.

The measures provided by indicators should ideally be accurate enough to make the indicator objectively verifiable. An indicator is “objectively verifiable” when different persons using the same measuring process independently one of another, obtain the same measurements. In the early planning

21

Source: The Logical Framework Approach (LFA), Handbook for Objectives-oriented Project Planning. NORAD (Norwegian Agency for Co- operation and Development). Sections of this document have been adapted to fit the needs of the SSNP Business Plan.

Page | 62 stages, indicators are just guiding values with which to analyze the project concept. These guiding values must be reviewed again when the project becomes operational, and where necessary replaced by project-specific indicators.

Step-by-step formulation

Select expected outcome: e. g. “Increased entry fees revenue” 1. Identify indicator: e. g. park entry fees.

2. Specify the target group: visitors paying entry fee increases to 34.000. 3. Quantity: Increase gross revenue from €90,000 to €185,000 annually.

4. Set quality: maintaining the 2010 level of protection of its natural habitats and according to the target revenue determined in the 2010 business plan.

5. Specify time frame: between January 2011 and December 2015. 6. Define location: SSNP

7. Integrate the element above:

At least 34,000 annual visitors to the SSNP pay entry fees (€5-€6 ). Annual gross income from entry fees increases from €90,000 to €185,000 between January 2011 and December 2015, according to the target income determined in the 2010 business plan and maintaining the 2010 level of protection to its natural habitats.