Via Dinarica Project Fiche

IPA 2012 Multi-Beneficiary Program
Project “Via Dinaica”
-Project Fiche/Concept-
1. Basic information
1.1.Title: Via Dinarica
1.2.Overall objective: To promote regional cooperation in the development process
1.3.Project purpose: The project carries multi-valued purpose, (specific bjectives):
1. Establish a sustainable mechanism for improvement of regional cooperation and removal of
regional level barriers; This entails the establishment of a platform that will comprise relevant actors in
the region (private sector, public sector, civil society, etc.) that will be a vehicle for ensuring the quality
and benefits of the Via Dinarica brand. Via Dinarica should be established as an overall umbrella,
regional coordination and cooperation framework for relevant stakeholder across the Dinaric Alp region.
This means to build on the developed critical mass for improved cooperation and reconciliation as was
seen during the spring 2012 and winter 2013 tourism/cooperation seminars in Dubrovnik and Trebinje.
2. Enhance quality and integration of nature based and cultural heritage tourism offer across the
region and related system of standards increasing employment and livelihood in rural areas;
This means building better connections between associated clusters that provide service or products
that can be combined to improve the quality of the cross border destinations overall tourism product
offering. It also means the establishment of sustainable domestic base of qualified outdoor activity and
related rescue service instructors/providers, increasing competitiveness and sustainability. The needs of
the outdoor employment sector have been identified through employer representative bodies, extensive
pre-project research, and stakeholder communications. There is a need to provide recognizable
standardized training relating to outdoor/adventure tourism. One of the key aspects of this effort is that it
will provide a solution jointly agreed by employers and training providers on a regional level that will
encourage and maintain the continued growth and development of the outdoor leisure labour markets.
3. Develop and establish the Via Dinarica brand; Meaning a comprehensive vertical (bottom up and
top down) and horizontal (across various stakeholder sectors) effort to define the Via Dinarica Brand as
not just a regional mark of quality, but also as a transnational region of excellence. The image of
western Balkans will be transformed, through a considered and well thought out process from a region
known for its not so distant ethnic strife, to a region known for its first grade natural assets.
4. Enhance management and improvement of economic viability of the protected areas (PA) in
the Via Dinarica region; Meaning the creation of a network of protected areas in the Dinaric Alps as
well as improving their economic stability. It entails networking of PAs by jointly aligning their
management practices with Agenda 21 and Natura 2000 standards. The effort to align standards in a
joint effort is intended as a platform that will enhance regional cooperation between PA managers and
related institutions by sharing experiences and exchange of practices. Additionally it means the creation
of a PA network as part of the Via Dinarica brand, as leaders in the region and propagation of best-case
practice. This objective also means the collective improvement of management to ensure improved
financial stability of PA’s by enhancing business practices and creating new and improved revenue
flows.

1.4.Beneficiaries:
Target groups
1. Existing and potential workforce in nature based, cultural heritage tourism and related sectors
2. Local/regional businesses and related professional associations and clusters
3. Sport “recreation” clubs, associations and related stakeholders
4. Rescue services
5. Protected area managers
6. Tourism and environment policy makers
Final beneficiaries
1. International and local tourists
2. Policy makers on all levels
3. Local and regional residents in the rural areas of Bosnia and Herzegovina, Croatia, Montenegro and
the western Balkans
4. Associated tourism, agriculture and related businesses
1.5.Partners:
UNDP country offices BiH, Croatia, Montenegro and WWF
1.6.Linked activities:
This proposal builds upon a number of projects in the region, most notably; “Business Cooperation and
Skills Improvement for the Development of Outdoor Tourism” funded under the IPA Cross Border
Cooperation programme Montenegro-Croatia and the “Vrbas Adventure Resort”, also funded by the EC.
However, both of those efforts were micro in scale and when compared, used inconsistent methods to
achieve development goals. That is not to say the efforts were not a success, but as with many early
phase development efforts, inconsistent approaches tend to be the rule of the day. At this point, there is
a need to begin establishing proper standardized educational measures and institutional controls to
ensure that skills get developed in such a way as to ensure regional sustainability, consistency, and
most importantly, validity. This effort will therefore build upon successful European projects by creating
the basis for immediate and long-term development of the outdoor sector as whole; specifically the four
core sectors recognized in the EC funded “European Qualification Framework of Outdoor Animators”:
Education and social intervention, Recreation, Training and Tourism.
Additionally, the project is linked with the ongoing efforts of WWF in the region with their “Dinaric Parks”
project. The first and main goal of this project is to create a platform of protected areas through
connecting parks in the region of the Dinaric Arc. The effort will help managers and senior officials of
some parks to meet with counterparts in the region to share their management plans and examples of
good practice, and to potentially plan to collaborate. Plans are set for study tours from one to the other
end of the region that parks employees will have better insight into the situation in the other parks in the
region as well as a wide array of capacity building and light infrastructure upgrades.
During the last five years, WWF has focused on creating enabling conditions for the regional
collaboration between institutions responsible for protected areas in the Western Balkans. In 2008,
WWF and Dinaric Arc Initiative partners (IUCN, UNDP, FAO, UNESCO and several others) facilitated
signing of a major political agreement on joint work on protected areas and ecological networks
between Ministers responsible for Environment from six countries in the region (Bosnia and
Herzegovina, Montenegro, Serbia, Slovenia, Croatia and Albania). This political agreement, named
“Dinaric Arc Big Win”, provided a solid platform for development of regional collaboration projects (with
financial support including Norwegian MFA). ”Dinaric Arc Big Win” commitments were taken seriously
by both national authorities and supporting organizations, and did not remain just another high-level
political agreement, but a true call for action. As a consequence, this agreement has a very high
"commitment-delivery" rate - in less than 3 years, 80% of the stated commitments were delivered, which
is a major achievement.
1.7.Indicative project cost: EUR 5 mil.
1.8.Indicative project duration: 5 years

2. Background
Via Dinarica encompasses area of the
central part of Dinaric Alps, which stretch
along the Adriatic Sea in direction northwest-
southeast, through most of the countries of
the South East Europe and forms a unique
and distinct natural region. It is an area of
extraordinary beauty and value both in terms
of natural and cultural wealth, characterized
by very distinctive natural and historical
features. The area is still largely wild, under
populated, with many parts still untouched by
human influence. Geographically, the Dinaric
Alps are a rugged and extensively
mountainous area, with uniquely beautiful
limestone forms, which create the very
distinctive features such as Karst - which has
given its name to all such terrains of
limestone eroded by groundwater in world.
The most prominent geological feature of the landscape of the Dinaric Alps are its limestone mountains,
which are the most extensive example of limestone mountains in Europe.
Another interesting, and for adventure tourist very attractive feature of Karts, are the numerous caverns,
sinkholes and grottoes, which form enormous underground labyrinths of channels and shafts carved by
water over thousands of years. The mountains are crossed by magnificent gorges of many of the
Dinaric Rivers, of which Una, Vrbas, Neretva, Cetina, Krka, Tara and Lim are the most known and
present tourist attractions whose potentials are underutilized. Although it might be less obvious, most of
the islands and harbours of the Croatian coast are in fact elements of the partially submerged western
Dinaric Alps. Finally, the area has a vivid history and rich cultural heritage, which presents a significant
potential for attracting attention and interest of people in and outside the region, with aim of generating
sustainable revenue from activities related to tourism.
The natural heritage is currently
managed through a number of protected
areas in Bosnia and Hercegovina,
Croatia and Monte Negro. In total there
are 506 areas that are under some level
of protection in the three countries, but
only 17 of them are under highest levels
of protection (National Parks or similar).
As result, countries of the Via Dinarica
still fail to effectively achieve the relevant
EU standards and targets in this aspect
of heritage protection.
Additionally, management practices and approaches to protection vary significantly from one country to
another, resulting in very mixed and generally unsatisfactorily economic utilization of the protected
areas. Instead of being driver of prosperity in the Via Dinaric area, the protected areas are effectively a
burden to the countries and a significant net drain of the already strained budgetary resources.
By joint problem analyses facilitated by UNDP in cooperation with foreseen stakeholders/target groups,
(public, private and CSO actors), the following problems have been distinguished.
Unfavourable economic conditions in the western Balkans have resulted in insufficient investments in
both protected areas and tourism. This has significantly reduced the chances for promotion of
exceptional natural and cultural values in the area. This critical problem is affecting economic viability in
general as well as inhibiting human resources development that is a necessary precondition for
development of sustainable tourism offers in the region. This impact is felt no greater than in the
“Outdoor tourism sector”, (also referred to as “Adventure”, “Nature Based” or Active” tourism).
Therefore, the outdoor sector struggles to develop in a sustainable fashion (currently revenues are low
relative to total tourism, e.g. approximately 1-2% of total tourism revenues in Croatia, while the
According to a 2009 research effort by Karzen & Karzen d.o.o. on the contribution of Adventure Tourism to Croatian tourism revenue
Country
Total Surface
of PAs (ha)
Total No.
of PAs
% of Country's
Territory Under
Protection
Bosnia & Herzegovina 78,279 10 1.53%
Croatia 512,480 445 9.50%
Monte Negro 106,655 51 7.72%
No. & Surface of Protected Areas per Country

Adventure Tourism Travel Association, a global umbrella organization, estimates the sector contributes
between 20% and 25% to global recreational tourism activity). What is more, in Croatia and
Montenegro, the majority of the revenues that do exist are located primarily along the coastal regions,
while in BiH tourism in general is lagging. Yet still, management of protected areas in the region by
institutions with moderate at best capacity is ineffective. This is leading to increased threat of habitat
destruction/fragmentation, land abandonment and overharvesting of biodiversity. This degradation
reduces the revenue generating capacity of the region without concern for manmade borders or
divisions. As such, the sustainability of the region to develop viable means to capitalize on those assets
is similarly reduced, meaning that what should be a motor for economic activity is instead marginalized.
Much of the revenue that currently is being generated is lost by means of poor management.
Compounding the problem, the complexities of establishing regional outdoor centres in the region (one
that would be comparable to Glenmore Lodge, the Scottish National Outdoor Centre) are thoroughly
prohibitive both from a political as well as administrative perspective without the presence of a regional
cooperation platform. Because of this situation, there has been insufficient development of much
needed human resource skills (e.g. outdoor guiding skills) further compounding the lack of developed
products. This is a giant economic hole considered that a 2005 study by Peter Higgins of the UK
institution “Skills Active” demonstrated that outdoor centres contribute between £600 and £800 million to
Scottish tourism receipts annually. Other regional infrastructure issues include under developed trail
networks with variable at best standards and conditions as well as the Trebinje-Dubrovnik-Herceg Novi
rail line. Yet still, there is insufficient public awareness and information for potential tourists and reduced
numbers of visits that directly affect revenues in the area and consequently reduce investments in
necessary protection of natural and cultural assets. Finally, the situation regarding insufficiently
developed regionalized, consistent planning, organization and management system of the Dinaric Alps
as a destination poses a substantial threat to sustainable tourism development that is in desperate need
of identity and standardization.
More and more entrepreneurs would like to start setting up private companies to provide a growing
clientele with the services they desire, but are struggling to find competent qualified outdoor animators
who unfortunately can be difficult to find even on the European labour market. Those who do have some
training are often trained in a variety of ways that are by no means consistent with accepted standards.
At the same time, more young people are entering the outdoor activity industry, but they face difficulties
in finding the right training programs and qualifications to become animators in outdoor activities
especially if they wish to practice their trade throughout Europe. It can therefore be argued that although
the industry continues to flourish, employers and employees have difficulties matching each other’s
requirements because viable training is practically non-existent or very limited and there is a lack of co-
ordination and implementing controls and standards at the national and regional levels, which clearly
limits staff mobility and employment potential. The disconnected regional approaches to generating
skills that meet European standards (e.g. European Qualification Framework for Outdoor Animators) is
a substantial problem. Different organizations working separately, sometimes in opposition to each other
(e.g. Croatian Mountain Rescue “Adventure Guide” certificate and the Mountain Guides Association
skills programs, neither of which have any level of either domestic or international recognition nor are
either institutions capable of providing the needed holistic approach to ensuring skills development is
properly developed). The fact is that Universities and other educational institutions in the region are the
leaders in developing educational curricula as well as significant channel for transmission of knowledge
between two or more countries, and as has been done in Europe with the EQFOA, these institutions
played the leading role in design of the qualification framework, further supporting the regional
approach.
Insufficient promotion capacities represent an additional problem which in a way comes out from the
one previously mentioned. The region lacks a consistent marketing approach and brand identity and
has underdeveloped distribution channels that need strengthening. No single brand identity that could
unify all relevant operators in the region exists. Currently, several potential promotion approaches exist,
(e.g. adrenalin, extreme, active adventure), but their varied nature acts to demonstrate a lack of
understanding of the outdoor sector as a whole.
Linking protected areas’ practitioners from different countries within the region is just now slowly
beginning to take hold in the region. As protected areas are often in the least developed and poorest
areas of the region, they are far away from political and economic centres and as such an ”out of sight,
out of mind” effect has become common. Beyond just protecting biodiversity, protected areas are seen

as the most promising vehicle for local economic development. Since high mountain ranges and rivers
make good natural boundaries, many protected areas are located in bordering regions, which have
experienced the greatest war-time impacts. This creates an opportunity for developing concrete trans-
boundary collaboration efforts. Positively, staff working in protected areas throughout the region share
similar language, natural environment, opportunities and challenges. They see the clear need and
advantage in working together and are among the first to take regional cooperation into their own
hands. Our task will be to support them in this effort.
The main “direct use” values associated with the protected area system in the region are derived from
tourism activities. Tourists visiting protected areas spend money both within and outside them. This
generates value added in the tourism industry, and further value added for the regional economy as a
whole through linkages and multiplier effects. The increase in protected area management effectiveness
will have a positive bearing on the tourism development of this region and specifically on the rural
communities located in their vicinity. With further investment in the PA system, the benefits to
communities will increase. Important infrastructure developments benefitting local and visitors alike will
be developed. For instance, through backward linkages, wholesale and retail businesses will be
established near protected areas to offer various goods to the tourist industry. Protected areas also
provide other ecosystem services and goods such as drinking water, carbon storage and soil
stabilization. In the face of climate change, these roles all become more critical to enhance the adaptive
capacity of local people to cope with climate change. Protected areas, by helping to maintain natural
ecosystems, can contribute to physical protection against major disasters, which are predicted to rise
with climate change. Although the scale of the disasters generally depends on an aggregation of factors
(e.g. building regulations, land use, etc.) in many cases ecosystem maintenance and natural systems
protection can greatly reduce those impacts. Natural ecosystems e.g. forests or wetlands, may buffer
land, communities and infrastructure against natural hazards. In addition, protected area management
can empower marginalized human community groups by improving engagement with governance
systems. The project will promote the participation of local communities, local authorities and private
sector partners from the initial stage (including project design) throughout its implementation.
3. Rationale for regional approach
The Dinaric Alps stretch along the Eastern edge of the Adriatic Sea running northwest to southeast.
They pass through most of the countries of the Western Balkans and form a uniquely distinct natural
region (with significant biodiversity hotspots). It is an area of extraordinary beauty and value both in
terms of natural and cultural wealth. The area is still largely wild, under populated, with many parts
virtually untouched by human influence. Geographically, the Dinaric Alps are a rugged and extensive
mountainous area, with beautiful limestone formations, cliffs, and caves, which are a part of the distinct
Karst geological classification that dominates the region. The Dinaric Alps are, with its limestone cliffs,
mountains and caves, the most extensive example of this form of geological formation in Europe.
The numerous cliffs, sinkholes and grottoes, extensive underground labyrinths of caves and shafts
carved by water over thousands of years are very attractive features for outdoor/adventure tourists. The
region is also notable for its magnificent gorges through which many rivers of the regions flow, (including
Una, Vrbas, Neretva, Mreznica, Kupa, Krka, Tara and Lim), are amongst the most present yet broadly
unknown and underutilized tourist attractions whose potentials are of great substance. Although it might
be less obvious, most of the islands and harbours of the Croatian coast are in fact elements of the
partially submerged western Dinaric Alps. These features combined with the areas rich historical and
cultural heritage, presents a significant potential for attracting attention and interest of tourists seeking
diverse offerings, with aim of sustainable revenue and job creation.
The natural heritage is currently managed through a number of protected areas in Bosnia and
Hercegovina, Croatia and Montenegro. In total there are 506 areas that are under some level of
protection in the three countries, but only 17 of them are under highest levels of protection (National
Parks or similar). As result, countries of the Via Dinarica still fail to effectively achieve the relevant EU
standards and targets in this aspect of heritage protection. Additionally, management practices and
approaches to protection vary significantly from one country to another, resulting in very mixed and
generally unsatisfactorily economic utilization of the protected areas. Instead of being driver of
prosperity in the Via Dinaric area, the protected areas are effectively a burden to the countries and a
significant net drain of the already strained budgetary resources.

Poor Regional Cooperation and Resulting Underdevelopment
Unfortunately, the inadequate protection of natural values is just one example of an important sector
suffering because of the insufficient and inadequate cooperation and coordination of development
efforts in the region. The negative consequences of the region’s borders and barriers, physical,
administrative and mental, are probably the most tangible in economic life, but they do affect almost
every other aspect of life in the area. The unfavourable framework and economic conditions in the
Western Balkans have resulted, among others, in insufficient investments in both protected areas and
tourism development. That has significantly reduced the chances for wider promotion and utilisation of
the exceptional natural and cultural values of the area. This critical problem is affecting economic
viability in general as well as inhibiting human resources development that is a necessary precondition
for development of both sustainable tourism offers and protected area management in the region.
This impact is felt no greater than in the “Outdoor tourism sector”, (including most notably adventure
tourism). While all recognise its great potential, suffering from lack of standardisation, integrated offer
and promotion throughout the region, outdoor tourism in Via Dinarica area struggles to develop in a
sustainable fashion. The revenues that it generates, estimated to approximately 1-2% of total tourism
revenues in Croatia
1
, are far from the global average share of between 20% and 25% in global
recreational tourism activity as estimated by the Adventure Tourism Travel Association.
What’s more, in Croatia and Montenegro, the majority of the tourism revenues that do exist are located
primarily along the coastal regions, while in Bosnia tourism in general is lagging. A demonstration of the
low number of tourists can be seen in a review of arrivals and nights along the Bosnia-Croatia Border/
hinterland, with statistical data for this area alone indicating the relatively low numbers of arrivals
(13,065 in the Croatian
2
part and 4,219. in Canton 10
3
).
These are paltry numbers when compared to the total number of tourist visits in the wider region and
particularly in the coastal areas.
Compounding the problem, the complexities met when trying to establish regional outdoor centres of
excellence in this area, (ones that would be comparable to Glenmore Lodge, the Scottish National
Outdoor Centre or similar) are thoroughly prohibitive both from a political as well as administrative
perspective without a serious effort to facilitate the development of a regional cooperation platform. This
is a giant hole from an economic standpoint when considered that a 2005 study by Peter Higgins of the
UK institution “Skills Active” demonstrated that outdoor centres contribute between £600 and £800
million to Scottish tourism receipts annually.
Unemployment, Development Disparities and Key barriers
In stark contrast to the wasteful ignorance of the natural and cultural heritage values and potentials, the
area is heavily burdened with numerous socio/economic problems, of which unemployment is the most
prominent one. It is a burning issue on national level for the three countries, especially in Bosnia and
Herzegovina (27,6% - using ILO methodology) and some areas in North of Montenegro where it
reaches alarming 59%. Furthermore, any attempt to tackle the unemployment problem is complication
with the generally low level of human capital and rather unfavourable structure of the unemployed in
terms of level of qualifications and unfavourable gender structure. Those rural, mountainous areas are
under-populated and suffer from poor infrastructure, resulting in low human and economic capital.
There are generally very little reliable analysis and statistical data on developmental disparities between
different geographical and administrative units within each of the countries. The disparity in
unemployment is more than obvious, as it ranges from 12% in tourist town of Budva to 59% in
underdeveloped rural municipality of Rozaje. This can be taken as a strong indicator of disparities in
levels of incomes and wellbeing of population in the different regions. If we consider that biggest part of
Via Dinarica area in Bosnia and Herzegovina and Croatia have, on top of the failed economic transition,
also suffered extensive war devastation and displacement of populations, we can safely assumed that
situation and problems in those areas are very similar if not worse.
1
According to a 2009 research on Adventure Tourism as a contributor to Croatian Tourism by Karzen & Karzen d.o.o.
2
Source: Croatian Bureau of Statistics, 2010, for Municipalities of Sinj, Trilj, Knin, Drniš and Hrvace
3
Source: BiH Federal Bureau for Statistics, 2009, included Municipalities Bosansko Grahovo, Drvar, Glamoč, Kupres,
Livno and Tomislavgrad.

That is why the “Via Dinarica – Regional Development Project for Sustainable Livelihood in the
Rural Areas of the Dinaric Alps” project which will directly address the key barriers for better regional
cooperation, reconciliation, enhanced sustainable development of rural areas and increased
employment of the most vulnerable categories of populations through expansion of nature and cultural
heritage tourism activities in the Dinaric Alps region.
4. Link with strategic documents
The Europe 2020 strategy is about delivering growth that is: smart, through more effective investments in
education, research and innovation; sustainable, thanks to a decisive move towards a low-carbon
economy; and inclusive, with a strong emphasis on job creation and poverty reduction.
In the EU strategy on Biodiversity, “Our life insurance, our natural capital: an EU biodiversity
strategy to 2020”, it is specifically stated, “Stresses the urgent need for action, and the need to give
higher political priority to biodiversity in order to meet the EU’s 2020 headline target for biodiversity and
global biodiversity commitments; emphasizes that, with adequate financial resources and political will,
the tools exist to halt the loss of biodiversity; emphasizes that the preservation of biodiversity is a
collective challenge that should be addressed with the commitment and participation of numerous
interested parties”.
The 2011-2013 RCC work programs have multiple links: under the economic and social development
priority it has a clear aspect that is linked to the VD project in its work programme which seeks to
“Identifying ways and means for improving access to finance for private sector”; under the building
human capital priority, their work programs includes the linked “Support to education reform, with
emphasis on higher education”.
With reference to broader EU policy, the European Charter for sustainable tourism in protected areas is
directly relevant to this effort, specifically in that it will ensure incorporation of “10 Principles of the
European Charter”:
1. To involve all those implicated by tourism in and around the protected area
2. To prepare and implement a Sustainable Tourism Strategy and Action Plan for protected areas
3. To protect and enhance the area’s natural and cultural heritage
4. To provide visitors with a high quality experience in all aspects of their visit
5. To communicate effectively to visitors, tourism businesses and residents about the special qualities
of the area
6. To encourage specific tourism products which enable discovery and understanding of the area
7. To increase knowledge of the protected area and sustainability issues
8. To ensure that tourism supports and does not reduce the quality of life of local residents
9. To increase benefits from tourism to the local economy
10. To monitor and influence visitor flows to reduce negative impacts
5. Perceived needs and constraints of the target groups regionally.
A review of problems and needs presents the following particular areas:
Lack of joint planning on the development of outdoor tourism
non-integrated products
lack of highlighting the distinctiveness of regions
inadequate human resources in numbers and skills
low quality level of services
inadequate infrastructure for human resource development
need to provide sustainable and certified skills training
need to facilitate cross border cooperation between relevant stakeholders
In the region, as in Europe, the Outdoor tourism sector is recognised as a fast growing industry. Indeed,
people nowadays tend to have free time at non-traditional intervals the whole year round, holiday-
makers from all over Europe are increasingly seeking active type of vacations such as biking, climbing,
snowshoeing, rafting and kayaking, amongst many other outdoor activities. Recently, outdoor recreation
has been popularized by the media and adopted by popular culture and access to such activities is
increasingly available to the general public. Therefore, two fundamental trends that characterize the

outdoor sector are seen within the needs and constraints:
- A marked tendency by consumers towards individualised or personalised activities and the way they
engage in them, knowledge and capacity for which is scarcely available in the region;
- A tendency towards shifting recreational activities from urban and high population area based sports
towards rural outdoor activities, for which there exists critical mass, but not capacity to capitalize.
More and more entrepreneurs would like to start setting up private companies to provide a growing
clientele with the services they desire, but are struggling to find competent qualified staff, in particular
outdoor animators who unfortunately can be difficult to find even on the European labour market. Those
who do have some training are often trained in a variety of ways that are by no means consistent with
accepted standards. At the same time, more young people are interested in the outdoor activity/leisure
industry, but they face difficulties in finding the right training programs and qualifications to become
animators in outdoor activities especially if they wish to practice their trade throughout Europe. It can
therefore be argued that although the industry continues to flourish, employers and employees have
difficulties matching each other’s requirements because viable training is practically non-existent or very
limited and there is a lack of co-ordination and implementing controls and standards at the national and
regional levels, which clearly limits staff mobility and employment potential. The current non-aligned
regional approaches to generating skills that meet European standards (e.g. European Qualification
Framework for Outdoor Animators) is a substantial problem as it inhibits broad sector wide growth due
to resulting inconsistencies n both quality and branding. Different organizations working separately,
sometimes in opposition to each other (e.g. Croatian Mountain Rescue “Adventure Guide” certificate
and the Mountain Guides Association skills programs, neither of which have any level of either domestic
or international recognition nor are either institutions capable of providing the needed holistic approach
to ensuring skills development is properly developed). The fact is that Universities and other educational
institutions in the region are the leaders in developing educational curricula as well as significant
channel for transmission of knowledge between two or more countries, and as has been done in Europe
with the EQFOA, these institutions played the leading role in design of the qualification framework,
further supporting the regional approach.
Lack of regional dialogue, cooperation and in some areas still, reconciliation, is one of the key obstacles
for faster reestablishment of the economic and other links. This is consequence of borders and other
administrative and political divisions that emerged throughout the region in the last 20 years, as well as
the war-torn links between people and communities. As result region is economically disintegrated and
its natural and cultural heritage is neither well-managed or properly protected, nor utilized for betterment
and improved livelihood of its population.
While improvements are ongoing, support is needed to improve active regional collaboration between
agencies and staff responsible for protected areas management in the region. The WWF effort to
support the “Western Balkans/Dinaric Arc Parks” network brand – based on shared natural and cultural
values – is developing but has no connection directly with the outdoor tourism sector as yet and is not
connected to the educational system as via support to and cooperation with outdoor recreation
management programs. As such there is a need to provide complementary support to the ongoing
efforts of WWF by bridging the gaps and enabling a more full resolution to be established.
6. Relevance of the action to the needs and constraints in general of the region and to the
target groups/final beneficiary groups in particular and how the action will provide the
desired solutions, in particular for the targeted beneficiaries
The needs of the outdoor sector have been identified through employer representative bodies and
extensive pre-project research and stakeholder communications. The sector wants:
An accredited, comparable and transparent sector qualification structure;
1. Training programmes echoing employer and market needs;
2. High quality, trained employees;
3. The regular development of professionally qualified employees to be enabled.
These three core needs and constraints will be directly addressed through both a targeted training effort
to develop guide skills, as well as the establishment of the Certified/Accredited University Level
program, (which will also be available to non-students via LLL programs). The establishment of the
Mobile outdoor centres will enable easier training of the labour force with greater frequency. The

Developing Outdoor Tourism for Sustainability (DOTS) project will take a huge step towards meeting
these needs. It will provide a solution jointly agreed by employers and training providers that will
encourage and maintain the continued growth and development of the outdoor leisure labour markets
Additionally, a further need has been determined to be improving joint promotional activities and cross
border cooperation in itinerary development. In order to meet the needs of the marketplace, which is
seeking increased different experiences in a single region/destination, the project will work with the
relevant professional associations and operators from both sides of the border to enhance their capacity
to develop a joint identity and related itineraries, as well as provide assistance in getting those new
products to the marketplace in a targeted and sector specific fashion.
Barriers to optimal management effectiveness and institutional sustainability include weaknesses in the
overall institutional framework of the PA system. Administrative, financial and enforcement capacity and
coordination need to be aligned at a regional level, including at individual PA and National “Head Office’
levels. The current management of the PA System are both managerially and financially inefficient and
ineffective. Current lack of coordination and administrative, legal and technical assistance to Public
Institutions is allowing the threats to have an effect on the biodiversity inside PAs. For example, without
a coordinated regionally aligned approach to enforcement, illegal hunting and poaching cannot be
effectively addressed on a broad scale as is needed. The exact role and responsibility of each of the
actors involved in protected area management are not clear. The roles of the State, the private sector,
donor agencies, NGOs and communities with respect to PA management also need to be appropriately
aligned. Furthermore, the current PA management practices do not adequately address the interests
and objectives of local populations and other key stakeholders e.g. the tourism industry. In terms of PA
management, there is a lack of accountability to the local rural communities and private sector
stakeholders. There is a need for greater participation of the private sector and civil society at both a
higher level as well as individual PA sites. This current limited accountability of Public Institutions to
stakeholders and the fact that accountability is weak on a regional level necessitates actions to support
better communications and a more inclusive approach to act a facilitator to improved PA management.
7. Description of project
The Via Dinarica project is an effort that will bring focus to the outdoor sector in the region and its ability
to act as a leader in sustainable development. Core strengths of the outdoors comes from its diversity,
and the stakeholders are equally diverse, covering a wide range of commercial, (private), public and
voluntary organisations throughout the region. The trail, a pathway that will act to bring the region
together in a way that has yet to be fully supported, is anchored upon this concept of diversity and is
seen to be the linchpin for creating a “corridor of sustainable development”. For example, outdoor
animators defined by the footprint of this project, may be found in many guises within these
environments, and it is those looking to enter the role and those already within the role, who will be
amongst the key beneficiaries of the project’s outcomes. As well, addressing the lack of connection
between protected areas and the private sector is and its resulting undercapitalization by creating a joint
brand and entity to ensure their cooperation will further aid in the regions connectedness. However, the
existence of diversity in itself does not guarantee that it will be best used to the benefit of the trail or
region and its related organisations and users. For the potential and powerful benefits of diversity to be
maximised, a carefully developed regional strategy needs to be adhered to. The project’s developments
will also act as a platform to enable stakeholders to align the content of their programmes with the
highest possible standards and qualification needs not just at the national or regional level, but also at
the European level. Economically, employers will also be in a stronger position to meet the needs of
their client base by means of staff with the right skills, knowledge and attitudes. Environmentally,
management methodologies will also be regionally unified to the highest possible level, ensuring the
blending of growth needs with protection needs.
The objectives are focused on improvement of conditions in the region relating to economic, tourism
development, environmental management, and the need to develop regionally coordinated actions that
will further create an enabling environment for the development of joint products in the area. While
tourism development is central to the objective, it is the regional cooperation aspect that is of substantial
importance as it is essential to sustainability. This action will seek to improve collaboration amongst
stakeholders on all levels, including individuals, businesses, associations of businesses, local, regional
and national governments throughout the region through facilitation of joint participation in the

development of a cooperative area. This means working towards better capitalization and usage of
human and natural resources such that they are positioned as joint advantages. It is well known that
regional economic and social co-operation is an effective instrument not only for confidence building
and overcoming conflicts based upon national/cultural identities, but also for establishing a platform for
future cooperation in other areas that are of regional and local importance.
The activities are designed to address various problems such as; Unfavourable economic conditions in
the region resulting in insufficient investments in outdoor tourism in general that significantly reduce the
chances for promotion of exceptional natural and cultural values in the area. Insufficiently developed
tourism and related infrastructure for human resources development and a lack of a unified approach to
HRD, (that meets EU standards), as well as natural resource management, all of which are necessary
preconditions for sustainable development, are critical interrelated problems. The complexities of
establishing a single outdoor education centre in the region, (one that would be comparable to
Glenmore Lodge, the Scottish National Outdoor Centre), are thoroughly prohibitive. As a consequence
of this situation, there has been insufficient development of outdoor guiding skills. Insufficient
promotional capacities of and a related lack of regional branding is the second problem which in a way
comes out from the one previously mentioned. This lack of a recognizable brand prevents unification of
outdoor operators in the region. Currently, several branding approaches exist, (e.g. adrenalin, extreme,
active adventure), depending upon your location and the operator, but these can be confusing to
potential visitors who are just learning about the region. Development of Via Dinarica would directly
address the regions underdeveloped distribution channels, which with the presence of a reliable brand
such as Via Dinarica, could be strengthened and drive demand from inbound tour agencies, individual
buyers and domestic outfitters in the region.
The Outdoor Tourism Sector has a fundamental problem when looking for Labour market information in
that it is not calculated as a sector by National or International statistical collection agencies. This
means that there is no formally collected data available and no timeline to extrapolate from. Given the
lack of systematic statistics in the field, the Via Dinarica project will use multiple sources of information
based on different methodologies and research techniques. Using multiple sources of data has given a
real advantage in terms of triangulation but offered disadvantage in terms of comparability. In fact, in
pre-project research the precise “identity” of the sector is not strongly established, a specific definition of
the field is still missing and a systematic analysis of the sector is far from being achieved. This adds
further difficulties for a reliable data collection and for a homogenous analysis of existing information.
Given the mentioned circumstances the development of the certification program will make
generalizations and comparative analysis only where data available might be considered scientifically
homogenous. That said, the newly released, and approved by the EU (DG SANCO) “Non-regulatory
measures related to the safety of outdoor leisure activities in the EU” report generated by the
European Confederation of Outdoor Employers will provide essential inputs to curriculums development
from a safety perspective, which is paramount in the outdoor sector as a whole.
One of the first steps will be to develop a vibrant, active regional collaboration network composed of
outdoor operators, protected area managers, and other relevant stakeholders. This “community of
practice” will be built through regional workshops, knowledge exchanges and work on joint
development. Activities will create opportunities for face-to-face networking of stakeholders in the
region. Through a number of projects (including ones supported by Norwegian MFA) WWF has carried
out PA staff exchanges in Western Balkans. We have found out that these events tend to have a
different kind of atmosphere than “official meetings”. Both hosts and visitors interact in a more informal
way, there is more opportunity to build personal relationships, deeper understanding, and appreciation
for each other’s work. As such these methods will be used to support grass roots communication
between stakeholders and will be a major factor in building a strong regional network. It is expected that
a number of ideas for joint projects and products will emerge once the stakeholders have a chance to
interact through these activities.
Additionally, there will be a regional capacity-building effort for private sector operators, (primarily
outdoor operators, but also for “related” sectors including but not limited to. Topics of common, regional
interest to all stakeholders have already been identified through various assessments, completed by
UNDP, WWF, national Ministries, regional operators and other organizations. Specific trainings will be
designed for each topic, and include a combination of workshops, expert seminars, and learning-by-
doing through direct project/product development. The efforts aim at creating a number of sub-groups

and cross sector clusters that would gather and link businesses with particular synergies and interests
across national boundaries. To foster cross-sector collaboration, these groups will specifically include
people from other sectors that are both directly and indirectly relevant to each group's topic. Experience
shows that these more specific groups add a great deal of dynamics and energy to the development
effort.
Parallel to those, a “Via Dinarica" brand and "sense of place", based on shared natural and cultural
values, standards and assets will be developed and widely promoted internationally within the region.
This will include development of communications strategy, visual identity and logo, specific standards
required for inclusion and also, work with national Ministries of tourism and tourism associations - for
them to begin integrating information about Via Dinarica into their national tourism offers and
campaigns.
7.1.Expected Results and outputs
1.1 Created sustainable platform for cooperation between relevant actors in nature based and cultural
heritage tourism in the region
 At least 60 businesses and related stakeholders are active members of the "Via Dinarica"
cooperation platform
1.2 Regional level barriers reduced
 At least 20 public sector actors actively implementing policy recommendations; 3000 km of trails
improved to international levels; At least 4 infrastructure sites improved or developed, (3 outdoor
centres)
2.1 Improved employability of population in rural areas of the Via Dinarica area through increased
human resource skills related to tourism and related sectors
 At least 300 individuals take part in training activities; At least 60 individuals are certified to
EQFOA level (outdoor animators)
2.2 Increased number of tourism related businesses operating in the region
 At least 40 newly registered tourism and related sector businesses in the region; At least 20
existing operators increasing business operations in the region
3.1 "Via Dinarica" region established as an internationally recognizable destination
 VD brand presented at relevant international tourism fairs; At least 300000 hits on VD website
by end of the project; At least 10000 downloads of VD mobile application
4.1 Vibrant network of Protected Areas in the Via Dinarica area established
 At least 10 protected areas in the region sign Cooperation Agreement
4.2 Financial sustainability and economic utilization of the protected areas improved
 Contribution of PA's to local/regional economy increased by 10% within 2 years of the project’s
completion; PA revenues increased by 15% within 2 years of the project’s completion
7.2.Activities
Activity No 1.1
Activity Title Establishment and support for operation of a Via Dinarica regional
cooperation structure
Description of the activity i. Establishing and support for operation of a regional Via
Dinarica coordination structure
Analysis of stakeholders regionally, Implemented in two phases: 1)
Initial desk research of the target groups; Conducting field trips and
meeting with selected actors and organizations and analysis of the
compiled data. 2) Establish the cooperation platform, which includes
but is not limited to; organize joint meetings with selected
stakeholders, Set meetings with relevant public sector institutions for

their involvement in the process, Review all of the gathered data
during the meetings, Design of platform documentation and signing of
a cooperation agreement by all stakeholders.
1.1.1. Establishing and support for operation of a regional Via Dinarica
coordination structure
1.1.1.1 organize stakeholders in each country into relevant clusters
1.1.1.1.1 registration new or improvement of existing institutions to
become national VD organizations
1.1.1.2 organize VD NCP to create VD regional management structure
1.1.1.2.1 signing of MOUs etc….
ii. Capacity development for the regional structure
stakeholders
Includes but is not limited to capacity building training for destination
management; market analysis and reporting; statistical data gathering;
product development, strategic planning etc. These all represent
needed capacities that will ensure that the platform is something that
provides real value for the stakeholders, ensuring its relevance to
them and in so doing, their participation.
iii. Development and support for implementation of
strategic/action plans for the regional cooperation
structure
With the platform established and capacities in the process of being
enhanced, there will be provision of technical assistance to
implementation of established strategies through provision of
consulting services, travel to participate in relevant trade events and a
variety of other “soft” activities.
1.1.2. Development and support for implemntation of strategic/ action
plans for the regional cooperation structure
1.1.2.1 establish strategic and action plan for regional VD partnership
1.1.2.2 TA for implementation of SAP
1.1.2.2.1 capacity building for managers
1.1.2.2.1.1 Training covering SD, modular approach, EU
harmonization, integrated approach, etc.
1.1.2.2.1 TA for the nationall structure stakeholders
1.1.2.2.1.1 Work with regional actors to build capacity for national
structures
Responsible/implementing
Applicant/Partner/Associate
UNDP BiH is lead for this activity
Location of the activity Entire region, (All 3 countries)
Respensible/implemanting
Applicant/Partner(s)/
Associate(s)/Subcontractors
UNDP Croatia, UNDP Montenegro, WWF as partners will all be
involved in the implementation of this activity with regional
consultancies run out of the UNDP BiH office
Output(s) At least 60 businesses and related stakeholders are active members of
the "Via Dinarica" cooperation platform
Activity No 1.2
Activity Title Support to removal of regional barriers and obstacles
Description of the activity i. Policy development measures
The Outdoor Tourism Sector has a fundamental problem when looking
for Labour market information in that it is not recognised as a sector by
National statistical collection agencies (EC NACE 93.2). This means
that there is no formally collected data available and no timeline from
which to extrapolate relevant data. Given the lack of systematic

statistics in the field, the project will use multiple sources of information
based on different methodologies and research techniques. Using
multiple sources of data has given a real advantage in terms of
triangulation but offered disadvantage in terms of comparability. In fact,
in pre-project research the precise identity of the sector is not strongly
established anywhere in the region, a specific definition of the field is
still missing and a systematic analysis of the sector is far to be
achieved. This adds further difficulties for a reliable data collection
and for a homogenous analysis of existing information. Given the
mentioned circumstances the development of the certification program
will make generalizations and comparative analysis only where data
available might be considered scientifically homogenous.
Thus, to collect the necessary information three main approaches
have been used:
A. Desk research carried out;
B. A multidimensional approach made by mobilising the
partnership structure, which has already significant experience
in the sector to investigate the broader outdoor recreation
context and assess problematic areas;
C. An analysis of pertinent national and European data with the
mobilization of the above mentioned partners who have
already a deep understanding of the sector.
ii. Infrastructure and equipment upgrades, including
studies and preparation of documentation for larger
infrastructure works, (e.g., Trebinje-Dubrovnik-Herceg
Novi tourist rail line, etc.)
The infrastructure related results from this action should provide some
of the most tangible and immediate benefits and are targeted to
address specific needs throughout the region. The lack of Outdoor
centres is a hindrance to effective capitalization of natural assets
region wide. The establishment of new centres will revitalize the areas
capacity to effectively develop new products that will have added value
in that they will be designed to also act as education centres support
local HRD as well as providing hubs for promotion of locally produced
foodstuffs, trinkets and other related items. With these new centres,
local operators and hoteliers/housing providers will have a venue
through which they can more effectively reach potential clientele. The
need to upgrade hiking and biking trails is essential to fulfilment of the
various Tourism Master Plans in the region. While local knowledge
exists of these trails, effective mapping and networking is far from
complete and GIS mapping along with physical upgrading will directly
address this issue, allowing the trails to be effectively promoted and
used for economic benefit by drawing tourists. In an effort to address
sustainability not only of the tourism offer, but also environmental,
these trails will be upgraded to relevant standards that have been
established internationally and regional stakeholders will benefit from
education in and implementation of the resulted trails upgrade. The
GIS mapping will provide a concrete set of maps for the area that will
be used in dissemination and promotion and a methodology for
ensuring up to date maintenance of related data.
1.2.1. policy development measures
1.2.1.1 TA to resolve border and other travel related issues
1.2.1.2 TA to create job classifications and support recognition of the
outdoor sector
1.2.2. Infrastructure and equipment upgrades, including studies and
preparation of documentation for larger infrastructure works, (e.g.
Outdoor centres, Trebinje-Dubrovnik-Herceg Novi rail line, etc.)

Output(s) At least 50 public sector actors actively implementing policy
recommendations
20000 km of trails improved to international levels
4 infrastucture sites improved or developed, (3 outdoor centers and the
Treb-DU-HN railway
X # Mountain Rescue sites improved or developed
Activity No 2.1
Activity Title Support for improvement employability
Description of the activity i. Design and implementation of basic skills
development training programs
This first element will focus on developing core skills for guiding, (e.g.,
hiking, biking, kayaking/rafting), providing certifications within each
area. Additionally, this element will include training and certification of
the same guides in basic first aid. There will also be trail development
and maintenance education that will have multiplier effects, as regional
counterparts who will take part in the joint effort will be able to
implement these techniques in their own areas on an ongoing basis..
ii. Design and implementation of higher skills educational
program
Within the context of this particular project, a need to begin
establishing proper educational measures and institutional controls to
ensure that skills and products alike are being developed in such a
way as to ensure sustainability, consistency, and most importantly,
validity. This effort goes beyond basic training activities to create the
basis for immediate and long-term skills development of outdoor
tourism. It puts focus on non-technical, (hike, bike, climb, etc.) skills
development, in line with the EQFAO. Additionally, this effort will have
a focus on inland products such as whitewater rafting and kayaking.
Yet still, this effort will directly cooperate with the relevant professional
associations in all countries in both development of products and
inclusion in the process of establishing educational needs and
program design.
2.1.1. design and implementation of basic skills development training
programs
2.1.1.1 Selection of sectors to receive training
2.1.1.2 establishment/selection of training methodologies
2.1.1.3 implementation of trainings
2.1.2. design and implementation of higher skills educational program
2.1.2.1 establish educational institution level cooperation
2.1.2.2 TA development of curricula
2.1.2.3 establishment of Elearining platform
2.1.2.4 implementation of first round of education program

Associate(s)/Subcontractors consultancies run out of the UNDP BiH office
Output(s) At least 1000 individuals take part in training activities
At least 60 individuals are certified to EQFOA level (outdoor
animators)
Activity No 2.2
Activity Title Support to growth of business operations
Description of the activity i. Technical assistance to support establishment of new
businesses
Assessment of stakeholders targeted for development; Provision of
training and informing as to procedures to establish businesses;
Assistance to select potential operators in accessing micro-credits and
other forms of finance.
ii. Support to development of regional products
Design cooperation plan, including; Gather information on data
sources relevant to proposed outdoor tourism itineraries, Identify
trainings and prepare the programme plan; Identify potential
stakeholders for each programme activity; Distribute the plan and get
acknowledgement on participation, Development of regional
itineraries, including but not limited to, preparation of promotional
texts, photographs and pricing.
iii. Technical assistance to existing businesses to expand
their operations
Assessment of existing operators in the region; Selection of “leaders”
to be directly targeted; Provision of direct consulting services to
improve various aspects of selected businesses including but not
limited to; management plans, marketing plans, development plans;
Direct cooperation with the operators to make use of the established
regional itineraries; facilitation of contact with international tourism
operators and related associations.
2.2.1. technical assistance to support establishment of new
businesses
2.2.1.1 mapping and selection of business sectors for assistance
2.2.1.2 TA to selected sectors
2.2.1.2.1 TA - registration and planning
2.2.1.2.2 TA - clustering (intra and inter cluster cooperation)
2.2.1.2.3 TA - marketing/promotion
2.2.2. Support to development of regional products
2.2.2.1 support development of regional itineraries
2.2.2.2 TA to foodstuffs-producers? VD brand food products?
2.2.3. Technical assistance to existing businesses to expand their
operations
2.2.3.1 Facilitation of inter and intra cluster cooperation
2.2.3.2 Facilitation of CB partnership building
2.2.3.3 Provision of capacity building
2.2.3.3.1 Business planning
2.2.3.3.2 Marketing
2.2.3.3.3 skills development
2.2.3.4 presentation of operators to the world market
2.2.3.4.1 travel to relevant trade events
2.2.3.4.2 regional tour for external operators/media
2.2.4 support to MR development
2.2.4.1 capacity building
2.2.4.1.1 technical upgrades (equipment and infrastucture))
2.2.4.1.2 HRD

Output(s) At least 60 newly registered tourism and related sector businesses in
the region At
least 30 existing operators increasing business operations in the region
Activity No 3.1
Activity Title Support development and promotion of a regional Via Dinarica brand,
standards and certification system
Description of the activity i. Develop an Action Plan for development of a "Via
Dinarica" brand
Establishment of a strategic approach to the process of brand
development for Via Dinarica. While a general approach can be
assumed prior to the projects beginning, there will be establishment of
the physical process in a strategic manner.
ii. Define and develop elements of the Via Dinarica brand
Assessment of the marketplace and other related brands will be
considered as the core elements of the VD brand are fully developed.
This will define in detail what the specific aspects of the brand are from
various perspectives including but not limited to; Core sub-sector
activities to be included, (hike, kayak, climb, etc.), Available cross
sector products to be included, (cultural sites and heritage,
restaurants, hotels, etc.), Define and development Via Dinarica
standards and quality certification system.
iii. Develop a regional communications strategy and a
media plan for brand promotion
Establishment of specific strategies for promotion. Assessment and
incorporation of social media, mobile platforms, traditional platforms,
(trade events and print advertising).
iv. Promotional activities
Implementation of promotional activities set forth in the
communications strategy
v. Raise awareness about the Via Dinarica standards
While the inclusion of relevant information about established standards
will of course be included in any international promotional campaigns,
there will be a substantial effort to disseminate information to the
population within the target area as well as to the population of the
western Balkans region as a whole.
vi. Establish a self-sustainable Via Dinarica quality
certification system
This activity involves cross-connecting the higher education activities
under 2.1 with the VD platform and its established brand. It involves
using the VD platform to facilitate ongoing regional cooperation and
coordination of standards so that as they evolve, they always adheres
to the core of the brand identity and vice versa.
3.1.1. Develop an Action Plan for development of a "Via Dinarica"
brand

3.1.1.1 develop draft plan
3.1.1.2 confirmation of plan
3.1.2. Define and develop elements of the Via Dinarica brand
3.1.2.1 select which sectors will be covered during each phase of
development
3.1.3 Develop Via Dinarica standards and quality certification system
(individual sectors)
3.1.3.1 selection of standards
3.1.3.2 develop guidelines/manuals for attainment of VD certification
3.1.4. TA for regional communications and media program of VD brand
promotion
3.1.4.1 develop content (print, video)
3.1.4.2 Promotional activities
3.1.4.2.1. Raise awarness about the Via Dinarica brand/standards
3.1.4.2.1.1 Supply side
3.1.4.2.1.2 Demand side
3.1.4.2.1.2.1 Domestic market
3.1.4.2.1.2.2 Foriegn market
Output(s) VD brand presented at relevant international tourism fairs
At least 300000 hits on VD website by end of the project
At least 10000 downloads of VD mobile application
Activity No 4.1
Activity Title Support for cooperation of the protected areas in the Via Dinarica
region
Description of the activity i. Establish and strengthen network of PA’s in VD area
Cooperation between WWF and UNDP will facilitate the establishment
of a network of protected areas that will be included in the VD
platform. There will be coordinated efforts to promote direct
cooperation, exchange of experience and development of improved
management capacities such that all of the involved PA’s will have
similar, standardized management systems in place. The network will
act as a communication and cooperation tool that will as, an added
value item, create partnerships for development of future projects to
improve the parks.
4.1.1. strengthen network of PA network in VD area
4.1.1.a Assess effectiveness of PA management and cooperation
4.1.1.1 Build capacity for joint cooperative efforts
4.1.1.2 Build capacity in management of PAs
4.1.2 organization of study tours
4.1.3 improvement of media relations management
4.1.4 PA representatives take part in ORM program (elearning)
4.1.5 Obtaining european charter for STD in PAs
4.1.6 upgrade and build ICT capacity

Associate(s)/Subcontractors consultancies run out of the UNDP BiH office
Output(s) At least 10 protected areas in the region sign Cooperation Agreement
Activity No 4.2
Activity Title Support economic viability of protected areas
Description of the activity i. Improving symbiosis between local/regional economic
activity to that of PA’s
A consultative process will facilitate improved communications and
active participation in PA management by local and regional
stakeholders. This improvement will create an enabling environment in
which the relationship between the PA’s and those stakeholders in
made to be more symbiotic, with each both benefiting and providing
value to the other.
ii. Infrastructure equipment upgrades within PA’s
Within each of the selected PA’s, there will be efforts to improve and
standardize physical infrastructure such as trails, signage, viewpoints,
provision of equipment and other related hardware and software.
iii. Development and implementation of action plans for
improvement of PA financial stability
The network will proceed through a facilitated procedure to establish
action plans as part of their capacity building, and there will be
provision of consulting services and other services to aid in their
implementation during the early phases.
4.2.1. improving symbiosis between local/regional economic activity to
that of PAs
4.2.1.1 improve communications between L/R stakeholders and PA
managers
4.2.1.2 establish measures for participative management with L/R
stakeholders
4.2.1.3 Build capacity for VD brand related initiatives
4.2.2. Infrastucture equipment upgrades within PAs
4.2.2.1 Develop environmental/visitor education centers
4.2.2.2 upgrade basic infrastructure (trail networks, signage, etc.)
4.2.2.3 Foriegn language training for key staff
4.2.2.4 Improve usage of renewable energy sources
4.3.3. Development and implementation of action plans for
improvement of PA financial stability
4.3.3.1 establish AP 4 PA
4.3.3.2 TA to implement AP 4 PA
4.3.4 incentivize PPP with key sectors
4.3.5 Improve capacity for participation in LEADER related actions
Output(s) Contribution of PA's to local/regional economy increased by 10%
within 2 years of the project’s completion
PA revenues increased by 15% within 2 years of the project’s
completion

8. Methodology
8.1 The methods of implementation and reasons for the proposed methodology
The project will be implemented by UNDP, with Country Office in Bosnia and Herzegovina being the
lead office, hosting Regional Project Management Unit and being responsible for the overall
management, assurance and reporting towards the Donor. UNDP Country Offices in Croatia and
Montenegro will implement part of activities in their respective countries through country based Project
Support teams, while WWF will act on a region wide basis due to their role relating to improved PA
management in all of the countries.
The project will be implemented utilizing UNDP’s National Implementation modality (NIM). Project
management responsibilities will be distributed according to the following division of work: Project
Board, Project Assurance, Project Manager and Administrative Support Services. UNDP BiH will take
full responsibility for the achievement of immediate objectives as well as for the administration of
financial and human resources. The management of allocated funds will be carried out in accordance
with the UNDP Programme and Operations Policy and Procedures, based on a four-year work plan
(2011-14) with a detailed budget. UNDP BiH will be responsible for managing and reporting back to
donors on the resources allocated to the work plan.
8.2 How the action is intended to build on the results of previous actions
This proposal builds upon a number of projects in the region, most notably; “Business Cooperation and
Skills Improvement for the Development of Outdoor Tourism” funded under the IPA Cross Border
Cooperation programme Montenegro-Croatia and the “Vrbas Adventure Resort”, also funded by the EC.
However, both of those efforts were micro in scale and when compared, used inconsistent methods to
achieve development goals. That is not to say the efforts were not a success, but as with many early
phase development efforts, inconsistent approaches tend to be the rule of the day. At this point, there is
a need to begin establishing proper standardized educational measures and institutional controls to
ensure that skills get developed in such a way as to ensure regional sustainability, consistency, and
most importantly, validity. This effort will therefore build upon successful European projects by creating
the basis for immediate and long-term development of the outdoor sector as whole; specifically the four
core sectors recognized in the EC funded “European Qualification Framework of Outdoor Animators”:
Education and social intervention, Recreation, Training and Tourism.
The outdoor animator defined by the footprint of this project, may be found in many guises within these
environments, and it is those looking to enter the role and those already within the role, who will be
amongst the key beneficiaries of the project’s outcomes. However, the existence of this diversity in itself
does not guarantee that diversity will be best used to the benefit of the outdoors and its organisations
and participants. For the potential and powerful benefits of diversity to be maximised, a carefully
developed strategy needs to be followed. The project’s developments will also act as a platform to
enable training/education providers to align the content of their programmes with the qualification needs
of employers established not just at the national or regional level, but also at the European level. All
stakeholders will be recipients of the benefits of a mutually agreed, sustainable, transparent outdoor
qualification program, which can be duplicated, and impact on the development of the sector throughout
the region.
This project will continue to support regional Ministries in the delivery of the "Dinaric Arc Big Win". In
2009, the Finish Ministry of Foreign Affairs recognized that establishing collaboration on environmental
issues adds a valuable contribution to promoting regional peace building in the Western Balkans, and
awarded WWF, IUCN and SNV a grant to support development of trans-boundary collaboration between
protected areas in six border regions between Croatia, Bosnia and Herzegovina, Serbia, Montenegro
and Albania (please see http://dinaricarc.org/ ). The success of this project encouraged WWF and
national Ministries to set out an even more ambitious agenda – a regional collaboration platform for
protected areas in Western Balkans. The effort will expand on this by accessing DAI partners and as
such experience) in project implementation (political support, expertise, etc.) as well as close
coordination with other projects implemented in the region. WWF will ensure close synergy between
these two projects specifically.
The project will use these experiences and built institutional support to improve the scale and quality of
dialogue, further building understanding and collaboration between countries of Western Balkans

through supporting a positive regional identity built on shared natural and cultural values, personal
contacts and joint actions between relevant actors in the region.
8.3 How the action fits the IPA Multi-Beneficiary programme and how it is coordinated
with any other eventual planned project. Please specify the potential synergies with other
initiatives, in particular from the European Union;
This project is directly related to the cross border program in that it will create certified skills, which is a
clear aspect of the program. Additionally, there is a direct tie in that it will develop a joint cross border
identity with its internationally oriented joint promotion effort. As for the stated priorities within the
guidelines, “2; To create recognizable tourist products based on the natural and cultural assets of the
Programming area and re-establish social connections in cross-border area through supporting
traditional and contemporary culture; 3. To increase and enhance cooperation between institutions,
citizens and civic organizations in the areas such as tourism, education, culture and other that are in line
with Programme objective, in order to boost community development and improve neighbourhood
relations”, the efforts intervention logic is clearly in line. Between the development of improved products
resulting from the inter-cluster cooperation, transfer of knowledge and cooperation between institutions
in the trail policy effort, joint promotion of the region at the international level, clear links have been
established between the project and the CBC programme.
The effort is in line with a transnational project under development in the region called “Via Dinarica”
which the partners to this effort are stakeholders in. The effort is still under development, but has
formulated a set of objectives as follows;
• Valorization of existing and development of new infrastructure
• Development of Human Resources
• Creating a quality image
• Innovation of technical capacities for development of outdoor tourism;
• To develop and solidify ongoing support for HRD
• Improving cooperation amongst relevant outdoor tourism stakeholders in the region and associated
businesses;
The design of this effort has been done with full knowledge of Via Dinarica and as such all
considerations have been made to ensure that is complimentary while not entering into the area of
direct repetition of expected activities, which are too numerous to be listed here.
8.4 Procedures for follow up and internal/external evaluation
MONITORING FRAMEWORK AND EVALUATION
In accordance with the programming policies and procedures outlined in the UNDP User Guide, the
project will be monitored through the following:
Within the annual cycle
 On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in the Quality Management table below.
 An Issue Log shall be activated in Atlas and updated by the Programme Manager to facilitate
tracking and resolution of potential problems or requests for change.
 Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and
regularly updated by reviewing the external environment that may affect the project
implementation.
 Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be
submitted by the Programme Manager to the Project Board through Project Assurance, using the
standard report format available in the Executive Snapshot.
 A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning
and adaptation within the organization, and to facilitate the preparation of the Lessons-learned
Report at the end of the project
 A Monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events
Annually
 Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and
shared with the Project Board and the Outcome Board. As minimum requirement, the Annual
Review Report shall consist of the Atlas standard format for the QPR covering the whole year with
updated information for each above element of the QPR as well as a summary of results achieved
against pre-defined annual targets at the output level.

 Annual Project Review. Based on the above report, an annual project review shall be conducted
during the fourth quarter of the year or soon after, to assess the performance of the project and
appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a
final assessment. This review is driven by the Project Board and may involve other stakeholders as
required. It shall focus on the extent to which progress is being made towards outputs, and that
these remain aligned to appropriate outcomes.
8.5. the organisation of the cross-border partnership – how will the regular
coordination and exchange of information between applicant and partners on project
activities be ensured;
The management structure of the project will be as follows:
Project Board
The Project Board is the group responsible for making by consensus, management decisions for a
project when guidance is required by the Project Manager, including recommendation for UNDP on
approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board
decisions should be made in accordance to standards that shall ensure management for development
results, best value money, fairness, integrity, transparency and effective international competition. In
case a consensus cannot be reached within the Board, final decision shall rest with the UNDP Regional
Project Manager. In addition, the Project Board plays a critical role in UNDP commissioned project
evaluations by quality assuring the evaluation process and products, and using evaluations for
performance improvement, accountability and learning. Project reviews by this group are made at
designated decision points during the running of the project, or as necessary when raised by the Project
Manager. This group is consulted by the Project Manager for decisions when Project Manager's
tolerances (normally in terms of time and budget) have been exceeded (flexibility). Based on the
approved annual work plan (AWP), the Project Board may review and approve project quarterly plans
when required and authorizes any major deviation from these agreed quarterly plans. It is the authority
that signs off the completion of each quarterly plan as well as authorizes the start of the next quarterly
plan.
It ensures that required resources are committed and arbitrates on any conflicts within the project or
negotiates a solution to any problems between the projects and external bodies. In addition, it approves
responsibilities of the Project Manager and any delegation of its Project Assurance responsibilities.
REGIONAL PROJECT
MANAGER
UNDP BiH
Project Board
UNDP
Project Support Team
UNDP BiH
Project’s Organisational Structure
WWF
UNDP Croatia
UNDP Monte Negro
WWF project team

The Project Board will consist of the following roles:
 Executive, representing project ownership, and acting as chair of the board.
 Senior Supplier, to provide services for implementation of the programme,
 Senior User, to ensure the realization of project benefits.
Project Assurance
Project Assurance is the responsibility of each Project Board member; however the role can be
delegated. The project assurance role supports the Project Board by carrying out objective and
independent project oversight and monitoring functions. This role ensures appropriate project
management milestones are managed and completed. Project Assurance has to be independent of the
Project Manager; therefore, the Project Board cannot delegate any of its assurance responsibilities to
the Programme Manager. The role of Project Assurance will be performed by the UNDP Regional
Programme Manager.
Project Management
In line with standard practice, the Project will be guided and supported from the UNDP BiH Country
Office and the relevant UNDP programmatic sector. The Project Manager will have the responsibility to
oversee project implementation on a day-to-day basis on behalf of the Project Board. S/he will be
responsible for day-to-day management and will ensure that the project produces the results specified,
to the required corporate standards and within the constraints of time and cost. S/he will coordinate
with and report to the relevant Sector Coordinator and UNDP BiH will consult with the Project Board.
o the main means proposed for the implementation of the action (equipment, tools…)
and for carrying out the proposed activities;
The list of expected resources for the effort in general terms includes;
Staff, travel, training, consultants, printed training and informational guides, consumables, expert
consultants, construction materials, works, translators, facilities for trainings, web design and mobile
application development, materials for trainings, promotional materials, and equipment.
o the organisational structure and team proposed for implementation of the action (by
function: there is no need to include the names of individuals);
Technical
1.1.1.1 Regional Project coordinator
1.1.1.2 Regional Financial/ops coordinator 100'%
1.1.1.3 Activity coordinator 1 30%
1.1.1.4 Activity coordinator 2
1.1.1.5 Activity coordinator 3
1.1.1.1 Project Manager Croatia
1.1.1.2 Financial/ops manager
1.1.1.3 AC 1
1.1.1.1 Project Manager Montenegro
1.1.1.2 Financial/ops manager
1.1.1.3 Activity manager 1
1.1.1.4 Activity manager 2
1.1.1.1 PM WWF
1.1.1.2 AC 1
1.1.1.3 AC 2
Administrative/ support staff
1.1.2.1 field officer 1
1.1.2.4 communications officer

1.1.2.1 field officer
1.1.2.1 Project assistant
o the planned activities in order to ensure the visibility of the action and the EU funding.
In line with the established “Communication and Visibility Manual for European Union External Actions”,
the effort will give adequate publicity to the action being implemented as well as to the support from the
EU. These activities include usage of, but are not limited to;
Press releases
Press conferences
Press visits
Leaflets, brochures and newsletters
Web sites
Display panels
Banners
Promotional items
Photographs
Audio-visual productions
Public events and visits
Information campaigns
9. Sustainability
9.1 Provide a detailed risk analysis and contingency plan. This should include a list of
risks associated for each proposed action, accompanied by relevant mitigation
measures. A good risk analysis will include a range of risk types including physical,
environmental, political, economic and social risks.
There is a risk of depopulation resulting from unfavourable demographic trends and the aging of the
local populations. Additionally, there are risks associated with the abilities of those taking part in the
training activities and university program to absorb the information provided. An additional risk involves
the potential for conflict within and between clusters. Contingencies for these risks are as follows: to
address the depopulation and aging issue, this activity set will seek to implement and inclusive
methodology that will target women in an effort to play to the demographics of the area in a way that is
less likely to be affected by this trend; To address any potential problems with uptake of knowledge
provided by those who receive training, the trainings will be designed to standardized educational
methodologies and will allow the trainees and students to gain an experiential aspect that should aid in
material comprehension while the established guidelines will provide the ability to review the materials
beyond the activities implementation; To avoid any possible conflicts within the cluster, joint meetings
will be held that will follow an inclusive methodology during the action, and additionally, the designed
benefits of the network will bring better value to cooperative approaches.
Environmental risks are not substantial, but neither are they marginal. Considerations must be given to
areas of risk such as, (but not limited to); Garbage being dumped along scenic routes impacting
destination desirability and tourists veering off nature paths into biodiversity hotspots. The PA capacity
building and more specifically, the efforts to develop better community engagement will work to mitigate
any potential issues that could arise. Additionally, the ICT tools, (both web and mobile based), will
enable usage of leading edge technology that can improve communications in environmental
management.
Risks associated with the activities relating to communication/promotion do exist but are reasonably
manageable. The predominant risks are associated with costs of the various activities and whether the
desired levels will be achievable, is enough media interest, and will attendance at the key trade events
be at high enough levels to have a positive impact. As far as dealing with price, that issue will be

addressed by using competitive EU procedures for services which function to ensure best value for the
money, insuring media interest will in part done through timing of that particular activity, by doing it in the
near term prior to domestic tourism events, interest should be higher for that type of story as a lead in to
the events.
9.2. Describe a dissemination plan and the possibilities for replication and extension of
the action outcomes (multiplier effects), clearly indicating any foreseen dissemination
channel.
The dissemination plan will follow all regulations set forth in the “Communication and Visibility Manual
for European Union External Actions”. It includes a series of events and measures that will both promote
the project itself as well as the involvement of the EU in funding the effort. These events include;
Press releases
Press conferences
Press visits
Leaflets, brochures and newsletters
Web sites
Usage of display panels
Banners
Distribution of promotional items
Audiovisual productions , (cooperation with local and regional television networks)
Public events and visits
9.3. Describe the main preconditions and assumptions during and after the
implementation phase.
One of the preconditions for project implementation is fully prepared technical documentation for the
construction of the planned Outdoor Training Centres, (they will be “non” fixed sites with the ability to
shift between appropriate sites in the region. Another precondition is the willingness of tour operators to
work together in implementation and joint development. An assumption for successful implementation of
the project is stable political situation in the border region, on both sides of the border, and that the trend
of improvement of relations between the countries will continue. Additionally it is assumed that the
easing of the global economic crisis will reduce its negative impact on the tourism sector both from the
domestic markets as well as inbound international markets.
9.4. Explain how sustainability will be secured after completion of the action. This may
include aspects of necessary follow-up activities, built-in strategies, ownership,
communication plan, etc. In so doing so, make a distinction between the following 3
dimensions of sustainability:
a. Financial sustainability: financing of follow-up activities, sources of revenue for covering all future
operating and maintenance costs, etc;
Financially, all of the partners to the project have been active in the areas covered by this project and
will continue to be so. In all countries, core target institutions that have been included in the project
development process, such as the Faculty of Kinesiology in Zagreb, The Adventure Tourism Association
in Bosnia, the Mountain Rescue Association in Montenegro, and Protected Area managers throughout
the region as well as many other organizations and institutions have all committed to support these
activities in the future. The relevant ministries that have also been included in the project development
process have already expressed support to the long term continuation of this effort as it provides them
all with a highly efficient and built mechanism to support ongoing development. The capacity building to
the regional network will be able to capitalize on expected increases in tourism revenues by expanding
their membership and will be oriented to ensuring scalability of all its activities.
A key element for the financial sustainability of PA management will be support to the Sustainability
Financing Plan and the Strategic/Business Plan for the PA system and the Business Plans for the
individual Pas that has been developed by WWF in previous and ongoing efforts. The business plans
will aid in evaluating the specific financial needs for each area as well as for the system (i.e. basic and
optimum management costs analysis) and evaluating future revenue generation sources for each PA
and the system as well as capture of outside revenue sources.

b. Institutional sustainability: including structures that would allow the results of the action to continue
to be in place after the end of the action, capacity building, agreements and local "ownership" of
action outcomes;
The institutional sustainability aspect of this effort is perhaps one of its strongest points. The planned
ICT tools, which will be accessible to all relevant stakeholders from the local level to the national level,
ensure from an institutional standpoint that the majority of the data acquired will maintain impact after
the project’s completion. The “Barrier Removal” Policy effort will impact upon the decision making from
the local, regional and National levels as relevant government and civil society actors will take part in
the process and as such their own capacities to understand the issues will be improved. The capacity
building that will take place for the regional cooperation body will be done so as to demonstrate the
value of continued function and cooperation. Specifically, the earliness of that development effort within
the project will enable practical experience to be developed which will reinforce lessons learned and
support the value of participating on an ongoing basis. The business development efforts, (e.g. inter-
cluster partnering, supply chain management, and capacity building of local instructors), are targeted
directly at grassroots stakeholders, small businesses and individuals, and the gains resulting from them
will stay with them, ensuring that they will maintain ownership of those benefits after the project’s
completion. The effort to create a local outdoor instructor base is designed specifically to facilitate future
capacity building using local talent which will come at a substantial discount to outsourcing international
instructors who are substantially more expensive from a logistics as well as a wage standpoint. The
established University level programs, which will be accessible to non-university students via e-learning
programs and more accessible training programs form the Outdoor Centres ensure from an institutional
standpoint that the majority of these project activities will continue on after its completion. The signing of
the MoU’s and capacity building for the professional associations will also ensure that they are able to
continue forward with activities after the project ends. All of this also serves to ensure ownership of the
outcomes by the target groups and beneficiaries after the project ends. The strengthening and
alignment of regional PA governance will be the basis for the institutional sustainability of project actions
relating to this area. These institutional supports will improve coordination among the various regional
national and local institutions regarding planning and management of the PA system. The inclusion of
the PAS into the Via Dinarica cooperation platform, and the resulting direct involvement of major
stakeholders like rural communities and private sector actors in the management of protected areas will
constitute a major step in strengthening the regions ability to ensure the protection of biodiversity.
c. Policy level sustainability: where applicable) including the structural impact of (improved
legislation, consistency with existing framework/s, codes of conduct, methods, etc.).
It is expected that there will policy level benefits on all sides of the borders as a result of this action.
While specific legislation may not be an immediate outcome or result from the action, other areas will
benefit substantially. As a result of the “best practice” orientation with regard to strategic cooperation
and development, both codes of conduct and methodologies will be improved. On both sides of the
border, policy level considerations are underway to resolve issues surrounding training of guides in
these areas, and communications with these institutions, (primarily line ministries), thus far have been
positively received with the understanding that established standards and methodologies will have a
direct impact on future policy development in the area.

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