Application "Protected Area Tourism for Sustainability" (PATS)

Contracting Authorities:
The Agency for Regional Development
of the Republic of Croatia,
and
The European Union represented by
The Delegation of the European Union to Montenegro1
Cross-Border Programme Croatia-Montenegro
under the Instrument for Pre-Accession Assistance (IPA),
Component II, allocations for 2012 and 2013and remnants
funds from the Montenegrin allocation 2011
Grant Application Form
Budget lines:
For Croatia
IPA 2012 & 2013 Cross-Border
Programme Croatia -
Montenegro 22.02.04.01.
For Montenegro:
BGUE-B2012-22.020401-B1-ELARG
DELMNE
BGUE-B2013-22.020401-B1-ELARG
DELMNE
3rd
Call for proposals
Reference:EuropeAid/134665/L/ACT/ME
Deadline for submission of concept notes and applications:
13December 2013
1
Or eventually the Sector for Finance and Contracting of the EU Assistance Funds at the Ministry
of Finance in Montenegro (CFCU) after the conferral of management powers has been granted
by the EC.

To reduce expense and waste, we strongly recommend that you use only paper for your file (no plastic
folders or dividers). Please also use double-sided printing if possible
Title of the action: Protected Area Tourism for Sustainability (PATS)
Number and title of
measure under which
the application is
submitted
Measure 1.2: Joint tourism and cultural space
Total eligible cost of
the action
EUR 699,451.98
Location(s) of the
action:
Montenegro, National Park Lovcen
Croatia, National Park Mljet
Activities foreseen in
adjacent regions  NO
Total duration of the
action
24 Months
Dossier No
(for official use only)

APPLICANT 1/
Functional Lead Partner
APPLICANT 2
Name of the applicant
Public Authority for
National Parks of
Montenegro
Public Authority for
National Park Mljet
Nationality of the applicant2 Montenegrin Croatian
EuropeAid ID3
ME-2012-APQ-2711454529
Legal status4
Not for profit public authority Not for profit public authority
Co-applicant5
Name; UNDP
EuropeAid ID;
Nationality and date of
establishment; Montenegro,
15th
December 2006
Legal status; International
Organization
Relation with the applicant or
co-applicant: frequent partner
on numerous projects
Name: Regional
Environmental Center for
Central and Eastern Europe,
Country Office Croatia
EuropeAid ID: HR-2011-
EQK-1610920032
Nationality and date of
establishment: Hungarian,
with local registration in
Croatia, November 15, 1993
Legal status: Non-profit
foreign association
Relation with the applicant or
co-applicant: none
APPLICANT 1/ Functional Lead Partner:
Applicant’s contact details for the purpose of this action
Postal address:
Vojvode Becir-bega Osmanagica 16, 81000
Podgorica, Montenegro
Telephone number: (fixed and mobile) Country
code + city code + number
+38220601015
Fax number: Country code + city code + number +38220601016
2
An organisation’s statutes and/or articles of association/ establishment decision must show that it
was established under the national law of the country concerned and that the head office is located
in an eligible country. Any organisation established in a different country cannot be considered an
eligible local organisation. See the footnotes to the Guidelines for the call.
3
To be inserted if the organisation is registered in PADOR (Potential Applicant Data On-Line
Registration). For more information and to register, please visit
http://ec.europa.eu/europeaid/onlineservices/pador.
4
E.g. non-profit, governmental body, international organisation.
5
Use one row for each co-applicant.

Contact person for this action: Nela Dubak
Contact person’s email: nelavesovicdubak@nparkovi.me
Address:
Vojvode Becir-bega Osmanagica 16, 81000
Podgorica, Montenegro
Website of the Organisation: www.nparkovi.me
APPLICANT 2:
Applicant’s contact details for the purpose of this action
Postal address: Pristaniste 2, 20226 Govedari, Croatia
Telephone number: (fixed and mobile) Country
code + city code + number
00385 98 221 799
Fax number: Country code + city code + number NA
Contact person for this action: Marta Srsen Strazecic
Contact person’s email: marta.srsen@np-mljet.hr
Address: Pristaniste 2, 20226 Govedari, Croatia
Website of the Organisation: www.np-mljet.hr
Any change in the addresses, phone numbers, fax numbers or e-mail, must be notified in writing to the
Contracting Authorities and the Joint Technical Secretariat at any time between the deadline for
submission of applications and the receipt of letters confirming the final results of the evaluation
process. The Contracting Authorities and the Joint Technical Secretariat will not be held responsible
in the event that they cannot contact an applicant.

NOTICE
When processing your application, any personal data (e.g. names, addresses and CVs), will be
recorded and processed if necessary in accordance with Regulation (EC) No 45/2001 on the
protection of individuals with regard to the processing of personal data by the Community
institutions and bodies and on the free movement of such data. Unless otherwise specified, your
replies to the questions and any personal data are required only to evaluate your proposal in
accordance with the Guidelines for the call for proposal and will be processed solely for that purpose
by the data controller. Details concerning processing of your personal data are available in the
privacy statement at
http://aideprgp.cc.cec.eu.int:1261/europeaid/prag/annexes.do?group=A&locale=en

Contents
PART A. CONCEPT NOTE........................................................................................................ 7
1 Instructions for drafting the concept note .............................. Error! Bookmark not defined.
1.1. Summary of the action ...................................................................................................... 7
1.2. Description of the action (max 1 page)............................................................................. 8
1.3. Relevance of the action (max 3 pages) ............................................................................. 9
PART B. FULL APPLICATION FORM ................................................................................. 12
2. The action....................................................................................................................... 13
2.1. Description of the Action................................................................................................ 13
2.2. Budget, amount requested from the Contracting Authority and other expected sources of
funding ......................................................................................................................................... 29
2.3. Experiences ..................................................................................................................... 29
3. The applicant................................................................................................................. 41
3.1. Identity ............................................................................................................................ 41
3.2. Profile.............................................................................................................................. 42
3.3. Capacity to manage and implement actions.................................................................... 50
4. The Co-applicant(s)....................................................................................................... 58
4.1. Description of the Co-Applicant(s)................................................................................. 58
4.2. Mandate (for co-applicant(s)) ......................................................................................... 61
5. Affiliated entity(ies) participating in the action ......................................................... 62
5.1. Description of the affiliated entity(ies) ........................................................................... 62
5.2. Affiliated entity(ies)'s Statement..................................................................................... 64
6. Associates of the applicant participating in the action .............................................. 65
7. Checklist for the concept note and full application form.......................................... 66
8. Declarations by the applicants and partnership agreement ..................................... 69
9. Assessment grid for the full application form ............................................................ 73

PART A. CONCEPT NOTE
1.1. Summary of the action6
Please complete the table below, which should not exceed 1 page.
Title of the action: Protected Area Tourism for Sustainability(PATS)
Number and title of measure under
which the application is submitted:
Location(s) of the action: —specify
country(ies), region(s) that will benefit
from the action
Total duration of the action (months): 24
APPLICANT 1/
Functional Lead
Partner
APPLICANT 2 TOTAL
(APPLICANT 1 +
APPLICANT 2)
EU financing requested (amount) EUR 287,148.25 EUR 300,000.00 EUR 587,148.25
EU financing requested as a percentage
of total budget of the Action
(indicative)
84.26 % 83.64 % 83.94%
Total eligible costs of the Action EUR 340.768.25 EUR 358,683.73 EUR 699,451.98
Objectives of the action <Overall objective(s)>
To support tourism related economic value of natural assets
and protected areas in the cross border area
<Specific objective(s)>
1, To enhance quality of tourism related physical assets in
protected areas in the cross border region
2, To increase human resources as relates to management of
protected areas as a tourism destination
Target group(s)7 Tourism sector labour force – meaning guides, animators and
managers who operate in PA’s;
Businesses and related organizations in the tourism sector
Final beneficiaries8 International and local tourists; Policy makers – On Local,
regional and National level, such as government ministries,
tourist organizations, NGOs, etc.; Local and regional residents
on both sides of the border; Associated Businesses; camping
facilities, hotels, bed and breakfasts, restaurants, etc. (apx.
150 different businesses).
Estimated results 1.1 Essential tourism infrastructure and equipment needs
improved.
1.2 Essential management infrastructure and equipment
needs improved.
2.1 Product development skills improved.
2.2 Destination Brand development skills improved.
2.3 Destination management skills improved.
Main activities 1.1.1; Tourism infrastructure and equipment upgrades
1.2.1; Management infrastructure and equipment upgrades
2.1.1; Improving product development skills
2.2.1; Improving Brand development skills
2.3.1; Improving Destination management skills
6
Cover page as per template in page 1 should be attached as well
7
“Target groups” are the groups/entities who will be directly benefit from the action at the action purpose level.
8
“Final beneficiaries” are those who will benefit from the action in the long term at the level of the
society or sector

1.2. Description of the action (max 1 page)
 Give the background to the preparation of the action.
The cross border region encompasses the area of the southern part of the Dinaric Alps and is characterized
by distinctive natural features and contains2 National parks. HR development and approaches to sustainable
valorisation are inconsistent, resulting in insufficient economic utilization of assets. The partners to this project
have been seeking ways in which they can work together to help address joint problems, amongst which is
support to economic viability of protected areas. Out of this communication, this project was developed to
support their joint agendas and more efficiently affect the problems they and the region as a whole faces.
 Explain the objectives of the action given in the table in Section 1.1.
Overall Objective: To support tourism related economic value of natural assets and protected areas in the
cross border area. This means tourism as a tool to ensure economic contribution to society from protected
areas. Specific objectives: 1, to enhance quality of tourism related physical assets in protected areas in the
cross border region, meaning upgrades to physical structures and equipment to facilitate better capitalization
of assets. 2, to increase human resources as relates to management of protected areas as a tourism
destination, meaning to develop skills that are in deficit as relates to tourism and PA management.
 Describe key stakeholder groups, their attitudes towards the action and any consultations held with them.
Target Groups are: Tourism sector labour force –meaning guides, animators and managers who operate in
PA’s; Businesses and related organizations in the tourism sector, such as: agencies, operators,
associations, etc. Estimated number of these organizations is minimum 30 in the target area. Final
beneficiaries are: International and local tourists; Policy makers – On Local, regional and National level,
such as government ministries, tourist organizations, NGOs, etc.; Local and regional residents on both
sides of the border; Associated Businesses; camping facilities, hotels, bed and breakfasts, restaurants,
etc. (apx. 150 different businesses). Through work in the region by the partners, regular communications with
the stakeholders has had a direct effect on this efforts development and response to it has been very positive.
 Briefly states the type of activities proposed and specifies related outputs and results, including a
description of linkages/relationships between activity clusters.
Activity 1.1.1; Tourism infrastructure and equipment upgrades meaning Improving cycling trails, upgrades to
existing infrastructure (rest and viewing) points including establishing ICT capacities (touch-screens, etc.),
construction of new rest points with ICT capacities, construction of Mountain bike specific infrastructure (a
MB specific terrain area). Outputs from this activity are 100 Km of trails improved before the end of the
project, at least 8 tourism point improved before the end of the project, 40 mountain bikes and related
equipment acquired by the end of year 1 of the project. Outputs support the expected result: 1.1 Essential
tourism infrastructure and equipment needs improved. Activity 1.2.1; Management infrastructure and
equipment upgrades, meaning upgrades to central administrative structures, upgrades to entry and check
points, assessment of available entry monitoring and ticketing systems and acquisition of new entry and
checkpoint hardware and software solutions. Outputs of this activity set include: At least6 PA entry and
checkpoints improved by the end of the project, Hardware and software upgrades for PA entry and
checkpoints completed by the end of the project. This supports the expected result: 1.2 Essential
management infrastructure and equipment needs improved. Activity 2.1.1; Improving product development
skills, meaning, market analysis for cyclo/mb tourism, organization of capacity building for stakeholders,
establishment of product development strategy for cyclo/mb tourism, Organization of cyclo/mb events to
support product recognition. Outputs from these activities are; Product development strategy established by
the end of the project, At least two events organized in support of cyclo/mb tourism. This supports the
expected result; 2.1 Product development skills improved. Activity 2.2.1; Brand development skills
improvement, meaning, performance of a situation analysis, organization of capacity building for
stakeholders, establishment of a destination brand strategy, creation of mobile app and ICT solutions to
support brand development. Outputs from these activities include; Regional Brand strategy developed by the
end of the project, 2500 downloads of the developed mobile application within 2 years of the project’s
completion. This supports the expected result; 2.2 Destination Brand development skills improved. Activity
2.3.1; Destination management skills improved, meaning, organization of capacity building for stakeholders,
study travel for stakeholders, organization of promotional campaign, participation at international trade
events. Outputs from these include; 70 PA staff and related stakeholders participate in capacity building
seminars, 150 relevant target group members participate in 2 tourism events by the end of the project. This
supports the expected result; 2.3 Destination management skills improved.
 State the broad timeframe for the action and describe specific factors that has been taken into account.
The project will last 24 months. Factors considered; 1; Depopulation and unfavourable demographic trends.
2; Absorption of skills provided in a short time frame. Contingencies for these are as follows: 1. Depopulation
issue; use of an inclusive methodology targeting women and youth to counter to this trend; 2. Absorption of
skills, use of proven methodologies and an experiential learning. Environmental risks are not substantial, but
neither are they marginal. Considerations must be given to areas of risk such as; Garbage being dumped
along trails impacting destination desirability and tourists veering off nature paths. As such, environmental
aspects will be included in the programs that will be provided to stakeholders to help mitigate this.

1.3. Relevance of the action (max 3 pages)
1.3.1. Relevance to the objectives/sectors/themes/specific priorities of the call for proposals
As is stated in the guidelines for applicants, the global objective of the CBC Programme is “to improve quality
of life in the cross-border area between Croatia and Montenegro”. More specifically, the project directly
addresses Measure 1.2: “Joint tourism and cultural space”. By supporting the joint development of tourism in
Protected Areas, through related infrastructure upgrades as well as training and education the project will
encourage what is directly referenced in the guidelines, “Measure 1.2 is the main economic measure of this
Programme since tourism and tourism related services are the main impetus for economic development of
the area… Tourism related services also employ the highest number of people in the force, therefore it is
essential to broaden the spectra of services, prolong tourist season, offer higher quality of services
based on authentic local products, tradition and culture”. This project will as such jointly mobilize the
productive potential of the areas involved and contribute to their sustainable development.
The project is related to specific measures/subthemes though the following activities:Joint marketing
initiatives, (improve usage of ICT in marketing efforts, e.g. product and brand strategy development, and
inter-institutional cooperation);Quality improvement schemes (product and brand development skills
improvement as well as infrastructure upgrades);Additionally, cross cutting issues addressed include: cross-
border capacity building, (institutional cooperation); gender equality and gender mainstreaming, (ensuring
minimum numbers of women are included in training efforts); sustainable development and environment
protection, (ensuring that management, risk prevention and environmental protection are built into all training
and capacity building aspects).
The Guidelines provides a detailed level of information regarding objectives and types of activities, but
provides no specific reference to “expected results”. In fact, a word search within the document reveals that
the word “results” is only located within the evaluation tables and those references are only to feasibility of
the projects expected results. One could possibly infer some expected results for the call for proposals, but
this would be conjecture and in no way representative of actual results mentioned, which they are not.
1.3.2. Relevance to the particular needs and constraints of the target country/countries,
region(s) and/or sectors (including synergy with other EU initiatives and avoidance
of duplication)
Due to unfavourable economic conditions in the border region of Croatia and Montenegro, there have been
insufficient investments in tourism in general that significantly reduce the chances for promotion of
exceptional natural and cultural values in the area. Insufficiently developed skills for human resources
development that is a necessary precondition for development of sustainable tourism offers in the region is a
critical problem. There is also a severe lack of connection between protected areas and product offerings
that could create a more competitive overall tourism product. The lack of generating instructional skills at the
local and regional level within various subsectors, (guiding skills have been developed to a certain degree,
but for sustainability purposes there is a need to develop a base of local trainers, e.g. PA management,
product development, brand development, etc.), as well as a local base of safety service providers which is
also under-developed and essential to ensuring safety of inbound tourists. On both sides of the border there
is a need to provide ongoing, locally based training in provision of product and brand development for
tourism. The need to develop an in-house instructional base and thereby improve ongoing management in
PA’s represent not just an improvement of quality service provision, but also to ensure safety provision which
is essential for these activities to develop sustainably. Insufficient data gathering and promotion capacities of
is the second problem which in a way comes out from the one previously mentioned. The region lacks a
consistent marketing approach and brand identity. The region has underdeveloped distribution and
communication channels that could be strengthened by improving ICT usage. Online distribution and data
acquisition channels are particularly underdeveloped, and with the increasing trend for online travel bookings
and the usage of mobile applications for information gathering among Europeans, this puts the region at a
disadvantage to its competitors. There is also a lack of regional product recognition, which is in a lesser way
tied to the lack of standardized approaches in activity instruction that could unify all outdoor operators in the
region. Currently, several approaches exist, (e.g. adrenalin, extreme, active adventure), but they can be
confusing to visitors who are just learning about the region and also makes tracking and classifying of
services used more difficult. While some capacity exists to provide integrated product offers, the current lack
of communication and resulting product development between relevant stakeholders, (operators,
associations, PA staff, etc.), has resulted in a fractured offering which leaves tourists without an effective
means to access a better product, and businesses as a result having lower revenues from the arrivals that
currently exist. It also prevents the integration of products that are currently in higher demand on the
marketplace and usually are sold at an added value higher price point. This lack of better integrated products
also has a poor effect on promotional efforts as there is a weaker offering that reduces the ability to truly
present the regions potential in a competitive fashion.The UNWTO envisages the following as regard to the
new trends in the tourism development prospects in selected product segments: Lifestyle products in
conjunction with a prestigious image and brand development of the individual destination regions: the

destination as a multifaceted product under one brand; Quality products in all service sectors with a bearing
on the tourism industry. The stress on quality is the outcome of worldwide competition for wealthy clients and
is a prerequisite of brand development; Tourism in nature in conjunction with sporting activities; particularly
high rates of growth have been recorded in the cycling and mountain biking and all-inclusive segments.
A core aspect of the project is the introduction of innovation in the creation and promotion of tourism region
with ICT technology. The target region on both sides of the border has a large number of youth, who have
minimal opportunity for employment, and strengthening the tourism offer in the way it is conceived with this
project; young people will have greater chances for employment. It automatically evaluates the equality of
the youth, who are currently in the category of the population which is among the excluded groups. Since a
large portion of the youth in the region is female, the effort will additionally improve conditions for their
employment and equal participation in promoting the development of the region, and will specifically seek to
ensure that a minimum of 20% of businesses that participate in the cluster related activities are owned by
females. Due to the creation of in-house trainers, the ability to repeat training activities in the future will also
be enabled and in fact is a key aspect of the projects sustainability. The project’s developments will also act
as a platform to enable cross sector alignment of the content of their programmes with the needs of the
market on an ongoing basis as a clear best case practice example.
There have been insufficient investments in tourism that significantly reduce the chances for promotion of
exceptional resources in the area. Insufficiently developed for human resources skills inhibits development of
sustainable tourism offers in the region and is a critical problem. There is also a lack of connection between
Protected Areas and product offerings. On both sides of the border there is a need to provide ongoing,
locally based training in management relating to tourism. There is a need to develop local instructional
capacities, which improves management quality on an ongoing basis. Insufficient data gathering and
promotion capacities of is another problem which comes out from the lack of HR skills. Protected Areas lack
consistent brand identity and as such underperform in terms of economic contribution to the region. The
region has underdeveloped distribution and communication channels that could be strengthened by
improving ICT usage. Online distribution and data acquisition channels are particularly underdeveloped, and
with the increasing trend for online travel bookings and the usage of mobile applications for information
gathering among Europeans, this puts the region at a disadvantage to its competitors. There is also a lack of
regional product recognition, which is in a lesser way tied to the lack of consistent approaches to branding
that could unify relevant stakeholders, (operators, agencies, PA managers, etc.), in the region. While some
capacity exists to provide integrated product offers, the current lack of communication and resulting poor
product development between stakeholders, (operators, agencies, PA managers, etc.), has resulted in a
fractured offering which leaves tourists without a effective means to access better products, and businesses
as a result have lower revenues. It also prevents the integration of products that are currently in higher
demand on the marketplace and usually are sold at an added value higher price point, (nature tours by
bicycle with cultural and “local” experiences.
Both nations are now focused on promoting more sustainable development in the region, primarily through
tourism development. Within the primary document for tourism development in Montenegro, the Policy and
Strategy for Tourism Development in Montenegro by 2020, a special emphasis is put on diversification and
development of specific tourist offers in the northern part of Montenegro. Specifically, this project fits into the
mentioned strategy, in operational goal 3: “Montenegro is known and accepted as an “All-Year-Round”
tourism destination”, measure 3.2: “Development and improvement of specific tourism products” as well as in
operational goal 5: “Local residents are increasingly included into the tourism economy (“internal
marketing”)”, measure 5.3: “Linking tourism sector with other sectors of the local economy”. Under measure
3.2 special emphases is placed on the development of Mountain based biking and hiking. In Croatia, The
newly established strategy for tourism to 2020 lists the following priority actions regarding cyclo-tourism:
“New and existing trails equipped with adequate signage and interpretation (e.g., signs, information centers),
and the usual amenities (such as rest areas, lookouts and service for repair of equipment); Further
development of accommodations according to 'bed & bike' standards (e.g. small hotels, pensions, camps,
farms, mountain lodges) with high levels of 'sense of local place', 'atmosphere', comfort and environmental
responsibility; The further development of competitions and events, including those of an international
character”. While the tourism development strategy for Dubrovnik-Neretva county state the following
regarding developing NP Mljet specifically: “Mljet is based on experience and understanding of nature. This
involves creating experiences that are based on the relevant products, services and activities, which are
based on quality-based tourism infrastructure”.
This effort builds upon the project “Business Cooperation and Skills Improvement for the Development of
Outdoor Tourism” funded under the IPA Cross Border Cooperation programme Montenegro-Croatia. Within
that effort, the focus has been more on enhancing outdoor tourism by supporting Mountain rescue services
to ensure a safe rescue network. There have been some light skills trainings for guides, but those efforts
were organized either for Montenegrins or for Croats, and cross border effect was diminished as a result.
This effort builds upon that one in that it goes beyond basic training activities to create the basis for
immediate and long term development of outdoor tourism products and branding. It differs in that it does not
put focus private sector only skills enhancement, but rather on institutional management skills development.

Additionally, this effort will have a greater focus on Protected Area specific products such as Mountain Biking
and cycling, which were not a part of the other effort. Yet still, this effort will directly cooperate with the
relevant stakeholders in both countries in both development of products and inclusion in the process of
establishing a Brand. Additionally, the current project “DIOD”, being implemented, (CBC RH-MNE), has
similarities that have been taken into consideration, particularly it’s usage of ICT as a key development tool,
but this project will not have such a focus on cross-cluster networks, rather that will be an associated aspect
with more focus on true product and brand development.
The Europe 2020 strategy is about delivering: Smart growth – developing an economy based on knowledge
and innovation. Which this project supports with its training program; Sustainable growth – promoting a more
resource efficient, greener and more competitive economy, which this project supports with its emphasis on
environmentally friendly outdoor recreation, which depends on green environments to be successful;
Inclusive growth – fostering a high-employment economy delivering economic, social and territorial cohesion,
which this project supports with its inclusive approach addressing gender and youth in its skills programs and
by its cross border nature.
1.3.3. Describe and define the target groups and final beneficiaries, their needs and
constraints, and state how the action will address these needs
Target Groups are: Tourism sector labour force meaning guides, animators and managers who operate in
PA’s; Businesses and related organizations in the tourism sector, such as: agencies, operators,
associations, etc. Estimated number of these organizations is minimum 30 in the target area. Final
beneficiaries are: International and local tourists; Policy makers – On Local, Entity and National level,
such as government ministries, tourist organizations, NGOs, etc.; Local and regional residents on both
sides of the border; Associated Businesses; camping facilities, hotels, bed and breakfasts, restaurants,
etc. (apx. 150 different businesses). Through work in the region by the partners, regular communications with
the stakeholders the selected TG members and expected FB’s were selected as being those which are most
relevant to the project’s success as well as having both the greatest need to be involved in the effort and
most likely to benefit from it..
The needs of the target groups needs and constraints have been identified through extensive pre-project
research and stakeholder communications. They are: A lack of training programmes echoing employer and
market needs; (employers have had little influence till now on how projects decide what skills to develop),
High quality, trained employees; (the lack of skills development consistency has led to a lack of skilled labour
and irregular organization of trainings, Easier and more regular access to said skills development; Lack of
infrastructure and local instructors inhibits regular training, there is too great a variance in how skills are
developed, lack of communication between relevant actors thereby preventing joint planning on development
of tourism for protected areas, lack ability to engage new ICT based outlets as low cost/high effect
communications tools. The need and constraints of the final beneficiaries are as such: Potential tourists lack
a quality product that will draw them to this region over others that with similar offers that are more well
developed, Policy makers at all levels lack access to much needed information on the outdoor recreation
sector and what means exist to provide sustainable growth of the sector, Residents need a strong
demonstration of the economic value of the natural areas and how they will provide jobs and generally
improve standards of living, while associated businesses need growth in areas they have no direct impact on
to help support their own development.
The core needs and constraints will be directly addressed through both a targeted training effort to develop
skills, as well as the establishment of the skills development sustainability. The improvement of the cycling
facilities will enable easier product and Brand development and their associated promotions. The project will
take a huge step towards meeting these needs. It will create a brand jointly agreed by private, non-
government and public institutions that will encourage and maintain the continued growth and development
of outdoor recreation as a vehicle for financial and environmental sustainability in protected areas. A further
need has been determined. In order to improve joint promotional activities and cross border recognition meet
the needs of the marketplace, which is seeking increased different experiences in a single region/destination,
the project will work with the relevant organizations from both sides of the border to enhance their capacity to
develop high demand products.
The project will take an inclusive approach by working directly with the target group members in all phases.
From selection of locations for the trail upgrades to what the core aspects of the product development
strategy will be to the design and development of the regional brand, stakeholders will be active in their
participation throughout.
1.3.4. Particular added-value elements
This effort has substantial added value. Its support of social dialogue will act as a major impetuous to build
improved cooperation between private, public and non-profit sector stakeholders in working together towards
improved development capacities. Further aspects of added value can be found in the projects direct efforts to
make inclusiveness a priority issue, making youth and gender inclusiveness in the skills development program
a central theme. Furthermore, the projects specific focus on ICT usage will provide much needed data inputs
to for improved environmental protection as it is essential to the financial success of the sector.

PART B. FULL APPLICATION FORM
To be submitted by all applicants
To reduce expense and waste, we strongly recommend that you use only paper for your file (no plastic
folders or dividers). Please also use double-sided printing if possible
1. General information
Reference of the Call for
Proposals
EuropeAid/134665/L/ACT/ME
Title of the Call for Proposals Cross-Border Programme Croatia – Montenegro
Name of the Applicant 1 Public Authority for National Parks of Montenegro
Name of the Applicant 2 Public Authority for National Park Mljet
Title of the action Protected Area Tourism for Sustainability(PATS)
Location of the action
-specify country(ies) region(s)
that will benefit from the action
Number and title of measure
under which the application is
submitted

2. THE ACTION9
2.1. Description of the Action
2.1.1. Description (max 13 pages)
Provide a description of the proposed action, including all the information requested below, referring
to the overall objective(s) and specific objective(s), outputs and results described in the concept note:
 Explain the specific results expected, stating how the action will improve the situation of the target
groups and final beneficiaries and the technical and management capacities of target groups and/or
any local co-applicants and affiliated entity(ies).
There are a total of five expected results within this project;
1.1 Essential tourism infrastructure and equipment needs improved.
The outputs from this activity are 100 Km of trails improved before the end of the project, at least 8 tourism
point improved before the end of the project, 40 mountain bikes and related equipment acquired by the end
of year 1 of the project. This will provide needed upgrades that will improve the two National Parks ability to
draw tourists by creating the basis for an improved product offering. The process of procurement will
strengthen the partner’s capacity for organization of those activities according to EC regulations. Additionally,
this will enable local tourism operators to capitalize on the new infrastructure and equipment by creating
itineraries that incorporate these assets. Yet still, it should act to extend the tourist season as cyclo-mountain
bike tourism is most popular during the spring and fall months which are when current flows are lower.
1.2 Essential management infrastructure and equipment needs improved.
Outputs of this activity set include: At least6 PA entry and checkpoints improved by the end of the project,
Hardware and software upgrades for PA entry and checkpoints completed by the end of the project.This will
provide needed upgrades that will improve the two National Parks ability to monitor tourist flows by creating
the basis for improved management access to quality control hardware and software as well as modernized
structures. The process of procurement will strengthen the partner’s capacity for organization of those
activities according to EC regulations.
2.1 Product development skills improved
The outputs from these activities are; Product development strategy established by the end of the project, At
least two events organized in support of Mountain biking / cycling tourism. These outputs involve a high level
of capacity building for the target groups in particular. Insofar as current capacities to facilitate development
of new products and organization of events is at a relatively low level, the process of developing this strategy
will involve extensive target group participation, thereby increasing their capacity to develop other product
development strategies. The events organization will benefit the target groups as well as the partners in
terms of capacity as it will create much needed experience in organization of these type of tourist
manifestations, (larger scope with clear regional character).
2.2 Destination Brand development skills improved
The outputs from these activities include; Regional Brand strategy developed by the end of the project, 2500
downloads of the developed mobile application within 2 years of the project’s completion. As with the
previous result, this will have a similar impact on both the target groups and project partners. The
overarching impact from this activity is the increased capacities to both develop a Brand and the usage of
social innovation methodologies as pertains to social dialogue in the development of that Brand. More so
than the product development strategy, this result requires a broad level of participation from an array of
target group members and final beneficiaries as its scope goes beyond a single product and deals with a
total approach to promotion of the region.
2.3 marketing skills improved
Outputs from these include; 70 PA staff and related stakeholders participate in capacity building seminars,
150 relevant target group members participate in 2 tourism events by the end of the project.The impacts of
this result will be directly felt by all of the target groups and the majority of partners to this action. By
9
The Joint Steering Committee will refer to information provided in the Concept Note as
regards objectives and the relevance of the action.

implementing the necessary activities, the NP Mljet and JPNPCG will gain technical capabilities in
organization of broader cross border promotional materials, events and other related activities. Additionally,
the promotion of the improved cross border offer will increase tourist flows that will both directly impact the
target groups as well as impact the final beneficiaries by increased economic activity. In particular, the
creation of the joint website is expected to direct traffic flows to those targeted. Furthermore, long-term
impacts are expected to be the two National Parks becoming a true joint region, increasing joint services and
joint tourism businesses.
All of this put together will enable better growth of tourism in the target region, (an anticipated 4% increase in
tourism activity over 2012 levels within a year of the project’s completion), which in itself supports the overall
goal, “To support tourism related economic value of natural assets and protected areas in the cross border
area”.
Throughout all of this, there will be a direct improvement to management and technical capacities both for
the project partners as well as the target groups. By implementing this effort, both partners will gain valuable
experience in managing EU funded cross border projects, managing partnerships with relevant institutions to
achieve a joint set of goals under these funding schemes, and increased capacity to cooperate on a regional
basis in the process of Europeanization of standards. The capacity building for protected area managers and
other stakeholders is of critical importance to the effort as a whole as they provide the long needed domestic
capacity in the area of PA management as relates to combined tourism development and environmental
protection, thereby enabling repetition of the projects activities for years to come. This is particularly true
when combined with improved trail management which will allow for other stakeholders in the region to
cooperate in implementing related activities.
 Identify and describe in detail each activity (or work package) to be undertaken to produce results,
justifying the choice of activities and specifying the role of each co-applicant(s) and affiliated
entity(ies)(and associates or contractors or sub-grantees where applicable) in the activities. Do not
repeat the action plan to be provided in Section 2.1.3, but demonstrate coherence and consistency
of project design. In particular, list any publications proposed.
The list of activities will be drawn up using the following format (please use this table for each and
every activity):
Activity No 1.1.1.
Activity Title Tourism infrastructure and equipment upgrades
Description of the activity
1.1.1.1 Improving cycling trails
1.1.1.1.1 Training in trail management and upgrades
Workshop will be organized with aim to increase capacities for trail
improvement and management – targeting park staff and other
stakeholders from targeted support institutions, (e.g., tourism
associations) for a combined 40 participants from both sides of the
border.
1.1.1.1.2 Upgrading of trail network
Activity will entail identification and field inspection of the needed
repairs and upgrades of the existing trail markers and signage. A
minimum of 100 km of trails total between the protected areas will be
upgraded by the first half of the project, ensuring that they meet
accepted international standards.
1.1.1.2 Upgrades to existing infrastructure points including
establishing ICT capacities
This will entail the improvement of resting points and overlooks to
provide a better tourist experience, while the ICT capacities is
important for high quality presentation of the destination and
products, especially for targeted group of cyclo-mountain bike
tourists, who tend to be affluent and heavy users of ICT.
1.1.1.3 Construction of Mountain bike specific infrastructure
This is the adaptation of a specific portion of both parks to establish
mountain bike terrain parks. A high level of trail adaption than the
previous trail upgrades listed, this includes a specific design and
construction process that meets international standards.
1.1.1.4 Assets mapping

This means a full assessment of trail networks and related natural
assets within NP Lovcen National, where assets are poorly mapped,
thereby bring the NP to a higher and more equal standing with their
partner, National Park Mljet, whom have recently completed this
assessment. The mapping of assets would focus on preparing a
detailed database of all relevant information for future decision
making and planning The data collected would focus on trails,
infrastructure, borders, biodiversity assets, objects and buildings.
Responsible/implementing
Applicant/Co-
applicant/Affiliated entity
/Associate
JPNPCG, NP Mljet are the primary actors in this activity
Location of the activity Lovcen National Park - Montenegro, Mljet National Park - Croatia
Role of other Applicant/Co-
applicant(s)/
Associate(s)/Subcontractors
(if applicable)
REC and associated partner WWF, by collaborating in the functional
design of the ICT capabilities will also play a role,
UNDP will oversee the capacity building for trail management and
will perform the asset mapping.
There will be subcontracting to provide the training as well as in the
design of the Mountain Bike specific infrastructure.
Output(s)
The outputs from this activity are 100 Km of trails improved before
the end of the project, a minimum of 8 tourism point improved before
the end of the project, 40 mountain bikes and related equipment
acquired by the end of year 1 of the project.
Forecasted resources (e.g.
number of staff, equipment,
travel, services etc.)
At least 20 total staff plus stakeholders from both sides, travel for
partnership meetings, equipment and works procurement, consulting
services, catering for partnership meetings and trainings, space for
training, materials for training,
If the activity will take place
in an adjacent region, please
specify the required
expenditure for the
implementation of the
activity (otherwise, put: N/A)
N/A
Expected results 1.1 Essential tourism infrastructure and equipment needs improved.
Applicant 1 Applicant 2
Forecasted expenditure with
reference to the Budget
heading of A1 or A2 Budget
(Annex B)
Human resources €14,180.00
Travel €290
Equipment € 57,800.00
Other/services € 13,450.00
Other € 40,600.00
Travel €660
Other/services € 4750.00
Other € 16,600.00
Activity No 1.2.1
Activity Title Management infrastructure and equipment upgrades
1.2.1.1. Assessment of available systems needed data and
Acquisition of new entry and checkpoint hardware and software
solutions
1.2.1.1.1. organization of workshops on data requirements
There will be a series of workshops with relevant stakeholders and
experts as well as a full cost benefit analysis to first present and
review possible data needs, review software and hardware options
and potential, and receive inputs on system management. Following
the next activity, there will be a final workshop in which all
information will be discussed and a final decision will be made on the
parameters of the system that will be acquired.
1.2.1.1.2. study tour to Hungary/Austria
During the process of assessment, a study tour will be taken to the

Austrian/Hungarian border region, (where there is a protected area
on each side), to look at how their system functions so as to gain
insight from practical experience within another EU region.
1.2.1.1. Upgrades to central administrative structures
It is expected that any systems will be linked directly with central
management authority buildings and as such there will be a need to
make the necessary upgrades to accommodate this.
1.2.1.2. Upgrades to rest/info/check points
The chosen entry and checkpoints will be upgraded the new system
and as such there will need to be upgrades made to accommodate
these systems being installed.
1.2.1.3 Acquisition of safety/rescue equipment
Both of the targeted National Parks will receive safety and rescue
equipment, (ATV’s with a full supply of rescue/first aid supplies), that
will facilitate improved safety measures which are essential for areas
where hiking/cycling and mountain biking are core activities.
1.2.1.4 Assets mapping
This means a full assessment of management infrastructure assets
and capacity related assets within NP Lovcen National, where assets
are poorly mapped, thereby bring the NP to a higher and more equal
standing with their partner, National Park Mljet, whom have recently
completed this assessment.
1.2.1.5 equipment and human capacity building for safety
This means acquisition of rescue ATV’s and related safety
equipment as well as first responder training for key park staff. This is
essential to develop as there is no current safety network in place for
either park or a central component to developing any variety of
outdoor recreation products is to ensure quality rescue services so
as to guarantee a base level of visitor safety.
Applicant/Co-
/Associate
JPNPCG, NP Mljet are the primary actors in this activity
applicant(s)/
(if applicable)
REC and associated partner WWF, by collaborating in the
workshops and study tour will also play a role,
UNDP will perform the asset mapping and rescue/safety capacity
building.
There will be subcontracting to provide input for the data
requirements as well as for organization of the study tour.
Output(s)
Outputs of this activity set include: 6 PA entry and checkpoints
improved by the end of the project, Hardware and software upgrades
for PA entry and checkpoints completed by the end of the project.
partnership meetings, equipment and works procurement, consulting
services, catering for partnership meetings and trainings, space for
training, materials for training,
expenditure for the
activity (otherwise, put: N/A)
N/A
Expected results
1.2 Essential management infrastructure and equipment needs
improved.
Travel €1890
Travel € 2260

(Annex B)
Other € 0
Other/services € 17.900.00
Other € 51,000.00
Activity No 2.1.1
Activity Title Improving product development skills
2.1.1.1. Market analysis for cyclo/mountain bike tourism
The partners will follow a two tiered process in assessing the
cyclo/mountain bike tourism marketplace prior to establishing the
product development strategy; an “off the shelf” International market
for cyclo/mountain bike tourism study will be purchased, and a
review will be made of initial data inputs from the installed NP entry
monitoring system and ICT tools (social media/mobile app that will
also be developed under activity 2.3.1). The combined domestic and
international data will be used during all of the capacity building
activities (in this set of activities as well as 2.2.1 and 2.3.1).
2.1.1.2 Establishment of product development strategy for
cyclo/mountain bike tourism.
The establishment of a product development strategy will be done in
a way so as to both create that actual strategy, but also to build
capacity of stakeholders to create future strategies for other
products. It will involve workshops for development process, in-
house text preparation and a public presentation of the final product.
2.1.1.3 Organization of cyclo/mountain bike events to support
product recognition.
Both National Parks have and continue to organize various tourist
events. Through this effort, cross border “Fat Tire Festivals” will be
organized. These is a mountain bike festival that will have both
competitions as well as, and perhaps more importantly, “family
friendly” activities. Both of the applicants expect to see these events
grow and become an annual item on their calendar. It is expected
that the events will be organized during early fall so as to act as a
catalyst for extend the tourist season.
Applicant/Co-
/Associate
REC will act as the primary partner during this activity, leading the
analysis cooperating with JPNPCG in the product development
strategy establishment phases, while JPNPCG, NP Mljet are the
primary actors in organization of the events.
applicant(s)/
(if applicable)
Associated partner WWF will act as a dissemination channel for the
results as well as the events.
Output(s)
Cyclo-tourism product development strategy established by the end
of the project
At least two events developed in support of Mountain biking / cycling
organized
partnership meetings, purchase of off the shelf market research,
catering for partnership meetings and workshops, space for
workshops, materials for workshops, housing for workshop
participants, promotional materials, social media advertising, event
logistics.
expenditure for the
N/A

activity (otherwise, put:
N/A)10
Expected results 2.1 Product development skills improved
(Annex B)
Human resources € 14,830.00
Travel € 2820
Equipment € 0
Other € 0
Travel € 2955.00
Equipment € 0
Other € 0
Activity No 2.2.1
Activity Title Brand development skills improvement
2.2.1.1 Performance of a situation analysis
Stakeholder workshops will be performed to provide facilitated inputs
as to the current situation regarding Brand recognition for the CB
region. This will also review National Park specific Brand recognition
and standing. An analysis of other “like” destinations will also be
performed. All of this will act as inputs for the next activity.
2.2.1.2 establishment of a destination brand strategy
The establishment of a Brand strategy will be done, as with the
product development strategy, in a way so as to both create that
actual strategy, but also to build capacity of stakeholders to create
and modernize existing and future strategies. It will involve
workshops for development process, in-house text preparation and a
public presentation of the final product.
Applicant/Co-
/Associate
REC will act as the primary partner during this activity, leading the
analysis and brand strategy establishment phases, while JPNPCG,
NP Mljet are the primary actors in organization of the events.
Associated partner WWF will have its most prominent role here,
cooperating with the partners by providing inputs from the “Dinaric
Parks” effort they are currently implementing throughout the western
Balkans.
applicant(s)/
(if applicable)
There will be subcontracting to provide expert input into brand
strategy development.
Output(s)
Regional destination Brand strategy developed by the end of the
project
partnership meetings, catering for partnership meetings and
workshops, space for workshops, materials for workshops, housing
for workshop participants
10
If there are activities planned in adjacent regions of the programme area, please note that the total expenditure
required for their implementation must be expressed on the cover page of the Application Form. According to
article 97 of the IPA IR (718/2007), EU funding may finance expenditure incurred in implementing operations
or part of operations in adjacent areas up to a limit of 20% of the respective EU allocation for each country
under the Cross-Border Programme. Under this Call for Proposals, an indicative amount of € 180,000 for
Croatia and € 180,000 for Montenegro may be assigned to finance applications with activities totally or
partially taking place in adjacent areas. Please see for reference section 2.1.4 of the Guidelines.

expenditure for the
N/A)11
N/A
Expected results 2.2 Destination Brand development skills improved
(Annex B)
Travel € 290
Equipment € 0
Other/services € 2400.00
Other € 0
Travel € 2100
Equipment €
Other € 0
Activity No 2.3.1.
Activity Title Marketing skills improved
2.3.1.1. Organization of capacity building seminars for stakeholders
Unlike the other capacity building workshops, this will be focused on
practical implementation aspects of promotion, communications, and
sales, developing practical marketing skills. (specific aspects will
include, but are not limited to social media marketing and AdWords
campaign management)
2.3.1.2. Creation of mobile app and ICT solutions to support brand
development.
Mobile applications for usage on handheld units as well as tablets
will be developed, (two formats will be produced to accommodate
variance of operating systems). These applications will act both as a
promotional tool and as a data gathering tool. The nature of mobile
applications will enable the National Parks to present their offers in a
specific way that both facilitates user engagement as well as
providing valuable feedback about the users themselves.
Additionally, two separate social media platforms will be selected to
establish a presence for the project (this will ultimately become
platforms for the joint brand).
2.3.1.3. Study travel for stakeholders
The partners will travel to Slovenia to visit a protected area that
excels in its marketing to gain insight into management of marketing
for PA’s.
2.3.1.4. Organization of promotional campaign
As a part of building promotional skills, a funded promotional
campaign for web promotion and social media will be implemented
as well as promotion of the mobile application.
2.3.1.5. Participation at international trade events
Travel by the partners to a relevant international tourism trade event
11

will be made to promote the project and the destination.
Applicant/Co-
/Associate
REC will lead the capacity building and ICT tools development
phases, while JPNPCG and NP Mljet are the primary actors in
organization of the study tour, promotional campaign and trade event
participation.
applicant(s)/
(if applicable)
Associated partner WWF, by collaborating in the study tour will also
play a role,
There will be subcontracting to provide expert trainers for social
media management, creation of the mobile application as well as for
organization of the study tour.
Output(s)
At least 40 PA staff and related stakeholders participate in capacity
building seminars
At least 100 relevant target group members participate in 2 tourism
events by the end of the project
2500 downloads of the developed mobile application within 2 years
of the project’s completion
partnership meetings, catering for partnership meetings and
workshops, space for workshops, materials for workshops, housing
for workshop participants, consultants for social media and mobile
application development, international travel, organization of space
and materials at international trade event.
expenditure for the
N/A)12
N/A
Expected results 2.3 marketing skills improved
(Annex B)
Travel € 3340.00
Equipment € 0
Other € 0
Travel € 2820
Equipment € 0
Other € 46,650.00
12

2.1.2. Methodology (max 5 pages)
Describe in detail:
 the methods of implementation and rationale for such methodology;
The Cyclo-mountain bike Tourism Sector has a fundamental problem when looking for market
information in that it has not been recognised as a sector by National statistical collection agencies.
This means that there is no domestic formally collected data available and no timeline to extrapolate
from. Given the lack of domestic statistics in the field, the development of ICT tools, (e.g. mobile
application, social media outlets and NP entry data systems) will multiply sources of information
gathering. Using multiple sources of data has been shown to give 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, primarily a result of the poor
domestic statistics. Thus creating these systems will enhance that data acquisition and enable
decision makers to make better choices.
Thus, to collect the necessary information three main approaches have been used:
A. A desk and Internet research carried out centrally;
B. A multidimensional approach made by mobilising the partnership structure, which has already
significant experience in the sector to investigate the broader Cyclo-mountain bike Tourism
context;
C. An analysis of pertinent European data with the mobilization of the above mentioned partners
who have already a deep understanding of the sector.
Particularly, in the initial phase, a preliminary inventory of existing information will be carried out in
order to have a better understanding of information is easily accessible, but as yet unavailable.
Subsequently, in the second phase of the effort, the implementation of the capacity building and joint
promotion will be directly impacted by the outcomes of the initial phase of the effort, (creation of the
ICT tools will enable promotion of the newly developed skills in real time rather than having to wait for
an annual promotional cycle to run its course).
 where the action continues a previous action, describe how the action is intended to build on
the results of the previous action (give the main conclusions and recommendations of any
evaluations carried out);
This effort builds upon the project “Business Cooperation and Skills Improvement for the Development
of Outdoor Tourism” funded under the IPA Cross Border Cooperation programme Montenegro-
Croatia. Within that effort, the focus has been more on enhancing outdoor tourism by supporting
Mountain rescue services to ensure a safe rescue network. There have been some light skills trainings
for guides, but those efforts were organized either for Montenegrins or for Croats, and cross border
effect was diminished as a result. This effort builds upon that one in that it goes beyond basic training
activities to create the basis for immediate and long term development of outdoor tourism products
and branding. It differs in that it does not put focus private sector only skills enhancement, but rather
on institutional management skills development. Additionally, this effort will have a greater focus on
Protected Area specific products such as Mountain Biking and cycling, which were not a part of the
other effort. Yet still, this effort will directly cooperate with the relevant stakeholders in both countries in
both development of products and inclusion in the process of establishing a Brand. Additionally, the
current project “DIOD”, being implemented, (CBC RH-MNE), has similarities that have been taken into
consideration, particularly it’s usage of ICT as a key development tool, but this project will not have
such a focus on cross-cluster networks, rather that will be an associated aspect with more focus on
true product and brand development.
 explain how the action fits the IPA Cross-border Programme HR-MNE and how it is
coordinated with any other possibly planned project (please specify potential synergies with
other initiatives, in particular by the European Union);
This project is directly related to the cross border program in that it will create improved human
resource skills, which is a clear aspect of the program. As is stated in the guidelines for applicants, the
global objective of the CBC Programme is “to improve quality of life in the cross-border area between
Croatia and Montenegro”. More specifically, the project directly addresses Measure 1.2: “Joint tourism
and cultural space”. By supporting the joint development of tourism in Protected Areas, through related
infrastructure upgrades as well as training and education the project will encourage what is directly
referenced in the guidelines, “Measure 1.2 is the main economic measure of this Programme since
tourism and tourism related services are the main impetus for economic development of the area…

Tourism related services also employ the highest number of people in the force, therefore it is
essential to broaden the spectra of services, prolong tourist season, offer higher quality of
services based on authentic local products, tradition and culture”. This project will as such jointly
mobilize the productive potential of the areas involved and contribute to their sustainable
development.
The project is related to specific measures/subthemes though the following activities:Joint marketing
initiatives, (improve usage of ICT in marketing efforts, e.g. product and brand strategy development,
and inter-institutional cooperation);Quality improvement schemes (product and brand development
skills improvement as well as infrastructure upgrades); Additionally, cross cutting issues addressed
include: cross-border capacity building, (institutional cooperation); gender equality and gender
mainstreaming, (ensuring minimum numbers of women are included in training efforts); sustainable
development and environment protection, (ensuring that management, risk prevention and
environmental protection are built into all training and capacity building aspects).
The Europe 2020 strategy is about delivering: Smart growth – developing an economy based on
knowledge and innovation. Which this project supports with its training program; Sustainable growth –
promoting a more resource efficient, greener and more competitive economy, which this project
supports with its emphasis on environmentally friendly outdoor recreation, which depends on green
environments to be successful; Inclusive growth – fostering a high-employment economy delivering
economic, social and territorial cohesion, which this project supports with its inclusive approach
addressing gender and youth in its skills programs and by its cross border nature.
 the procedures for follow up and internal/external evaluation;
The project management team (PMT) will work to first establish two paths of indicators for
measurement from the outset. These indicators will be for: a) evaluation of the process (output) b)
evaluation of the product (outcome).
a) Evaluation of the process will be for activities (done); inputs (money, materials, human resources
used); outputs (services done, materials produced and activities performed).
b) Evaluation of the product will be done based on the results and activities in the log frame matrix,
during the project by the formed PMU and at the end by the external evaluator. Regular up date of the
activities will be published at the web. It will present activities happening during implementation.
Additional measures for evaluation include
 Regular reporting to EC as regulated by the Contract with EC
 Internal weekly and monthly reports by the project staff and experts
 Executive Summary Reports
 Hired external evaluator
 the role and participation in the action of the various actors and stakeholders (co-applicant(s),
affiliated entity(ies), target groups, local authorities, etc.), and the reasons why these roles
have been assigned to them;
JPNPCG: Lead applicant (#1) in the project. This role is assigned to them as they have previous
experience with EU funded projects and as such are more prepared to assume the responsibilities
assigned therein. Their position as an applicant is also derived from their role as the managing
authority for protected areas in Montenegro, around which this project is centred. They will lead all
activities in Montenegro and be active in their cooperation with the Croatian partners.
NP Mljet: Their position as an applicant is derived from their role as the managing authority for the
targeted protected area in Croatia, around which this project is centred. They will lead all activities in
Croatia and be active in their cooperation with the Montenegrin partners.
REC: The Regional Environmental Center-Country Office Croatia is involved in this project in the role
of capacity building and sustainable tourism marketing coordinator, providing its rich experience in
multi-stakeholder dialogue facilitation and participative planning processes in sustainable development
including sustainable tourism and protected areas management, which will be crucial in brand and
product development activities They will be involved in most activities and support the partners in
project management and reporting in line with EU guidelines and requirements, and will be
cooperating with all partners on both sides of the border.
UNDP: The United Nations Development Program will act to organize the assets mapping in Lovcen
National Park, as well as the safety training and the trail upgrade and management seminars. They

are acting in this role as they have particular experience in doing these specific tasks including some
which were organized in conjunction with EU funded projects.
WWF: The World Wildlife Foundations role in the project is as an associated partner and their primary
focus is to collaborate with the partners in the areas of capacity building for Protected Area staff. They
currently are implementing a Balkan wide “Dinaric Parks” effort and will also collaborate with the
partners in the Brand development process to help ensure no conflicts and provide input from that
effort. They will also act as a dissemination funnel as they will spread the successes from this project
to other parks in the Balkans through their other aforementioned effort.
TG’s: Target group members are those who will receive the lion share of capacity building. A large
part of this project is focused on providing direct benefit for them and will see them participate in
trainings as well as have a role in the process of establishing the product development and brand
development strategies.
FB’s: The final beneficiaries will see no direct involvement in the project, but through its
implementation they will gain both information on best case practices and see an increase in revenues
from increased tourism flows.
 the organisational structure and the team proposed for the implementation of the action (by
function: there is no need to include the names of individuals);
On the Croatian side the implementing team, (planned staff) for the project is as follows:
1.1.1 Technical
1.1.1.1 Project Manager NP Mljet (50%)
1.1.1.2 Project Coordinator NP Mljet (33%)
1.1.1.3 Financial coordinator NP Mljet (33%)
1.1.1.4 Capacity building coordinator REC (30%)
1.1.1.5 Marketing and sustainable tourism expert (30%)
1.1.2 Administrative/ support staff
1.1.2.1 field staff 1 NP Mljet
1.1.2.14 Administrative assistant to fin. coordinator-reporting REC (20%)
On the Montenegrin side the implementing team, (planned staff) for the project is as follows:
1.1.1 Technical
1.1.1.1 Project Director JPNPCG
1.1.1.2 Project Field manager Lovcen
1.1.1.3 Project field Coordinator 1
1.1.1.4 Project office Coordinator 1
1.1.1.5 Financial coordinator JPNPCG
1.1.1.6 UNDP coordinator
1.1.2 Administrative/ support staff
1.1.2.1 field staff 1
1.1.2.3. field staff 3

1.1.2.12 Office assistant 1
1.1.2.13 Office assistant 2
 the main means proposed for the implementation of the action (equipment, materials, and
supplies to be acquired or rented);
The list of expected resources for the effort in general terms includes;
Staff, travel, training, ICT consultants, printed training and informational guides, consumables,
expert consultants, translators, facilities for trainings, web design and development, Materials
for trainings, promotional materials, and equipment/suppliers.
 the attitudes of all stakeholders towards the action in general and the activities in particular;
Through work in the region by the partners, regular communications with the stakeholders has had a
direct effect on this efforts development and response to it has been very positive. There is a
perception amongst them that this project will provide clear benefits in terms of newly developed skills
as well as improved infrastructure that will aid in generating increased arrivals.
 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
 2 Press conferences
 1 Press visits
 Joint map of the area with project data and visibility elements
 Social Media
 Photographs
 Public events and visits
 Information campaigns
2.1.3. Duration and indicative action plan for implementing the action (max 4 pages)
The duration of the action will be 24 months.
Applicants should not give a specific start-up date for the implementation of the action but simply
refer to ‘month 1’, ‘month 2’, etc.
Applicants are recommended to base the estimated duration of each activity and the total period on the
most probable duration and not on the shortest possible duration, by taking into consideration all
relevant factors that may affect the implementation timetable.
The activities stated in the action plan should match those described in detail in Section 2.2.1. The
implementing body must be either the applicants or any of the affiliated entity(ies), associates or

subcontractors. Any months or interim periods without activities must be included in the action plan
and count toward the calculation of the total estimated duration of the action.
The action plan for the first 12 months of implementation should be sufficiently detailed to give an
overview of the preparation and implementation of each activity. The action plan for each of the
subsequent years may be more general and should only list the main activities proposed for those
years. To this end, it must be divided into six-month periods (NB: A more detailed action plan for each
subsequent year must be submitted before any new pre-financing payments are received under Article
2.1 of the General Conditions of the grant contract).
The action plan will be drawn up using the following format:
Year 1
Half-year 1 Half-year 2
Activity 1 2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.1.1. Tourism
infrastructure and
equipment upgrades
JPNPCG, NP Mljet,
REC, UNDP
1.2.1 Management
infrastructure and
equipment upgrades
JPNPCG, NP Mljet,
REC, UNDP
2.1.1 Improving product
development skills
JPNPCG, NP Mljet,
REC, UNDP, WWF
2.2.1. Brand
development skills
improvement
JPNPCG, NP Mljet,
REC, UNDP, WWF
2.3.1. Marketing skills
improved
JPNPCG, NP Mljet,
REC, UNDP, WWF
Year 2 (where applicable)
Half-year 3 Half-year 4
Activity 1 2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.1.1. Tourism
infrastructure and
equipment upgrades
JPNPCG, NP Mljet,
REC, UNDP
1.2.1 Management
infrastructure and
equipment upgrades
JPNPCG, NP Mljet,
REC, UNDP
2.1.1 Improving product
development skills
JPNPCG, NP Mljet,
REC, UNDP, WWF
2.2.1. Brand
development skills
improvement
JPNPCG, NP Mljet,
REC, UNDP, WWF
2.3.1. Marketing skills
improved
JPNPCG, NP Mljet,
REC, UNDP, WWF

2.1.4. Sustainability of the action (max 3 pages)
Provide all the information requested below:
 Describe the expected impact of the action with quantified data where possible, at technical,
economic, social, and policy levels (will it lead to improved legislation, codes of conduct,
methods, etc.?).
In terms of quantifiable impact the project will affect the technical capacities of over 80 target group
persons including; Protected Area Managers, Tourism Authorities, Private tourism business owners,
and other selected associated private and public sector actors. Specifically, they will gain capacities in
management, social dialogue, and institutional cooperation as it relates to improving the economic
contribution of Protected Areas to local and regional economies. Current tourist arrivals are
approximately 105,000/year between the two parks, and those numbers are expected to rise by 7%
within two years of the project’s completion as a direct result of its implementation. What is also of
notable importance in terms of impact is that the expected growth is forecast to come during what are
now “off-season” periods in the spring and fall which should put less pressure on resources but still
provide increased revenues for local businesses. The Social Innovation methodologies as relates to
social dialogue will have substantial effects upon the social fabric as this effort will provide inputs in an
inclusive fashion that promotes not just economic growth, but social benefits derived from that growth,
such as new jobs for youth in the area and at least a sliver of hope for a population that is beset by the
real and psychological problems of the current high levels of unemployment, particularly amongst
those youth populations.
 Describe a dissemination plan and the possibilities for replication and extension of the action
outcomes (multiplier effects), clearly indicating any intended dissemination channel.
The information and publicity measures for the interventions of the IPA Funds are aimed at publicising
the actions of the European Union, increasing transparency and creating a uniform image of the
interventions throughout participating countries. The information and publicity measures are presented
in the form of a communication plan. Their implementation shall be the responsibility of the respective
administrative body responsible for the interventions (MA/JTS in coordination with NA). The
dissemination plan contains information on: the aims and target groups; the strategy and content of
the information and publicity measures; an indicative budget for the implementation; the administrative
departments / agents responsible for its implementation; indication of how the information and publicity
measures are going to be evaluated.
As far as the Programme evaluation actions are concerned, the JTS, ARR and the EC delegation in
Montenegro will receive the required information concerning the implementation provisions on publicity
issues as these are specialized in their respective instances. The information will refer to the quality
and the effectiveness of the actions undertaken in the publicity and information field. This information
will be presented in the Project Reports.
In order to achieve the Dissemination Plan goals, there will be a set of measures that will support the
process of implementation on the Programme/project level through a diverse range of joint information
and publicity actions. The elements of highest importance, which have been taken into consideration
for the programming and implementation of the strategic communication measures, are: Use of the
key messages creating the interest of the target groups; Expression of messages in an attention-
holding way making them easily understandable and accessible for the target audience; Use of
various communication channels, relevant to the expected impact; Messages over a sustained period
of time, maintaining the interest of the target groups; Development of messages with a view not only to
inform but also to motivate potential beneficiaries to undertake actions; Permanent and systematic
monitoring and evaluation of the information and publicity measures.
One of the most important channels for dissemination comes from the associated partner WWF. Given
their current participation in the multi-year “Dinaric Parks” project, they will disseminate best case
practises from this effort to the other protected area managers throughout the region, (incl. Serbia,
Bosnia, Albania, Kosovo and Macedonia in addition to PA managers in other parks within Croatia and
Montenegro. It is thus anticipated that these other PA managers will gain an interest in following
similar actions in their own areas, and will likely reach out to the partners of this project to assist in
extending the projects effects beyond the scope of this particular effort.

 Provide a detailed risk analysis and contingency plan. This should include a list of risks associated
with 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 are a variety of risks that can be considered, including the possibility 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 individual training activities to absorb the
information provided and the possibility that private sector actors in outdoor tourism will not recognize
the brand and product strategies as having value for their businesses. Further risk involves whether or
not stakeholder cooperation during implementation will go as anticipated and without substantial
conflict and needed equipment will be available without substantial delay. 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 and operators accept their validity, the
trainings will be designed to accepted training methodologies in line with European practises and will
allow the trainees to gain an experiential aspect that should aid in material comprehension while the
established local trainers will provide the ability to organize further training beyond the activities
implementation; To avoid any possible conflicts within stakeholder groups, joint meetings will be held
that will follow an inclusive methodology using core social dialogue values during the action, and
additionally, the designed benefits of the ICT solutions and mobile application 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; Garbage being dumped along scenic routes
impacting destination desirability and tourists veering off nature paths into biodiversity hotspots.
Environmental information will be included in the mobile application that will be accessed by tourists to
help mitigate this.
 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
acquisition of the needed equipment for the mountain rescue services. 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 bilateral relations between two countries
(Croatia and Montenegro) 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.
A further short list of preconditions that have been considered and impacted on the formation of the
effort includes;
 key stakeholders and relevant institutions agree to collaborate and contribute to the project;
 project partners have the capacity to manage the project;
 sub-contractors with necessary skills are available
 Explain how the action will be made sustainable after completion. This may include necessary
follow-up activities, built-in strategies, ownership, communication plan, etc. Distinguish between
four types of sustainability:
a. Financial sustainability: e.g. financing of follow-up activities, sources of revenue for
covering all future operating and maintenance costs.
Financially, all of the partners to the project have been active in the areas covered by this project and
will continue to be so. Both JPNPCG and NP Mljet has been active in building capacity of its staff and
managers and will continue to support further implementation and maintenance of activities in this
effort through their own financial resources. The built capacity to provide in-house training will ensure
cost effectiveness and as such will be available as needed by institutions, businesses and individuals
to provide training on both sides of the border. Both applicants are also committed to supporting the
cycling/mountain biking events on an ongoing basis and hope to see them grow in scope in the years
following the project’s completion. Both institutions will also continue to use the established ICT tools
as a part of its regular marketing mix program.

b. Institutional sustainability: e.g. 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
established ICT tools, (mobile application and social media outlets), 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 Trail
Management and maintenance effort will impact upon the decision making from the local and regional
and 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 efforts product and brand
development, as well as marketing management, and capacity building of in-house trainers are
targeted directly at grassroots stakeholders, 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 an in-house trainer base is designed specifically to facilitate the ability to organize future
capacity building using existing 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.
c. Policy level sustainability: e.g., where applicable, structural impact (improved legislation,
consistency with existing frameworks, codes of conduct, or methods).
It is expected that there will policy level benefits on both sides of the border 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 means to support
financial self-sustainability and economic benefit from protected areas, and communications with
these institutions, (primarily line ministries), thus far have been positively received with the
understanding that methodologies will have a direct impact on future policy development in the area.
d. Environmental sustainability: what impact will the action have on the environment — have
conditions been put in place to avoid negative effects on the natural resources on which the
action depends and on the broader natural environment?
The effort to upgrade trails and provide updated markers will directly mitigate possible environmental
impacts as they will ensure tourists stay on the designated pathways and that trail degradation is
minimal by use of the most modern techniques in trail maintenance. Additionally, during the product
development strategy and brand development efforts environmental standards will be built into the
process of development so as to increase their awareness of not just the importance of environmental
protection for its own sake, but to understand that better environmentally friendly products represent
higher added value products and as such Environmental Protection is more profitable.
2.1.5. Logical Framework
Please fill in Annex C13
to the Guidelines for Applicants.
13
Explanations can be found at the following address: http://ec.europa.eu/europeaid/reports//index_en.pdf.

2.2. Budget, amount requested from the Contracting Authority and other
expected sources of funding
Fill in Annex B – Joint Action Budget to the Guidelines for Applicants to provide information on:
 the budget of the action (worksheet 1. Budget-Applicant 1 and worksheet 1. Budget-
Applicant 2), for the total duration of the action and for its first 12months (Applicant 1 and
Applicant 2);
 justification of the budget (worksheet 2 Justification-Applicant 1 and worksheet 2
Justification-Applicant 2), for the total duration of the action (Applicant 1 and Applicant 2),
and
 amount requested from the Contracting Authority and other expected sources of funding for
the action for the total duration (worksheet 3Expected Sources of funAPP1 and worksheet 3
Expected Sources of funAPP2), (signed and dated by Applicant 1 and Applicant 2)
 Joint Action Budget – presenting summary of the A1 and A2 Budgets (signed and dated by
both Applicants- A1 and A2.
For further information, see the Guidelines for Grant Applicants (Sections 1.3, 2.1.4 and 2.1.5).
Please list below the contributions in kind (they will be ineligible and shall not be treated as co-
financing by the Beneficiaries) to be provided (please specify), if any (maximum 1 page).
Please note that the cost of the action and the contribution requested from the Contracting Authority
must be stated in EURO
2.3. Experiences
2.3.1. Applicant’s experience
This information will be used to assess whether you have sufficient and stable experience of managing actions in the
same sector and of a comparable scale to the one for which a grant is being requested.
i) For similar actions.
Please provide a detailed description of actions in the same sector and of a comparable scale to the one for which a
grant is being requested managed by your organisation in the past three years.
Maximum 1 page per action.

Name of the applicant: Public enterprise for National parks of Montenegro
Project title: Nature for
the future
Sector (see Section 3.2.2 of Section 3): 332 Tourism
Location
of the
action
Cost of the
action
(EUR)
Role in the
action:
Coordinator, co-
applicant,
affiliated entity
Donors to the
action (name)14
Amount
contribut
ed (by
donor)
Dates (from
dd/mm/yyyy
to
dd/mm/yyyy
)
Montene
gro; NP
‘’Lovćen
’’, NP
‘’Skadar
lake’’,
Cetinje
Municipa
lity, Bar
Municipa
lity
189.027,17
EUR
Leader partner
from Montenegrin
side,
Applicant 2
The Delegation
of the European
Commission to
the Montenegro
149.339,3
4 EUR
16.01.2011-
16.01.2013
Objectives and results
of the action
Overall objective
To contribute to the integration of the economy in border areas and
enhancing cooperation in the field of tourism through the
development of recognisable joint tourist offer based on common
environmental and cultural heritage and improvment the
competitiveness of the locacl tourism economy.
Specific objective
To enhace touristic offer in cross boarder territory through
touristic valorisation of natural protected resources by introducing
them to visitors as a joint touristic offer of region.
Estimated results
1. Partnership and networking of the cross border natural
protection institutions strengthened
2. Joint analyses on areas biodiversity delivered
3. Preserved and marked different nature protected locations
in Croatia and Montenegro
4. Promoted joint concern on nature protection and razed
awareness on nature protection and promoted joint touristic
offer based on natural herritage
5. Promoted Crossborder area as an integral tourist
destination
14
If the donor is the European Union or an EU Member State, please specify the EU budget
line, EDF or EU Member State.

ii) Other actions
Please provide a detailed description of other actions managed by your organisation in the past three years.
Maximum 1 page per action and maximum 10 actions.
Project title:
Educative trail
Location of
the action
Cost of
the
action
(EUR)
Role in the
action:
Coordinator,
co-applicant,
affiliated
entity
Donors to
the action
(name)15
Amount
contributed
(by donor)
Dates (from
dd/mm/yyyy to
dd/mm/yyyy)
NP
“Biogradska
gora”
21.860,
00 EUR
partner The Office
of the
Austrian-
Montenegri
n
Partnership
for
developmen
t of
Bjelasica
and Komovi
18.581,00
EUR
01.04.2008-
01.06.2008
Objectives and
results of the action
Objectives: - improvement of tourist-educative offer of the park
Results:
- 3.200 m long trail developed and equipped
- Trail furniture and educative stations designed and installed
- Educative function of the park improved
- Additional contents of park’s offer
15

Project title:
Development of
tourism infrastructure
in the area of Skadar
Lake
Location of
the action
Cost of
the
action
(EUR)
Role in the
action:
Coordinator,
co-applicant,
affiliated
entity
Donors to
the action
(name)16
Amount
contributed
(by donor)
Dates (from
dd/mm/yyyy to
dd/mm/yyyy)
NP,,Skadar
lake’’
600.000
,00
EUR
partner GTZ 510.000,00
EUR
April 2007-June
2009
Objectives and
results of the action
Objectives:
- Construction of tourism infrastructure
- Development of new tourism products
- Improved level of information on the offer of national
parks
Results:
- Two hiking trails developed
- Outdoor exhibition area in Vranjina constructed – EXPO –
presenting all 4 national parks
- Info-tables of cultural and natural values of the national
parks installed
- Tourist map printed
- Visitor centre Virpazar constructed and equipped
- Better information on tourism offer and natural values of the
NP
- Diversified tourism offer
16

Application "Protected Area Tourism for Sustainability" (PATS)

Application "Protected Area Tourism for Sustainability" (PATS)

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