Exchange programmes - IUCN

Implementation of an Exchange Programme for Protected Areas in East Asia
Stage 1. Plan well in advance
Before an exchange can take place, it is necessary to:
� assess the need for an exchange, and
� determine if the required resources are available to the individual(s) or agency to
initiate an exchange.
Experience suggests that a felt need for an exchange may arise in one of three, equally
valid, situations:
� when there is a particular issue or problem facing the protected areas which cannot
successfully be addressed internally. An exchange programme may or may not be
the best method of dealing with the identified issue(s) or problems(s). Therefore
the staff or agency should first consider all potential approaches, such as in-house
training, consultancy advice or commissioning an independent study, before
opting for the exchange route.
� when a protected area develops expertise in dealing with one or more park-related
issues, which it feels it wishes to share with other protected areas facing issues of
the same kind. It may wish to offer this experience in return for the partners’
expertise in another issue.
� when a protected area feels the need to strengthen its international links, perhaps
out of a sense of altruism, in order to demonstrate to a local audience the
international significance of the area, or as part of some international programme
with which the area is associated (e.g. as a World Heritage site).
In terms of the resources required to initiate an exchange, financial resources are
paramount. However, at this first stage, the only resources required are personnel hours
diverted from “normal” duties to begin considering whether an exchange is feasible, and
what protected area or agency objectives might be met through a possible exchange.
Often, however, protected area staff are so overwhelmed with day-to-day duties that it
may be difficult to divert staff onto work relating to a possible exchange.
If possible, one or more persons should be assigned to examine the feasibility of an
exchange and – if this is positive – to develop plans for it. Experience suggests that this
person, or persons, need to be highly enthusiastic, efficient and able to work independently.
It is best if the staff are allocated a specific amount of time to work on this
project. This may require dropping other tasks from their schedule. Those selected to
work on the project need to feel that they – as well as the park itself – will benefit from a
potential exchange. Certainly employees are unlikely to participate in exchanges if they
feel that employment status would be adversely affected in any way.
It is desirable to nominate an exchange co-ordinator at an early stage of planning,
(though the specific person(s) may change as the process progresses). Choosing the
right member(s) and leader(s) to create an exchange programme is absolutely
critical to the success of the programme. Nothing destroys potential exchanges as
quickly as individuals who lack communication or language skills, are not able to “get
things done”, or are not fully committed to the success of the programme. In deciding
which individual(s) should lead the planning work, the following are most relevant:
� first and foremost, the personal and professional qualities of the individuals
concerned;
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