دانلود رایگان مقاله انگلیسی برنامه ریزی استراتژیک در مناطق محافظت شده برزیل - نشریه الزویر

abstract

Management plans for protected areas commonly use strategic planning tools in their drafting. It is proposed that the adequate use of the instruments of planning and management of protected areas can improve their strategic competitiveness, providing greater financial and administrative independence, enabling them to be economically sustainable organizations. This study evaluated the application of concepts and strategy formulation, strategy principles and competitiveness, organizational diagnosis, strategic maps, scenarios, and other strategic planning instruments used for conservation management in Brazil. 25 management plans of 25 different protected areas were selected and studied, with special attention to the indicators used in each plan. Results indicate that there is a high suitability for the application of SP tools to the universe of protected areas, although management plans did not take full advantage of these tools. We also found that the broader use of these tools did not guarantee greater managerial effectiveness. We suggest that other governance variables beyond planning strategies must be improved, to ensure a better performance of protected areas.

5. Conclusion

Successful PA planning may improve the sustainability of these organizations, ensuring their recovery and expansion. The use of SP tools in the planning of PAs, besides having a wide range of wellstudied and tested methods and concepts, promotes greater reliability in the construction of MPs.

This study found that there is great potential for using SP in PA management, although this potential is used ineffectually. Although the systematic use of SP in the planning of PAs is possible, we found that so far few SP tools have been incorporated into MPs. Additionally, we found that there is no correlation between the effectiveness of PAs and the use of SP tools in their MPs. Although PA managers seek to improve MPs by incorporating more SP tools, this is not happening. Explanations for the failure in the implementation of MPs, even after their completion, include the lack of definition of critical success factors, the inadequacy of the strategies in the face of available resources, the misalignment between complementary SP tools, and the lack of tactical-operational planning.

Thus, we conclude that, in addition to incorporating more SP tools in the PA planning, management efficiency depends on the proper use of these tools, the strategic value of stakeholders and complementary planning tools. This suggests that the use of SP tools in MPs needs to be improved. The results of monitoring analysis will further contribute to required adjustments and to acknowledge developments in the management of these organizations.