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National Parks as Social Enterprise: a changing balance of income and common goods Yoram Krozer, Leeuwarden, 8-6-2006

Institute for Sustainable Innovations of the Netherlands’ Technical Universities . www.cartesiusinstitute.org. National Parks as Social Enterprise: a changing balance of income and common goods Yoram Krozer, Leeuwarden, 8-6-2006. Cartesius Institute.

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National Parks as Social Enterprise: a changing balance of income and common goods Yoram Krozer, Leeuwarden, 8-6-2006

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  1. Institute for Sustainable Innovations of the Netherlands’ Technical Universities www.cartesiusinstitute.org National Parks as Social Enterprise: a changing balance of income and common goods Yoram Krozer, Leeuwarden, 8-6-2006

  2. Cartesius Institute • Cooperation of the Netherlands’ Technical Universities, support of the European Union • Cartesius Institute researches and develops new products and services. • Foster profitable innovations with large social contributions: link private and social interests • Research and capacity building is based on demonstrations of inventions and decision processes

  3. The National Parks • Regulate area: protect nature, culture, heritage • From 2000km2 Yellowstone, 1872, to 4mln km2 • Income growth in Yellowstone app. 6% a year • National Parks vary extremely: • Area: from 25 km2 to 25,000 km2 • Density of locals: from 0/km2 to 94/km2 • Peak day visits: from 0.03/km2 to 36/km2 • Land owners: state, private, foundation • Management: state, locals, ngo’s

  4. Income in the National Parks Large income from sales, although big differences between the Parks

  5. Innovations in Alde Faenen enlarge Option Value (Mopark project)

  6. Towards National Parks Enterprise • From protectionist to development strategy • Enlarging option value of the qualities • Sustainable innovations: increase options to use qualities with inflicting on availability • Efficiency increasing (e.g. less polluting) • Availability increasing (e.g. new services) • Innovations need development of the entrepreneurial capacities • Park management evolves to enterprises

  7. Towards National Parks Enterprise • Enlarging option values towards development • Sustainable innovations: • Efficiency increasing (e.g. less polluting) • Availability increasing (e.g. new services) • The innovations need Entrepreneurial capacities • Develop rental options (values) for the qualities • Amenity rights (Mishan, 1967), e.g. price for silence, adopt animals, diversity guarantees • Even 1% of the amenities of the National Parks enable to generate € 1.6 billion cash a year

  8. Conclusions • The qualities in National Parks constitute a huge social value • Sustainable Innovations enable to capitalize on the social value • Amenity rights can expand qualities across the farming and forestry areas • Can some National Parks distribute amenity rights to act as Enterprises? • Can tourists become shareholders in the National Park Enterprise?

  9. Thank you!

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