Background The World Commission on Protected Areas has published guidelines for financing of Protected Areas (PAs). The guidelines promote a business oriented management approach, and could prove to be the springboard for self-financing mechanisms tailored to specific needs of European PAs or Natura 2000 sites. However, the potential for this remains to be explored. Such mechanisms will need to be adequately integrated into existing management frameworks using an approach emphasising participation of all stakeholders. Objectives The project aimed to explore self-financing mechanisms for PAs, through the following actions: Increasing financial resources available to PAs. Reducing bureaucratic inefficiencies constraining PA management. Changing the current approach to management of PAs and their use by visitors. Creating and promoting added value cultural, landscape and natural services and products offered by PAs. Promoting new forms of partnership to stimulate the involvement of local communities. The project planned to build sufficient know-how to provide PA managers from Italy and across Europe with the tools and best practice guidance necessary for developing self-financing mechanisms tailored to their needs. Results The project achieved several results, some of which are easy to quantify. For example, it increased in the percentage of self-generated fund. Other results are mainly qualitative, such as an increase in capacity of PAs to co-operate. The main conclusion of the project is that a self-funding mechanism has no chance of success if the PA was not able to ‘colonise’ the territory with its identity and development vision. The question the project tried to address was not, as initially planned, “Which is the most suitable funding mechanism to apply?” but “What are the conditions for a funding mechanism to be successful?” This change in perspective has been the result of a process of self-scrutiny by all project partners. The answer to such questions is not an easy one and requires a closer look at the role (often innovative) PAs are shaping for themselves in the socio-economic development of a region or even of a country. PAs are at different maturation levels. Mature PAs form an integral part of the wider socio-economic context in which they are located and, often represent a catalyst for local socio-economic development. Based on the experience of the project, a mature PA can be described as follows: Managed with continuity for a medium-long period (5-10 years) by motivated, capable and coherent individuals; Works hard to make the importance of its territory felt from all points of view (not just the naturalistic one). Maintains a precise identity/coherence in its action to avoid loosing its core values and confusing roles. Attracts the public because of its intrinsic characteristics (landscape, biodiversity, culture, etc.), services (recreational activities, education, etc.) and products (local products, handcraft, gadgets etc.) creating revenue generating opportunities. Knows how to handle pressures from users and other local stakeholders without compromising its identity but with the acknowledgement that dialogue is the only way to obtain lasting results. Has the respect of its public and private counterparts thanks to a demonstrated operational capacity and initiative; it has therefore an institutional weight that allows it to sit with confidence at the negotiation table (formal or informal); Acts effectively as an intermediary between public-public and between public-private interests filling in the gaps and benefiting all stakeholders. Creates benefit by its sheer presence, not only in terms of the income it generates, but because it creates the socio-economic conditions for the growth of “alternative” models of development; Acquires and takes advantage of unique and irreplaceable competences and know-how, becoming an area of intellectual exploration; Maintains an active network at the national and international level. But, which is the right path towards maturity? SelfPAs’ results suggest the existence of some common ingredients, which can help to point an initiative in the right direction. Common aspects include: Introspection: Analyse prerogatives as a public authority to make the best of them, knowing one’s limits and powers. Interpretation: Read the structural characteristics of the PA territory to identify the key elements of the ‘container’ to be managed. Planning: Aim at specific objectives in time. Set oneself qualitative and quantitative targets in coordination with other local authorities. Consultation: Commence a permanent and prejudice-free dialogue with the public and private stakeholders on the territory. Marketing: Lobby in a systematic and focused way based on a strong supporting strategy. Outsourcing: Identify services that can be outsourced to privates or NGOs to allow the PA to delegate operational aspects and focus on strategic and management issues. Innovation: Keep eyes wide open for new trends and learn to read and re-interpret PA resources and territory to seize available opportunities.The following general conclusions can be drawn from the SelfPAs experience: PAs that pay are PAs that stay: if a PA manages to become an important part, if not the driver, of the socio-economic development of its area, it has a good chance of generating funds for itself. Work on strategies not on projects: business planning is certainly an important tool to develop funding mechanisms, but it is not enough. There needs to be a backbone to these mechanisms, a vision of the development we want to achieve and a strategy to achieve it. Know your limits: the funding mechanisms (market-based or not) a PA tries to implement need to be adequate to the achieved level of maturation. Knowing one’s limits is certainly a powerful tool. Do not rush: before jumping onto funding mechanisms, PAs have to look carefully into their inner workings to be able to frame a competent view of the outside world. In other words, they have to interpret their territory and understand the resources and benefits that the PA has to offer. Two heads are better than one, many are better than two; networking and collaborating is essential. PAs can acquire considerable negotiating and lobbying power if they learn to speak consistently with a single voice. Further information on the project can be found in the project's layman report (see "Read more" section).