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Category: Management and governance

contract management; project planning; risk assessment; use of technology in planning and management; sustainable management

World Urban Parks and Knowledge Hub

About

World Urban Parks (WUP) is the international representative body for urban parks, open space and the recreation sector. WUP connects world leaders through key strategic initiatives and champions the benefits and best practice of parks around the world. Its mission is to promote and support effective management and use of urban parks, open space and recreation world-wide. It also aspires to complement and attain the same level of recognition as the International Union for the Conservation of Nature (IUCN), which represents protected areas on the world stage. WUP is also a forum for the exchange of ideas on common environmental, social and economic challenges where urban parks, open space and recreation are part of the solution. To achieve this, WUP acts as an umbrella to national associations, which interconnects park agencies, non-governmental organisations, universities and research institutes – from the Asia-Pacific, North America, Europe and emerging cities.

Members

In 2018-19 of the 467 individual members to the WUP, the Asia-Pacific region supplied 35% of total members, North America 29% and Europe 27%. Over half (56%) of the 97 organisational members were from park/city agencies, and 24% from national peak bodies/professional associations. Becoming a member opens program and professional development opportunities to improve recreation and parks in community settings and ensures members become part of the WUP mission to build open space and recreation world-wide.

The Significance of Urban Parks

In 2009, for the first time ever, the world’s population became more urban than rural. By 2050, around two-thirds of all people will live in cities and urban populations will grow by more than 2 billion people. Cities are major contributors to climate change. According to UN Habitat, cities consume 78% of the world’s energy and produce more than 60% of greenhouse gas emissions. Yet, they account for less than 2% of the Earth’s surface. With the implications of climate change for the world’s biodiversity, conservation and protected areas, natural areas are vital to the biodiversity of the world’s unique flora and fauna. It is therefore imperative to ensure cities are liveable and that everyone has access to urban parks and green space.

History of WUP

It is no secret that the interconnectedness and unity of institutions such as WUP, is strengthened through a network of partnerships and affiliations. The concept of WUP came to fruition in 2015 out of a strategic review of the International Federation of Parks and Recreation Administration (IFPRA) and the International Urban Parks and Green Space Alliance (Parks for Life) in conjunction with other stakeholders.

IFPRA

The IFPRA was a unique international organisation representing and providing a forum for people, organisations and cities managing parks, recreation and conservation. It emerged at the first International Congress of the Institute of Parks Administration in London in 1957. During an open meeting at this Congress, at which there were 742 delegates, 609 from the UK and 133 from other countries, the IFPRA was created.

World Parks Academy

Established in 2013, the World Parks Academy (WPA) is a collaboration between WUP the open space and recreation organisation, and Indiana University, one of the United States’ leading universities in the field of parks, recreation, health and tourism. The IFPRA was absorbed into the WPA in 2015 and united under an international certifying body. The WPA provides competency-based certification and training programs for parks and recreation professionals worldwide. The WUP is also affiliated with WPA, through certification programs with Argentina, Australia, Canada, England, France, Germany, Ireland, Israel, Japan, New Zealand, Norway, South Africa and the USA.

Strategic Direction

WUP is constituted (World Urban Parks Constitution) as a non-governmental, non-profit membership-based peak body. From commencement on 1 April 2015, initial directors were appointed from full members. The Board and the Executive developed clear strategic directions for World Urban Parks, resulting in the World Urban Parks Strategic Statement 2018 . The WUP’s strategic priorities fall under four main themes:

  • Advocacy
  • Alliances
  • Collaboration
  • Membership.

The Strategic Statement aims to achieve responsibilities regarding World Urban Parks’ contribution to the United Nations Sustainability Goals. The primary goals to which World Urban Parks directly contribute include:

  • Good Health and Well-being
  • Industry, Innovation, and Infrastructure
  • Climate Action
  • Life below Water
  • Life on Land
  • Partnerships for the Goals.

Key Achievements and Initiatives

The Melbourne Statement  

On the policy front, WUP has been actively promoting the value and benefits of urban parks and green spaces through the development of The Melbourne Statement (2018) in response to the World Urban Parks congress that lays out key principles in conjunction with the UN Sustainable Development Goals. In the statement, the Melbourne 2018 International Parks and Leisure Congress (IPLC) in partnership with Parks and Leisure Australia focused on addressing the pressing global impact and challenges that urban growth and density will have on the future. It outlined many of the challenges, but also addressed how the sector can comprehensively respond to ensure that open spaces are protected, communities improved, and lifestyles enhanced.

The Statement of Collaboration  

At the International Parks and Leisure Congress in Melbourne, hosted by Parks and Leisure Australia, World Urban Parks and the International Union for Conservation and Nature (IUCN) World Commission on Protected Areas entered a Statement of Collaboration. This Statement of Collaboration between WUP and the IUCN aims to advance a shared vision for inspiring and empowering people from all walks of life around the world to nurture and connect with nature, parks, and protected areas in and around urban areas.

World Urban Parks Congress

Among many of the initiatives developed by WUP is the World Urban Parks Congress. The Congress of city and community leaders, park professionals, partners, affiliates, and engaged citizens meets annually under the shared goal of advancing parks through intentional successful strategies. Emerging issues under discussion at the 2020 Tirana Congress and the 2021 virtual World Congress include the legacy for cities and communities in the face of global challenges from COVID19 to Climate Change.

Case Study – World Urban Parks Congress in Kazan, Russia (2019)

Kazan is a Russian city and the capital of the Republic of Tatarstan. Kazan is identified as a growing, dynamic city with significant opportunities for improved liveability; Kazan has already been placed in the top 10 most sustainably developed cities in the Russian Federation.

Since 2016 the Institute for Urban Development of the Republic of Tatarstan has been implementing the Program for the Development of Public Spaces, under which more than 300 parks, embankments, pedestrian streets, public gardens and squares in all municipal districts of the region were improved.

The principles of sustainable development are reflected in Kazan’s long-term development strategies — from transport, housing and energy- saving technologies to the support of park, cultural and social programs.

Access World Urban Parks Congress Report for a debrief and review of the World Urban Congress Report, Kazan (2019).

Emerging Urban Leaders Program

Another program affiliated with WUP is the Emerging Urban Leaders Program , which addresses the growing demand for access to nature in urban spaces. The program is designed to create and build connections with urban leaders. An emerging urban leader is one who is new to urban parks work, has an idea but not a platform to build upon or is changing careers. Launched in 2021, this initiative has already created a network that includes architects, urban planners, community organisers, policymakers and conservationists, who are matched with mentors to develop innovative solutions and quality cities of the future. The program runs for 12 months with the goal of establishing two-hour monthly working meetings for cohort members to collaborate together.

Knowledge Hub

The World Urban Parks Knowledge Hub (the ‘Knowledge Hub’) is an international platform that supports and informs policy, planning, decision making and contemporary good practices in urban parks. The Knowledge Hub highlights current and emerging themes in the sector, linking international guidelines with research and fostering collaboration among leading agencies and organisations. The Knowledge Hub also houses information on Parks of the World. The Knowledge Hub is initially divided into three sectors: Research and Knowledge, Yardstick Parks, and Parks of the World . The Knowledge Hub also promotes good practice and encourages the sharing of information and knowledge and supports approaches to benchmarking and setting standards such as Yardstick.

Review Status: Pending

Trends in parks and recreation in Australia – as perceived in 1994

This narrative has been edited from a draft written for an international audience in October 1994 by Peter Nicholls, Trustee of the AIPR Trust Fund-Education. Many of the trends are highly operative in the early 2020s.

The impact of change

Alvin Toffler, in his book The Third Wave suggested that the world is going through a “Third Wave” of development. The first wave was the agrarian revolution which took thousands of years, the second wave was the Industrial Revolution, which took about 100 years, and the third wave is a sort of ‘Information Technology’ revolution which is changing the face of the world in just a few short decades. This is creating a huge impact on management in all sectors, including parks and recreation. Not only must managers cope with change but with an accelerating rate of change.

It is in this frame that we need to assess the trends affecting parks and recreation in Australia. Much of Australia’s parks and recreation management is delivered within the public sector and we have to accept that governments have rarely been proactive at dealing with change. This inherent conservatism justifies grave fundamental concern about the future of parks and recreation management in this country (and elsewhere in the world). Governments need to fundamentally review how they can effectively rise to the challenges of a world of rapid change.

An aspect requiring carefully assessment is the role of the private sector in parks and recreation and the scope for increasing public and private sector partnership. I shall discuss this further, later in the narrative.

Major trends

What are the major trends affecting the future of parks and recreation management in Australia? I suggest that they include the following:

  • the substantially reduced availability of funds for public sector activities and the impact which this is having on the need for greater efficiency in the delivery of parks and recreation;
  • a trend towards greater centralisation of control over available government funding;
  • increasing concern about the health of the natural environment; and
  • an expanding role for the private sector in the provision of recreation opportunities, either in its own right or in partnership with the public sector.

Whether these trends will continue relates less to the level of available funding and more to the extent to which these practices meet the challenge of rapid change. We are only now beginning to recognise the enormity of the challenge in coping with changing circumstances (internal and external).

Funding

Although the most recent period of economic recession is now [1994] behind us, it has had a strong influence on funding allocated for parks and recreation. The current trend is to substantially reduce government sector spending, in favour of encouraging free enterprise in the private sector. Whether or not this trend will continue is difficult to say as there is evidence within the currently centrist [Keating Labor] national government (known as the Commonwealth Government of Australia) of a swing back to increased public sector spending. Given that under the Australian Constitution the national government has little direct responsibility for parks and recreation – these being reserved to the states and, by delegation from them, to local governments – this trend is not yet benefiting our profession. Note however my comments later on the greater centralisation in government controls.

The need for visions, missions, goals

The terms in this heading are clichés which have been bandied around by management consultants for a long time. The pity of it is that we have yet to realise how important it is to settle them if we are to progress through this era of rapid change.

Procedures come and go in times of change. The greater hope of stability lies in definitions of what we want to achieve. A simple example (to explain but not to achieve) is a vision of ‘wanting equal opportunities for all people to have access to the recreation opportunities of their choice’. The aim is clear and no amount of rapid change will alter that ideal. What will alter is the procedures and resources for achieving that aim. We need to identify our visions and agree to stick to them. With our visions clear, we can then put change to our advantage in our efforts to achieve our visions.

The future of our heritage

Why speak of heritage in a paper on future trends, particularly a future which is subject to turbulent changes? It is important to remember that our world has been built on our heritage. Whatever the world of the 21st century might produce, to be reminded of the heritage on which it is based will aid stability.

The word ‘heritage’ has some political status in Australia (notably by national and state government in the context of regulatory protection of assets) but the power it wields is more one of accommodating political forces than any real sense of pride in and protection of the physical assets and social influences on which the modern world has been built. Relevant to parks and recreation, there is little doubt that Australia’s international image is built very much on its natural heritage of wild places, beaches, flora and fauna. We speak of world heritage lists of places in Australia – unique natural areas – which need to be protected. Yet we are obliged to continually combat the economic mindset which views all areas as fair game for mining and logging.

Clearly a basic task of the parks and recreation profession is to ensure that all Australians have adequate and accessible opportunities to appreciate their country’s natural heritage. Ecotourism is beginning to be accepted as one of the great ways of attracting tourists to Australia. But also we appreciate the need to preserve those attractions in the face of the disturbance that tourism development brings to those natural areas.

On the urban and near-urban scene, one positive trend is the increasing awareness of the need to preserve creeks, rivers and streams as greenways. People are keen to see linear parks and nature corridors, either just to allow them to enjoy nature or as a means of travelling from one place to another (e.g. from home to the shops or school). Walkways, cycleways and (rural) horseriding paths are booming and it is likely that this trend will continue.

National programs

As mentioned earlier, there is little national political interest in parks and recreation other than during periodic controversies about the effects of particular development proposals on the natural environment; and periodic complaints by the environmental movement about underfunding of park management.

The fact is that the professional interests of parks and recreation managers and those of the national politicians are still far apart. However, if and when our national government decides to take seriously the fact that we are heading for an environmental disaster, their interests and those of parks and recreation management are much more likely to converge.

Centralisation

There is in Australia a trend towards greater centralisation of control over public funding. The national government has been the sole collector of income tax in Australia since the Second World War. Traditionally the national government has given large untied grants to state and local governments. In recent years such funds have been greatly reduced and that which is granted is increasingly subjected to conditions of use – ‘tied grants’. [The introduction of a goods and services tax in 2000 significantly increased the flow-on payments to states, but the author’s point about predilection for tied grants remains valid].

Given that the national government has little responsibility for parks and recreation issues (except in the Territories), this trend to greater fiscal centralisation is likely to increasingly add to the woes of parks and recreation professionals at the state and local government level as they seek to gain the funds vital to the needs of their work.

The Role of The Private Sector

The era of ‘economic rationalism’ [Australian term for neoliberal economic policy, dating from 1983] has brought extensive outsourcing of parks and recreation operations, but less thoughtful attention to how private enterprise and the visions of the parks and recreation professional can mutually benefit. There is an inherent tension between the need for private firms to extract a short-term profit and the long-term ideals of the public sector, which chronically lacks the resources needed to bring those ideals to reality. Successful mutual partnerships are known. The professional associations offer a major avenue for strengthening these partnerships.

In local government, where the bulk of public sector expenditure on parks and recreation occurs, the contemporary squeeze on public funding is resulting in a growth of the practice of compulsory competitive tendering for parks and recreation services. It is interesting to hear that while this practice is now well-established in Great Britain, there is growing evidence that it is not working and the policy pendulum may swing back (but to what?).

Already widespread in Australia is the practice of contracting services out to private firms, both in maintaining parks and gardens and in the management of recreation facilities. Contracting out saves the council much in the highly expensive areas of staffing and capital machinery. Indeed, there are examples in private enterprise where the major part of the work has been contracted out, leaving only those people who have the expertise which is unique to the organisation.

The management of leisure centres (wet and dry) is heavily swinging towards the private sector as councils see the benefits of being seen to provide a service to the community at a much reduced cost to the ratepayer. The community is generally accepting except there are those who are still concerned that social justice principles may be ignored in favour of the user-pays principles. Rather than talking of ‘user pays’, we need to be asking ‘who pays?’ This line of questioning opens all the options available along the continuum from total funding through rates and taxes (rare these days) to various proportions of public and private sharing of the costs (of which the user is only one of many possible funding sources).

Parks and recreation organisations In Australia

There is a need for a new form of communication between politicians and parks and recreation professionals and for improved decision-making procedures which are more responsive to the issues which are rapidly emerging in the field.

At present a plethora of professional associations cover the provision and maintenance of parks and recreation assets and services. None can claim to be influential in the affairs of public administration. These associations should consider consolidation as they face the challenge of remaining viable while having a small member base in contrast to the sophisticated mass marketing of private enterprise upon which these organisations depend for sponsorship.

The Royal Australian Institute of Parks and Recreation took the lead and set up a process through which the many related associations in Australia could meet and discuss the potential mutual benefits of establishing a new major organisation along the lines of the British Institute of Leisure and Amenity Management and the American National Recreation and Parks Association.

The new organisation Parks and Leisure Australia has the potential to influence the above-mentioned trends – reduced public sector funding, expanding role of parks and recreation in improving the health of the natural environment, and strengthening the links between the public and private sectors.

Conclusion

It seems that pendulums of societal change are swinging ever more rapidly. Professionals and practitioners in the parks and recreation sector need a clear understanding of the visions they should be pursuing and be prepared to effectively use whatever trends present themselves in the cause of turning those visions into reality.

Review Status: Pending

A Short History of the AIPR Trust Fund-Education

When the Australian Institute of Parks and Recreation (predecessor to Parks and Leisure Australia) established a Trust Fund – Education on 8 February 1974, it had no particular project in mind, but a general desire that the Institute should make a long-term investment in the future of the parks and recreation professions.

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Review Status:

History of parks and recreation in Australia

This narrative has been lightly edited from a draft written in 1994 by the late Frank Keenan, a co-Founder of the AIPR Trust Fund-Education. It has aged well.

Introduction

Initial development of the parks and gardens of Australia and the recreation movement was dominated by two major influences. Firstly the British heritage of the original settlers led to the desire that the new colonies would contain those elements of their home country which they most cherished. Prominent among these was their gardens, both private and public, which were the result of the interest in horticulture at all levels of government and the society generally. Thus Australia inherited the skills of the excellently-trained horticultural artisans and garden planners in the same manner as the other British colonies in the seventeenth, eighteenth and nineteenth centuries. So the traditional English landscape including its associated plant species became an integral part of the towns and cities. The environment of the urban areas of Australia has been widely characterised by the contrast between the surrounding countryside and the parks, gardens and street trees of the towns and cities.

Secondly has been the development of recreation. Unlike horticulture, in which the government and community bodies set aside land for public parks and gardens, assisted in the development of these areas and helped finance the procurement of plants, the recreation groups were established by voluntary workers from within the community. In the early years the government assistance was limited to actions ensuring the survival of the colony. Then followed the development of the essential services for community life. Consequently, people themselves using the pioneering spirit common to the early settlers established their own leisure activities, using land, water and any other resources that were available.

 

Evolution of horticultural styles

With few exceptions the native flora is evergreen with a high percentage of eucalyptus and offering a landscape completely different from that introduced by the British colonists. The first towns of Sydney and Hobart were developed as penal settlements and since their administrators came from military and seafaring backgrounds, they had little knowledge of conservation and horticulture and it was not until the arrival of the first settlers that there was any substantial movement in establishing parks and gardens. Thus as the early surveyors developed the town plans, areas were set aside for public open space and the new settlers began building their new environment using the ingredients dear to their heart. Thus, today in our earliest-developed localities, the prevailing trees are deciduous types which, with the aid of irrigation and the absence of natural predators, have flourished. However by the beginning of the second half of the 20th century many changes to this pattern had evolved. Australians have now begun to understand and treasure their indigenous plants resulting in firstly, conservation measures being taken to ensure the protection of native flora and secondly, the use of these native plants as part of their horticultural planning in new developments. This philosophy is now being put into practice by the introduction of tertiary education in such fields as town planning and landscape architecture, together with Australia-wide training in associated crafts such as apprenticeship schemes.

 

Recreation

The development of people’s leisure time activities in the early years was entirely dependent on their own motivation. Those open spaces being provided by government were preserved for environmental and aesthetic purposes with recreation limited to such things as walking, socialising over refreshments in the tea house and listening to the local brass band. All forms of sporting activity were forbidden in such places. Thus as the colonists formed their sporting groups and similar leisure-time community organisations, they either used private land and buildings or lobbied the government, including local authorities, for permission to reserve Crown land for community purposes. It was not until the early twentieth century that financial assistance began to be made available to assist in the development of playing fields and associated buildings. Because these recreation grounds were developed by sporting administrators with little knowledge of landscape design, and without finance to seek outside assistance, these sporting areas contributed little to the community environment. It is only from about the late 1960s that planning controls have been exercised and sports fields have become elements of town plans, complete with landscaping standards and maintenance programs.

The work of organising these sporting groups was performed by members of the public in their own time and at their own expense. This pattern of volunteer organisation in all forms of sport involving every age group has now developed with possibly the leading example of volunteer community action in the western world. As the facilities became more sophisticated and sporting bodies more competitive, the spirit of the original pioneers became the driving force that propelled Australia into world prominence in sporting spheres. Again this movement has been greatly assisted by the accepted practice by which leading sportsmen and women, after standing down from active participation, returned to their clubs as coaches and administrators, thus providing a role model for the younger generation to follow and to ensure that national standards were maintained.

In those cultural fields associated with community leisure, the pattern of volunteers ‘participation was similar to those of sporting activities. However the heritage of the early British settlers ensured that their traditions were followed: a new land with more affluent residents becoming financial patrons of the arts. With this background, successful organisations were established in both the performing and the graphic arts. However as in other western societies, higher taxation on private families saw bodies struggling to exist and in 1968, the federal government established the Australian Council for the Arts. This meant that for the first time in the country, government accepted the responsibility of organising and heavily subsidising the arts movement. These actions also ensured that the artists themselves were given every opportunity of earning a reasonable salary including their employment as teachers and coaches.

 

Parks management

In the latter part of the twentieth century, the management of parks and recreation systems has undergone considerable changes. Traditionally the administration of urban public open spaces has been vested in local government. The greater proportion of this land is publicly owned, classified as Crown land with the ultimate control of its use resting with the appropriate state government minister. The local council is commonly nominated as the trustee to manage the land; however in specific cases independent trusts who bypass the council but are still responsible to the minister have been established.

Until recently councils were comparatively small structures with the Town Clerk or the Chief Executive Officer being the General Manager and the City Engineer being responsible for the outdoor activities. This work covered the parks, gardens and open spaces and to assist him the council employed a superintendent of parks and gardens, who performed the role of the city gardener under the British concept of that period. It was only in the state capital cities that the parks departments were operated as autonomous bodies with the chief officer answerable to the council.

Today [~1994] these routines are in the process of change. In several states, including those of the eastern seaboard in which the greater proportion of the population resides, local government is being reorganised. The smaller councils in New South Wales have been amalgamated into much larger bodies and in Victoria a similar exercise is taking place. These moves will have obvious effects on parks and gardens management and staffing arrangements.

Two other changes in the higher echelon of council employment are also having an influence in this field. Firstly is the emergence of the town planner as a major force in the development of new areas and reconstruction of the older cities. This person is now taking over the planning of the open spaces and employing landscape architects, formerly working with the parks and gardens sections. Likewise has been the emergence of the municipal recreation officer. This particular move has seen a change in the city gardener philosophy with a parks and gardens responsibility being limited to maintenance. Today the Australian tradition of reliance of volunteers in organising its leisure activities is now being boosted by the employment of professionally trained staff.

Another change affecting local government is the move to privatise the staff in the construction and maintenance of parks and gardens. Currently [1994] council officers are undergoing educational training to ensure that new policy can be effectively implemented.

Other forms of open space used for specific purposes including zoological gardens, foreshores and cemeteries are not usually operated by councils. As these community facilities were developed in the pioneering days when local government was in its infancy, state governments accepted the responsibility and commonly established independent trusts consisting of leading members of the community, together with those having the necessary professional and technical skills. Such bodies were directly responsible to the minister and many are still in existence today.

There is also a limited number of privately-owned parks, notably golf courses, racing tracks and sports stadiums, usually managed by private recreation clubs. In the main, these bodies have purchased their own land, although in a number of instances Crown land has been made available under controlled conditions.

Finally, in the latter part of the twentieth century, there has been a marked increase in tourist resorts ranging from those centred around the sea and sunshine, to specific theme parks and those built around recreation features with the emphasis on golf courses, many of which are of international championship standard. There is little doubt that these type of recreation facilities will increase as the tourist industry in Australia increases in order to meet the demands of the nearby Asian countries, Japan in particular.

 

Role of the Royal Australian Institute of Parks and Recreation (now Parks and Leisure Australia)

The original moves to co-ordinate the horticultural industry in Australia date from the early days of colonisation. It was then that the first horticultural societies were formed, but it was not until 1926 that the managers of public open spaces met to establish their own group. This new body originally named the Victorian Tree Planters Association, was to set up in that State, its foundation members being a mix of politicians, nurseryman and curators of parks, gardens and street plantations. The Association became the Victorian Institute of Parks Administration in 1955. In 1962 it expanded nationally as the Australian Institute of Park Administration, and in 1965, it was reconstituted to become the Australian Institute of Parks and Recreation. In 1977 it was granted the royal charter to become the Royal Australian Institute of Parks and Recreation (RAIPR).

During the latter part of the nineteenth century the planning concept of the ‘garden city’ was introduced to Australia after successful ventures in the United Kingdom. A suburb of Melbourne developed according to garden city principles between 1926 and 1948 still carries that name. Town planners adapted to this movement by specifying the quarter-acre allotment for each individual home and the average Australian used most of this land to develop the house garden. Thus the urban areas of residential use virtually became one large garden in which houses were erected, and the effect has been very satisfactory, particularly amongst the more prosperous and house-proud residents. Thus it was not surprising that in 1975 the State Government promoted Victoria as the Garden State and appointed a Garden State Committee as an advisory body to ensure the development of this character. The most tangible evidence of this action was the words on all motor vehicles registration plates, Victoria Garden State.

In all of these initiatives the Institute has been involved. In its early years, it led by example in organising tree planting schemes bordering major highways, and arboreta in which to conduct tree trials. Further, its annual conferences have had a major influence in the interaction between politicians and park managers.

The Institute was the first group in the nation to recognise the public recreation movement, in 1965, at least six years before all levels of government introduced ministries and departments of recreation and leisure activities. It modified its constitution and changed its name. As such it ensured compatibility between the old and its new disciples operating in the same field, and was well equipped to be represented in those advisory bodies established by both the federal Government and the state authorities.

 

Review Status: Pending

Support the PaRC project

 

The PaRC narratives and document repository have been established using philanthropic funds. For administrative reasons tax deductibility for the AIPR Trust Fund – Education expired in 2000. The Fund’s bank account can still receive donations (BSB 064-448, Account 10327037) which will be warmly welcomed, but donors will not be able to claim a tax deduction. However, Charles Sturt University has a fund that enjoys tax deductibility.

While the basic architecture of the library has been completed, there is a large potential for enlarging the collections using sponsored funds. For example, a sponsor may choose to pay for the cost of digitising historical documents in their sphere of interest that have fallen out of public view.  Local governments may support establishment of a page for their parks and recreation activities. The professional papers of eminent park personnel of mature age or who have passed away can be digitised using funds from their families.

Any sponsor or philanthropist who would like to contribute to this inspiring project is invited to make contact via secretary@parcaustralia.com.au.

Review Status: