The Revaluation of Platja de Palma. Comprehensive Action Plan

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The Revaluation of Platja de Palma. Comprehensive Action Plan in english. Plan de Acción Integral. PAI.

The Revaluation of Platja de Palma. Comprehensive Action Plan in english. Plan de Acción Integral. PAI.

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  • 1. RestructuringPlatja de Palma: ComprehensiveAction Plan (PAI)
  • 2. Restructuring Platja de Palma:Comprehensive Action Plan (PAI)
  • 3. The Platja de Palma Consortium is formed of: • the Spanish Government, through the Ministry of Industry, Tourism and Trade • the Balearic Islands Government • the Mallorca Council • the Palma City Hall • the Llucmajor Town Hall • Margarita Nájera Aranzábal. Spanish Government Commissioner for Platja de Palma
  • 4. THE CONSORTIUM TEAM • Margarita Nájera. Government Commissioner. CEO • Joseba Dañobeitia. Town Planning Director • Neus Pacheco. Institutional Relations Director • Jaime Nadal. Administrator-Economist • Antoni Moragues. Project Coordinator • Bárbara Vidal. Legal Director • Tomeu Crespí. Industrial Organisation EngineerAdministrative team • Isabel Parés • Ana López • Antonio Vivó • Claudia FitoTHE CAP TEAMS Under the direction of the Commissioner and the Consortium team, a group of teams collaborated in preparing the CAP, headed by: • General coordination: F. Prats, partner of AUIA and member of the Spanish Tourism Council (CONESTUR) • Initial diagnoses: J. Rey-Maquierira, UIB Professor, and T. Munar, President of Turismoconsulting.com • Tourism: E. Bordas, President of THR • Business finance: A. Gutiérrez Borjabad, partner of Everis • Taxation: J.M. Cardona, partner of Bufete J&A Garrigues • Ecology: B. Morales-Nin, director of IMEDEA • Social-labour: O.Homs, director of CIREM • Safety: J. Tovar, director of Gabinet de Perspectiva • Governance: S. Lora, director of Consulluna • Correcting and dissemination: C. Garrido and J. Calatayud, journalists • Town planning: E. Bindels, member of West-8 • Town planning law: A. Blasco, UIB Professor • Metabolism – Urban Services: F. Tejada, ARUP Area director • Building: A. Villanueva, partner of AUIA • ICT Services: P. Antón, ICT director of Segittur • Design: A. Corazón, President of Diseño Público And with the special collaboration of F. Panizo, former secretary general of Tourism and member of the Spanish Tourism Council (CONESTUR), J.A. Alonso, Energy Efficiency director of IDAE and J.M. González Pérez, Professor of Geography in the Earth Sciences Department, Research Group on Sustainability and Territory (GIST) of the Balearic Islands University.
  • 5. This publication has been prepared from work undertaken by the following teams:THR / Strategy 1 / A new tourist positioning, FUNDACIÓN CIREM / Strategy 3 /competitive and sustainable Improving the conditions of life and work for residents Eulogio Bordas Rubies and workers Bogdan Petrescu Oriol Homs Jordi Lladó Pola Andres Walliser Carlos Hermida Toni García Alfonso Rodríguez InvestigatorsIMAGINE TOURISM / Strategy 1 Juan Antonio Serra Javier Rey-Maquieira Pere Fábregas Vicente Ramos Vera Bartolomé Ana Bartolomé On a grant Aizham KussanovaTURISMOCONSULTING / Strategy 1 Antoni Munar GABINET DE PERSPECTIVA /Strategy 3 Jaime Tovar Outside collaborators:IMEDEA / Strategy 2 / Facing global change and Joana María Petruspreserving the natural, terrestrial and marine systems: Carmen Ramis Biodiversity and natural ecosystems: Álvaro Sanz Mika Noguera, Nueria Marbá (posidonia oceanica), Anna Traveset, Zeeba Khan (terrestrial ecosystems and Limonium barceloi), Bertha Cid, Luis Santamaria (wetlands) Water and wetlands quality: Ana Massanet, Antonio Tovar-Sánchez, Antoni Jordi, Bertha Cid, David Sánchez, Elena García-Valdés, Gotzon Basterretxea, Jordi Lalucat, Lucila Candela, Luis Santamaría. Climate change: Arnau Amengual, Climent Ramis, Romualdo Romero, Sergio Alonso, Víctor Homar (atmosfera), Damià Gomis, Gabriel Jordá, Francisco M. Calafat, Marta Marcos, Roland Aznar (oceà). Coordination and technical support: Ángela Iglesias, Beatriz Morales-Nin, Charo Cañas, Marta Fuster, Miguel González (Servicio GIS). Urban ecosystems: Ainoha Magrach, Beatriz Gozalo, Luis Santamaría, Martín Piazzon de Haro. Urban coastline: Alejandro Orfila, Amaya Álvarez, Bartomeu Cañellas, Benjamín Casas, Joaquin Tintoré, Lluís Gómez-Pujol.
  • 6. WEST 8 / Strategy 4 / A comprehensive AUIA / Strategy 5reappraisal of territorial and urban systems with Partners of AUIA – Works management:criteria of sustainability - Luis Álvarez -Ude - Architect West 8 urban design and landscape architecture - Fernando Fernández - Architect office - Alfredo Villanueva - Architect Project management, project directors - Jesús Prieto – Architect Adriaan Geuze Internal collaborators: Edzo Bindels - Juan Murillo - Roads, canals and ports engineer Project leader, coordinating architect - Ignacio Bisbal - Architect Enrique Ibáñez González - Alicia Gómez - Architect Team of architects, landscapers and urban designers - Gema García – Architect Juan Tur Mc Glone - Cristina Gallego - Architect Daniel Vasini - David Sourceanes - Architect Carlos Saldarriaga - Nuria González - Illustrator Mariana Siqueira - Mª Luisa Rubio – Secretary Yichun He Outside collaborators: Juan Figueroa Societat orgànica Joris Weijts - Albert Sagrera - Architect Peter Hoen - Fabian López - Architect Marco Van Der Pluym - Gerardo Wadel - Architect Eduard Balcells Collaborators: Jasna Stefanovska - Xevi Prat - Architect Students – on grants - Chiara Monterorri - Architect Alejandra Climent - Luca Volpi - Architect Alvaro Gil - Paula Castaño - Architect - Rosaria Agueci – Building engineerARUP / Strategy 5 / Establishing ambitious GBCe Green Building Council Spaincommitments to reducing the local and global - Manuel Macías, Doctor of Physical Sciencesecological load - Paula Rivas – Architect Flavio Tejada, Project director, Infrastructures Dept. - Irina Tumini - Architect director Paz Arteijo, Project coordinator, ICCP Daniel González, commercial manager, Infrastructures SEGITTUR / Strategy 6 / Creating an innovative Dept. associate digital space for all the people and activities Ramón Rodríguez, technical director, Sustainability Pedro Antón Dept. associate CONSULLUNA / Strategy 7 / Instrumentation for an institutional and social pact and new “Governance” for the change Sebastián Lora Outside collaborators: Eva Mª Álvarez Mª Antonia Cantallops Francisco Molina
  • 7. PUBLISHED BY: Consortium Platja de PalmaConception, design and layout of this publication: Alberto Corazón / Diseño Público© Photographs: Comparini Asociados Mallorca quality AHPP Gori Salvà Consortium Ginés Díez, CCOOCorrecting texts: Abril Cultura
  • 8. CONTENTSPRESENTATION .......... page 10 PART II ................... page 186 Institutional Presentation THE 29 PROGRAMMES Commissioner’s introduction Coordinator’s introduction AND 98 ACTIONS An agreed and endorsed project IN THE CAP Executive summary 1. TOURIST POSITIONING 2. CLIMATE CHANGE AND NATURAL SYSTEMSPART I ....................... page 50 3. QUALITY OF LIFE AND EMPLOYMENT ACTION PLAN FOR 4. URBAN AND TOURIST ENVIRONMENT THE COMPREHENSIVE 5. METABOLISM – URBAN SERVICES RESTRUCTURING OF 6. BUILDING AND MOBILITY PLATJA DE PALMA 7. ICT SERVICESCHAPTER 1 8. GOVERNANCE THE COMPREHENSIVE ACTION PLAN (PAI/CAP). GENERAL KEYS AND STRATEGIES PART III .................. page 234 ARTICLESCHAPTER 2 PROGRAMMING AND TIMING IN THE COMPREHENSIVE ACTION PLAN (PAI/ CAP). PLATJA DE PALMA IN 2015 AND 2020CHAPTER 3 THE FINANCIAL FORECAST OF THE COMPREHENSIVE ACTION PLAN (PAI/ CAP)CHAPTER 4 GOVERNANCE FOR THE COMPREHENSIVE RESTRUCTURING OF PLATJA DE PALMACHAPTER 5 A VIEW OF PLATJA DE PALMA IN THE FUTURE
  • 9. PRESENTATION INSTITUTIONAL PRESENTATION COMMISSIONER’S INTRODUCTION COORDINATOR’S INTRODUCTION AN AGREED AND ENDORSED PROJECT EXECUTIVE SUMMARYPlaja de Palma / Page. 10
  • 10. Platja de Palma ConsortiumPresentation of the PAI/CAP Plaja de Palma / Page. 11
  • 11. Institutional presentation JOANA BARCELó MARTí President of the Platja de Palma Consortium and Minister of Tourism and Labour of the Balearic Islands Government.Plaja de Palma / Page. 12
  • 12. Tourism in Majorca and the Balearic Islands is facing a crucial moment, a challenge with a view to the future:the comprehensive restructuring of Platja de Palma. A restructuring which seeks to change the current modelof tourism with the objective of redeveloping the area and making it into a reference point for national andinternational coastal tourism.As is indicated in the text of the Cabinet resolution, the Project for the Reconstruction of Platja de Palma “has tobe a model of action in which quality, competitiveness and sustainability come together to face the challengeswhich global change and climate change represent for the sector”.Since the formation of the Platja de Palma Consortium in 2005, involving the State Secretariat for Tourism ofthe Ministry of Industry, Tourism and Trade of the Spanish Government; the Ministry of Tourism of the BalearicIslands Government; the Council of Majorca; the City Hall of Palma and the Town Hall of Llucmajor, we haveworked hard to tackle with success a project so important to tourism and the economy of the Balearics.After more than five years immersed in the project, we are now able to present the Comprehensive Action Planfor the restructuring of Platja de Palma (CAP). We now have a planned and documented strategy, and we alsohave a document setting out the strategic lines, the objectives and the actions which will lead to the successof the various phases of the project, which was started in 2005 with the creation of the Platja de PalmaConsortium and which will complete its execution in 2020.I want to emphasise the spirit of cooperation and collaboration among the various leaders of the five institutionsforming the Platja de Palma Consortium, who have been working on the project for the last five years. As anexample, we note that all the decisions adopted by the Governing Board of the Consortium have been approvedby agreement and unanimously.My thanks also go to the Consortium team and the professionals who have taken part in the technical studiesand works which have enabled us to arrive at the document which we present today. Plaja de Palma / Page. 13Finally, in the name of the Balearic Islands Government, I want to emphasise our commitment to thetransformation of Platja de Palma as a tourist destination, which will mean a stimulus towards success forthe businesses, the wellbeing of the neighbours, improvements in working conditions for employees and animprovement in the comfort of our visitors.
  • 13. InTRoduCTIon MARGARITA NáJERA ARANzABAL Spanish Government Commissioner for Platja de Palma and CEO of the Platja de Palma ConsortiumPlaja de Palma / Page. 14
  • 14. At the end of 2008 the Spanish Government appointed a commissioner as a stimulus to the project for thecomprehensive restructuring of Platja de Palma, as an instrument for intervention in order to reinvigorate thetechnical work, the institutional management and business, trade union and civil participation in the wholeprocess. In May 2009 we presented a Pre-project on what needed to be developed in the medium and longterm to achieve the comprehensive restructuring of Platja de Palma.Today we are fulfilling our commitment to present the definitive documents and have set out the long road wehave to travel to ensure the future of a resort which has become exhausted, but which was the cradle of coastaltourism and, for 60 years, has brought us economic activity, employment and wellbeing, although logically wealso have to recognise that at times it was at the cost of an ecological overload and alterations in our coastal,sea, rural and social environment, as well as our landscape and cultural heritage.It is a great satisfaction to be able to present, now, the results of the work done by a large and complex team ofprofessionals, technicians and specialists in many fields of knowledge in the tourist world, town planning anddesign, efficient and sustainable management of resources, as well as ecology, sociology, the economy, tradeunionism, safety and digital services, and also participation, communication and governance.This has been a group of experts who devoted their best time and efforts to the creation of a route map ofsuccess for a tourist destination which deserves the opportunity to continue contributing to the livelihoods ofthousands of people and businesses which, until today, have seen their continuity and survival threatened.This group of professionals has worked as a team of coordinated and synchronised experts. All of them havecollaborated and cooperated loyally, efficiently and enthusiastically, with the conviction that the work done willserve to ensure the continuity and prosperity of Platja de Palma and which, also, will set the standards for the Plaja de Palma / Page. 15future of coastal tourist destinations in the 21st century.If today we have a proposal to offer to society and to the institutions it is due to the enthusiasm and fine senseof achievement which have been at the heart of the work of these professionals and that of all the people whohave contributed their criteria, appraisals and suggestions based on their research and knowledge. To all ofthem we must express our recognition and gratitude.
  • 15. The documents which we present form the Strategy for the comprehensive restructuring of Platja de Palma, divided into three differentiated blocks: Platja de Palma; Towards 21st century tourism, for the broad dissemination of the global proposal, The Restructuring of Platja de Palma: Comprehensive Action Plan, with the bases and proposals of strategic actions and town planning instruments. These documents have been prepared in line with the 7 strategies and 30 objectives which, since the presentation of the Pre-project of the plan in May 2009, we have confirmed and adjusted to the works and studies done, in addition to checking them with the institutions, with the political, business and trade union organisations, and also with civil society. Platja de Palma; Towards 21st century tourism is designed for dissemination. It is intended to reach the greatest possible number of people to explain the strategy, actions and process which we propose in order to reach the goals set. The documents on strategic actions include the Comprehensive Action Plan (CAP) and technical reports by the professional teams who took part in the process of definition of the global strategy, by means of 29 programmes and 98 actions. The documents of the town planning instruments comprise the Master Plan and the Town Planning Project. The TPP is the town planning document embracing those proposals of the Master Plan which will have repercussions on the territory. The TPP comprises the municipal planning instruments, and governs the rights and duties of the owners included in the field of the project, as well as the operations programmed by the public authorities and the scheduled times to carry them out. With these two decisions we shall achieve the basis for the restructuring and rehabilitation of Platja de Palma in order to proceed to its comprehensive reconstruction. We have defined the proposal of intervention in Platja de Palma as a complex and coordinated system of public and private actions, with the aim of a comprehensive transformation of the destination. We consider that this great group challenge is a project-process to be executed in the short, medium and long term, in which it will advance, analysing and evaluating progress in order to make adjustments which will allow us to improve the interventions. unfortunately we have no earlier experience to refer to, similar to our project, but the way traced out in these documents gives us the guide we need to help us in the decisions we have to take and in the actions we have to carry out. We have developed a broad deployment of jobs and studies which will continue with the preparation of a proposal of intervention in the fields of art, high quality museums, and the infrastructures necessary to give us options in tourism in the field of cultural and artistic consumption. In the same way, we will continue advancing in the presentation of an alternative to help in restructuring the supply of commercial and restaurant services,Plaja de Palma / Page. 16 which we shall prepare during the coming months, in agreement with the sectors involved. The work done has had as a supervening priority: to create a model of tourism for success, prosperity and continuity in the 21st century. We have studied the trends in the source markets, the demands and preferences of the visitors to whom we aspire, as well as identifying the principal focus of the better potential visitors, both
  • 16. for their quantity and for their higher spending capacity and facilities in air travel connections. In this way weshall ensure profitability and economic activity throughout the twelve months of the year.We are backing a change in the currently existing model of business so that the future of our businesses canbe guaranteed, constructing a new tourist paradigm which combines hotel quality, services and new amenitiesunder the principle of sustainability and eco-efficiency, with a resort management functioning comprehensivelyand participated in by private and public bodies, with parameters of coordination, effectiveness, efficiency andprofitability.under these conditions we shall ensure the guarantee of offering a product with variety, comfort, health,safety, fun and leisure which will make the stays of our visitors unforgettable, with attractive and very variedexperiences, which will mean that they stay longer and return more often.To achieve this we consider it appropriate to adapt the current volume of the supply of tourist accommodationto the possibilities of demand and the preferences of quality and current and future services. This means thatit is essential to reduce the supply of accommodation which it is difficult to adapt to the new times and newsegments of visitors and help in its withdrawal and disappearance from the market.We are backing, therefore, a significant reduction in the number of current places of accommodation in orderto improve the average offer significantly, for the benefit of the resort as a whole, business profitability andimproved employment.The objectives proposed are ambitious and depend, largely, on private initiative and, for this reason, a proposalhas been prepared for a Bill on tax and financial measures to support and stimulate private agents to makethe investments and implement the actions envisaged in the CAP.These tax measures provided in the Bill are directed, on the one hand, to attenuating the tax load on businessesestablished in the area, to minimise their costs in view of a possible reduction in their activity during the worksof greatest scope. And on the other hand, a system of incentives for private investment will be establishedthrough the application of tax measures to make certain transactions appear as neutral from a taxationviewpoint, in such a way that taxation becomes a promoting factor and stimulates new investment.We have studied the differentiating features which a successful tourist destination must have for the comingdecades.Without doubt, one of these features will be that the best resort in the future must respond to global change,climate change and will be the one which favours reductions of Co2 emissions to the atmosphere.Resorts which do not respond to these requirements will lose category, miss the train of modernity and innovation Plaja de Palma / Page. 17and cease to figure in the catalogue of preferences of many tourists and the wholesale travel agents.The target set is to achieve that by the end of the process in Platja de Palma the Co2 emissions will be fullycompensated out. This aim is worth the effort, and undoubtedly will place us among the elite of innovativetourist destinations, advanced and successful in the 21st century.With the same criterion we have set ourselves another essential condition: substantial improvements in the
  • 17. urban, natural, landscape and rural environments, as well as the coasts and seaside. The rehabilitation and recovery of environmental values in land and sea areas will enable us to build a resort of better quality and with very much greater attractions and values. It is a difficult target, but we consider it a safe bet if we aspire to attract visitors who are more demanding, more aware of their environmental responsibilities, who demand quality services and facilities which do not exist today in our hotels and their surroundings. Town planning design and the reassessment and restructuring of the urban environment are designed to improve the comfort of the visitors and the wellbeing of the residents. We are seeking to make the esplanades, squares, beaches and leisure and commerce areas more human, comfortable, attractive and safe. This will have an impact on the quality of the stay and the wellbeing of people who visit us, but will also affect the people who live in Platja de Palma, and this without doubt will improve the coexistence of tourism and permanent residence. In parallel with these actions we propose to carry out actions which will bring sustainability and efficiency in mobility, accessibility and the internal and external connections of the area, necessary in order to create the best environment, with a reduction in pollutants, noise and nuisance. The total sustainability of the resort as a whole will require a commitment by private investment to make the business installations, housing and basic infrastructures eco-efficient. In this task public action is not enough. Therefore, all this will require a change in culture and mentality from businessmen, workers, residents and visitors, as well as from institutional managers, a task which we are ready to take on. Platja de Palma will be an outstanding destination, advanced in the use of ICT, both in internal management systems and in marketing and promotion, as well as attending to and securing the loyalty of the visitors, from their arrival at the airport and throughout their stay. To achieve this it will be necessary to invent new contexts with the support of intelligent infrastructures, applied technology and the ability to organise and create useful and important information, both for tourists and for the residents. undoubtedly we shall need to make great efforts in this field, efforts which we are ready to undertake. The project-process which we present for the restructuring of Platja de Palma has other very special distinctive features which make it a unique project, as it contemplates restructuring a consolidated urban space without needing to dismantle it or close it down during the works, or wait for its total decline. The destination will continue functioning while the restructuring is going on. national and international tourism will continue to find, among Mediterranean resorts, that Platja de Palma is an operating tourist destination, even while we arePlaja de Palma / Page. 18 carrying out its restructuring. To do this, the works will start at three points of the resort: Can Pastilla, Sometimes Las Maravillas and S’Arenal de Palma and Llucmajor. We shall use the low season for the larger-scale works in order to minimise the inconvenience and affect the tourist activity as little as possible. We shall begin with actions which do not affect
  • 18. the tourist activity significantly. For this reason we shall need coordinated projects and the synchronisation ofpublic investment with private investment.In the CAP we deal with the needs for improvements in the quality of life and residence of the people. Theresident population, people who have always lived in the area, will keep their homes to prevent the areawhere they live from becoming sociologically disturbed. The services, installations and infrastructures will beimproved, but the abiding spirit will be preserved, maintaining the sociological characteristics.The people who live and work in Platja de Palma at present have been, since the start of our management, inthe centre of our concerns. Their employment, homes, training, education, safety and the social and culturalhub and cohesion have been incorporated into the global strategy of the project. For this reason we havedeveloped a comprehensive plan which provides for improvements to current housing and the removal of thesubstandard housing which still exists, but ensuring that no movements mean expulsion from the area andavoiding any discrimination or marginalisation.The progressive introduction of the new tourist model, the urban transformation and comprehensive rehabilitationof the hotel and residential establishments will promote the creation of jobs and facilitate and encourage workof a more and better classification, extending the activity throughout the twelve months, which will amelioratethe seasonal nature and diversify jobs and professions; new professional opportunities will appear for youngpeople.In the same way, in the Consortium we accept our function as promoters of negotiation and meetings oftrade union and business agents, so that relocations and improvements in employment and professionalqualifications can add their energies to the transformation of the resort.Another distinctive feature of this project of renovation, restructuring and transformation is the fact that there isa town planning Act for the restructuring of Platja de Palma which, for the first time in Spain, concentrates in onepublic body the power of decision and execution of the whole of the town planning, tourist and environmentalregulations, in order to speed up the steps in the process of urban change.In short, we intend to synchronise public and private initiatives to gain efficiency and flexibility in globalmanagement. This town planning Act would not have been possible without a pact between the political parties,the agreement of the institutions involved and the support of the people and the social actors.This concentration of capacity of the town planning and regulation decision will offer the maximum guaranteesof stability, continuity and acceptance by the local, island, autonomous and state institutions, as well as the Plaja de Palma / Page. 19social actors, trade unions, businessmen and professionals.The public intervention will also guarantee stability in undertaking the investments needed to promote theremodelling and creation of new public infrastructures, as well as other investments which lack the attraction offinancial profitability, but do have great potential in creating an environment and services of great quality. These
  • 19. investments have been programmed for a volume of more than 1,200 million euro, up to 2020. The financial programme of the CAP also sets out the programming of private investments necessary to achieve the proposed goal. We consider the participation of private investment crucial to the success of the project, which is why we have studied the most suitable conditions to achieve rates of return similar to those of the non- speculative investment market. We have calibrated the possibilities of private investment in the sectors already established at Platja de Palma, as well as other new ones which will create new opportunities for entrepreneurs and investors. The amount established for private investment in these interventions amounts to 2,600 million euro up to 2020. on the other hand, it is necessary and possible to make Platja de Palma a reference point in comprehensive security in a tourist resort. The safety problems in Platja de Palma are recurrent and will be present, at least during the initial phase, in the process of restructuring. We think it important to establish strategies and mechanisms for the analysis and observation of safety, and even to fix the basis for improvement, if possible, in the coordination and collaboration of all the administrations and policies involved in this field. It is intended that in all the town planning actions to be developed in the area the safety element should be taken into account in the design and planning of spaces, since it has been shown that this coordination has significant effects on improving the prevention of environmental insecurity and helps the visitor’s perception of safety. Another important feature of the project-process was the consideration of that the actions and proposals of the CAP considered as a whole should enjoy verisimilitude and credibility, for which reason it is basic that we ensure stability in regulations, continuity in time and firmness in the taking of complex decisions. It was necessary to have a catalyst to fuse together the interests of all the social and institutional actors involved. This catalyst has formed the model for governance for management of the transformation and restructuring of Platja de Palma. The model of governance which we have applied has been presided over by the principles of negotiation, consensus, accord, agreement, transparency and the rendering of accounts. Through these principles we want to keep Platja de Palma free from speculation and, therefore, centred to the maximum in that everyone wins, that no sector, group or segment can impose its advantages or gains over or at the cost of others. A good example of this model of governance has been the functioning of the Consortium since its creation. All its resolutions are adopted unanimously, independently of the party ties of the institutional heads forming part of it. Also we can point to the attitudes of the political parties, both those with government responsibilities and thosePlaja de Palma / Page. 20 in opposition, in dealing with the project and in processing the town planning Act for the restructuring of Platja de Palma, which foreseeably will be approved unanimously and in a single reading, in an extraordinary session of the Balearic Islands Parliament, and in acceptance of the bases and strategic lines of the CAP. Also we can show with satisfaction the support declared by businessmen, trade unionists, traders, restaurateurs, philosophers and professionals, residents and the representatives of neighbouring entities.
  • 20. up till now this model of governance has led us to attend many meetings, contacts, interviews andnegotiations.We feel proud of the work done. We know the risks and the difficulties which are facing us, but we also knowthat together, united, all of us pulling in the same direction and without losing momentum, this great projectcan be carried out and cannot be stopped.Throughout these months I have seen that we are all convinced of the need to act against the rapid deteriorationthreatening us. In the same way I feel that we are all ready to play our part in the construction of a better futurewhich we can leave to the coming generations.The re-creation of a beautiful tourist destination awaits us, so that we can offer to the better visitors an excellentplace to be, transformed and revitalised. We have this great opportunity to build it together, from today anduntil 2020. Plaja de Palma / Page. 21
  • 21. Introduction FERNANDO PRATS PALAzUELO Coordinator of the Comprehensive Action PlanPlaja de Palma / Page. 22
  • 22. All of us who helped to draw up the Comprehensive Action Plan for Platja de Palma are convinced that we areconfronting a change of historical period, demanding new paradigms and innovative solutions not only to facethe economic crisis, but also in dealing with challenges to our general systems related with energy, climate andthe environment.We are also aware that we have to offer Platja de Palma a “change of model”, to deal with the ending of thecycle of indiscriminate tourist and real estate growth which began half a century ago on the Mediterraneancoastline of Spain. The old patterns of development, which in the past produced substantial material benefitsto the country, have ended up by devaluing our best resources, going beyond the limits of capacity of ourcoastal systems, and they need to be reviewed in depth with a view to economic, social and environmentalsustainability.For this reason we have conceived the Action Plan in an attempt to articulate viable responses to bothchallenges; responses in the line of innovation and change with a view forward to 2020-2030. Thus, thePlan proposes a comprehensive restructuring of the area based on an ambitious tourist and town planningrepositioning, combining a consideration for climate change, reduction of the ecological footprint and withthe objective of achieving a zero carbon balance and with 100% renewable energies. For this reason we haverenounced simple real estate growth in order to back a comprehensive rehabilitation based on excellence, adecrease in tourist accommodation and a reduction in environmental impact.The Action Plan presented in this document enables us to state that its goals, objectives, programmes and Plaja de Palma / Page. 23actions are technically viable and that, besides the talent and work of the experts, its development will dependon other variables; principally the existence of leadership and broad political support which will give it substancein the medium and long term and, above all, the fact that Balearic society is deeply committed to innovationand change in order to overcome the current crisis. Starting from these premises, everything is possible andthe challenge to group creativity will inspire us all.
  • 23. A PROJECT AGREED AND ENDORSED Margarita Nájera Aranzabal Spanish Government Commissioner for Platja de Palma, CEo of the Platja de Palma Consortium 14 July 2010Plaja de Palma / Page. 24
  • 24. From the start of my work with the Platja de Palma Consortium, the social actors have been claiming insistentlythat certain requirements had to be met in order to produce confidence in the viability of the project. oneof these was regulation and juridical stability for the strategy and the actions projected. Another of therequirements was that there should be an institutional consensus and a political pact as a way of arriving ata social, labour and business consensus. This was the reason why we decided to include in the strategy forrestructuring Platja de Palma the creation of a new way of managing the public interest, the private interest andgroup values. We decided that we needed governance for change, a new scheme both in relations with societyand the political parties with responsibility in government or opposition, and in collaboration and cooperationamong the institutions involved.From the start of our mandate, we backed the aim of achieving the consensus, the agreement and the pact,doing it with transparency and with broad processes of communication and information which would encouragethe participation of all the people whose hopes for the future are centred on Platja de Palma, starting from thecurrent reality.Today, a few days from approval in a single reading of the Bill on measures for the comprehensive restructuring ofPlatja de Palma, in the Plenary Session of Parliament, we can say that this great success has been achieved byall of us together, as it represents the sum of all the efforts, work, experience and generosity of the many peoplewho believed in the project and challenge which we have outlined. It is a good sign that the Bill has alreadybeen signed by the spokesmen of our principal parliamentary groups, PP, uM, BLoC, PSIB-PSoE, and that on Plaja de Palma / Page. 2527 July next it is expected to be approved unanimously in an extraordinary Plenary Session of Parliament. Thisis, and will be, a historic agreement which underwrites the confidence and credibility that the Platja de PalmaConsortium needs to lead the process of transformation, restructuring and renovation necessary to achieve atourist resort which is successful, innovative, prosperous, sustainable and free of speculation. The new Act onmeasures for the comprehensive restructuring of Platja de Palma is its guarantee.
  • 25. Plaja de Palma / Page. 26 SUMMARY EXECUTIVE
  • 26. The “Comprehensive Action Plan (CAP or PAI)” is the cross-disciplinary tool for the operational planningof the “Comprehensive Revitalisation Strategy for Platja de Palma,” the aim of which is to design aproject to recover the value and competitiveness of a mature tourism area, environmentally devalued andthreatened with further decline. Plaja de Palma / Page. 27The text on the PAI, and this PRESENTATION, are organized in THREE PARTS. The PART ONE deals with theComprehensive Action Plan, while the second outlines the plan’s Programmes and Actions. Lastly, the thirdsection presents various published opinions. A series of papers and reports on each of the Strategies in thePlan complement this document.
  • 27. EXECUTIVE SUMMARY / CHAPTER 1 / PART ONE CHAPTER 1, “THE COMPREHENSIVE ACTION PLAN (CAP/ PAI). KEY ISSUES AND GLOBAL STRATEGIES The PAI’s central GOAL1 is to PROMOTE THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA, STIMULATING A NEW CYCLE OF INNOVATION, PROSPERITY AND SUSTAINABILITY FOR THE AREA, AT A TIME OF GLOBAL CHANGE. The PAI approaches this Revitalisation process with the perspective of integrating tourism, environmental, social and urban planning matters, basing upon “Governance” capable of stimulating collaboration among the various public, private and social actors involved in the Project 2. Thus, the Plan is structured3 in three sections: Strategies and Objectives, Programmes and Actions, and the Indicator System for Monitoring and Assessing the Plan (ISMA). RATIONALE STRUCTURE TOURISM 1 TOURISM 1 GOAL GOAL 7 STRATEGIES 7 STRATEGIES 30 OBJECTIVES 30 OBJECTIVES “GLOCAL” SOCIETY, “GLOCAL” ECOLOGY “GOVERNANCE” “GOVERNANCE” SOCIETY, CULTURE ECOLOGY CULTURE 29 PROGRAMMES PROGRAMMES 98 ACTIONS 98 ACTIONS TERRITORY, TERRITORY, TECHNOLOGY TECHNOLOGY 29 INDICATORS 29 INDICATORS Source: F. Prats/Consortium Key considerations on the global and tourism context4 Aware of the dimension of the challenges faced ahead, the Consortium addressed a series of issues related toPlaja de Palma / Page. 28 the global and tourism context, which can be summarised as follows: 1 See Section 1.2.1. on “An innovative Project for a different future.” 2 See Section 1.1.1 on “Concepts, rationale and tools of the Plan.” 3 See Section 1.1.2. on “Structure of the Plan.” 4 See Section 1.2.2. on “Challenges derived from the worldwide and tourism context: six key considerations.”
  • 28. EXECUTIVE SUMMARY / CHAPTER 1 / PART ONE • Beyond the depth of the economic crisis, everything indicates that we are confronted with a historical cycle change with new paradigms, issues and values. • The uncertainties of the “post-crisis cycle” may prevail for some time and may lead to a different future, in which the need to get by with certain global restrictions may result in a readjustment of current energy, production and consumption patterns. • Environmental concerns and reducing impact on nature and climate will play an increasingly stronger role in regulatory matters and also in social demands. • Transport and aviation are already subject to important environmental and energy restrictions and this will affect travel conditions in the future. • Tourism, one of the world’s major industries and highly dependent on the trio environment-energy- transport, will inevitably be affected by this global change of era and model. • Tourism on the Spanish coast, including the Balearic Islands, has exhausted its own cycle and needs to be repositioned entirely to face the historical challenges and upcoming changes.Opportunities and requirements for the success of Platja de Palma5 • Platja de Palma offers outstanding conditions for a tourism repositioning, if it commits to reformulating its historical model with a view to adapt its value chain to global, tourism and local changes and challenges. • Platja de Palma must design an ambitious Comprehensive Revitalisation Strategy aiming to achieve a highly innovative tourism/urban Project, one that takes into account future energy and transport uncertainties, improves local quality of life and becomes an international reference on environmental commitment. • The change revolves around the new tourism positioning and requires a Project that can increase the appeal and uniqueness of the experiences offered in the area; that can generate more value with less demand, create more and better jobs and demonstrate exemplary environmental behaviour. • Platja de Palma’s Comprehensive Revitalisation must also fully commit to a complete refurbishment of the entire area and all residential buildings. • Platja de Palma Project must be designed as a public-private initiative that is sustained on solid economic, competitive and sustainable bases, with adequate return on investments and ensuring public funds are managed with transparency, efficacy and rationality. • Platja de Palma must become an eco-environmental reference, revitalise the coastal ecosystems and lay down new urban codes for a “solar”, “renewable”, “carbon neutral” city in order to shape Plaja de Palma / Page. 29 a more attractive and sustainable region. • Changing Platja de Palma’s paradigm requires a firm commitment to innovate on every front: political, economical and tax, business-wise, in tourism and urban planning, in the operational5 See Section 1.2.3. on “Opportunities and requirements for the success of Platja de Palma.”
  • 29. EXECUTIVE SUMMARY / CHAPTER 1 / PART ONE management of medium and long-term processes, and in responding to environmental and climate commitments. • And it requires various conditions for success: an ambitious Project, strong institutional commitment, support from corporations, trade unions and society, and the best professional talent to undertake the Project with excellence. EXCELLENT POSITION OF THE AREA “PLATJA DE PALMA – CIUDAD DE PALMA – ISLA DE MALLORCA” MALLORCA ISLAND PALMA CITY AIRPORT PLATJA DE PALMA PALMA BAY AND A NEW VALUE-RECOVERY PARADIGM In the Balearics, “more” no longer means “better”, thus the clearest route to recover tourism value and competitiveness of Platja de Palma implies evolving towards a full repositioning of excellence, based on renovated Mediterranean values, exemplary in environmental behaviour, capable of attracting new and fewer numbers of clients, with less seasonality, higher demands and better business results, and less dependent on mass and low cost air transport. Source: F. Prats/ConsortiumPlaja de Palma / Page. 30
  • 30. EXECUTIVE SUMMARY / CHAPTER 1 / PART ONEEnvisioning future scenarios6A Project with the magnitude, complexity and timeline such as Platja de Palma’s, also needs special tools tobe able to project potentially key elements in the final scenarios.With this goal, the Consortium has worked with a “Simulator of Strategic Scenarios (SSS) – End of Project”,which allows to envision various routes of intervention and compare their performance on a series of keyelements: tourism pressure and quality, economic results, social conditions and environmental situation. “FINAL SCENARIO PLATJA DE PALMA” (50% OCCUPATION X 200% qUALITY) COMPARED TO CURRENT SITUATION Plaja de Palma / Page. 31Source: F. Prats/J. Murillo AUIA6 See Section 1.3. on “Contrasting visions and future scenarios.”
  • 31. EXECUTIVE SUMMARY / CHAPTER 1 / PART ONE Although, logically, the simulations only project estimates of key trends for the different strategic routes, in fact they show that only a very ambitious route of “high/very high repositioning” will fully satisfy the central objectives of the “Comprehensive Revitalisation Strategy of Platja de Palma.” Seven strategies for change From the PAI’s central GOAL derive the 7 Strategies that outline the key levers of the Project and the 30 Objectives that specify the core steps to be taken for each strategy7 E.1. Commit to an innovative, competitive and sustainable tourism positioning E.2. Respond to Climate Change and preserve land and sea ecosystems E.3. Improve quality of life and employment of residents and workers E.4. Fully recover the urban land system with a Mediterranean and sustainable approach E.5. Target ambitious commitments to reduce local and global environmental impact E.6. Create a high-tech digital environment for everyone and all activities E.7. Articulate an institutional and social pact and new “Governance” for steering changePlaja de Palma / Page. 32 7 For more details on Strategies and Objectives, see Section 1.4 on “Seven Strategies and thirty Objectives for change.”
  • 32. EXECUTIVE SUMMARY / CHAPTER 2 / PART ONECHAPTER 2, “PROGRAMMES AND TIMELINE OF THECOMPREHENSIVE ACTION PLAN (CAP/PAI). PLATJA DEPALMA IN 2015 & 2020”From the start, the Consortium stated the need to promote strategic tourism positioning changes whichwould achieve operational results in the short and medium term. To this end, the PAI establishes a series of“Comprehensive Revitalisation Stages (CRS)” to drive change in 2015 and 20208.After an initial stage of Immediate Actions, focused on creating operational tools and developing urgentactivities, the PAI establishes a place and time roadmap which guides the Programmes and Actions. • Short term (2015): Complete “1st Comprehensive Revitalisation Stage (CRS)”, visualize tourism changes in the three “Drive Areas (DA)”, finalise 1st housing and tourism refurbishment program, and first social and environmental results. • Medium term (2020): “2nd Comprehensive Revitalisation Stage (CRS)” consolidating/extending tourism Revitalisation and three “Driving Spaces (DS)”, continue with full refurbishment programmes, progress on social objectives and significant reduction of environmental impact. • Long term (after 2020) completion of the entire project over the whole territory and in all fields of action. PLACE/TIME FRAMEWORK FOR PROGRAMMES AND ACTIONS 2015 Plaja de Palma / Page. 338 For general information see Sections 2.2. “Place and time framework,” 2.4. “Comprehensive RevitalisationStages (CRS) for 2015 and 2020”, and for more details, Sections 2.5. & 2.6. on Platja de Palma in 2015 and 2020.
  • 33. EXECUTIVE SUMMARY / CHAPTER 2 / PART ONE 2020 BEYOND 2020 Source: WEST 8 The Plan’s Programmes and Actions The 29 Programmes and 98 Actions, derived from the Goal, Strategies and Objectives, and adjusted to time and place requirements, are presented in PART TWO of the PAI. They represent the Plan’s nucleus since they articulate the operational tools for carrying out the Comprehensive Revitalisation of Platja de Palma. The Programmes cover systemic fields of action (the tourism model, climate change, quality of life, etc) and also define a series of Actions to be implemented9.Plaja de Palma / Page. 34 9 For further general information on Programmes and Actions, see Section 2.1. “An integrated view on Programmes and Actions;” to see the list, check Section 2.3. “The PAI’s 29 Programmes and 98 Actions;” and for a content summary, see PART TWO of the PAI.
  • 34. EXECUTIVE SUMMARY / CHAPTER 3 / PART ONECHAPTER 3, ON “FINANCIAL PROJECTIONS OF THECOMPREHENSIVE ACTION PLAN (CAP/PAI)”,The Comprehensive Revitalisation of Platja de Palma is conceived as a major public-private cooperationProject which, under institutional leadership, should develop a new healthier, competitive and sustainableeconomic base for the area. This requires the creation of an appropriate framework so that private investmentscan be made in comparable conditions to those available in non-speculative equity markets, and, also, so thatthe public investments that ensure actions in public interest –and which do not respond to entrepreneurialrationale- are made with transparency, efficacy and logic, and also obtain their due return.Financial programme10The themes of the PAI’s financial programme are distributed in eight strategic concepts11 that group the 29Programmes and 98 Actions. INVESTMENT DISTRIBUTION BY STRATEGIC CONCEPTS Urban and Tourism Environment Remainder • Tourism Positioning • Governance • Quality of Life and Employment • ICT Services • Climate Change and Natural Systems T+R Comprehensive and Mobility Metabolism and Urban ServicesSource: Everis90% of investment focuses on recreating an attractive urban, tourism and construction environment,guided by the criteria of tourism repositioning, improving local quality of life and achieving ambitiousenvironmental targets. Plaja de Palma / Page. 3510 See Section 3.1. on “Frame of reference” and 3.2. on “Financial Programme.”11 See Section 3.2.1.on “Investment by strategic concepts in the PAI programmes.”
  • 35. EXECUTIVE SUMMARY / CHAPTER 3 / PART ONE In terms of timing12, the Programmes and Actions are financially organised on the basis of the four main PAI phases – Immediate, Short term (2015), Medium term (2020) and Long term (after 2020)- so that the area’s Revitalisation can be materialised as foreseen in the two “Comprehensive Revitalisation Stages (CRS). Specifically, the investments up to 2015 amounting to €1,210 million, and a further €998 million are foreseen in the period 2015-2020. Long term Actions beyond 2020 will complete the change model, through activities aimed to finalise all the projects over the entire territory, with an estimated additional investment of €1,760 million. Regarding the source of funds13, given the magnitude of the revitalisation strategies, the environmental impact reduction programmes and the full refurbishment of all construction, public Administration and entities will undertake 35% of the investments and 65% will come from private investors. INVESTMENT DISTRIBUTION BY SOURCE AND STRATEGIC CONCEPTS Tourism positioning Climate change and natural “Governance” systems ICT Services quality of life and employment T+R Construction and mobility Urban and tourism environment Metabolism and Urban Services Public investment Private investment Source: Everis Likewise, it should be noted that there are three large types of investment, reflecting the varying level of investment by the public sector and Administrations: entirely public (0.64% of total), predominantly public (13.76% of total) and predominantly private (85.61% of total).Plaja de Palma / Page. 36 12 See Section 3.2.2. on “Investment distribution by phases.” 13 See Section 3.2.3. on “Financial distribution by source.”
  • 36. EXECUTIVE SUMMARY / CHAPTER 3 / PART ONEPrivate investment rationale14The PAI, from a comprehensive economic perspective, encompasses strategic concepts that will both developalready existing industries as well as stimulate the creation of new ones, generating new investment andbusiness models in the area, opening opportunities to existing businesses and to new investors.In any case, Platja de Palma Project intends that the return on private investment, in either existing or newbusinesses, should be similar to returns in the non-speculative equity market, and that the investmentdistribution should benefit several industries directly, creating a multiplying effect that will extend the investmentsto collateral industries, generating major indirect effects.Public investment rationale15To achieve all the objectives in the “Comprehensive Revitalisation Strategy of Platja de Palma”, strong publicinvolvement is required to guarantee the stability and systemic nature of a long term Project that surpassesthe rationale of private industry, which needs to obtain returns in the short term.Financial and economic management tools16Regarding the creation of corporations and holding entities, given the diverse nature of activities and themix of public-private funding, the Consortium must consider the various legal, corporate and holding methodsavailable for implementing the Programmes and Actions, guided by criteria of efficiency, flexibility and speed.Furthermore, the Consortium, being aware of the magnitude of public investments to be dedicated to theComprehensive Revitalisation of the area, will adopt the necessary measures to avoid the rise of speculativeproblems, since these could create effects on prices capable of making the plan unviable. Plaja de Palma / Page. 3714 See Section 3.3. on “Private investment rationale.”15 See Section 3.4. on “Public investment rationale.”16 See Section 3.5.
  • 37. EXECUTIVE SUMMARY / CHAPTER 4 / PART ONE CHAPTER 4, “GOVERNANCE FOR THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA The complexity and timing of the Comprehensive Revitalisation of Platja de Palma represents a Governance challenge that relies on a key concept: consensus among its key actors17. Thus, the Governance model contemplated in the PAI aims to attain the agreement and support of institutions, political parties, government teams and opposition teams, business people, trade unions, and civilian organisations. • A pact among political organisations, to ensure the Project’s strong continuity over time regardless of the changing roles of parties, whether they are governing or in the opposition. • Agreement among the five institutions comprised in the Consortium, to enable administrative speed and effective public management, as well to provide regulatory stability and to reinforce the Project’s credibility and its transformation process over time. • Corporate and trade union commitment, to support the renovation of the existing tourism model and pursue a higher quality model with improved economic, employment and social significance. • Citizenship support to the innovative initiatives promoting cultural and social change, to be brought about through the transformation of the residential environment and the way visitors and residents co- exist. The PAI’s participation and evaluation system18 The Platja de Palma Consortium understands that the reach and goals of the Project can only be attained by providing information to the people who live and work in the area and allowing them to participate in the proposed changes. In addition to the already initiated citizen’s participation, carried out through workshops and construction monitoring committees, the Consortium has designed a central, stable system for information, debate and citizen interaction, articulated through the Entities’ and Citizens’ Forum19, which has the following objectives: • Encourage the participation and involvement of citizens. • Provide a forum for monitoring, posing questions and collaborating.Plaja de Palma / Page. 38 17 See Section 4.1. on “Political consensus, institutional agreement and corporate, trade union and civilian commitment.” 18 See Section 4.2. on “An active participation process, with sound monitoring, evaluation and performance systems.” 19 See Section 4.2.1. on “The participation system.”
  • 38. EXECUTIVE SUMMARY / CHAPTER 4 / PART ONE • Promote dynamic and participative citizenship. • Aid the work of technical teams and the Consortium through permanent feedback in both directions. • Articulate the cultural change process in line with the Comprehensive Revitalisation of Platja de Palma STRUCTURE OF THE FORUM OF ORGANISATIONS AND CITIZENS The Plenary. With three types of participant: • Representatives of associations: social, economic, cultural organisations, works committees, etc. • Citizens’ representatives chosen by lot from among local residents and voluntarily agreeing to take part in the Forum. • Representatives and technical staff from the Consortium, representatives of public bodies tied to the Plan and individuals with key expertise in the thematic areas discussed by the Forum. The Plenary may set up Working Groups, created specifically to explore in greater depth those areas requiring particular attention, either for monitoring purposes or to present proposals before the Consortium. The Working Groups will report their conclusions and proposals to the plenary. The Participatory Network, comprising all individuals who register on the corporate website, accessing a separate space presenting information about execution of the Plan, the resolutions passed by the Forum, etc. The members of the Participatory Network may in turn register opinions, make proposals and suggestions and contribute new informationSource: Consulluna (documents, images) of use in the effective development of the Plan..Due to the dimension, complexity and timings of the PAI, it is essential to have a System of Monitoringand Evaluation Indicators (The SISE) of the plan and evaluate the process over its various key milestones,especially during 2015 and 2020, although a series of Talisman Indicators (PI) are foreseen and will beevaluated more frequently20.Thus, a system has been designed for the PAI with 29 Indicators (12 of them talisman) which, in addition toconcept definition and units, establish present value, final target value, corresponding increases (or decreases)and expected performance in 2015, 2020 and after 2020, at the end of the Comprehensive RevitalisationProject. Plaja de Palma / Page. 3920 See Section 4.2.2. on “System of Monitoring and Evaluation Indicators (SISE) the PAI.”
  • 39. EXECUTIVE SUMMARY / CHAPTER 4 / PART ONE A communication system addressing all involved parties21 Society’s opinion of an institution always reflects the information the very institution provides to the outside world. Hence, communication is considered a vital tool for the Project, to achieve participation, consensus, support and credibility among the people of Mallorca and the Balearic islands, as well as at national and international levels. To this end, the PAI envisions a Communication Plan with several strategic objectives: • Generate awareness for Platja de Palma project • Increase presence in the media • Communicate with transparency and credibility • Promote the area and elevate its prestige • Communicate the project locally, nationally and Europe-wide Organisational structure of the CAP/PAI22 Unquestionably, the Revitalisation Project of Platja de Palma must be provided with management tools that are capable of responding to the challenges of the Project. The organisational structure is multi-faceted and can be designed in various manners, alternatives which the key members of the Consortium must evaluate. In this regard, the PAI proposes ten considerations to be taken into account: 1st. The new organisation must be larger, much stronger. 2nd. Management must be comprehensive. 3rd. The complex management network is to be steered by the Consortium. 4th. The importance of the representation/relation channels to be established with private investors and local social actors. 5th. The importance of establishing a public-private Agency for the careful management of the tourism destination. 6th. Appropriate mechanisms must also be articulated to manage the other areas of the project. 7th. The importance of cooperating with other Administrations. 8th. A “Platja de Palma Certification” as a necessary requirement to maintain the full coherence of the Project.Plaja de Palma / Page. 40 21 See Section 4.3. on “A broad communication and information system, diversified and addressing all involved parties.” 22 See Section 4.4. on “Organisational structure and management tools for the Comprehensive Revitalisation of Platja de Palma.”
  • 40. EXECUTIVE SUMMARY / CHAPTER 4 / PART ONE 9th. Innovation must be applied across the entire Project when the PAI is put into practice. 10th. Innovative Information and Communication Technologies (ICT) are needed for the comprehensive management of Platja de Palma23. TENTATIVE ORGANISATIONAL CHART OF PLATJA DE PALMA INTEGRAL MANAGEMENT ENTITYSource: F. Prats Plaja de Palma / Page. 4123 See Program XXV “Designing and implementing an ICT System for communication and management of thePlan and processes.”
  • 41. EXECUTIVE SUMMARY / CHAPTER 5 / PART ONE CHAPTER 5, “A VIEW OF PLATJA DE PALMA FOR THE FUTURE” The project of reform of Platja de Palma means the restructuring, rehabilitation and transformation of a mature coastal tourist resort. The transformation has to be comprehensive and as broad and deep as possible. Some of the pictures shown here are an approximate rendering of the foreseeable results at certain strategic points, to make the actions programmed easier to understand. The results are presented in the following ambits: Natural environment: rivers, beach and sea Green corridors: esplanades, gardens, squares and streets Sustainability: mobility, zero emissions to the atmosphere New hotels, Mediterranean individuality and new supplementary services Pictures by West-8Plaja de Palma / Page. 42
  • 42. EXECUTIVE SUMMARY / CHAPTER 5 / PART ONE Plaja de Palma / Page. 43
  • 43. EXECUTIVE SUMMARY / PART TWO PART TWO : THE 29 PROGRAMMES AND 98 ACTIONS OF THE CAP/PAI The 29 programmes and 98 actions resulting from the process will be deployed in the space and time framework described around eight strategic concepts: the first three, related with tourism, ecology and quality of life, are principally concerned with the design of policies which will need to be developed by other programmes and, to a lesser degree, the application of very specific working lines; the next four are orientated to the implementation of town planning, building, mobility and ICT, and the last, “Governance”, deals with the management of the CAP and relations with society. Tourist positioning quality of life and employment I. Design a competitive business model IX. Design and implement a plan to strengthen social cohesion and improve the quality of II. Design and implement the “Competitive employment diamond” X. Design and implement a plan for the III. Design and implement the Marketing System in restructuring of the existing productive fabric Platja de Palma Urban and tourist environment IV. Establish strategic directives and monitoring XI. Prepare a town planning project which systems in relation with adaptation and reassesses, defines and protects the various resilience in facing Climate Change urban and landscape areas V. Define strategies and apply measures for XII. Manage key land areas for the viability of the preservation and an increase in the resilience project of the natural land, coastal and marine ecosystems XIII. Design and implement a Project for general redevelopment of the urban fabric and key VI. Design and implement a system of information, public areas for tourist restructuring management and monitoring on the sustainability and resilience of the beach XIV. Design and implement symbolic urban andPlaja de Palma / Page. 44 tourist items VII. Establish actions for the comprehensive quality of the natural water cycle in the hydrographic basin considered as a whole VIII. Establish and implement measures for the sustainability of urban ecosystems
  • 44. EXECUTIVE SUMMARY / PART TWOMetabolism – Urban services ICT ServicesXV. Design and implement an energy scenario XXI. Plan and implement an Integral and Universal which finishes with a “0 carbon balance” and System 100% renewable energies XXII. Design and implement tools and services toXVI. Design and install a management system for increase productivity and competitiveness for the urban water cycle with minimum impact businesses and greatest efficiency XXIII. Design and implement the services and toolsXVII. Design and implement a waste management necessary to support the tourist life cycle system which minimises waste generation and projects a “0 scenario at the rubbish dump” XXIV. Design and implement tools for access to the network and to all the public services whenXVIII. Design and implement a plan for improvements necessary in acoustic impact XXV. Design and implement an ICT System for the management and communication of the PlanBuilding and mobility and its processingXIX. Design and implement a plan and a certification system for the comprehensive XXV. Dissenyar i implementar un Sistema TIC per a rehabilitation (and new works) of tourist and la gestió i comunicació del Pla i del procés residential building to reduce by 50% the environmental load and the number of tourist Governance places XXVI. Design and put into practice a plan of institutional relationshipsXX. Design and manage a sustainable mobility plan with a “0 carbon balance” in local movements XXVII. Design and start up a plan for relations with society Plaja de Palma / Page. 45 XXVIII. Design and promote a broadly participative process XXIX. Design and implement a comprehensive, transparent management system for the whole of the project
  • 45. EXECUTIVE SUMMARY / PART THREE PART THREE: ARTICLES From the start of the Platja de Palma project we have had the benefit of opinions, ideas and suggestions from the most competent professionals in the fields of action involved in this ambitious plan for the future. We have always been aware that the consensus, pact and participation are essential conditions in achieving the most important aims to which we aspire and, for this reason, we have maintained constant and multiple channels of connection open between all the social, professional and institutional actors involved in the project. And in Part Three, we include a series of articles by people with significant responsibilities in the terms embraced by the CAP/PAI.Plaja de Palma / Page. 46
  • 46. EXECUTIVE SUMMARY / PART THREERECOVERY OF PLATJA DE PALMA: A MULTIDISCIPLINARY PROJECT Montserrat Casas Rector UIB (Balearic Islands University)COMMITMENT AND LEADERSHIP FOR A NEW MODEL OF DEVELOPMENT Sebastián Escarrer Vice-President of Sol MeliáTOWN PLANNING AND SUSTAINABILITY Ramon Folch Doctor of Biology and SociologistTHE HOUR OF RESPONSIBILITY Javier Gómez-Navarro Former Spanish Minister of Tourism and Trade President of the Senior Council of Chambers of Commerce of Spain and Chairman of AldeasaZERO CARBON BALANCE. A CHALLENGE AND AN OPPORTUNITY Enrique Jiménez Larrea Director General of IDAE (Institute for the Diversification and Saving of Energy)PLATJA DE PALMA: A DECIDED STRUGGLE AGAINST CLIMATE CHANGE Cristina Narbona Former Minister of the Environment and Spanish Ambassador to the OECDAN OPPORTUNITY TO CONSTRUCT TOURISM FOR THE 21ST CENTURY Taleb Rifai Secretary General of the World Tourist Organisation Plaja de Palma / Page. 47RESEARCH: A KEY TO SUSTAINABILITY Rafael Rodrigo Montero President of the Senior Scientific Research Council (CSIC)
  • 47. CHAPTER 1. THE COMPREHENSIVE ACTION PLAN (CAP). GENERAL KEYS AND STRATEGIES CHAPTER 2. PROGRAMMES AND TIMING IN THE COMPREHENSIVE ACTION PLAN (CAP). PLATJA DE PALMA IN 2015 AND 2020 CHAPTER 3. THE FINANCIAL PROJECTION OF THE COMPREHENSIVE ACTION PLAN (CAP) CHAPTER 4. GOVERNANCE FOR THE COMPREHENSIVE RESTRUCTURING OF PLATJA DE PALMAPlatja de Palma / Page. 48
  • 48. Platja de Palma Consortium PART I: The Action Plan Platja de Palma / Page. 49
  • 49. CHAPTER 1 THE COMPREHENSIVE ACTION PLAN (CAP/ PAI). GENERAL KEYS AND STRATEGIES 1.1. THE “COMPREHENSIVE REVITALISATION STRATEGY OF PLATJA DE PALMA AND THE “COMPREHENSIVE ACTION PLAN (CAP/PAI)” 1.2. GOALS OF AND KEYS TO THE “COMPREHENSIVE ACTION PLAN (CAP/PAI)” 1.3. CONTRASTING FUTURE VISIONS AND SCENARIOS 1.4. SEVEN STRATEGIES AND THIRTY OBJECTIVES FOR CHANGEPlatja de Palma / Page. 50
  • 50. 1.1. THE “COMPREHENSIVE REVITALISATION STRATEGY OF PLATJA DE PALMA AND THE “COMPREHENSIVE ACTION PLAN” (CAP / PAI)The “Comprehensive Revitalisation Strategy of Platja de Palma” is formulated in order to provide solutions thatallow the recovery of the value, competitiveness, and sustainability of a mature tourist area that has beenenvironmentally devalued and is threatened with decline.The Strategy is conceived as a system consisting of various strategic and town planning instruments, whichare capable of tackling the multiple plans of a complex Project in order to transform the current dynamics intonew opportunities that look to the future. PLANNING INSTRUMENTS OF THE “COMPREHENSIVE REVITALISATION STRATEGY OF PLATJA DE PALMA” COMPREHENSIVE REVITALISATION STRATEGY OF PLATJA DE PALMA Strategic Town Planning instrument instrument Platja de Palma / Page. 51 INTEGRAL MASTER ACTION PLAN PLAN (PAI) RECONVERSION PLANSource: F. Prats/Consortium.
  • 51. • The “Comprehensive Action Plan (PAI)” is conceived as the articulation, in a single cross-discipline instrument, of the contents of a strategic plan establishing the Goals, Strategies, and Objectives1, of an action plan defining the Programmes and Actions that allow these to be achieved, together with the System of Indicators which is to facilitate their assessment over time. • The “Master Plan (MP)” is shaped as a town planning instrument of reference which provides an indication of a general and desirable vision of the future, which is to guide the subsequent development of the legal plans and projects that will be generated in the area. • The “Town Planning Restructuring Plan (Plan de Reconversión Urbanística, PRU)” is the legal town planning instrument which initially and for the whole area defines the structure, classification, and assessment of the land, the natural systems, the planning of buildings and infrastructures, and the administrative system that will govern the urban development of the area. 1.1.1. PHILOSOPHY, LOGICS, AND TEAMS OF THE PLAN The PAI is shaped as a strategic planning instrument that operates from a complete and sustainable vision of a complex dynamic system over time, such as Platja de Palma, in which various institutional, public, private, and social players come together. LOGIC OF THE PAI TOURISM GO 7 STRA 30 OBJ “GLOCAL” SOCIETY, ECOLOGY “GOVERNANCE” CULTURE 29 PROG 98 AC TERRITORY,Platja de Palma / Page. 52 TECHNOLOGY 29 IND Source: F. Prats/Consortium. 1 An advance of the Goals, Strategies, and Objectives was presented by the Consortium in May 2009.
  • 52. The Consortium teams have worked on the generation of a complete systemic project for Platja de Palma, whichhas required searching for the compatibilities, resolving the contradictions, and strengthening the synergiesthat exist between the basic fields of action of the Project: economic/tourism, environmental, social, townplanning, and technological. All these are articulated by a “Governance” of the whole, which is to guaranteecompatibility between the generating of greater economic value, the improvement of social conditions, and atthe same time the reduction of the ecological burden both locally and globally. THE TEAMS OF THE PAI Under the direction of the Commissioner and of the Consortium Team, a series of teams have collaborated in the elaboration of the PAI, at the head of which the following have participated: • General coordination: F. Prats, a member of Associated Architects, Town Planners, and Engineers (Arquitectos, Urbanistas, e Ingenieros Asociados, AUIA) and of the Spanish Tourist Board (Consejo Español de Turismo, CONESTUR) • Initial diagnosis: J. Rey, Professor at the Universitat de les Illes Balears (UIB), and T. Munar, President of Turismoconsultin.com • Tourism: E. Bordas, President of Tourism, Hotels, and Recreation (Turismo, Hotelería, y Recreación, THR) • Business economics: A. Gutiérrez Borjabad, a member of Everis • Taxation: J.M. Cardona, a member of the J&A Office. Garrigues2 • Ecology: B. Morales, Director of the Mediterranean Institute of Advanced Studies (Instituto Mediterráneo de Estudios Avanzados, IMEDEA) • Social and employment: O. Homs, Director of CIREM • Town planning: E. Bindels, a member of WEST 83 • Town planning law: A. Blasco, a Professor at the UIB • Metabolism – Urban Services: F. Tejada, Area manager of ARUP • Building: A. Villanueva, a member of the AUIA • ICT Services: P. Antón, Director of the ITC of Segittur • “Governance”: S. Lora, President of Consulluna • Disclosure: C. Garrido, Journalist • Design: A. Corazón And the collaboration of F. Panizo, ex-Secretary General for Tourism and a member of the Spanish Tourist Board (CONESTUR) and of J.A. Alonso, Energy Efficiency Manager of the Institute for Energy Diversification and Saving (Instituto para la Diversificación y Ahorro de la Energía, IDEA).Source: Consortium.2 With the collaboration of the following institutions: the Chamber of Commerce, the Balearics Confederation of Platja de Palma / Page. 53Business Associations (Confederación de Asociaciones Empresariales de Baleares, CAEB), the Town Councils of Palmaand Llucmajor, and a series of tax experts.3 With the collaboration of A. Jalón, a member of AINESCO; F. Fernández, a member of the Spanish Associationof Internet Users (Asociación Española de Usuarios de Internet, AUI); and the following Balearic architects: MireiaCabaní Massip, Francisco Cifuentes Utrero, Iciar de Basterrechea Meunier, Jaume Luís Salas, Jordi Herrero Campo,Juan Riera Jaume, Luis Velasco Roldán, Miguel Ángel Mayol, Nerea Uriarte Eceiza, Paloma Serer Oliver, and Pedro PabloVaquer Caballería.
  • 53. 1.1.2. THE ARCHITECTURE OF THE PLAN The architecture of the PAI is established from four basic components: THE ARCHITECTURE OF THE PAIISM 1 GOAL 7 STRATEGIES 30 OBJECTIVES SOCIETY,NANCE” CULTURE 29 PROGRAMMES 98 ACTIONSTORY,OLOGY 29 INDICATORS Source: F. Prats/Consortium • 1 Goal, logically consistent with the objectives of the Comprehensive Revitalisation Strategy of Platja de Palma. • 7 Strategies or main lines of action and 30 Objectives which break these strategies down into specific themes. • 29 Programmes and 98 Actions which are classified in eight strategic concepts and define large fields of systemic action (the Programmes) and operative action (the Actions) so as to allow the achieving of the objectives mentioned. • Finally, the PAI has a System of 29 Indicators for Assessment and Follow-up throughout the various stages of the Plan. Platja de Palma / Page. 54
  • 54. 1.2. GOALS OF AND KEYS TO THE “COMPREHENSIVE ACTION PLAN” (CAP/PAI)In times of changing paradigms, the challenge consists of not writing the last page of the historical cyclethat is coming to an end, but rather the first of a new cycle that is opening up, because the difference mayturn out to be enormous.1.2.1. AN INNOVATIVE PROJECT FOR A DIFFERENT FUTUREThe CENTRAL GOAL of the “Comprehensive Action Plan (PAI)” consists of promoting the ComprehensiveRevitalisation of Platja de Palma that is capable of stimulating a new cycle of innovation, prosperity, andsustainability in the area at a time of global change.This Goal should be interpreted as a strategic decision which goes beyond purely palliative short-term solutionsto put its faith in a genuine Comprehensive Revitalisation of the area as the best way to face a time ofuncertainty conditioned by global, tourism, and local changes. PLATJA DE PALMA (MALLORCA) PALMA CITY PALMA BAYSource: F.Prats/Consortium Platja de Palma / Page. 55
  • 55. It is only in this way with the reformulating of old paradigms and working on the keys to a “New Project for a different future” that the institutional, business, and social effort proposed for Platja de Palma will be able to constitute a genuine investment strategy that is capable of generating solvent and sustainable prosperity over the coming decades. The main condition in order to achieve this is the institutional and social capacity of assuming this huge challenge of the innovation and the reformulation of exhausted logics that accelerate its obsolescence. Platja de Palma Project thus inevitably acquires a double projection: the first and central one is the commitment to offer its employers, workers, and residents an ambitious alternative that looks to the future and is ready to be implemented in the area; and the second and no less interesting one is the facilitating of new logics, criteria, and proposals to reformulate the future of the long-suffering Spanish Mediterranean coast. 1.2.2. THE CHALLENGES OF THE GLOBAL AND TOURISM CONTExT: SIx KEY CONSIDERATIONS The PAI is formulated with the need to project itself into the future at a time of transformations on multiple levels, which allows us to speak of a historical change of cycle and time. Trying to identify these changes and their meaning and possible effect on the future of Platja de Palma constitutes one of the cornerstones of the Plan. Six main themes have been dealt with by the Consortium when assessing possible future scenarios and orientating work strategies with the appropriate caution. 1. Beyond a very complex economic recession, everything points to a different and systemic crisis and to a change of era with new paradigms, keys, and values. Information issued by the main international agencies of the United Nations and the European Union indicate that we are facing not only a serious economic, debt and taxation crisis, but also a “global change” caused by the increasing alteration of the vital cycles of the biosphere, mainly climate and biodiversity, and the structural scarcity of some basic resources, in particular energy, as a consequence of the end of the age of abundant cheap oil4. This all suggests that we have initiated a certain change of an era conditioned by an extraordinary and novel peculiarity: the progressive exhaustion of the biocapacity of our planet, induced by considerable populationPlatja de Palma / Page. 56 growth and above all by development standards that generate the unlimited expansion of their environment impact on the ecosystems and resources of the planet. 4 Multiple sources of information known and assumed by the UN, the EU, the OECD, etc. exist on these subjects.
  • 56. SUSTAINABILITY SCENARIOS IN GREENHOUSE GAS EMISSIONS 2020/2050(UNITED NATIONS)Sustainability scenarios for Greenhouse Gas emissions. Source: UN (2007)According to the United Nations, the generally accepted objectives so as not toexceed a temperature increase of 2º at the end of the century will mean thereduction of emissions of the most developed countries by about 20%-30% in2020 and by as much as 70%-80% in 2050 in comparison to the 1990 referencefigure.Source: United Nations Climate Office and other AgenciesTo look beyond climate change, regarding the health of the vital ecosystems of theBiosphere, the Millennium Ecosystem Assessment carried out by over a thousandscientists for the United Nations warns that 2/3 of the main land ecosystems areover-exploited or being used in an unsustainable manner.Source: Millennium Ecosystem Assessment. United Nations Platja de Palma / Page. 57
  • 57. 2. The uncertainties of the “post-crisis” cycle may last for some time5 and may not necessarily lead to a new phase of exuberance and “unlimited growth”. They will more probably lead to a future in which the need to live with certain global restrictions may modify the production and consumption standards that were valid in the past. Given the complexity of the new historical cycle, it would seem difficult to put one’s faith in a future without restrictions in which the market and consumption can operate with the same indiscriminate and unlimited expansive approach of the past. Together with climate change, the subject of energy seems to be the one with the greatest influence over the coming decades. Moreover, it seems that the expected emergence from the toughest part of the economic crisis by a large number of countries with growing energy needs will come up against the difficulty of having access to the corresponding supplies at the prices of recent decades. As he reminded El País in summer 2009, Fatih Birol, the chief economist of the International Energy Commission, declared that “although many think that there will be a recovery over the next few years .... we face the risk that it may be strangled by the high price of oil”. THE SOCIAL PERCEPTION OF THE “CHANGE” “Facing a serious emergency” The headline of 56 newspapers in 45 countries of the world published on 7th Dec 2009. “Today 56 newspapers from 45 countries have decided to take the unprecedented step of speaking with one voice in a common leading article. We do so because humanity is facing a serious emergency”. “Many of us, especially in developed countries, will have to change our lifestyles. The era of flights costing less than the taxi fare to the airport is coming to an end. We will have to shop, eat, and travel in a more intelligent way. We will have to pay more for our energy and use it less”. “But the progress of a society that gives off little carbon provides more opportunities than sacrifices”. “The capital flow is a significant piece of data: last year for the first time more money was invested in renewable energy than in producing electricity from fossil fuels”, but “this will require the triumph of optimism over pessimism, of a vision of the future over narrow-mindedness”. Source: El País, 7th December 2009Platja de Palma / Page. 58 5 Multiple analysts have testified to the uncertain dimension and duration of the world cycle of economic recovery, and there is talk of a “long period of low growth and high employment” (headline of El País, 11 – 04 – 2010). The IMF predicts that the euro zone will generate a billion of public deficit until 2011 (El País, 26 – 03 – 2009). The Vice- president of the EU, J. Almunia, in the presentation of the book “The euro to Europe’s rescue” (March 2010) considered among other matters that economic recovery would be conditioned by the resolution of a pocket of global debt that could take 10 years to be absorbed. There are also estimates in Spain that value the extent of debt of the state, families, and companies at about 400% of the GNP (X. Vidal Folch in El País, 11 – 02 – 2010).
  • 58. 3. It is predictable that environmental concern will continue to increase and thatthe reduction of ecological and climatic impact will be more and more importantin the regulatory plan and in social requirements.The question of “global change” has more and more institutional, business, and social force, and initiativesto try to assimilate the challenges that this involves (albeit only formally on many occasions) are multiplying.This also means adapting to rapidly evolving legal and social developments, especially in Europe and the mostdeveloped countries.While the most advanced countries, cities, and companies in the world have already begun to committhemselves proactively to the various manifestations of “global change”, mainly with climate change, theold brands are collapsing and the myths of consumerism and the most fashionable property hyper-developmentof recent years are dissolving in their contradictions at such a rate that not enough time has yet passed for thenew paradigms to evolve reliably.Not only Detroit, the “world capital” of the automobile that could not anticipate energy change, is in decline6.As is mentioned in an article7 by the well known architecture critic and Professor of the Madrid Higher TechnicalSchool of Architecture (Escuela Técnica Superior de Arquitectura de Madrid, ETSAM), L. F. Galiano, “the Dubaieffect” and its opulent skyscrapers, which were greatly admired until yesterday, is giving way to the “Masdareffect”, that of a new city neutral in carbon, with neither waste nor cars – a combination of the old traditionand new technologies – that is being developed by Norman Foster’s office in Abu Dhabi. Make no mistake; thereferences of the new century are not those of the past; they are different and are scarcely beginning tobe imagined. Platja de Palma / Page. 596 Detroit, after having lost economic force and population, has started a plan of “shrinking to survive”,demolishing ten thousand houses to reduce its size and thus to have access to more sustainable functional andeconomic scales (A. Tapiac, 21 – 03 – 2010).7 “The skyscrapers of the Gulf and us” (El País, 02 – 03 – 2010)
  • 59. A FIRST STEP IN SPAIN: THE COMMITMENT OF ITS MAYORS TO “KIOTO 2020” Manifesto of the Network of Spanish Cities for Climate 1. We will promote in our institutions the recommendations of the EU document known as the European Agreement of Mayors for Climate. 2. In consequence we will work in honour of compliance with the objectives established by the EU for 2020, trying to reduce greenhouse gas emissions in our respective territorial areas. 3. In order to do this we will carry out a Plan of Action to reduce greenhouse gas emissions, paying special attention to energy efficiency, sustainable mobility, the increase in carbon drains, and to the reduction in the volume of waste generated in our areas. 4. We will inform and involve our citizens in the work that is being carried out to protect the climate. 5. We will take an active part in the Spanish Network of Cities for Climate, collaborating with other Local Governments belonging to the same, with a view to exchanging the best experiences of management to make it more generalised. Source: FEMP – 21st July 2008 AND A FIRST GUIDE TO ACTION: THE REPORT ON CITIES OF THE “SPAIN 2020/50 GLOBAL CHANGE PROGRAMME” This report, which was presented in December 2009 by the Fundación de la Universidad Complutense de Madrid, the Spanish Sustainability Observatory, and the CONAMA Foundation, establishes in a series of key themes – land, building, energy and climate emissions, mobility, water, air, waste, and urban biodiversity – precise objectives for the year 2020 as part of a very ambitious vision for the year 2050. Source: Complutense Centre for Environmental Studies and Information (Centro Complutense de Estudios e Información Medioambiental, CCEIM) of the Fundación de la Universidad Complutense de Madrid 4. Transport and aviation are already being affected by significant environmental and energy restrictions that will affect the conditions and facilities of travelling in the future. According to the International Energy Agency (October 2008), after energy production transport constitutes the second generator of greenhouse gas emissions in the world (23.40% of the total), and is also the second sector by growth rate. This makes it one of the main objectives of the climate control programmes of the European Union and the International Agencies. Furthermore, although aviation only represents some 3% of greenhouse gas emissions of human originPlatja de Palma / Page. 60 according to the EU8, its growth regarding demand is very high (about 73% between 1990 and 2003 according to EU data) and above all is at a much higher rate than the improvement of its energy efficiency (70% in forty years). 8 This percentage rises to 3.5% according to the reports of the International Plant Protection Convention (IPPC). Moreover, because emissions are given off at a greater height they have a greater effect on the atmosphere.
  • 60. Since 2007 therefore, the Eurochamber has required European aviation to be part of the system for thecontrol and commerce of greenhouse gas emissions, which together with the foreseeable increase (afterthe end of the crisis) of the price of crude oil will place the aeronautical sector in a very complicated anddifficult situation as to the maintaining of the current conditions, prices, and flows of air travel. 2008, A SIGNIFICANT YEAR FOR REFLECTING ON THE FUTURE In 2008 three events coincided that were highly relevant to the air transport sector: 1) the effect of the crisis on the demand for air travel began to be felt; 2) the price of oil went from $36/barrel in 2004 to $150 (owing to the effect on the market of the structural difficulties of adapting production to the growing demand from emerging countries); and 3) as a consequence of this the cost of energy cost rose from 10% to 30% of the operating costs of traditional companies (M. Hedblom, Managing Director of Span Air). The effect of these three factors on the world of aeronautics was devastating and was only alleviated by the fall in the price of crude oil at the end of that year as a consequence of the international crisis. Over 24 airlines closed in less than 6 months and those in charge of the sector warned that it would be impossible to assimilate the energy challenge without introducing significant changes as to travel conditions and prices, which could affect the contraction of demand. As for low-cost companies, Giovanni Bisignani, the Managing Director of the International Air Transport Association (IATA), warned in an interview for El País in June 2008 that they were greatly affected by the cost of fuel (around 50%), which meant their future would be uncertain. Source: various different media sources during 2008 EUROPEAN AIRLINES SUBJECTED TO CLIMATE EMISSION CONTROL The European Commission has published a definitive list of some 4,000 airlines which as from 2012 will take part in the control and commerce of greenhouse gas emissions. As from this year, these companies will receive annually a number of emission permits based on the average between 2004 and 2006; if they exceed this number they will have to acquire emission rights from third parties. To be precise, airlines must reduce their emissions to 95% in 2013, which according to the sector would mean annual excess costs of some 4,000 million € annually between 2011 and 2012. Source: Hosteltur 03-09-2010. Airlines operating in Spain had to present greenhouse gas emission control plans before August 2009 in order to regulate the corresponding costs for emission rights, which the companies estimate at some 70 million € per year. Platja de Palma / Page. 61 Source: El País, 13 – 06 – 2009
  • 61. 5. Tourism, which is one of the most important activities in the world and highly dependent on the energy/transport pairing, will of necessity be affected by the global change. It will have to reformulate its objectives and visions between 2020/2050, in accordance with the international scenarios and commitments that are brewing around these dates. Most if not all of the relevant world economic activities will have to adapt to the coming systemic changes. Tourism, which is responsible for providing the transport, accommodation, and holiday services of some 900 million international tourists (including national ones, the WTO estimates an overall figure of some 5,000 million tourists) in 2008 (no. of arrivals), cannot avoid such changes. In fact, between 60% and 90% of greenhouse gas emissions generated by international holidays are produced in the cycle of travel to destinations9, and the WTO10 estimated in Davos (October 2007) that the international area of the sector as a whole emitted in 2005 1,207 MT11 of CO2 annually into the atmosphere (about 5% of the world figure)12, with an anticipated growth trend of 188% by 2035 if changes are not made to the model. IN FEBRUARY 2009 THE “WORLD TRAVEL & TOURISM COUNCIL”13 (WTTC) LAUNCHED THE DECLARATION “LEADING THE CHALLENGE ON CLIMATE CHANGE” Source: World Travel &Tourism Council 9 “Climate Change – Adaptation and Mitigation in the Tourism Sector” – the United Nations Environment Programme (UNEP), the UNWTO, the World Meteorological Organisation (WMO), and the UO – 2008 Programme.Platja de Palma / Page. 62 10 The WTO, since the Yerba Conference in 2003, has been carrying out many activities of the generation of knowledge and awareness on climate change aimed at states and companies in the sector. 11 This estimate includes day visitors. 12 Further studies have subsequently estimated a margin of between 5% and 14% for greenhouse gas emissions as a whole, all this without counting the indirect impact deriving from infrastructures, etc. 13 The WTTC is the main international association of tourism companies in which the most important companies in the world take part.
  • 62. It all points to the idea that the tourist sector will have to reposition its predictions of the future in relationto multiple matters: the general expectations of the unlimited growth of tourist travel which is expected toget cheaper and cheaper; the effect on travel of international energy and climate regulations; changes tothe organisation of life and holidays; greater demand for the quality of the value of the experience and theenvironmental quality of travel, destinations, and activities; etc.6. Spanish coastal tourism has to assume, as well as systemic changes, the end ofthe era of “unlimited and indiscriminate growth” of the biocapacity overexploitationof the coastal system and of prices lowering. Its bid for the future must of necessityinvolve the “reassessment and complete repositioning” of our tourism value chain14and its destinations within periods of time that are consistent with the historicchallenges and changes occurring.After forty years of tourist growth and its exceptional contribution to the socioeconomic development of thecountry, the information available points towards the overexploitation of a model based on the “unlimitedand indiscriminate growth” of town planning and tourist flows that have multiplied the environmental impactsand devalued Spanish coasts, especially on the Mediterranean.Everything indicates that apart from the crisis the key economic parameters (the economic impact, overnightstays, or average daily expenditure) have decelerated or have been practically at a standstill since the beginningof the century, and that the degree of satisfaction of our best clients is falling in the face of the deteriorationand the loss of the attractiveness of our traditional destinations.As O. Perelli, Director of the Area of Studies of Exceltur, writes in his article “Spanish tourism … What if therehadn’t been a crisis?” (March 2010): “A new work culture is needed in these destinations (sun and beach),which is one based on the comprehensive revitalisation of their tourism offer so as to adapt to the challenges ofglobal change and demands from tourists which have greater multiplying effects […]: this will only be achievedwith institutional leadership and business commitment”. Platja de Palma / Page. 6314 A simplified version of the “value chain” contemplates return transport, destinations, and the various activitiesin the same.
  • 63. 5th ExCELTUR FORUM ON “TOURISM CHALLENGES AND PERSPECTIVES FOR 2010 AND 2011” IN SPAIN Key reflections of the main world tourism leaders in Madrid on 19th January 2010 1. The problem is not only an unfavourable juncture. 2. The price wars have been lost. The keys to the future involve giving more differential added value. 3. A stricter, more realistic, and better accepted diagnosis will be required. 4. More leadership and coordination of transverse and self-governing policies. 5. It has not been a single crisis but a global change of scenario. 6. Economic recovery is still fragile and full of uncertainties. 7. A new consumer with new paradigms. 8. New European regulations that may condition flexibility and aerial mobility. 9. Do we invest in knowledge or just grope our way forward? 10. Reflection, reflection.... redefining and agreeing on strategies before speeding up. 11. Understanding what the new tourist products are and segmenting markets. 12. Model changes: strengthening the business fabric and growing by repositioning the offer. 13. Investing in order to be able to reconvert. 14. Public-private coordination and cooperation: from rhetoric to practice. 15. Strengthening the human factor; training and talent are key factors. Source: Exceltur 2010 Moreover, in this case the characteristics of the Balearic Archipelago15 and the special features of Platja de Palma must be remembered: an exceptional natural and cultural environment; a significant foreseeable incidence of Climate Change in the medium term; a predominantly mass low-expense tourist positioning concentrated to excess on “sun and beach” that overexploits the reception capacity of the island system16; too many hotel beds of insufficient quality; good connections and a strong tourist dependency on the cheap mass aerial system; and the existence of a tourism business sector that is a world leader and that surprisingly coexists with a significant deficit of innovation strategies and strategies of adaptation to the change of season in the islands17. 15 There is a very large amount of information in the “White Paper on Tourism in the Balearic Islands” (2009), which was directed by Professor A. Riera and the UIB Professor E. Aguiló.Platja de Palma / Page. 64 16 The issue of the “load capacity” of tourist destinations is attracting more and more interest and there is abundant literature on the subject. The work on the Balearics by the UIB Professors M. Blázquez, I. Murria, and O. Rullán can be singled out. 17 J. Cladera, ex Counsellor of Tourism, insists in his recent published work “Ideas for a debate on the tourist model” on the loss of competitiveness of the Balearics and the importance of a series of key factors, among which he stresses the excess of regulated hotel beds, their insufficient standards of quality and operating size, and the high labour costs for the profitability of existing business.
  • 64. 1.2.3. OPPORTUNITIES AND CONDITIONS FOR SUCCESS AT PLATJA DE PALMAAs from the above considerations of the framework within which it seems that the future of Platja de Palma willdevelop, the Consortium has identified a series of conditions and opportunities for the success of the Project.1. Although the Balearics and Platja de Palma are also affected by processes ofoverexploitation and the loss of values and strategic competitiveness, it is true thatthey have exceptional conditions for repositioning on national and internationalmarkets, if they make a clear bid to reformulate their value chain and touristmodel in order to adapt it to the changes and global and local tourist challenges.On the one hand, we must accept the exhaustion and the structural decline tendencies that prevail onPlatja de Palma, even if the capacity and experience of a large part of its employers and professionals is stillallowing the survival of many of the current activities of the area.Indeed, various studies commissioned by the Consortium18 on the evolution of tourism in the area point in thisdirection and warn of the seriousness of the threat of a progressive loss of competitiveness and inevitabledecline: a product that has not been renovated and an accommodation offer that is much older and of alower category that those of competing destinations; scepticism on the future of the destination shown by themost representative tour operators on the European market; the evolution towards the reduction in and lossof competitiveness regarding average daily expenditure; etc. Everything indicates that the very survival of thecurrent positioning of Platja de Palma can only be conceived by accepting reductions in quality and price untilan intolerable level is reached, as has already happened in other areas of Mallorca.It is however true that Platja de Palma has considerable possibilities if based on its excellent natural andgeographical conditions a Comprehensive Revitalisation Plan is promoted that is capable of multiplying itsadded value and of linking up satisfactorily with the systems changes that the future will bring. Platja de Palma / Page. 6518 In 2009/10 the Consortium has commissioned three studies from reputed experts on tourist markets. Thefirst was from the UIB Professor J. Rey on the economic evolution of the destination; the second from E. Bordas (THR)on the perception of tour operators with regard to the future of the area; and the third from T. Munar on the situation ofthe offer of regulated accommodation and its possibilities of adapting to the global competitive scenario.
  • 65. Indeed, beyond the professional value of accumulated know-how, there are powerful geographical and structural success factors to make this feasible: the excellent climate; the bay’s quality, its beach, and its maritime frontage; its proximity to the airport and easy access to the town of Palma and the rest of the island; the possibilities of the revaluation of its urban and natural space; the opportunity of injecting a series of parts generating new high added value tourism experiences with the capacity to attract new tourism sectors with a good socioeconomic profile and in order to extend the tourist season in the area, etc. THE ExCELLENT POSITION OF “PLATJA DE PALMA – TOWN OF PALMA – ISLAND OF MALLORCA” PACKAGE TO REVITALISE TOURISM COMPETITIVENESS MALLORCA ISLAND PALMA CITY AIRPORT PLATJA DE PALMA PALMA BAY AND A NEW REVITALISATION PARADIGM In the Balearics “more” does not necessarily mean “better” any longer, and it could be said that the most lucid tourism option in order to revalue the tourism competitiveness of Platja de Palma involves evolution towards a repositioning of complete excellence, based on renewed Mediterranean values, its exemplary environmental behaviour, and its ability to attract a new and smaller number of clients over a longer season with greater demands and a more significant economic impact, and less dependency on low-cost mass air transport. Source: F. Prats/Consortium Within this framework of strengths and conditions, a project for Platja de Palma that aspires to reposition itself competitively and has a future vision within the world of tourism must be formulated from a series of keys capable of offering within an uncertain context of change a coherent response to the challenges that have beenPlatja de Palma / Page. 66 mentioned so far. Under these premises it is possible for the Platja de Palma “brand” to become an innovative point of reference and prestige of Mediterranean tourism in the new century.
  • 66. 2. Platja de Palma has to “bet on change” and reformulate its future throughan ambitious Comprehensive Revitalisation project that revolves around a veryinnovative tourist project, improves local quality of life, and at the same timebecomes an international point of reference because of the dimension of itsenvironmental, energy, and climate commitments. THE NECESSARY COMPLETENESS OF THE PROJECT TOURISM CLIMATE CHANGE + QUALITY NATURAL OF LIFE SCENARIOS “GOVERNANCE” FOR CHANGE ECOLOGICAL TECHNOLOGICAL LOAD INNOVATION URBAN ENVIRONMENTSource: F. Prats/ConsortiumIf this ambitious project is to forge a complete transformation, it must contemplate all fields capable ofgenerating added value in the area: 1) A tourism positioning that makes Platja de Palma a place of reference for the new model of Mediterranean destination, attractive and in accordance with the 21st century, and which generates more opportunities with less tourism flow and environmental impact and which supports a new cycle of socioeconomic prosperity. 2) Adaptation to climate change and the recovery of natural systems as essential conditions in order to enjoy an attractive and comfortable living space capable of offering values and interesting experiences for the people the area needs to attract. 3) An improvement in the quality of life and work of the local population, which is the destination Platja de Palma / Page. 67 and at the same time the key player of the project. 4) The complete restoration of the whole of its urban space and building as an indispensable requirement to achieve a genuine general tourism and residential revitalisation of the whole area. 5) The exemplary reduction of the ecological load in order to make Platja de Palma a space of reference when assuming ambitious commitments in the reduction of environmental, energy, and
  • 67. climate impact, both local and global. 6) Technological/digital innovation to support a large offer of advanced services for the productivity and connectivity of the activities and people resident in and visiting the area. 7) A powerful “Governance for change” because the development of such an ambitious project requires extraordinary strength in management capacity and in the articulation of public leadership, business agreements, and social participation. 3. The new tourism positioning constitutes the heart of change at Platja de Palma, and requires an ambitious project capable of generating wealth by reducing tourism and urban flows, of multiplying the attractiveness and the differential nature of the experiences offered, of attracting a higher value demand, of generating more and better employment, and of being recognised as an environmentally exemplary Mediterranean destination that puts its faith in renewable systems and carbon neutrality. If Platja de Palma is to make compatible the revaluation of the system of tourism experiences, to generate more richness and prosperity, and at the same time to improve its environmental conditions, its key elements are19: 1. The comprehensive revitalisation and refurbishment20 of the destination and of its natural and urban environment, combined with the insertion of a series of singular parts and experiences with the capacity to multiply the tourist value and attractiveness of the area. 2. Fewer tourists with a greater spending capacity and less dependence on cheap mass air transport. The market studies that have been carried out allow to consider the possibility of attracting fewer but more demanding tourists, who spend more, extend the tourist season, and make conditions more flexible in the event of foreseeable changes to air transport. 3. Fewer tourist beds of higher quality. The Consortium works with the hypothesis of reducing the number of beds by half and doubling their quality, and transforming the area from a “three-star” destination to a “four-star plus” destination. 4. A destination that operates all year round and at which climate change21, the updated offer of out-of-season experiences, and suitable marketing will provide a longer and more homogenous tourist season. 19 The following orientations coincide with those expressed by P. Ortún, EU Head of Tourism, on the Canaries Archipelago: “Now it is not so much a matter of growing and receiving more tourists, but rather of receiving better tourists who are capable of spending more, of enjoying themselves more, who may return [...] What must be done is to find different destinations and markets to attract tourists, not in excessively large numbers either but with highPlatja de Palma / Page. 68 purchasing power. 20 The option and the reference of Platja de Palma involves the complete restoration of the destination in contrast to other alternatives of “massive demolition + new building”, which are unviable from a socioeconomic point of view, highly inadvisable from an environmental point of view, and unnecessary in order to achieve an excellent Comprehensive Revitalisation of the area. 21 The simulations carried out by the IMEDEA contemplate a rise in average summer temperatures of about 2.4º for the 2040 – 50 decade.
  • 68. 5. Higher earnings in a more competitive economy. The scenarios drawn up by the Consortium teams are contemplating the possibility of achieving significant improvements in earnings from tourism and of thus recovering the solvency of an innovative and competitive economy capable of attracting the necessary investment in order to develop new products and update existing ones22. 6. More and better paid jobs with the possibility of increasing the employment offer and of improving the productivity, qualification, and payment of the same, even though this may require an effort to adapt to the changes by those currently working in the area23. THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA, THE FINAL SCENARIO OF AN INTERNATIONAL REFERENCE DESTINATION Platja de Palma / Page. 69Source: West 822 See Chapter 3 of the PAI where these important aspects are analysed.23 The Consortium contemplates the need to make a strong bid for the training and labour adaptation of thearea.
  • 69. 4. The Comprehensive Revitalisation of Platja de Palma also needs to hold out for the complete restoration of the space and the residential buildings of the whole area. There are many reasons for this, but the following in particular can be noted: 1) the challenge is the “destination as a whole”, as an attractive urban framework compensates for the small size of the open spaces of the hotels; 2) the improvement of the quality of life of the population involves restoring residential areas; 3) in the Balearics, with 20% unemployment24, it is necessary to create activity and employment in a sector of “construction without growth”25; 4) restoration involves less cost and ecological impact, and 5) the necessary contribution of the residential sector to general environmental objectives. THE COMPREHENSIVE REVITALISATION OF RESIDENTIAL AREAS (WITH A 50% REDUCTION OF THE ENVIRONMENTAL AND CLIMATE BURDEN) AND THE RESTORATION OF THE URBAN SPACE 50% REDUCTION OF THE ENVIRONMENTAL AND CLIMATE BURDEN Source: AUIA AND BUSINESS LEADERS EMBRACE CHANGE The positioning of Ferrovial regarding restoration “We believe that large-scale restoration and urban renovation can become the lever to redirect the construction sector in Spain towards a sustainable economy and the generation of green jobs. Our proposal involves carrying out the necessary reforms to convert urban restoration and renovation into a publicly-privately financed public service”Platja de Palma / Page. 70 Source: Ferrovial 24 Many voices have drawn attention to the danger of social fracture induced by the high levels of unemployment on the Mediterranean coast and in the Balearics by the Economic and Social Council, the University, the studies of the CRE, etc. 25 This line is a strategic one for Spain, is included in the concepts of the “new sustainable economy”, and has multiple stimulus programmes courtesy of the various Public Administrations.
  • 70. 5. Platja de Palma has to figure as a sample of a “New Mediterranean” in termsof ecosystems and landscapes recovered and in key bioclimatic urban values suchas the “solar”, “renewable”, “carbon neutral” or “resilient” city, with which it canreduce the environmental load and shape a more sustainable territory.The Comprehensive Restructuring Project contemplates the recovery of local ecosystems, a reduction ofthe environmental load on all fronts (energy, climatic emissions, water, waste, etc.), a reduction in origin-tourist resort travel, carbon neutrality, 100% usage of renewable energy sources and putting supplementaryprogrammes into practice for an increase in rain run-off (regional capture of CO2). THE INHERITED MEDITERRANEAN TOWARDS A NEW MEDITERRANEAN IN TERMS OF THE “SOLAR”, “CARBON NEUTRAL”, “RESILIENT”, “TREE-CLAD” CITY.... Platja de Palma / Page. 71 Source: AUIA
  • 71. 6. The Comprehensive Revitalisation of Platja de Palma is to be conceived as a public-private project that will generate a healthier, more competitive, and more sustainable economic base, in which private investments achieve conditions and rates of return similar to those existing on the market of non speculative capital, and public investments are made with exemplary transparency, efficiency, and rationality. The Comprehensive Revitalisation of Platja de Palma is formulated as a strategic economic long-term project, which can only be conceived by close public-private collaboration, in which with a common vision there will be programmes and investments of one type or another and many of mixed type, and in which it is essential to count on the use of flexible management systems with a high capacity for the coordination of both initiatives. The PAI considers one of its main characteristics to be the creation of a favourable environment in terms of security, management, and an attractive return for the private investor26 who joins the development of the Project from the outside, and for the local employer who decides to join it from the pre-existing initiatives in the area. Therefore, the role of the private company and its return requirements, which are similar to those of the market of non speculative capital, has to be guaranteed. The public sector also plays an essential part in the Comprehensive Revitalisation of the area, provided that it is a case of restructuring a sector and a territory which has produced a great deal of wealth for years, but which is culminating its life cycle and needs considerable investments of strategic repositioning in order to update its value and attractiveness on tourist markets. It is up to this sector to play the important role of guaranteeing that the effort of both initiatives actually generates a project that is economic, social, and environmentally sustainable, that its intervention occurs with the maximum efficiency and transparency in its investments, and that furthermore its efficiency allows suitable returns for the tax inducements that may be provided by public taxation.Platja de Palma / Page. 72 26. The tax strategies proposed by the Consortium intend that every euro invested in tax benefits could redound in 9.07 euro of income and savings for the Public Authorities.
  • 72. 7º. The change of paradigm at Platja de Palma also requires a powerful bid forinnovation on all fronts: taxation, town planning, operations, and very especiallythe environment.In effect, the construction of new models and logics that contrast with those purely based on quantitativegrowth and a short-term mentality needs to find cultural support, legal instruments, and new operative andmanagement systems.At Platja de Palma therefore, new town planning and operational frameworks will be necessary in order topromote the anticipated Comprehensive Revitalisation Strategy. Supports must exist in order to be able toproject processes in the medium and long term with the institutional stability required. It is essential toimplement investment procedures that do not fail to generate new property growth, it is necessary to createformulae that allow the reduction and improvement of the existing hotels, it is essential to prevent publicinvestment in the area from feeding speculative processes, and it is essential to build systems of operation thatallow the full restoration of the buildings and thus the reduction of the environmental burden. All these thingsare essential, but they will not be possible without new legal and instrumental cover. THE INNOVATION OF THE LEGAL TOWN PLANNING FRAMEWORK THE “TOWN PLANNING LAW OF PLATJA DE PALMA” • COMPREHENSIVE REHABILITATION • REDUCTION OF THE GLOBAL + LOCAL ECOLOGICAL BURDEN • RECOVERY OF NATURAL SYSTEMS • 1/2 HOTEL BEDS + x 2 QUALITY • CARBON NEUTRALITY • 100% RENEWABLE ENERGY • “COHERENCE” CERTIFICATE • ANTI-SPECULATIVE CRITERIASource: Consortium Platja de Palma / Page. 73
  • 73. 8. The “conditions of the change”. The actual scope of the Strategy for the Comprehensive Revitalisation of Platja de Palma mainly depends on four factors: a very ambitious long-term project, a strong commitment and institutional leadership to promote it, the backing of an extraordinary business and social bid for change and innovation, and the best professional talent to carry out the project with rigour and consistency. It is certain that formulating the “Strategy for the Comprehensive Revitalisation of Platja de Palma”, and recovering the initiative in the face of the processes of obsolescence of the area, constitutes both a huge challenge and a great opportunity. Making this opportunity become reality requires the achieving of support and involvement from a world of local, regional, national, and international forces, which will only be possible with a project that is well placed regarding the changes of paradigm that the future will bring and with the capacity to generate great hopes in all of them. THE CONSTRUCTION OF A WIDE INSTITUTIONAL, POLITICAL, BUSINESS, AND SOCIAL AGREEMENT AT PLATJA DE PALMAPlatja de Palma / Page. 74 Comparini Asociados
  • 74. 1.3. CONTRASTING FUTURE VISIONS AND SCENARIOSA project of the magnitude, complexity, and deadlines such as those of Platja de Palma requires the use ofspecial tools, which from the outset and throughout the process allow the contrasting of possible key aspectsof the final scenarios of the action27.Since 2009 the Consortium has been working with an “End of Project Strategic Scenario Simulator”(Simulador de Escenarios Estratégicos, SEE) so as to visualise as from the current situation four differentintervention logics in the area and to contrast their behaviour in the face of a short series of key factors:pressure and tourism quality (total overnight stays and the quality of hotel beds and tourists), economic values(income from tourism), social conditions (employment), and the environmental situation (ecological load28 . • “Scenario 0” reflects the current situation. • The “Scenario + season” projects the final result of a positioning based mainly on the extension of the tourist season. • The “Scenario + tourist beds” reflects the conditions obtained finally by a traditional positioning based mainly on the offering of more tourist accommodation and more second homes in the area. • The “Average repositioning scenario” informs of the results obtained by an intervention logic based on average objectives with regard to the revitalisation, the season, and the reduction/qualification of hotel beds. • The “High/very high repositioning scenario” projects the final repositioning offered by very innovative action logics with regard to the revitalisation, the season, and the reduction/qualification of hotel beds.Although as is logical this type of simulation exercise does not aim to make impossible future predictions, butrather to contrast key results from several lines of strategic action, it is true that the simulations carried outpoint to that only a “high/very high repositioning” alternative allows the positive fulfilling of the centralobjectives of the “Strategy for the Comprehensive Revitalisation of Platja de Palma”. Platja de Palma / Page. 7527 Work has even been carried out with back-casting techniques in which desirable objectives are put forwardand their viability and the road maps that allow them to be reached are contrasted.28 As from this SEE the Consortium has created a “System of Monitoring and Evaluation Indicators” (SISE) ofthe PAI, on which information is given in Chapter 4 of this text.
  • 75. Document I, which was presented by the Consortium in May 2009, included a synthesis table that compared the simulations mentioned, which is why it has now been decided to reflect only the relative results (compared with the current situation) of the “High/very high repositioning scenario” – henceforth the “Final Platja de Palma Scenario” – on which the Consortium has been working during the last year. “FINAL PLATJA DE PALMA SCENARIO” (50% hotel beds x 200% quality) IN RELATION TO THE CURRENT SITUATION Source: F. Prats/ J. Murillo / AUIAPlatja de Palma / Page. 76
  • 76. 1.4. SEVEN STRATEGIES AND THIRTY OBJECTIVES FOR CHANGEAs from the general goal of the PAI, the Consortium has dealt with the definition of the 7 Strategies and 30Objectives that are a substantial part of its basic architecture.The Strategies define the key strength lines of the Project and the Objectives sum them up in a series ofspecific work axes. STRATEGIES AND OBJECTIVES OF THE PAI’S ARCHITECTURE 1 GOAL 7 STRATEGIES 30 OBJECTIVES 29 PROGRAMS 98 ACTIONS 29 INDICATORSSource: F. Prats/ConsortiumThe conception of the Strategies and their ObjectivesThe Strategies and their Objectives are considered to represent a substantial part of the PAI and have beendrawn up with a series of basic criteria: • Sufficiency, in other words that the idea was to select a small but sufficient number of Strategies and Objectives to deal with the Project as a whole, and at the same time to make their integration viable throughout a rather complex work process. • Coherence, aiming for the said selection of Strategies and Objectives to strengthen the underlying Platja de Palma / Page. 77 philosophy of the Project as a whole. • Integrated synergic vision, which allows the development of the PAI by interrelating all the work lines and axes contained in the Strategies and Objectives, in such a way that positive synergies occur among all of them and the completeness of the Project is strengthened.
  • 77. PAI LOGICS STRATEGIES AND OBJECTIVES OF THE PAI 1 TOURISM TOURISM POSITIONING 5 Obj 2 3 7 “GLOCAL” SOCIETY, CLIMATE CHANGE QUALITY OF LIFE ECOLOGY “GOVERNANCE” CULTURE NATURAL SCENARIOS “GOBERNANCE” EMPLOYMENT 5 Obj 3 OBJ 3 Obj 4 TOWN PLANNING 3 Obj TERRITORY, 5 TECHNOLOGY ENVIRONMENTAL BURDEN METABOLISM 6 Obj 6 TECHNOLOGY 5 Obj Source: F. Prats Consortium The process of the definition of the Strategies and their Objectives has been developed in a three-phase cycle: 1) firstly from “top – bottom” in which the Consortium provides all the heads of the collaborating teams a complete vision of the Project; 2) secondly from “bottom – top” in which the said heads make a proposal for each of their fields of work; and 3) a final definition by the Consortium. The 7 Strategies and their 30 Objectives E.1. COMMITMENT TO AN INNOVATIVE, COMPETITIVE, AND SUSTAINABLE TOURISM POSITIONING This Strategy puts forward the repositioning of the underlying logics of a strategically exhausted coastal destination. In order to do so, the Consortium commits to an innovative Project that has been adapted to thePlatja de Palma / Page. 78 change of era we are experiencing and is capable of generating wealth by reducing tourism and urban flows, with the possibility of multiplying the attractiveness and the differential nature of the experiences offered. It has the potential to attract a higher value demand and offers the expectation of generating more and better employment with the ambition to shape itself as an environmentally exemplary Mediterranean destination.
  • 78. OBJECTIVES 1. Implementing an innovative, sustainable, and successful tourism project 2. Revalorising/restoring completely the space and the tourist installations in the Mediterranean way 3. Attracting a demand for greater value and a longer tourism season that is less dependent on cheap mass transport 4. Creating a new value added offer that is unique because of its own profile and of its privileged relationship with the bay, the town of Palma, and the island of Mallorca 5. Implementing the key resources and processes to be able to carry out an innovative and very ambitious tourism project E.2. FACING CLIMATE CHANGE AND PRESERVING LAND AND MARINE NATURAL SYSTEMSCounting on healthy ecosystems and a rich biodiversity is a necessary condition for any attractive future in theBalearics. This Strategy faces the double challenge of getting to know and adapting to Climate Change, whichwill be significant in the Balearics, and of establishing the guidelines in order to recover and preserve coastalecosystems in the medium and long term. With the collaboration of the IMEDEA, objectives are proposed on awhole series of key fronts: Climate Change, natural systems and the beach, the natural water system, which isvital for the environmental health of the area, and urban ecosystems.OBJECTIVES 6. Establishing the general strategic recommendations of the adaptation and resilience of “Platja de Palma system” in relation to Climate Change 7. Conserving biodiversity and recovering the function of coastal, land, and marine ecosystems 8. Managing the natural and anthropic dynamics of the beach in a sustainable way 9. Improving the overall quality and foreseeing the future variation of the natural system of underground, surface, and seawater 10. Establishing and implementing measures for the sustainability of urban ecosystems Platja de Palma / Page. 79
  • 79. E.3. IMPROVING LIVING AND EMPLOYMENT CONDITIONS OF RESIDENTS AND WORKERS The aim of this Strategy is for the Comprehensive Revitalisation of Platja de Palma to also result in improvements to the welfare of its residents and workers. In an area where 30,000 registered people live, the PAI puts forward the need for socialising the culture of change and for tackling a whole series of projects designed to improve the quality of residential life, to take advantage of the professional opportunities that arise from the anticipated transformation process (and to minimise its problems), and to strengthen the inclusion and the coexistence of local communities. OBJECTIVES 11. Improving the offer and quality of employment 12. Strengthening social cohesion and awareness regarding change strategies 13. Renewing the productive fabric of small and medium-sized enterprises E.4. COMPREHENSIVE REVITALISARION OF THE URBAN TERRITORIAL SYSTEM IN A MEDITERRANEAN AND SUSTAINABLE WAY This Strategy is the response to a transverse challenge related to the creation of a high-standard territorial and urban support for the Comprehensive Revitalisation of the area. Within it the complete restoration in a Mediterranean and sustainable way of the whole urban and natural area is proposed, together with valuing its connection with the bay, the town of Palma, and the rest of the island. There is a commitment for the insertion of a series of tourism and town planning pieces of high added value, in some cases unique; to sum up, the idea is to create a first-class tourism and residential area. OBJECTIVESPlatja de Palma / Page. 80 14. Revarorising/restoring, without any further growth, the urban system and the landscape in a sustainable and Mediterranean way 15. Increasing urban attractiveness by diversifying urban and tourism experiences 16. Creating a powerful network of symbolic parts that increase the value of the urban system
  • 80. E.5. ESTABLISHING AMBITIOUS COMMITMENTS TO REDUCE THE LOCAL AND GLOBAL ECOLOGICAL BURDENThe “global” change in which we are immersed is related to the growing alteration of the life cycles of thebiosphere as a consequence of an excessive and inefficient demand for environmental and urban services.This Strategy deals with the need to count on these services but at the same time reduces in a very significantway their size, their indiscriminate use, and their local and global environmental load. The Consortium putsthis subject forward as a major priority of the PAI with very ambitious objectives, among which the long-termachieving of “carbon neutrality” and the 100% use of renewable energy sources can be singled out.OBJECTIVES 17. Proposing a final “neutral carbon” scenario based on renewable energies29 18. Improving the quality of the water cycle, reducing its consumption, guaranteeing its quality, and returning it to the environment in the same condition it was in at the beginning 19. Reducing the generation of urban waste, maximising its revaluation, and proposing “0 waste to the rubbish tip” 20. Reducing local noise and the sound impact of the airport at legally established limits 21. Tackling the restoration of all tourist and resident buildings to revalue them and reduce their environmental burden and the number of tourist beds 22. Improving mobility, guaranteeing accessibility, substantially reducing traffic, and designing a “0 balance in carbon” final scenario in local travel Platja de Palma / Page. 8129 This objective has been developed from a specific study carried out by ARUP, which is published as aComplementary Document to the PAI. In any case, given the complexity and social, business, and technical interrelationsof the subject, pilot programmes and new analyses with the Andalusia Innovation and Development Agency (IDAE) willbe developed during the 2010-2012 period to clarify their viability conditions.
  • 81. E.6. CREATING AN ADVANCED DIGITAL SPACE FOR EVERYONE AND FOR ALL ACTIVITIES This Strategy aims to use technological advances available today so as to offer maximum access to useful services, to increase the productive and competitive capacities of the business fabric, to make holidays more attractive to visitors, and to improve the life of residents. Information and Communication Technologies (ITC) are thus conceived as a “strategic facilitator” for the overall achieving of all the objectives proposed by the Project. OBJECTIVES 23. Giving the service of the comprehensive revitalisation of the area a technological and communication infrastructure 24. Providing advanced services to aid the competitiveness and productivity of companies 25. Building a powerful network of tourism-orientated services 26. Giving citizens full access to “the Net” and public services 27. Optimising management and taking full advantage of available resourcesPlatja de Palma / Part I / Page. 82
  • 82. E.7. IMPLEMENTING AN INSTITUTIONAL AND SOCIAL AGREEMENT AND A NEW “GOVERNANCE” FOR CHANGEThe Comprehensive Revitalisation of Platja de Palma, like all projects of a similar magnitude and timeframe,requires the strategic support of a wide, stable, and solid institutional, political, business, and social agreement,together with a strong capacity of operating management. This Strategy puts forward the need to give theproject an innovative, efficient, transparent, and participative “Governance” that is capable of running the wholeprocess successfully.OBJECTIVES 28. Implementing an institutional and social agreement to provide stability and strength to the Project 29. Implementing a complete and transparent management and assessment system 30. Promoting a wide participative process with the various private and public players involved
  • 83. CHAPTER 2. PROGRAMMES AND TIMETABLES FOR THE COMPREHENSIvE ACTION PLAN FOR PLATJA DE PALMA IN 2015 AND 2020 2.1. AN INTEGRAL vISION OF THE PROGRAMMES AND ACTIONS 2.2. TIME AND SPACE REFERENCE FRAMEWORK 2.3. THE PAI’S 29 PROGRAMMES AND 98 ACTIONS 2.4. THE “COMPREHENSIvE REvITALISATION STAGES (CRS)” 2015 AND 2020 2.5. PLATJA DE PALMA IN 2015Platja de Palma / Page. 84 2.6. PLATJA DE PALMA IN 2020
  • 84. 2.1. AN INTEGRAL vISION OF THE PROGRAMMES AND ACTIONSOnce the PAI’s 7 Strategies and 30 Objectives for the Comprehensive Revitalisation of Platja de Palma havebeen outlined, 29 Programmes and 98 Actions will be pinpointed to allow their implementation.The Programmes span areas of systemic action (tourism model, climate change, quality of life, etc.) and at thesame time define a group of operative Actions which will allow their attainment. PROGRAMMES AND ACTIONS OF THE PAI’S ARCHITECTURE 1 GOAL 7 STRATEGIES 30 OBJECTIVES Platja de Palma / Page. 85 29 PROGRAMMES 98 ACTIONS 29 INDICATORSSource: F. Prats/Consortium
  • 85. However, the PAI and its Programmes and Actions should be conceived as “road maps”, yet without applying a level of rigidness inadequate for such a broad plan in its contents and timeframes. Along these lines, one of the main priorities at the outset is to work with these three basic criteria: • Coherence, i.e. to achieve maximum efficacy in relation to the specific objectives of each Programme and Action along with PAI’s core philosophy (paradigm) based on the compatibility of the economic, social, environmental, urban and technological contents. • Systemic density, working with a limited number of Programmes and Actions which, at the same time, allow the tackling of fields of intelligible and systemic action. • Synergic integration, so that each Programme faces its specific objectives and at the same time brings about positive synergies in the totality of the PAI Objectives and Strategies. PAI LOGICS PAI PROGRAMMES TOURISM Tourism positioning 3 progs GLOCAL Climate change Quality of life SOCIETY, ECOLOGY GOVERNANCE CULTURE Natural GOBERNANCE Employment 5 progs 3 ZIELE 2 progs Planning 4 progs TERRITORY, Urban services TECHNOLOGY 4 progs Construction and mobility 2 progs ICT services 4 progs Source: F. Prats/Consortium The different thematic ideas have defined the Programmes and their Actions with homogenous criteria around 10 basic parameters: 1) Identification, 2) Character (works, actions, studies, projects, etc.). 3) Description, 4) Objectives, 5) Level of current development, 6) Key indicators, 7) Economic estimates and time frames: immediate (before 2010), short term (2010/15), medium term (2015/20) and long term (beyond 2020).Platja de Palma / Page. 86
  • 86. EXAMPLE OF A PROGRAMMESource: ConsortiumThe integration process of the Programmes and their Actions has been developed by the Consortium and theteams which designed it via a three-phase cycle: 1) the first, and the responsibility of each team, complementedby collective and bilateral meetings1; 2) the second, cross-sectional, of integration and systemisation carried Platja de Palma / Page. 87out by the Consortium and from which a series of “downwards – upwards” guidelines derive; and 3) a finalrevision by the thematic teams. And of course, the process of integration and refining must be kept going inthe future.1 The content of this first cycle, prior to the integration developed by the Consortium, is reflected in thethematic documents which accompany the PAI.
  • 87. 2.2. TIME AND SPACE REFERENCE FRAMEWORK The PAI for the Comprehensive Revitalisation of Platja de Palma can only be conceived as a long-term “process- plan” with various temporary projects: immediate (before 2012), short tem (2015), medium term (2020) and long term (beyond 2020) due to it spatial scale and the enormity of its contents. Concrete objectives in 2015 and 2020 However, the PAI is also seen as an instrument able to make an immediate change to the current situation with operative results in the short and medium term (2010 and 2020), giving these dates a special significance in the planning. In order to do this, the Consortium has presented a general strategy for the time and space programming of its Programmes and Actions, based on “Comprehensive Revitalisation Stages (CRS)” in 2015 and 2020 which, aside from showing real “driving spaces (DS)” of the new Platja de Palma and its rejuvenated tourism positioning, will act as catalysts and promoters for the entire operation. “Driving Spaces (DS)” and “Transformational Activity Clusters (TAC)” Stemming from the abovementioned time frames and temporary objectives, the PAI has programmed a trio of “Driving Spaces (DS)” as a trigger of change, in which “Transformational Activity Clusters (TAC)” are concentrated in all fields of action (especially in the tourism one) constituting the key cells for the expansion of the revitalisation wave of the whole area. Transformational Activities in relation to tourism re-positioning and landscape revitalisation • Management of key land • Natural spaces • Singular public urban spaces • Beachfront • Accesses and structural road networks • New international hotels, refurbishment of the current hotel system and related services • Emblematic tourism places (“Cathedrals” and new facilities) • Urban mobility (tram, quieter traffic and electric cars) • Renewable energies • ICT Services (Information and Communications Technologies)Platja de Palma / Page. 88 • Brand and marketing Transformational Activities related to quality of life and employment • Income and jobs • Civic Culture • Training and professional training
  • 88. • Refurbishment of homes and complementary social facilitiesTransformational Activities related to the local and global ecological burden • Reduction of CO2 emissions • Reduction of residues • Reduction in potable water consumption • Water quality in natural areas • Quality and state of the beach • Reduction in motorised mobility and their atmospheric emissionsFor the identification of these Transformational Activities, the Consortium has established a road map asa temporary reference for the Programmes and Actions ensuring that their combined action achieves theabovementioned objectives and time frames. TEMPORARY REFERENCE FOR THE PROGRAMMES AND THEIR ACTIONS Platja de Palma / Page. 89 Red line; investment rhythm / Green line; reduction of the environmental impactSource: F. Prats / Consortium
  • 89. The Programmes and Actions in the short, medium and long term The PAI, beyond its immediate proposals (which require an urgent investment plan to be in place), is formed by a basic three-phase programme. THE IMMEDIATE ACTIONS FOR PLATJA DE PALMA The immediate phase, focused on the allocation and implementation of the necessary funds, contains important issues such as achieving institutional and social agreements to give the Project stability, the approval of corresponding laws and plans, the creation of an appropriate management organ and a social network as well as the development among others, of the following relevant actions which the Comprehensive Revitalisation will begin with: 1) The first opening up of the now cramped built up area to begin the urban re-urbanisation. 2) Two public tenders aimed at internationally acclaimed architects for the design of the emblematic projects of the new touristic “cathedrals”. 3) The commitment of important private investment for the construction of new international standard hotel developments and the construction of a large shopping centre. 4) The start of a 10-block urban refurbishment. 5) The proposal for 5 routes and itineraries around Platja de Palma. 6) The construction of the Cap Enderrocat Walk. 7) The proposal and setting up of a security plan and also a job and training plan tailor-made for Platja de Palma. • Short term (2015): End of the “1st Comprehensive Revitalisation Stage (CRS)”, the implementation of the three “Driving Spaces (DS)”, the end of the 1st residential and tourism programme and the first social and environmental results. • Medium term (2020): “2nd Comprehensive Revitalisation Stage (CRS)” with the expansion of the “Driving Spaces (DS)” in their surroundings, the residential and touristic rehabilitation programmes, progress in social objectives and a significant reduction of the local and global environmental burden. • Long term (beyond 2020): the end of the entire Project in the whole area and their fields of action. From these studies the Consortium and the thematic teams have established an initial spatial and temporaryPlatja de Palma / Page. 90 framework which has been used as a general reference for the final drawing up phase of the Programmes and Actions.
  • 90. SPATIAL/TIME REFERENCES FOR THE PROGRAMMES AND THEIR ACTIONS 2015 2020 BEYOND 2020 Platja de Palma / Page. 91Source: WEST 8
  • 91. 2.3. THE PAI’s 29 PROGRAMMES AND 98 ACTIONS The resulting 29 Programmes and 98 Actions of the process described are set out in a spatial and time framework made up of eight strategic concepts: the first three are related to tourism, ecology and quality of life and are mainly policy designs to be developed by other programmes and to a lesser extent, applied to specific lines of work; the next four are oriented towards urban, construction and mobility and ICT implementation; and the last, “Governance”, is centred on the management of the PAI and social relationships. THE PLAN’S XXIX PROGRAMMES AND 98 ACTIONS V. To define strategies and apply measures for the conservation and increase in the resilience of the Tourism positioning natural land, coastal and marine ecosystems I. To design a competitive Business Model A.V.1. To establish a series of directives for the A.I.1. To design a shared vision and mission for protection, design connectivity and management Platja de Palma and draw up a Follow-up Plan for the area’s main A.I.2. To Identify new demand and design new natural and semi-natural places quality proposals A.I.2. To design key resources and processes VI. To design and implement an information, management and follow-up system for the II. To design and implement the “Competitive sustainability and resilience of the beach Diamond” A.VI.1. To generate an information and simulation A.II.1. To design and implement the improved system on the behaviour of the beach and demand Plan establish the corresponding links between the A.II.2. To design and implement the conditioning various scenarios derived from Climate Change, factors morphodynamism and anthropic action A.II.3. To design and implement the conditions A.VI.2. To design and implement a management for businesses and backing sectors and follow-up Protocol for the sustainability and A.II.4. To design and implement the conditions resilience of the beach for the public sector VII. To establish actions for the integral quality of the III. To design and implement a Marketing System for natural cycle of water in the catchment area Platja de Palma A.VII.1. To design a work plan for the short, A.III.1. To design the Strategic Framework for medium and long term to draw up an integral Platja de Palma Plan for the use, management and quality A.III.2. To design a Marketing Plan follow-up of the natural cycle of superficial, A.III.3. To design a Financing and Management underground and coastal waters System for the Marketing System A.III.4. To Implement the Marketing System VIII. To establish and implement measures of sustainability for urban ecosystemsPlatja de Palma / Page. 92 Climate Change and Natural Systems A.VIII:1. To establish directives for urban planning IV. To establish strategic directives and follow-up and the management System for integration, systems with relation to the adaptation and connectivity and the state of conservation of the resilience in the face of Climate Change natural and semi-natural urban spaces A.IV.1. To establish a series of strategic directives A.VIII.2. To establish and implement an integral and follow-up systems for the key elements of prevention and follow-up Plan regarding Platja de Palma system with relation to Climate biological invasions in Platja de Palma, based Change on the identification of their methods of entry
  • 92. as well as the factors which facilitate their Urban and Tourism Environment establishment and diffusion XI. To create an urban planning to revitalise, define A.VIII.3. To establish and implement a long and protect the various urban and landscape term follow-up System of the urban ecosystems areas based on of biodiversity, structural and functional A.XI.1. To create an urban planning to revitalise, indicators define and protect the various urban and landscape areasQuality of Life and EmploymentIX: To design and implement a Plan to strengthen XII. Manage key land for the viability of the Project social cohesion and improve quality of A.XII.1. Manage key land for the strategic employment operation of Ses Fontanelles A.IX.1. To design and implement an employment A.XII.2. Manage key land for the strategic Protocol operation of La Porciúncula-Canteras A.IX.2. To design and implement a training and A.XII.3. Manage key land for the strategic professional training Plan operation of Torrent des Jueus A.IX.3. To design and implement a school A.XII.4. Manage the land for the selective success Plan opening up of urban nuclei in Platja de Palma A.IX.4. To design and implement a social management Plan for housing and social XIII. To design and implement a general re- infrastructures urbanisation Project for the urban network and A.IX.5. To design and implement a Plan to key public areas for touristic re-valuation promote traditional culture A.XIII.1. To design a general refurbishment A.IX.6. To design and implement a social Project inclusion Plan A.XIII.2. To design a detailed study of the A.IX.7. To design and implement a Plan to strategic natural areas improve public health A.XIII.3. To design a detailed study of singular A.IX.8. To design and implement instruments of public urban spaces safety observation and intervention A.XIII.4. To design a detailed study of the A.IX.9. To design and implement supportive beachfront measures to police work and specific attention of A.XIII.5. To design a detailed study of the victims of crime accesses, main axes and other urban networks A.IX.10. To design and implement a civic A.XIII.6. To implement the general re-urbanisation encouragement Plan and detailed study of singular public urban spacesX. To design and implement a reconversion Plan aimed at the current productive fabric XIV. To design and implement emblematic urban and A.X.1. To design and implement a commercial tourism attractions modernisation Plan A.XIV.1. To design and implement the A.X.2. To design and implement a Plan of “cathedrals” of Platja de Palma support for small and medium businesses A.XIV.2. To design and implement a grouping of A.X.3. To design and implement a entrepreneurial new tourism and social facilities encouragement Plan A.XIV.3. To design and implement a grouping of notable and emblematic events to define the Platja de Palma / Page. 93 new brand image A.XIV.4. To design, implement and follow the new developments via a strategic programme
  • 93. Metabolism – Urban Services A.XVIII.2. To design and implement the XV. To design and implement a final scenario of “0 necessary work to improve main road network carbon footprint” and 100% renewable energies infrastructures A.XV.1. To design a Detailed Master Plan for A.XVIII.3. To design and implement the necessary efficient energy use in Platja de Palma work to improve the main airport infrastructure A.XV.2. To design and implement energy systems based on production stemming from renewable resources and intelligent networks of distribution Construction and Mobility and storage for Platja de Palma XIX. To design and implement a Plan and a certification A.XV.3. To design and implement fields of System for the integral refurbishment (and new building) renewable energies associated with Platja de of tourism and residential construction to reduce the Palma environmental burden and hotel beds by 50% XVI. To design and implement a management System A.XIX.2. To design a Master Plan for the integral for the urban water cycle with minimum impact refurbishment of hotel buildings and their and better efficiency complementary facilities A.XVI.1. To design the Master Plan to rehabilitate A.XIX.3. The design of a certification specific for and modernise the water system of Palma Platja de Palma and the necessary tools for it A.XVI.2. To design and implement improvements A.XIX.4. To implement the Master Plan for in the sanitation network of Platja de Palma, the integral refurbishment of all hotels in a pluvial drainage network and the Pla de Sant sustainable way Jordi A.XIX.5. To implement the Master Plan for A.XVI.3. To design and implement new the integral refurbishment of all homes in a sustainable drainage systems in the pluvial sustainable way drainage network of Platja de Palma A.XIX.6. To design and implement the A.XVI.4. To design and implement improvements refurbishment/renovation of a network of social in the supply network and new recycled water and commercial allocations and tertiary facilities supply infrastructures in Platja de Palma in a sustainable way A.XIX.7. To design and implement the XVII. To design and implement a waste management refurbishment of buildings of architectural System to minimise its generation and aim for a interest “0 landfill scenario” A.XVII.1. To design a specific waste management XX. To design and manage a Plan of sustainable Plan for the construction rubble of Platja de mobility with “0 carbon footprint” for local traffic Palma A.XX.1. To design an integral mobility Plan for A.XVII.2. To design and implement a specific Plan Platja de Palma for the sustainable management of hotel waste A.XX.2. To design and implement a new traffic A.XVII.3. To design and implement the expansion flow system for Platja de Palma including the of waste collection infrastructures necessary infrastructure in public areas for A.XVII.4. To design a sustainable management electric transport Plan for products supplied to Platja de Palma A.XX.3. To design and implement the Can Pastilla A.XVII.5. To design and implement a specific Plan interchange, the segregated tram platform and for the sustainable management of residential its installations and the moveable material on it waste A.XX.4. To design and implement a GoodsPlatja de Palma / Page. 94 Consolidation Centre for Platja de Palma XVIII. To design and implement a Plan to evaluate and improve acoustic impact A.XVIII.1. To design a Plan to evaluate and improve the surroundings of Platja de Palma with regard to acoustic impact
  • 94. ICT Services “Governance”XXI. To plan and implement an Ubiquitous Integral XXVI. To design and carry out an institutional System relations Plan A.XXI.1. To analyse, design and develop a A.XXVI.1. To draw up and approve the specific communications network laws for the Project A.XX.2. To analyse the needs, design and A.XXVI.2. To design and carry out an information implement a network of transducers Plan for government and opposition groups and A.XX.3. To analyse, design and implement a political organisations service infrastructure XXVII. To design and execute a Plan for relations withXXII. To design and implement tools and services society to increase businesses’ productivity and A.XXVII.1 To draw up the discourse, concepts and competitiveness messages which strengthen the Project A.XXII.1. To analyse, design and develop an A.XXVII.2. To design and distribute the Project to information exchange System for businesses national, European and International arenas A.XXII.2. To design and develop a commercialisation and integral promotion XXVIII. To design and encourage a large participatory System for businesses process A.XXII.3. To analyse, design and develop an A.XXVIII.1. To design and execute regional “Active listening” process by businesses participatory workshops A.XXVIII.2. To design and execute sectorialXXIII. To design and implement the services and tools participatory workshops of support necessary for the touristic life cycle A.XXVIII.3. To design and execute the A.XXIII.1. To analyse, design and implement the participatory process of the urban Plan and the processes which allow the unique identification Comprehensive Action Plan of tourists and their behaviour A.XXVIII.4. To design and execute the Citizens’ A.XXIII.2. To analyse, design and implement a Panel push System of touristic services A.XXVIII.5. To design and execute an annual A.XXIII.3. To analyse, design and implement a Meeting pull System of touristic services A.XXVIII.6. To design and organise commissions for work follow-upXXIV. To design and implement tools to access the network and the totality of public services when XXIX. To design and implement an integral and necessary transparent System for the entire Project A.XXIV.1. To catalogue, optimise and mechanise A.XXIX.1. To plan and create an integral public digital services in Platja de Palma management team in Platja de Palma A.XXIV.2. To have a single access to the public digital services offered in Platja de Palma A.XXIV.3. Education and WorkXXV. To design and implement an ICT System for the management and communication of the Plan and the process Platja de Palma / Page. 95 A.XXV.1. To design and implement an ICT System for the management and communication of the Plan and the process
  • 95. 2.4. THE “COMPREHENSIvE REvITALISATION STAGES (CRS)” 2015 AND 2020 The “Comprehensive Revitalisation Stages (CRS)” 2015 and 2020 are organised along three complementary guidelines and one condition: FIRST GUIDELINE. To concentrate the transformational, tourism and urban action into a series of “Driving Spaces (DS)” each with its own integral attraction and capacity to upgrade their revitalisation in their immediate urban surroundings The PAI establishes three “Driving Spaces (DS)” for 2015 – one central (Maravillas / Porciúncula) and two lateral ones (Can Pastilla / Ses Fontanelles and S´Arenal de Palma / S´Arenal de Llucmajor) – with the objective that the Comprehensive Revitalisation of Platja de Palma is propelled, from the start, from its three key areas. The capacity to create this change from the “Driving Spaces (DS)” is based on concentrating “Transformational Activity Clusters (TAC)” in them. These are understood as systems which contain touristic attractions (hotel stays, experiences and ICT tourists) and urban surroundings, able not only to revitalise said places, but also to ensure the “oil stain” spreading of valuation outwards to their immediate surroundings. All these Transformational Activities are outlined, principally, in PAI’s Programmes I and III (touristic positioning), XI to XIV (urban and touristic surroundings) and XXI and XXV (Information and Communications Technologies). THE 3 DRIvING SPACES FOR THE COMPREHENSIvE REvITALISATION OF PLATJA DE PALMAPlatja de Palma / Page. 96 A. Les Meravelles – Porciúncula B. Can Pastila / Ses Sourceanelles C. S’Arenal de Palma / S’Arenal de Llucmajor» Source: WEST 8
  • 96. SECOND GUIDELINE. To develop at the same time, in the surroundings ofthe “Driving Spaces (DS)”, a series of “Integral Residential and TourismRefurbishment Programmes”, adapted to the development process of saidareasThe PAI, in parallel to the intensive actions described in the previous point, aims to develop Integral Residentialand Tourism Refurbishment Programmes in Can Pastilla, S´Arenal (Palma and Llucmajor) and Las Maravillas –PAI Programme XIX – whose objective is to take advantage of the “Driving Spaces (DS)” and the opportunitieswhich emerge in said areas in order to undertake their comprehensive revitalisation.These programmes examine the refurbishment of blocks and their buildings (tourism or residential) as wellas their urban services. The refurbishing concept handled is integral and examines aspects of habitability,functionality, safety, as well as a 50% reduction in climate and environmental impact and the number of hotelbeds, and a significant improvement in their resulting quality. SIMULATION OF THE COMPREHENSIvE REvITALISATION OF CAN PASTILLA WITH A 50% REDUCTION OF THE ENvIRONMENTAL BURDEN 50% REDUCTION OF THE ENvIRONMENTAL BURDEN Platja de Palma / Page. 97Source: AUIA
  • 97. THIRD GUIDELINE. To superimpose on the previous guidelines other Programmes and Actions regarding local and global ecology, quality of life and employment of the population and the “Governance” of the Project The PAI’s integral vision combines tourism, ecological and environmental factors. Coherently, the 2015 and 2020 “Comprehensive Revitalisation Stages (CRS)” also embody these aspects. With regard to ecological issues, the Programmes and Actions which affect the natural systems (Programmes IV to VIII) are relevant; urban metabolism (CO2 emissions, water consumption, waste generation and noise) (Programmes XV to XVIII) or local mobility intensity (Programme XX). With regard to social issues, beyond the important topic of housing, the PAI considers the issue of training, employment and community allocations in the area fundamental (Programmes IX and X). The topic of “Governance” holds special importance in the realisation of the tourism model and general management as well as the consolidation of inter-institutional relations, society and the participation of local players (Programmes XXVI and XXIX). COMPREHENSIvE REvITALISATION OF TORRENT DES JUEUS Source: WEST 8Platja de Palma / Page. 98 AND THE CONDITION. The three action guidelines described have been configured to respect the economic programmes outlined in the 2015 and 2020 PAI This compatibility between the “Comprehensive Revitalisation Stages (CRS)” and the economic and temporary planning of the Programmes and Actions which nourish it, is tied in place by the “downwards – upwards” and “upwards – downwards” process described, which have defined the PAI’s Programmes and Actions.
  • 98. 2.5. PLATJA DE PALMA IN 2015The “2015 Comprehensive Revitalisation Stage (CRS 2015)” projects onto this temporary scenario the actionguidelines and the conditions set out above. However, the following text must be taken as an indicativeorientation which, when the time comes, will need complementing with a series of detailed studies.2.5.1. KEY “CRS 2015” FACTORS“CRS 2015’s” fundamental logic lies in injecting a process of change into the area based on four factors: A. The setting up of the three “Driving Spaces (DS)” mentioned: Las Maravillas / La Porciúncula, Can Pastilla / Ses Fontanelles and S´Arenal de Palma / S´Arenal de Llucmajor. However, the first has special strategic value due to its central and emblematic character in relation to the general tourism positioning of Platja de Palma. B. Formation of “Transformational Activity Clusters (TAC)” in the three areas (each of different sizes). In this “CRS 2015” some of the most important plans of Project will be concentrated: the Sports Centre, the Fort Enderrocat hotel and the Wellness Centre. In addition to these three key facilities, the entertainment centre, Aqua Park, Maravillas and Can Pastilla Plazas, beachfront and the pier in S´Arenal de Llucmajor, etc. are planned. C. “1st Integral Residential and Tourism Refurbishment Programme” also aimed at the surroundings of Can Pastilla, the two Arenales and Las Maravillas. In fact, the PAI’s different Programmes and Actions allow the possibility of refurbishing some 2,290 homes and 12,900 hotel rooms/beds in this timeframe. D. The “CRS 2015” also ensures the first phase of the Programmes and Actions related to local and global ecology, quality of life and employment of the local population and the “Governance” of the whole Project. Platja de Palma / Page. 99
  • 99. THE 1ST 3+2 INTEGRAL RESIDENTIAL REFURBISHMENT PROGRAMME • The objective of the 3+2 Programme is to begin the integral refurbishment – functionality, safety, environmental and landscaping – of the entire residential parts of Platja de Palma. • The environmental objective aims for a 50% reduction of the environmental and climate burden caused by each home and building and the attainment of the A or B energy certification of the Technical Building Code. • 3 + 2 years. The Programme has been designed in two phases. The first 3-year phase, aims for the integral refurbishment of 118 buildings on 10 blocks with some 660 homes in Can Pastilla and the two Arenales. It is a pilot experiment with the aim of learning to manage this whole innovative process’s complexity and to showcase the capacity of this transformation of urban space. The second, a 2-year phase, is the extension of the first which has allowed us to accomplish the integral processing on the 2,290 homes outlined in “CRS 2015”. • Multilateral Cooperation. A Programme whose first phase counts with the collaboration of the Ministry of Housing, the Balearic Housing and Public Works Council and Platja de Palma Consortium, and which establishes voluntary agreements with home owners. • “100% Renewable Energy for Free”. The Programme will have sufficient subsidies and financing managed by the Consortium to achieve a reduction in rates – especially energy, a now more efficient product and from renewable installations managed by an Energy Service Company (ESC) – thus allowing a free refurbishment for the owners. • Certification + Agreement. Once the process has been finalised, the Consortium will establish a “Platja de Palma Certification” which will ensure the achievement of the above mentioned objectives and their temporary projection. Source AUIA “CRS 2015.” ECOLOGY, EMPLOYMENT AND “GOvERNANCE” Reduction of the local and global ecological burden First renewable energy Û reduction projects on CO2 emissions: -19% Reduction in waste generation: -20% Reduction in the consumption of drinking water: -29% Improvement in transport use in favour of public transport: +25% Improvement in quality of life and employment Average anual employment increase: +43% Training and professional training: +67% Civic culture/satisfaction: improved satisfaction of residents: +33% “Governance”Platja de Palma / Page. 100 Political, institutional and social agreements: + 100% Design and implementation of the integral management model: +100% Participation: +100% Note: all percentages are in relation to the objectives outlined in each topic. At the end of the process 100% will be reached for growth indicators and -100% for decreases. Source: Consortium
  • 100. 2.5.2. THE THREE “CRS 2015” “DRIvING SPACES (DS)Las Maravillas – PorciúnculaLas Maravillas – Porciúncula, for their central location, popularity and tourism importance, constitute the main“CRS 2015” “Driving Space (DS)”. Credibility in the Revitalisation of Platja de Palma will be obtained due to themagnitude of the change it will undergo, the reduction in number and improvement of hotel beds, the creation ofnew tourism attractions and the huge transformation of public areas.The creation of “Transformational Activity Clusters” has been done taking into account a series of new powerfulactions: urban and natural spaces related to the Aqua Park and the Botanic Gardens: the beachfront close to saidspaces, structured transport (from the freeway to the beach), new international luxury hotels, some “Cathedrals”(the Sports Centre or the Wellness Centre), etc. LAS MARAvILLAS – PORCIÚNCULA IN THE “CRS 2015”” LAS MARAvILLAS – PORCIÚNCULA: REvITALISATION PHASES TOWARDS THEIR SURROUNDINGS Platja de Palma / Page. 101Source: WEST 8
  • 101. Can Pastilla – Ses Fontanelles Can Pastilla – Ses Fontanelles constitute the second “CRS 2015” “Driving Space (DS)”. The area, situated to the north-east of Platja de Palma, has a series of unique features which make it very attractive and complement Las Maravillas – Poriúncula: • Its character as a “charming” residential and holiday nucleus, with an excellent beachfront and marina. • Its importance as the “gateway” to the area given its proximity to the International Airport, the accesses to Platja de Palma from the freeway and the first tram phase which will connect the area to the city of Palma. • Its “Transformational Activity Cluster (TAC)” around the natural area of Ses Fontanelles (recently saved from the urban process), the existing aquarium, the new shopping centre, a hotel area with the capacity to include new facilities, etc CAN PASTILLA – SES FONTANELLES OF “CRS 2015” CAN PASTILLA – SES FONTANELLES: REvITALISATION PHASES TOWARDS THEIR SURROUNDINGSPlatja de Palma / Page. 102 Source: WEST 8
  • 102. S´Arenal de Palma – S´Arenal de LlucmajorThe “Driving Space (DS)” of the two Arenales will be designed as driving feature of the tourism revitalisation ofthe south-east of Platja de Palma.Its “Transformational Activity Cluster” is focused on two activities: • The first is the creation of the Jardín del Torrent in the estuary of the river, the possible remodelling of the marina by the beach to create an attraction with sea-related leisure activities and restaurants and the rehabilitation of the beachfront and shops in the area between Torrent des Jueus and the marina. • The second is the revitalisation of the Coast Walk which links S’Arenal and Llucmajor and the Cap Ederrocat fort, the soon to be opened ultra luxurious hotel and cultural centre. S´ARENAL DE PALMA – S´ARENAL DE LLUCMAJOR OF “CRS 2015” S´ARENAL DE PALMA – S´ARENAL DE LLUCMAJOR: REvITALISATION PHASES TOWARDS THEIR SURROUNDINGS Platja de Palma / Page. 103Source: WEST 8
  • 103. ALL THE “CRS 2015” “DRIvING SPACES (DS)” Source: WEST 8 2.5.3. THE “CRS 2015” ECONOMIC PLAN In accordance with the 8 large areas of the PAI’s 29 Programmes and 98 Actions, the development of the “Comprehensive Revitalisation Stage (CRS) 2015” (including the 2010-2012 stage) estimates an investment of around €1,209,000,000 (an average of some €200 million per year over the next 6 years). “CRS 2015” INvESTMENTS AREAS Immediate Short Total TIMEFRAMES (before 2012 €) (2012 – 2015) € “CRS 2015”€ 1. Tourism Positioning 10,328,395 35,953,995 46,282,390 2. Climate C. + Natural Systems 1,375,839 1,587,440 2,963,279 3. Quality of Life and Employment 11,873,870 14,236,593 26,110,463 4. Urban and Tourism Environment 196,867,871 340,932,157 537,800,028 5. Metabolism – Urban 41,168,050 64,874,425 106,042,475 Services 6. Construction and Mobility 127,491,832 311,956,214 439,448,046 7. ICT Services 10,025,400 21,791,000 31,816,400 8. “Governance” 6,812,960 12,551,000 19,363,960 Total 8 AREAS 405,944,218 803,882,823 1,209,827,041 Source: ConsortiumPlatja de Palma / Page. 104 Of these investments, the most important ones from the economic standpoint are those related with the Programmes and Actions regarding urban and touristic surroundings (44%), urban services (8%) and tourism/residential building + mobility (36%). These numbers reflect the investment effort in tourism value, both in the creation of hotels as well as their “experimental” environment and landscape surroundings, without which it would be impossible to create an economic framework able to generate truly sustainable social wellbeing.
  • 104. 2.6. PLATJA DE PALMA IN 2020The “2020 Comprehensive Revitalisation Stage (CRS 2020)” takes advantage of the revitalisation phasesintroduced by the “CRS 2015” to strengthen the processes already in place and to keep fostering thedynamics of change which will culminate in the irreversible transformation of the whole area.2.6.1. KEY “CRS 2020” FACTORSThe “CRS 2020” factors of change are of the same kind as the previous stage, going further with the sameopen dynamics: A. The three “Driving Spaces (DS)” will be consolidated and have accesses from the freeway, better transversal interconnectivity via the first and second lines of the coast (Calle Marbella) and the tram to the Arenales, thus strengthening their tourism “clusters” even more. B. The “Transformational Activity Clusters (TAC)” will be strengthened with new “Cathedrals” (the most Ecological hotel) and tourism facilities (Entertainment Centre), and will be crowned by their natural spaces (Ses Fontanelles and the 1st phase of the Torrent), and the advanced development of the beachfront in the creation of the Walk, etc. C. All areas of the “2nd Integral residential and tourism refurbishment Programme” will now be undertaken with more impetus. In the 2016 – 2020 period, 8,600 hotel beds will be worked on, meaning that a total of 21,500 hotel beds will have been transformed, almost half the number existing in 2010 and converted into 10,750 newly approved beds. With regard to homes in 2020, 7,600 will have been worked on (5,300 of them in the 2016 – 2020 period). D. Beyond an already consolidated “Governance”, with regard to the areas of local and global ecology and quality of life and employment of the resident population truly significant objectives will also be approached, among which is the task of working on the fulfilment of the European Union’s commitment in the reduction of climate emissions. “CRS 2020”. ECOLOGY, EMPLOYMENT AND “GOvERNANCE” Reduction of the local and global ecological burden  Implementation of renewable energies and intelligent networks = CO2emissions reduction: -50%  Reduction of waste generation: -30%  Reduction of drinking water consumption: -43%  Improvement in modal distribution in favour of public transport: +50% Improvement in quality of life and employment Platja de Palma / Page. 105  Average annual employment increase: +78%  Training and professional training: +89%  Social culture: improved resident satisfaction: +66% Note: all percentages are in relation to the objectives outlined in each topic. At the end of the process 100% will be reached for growth indicators and -100% for decreases.
  • 105. 2.6.2. THE “CRS 2020” ESTABLISHMENT PROCESS In the following diagrams the “CRS 2020” radiation process is shown as a development of “CRS 2015”, via the establishment of successive Transformational Activities: accesses, structural and tram networks; beachfront, new “Cathedrals” and tourism facilities, and strategic natural and urban areas: integral residential and tourism refurbishment programmes; areas of renewable energies and ICT services; etc. THE “CRS 2020” ESTABLISHMENT PROCESS Accesses + Road Network Axes + Tram Beachfront + “Cathedrals” + Tourism Facilities + Natural Environment + Urban SpacesPlatja de Palma / Page. 106
  • 106. Integral Residential and Tourism Refurbishment Programmes + Renewable Energies + ICT2.6.3. THE “CRS 2020” ECONOMIC PLANIn accordance with the 8 large areas of the PAI’s 29 Programmes and 98 Actions, the development of the“Comprehensive Revitalisation Stage (CRS) 2020” estimates an investment of around €1,000 million (anaverage of some €200 million per year over the next 5 years) with a total of €2,200 million accumulated by2020. “CRS 2020” INvESTMENTS AREAS TIMEFRAMES “CRS 2015” € “CRS 2020” € Total 2020 € 1. Tourism Positioning 46,282,390 52,072,020 98,354,410 2. Climate C. and Natural Systems 2,963,279 1,953,500 4,916,778 3. Quality of Life and Employment 26,110,463 11,582,201 37,692,664 4. Urban and Tourism Environment 537,800,028 322,420,940 860,220,968 5. Metabolism–Urban Services 106,042,475 92,706,075 198,748,550 6. Construction and Mobility 439,448,046 494,173,379 933,621,425 7. ICT Services 31,816,400 7,261,100 39,077,500 8. “Governance” 19,363,960 15,948,240 35,312,200 Total 8 AREAS 1,209,827,041 998,117,454 2,207,944,495Source: ConsortiumOf these investments for “CRS 2020”, the most important from an economic standpoint are those relatedwith the Programmes and Actions regarding urban and tourism environment (38%), urban services (9%) andtourism/residential construction + mobility (42%). These numbers reflect the shift in investment effort towards Platja de Palma / Page. 107hotel stays and tourism services to consolidate the tourism repositioning of the area, without, however forgettingthe integral character of the Project.
  • 107. CHAPTER 3. ComPREHEnsivE ACTion PLAn (CAP/ PAi) EConomiC PRoJECTion 3.1. REFEREnCE FRAmEWoRK 3.2. THE EConomiC PRoGRAmmE 3.3. THE mETHoD oF PRivATE invEsTmEnT 3.4. RATionALE FoR PUBLiC invEsTmEnT 3.5. insTRUmEnTs FoR EConomiC-FinAnCiAL mAnAGEmEnTPlatja de Palma / Page. 108
  • 108. 3.1. REFEREnCE FRAmEWoRKThe evolution of Platja de Palma’s competitive model as a tourism destination over the past decades is madeup of the following time phases: • Yesterday: A period of 30 years economic growth with a model of sun and beach at accessible prices during which the value of Platja de Palma’s growth was sustained in absolute terms and in relation to other rival destinations. • Today: In the past few years, Platja de Palma’s competitive model has reached a limit preventing it from coping with today’s new touristic reality from a fruitful perspective, has stemmed the economy, Platja de Palma / Page. 109 reduced the appeal of short term investment and created a period of decline. • Platja de Palma is now at a key moment and finds itself with the necessary capacity and support to opt for a transformation in its tourism model. This would allow tomorrow to become a path for sustainability (economic, social and ecological) instead of just investing in a reactive way accentuating the stagnation and incurring a high risk of economic obsoleteness.
  • 109. THE EvoLUTion in THE vALUE oF PLATJA DE PALmA Pdp Before Pdp Pdp Pdp yesterday Yesterday Today Tomorrow 30 years growth Change of model Future projection • Sun and Beach Model • Stagnation new era of prosperity • Mass Market • Less quality • High-level tourism • Low cost strategy • No differentiation • New targets • Less foreign rivalry • Low • Better quality/image competitiveness • ….or a continuation in decline. Source: Everis; from an analysis of Consortium’s alternative scenarios Platja de Palma must adapt to a change in model with regard to its tourism model thus reversing the current trend of decline and also generate a new era of prosperity. The new model means that the sector will evolve from one where the key element was a massive flow of people to one based on the exploration of new proposed experiences of higher quality and value for both the tourist and Platja de Palma. The transformation of Platja de Palma In order to achieve the application of this new model it is necessary to transform the socio-economic fabric, and to do this the Comprehensive Revitalisation Strategy for Platja de Palma examines strategic concepts which affect one or more of the aspects involved in the addition of value (assets, provision of services, quality, differentiation and distribution). The core of each of the added value areas of the Comprehensive Revitalisation Plan can be summed us in the following way: • Assets: To increase the assets of sun and beach, to explore others not yet capitalised on (cultural, natural, urban, etc.) and to build new assets in order to attract a different kind of tourism.Platja de Palma / Page. 110 • services offered: Hotel and residential refurbishment (including new construction) regulated by sustainability, urban re-distribution to create well-defined areas around specific centres of interest and adaptation of public areas. • Quality: To increase the proportion of four and five star hotels, raise levels of professionalism of the staff and public services (e.g. transport, information, safety, sustainability) and increase value added services (e.g. wellness, sports, excursions, etc.)
  • 110. • Differentiation: Highlight the differential values of Platja de Palma and create new values around the concept of Mediterranean culture with a focus on sustainability and the innovation of experiential tourism to generate value added advantages with respect to other rivals. • Distribution: To generate a distribution of experiences aligned with a series of infrastructures, supervised by a global management body which involves all the key players. LEvELs oF ADDED vALUE AnD sTRATEGiC ConCEPTs oF THE ComPREHEnsivE REviTALisATion PLAnSource: EverisThe necessary commitment of the key playersThe success of Platja de Palma’s transformation will require a social pact involving all the key players (PublicAdministration, businesses and citizens) with initiatives centred on medium and long term visions.The following critical success factors must be noted to materialise this pact: • Public Administration Leadership, vital to encourage and give coherence and integral vision to the project. • The participation of various private players, existing and new, without whose participation the project would not be viable. • support of celebrities and organisations, who voice social support for a Project of change of this Platja de Palma / Page. 111 magnitude. • Realistic short, medium and long term objectives, to leverage the dynamics of change from the start and at the same time, to be compatible with longer term visions. • Development guarantees for the Plan, which can only be achieved by the aforementioned success factors.
  • 111. 3.2. THE EConomiC PRoGRAmmE The attainment of the Strategic Objectives outlined for the Comprehensive Revitalisation of Platja de Palma implies launching a series of investments as part of a structural, progressive and public-private approach: • structural because its approach and aim are not limited to a mere “beautifying” of the area, but an integral and referential transformation of the tourism model itself with farther reaching concepts than the traditional view of the sector offering only accommodation, restaurants and leisure. • Progressive because it aims for results in the short and medium term thus allowing the enhancement of the effort made from the early stages of the action. • Public-private because the integral and singular nature of the transformational effort of development involves players from both the public and private sectors. The direction is based on trends adopted by similar Mediterranean destinations being redeveloped, such as Croatia, Egypt or Turkey. Some of the common elements to single out are: • Public Administration Leadership, but with significant participation by the private sector, in some cases close to 50%. • important volume of investment in the tourism sector of more than €2,000 million, distributed over broad temporary goals (20 years). • A strong commitment to investment in new infrastructures (urbanisation, freeways, transport, city services) as these are, as opposed to the mature situation we face on the Spanish coast, countries which are creating a first generation of tourism offers. • synchronism with appropriate legislation and instrumentation (tax incentives, subsidies, tariffication, etc.) • In every case, sustainability is a fundamental element.Platja de Palma / Page. 112
  • 112. 3.2.1. invEsTmEnT oF sTRATEGiC ConCEPTs oF PAi’s PRoGRAmmEsThe Comprehensive Revitalisation of Platja de Palma is organised around eight strategic concepts whichgroup 29 Programmes with 98 Actions together, via which a new alternative tourism model is aimed for.The first concept is tourism positioning which will be the essence of the new model. This will lean on and becomplemented by the actions outlined in the other strategic concepts which will carry out the refurbishmentand remodelling of the urban and tourism environment, the improvement in standards of living and localemployment, a commitment to environmental respect for natural areas on a local level and with ClimateChange on a global level. sTRATEGiC ConCEPTs FoR THE ComPREHEnsivE REviTALisATion oF PLATJA DE PALmA Tourism Positioning metabolism and Urban services To aim for an innovative, competitive and To provide environmental and urban services to sustainable tourism repositioning via a project reduce indiscriminate use of resources and reduce capable of generating wealth by reducing tourism the local and global environmental burden. and urban flows and with the potential to attract higher value demand thus aiming to generate more T+R Construction and mobility and better employment. Development of integral sustainability for construction via an improvement in energy efficiency, Climate Change and natural systems consumption reduction and the minimisation of Awareness and adaptation to climate change will be acoustic impacts. To change the mobility model to significant in the Balearics and the establishment a sustainable one via the elimination of negative of directives to recover and preserve the coastal impacts and the recuperation of public areas. ecosystems in the medium and long terms. iCT services Quality of Life and Employment To use technological advances to give maximum To create awareness of the change and tackle a access to useful services, increase business’ series of projects aimed at improving quality of life. productive and competitive capacities, make visitors’ To take advantage of the professional opportunities holidays more attractive and raise the standard of which will emerge from the foreseeable living for residents. transformation and to strengthen the coexistence of the local communities. “Governance” To give strategic support for the Comprehensive Urban and Tourism Environment Revitalisation of Platja de Palma via a broad, stable To create a high level land and urban support and solid institutional, political, business and social system for the comprehensive revitalisation of agreement as well as strong operative management Platja de Palma / Page. 113 the urban and natural fabric in a sustainable, capacity. Mediterranean way.Source: Everis
  • 113. invEsTmEnT DisTRiBUTion FoR sTRATEGiC ConCEPTs Urban and Tourism Environment Remainder • Tourism Positioning • Governance • Quality of Life and Employment • ICT Services • Climate Change and Natural Systems T+R Comprehensive and mobility metabolism and Urban services Source: Everis Since Programmes which are tourism, quality of life or ICT related have policies mainly designed to be developed by other Programmes, most of the investments needed by the Plan are concentrated on the refurbishment of existing tourism facilities and the area of real estate1. This would allow the evolution of the current model towards the objective model (strategic concept Construction and Mobility, 55% of the total PAI investment). To be precise, three types of action are examined in this strategic concept: • Actions aimed at the adaptation of the tourism sector to the new model via refurbishment (and new construction) in all hotel installations, in commercial features and other tertiary facilities. • Actions which contribute to the creation of a new image for Platja de Palma via the refurbishment of real estate. • In the area of mobility a sustainable mobility Plan is being examined which would enable a new road network system, improved urban mobility, a reduction in the use of private vehicles and the establishment of public and electric transportation systems. The urban and touristic remodelling (strategic concept Urban and Tourism Environment, 27% of the total investment) is the second budget item in importance and involves an urban proposal which would define, revitalise and protect the various urban, landscape and public areas thus contributing to the image of Platja de Palma outlined in the objective of the tourism model.Platja de Palma / Page. 114 1 Investments foreseen in said facilities and park amount in each case to approximately 25% of the total investment.
  • 114. This strategic concept includes, among its key actions, the implementation of a series of urban and tourismelements which will be emblematic for Platja de Palma: • Tourist “cathedrals”, strategically located emblematic buildings and experiences and singular urban areas, housing unique touristic products which will act as main attractions and touristic lures, while also offering service to the resident community. • other singular leisure related areas complementing the offer and creating added value. EmBLEmATiC URBAn LUREs FoR PLATJA DE PALmA: The “Cathedrals” Leisure Areas • Mediterranean Centre • Ses Fontanelles Aviary • Most Ecological Hotel • Entertainment Centre • Wellness Centre • Performance and Show Centre • High level sports centre • Fort Cap Enderrocat Hotel • Aquarium • Torrente Museum of ArttSource: ConsortiumThe third budget item from economic volume standpoit is aimed at a reduction of the ecological burden causedby tourism, economic and human activity in Platja de Palma (strategic concept metabolism – Urban services,10% of the total investment) via actions in the area of energy efficiency, a reduction in CO2 emissions, waterand waste management and a reduction in acoustic impact.The rest of the budget items, much less in direct economic volume (9% of the total investment), contribute tothe Revitalisation via actions in social, environmental, quality of life, employment, use of new technologies andgood Plan “Management” approaches. Within this grouping of budget items, the definition and implementationof the new Platja de Palma tourism model stands out (strategic concept Tourism Positioning, 5% of the totalinvestment). It focuses on all aspects related to “repositioning engineering” and the design and implementationof a marketing Plan, a key item in this new tourism positioning which will contribute to the change in perspectivefrom the traditional positioning of sun and beach to an experiential, Mediterranean, innovative and leadingdestination.To sum up, almost 90% of the investment is devoted to a new urban concept, the refurbishment ofbuildings, the construction of singular attractions and the redefinition of urban services in keeping withecological and technological criteria, though the main point to be stressed is that said investment is carried Platja de Palma / Page. 115out following a sustainable tourism repositioning strategy and comprehensive revitalisation established in thefollowing Programmes.
  • 115. Tourism Positioning The Programmes and Actions of this strategic concept discuss the repositioning and transformation of the current tourism model, creating a new one which will constitute a reference model for national and international tourism markets. investment Source: Everis Climate Change and natural systems Actions aimed at the revitalisation and conservation of the coastal ecosystems both medium and long term and the improvement of environmental quality and adaptation to climate change. investmentPlatja de Palma / Page. 116 Source: Everis
  • 116. Quality of Life and EmploymentThe Programmes and Actions in this concept are aimed at the improvement in the quality of life and socialcohesion of the residents, while also taking advantage of new professional opportunities which will arise as aconsequence in the change of Platja de Palma’s tourism model. Total investment: 46.5 M€ Percentage of the total investment: 1.17% investment Quality of life and employment 100% 15 Millions € 80% Action programmes M€ % 59% 67% 65% 10 60% 73% To design and implement a plan to strengthen social cohesion and improve 18 38% work standards 40% To design and implement a plan 5 29 62% to strengthen the existing productive fabric 20% 41% 33% 35% Total 47 100% 27% 0% 0 2012 2015 2020 >2020 Private Public Total investmentSource: EverisUrban and Tourism EnvironmentThe creation of high level landscape and urban surroundings in keeping with the new tourism model isessential to reach the comprehensive revitalisation objectives of the area. Therefore, Programmes and Actionsaimed at the transformation of the physical spaces of the area have been proposed, breaking with the currentdegradation of buildings and some urban areas. investment Platja de Palma / Page. 117Source: Everis
  • 117. metabolism – Urban services A reduction in the local and global environmental burden from human activity and environmental urban services in Platja de Palma via Programmes and Actions for the reduction of CO2 emissions thus contributing to the mitigation/relief of the effects of Climate Change. investment Source: Everis Construction and mobility To promote the sustainability and comprehensive revitalisation via improved energy efficiency, to reduce consumption and minimise acoustic impact. To change the mobility model to one of sustainability via the elimination of negative impacts and the revitalisation of public areas. investment Source: EverisPlatja de Palma / Page. 118
  • 118. iCT servicesThese Programmes and Actions are aimed at the optimum use of technological progress to increase thecapabilities and competitiveness of the business fabric, to increase appeal for visitors and improve the qualityof life for residents. investmentSource: Everis“Governance”This strategic concept proposes the establishment of strategic support via an agreement at institutional,political, business and social levels with a powerful capacity of good management, based on transparency,accountability, evaluation and participation in the initiative. investment Platja de Palma / Page. 119Source: Everis
  • 119. 3.2.2. invEsTmEnT DisTRiBUTion By PHAsEs From the point of view of time, the Programmes and Actions are organised around four large aims or phases which reinforce the progressive character of the Plan: • Immediate (2010) • Short term (2015) • Medium term (2020) • Long term (from 2020 onwards) After undertaking the Actions for the immediate aim (focused on the establishment of the framework of the Plan, the allocation of funds and starting urgent investments which will act as the foundation for later phases), in the short and medium terms the “Comprehensive Revitalisation Stages (CRS)” will be carried out. These will be aimed at the development of initiatives to draw, trigger and encourage the Revitalisation expansion process of Platja de Palma: • Placement of “Driving spaces”2 and “Transformational Activity Clusters”. • The integral tourism and residential refurbishment (including new construction). • Other ecological, quality of life, employment and “management” related Programmes. Thus, the heart of the Platja de Palma transformational process will be undertaken in the short and medium terms, benefiting from the attainment of results of the new tourism model. PARTiAL invEsTmEnT DisTRiBUTion By PHAsEs AnD sTRATEGiC ConCEPTs (2012 – 2015 - 2020) Urban and tourism environment metabolism and Urban services T+R Construction and mobilityPlatja de Palma / Page. 120 Remainder Source: Everis 2 Maravillas / Porciúncula, Can Pastilla / Ses Fontanelles and S´Arenal de Palma / S´Arenal de Llucmajor
  • 120. The long term Actions will complement the transformation of the model via actions aimed at the fulfilment ofall the projects in the entire area and range of action. The estimate for partial investments from 2020 rises to€1,760 million.3.2.3. DisTRiBUTion oF THE invEsTmEnTs By soURCEWith regard to the investments, 35% will be from Administrations and other public entities involved in the Plan,with the remaining 65% coming from private entities. DisTRiBUTion oF THE invEsTmEnT By soURCE AnD sTRATEGiC ConCEPT Tourism positioning Climate change and natural “Governance” systems iCT services Quality of life and employment T+R Construction and mobility Urban and tourism environment metabolism and Urban services Public investment Private investmentSource: EverisIt should be stressed that three large types of investment exist, depending on the intensity of financing by theprivate sector and the Public Administration: TyPEs oF invEsTmEnT34 Type of investment m€ Distribution % of the total Totally public 25.3 100% Public 0.64% Predominantly public3 545.8 71.6% Public / 28.3% Private 13.76% Predominantly private4 3,397 27.8% Public / 72.2% Private 85.61%Source: Everis Platja de Palma / Page. 1213 Investment amounts where public financing is above 50%.4 Investment amounts where private financing is above 50%.
  • 121. • Totally public investment The public financing will be concentrated on the execution of Programmes and Actions aimed at image- creation and the appropriate context for the new tourism model concerning investments in purely public infrastructure or those which present practically no economic interest for private investment. This totally public investment will finance 45% of the PAI’s Programmes and Actions (13 of the 29). To be precise, it will finance all the Programmes and Actions regarding Climate Change and natural systems. With regard to the other concepts it will finance most of the Management strategic concept and specific Programmes in the remaining concepts (tourism trade, urban planning and actions on acoustic impact models). • Predominantly public investment The predominantly public investment refers to situations which offer a relatively low attraction for the private investor and this is reflected in the higher percentage of public contributions over private ones. This category contains 34% of the Programmes and Actions (10 of the 29) ranging over all the strategic concepts (except Climate Change and Natural Systems) and is concentrated on actions related to sustainable mobility, waste and water cycle management or the design of the urban fabric. Private financing will defray a small part of this cost. • Predominantly private investment In the private area, the investment will be mainly aimed at the re-modelling of hotel and commercial facilities, the creation of leisure areas and other infrastructures which will be part of Platja de Palma’s future tourism offer. The creation of energy systems and the reconversion of the productive fabric are other Programmes to be taken on primarily by the private sector. 21% of PAI’s Programmes (6 of the 29) require predominantly private financing.Platja de Palma / Page. 122
  • 122. 3.3. THE mETHoD oF PRivATE invEsTmEnTThe virtues of the new tourism model will have a positive impact on the economy of the region as a whole andcontribute to its development and economic growth.The PAI, from an integral economic perspective, examines strategic concepts which will impact both thedevelopment of already existing sectors as well as the encouragement and creation of other innovativeones, creating new investment and business models in the area and making room for both already existingbusiness sectors as well as new investors.However, Platja de Palma Project considers that the security conditions and return corresponding to existingor new private investment will enjoy a rate of return comparable to those in the non-speculative capitalmarket. It also takes into account that the diversification of investment will directly benefit various sectorsthereby generating a driving force which will distribute the investment value among neighbouring sectors, thusproducing an important indirect impact.In the following diagram each “layer” reflects the distribution of the direct impact of the investment in eachof the different sectors of activity, with the successive “layers” showing possible deductions (reading from theinner area outwards) or additions (reading in the opposite direction) of/in the sub-sectors. DiRECT imPACT oF THE invEsTmEnT By sECToR oF ACTiviTy iCT sERviCEs TRAnsPoRT WATER AnD WAsTE EnERGy LAnD mAnAGEmEnT CiTy sERviCEs CommERCE + LEisURE REsiDEnTiAL ToURism Platja de Palma / Page. 123 ConsTRUCTion HoTELsSource: Everis
  • 123. Tourism sector Sub-sectors: hotels, experimental system, restaurants and commerce. The investment aims to refurbish the existing hotel and commercial iCT sERviCEs sector and generate a new offer of tourism services: the “cathedrals”, TRAnsPoRT emblematic buildings and strategically located singular urban WATER AnD WAsTE spaces offering unique tourism products and specific leisure areas LAnD EnERGy to complement the offer and contribute to the creation of added mAnAGEmEnT CiTy value. sERviCEs CommERCE Opportunities for the private sector: + LEisURE • Average annual occupancy increase between 52% and 69% over current numbers. REsiDEnTiAL ToURism • A total income increase of €532 million to €857 ConsTRUCTion million from the tourism sector. • Increase in the length of the tourist season to HoTELs achieve year-round occupancy. • Introduction of new niches for the tourism market: wellness, sports, ecology, culture, art and scenic, among others. City services Sub-sectors: energy, water and waste management, transport, ICT This sector encompasses all city services which complement the tourism and residential sector in order to increase the quality of the integral offer and guide Platja Palma’s development towards a sustainable environment. iCT sERviCEs Furthermore, it is in these sub-sectors where the opportunity for TRAnsPoRT the private investment sector to invest in infrastructure to generate WATER AnD WAsTE new activities with possible concessions or management contracts EnERGy of public services can be found. LAnD mAnAGEmEnT CiTy sERviCEs Opportunities for the private sector:: CommERCE + LEisURE • Establishment of a new market for energy generation via renewable energy sources, in particular solar energy with a power station and REsiDEnTiALPlatja de Palma / Page. 124 ToURism solar panel installations; necessary investment of ConsTRUCTion €300 million with public backing of 22%. HoTELs • Establishment of a sustainable drainage system with potential private sector exploitation; necessary investment of €7.5 million with public backing of 50%.
  • 124. • Establishment of a new waste management system in the construction of works and hotels in which business would need to invest around €3 million with public backing of 33%. • Creation of a new sustainable mobility system including a bicycle system, optional transport service control strategies (taxis), vehicular access control and re-charging points for electric vehicles; necessary investment of €28.5 million for the entire mobility Plan with public backing of 90%. • Establishment of a Goods Consolidation Centre for Platja de Palma to reduce CO2 transport emissions by 85%; necessary investment of €4.7 million with public backing of 70%. • Establishment of a new Integral Overall System via a new telecommunications system to offer an new generation of tourism and business services; necessary investment of €32.7 million with public backing of 62%.ConstructionSub-sectors: mainly refurbishment and re-urbanisation with some new constructionThe Plan largely focuses on refurbishment and generation of infrastructures which naturally benefit the wholesector’s chain of construction value from key land management to the execution of works.The wide variety of infrastructures (residential, hotels, commercial, urban, singular areas) allows the participationof players of different characteristics and abilities from the construction sector, generating a high level ofemployment in this sector.It is important to point out that this investment will be carried iCT sERviCEsout gradually in an orderly and planned way in the short, TRAnsPoRT WATER AnD WAsTEmedium and long term with an appropriate balance of publicand private participation. EnERGy LAnD mAnAGEmEnTopportunities for the private sector: CiTy sERviCEs • Almost 80% of the investment of this Plan has a direct impact on the construction sector. CommERCE + LEisURE • The investment impacting construction is split, with approximately 54% for the tourism sector (hotels, shops, urban buildings and singular elements), REsiDEnTiAL ToURism 32% for the residential sector and 14% for key ConsTRUCTion land management. HoTELs Platja de Palma / Page. 125
  • 125. 3.4. RATIONALE FOR PUBLIC INVESTMENT The Comprehensive Revitalisation emerged from the opportunity from the transformation of the current tourism model to a competitive and differential one allowing Platja de Palma to position itself as a first-rate destination. Private investment is key in order for this ambitious objective to become a reality but it also needs the solid backing, encouragement and participation of public authorities to guarantee the organisation of a framework and assets appropriate for the new model put forward. Public investment and participation in a transformational initiative such as the Comprehensive Revitalisation of Platja de Palma is necessary for a variety of reasons: • Financing of necessary structures, infrastructures and services to complement and correct market errors, financing the areas in which private initiative has no incentive to do so. • To guarantee climate and environmental information as well as the adaptation and refurbishment of the land and marine ecosystems of the area. • To support the appropriate development of the tourism sector and contribute to the resolution of problems of coordination and facilitate the evolution of the current model, based on the fragmentation of the tourism offer to an integrated, global, complete one oriented to differential and top notch services. • To generate a favourable and attractive fiscal and incentive-oriented framework for private investment which will, at the same time, generate an important multiplying effect on the Public Administration5. • To encourage the creation of important positive externalities derived from the creation of public infrastructures and the organisation of an environment appropriate of a first-rate destination integrated into the new tourism offer. • To encourage activities such as the refurbishment of buildings, the generation of increased employment, social wellbeing, quality scenic surroundings and a reduction in the energy and environmental burdens while avoiding an increase in the population of the area. • The integration of cultural, environmental, local and business perspectives in the new tourism model. The creation of a new image as well as a cultural and environmental identity of the area based on demand, are key elements to position Platja de Palma as a differential tourism destination. • Coordination and integration of the different players involved through the attainment of necessary institutional, social, business and political agreements. • Establishment of the legislative and regulatory framework to guarantee the viability of the initiative.Platja de Palma / Page. 126 • To safeguard the efficiency, efficacy and good “Governance” of the actions via transparent management and control of the actions and adopting the correct measures to avoid speculation. 5 Every euro of fiscal profit generated by the implementation of a fiscal framework specific to Platja de Palma will yield a total return of 9.96 euros in the form of increased revenue and/or savings for the Administrations (the Tax Office/Inland Revenue, General Treasury of Social Security and the National Employment Institute,…) as a consequence of the growth in economic activity in the Platja de Palma area and the generation of more and better employment.
  • 126. • To guarantee the long term sustainability of the Project establishing a solid, lasting commitment independent of politics. TAX inCEnTivEs AnD FoREsEEABLE REvEnUEs in PLATJA DE PALmA6 Revenues/savings origin Global amount (m€) Investment 318 Revenues from tax (VAT + RPF +) Tourist trade 149 Total 467 Revenues from tax (Corporate Tax) Total 234 Revenue from increased employment Investment 223 Tourist trade 89 (Social Security contributions) Total 312 Social Security savings Total 107 Savings from decreased unemployment Total 358 benefits Public Administration total revenue 1,477 Tax incentives 135 Positive effect on the Public Administration balance 1,343Source: ConsortiumIn short, public investment and involvement will contribute to the achievement of multiple benefits: • Economic: • Higher levels of economic opportunities. • Support and encouragement of business activity in general and of entrepreneurship and small and medium businesses in particular. • Attraction of investment and generation of new economic activities • socioeconomic; increasing the level and quality of employment in the area, breaking with the current unemployment trend and increasing the income levels of the population. • increase in social cohesion and improvement in quality of life of the residents via better services, infrastructures and public spaces, reducing the social gap and fostering civic integration. • Adaptation to Climate Change and recovery and conservation of the natural and environmental surroundings. • sustainability via the reduction of polluting emissions, the promotion of efficient energy and the fight against Climate Change. Platja de Palma / Page. 1276 There is a “Tax Benefit Law Draft Bill for the Platja de Palma Comprehensive Revitalisation Project” pendingdiscussion and processing in Congress and the Senate.
  • 127. 3.5. insTRUmEnTs FoR EConomiC-FinAnCiAL mAnAGEmEnT The comprehensive restructuring of Platja de Palma is configured as a highly complex transforming initiative, which involves structural and progressive objectives, a broad range of participating agents, high volumes of investment and an impact in regulation, financial, social, town planning, ecological and environmental terms. All this makes essential the existence of adequate mechanisms to guarantee the comprehensive management, public and private synchronism, the alignment of various programmes and actions, the coordination of the actors involved, the prevention of speculative pathologies and transparent, effective and efficient management under criteria of good Governance. The Platja de Palma Consortium, formed in 2005, constitutes the natural starting point from which to develop towards an associative, instrumental and management model, which will lead to success in the achievement of the objectives and results of the initiative. Corporate and instrumental area In corporate and instrumental areas, given the diversity of actions with regard to both their nature and in the financial public-private mix, under the umbrella of the Consortium and its possible corporate management instrument, the use of the most appropriate legal, corporate and instrumental forms for organising the execution of the Programmes and Actions must be taken into consideration, using efficiency, flexibility and agility as reference criteria. At corporate level, beyond the various formulae through which private initiative is organised, different alternatives for the execution of the Programmes and Actions can be used, in terms of the public or mixed scope of the actions and which could be complementary among themselves and the following: • independent public bodies: for the development, management and rendering of non-economic public services, commissioned by way of functional decentralisation (e.g. education, physical education). • Public law bodies subjected to private law: for the rendering of services of public ownership with economic compensation (e.g. integral water cycle, waste). • Consortiums and agreements: management of inter-administrative agreements and non-profit organisations. These are voluntary in nature and associative in character (e.g. transport, economic development).Platja de Palma / Page. 128 • Concessions: so that the public sector can come to an agreement with the private sector for the development of certain services with precise conditions. • Foundations: organisations whose assets are affected in an enduring way by the fulfilment of non- profitable activities of general interest and with the participation of other private bodies. • Business corporations: best suited for the management and exploitation of public economic services, be they publicly owned or not, with the Administration or its bodies owning the majority of
  • 128. the shares (e.g. transport, energy). • mixed ownership corporations: as instruments of public-private management with the objective of developing some of the Programmes and Actions where both types of investment converge.In addition, to guarantee the quality and safety of the business models with public-private management,the Consortium will implement the key processes which will govern the formulation process of each of them:identification and business opportunity studies; analysis of market conditions and definition of the mostappropriate management option; establishment of the conditions to present the project to the market;development of the selection criteria of the investors guaranteeing publicity and free competition; establishmentof the preliminary contractual structure; analysis of offers; etcIn addition to the establishment of appropriate corporate formulae and business models for the managementof the different areas of public-private collaboration, it is important to take the different instruments availableinto consideration in order to execute the investments of each of the PAI’s concrete Programmes andActions. PossiBLE insTRUmEnTs FoR THE EXECUTion oF invEsTmEnTs • Bids for services to allocate public investment to private suppliers for the design and development of specific plans and projects. • Service contracts to allocate public investment to private suppliers for the execution of services such as land management, installation of renewable energy systems and the design of information systems. • Public works bids to allocate public investment to private suppliers for structural, refurbishment, renovation services, etc. • Awarding contracts for public service management to grant the exploitation of an asset or service to a private company in exchange for its investment. • Specific subsidies to allocate public investment aimed at providing social support to small and medium-sized businesses, stimulating entrepreneurship, training and professionalisation and providing support in certain investment niches. • Incentives and exchanges to attract private investment to specific objectives and to stimulate or control certain practices.Source: EverisPrevention of urban speculationOne of the Consortium’s objectives, due to the importance of its investments and cooperation with privateinitiative, is oriented to the creation of wealth in such a way as to attract external public and private capitalin order to achieve productive investment with which to drive the area’s Comprehensive Revitalisation. Withthis aim, the Consortium will activate the legal and operational measures necessary to avoid the creation ofadded value induced by public-private action, to generate speculation with indiscriminate price rises which Platja de Palma / Page. 129could make the operation unviable.To face this challenge, Platja de Palma Consortium is designing the most appropriate principles and toolswith regard to legislative, tax and corporate areas to prevent this sort of antisocial practice. And alongthese lines all types of measures used in our regulatory system (purchase of real estate and buildings, theuse of pre-emption rights and redemption, expropriation in necessary cases, green mortgages, the creation ofprotected buildings, etc.) as well as in the international area, are being arranged.
  • 129. CHAPTER 4. “GOVERNANCE” FOR THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA 4.1. POLITICAL CONSENSUS, INSTITUTIONAL AGREEMENT AND CORPORATE, TRADES UNION AND CIVIC COMMITMENT 4.2. AN ACTIVE PARTICIPATION PROCESS, WITH STABLE MONITORING, EVALUATION AND ACCOUNTABILITY SYSTEMS 4.3. A BROAD-BASED DIVERSE COMMUNICATION AND INFORMATION SYSTEM ADDRESSING ALL SECTORS INVOLVED 4.4. AN ORGANISATIONAL STRUCTURE ANDPlatja de Palma / Page. 130 INSTRUMENTS TO MANAGE THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA
  • 130. 4.1. POLITICAL CONSENSUS, INSTITUTIONAL AGREEMENT AND CORPORATE, TRADES UNION AND CIVIC COMMITMENTThe challenge of “Governance” in Platja de Palma is defined by one key concept: consensus, or in otherwords the agreement of all social actors involved in the Project, in order to breathe life into the process ofimplementing and undertaking the transformation of this tourism destination.The complexity and timescale of the Comprehensive Revitalisation of Platja de Palma demand that socialand institutional actors be provided with effective and well-conceived organisations, bodies and mechanismsallowing them to achieve the broadest consensus from the outset and over the coming years.Consensus will be absolutely vital in implementing the PAI, or Comprehensive Action Plan, and is thus anaspect which must be focused on in the various phases of the process and in each and every initiative. Itwould be inconceivable to draw up such long-term and far-reaching plans, involving productive installations, Platja de Palma / Page. 131the urban, coastal and marine context and rural and natural environments without guaranteeing the consensusof the actors involved.The model of “Governance” being considered demands that proposals enjoy guaranteed acceptanceand support from institutions, political parties, government and opposition teams, business leaders andtrades union representatives, civic and citizens’ bodies.
  • 131. MAIN GUIDELINES OF THE CONSORTIUM’S PUBLIC ACTION • Transparency in management of the Project and the process, in the reports and technical studies on which proposals and decisions are based, and in the initiatives promoted. • Establish the basis for speculation-free management, acting in a balanced and even-handed manner with regard to the various sectors involved, avoiding any prejudicial imposition or favouritism. • The quest for an overall improvement in companies, professionals, workers and residents, based on the principle that “we all gain”. • Adopt initiatives for participation in decision-making regarding viable proposals, based on sound technical approaches. • Promotion of public-private management bodies to deal with the destination’s new demands and to achieve entrepreneurial and professional excellence. • Periodic accountability of both economic management and the investments made and the return on them, by means of the assessment of results and achievements. • Ring-fence the continuity of the Project and maintain its principles and objectives, channelling differences or disagreements by means of pluralist structures, stakeholder management bodies or participatory forums, in order to prevent management from being undermined by party politics, publicity seeking and propaganda. Source: Consulluna Definition of the model of “Governance” proposed in the Project and process for the Platja de Palma PAI calls for a series of elements affecting each group of actors involved: • Agreement between political organisations to underpin the strength of the Project and its future over the passage of time or with a change of roles of both the government team and opposition groups. • Consensus among the five institutions which make up the Consortium, providing administrative agility and effective public management, while also guaranteeing the regulatory stability and credibility of the Project and transformation process over the years. • Commitment of businesses and trades unions in support of renewing the existing tourism model and shifting towards greater quality with a more significant impact for the economy, jobs and society. • Support from citizens for innovative initiatives to foster the cultural change which transformation of residential areas will involve, and the harmonious coexistence of visitors and residents.Platja de Palma / Page. 132
  • 132. Main initiatives and actionsThe above guidelines must serve to achieve the desired effect and make the investments and initiativesrequired by the Project feasible. They should also help facilitate the transition from a state of obsolescence toone of success, prosperity and social cohesion. The following lines of initiatives and actions are proposed inorder to achieve this:In the regulatory and legislative sphere: • Approval of town planning laws by unanimous or reinforced majority decision. • Approval of laws offering tax breaks on investments by unanimous or reinforced majority decision. • Creation of bodies to administer public investment with public-private involvement, offering the utmost transparency and efficiency. • In the business and employment sphere: • Development of cooperative private management bodies to handle the functioning of the destination, with public involvement and monitoring from all sectors involved. • Creation of specialist technical, administrative and financial support for the process of transforming companies. • Encouragement for agreement between businesses and trades unions to improve professional upskilling, quality employment and job stabilityIn the civic sphere: • Establishment of a commitment to regular public accountability. • Creation of citizen involvement platforms to monitor investments, initiatives and projects. • Creation of specialist technical, administrative and financial support for the processes of transforming residential properties. Platja de Palma / Page. 133
  • 133. 4.2. AN ACTIVE PARTICIPATION PROCESS, WITH STABLE MONITORING, EVALUATION AND ACCOUNTABILITY SYSTEMS Over the course of 2009, the Platja de Palma Consortium was engaged in the task of diagnosing, examining and reflecting on the issues covered by the seven Strategies set out in the preliminary terms for the Project. Strategy 7, “Structure an institutional and social pact and a new “Governance” for change”, applies to all the others on a horizontal basis, since one cannot today conceive of a process of urban, economic, social and environmental regeneration without offering the people who live and work within that setting information and involvement regarding the proposed changes. The creation of forums for debate and suggestions is an essential precondition in order to generate genuine participation, understood as the ability to influence decision-making and the implementation and subsequent evaluation of public-private policies. The first steps in the process of participation The process of participation has already begun. During the months over which the Project was being drawn up, the various actors involved in the daily affairs of Platja de Palma had the opportunity to explore in detail its most significant aspects in the form of participatory workshops within the context of the so-called “consultation phase”. 13 workshops were staged, in accordance with geographic and thematic principles or factors specific to social agents, with more than 500 individuals learning about, discussing and making contributions to those issues of greatest importance to the resident population in the area: illegal dumping, solid waste and the preservation of sites of ecological interest; open spaces for tourist and non-tourist uses, green areas and public squares for residents; citizen security; mobility, accessibility and connectivity with the city of Palma; inadequate housing, facilities and public provision; collective identity; training requirements to improve working conditions; etc. With the aim of starting up projects to improve roadways and water channels and public lighting installations in various areas of Platja de Palma, three works monitoring committees were set up, featuring representatives of business, social and neighbourhood organisations in the area. These committees will be maintained for future works within their area and are entitled to receive direct information about the projects, the actions to be performed in each case, the budget and calendar for execution, and to make contributions and agree onPlatja de Palma / Page. 134 certain modifications. Once these contributions have been compiled and analysed, and to a great extent incorporated within the corresponding Programmes and Actions of the PAI, the so-called “adhesion phase” begins, providing time to explain how the Programmes are developing and to call on civil society, in other words citizens and social organisations, to sign up to the Plan by means of a social pact.
  • 134. 4.2.1. THE PARTICIPATION SYSTEMIt would be unthinkable to establish a model for participation only at the outset of a project without makingplans for a stable structure of civic consensus throughout the process of transformation.The Forum of Organisations and CitizensThe Forum of Organisations and Citizens has been set up as a consultative and participatory body within theprocess of implementing the Platja de Palma Revitalisation Plan. The objectives of the Forum of Organisationsand Citizens will be: • Foster participation and commitment of civil society as part of the Plan and its implementation, providing periodic information regarding developments. • Establish a platform for monitoring, consultation and co-operation with the Consortium during the process of applying the Plan, by means of debates open to the general public and focusing on key issues. • Foster a dynamic and participatory civil society with reference to issues of community interest: town planning initiatives, public spaces and facilities, education, security, employment, mobility, the environment, etc. • Facilitate the work of the technical teams of the Consortium through constant feedback in both directions. • Shape a process of cultural change based on the challenges and opportunities involved in the Comprehensive Revitalisation of Platja de Palma. STRUCTURE OF THE FORUM OF ORGANISATIONS AND CITIZENS The Plenary. With three types of participant: • Representatives of associations: social, economic, cultural organisations, works committees, etc. • Citizens’ representatives chosen by lot from among local residents and voluntarily agreeing to take part in the Forum. • Representatives and technical staff from the Consortium, representatives of public bodies tied to the Plan and individuals with key expertise in the thematic areas discussed by the Forum. The Plenary may set up Working Groups, created specifically to explore in greater depth those areas requiring particular attention, either for monitoring purposes or to present proposals before the Consortium. The Working Groups will report their conclusions and proposals to the plenary. Platja de Palma / Page. 135 The Participatory Network, comprising all individuals who register on the corporate website, accessing a separate space presenting information about execution of the Plan, the resolutions passed by the Forum, etc. The members of the Participatory Network may in turn register opinions, make proposals and suggestions and contribute new information (documents, images) of use in the effective development of the Plan..Source: Consulluna / CIREM
  • 135. Other channels for participation The Consortium plans to support other instruments for participation in order to achieve feasible and effective involvement by citizens throughout the process: • Establishment of the Group of Experts and Professionals: made up of individuals with a professional, business, working, university or social profile with expertise or broad experience in their field, who will attend those sessions to which they are invited for the purpose of monitoring projects and contributing improvements and proposals. • The Tourism Experience Board: made up of a small group of individuals with proven experience and track records in the tourism sphere in Platja de Palma and who are no longer actively employed because of their age, in order to expand the process of improving projects and contributions on the basis of experience and business, trades union and institutional practice connected with Platja de Palma. • Annual and Public Accountability: establishment of the management and balance sheet and evaluation of the process, the investments and initiatives implemented with the support of both public funds and private enterprise.1 The PAI for the Comprehensive Revitalisation of Platja de Palma, viewed from a holistic perspective, also involves implementation of a far-reaching and long-term process of change which will affect the whole raft of business activities involved in tourism, along with the urban and social context of the population living and working in the area. The effective involvement and participation of economic and social actors and cooperation between the public and private sectors are necessary conditions in order for the Project to advance and prosper. 4.2.2. THE SISE (SYSTEM OF MONITORING AND EVALUATION INDICATORS) FOR THE CAP/PAI Given the scope, complexity and timeframe of the PAI, it is essential to have in place a system of monitoring and evaluation indicators, known as the SISE, to track the positive/negative progress of the process of redefining Platja de Palma in the short (2015), medium (2020) and long terms (>2020). This represents a vital prerequisite for a plan/process which will necessarily require adjustment as it advances. To this end the SISE system has been designed by grouping up to 29 indicators within eight strategic concepts in order to present an overview of the Project in terms of its key factors which, naturally, may be readjusted in the future. Each of the indicators constitutes a quantifiable parameter the evolution of which indicates the implementation and effectiveness of the measures proposed by the PAI over time. The Indicators cover the full spectrum ofPlatja de Palma / Page. 136 strategic concepts and will provide the Platja de Palma Management Body with information and control over the evolution of the area, while also underpinning the systematic provision required in order to undertake effective “Governance” and optimum resource allocation. 1 This is a task where the SISE indicator system referred to in section 4.2.2 of this chapter plays a fundamental role.
  • 136. The indicators have been grouped together under the following eight strategic concepts, in accordance with theProgrammes and Actions: 1. Tourism Positioning 2. Climate Change and Natural Systems 3. Quality of Life and Employment 4. Urban and Tourism Environment 5. Metabolism - Urban Services 6. Building and Mobility 7. ICT Services 8. “Governance”Of these 29 indicators, 12 have been selected as Indicator Talismans, or ‘ITs’. The ITs will represent the keyparameters for tracking evolution of the process, and will be monitored on a more frequent basis. Platja de Palma / Page. 137
  • 137. Platja de Palma / Page. 138
  • 138. Platja de Palma / Page. 139
  • 139. Source: F.Prats-J.Murillo/ConsortiumPlatja de Palma / Page. 140
  • 140. 4.3. A BROAD-BASED DIVERSE COMMUNICATION AND INFORMATION SYSTEM ADDRESSING ALL SECTORS INVOLVEDSociety’s opinion of an institution serves always as a reflection of the information which it itself presentsto the outside world. Communication is thus seen as an essential tool in order to achieve the objectivesset out above, along with support and credibility on the part of the people of Majorca, the Balearic Islands,Spain and the world, for a project of such importance as that which faces the Consortium: the ComprehensiveRevitalisation of Platja de Palma.The Platja de Palma Consortium was set up in 2005. Over the past five years it has been heavily engaged ininternal communication (documentation, studies, analysis of problems and threats...) in order to define itsidentity and corporate culture, although it will be from 2010 onwards that the project takes on a true publicdimension, at which point the various external communication initiatives will therefore begin.The Communication PlanOne of the most important aspects to day, and one of the greatest demands of the population, is for transparencyin the management of resources, in particular if they are drawn from the public purse.And it is this transparency which society demands, and which the Consortium aims to present, that necessarilyinvolves a sound Communication Plan serving not only publicly to present the work being performed by theConsortium in order to meet the Objectives and goals set out in the PAI, but also to ensure that all sectorsof society involved in the project to reshape Platja de Palma can play an active and responsible role in theprocess.The Platja de Palma Communication Plan has thus set a series of strategic objectives: • Present the Platja de Palma Project to the populace by means of interactive communication, employing independent channels and a range of platforms suited to each type of audience. • Increase the media profile. • Transmit transparency and credibility in order to win over the public. • Promote and embellish the area of Platja de Palma as a quality tourism destination. Platja de Palma / Page. 141 • Present the project to economic, tourism and institutional organisations at the local, national and European levels..The strategic objectives will be achieved by means of the various initiatives and programmes comprisingthe Consortium’s Institutional Communication. Meanwhile, in order to achieve greater effectiveness in thecommunication process, distinctive information channels will be created and developed: printed materials;
  • 141. meetings, contacts, workshops, direct discussions with organisations, social groups and media outlets; digital communication; etc. INSTRUMENTS AND INITIATIVES PLANNED FOR COMMUNICATION OF THE PROJECT • Project Presentation: at the local, regional, national and international level. • Project presentation book • Technical documents, studies and projects making up the PAI. • Specific reports on each Strategy. • Monthly information newsletter. • Website. • Information/training workshops. • Participatory network. • Fluid relationship with the media. • Press releases: to publicise news of interest as it occurs. • Press conferences: for particularly significant news items. • Supporting actions: in order to facilitate the task of the media, information packs, articles, features, interviews and other materials will be prepared. Source: Consulluna Communication must serve to ensure that the Platja de Palma Consortium, in addition to establishing its own clear identity, achieves a positive image, transmitting a public sense of trust, credibility and stability regarding the Project. Communication will be the tool deployed in an attempt to achieve the recognition of citizens and institutions to assist the Platja de Palma Consortium in positioning itself as a body of social, economic and institutional prestige within the context of local, national and international tourism.Platja de Palma / Page. 142
  • 142. 4.4. AN ORGANISATIONAL STRUCTURE AND INSTRUMENTS TO MANAGE THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMAThe Comprehensive Revitalisation of Platja de Palma must as a process be provided with Managementinstruments capable of responding to the challenge involved in the wholesale conversion of an area: a systemicconversion which, on the basis of a repositioning of tourism, covers such wide-ranging fields as theenvironment, society, space and buildings, urban services and technology. In other words, multiple spheresof work within one single project: this is both its strength and its weakness in terms of the concept of how itshould be managed.4.4.1. TEN COMMANDMENTS FOR THE MANAGEMENT BODYAlthough the definition of the organisational structure to promote the Comprehensive Revitalisation of Platjade Palma has multiple facets and allows for various possibilities, which must be analysed by the Consortiumsmain actors, below are set out a number of considerations arising from the experience of drawing up the PAIwhich is to serve as its foundation.The organisational dimension, management, leadership and participation1. A new, much more powerful organisational dimensionThe current organisational structure, based on a small, compact team headed by the current Commissioner/Director and supplemented by external teams, has proved extremely useful in drawing up a multi-themed andhighly ambitious project. However, implementation of the PAI demands a very powerful and diverse executivestructure capable of organising its development amid all the complexity of a public-private partnership,involving some thirty Programmes and close on a hundred Actions.2. Comprehensive managementIt would seem desirable to consider one single body covering management of the entire area in every aspect,given the strength of the interrelationships among all the thematic spheres, meaning that their synergies andcontradictions can only be resolved if an integrated, systemic management capacity is maintained.. Platja de Palma / Page. 1433. A complex management mesh led by the ConsortiumBecause the Consortium has a number of defining characteristics: a) It involves representatives of institutions from all four spheres which make the project possible: Central Government, the Balearic Government, the Island Council of Majorca and the Town Councils of Palma and Llucmajor. b) It involves managing a highly complex project, but one with its roots on the ground, very similar to urban
  • 143. areas with their diverse actors and populations. c) The Consortium defines competencies in shaping commitment to such an ambitious and transversal programme, within which additionally coordinated action is essential in order to fulfil the ambitious operational timeframes set out in the PAI. d) On the basis of a "Consortium Apex", there exists a whole range of possibilities to provide greater strength and flexibility in its internal operations, to enrich the level of possible supplementary representations, to shape multiple forms for structuring and administering the various management spheres with agility, etc. 4. Importance of channels for representation/relationship with private enterprise and with the social actors present in the area In the former case, because the economic revitalisation of the area demands that we facilitate the involvement of private investors and businesses, both existing and new, with experience, knowledge and interest in developing the various sectors of activity which Platja de Palma demands. And there are numerous possibilities in terms of finding attractive formulae to do this. In the case of social actors, meanwhile, because the challenges and opportunities offered by the Project in the field of the environment, employment and local quality of life cannot be developed without the active participation of trades unions, neighbourhood associations, environmental bodies and other thematic organisations operating in the area. POSSIBLE ORGANISATIONAL STRUCTURE OF A COMPREHENSIVE MANAGEMENT BODY FOR PLATJA DE PALMAPlatja de Palma / Page. 144 Source: F. Prats
  • 144. Management of the various operational areas and inter-authoritycooperation5. Importance of a public-private agency for the fine detail of destination tourism management.The recommendation for an integrated management body does not preclude recognition of the importance ofhaving in place a public-private agency to manage tourism at the destination.Platja de Palma is not a private holiday establishment, but must succeed in energetically and effectively workingwith the constituent elements of such resorts, both the software (philosophy and values, brand, clients, systemof experiences, etc.) and the hardware (spatial management, business coordination, technology networks,marketing and sales management, etc.). PROFESSIONAL AND EFFICIENT MANAGEMENT OF MULTIPLE ASPECTS OF THE DESTINATION • Management of the experiential system offered, as the emotional aspect represents 70% of the value perceived by a client. • Management of innovation, a key factor for Platja de Palmas value proposition: innovation in sales, catering, events agenda, beach, shops, marinas, marketing... • Management of systems to identify potential markets, adapt to the desired objective, evaluation of potential client suitability, active management of sales opportunities, etc. • Human resource management: the recruitment, training (specific and ongoing) and career plan of employees are vital aspects of the success of the Project. • Management of personalised knowledge of visitors in order to adapt the offering and customise the product, thereby increasing the value perceived by the client and generating greater value for the destination. • Management of key processes at the destination: quality of suppliers goods and services, better purchasing prices, quality of products and services, etc. • Management of the continuous improvement of the destination through permanent evaluation processes to combat weaknesses and threats and exploit opportunities and strengths. Evaluation and oversight will then take place and the process begins again. • Coordinated management of a specific marketing plan for Platja de Palma to showcase the new product and impact on the most appropriate source markets. • Management of appropriate funding to support the destination management body, along with avenues to be explored in achieving this.Source: Consortium Platja de Palma / Page. 145
  • 145. 6. The need to establish appropriate formulae for the remaining management areas demanded by the project Apart from "destination management", the Comprehensive Revitalisation of Platja de Palma demands the design of new operational instruments to respond to the Projects needs through cooperation among institutions for: environmental management; employment and social programmes (jobs, training, SMEs, social networks...); basic public services (security, cleaning...); town planning and land management; energy (renewable, ESCOs...) and water: building and mobility; Information and Communication Technologies (ICTs); etc. 7. The importance of cooperation with other public authorities Almost all the Programmes and Actions which the Comprehensive Revitalisation of Platja de Palma must tackle are connected with the spheres of competence of various public authorities, from the issue of town planning or the integrated water cycle to the funding of the residential refurbishment programme. Good inter-authority cooperation is thus an essential platform for the efficient public-private partnership which development of the Project demands. Consistency and innovation 8. The “Platja de Palma Certificate” as a condition for maintaining the comprehensive consistency of the Project. The issue of “consistency” is one of the Project’s “Achilles’ heels”. In effect, the Comprehensive Revitalisation of Platja de Palma is based on innovative proposals and principles which in many cases go beyond the currently existing logic of engineering development and construction. For example, when one proposes such a high-powered transversal concept as the objective of “carbon neutrality” by the end of the process to transform the area, this means that all engineering, construction (tourism and residential), mobility or energy source and network projects must be devised and created from the very outset in accordance with certain conditions which go beyond current practices, which generally show very little concern for such issues. The Consortium must therefore put in place a Seal or Certificate system to vouch for the consistency of the various initiatives in accordance with the general Project Objectives.Platja de Palma / Page. 146
  • 146. 9. The challenge of innovation applies transversally in developing the PAIThe work performed to draw up the PAI indicates that its development will be possible and feasible only throughsignificant innovation in its content and instruments.The Consortium is ultimately aware that the Project is based on new concepts in various realms (comprehensiverefurbishment versus newbuild, reduction of tourist capacity versus property development, savings versusunlimited consumption, carbon neutrality, etc.) which will require a new form of cultural, legal and operationalsupport.What we must take on board is that this innovative challenge is an inevitable requirement in order proactivelyto adapt to the future, and is the consequence of a new historical cycle which affects us all.10. Innovative Information and Communication Technology (ICT) systems for the integrated managementof Platja de Palma.2The Comprehensive Revitalisation of Platja de Palma, quite apart from being an excellent opportunity, alsorepresents an overarching need to innovate and exploit the huge possibilities offered by ICT systems in thisfield. Platja de Palma / Page. 1472 See Programme XXV: “Design and implement an ICT System for management and communication of the Planand the process”
  • 147. Chapter 5. a View of platja de palma for the futurePlatja de Palma / Page. 148
  • 148. The project for the renovation of Platja de Palma involves the restructuring, rehabilitation and transformation ofan old coastal tourist resort. This transformation, in being comprehensive and as broad and deep as possible,means that we must be orientated towards a new coastal tourist paradigm, which will find its overall plasticand landscape expression in making the urban, rural, natural and coastal environment reflect this progress,assuring us of the coherence of the whole project.The future calls on us to be innovators, with a comprehensive tourist restructuring project, for which reasonall the strategies on which the restructuring of Platja de Palma is conceived are considered and aimed at thecreation of a new and more cohesive relationship between the tourist and residential areas, paying specialattention to the natural and the urban surroundings, in order to facilitate coexistence, convenience andaesthetics, within parameters of sustainability which are established for the use of resources, infrastructures,territory and mobility.Some of the pictures which we present are an approximate rendering of the foreseeable results at somestrategic points, making the actions programmed more visible. We are trying to promote comprehension and,at the same time, show that the projects are suited to the needs of residents, visitors and businesses.There is no doubt that the pictures below can give an idea of some of the changes which are projected, whichalso involve a change of attitude and culture, for both the people and the businesses, in facing these newtimes. The goal of the transformation to which we aspire, the future which we need to ensure the success of theresort, justifies these efforts.Natural environment: rivers, beach and seaThe natural environments for which a process of recovery is planned include the Son Verí and Jueus rivers, Platja de Palma / Page. 149together with the area of Ses Fontanelles, so that this has become one of the priority actions in the restructuringand a sign of modernity.A comprehensive improvement is projected for seawater and seabed, seeing to the quality of water treatmentsand the rainwater drainage system. In the same way, the 4,600 metres of beach will be improved in cleaningand treatment, with the restoration and recovery of part of its natural historical structure and vegetation
  • 149. Green corridors: esplanades, gardens, squares and streets We present the projects for action on the existing Passeig Marítim to give it variety, attraction and convenience. There are many metres which are all the same, and we hope that they will acquire their own personality in parts and sectors, with new paving and textures, new vegetation, trees and plants, as well as ensuring accessibility and coexistence with other forms of mobility. The coastal path itinerary to Cap Enderrocat will mean that the coast is accessible to residents and visitors, as well as gaining spaces and views which will supplement the landscape values of the area. The intervention on current streets and squares is for the purpose of winning space for people, whether residents or visitors. Tree planting will be multiplied, pavements widened and certain streets and spaces pedestrianised, entirely or in part. The most important intervention is, without doubt, the great natural green expanse which will connect the Porciúncula with the Passeig Marítim and the sea. This project will reduce the number of cars and give a more sustainable image, while reducing CO2 in the atmosphere. The restructuring of Platja de Palma is a global project which will bring the integration of leisure, tourist and residential areas, encouraging people to walk or get about by bicycle or other non-pollutant means or which use renewable energy. New hotels, mediterranean individuality and new supplementary services For private infrastructures, an important group of investments is projected, which will serve as the motor for a change towards hotels with a high level of amenities. These actions are focused on the existing quarries and nearby land, which will give way to 5-star hotels with new types of infrastructures such as gardens, a Wellness Palace, an Entertainment Complex and a high performance Sports Centre. In parallel the town planning will encourage a change of category for the existing hotels, both by adding parcels and by the suspension and release of spaces for establishments which are difficult to recover. Together with the Passeig Marítim 3 interventions are projected to create spaces with a Mediterranean personality and differentiated, optimising the existing marinas and the areas for trade, restaurants and leisure.Platja de Palma / Page. 150
  • 150. leVaNte hiGhwaY airport page 163 page page page 175 157 153 page 173 page 155 page page 177 169 hiGhwaY to lluCmajor page page 165 page 169 167 page 171 page page 181 159 page 161 page 179 page 183 Cala Blava Platja de Palma / Page. 151
  • 151. Platja de Palma / Page. 152 West8
  • 152. The new look for SesFontanelles and itssurroundings. This restructuringof the area will take intoaccount the incorporation ofnew green zones, forming partof the basic future axes ofPlatja de Palma; as well, also,as the recovery of symbolicnatural zones which havebecome degraded. Platja de Palma / Page. 153
  • 153. Platja de Palma / Page. 154West8
  • 154. This picture shows thefeasibility of improving thebeach itself, in this case in thearea of La Ribera Beach. Theplanting of pines and the pre-existing vegetation will restorethe image that this placeformerly had, together with theconvenience of the best hotelsand the best tourist amenities,so that this can be one of thebeaches of reference at worldlevel. Platja de Palma / Page. 155
  • 155. In this picture simulating the restructuring of the Can Pastilla area the backing for a strategy of sustainability can be clearly seen. The front line will become a real esplanade where harmony between pedestrians, cyclists and people enjoying the beach will be one of the symbols of this restructuring. There is also a notable combination of art and nature which will form part of Platja de Palma as a symbol of contemporary innovation. West8Platja de Palma / Page. 156
  • 156. Platja de Palma / Page. 157
  • 157. Platja de Palma / Page. 158West8
  • 158. This virtual picture, whichshows the area of thecentre of the village fromthe part of S’Arenal deLlucmajor, illustrates one ofthe fundamental axes of theproject for restructuring Platjade Palma, sustainability, thatis to say, the conjunctionbetween the green zoneswhich will be installed in thearea, the introduction of atram in Platja de Palma (forpublic transport and energysavings) and the incorporationof a large open space forpedestrians Platja de Palma / Page. 159
  • 159. The esplanade in the area of S’Arenal de Palma will become a neighbourhood front line which is innovative and environmentally-friendly, thus discouraging the use of cars in favour of public transport, with a special emphasis on the increase of green zones with plantings proper to this Mediterranean area; and also improvements in commercial and leisure areas.Platja de Palma / Page. 160 West8
  • 160. Platja de Palma / Page. 161
  • 161. This picture shows how the centre of the village will be in the area of Can Pastilla. From the combination of the different architectural, landscape and human elements, various values can be discerned, such as community spirit, modernity, prosperity and sustainability, all of these values being indispensable in achieving this project of comprehensive restructuring of Platja de Palma and leading factors for the convenience and welfare both for residents in the area and for the visiting tourists.Platja de Palma / Page. 162 West8
  • 162. Platja de Palma / Page. 163
  • 163. Platja de Palma / Page. 164West8
  • 164. The simulation in this picturegives a view of the panoramaof the new Boulevard of CarrerMarbella, where there will belarge green zones intermixedwith the tram route where itpasses through this area, andalso the restoration of areas ofrecreation, trade, restaurantsand leisure. Platja de Palma / Page. 165
  • 165. Platja de Palma / Page. 166West8
  • 166. In this new Carrer Marbellaboulevard we can see in theforeground the tram route.This means of transportcombines the accessibility andconvenience of surface travelwith the advantages of railtransport, with more capacityand environmental efficiency. Itwill make this new trading andservice area more attractive. Platja de Palma / Page. 167
  • 167. Platja de Palma / Page. 168West8
  • 168. This aerial view shows asimulation of the new areaof Porciúncula and thequarries of Platja de Palma,reflecting a panoramic viewof the transformation whichwill take place at this spot.The remodelling of the greenspaces will make this oneof the most attractive partsof this area of the coast ofMajorca, taking advantage,also, of the natural charmof one of the most historicalparts of the island of Majorca,the Platja de Palma quarries. Platja de Palma / Page. 169
  • 169. Platja de Palma / Page. 170West8
  • 170. This virtual rendering showsthe Plaça dels Nins in S’Arenalde Palma. Play areas for thelittle ones are essential in anyproject for a modern townwhich looks to the future and,in this way, the project forrestructuring Platja de Palmaalso watches over safety andcoexistence between residentsand tourists. Platja de Palma / Page. 171
  • 171. Platja de Palma / Page. 172 West8
  • 172. The recovery of the mostimportant wetlands of theislands of Majorca, such as thecase of Ses Fontanelles, is oneof the most important axes ofthis project. The intention isto restore the wetlands of SesFontanelles and make themaccessible to residents andvisitors by creating a pathwaywhich will allow people toobserve, for example, thethousands of migrating birdsin the area or the various plantand animal species whichare concentrated in thesemarshes, thus fostering thenatural and landscape wealthof the area. Platja de Palma / Page. 173
  • 173. Platja de Palma / Page. 174 West8
  • 174. Another view of the SesFontanelles wetlands. Thecommitment to the restorationof this area is such that,besides making it moreaccessible, the dunes whichused to exist here, formingpart of the natural appearanceof Platja de Palma, will berestored. Another project whichwill help Ses Fontanelleswill be the creation of aMediterranean Centre. Platja de Palma / Page. 175
  • 175. This picture gives an idea of the impressive new entertainment and leisure facility, perfectly adapted and set in a broad green area which will be created very close to the village square of Les Meravelles, one of the busiest squares in the area of Platja de Palma. This new development is due to one priority: opening the town to the sea.Platja de Palma / Page. 176 West8
  • 176. Platja de Palma / Page. 177
  • 177. Platja de Palma as an old and much-loved tourist resort cannot leave out of the restructuring the quality of leisure, both cultural and artistic, and entertainment. This is why one of the projects heading renovation is, as this picture shows, the construction of a centre for entertainment, leisure and culture, where there will be space for musical, festival, and dramatic performances, so that it can become a nerve centre for great events, both for visitors and for residents.Platja de Palma / Page. 178 West8
  • 178. Platja de Palma / Page. 179
  • 179. Platja de Palma / Page. 180West8
  • 180. This simulation shows oneproposal of how the new ClubNàutic will look in S’Arenal, aplace where boats, leisure andthe sailing world are essential.It must be remembered thatthe sea-going tradition isdeeply rooted in this area, andthe little boats and Majorcancatboats which are gatheredin this yacht club form part ofthe wealth of Platja de Palmaand, therefore, this traditionmust be encouraged and givenmore modern and accessiblefacilities, as this picture shows. Platja de Palma / Page. 181
  • 181. Among the most characteristic natural features of the island of Majorca are the rivers, and Platja de Palma has the benefit of the Torrent dels Jueus, which separates the area of S’Arenal de Palma from that of S’Arenal de Llucmajor. The simulation in this picture of the Torrent dels Jueus shows how the this river will acquire a new look, with a green park, accessible and modern, a great opportunity for artistic and sculptural exhibitions linked to nature.Platja de Palma / Page. 182 West8
  • 182. Platja de Palma / Page. 183
  • 183. Platja de Palma / Page. 184 West8
  • 184. This last virtual simulationsummarises the projectof Restructuring Platja dePalma. An innovative project,for a comprehensive touristrestructuring, designedto create a new cohesiverelationship between thetourist and residential areas,facing the sea and takingspecial care of the variousnatural, rural, and coastalenvironments. Platja de Palma / Page. 185
  • 185. Platja de Palma / Page. 186
  • 186. Platja de Palma Consortium Part II THE 29PROGRAMMES AND 98 ACTIONS OF THE CAP/PAI Platja de Palma / Page. 187
  • 187. The 29 Programmes and 98 Actions set out below play a central role in the process of the Comprehensive Revitalisation of Platja de Palma, as the operational instruments which will give expression to the 7 Strategies and the 30 Objectives of the PAI, in order to convert this area into a first-class tourism destination with a high-quality residential model which sets the standard for sustainability. These Programmes and Actions are the product of the collation performed by the Platja de Palma Consortium on the basis of the Working Datasheets and Thematic Reports drawn up by the various teams. The Consortium has meanwhile worked to integrate the Programmes and Actions within 8 thematic blocks: 1. TOuRISM POSITIONING 2. ClIMATE CHANGE AND NATuRAl SySTEMS 3. QuAlITy OF lIFE AND EMPlOyMENT 4. uRbAN AND TOuRISM ENvIRONMENT 5. METAbOlISM - uRbAN SERvICES 6. buIlDING AND MObIlITy 7. ICT SERvICES 8. “GOvERNANCE”. This methodological architecture, the function of which is to give clarity, order and efficacy to the actions which the transformation of Platja de Palma demands in the short, medium and longer terms, does not create isolated spheres of action. The Programmes derived from each block are interconnected in a more or less decisive manner, creating horizontal connections which are essential in the success of such a wide-ranging and ambitious plan. The titles given to the Programmes and Actions are intended to reflect as clearly as possible the theme and operational content (planning, definition of guidelines, management, implementation, etc.). Lastly, each of the 98 Actions is accompanied by the corresponding economic and time schedule, setting the total investment to be made over each of the timeframes into which implementation of the PAI has been divided: 2012, 2015, 2020 and beyond 2020. It is in all cases particularly important to bear in mind that these schedules are intended purely as a guideline, and that they should therefore not be treated as beingPlatja de Palma / Page. 188 definitive.
  • 188. 1.TOuRISMPOSITIONING Platja de Palma / Page. 189 Gori Salvà
  • 189. PROGRAMME I - DESIGN A COMPETITIvE buSINESS MODEl With the aim of transforming the current tourism model into one which is much more attractive and competitive, the business strategy must be homogeneous, allowing Platja de Palma to stand out from the other competitors currently in the marketplace. This programme is based on the idea that a mere revision of the system would prove insufficient, and that we must therefore define a completely novel model with a broad vision of the future. The new strategy must focus on a more mature public with greater spending power, and address tourists with a greater diversity of motivations. In order to guarantee the success of the destination, it must offer visitors a whole range of positive emotions (Mediterranean spirit, sustainability, experiences and innovation). Action I.1. - Design a shared vision and mission for Platja de Palma The new Platja de Palma is intended for those tourists who wish to enjoy their leisure time, and the destination will therefore need to offer its future clients intense, gratifying and memorable vacations based on experiential leisure. This tourism destination will also need to be positioned within a beautiful, highly secure, comfortable, sophisticated and balanced Mediterranean setting, given the suitability of the environmental situation to guarantee this. Such an offering will be underpinned by a Platja de Palma Resort Management Agency or similar organisation working within the overall Project management body. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 53,900 € -€ -€ -€ Action I.2. - . Identify the new demand and design the new value offering There are two traditional markets with great potential for this destination (holiday and travel markets), along with a further four more selective markets (health and well-being, sports, special interest and meetings); all within a Mediterranean context. Tourists must be offered the guarantee of contributing to a “0 pollution” outcome and other experiences to increase their self-esteem. The offering must move up from 3 to 4 stars, with an increase in comfort and the addition of new leisure trends and existing contact networks to guarantee a unique experience.: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 53,900 € -€ -€ -€ Action I.3. - Design key processes and resources The new Platja de Palma value proposition will be implemented by means of a redistribution of the urban fabric intoPlatja de Palma / Page. 190 “village centres” (Can Pastilla, Sometimes, Las Maravillas and S’Arenal), and the construction of the new “tourism cathedrals” (Mediterranean Centre, Bio Hotel, Wellness Centre, Sports Centre, Art Gallery and Fort of Cap Enderrocat), the revitalisation of the beach (thematic beach) refurbishment of a range of hotel facilities (along with new additions) and the creation of a system of experiences. All this will be co-ordinated by the Platja de Palma Management Agency or a similar body operating within the overall Project Management Body.. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 53,900 € -€ -€ -€
  • 190. PROGRAMME II - DESIGN AND IMPlEMENT THE “COMPETITIvE DIAMOND”” Platja de Palma will create what will undoubtedly be a hugely innovative and successful business model. However, in order to fulfil the Objectives which will make this challenge a reality, it is essential to design and shape a favourable environment allowing this business model to be successfully put into practice. This can only be done by improving demand, through the design and application of a plan, controlling factors outside the strict confines of the destination, devising actions to be undertaken by companies and ancillary sectors, and finally fostering conditions for support from public authorities. The main objective involves guaranteeing that all these facets are properly developed, in order to shape what we refer to as the “competitive diamond”.Action.II.1. - Design and implement the demand development PlanThe destination has thus far focused on a target whose priority is price, hence the fact that quality, sustainability andinnovation have been overlooked as factors. The proposal is thus for a plan to define and establish the necessaryconditions in order to achieve quality demand. Apart from a different target market, the plan must include aspects ofinformation, quality control and consumer protection. This task will serve to offer up a higher quality product, and willtherefore improve competitiveness. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 115,000 € 770,000 € 385,000 € 385,000 €Action.II.2. - Design and implement factor conditionsHuman resources, technology, financial resources and infrastructure are the essential external factors in guaranteeingfulfilment of the new tourism model. Platja de Palma will require more highly skilled workers with expertise in themanagement of tourism businesses, along with technological renewal at a reasonable cost. Considerable privateinvestment will be needed over the course of the next 10-15 years, and the destination must therefore be in a position todraw in such potential. The effective functioning and appeal of both Palma Airport and general access routes and those tothe city of Palma also represent important external factors for the Plan. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 661,815 € 1,397,165 € 1,764,840 € 3,529,680 €Action.II.3. - Design and implement conditions for companies and ancillary sectors Platja de Palma / Page. 191This action aims to guarantee the operating conditions of companies and ancillary sectors. Hotels and other businesses(supplementary offering), as well as tour operators, airlines and suppliers, will be involved in establishing and implementingthis programme. The Platja de Palma Revitalisation Project also includes a new focus for some of the existing businesses,and this is a highly complex problem which must be dealt with. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 661,815 € 1,397,165 € 1,764,840 € 3,529,680 €
  • 191. Action.II.4. - Design and implement conditions for the public sector The public sector plays a key role in the success of this Project, and if the model works it will serve to put into practice a valuable experiment in restructuring one of Spain’s most important industries. Possible channels for financial stimulus and the fast-tracking of administrative processes in terms of the activities to be introduced within the area must therefore be considered. The involvement of public authorities will likewise be essential in order to develop an administrative and taxation framework favourable to the viability of the Project. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 661,815 € 1,397,165 € 1,764,840 € 3,529,680 € PROGRAMME III - DESIGN AND IMPlEMENT THE PlATJA DE PAlMA MARKETING SySTEM Marketing plays a key role in the success of this Project, as such a substantial shift in positioning also demands a shift in perceptions of the destination, clearly reflected in the mind of future clients. Platja de Palma, known at present as a cheap sun and sand destination, needs to be seen as a leading, innovative, experiential, Mediterranean destination. This change of image must be presented by means of a marketing plan requiring design and analysis prior to the brand strategy. The programme also proposes the design of a funding system involving no additional costs for citizens, to generate considerable returns for the destination. Action.III.1. - Design the Platja de Palma brand strategy The brand brings together the set of perceptions and sensations which potential clients associate with Platja de Palma which, in this case, must be perceived as the brand of the flagship destination for gratifying, memorable holidays. To this end it is essential to identify the target audience, establish the distinctive frame of reference, stand out from the competition offering and give the brand credibility. The brand diagnosis will need to be updated periodically, every 3-5 years, as the change in positioning will be considerable. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 154,000 € 77,000 € 77,000 € 77,000 €Platja de Palma / Page. 192
  • 192. Action.III.2. -Design the marketing PlanCommercial communication efforts must be well focused, with the aim of transmitting the new values associated withthe brand of Platja de Palma. A task which will draw on a number of traditional methods, but which will also propose thedistinctive channels involved in new technologies such as social networks and the Web 2.0/3.0. The strategies establishedby the marketing Plan will be based on a system of tactics adapted to the brand. These include product, sales, loyalty,communication and infrastructure tactics used by marketing to plan actions.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 154,000 € 115,500 € 115,500 € 115,500 €Action.III.3.- Design the System for financing and administering the marketing System:For the first time Platja de Palma will have its own marketing Plan, to be coordinated from the destination’s ManagementAgency or a similar body integrated within the overall Project management body. The cost of execution would be difficult tomeet in isolation by means of traditional loan structures, for which reason this action suggests the development of a novelsystem of financing, involving no additional cost for citizens, while guaranteeing significant returns for the destination.The Project must nonetheless have in place a system for managing and covering costs in the short term. Economicscheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 57,750 € -€ -€ -€Action.III.4. - Implement the marketing SystemThe marketing Plan for Platja de Palma must be applied, and periodically updated, with the aim of adapting to changesas they arise at the destination, over a period covering the next 10-15 years. The medium- and long-term phases willbe implemented by refocusing and redefining strategies in accordance with the objectives set. This strategy will serve toshape and present at any given time a response appropriate to the present and future needs of this space. Economicscheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 7,700,000 € 30,800,000 € 46,200,000 € 77,000,000 € Platja de Palma / Page. 193
  • 193. 2. ClIMATE CHANGE AND NATuRAl SySTEMSPlatja de Palma / Page. 194 Comparini Asociados
  • 194. PROGRAMME Iv – ESTAblISH STRATEGIC GuIDElINES AND MONITORING SySTEMS IN TERMS OF ADAPTATION AND RESIlIENCE TO ClIMATE CHANGE Based on future climate and oceanographic pattern evolution scenarios, this programme draws up management measures intended to adapt to Climate Change within the urban, natural, coastal and marine environments of Platja de Palma. All these focuses will take into consideration the area’s tourism potential and residential quality, based on the design of specific strategic recommendations in accordance with Climate Change for the water system, natural areas of the land, coastline and waters, the beach and the infrastructure along the shoreline, the urban environment, the tourism potential of the area and measures to prevent, protect against and mitigate extreme atmospheric and marine events. Action.Iv.1. - Establish a series of strategic guidelines andmonitoring systems for key elements of the Platja de Palma system with regard to Climate ChangeThis action is intended to develop an information and monitoring system for this issue with a whole range of recommendationsallowing strategic measures to be applied to key elements of the Platja de Palma system. The area comprises a hydrologicalsystem, along with natural areas of land, coastline and waters, the beach and shoreline infrastructure. The system likewiseincludes the urban environment, the area’s tourism potential and measures to prevent, protect against and mitigatepossible extreme atmospheric and oceanographic events.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 100,100 € 24,640 € -€ 24,640 € Platja de Palma / Page. 195
  • 195. PROGRAMME v – DEFINE STRATEGIES AND APPly MEASuRES FOR THE PRESERvATION AND INCREASED RESIlIENCE OF NATuRAl TERRESTRIAl COASTAl AND MARINE ECOSySTEMS The measures to preserve natural terrestrial, coastal and marine ecosystems are established on the basis of the deductions drawn from the Climate Change study and the analysis of the current status of the ecosystems within the area. In other words, biodiversity and the preservation of terrestrial areas, continental aquatic ecosystems (wetlands) and the situation of the beds of Posidonia and the reasons behind their deterioration. Preservation strategies have been proposed in accordance with a shared premise serving to balance human uses of Platja de Palma with preservation of its biodiversity and the proper recovery of the inherent functions of coastal ecosystems. Action.v.1. - Establish a series of guidelines for protection, design, connectivity and management, and structure a Plan to monitor the main natural or semi-natural areas in the region Design and implement a plan to improve and monitor the state of preservation of the Posidonia beds and natural spaces, harmonising urban development and tourism and recreational use of the area with the preservation of its natural and semi- natural ecosystems. It is also proposed that an ecological restoration plan be drawn up for the Ses Fontanelles wetlands and that the conservation of Limonium barceloi be guaranteed in the long term, through the design and implementation of a conservation plan. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 411,799 € 300,000 € 375,000 € 750,000 € PROGRAMME vI – DESIGN AND IMPlEMENT AN INFORMATION, MANAGEMENT AND MONITORING SySTEM FOR THE SuSTAINAbIlITy AND RESIlIENCE OF THE bEACH Environmental alterations as a result of Climate Change, along with those affecting the beach itself (hydrodynamics, transportation of sediment and morphology), provide the bedrock for aPlatja de Palma / Page. 196 management system guaranteeing the balance of the beach in the short, medium and long terms. Urban design and regulations must also be adjusted in accordance with the changes in climate expected. This programme proposes implementation of a study into the morphodynamic response of the beach to changes resulting from the forecast trends in scenarios as a result of Climate Change, and the establishment of a sustainable management protocol for the beach including the effect of such change.
  • 196. Action.vI.1. - Generate an information and simulation System for the behaviour of the beach and establish thecorresponding recommendations based on the various scenarios derived from Climate Change, morphodynamicsand human actionThis action establishes the need to implement an information and simulation system to support management of thebeach, providing an advance insight into morphodynamic response to Climate Change, along with possible effects causedby new human action on the coastline (for example, modifications to the current ports, new anchorage systems, etc.).Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 61,600 € 123,200 € 154,000 € 308,000 €Action.vI.2. - Design and implement a Protocol for the management and monitoring of the sustainability andresilience of the beachThis action develops the sustainable beach management protocol, which must take into consideration the effects ofClimate Change and of the natural morphodynamics of the beach itself. The protocol must also deal with the need toadapt urban design and regulations to both phenomena, along with appropriate management practices to be applied tothe beach.. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 200,200 € 400,400 € 500,500 € 1,001,000 € PROGRAMME vII – ESTAblISH ACTIONS FOR THE COMPREHENSIvE QuAlITy OF THE NATuRAl WATER CyClE ACROSS THE HyDROGRAPHIC bASIN AS A WHOlE Maintaining the quality of coastal waters and wetlands will help strike the balance which ecosystems need for their preservation, while also reducing the risk of incident and adapting waters to recreational uses. In order to guarantee such quality, the programme suggests an improvement to the water distribution and treatment system, a reduction in terrestrial and marine pollution and an integrated usage and management model for the water system. It will first be necessary to identify the origin of sources of pollution affecting waters, a process which will need to take into consideration discharges of nutrients and other polluting substances from outflows, storm drains and other illegal forms of discharge.Action.vII.1. - Design a short-, medium- and long-term working programme covering the preparation of anintegrated Plan for the use, management and monitoring of the quality of the natural surface, ground and coastal Platja de Palma / Page. 197water cycleEstablish an integrated plan casting light on a whole range of water management guidelines to improve the system,incorporating the separation of rainwater and sewerage, the collection and treatment of all waste and the control of stormdrain outflows. The location of the WWTP1 outflow must also be reconsidered, as this will be discharging at one of the mostsensitive points for the quality of the area as a tourism destination. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 301,840 € 338,800 € 423,500 € 847,000 €
  • 197. PROGRAMME vIII – ESTAblISH AND IMPlEMENT MEASuRES FOR THE SuSTAINAbIlITy OF uRbAN ECOSySTEMS The quality of Platja de Palma as a destination will increase in accordance with the environmental services it is able to offer and the developing integration of the urban environment within its natural surroundings. These measures must, for all the above reasons, incorporate environmental criteria in the processes of urban revitalisation which are planned for this tourism destination. The maintenance and if possible improvement of the current state of biodiversity, the structure and functioning of urban ecosystems within Platja de Palma, could prove a hugely important strategy in order to guarantee and consolidate a naturally harmonious environment with an increase and improvement in environmental services. Action.vIII.1. -Establish guidelines for urban planning and the system for management of integration, connectivity and the state of preservation of urban natural and semi-natural spaces The design of urban planning must take into account criteria of urban ecology, while also giving consideration to the adaptation of urban ecosystems in order to guarantee the operation of certain basic functions (infiltration, cycling of nutrients and maintenance of biodiversity). This task will be implemented hand-in-hand with demonstration and learning initiatives to encourage the involvement of citizens and make these basic functions visible to users. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 100,100 € -€ -€ -€ Action.vIII.2. -Establish and implement a comprehensive Plan for the prevention and monitoring of biological indicators in Platja de Palma, based on the identification of routes of entry, along with factors facilitating their establishment and spread The preservation of current and future ecosystems demands effective prevention and, where necessary, comprehensive control of possible biological invaders which could undermine balance and development. This initiative will be based on identifying routes of entry and the factors facilitating the establishment and spread of invaders. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 100,100 € 200,200 € 250,250 € 500,500 € Action.vIII.3. - Establish and implement a long-term monitoring System for urban ecosystems, based on indicators of biodiversity, structure and functionPlatja de Palma / Page. 198 A long-term urban ecosystem monitoring System will be established and implemented. The evolution of this system will be analysed in accordance with the corresponding biodiversity, structure and function indicators. This action takes into consideration the possibility of integration within LTER-Europa (the European Long-Term Ecosystem Research Network), with the aim of guaranteeing sustainability, transparency and long-term impact. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 100,100 € 200,200 € 250,250 € 500,500 €
  • 198. 3.QuAlITy OF lIFE AND EMPlOyMENT Platja de Palma / Page. 199 Comparini Asociados
  • 199. PROGRAMME IX – DESIGN AND IMPlEMENT A PlAN TO STRENGTHEN SOCIAl COHESION AND IMPROvE THE QuAlITy OF EMPlOyMENT The aim of the programme is to put into practice a series of projects impacting on improvements in the quality of employment and social cohesion in Platja de Palma, with priority being given to the world of work, training and education, housing, culture, security, civic pride and the promotion of social inclusion. Most of these thematic issues are the responsibility of either the regional or local authorities, and so the programme must achieve consensus with them in order to tie in with the policies they are developing. There will therefore be a need to establish the necessary mechanisms for inter-authority co-operation to put this into practice Action.IX.1. – Design and implement an employment Protocol The Employment Protocol is understood as a major pact among social and economic agents to drive forward improvements in employment throughout the entire period of the conversion of the area’s tourism model. This will involve reducing possible negative impacts on employment throughout the conversion process, while also improving job quality and reducing seasonality, and lastly generating new jobs thanks to the opportunities derived from the economic activity of the Platja de Palma Comprehensive Revitalisation Plan. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 3,080,000 € 3,080,000 € 1,540,000 € -€ Action.IX.2. – Design and implement a training and skills Plan The change in tourism model in Platja de Palma will demand higher levels of qualifications from all professionals operating in the area, along with the development of new professional skills to adapt to new organisational and service demands. This action therefore proposes the creation, in partnership with social agents and educational institutions, of a training centre providing integrated, high-quality courses for workers in the area. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,232,000 € 462,000 € 462,000 € -€ Action.IX.3. – Design and implement a successful schooling Plan This action will, as in the previous case, seek to resolve the training and skills needs which the change in tourism model will represent. The aim is to use incentives, grants and partnership agreements with public authorities, companies andPlatja de Palma / Page. 200 training centres to improve the skills levels of young people in Platja de Palma, to encourage them to remain in education beyond compulsory secondary level (thereby reducing the school drop-out rate) and to help them enter the world of work. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 231,000 € 231,000 € 231,000 € -€
  • 200. Action.IX.4. – Design and implement a social housing and social infrastructure management PlanThe idea is to establish a specialist management team to assist those families affected by improvements to the urbanfabric of Platja de Palma and its housing stock, since some may be temporarily required to leave their homes in orderfor them to be refurbished. A proposal will also be drawn up to improve social facilities, including refurbishment and thering-fencing of land for the improvement of education, health, cultural, urban service and other forms of infrastructure,implementation of which will be covered by A.XIX.6..Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 154,000 € 154,000 € 154,000 € -€Action.IX.5. – Design and implement a Plan to promote popular cultureThe change in Platja de Palma’s tourism model will demand that the local population be committed to the Project. Thisaction is intended to mobilise civil society in the area, strengthening their identification with the process of change,promoting a collective identity and fostering communal and association-based activities. The objective is to bring citizenstogether in line with shared values, such as a Mediterranean identity, civic pride, hospitality and cultural diversity.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 231,000 € 154,000 € 154,000 € -€Action.IX.6. – Design and implement a social inclusion PlanThis action aims, in partnership with the local and regional public authorities, to reduce the social marginalisation ofcertain districts of Platja de Palma. This is an issue which forms part of the decline in the tourism model which the PAI isintended to transform. To this end the proposal is to strengthen the professional teams working towards social inclusion,and to examine the feasibility of setting up an inclusion agency to support those groups at risk of exclusion.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 154,000 € 154,000 € 154,000 € -€Action.IX.7. – Design and implement a public health improvement PlanIt is proposed that a preventive public health plan be drawn up to diagnose the current situation. Once the study has beenperformed, needs for the improvement of the existing facilities and the underpinning of professionals in the sector will beanalysed, along with the implementation of preventive pilot programmes to improve the health of the population. Theseprogrammes will focus on such priority issues as alcoholism, smoking, obesity, the need to promote a healthy lifestyle,etc. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 231,000 € 231,000 € 231,000 € -€ Platja de Palma / Page. 201
  • 201. Action.IX.8. – Design and implement security observation and intervention instruments This action focuses on the design and implementation of a tool for the permanent monitoring of conditions of insecurity, both objective and subjective, in Platja de Palma (Security Observatory). The aim is to offer support to police actions and services. Measures or strategies will meanwhile be implemented to prevent insecurity through intervention in urban planning and design, incorporating parameters to facilitate the natural surveillance, care and control of access points to public spaces. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 312,304 € 243,946 € 431,275 € -€ Action.IX.9. – Design and implement measures to support police tasks with a specific focus on those affected This involves making a contribution to reducing crime levels in Platja de Palma through the introduction of an appropriate system to inform the resident and tourist population, and also to incorporate new technical resources to support preventive actions and police supervision. The aim is meanwhile to improve care for victims of crime, through the introduction of measures to make it easier to register formal complaints and serve notice of security problems. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 319,566 € 710,147 € 852,176 € 1,668,845 € Action.IX.10. – Design and implement a civic pride development Plan An increase in the quality of life of the population of Platja de Palma also means fostering a harmonious civic relationship between tourists and residents. To this end the proposal is to create and disseminate a civic code of conduct in partnership, by means of the establishment of discussion groups, with social organisations and neighbourhood, business and trade union associations. A campaign is organised each year at the high point of the tourist season, hence addressing both the resident and visiting populations, to remind them that the updated code remains in place. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 154,000 € 154,000 € 154,000 € -€Platja de Palma / Page. 202
  • 202. PROGRAMME X – DESIGN AND IMPlEMENT A PlAN TO CONvERT THE EXISTING PRODuCTIvE FAbRIC Fostering the renewal of the productive fabric of Platja de Palma, in particular those sectors directly connected with the change in the tourism model, is the fundamental objective of this programme. This will be achieved by means of a commercial modernisation plan (complementary sector of vital importance to hotel accommodation) and support for small and medium-sized enterprises (those most commonly found in the area) and entrepreneurs. These actions will begin immediately. Implementation of the programme will demand a large-scale agreement among business sectors, who must be actively involved in the process from the very outset, in order to encourage new investment and the adaptation of their businesses to the new tourism demand which the aim is to attract.Action.X.1. – Design and implement a commercial modernisation PlanPreparation of a Commercial Plan for Platja de Palma, in partnership with the public authorities involved and traders’associations, is aligned with the need to structure measures (regulatory, taxation, financial and organisational) tomodernise the commercial fabric of the area with a view to improving its competitiveness and adapting to the newtourism model. Effective adaptation to the needs of the area and to changes in the marketplace, specialisation, and theintroduction of rationalisation processes are just some of the avenues which must be pursued.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 2,310,000 € 3,465,000 € 2,887,500 € 2,887,500 €Action.X.2. –Design and implement a Plan to support small and medium-sized enterprisesThis plan is intended to support the fabric of small and medium-sized enterprises in Platja de Palma, in order to facilitatethe process of restructuring their services and organisations, this being a fundamental requirement of the change intourism model. The main lines of action will be: support for training and professionalisation of business owners andsenior managers, support for the establishment of new companies representing added value for the new model, and theincentivisation of investment, innovation and adaptation to new demands. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 2,310,000 € 3,465,000 € 2,887,500 € 2,887,500 €Action.X.3. –Design and implement an entrepreneurial development Plan Platja de Palma / Page. 203The idea is to design and implement a plan covering a whole raft of measures involving consultancy, financial support andincentives (for example through school programmes allowing students to develop entrepreneurial micro-schemes, etc.),in order to foster the emergence in Platja de Palma of entrepreneurs who can provide new business concepts and newopportunities for innovation and the creation of newly forged services, in order thereby to satisfy the new needs of boththe resident population and of tourists. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,155,000 € 1,732,500 € 1,443,750 € 1,443,750 €
  • 203. 4.uRbAN AND TOuRISM ENvIRONMENTPlatja de Palma / Page. 204 Gori Salvà
  • 204. PROGRAMME XI – DRAW uP AN uRbAN DEvElOPMENT PlAN TO REvITAlISE, DEFINE AND PROTECT THE vARIOuS uRbAN AND lANDSCAPE AREAS Platja de Palma’s tourism offering, and consequently the handling of public spaces, has thus far focused on the seafront. The different urban realities which exist have ended up becoming merged together under a mask of uniformity, while the lack of attention to other landscaping realities has led to degeneration of spaces, offering a very low quality of urban life, encouraging the emergence of social and environmental problems and other issues. This programme, which represents a key element of the Platja de Palma Comprehensive Revitalisation Strategy, aims to resolve these problems by drawing up an urban development plan which establishes zones, and which protects, defines and showcases the intrinsic and distinctive elements which make up the area, offering a polycentric design with multiple ambiences and experiences.Action.XI.1. – Draw up an urban development plan to revitalise, define and protect the various urban andlandscape areasThe conversion of Platja de Palma into a top-class tourism destination with a high-quality residential model which setsthe standard for sustainability necessarily demands the revitalisation, definition and protection of the diversity of itsvarious urban and landscape areas. To this end an urban development plan has been drawn up, shaping a new territorialstructure organised on the basis of separate urban centres (Can Pastilla, La Ribera...), strategic natural spaces (such asSes Fontanelles and La Porciúncula), landmark public spaces (the new main square of Can Pastilla, for example) alongwith thoroughfares, access points and other secondary transport routes.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,996,981 € -€ -€ -€ Platja de Palma / Page. 205
  • 205. PROGRAMME XII – MANAGE THE lAND ESSENTIAl FOR vIAbIlITy OF THE PROJECT Once the urban development plan for the Comprehensive Revitalisation of Platja de Palma has been drawn up, the objective of this programme is to manage the land required in order to be in a position to implement all the urban development operations required to achieve this goal. The various actions proposed will serve as the basis for moving forward on the strategic operations covering the Ses Fontanelles wetlands, the La Porciúncula-Canteras and El Torrent des Jueus area, along with the selective cleaning up of the urban centres in the area. This will thus serve to recover and protect natural spaces which have become degraded, while in turn converting them into a cornerstone of a new territorial structure featuring multiple ambiences and providing a diversified offering for both tourists and residents throughout the year. Action.XII.1. – Manage land for the Ses Fontanelles strategic operation The Ses Fontanelles wetlands, the largest wetland area in the borough of Palma, has been inadequately preserved. This action involves implementing the land operations required to recover these wetlands and their surrounding context, including the last surviving salt pan on the Bay of Palma and a number of examples of the endemic plant species Limonium barceloi, for conversion into a major nature park playing a key role in the comprehensive transformation of Platja de Palma. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 15,400,000 € 23,100,000 € -€ -€ Action.XII.2. – Manage land for the la Porciúncula-Canteras strategic operation This involves implementing the operations required in order first of all to convert the Las Canteras area into a hallmark space hosting “the cathedrals” of Platja de Palma (sports centre, bio hotel, wellness centre...), while also freeing up land in the major natural space of La Porciúncula, with the aim of connecting this strategic operation to the sea, playing a decisive role in the model for the comprehensive transformation of Platja de Palma. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 69,158,320 € 103,737,480 € -€ -€ Action.XII.3. –Manage land for the Torrent des Jueus strategic operation Restoration of the Torrent des Jueus, home to important communities of coastal pine woods and Mediterranean scrubland, with considerable potential as a green corridor, represents a further example of the way in which the ComprehensivePlatja de Palma / Page. 206 Revitalisation Plan will protect and convert the valuable natural spaces of Platja de Palma. The area will also be equipped with a sculpture park and a new Mediterranean Art Gallery, while the seasonal watercourse itself will, as it passes through the dunes of Palma and Llucmajor, become a new landmark public space connecting the two boroughs. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 148,210 € 18,526 € 18,526 € -€
  • 206. Action.XII.4. – Manage land for the selective clean-up of the urban centres of Platja de PalmaAs part of the process of comprehensively transforming Platja de Palma, and with the aim of achieving high-quality publicspace, a number of individual projects will need to be implemented for the selective clean-up of local urban centres. Thisaction involves the land management required in order to perform these clean-up operations, which will be essential toimprove the urban context since the thinning out of areas of the urban fabric will serve to generate new public spaces andreduce the density of buildings.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 55,259,782 € 44,207,825 € 44,207,825 € 77,363,694 € PROGRAMME XIII – DESIGN AND IMPlEMENT A GENERAl uRbAN REDEvElOPMENT PlAN FOR THE uRbAN FAbRIC AND KEy PublIC SPACES FOR THE REvITAlISATION OF TOuRISM This programme is intended to design and implement a redevelopment project for the urban fabric of Platja de Palma and its landmark public spaces, through projects of high architectural and landscape quality, in accordance at all times with principles of sustainability. The objective is to revitalise the area and improve its image by showcasing its distinctive public natural and urban spaces. The actions include the preparation of a general urban redevelopment project, the design of the detailed study into strategic natural spaces, landmark urban public spaces, the seafront and access routes and main thoroughfares along with the other transport networks of Platja de Palma.Action.XIII.1 – Draw up the general urban redevelopment ProjectThe overall aim of this action is to generate a high-quality public space based on a redesign of the network of publicroadways, conceived of as greener streets, with usage focusing on the new model for mobility and transport, with anincrease in tree planting and a change in scale to provide them with functionality appropriate to limited traffic use, withoutbarring the entry of vehicles, but with the emphasis on favouring the interests of pedestrians, old people, children andpeople of reduced mobility, while also serving to integrate other modes of transport.Economic scheduling: MILESTONES 2012 2015 2020 >2020 Platja de Palma / Page. 207 TOTAL INVESTMENT 978,310 € -€ -€ -€
  • 207. Action.XIII.2. – Design of the detailed study of strategic natural spaces The idea is to design the restoration of the environment and landscape of Platja de Palma’s original, distinctive natural settings, the preservation of which is very important both to maintain biodiversity and because of the benefits it can offer in underpinning the essential functions and services for spatial balance. This would include, for example, the Ses Fontanelles wetlands and the surrounding area, the pine woodlands of La Porciúncula and El Torrent des Jueus, the natural watercourses of Son Verí and Cala Blava, along with the area around the Eastern Highway. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,216,556 € -€ -€ -€ Action.XIII.3. – Design the detailed study of landmark public urban spaces The idea is to design those distinctive public urban spaces which will underpin the new urban image of Platja de Palma. The existing network of urban squares and parks will be improved and beautified, along with the design of a new main square for Can Pastilla, the new La Ribera Boulevard, the Plaza de Las Maravillas, the Els Jueus Boulevard and the Posidonia Gardens, along with the Citadel complex which will have “the cathedrals”, in the area of Las Canteras-La Porciúncula. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,167,626 € 291,906 € -€ -€ Action.XIII.4. – Design of the detailed study of the seafront The objective is, in a manner compatible with sustainable beach management, to diversify the relationship between the urban context and the beach and sea, encouraging greater contact and proximity with the latter setting, while improving its image. This would involve designing a natural beach and coastline system along with new urban seafronts: the promenades of Can Pastilla and El Arenal de Palma and Llucmajor, the beaches of La Ribera, the Grand Seafront Promenade of Las Maravillas, the natural coastal route from Son Verí as far as Cap Enderrocat, etc. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 955,883 € 637,255 € -€ -€ Action.XIII.5. – Design the detailed study of access routes, main thoroughfares and other urban networks The idea is to design the transformation of the main structural roadways of Platja de Palma: access routes from the highway and incoming thoroughfares, the new boulevards and pedestrianised streets, the network of secondary routes and a new alternative mobility network. The objective is to improve urban and landscape quality, to promote pedestrian and cycle usage, reduce the presence of polluting vehicles and improve connectivity between the new tourism products. All the above in accordance with principles of sustainability and adaptation to Climate Change. Economic scheduling:Platja de Palma / Page. 208 MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 703,660 € 703,660 € -€ -€
  • 208. Action.XIII.6. – Implement the general urban redevelopment and the detailed study of public spacesThis action involves implementation on the ground of the projects previously designed (actions A.XIII.1., A.XIII.2., A.XIII.3.,A.XIII.4. and A.XIII.5.) by means of the following projects: urban redevelopment of streets and detailed studies ofstrategic natural spaces, landmark urban public spaces and the thoroughfares, access routes and other urban networksof Platja de Palma.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 10,031,829 € 21,317,637 € 31,349,467 € 62,698,933 € PROGRAMME XIv – DESIGN AND IMPlEMENT uRbAN AND TOuRISM lANDMARKS Tourism will be very much affected by a new global scenario, with the consequences of the current economic crisis and increased social concerns about the evolution of the environment dictating the international agenda. Within this context, the revitalisation of the urban and landscape system of Platja de Palma as a whole is essential if it is to open up clear space in terms of quality ahead of other competing tourism destinations from which it must stand out. To this end, the programme proposes the design and implementation, within the refurbished urban fabric achieved by means of the structure of different identities which has been devised, of a network of landmark urban and tourism sites housing new tourism projects which are both unique and innovative and serve as the powerhouses of the new model.Action.XIv.1. – Design and implement Platja de Palma’s “cathedrals”The idea is to create a series of new landmark buildings and first-class urban spaces, strategically located and featuringunique tourism products specific to Platja de Palma, while also serving the resident community. These would include inparticular: the Mediterranean centre, the bio hotel, the wellness centre, the sports centre, the art gallery and the Fort ofCap Enderrocat.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 27,254,304 € 115,830,792 € 180,559,764 € 17,033,940 € Platja de Palma / Page. 209
  • 209. Action.XIv.2. – Design and implement a range of new tourism and social facilities The idea is to design and implement new spaces focused on leisure, strategically located to expand the diversity of the offering and the tourism and residential value of Platja de Palma through new products, while also serving the resident community. In specific terms this will involve the design and implementation of the Ses Fontanelles aviary, the Las Maravillas entertainment centre, the Las Maravillas performance centre and a network of multifunctional pavilions along the beachfront of Platja de Palma. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 2,032,800 € 8,639,400 € 13,467,300 € 1,270,500 € Action.XIv.3. – Design and implement a range of flagship markers and events to define the new brand image This action includes plans for the design of a series of emblematic experiences and milestones which will become the brand image of the new Platja de Palma, while also providing a different and attractive way of discovering its values. This concept would include the design of waterborne boat taxis providing a possible connection by sea with Palma, a bicycle rental service, the specific tramway for Platja de Palma, “Homage to the Tourist” sculptures and the Posidonia project, etc. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT This action has not been quantified given the difficulty involved without first performing a much more detailed analysis of each of the possible issues to be tackled, Action.XIv.4. –Design, implement and monitor new developments regarding strategic building transfer Plans have been made for a number of new urban development regulations for Platja de Palma which will serve to compensate the clean-up areas and diversify the current beachfront facade with new urban facings. This will include, among other aspects, the design and implementation of the new urban facades of Can Pastilla facing the green belt and the Gran Via de Can Pastilla, the new commercial facades of the La Ribera Boulevard and the Grand Maritime Promenade of Las Maravillas, the new urban face of El Torrent des Jueus, etc. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 10,563,612 € 22,447,674 € 52,818,058 € 46,215,800 €Platja de Palma / Page. 210
  • 210. 5. METAbOlISM -uRbAN SERvICES Platja de Palma / Page. 211 Mallorca Quality
  • 211. PROGRAMME Xv – DESIGN AND IMPlEMENT AN END-uSE ENERGy SCENARIO WITH A “0 CARbON bAlANCE” AND 100% RENEWAblE ENERGy SOuRCES The objective is to achieve a zero level of CO2 emissions and a system based entirely on renewable energy sources. All these projects must be fully implemented by 2050, and will thus require the definition of short-, medium- and long-term actions. It is vital that these intermediate reductions also be achieved in accordance with other objectives, such as for example those laid down in the Kyoto Protocol. The emissions covered by this proposal are those associated with construction, infrastructure (public lighting, the water cycle and waste management) and transportation associated with Platja de Palma (transport of people, goods and waste). Action.Xv.1. - Design the Platja de Palma Detailed Master Plan for energy efficiency The Plan represents the fundamental tool in defining the phases which will guarantee the success of a programme devised for the very long term. This text must include those modifications required in terms of water cycle management, the treatment and transportation of waste and sustainable mobility, with energy efficiency measures to be applied to the residential and vacational building stock constituting another line of action (A.XIX.1/A.XIX.5). The strategies to achieve this have been established for the short term (by 2015). Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 231,000 € 924,000 € -€ -€ Action.Xv.2. - Design and implement energy systems based on output from renewable resources and intelligent distribution and storage networks in Platja de Palma The implementation of renewable energy generation systems and intelligent distribution networks involves measures such as the introduction of solar panels (photovoltaic and thermo-solar) in buildings and on private land, as well as at goods transfer centres and mobility hubs and urban fixtures. It likewise includes the installation of a large-scale solar power plant and support for non-technological measures to assist in the more efficient management of energy systems. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 12,320,000 € 26,180,000 € 38,500,000 € 77,000,000 € Action.Xv.3. - Design and implement renewable energy fields associated with Platja de PalmaPlatja de Palma / Page. 212 This measure is, of all the proposed Programmes, the furthest removed from Platja de Palma geographically speaking. Since there is not enough space available within what is a highly urbanised area to provide the service required in order to generate enough renewable energy to achieve an outcome of a “zero balance” in terms of CO2 emissions, the idea behind this action is to balance out a part of the emissions by means of a renewable energy generating plant (thermo-solar) associated exclusively with Platja de Palma. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 12,320,000 € 26,180,000 € 38,500,000 € 77,000,000 €
  • 212. PROGRAMME XvI – DESIGN AND IMPlEMENT A SySTEM TO MANAGE THE uRbAN WATER CyClE WITH MINIMuM IMPACT AND MAXIMuM EFFICIENCy The programme defines the water distribution infrastructure and other water management systems, along with awareness-raising initiatives for residents and tourists to achieve more rational usage. The targets are to reduce consumption of drinking water by some 35%, along with an equivalent saving in the energy required for its management, which will help contribute to the “zero balance”. To this end the use of regenerated and rain water will be promoted. The quantification of these objectives has taken into consideration the effects of Climate Change on the availability of water resources and the benefits which the initiative would have for the restoration of biodiversity and the elimination of discharges into the sea.Action.XvI.1. - Design the Steering Plan to refurbish and modernise Platja de Palma’s water networksThe Plan will establish the measures to be introduced in order to improve the performance of networks and reduce theloss of water from pipelines. This will require the inspection and organisation of the supply network for the district ofPlatja de Palma, the sewerage and rain water systems, which lie within the sphere of responsibility of Palma City Council.The refurbishment of the separate sewerage network for the Llucmajor area will also be planned. All this will lead to animprovement in water discharge quality.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 770,000 € -€ -€ -€Action.XvI.2. - Design and implement improvements to the Platja de Palma sewerage network and the rainwaterdrainage network and the Pla de Sant JordiThis action proposes the refurbishment and expansion of the existing sewerage network, an increase in the capacity ofthe pumping stations and improvements to WWTP (Waste Water Treatment Plant) operations in order to prevent pollutionof the Pla de Sant Jordi area. Action will also be taken to improve water treatment in Llucmajor, along with the “Project toconvert the Platja de Palma coastal channel into temporary rainwater storage”.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 2,402,400 € 5,105,100 € 7,507,500 € 15,015,000 €Action.XvI.3. - Design and implement new sustainable drainage systems across the Platja de Palma rainwaterdrainage network Platja de Palma / Page. 213The new systems will reduce the level of pollutants in run-off water and furthermore allow new uses for rainwater, meaningthat irrigation and street cleaning will no longer need to use drinking water, as has until now been the case. This actionestablishes a design and implementation system for the new sustainable drainage networks and the infrastructure forrainwater storage for reuse in Platja de Palma.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 603,680 € 1,282,820 € 1,886,500 € 3,773,000 €
  • 213. Action.XvI.4. - Design and implement improvements to the supply network and new regenerated water supply infrastructure in Platja de Palma The proposal is to refurbish and expand the existing supply network and to implement a project for the tertiary treatment of water, while also extending distribution for irrigation and street cleaning. The plan involves expanding regenerated water arteries from WWTP I in order to serve Palma and Llucmajor. It is expected that untreated water discharges currently reaching the sea will be fully eliminated in the medium term. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,167,320 € 2,480,555 € 3,647,875 € 7,295,750 € PROGRAMME XvII – DESIGN AND IMPlEMENT A WASTE MANAGEMENT SySTEM TO MINIMISE WASTE GENERATION AND PlAN FOR A “0 lANDFIll SCENARIO” An improvement in waste management will increase public hygiene and achieve optimum closure of the cycle of materials and consumables, while directly contributing to a reduction in CO2 emissions, as the reduction in waste will mean a lower cost involved in treatment, and hence a reduction in the volume dedicated to energy reuse. Specific waste management plans will take advantage of communications technology advances to monitor processes. These advances will also play an essential role in campaigns to raise public awareness and involvement, in order to guarantee the success of the new measures introduced. Action.XvII.1-Design the specific Plan for the management of construction waste on building sites in Platja de Palma This action proposes waste management as part of the Majorca Construction and Demolition Waste Treatment Plan and reduced consumption of natural resources through the use of materials with a high content of recycled elements. Control will be applied through measurement of the percentages of recycling materials used on construction sites and the level of separation of materials, in the case of waste from refurbishment and new construction projects.Platja de Palma / Page. 214 Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 61,600 € 123,200 € 192,500 € 847,000 €
  • 214. Action.XvII.2. - Design and implement the specific Plan for sustainable waste management at hotelsIt will be necessary to redesign and improve the current hotel stock facilities, as part of the corresponding refurbishmentprocess covered by action A.XIX.4. The initial phase will involve the drafting of a specific Plan, with individual waste plansfor each establishment subsequently being drawn up. On a complementary basis, the establishment of agreementsand new tariffs could considerably reduce the volume of waste generated at hotels. These actions require campaigns toincrease corporate social responsibility, green purchasing and other employee training and participation schemes.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 92,400 € 192,500 € 277,200 € 1,309,000 €Action.XvII.3. - Design and implement the expansion of waste collection infrastructureThis action proposes an expansion of waste collection infrastructure beyond the facilities currently in existence, withthe aim of providing coverage for all areas and users within Platja de Palma. The level of success of this action will bemeasured by means of an analysis of the selective collection volumes generated in each area. This expansion demandsan initial effort for the introduction of a new network of underground containers in those areas which do not have such aservice. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 9,759,750 € 1,501,500 € 1,501,500 € 2,252,250 €Action.XvII.4. - Design the sustainable management Plan for products supplied to Platja de PalmaThe main problem brought about by the supply of goods is the result on the one hand of the vast quantity of packaginggenerated by produce, and on the other the duplication and overlapping of distribution routes. In order to minimise theneed for packaging and optimise transportation, the goods and products distributed in Platja de Palma will be concentratedat a Goods Consolidation Centre. Measures will also be implemented to encourage sustainable consumption amongconsumers and suppliers, serving further to reduce the volume of packaging generated important.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 115,500 € -€ -€ -€Action.XvII.5. - Design and implement the specific Plan for sustainable waste management by residentsIn parallel with the refurbishment of residential buildings, the proposal is likewise for a specific plan to be drawn up forresidents, in order substantially to improve the level of SUW (Solid Urban Waste) separation at origin, and further reducevolume. The main control indicators for the implementation and success of this initiative involve calculation of the quantityof waste generated and the interest shown by the various actors in the separation of waste.Economic scheduling: MILESTONES 2012 2015 2020 >2020 Platja de Palma / Page. 215 TOTAL INVESTMENT 269,500 € -€ -€ -€
  • 215. PROGRAMME XvIII – DESIGN AND IMPlEMENT AN ACOuSTIC IMPACT EvAluATION AND IMPROvEMENT PlAN This programme shares objectives with the actions covering mobility in the area, as both propose initiatives regarding roadways and the introduction of the tram as actions which would help reduce the noise generated in the area. The results of studies could also influence other projects, such as buildings refurbishment, in all aspects connected with adaptation to building sound level regulations. The results of the Platja de Palma Noise Map will be particularly useful in this regard. The main noise-generating agents, on which work will be focused in order to reduce noise levels, are Palma Airport and the highway. Action.XvIII.1. - Design the Plan for evaluation and improvement of the context of Platja de Palma regarding acoustic impact The Noise Map for the area will serve to evaluate the current noise status of Platja de Palma and, in accordance with these results, the most significant noise sources and the areas most affected will be identified, to receive priority treatment in implementing alleviation measures. This analysis will also need to predict future modifications which the new Platja de Palma model could bring about in the Noise Map. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 92,400 € 57,750 € 77,000 € 57,750 € Action.XvIII.2. - Design and implement the improvement works required for the main roadway infrastructure The highway is one of the main focal points of noise pollution, the suggestion being to apply a sound-reducing road surface to minimise the noise generated. This measure will need to be supplemented by the installation of acoustic screens in order considerably to reduce noise emissions, restricting the acoustic impact of the roadway to the immediately surrounding area. For secondary roadways the proposal is for the regulation of vehicle traffic and the introduction of new, lower-impact transport systems, such as the tramway and cycle mobility. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 577,500 € 539,000 € 385,000 € 115,500 € Action.XvIII.3. - Design and implement the improvement works required for the main airport infrastructure Given that responsibility, in the case of the airport, lies with the competent public authorities, and that sound levels have already been set by the authorities in the SIRPA Document, this action is based on scrupulous compliance with the legalPlatja de Palma / Page. 216 levels established in that text, as has been applied at Madrid and Barcelona airports. Coordination among the public authorities will help improve sound quality in the areas close to Son Sant Joan. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 385,000 € 308,000 € 231,000 € 231,000 €
  • 216. 6.buIlDING AND MObIlITy Platja de Palma / Page. 217 Comparini Asociados
  • 217. PROGRAMME XIX – DESIGN AND IMPlEMENT A PlAN AND CERTIFICATION SySTEM FOR COMPREHENSIvE REFuRbISHMENT (AND NEWbuIlD) FOR TOuRISM AND RESIDENTIAl buIlDINGS TO REDuCE THE ENvIRONMENTAl FOOTPRINT AND TOuRIST CAPACITy by 50% This programme highlights the need to reduce the impact of all construction in Platja de Palma through the preferential option of comprehensive refurbishment. The idea is to achieve an environmental and overall improvement in the destination (urban/ residential context and tourism offering). This intervention will serve to reduce the energy consumption of residential properties and the impact of the materials employed by up to 50% compared with the current model, with highly positive impacts on the water and materials and waste cycles. To this end an operational protocol will need to be established and an environmental seal of quality created for real estate, along with a focus on improving the image of new building work. Action.XIX.1. – Design the Steering Plan for the comprehensive refurbishment of residential buildings and supplementary facilities The Steering Plan will serve as the instrument for scheduling and coordinating initiatives to refurbish and renew residential buildings and their ancillary facilities in the medium and long terms, while also serving as the chief framework for applications processed by the public authorities for the grants required in order to perform these works. The Plan includes publicity and incentive actions for the residential community, which will help select areas for intervention. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 192,500 € -€ -€ -€ Action.XIX.2. – Design the Steering Plan for the comprehensive refurbishment of tourist accommodation and supplementary facilities This plan will set the guidelines to be followed by hotel and ancillary facility refurbishment and renewal actions in Platja de Palma. In addition to improving the sustainability, habitability and harmony of image of buildings as a whole, the projects must also be aligned with the needs and expectations of hotel owners. At the same time, the Plan must offer institutionPlatja de Palma / Page. 218 guarantees regarding the renewal of hotel buildings and management. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 192,500 € -€ -€ -€
  • 218. Action.XIX.3. - Design a specific certification system for Platja de Palma and the tool required for thisThe Platja de Palma Green Classification seal will be applied specifically to Consortium operations and serve asconfirmation of environmental improvements to public spaces and buildings. Certification will take place by means ofan assessment in accordance with refurbishment criteria, in line with the building specifications established for Platjade Palma. The tool will subsequently be transferred to the Consortium, along with training and monitoring courses forimplementation of the procedure.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 28,875 € -€ -€ -€Action.XIX.4. – Implement the Steering Plan for the comprehensive refurbishment of hotel accommodation inline with sustainabilityThe renewal of hotel accommodation in Platja de Palma, mainly through refurbishment, although in certain individualcases involving new constructions, means going far beyond the typical hotel stock refurbishment processes. The natureof the intervention proposed will be of significance not only in the environmental improvement of the area, but also inimproving the tourism offering and business results, serving along with the other measures to re-categorise the destination.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 73,929,496 € 203,306,114 € 184,823,740 € 462,059,350 €Action.XIX.5. –Implement the Steering Plan for the comprehensive refurbishment of housing stock in line withsustainabilityThis action involves the management and execution by phases of the refurbishment of Platja de Palma’s residentialhousing stock. Its execution requires the involvement of residents, social intermediaries, a large number of architects,project managers and builders, with all initiatives necessarily including environmental assessment and certification of thebuilding as part of the standard working procedure. Lastly, monitoring will take place during the buildings’ life cycles.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 38,263,530 € 62,178,236 € 234,364,121 € 621,782,361 €Action.XIX.6. - Design and implement the refurbishment/renewal of the network of social, commercial andtertiary facilities in line with sustainable principlesAn improvement in the living conditions of the resident population of Platja de Palma is of key importance for the setof actions established by the PAI as a whole. In specific terms, this action will focus on designing and implementing acomprehensive refurbishment of the entire network of social, commercial and tertiary equipment facilities in order both toreduce their environmental impact and improve the quality of service offered to the local population. Platja de Palma / Page. 219Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 7,084,000 € 11,511,500 € 43,389,500 € 115,115,000 €
  • 219. Action.XIX.7. - Design and implement the refurbishment of buildings of architectural interest The idea is to design and implement the refurbishment of the buildings of architectural interest playing a key role in the identity of Platja de Palma, in order to raise awareness of the local architectural culture and so establish the common conditions which constitute that identity. This will be performed by means of a catalogue of architecturally valuable buildings, a refurbishment and conversion plan for the windmills of Majorca and the corresponding conversion plans for rural buildings of agri-tourism interest, along with buildings of cultural value. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,090,348 € 1,771,815 € 6,678,380 € 17,718,150 € PROGRAMME XX – DESIGN AND MANAGE A SuSTAINAblE MObIlITy PlAN bASED ON “0 CARbON bAlANCE” ON lOCAl TRIPS The aim of this programme is to achieve sustainable mobility in Platja de Palma, in other words an end scenario with neutral CO2 emissions for internal mobility around the area, and a reduction of 50% for connections with the rest of the island. This will be achieved on the basis of the new roadway infrastructure, a gradual reduction in the use of private vehicles, control of loading and offloading and the introduction of a public transport system based on the tramway. Spatial restructuring, with a reduction in the number of vehicles and the promotion of more sustainable modes (tram, bicycle rental...) will help achieve the target of a “0 balance”. Action.XX.1. - Design the Platja de Palma integrated mobility Plan This is a general planning tool setting the objectives required in order to develop the new mobility model. This action involves drafting of the Plan itself, along with analysis of the introduction of an integrated transport card, a taxi control system, a bicycle lending system, etc. The restructuring of public transport routes will also be addressed, with a view to the future layout of the tram system, along with a simulation model for the entire system proposed. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,578,500 € 542,850 € -€ -€Platja de Palma / Page. 220
  • 220. Action.XX.2. - Design and implement new roadway regulations for Platja de Palma, including the necessaryinfrastructure in public spaces for electric mobilityThe introduction of public infrastructure to allow for electric mobility and the modification of existing junction pointsdemands the design and implementation of junctions on the MA-19, MA-6014 and MA-6020 roads, comprehensivesignage throughout the area, a study of the feasibility, design and installation of an access control system for Platja dePalma and the installation of the infrastructure required for recharging electric vehicles.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,710,262 € 3,634,308 € 5,344,570 € 10,689,140 €Action.XX.3. - Design and implement the Can Pastilla interchange, the segregated platform for the tram and itsinstallations and the mobile stock which will flow through itThis involves intermodal infrastructure providing connections between the various modes of transport in an effective andagile manner. Once the exchange has been designed and implemented, the feasibility of expanding a new tram line willneed to be examined, along with the introduction of infrastructure and mobile stock using the segregated platform. Thistransport system could be operational prior to 2020.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 3,421,821 € 29,011,391 € 19,573,068 € 3,423,100 €Action.XX.4. - Design and implement the Platja de Palma Goods Consolidation CentreThe Platja de Palma Goods Consolidation Centre will serve to control vehicles loading and offloading, in terms of numberand the fuel type used, with the main aim of achieving a reduction in emissions caused by this type transport. This actionrequires examination of the feasibility of expanding the Goods Consolidation Centre, drafting of the project and actualconstruction work, followed by analysis of the benefits of introducing a goods tram system.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT -€ -€ -€ 4,681,600 € Platja de Palma / Page. 221
  • 221. 7. ICT SERvICESPlatja de Palma / Page. 222 Ingram Publishing
  • 222. PROGRAMME XXI – PlAN AND IMPlEMENT A ubIQuITOuS INTEGRATED SySTEM This programme covers all the hardware, software and peripheral infrastructure required in order to facilitate ubiquitous, rapid, convenient and effective access to those services which will be available in Platja de Palma. Along with the technology providing access to information (video, audio, temperature, noise, air and water quality, etc.) as required in order to allow these new services to be provided. Guaranteeing privacy will be a fundamental element of this new scenario, given that the aim is to achieve identification, location and specification of habits and movement. One further essential requirement will be the integration of systems and of information protocols, along with training and incentives policies to bring about convergence in the technological skills levels of the population.Action.XXI.1. - Analyse, design and develop a communications networkThe idea is to introduce a communications network allowing companies, citizens and tourists ubiquitous access to the newservices, implementing the communications infrastructure required for this.Following an analysis of the current situation of connectivity in Platja de Palma (existing network access points andpossibilities for growth), the communications network will then be designed and implemented: mobile data coverage,necessary fibre-optic connections and desired open spaces. A monitoring system will guarantee quality of service.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,617,000 € 3,850,000 € -€ -€Action.XXI.2. - Needs analysis, design and implementation of the transducer networkThe transducer network required for analysis and processing of significant information for Platja de Palma will be appliedon top of the previously designed communications infrastructure. This will serve to generate high-value-added servicesbased on data mining.Those elements able to be measured or monitored will first be identified: sources of video and audio, temperature,humidity, CO2, movement of individuals or groups, etc., in order to homogenise and standardise access to signals andguarantee processing MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT -€ 1,155,000 € 1,155,000 € -€Action.XXI.3. - Analyse, design and implement the service infrastructureThe idea is to develop the infrastructure required to allow for integration of the hardware and software elements employed, Platja de Palma / Page. 223and guarantee both availability and quality of existing services and the standardisation and openness of the elementswhich make up Platja de Palma’s technological developments. The objective is to manage the reception, analysis andprocessing of information, and also the way in which services are made available to citizens, tourists and companies.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT -€ 2,772,000 € 4,620,000 € -€
  • 223. PROGRAMME XXII – DESIGN AND IMPlEMENT TOOlS AND SERvICES TO INCREASE THE PRODuCTIvITy AND COMPETITIvENESS OF COMPANIES The adoption and exploitation of new technologies, and in particular Information and Communication Technologies (ICT) involves new opportunities and competitive edges in any sphere of business. This programme aims to achieve an increase in the productivity and competitiveness of Platja de Palma’s companies through the introduction of new tools to source and exchange information. New technologies will facilitate alliances between companies and the introduction of a comprehensive sale and promotion system, and will allow for further advances in the analysis of consumer behaviour (using the “Active Listening” process), offer new services and implement new promotional campaigns. Action.XXII.1. - Analyse, design and develop a System for the exchange of information among companies The aim is to achieve a communications and process standard allowing for the automated exchange of information across the corporate fabric, to increase the level of Internet usage in those communications which define a company’s business (whether between companies of the same type or between them and their suppliers and clients), to professionalise business management by means of a balanced scorecard tool and save costs through the automation of facilities and establishments. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 462,000 € 2,310,000 € -€ -€ Action.XXII.2. - Design and implement a comprehensive corporate and commercial promotion System This action is intended to establish a comprehensive sales system serving to shape a global offering of products and services from different suppliers, design a strategy to modernise and update the image and services offered by current websites to design and implement the promotional campaigns which each company will be performing over the Web, taking into consideration the new services incorporated within the commercial offering of Platja de Palma. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,540,000 € 1,540,000 € -€ -€ Action.XXII.3. - Analyse, design and implement the “Active listening” process on the part of companies “Active Listening” means analysing the relevance of a concept on the Internet. This action is intended to reveal “who is talking about our business on the Internet”, to extract and encode information on the network and, following analysis,Platja de Palma / Page. 224 to establish focused guidelines to correct and/or boost the company’s strategy. This will require an increase in the intelligence of web page content and implementation of technological solutions to automate the process of extracting and encoding information. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 115,500 € 462,000 € -€ -€
  • 224. PROGRAMME XXIII – DESIGN AND IMPlEMENT THE SERvICES AND TOOlS REQuIRED TO SuPPORT THE TOuRIST lIFE CyClE The objective of this programme is to implement a process to identify all services which could be offered to tourists, along with those which they may require, and allow them to be provided by Platja de Palma’s companies. When we talk about the tourist life cycle we refer to the process which begins at the point when an individual considers the possibility of travelling. At this juncture the first of a whole series of mechanisms springs into life (motivation, decision, purchase, planning, experience and post-trip), concluding with the memory of the experience and the perception recorded of it.Action.XXIII.1. - Analyse, design and implement processes allowing for the unique identification of touristsand their behaviourThis action aims to identify all processes covered by tourists over the course of their life cycle and to catalogue all serviceswhich may be required. In this way, once a tourist’s interests, preferences and circumstances are known, it will be possibleto adapt the offering to the profiles generated. One further requirement will be to select, develop and implement thosetechnological tools best suited to each phase of the process and to group services and tools into the smallest possiblenumber of families. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 400,400 € 1,001,000 € 1,101,000 € 2,502,500 €Action.XXIII.2. - Analysis, design and implementation of a push System for tourism servicesThe difference between a push system and a pull system is that the former reaches out to the client, while the secondmust be actively sought out. As a result, a push system for tourism services involves providing the service that the touristneeds at any given time. This action requires identification of all possible tourism services which could be provided, thedesign and construction of the systems required to do so and, lastly, implementation and deployment through serviceproviders (small and medium-sized enterprises).Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,540,000 € 1,540,000 € -€ -€Action.XXIII.3. - Analysis, design and implementation of a pull System for tourism servicesThis action is intended, following a detailed analysis of the entire tourist life cycle, to provide companies in Platja de Palmawith immediate access to and availability of any service which a client may require. This means identifying all possible Platja de Palma / Page. 225services which could be requested, constructing and implementing the systems required to provide these, and lastlyimplementation and deployment through service providers (small and medium-sized enterprises). Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,540,000 € 1,540,000 € -€ -€
  • 225. PROGRAMME XXIv – DESIGN AND IMPlEMENT TOOlS FOR ACCESS TO THE NETWORK AND THE SuITE OF PublIC SERvICES WHEN REQuIRED This programme aims to promote access to new technologies, allowing for the administration of all public services offered by the various authorities (local, district, regional and national). This will all apply both to those resident in Platja de Palma and those who work there, along with those sharing this space for professional or leisure reasons. The entire offering of digital public services must be grouped together at one single access point. Meanwhile, with a view to the ongoing improvement of tourism services, the necessary tools will be introduced to increase the employability and training of workers at companies providing services in Platja de Palma. Action.XXIv.1. - Catalogue, optimise and mechanise digital public services in Platja de Palma The aim is to compile and describe in one single, standardised catalogue, for subsequent publication and promotion, all the digital public services which can be provided. This catalogue will contain a list of all digital services covered by the Plan in terms of its functional scope, and must for each service compile all the information required. It is essential that the overriding principle be ease of use in accordance with the need and search logic. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 770,000 € 385,000 € -€ -€ Action.XXIv.2. - One-stop shop for digital public services provided in Platja de Palma Platja de Palma will set up its own portal bringing together all the digital services on offer, grouped in terms of the needs and life circumstances of users, available via a one-stop shop. These services must be publicised, and their continuity and quality guaranteed. A public access point will also be set up, providing an Internet connection and IT equipment. Lastly, a system will be established to standardise systems across public and private bodies in order to allow for the digital exchange of information. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 770,000 € 1,540,000 € -€ -€Platja de Palma / Page. 226
  • 226. Action.XXIv.3. - Education and EmploymentTo increase the productivity and competitiveness of Platja de Palma’s tourism offering, support must be given to thedevelopment of tools allowing for an increase in the skills and knowledge of workers, and consequently of the companieswhere they work. To this end online training instruments will be developed for the acquisition of new skills and theimprovement of those already held, while companies will be provided with appropriate training for knowledge managementand to establish communities of practical experience.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 192,500 € 385,000 € -€ -€ PROGRAMME XXv – DESIGN AND IMPlEMENT AN ICT SySTEM FOR MANAGEMENT AND COMMuNICATION OF THE PlAN AND THE PROCESS The Consortium is currently the top-level decision-making and management body for the PAI, although as the various initiatives are gradually implemented it will prove necessary to develop a whole range of management instruments more specifically suited to each purpose. This programme focuses on the design, using Information and Communication Technologies, of a transparent, agile, rigorous and effective management system for the Platja de Palma Comprehensive Revitalisation Plan. This is essential in order effectively to put into practice such an ambitious and large-scale Project, and one which furthermore involves a host of different public and private actors.Action.XXv.1. – Design and implement an ICT System for management and communication of the Plan andthe processThe idea is to exploit the benefits of Information and Communication Technologies to achieve effective and efficientadministration in development of the Plan itself. There will be the need for analysis of the organisational managementand communication needs of the Plan and the process, in order so to implement appropriate mechanisms and suitablecomputer programs to achieve objective-based management for operations at every level and across all the planned Platja de Palma / Page. 227Programmes, allowing for their evaluation. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 1,078,000 € 3,311,000 € 385,000 € -€
  • 227. 8. “GOvERNANCE”Platja de Palma / Page. 228 Ginés Díez, CCOO
  • 228. PROGRAMME XXvI – DESIGN AND PuT INTO PRACTICE A PlAN FOR INSTITuTIONAl RElATIONS This programme aims to generate spaces for cooperation and agreement across all institutions involved in the design, approval and execution of the PAI. The Platja de Palma Comprehensive Revitalisation Project is a multi-actor plan which can only successfully be put into practice if we succeed in establishing a stable framework and a climate of trust and consensus among all institutions involved, both public and private. The plan is to deploy a raft of contact, relationship and cooperation mechanisms at various levels to establish a constant and transparent flow of communications in order to achieve frank and effective cooperation among all parties involved in the process.Action.XXvI.1. – Draft and passed specific laws for the ProjectImplementation of the PAI demands the introduction of certain specific regulations of a legislative nature in order to providea legal framework for some of the planned initiatives in the field of urban development, tourism and the environment; theway in which the planned investments are handled; aspects connected with the regulation of employment; etc. All this willassist in the proper progress of the Project, providing responsibility and the quest for the collective good, demonstratingthe consistency of decisions and strategies, and unifying political choices.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 9,240 € -€ -€ -€Action.XXvI.2. – Design and put into practice an information Plan for government and opposition groups andpolitical organisationsThe Platja de Palma PAI can achieve effects only in the medium and longer terms, and therefore requires a framework ofinstitutional stability to guarantee its permanence and viability over 20 years. Hence the need to achieve a political andinstitutional pact among all political groups to support the Plan and guarantee its continuity over the course of severalterms of government, to maintain channels of information and detect and avoid dispute.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 4,620 € -€ 9,240 € 13,860 € Platja de Palma / Page. 229
  • 229. PROGRAMME XXvII – DESIGN AND PuT INTO PRACTICE A PlAN FOR THE RElATIONSHIP WITH SOCIETy The objective of this programme is to structure a powerful policy for communication with all actors involved and with the media in order, with the utmost transparency, to favour the monitoring of the entire process of developing the Project. A web portal has been designed (launched in September 2009) providing complete documentation and information online as it is generated by the Project, and this will need to be made an agile and rapid instrument for communication with all residents and with the participatory network. Meanwhile, a digital newsletter has been set up (published since November 2009), the task of which is to facilitate the presentation of any new announcements occurring as the Project advances. Action.XXvII.1. – Draw up the discourse, concepts and messages underpinning the Project Proper definition of the key messages and values which the PAI aims to foster is essential in order to achieve good communication. This is, in turn, essential for the success of the Project, given its complexity and the large number of actors involved. Among the values and messages to be transmitted, we would highlight: from recovery from the global crisis and the importance of tourism repositioning, to the new challenges involved in mitigating the greenhouse effect, the importance of energy self-sufficiency, etc. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 38,500 € -€ 77,000 € 154,000 € Action.XXvII.2. – Design and disseminate the Project on the national, European and international stage The nature of the Platja de Palma Comprehensive Revitalisation Plan as a pilot experiment in the regeneration of mature tourist destinations, along with its commitment to a new tourism model, has an unquestionable national, European and international profile. Hence the importance of paying particular attention to the Project’s external image, which will serve to increase its standing, facilitate its international recognition and attract grants and subsidies from national and European bodies. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 231,000 € -€ 231,000 € 770,000 €Platja de Palma / Page. 230
  • 230. PROGRAMME XXvIII – DESIGN AND PROMOTE A bROAD-bASED PARTICIPATORy PROCESS Guaranteeing a broad-based participatory process demands the gradual implementation of a whole series of mechanisms. During the initial phase, referred to as the consultation phase, regional and sectoral participatory workshops have been staged in order to present the Project. Subsequently, during the so-called consensus phase, a second round of specific participatory workshops will be organised, while at the key moment it will be the broad-based participatory process which will be structured around the period of public presentation of the Urban Development Plan and of the PAI. The third stage, the approval phase, will aim to organise a wide range of communication actions, while lastly the execution phase is viewed as the space for consolidation of the participatory process in the medium and long terms by means of the Citizens’ Panel and the Annual Assemblies.Action.XXvIII.1. – Design and execute zonal participatory workshopsThese workshops have the task of discussing the specific issues facing each neighbourhood with local residents, workersand traders. A speaker explains the Project, and the experts developing each of the strategic lines gives a presentationexplaining the more complex technical aspects. Citizens can debate, propose and query various aspects with them.Five workshops have been staged, one for each of the territories into which Platja de Palma is divided: Can Pastilla,Sometimes-Maravillas, S´Arenal de Palma, S´Arenal de Llucmajor and Son Verí-Cala Blava.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 23,100 € -€ -€ -€Action.XXvIII.2. – Design and execute sectoral participatory workshopsThe sectoral workshops aim to present an overview of the Project for the different actors involved from a horizontalperspective. They involve a brief technical/political presentation, followed by an explanation of the Project, a working groupsession with participants followed by the pooling of ideas and a final debate with some of the technical staff responsible.Seven workshops have been staged: security, sustainability, tourism positioning and employment, social cohesion and Platja de Palma / Page. 231housing, urban space and mobility, and one each with trade union representatives from the UGT and from ComisionesObreras. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 23,100 € -€ -€ -€
  • 231. Action.XXvIII.3. – Design and execute the participatory process for the urban development Plan and the Comprehensive Action Plan This action involves developing formal and informal mechanisms for participation in the Urban Development Plan and the PAI throughout the public presentation process prior to its approval. This will thus involve initiatives providing citizens with full information about the new urban development regulations while dealing with the opinions, proposals and arguments they present, in order to guarantee that citizens have a greater level of involvement. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 92,400 € -€ -€ -€ Action.XXvIII.4. – Design and execute the Citizens’ Panel The Citizens’ Panel, which will operate on a permanent basis and hold regular plenary sessions, is a participatory mechanism serving to monitor implementation of the PAI, along with any such issues as may arise during its development. It will be structured by means of working groups made up of a number of previously registered citizens with a high level of commitment, along with the possible addition of other citizens and organisations formally represented at both working and plenary sessions. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 115,500 € 115,500 € 115,500 € -€ Action.XXvIII.5. – Design and execute the Annual Assembly Another of the fundamental elements in order to guarantee a broad-based participatory process will be the annual staging of an Assembly open to all citizens of Platja de Palma, which will present the results of development of the PAI and submit for debate the progress made. These sessions, which will allow citizens to debate among themselves and with those in technical charge of the Plan on a regular basis, will also serve to present the outcome of the Citizens’ Panel’s actions. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 23,100 € 23,100 € 23,100 € -€ Action.XXvIII.6. – Design and organise the works and monitoring committees The PAI provides for a large number of initiatives to refurbish and improve the urban fabric of Platja de Palma. In accordance with the principles of good governance proposed within this programme, and with the aim of achieving both the active involvement of citizens and their satisfaction with and support for the Plan, it would be advisable to have on board the local residents affected by each project in order to ensure they are involved in the monitoring and execution process, by means of committees. Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 92,400 € 92,400 € 92,400 € -€Platja de Palma / Page. 232
  • 232. PROGRAMME XXIX – DESIGN AND IMPlEMENT A COMPREHENSIvE, TRANSPARENT MANAGEMENT SySTEM FOR THE PROJECT AS A WHOlE The design of a transparent, agile, rigorous and effective management system for the PAI will become one of the cornerstones of its success. As the various planned initiatives are gradually implemented, there will be the need to develop management instruments more specifically suited to each, in line with the complexity of a Project of the scope devised for the Comprehensive Revitalisation of Platja de Palma. Given the huge number of different actors involved, along with their diverse nature (public and private), it is essential that there be a management system which will facilitate as far as possible their fundamental involvement in the process, along with cooperation between the public and private sectors.Action.XXIX.1. – Plan and put into practice a comprehensive management team for Platja de PalmaThe current management team of the Consortium is suited to the needs of the stage ranging from planning to finalapproval of the PAI. Once we enter the execution phase, it will need to be rescaled and adapted in accordance with theplan’s development needs, including consideration for agile and efficient management and decision-making systems.It will be important to structure the ways in which the actors involved in the Plan can take part at the various decision-making levels.Economic scheduling: MILESTONES 2012 2015 2020 >2020 TOTAL INVESTMENT 6,160,000 € 12,320,000 € 15,400,000 € 30,800,000 € Platja de Palma / Page. 233
  • 233. We asked a number of personalities for their assessments of, comments onand contributions to the documents which set out our strategy for tackling thecomprehensive restructuring of Platja de Palma.As a result, we have tried to integrate the philtre of their knowledge andexperience into our project and the proposals contained in the ComprehensiveAction Plan, and also into the phase of the process which culminates today.We think that these assessments and opinions are valuable in helping us toachieve the goal which we propose to society as a whole, as they form part ofthe transparency which presides over the work done and because, always, wemust maintain many channels of connection with a broad spectrum of socialand institutional actors.The letters included below refer to the more significant aspects of the project-process, the actions programmed, the goals to which we aspire and thecommitments which we must make.There is no doubt that those referring to sustainability, slowing climate changeand adapting to global change are the most numerous. But other goals alsoappear, relating to improvement and promoting the economic tourist activity, tobusinesses and employment, and to improvements in the quality of life of thosewho live in the Platja de Palma area.In the same way, the experts and professionals who have undertaken to assessour strategy accentuate the value of a commitment shared and added to byinstitutions, political organisations, business and trade union actors, becausethe sum of all these wills must make lend any project for success more power.
  • 234. Platja de Palma Consortium Part III Articles
  • 235. RECOVERY OF PLATJA DE PALMA: A MULTIDISCIPLINARY PROJECT Montserrat Casas Rector of UIB (Balearic Islands University)Platja de Palma / Page. 236
  • 236. The strategic location of the Balearic Islands, their privileged setting and their ease of communication with Europehave made our autonomous community into one of the most important Mediterranean tourist destinations.Tourism is the main source of wealth in the Balearics, both for the jobs which are directly generated and for theimpact of the activity on all the other sectors in the Islands. However, rapid and indiscriminate development hasresulted in a substantial impact on the environment and we must not miss the opportunity to correct it, throughprojects such as that of Platja de Palma, taking comprehensive sustainability as a reference point.The University of the Balearic Islands has, since its beginnings, been training the human capital which withoutdoubt has been a key factor in achieving the quality of the tourist services in our islands. Our contributionincludes a degree in tourism, with the UNWTO TedQual certification, our own qualification in international hotelmanagement, two university masters degrees and a doctorate, with a mention of quality which, together withother university degrees and masters, configure a multidisciplinary training.Nevertheless, today, a project for the regeneration of old tourist areas is essential to enable us to maintainour activity with guarantees of quality and to be able to export our tourist know-how. For this reason theUIB is presenting a Campus of Excellence project on tourist sustainability and advanced research in whichcollaboration with the project for the recovery of Platja de Palma is one of the principal axes. A project in whichvarious competitive research groups of the University are taking part, which, jointly with the Senior ScientificResearch Council (CSIC), through the Mediterranean Advanced Studies Institute (IMEDEA), will enable us toascertain the impact that climate change could have for the Balearic coastlines, the plans for improvement in Platja de Palma / Page. 237the quality of the water, the regeneration of the posidonia meadows and other specific actions for the recoveryof native species.A multidisciplinary project which affects us all and in which the University is involved with the objective ofachieving a comprehensive restructuring of the area which will be and must be, in short, one of the symbolsof our city, of our country.
  • 237. COMMITMENT AND LEADERSHIP FOR A NEW MODEL OF DEVELOPMENT Sebastián Escarrer Vice-president of Sol MeliáPlatja de Palma / Page. 238
  • 238. Difficult moments generate opportunities, they put us to proof: the current crisis has brought out all ourcapacity to achieve agreements and alliances as an authentic way to the achievement of social objectives,objectives which in this case are profoundly linked with the future of our tourist industry and, with it, the wholeof our society.The project for the restructuring of Platja de Palma represents in itself the necessary change in the touristmodel and contains, in this sense, all the vital ingredients: a product which has been a leader for decades,which made this island of Majorca into a standard bearer of the so-called tourist boom of the middle of thelast century, and which today has been easily overtaken by the natural development of supply, demand and thedynamic itself of the social and environmental context.In a situation such as ours, we are competing with new emerging resorts equipped with a quality offer and acost structure which enables them to offer very low prices, and where the social, cultural and environmentalsustainability of a resort has ceased to be an aspiration and has become a requirement on the part of moreand more customers. It is essential to adapt these older resorts, which still have great potential but need toimprove the quality-price ratio, listen to the customers who are more and more intelligent and expert, andadapt the supply to their changing tastes and needs, increase and modernise the promotion, make the sector Platja de Palma / Page. 239as professional as possible through training, strengthen the natural and cultural amenities of the area, get ridof ghettos and marginal districts, etc.It is about adapting the product to maintain competitiveness, constructing a strong brand image which isadequately promoted abroad and giving sustainability to our business and environment, or closing ourselvesinto a spiral of progressive deterioration in quality, sustainability and profitability.
  • 239. We have, in spite of the complex economic situation, a great opportunity: in addition to the investments necessary, it is time to demand great efforts of leadership and dialogue from the authorities in order to prepare for this transition which our tourist model needs: tourism –I never tire of saying– employs 11% of the active population and generates 10% of the Spanish gross domestic product. Although it has functioned practically “on its own” for many years, for ten years now it has been losing position and competitiveness against other sectors and other countries, and today faces a challenge of a scale which requires our commitment, public and private, at the highest level: a commitment of which we believe that this project of restructuring Platja de Palma will become an example and point of reference. The implications of this commitment are already known –they form part of the objectives of this project– and were set out splendidly in the Spanish Strategic Plan for Tourism Horizon 2020; the economic crisis, from which our country will still take some time to emerge, cannot be used as an excuse to avoid carrying out the group of reforms set out in that Plan as long as four years ago: to improve the effectiveness and efficiency of our tourist authorities, help our businesses to be competitive using all the ways within our reach: tax, employment, town planning, regulation reforms, etc., eliminating barriers and duplications, etc. Further, we are convinced that the Adjustment Plan launched by the Government must have an impact on the elimination of administrative duplications, simplify our tourist bureaucracy and make it cheaper: good tourist management is not synonymous with more decentralised tourist management, and perhaps this is the moment to set aside plans for more decentralisation in tourist competences and replace them with plans for administrative streamlining and improvements in managing the competences which the autonomous community already has. For our part, we as businessmen can and will help the Authorities: in a time of alliances such as we now have, public-private collaboration becomes an essential tool, since businesses need a framework of regulation and promotion, infrastructures, actions for preservation of the environment and for social-cultural promotion, while the Authorities need the private initiative to develop activity and create sustainable employment and wealth. In Majorca we are privileged to have a tourist business class which has been a pioneer and example at international level, and which today clearly desires to involve itself also in the transforming the traditional tourist model in the island into a more profitable, competitive and sustainable model. For this reason we have to offer all our support, advice and capacity to a common project which subsumes allPlatja de Palma / Page. 240 our wills and offers us an ambitious and realistic route map. The general lines of the project presented to us today by the Commissioner sound good, but the action plans derived from it must have the vocation to take shape in specific and visible actions, without losing an overall perspective, because this project still lacks something, something which I will call the “Olympiad effect”, that factor which ensures that the Olympiads always turn out well and produce multiple effects for the society and wealth of the cities.
  • 240. The Olympiads are characterised by two elements which differentiate them from other projects: first, they have aterm, a time limit, extremely clear and essential to inoculating that dose of pressure which allows the difficultiesto be overcome, and to ensure that the several years during which we have been preparing this project do notgo one for ever. Second, their achievement represents a global interest and success, for everyone, and thatalthough Platja de Palma is a matter of a common good for our society, we have not been able to put it across.Only if we understand and accept that the reconstruction of Platja de Palma, as a pilot scheme for the renewalof the whole of our tourist model, represents a common benefit which must prevail over all particular or groupinterests and, why not, justifies some sacrifice, will it be possible to carry it to a good outcome.This is the moment for realistic plans, to show us the shape of the new model of tourist development foundedon sustainability, its cost, alternatives of financing, its timing and the process of actually doing it.Because Platja de Palma is a symbol as well as a great project and, as such, those in charge of it are managing,in addition to our budgets, our dreams and hopes and our image to the rest of the world. We hope with all ourhearts that they know how to capitalise these assets properly and, for our part, we hope to be there to givethem support where and when they need it. Platja de Palma / Page. 241
  • 241. TOWN PLANNING AND SUSTAINABILITY Ramon Folch Doctor of Biology and SociologistPlatja de Palma / Page. 242
  • 242. There are occasions when debates around a question go longer than is reasonable. This would be the case ofthe recurrent doubts about global warming and the subsequent climate change. The series on the atmosphericconcentration of greenhouse gases are conclusive. Except for those people who do not want to see or hear.And what they do not see does not exist for their purposes. We cannot count on them. But with everyone elsethey have decided to put themselves on the side of the solution. In a subject so complex, no contribution willbe decisive, all will be necessary.The project which has begun in Platja de Palma will undoubtedly be one of these contributions, because itperfects the aim in putting the emphasis on general redevelopment, energy efficiency and the reduction of CO2emissions associated with buildings, infrastructures and transport.Of course, achieving sustainability requires, as well as overcoming environmental problems in general andbeyond those of local concerns, that we are capable of improving efficiency and containing the demand forenergy. And transport and building (including the costs of their exploitation) are responsible for _ parts of theenergy consumption of the world. Energy efficiency cannot be dissociated from rethinking of construction orurban structures. Further, it is essential to design cities differently, since a reduction in the needs of mobilitywould automatically bring a fall in the consumption of energy associated with transport. Platja de Palma / Page. 243We have to be aware that this reformulation of town planning for sustainability is not only possible, butalso, and above all, it is inevitable. Now, we cannot deceive ourselves by thinking that it will be enough tomitigate the effects of the poor functioning of our productive model, which is really the root of the problem. Wehave to change its nature, distancing ourselves from the current obsession with continuous growth, absolutelyincompatible with sustainability. So, let’s put on our boots and get going on the road as fast as possible, as wehave known for a long time that it is the only way to get anywhere.
  • 243. THE HOUR OF RESPONSIBILITY Javier Gómez-Navarro Former Spanish Minister of Tourism and Trade, President of the Senior Council of Chambers of Commerce of Spain and Chairman of AldeasaPlatja de Palma / Page. 244
  • 244. The future is in our hands, of this I am fully convinced. I am aware that, at first glance, and especially in timesof distress such as we are undergoing, this avowal may seem taken from the inside cover of one of those self-help books which offer comfort in exchange for some (few or many) euro. But nothing is further from reality,because the point is to accept that, if it is true, and you can be sure that it is, then all the responsibility fallson our shoulders.The times have passed, then, when we could sit and wait comfortably, in the sweet dream of irresponsibleidleness, for others to provide the solution to the problems affecting us. And that, I fear, our tourist sector,especially where it developed haphazardly with the virtues and attractions of the sun and the beach, knowswell enough. The Spanish coast is plagued with old tourist areas which enjoyed notable success in the 1970sand 1980s, but which have aged a great deal and badly, where there is strong resistance to any change whichis not absolutely essential, unless directly linked to their own economic survival.Platja de Palma is far from being an exception to what I am saying, and this is why this project for itscomprehensive restructuring is extremely interesting and, at the same time, a challenge of considerable scale. Ican appreciate many virtues in it which seem to be going in the right direction and which can be summarised inthe ambitious objective of generating a competitive product with more added value, which will offer adventuresand emotions to tourists and, at the same time, unite the efforts of the public and private sectors. The backingfor innovation, for giving support to the entrepreneurs, for continuous training for the workers, for the use ofnew technology when directly contacting potential customers and dealing with their needs, for environmentalsustainability, etc., without doubt respond to the needs arising from the configuration of a new tourist model.However it must be made clear that there is no time or space for cosmetics. What has to be done is of such Platja de Palma / Page. 245a scale that any exercise in camouflage or makeup can only lead to a resounding fiasco. A mountain of cashhas to be invested, difficult decisions must be taken and in controversial times, and an enormous level ofcommitment accepted. Strong leadership is needed to offer solid and sustained support for a project whichneeds the efforts of everyone, politicians, businessmen, residents and workers, to pull it off. Because the futureis in our hands, yes, but this means nothing more than the fact that we have to put them to work, hard, longand well.
  • 245. ZERO CARBON BALANCE. A CHALLENGE AND AN OPPORTUNITY Enrique Jiménez Larrea Director General of IDAE (Institute for the Diversification and Saving of Energy)Platja de Palma / Page. 246
  • 246. The project for the comprehensive restructuring of Platja de Palma is, among the plans and actions put forwardby the government, one of the principal undertakings to be carried out, not only in the strictly tourist domain,but also in that of large infrastructures which currently have state support, in this case through the SpanishGovernment State Secretariat for Tourism.The strategies which define how it must be and how the remodelling of this tourist area is to be carried outhave a common denominator, based on the belief that a respect for the environment and a reduction of theecological impact are, for any future action, an unavoidable necessity. Under the umbrella of this certainty,Platja de Palma sets its sights on the “0 carbon balance”, a large-scale challenge which will have greatrepercussions on the perception of the resort for new customers, and the benefits of which are of incalculablevalue for the environmental quality and balance of the region.The rational and efficient use of available resources and the interventions which lead to these objectives alsocollaborate directly in reducing the ecological load. From the campaigns for public awareness, which will bethe first step in this task, to the installation of an electrically powered transport system and the widespreaduse of solar energy as the principal energy source, innovative actions will be designed and set out in Platja dePalma during the coming years which not only will serve to achieve the objectives set for each of the strategiesdevised, but will also function as a perfect practice field for future manoeuvres in very diverse sectors.Going on beyond town planning and environmental aspects, the Platja de Palma project is also a challengefrom the energy perspective. On the long term timescale of the project the reality of world energy will havesuffered a metamorphosis for which we have to be prepared. Town planning developments of a large scale,as is the case of the Palma project, need very long periods of time, so that needs have to be anticipated andplanned for early in order to ensure a suitable energy supply in the future. On the one hand, reducing theenergy demand by applying all the best concepts in building design, introducing the most efficient technology Platja de Palma / Page. 247and making the whole of the resident and seasonal population aware of the best use of this technology and,on the other hand, covering these energy needs with indigenous, clean energy, such as renewable energies, arefundamental aspects of the project.Platja de Palma will be, on this road which now we are beginning to travel, a challenge for all those involved whowish to convert the threats which are looming on the horizon into benefits for the tourist business, the preservationof the environment and to ensure the energy supply, in a great opportunity for future generations.
  • 247. PLATJA DE PALMA: A DECIDED STRUGGLE AGAINST CLIMATE CHANGE Cristina Narbona Former Minister of the Environment and Spanish Ambassador to the OECDPlatja de Palma / Page. 248
  • 248. The project which defines the comprehensive restructuring of Platja de Palma is, from the environmentalviewpoint, one of the most ambitious aspirations ever planned for an old tourist resort and will, without anydoubt, be an example for other locations which are currently found to be in a similar situation. Their leaders,in many of the enclaves which have put Spain among the top places on the list of preferences for touriststhroughout the world, are reflecting today on the sustainability of their models, which enjoyed such successyesterday but which require a gradual adaptation to market demands and, very particularly, to those of abalance between available resources and human activity.The goal set out in the plan of the 0 balance in CO2 emissions is, together with the measures which during thecoming years will constantly reduce the ecological load, a magnificent proposal and one which must have thesupport of all the agents involved, since the success of the initiative is crucial to the business and professionalfuture of a whole sector and the quality of life of all the people. The constant concern for the environmentwhich underlies each and every one of the projects comprised in this grand plan brings out the sincere andsubstantial backing that the Platja de Palma Consortium, with the support of the State Secretariat for Tourism,is giving to the renovation and modernisation of the area. It is a challenge in which there is also the very presentspirit of an evident and decided struggle against the effects of climate change on our coasts. Platja de Palma / Page. 249The preservation of flora and fauna typical of the Balearic coast and, therefore, the durability of the wholeenvironment, with protection for the native species existing in the area, is another of the principle axes of thisenterprise which has united the efforts of experts in many diverse fields. Their proposals, innovative and bold,establish the fundamental pillars of a project on a scale which will make Platja de Palma, through the actionsprogrammed by authorities and businessmen, into a model exportable to many other tourist destinations inthe world.
  • 249. AN OPPORTUNITY TO CONSTRUCT TOURISM FOR THE 21ST CENTURY Taleb Rifai Secretary General of the World Tourist OrganisationPlatja de Palma / Page. 250
  • 250. Everyone knows that 2009 was one of the most difficult years for tourism throughout the world and, althoughthe prospects for 2010 have improved, we cannot avoid the crossroads at which the sector has arrived,especially due to the persistent uncertainty with regard to the progress of the economy. But if we are able tostep aside from the pessimism which seems to be imposed by the situation, we will see that we have here agreat opportunity to put into action ambitious and essential transformations delayed for a long time.The World Tourist Organisation some time ago promoted a higher profile for tourism on the internationalagenda and recognition for its contribution to the great challenges which we face, especially as a productiveactivity with an undeniable potential for creating employment and in its capacity to help in the transformationtowards a green economy and to become a motor for development and the attenuation of poverty. And all thisthrough adhesion to the principles of the Global Code of Ethics for Tourism of the UNWTO, approved in 1999and recognised by the United Nations General Assembly as the basic code for responsible, sustainable andaccessible tourism for everyone.It is for all these reasons that this project for the comprehensive restructuring of Platja de Palma is so stimulatingand satisfactory, and without doubt will become in the future an essential reference point for the restructuringof old tourist resorts which have subsided into a certain decline. Because we find ourselves looking at a planon the right level for the times in which we live, in which an accent is placed on the struggle against climatechange, backing the recovery of natural spaces, a reduction in the environmental load, the improvement ofenergy efficiency and rehabilitation rather than urban growth. The plan advocates quality against quantity, by Platja de Palma / Page. 251using new technology and creating more and better employment. And it makes cooperation and associationinto a fundamental axis, through collaboration between the public and private sectors and attending to theneeds of visitors, residents and workers.This project is, in short, a project constructed on the basis of the principles which, if we want to go forward bythe right way, have to govern the future of the tourist sector in the 21st century.
  • 251. RESEARCH: A KEY TO SUSTAINABILITY Rafael Rodrigo Montero President of the Senior Scientific Research Council (CSIC)Platja de Palma / Page. 252
  • 252. The need to reinforce R&D&I has become, with total logic, a constant reference in all the arguments andproposals about the need to create a new model of development for our societies. But it is not so often thatthese valuable admonitions are accompanied by specific proposals, which would give them a rather moresubstantial content than the simple reciting of a salvific mantra.From the CSIC we understand clearly that the future of research depends on our capacity to organise thetransfer of knowledge to the production sector or to improvements in the conditions of life of the population.Scientific research is a generator of solutions to the needs and problems of the economy and of human beingsin general, as individuals and as groups. This is why it makes much sense to us for the Mediterranean Institutefor Advanced Studies (IMEDEA), a mixed research centre between the CSIC and the Balearic Islands University,to participate in the project for the reform of Platja de Palma.The work developed by IMEDEA has helped to give this initiative some solid bases from which to confrontthe consequences of climate change, implement policies for the preservation of the natural ecosystems andbiodiversity in the area, ensure the maintenance of quality in the coastal waters and the wetlands, guaranteeequilibrium for the beach in the short, medium and long term and, finally, establish measures to achieve the Platja de Palma / Page. 253sustainability of the urban ecosystems.The preservation of the environment is one of the many fields in which scientific research will play a fundamentalrole in the future, and this is why it must become one of the strategic lines into which we must gather our forces.Because science, as is demonstrated every day, is capable of giving a response to the concerns and needs ofthe people, which is precisely the same as what the Platja de Palma project is intending to do.