The Revaluation of Platja de Palma. Comprehensive Action Plan
RestructuringPlatja de Palma: ComprehensiveAction Plan (PAI)
Restructuring Platja de Palma:Comprehensive Action Plan (PAI)
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
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.
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.
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
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
PRESENTATION INSTITUTIONAL PRESENTATION COMMISSIONER’S INTRODUCTION COORDINATOR’S INTRODUCTION AN AGREED AND ENDORSED PROJECT EXECUTIVE SUMMARYPlaja de Palma / Page. 10
Platja de Palma ConsortiumPresentation of the PAI/CAP Plaja de Palma / Page. 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
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.
InTRoduCTIon MARGARITA NáJERA ARANzABAL Spanish Government Commissioner for Platja de Palma and CEO of the Platja de Palma ConsortiumPlaja de Palma / Page. 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.
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
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
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
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
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.
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
Introduction FERNANDO PRATS PALAzUELO Coordinator of the Comprehensive Action PlanPlaja de Palma / Page. 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.
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
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.
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.
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.”
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.”
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
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.”
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.”
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.
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.
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.”
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.”
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.
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.”
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.”
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.”
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.”
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
EXECUTIVE SUMMARY / CHAPTER 5 / PART ONE Plaja de Palma / Page. 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
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
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
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)
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
Platja de Palma Consortium PART I: The Action Plan Platja de Palma / Page. 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
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.
• 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.