A presentation of the organization called 'Parques de Sintra' - located in the area of Sintra, Portugal - and of the area of activity of this organization, of its ownership and of its goals and missions, alongside examples of what has been accomplished so far.

1. The management of Natural and Cultural Heritage
by
Parques de Sintra - Monte da Lua SA
António Lamas
'SAVING EUROPE'S ENDANGERED HERITAGE'
Spotlight on Portugal 1.06.2012

2. 1995
Cultural Landscape of Sintra
World Heritage Site

3. Parques de Sintra – Monte da Lua, S.A.
A public equity company created in 2000 for the conservation of the Cultural
Landscape of Sintra
Shareholders
Ministry of Environment 36%
Ministry of Culture 34%
Tourism of Portugal 15%
Municipality of Sintra 15%

4. Properties under the management of Parques de Sintra
3

5. Park and Royal Palace of
Pena
Convent: XVI century
Palace: 1840

6. Moorish Castle

7. Royal Palace of Pena and Moorish Castle
Moorish Castel

8. Park and Palace of Monserrate

9. Capuchos Convent – the Cork Convent
XVI century

10. Royal Palace of Sintra

11. Royal Palace of Sintra

12. Royal Palace of Sintra

13. Royal Palace of Queluz

14. Royal Palace of Queluz

15. Portuguese School of Equestrian Art

16. Parques de Sintra is a management model
unique in Portugal
• The equity (capital) is exclusively public
• Manages a very diverse natural and cultural heritage located within a
limited perimeter
• The managed Heritage is of the highest value (World Heritage)
• Does not receive contributions from the State Budget
• Revenues come solely from: entrance tickets, cafeterias, shops and letting
of spaces for events
• Whenever possible applies for subsides from Portuguese or European
funds

17. Visits 2011 - 90% foreigners +10,4%
1,068,261
967,600
887,025
860,520
778,589
649,791
608,090 597,156
571,722 593,732
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
53% of the Cultural Tourism in Sintra
2nd cultural tourist attraction in
Portugal

18. Mission
To understand
protect
restore
maintain
divulge
open to public fruition the managed heritage
satisfy visitors

19. To acomplish this mission Parque de Sintra
develops
a wide range of works and activities

20. Palace of Monserrate

21. Palace of Monserrate – Technical gallery

22. Palace of Monserrate
Library

23. Palace of Monserrate
Library

24. Rose Garden (Park of Monserrate) – 2011

25. Rose Garden (Park of Monserrate) – 2011

26. Chalet of the Countess of Edla (1865-69)

27. 2007 – Chalet after the fire of 1999

28. Chalet of the Countess of Edla

29. Restoration of the Garden of the Countess of Edla – 2007

30. Restoration of the Garden of the Countess of Edla – 2011

31. Restoration of the Garden of the Countess of Edla – 2011

32. Moorish Castle – Archaelogical excavations – 2011

33. Moorish Castle – Archaelogical excavations – 2011

34. Restoration of stained glass – Palace of Pena

35. Tapada D. Fernando II – Restoration of paths (2010)

36. Tapada D. Fernando II – Restoration of paths (2011)

37. Park of Pena – Gatekeeper’s house of Lagos

38. Park of Pena – Gatekeeper’s house of Lagos

39. Park of Pena – Greenhouse

40. Park of Pena – Greenhouse Park of Pena – Greenhouse

41. School programmes

42. 2011 – Events – lakes of Monserrate

43. Strategy for economical sustainability
Virtuous circle: restore parks and palaces and create new poles of
interest, to attract more visitors and generate more revenues
• Conduct restorations in the sight of visitors: "open for works"
• Provide better services to visitors
• Inform and communicate
• Monitor the satisfaction of visitors

44. The people
A diversified heritage requires diversified competences and skills
• Parques de Sintra has a young, competent and motivated team
• A wide range of specialized teams allows fast answers to new
requirements
• A multiplicity of works may be difficult to manage but allows the
accumulation of experience

45. The method
For each type of work and conditions the best approach is chosen:
in-house or out-source
• The technical team:
•defines the project and work requirements
•conducts the procurement process
•manages the contracts and supervises the execution of works
• The dimension of each contract must be compatible with the capacity
of supervision of the technical team

46. A weak point
The local economy, which is totally dependent on the scenario provided by the
parks and monuments of the Cultural Landscape of Sintra, does not
contribute to its maintenance

47. Is the model of Parques de Sintra applicable elsewhere?
Yes if it involves the management of
• Attractive heritage
• Diverse heritage - natural and cultural
• Located within a manageable distance
• With sufficient Scale to justify several specialized teams