31.1INTRODUCTION

The development of tourism in small tropical islands isclosely linked to several positive factors - a tropical tosubtropical climate which is highly favourable to tourism,long stretches of white coralline sand, a calm blue lagoonencircled by coral reefs and a diversity of its physical andhuman landscape. All these form a powerful force of at-traction - an invitation to travel.

Mauritius (location 20 S ; 56 E) offers all of them. It isconsidered as an exotic, long haul beach destination. Fig-ure 1 gives an idea of the monthly weather characteristicsin Mauritius.

Throughout the year, there is a predominance of fine,sunny and comfortable weather with average tempera-tures ranging from 22 degrees celsius to 33 degrees celsius.On an average, there are about 220 days with favourableweather conditions for tourists in Mauritius. This com-pares favourably with Las Palmas (Canary Islands) whichhas only about l80 days/year which can be classified asfavourable from a touristic point of view (Besancenot,l987).

1.2TOURISMDEVELOPMENTINMAURITIUS

In l950, there was only one tourist hotel of internationalstandard on the island. The Mauritius Tourist Office wasset up in l957 and our National airline - Air Mauritius startedoperation one year prior to independence i.e 1967.

Tourism was integrated into the strategic developmentplan of Mauritius in the years following independence.

Since then, tourism has, year after year, contributed toconsolidate the countrys economic base and to increaseour socio-economic wealth. Figure 2 illustrates clearly therapid development of tourism in Mauritius from the yearof independence (l968) to date.

In the seventies, tourism registered an appreciablegrowth rate, with tourist arrivals increasing from 27 000 inl970 to ll5 000 in l980, i.e. by 90,000.

In the eighties, tourism was given a further boost and thetourist flow increased in absolute terms by around l80 000during that decade.

WITH ENVIRONMENT ANDCULTURAL HERITAGE IN MIND

Premchand SaddulMauritius Institute of Education

MAURITIUS

4FIGURE 11.

DEVELOPMENT OF TOURISMIN MAURITIUS 1968/94

Year N of Tourist % of hotels arrival growth

1968 11 15 500 --1970 22 27 000 741975 34 74 500 1751977 37 102 500 37.61980 43 115 000 12.21985 55 148 000 28.61990 75 292 000 97.31994 92 400 000 36.9

After l991, the number of tourist arrival crossed the markof 300,000 and the figure of 400 000 was reached in1994.Still, for the tourist industry to be profitable, the oc-cupancy rate for hotels must be around 70% with an aver-age of 13 000 tourists a day. Judged by world tourismgrowth rates, Mauritius is one of the fastest growing tour-ism destination with an average annual growth rate ofl0%. Today, tourism is a vital sector of the nationaleconomy. It contributes around 5% of our Gross DomesticProduct and it is responsible for a substantial part of thecountrys foreign exchange earnings.It is interesting to notethat investment in the hotel sector during the period l987-91, has been of the order of l94 million US$ and around l40million US$ during the period l992-94. In Mauritius, morethan 90% of the 400 000 tourists come to spend their holi-days because of the X-factor i.e. the sea, the sand and thesun. Because tourism is viewed as one of the main sectorscontributing to the expansion of the Mauritian economy,the volume of tourist arrival will continue increasing in theyears ahead of us. Apart from the favourable tropical mari-time climate, the foundation of our success in tourism isthe natural scenic beauty of the island, its beaches and itsmarine environment.

Mauritius has a coastline of 321.5 km, 86% of the coast-line may be classified as Pas Geometriques i.e belong-ing to the State and l4% are privately owned. About 32.9%of the coastline are occupied by buildings as follows:

Bungalows : l6.1% - 52 km Hotels : 09% - 30 km Building sites: 07.8% - 25 km

Almost all the hotels have developed along the coastwhere attractive beaches are available. This developmenthas happened in a somewhat unplanned manner follow-ing a dangerous dynamism triggered by an eagerness todevelop the tourist sector by all means. In l975, hotelcomplexes occupied l0km (3.26%) of our most attractivecoastline in terms of beaches.

This figure tripled itself to 30km i.e. 9% in l990. Withthe completion of other big hotel complexes, this figureis bound to increase. The rapid proliferation of bungalowshas gone hand in hand with tourist development. In l975,bungalows with direct access to the beach occupied some51 km of coast (l6.8% of the total stretch) of which l3.5 kmof the best beaches of the island.

1.3.WITH ENVIRONMENT AND CULTU-RAL HERITAGE IN MIND

The tourist industry has proved to be one of the mostdynamic sectors of the Mauritian economy since inde-pendence in l968. Tourism is considered to be a predatorof territories and culture as it is the biggest consumer ofnatural resources. In Mauritius, almost all activities linkedwith tourism are concentrated along the coast especiallyalong the 30 km of the best beaches of the island. In othercases, hotels are springing up along beaches which werenot being utilized by the public.

The policy of short termism practised by the Govern-ment of Mauritius since l984, of development by allmeans following the famous festival de la terre in l986-87 which saw a real eldorado on the coastal State-ownedlands for hotel development have led to a dangerous dy-namism and the impact on the physical and cultural envi-ronment is important and in certain cases irreversible.

KEY QUESTIONS:

1. Is there a system of coordination and cooperationbetween the Mauritian authorities and the Mauritian hotelgroups to achieve objectives related to cultural and envi-ronmental conservation?

2. Is there an ecologically rational and culturally sus-tainable tourism programme in the island?

3. Is there a partnership between decision makers in thefield of tourism and those responsible for culture and envi-ronment in Mauritius?

54. Is hotel development at Balaclava ecologically bear-able and socially acceptable?

5. How do we go about to calculate the optimal carryingcapacity for tourism in Mauritius?

The Mauritian authorities, pressed by different pressuregroups including NGOs and the mass media, have cometo realize the negative impact of unplanned tourism devel-opment on the fragile and unstable coastal environment ofthe island with the risk of erosion of our cultural valuesand heritage. The government has since 1992 come torealize that:

(1) one of the surest ways of guarding against any po-tential negative impact would be to continue to insist onthe promotion of selected tourism attracting categories ofinformed tourists who are not insensitive to the context ofthe tourist destination which they visit rather than the holi-day crowd concept.

(2) it is imperative to improve environmental planningand control mechanism and opt for a rational and wellplanned utilization of coastal and marine resources of theisland.

(3) existing legislation should be reviewed to make bet-ter provision for the management of our coastal resources.

(4) there is a need for a finer definition of the carryingcapacity notion in order to set a threshold of tolerence onyearly number of tourist arrivals to ensure sustainable de-velopment.

At this stage, it is worthwhile to ask ourselves the ques-tion:

How do we go about to achieve the objective of " sus-tainable development and serve it as a model for othersto reflect upon?

Lately, the term ecotourism has also been coined as aprocess to develop an awareness of the relationship be-tween tourism and the quality of the environment. Unfor-tunately, the term has been misused and abused by manyhotel promoters and individuals who form part of the deci-sion makers in the field of tourism developments.

In order to help conserve and in certain cases save ourenvironment - physical, natural and cultural - which tour-ism exploits , we must help make tourists feel responsibleand be willing to contribute to save the planet while having

a good time in the process. This is perhaps the best ex-pression of ecotourism.

Since the environment and the economy are integratedwith society and culture we must not neglect the socio-cultural dimensions of development - a must for the prin-ciples of sustainability.

To come back to the question of how do we go about inassuring sustainable development in the tourism industry,I would position myself with the the formula put forwardby the ECOMOST project of the International Federationof Tour operators based on the Mallorca case.To pave theway towards sustainable tourism, we must see to it that :

(I) the population should continue to remain prosperousand maintain its cultural values and identify.(II) the place should remain attractive to tourists formany generations.(III) nothing should be done to damage the ecology.

To achieve the three objectives, an effective politicalframework is needed.

This includes laws to protect the principles ofsustainability, integrated planning procedures and coordi-nation involving different authorities who have a say intourism development including public enquiries and trans-parency in the issue of development certificates.

I would like here to commend the daring move of Ecua-dors president Sixto Duran Ballen who in September l994signed a decree suspending the granting of licences fornew tourist vessels and for hotel construction to curb tour-ist development on the Galapagos Archipelago.

The objective behind this is to help preserve the islandsunique flora and fauna and to ensure the long term futureof the existing tourist industry.

Visitors to the Galapagos are required to pay an 80$entry fee which goes towards maintaining the nationalparks and reserves of the country. This example can befollowed by many small islands where the flora and faunamay be threatened by irrational tourism development.

1.4.GOVERNMENT POLICY ANDRECOMMENDATIONS

In order to ensure a rational tourist development withenvironment and cultural heritage in mind, the Govern-ment of the Republic of Mauritius will soon implement amaster plan which will hopefully lead towards sustainabledevelopment. The salient features of the master plan are:

6bilingualism constitute altogether an attractive element inthe tourist values of our destination. Further progress inthis field can be made on the basis of concerted actions foran integrated cultural package for tourism purposes.

1.5 THE NOTION OF CARRYINGCAPACITY

The multidisciplinary functions of tourism itself com-mand a close partnership with a view to not only protect-ing the environment but also to enhancing it. Therefore,tourism depends very much on its ability to abide strictlyby the rules of nature conservation for its ownsurvival.Hence, it is a must for small island states to cal-culate the threshold for tourist arrival which will yield thegreatest net social benefit. The notion of carrying capacityhas not yet been defined in Mauritius. This is perhaps alsothe case in other small islands.In Mauritius,several firmshave been approached to conduct a study and advise theMauritian authorities on that.So far none has been able tocome up with an acceptable figure.In l988, the White Pa-per on Tourism set the ceiling at 400 000 by the year 2000AD, i.e. a ratio of tourists to population of 1 to 3. During arecent National Forum on Tourism held in May l992, thisfigure was challenged. The arguments put forward wereas follows:

(a) the ceiling for tourism expansion in Mauritius cannotbe reduced to a simple mathematical concept.

(b) the figure proposed in l988 would restrict the indus-try to a growth rate of about 2 to 3% yearly. This will bemuch below the International growth rate of 10%.

(c) A high percentage of tourists stay in private bunga-lows and in cheap accommodation. Hence it is not easy tocarry such a study as most of the bungalow owners do notdeclare their income from tourist activities.

The case of Singapore, Hong Kong, the Maldives, theSeychelles and other islands where the number of touristarrival per year far exceeds the total indigenous popula-tion has been mentioned.How do these islands, which aresmaller than Mauritius cope with a much larger number oftourists? This seems to be a key question.

This brought us to realise that there is a set of interre-lated variables that have to be taken into consideration inorder to set a definite target figure. There seems to be nosingle formula and each country has to be studied indi-vidually.

(I) establish a sustainable rate of growth of tourism overthe next 5 to l0 years by defining with precision the touristcarrying capacity of the island, which will yield the high-est socio-economic benefit.

(II) attract the upmarket clientle by targetting the highspending segments of affluent markets.

(III) safeguard and promote our tourism resources andour physical, cultural and human heritage.

(IV) set up an appropriate machinery to plan, regulateand monitor development along the coast including thebeaches and the lagoon.

(V) set up a tourism coordination, evaluation and moni-toring unit to promote consultation and cooperation amongstall partners of the tourism sector for a healthy and harmo-nious growth of the Industry.

(VI) diversify the tourist sector in order to decongest theover-congested areas where there is a risk of over-step-ping the carrying capacity.

It is interesting to note that in Mauritius,there is a certainwillingness for consultation and dialogue at inter-Ministe-rial level and between the Ministry of Tourism and themajor players of the hotel sector for a concerted policyapproach with regard to land use and development forbetter economic viability, social and cultural acceptabilityand environmental sensitiveness as far as new hotelprojects are concerned. Certain conditions for hotel devel-opment are imposed in order to ensure sustainablegrowth.These may be summarized as follows:

1. No high rise complexes along the coastal line ( 1storey maximum).

2. Restriction in the number of rooms.

3. Limited plot coverage ratio.

4. Aesthetic architectural designs and maximum use oflocal materials.

5. The adoption of local traditional music and dancedepicting our cultural diversity in all cultural hotel pro-grammes.

6. The local community should participate actively inthe development process of any hotel project.

Cultural tourism is admittedly an avenue for a sustain-able growth of the industry given that the special charac-teristics of our society, its traditions, culture, religions and

7 of the 2nd World War.Colonists have come and gone andyet they have left behind them several monuments whichare of great historical significance and cultural value to usMauritians. These monuments cannot be allowed to crum-ble down under the weight of time and of human indiffer-ence.

At Balaclava ( Turtle Bay), a place located in the NorthWest of Mauritius, lies one of these historical sites wherean important chapter of the islands history has been writ-ten. Unfortunately, the structures are falling down and ifnothing is done to save the ruins from further degradation, then we are voluntarily allowing valuable pages of ourislands history to be torn away.

Turtle Bay was known to the Dutch as far back as 1598,and probably by the Portuguese and Arabs well beforethat.The place became a centre of activity during Frenchrule. The imposing ruins which remind us of the gloriousdays of French Governor Mah de Labourdonnais, theraised coral reef which provide an important clue for thoseinterested in the geological evolution of Mauritius, the richlagoon ecosysem were some of the attraction for thosewho could appreciate the ecological and cultural value ofthat spot.

Since l988, an important hotel complex,the 180 room-capacity Maritim Hotel, has been built at Balaclava. Thehotel which is in operation since December l990 accom-modates some 7800 tourists a year (an average of 215 aday).

The construction of the hotel complex in a spot whichwas previously undisturbed by human interference hasundoubtedly brought some ecological disturbances. Biglumps of the raised coral reef formed some 250 000 yearsago and which runs along the beach has been removed. Acement wall has been erected and an artificial beach con-structed.

To safeguard the lagoon environment, the hotel man-agement has set up a series of mitigative measures whichare actually being implemented. Apart from a sewagetreatment plant , the management has banned the use ofplastic bottles.

Organic fertilizers (manure) are now the rule at the 6-hole golf course where previously chemical fertilizers andherbicides were heavily applied.The number of pleasureboats is restricted to the minimum and great care is takennot to damage the young coral shoots . According to thepresent director,even fish feeding was arranged at a spe-cific time of the day at one point in time. One positivefactor about the hotel is that the quality of the services andamenities offered is of high standard and the hotel attractsup market tourists who are reclusive and ecologically sen-sitive. Most of them prefer to spend their time on the beach,

But we can still ask ourselves the question;

Given our present and projected hardware and soft-ware structure (room allocation and type, tourist ameni-ties, quality of services etc), what is the maximum numberof tourists which we can accommodate in order to providethe maximum satisfaction in terms of cost-benefit whichcan be considered as sustainable and socially tolerableby the local inhabitants?

During a recent survey carried out in Mauritius(Cleverdon l992), it has been brought out that about 70% ofMauritians have positive attitudes towards tourists. How-ever, about 90% have voiced the wish to diversify thedevelopment of tourism towards the interior in order todepressurize the coastal areas.

Nevertheless, more than 60% place the blame for thehigh prices of sea foods and local fruits on the back oftourists. Although the contribution of tourists to prostitu-tion, drugs and crimes is minimal, about 60% of theMauritian youth believe tourist life styles are not a goodexample for the local inhabitants. This is why only one inthree Mauritians is prepared to allow his sister/daughter/wife to work in a hotel.

According to local authorities, Mauritius cannot affordto raise its present number of tourist hotels.Others arguethat we can still afford from 700 000 to 1 million touristsper year by 2020 AD. The most recent minister of Tour-ism ( Mauritius has had three Ministers of Tourism sincethe last 4 years due to political gymnastics) quoted thefigure of 600 000 tourists a year.This will help maintaintourisms position as the third most important economicsectorof the island. Emphasis will be placed on theupmarket tourism as tourists belonging to this category areconsidered as behaviour reclusive and not interfering withthe environment negatively.

Mauritius is still trying to find out in as scientifically aspossible the carrying capacity for tourists.

1.6THE RUINS OF BALACLAVA - AVALUABLE CULTURAL HERITAGE OFGREAT HISTORICAL SIGNIFICANCE

For two and a half centuries, Mauritius has succes-sively been colonized by the French and the British. Thatperiod coincided with the building up of European em-pires and the colonization of tropical islands for economicas well as for geostrategic reasons. The socio-cultural andeconomic history of the island has been fashioned, to alarge extent, during the period ranging from l725 to the end

8around the swimming pool and on the golf course. Beforethe setting up of the hotel, the ruins of Balaclava were in areally deplorable state. The structures were crumbling downexploded by the penetration of the roots of trees and nearbyvillagers were extracting the well chiselled slabs for theirown domestic use. Fortunately, the ruins are located withinthe premises of the hotel.Turtle Bay has again come backto life with the setting up of the Maritim Hotel, Balaclava( a German Hotel Group).A wall has been erected to wardoff undesirable visitors.

Ladies and gentlemen, the Germans are known for theirecological concern and for the preservation and conser-vation of ancient monuments which have great historicaland cultural value. The hotel management is strongly con-vinced on the importance of saving these ruins for thebenefit of future generations and firmly committed to playan active role in its rehabilitation. When informed about

this project, many German tourists spending their holidaysat the Maritim Hotel have openly expressed their willing-ness to contribute financially. Slowly, the notion of culturaltourism is finding its way.

The Minister of Arts and Culture of the Government ofthe Republic of Mauritius is also very sensitive to thisproject and after a preliminary survey, an action planstretching over three phases is being set up for implemen-tation by the Mauritian authorities and the MaritimHotel.This will be a plus point for attracting more touriststo the hotel.I have no doubt that other hotel groups im-planted in Mauritius will pave the way and become ac-tively involved in saving other monuments of historicalvalue to us. This will to a large extent help towards achiev-ing the notion of cultural tourism which is one of the majorobjectives of the Mauritian Government.

National Development Plan 1992-1994. Volume 1. Ministryof Economic Planning and Development. Port Louis.1993.

Besancenot,J.P.1987. Iles et Tourisme en Milieux Tropi-cal et Subtropical. Collection Iles et Archipel.No.10.

REFERENCES

Cleverdon,R.1992. Tourism Development ImpactAssessment and Policy Options.Forum Report 1992.

Towards New Dimensions For Tourism. ForumReport.1992.Ministry of Tourism. Port Louis.

9THE SUSTAINABLE TOURISM DEVELOPMENTON SMALL ISLANDS: CRES-LOINJ CASE

Boris VukonicUniversity of Zagreb

CROATIA

problems because they cannot be owned or valued in themarketplace, nor expropriated, nor readily packagedand sold as individual units (Wilkinson 1994:43). Suchconcept has been accepted by marketing applied to tour-ism in offering a concept of tourist product (Vukoni1981:66).

Later on, this concept has been developed in concept oftourism destination, which includes all tangible and nottangible values and, in addition, a spatial or environ-mental dimension (Vukoni 1987:40). In that respect,theory of tourism has recognized the concept of futuretourism development worldwide, demonstrating that tour-ism may develop in a variety of ways (Pearce 1989:106).Such management problems faced many of tourist desti-nations, especially in developing countries. The small is-lands in many parts of the world are also an example howcomplex and delicate the problem of resource manage-ment could be and actually is.

The Cres-Loinj archipelago is unique among theCroatian islands in the Adriatic Sea according to its natu-ral beauty. More than 150 years the tourism wassuccesfully developed but the archipelagos landscapesuffered from such development and the both Communesof Cres and Loinj threatened by, amongst other things,the depopulation of its indigenous inhabitants, changinglabor patterns, and seasonal tourism influx.

INTRODUCTION

It is clear that tourism is a resource-based industry. Butwhat is not so clear is a definiton of resource in tourism.The tourism resource is not a single good or service.Niether the environment as such nor parts of the environ-ment are resources until they are capable of satisfyinghuman i.e. tourists needs and until their capacity to satisfyhuman wants and needs being recognised. The tourismresource are the combination of factors which attract tour-ists to a destination and sustain their experience whilethey are there. As Zimmermann (1951:15) said, resourcesare not, they become, they are subjective, relative andfunctional. Mitchell (1989:2) explained in addition whatis a natural resource in one culture may be neutral stuffin another culture. Greater emphasis is placed upon theintangible values (such as ecological harmony, variety,quality) and visualises resources as boundles of existingand potential uses (Wilkinson 1994:43) or boundle of goodsand services, natural and human, social and cultural, eco-nomic and spiritual, fact and fiction, systemic and con-textual.

Tourism fits the concept of resources as mentionedabove. Because such resources at least are neither intan-gible nor individual, nor entirely products of natural envi-ronment, such concept introduces serious management

10

The Croatian Government as well as local authoritiesdecided to protect the entire archipelagos environmentand preserve it for the better future development. Thepreparation of the management plan for the conservationof Cres-Loinj archipelago was made possible by a grantfrom the Mediterranean Environmental Technical Assist-ance Program (METAP). METAP was launched in early1990 to identify and prepare investment projects and insti-tutional development activities, and to define specificpolicy measures in the areas of protection and manage-ment of ecocystems and habitats.

This particular activity of preparation of the manage-ment plan for the conservation of Cres-Loinj archipelagowas organized by the Ministry for the Protection of Hu-man Environment of Republic of Croatia and executed byvarious professional organizations.

BACKGROUND

The Cres-Loinj archipelago, located at the CroatianAdriatic Coast, south of the port Rijeka, is 99 km long, at514 km2 with an indented coastline of 482 km. The archi-pelago includes two main islands, Cres and Loinj, and achain of small islets amnogst which the more importantare Unije, Ilovik, Susak, Vele Srakane and Male Srakne.The archipelago covers 513 km2 or 16% of the total areacovered by the Adriatic islands. According to the 1981census, the archipelago has a pemanent population of10,361 spread over 39 settlements.

Ecologically, Cres is typical of the Adriatic islands. Withits steep topography (maximum elevation 650 m), thereare several distinct microclimates and vegetation typesranging from grosslands and maquis, to abandoned olivesgroves, pine plantations to lemon and orange groves.In thecenter of Cres, a freshwater lake supplies water to the twomain islands. The ornithological reserves harbor a colonyof about 30 pairs of vultures. The island of Loinj presentstwo different aspects. In the northern part, the vegetationis typical Mediterranean maquis, except for some pineplantations. The southern part, including the two main is-land towns and the main tourist developments, is coveredwith old pine plantations. The small island of Susak is theonly sandy island in the Adriatic and consequently hasdistinct vegetation types. The arhipelago has rich marinebiological resources.

Culturally, the archipelagos landscape illustrates mil-lennia of interactions with settlers (Greek, Roman,Venetians, Croats, Dalmatians).

The low stone walls that crisscross the landscape weredeveloped since ancient times to protect soil against ero-

sion, act as a windshield for cultivation, and retain waterint he summer.

Some of the natural and cultural sites are of particularconcern and will need to be protected and/or managed:oak and pine forests, some ornithological reserves (Beliand Orlec), Vrana lake, specific marine sites includingcaves, several natural landscapes (such as Punta Kri a,Krivica, Balvanida etc.), Susak island, cultural landscape(such as Pernat area), and hunting reserves.

Economically, Cres-Loinj archipelago has based itsdevelopment on agriculture, forestry, fisheries and, mostof all, on tourism. With the exception of some minor is-lands areas, conditions for agricultural production are un-favourable. This is particularly true for the island of Cres,which although the largest island in the Adriatic, has lesspotential arable land that many much smaller islands. Inkeeping with prevailing natural conditions and social eco-nomic development, agriculture on these islands alwayshad poli-cultural features. Depending on topographic,microclimatic and pedological conditions, in some placesolive growing dominated with areas arable and viticultureproduction. Fruit growing and vegetable gardens took sec-ond place.

The archipelago has become one of the most importantareas for the Croatian tourist industry. Tourist develop-ment has concentrated on a few centers which are sup-ported by adequate infrastructure. Hotels, apartments andboarding houses comprise only 11.9 per cent of total tour-ist accommodation facilities. The prevailing tourist activi-ties include the following sectors: nautical, health, sport,excursion, cruise, nudism, prolonged weekends. Islandtourism, as a whole, is also in vogue, with these touriststravelling more than the average tourist, which means thatthey tend to be more experienced and often more de-manding. Their social and educational status is higher thanaverage and they belong to the younger age group (20-40years).

The hotel lodging facilities in the Cres-Loinj archi-pelago consist of 3,716 beds, corresponding to an averageof about 3.17 residents per hotel bed, one of the highest inCroatia. It is extremely difficult to evaluate the number oflodging facilities or beds available in private homes. Offi-cially, the total number of beds available in private homes(in 1990) were 9,451. It is estimated that probably 30 percent are not declared. Beds available in private homesmay be as many as 12,000. Tourism in the Cres-Loinjarchipelago area increased steadily during the eightiesand peaked in 1987 (in total stays) and in 1989 (in totalarrivals): there were more tha 3 million visitors-nights in1987 and 334,597 arrivals in 1989. Because of the war thedramatic decrease took place in 1991, 1992 and 1993.

11

During the 1994 season in the Cres-Loinj area tourismhas been at 75 per cent of the 1990 level. This demon-strates the fast recovery which would be possible oncepeace would be totally achieved. The highest averagelegth of stay was 9.48 in 1986.

Between 1981 and 1990 foreign visitation has slowlyincreased, and the percentage of foreign tourists versusnationals remains relatively constant with peak low of 55.4per cent in 1983 and a peak high of 64.6 per cent in 1989.Among the foreign tourist arrivals, Germans represent al-most 30 per cent (with length of stay of 10.6 days) andItalian 20.9 per cent (with 8 days length of stay). In the lastfour years, the recovery of many Eastern economies, suchas the Czech and Slovak Republics, Hungary, Poland andSlovenia, is sharply influencing the number of touristsreaching the Cres and Loinj archipelago from these coun-tries.

Foreign tourists expenditures accounted for $ 32.8 mil-lions a year. Average daily expenditure has been evalu-ated to be, in the years 1988-1990, $ 24.81 and $ 12.79 forforeign and domestic tourists respectively lodged in ho-tels. Whereas for the same years foreign and domestictourists lodging in extra-hotel facilities, spent respectively$18.47 and $ 11 per day. It has been also evaluated that onrecreational and entertainment activities, in addition to lodg-ing, food and drink, domestic tourists spend $ 2.39 per day,while foreign tourists spend $ 7.1.

In the seventies and eighties, experts in ecology, envi-ronmental protection and tourism emphasized the needfor environmental protection to protect the natural re-sources of Cres-Loinj archipelago which represent oneof the fundamental attractions for Croatian tourism. Eventhan it was stressed that the future development of tourismin the communes of Cres-Loinj should be oriented to-wards quality rather than quantity, and the landscape pro-tection should be ensured to maximize recreational andnatural potential of the islands resources.

The Cres-Loinj archipelago faces an array of resourcedevelopment options, some mutually exclusive and otherswhich could threaten the environmental integrity of thearea. Tourism, being the most important economic activ-ity of the archipelago with about 1,750 employees (onethird of the workforce), requires careful planning to main-tain the rsource base on which it depends. The archipelagois significant in terms of its biodiversity, mutliplicity ofhabitats and cultural importance. Unfortunately, it is alsovulnerable to encroaching forestry and ad hoc improve-ments of infrastructure. Some local communities are iso-lated and poor, and the environmental vulnerability of theregion is escalating as the anthropogenic pressure in-creases.

The potential for development of the Cres-Loinj archi-pelago is clearly present. If sustainable development ofthese resources were to take place with careful coordina-tion, the islands could enjoy significant economic progress.However, this can only take place if current trends in thearchipelagos environmental and socio-economic degra-dation are reversed.

By no means, it could be done by careful managementof the regions total environment, ensuring the archipela-gos biogenetic importance and its long-term relevance asa major center for environmental conservation and moni-toring, as well as for the tourism and some other economicactivities. The answers could be found in the Manage-ment Plan.

The purpose of such Management Plan was to designan operational instrument to protect the natural, cultural,and historical resources of the Cres-Loinj archipelagowhile allowing for a balanced approach to tourism devel-opment. The plan examined the technical, institutional,envirnmental, social and economic aspects of the conser-vation of the Cres-Loinj archipelago, having three maingoals:

(I) the conservation and management of the areas eco-systems and habitats, and animal and plant pupulationsand communities;

(II) the conservation and management of the areas natu-ral, historical and cultural resources in a sustainable multi-goal context; specifically implying synthesizing biodiversityconservation with the needs of a growing population andassociated tourism, urban, and agrucultural developments;

(III) the evaluation of related development schemesfrom the perspective of conservation and sustainable de-velopment; this will involve reviewing their economicviability, social impact and environmental implications.

DEVELOPMENTAL PROBLEMS

In spite of the fact that tourism is very well developed inthe Cres-Loinj archipelago (especially on the island ofLoinj), there is an absence of guidance on how to de-velop or manage tourism in the area in relation to carryingcapacity. Specific signals include:

Excessive concentration of people in the tourist sea-son, particularly during the dry months, and concentrationof tourists and related services along the shores. This situ-ation has a negative impact on both marine and freshwa-ter resources.

12

Excessive water use in the summer months, causingstress on the unknown hydrological system of the islandswater supply.

Excessive concetration of facilities on the island ofLoinj, leading to an uneven distribution of income de-rived from tourism.

Lack of alternative lodging structure such as eco-tour-ism and agri-tourism facilities.

Excessive concentration of recreational boaters dur-ing certain periods; insufficient capacity of accountableagencies (police and Port authority) for enforcement ofregulations.

Insufficient maintenance and imrpovement of the trailsystem, resulting in the misuse and insufficient apprecia-tion of a basic recreational resource.

Uncontrolled beach use by boaters and swimmers,coupled with forest fire hazards (grills on beaches) andpoor garbage disposal.

Lack of educational and recreational services formaximizing the spending potential of tourists, thus caus-ing a loss of potential income for the local economy.

Lack of coordinated image policy for the area which,if focused on the reinforcement of scenic and environ-mental resources, would support a possible future shiftfrom mass to quality tourism.

BESIDES, THERE ARE SOME MOREENVIRONMENTAL AND SOCIAL PROBLEMS:

The decline and degradation of fishing grounds, spawn-ing areas, and marine fauna diversity and

abundance within the archipelagos waters (three milesfrom the shore), caused by commercial and recreationalfishing, including spearfishing and shell collecting.

The untreated liquid waste has been discharged intothe archipelagos waters.

Poor management of solid waste with potential envi-ronmental and health problems.

Soil loss due to uncontrolled pastoral activities. Decline of agriculture, and degradation of dry walls

and of rural structures. Loss of cultural heritage. Declining and ageing of population in the rural settle-

ments.

Above all, there is no clear mandate for managing thenatural resources of the islands.

Specifically, the lack of authority manifests itself as alack of guidelines for resource development, exploitationand general use, and as an absence of monitoring.

MANAGEMENT PROPOSALS

The Management Plan proposes that the balance be-tween the environmental conservation and socio-eco-nomic development of the archipelago will be achievedby focusing:

the sites of interest (ecological nad cultural value), and distribution and type of tourist facilities.

General zones with specific objectives, either environ-mental or socio-economic, were defined for both the ter-restrial and for the marine environments. For the terres-trial environment, a subdivision into four general zonesand management categories is forseen: ecological zone,sites of cultural value, rural (landscape and settlements)and urban zone.

For the marine environment, only two general zonesare forseen: marine reserves anda general marine area.Each of the proposed zones includes a different approachto tourism development, stressing the most attractive fea-tures in each zone.

The archeological and historical features predominantlyhave been situated in sites of cultural value, the urbanzone encompasses extension zones and the surroundingtourist zones (indicated also in previous planning and de-velopment documents as Physical Plan and some other),adjusted and prioritized according to development needs(tourism, second home) and with respect to the generallandscape and/or architecture regulations.

The rural zone includes private agricultural lands, ruralvillages and settlements, particularly those where few resi-dents remain, and the small islands, where actions forrecovering existing abandoned structures can be stimu-lated by the new Management Agency, through incentivesor activities to be identified during the plans implementa-tion. The ecological zone include several terrestrial re-serves, encompassing different habitats, such as plants,vegetation type or birds under varying degree of threat.

The proposed zoning helps in defining the level of pos-sible economic, mostly touristic, development and in pre-serving and protecting of specific outstanding cultural fea-tures and spiritual connotations as of the local environ-mental resources.

This is also the best way of promoting economic activi-ties compatible with environmental conservation, linkedmainly to educational and recreational opportunities withinall marine and terrestrial zones.

The main developing idea was to establish a new touristproduct, based on all natural and cultural resources of thearchipelago, and not only on sea-sand-sun principle. This

13

comprises specific programs for all visitors, even for thosewho come only for swimming and exposing to sun. Estab-lishing a new museum, self-guided and guided tours, birds-watching, bike-tours, falk festivals etc. are the changesexpected to be found on the market as a new archipelagotourist product.

Without wishing to harm a future economic develop-ment watsoever, the Cres-Loinj Archipelagos Manage-ment Plan proposed some general and more specific de-velopment goals, establishing the Management Agency,responsible for reaching the management goals amd ableto define quantitative objectives along with a time framefor attaining them.

The next aim of the Management Agency will be themeasurement of the success of management strategiesused in this particular case.

It is quite clear that the entire archipelagos area couldnot be able to develop in the same way and with the sameintensity. Specific geographic areas will be tied to man-agement objectives according to each areas ecologicaland socio-economic conditions. So, the terrestrial andmarine areas will be devided into zones.

The Management Agency will have selective authorityand responsabilities in specific zones. The full manage-ment responsibility and authority the Management Agencywill have in the so called strict ecological reserves, ter-restrial and marine.

The Management Plan of the Cres-Loinj archipelagowill be implemented and monitored by the ManagementAgency.

The task of the Management Agency will be to balancemanagement strategy, sound zoning, implementation ofmanagement decisions and ensuring strong support andparticipation by the local communities. In other words, themanagement Agency will be the instrument for tacklingthe current environmental management problems of theCres and Loinj archipelago.

FINANCIAL PROPOSALS

Tourism contributes to pollution and environmental deg-radation, and tourists are willing to supply more funds forenvironmental activities than residents. For nature and land-scape conservation on the islands of Cres and Loinj tour-ists can be charged a fee which would satisfy both thepolluters-pays and the ability-to-pay principles. At the firstmoment, the question was posed whether the visitors notusing their own car or motor vehicle shold be exempt ofpaying the conservation fee. As the main purpose of pay-ing the conservation fee is to establish the funds for pre-serving the natural and cultural resources on the archi-

pelago, and such resources are the main reason for tour-ists to come to islands of Cres and Loinj, the answer wasvery clear: all tourists have to pay the conservation fee(with some exceptions).

A fee charged to every tourist will contribute to increas-ing public awareness of the protected area. After payingthe conservation fee, a visitor will receive a receipt and/orother material wich will make him perceive that he isentering a protected area where nature is respected. Thefee charged will be minimal vis a vis the expenditure ca-pacity of each visitor in term of gasoline, expensive tools,ferry boat, hotel, restaurant, and amenities on the island.

Two main options for collecting the fee were proposed- at the entrance points or in addition to the regular tourismfee - each with some positive and negative aspects. Morepositive elements were found in the solution where the feewill be collected at the entrance points. The main en-trance point, where over 90 per cent of tourists pass through,are the ferry boats from Brestova and Valbiska. The factthat a fee is presently collected for ferry passage fromevery vistor to the island at the mentioned entrance pointswill make it very easy to charge the extra fee. The feecould be collected bu the ferry boat company personnel,which in turn will keep a small commission for renderingsuch a service. This will probably be much cheaper thanorganizing a whole new fee-collection system.

The conservation fee shold not be charged to every onebut should have some exceptions and reductions. For sim-plicity it was suggested that a three-tier fee structure willbe applied: full fee, half fee, no fee. Also a distinctionshold be made between foreign and Croat tourists. Resi-dents should obviously be exempt from the fee, whereasno difference should be made for seasonal workers. Col-lection of fee from visitors arriving by ferry boat fromVenice, Trieste or Pula, should also be organized.

Besides, financial incentives in the form of fiscal incen-tives and possible credit incentives are forseen for entre-preneurs starting economic activities linked to the exist-ence of the protected areas or who wish to restructureexisting buildings for eco-tourism or other purposes.

The conservation fee would certainly form the bulk ofthe protected area budget, nevertheless the managementAgency will be able to collect money from other sources:concessions, licensing of the logo, direct sales, direct op-erations, special fees for particular users, services to othernational or local government agencies and fund-rising fromInternational Organizations. Most of the recreational, edu-cational and eco-tourism activities, linked to the existenceof the protected area, will be conducted by concessionairesunder the protected area logo. These activities can in-clude guided tours in ecological reserves, mountain bike

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tours, horseback riding, scubadiving in marine reservesetc. It is logical to expect that the enterprises conductingthese activities will contribute to maintening the Manage-ment Agency which helps in preserving the very sameresources on which such activity is based.

The logo of the protected area will be licensed to all theenterprises on the islands and elsewhere that could wantto show their support for the protected area: restaurants,bars, hotels, travel agencies, shops, large tourism or navi-gation companies etc. The logo will also be a guarantee ofquality for the usres, particularly of the concessionairesservices. The protected area will be able also to chargeusers who intensely use the natural resources of the islanda higher fee (hunters, for example). As weel, the protectedarea will produce field guides, post-cards, T-shirts, andlocal handicrafts which will be sold in own or all otherstores on the island. Other sources of finance might befound from a variety of international bodies and organiza-tions (IUCN, UNEP, UNESCO, EU, Council of Europeetc.).

RISK FACTORS AND OPTIONS

The options facing the islands are fairly straightforward:continuation of the current uncoordinated situation or adop-tion of the proposed Management Plan. Continued devel-opment without coordination will exacerbate currentinbalances in development concentrations, allow contin-ued decline of rural settlements and forgo financial oppor-tunities to further develop the area, especially with bal-anced tourism activities. Adoption of the Management Plan,while not easy, will ensure much-needed coordination,provide specific actions to restore rural communities, ini-tiate activities to develop the islands economies in keep-ing with the guidelines to ensure the ecological

sustainability of such actions while protecting the naturalresources of Cres-Loinj archipelago for future genera-tions, and provide the basis for a stable income from qual-ity tourism.

Support of local residents of the islands and authoritiesmust be reinforced in order to consolidate support for im-plementation of the plan. Within thre context of the suc-cessful implementation of the program the following ele-ments are considered to be crucial and determining fac-tors:

(I) Strong government commitment supported by ac-tions, in terms of budgetary, legal and technical support, toinitiate the basic infrastructure and financial interventionsstimulating private investments;

(II) community mobilization to undertake ecological-financial investments.

If the current situation is allowed to continue, the envi-ronment of Cres-Loinj archipelago will be seriously com-promised, leading to environmental degradation, furthersocial and economic decline of the rural communities.Basic policy changes are needed to adequately protect theenvironmental resources from cumulative pressures andeffectively elements, for the benefit of the local commu-nities within an integrated program.

The current situation in Cres-Lonj tourism, based mostlyon mass tourism development has to be changed in favorof their own prosperity. It seams that the proposed orienta-tion on the new product based on protected and soundnatural environment is the another name for a logic mar-ket-oriented solution and of the entire sustainable devel-opment of the islands. Some argue that the true test of anyexplanatory theory in the applied sciences is whether itcan be operationalized. In the case of Cres-Loinj theanswer could be given in the very next future.

Mitchell, B. (1989) Geography and Resource Analysis,2nd edn, Longman, Harlow.

Pearce, D. (1989) Tourist Development, Longman, Harlow.

Vukoni , B. (1981) Marketing u turizmu, Vjesnik, Zagreb.

Vukoni , B. (1987) Turizam i razvoj, kolska knjiga, Zagreb.

Wilkinson, P.F. (1989) Strategies for tourism in islandmicrostates, Annals of Tourism Research, 16(2):153-177.

REFERENCES

Wilkinson, P.F. (1994) Tourism and small island states:problems of resource analysis, management anddevelopment, in Tourism the State of the Art, John Willey& Sons, Chichester, UK.

Zimmermann, E.W. (1951) World Resources and Industries(rev.edn), Harper & Brothers, New York.

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Desde el espritu de colaboracin, apoyo e intercambiode experiencias que preside esta Conferencia Mundialentre territorios decididamente interesados en la bsquedade un nuevo desarrollo turstico, respetuoso con su medionatural, con su patrimonio cultural y con su propia identidad,deseamos poner en comn nuestra experiencia yproyectos, con la sencillez y dificultades de los territoriosreducidos, como nuestra isla de Menorca, pero a la vezcon la decisin y fuerza que muchas veces acompaa alos pequeos.

1.DE QU TERRITORIO HABLAMOS?

Nos referimos a Menorca, una isla singular por suhistoria y caractersticas, de 50 kilmetros de largo por 20de ancho, 65.000 habitantes y situada en medio delMediterrneo, entre grandes potencias tursticas.

A lo largo de su historia, Menorca ha recibidoenriquecedores intercambios y un importante legado delos distintos pueblos que la han habitado, los cuales handejado uno de los ms numerosos e interesantespatrimonios histricos y arqueolgicos del Mediterrneooccidental.

Una parte importante de la isla est declarada `reaNatural, habindose mantenido un equilibrio entre el

MENORCA: UN MODELO DE DESARROLLO ARMNICO YEQUILIBRADO ENTRE HOMBRE Y TERRITORIO

Juan Huguet RotgerConsell Insular de Menorca

ESPAA

desarrollo humano y el medio ambiente. La declaracinde toda la isla como Reserva de la Biosfera en 1993 apoyaesta realidad y a la vez es un desafo para sus habitantes.

En los ltimos 30 aos de nuestra sociedad, hemospasado de vivir, en gran parte, de la agricultura y depequeas industrias propias, a depender econmicamentedel turismo. Esta evolucin, entre otras, ha tenido doscaractersticas que deseamos resaltar.

La primera es la tarda y parcial incorporacin de nuestroterritorio a la industria turstica clsica, as como el frenoconsiderable que la sociedad ha puesto a actuacionesdepredadoras propias de la misma. Esto ha sido, a la vistade hoy, realmente positivo; ha permitido una proteccinamplia del medio natural y ha conservado el paisaje cul-tural propio.

La segunda caracterstica que deseamos resaltar denuestra evolucin hacia la dependencia actual del turismoes, sin embargo, negativa y nos exige correcciones seriasy decididas.

Queremos hablar de la personalizacin, de losimportantes matices que debe tener la oferta turstica dereducidos y singulares territorios.

Nos referimos a que hasta hoy la industria estgobernada y dictada, fundamentalmente, por grandesoperadores, extranjeros en gran medida, dependiendo defactores extraos al territorio, ellos eligen el turismo que

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necesariamente debemos aceptar. En un tanto por cientoelevado es el operador el que decide el destino del turista.Durante aos, para los directores de la orquesta turstica,hemos sido un paquete turstico entre muchos, una ofertaimpersonal.

Los pequeos territorios no podemos ser un punto enuna larga lista de ordenador, ni depender, sobre todo, decircunstancias ajenas para, pasivamente, esperar cadaao a ver cuntos y, sobre todo, qu tipo de turismo nosenvan; ms an cuando nuestro desarrollo social yeconmico depende de ello.

Tenemos nombre y apellidos.Debemos intentar constituirnos en una oferta tal, que

sea el individuo el que desee a priori el destino Menorca.Por nuestra oferta y caractersticas debemos atraer,

seducir, al tipo de visitante que nos interesa.Es el momento de la diversificacin del mercado, pero

sobre todo es el momento de la diferenciacin, de laimagen de marca, de la denominacin de origen decada territorio y todos sabemos que para ello debemosprepararlo muy bien, hacer un importante esfuerzo,potenciar sus valores; en definitiva, convertirlo en undestino fuera de lo habitual.

Un territorio especial para unos visitantes especiales.Es el camino ms difcil, pero es el nico que nos puededeparar una rentabilidad social y econmica aceptable, laconservacin y puesta al da de nuestro patrimonio eidentidad y, en definitiva, un desarrollo equilibrado y confuturo.

2.QU NOS HEMOS PLANTEADO?

En pocas palabras, diramos que un distinto y nuevodesarrollo.

Preparar nuestra isla para construir un nuevo, atrayentey autctono producto turstico, el cual ser, no slorespetuoso con nuestra identidad cultural, nuestro medionatural y nuestro patrimonio histrico, sino que se basaren ellos y, en un feed-back mutuo, se potenciarn.

Es obvio que todos los elementos, operadores etc., queintervienen en el proceso turstico son importantes, sonnuestros aliados, debemos trabajar y planificar enconjunto, pero a nosotros, a toda la sociedad, nos toca eneste momento hacer el esfuerzo importante de prepararnuestro territorio para que sea eficaz en el nuevo segmentode mercado que nos interesa atraer.

En esta comunicacin, por breve, expondremossolamente una parte del plan global que nos hemosmarcado, cindonos al Proyecto realizado para hacer de

nuestro patrimonio histrico, arqueolgico y etnolgico,un recurso diferenciado y eficaz.

Es una parte importante de la preparacinimprescindible para que la isla de Menorca pueda atraer alos visitantes por su personalidad, por cmo es, porque enella se puede vivir de forma diferente el tiempo dedescanso.

Hemos comenzado por hacernos algunas preguntas:

A.QU TIPO DE VISITANTE DESEAMOS ATRAER?

El turismo masificado, el insensible al medio natural, alocio cultural, etc., es agresivo en cualquier lugar, pero esletal para los pequeos territorios, singulares y vulnerables.En este caso est Menorca.

Deseamos prepararnos para ser atractivos a ese grupocreciente de gentes con inters en buscar para su tiempolibre: lugares con personalidad, con historia, con algo nuevoque descubrir; gentes convencidas de las ventajas de unocio relajado y activo a la vez.

Sensibles a un medio natural conservado. Capaces ydeseosos de disfrutar de algo ms de lo que tambin aqules ofrecemos: sol, mar, playas vrgenes, etc.

B.QU DEBERAMOS OFRECERLE AL VISITANTEPARA QUE VENGA, PARA QUE SE SIENTAATRADO?

Primero: un territorio especial, con personalidad propia,singular, para que lo pueda descubrir y disfrutar.

Segundo: una oferta diferente al gran denominadorcomn que, hoy da, tienen la inmensa mayora de destinosque se ofrecen.

Y concretando, debemos ofrecerle un men largo yestrecho.

Queremos expresar con este smil el atractivo de unasvacaciones compuestas de distintos y diversos momentosy vivencias en las que se pueda combinar, incluso dentrode un mismo da, vivencias y ofertas muy diferentes, peroque, integradas, constituyen un resultado atractivo eintenso: buen clima, mar, tranquilidad, naturalezaconservada y disfrutable, descubrimiento de culturas ylugares que desconoca, asistencia espordica a eventosculturales de nivel, espacios y ofertas singulares, itinerariosmixtos y diversos en un territorio que, por reducido, puedeabarcar cmodamente y todo ello envuelto en lahospitalidad de quien se siente honrado porque su casaatrae a gentes ajenas.

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Su planteamiento se basa en actuar sobre elementosque tcnicamente necesitan una intervencin urgente y,por otro lado, realizar una intervencin bsica en todosellos, capaz de permitir una visita ms eficaz y cmodaque actualmente, una conservacin adecuada de losmismos y una intervencin futura de ms intensidad.

En Menorca, la suma de monumentos arqueolgicosnos da una densidad de 2,2 por kilmetro cuadrado,destacando un importante nmero por su inters ycaractersticas.

El plan bsico se ha programado a cuatro aos,priorizando en base a actuaciones tcnicas urgentes y enlos monumentos con mayor rendimiento turstico.

Se actuar en 22 yacimientos arqueolgicos y en 10monumentos de la arquitectura militar.

2.UN PLAN DE SEALIZACIN INTEGRAL DETODO EL PATRIMONIO HISTRICO, ARQUEOL-GICO, ARQUITECTNICO Y PARAJES DE INTE-RS NATURAL DE LA ISLA.

El rendimiento cultural y recreativo es deficiente sinuna puntual sealizacin, tanto direccional comoinformativa in situ.

La sealizacin moderna, eficiente y actualizada esuna infraestructura bsica en un territorio cuya actividadfundamental es la acogida de visitantes y la potenciacinde su patrimonio.

Permitir una visita libre fcil, unos itinerarios cmodosde seguir y el arte de informar sugiriendo, permitir a losvisitantes, conservando siempre lo sagrado del lugar,jugar a la familiaridad y al descubrimiento del encuentro.

El plan de sealizacin integral incluye todos losmonumentos y parajes de inters histrico, natural y cul-tural.

3.PLAN CONTINUADO DE LIMPIEZA Y VIGILAN-CIA.

Es fundamental en el espritu y en los objetivos quepretendemos, que todos los lugares susceptibles de servisitados, tanto del patrimonio histrico-arqueolgico,como del medio natural, estn constantemente encondiciones de limpieza y cuidado exquisitos.

La imagen del territorio la condiciona el aspecto msdescuidado. Para conseguirlo se ha estudiado un actuacincontinuada, sin interrupciones y planificada a medio plazo,uniendo y centralizando los esfuerzos de todos losestamentos pblicos y privados.

C.QU DEBEMOS REALIZAR PARA QUE NUES-TRA ISLA SE CONVIERTA EN ESTA OFERTA?

Sabemos que hoy, Menorca, no est preparada paraatraer, eficazmente, a ste tipo de visitante.Tenemos latotal evidencia que el contenido de la isla, su medionatural conservado, su importante y desconocidopatrimonio histrico y arqueolgico, su medio humanorelajado, el clima, el mar y la costa preservados, etc., sonun activo con enorme capacidad para constituirse en unaoferta especializada y atrayente para el nuevo tipo deturismo, pero es necesario actuar, es necesario prepararese contenido con conceptos, equipamientos y presentacinmodernos, atractivos y eficaces.

Es imprescindible un importante y continuadoesfuerzo.Es la oportunidad de territorios especiales comoMenorca, pero slo si son preparados bien en su totalidad(el nivel lo marcar el aspecto ms flojo) y si se promueveuna nueva mentalidad y apoyo de todos los sectores de lasociedad. Pensamos tambin que, entre otros, por losfactores externos que influyen, -sin nuestra venia-, en elmercado turstico y por la inercia arrastrada de aospasados, es necesario, ms que una lenta evolucin, unaruptura, con mentalidad, con el hacer actual, en todos lossectores.

Es un nuevo planteamiento, unos nuevos objetivos y esurgente. Es una campaa fuerte y larga, exige audacia,pero es el momento.

De estos razonamientos surgi, entre otros, el proyectoque brevemente expondremos para hacer de nuestropatrimonio histrico, arqueolgico y etnolgico una ofertamoderna y eficaz en lnea con los objetivos y nuevosplanteamientos que hemos mencionado.Es tan cierto elnmero e inters de nuestro patrimonio histrico yarqueolgico, como la necesidad de prepararlo y ponerloen una situacin moderna y eficaz para su disfrute yrendimiento social.En el patrimonio cultural, hoy, ya no essuficiente una lavada de cara aparente, una actuacinleve, parcial y barata, si queremos constituirlo en unrecurso turstico de calidad y, por tanto, eficaz.

El Proyecto incluye:

I .ACTUACIONES B`SICAS:

1.UN PLAN DE ACTUACIN EN LOS YACIMIEN-TOS ARQUEOLGICOS Y EN LA ARQUITECTU-RA MILITAR.

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La concienciacin ciudadana y su colaboracin sernmotivo de campaas peridicas.

II.NUEVAS PROPUESTAS PARA UN TU-RISMO CULTURAL

Con el norte siempre en la identidad del territorio, enpotenciar su personalidad y caractersticas diferenciadoraspara constituir una oferta especial y con denominacinde origen, hemos estudiado, entre muchas posibles, larealizacin de propuestas atractivas, modernamenteconcebidas y equipadas, basadas totalmente en lo msnotorio y especfico de nuestro territorio, es decir: en quesomos una isla y en nuestro especialmente e importantepatrimonio arqueolgico y etnolgico.

1. Basados en el patrimonio arqueolgico hemosproyectado la realizacin de un PARQUEARQUEOLGICO -con todas las implicaciones quesupone este concepto-, sobre el yacimiento ms amplio,ms importante y de propiedad pblica: el pobladotalaitico de Torre den Gaums.

El Parque Arqueolgico se estructura sobre unimportante yacimiento con numerosos elementosarqueolgicos de un inters cientfico, educativo ydivulgativo de alto nivel.

Se halla integrado en un entorno natural y paisajsticoamplio, sin ninguna construccin e impacto artificial.Ubicado sobre una colina, cuyas laderas se prolongansuavemente hasta el mar. En un giro visual de 360 seobserva nicamente el paisaje tradicional de vegetacin yagrcola de la isla, pues todo el entorno-horizonte estdeclarado ` rea natural.

Los importantes monumentos arqueolgicos quecontiene pertenecen a la cultura ms representada en laarqueologa de la isla: la talaitica, por lo que la vivenciade este Parque arqueolgico, ser, para los visitantes, uncentro de interpretacin de los numerosos yacimientosque, por cuenta propia, pueden descubrir y conocer entoda la isla. As mismo un Parque arqueolgico de estascaractersticas crear una relacin de vasos comunicantescon el Museo de Menorca.

La preparacin, equipamiento e instalaciones han sidoproyectadas con las modernas concepciones de lo quedebe ser un Parque Arqueolgico y estn diseadas parala demanda de una sociedad cada da ms culta y exigentey con un concepto nuevo del ocio. Estos niveles deexigencia lo alejan seriamente de un mero yacimiento

visitable, de un museo al aire libre y de un parquerecreativo. La importancia y accesibilidad de losmonumentos que contiene, el ser propiedad pblica, suubicacin en un ` rea Natural y la potencialidad futura dedesarrollo, nos han movido a realizar esta propuesta, lacual puede ser un instrumento eficaz en la modernaadecuacin del patrimonio para rentabilizarlo socialmentey constituirlo en una oferta atractiva para el nuevo tipo deturismo que deseamos captar.

2. Basados en el interesante patrimonio etnolgico quela historia y los numerosos pueblos que han habitado laisla nos han legado, hemos proyectado la realizacin deun PARQUE ETNOLOGICO en un espacio que, perse, tiene ya un enorme valor etnolgico: la antigua yespectacular cantera abierta de piedra caliza (mars) deSanta Ponsa.

No es la creacin de un parque artificial, sino que seestructura sobre un lugar de gran inters etnolgico propio.

La recuperacin y reconversin de estos lugares, hoyabandonados, en un elemento vivo, en un activo cultural yen un nuevo y atractivo producto turstico, nos ha movidoa realizar un ambicioso proyecto de Parque Etnolgico.

Como complemento y sumando, se encuentra en unentorno natural de excepcional belleza y valor, protegidocomo rea natural, pero bien comunicado. Los conceptosy equipamientos son similares a los desarrollados en elParque Arqueolgico, estando equipado coninfraestructuras y servicios bsicos, pero sin impactar enel elemento central: la antigua y espectacular cantera demars.Su funcin cultural y divulgativa se completa conmdulos ubicados en espacios naturales de la cantera,donde el visitante tendr la oportunidad de conocer,disfrutando, la historia, los aspectos etnolgicos y lascaractersticas de la personalidad de la isla.

El ajardinamiento seminaturalizado del espacio, elantiguo camino perimetral que rodea la cantera y la bellezadel paisaje natural en el que se halla, completan elatractivo del Parque.Complementando lo anterior, se hadiseado en el proyecto una doble oferta: la citada (diurna)y una nocturna. Una vez se va poniendo el sol, el singularespacio ofrece unas posibilidades sumamente interesantespara desarrollar conciertos de msica clsica, actuacionesteatrales, macroproyecciones audiovisuales, etc,dimensionadas para el lugar y acordes con su alma.

3. Basados en los aspectos diferenciadores: isla yarqueologa, hemos estudiado y proyectado dos actividadesestables (bianuales y alternantes) con un triple objetivo:

constituirlas en una oferta atrayente para el turismocultural.

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aprovechar la publicidad y promocin indirecta queofertas atractivas estables suponen para el lugar donde sedesarrollan.

fomentar la relacin interregional e internacional en-tre territorios con similares caractersticas, problemas yexpectativas.

El Mediterrneo es un entorno en el que la actividadturstica ocupa un lugar importante. Grandes nacionestienen una infraestructura y poder de convocatoriapoderosos, sin embargo existen territorios singulares encada uno de ellos, los cuales disfrutan, pero a vecespadecen, la influencia y la transferencia de modelos desus metrpolis. Estos territorios son las islas delMediterrneo.Su historia, los pueblos que las han habitado,tienen mucho en comn y sobre todo su insularidad lasune inconscientemente, tanto a nivel de sus habitantescomo en su proyeccin exterior.La isla de Menorca estsituada en el centro del Mediterrneo occidental. Es difcilencontrar alguna isla mediterrnea que en el pasado nohaya tenido implicaciones o relaciones con Menorca. Hoyes la nica isla declarada en su totalidad, por la Unesco,reserva de la Biosfera. Por qu no ser Menorca iniciadora,promotora y cabecera del concepto ISLA DELMEDITERRA`NEO?

Este planteamiento nos ha llevado a desarrollar laorganizacin bianual del:

"ENCUENTRO DE MSICA, DANZA Y GASTRONO-MA POPULARES DE LAS ISLAS DEL MEDITE-

RR`NEO"

Cada edicin estar dedicada en especial al comer,cantar y bailar populares de una isla. El contenido puedeparecer simple a primera vista, sin embargo consideramosque su potencialidad es grande.Todas las islas sebeneficiaran mutuamente y el inicio de puntualesintercambios, puede abrir un camino de futuro importante.

En segundo lugar, basados en el segundo aspecto quemarca la personalidad de nuestro territorio, la riquezaarqueolgica, hemos proyectado realizar bianualmenteel:

"CERTAMEN INTERNACIONAL DE CINE Y TVSOBRE ARQUEOLOGA"

Estas dos manifestaciones deberan, por su calidad yestabilidad, convertirse en un clsico en el mercadointernacional y crear, junto con las dems realizacionescontempladas en este proyecto, una oferta nueva y

autctona para un turismo interesado en el cocktail desol, mar, naturaleza, conocimiento y atractiva cultura.

4. Hemos puesto en su conocimiento, muy sucintamentepor la brevedad de tiempo, algunas de las realizacionesestudiadas en el proyecto que hemos elaborado para,partiendo y basados en el patrimonio histrico,arqueolgico y etnolgico de nuestra isla, prepararlo ydotarlo moderna y seriamente, para que sea un recursonuevo, atractivo y eficaz para un turismo cultural, para elnuevo tipo de visitante que deseamos se sienta atrado pornuestra oferta especial y diferenciada.

Pero no deseo terminar la exposicin sin decir, en brevespalabras, la importancia que es ste y en los demsproyectos para este nuevo desarrollo turstico, damos a laCOMUNICACION.

Hoy da sabemos que si no comunicamos, noexistimos.

Todos nuestros esfuerzos no darn fruto, no sernrentables si no se comunican.

Incluso podemos ir ms all: una buena comunicacinhar evolucionar nuestra realidad e incluso la transformar.

Si concebimos y realizamos una buena comunicacinde nuestro territorio, la misma, puede aportar y ayudarmucho a nuestro esfuerzo.

Debemos crear en el exterior una imagen de marca,una denominacin de origen, y esto slo se puede realizarcon una buena comunicacin.

Debemos estar presentes y marcar nuestros conceptosen todos los organismos donde se tomen decisiones y seinfluya sobre la promocin exterior de nuestro territorio.

Es fundamental:

Dar a conocer en el exterior nuestra realidad en loslugares adecuados con medios modernos y eficaces paraello, concebidos por profesionales buenos como tales ybuenos como conocedores de nuestro territorio.

Mantener, a lo largo del tiempo, una continuidad y unaidentidad en el mensaje, en la imagen que deseamostransmitir.

Ser giles. Evaluar anualmente los resultados. Cambiarde estrategia si fuere necesario.

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Definir, finalmente, muy bien el contenido paraconseguir que, en un plazo razonable, se identifique anuestra isla con la imagen de marca turstica quedeseamos.

Para terminar y consecuente con los planteamientosexpuestos en algunos puntos, deseara hacer desde aquuna propuesta a todos los territorios de nuestro entornomediterrneo con caractersticas y objetivos similares anuestra isla de Menorca, es decir: a las Islas delMediterrneo, con el fin de rogarles acepten nuestrainvitacin para que en un breve plazo nos veamos en unasjornadas de trabajo, de conocimiento mutuo y de diseode un camino de colaboracin e interrelacin, en nuestraisla de Menorca. Aprovechando este Foro internacional,Menorca se ofrece como anfitrin, hospitalario e ilusionado,a todos los responsables de las hermanas islas delMediterrneo, para celebrar: LA 1 REUNION DETRABAJO DE LAS ISLAS DEL MEDITERRANEO,

con el objeto de iniciar un camino de interrelacin y detrabajo eficaz, con el fin de unir experiencias, apoyos einiciativas, para avanzar hacia objetivos futuros comunesentre estos singulares territorios, relacionadoshistricamente y embarcados, hoy, en similaresaspiraciones y problemas.

Vamos a iniciar, a la vuelta de esta Conferencia, lasgestiones necesarias para que esta iniciativa sea unarealidad en breve.

Entre tanto, me permito transmitirles un saludo muycordial de todo el pueblo de Menorca.

En nuestra isla estamos comprometidos en conseguirque el desarrollo turstico del siglo que viene se ajuste alas exigencias de racionalidad, humanismo y garanta debienestar, que es tanto como postular, en suma, por elDesarrollo Sostenible, el reto de cuantos nos hemos dadocita en esta Conferencia Mundial.

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LAS ` REAS PROTEGIDAS EN LAARGENTINA Y EL TURISMO

En la Repblica Argentina existen 28 unidades deconser-vacin bajo distintas formas de manejo (ParqueNacional, Reserva Nacional, Monumento Natural yReserva Natural Es-tricta), lo que equivale al 1% de nuestroterritorio. Su-mando las reas de administracin provin-cial, municipal y privada, son 216, el 4% de la superficietotal del pas.

La ley de creacin de los Parques Nacionales, de 1934,es-tablece como objetivo complementario, adems de laconser-vacin de la biodiversidad, al inters turstico. Sibien el uso turstico se planifica desde el estado, haproducido impactos importantes, algunos irreversibles.

PROVINCIA DE RO NEGRO

En la provincia de Ro Negro, mediante la ley 2669, secre en el ao 1993 el Sistema de Areas ProtegidasProvinciales, cuya autoridad de aplicacin es el ServicioProvincial de Areas Naturales Protegidas, en el mbitodel Ministerio de Economa. Las categoras de manejoaprobadas son las mismas que rigen para el Sistemanacional: Reserva Natural Estricta o Cientfica, ParqueNatural, Monumento Nacional, Refugio de Fauna o Flora,Paisaje Protegido, Reserva de Recur-sos, Reserva Natu-ral-Cultural y Reserva de Uso Mltiple. Se establece unrgimen de promocin fiscal y econmica a particularesque firmen convenios con la provincia estableciendoRefugios de Vida Silvestre.

RESERVA DE VIDA SALVAJE LAGUNALOS JUNCOS

La Reserva se encuentra a 35 km. de Bariloche, (41 latS 71 long O), en el departamento de Pilcaniyeu, ParajePeri-to Moreno, dentro de la Estancia san Ramn, unaunidad productiva principalmente a la ganadera ovina ybovina, de 22.000 ha aproximadamente. Fue creada en1985, mediante un convenio entre la Estancia y la ONGLihu. tiene una super-ficie de 30 ha, de las cuales 7pertenecen a la laguna. Est a 1.000 msnm, en un relievebajo anegadizo, rodeado de cerros, el clima es sub-hmedoseco. La vegetacin es acutica, pastizal costero y cortinascortavientos de abedules. Alberga una comunidadreproductiva de aves acuticas. Las especies que nidificanson: pato overo (Anas sibilatrix), pato zambullidor grande(Oxiura ferruginea), pato zambulli-dor chico (Oxiuravittata), gallareta de ligas rojas (Fulica armillata), gallaretachica (Fulica leucoptera) y gallareta de escudete rojo(Fulica rufifrons). Otras aves son: maca comn (Podicepsrolland), mac plateado (Podiceps occipitalis), flamenco(Phoenicopteris chilensis), cisne de cuello negro (Cygnusmelancoriphus), varias especies de patos, cndor (Vulturgryphus).

ESTACIN DE FERROCARRIL PERI-TO MORENO

El edificio de la Estacin Perito Moreno es consideradopatrimonio hitrico cultural por Decreto Nacional 1063/82.

IMPACTO AMBIENTAL DEL TURISMO ESTUDIANTILEN UN `REA RURAL

Adriana Romero - Daniel Paz BarretoLihu - Asociacin para la Proteccin de la Naturaleza Argentina

ARGENTINA

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Su construccin data de 1933, y se encuentradesactivada.

EL EMPRENDIMIENTO TURSTICO

Una empresa de viajes y turismo de Bariloche comenza comercializar una excursin de un da con pasajerospertenecientes a colegios secundarios de distintos puntosdel pas, aprovechando el importante flujo de este tipo deturismo hacia San Carlos de Bariloche. Para ello ServiciosFerroviarios Patagnicos cedi el predio correspondientea la estacin, donde se reciban diariamente entre 200 y300 estudiantes. Estos realizaban actividadesrecreacionales y deportivas como baile, cabalgatas, ftbol,paseos en four-trax, etc. Pero el principal atractivo es lalaguna en s con su avifauna, ya que sin ella el lugar seradesrtico, de tipo estepario. Se haba instalado un miradorpara la observacin de aves, por dems precario, con uncartel con figuras de algunas de las especies, coninformacin parcia-lizada.

La puesta en marcha tuvo lugar sin la realizacin de laevaluacin de impacto ambiental correspondiente, no slocon relacin a la laguna sino en lo que respecta a laestacin, la que no cuenta adems con los serviciossanitarios adecuados para albergar contingentes de estetipo. Se hicieron s modificaciones que perjudicaron laesttica del sitio.

EL ACCIONAR DE LIHU

La Asociacin Lihu fue creada en 1984 por un grupode observadores de aves y naturalistas. Sus objetivos son:

Buscar una propuesta alternativa en la relacin hombre- naturaleza, por medio del conocimiento de la misma.

Propiciar la participacin activa de toda la comunidaden la proteccin de reas silvestres y el mejoramiento delmedio ambiente.

Implementar programas de educacin y difusin queapunten a lograr una toma de conciencia.

Detectar, estudiar y denunciar casos de alteracin ydete-rioro del entorno natural y proponer solucionesalternativas.

Integrar la red nacional e internacional de organizacionesno gubernamentales ambientalistas y afines.

Lihu coadministra la reserva junto con la es-tanciaSan Ramn, conforme un convenio firmado en 1985 quefuera ratificado en 1994. ha llevado a cabo un relevamiento

de las aves, con anillados, y su propsito ha sido el uso dela reserva para la educacin ambiental y el ecoturismo,mediante visitas temticas guiadas. Existe el proyecto dela construccin de un mirador de altura, que no se haconcre-tado por carecer de los fondos para la inversin.

Ante el inicio de la explotacin del atractivo sin losestudios previos, Lihu denunci ante las autoridades elincumplimiento de las normas e interpuso un recurso deamparo. Esto motiv que posteriormente el gobierno pro-vincial ordenara la realizacin de la evaluacin de impactoambiental.

LA EVALUACIN DE IMPACTO AM-BIENTAL

La evaluacin figura como Anexo de esta presentacin.Las observaciones que hacemos a la misma son lassiguientes:

1) Debi ser previa al emprendimiento.2) Faltan los componentes legales, tales como las

especies protegidas, las leyes de turismo (nacional y pro-vincial) y las leyes provinciales de fauna y control deefluentes.

3) Se basa exclusivamente, en la parte de descripcindel proyecto, en la informacin y datos suministrados porla empresa.

3) El listado de especies no indica especie por ambiente,susceptibilidad ni status de conservacin.

4) La mera presencia humana, como factor de disturbio,no est considerada. (Erwing 1989, Colonial Waterbirds).

4) En el anlisis del impacto sonoro, se usa la escala depercepcin humana, mtodo inapropiado para medirdisturbios provocados sobre comunidades de aves.

5) No determina la capacidad de carga.

EL FALLO JUDICIAL

La justicia rionegrina hizo lugar al amparo promovidopor Lihu y orden a la empresa Expediciones NuticasSRL que se abstenga de explotar el predio denominadoEstacin Perito Moreno. En los considerandos se pone derelieve la vecindad con la laguna Los Juncos. Disponeque el emparo tendr efecto hasta tanto la Direccin dePlanificacin Ambiental y Coordinacin Regional delMinisterio de Recursos Naturales de la provincia otorguela autorizacin correspondiente.

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1.BREVES CONSIDERACIONES ENTORNO A LA IMPLANTACIN DELTURISMO EN LA COMUNIDAD VA-LENCIANA

Comer i Turisme), para servir despus a un vertiginosocrecimiento de la oferta inmobiliario-turstica destinada ala atencin de una demanda de tipo turstico enalojamientos extrahoteleros, generalmente no regulados,y tambin de tipo residencial (el Libro Blanco del Turismode la Comunidad Valenciana (ITVA,1990), estim en msde 1.200.000 plazas las viviendas de potencial uso turstico,cifra, que convenientemente actualizada, sera muy su-perior).

La magnitud alcanzada por la actividad turstica hainfluido de manera evidente en la organizacin del espaciovalenciano. Su polarizacin en el litoral ha engendradodesequilibrios importantes con el interior al concentrarpoblacin y actividad econmica en los espacios ribereos.Las propias dificultades de integracin en un sistemaeconmico moderno de muchas comarcas interiores quevieron ralentizarse su actividad econmica y en peligro suestabilidad demogrfica, desembocaron en una situacinde desequilibrio territorial segn la cual los espaciostursticos ocupan un lugar privilegiado y buena parte delas comarcas interiores se constituyen en proveedores delos recursos necesarios para el desarrollo del litoral(recursos humanos, agua, etc.). Sin embargo, se haconstatado, por influencia de diversos factores, unadifusin de la implantacin territorial del turismo haciamunicipios no litorales, aunque prximos a la costa,ampliando al interior el rea de especializacin funcionalturstica de algunas zonas costeras valencianas (VERA,1990). Por otra parte, el litoral valenciano dista de constituirun espacio turstico homogneo, presentando espaciostursticos dispares como consecuencia del proceso deimplantacin de la actividad, de las caractersticas fsicasy humanas del rea, y del grado y orientacin de su

UNA APUESTA POR EL DESARROLLO TURSTICO SOSTENIBLE:BASES PARA LA ORDENACIN DE LOS ESPACIOS TURSTICOS

DE LA COMUNIDAD VALENCIANA

Rebecca RippinFundacin Cavanilles de Altos Estudios Tursticos

ESPAA

El mercado turstico masivo surgido en las dcadasposteriores a la II Guerra Mundial al amparo de toda unaserie de factores econmicos, sociales, tecnolgicos,polticos y culturales, encontr en la ComunidadValenciana un destino turstico privilegiado en funcin dela benignidad de su clima, de recursos geotursticosextraordinarios (playas de manera fundamental), de undiferencial de precios muy favorable a las reas de origeny de una notable proximidad a estos mercados emisores.

Con estas premisas iniciales se ha consolidado unaactividad de amplia trascendencia econmica y social,cuya participacin, tanto en el Producto Interior Brutovalenciano como en el volumen total del empleo generado,se sita en torno al 10 %, adems de su efecto de arrastreen otros sectores productivos a travs del multiplicadorturstico y de su indudable contribucin a la modernizacinde la economa valenciana.

A travs de ms de tres dcadas, se ha configurado unmodelo turstico en el que destaca su acusada improntaespacial derivada de la concentracin de la oferta tursticaen la franja litoral del territorio valenciano, mbito queexperiment un notorio crecimiento del alojamientohotelero desde finales de los aos 60 hasta 1975 (en eseperodo se crearon 72.980 plazas, cuyo incremento poste-rior hasta la fecha no ha superado las 5.000 plazas: 78.834plazas en 1993, segn datos de la Conselleria dIndustria,

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venido desarrollndose por la Administracin Tursticaautonmica. El Plan citado recoga la oportunidad deelaborar un Plan Director de los Espacios Tursticos(en adelante, PLADET), cuyas Bases se encuentran enestado avanzado de elaboracin (coordinada por laFundacin Cavanilles de Altos Estudios Tursticos).

El PLADET constituye una decidida apuesta porcualificar y diversificar el producto turstico valenciano.Su justificacin parte de afirmar la importancia del turismoen la vertebracin territorial de la Comunidad Valencianay del convencimiento de que es una estrategia territorial laque mejor puede responder a las exigencias desostenibilidad en el desarrollo del turismo por incidirdirectamente en la gestin de los recursos naturales, enlos usos del suelo y en la integracin adecuada de stoscon el medio ambiente y otras actividades productivas.Del mismo modo, asumiendo la naturaleza global delproducto turstico (integrado por los recursos tursticos,equipamiento turstico, infraestructura de serviciospblicos, infraestructura de transportes, serviciosempresariales perifricos, etc.), y admitiendo que estaestructura de producto es la que marca la satisfaccin delturista, el enfoque territorial es, de nuevo, el que mejorsirve a las estrategias de actuacin sobre el productoturstico, sin perjuicio del desarrollo de otras estrategiascomplementarias y necesariamente coherentes como lasde comunicacin o comercializacin, entre otras (VERAy MONFORT, 1994).

Del mismo modo, una estrategia territorial puedeasegurarnos una renovacin estructural que nos permitaemprender slidas vas de competitividad difcilmentereproducibles por destinos competidores, que nos sirvanpara superar la rigidez de la oferta respecto de la demandaturstica, posibiliten la adaptacin a largo plazo de ambasvariables, y nos permitan crear el marco adecuado parauna nueva orientacin de mercado, en la que primencriterios cualitativos sobre los cuantitativos.

El PLADET parte de una serie de investigacionesbsicas que conforman un diagnstico global:

A) EXPLORACIONES MEDIO-AMBIENTALES

Ocupan un lugar central, habida cuenta de los criteriosde sostenibilidad con los que se elabora el Plan. A travsdel estudio de variables ambientales relevantes seestablecen la aptitud de cada unidad territorial para acogeruna determinada actividad turstica, y las limitacionesambientales al desarrollo del turismo.

Se analizan tambin los espacios tursticos homogneos,los espacios naturales protegidos, las reas singulares ylos riesgos naturales.

especializacin turstica. As, se observa una mayorconcentracin turstica en la provincia de Alicante,respecto a las de Castelln y Valencia, destacando demanera notoria, en la primera, la ciudad de Benidormcomo emporio turstico de elevado componente hoteleroen la composicin de su oferta (31.711 plazas en 1993).

Las caractersticas de la implantacin tursticavalenciana no podan sino generar impactos ambientalesnegativos. El proceso de implantacin se desarroll demanera vertiginosa, masiva y poco planificada,concentrado, adems, en espacios frgiles como loslitorales y con el agravante de una elevada estacionalidadque dificultaba la racionalizacin del proceso. Los efectosnegativos en el medio ambiente han sido diversos,fundamentalmente destacaramos: contaminacin deaguas litorales, fluviales y subterrneas, prdida deecosistemas de gran valor ecolgico, polucin acstica yvisual, deterioro paisajstico y sobreexplotacin de recursosnaturales (los recursos hdricos de manera sustancial).

La preocupacin por atajar los problemas ambientalesocasionados por la actividad turstica ha sido constante enla Administracin valenciana en tanto en cuantocomprometa la calidad de vida de los ciudadanos yafectaba seriamente a la competitividad de la Comunidadcomo destino turstico, en cierto modo ya resentida porotras variables.

2.UNA RESPUESTA ESTRUCTURALPARA EL DESARROLLO TURSTICOVALENCIANO: EL PLAN DIRECTORDE LOS ESPACIOS TURSTICOS

La disminucin registrada en las pernoctaciones enhoteles valencianos a partir de 1989 de la demandaextranjera, con sntomas de recuperacin desde 1993,contrapuesta a la tendencia positiva de la demandanacional, y la interesante reflexin en torno al turismovalenciano que constituy el Libro Blanco del Turismode la Comunidad Valenciana, plante la necesidaddiversificar y cualificar un producto turstico en excesoorientado a segmentos de la demanda de sol y playa,sensibles a los precios, muy afectados por cuestionescoyunturales, y con un gran abanico de posibles destinostursticos sustitutivos para elegir.

En este sentido, se asumi el imperativo de redefinir elproducto turstico valenciano, para lo cual se dispuso unPlan Estratgico de Turismo de la ComunidadValenciana, cuyos programas y lneas de actuacin han

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B) EXPLORACIONES SOCIO-TURSTICAS

Estudian las caractersticas funcionales bsicas de losespacios tursticos, as como la tipologa de la oferta y dela demanda tursticas con el objetivo de encontrar laarticulacin ptima entre ambas variables y determinarlas actuaciones convenientes en este sentido.

C) EXPLORACIONES SOBRE EL SISTEMA DEASENTAMIENTOS TURSTICOS

Engloban la caracterizacin de los asentamientostursticos (tipologas edificatorias, morfologas urbanas,tejidos tradicionales y nuevos crecimientos, cauces ysingularidades topogrficas, etc.) y el anlisis de laestructura territorial bsica y esquema interpretativo delsistemas de ciudades de la Comunidad Valenciana.

A partir de este diagnstico global se elaboran loscriterios globales para el desarrollo de la Poltica Tursticaen la Comunidad Valenciana y los criterios especficos deactuacin en cada una de las Zonas TursticasHomogneas, previamente delimitadas.

Sobre esta base, con el referente de una hiptesis demodelo territorial, se establecen las principales propuestaspara corregir las deficiencias de los espacios tursticosactuales y hacerlos evolucionar hacia la situacin deseada.

3.APORTACIONES DEL PLAN DIREC-TOR DE ESPACIOS TURSTICOS A LAPOLTICA TURSTICA VALENCIANA

El PLADET sirve a la necesidad de incrementar lacalidad del producto turstico valenciano, diversificar lademanda y favorecer otros tipos de turismo que impulsenun reequilibrio territorial y socioeconmico (VERA yMONFORT, 1994). Para ello se plantean estrategiasreferidas a reas geogrficas concretas con una dobleorientacin, espacial y de producto:

a) Actuaciones en zonas litorales consolidadas paramantener y potenciar su desarrollo turstico, promoviendoen ellas nuevas ofertas y estimulando la mejoracompetitiva.

b) Diversificar el desarrollo turstico en una doblevertiente: tanto a travs de la difusin espacial hacia reasde interior desfavorecidas con activos tursticosaprovechables como a travs del favorecimiento denuevas modalidades tursticas, permitiendo el desarrollo

de nuevos productos-mercado. En cualquier caso, conatencin privilegiada a la proteccin medioambiental y ala vocacin de cada territorio.

Desde el punto de vista operativo, el PLADET intro-duce frmulas de actuacin y gestin complejas, aunquenecesarias.

Un conjunto importante de actuaciones se estructurarna travs de los instrumentos previstos en la Ley deOrdenacin del Territorio de la Comunidad Valenciana,contando con dispositivos de coordinacin entre laAdministracin autonmica y las locales como requisitoimprescindible para su factible ejecucin. En este punto,el PLADET pretende superar las limitaciones y rigidecesde los instrumentos legales de planificacin territorial,fomentando la participacin ciudadana en los procesos deplanificacin, estimulando el consenso hacia frmulas dep