Period: 01.01.2002 / 31.12.2012
Name: N/A N/A
Organization: Conil Turismo Sostenible
Summary description: Conil was evolving from a traditional society that based its livelihood on orchard agriculture and artisanal fishing to a society that, increasingly, earned its income from providing services to tourists, which entailed a series of problems such as strong urban planning pressure; the rapid introduction of tourist developments; or an accelerated sociological change, which would compromise the evolution of the fledgling destination and its future generations. Thanks to the plan, the destination can grow according to the resources and quality of life; maintain its natural and cultural heritage; take advantage of the existing potential to generate stable and quality employment; and improve and modernize the mechanisms of social cohesion and participation.
EU Challenges for sustainable tourism: (i) preserving and giving value to natural and cultural heritage and diversity, (ii) minimising resource use and production of waste, (iii) enhancing local community prosperity and quality of life, further challenges
EU Principles: (i) taking a holistic and integrated approach (economic, social and environmental aspects), (ii) planning for the long term, (iii) involving stakeholders, (iv) multilevel governance, (v) promoting awareness and commitment
Reason of interest for COASTING: It is interesting because the strategy attempts to make citizen participation compatible within a framework of real governance, the territorial sustainability embodied in the renunciation of the urbanization of the coastal front, and the maintenance of a high level of joint competitiveness of the destination, reflected in the profitability of the tourist business fabric; all this in a territorial context, such as the coast of Cadiz and the Andalusian coast in general.
Budget: 70,862,876.78 €
Financial sources: Local financing (Conil City Council); regional administration; provincial financing; (provincial council); state financing (central administration).
Territorial context: The territorial-tourist reality of Conil de la Frontera has a population of 21,900 inhabitants, reaching in summer (high season) a population of between 80,000 and 90,000 people, compared to a hotel floor of some 4,800 beds (to which must be added some 6,000 beds in tourist camps). Conil's assets are made up of: − The physical and natural environment, its orchards and beaches, its pine forests and junipers, its birds and its water resources. − The natural and traditional landscapes, the identity of its historical centre and the traditional knowledge of artisanal fishing, the historical buildings and the traditional customs of Conil.
Relation to policies and strategies: Within its line of action: promotion of sustainable tourism, it frames actions such as: − Adaptation of the urban landscape and public spaces − Incorporation of cultural resources − Adaptation of the urban landscape and public spaces − Incorporation of cultural resources − Specific means for tourist mobility − Promotion of tourist and environmental quality − Priority to hotel implementation − Promotion of sports activities aimed at tourists − Strengthening of the Tourist Board − Boosting tourist animation − Good practice awareness campaign In addition, the plan includes other actions related to sustainable development and support for the fisheries sector.
Regulation framework: -Law 13/2011 also establishes other instruments for tourism planning that must be adjusted to the specifications and guidelines provided for in the plan - Strategic Plan of Internationalisation of the Andalusian Economy Horizon 2020 - Environment Plan, Horizon 2017 - Landscape Strategy of Andalusia
Objectives: The main objectives of the plan are as follows: − Growing in terms of resources and quality of life − Maintain the natural and cultural heritage − To take advantage of the existing potential to generate stable and quality employment. − Improve and modernise the mechanisms for social cohesion and participation. These objectives were approved by the Economic and Social Council, expanded with the participation of municipal political groups, and define the substance of the future that Conil aims to achieve in the next ten years.
Developers (and governance): The plan was promoted by the Conil de la Frontera Town Council, but its approach has been totally participatory; between the Plan's management bodies and Working Groups, more than 160 people have participated in the identification of threats and opportunities and in the elaboration of the contents. finals. The main groups were: An Economic and Social Council, members of municipal political groups and members of the Plan Directorate. Within the groups were researchers, the tourism sector as a whole, as well as public institutions, local authorities, entrepreneurs, associations and foundations.
Beneficiaries: The municipality of Conil and its coast in particular, but also the bay of Cadiz and the local communities and the next generations; local and regional economic players (individual and collective); current and future tourists; and all the agents involved.
Innovation aspects: The following Working Groups were held, divided by themes where tourism has an influence: - Agriculture and Related Activities - Fishing - Urban Management and Environment - Culture and Society - Urban Economies Until then, in the Andalusian coast, there had been a scarce and weak tradition of integral planning of tourist destinations understood as such, beyond sectoral retraining measures. This offers a relatively new field for research and is open to the application of new approaches.
Actions: - A new urban structure in the litoral: new productive spaces, the planning of the growth of the city and the improvement of the axes of communication between the coast and the n-340. - Greater value of the natural and cultural heritage: with protection instruments (natural spaces, historic centre) and instruments for promotion and valorisation. - Impulse of the housing and the district: policy to guarantee access to housing for the inhabitants of conile. - The port and the central litoral as the economic engine of tourism and employment: a new urban space of a tourist nature will be created - Commercial and leisure vitality: the protection and appreciation of the urban complex and its personal, traditional and seafaring atmosphere.
Stakeholders involvement: The approach has been fully participatory; more than 160 people have participated in the identification of threats and opportunities and in the preparation of the final contents of the Plan's management bodies and working groups. They were opinion groups representative of the different local agents, public and private, members of the local tourism system, whose conclusions were approved by the municipal plenary and therefore adopted by the government team promoting the process. Concrete, not generalist, consensus was reached on the desirable options for the future. They were conducted through a series of regular meetings with these groups.
Results achieved: Conil's strategic efforts are reflected in a series of results: - the provision of new production areas, the planning of the growth of the city and the improvement of the communication axes between the coast and the N-340. - library facilities and cultural facilities, fishing interpretation centres, and tourism, the classroom of the sea, etc.... - development of more livable city concepts, with better conditions for coexistence and human relations. - new investment initiatives in hotels that will complete the existing one to form a large tourist centre on the coast of Cadiz. - development and implementation of competitive offers with large supermarkets and supermarkets. new forms of business.
Potential for learning and transfer
Challenges and obstacles: The main obstacles were: − High level of seasonality − Excessive pressure from summer residential activity − Weak road access (roads) − Lack of open spaces, pedestrian and recreational areas - Road traffic and parking problems − Scarcity of equipment for specific cars (sports, ecotourism,...) − Low professional qualification − Reduced local awareness of the value of tourist space − Generalization of congestion due to increased pressure − of the holiday activity on the tourist area
Success factors: The opportunities that were seized for the project were: − High quality and diversified core resources − Positive and hospitable acceptance − Incorporation of hotel facilities with a European vision − Gradual penetration of the image of sensitive tourism − Increasing propensity of a market segment of medium and high purchasing power to destinations with environmental uniqueness and quality − Interest of tour operators in offers from "small charming southern coastal villages".
Transferability in COASTING project: It is interesting that there is a detriment to a territorial design in the medium to long term for greater environmental, social and even economic sustainability. It is in this context that the debates on the most appropriate modes of public management to face the new scenarios are framed, debates in which the concept and practice of governance acquire an increasingly relevant role. It highlights a practice of "integrated strategic planning of a sustainable tourist destination", within which manifestations of strategic, urban, environmental and tourist planning can be detected.