The Revaluation of Platja de Palma. Comprehensive Action Plan

Restructuring
Platja de Palma:
Comprehensive
Action Plan (PAI)

Restructuring
Platja de Palma:
Comprehensive Action Plan
(PAI)

The Platja de Palma Consortium is formed of:

• the Spanish Government,
through the Ministry of Industry, Tourism and Trade

• the Balearic Islands Government
• the Mallorca Council
• the Palma City Hall
• the Llucmajor Town Hall

• Margarita Nájera Aranzábal. Spanish Government Commissioner for Platja de Palma

THE CONSORTIUM TEAM
• Margarita Nájera. Government Commissioner. CEO
• Joseba Dañobeitia. Town Planning Director
• Neus Pacheco. Institutional Relations Director
• Jaime Nadal. Administrator-Economist
• Antoni Moragues. Project Coordinator
• Bárbara Vidal. Legal Director
• Tomeu Crespí. Industrial Organisation Engineer
Administrative team
• Isabel Parés
• Ana López
• Antonio Vivó
• Claudia Fito

THE CAP TEAMS
Under the direction of the Commissioner and the Consortium team, a group of
teams collaborated in preparing the CAP, headed by:

• General coordination: F. Prats, partner of AUIA and member of the
Spanish Tourism Council (CONESTUR)
• Initial diagnoses: J. Rey-Maquierira, UIB Professor, and T. Munar,
President of Turismoconsulting.com
• Tourism: E. Bordas, President of THR
• Business finance: A. Gutiérrez Borjabad, partner of Everis
• Taxation: J.M. Cardona, partner of Bufete J&A Garrigues
• Ecology: B. Morales-Nin, director of IMEDEA
• Social-labour: O.Homs, director of CIREM
• Safety: J. Tovar, director of Gabinet de Perspectiva
• Governance: S. Lora, director of Consulluna
• Correcting and dissemination: C. Garrido and J. Calatayud, journalists
• Town planning: E. Bindels, member of West-8
• Town planning law: A. Blasco, UIB Professor
• Metabolism – Urban Services: F. Tejada, ARUP Area director
• Building: A. Villanueva, partner of AUIA
• ICT Services: P. Antón, ICT director of Segittur
• Design: A. Corazón, President of Diseño Público

And with the special collaboration of F. Panizo, former secretary general of Tourism and member of
the Spanish Tourism Council (CONESTUR), J.A. Alonso, Energy Efficiency director of IDAE and J.M.
González Pérez, Professor of Geography in the Earth Sciences Department, Research Group on
Sustainability and Territory (GIST) of the Balearic Islands University.

This publication has been prepared from work undertaken by the following teams:

THR / Strategy 1 / A new tourist positioning, FUNDACIÓN CIREM / Strategy 3 /
competitive and sustainable Improving the conditions of life and work for residents
Eulogio Bordas Rubies and workers
Bogdan Petrescu Oriol Homs
Jordi Lladó Pola Andres Walliser
Carlos Hermida Toni García
Alfonso Rodríguez
Investigators
IMAGINE TOURISM / Strategy 1 Juan Antonio Serra
Javier Rey-Maquieira Pere Fábregas
Vicente Ramos Vera Bartolomé
Ana Bartolomé On a grant
Aizham Kussanova

TURISMOCONSULTING / Strategy 1
Antoni Munar GABINET DE PERSPECTIVA /Strategy 3
Jaime Tovar
Outside collaborators:
IMEDEA / Strategy 2 / Facing global change and Joana María Petrus
preserving the natural, terrestrial and marine systems: Carmen Ramis
Biodiversity and natural ecosystems: Álvaro Sanz
Mika Noguera, Nueria Marbá (posidonia oceanica),
Anna Traveset, Zeeba Khan (terrestrial ecosystems
and Limonium barceloi), Bertha Cid, Luis Santamaria
(wetlands)
Water and wetlands quality:
Ana Massanet, Antonio Tovar-Sánchez, Antoni Jordi,
Bertha Cid, David Sánchez, Elena García-Valdés,
Gotzon Basterretxea, Jordi Lalucat, Lucila Candela,
Luis Santamaría.
Climate change:
Arnau Amengual, Climent Ramis, Romualdo Romero,
Sergio Alonso, Víctor Homar (atmosfera), Damià
Gomis, Gabriel Jordá, Francisco M. Calafat, Marta
Marcos, Roland Aznar (oceà).
Coordination and technical support:
Ángela Iglesias, Beatriz Morales-Nin, Charo Cañas,
Marta Fuster, Miguel González (Servicio GIS).
Urban ecosystems:
Ainoha Magrach, Beatriz Gozalo, Luis Santamaría,
Martín Piazzon de Haro.
Urban coastline:
Alejandro Orfila, Amaya Álvarez, Bartomeu Cañellas,
Benjamín Casas, Joaquin Tintoré, Lluís Gómez-Pujol.

WEST 8 / Strategy 4 / A comprehensive AUIA / Strategy 5
reappraisal of territorial and urban systems with Partners of AUIA – Works management:
criteria of sustainability - Luis Álvarez -Ude - Architect
West 8 urban design and landscape architecture - Fernando Fernández - Architect
office - Alfredo Villanueva - Architect
Project management, project directors - Jesús Prieto – Architect
Adriaan Geuze Internal collaborators:
Edzo Bindels - Juan Murillo - Roads, canals and ports engineer
Project leader, coordinating architect - Ignacio Bisbal - Architect
Enrique Ibáñez González - Alicia Gómez - Architect
Team of architects, landscapers and urban designers - Gema García – Architect
Juan Tur Mc Glone - Cristina Gallego - Architect
Daniel Vasini - David Sourceanes - Architect
Carlos Saldarriaga - Nuria González - Illustrator
Mariana Siqueira - Mª Luisa Rubio – Secretary
Yichun He Outside collaborators:
Juan Figueroa Societat orgànica
Joris Weijts - Albert Sagrera - Architect
Peter Hoen - Fabian López - Architect
Marco Van Der Pluym - Gerardo Wadel - Architect
Eduard Balcells Collaborators:
Jasna Stefanovska - Xevi Prat - Architect
Students – on grants - Chiara Monterorri - Architect
Alejandra Climent - Luca Volpi - Architect
Alvaro Gil - Paula Castaño - Architect
- Rosaria Agueci – Building engineer
ARUP / Strategy 5 / Establishing ambitious GBCe Green Building Council Spain
commitments to reducing the local and global - Manuel Macías, Doctor of Physical Sciences
ecological load - Paula Rivas – Architect
Flavio Tejada, Project director, Infrastructures Dept. - Irina Tumini - Architect
director
Paz Arteijo, Project coordinator, ICCP
Daniel González, commercial manager, Infrastructures SEGITTUR / Strategy 6 / Creating an innovative
Dept. associate digital space for all the people and activities
Ramón Rodríguez, technical director, Sustainability Pedro Antón
Dept. associate

CONSULLUNA / Strategy 7 / Instrumentation
for an institutional and social pact and new
“Governance” for the change
Sebastián Lora
Outside collaborators:
Eva Mª Álvarez
Mª Antonia Cantallops
Francisco Molina

PUBLISHED BY:
Consortium Platja de Palma

Conception, design and layout of this publication:
Alberto Corazón / Diseño Público

© Photographs:
Comparini Asociados
Mallorca quality
AHPP
Gori Salvà
Consortium
Ginés Díez, CCOO

Correcting texts:
Abril Cultura

CONTENTS

PRESENTATION .......... page 10 PART II ................... page 186
Institutional Presentation THE 29 PROGRAMMES
Commissioner’s introduction
Coordinator’s introduction
AND 98 ACTIONS
An agreed and endorsed project IN THE CAP
Executive summary 1. TOURIST POSITIONING
2. CLIMATE CHANGE AND NATURAL
SYSTEMS
PART I ....................... page 50 3. QUALITY OF LIFE AND EMPLOYMENT
ACTION PLAN FOR 4. URBAN AND TOURIST ENVIRONMENT
THE COMPREHENSIVE 5. METABOLISM – URBAN SERVICES
RESTRUCTURING OF 6. BUILDING AND MOBILITY
PLATJA DE PALMA 7. ICT SERVICES
CHAPTER 1 8. GOVERNANCE
THE COMPREHENSIVE ACTION PLAN
(PAI/CAP). GENERAL KEYS AND
STRATEGIES PART III .................. page 234
ARTICLES
CHAPTER 2
PROGRAMMING AND TIMING IN THE
COMPREHENSIVE ACTION PLAN (PAI/
CAP). PLATJA DE PALMA IN 2015 AND
2020

CHAPTER 3
THE FINANCIAL FORECAST OF THE
COMPREHENSIVE ACTION PLAN (PAI/
CAP)

CHAPTER 4
GOVERNANCE FOR THE
COMPREHENSIVE RESTRUCTURING OF
PLATJA DE PALMA

CHAPTER 5
A VIEW OF PLATJA DE PALMA IN THE
FUTURE

PRESENTATION
INSTITUTIONAL PRESENTATION
COMMISSIONER’S INTRODUCTION
COORDINATOR’S INTRODUCTION
AN AGREED AND ENDORSED PROJECT
EXECUTIVE SUMMARY
Plaja de Palma / Page. 10

Platja de Palma Consortium

Presentation
of the PAI/CAP


Institutional presentation
JOANA
BARCELó
MARTí
President of the
and Minister of Tourism and
Labour of the Balearic Islands
Government.

Tourism in Majorca and the Balearic Islands is facing a crucial moment, a challenge with a view to the future:
the comprehensive restructuring of Platja de Palma. A restructuring which seeks to change the current model
of tourism with the objective of redeveloping the area and making it into a reference point for national and
international coastal tourism.

As is indicated in the text of the Cabinet resolution, the Project for the Reconstruction of Platja de Palma “has to
be a model of action in which quality, competitiveness and sustainability come together to face the challenges
which global change and climate change represent for the sector”.

Since the formation of the Platja de Palma Consortium in 2005, involving the State Secretariat for Tourism of
the Ministry of Industry, Tourism and Trade of the Spanish Government; the Ministry of Tourism of the Balearic
Islands Government; the Council of Majorca; the City Hall of Palma and the Town Hall of Llucmajor, we have
worked hard to tackle with success a project so important to tourism and the economy of the Balearics.

After more than five years immersed in the project, we are now able to present the Comprehensive Action Plan
for the restructuring of Platja de Palma (CAP). We now have a planned and documented strategy, and we also
have a document setting out the strategic lines, the objectives and the actions which will lead to the success
of the various phases of the project, which was started in 2005 with the creation of the Platja de Palma
Consortium and which will complete its execution in 2020.

I want to emphasise the spirit of cooperation and collaboration among the various leaders of the five institutions
forming the Platja de Palma Consortium, who have been working on the project for the last five years. As an
example, we note that all the decisions adopted by the Governing Board of the Consortium have been approved
by agreement and unanimously.

My thanks also go to the Consortium team and the professionals who have taken part in the technical studies
and works which have enabled us to arrive at the document which we present today.

Finally, in the name of the Balearic Islands Government, I want to emphasise our commitment to the
transformation of Platja de Palma as a tourist destination, which will mean a stimulus towards success for
the businesses, the wellbeing of the neighbours, improvements in working conditions for employees and an
improvement in the comfort of our visitors.

InTRoduCTIon
MARGARITA
NáJERA
ARANzABAL
Spanish Government Commissioner
for Platja de Palma
and CEO of the

At the end of 2008 the Spanish Government appointed a commissioner as a stimulus to the project for the
comprehensive restructuring of Platja de Palma, as an instrument for intervention in order to reinvigorate the
technical work, the institutional management and business, trade union and civil participation in the whole
process. In May 2009 we presented a Pre-project on what needed to be developed in the medium and long
term to achieve the comprehensive restructuring of Platja de Palma.

Today we are fulfilling our commitment to present the definitive documents and have set out the long road we
have to travel to ensure the future of a resort which has become exhausted, but which was the cradle of coastal
tourism and, for 60 years, has brought us economic activity, employment and wellbeing, although logically we
also have to recognise that at times it was at the cost of an ecological overload and alterations in our coastal,
sea, rural and social environment, as well as our landscape and cultural heritage.
It is a great satisfaction to be able to present, now, the results of the work done by a large and complex team of
professionals, technicians and specialists in many fields of knowledge in the tourist world, town planning and
design, efficient and sustainable management of resources, as well as ecology, sociology, the economy, trade
unionism, safety and digital services, and also participation, communication and governance.
This has been a group of experts who devoted their best time and efforts to the creation of a route map of
success for a tourist destination which deserves the opportunity to continue contributing to the livelihoods of
thousands of people and businesses which, until today, have seen their continuity and survival threatened.

This group of professionals has worked as a team of coordinated and synchronised experts. All of them have
collaborated and cooperated loyally, efficiently and enthusiastically, with the conviction that the work done will
serve to ensure the continuity and prosperity of Platja de Palma and which, also, will set the standards for the

future of coastal tourist destinations in the 21st century.
If today we have a proposal to offer to society and to the institutions it is due to the enthusiasm and fine sense
of achievement which have been at the heart of the work of these professionals and that of all the people who
have contributed their criteria, appraisals and suggestions based on their research and knowledge. To all of
them we must express our recognition and gratitude.

The documents which we present form the Strategy for the comprehensive restructuring of Platja de Palma,
divided into three differentiated blocks: Platja de Palma; Towards 21st century tourism, for the broad
dissemination of the global proposal, The Restructuring of Platja de Palma: Comprehensive Action Plan,
with the bases and proposals of strategic actions and town planning instruments. These documents have been
prepared in line with the 7 strategies and 30 objectives which, since the presentation of the Pre-project of the
plan in May 2009, we have confirmed and adjusted to the works and studies done, in addition to checking them
with the institutions, with the political, business and trade union organisations, and also with civil society.
Platja de Palma; Towards 21st century tourism is designed for dissemination. It is intended to reach the
greatest possible number of people to explain the strategy, actions and process which we propose in order to
reach the goals set.
The documents on strategic actions include the Comprehensive Action Plan (CAP) and technical reports
by the professional teams who took part in the process of definition of the global strategy, by means of 29
programmes and 98 actions.
The documents of the town planning instruments comprise the Master Plan and the Town Planning Project.
The TPP is the town planning document embracing those proposals of the Master Plan which will have
repercussions on the territory.
The TPP comprises the municipal planning instruments, and governs the rights and duties of the owners
included in the field of the project, as well as the operations programmed by the public authorities and the
scheduled times to carry them out. With these two decisions we shall achieve the basis for the restructuring
and rehabilitation of Platja de Palma in order to proceed to its comprehensive reconstruction.

We have defined the proposal of intervention in Platja de Palma as a complex and coordinated system of
public and private actions, with the aim of a comprehensive transformation of the destination. We consider that
this great group challenge is a project-process to be executed in the short, medium and long term, in which it
will advance, analysing and evaluating progress in order to make adjustments which will allow us to improve
the interventions.
unfortunately we have no earlier experience to refer to, similar to our project, but the way traced out in these
documents gives us the guide we need to help us in the decisions we have to take and in the actions we have
to carry out.
We have developed a broad deployment of jobs and studies which will continue with the preparation of a
proposal of intervention in the fields of art, high quality museums, and the infrastructures necessary to give us
options in tourism in the field of cultural and artistic consumption. In the same way, we will continue advancing
in the presentation of an alternative to help in restructuring the supply of commercial and restaurant services,

which we shall prepare during the coming months, in agreement with the sectors involved.

The work done has had as a supervening priority: to create a model of tourism for success, prosperity and
continuity in the 21st century. We have studied the trends in the source markets, the demands and preferences
of the visitors to whom we aspire, as well as identifying the principal focus of the better potential visitors, both

for their quantity and for their higher spending capacity and facilities in air travel connections. In this way we
shall ensure profitability and economic activity throughout the twelve months of the year.

We are backing a change in the currently existing model of business so that the future of our businesses can
be guaranteed, constructing a new tourist paradigm which combines hotel quality, services and new amenities
under the principle of sustainability and eco-efficiency, with a resort management functioning comprehensively
and participated in by private and public bodies, with parameters of coordination, effectiveness, efficiency and
profitability.
under these conditions we shall ensure the guarantee of offering a product with variety, comfort, health,
safety, fun and leisure which will make the stays of our visitors unforgettable, with attractive and very varied
experiences, which will mean that they stay longer and return more often.
To achieve this we consider it appropriate to adapt the current volume of the supply of tourist accommodation
to the possibilities of demand and the preferences of quality and current and future services. This means that
it is essential to reduce the supply of accommodation which it is difficult to adapt to the new times and new
segments of visitors and help in its withdrawal and disappearance from the market.
We are backing, therefore, a significant reduction in the number of current places of accommodation in order
to improve the average offer significantly, for the benefit of the resort as a whole, business profitability and
improved employment.

The objectives proposed are ambitious and depend, largely, on private initiative and, for this reason, a proposal
has been prepared for a Bill on tax and financial measures to support and stimulate private agents to make
the investments and implement the actions envisaged in the CAP.
These tax measures provided in the Bill are directed, on the one hand, to attenuating the tax load on businesses
established in the area, to minimise their costs in view of a possible reduction in their activity during the works
of greatest scope. And on the other hand, a system of incentives for private investment will be established
through the application of tax measures to make certain transactions appear as neutral from a taxation
viewpoint, in such a way that taxation becomes a promoting factor and stimulates new investment.

We have studied the differentiating features which a successful tourist destination must have for the coming
decades.
Without doubt, one of these features will be that the best resort in the future must respond to global change,
climate change and will be the one which favours reductions of Co2 emissions to the atmosphere.
Resorts which do not respond to these requirements will lose category, miss the train of modernity and innovation

and cease to figure in the catalogue of preferences of many tourists and the wholesale travel agents.
The target set is to achieve that by the end of the process in Platja de Palma the Co2 emissions will be fully
compensated out. This aim is worth the effort, and undoubtedly will place us among the elite of innovative
tourist destinations, advanced and successful in the 21st century.
With the same criterion we have set ourselves another essential condition: substantial improvements in the

urban, natural, landscape and rural environments, as well as the coasts and seaside. The rehabilitation and
recovery of environmental values in land and sea areas will enable us to build a resort of better quality and
with very much greater attractions and values.

It is a difficult target, but we consider it a safe bet if we aspire to attract visitors who are more demanding, more
aware of their environmental responsibilities, who demand quality services and facilities which do not exist
today in our hotels and their surroundings.
Town planning design and the reassessment and restructuring of the urban environment are designed to
improve the comfort of the visitors and the wellbeing of the residents. We are seeking to make the esplanades,
squares, beaches and leisure and commerce areas more human, comfortable, attractive and safe. This will have
an impact on the quality of the stay and the wellbeing of people who visit us, but will also affect the people
who live in Platja de Palma, and this without doubt will improve the coexistence of tourism and permanent
residence.

In parallel with these actions we propose to carry out actions which will bring sustainability and efficiency in
mobility, accessibility and the internal and external connections of the area, necessary in order to create the
best environment, with a reduction in pollutants, noise and nuisance.
The total sustainability of the resort as a whole will require a commitment by private investment to make the
business installations, housing and basic infrastructures eco-efficient. In this task public action is not enough.
Therefore, all this will require a change in culture and mentality from businessmen, workers, residents and
visitors, as well as from institutional managers, a task which we are ready to take on.

Platja de Palma will be an outstanding destination, advanced in the use of ICT, both in internal management
systems and in marketing and promotion, as well as attending to and securing the loyalty of the visitors, from
their arrival at the airport and throughout their stay. To achieve this it will be necessary to invent new contexts
with the support of intelligent infrastructures, applied technology and the ability to organise and create useful
and important information, both for tourists and for the residents. undoubtedly we shall need to make great
efforts in this field, efforts which we are ready to undertake.
The project-process which we present for the restructuring of Platja de Palma has other very special distinctive
features which make it a unique project, as it contemplates restructuring a consolidated urban space without
needing to dismantle it or close it down during the works, or wait for its total decline. The destination will
continue functioning while the restructuring is going on. national and international tourism will continue to
find, among Mediterranean resorts, that Platja de Palma is an operating tourist destination, even while we are

carrying out its restructuring.

To do this, the works will start at three points of the resort: Can Pastilla, Sometimes Las Maravillas and S’Arenal
de Palma and Llucmajor. We shall use the low season for the larger-scale works in order to minimise the
inconvenience and affect the tourist activity as little as possible. We shall begin with actions which do not affect

the tourist activity significantly. For this reason we shall need coordinated projects and the synchronisation of
public investment with private investment.

In the CAP we deal with the needs for improvements in the quality of life and residence of the people. The
resident population, people who have always lived in the area, will keep their homes to prevent the area
where they live from becoming sociologically disturbed. The services, installations and infrastructures will be
improved, but the abiding spirit will be preserved, maintaining the sociological characteristics.

The people who live and work in Platja de Palma at present have been, since the start of our management, in
the centre of our concerns. Their employment, homes, training, education, safety and the social and cultural
hub and cohesion have been incorporated into the global strategy of the project. For this reason we have
developed a comprehensive plan which provides for improvements to current housing and the removal of the
substandard housing which still exists, but ensuring that no movements mean expulsion from the area and
avoiding any discrimination or marginalisation.

The progressive introduction of the new tourist model, the urban transformation and comprehensive rehabilitation
of the hotel and residential establishments will promote the creation of jobs and facilitate and encourage work
of a more and better classification, extending the activity throughout the twelve months, which will ameliorate
the seasonal nature and diversify jobs and professions; new professional opportunities will appear for young
people.
In the same way, in the Consortium we accept our function as promoters of negotiation and meetings of
trade union and business agents, so that relocations and improvements in employment and professional
qualifications can add their energies to the transformation of the resort.

Another distinctive feature of this project of renovation, restructuring and transformation is the fact that there is
a town planning Act for the restructuring of Platja de Palma which, for the first time in Spain, concentrates in one
public body the power of decision and execution of the whole of the town planning, tourist and environmental
regulations, in order to speed up the steps in the process of urban change.
In short, we intend to synchronise public and private initiatives to gain efficiency and flexibility in global
management. This town planning Act would not have been possible without a pact between the political parties,
the agreement of the institutions involved and the support of the people and the social actors.
This concentration of capacity of the town planning and regulation decision will offer the maximum guarantees
of stability, continuity and acceptance by the local, island, autonomous and state institutions, as well as the

social actors, trade unions, businessmen and professionals.

The public intervention will also guarantee stability in undertaking the investments needed to promote the
remodelling and creation of new public infrastructures, as well as other investments which lack the attraction of
financial profitability, but do have great potential in creating an environment and services of great quality. These

investments have been programmed for a volume of more than 1,200 million euro, up to 2020.
The financial programme of the CAP also sets out the programming of private investments necessary to achieve
the proposed goal. We consider the participation of private investment crucial to the success of the project,
which is why we have studied the most suitable conditions to achieve rates of return similar to those of the non-
speculative investment market. We have calibrated the possibilities of private investment in the sectors already
established at Platja de Palma, as well as other new ones which will create new opportunities for entrepreneurs
and investors. The amount established for private investment in these interventions amounts to 2,600 million
euro up to 2020.

on the other hand, it is necessary and possible to make Platja de Palma a reference point in comprehensive
security in a tourist resort. The safety problems in Platja de Palma are recurrent and will be present, at least
during the initial phase, in the process of restructuring. We think it important to establish strategies and
mechanisms for the analysis and observation of safety, and even to fix the basis for improvement, if possible,
in the coordination and collaboration of all the administrations and policies involved in this field. It is intended
that in all the town planning actions to be developed in the area the safety element should be taken into
account in the design and planning of spaces, since it has been shown that this coordination has significant
effects on improving the prevention of environmental insecurity and helps the visitor’s perception of safety.

Another important feature of the project-process was the consideration of that the actions and proposals of
the CAP considered as a whole should enjoy verisimilitude and credibility, for which reason it is basic that
we ensure stability in regulations, continuity in time and firmness in the taking of complex decisions. It was
necessary to have a catalyst to fuse together the interests of all the social and institutional actors involved.
This catalyst has formed the model for governance for management of the transformation and restructuring of
Platja de Palma.
The model of governance which we have applied has been presided over by the principles of negotiation,
consensus, accord, agreement, transparency and the rendering of accounts. Through these principles we want
to keep Platja de Palma free from speculation and, therefore, centred to the maximum in that everyone wins,
that no sector, group or segment can impose its advantages or gains over or at the cost of others.
A good example of this model of governance has been the functioning of the Consortium since its creation.
All its resolutions are adopted unanimously, independently of the party ties of the institutional heads forming
part of it.

Also we can point to the attitudes of the political parties, both those with government responsibilities and those

in opposition, in dealing with the project and in processing the town planning Act for the restructuring of Platja
de Palma, which foreseeably will be approved unanimously and in a single reading, in an extraordinary session
of the Balearic Islands Parliament, and in acceptance of the bases and strategic lines of the CAP.
Also we can show with satisfaction the support declared by businessmen, trade unionists, traders, restaurateurs,
philosophers and professionals, residents and the representatives of neighbouring entities.

up till now this model of governance has led us to attend many meetings, contacts, interviews and
negotiations.
We feel proud of the work done. We know the risks and the difficulties which are facing us, but we also know
that together, united, all of us pulling in the same direction and without losing momentum, this great project
can be carried out and cannot be stopped.

Throughout these months I have seen that we are all convinced of the need to act against the rapid deterioration
threatening us. In the same way I feel that we are all ready to play our part in the construction of a better future
which we can leave to the coming generations.

The re-creation of a beautiful tourist destination awaits us, so that we can offer to the better visitors an excellent
place to be, transformed and revitalised. We have this great opportunity to build it together, from today and
until 2020.


Introduction
FERNANDO
PRATS
PALAzUELO
Coordinator of the
Comprehensive Action Plan

All of us who helped to draw up the Comprehensive Action Plan for Platja de Palma are convinced that we are
confronting a change of historical period, demanding new paradigms and innovative solutions not only to face
the economic crisis, but also in dealing with challenges to our general systems related with energy, climate and
the environment.

We are also aware that we have to offer Platja de Palma a “change of model”, to deal with the ending of the
cycle of indiscriminate tourist and real estate growth which began half a century ago on the Mediterranean
coastline of Spain. The old patterns of development, which in the past produced substantial material benefits
to the country, have ended up by devaluing our best resources, going beyond the limits of capacity of our
coastal systems, and they need to be reviewed in depth with a view to economic, social and environmental
sustainability.

For this reason we have conceived the Action Plan in an attempt to articulate viable responses to both
challenges; responses in the line of innovation and change with a view forward to 2020-2030. Thus, the
Plan proposes a comprehensive restructuring of the area based on an ambitious tourist and town planning
repositioning, combining a consideration for climate change, reduction of the ecological footprint and with
the objective of achieving a zero carbon balance and with 100% renewable energies. For this reason we have
renounced simple real estate growth in order to back a comprehensive rehabilitation based on excellence, a
decrease in tourist accommodation and a reduction in environmental impact.

The Action Plan presented in this document enables us to state that its goals, objectives, programmes and

actions are technically viable and that, besides the talent and work of the experts, its development will depend
on other variables; principally the existence of leadership and broad political support which will give it substance
in the medium and long term and, above all, the fact that Balearic society is deeply committed to innovation
and change in order to overcome the current crisis. Starting from these premises, everything is possible and
the challenge to group creativity will inspire us all.

A PROJECT
AGREED AND
ENDORSED
Margarita Nájera Aranzabal
Spanish Government Commissioner for Platja de Palma,
CEo of the Platja de Palma Consortium
14 July 2010

From the start of my work with the Platja de Palma Consortium, the social actors have been claiming insistently
that certain requirements had to be met in order to produce confidence in the viability of the project. one
of these was regulation and juridical stability for the strategy and the actions projected. Another of the
requirements was that there should be an institutional consensus and a political pact as a way of arriving at
a social, labour and business consensus. This was the reason why we decided to include in the strategy for
restructuring Platja de Palma the creation of a new way of managing the public interest, the private interest and
group values. We decided that we needed governance for change, a new scheme both in relations with society
and the political parties with responsibility in government or opposition, and in collaboration and cooperation
among the institutions involved.
From the start of our mandate, we backed the aim of achieving the consensus, the agreement and the pact,
doing it with transparency and with broad processes of communication and information which would encourage
the participation of all the people whose hopes for the future are centred on Platja de Palma, starting from the
current reality.
Today, a few days from approval in a single reading of the Bill on measures for the comprehensive restructuring of
Platja de Palma, in the Plenary Session of Parliament, we can say that this great success has been achieved by
all of us together, as it represents the sum of all the efforts, work, experience and generosity of the many people
who believed in the project and challenge which we have outlined. It is a good sign that the Bill has already
been signed by the spokesmen of our principal parliamentary groups, PP, uM, BLoC, PSIB-PSoE, and that on

27 July next it is expected to be approved unanimously in an extraordinary Plenary Session of Parliament. This
is, and will be, a historic agreement which underwrites the confidence and credibility that the Platja de Palma
Consortium needs to lead the process of transformation, restructuring and renovation necessary to achieve a
tourist resort which is successful, innovative, prosperous, sustainable and free of speculation. The new Act on
measures for the comprehensive restructuring of Platja de Palma is its guarantee.


SUMMARY
EXECUTIVE

The “Comprehensive Action Plan (CAP or PAI)” is the cross-disciplinary tool for the operational planning
of the “Comprehensive Revitalisation Strategy for Platja de Palma,” the aim of which is to design a
project to recover the value and competitiveness of a mature tourism area, environmentally devalued and
threatened with further decline.

The text on the PAI, and this PRESENTATION, are organized in THREE PARTS. The PART ONE deals with the
Comprehensive Action Plan, while the second outlines the plan’s Programmes and Actions. Lastly, the third
section presents various published opinions. A series of papers and reports on each of the Strategies in the
Plan complement this document.

EXECUTIVE SUMMARY / CHAPTER 1 / PART ONE

CHAPTER 1, “THE COMPREHENSIVE ACTION PLAN (CAP/
PAI). KEY ISSUES AND GLOBAL STRATEGIES
The PAI’s central GOAL1 is to PROMOTE THE COMPREHENSIVE REVITALISATION OF PLATJA DE PALMA,
STIMULATING A NEW CYCLE OF INNOVATION, PROSPERITY AND SUSTAINABILITY FOR THE AREA, AT A
TIME OF GLOBAL CHANGE.

The PAI approaches this Revitalisation process with the perspective of integrating tourism, environmental,
social and urban planning matters, basing upon “Governance” capable of stimulating collaboration among
the various public, private and social actors involved in the Project 2. Thus, the Plan is structured3 in three
sections: Strategies and Objectives, Programmes and Actions, and the Indicator System for Monitoring and
Assessing the Plan (ISMA).

RATIONALE STRUCTURE

TOURISM 1
TOURISM 1
GOAL
GOAL

7 STRATEGIES
7 STRATEGIES
30 OBJECTIVES
30 OBJECTIVES
“GLOCAL” SOCIETY,
“GLOCAL”
ECOLOGY “GOVERNANCE”
“GOVERNANCE” SOCIETY,
CULTURE
ECOLOGY CULTURE

29 PROGRAMMES
PROGRAMMES
98 ACTIONS
98 ACTIONS

TERRITORY,
TERRITORY,
TECHNOLOGY
TECHNOLOGY 29 INDICATORS
29 INDICATORS

Source: F. Prats/Consortium

Key considerations on the global and tourism context4
Aware of the dimension of the challenges faced ahead, the Consortium addressed a series of issues related to

the global and tourism context, which can be summarised as follows:

1 See Section 1.2.1. on “An innovative Project for a different future.”
2 See Section 1.1.1 on “Concepts, rationale and tools of the Plan.”
3 See Section 1.1.2. on “Structure of the Plan.”
4 See Section 1.2.2. on “Challenges derived from the worldwide and tourism context: six key considerations.”


• Beyond the depth of the economic crisis, everything indicates that we are confronted with a historical
cycle change with new paradigms, issues and values.
• The uncertainties of the “post-crisis cycle” may prevail for some time and may lead to a different
future, in which the need to get by with certain global restrictions may result in a readjustment of
current energy, production and consumption patterns.
• Environmental concerns and reducing impact on nature and climate will play an increasingly
stronger role in regulatory matters and also in social demands.
• Transport and aviation are already subject to important environmental and energy restrictions
and this will affect travel conditions in the future.
• Tourism, one of the world’s major industries and highly dependent on the trio environment-energy-
transport, will inevitably be affected by this global change of era and model.
• Tourism on the Spanish coast, including the Balearic Islands, has exhausted its own cycle and
needs to be repositioned entirely to face the historical challenges and upcoming changes.

Opportunities and requirements for the success of Platja de Palma5
• Platja de Palma offers outstanding conditions for a tourism repositioning, if it commits to
reformulating its historical model with a view to adapt its value chain to global, tourism and local
changes and challenges.
• Platja de Palma must design an ambitious Comprehensive Revitalisation Strategy aiming to achieve
a highly innovative tourism/urban Project, one that takes into account future energy and transport
uncertainties, improves local quality of life and becomes an international reference on environmental
commitment.
• The change revolves around the new tourism positioning and requires a Project that can increase
the appeal and uniqueness of the experiences offered in the area; that can generate more value with
less demand, create more and better jobs and demonstrate exemplary environmental behaviour.
• Platja de Palma’s Comprehensive Revitalisation must also fully commit to a complete refurbishment
of the entire area and all residential buildings.
• Platja de Palma Project must be designed as a public-private initiative that is sustained on solid
economic, competitive and sustainable bases, with adequate return on investments and ensuring
public funds are managed with transparency, efficacy and rationality.
• Platja de Palma must become an eco-environmental reference, revitalise the coastal ecosystems
and lay down new urban codes for a “solar”, “renewable”, “carbon neutral” city in order to shape

a more attractive and sustainable region.
• Changing Platja de Palma’s paradigm requires a firm commitment to innovate on every front:
political, economical and tax, business-wise, in tourism and urban planning, in the operational

5 See Section 1.2.3. on “Opportunities and requirements for the success of Platja de Palma.”


management of medium and long-term processes, and in responding to environmental and climate
commitments.
• And it requires various conditions for success: an ambitious Project, strong institutional
commitment, support from corporations, trade unions and society, and the best professional talent
to undertake the Project with excellence.

EXCELLENT POSITION OF THE AREA “PLATJA DE PALMA – CIUDAD DE PALMA – ISLA DE
MALLORCA”

MALLORCA ISLAND

PALMA CITY

AIRPORT

PLATJA DE PALMA
PALMA BAY

AND A NEW VALUE-RECOVERY PARADIGM
In the Balearics, “more” no longer means “better”, thus the clearest route to recover tourism
value and competitiveness of Platja de Palma implies evolving towards a full repositioning of
excellence, based on renovated Mediterranean values, exemplary in environmental behaviour,
capable of attracting new and fewer numbers of clients, with less seasonality, higher demands
and better business results, and less dependent on mass and low cost air transport.
Source: F. Prats/Consortium


Envisioning future scenarios6
A Project with the magnitude, complexity and timeline such as Platja de Palma’s, also needs special tools to
be able to project potentially key elements in the final scenarios.
With this goal, the Consortium has worked with a “Simulator of Strategic Scenarios (SSS) – End of Project”,
which allows to envision various routes of intervention and compare their performance on a series of key
elements: tourism pressure and quality, economic results, social conditions and environmental situation.

“FINAL SCENARIO PLATJA DE PALMA” (50% OCCUPATION X 200% qUALITY)
COMPARED TO CURRENT SITUATION


Source: F. Prats/J. Murillo AUIA

6 See Section 1.3. on “Contrasting visions and future scenarios.”


Although, logically, the simulations only project estimates of key trends for the different strategic routes, in fact
they show that only a very ambitious route of “high/very high repositioning” will fully satisfy the central
objectives of the “Comprehensive Revitalisation Strategy of Platja de Palma.”

Seven strategies for change
From the PAI’s central GOAL derive the 7 Strategies that outline the key levers of the Project and the 30
Objectives that specify the core steps to be taken for each strategy7

E.1. Commit to an innovative, competitive and sustainable tourism positioning
E.2. Respond to Climate Change and preserve land and sea ecosystems
E.3. Improve quality of life and employment of residents and workers
E.4. Fully recover the urban land system with a Mediterranean and sustainable approach
E.5. Target ambitious commitments to reduce local and global environmental impact
E.6. Create a high-tech digital environment for everyone and all activities
E.7. Articulate an institutional and social pact and new “Governance” for steering change

7 For more details on Strategies and Objectives, see Section 1.4 on “Seven Strategies and thirty Objectives for
change.”


CHAPTER 2, “PROGRAMMES AND TIMELINE OF THE
COMPREHENSIVE ACTION PLAN (CAP/PAI). PLATJA DE
PALMA IN 2015 & 2020”
From the start, the Consortium stated the need to promote strategic tourism positioning changes which
would achieve operational results in the short and medium term. To this end, the PAI establishes a series of
“Comprehensive Revitalisation Stages (CRS)” to drive change in 2015 and 20208.

After an initial stage of Immediate Actions, focused on creating operational tools and developing urgent
activities, the PAI establishes a place and time roadmap which guides the Programmes and Actions.

• Short term (2015): Complete “1st Comprehensive Revitalisation Stage (CRS)”, visualize tourism
changes in the three “Drive Areas (DA)”, finalise 1st housing and tourism refurbishment program,
and first social and environmental results.
• Medium term (2020): “2nd Comprehensive Revitalisation Stage (CRS)” consolidating/extending
tourism Revitalisation and three “Driving Spaces (DS)”, continue with full refurbishment programmes,
progress on social objectives and significant reduction of environmental impact.
• Long term (after 2020) completion of the entire project over the whole territory and in all fields of
action.

PLACE/TIME FRAMEWORK FOR PROGRAMMES AND ACTIONS

2015


8 For general information see Sections 2.2. “Place and time framework,” 2.4. “Comprehensive Revitalisation
Stages (CRS) for 2015 and 2020”, and for more details, Sections 2.5. & 2.6. on Platja de Palma in 2015 and 2020.


2020

BEYOND 2020

Source: WEST 8

The Plan’s Programmes and Actions
The 29 Programmes and 98 Actions, derived from the Goal, Strategies and Objectives, and adjusted to time
and place requirements, are presented in PART TWO of the PAI. They represent the Plan’s nucleus since they
articulate the operational tools for carrying out the Comprehensive Revitalisation of Platja de Palma. The
Programmes cover systemic fields of action (the tourism model, climate change, quality of life, etc) and also
define a series of Actions to be implemented9.

9 For further general information on Programmes and Actions, see Section 2.1. “An integrated view on
Programmes and Actions;” to see the list, check Section 2.3. “The PAI’s 29 Programmes and 98 Actions;” and for a
content summary, see PART TWO of the PAI.


CHAPTER 3, ON “FINANCIAL PROJECTIONS OF THE
COMPREHENSIVE ACTION PLAN (CAP/PAI)”,
The Comprehensive Revitalisation of Platja de Palma is conceived as a major public-private cooperation
Project which, under institutional leadership, should develop a new healthier, competitive and sustainable
economic base for the area. This requires the creation of an appropriate framework so that private investments
can be made in comparable conditions to those available in non-speculative equity markets, and, also, so that
the public investments that ensure actions in public interest –and which do not respond to entrepreneurial
rationale- are made with transparency, efficacy and logic, and also obtain their due return.

Financial programme10
The themes of the PAI’s financial programme are distributed in eight strategic concepts11 that group the 29
Programmes and 98 Actions.

INVESTMENT DISTRIBUTION BY STRATEGIC CONCEPTS
Urban and Tourism
Environment

Remainder
• Tourism Positioning
• Governance
• Quality of Life and Employment
• ICT Services
• Climate Change and Natural Systems

T+R Comprehensive
and Mobility

Metabolism and Urban Services

Source: Everis

90% of investment focuses on recreating an attractive urban, tourism and construction environment,
guided by the criteria of tourism repositioning, improving local quality of life and achieving ambitious
environmental targets.

10 See Section 3.1. on “Frame of reference” and 3.2. on “Financial Programme.”
11 See Section 3.2.1.on “Investment by strategic concepts in the PAI programmes.”


In terms of timing12, the Programmes and Actions are financially organised on the basis of the four main
PAI phases – Immediate, Short term (2015), Medium term (2020) and Long term (after 2020)- so that the
area’s Revitalisation can be materialised as foreseen in the two “Comprehensive Revitalisation Stages (CRS).
Specifically, the investments up to 2015 amounting to €1,210 million, and a further €998 million are foreseen
in the period 2015-2020.

Long term Actions beyond 2020 will complete the change model, through activities aimed to finalise all the
projects over the entire territory, with an estimated additional investment of €1,760 million.

Regarding the source of funds13, given the magnitude of the revitalisation strategies, the environmental
impact reduction programmes and the full refurbishment of all construction, public Administration and entities
will undertake 35% of the investments and 65% will come from private investors.

INVESTMENT DISTRIBUTION BY SOURCE AND STRATEGIC CONCEPTS

Tourism positioning

Climate change and natural
“Governance” systems

ICT Services quality of life and employment

T+R Construction and mobility Urban and tourism environment

Metabolism and Urban Services

Public investment Private investment

Source: Everis

Likewise, it should be noted that there are three large types of investment, reflecting the varying level of
investment by the public sector and Administrations: entirely public (0.64% of total), predominantly public
(13.76% of total) and predominantly private (85.61% of total).

12 See Section 3.2.2. on “Investment distribution by phases.”
13 See Section 3.2.3. on “Financial distribution by source.”


Private investment rationale14
The PAI, from a comprehensive economic perspective, encompasses strategic concepts that will both develop
already existing industries as well as stimulate the creation of new ones, generating new investment and
business models in the area, opening opportunities to existing businesses and to new investors.

In any case, Platja de Palma Project intends that the return on private investment, in either existing or new
businesses, should be similar to returns in the non-speculative equity market, and that the investment
distribution should benefit several industries directly, creating a multiplying effect that will extend the investments
to collateral industries, generating major indirect effects.

Public investment rationale15
To achieve all the objectives in the “Comprehensive Revitalisation Strategy of Platja de Palma”, strong public
involvement is required to guarantee the stability and systemic nature of a long term Project that surpasses
the rationale of private industry, which needs to obtain returns in the short term.

Financial and economic management tools16
Regarding the creation of corporations and holding entities, given the diverse nature of activities and the
mix of public-private funding, the Consortium must consider the various legal, corporate and holding methods
available for implementing the Programmes and Actions, guided by criteria of efficiency, flexibility and speed.

Furthermore, the Consortium, being aware of the magnitude of public investments to be dedicated to the
Comprehensive Revitalisation of the area, will adopt the necessary measures to avoid the rise of speculative
problems, since these could create effects on prices capable of making the plan unviable.


14 See Section 3.3. on “Private investment rationale.”
15 See Section 3.4. on “Public investment rationale.”
16 See Section 3.5.


CHAPTER 4, “GOVERNANCE FOR THE COMPREHENSIVE
REVITALISATION OF PLATJA DE PALMA
The complexity and timing of the Comprehensive Revitalisation of Platja de Palma represents a Governance
challenge that relies on a key concept: consensus among its key actors17.

Thus, the Governance model contemplated in the PAI aims to attain the agreement and support of institutions,
political parties, government teams and opposition teams, business people, trade unions, and civilian
organisations.

• A pact among political organisations, to ensure the Project’s strong continuity over time regardless of the
changing roles of parties, whether they are governing or in the opposition.
• Agreement among the five institutions comprised in the Consortium, to enable administrative speed
and effective public management, as well to provide regulatory stability and to reinforce the Project’s
credibility and its transformation process over time.
• Corporate and trade union commitment, to support the renovation of the existing tourism model and
pursue a higher quality model with improved economic, employment and social significance.
• Citizenship support to the innovative initiatives promoting cultural and social change, to be brought
about through the transformation of the residential environment and the way visitors and residents co-
exist.

The PAI’s participation and evaluation system18
The Platja de Palma Consortium understands that the reach and goals of the Project can only be attained
by providing information to the people who live and work in the area and allowing them to participate in the
proposed changes.

In addition to the already initiated citizen’s participation, carried out through workshops and construction
monitoring committees, the Consortium has designed a central, stable system for information, debate and citizen
interaction, articulated through the Entities’ and Citizens’ Forum19, which has the following objectives:
• Encourage the participation and involvement of citizens.
• Provide a forum for monitoring, posing questions and collaborating.

17 See Section 4.1. on “Political consensus, institutional agreement and corporate, trade union and civilian
commitment.”
18 See Section 4.2. on “An active participation process, with sound monitoring, evaluation and performance
systems.”
19 See Section 4.2.1. on “The participation system.”


• Promote dynamic and participative citizenship.
• Aid the work of technical teams and the Consortium through permanent feedback in both
directions.
• Articulate the cultural change process in line with the Comprehensive Revitalisation of Platja de
Palma

STRUCTURE OF THE FORUM OF ORGANISATIONS AND CITIZENS

The Plenary. With three types of participant:
• Representatives of associations: social, economic, cultural organisations, works
committees, etc.
• Citizens’ representatives chosen by lot from among local residents and voluntarily
agreeing to take part in the Forum.
• Representatives and technical staff from the Consortium, representatives of public
bodies tied to the Plan and individuals with key expertise in the thematic areas
discussed by the Forum.
The Plenary may set up Working Groups, created specifically to explore in greater depth those
areas requiring particular attention, either for monitoring purposes or to present proposals
before the Consortium. The Working Groups will report their conclusions and proposals to
the plenary.

The Participatory Network, comprising all individuals who register on the corporate website,
accessing a separate space presenting information about execution of the Plan, the
resolutions passed by the Forum, etc. The members of the Participatory Network may in
turn register opinions, make proposals and suggestions and contribute new information
Source: Consulluna
(documents, images) of use in the effective development of the Plan..

Due to the dimension, complexity and timings of the PAI, it is essential to have a System of Monitoring
and Evaluation Indicators (The SISE) of the plan and evaluate the process over its various key milestones,
especially during 2015 and 2020, although a series of Talisman Indicators (PI) are foreseen and will be
evaluated more frequently20.

Thus, a system has been designed for the PAI with 29 Indicators (12 of them talisman) which, in addition to
concept definition and units, establish present value, final target value, corresponding increases (or decreases)
and expected performance in 2015, 2020 and after 2020, at the end of the Comprehensive Revitalisation
Project.

20 See Section 4.2.2. on “System of Monitoring and Evaluation Indicators (SISE) the PAI.”


A communication system addressing all involved parties21
Society’s opinion of an institution always reflects the information the very institution provides to the
outside world. Hence, communication is considered a vital tool for the Project, to achieve participation,
consensus, support and credibility among the people of Mallorca and the Balearic islands, as well as at
national and international levels. To this end, the PAI envisions a Communication Plan with several strategic
objectives:
• Generate awareness for Platja de Palma project
• Increase presence in the media
• Communicate with transparency and credibility
• Promote the area and elevate its prestige
• Communicate the project locally, nationally and Europe-wide

Organisational structure of the CAP/PAI22
Unquestionably, the Revitalisation Project of Platja de Palma must be provided with management tools that are
capable of responding to the challenges of the Project.

The organisational structure is multi-faceted and can be designed in various manners, alternatives which the
key members of the Consortium must evaluate. In this regard, the PAI proposes ten considerations to be taken
into account:
1st. The new organisation must be larger, much stronger.
2nd. Management must be comprehensive.
3rd. The complex management network is to be steered by the Consortium.
4th. The importance of the representation/relation channels to be established with private
investors and local social actors.
5th. The importance of establishing a public-private Agency for the careful management of the
tourism destination.
6th. Appropriate mechanisms must also be articulated to manage the other areas of the
project.
7th. The importance of cooperating with other Administrations.
8th. A “Platja de Palma Certification” as a necessary requirement to maintain the full coherence
of the Project.

21 See Section 4.3. on “A broad communication and information system, diversified and addressing all involved
parties.”
22 See Section 4.4. on “Organisational structure and management tools for the Comprehensive Revitalisation of
Platja de Palma.”


9th. Innovation must be applied across the entire Project when the PAI is put into practice.
10th. Innovative Information and Communication Technologies (ICT) are needed for the
comprehensive management of Platja de Palma23.

TENTATIVE ORGANISATIONAL CHART OF PLATJA DE PALMA INTEGRAL MANAGEMENT ENTITY

Source: F. Prats


23 See Program XXV “Designing and implementing an ICT System for communication and management of the
Plan and processes.”


CHAPTER 5, “A VIEW OF PLATJA DE PALMA FOR THE
FUTURE”
The project of reform of Platja de Palma means the restructuring, rehabilitation and transformation of a
mature coastal tourist resort. The transformation has to be comprehensive and as broad and deep as
possible.
Some of the pictures shown here are an approximate rendering of the foreseeable results at certain strategic
points, to make the actions programmed easier to understand.

The results are presented in the following ambits:
Natural environment: rivers, beach and sea
Green corridors: esplanades, gardens, squares and streets
Sustainability: mobility, zero emissions to the atmosphere
New hotels, Mediterranean individuality and new supplementary services

Pictures by West-8

EXECUTIVE SUMMARY / PART TWO

PART TWO :
THE 29 PROGRAMMES AND 98 ACTIONS OF THE CAP/PAI
The 29 programmes and 98 actions resulting from the process will be deployed in the space and time
framework described around eight strategic concepts: the first three, related with tourism, ecology and
quality of life, are principally concerned with the design of policies which will need to be developed by other
programmes and, to a lesser degree, the application of very specific working lines; the next four are orientated
to the implementation of town planning, building, mobility and ICT, and the last, “Governance”, deals with the
management of the CAP and relations with society.

Tourist positioning quality of life and employment
I. Design a competitive business model IX. Design and implement a plan to strengthen
social cohesion and improve the quality of
II. Design and implement the “Competitive employment
diamond”
X. Design and implement a plan for the
III. Design and implement the Marketing System in restructuring of the existing productive fabric
Platja de Palma
Urban and tourist environment
IV. Establish strategic directives and monitoring XI. Prepare a town planning project which
systems in relation with adaptation and reassesses, defines and protects the various
resilience in facing Climate Change urban and landscape areas

V. Define strategies and apply measures for XII. Manage key land areas for the viability of the
preservation and an increase in the resilience project
of the natural land, coastal and marine
ecosystems XIII. Design and implement a Project for general
redevelopment of the urban fabric and key
VI. Design and implement a system of information, public areas for tourist restructuring
management and monitoring on the
sustainability and resilience of the beach XIV. Design and implement symbolic urban and

tourist items
VII. Establish actions for the comprehensive quality
of the natural water cycle in the hydrographic
basin considered as a whole

VIII. Establish and implement measures for the
sustainability of urban ecosystems

EXECUTIVE SUMMARY / PART TWO

Metabolism – Urban services ICT Services
XV. Design and implement an energy scenario XXI. Plan and implement an Integral and Universal
which finishes with a “0 carbon balance” and System
100% renewable energies
XXII. Design and implement tools and services to
XVI. Design and install a management system for increase productivity and competitiveness for
the urban water cycle with minimum impact businesses
and greatest efficiency
XXIII. Design and implement the services and tools
XVII. Design and implement a waste management necessary to support the tourist life cycle
system which minimises waste generation and
projects a “0 scenario at the rubbish dump” XXIV. Design and implement tools for access to the
network and to all the public services when
XVIII. Design and implement a plan for improvements necessary
in acoustic impact
XXV. Design and implement an ICT System for the
management and communication of the Plan
Building and mobility and its processing
XIX. Design and implement a plan and a
certification system for the comprehensive XXV. Dissenyar i implementar un Sistema TIC per a
rehabilitation (and new works) of tourist and la gestió i comunicació del Pla i del procés
residential building to reduce by 50% the
environmental load and the number of tourist Governance
places XXVI. Design and put into practice a plan of
institutional relationships
XX. Design and manage a sustainable mobility plan
with a “0 carbon balance” in local movements XXVII. Design and start up a plan for relations with
society

XXVIII. Design and promote a broadly participative
process

XXIX. Design and implement a comprehensive,
transparent management system for the whole
of the project

EXECUTIVE SUMMARY / PART THREE

PART THREE:
ARTICLES

From the start of the Platja de Palma project we have had the benefit of opinions, ideas and suggestions from
the most competent professionals in the fields of action involved in this ambitious plan for the future.
We have always been aware that the consensus, pact and participation are essential conditions in achieving
the most important aims to which we aspire and, for this reason, we have maintained constant and multiple
channels of connection open between all the social, professional and institutional actors involved in the
project.
And in Part Three, we include a series of articles by people with significant responsibilities in the terms
embraced by the CAP/PAI.

EXECUTIVE SUMMARY / PART THREE

RECOVERY OF PLATJA DE PALMA: A MULTIDISCIPLINARY PROJECT
Montserrat Casas
Rector UIB (Balearic Islands University)

COMMITMENT AND LEADERSHIP FOR A NEW MODEL OF DEVELOPMENT
Sebastián Escarrer
Vice-President of Sol Meliá

TOWN PLANNING AND SUSTAINABILITY
Ramon Folch
Doctor of Biology and Sociologist

THE HOUR OF RESPONSIBILITY
Javier Gómez-Navarro
Former Spanish Minister of Tourism and Trade
President of the Senior Council of Chambers of Commerce of Spain and
Chairman of Aldeasa

ZERO CARBON BALANCE. A CHALLENGE AND AN OPPORTUNITY
Enrique Jiménez Larrea
Director General of IDAE (Institute for the Diversification and Saving of Energy)

PLATJA DE PALMA: A DECIDED STRUGGLE AGAINST CLIMATE CHANGE
Cristina Narbona
Former Minister of the Environment and
Spanish Ambassador to the OECD

AN OPPORTUNITY TO CONSTRUCT TOURISM FOR THE 21ST CENTURY
Taleb Rifai
Secretary General of the World Tourist Organisation

RESEARCH: A KEY TO SUSTAINABILITY
Rafael Rodrigo Montero
President of the Senior Scientific Research Council (CSIC)

CHAPTER 1.
THE COMPREHENSIVE ACTION
PLAN (CAP). GENERAL KEYS AND
STRATEGIES

CHAPTER 2.
PROGRAMMES AND TIMING IN THE
COMPREHENSIVE ACTION PLAN
(CAP). PLATJA DE PALMA IN 2015
AND 2020

CHAPTER 3.
THE FINANCIAL PROJECTION OF
THE COMPREHENSIVE ACTION PLAN
(CAP)

CHAPTER 4.
GOVERNANCE FOR THE
COMPREHENSIVE RESTRUCTURING
OF PLATJA DE PALMA
Platja de Palma / Page. 48


PART I:
The Action
Plan

CHAPTER 1
THE COMPREHENSIVE
ACTION PLAN (CAP/
PAI). GENERAL KEYS
AND STRATEGIES
1.1. THE “COMPREHENSIVE REVITALISATION STRATEGY OF
PLATJA DE PALMA AND THE “COMPREHENSIVE ACTION
PLAN (CAP/PAI)”

1.2. GOALS OF AND KEYS TO THE “COMPREHENSIVE ACTION
PLAN (CAP/PAI)”

1.3. CONTRASTING FUTURE VISIONS AND SCENARIOS

1.4. SEVEN STRATEGIES AND THIRTY OBJECTIVES FOR CHANGE

1.1. THE “COMPREHENSIVE REVITALISATION
STRATEGY OF PLATJA DE PALMA AND THE
“COMPREHENSIVE ACTION PLAN”
(CAP / PAI)
The “Comprehensive Revitalisation Strategy of Platja de Palma” is formulated in order to provide solutions that
allow the recovery of the value, competitiveness, and sustainability of a mature tourist area that has been
environmentally devalued and is threatened with decline.

The Strategy is conceived as a system consisting of various strategic and town planning instruments, which
are capable of tackling the multiple plans of a complex Project in order to transform the current dynamics into
new opportunities that look to the future.

PLANNING INSTRUMENTS OF THE “COMPREHENSIVE REVITALISATION STRATEGY OF PLATJA DE PALMA”

COMPREHENSIVE
REVITALISATION STRATEGY
OF PLATJA DE PALMA

Strategic Town Planning
instrument instrument

INTEGRAL MASTER
ACTION PLAN PLAN
(PAI)
RECONVERSION
PLAN

Source: F. Prats/Consortium.

• The “Comprehensive Action Plan (PAI)” is conceived as the articulation, in a single cross-discipline
instrument, of the contents of a strategic plan establishing the Goals, Strategies, and Objectives1, of
an action plan defining the Programmes and Actions that allow these to be achieved, together with
the System of Indicators which is to facilitate their assessment over time.
• The “Master Plan (MP)” is shaped as a town planning instrument of reference which provides
an indication of a general and desirable vision of the future, which is to guide the subsequent
development of the legal plans and projects that will be generated in the area.
• The “Town Planning Restructuring Plan (Plan de Reconversión Urbanística, PRU)” is the legal town
planning instrument which initially and for the whole area defines the structure, classification, and
assessment of the land, the natural systems, the planning of buildings and infrastructures, and the
administrative system that will govern the urban development of the area.

1.1.1. PHILOSOPHY, LOGICS, AND TEAMS OF THE PLAN
The PAI is shaped as a strategic planning instrument that operates from a complete and sustainable vision
of a complex dynamic system over time, such as Platja de Palma, in which various institutional, public,
private, and social players come together.

LOGIC OF THE PAI

TOURISM
GO

7 STRA
30 OBJ
“GLOCAL” SOCIETY,
ECOLOGY “GOVERNANCE” CULTURE

29 PROG
98 AC

TERRITORY,

TECHNOLOGY
29 IND

Source: F. Prats/Consortium.

1 An advance of the Goals, Strategies, and Objectives was presented by the Consortium in May 2009.

The Revaluation of Platja de Palma. Comprehensive Action Plan

The Revaluation of Platja de Palma. Comprehensive Action Plan

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