Abstract ID: 1226 - OralTrack: 3. Planning Law, Instruments, Practice Page 1/1

Tools To Create Profitability and Sustainability in Archaeological Sites

Um Flores, Erika

University of Las Palmas de Gran Canaria, Faculty of Architecture. Department of Art City and Territory. 3rdfloor. Tafira Campus, GC- 35017. Las Palmas de Gran Canaria http://www.dact.ulpgc.es/principal.html

Copenhagen Business School, Department of International Economics and Management, Porcelænshaven 24A,3rd floor. DK - 2000 Frederiksberg http://www.cbs.dk/en/Research/Departments-Centres/Institutter/INT Email:

erika.um101@doctorandos.ulpgc.es  

This article aims to analyze and compare how different countries use different management tools, tourism,management plans are being implemented in the archaeological sites that have a high demand for tourist sunand beach tourism, as well as economic instruments that are being implemented in Cyprus, Turkey, Greece andMexico.

This article has two objectives: first, to analyze and compare how different countries use different touristmanagement tools, management plans which are being implemented in archaeological sites that have a hightourist demand for being close to a sun and beach destination, our secondary objective is to know theapplicability of the management tools being implemented to manage the archaeological sites with a tourist use.

The investigation showed that while nominating an archaeological World Heritage Site means that you canincrease its appeal, it doesn’t necessarily mean that ensures efficiency in the management of conservation andcontrol of tourism carrying capacity. Another result was that while entry fees and access fees have not beenimplemented based on the number of visitors, nor the size of the archeological area, these measures are beingstudied to control capacity and raising funds for economic management of archaeological sites, with Mexico asthe country is more interested in implementing it in the short term. On the other hand, many archaeologicalsites, that could increase the entry fee, are sites that are nominated World Heritage Site or are initiated. Alsoanalyzing the policies and actions of different actors involved, it was concluded that while the public sector hasto play the role of regulator, infrastructure provider, distributor and transmitter of the tourist experience, nojoint coordination regarding management strategy in the archaeological tourist destinations in the four countrieswith the actors involved. Moreover, although the private sector has an important role in promoting thecompetitiveness of the destination is not being fulfilled to 100% due to the different objectives in managementplans and land use plans and the different investment policies archaeological sites with tourist use.

Finally we analyzed the economic instruments that can possibly be implemented in the studied cases and theirmanagement status, being among them: i) zoning, ii) environmental taxes, iii) user fees, iv) Restriction of freeaccess, v) Ecolobel and certifications, vi) incentive plans and vii) Quotas.

Keywords:  Sustainability, Tourism, Archaeology, Tools, Management