Sustainable Tourism Development in Northern Cyprus and Prospects for Convergence

Dr. Bulent Kanol (PhD in Management) 27 May 2005 Nicosia CONTENTS Introduction Literature Review - Contemporary developments in tourism - Sustainable tourism - Cooperation and Peace building through tourism Methodology

- Action Research methodology - Strategic Plan approach - Case Studies

Research and Findings -Primary – work carried out with tourism sector 1999-2005 -Secondary- Masterplan studies

Latest statistical and other information Analysis and Discussion Conclusions and Recommendations

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INTRODUCTION The guiding hypothesis to this paper is that: Tourism sector can be a leading sector in Northern Cyprus economy and contribute to a healthy convergence of the two currently separate economies in Cyprus through adopting a sustainable tourism development based on quality and special interest tourism when there is a political solution. Furthermore, cooperation in the area of tourism might be a leverage for a peaceful path to this solution process. The author envisages that the long lasting low occupancy rates in the North is due to a lack of strategic approach to tourism as well as the political instability and limitations arising from a lack of solution to the Cyprus problem. This paper looks at what could be done in the area of tourism with possible incentives and aid to adopt the right investment strategy, in order to help the economy of Northern Cyprus. The main aim being to develop the economy in a sustainable way and prepare the ground for a healthy convergence with the economy of the South. The first part of the paper looks at contemporary developments in the area of sustainable tourism development and cases of cooperation in tourism in conflict areas. The second part explains the methodology used to reach findings. Third part is the various researches carried out in the area and findings followed by analysis and discussions. The final part is Conclusions and Recommendations. The paper aims to help those policy makers who are seeking ways of developing the economy of Northern Cyprus and managing a smooth convergence of the two economies currently existing in Cyprus. Literature Review Contemporary Developments According to World Tourism Organization1 tourism arrivals which were 564 millions in the year 1995 will reach 1,602 millions in the year 2020 and the receipts fro tourism activity will increase from 399 billion US$ in 1995 to 2,000 billion US$ in the year 2020. According to this same study world’s top outbound countries that will send tourists to other countries will be Germany, Japan, US, China and UK. It is forecasted that although Europe will loose its share in tourism intake over the years the Central-Eastern and Eastern-Mediterranean (Turkey, Cyprus and Israel) countries will increase their share. The estimated average growth for the East-Med countries are given as 4.6%. It is also recognized that Middle Eastern countries have a huge potential to increase their share through its natural and cultural resources but “the key to success of tourism in the Middle East is the political stability of the region.”2 The so-called “Mega trends” that were foreseen by this study of WTO included

• Globalisation/localisation

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• The impact of Electronic technology • Polarisation of tourist tastes: Comfort based and adventure based • 3Es concept (Entertainment, excitement and education) (This is in contrast to 3Ss: Sea, Sand and Sun.) BK • Sustainable tourism and socio-environmental consciousness.

Cyprus seats in the middle of what one can describe as the cross-road of the growth of tourism activity with its strategic geographical location that connects Central and Eastern Europe, Middle East and Eastern Mediterranean (Three regions with high potential of growth). However Cyprus has easy access and traditional links with only the UK (increasingly with Russia and Turkey) one of the countries that will send out more and more tourists. The other big players such as Germany, Japan, US and China do not have a traditional interest for Cyprus.3 Sustainable Tourism Development The WTO has defined sustainable tourism as follows: “ Sustainable tourism development meets the needs of present tourists and host regions while protecting and enhancing opportunities for the future. It is envisaged as leading to management of all resources in such a way that economic, social and aesthetic needs can be fulfilled while maintaining cultural integrity, essential ecological processes, biological diversity, and life support systems.”4 This definition is further elaborated as follows:

• The natural, historical, cultural and other resources for tourism are conserved for continuous use in the future, while still bringing benefits to the present society.

• Tourism development is planned and managed so that it does not generate serious environmental or socio-cultural problems in the tourism area

• The overall environmental quality of the tourism area is maintained and improved where needed

• A high level of tourist satisfaction is maintained so that the tourist destinations will retain their marketability and popularity.

• The benefits of tourism are widely spread throughout the society.5 Cooperation and Peace building through Tourism Young-Sun suggests that “Tourism is strongly dependent on peace and security (Pizam and Mansfeld, 1996). In other words, tourism is impossible without peace, for instance, remarkably, Vietnam is now a holiday destination. The need for safety and obtaining a secure environment is one of the basic conditions to ensure tourism. Tourism flourishes in a climate of peace and prosperity. Political unrest, war depressions and civil strife discourage tourism (McIntosh et al,1995). Furthermore, the relationship between tourism and peace has two dimensions according to Michalic (1996). On the one hand tourism “can be a vital force for peace” (WTO,1980) and on the other hand, tourism needs peace for its development and prosperity.” (Young- Sun,2004)6

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Young-Sun further explains how the two political leaders of two Koreas (North and South) recognised the importance of tourism in building peace when they met in Pyongyang to end over fifty years of hostilities. One leading example was ‘the use of water-based activity holidays and cruising that promote the use of the Mt. Kumgang’. Similar to North Cyprus North Korea is unexplored and ‘the establishment of transboundary attractions with South Korea is bound to yield benefits for both countries. Some suggested cooperation areas are:

-Joint operations for transboundary attractions

• -Joint tourism infrastructure • -Co-operation in human development

“Although the economic data ….. indicate the premature tourism industry of North Korea compared to South Korea, cooperation between the two countries could be in a form of complementary, where each country offers its relative advantages. South Korea can diversify its tourism product due to new regional attractions, while North Korea can benefit from increasing tourists, new jobs, and exploiting economies of scale.The conglomeration that would arise from joint tourism management can result in a successful tourism product. Such joint tourism projects would serve as powerful systems of movement toward reconciliation. Consequently, peace through tourism is not an isolated process. It is part of a larger social change that begins with recognition that the fundamental social and political order is changing. The should be better political relationships between the two Korea for the development of tourism industry……. Tourism cooperation of the two Korea appears to be a viable way of opening a path to peace by eroding the seemingly unbreakable wall that has divided Korea.” (Young- Sun,2004)7 Primary Research Action Research by Working Committees with Representatives from the Tourism sector (1999-2000) The author led 6 consecutive meetings held with participation of almost all of the stakeholders of the Tourism sector in North Cyprus making up the “Tourism Advisory Council”. The first meeting formed 4 working committees: The working committees were formed by way of consultation with all the stakeholders in this first meeting in accordance with the main areas that need attention. These were 1) Promotion and Marketing; 2) Transport; 3) Human Resources and Training; 4) Tourism product and local measures dealing with this product. The first four took place quarterly during the year 1999 and the last two in the first half of year 2000. The working committees determined the problems of the sector relating to their own areas of concentration.

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The original problems encountered were listed by a method of action research and brainstorming in a workshop setting in each working group and these were discussed and ratified in the Advisory Council by the participation of all concerned. Problems and strategies of the tourism sector in North Cyprus established by working committees and ratified by the Advisory Council were as follows: Tourism Promotion and Marketing: 1. Lack of “image” and professional media coverage 2. The ineffectiveness of the tourism bureaus in other countries 3. No clear strategy on What to market and how to market Tourist Transport: 1. The ownership of CTA (KTHY) 2. Old Planes in the CTA fleet 3. Not being able to fly to and from new destinations 4. Lack of standards in charter incentives 5. Not being able to use CTA for tourism promotions 6. Delays in fixing price lists for tour operators 7. Lack of Interline agreement between the CTO and other airlines 8. Tourists coming to Istanbul have to wait long hours to take a plane to Ercan Human Resources and Training: 1. There is a need to reorganise and restructure OTEM (tourism vocational school). The

graduates are not adequate. 2. Those graduates from tourism colleges are moving out of sector 3. The hotels opt for unskilled and cheap labour and do not hire tourism graduates 4. Those tourism students going for summer internships are mistreated. 5. The tourist guide courses do not have standard and adequate curriculum 6. Not enough staff are trained to serve in the area of special interest tourism 7. Taxi and tour drivers are not trained to serve the sector 8. Lack of a Tourism Research and documentation Centre/Library Tourism Product and Local measures 1. Inadequate legal infrastructure of related organisations in the sector 2. Inadequate municipal services (specially water and garbage collection) 3. Lack of quality and price standards for hotels and restaurants 4. Unplanned construction work destroying the environment 5. Lack of regional and resort based sewage and treatment systems for waste water 6. Noise pollution coming from open-air music from discos and restaurants. 7. Lack of profile for tourist expectations 8. Lack of physical zoning plans in the current masterplan/development plan 9. Lack of inspection over Car rental companies 10. Tourism investments submitting their projects after starting construction 11. Inadequate maintenance, repair and restoration work on antiquities

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12. Negligence of Guzelyurt/ Lefke region as a tourist destination 13. High and unstable Taxi fares 14. Lack of alternative tourism options Action Research taken to Regional Level-Karpaz (November 2004) The author led a seminar/workshop under the title “Achieving sustainable tourism development in the Karpaz region” in November 2004 with the participation of many stakeholders of the Karpaz region (see Appendix A for the list of participants). Some extracts from contributions of the participants are as follows: Friends of Karpaz - Mrs. Meryem Özbolat, president:

• “There is only one Karpaz” is the slogan

• Successful establishment of the association realised

• Eco-tourism, historical heritage and restoration, architectural originality,

organic agriculture for tourism in the region

• Cooperation and participation is needed for sustainable development

Turkish Cypriot Guides Assoc. – Ms. Ayşe Gökyiğit, president:

• Environmentally sensitive tourism alternatives is needed

• Domestication of donkeys for tourists

• Bird Life

• Turtles

• Belief Tourism (starting from St. Barnabas to Ap.Andreas)

• Festivals (Grape, carob, olive etc.)

• Equestrian facilities

• Yatching

• Information office about natural life

Dipkarpaz Municipality – Mr. Arif Özbayrak, mayor:

• Changes needed in the new regulation of Karpaz area

• Information and training seminars to local people

• Language, professional behaviour and service trainings

• Agro-tourism, beekeeping, fishing

• Festivals

KEMA Assoc. – Mr. Osman Tuğsal, secretary general:

• Enlargement of the new regulation to other areas

• New law needed on soil usage

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• Aromatic plants should be encouraged in infertile regions

Fishermen Assoc. – Mr. Özay Öykün, president:

• Fisheries should be developed

• Fisheries shelters should be improved

• Changes needed in the new regulation of Karpaz area

Oasis – Mr. Michael de Glanville, owner:

• Try to act rather than watching – cooperation of local producers with local

businesses improves local economy

Mehmetçik Culture Assoc. – Mr. Halil Hepşen, president :

• Grapes and its derivatives need good marketing

Black grapes for winery, sultani grapes for food, grapes with seeds for

Europe

• Reorganisation of winery factory

• Karpaz cultural and ethnographic centre for both exhibition and sales

• Sucuk (one kind of grape product) can be encouraged

Turkish Cypriot Hoteliers Assoc. – Mr. Huseyin Aktig, secretary general:

• Welcoming the new regulation of Karpaz area, advises for special care and

consideration in developing physical plans regarding remarks of academics

and local people

• Turkish Cypriot Tourism is at the edge of choosing one way from having

either mass-tourism or alternative-tourism

• Eco-tourism is the new trend in the world that meets individual demand

characteristics

• Regional Master Plan is inevitable for the virgin Karpaz area

A Vision for Karpaz The stakeholders of Karpaz in a workshop using Interactive Management technique was as follows developed the vision: - A holy part of an unspoilt beauty where an integrated tourism structuring model, involving the opinions of related bodies and adopted by the local people, was carried out. - By finding a solution to the Cyprus problem, facilitating tourism in accordance with the international law, which would be open to settlement while hosting its legal

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residents, and ban the construction of private homes over the seacoast and well-preserved environment with well-planned construction of motel-hotel and guesthouses over the region. - Karpaz with a well-protected existing plant population - A Karpaz where a special project involving our cultural products is implemented and which possesses “Karpaz National Park” which was put into life as a result of an international competition within the framework of the “Sustainable Development Program for Karpaz” Projects Proposed for Karpaz Some proposed projects to be developed were proposed in the same workshop as follows: - Organisation of seminars on personal development, guest-housing, hospitality, hygiene and health consciousness - A project that would explore all of the Karpaz villages and their characteristics. Reflected and shown on signposts placed at the entrance point of the villages and shown on the maps. - The protection of marine life (e.g turtles), cleaning of coasts and underwater observation and support project - Projects on village guest-housing - Exploration of the use of historical and cultural heritage by tourism and excavation of archaeological sites which can then be turned into museums - A creation of a team that would have an inventory/database of the local environment and an early warning system Action Research Taken to Regional Level- Famagusta (2005) A most recent workshop with the participation of all stakeholders of the city (see Appendix for the list) the author carried out for the Famagusta municipality and the UNDP produced the following Vision for the Famagusta Walled City VViissiioonn ffoorr tthhee WWaalllleedd CCiittyy ooff FFaammaagguussttaa

•• A city that has gained a place in the registered international identity lists of Europe and the Mediterranean; A city that has gained a place in the registered international identity lists ofEurope and the Mediterranean;

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•• Developed its advantage as a tourism port and turned this advantage into economic gains from tourism and culture; at the same time preserving its unique cultural and architectural heritage with living functions.

Developed its advantage as a tourism port and turned this advantage intoeconomic gains from tourism and culture; at the same time preserving itsunique cultural and architectural heritage with living functions.

A SWOT Analysis has been applied to the Walled City of Famagusta (see Appendix C). Although the study has not been finalised yet as a result of this analysis the following Strategies were some of the priorities of the stakeholders (see Appendix C for the whole list of strategies: 1. The physical and socio-economic preservation and revitalisation plan of the whole city of

Famagusta should be developed and executed. 2. The city should be prepared for becoming registered as part of the world cultural heritage. 3. The resident and users profile of the city should be analysed. Secondary Reserarch Masterplan Work carried out The tourism masterplan study started in 1996 by the Deputy Prime Ministry and the State Ministry and was finalised with revisions in November 1999 under the title of “Tourism Development Plan”. The plan was submitted to the State Planning Organisation, which is the legal body to introduce the necessary law for the implementation of the plan. This legal procedure is still pending however there has been Strategic Plans based on the Development Plan implemented by the relevant ministry especially in years 2000-2001. The main strategy of the Master plan was based on a SWOT Analysis work given below: STRENGTHS *With the expansion of Famagusta and west of Kyrenia there is little large scale tourism development unlike many other areas of the Mediterranean *High quality environmental resources for tourism -area of outstanding natural beauty eg Karpaz - sites of historical and archaeological interest eg Salamis, St Hilarion - Culturally different from other destinations in the Mediterranean

OPPORTUNITIES * To learn from over-concentration of tourism development on beach resources in other Mediterranean areas * To develop a form of tourism that is economically, environmentally and socially sustainable * To develop a distinctive area in the Mediterranean with a reputation for caring for its environment and being an example of ‘green low- scale tourism development * To market these green credentials to growing niche markets in the West.

WEAKNESSES THREATS * Lack of direct flights from Europe *Lack of product image *Accommodation facilities are outdated and food and general service need to be more customer oriented

* Competition from other countries such as Spain promoting ‘Rural Spain’

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* Lack of self catering accomodation such as ‘country cottage * Inability to develop tourism product to reflect changing market trends * Need for improved public transport * Highly visible military presence adjacent to tourist sites. * Political isolation and lack of public finances *Need for tourism planning expert in the relevant ministry and general institutional strengthening * Limited infrastructure development for tourism

Main Strategies Creating Differentiated tourism products based on comparative

advantage over the competitors Develop tourism based on regional differentiation Adoption of Special Interest Tourism besides Mass Tourism Developing tourism to benefit from the natural and manmade

environment for a long period Developing tourism based on SMEs Main Strategies (2) Developing tourism in coordination with the NGOs, local authorities,

private sector and the universities Adopting a tourism development model in harmony with other sectors Adopting appropriate models to meet the social, economic and physical

transport facilities Structure of tourism industry and Policies free from political

influences. Product Development Suggestions for Different regions are also listed in the plan such as for G.Magusa: “While turning the old city into a living tourism product with its history and social mosaic, reviving Venetian and Ottoman cultures. Functionality and service can coexist with ancient culture.” Estimated Visitors, Bed capacity and amount of Investment8(2005-2010) Year Number of Tourists Number of Beds 2005 369,431 10,348 2006 407,973 11,427 2007 450,537 12,620 2008 497,542 13,936 2009 549,451 15,390 2010 606,775 16,996

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Due to the unforeseen factors in the Masterplan there has been an increase in the bed capacity and estimated investments. The bed capacity in 2005 already exceeded 12,0009 and the amount of investment in year 2004 and 2005 are given as 550 million US$. The number of tourist estimates remains to be increasing steadily as foreseen in the Development Plan. The tourist arrivals in the 2004 were 275,711 (162,790 from Turkey and 112,921 from other countries). About half of those coming from other countries are from UK followed by Germany. Average length of stay for each tourist was around 5 days in 2004. In 2004 the occupancy rate increased to 41.2 % from 37% in 2003. The average for the last 10 years (1994-2003) was 35.7%. This increase is a significant 11.3 % increase, which is due to the Annan Plan Referenda and the opening of the gates. Analysis and Discussion OOccccuuppaannccyy aanndd IInnccoommee iinn TToouurriissmm sseeccttoorr ((11999944--22000044))10 10

YYeeaarr OOccccuuppaannccyy ((%%)) IInnccoommee ((mmiill.. UUSS$$)) 11999944 3377..33 117722..99 11999955 3377..55 221188..99 11999966 3311..88 117755..66 11999977 3344..88 118833..22 11999988 3366..66 118866..00 11999999 3366..77 119922..88 22000000 3377..22 119988..33 22000011 3300..99 9933..77 22000022 3377..88 111144..11 22000033 3377..99 117788..88 22000044 4411..22 ?? When one looks at the lower occupancy rates over the last 10 years it is obvious that the instability stemming from political and economic turmoil is directly affecting the occupancy rates more than anything else. When there is an improvement in the political atmosphere there is an increase in the occupancy rates. (See Table below) Two clear examples are 1996-97 when there were border incidents and the negative developments due to EU Luxembourg summit decision against Turkey’s candidacy. The occupancy rates went down from 37.5% to 31.8%. The second example is when there was a big devaluation of TL in 2001, which led to major economic crises in Turkey and had a very adverse effect on the economy of Northern Cyprus (occupancy rates went down from 37.2% to 30.9%). Kyrenia resorts have better chance than the others due to its reputation. Especially in Kyrenia the city hotels are doing better than the outside city ones with exceptions. The exceptions are there because of differences in management. When we look at occupancy rates for each individual hotel in 2004 it is obvious that there is no one type of resort (holiday village, hotel, motel, and boutique hotel, small or big) which is doing well except the Casino/5 star hotels. The performance of others is mainly due to where they are located and how well they are run. This is mainly due to the unplanned nature of

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tourism in the North and not having consistent policies towards supporting a type of tourist profile or a type of tourist resort in the country. Some typical examples of case studies representing success and failure in the sector are:

Successes A small Hotel in Karpaz shores with alternative energy An example of guest-housing street in a Karpaz village Using Internet marketing for a small hotel outside the Kyrenia city A holiday village with the right type of soft and traditional architecture A high quality deluxe hotel with Casino at the outskirts of the Kyrenia City

Failures

A small hotel in the city with low quality Casino clientele A big hotel built as a 5-star with casino outside the city with poor management A small hotel on a picturesque side on mountains with wrong marketing and

promotion strategy A successful 4-star hotel outside the city going down by introducing casino

and loosing its traditional clientele.

Analysing the occupancy rates of individual hotels in 2004 there is no one type of resort (holiday village, hotel, motel, and boutique hotel,

small or big) which is doing well except the Casino/5 star hotels. The performance of others is mainly due to where they are located and how

well they are managed. This is mainly due to the unplanned nature of tourism in the North Also not having consistent policies towards supporting a type of tourist profile

or a type of tourist resort in the country. Property title deeds has not been a determining issue for performance

There is a direct link between which market the tourists are coming from and the

accessibility of Northern Cyprus from those markets

CTA’s performance in Turkey and the UK is reflected in numbers of tourists as well as political, social and cultural links exist with these markets.

Conclusion and Recommendations

There are four major factors that determine the performance of the tourism sector in Northern Cyprus

1. Political / security developments and the peace process 2. Economic conditions as well as accessibility in the main markets (Turkey,

UK & Germany) 3. Management/Strategy adopted by the sector 4. Management/Strategy adopted by individual tourist resorts

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The present Masterplan/Development Plan should be developed revised and developed further with the necessary zonings and phsical plans and should be implemented with the way of Strategic Plans for shorter periods such as 2-3 years.

The sector needs to look at the Casinos carefully and have a much more clear and

solid policy for this sector. Concentration of Casinos in only one Centre could be an alternative policy to the current laisssez faire development policy.

Luxury deluxe hotels in the main cities (Lefkosa, Girne and Famagusta) can continue

to be encouraged. Residential areas of the North should not be allowed to become Centres for casinos and gambling.

There is potential and will amongst the stakeholders in the North to develop

alternative tourism such as special interest, agro, eco type of tourism which can be a base for sustainable tourism development

Small hotels with less than 100 bed capacity should be organized to promote, market

and finance their operations jointly through either associations or professional companies with the help of the state or other international funding organizations.

Marketing to individual tourists over the internet could be a way out of political

restrictions as well as the dominance of big tour operators

There is a need to allign the operations of CTA to the tourism strategy adopted. Tourism markets are not markets without satisfactory transport.

Direct charter flights from UK and Germany and interline agreements with the

Turkish Airlines can be managed even with the existing political constraints.

An intensive training program should be introduced to the sector on sustainable tourism development, and alternative tourism to mass tourism

There is a dialectic relationship between tourism and peace. While tourism movements

can foster better understanding of different cultures and reduce tension it cannot flourish in regions where there is a continuous potential for conflict and confrontation.

Therefore, although Cyprus has been very fortunate to attract tourists with its chronic

political problem, it should be understood that the type of quality tourists, which the country aspires for, might not be willing to spend their most special time in a place where there is conflict and tension.

This fact on its own should be a reason for pushing for a peaceful solution if Cyprus

wants to continue increasing its economic welfare by way of developing the tourism sector.

The south has been using predominantly mass tourism to make high gains from

tourism. Considering that the tourism trends are moving away from mass tourism towards alternative tourism such as Agro-Eco-Special Interest and more focusing on Niche markets, there is an increasing need for developing new tourism products.

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The potential that the northern part of the island has provides new opportunities for joint action. Two-destiny tours, daily tours and joint investments in the field of special interest tourism in the north could be some business prospects that is worth considering by investors and business people of both sides of Cyprus.

To conclude there is sufficient evidence and will of stakeholders of the tourism sector that the economy of Northern Cyprus can benefit from adopting the sustainable tourism policies and the south will benefit from cooperating with the North in order to develop new tourism products if it wants to revitalize its once very strong tourism sector.

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Appendix A Seminar Programme Participant List:

İbrahim Akançay Kıbrıs akancayi@hotmail.com Ziyamet/Y.İskele Ülkü Akın BRT akin_ulku@mynet.com G.Mağusa Mehmet Hocaoğlu Policeman Dipkarpaz/Y.İskele Duran Gözügüzel Friends of Karpaz dgozuguzel@yahoo.com Cayirova/ Y.İskele Meryem Özbolat Friends of Karpaz 392 37 44 343 Y.Erenköy/Y.İskele Gülizar Eroğlu Friends of Karpaz gulizar.eroglu@emu.edu.tr Gelincik/ Y.İskele Halime Akdeniz Friends of Karpaz 392 375 50 78 Ziyamet/Y.İskele Ayşe Gökyiğit Guides Assoc. kitreb@hotmail.com PK 88 Güzelyurt Mehmet E. Karagil Friends of Karpaz mekaragil@hotmail.com Y.İskele Erdoğan Özbalıkçı Theresa Hotel theresahotel@hotmail.com Y.Erenköy/Y.İskele Kemal Gündeş Mayor-Y.Erenköy 392 374 43 50 Y.Erenköy/Y.İskele Arif Özbayrak Mayor-Dipkarpaz 392 372 22 34 Dipkarpaz/Y.İskele Osman Tuğsal KEMA 392 22 82 575 64 Kemal Aşık Cad. Lefkoşa Michael de Glanville Oasis oasis@ayfilon.com Dipkarpaz/Y.İskele Arif Ersoy Friends of Karpaz 392 375 57 93 Buyukkonuk/Y.İskele Nergis Sükan Karpaz vocational school nergis2011@hotmail.com Kumyalı/Y.İskele Bengül Pars Arslan Karpaz vocational school bengulpars@hotmail.com Kumyalı/Y.İskele İrdelp Soykan Guides Assoc. irdelps@hotmail.com 141 Bedrettin Demirel Cad,Lefkoşa Lois Cemal Friends of Karpaz delcraft@superonline.com Buyukkonuk/Y.İskele Cemal Akesen Forestry Department 392 22 84 991 Orman Dairesi, Lefkoşa Habib Ali Pour Tourism School, EMU habib.alipour@emu.edu.tr Turizm Okulu, DAÜ, G.Mağusa Serap Uzun Friends of Karpaz Buyukkonuk/Y.İskele Nerime Uskuri Guides Assoc. Neral Turizm, Gemikonağı, Guzelyurt Mehmet Ozaner Guides Assoc. Girne Medine Koca Karpaz vocational school 392 375 57 93 Kumyalı/Y.İskele Hasan Tekel Antiques Department 392 366 55 82 Eski Eserler Dairesi, G.Mağusa Özay Öykün Fishermen Assoc. 392 375 57 93 Y.Erenköy/Y.İskele Hüseyin Cumaoğlu Karpaz vocational school 392 375 57 93 Kumyalı/Y.İskele Maşallah Erkan Oasis oasis@ayfilon.com Dipkarpaz/Y.İskele Şerife Gündüz EREC-LAU serife2001cy@yahoo.com LAU, Lefke, Guzelyurt Tuğberk Emirzade EREC-LAU tugberkemirzade@hotmail.com LAU, Lefke, Guzelyurt İrfan Arıkan Anadolu Uni. iarikan@anadolu.edu.tr A.Ü.TOIYO Yunusemre Kampusu,

Eskisehir Rengin Kömür Mehmetcik Culture Asso. Mehmetcik/Y.İskele Halil Hepşen Mehmetcik Culture Asso. mistiki_h@yahoo.com Mehmetcik/Y.İskele Huseyin Aktıg KITOB huseyinaktig@superonline.com PK 604 Girne

Appendix B Famagusta Walled city Workshop participants list: 1- Prof. İbrahim Numan - DAÜ - Projenin Danışma Kurulu Üyesi 2- Naciye Doratlı - DAÜ Mimarlık Fakültesi 3- Kerime Darbaz - Vakıflar İdaresi - Danışma Kurulu Üyesi 4- Emine Pilli - Eski Eserler ve Müzeler Dairesi - D.K.Ü 5- Hasan Tekel - Eski Eserler ve Müzeler Dairesi 6- Layık Mesutoğlu - Şehir Planlama Dairesi - D.K.Ü.

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7- Ali Öznur - Şehir Planlama Dairesi 8- Eldem Onur - Turizm ve Seyahat Acenteleri Birliği 9- Metin Şahinoğlu - K.T.Otelciler Birliği 10- Suna Atun - Samtay Vakfı 11- Serdar Atai - K.T.Ticaret Odası ve Friends of Nature 12- Mehmet Besmel - Limanlar Dairesi 13- Yılmaz Altunterim - Devlet Planlama Örgütü 14- Hüseyin Araslı - DAÜ Turizm ve Otelcilik Yüksek Okulu 15- Yılmaz Parlan - Esnaf ve Zanaatkarlar Derneği 16- Osman Çağakan - K.T.M.M.O.B. - D.K.Ü. Davet edilip katılmayanlar: 1- Turist Rehberleri Birliği 2- K.T.Mimar-Mühendis Odaları Birliği 3- Anıtlar Yüksek Kurulu 4- Genç İşadamları Derneği 5- Turizm Planlama Dairesi 6- Suriçi Muhtarı İzleyici/gözlemci olarak katılanlar: 1- Ahmet S. Örek - Proje Sorumlusu 2- Ertan Öztek - Proje Danışmanı 3- Abide Başman Eryaşar - GMB. - D.K.Ü. 4- Ali Çağlar - UNDP/PFF Workshop sonrası Danışma Kurulu 2.toplantısına katılanlar (06/05/2005): 1- Ertan Öztek - Proje Kontrol Danışmanı 2- Abide B. Eryaşar - GMB 3- Prof.İbrahim Numan - DAÜ 4- Kerime Darbaz - Vakıflar İdaresi 5- Yılmaz Parlan - Esnaf ve Zanaatkarlar Derneği 6- Bülent Kanol Appendix C Fursatlar

KAPILARIN AÇILMASI VE YABANCI KİŞİ VE KURUMLARIN ŞEHRE OLAN İLGİSİNE BAĞLI OLARAK BUNUN GETİRECEĞİ MALİ DESTEK (3) ÇÖZÜMLE BİRLİKTE GERÇEKLEŞMESİ MUHTEMEL AB ÜYELİĞİ (11) BM, AB VE DİĞER DIŞ KAYNAKLARDAN

Tehditler LİMANIN GELİŞMİŞ BİR YÜK LİMANI OLMASI VE BUNUN ÇÖZÜMLE BİRLİKTE HIZLANMASI (7) ÜLKESEL FİZİKİ İMAR PLANININ YOKLUĞU (9) KÜLTÜR VARLIKLARININ KORUNMASI KONUSUNDA HALKIN BİLİNÇSİZLİĞİ (13) GİRİŞİMCİLİK, PROFESYONELLEŞME VE KURUMSALLAŞMA EKSİKLİĞİ (17)

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SAĞLANAN FONLAR (10) YEREL VE MERKEZİ YÖNETİMDE TEK SİYASİ İRADENİN VARLIĞI (17)

Şehrin Potansiyeli

KALESİ, HENDEĞİ, MAZGALLARI, KİLİSE KALINTILARI, KATEDRALİ, BASİT MİMARİ DOKUSU İLE ORTAÇAĞ DÖNEMİ YERLEŞİM YERİ OLARAK BUGÜNE GELMESİ.(1) BİN YILLIK BİR TARİHE SAHİP OLMASI VE ÇEŞİTLİ UYGARLIKLARA EV SAHİPLİĞİ YAPMASI.(5) YÜZÖLÇÜMÜNÜN ÇOK KÜÇÜK OLMASI DOLAYISIYLA PROJE UYGULANMASINA POTANSİYEL OLUŞTURMASI (10) YÜRÜME ÖLÇEĞİ, İNSANİ BOYUTLARI, DENİZLE BULUŞABİLME İMKANI. (4)

Mukayeseli Avantaj Stratejileri

-Kentin tümüne ve Suriçi’ne yönelik fiziki sosyo-ekonomik koruma ve canlandırma planlamalarının yapılması. -Uluslararası Dünya kültür listesine Mağusa Suriçinin kayıt edilebilmesi için gerekli olan koşulların araştırılıp gerekli girişim ve düzenlemelerin yapılması. -Yerel halkın yaşama biçimi ile suriçi faaliyetlerin adaptasyon/uyum kesitlerinin bulunması için bir çalışma yapılması. Kentin kullanıcı profilinin belirlenmesi. -Yapılacak yeni aykırı binaları ve mevcut eski binaların korunmasında yapılacak hataları önlemek amacıyla yasal çalışabilen bir yapının oluşturulması ve Stratejik Yönetim Birimi oluşturulması.

Savuma Stratejileri -Oluşan yeni durum (Kıbrıs konusunda gelinen son nokta) karşısında ülkesel bazda iki senaryolu (çözümün olması veya olmaması halinde/Maraş’ın açılması veya açılmaması halinde) ana kararların alınması ve 5 yıllık kalkınma planlarda bunların yer alması. -Koruma alanları, tarihi ve kültürel dokuyu koruma ve geliştirmeye yönelik mimarların eğitilmesi için eğitim çalışmaları (atelye, konferans vb.) düzenlemek; -Kültür varlıklarının korunması ile ilgili okullarda veya toplumun her kesimine yönelik eğitim programlarının uygulanması -Mağusa Suriçi’nin korunması ve geliştirilmesine yönelik olarak bina ve kentsel doku düzeyinde kılavuz (guideline) hazırlamak. -Alternatif (başka bir yerde) bir liman için hemen çalışmalara başlanması. -Limanın bir bölümünün acilen marinaya

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dönüştürülmesi ve Akdeniz’de bir merkez haline gelmesi, yat turizmi açısından. -Yetki çakışması ve çatışması olan yasa ve kurumsal örgütlenme üzerine çalışma yaparak bu yetki çakışma ve çatışmasını ortadan kaldırıcı yasal düzenlemeler yapmak.

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Şehrin Zaafları TARİHİ VE KÜLTÜREL BİNALARIN BAKIMSIZLIĞI VE TERKEDİLMİŞ OLMASI (4) SURİÇİ VE LİMAN TARAFINDA ASKERİ YASAK BÖLGELERİN VARLIĞI VE KENTİN KİMLİĞİNE, KÜLTÜREL DOKUSUNA UYGUN OLMAYAN İNSAN SAYISININ FAZLALIĞI (2) MEVCUT TARİHİ YAPILARIN GÜNÜMÜZ İHTİYAÇLARINA CEVAP VEREMEMESİ VE BU BAĞLAMDA DEĞİŞEN DEMOGRAFİK YAPI (9) ORTAK YAŞAM KURALLARINA UYULMAMASI VE ÇİRKİN, PLANSIZ YAPILAŞMA (5)

İşbirliği ve ortaklik Stratejileri -UNDP ve UNESCO ile yoğun işbirliğinde bulunulması. -Kıbrıs’ta İngiliz, Fransız ve İtalyan elçiliklerine çağrı yapıp ortak işbirliği ve etkinliklerin yapılması. -Yapılacak işbirliği ve ortaklık sonucu ihtiyaç duyulan sosyolojik statistiklerin yapılması. Anketlerin yapılması. (Devletin ilgili kurumları) -Eski Eserler ve Müzeler Dairesi, Vakıflar İdaresi, Çevre Dairesi, Belediye kurumlarından ilgili kişilerin bulunduğu bir kurumun oluşturulması. - Güney Kıbrıs ile de yoğun ilişkiler kurulması, ortak vatanın ortak değerlerinin korunması . -Suriçi’nde yer alan askeri bölgelerin sivil otoriteye devredilmesi için askeri yetkililer ile işbirliğine gidilmesi. -Tarihi ve kültürel binaların envanterinin çıkarılması. (Bu envanter içerisinde her binanın fiziki durumu, bozulmuş elemanları, ilaveler vb. olmalı). Bu envantere göre nelerin yapılması gerektiğinin ve maliyetlerinin belirlenip önceliklerin sıralanması

Kaçış ve sakınma stratejileri -Kentin büyük bir ticari yük limanı olarak gelişmesinin önüne geçilememesi senaryosunu da dikkate alarak planlama, yaşam ve hizmetlerin bu vizyona göre de düzenlenmesi

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REFERENCES: Lawson F.and Baud-Bovy, M.. ‘Tourism and Recreation Development- A handbook of physical planning’ Holloway, J.C. (1994). ‘The Business of Tourism’. Pitman Publishing, London. Foster, D. (1985). ‘Travel and Tourism Management’. The Macmillan Press Ltd, London. 1 WTO, 1995. “Tourism 2020 Vision”. A new forecast from the WTO. 2 İbid. 3 CTO and Economy and Tourism Ministry Statistics (2004). 4 WTO, 1998. “Guide for Local Authorities on Devloping Sustainable Tourism”. 5 İbid. 6 Young-Sun (2003), “Tourism cooperation and peace:An example from the divided nation of Korea”. The Journal of the College of Tourism and Hotel Management, No.3 Autumn 2003. 7 Young-Sun (2003), “Tourism cooperation and peace:An example from the divided nation of Korea”. The Journal of the College of Tourism and Hotel Management, No.3 Autumn 2003. 8 Tourism Planning Department: Tourism Development Plan (Nov. 2000) 9 Tourism Planning Department: Tourism Statistics (Jan-April 2005) 10 İbid.